Académique Documents
Professionnel Documents
Culture Documents
ON
CREDIT APPRAISAL
A Project submitted in partial fulfillment for the award of
Degree
Of
MASTER OF BUSINESS ADMINISTRATION
Submitted to:
Submitted by:
Managing Director
Parmjeet Singh
Sr. J.S Safri
Roll No 511113351
RICDT Professional College
MBA- IV SEM.
LC Code : 00899
STUDENT DECLARATION
I hereby declare that the project report
entitled CREDIT APPRAISAL submitted for
the degree of MBA
is my original work
carried out by me under the guidance of Sr.
J.S Safri for the partial fulfillment of the
award of the degree of MASTER OF
BUSINESS ADMINISTRATION. The matter
embodied in this report has not submitted
anywhere else for the award of any other
degree/diploma.
Place : Roapr
Name : Parmjeet Singh
Date :
Roll No : 511113351
Certificate
This is to be certified that the Project work
entitled CREDIT APPRAISAL of MBA Revised
has been carried out by is approved and
acceptable.
3
Project Guide :
Centre Head :
Mr. Sanjeev Kumar
Sr. J.S Safri
Examiners Certificate
This is to certify that Parmjeet Singh has been
successfully completed the project entitled as
CREDIT APPRAISAL in partial fulfillment of
the requirement for the Award of
MBA
(of Sikkim Manipal University)
4
On
2011-2012 at
RICDT Professional College Ropar
(Study Centre of Sikkim Manipal University)
Signature
Signature
(Internal Examiner)
(External Examiner)
Acknowledgement
Preparing a project was great experience
for me which was possible only with the help
of people, whom I really want to say thanks.
I would like to express my deepest sense of
regards and gratitude RICDT Professional
College,
(Affiliated
to
Sikkim
Manipal
5
University) for
suggestions.
their
kind
regards
and
Parmjeet Singh
Roll No. 511113351
Curriculum Vitae
Name
Singh
Parmjeet
Father Name
Singh
S.Sukhwinder
Course
MBA
Roll No.
511113351
Semester
IV
Session
2012
LC Code
00899
Date of Submission
CONTENTS
Introduction
7
Chapter
1. Introduction to Banking & SBI
2. Industry Analysis
3. Introduction to SME
4. Overview of Credit appraisal
5. SBI Norms for Credit Appraisal
6. Credit Risk Assessment
7. Case Study
8. Findings
9. Recommendation & Suggestions
10.
Conclusion.
Bibliography
Secondary Data:
Books and magazines
Database at SBI
Internal reports of the banks
Library research
Websites
Expected contribution of the study:
This study will help in understanding the credit appraisal system at SBI & to
understand how to reduce various risk parameters, which are broadly categorized
into financial risk, business risk, industrial risk & management risk associated in
providing any loans or advances or project finance.
Beneficiaries:
Researcher:
This report will help researcher in improving knowledge about the credit appraisal
system and to have practical exposure of the credit appraisal scenario in SBI.
Management student:
The project will help the management student to know the patterns of credit
appraisal in SBI bank.
SBI Bank:
The project will help bank in reducing the credit risk parameters and to improve its
efficiencies. It will also help to reduce risk associated in providing any loans &
advances or project finance in future and to overcome the loopholes.
10
Short write-up on the researcher and reason for taking up the project:
The researcher are MBA 4th year students, studying in RICDT Professional
College, Ropar (Pb)
The reason for taking up the project is to know and understand the credit
appraisal system in banking sector.
Credit appraisal is the major focus of banking industries these days, so the
project will help in understanding and analyzing the situation prevailing
currently.
Limitations of the study:
As the credit rating is one of the crucial areas for any bank, some of the
technicalities are not revealed which may have cause destruction to the
information and our exploration of the problem.
As some of the information is not revealed, whatever suggestions generated,
are based on certain assumptions.
Credit appraisal system includes various types of detail studies for different
areas of analysis, but due to time constraint, our analysis was of limited
areas only.
11
CHAPTER-1
INTRODUCTION TO BANKING
SECTOR AND SBI
Banking System:
The banking system in India was established in 18th century. The first Indian bank
which came into existence in1786 was THE GENERAL BANK OF INDIA
12
Introduction
Recent time has witnessed the world economy develop serious difficulties in terms
of lapse of banking & financial institutions and plunging demand. Prospects
became very uncertain causing recession in major economies. However, amidst all
this chaos Indias banking sector has been amongst the few to maintain resilience.
A progressively growing balance sheet, higher pace of credit expansion, expanding
profitability and productivity akin to banks in developed markets, lower incidence
of nonperforming assets and focus on financial inclusion have contributed to
making Indian banking vibrant and strong. Indian banks have begun to revise their
growth approach and re-evaluate the prospects on hand to keep the economy
rolling. The way forward for the Indian banks is to innovate to take advantage of
13
the new business opportunities and at the same time ensure continuous assessment
of risks.
A rigorous evaluation of the health of commercial banks, recently undertaken by
the Committee on Financial Sector Assessment (CFSA) also shows that the
commercial banks are robust and versatile. The single-factor stress tests undertaken
by the CFSA divulge that the banking system can endure considerable shocks
arising from large possible changes in credit quality, interest rate and liquidity
conditions. These stress tests for credit, market and liquidity risk show that Indian
banks are by and large resilient.
Thus, it has become far more imperative to contemplate the role of the Banking
Industry in fostering the long term growth of the economy. With the purview of
economic stability and growth, greater attention is required on both political and
regulatory commitment to long term development programme. FICCI conducted a
survey on the Indian Banking Industry to assess the competitive advantage offered
by the banking sector, as well as the policies and structures that are required to
further the pace of growth. The results of our survey are given in the following
sections.
General Banking Scenario
The pace of development for the Indian banking industry has been tremendous
over the past decade. As the world reels from the global financial meltdown,
Indias banking sector has been one of the very few to actually maintain resilience
while continuing to provide growth opportunities, a feat unlikely to be matched by
other developed markets around the world. FICCI conducted a survey on the
Indian Banking Industry to assess the competitive advantage offered by the
14
banking sector, as well as the policies and structures required to further stimulate
the pace of growth.
The predicament of the banks in the developed countries owing to excessive
leverage and lax regulatory system has time and again been compared with
somewhat unscathed Indian Banking Sector. An attempt has been made to
understand the general sentiment with regards to the performance, the challenges
and the opportunities ahead for the Indian Banking Sector.
A majority of the respondents, almost 69% of them, felt that the Indian banking
Industry was in a very good to excellent shape, with a further 25% feeling it was in
good shape and only 6% of the respondents feeling that the performance of the
industry was just average. In fact, an overwhelming majority (93.33%) of the
respondents felt that the banking industry compared with the best of the sectors of
the economy, including pharmaceuticals, infrastructure, etc.
Most of the respondents were positive with regard to the growth rate attainable by
the Indian banking industry for the year 2009-10 and 2014-15, with 53.33% of the
view that growth would be between 15-20% for the year 2009-10 and greater than
20% for 2014-15.
Nationalization
The nationalization of banks added a new chapter in the Indian
banking system in 1969 when the Indra Gandhi Government nationalized the 14
15
MAR.-03
MAR.04
MAR.05
MAR.
-06
NO.
OF
COMMERCIAL
BANKS (A+b)
297
292
290
289
222
{A}
SCHEDULE
COMMERCIAL BANKS
293
288
286
285
218
196
196
196
133
{B}
NON
SCHEDULE
COMMERCIAL BANKS
4
FINANCIAL YEAR
MAR.-02
17
Since Indian banking sector is experience exponential growth, the profit made
by public sector and private sector banks are given below.
NET PROFIT OF COMMERCIAL BANKS IN INDIA (MN) Rs.
BANK
MAR.-05
MAR.-06
% CHANGE
20,052.00
25,400.70
26.67
HDFFC BANK
6,655.60
8,707.80
30.83
UTI BANK
3,345.80
4,850.80
44.98
J& K BANK
1,150.70
1,768.40
53.68
1,053.40
1,353.50
28.49
FEDRERAL BANK
900.90
2,252.10
149.98
KOTAK BANK
848.90
1,182.31
39.28
NA
2,700.00
NA
INDUSIND BANK
2,101.50
368.20
-82.48
-381.30
90.60
NA
43,045.20
44,066.70
2.37
BANK OF BARODA
6,768.40
8,269.60
22.18
BANK OF INDIA
3,400.50
7,014.40
106.28
CORPORATION BANK
4,021.60
4,444.60
10.52
IDBI LTD.
3,072.60
5,608.90
82.55
610.00
729.90
19.66
YES BANK
DENA BANK
18
CANARA BANK
11,095.00
13,432.20
21.07
ALLAHABAD BANK
5,417.90
7,061.30
30.33
14,101.20
14,393.10
2.07
VIJAYA BANK
3,805.70
1,268.80
-66.66
BANK OF MAHARSHATRA
1,771.20
507.90
-71.32
3,015
3,610.00
19.7
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 from households and non-financial businesses, and lend
most funds 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
19
Call center
Mail: most banks accept cheque deposits via mail and use mail to
communicate to their customers, e.g. by sending out statements
that are considered to be a higher credit risk and thus increased chance
of default on loans. This helps to offset the losses from bad loans, lowers the price
of loans to those who have better credit histories, and offers credit products to high
risk customers who would otherwise be denied credit.
Third, they have sought to increase the methods of payment processing available to
the general public and business clients. These products include debit cards, prepaid
cards, smart cards, and credit cards. They make it easier for consumers to
conveniently make transactions and smooth their consumption over time (in some
countries with underdeveloped financial systems, it is still common to deal strictly
in cash, including carrying suitcases filled with cash to purchase a home).
However, with convenience of easy credit, there is also increased risk that
consumers will mismanage their financial resources and accumulate excessive
debt. Banks make money from card products through interest payments and fees
charged to consumers and transaction to companies that accept the credit- debit cards. This helps in making profit and facilitates economic development as a
whole.[9]
Retail banking
Checking account
Savings account
Credit card
Debit card
Mortgage
Mutual fund
Personal loan
Time deposits
Business loan
Mezzanine finance
Project finance
Revolving credit
Term loan
23
Credit risk: risk of loss arising from a borrower who does not make
payments as promised.
Liquidity risk: risk that a given security or asset cannot be traded quickly
enough in the market to prevent a loss (or make the required profit).
Market risk: risk that the value of a portfolio, either an investment portfolio
or a trading portfolio, will decrease due to the change in value of the market
risk factors.
24
Economic functions
The economic functions of banks include:
1. Issue of money, in the form of banknotes and current accounts subject
to check or payment at the customer's order. These claims on banks can act
as money because they are negotiable or repayable on demand, and hence
valued at par. They are effectively transferable by mere delivery, in the case
of banknotes, or by drawing a check that the payee may bank or cash.
2. Netting and settlement of payments banks act as both collection and
paying agents for customers, participating in interbank clearing and
settlement systems to collect, present, be presented with, and pay payment
instruments. This enables banks to economize on reserves held for
settlement of payments, since inward and outward payments offset each
other. It also enables the offsetting of payment flows between geographical
areas, reducing the cost of settlement between them.
3. Credit intermediation banks borrow and lend back-to-back on their own
account as middle men.
4. Credit quality improvement banks lend money to ordinary commercial and
personal borrowers (ordinary credit quality), but are high quality borrowers.
The improvement comes from diversification of the bank's assets and capital
which provides a buffer to absorb losses without defaulting on its
obligations. However, banknotes and deposits are generally unsecured; if
the bank gets into difficulty and pledges assets as security, to raise the
funding it needs to continue to operate, this puts the note holders and
depositors in an economically subordinated position.
25
Bank crisis
Banks are susceptible to many forms of risk which have triggered occasional
systemic crises. These include liquidity risk (where many depositors may request
withdrawals in excess of available funds), credit risk (the chance that those who
owe money to the bank will not repay it), and interest rate risk (the possibility that
the bank will become unprofitable, if rising interest rates force it to pay relatively
more on its deposits than it receives on its loans).
Banking crises have developed many times throughout history, when one or more
risks have materialized for a banking sector as a whole. Prominent examples
include the bank run that occurred during the Great Depression, the U.S. Savings
and Loan crisis in the 1980s and early 1990s, the Japanese banking crisis during
the 1990s, and the sub-prime mortgage crisis in the 2000s.
26
27
one estimate, the retail segment is expected to grow at 30-40% in the coming
years.
Net banking, phone banking, mobile banking, ATMs and bill payments are the new
buzz words that banks are using to lure customers.
With a view to provide an institutional mechanism for sharing of information on
borrowers / potential borrowers by banks and Financial Institutions, the Credit
Information Bureau (India) Ltd. (CIBIL) was set up in August 2000. The Bureau
provides a framework for collecting, processing and sharing credit information on
borrowers of credit institutions. SBI and HDFC are the promoters of the CIBIL.
The RBI is now planning to transfer of its stakes in the SBI, NHB and National
bank for Agricultural and Rural Development to the private players. Also, the
Government has sought to lower its holding in PSBs to a minimum of 33% of total
capital by allowing them to raise capital from the market.
Banks are free to acquire shares, convertible debentures of corporate and units of
equity-oriented mutual funds, subject to a ceiling of 5% of the total outstanding
advances (including commercial paper) as on March 31 of the previous year.
The finance ministry spelt out structure of the government-sponsored ARC called
the Asset Reconstruction Company (India) Limited (ARCIL), this pilot project of
the ministry would pave way for smoother functioning of the credit market in the
country. The government will hold 49% stake and private players will hold the rest
51%- the majority being held by ICICI Bank (24.5%).
Reforms in the banking sector:
The first phase of financial reforms resulted in the nationalization of 14 major
banks in 1969 and resulted in a shift from Class banking to Mass banking. This in
28
grouped into nationalized banks, the State Bank of India and its group banks,
regional rural banks and private sector banks (the old / new domestic and foreign).
These banks have over 67,000 branches spread across the country. The Indian
banking industry is a mix of the public sector, private sector and foreign banks.
The private sector banks are again spilt into old banks and new banks.
Commercial
NABARD NHB
IRBI
Regional Rural
Co-operative
30
EXIM Bank
Land Development
SIDBI
Banks
Banks
Banks
Banks
SBI Groups
Nationalized Banks
Indian Banks
Bank
ABOUT SBI:
31
Foreign
The State Bank of India, the countrys oldest Bank and a premier in terms of
balance sheet size, number of branches, market capitalization and profits is today
going through a momentous phase of Change and Transformation the two
hundred year old Public sector behemoth is today stirring out of its Public Sector
legacy and moving with an agility to give the Private and Foreign Banks a run for
their money.
The bank is entering into many new businesses with strategic tie ups Pension
Funds, General Insurance, Custodial Services, Private Equity, Mobile Banking,
Point of Sale Merchant Acquisition, Advisory Services, structured products etc
each one of these initiatives having a huge potential for growth.
The Bank is forging ahead with cutting edge technology and innovative new
banking models, to expand its Rural Banking base, looking at the vast untapped
potential in the hinterland and proposes to cover 100,000 villages in the next two
years.
It is also focusing at the top end of the market, on whole sale banking capabilities
to provide Indias growing mid / large Corporate with a complete array of products
and services. It is consolidating its global treasury operations and entering into
structured products and derivative instruments. Today, the Bank is the largest
provider of infrastructure debt and the largest arranger of external commercial
borrowings in the country. It is the only Indian bank to feature in the Fortune 500
list.
The Bank is changing outdated front and back end processes to modern customer
friendly processes to help improve the total customer experience. With about
11448 of its own branches and another 6500+ branches of its Associate Banks
already networked, today it offers the largest banking network to the Indian
32
the process of raising capital for its growth and also consolidating its various
holdings.
Background:
State Bank of India is the largest and one of the oldest commercial bank in India, in
existence for more than 200 years. The bank provides a full range of corporate,
commercial and retail banking services in India. Indian central bank namely
Reserve Bank of India (RBI) is the major share holder of the bank with 59.7%
stake. The bank is capitalized to the extent of Rs.646bn with the public holding
(other than promoters) at 40.3%.
SBI has the largest branch and ATM network spread across every corner of India.
Thebank has a branch network of over 17000 branches (including subsidiaries).
Apart fromIndian network it also has a network of 73 overseas offices in 30
countries in all time zones, correspondent relationship with 520 International banks
in 123 countries. In recent past, SBI has acquired banks in Mauritius, Kenya and
Indonesia. The bank had total staff strength of 198,774 as on 31st March, 2008. Of
this, 29.51% are officers, 45.19% clerical staff and the remaining 25.30% were
sub-staff. The bank is listed on the Bombay Stock Exchange, National Stock
Exchange, Kolkata Stock Exchange, Chennai Stock Exchange and Ahmedabad
Stock Exchange while its GDRs are listed on the London Stock Exchange.
SBI group accounts for around 25% of the total business of the banking industry
while itaccounts for 35% of the total foreign exchange in India. With this type of
strong base, SBI has displayed a continued performance in the last few years in
scaling up its efficiency levels. Net Interest Income of the bank has witnessed a
CAGR of 13.3% during the last five years. During the same period, net interest
34
margin (NIM) of the bank has gone up from as low as 2.9% in FY02 to 3.40% in
FY06 and currently is at 3.32%.
a) Corporate Banking
The corporate banking segment of the bank has total business of around
Rs1,193bn. SBI has created various Strategic Business Units (SBU) in order to
streamline its operations.
These SBUs are as follows:
a.1) Corporate Accounts
a.2) Leasing
a.3) Project Finance
a.4) Mid Corporate Group
a.5) Stressed Assets Management
b) National banking
35
c) International banking
SBI has a network of 73 overseas offices in 30 countries in all time zones and
correspondent relationship with 520 international banks in 123 countries. The bank
is keen to implement core banking solution to its international branches also.
During FY06, 25 foreign offices were successfully switched over to Finacle
software. SBI has installed ATMs at Male, Muscat and Colombo Offices. In recent
years, SBI acquired 76% shareholding in Giro Commercial Bank Limited in Kenya
and PT Indomonex Bank Ltd. in Indonesia. The bank incorporated a company SBI
Botswana Ltd. at Gaborone.
d) Treasury
The bank manages an integrated treasury covering both domestic and foreign
exchange markets. In recent years, the treasury operation of the bank has become
more active amidst rising interest rate scenario, robust credit growth and liquidity
36
constraints. The bank diversified its operations more actively into alternative assets
classes with a view to diversify the portfolio and build alternative revenue streams
in order to offset the losses in fixed income portfolio. Reorganization of the
treasury processes at domestic and global levels is also being undertaken to
leverage on the operational synergy between business units and network. The
reorganization seeks to enhance the efficiencies in use of manpower resources and
increase maneuverability of banks operations in the markets both domestic as well
as international.
e) Associates & Subsidiaries
The State Bank Group with a network of 14,061 branches including 4,755
branches of its seven Associate Banks dominates the banking industry in India. In
addition to banking, the Group, through its various subsidiaries, provides a whole
range of financial services which includes Life Insurance, Merchant Banking,
Mutual Funds, Credit Card, Factoring, Security trading and primary dealership in
the Money Market.
e.1) Associates Banks:
SBI has six associate banks namely
State Bank of Indore
State Bank of Travancore
State Bank of Bikaner and Jaipur
State Bank of Mysore
State Bank of Patiala
State Bank of Hyderabad
37
ii)
iii)
iv)
v)
vi)
vii)
CHAPTER 2
INDUSTRY ANALYSIS
38
(1)
(4)
Organizing
power
of the supplier is
high. With the new
financial instruments
they are asking higher
return
on
the
investments.
Rivalry
among
existing
firms
has
increased
with
liberalization.
New
products and improved
customer services is the
focus.
Bargaining power of
buyers is high as
corporate can raise
funds easily due to
high competition.
39
(3)
Threat
from
substitute is high due
to
competition
from
NBFCs and insurance
companies as they offer
a high rate of interest
40
Corporate can raise their funds through primary market or by issue of GDRs,
FCCBs. As a result they have a higher bargaining power. Even in the case of
personal finance, the buyers have a high bargaining power. This is mainly because
of competition.
5. Bargaining Power of Suppliers
With the advent of new financial instruments providing a higher rate of returns to
the investors, the investments in deposits is not growing in a phased manner. The
suppliers demand a higher return for the investments.
6. Overall Analysis
The key issue is how can banks leverage their strengths to have a better future.
Since the availability of funds is more and deployment of funds is less, banks
should evolve new products and services to the customers. There should be a
rational thinking in sanctioning loans, which will bring down the NPAs. As there is
a expected revival in the Indian economy Banks have a major role to play. Funding
corporate at a low cost of capital is a special requisite.
SWOT ANALYSIS
The banking sector is also taken as a proxy for the economy as a whole. The
performance of bank should therefore, reflect Trends in the Indian Economy.
Due to the reforms in the financial sector, banking industry has changed drastically
with the opportunities to the work with, new accounting standards new entrants
and information technology. The deregulation of the interest rate, participation of
banks in project financing has changed in the environment of banks.
The performance of banking industry is done through SWOT Analysis. It mainly
helps to know the strengths and Weakness of the industry and to improve will be
41
known through converting the opportunities into strengths. It also helps for the
competitive environment among the banks.
a) STRENGTHS
1. Availability of Funds
There are seven lakh crore wroth of deposits available in the banking system.
Because of the recession in the economy and volatility in capital markets,
consumers prefer to deposit their money in banks. This is mainly because of
liquidity for investors.
2. Banking network
After nationalization, banks have expanded their branches in the country, which
has helped banks build large networks in the rural and urban areas. Private banks
allowed to operate but they mainly concentrate in metropolis.
3. Large Customer Base
This is mainly attributed to the large network of the banking sector. Depositers in
rural areas prefer banks because of the failure of the NBFCs.
4. Low Cost of Capital
Corporate prefers borrowing money from banks because of low cost of capital.
Middle income people who want money for personal financing can look to banks
as they offer at very low rates of interests. Consumer credit forms the major source
of financing by banks.
42
b) WEAKNESS
1. Loan Deployment
Because of the recession in the economy the banks have idle resources to the tune
of 3.3 lakh crores. Corporate lending has reduced drastically
2. Powerful Unions
Nationalization of banks had a positive outcome in helping the Indian Economy as
a whole. But this had also proved detrimental in the form of strong unions, which
have a major influence in decision-making. They are against automation.
3. Priority Sector Lending
To uplift the society, priority sector lending was brought in during nationalization.
This is good for the economy but banks have failed to manage the asset quality and
their intensions were more towards fulfilling government norms. As a result
lending was done for non-productive purposes.
4. High Non-Performing Assets
Non-Performing Assets (NPAs) have become a matter of concern in the banking
industry. This is because of change in the total outstanding advances, which has to
be reduced to meet the international standards.
c) OPPORTUNITIES
1. Universal Banking
Banks have moved along the valve chain to provide their customers more products
and services. For example: - SBI is into SBI home finance, SBI Capital Markets,
SBI Bonds etc.
43
4. Recession
Due to the recession in the business cycle the economy functions poorly and this
has proved to be a threat to the banking sector. The market oriented economy and
globalization has resulted into competition for market share. The spread in the
banking sector is very narrow. To meet the competition the banks has to grow at a
faster rates and reduce the overheads. They can introduce the new products and
develop the existing services.
45
CHAPTER 3
INTRODUCTION TO SME
SME
46
1 Concept:
The small-scale industries (SSI) produce about 8000 products, contribute 40% of
the industrial output and offer the largest employment after agriculture. The sector,
therefore, presents an opportunity to the nation to harness local competitive
advantages for achieving global dominance.
47
Defining the New Paradigm2.1 Government policy as well as credit policy has so
far concentrated on manufacturing units in the small-scale sector. The lowering of
trade barriers across the globe has increased the minimum viable scale of
enterprises. The size of the unit and technology employed for firms to be globally
competitive is now of a higher order. The definition of small-scale sector needs to
be revisited and the policy should consider inclusion of services and trade sectors
within its ambit. In keeping with global practice, there is also a need to broaden the
current concept of the sector and include the medium enterprises in a composite
sector of Small and Medium Enterprises (SMEs). A comprehensive legislation,
which would enable the paradigm shift from small-scale industry to small and
medium enterprises under consideration of Parliament. The Reserve Bank of India
had meanwhile set up an Internal Group which has recommended: Current
SSI/tiny industries definition may continue. Units with investment in plant and
machinery in excess of SSI limit and up to Rs.10 crore may be treated as Medium
Enterprises (ME). The definition may be reviewed after enactment of the Small
and Medium Enterprises Development Bill.
3 Definition of SMEs At present, a small scale industrial unit is an undertaking in which investment in
plant and machinery, does not exceed Rs.1 crore, except in respect of certain
specified items under hosiery, hand tools, drugs and pharmaceuticals, stationery
items and sports goods, where this investment limit has been enhanced to Rs 5
crore. Units with investment in plant and machinery in excess of SSI limit and up
to Rs. 25 crore may be treated as Medium Enterprises (ME).
The Government of India has enacted the Micro, Small and Medium Enterprises
Development (MSMED) Act 2006 which was notified on October 2, 2006. The
48
definition of the small and medium enterprises as provided in the Act (Annex VII)
will have immediate
effect.
4 Eligibility criteria
(i) These guidelines would be applicable to the following entities, which are
viable or potentially viable:
a) All non-corporate SMEs irrespective of the level of dues to banks.
b) All corporate SMEs, which are enjoying banking facilities from a single bank,
irrespective of the level of dues to the bank.
c) All corporate SMEs, which have funded and non-funded outstanding up to Rs.10
crore under multiple/ consortium banking arrangement.
(ii) Accounts involving willful default, fraud and malfeasance will not be
eligible for restructuring under these guidelines.
(iii) Accounts classified by banks as Loss Assets will not be eligible
for restructuring.
(iv) In respect of BIFR cases banks should ensure completion of all formalities in
seeking approval from BIFR before implementing the package.
from small scale industry to small and medium enterprises is under consideration
of Parliament. Pending enactment of the above legislation, current SSI/tiny
industries definition may continue. Units with investment in plant and machinery
in excess of SSI limit and up to Rs.10 crore may be treated as Medium Enterprises
(ME). Only SSI financing will be included in Priority Sector.
All banks may fix self-targets for financing to SME sector so as to reflect a higher
disbursement over the immediately preceding year, while the sub-targets for
financing tiny units and smaller units to the extent of 40% and 20% respectively
may continue. Banks may arrange to compile data on outstanding credit to SME
sector as on March 31, 2005 as per new definition and also showing the break up
separately for tiny, small and medium enterprises.
Banks may initiate necessary steps to rationalize the cost of loans
to SME sector by adopting a transparent rating system with cost
of credit being linked to the credit rating of enterprise.
SIDBI has developed a Credit Appraisal & Rating Tool (CART) as
well as a Risk Assessment Model (RAM) and a comprehensive
rating model for risk assessment of proposals for SMEs. The banks
may consider to take advantage of these models as appropriate
and reduce their transaction costs.
In order to increase the outreach of formal credit to the SME sector, all banks,
including Regional Rural Banks may make concerted efforts to provide credit
cover on an average to at least 5 new small/medium enterprises at each of their
semi urban/urban branches per year.
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A debt restructuring mechanism for nursing of sick units in SME sector and a One
Time Settlement (OTS) Scheme for small scale NPA accounts in the books of the
banks as on March 31, 2004 are being introduced.
5 Challenges faced by SME:
The challenges being faced by the small and medium sector may be briefly set out
as followsa) Small and Medium Enterprises (SME), particularly the tiny segment of the small
enterprises have inadequate access to finance due to lack of financial information
and non-formal business practices. SMEs also lack access to private equity and
venture capital and have a very limited access to secondary market instruments.
b) SMEs face fragmented markets in respect of their inputs as well as products and
are vulnerable to market fluctuations.
c) SMEs lack easy access to inter-state and international markets.
d) The access of SMEs to technology and product innovations is also limited.
There is lack of awareness of global best practices.
e) SMEs face considerable delays in the settlement of dues/payment of bills by the
large scale buyers. With the deregulation of the financial sector, the ability of the
banks to service the credit requirements of the SME sector depends on the
underlying transaction costs, efficient recovery processes and available security.
There is an immediate need for the banking sector to focus on credit and SMEs.
51
CHAPTER 4
OVERVIEW OF CREDIT
APPRAISAL
52
53
However the 3 C of credit are crucial & relevant to all borrowers/ lending which
must be kept in mind at all times.
Character
Capacity
Collateral
If any one of these are missing in the equation then the lending officer must
question the viability of credit.
There is no guarantee to ensure a loan does not run into problems; however if
proper credit evaluation techniques and monitoring are implemented then naturally
the loan loss probability / problems will be minimized, which should be the
objective of every lending officer.
Credit is the provision of resources (such as granting a loan) by one party to
another party where that second party does not reimburse the first party
immediately, thereby generating a debt, and instead arranges either to repay or
return those resources (or material(s) of equal value) at a later date. The first party
is called a creditor, also known as a lender, while the second party is called a
debtor, also known as a borrower.
Credit allows you to buy goods or commodities now, and pay for them later. We
use credit to buy things with an agreement to repay the loans over a period of time.
The most common way to avail credit is by the use of credit cards. Other credit
plans include personal loans, home loans, vehicle loans, student loans, small
business loans, trade.
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A credit is a legal contract where one party receives resource or wealth from
another party and promises to repay him on a future date along with interest. In
simple terms, a credit is an agreement of postponed payments of goods bought or
loan. With the issuance of a credit, a debt is formed.
Basic types of credit
There are four basic types of credit. By understanding how each works, you will be
able to get the most for your money and avoid paying unnecessary charges.
Service credit is monthly payments for utilities such as telephone, gas, electricity,
and water. You often have to pay a deposit, and you may pay a late charge if your
payment is not on time.
Loans let you borrow cash. Loans can be for small or large amounts and for a few
days or several years. Money can be repaid in one lump sum or in several regular
payments until the amount you borrowed and the finance charges are paid in full.
Loans can be secured or unsecured.
Installment credit may be described as buying on time, financing through the
store or the easy payment plan. The borrower takes the goods home in exchange
for a promise to pay later. Cars, major appliances, and furniture are often
purchased this way. You usually sign a contract, make a down payment, and agree
to pay the balance with a specified number of equal payments called installments.
The finance charges are included in the payments. The item you purchase may be
used as security for the loan.
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Credit cards are issued by individual retail stores, banks, or businesses. Using a
credit card can be the equivalent of an interest-free loan--if you pay for the use of it
in full at the end of each month.
Performance Guarantee
Deferred Payment Guarantee
Shipping & Delivery Guarnatee
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Working capital is defined as the funds required to carry the required levels of
current assets to enable the unit to carry on its operations at the expected levels
uninterruptedly.
Thus Working Capital Required is dependent on
(a) The volume of activity (viz. level of operations i.e. Production & sales)
(b) The activity carried on viz. mfg process, product, production programme,
the materials & marketing mix.
Negotiable instruments
PROMISSORY NOTE
A promissory note, also referred to as a note payable in accounting, is a contract
where one party (the maker or issuer) makes an unconditional promise in writing to
pay a sum of money to the other (the payee), either at a fixed or determinable
future time or on demand of the payee, under specific terms. They differ from
IOUs (I owe unto) in that they contain a specific promise to pay, rather than simply
acknowledging that a debt exists. The terms of a note typically include the
principal amount, the interest rate if any, and the maturity date. Sometimes there
will be provisions concerning the payee's rights in the event of a default, which
may include foreclosure of the maker's assets.
Demand promissory notes are notes that do not carry a specific maturity date, but
are due on demand of the lender. Usually the lender will only give the borrower a
few days notice before the payment is due.
For loans between individuals, writing and signing a promissory note is often
considered a good idea for tax and recordkeeping reasons. In the United States, a
promissory note that meets certain conditions is a negotiable instrument governed
by Article 3 of the Uniform Commercial Code.
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BILL OF EXCHANGE
A bill of exchange or "Draft" is a written order by the drawer to the drawee to pay
money to the payee. The most common type of bill of exchange is the cheque,
which is defined as a bill of exchange drawn on a banker and payable on demand.
Bill of exchange is most popular instrument of payment in financing the internal
and foreign trade in India. Funds lent under BP/BD are recoverable/ receivable
after short period of time. Banks provide credit facilities against such bills of
exchange in following ways, when banks,
Negotiate such bills payable on demand/ against acceptance
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60
Transaction Process
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CHEQUE
A cheque is an unconditional order, drawn on a specified banker and is payable on
demand.
Cheque is one of the earliest forms of a credit instrument. It is utilized by
consumers as a legitimate means of paying for goods and services received; the
value of the cheque is underwritten by funds that are placed in a bank account.
Upon the presentation by the recipient of the credit instrument, the bank deducts
the specified amount as recorded on the cheque by the debtor. While the cheque is
no longer the main credit instrument employed in many financial transactions, it
remains in use by many businesses and individuals.
SEGMENT
LIMITS
METHOD
SSI
SBF
All loans
& upto Rs 5
cr
Above Rs 5 Projected Balance Sheet Method
C&I
Industrial nits
cr
Below
Traditional Method
Rs 25 lacs
Rs 25 lacs &
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64
4.4 That
is,
the
operating
cycle
c
a
s
h
d
e
b
t
o
r
s
F
s
d
g
o
consists
of:
R a
w
m a
W o rt e r
ia l
k in - s
p ro
g re
s s
in i
h e
o
d s
Time taken to acquire raw materials & average period for which they are in
store.
Conversion process time
Average period for which finished goods are in store &
Average collection period of receivables (Sundry Debtors)
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4.5 Operating cycle is also called the cash-to-cash cycle & indicates how cash is
converted into raw materials, stocks in process, finished goods, bills (receivables)
& finally back to cash. Working capital is the total cash that is circulating in this
cycle. Therefore, working capital can be turned over or redeployed after
completing the cycle.
4.6 The length of the operating cycle = a+b+c+d (as in 4.4)
If a = 60 days
b = 10 days
c = 20 days
d = 30 days
The operating cycle is 120 days (nearly 4 months). This means there are
365/120 = 3 cycles of operations in a year.
Sales
Operating expenses
= Rs.
But the working capital requirement, as you know, is not Rs. 72,000.
In these cases, there are 3 operating cycles in a year. That means each rupee of
working deployed in the unit is turned over 3 times in a year. (This is also known
as working capital turnover ratio).
Therefore WCR =
Operating Expenses
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Raw Materials
Wages
Other manufacturing
Expenses
Total expenses
Profit
= 15 days
Stock in Process
2 days
FG
3 days
Sundry Debtors
= 15 days
Operating cycle
= 35 days (D)
30
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69
70
Projected Annual Turnover Method for C & I industrial units (limits upto Rs
5 cr)
Bank has decided to extend Nayak Committee approach for assessment of limits to
C&I industrial units requiring credit limits upto Rs.5 cr. That is, credit requirement
up to Rs.5 crores of C&I borrowers (industrial units) may be assessed at a
minimum of 20% of projected annual turnover. In other words, the working capital
requirement will be assessed at 25% of projected annual turnover, of which 5%
should be borne by entrepreneur as margin and 20% would be allowed as Bank
Drawings. While accepting projected annual sales turnover, a cap of 25% over
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actual annual sales turnover in the immediately preceding year should be set,
except where production capacity has been substantially increased.
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v) Where borrowers indicate need for credit limits which are higher than the
amount indicated above, assessment under the traditional PBS method may be
resorted to.
Analysis of the borrowers Profit and Loss account, Balance Sheet, Funds
Flow etc. for the past periods is done to examine the profitability, financial
position, financial management, etc. in the business.
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8.2 There will not be a prescription like mandatory minimum current ratio or
maximum level of a current asset (inventory and receivables holding level norms)
under PBS method. Under the PBS method, assessment of WC requirement will be
carried out in respect of each borrower with proper examination of all parameters
relevant to the borrower and their acceptability.
TERM LOAN:
1. A term loan is granted for a fixed term of not less than 3 years intended
normally for financing fixed assets acquired with a repayment schedule
normally not exceeding 8 years.
2. A term loan is a loan granted for the purpose of capital assets, such as
purchase of land, construction of, buildings, purchase of machinery,
modernization, renovation or rationalization of plant, & repayable from out
of the future earning of the enterprise, in installments, as per a prearranged
schedule.
From the above definition, the following differences between a term loan &
the working capital credit afforded by the Bank are apparent:
The purpose of the term loan is for acquisition of capital assets.
The term loan is an advance not repayable on demand but only in
installments ranging over a period of years.
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The repayment of term loan is not out of sale proceeds of the goods &
commodities per se, whether given as security or not. The repayment
should come out of the future cash accruals from the activity of the unit.
The security is not the readily saleable goods & commodities but the
fixed assets of the units.
3. It may thus be observed that the scope & operation of the term loans are
entirely different from those of the conventional working capital advances.
The Banks commitment is for a long period & the risk involved is greater.
An element of risk is inherent in any type of loan because of the uncertainty
of the repayment. Longer the duration of the credit, greater is the attendant
uncertainty of repayment & consequently the risk involved also becomes
greater.
4. However, it may be observed that term loans are not so lacking in liquidity
as they appear to be. These loans are subject to a definite repayment
programme unlike short term loans for working capital (especially the cash
credits) which are being renewed year after year. Term loans would be
repaid in a regular way from the anticipated income of the industry/ trade.
5. These distinctive characteristics of term loans distinguish them from the
short term credit granted by the banks & it becomes necessary therefore, to
adopt a different approach in examining the applications of borrowers for
such credit & for appraising such proposals.
6. The repayment of a term loan depends on the future income of the
borrowing unit. Hence, the primary task of the bank before granting term
loans is to assure itself that the anticipated income from the unit would
provide the necessary amount for the repayment of the loan. This will
involve a detailed scrutiny of the scheme, its financial aspects, economic
75
aspects, technical aspects, a projection of future trends of outputs & sales &
estimates of cost, returns, flow of funds & profits.
7. Appraisal of Term Loans
Appraisal of term loan for, say, an industrial unit is a process comprising
several steps. There are four broad aspects of appraisal, namely
Technical Feasibility - To determine the suitability of the technology
selected & the adequacy of the technical investigation & design;
Economic Feasibility - To ascertain the extent of profitability of the
project & its sufficiency in relation to the repayment obligations
pertaining to term assistance;
Financial Feasibility - To determine the accuracy of cost estimates,
suitability of the envisaged pattern of financing & general soundness
of the capital structure; &
Managerial Competency To ascertain that competent men are behind
the project to ensure its successful implementation & efficient
management after commencement of commercial production.
7.1 Technical Feasibility
The examination of this item consists of an assessment of the various
requirement of the actual production process. It is in short a study of the
availability, costs, quality & accessibility of all the goods & services needed.
a) The location of the project is highly relevant to its technical feasibility &
hence special attention will have to be paid to this feature. Projects whose
technical requirements could have been taken care of in one location
sometimes fail because they are established in another place where
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conditions are less favorable. One project was located near a river to
facilitate easy transportation by barge but lower water level in certain
seasons made essential transportation almost impossible. Too many
projects have become uneconomical because sufficient care has not been
taken in the location of the project, e.g. a woolen scouring & spinning
mill needed large quantities of good water but was located in a place
which lacked ordinary supply of water & the limited water supply
available also required efficient softening treatment. The accessibility to
the various resources has meaning only with reference to location.
Inadequate transport facilities or lack of sufficient power or water for
instance, can adversely affect an otherwise sound industrial project.
b) Size of the plant One of the most important considerations affecting the
feasibility of a new industrial enterprise is the right size of the plant. The
size of the plant will be such that it will give an economic product, which
will be competitive when compared to the alternative product available in
the market. A smaller plant than the optimum size may result in increased
production costs & may not be able to sell its products at competitive
prices.
c) Type of technology An important feature of the feasibility relates to the
type of technology to be adopted for a project. A new technology will
have to be fully examined & tired before it is adopted. It is equally
important to avoid adopting equipment or processes which are absolute
or likely to become outdated soon. The principle underlying the
technological selection is that a developing country cannot afford to be
the first to adopt the new nor yet the last to cast the old aside.
d) Labour The labour requirements of a project, need to be assessed with
special care. Though labour in terms of unemployed persons is abundant
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ii)
iii)
The cash flow estimates will help to decide the disbursal of the term loan. The
estimate of profitability & the break even point will enable the banker to draw up
the repayment programme , start-up time etc. The profitability estimates will also
give the estimate of the Debt Service Coverage which is the most important single
factor in all the term credit analysis.
1. A study of the projected balance sheet of the concern is essential as it is
necessary for the appraisal of a term loan to ensure that the implementation
of the proposed scheme.
The cost of the project & the estimated time for execution is an important factor.
The promoters efficiency to complete the project within the given period is most
79
important. The source of finance, without leaving any gap & availability of cash at
the right time is to be ensured. Possibility of cost escalation, cost overruns etc. to
be assessed. The financial feasibility is assessed by financial projection, fund flow
and cash flow statement, ratio analysis and by non discounted and discounted cash
flow statements.
Pay back period method: Payback period is calculated by comparing cash out
flow (investment) with cash inflow (cash profit) and finding out that at what time
they will be equal. Lower the payback period better the project.
Average rate of return :
It is calculated as
The project is accepted if the BCR is more than one and rejected if BCR is less
than one.
Break-even point:
Break even point is the point of sales at which a units makes no profit or no loss. A
unit can earn profit only if its level of sale is above the break even point. Once the
BEP is calculated, the sales projection made in the profitability statement is
compared with the break even point of sale. In case the difference between
projected sale and BEP sale is very low, it is very risky to finance the project. On
the other hand if projected sale is high than BEP the profitability of earning some
profit is still there are some deviations in the project.
BEP can be classified in three ways
1 in terms of no. of units of sale
2 in terms of sale in rupees
3 in terms of capacity utilisation
1 BEP in units =
fixed cost
Contribution/ unit
OR
fixed cost
Sales price/unit variable cost/ unit
2 BEP in rupees =
fixed cost
Total contribution
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* 100
Total capacity
To study the viability of the project the project having BEP above of 75% of
capacity utilisation should not be accepted for finance
Debt/ Service Coverage:
The debt service coverage ratio serves as a guide to determining the period of
repayment of a loan. This is calculated by dividing cash accruals in a year by
amount of annual obligations towards term debt. The cash accruals for this purpose
should comprise net profit after taxes with interest, depreciation provision & other
non cash expenses added back to it.
Debt Service
Coverage Ratio
Cash accruals
Maturing annual obligations
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based entirely on whether the documents presented to the bank appear on their face
to be in accordance with the terms and conditions of the letter of credit.
Parties to Letters of Credit
Applicant (Opener): Applicant which is also referred to as account party is
normally a buyer or customer of the goods, who has to make payment to
beneficiary. LC is initiated and issued at his request and on the basis of his
instructions.
Issuing Bank (Opening Bank) : The issuing bank is the one which create a letter
of credit and takes the responsibility to make the payments on receipt of the
documents from the beneficiary or through their banker. The payments has to be
made to the beneficiary within seven working days from the date of receipt of
documents at their end, provided the documents are in accordance with the terms
and conditions of the letter of credit. If the documents are discrepant one, the
rejection thereof to be communicated within seven working days from the date of
of receipt of documents at their end.
Beneficiary : Beneficiary is normally stands for a seller of the goods, who has to
receive payment from the applicant. A credit is issued in his favour to enable him
or his agent to obtain payment on surrender of stipulated document and comply
with
the
term
and
conditions
of
the
L/c.
If L/c is a transferable one and he transfers the credit to another party, then he is
referred to as the first or original beneficiary.
Advising Bank : An Advising Bank provides advice to the beneficiary and takes
the responsibility for sending the documents to the issuing bank and is normally
located in the country of the beneficiary.
Confirming Bank : Confirming bank adds its guarantee to the credit opened by
another bank, thereby undertaking the responsibility of payment/negotiation
acceptance under the credit, in additional to that of the issuing bank. Confirming
bank play an important role where the exporter is not satisfied with the undertaking
of only the issuing bank.
Negotiating Bank: The Negotiating Bank is the bank who negotiates the
documents submitted to them by the beneficiary under the credit either advised
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85
Confirmed Letter of Credit is a special type of L/C in which another bank apart
from the issuing bank has added its guarantee. Although, the cost of confirming by
two banks makes it costlier, this type of L/C is more beneficial for the beneficiary
as it doubles the guarantee.
4. Sight Credit and Usance Credit L/C
Sight credit states that the payments would be made by the issuing bank at sight,
on demand or on presentation. In case of usance credit, draft are drawn on the
issuing bank or the correspondent bank at specified usance period. The credit will
indicate whether the usance draft are to be drawn on the issuing bank or in the case
of confirmed credit on the confirming bank.
5. Back to Back Letter of Credit L/c
Back to Back Letter of Credit is also termed as Countervailing Credit. A credit is
known as backtoback credit when a L/c is opened with security of another L/c.
A backtoback credit which can also be referred as credit and countercredit is
actually a method of financing both sides of a transaction in which a middleman
buys goods from one customer and sells them to another.
The parties to a BacktoBack Letter of Credit are:
1. The buyer and his bank as the issuer of the original Letter of Credit.
2. The seller/manufacturer and his bank,
3. The manufacturer's subcontractor and his bank.
The practical use of this Credit is seen when L/c is opened by the ultimate buyer in
favour of a particular beneficiary, who may not be the actual supplier/
manufacturer offering the main credit with near identical terms in favour as
security and will be able to obtain reimbursement by presenting the documents
received
under
back
to
back
credit
under
the
main
L/c.
The need for such credits arise mainly when :
The ultimate buyer not ready for a transferable credit
The Beneficiary do not want to disclose the source of supply to the openers.
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The manufacturer demands on payment against documents for goods but the
beneficiary of credit is short of the funds
6. Transferable Letter of Credit L/c
A transferable documentary credit is a type of credit under which the first
beneficiary which is usually a middleman may request the nominated bank to
transfer credit in whole or in part to the second beneficiary.
The L/c does state clearly mentions the margins of the first beneficiary and unless
it is specified the L/c cannot be treated as transferable. It can only be used when
the company is selling the product of a third party and the proper care has to be
taken about the exit policy for the money transactions that take place.
This type of L/c is used in the companies that act as a middle man during the
transaction but dont have large limit. In the transferable L/c there is a right to
substitute the invoice and the whole value can be transferred to a second
beneficiary.
The first beneficiary or middleman has rights to change the following terms and
conditions of the letter of credit:
Reduce the amount of the credit.
Reduce unit price if it is stated
Make shorter the expiry date of the letter of credit.
Make shorter the last date for presentation of documents.
Make shorter the period for shipment of goods.
Increase the amount of the cover or percentage for which insurance cover must be
effected.
Substitute the name of the applicant (the middleman) for that of the first
beneficiary (the buyer).
Standby Letter of Credit L/c
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Initially used by the banks in the United States, the standby letter of credit is very
much similar in nature to a bank guarantee. The main objective of issuing such a
credit is to secure bank loans. Standby credits are usually issued by the applicants
bank in the applicants country and advised to the beneficiary by a bank in the
beneficiarys country.
Unlike a traditional letter of credit where the beneficiary obtains payment against
documents evidencing performance, the standby letter of credit allow a beneficiary
to obtains payment from a bank even when the applicant for the credit has failed to
perform as per bond.
A standby letter of credit is subject to "Uniform Customs and Practice for
Documentary Credit" (UCP), International Chamber of Commerce Publication No
500, 1993 Revision, or "International Standby Practices" (ISP), International
Chamber of Commerce Publication No 590, 1998.
Import Operations Under L/c
The Import Letter of Credit guarantees an exporter payment for goods or services,
provided the terms of the letter of credit have been met.
A bank issue an import letter of credit on the behalf of an importer or buyer under
the following Circumstances
When a importer is importing goods within its own country.
When a trader is buying good from his own country and sell it to the another
country for the purpose of merchandizing trade.
When an Indian exporter who is executing a contract outside his own country
requires importing goods from a third country to the country where he is executing
the contract.
The first category of the most common in the day to day banking
BANK GUARANTEES:
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89
90
Branches should not issue guarantees for a period more than 18 months without
prior reference to the controlling authority. Extant instructions stipulate an
Administrative Clearance for issue of BGs for a period in excess of 18 months.
However, in cases where requests are received for extension of the period of BGs
as long as the fresh period of extension is within 18 months. No bank guarantee
should normally have a maturity of more than 10 years. Bank guarantee beyond
maturity of 10 years may be considered against 100% cash margin with prior
approval of the controlling authority.
More than ordinary care is required to be executed while issuing guarantees on
behalf of customers who enjoy credit facilities with other banks. Unsecured
guarantees, where furnished by exception, should be for a short period & for
relatively small amounts. All deferred payment guarantee should ordinarily be
secured.
Appraisal of Bank Guarantee Limit
Proposals for guarantees shall be appraised with the same diligence as in the case
of fund-base limits. Branches may obtain adequate cover by way of margin &
security so as to prevent default on payments when guarantees are invoked.
Whenever an application for the issue of bank guarantee is received, branches
should examine & satisfy themselves about the following aspects:
a) The need of the bank guarantee & whether it is related to the applicants
normal trade/business.
b) Whether the requirement is one time or on the regular basis
c) The nature of bank guarantee i.e., financial or performance
d) Applicants financial strength/ capacity to meet the liability/ obligation
under the bank guarantee in case of invocation.
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e) Past record of the applicant in respect of bank guarantees issued earlier; e.g.,
instances of invocation of bank guarantees, the reasons thereof, the
customers response to the invocation, etc.
f) Present o/s on account of bank guarantees already issued
g) Margin
h) Collateral security offered
Format of Bank Guarantees
Bank guarantees should normally be issued on the format standardized by Indian
Banks Association (IBA). When it is required to be issued on a format different
from the IBA format, as may be demanded by some of the beneficiary Government
departments, it should be ensured that the bank guarantee is
a) for a definite period,
b) for a definite objective enforceable on the happening of a definite event,
c) for a specific amount
d) in respect of bona fide trade/ commercial transactions,
e) contains the Banks standard limitation clause
f) not stipulating any onerous clause, &
g) not containing any clause for automatic renewal of the bank guarantee on its
expiry
Financial Guarantees
The bank guarantees its customers credit-worthiness and his or her capacity to
take up financial risks. Financial guarantees are typically issued for the following
purposes:
In lieu of Earnest Money/Tender deposit/Retention money.
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guarantee. As this guarantee does not specify the amount of guarantee it is issued
only on behalf of very respectable customers and usually against 100% margin.
Normally, these guarantees are issued only when the bill is routed through the
bank. Margin is fixed after determining the value covered by the bill. Full margin
should be stipulated even when the bill is drawn against a letter of credit issued by
the bank. However, where the borrower enjoys Trust Receipt Limit, the guarantee
can be issued against the execution of TR without insisting on 100% margin.
The features of Shipping and railway guarantee are that they Enable immediate possession of the goods before payment.
Avoid unnecessary delays to the day-to-day running of your business.
Eliminate expensive demurrage/storage charges.
Defer payment until your suppliers documents have been presented.
Banks issue a shipping guarantee to the shipping company, undertaking to forward
the title documents (e.g. Bills of Lading) when they are received. This allows the
trader to take immediate control of the goods without the transport documents.
Shipping guarantees are usually applicable under import Documentary Credit
transactions, allowing prompt clearance of goods ahead of documents arrival.
However, by taking the goods, protection against discrepant documents will be
lost. Under normal circumstances, 100% cash margin against the value of the
goods will be required if the trader does not have Trust Receipt facility. Shipping
guarantees are only of value if they are issued immediately.
In the case of since bill with trust receipt facility, the usance should start to run
from the date of issue of a guarantee and not from the date of acceptance of the
bill. Before issuing the shipping guarantee the bank must obtain an undertaking to
96
the effect that the borrower must honor the bill irrespective of discrepancy, if any,
with the terms of the LC.
|
Assessment of proposal
|
Sanction/approval of proposal by appropriate sanctioning authority
|
Documentations, agreements, mortgages
|
Disbursement of loan
|
Post sanction activities such as receiving stock statements, review of accounts,
renew of accounts, etc
(on regular basis)
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CHAPTER-5
SBI NORMS FOR CREDIT
APPRAISAL
99
SBI loan policy contains various norms for sanction of different types of loans
These all norms does not apply to each & every case SBI norms for providing
loans are flexible & it may differ from case to case After case study, we found that
in some cases, loan is sanctioned due to strong financial parameters From the case
study analysis it was also found that in some cases, financial performance of the
firm was poor, even though loan was sanctioned due to some other strong
parameters such as the unit has got confirm order, the unit was an existing profit
making unit & letter of authority was received for direct payment to the bank from
ONGC which is public sector
1. Loan policy An Introduction
1.1 State Bank of Indias (SBI) Loan Policy is aimed at accomplishing its mission
of retaining the banks position as a Premier Financial Services Group, with
World class standards & significant global business, committed to excellence
in customer, shareholder & employee satisfaction & to play a leading role in
the expanding & diversifying financial services sector, while continuing
emphasis on its Development Banking role.
1.2 The Loan Policy of the any bank has successfully withstood the test of time
and with inbuilt flexibilities, has been able to meet the challenges in the
market place. The policy exits & operates at both formal & informal levels.
100
Individuals as borrowers
Maximum
aggregate
credit
facilities of
Rs. 20 crores
( Fund based & non-fund based )
Non-corporates
(
e.g.
Partnerships,
Maximum
JHF,
aggregate
credit
Associations )
Corporates
Maximum
aggregate
credit
facilities as
per prudential norms of RBI on
exposures
Term Loans (loans with residual maturity of over 3 years) should not in the
aggregate exceed 35% of the total advances of SBI.
The Bank shall endeavour to restrict fund based exposure to a particular
industry to 15% of the Banks total fund based exposure.
The Bank shall restrict the term loan exposure to infrastructure projects to
10% of Banks total advances.
102
Mfg
Others
Liquidity
1.33
1.20
(For FBWC limits above Rs. 5
103
cr.)
1.00
(For FBWC limits upto Rs. 5
cr.))
Financial Soundness
3.00
5.00
Net (min.)
2:1
2:1
Gros (min.)
1.75:1
1.75:1
2:1
2:1
Promoters contribution
30% of
20% of equity
(min.)
equity
TOL/TNW (max.)
DSCR
Gearing
D/E (max.)
(i) Liquidity:
Current Ratio (CR) of 1.33 will generally be considered as a benchmark level of
liquidity. However the approach has to be flexible. CR of 1.33 is only indicative &
may not be deemed mandatory. In cases where the CR is projected at a lower than
the benchmark or a slippage in the CR is proposed, it alone will not be a reason for
rejection for the loan proposal or for the sanction of the loan at a lower level. In
such cases, the reason for low CR or slippage should be carefully examined & in
deserving cases the CR as projected may be accepted. In cases where projected CR
is found acceptable, working capital finance as requested may be sanctioned. In
104
specific cases where warranted, such sanction can be with the condition that the
borrower should bring in additional long-term funds to a specific extent by a given
future date. Where it is felt that the projected CR is not acceptable but the borrower
deserves assistance subject to certain conditions, suitable written commitment
should be obtained from the borrower to the effect that he would be bringing in
required amounts within a mutually agreed time frame.
(ii)Net Working Capital:
Although this is a corollary of current ratio, the movements in Net Working Capital
are watched to ascertain whether there is a mismatch of long term sources vis--vis
long term uses for purposes which may not be readily acceptable to the Bank so
that corrective measures can be suggested.
(iii)
Financial Soundness:
This will be dependent upon the owners stake or the leverage. Here again the
benchmark will be different for manufacturing, trading, hire-purchase & leasing
concerns. For industrial ventures a Total Outside Liability/ Tangible Net worth
ratio of 3.0 is reasonable but deviations in selective cases for understandable
reasons may be accepted by the sanctioning authority.
(iv)
Turn-Over:
The trend in turnover is carefully gone into both in terms of quantity & valve as
also market share wherever such data are available. What is more important to
establish a steady output if not a rising trend in quantitative terms because sales
realization may be varying on account of price fluctuations.
(v) Profits:
While net profit is ultimate yardstick, cash accruals, i.e., profit before depreciation
& taxation conveys the more comparable picture in view of changes in rate of
105
depreciation & taxation, which have taken place in the intervening years. However,
for the sake of proper assessment, the non-operating income is excluded, as these
are usually one time or extraordinary income. Companies incurring net losses
consistently over 2 or more years will be given special attention, their accounts
closely monitored, and if necessary, exit options explored.
(vi)
Credit Rating:
Wherever the company has been rated by a Credit Rating Agency for any
instrument such as CP / FD this will be taken into account while arriving at the
final decision. However as the credit rating involves additional expenditure, we
would not normally insist on this and only use this tool if such an agency had
already looked into the company finances.
(b) Term Loan
(i) In case of term loan & deferred payment guarantees, the project report is
obtained from the customer,
(ii)which may be compiled either in-house or by a firm of consultants/
merchant bankers. The technical feasibility & economic viability is vetted by
the bank & wherever it is felt necessary, the Credit Officer would seek the
benefit of a second opinion either from the Banks Technical Consultancy
cell or from the consultants of the Bank/ SBI Capital Markets Ltd.
(iii)
The other basic parameter would be the net debt service coverage
ratio i.e. exclusive of interest payable, which should normally not go below
106
2. On a gross basis DSCR should not be below 1.75. These ratios are
indicative & the sanctioning authority may permit deviations selectively.
(v) As regards margin on security, this will depend on Debt: Equity gearing for
the project, which should preferably be near about 1.5: 1 & should not in any
case be above 2:1, i.e., Debt should not be more than 2 times the Equity
contribution. The sanctioning authority in exceptional cases may permit
deviations from the norm very selectively.
(vi)
avail. In order that this objective is achieved, our documentation process attempts
to ensure that:
The owing of the debt to the Bank by the borrower is clearly established by
the documents.
The charge created on the borrower's assets as security for the debt is
maintained and enforceable
The Bank's right to enforce the recovery of the debt through court of law is
not allowed to become time-barred under the Law of Limitation.
2: Documentation is not confined to mere obtention of security documents at the
outset. It is a continuous and ongoing process covering the entire duration of an
advance comprising the following stages:
(i) Pre-execution formalities:
These cover mainly searches at the Office of Registrar of Companies and search of
the Register of Charges (applicable to corporate borrowers), also capacity of
borrowers to borrow and the formalities to be completed by the borrowers,
searches at the office of the sub-Registrar of Assurances or Land Registry to check
the existence or otherwise of prior charge over the immovable property offered as
security, besides taking other precautions before creating equitable / registered
mortgage.
(ii) Execution of Documents
This covers obtention of proper documents, appropriate stamping and correct
execution thereof as per terms of the sanction of the advance and the internal
directives of a corporate borrower such as Memorandum and Articles of
Association, etc.
108
110
4. Delegation of powers
111
112
credit audit. The audit system serves as an effective control on the system of
sanction of loans in the bank through widely delegated powers.
S PARTICUL
LIMIT
CCC
WBC CCC
CCC-
NLC
L ARS
-I
II
SB-1
250.0
100.0 50.00
NA
(35.0
CORPORA
TES
Ove 500.0
(TL NA
)
FBL
(15.00) (TL)
7.50
(5.00)
0)
AGM
2.00
(1.25)
(WC1.00)
(TL NA
200.0
SB-1
NONCORPORA
TES
Ove 60.00
NFBL
7.50
1.00
0
NA
)
2
70.00 35.00
(20.0
0)
60.00
40.00 20.00
FBL
5.00
NA
(10.0
(TL)
(3.00)
3.00
1.00
(TL NA
)
(5.00)
0)
(1.00)
(WC0.60)
50.00
rall
113
30.00 15.00
NFBL
5.00
0.60
(TL NA
NA
(8.00) (4.00)
)
3
SB-1
INDIVIDUA
LS
Ove 15.00
Overal 10.00
1.20
l
15.00
15.00 6.00
FBL
2.00
NA
(TL)
1.00
(TL NA
(1.00)
(WC0.60)
10.00
10.00 5.00
NFBL
2.00
0.60
NA
Overal 4.00
1.20
rall
(TL NA
)
grade of the risk in the exposure. The maximum spread over SBAR which could be
charged by the Bank will be decided by the Bank from time to time. Within such
ceiling, the pricing for various credit facilities, schemes, products, credit related
services etc., including sub-SBAR pricing would be determined by ALCO or
COCC, as considered appropriate. Bank may also price floating rate products by
using market benchmarks (e.g. G-Sec rates, MIBOR etc.) in a transparent manner
as per Board approved policies.
2. An internal Credit Risk Rating system covering all advances of Rs.25 lacs and
above in C&I, SSI and AGL segments has been put in place to facilitate structured
assessment of credit risks. The system enables evaluation of the fundamental
strength of the borrower so as to charge a graded rate of interest based on different
ratings. However, taking into consideration the trends in movement of interest rates
and market competition, the Bank has also adopted an appropriate authority
structure to facilitate competitive pricing of loan products linked both to risk rating
and overall business considerations.
3. Bank has introduced fixed interest rates in respect of certain categories of loans
in personal segment, e.g. housing term loans to individuals. Fixed interest rates are
also extended for commercial loans, albeit highly selectively.
4. Market related charges and a discretionary structure that enables branches to
effectively face competition are in place. These would be reviewed periodically
based on feedback from operating units and the market.
5. Pricing of Bank's funds and services while being basically market driven is also
determined by two important considerations, i.e., minimum desired profitability
and risk inherent in the transaction. At the corporate level, the applicable price for
a particular advance or service is fixed taking into account the marginal cost of
115
Bank's funds and desired rate of return as calculated from indices like profitability
levels and return on capital employed. In case of corporate relationship where the
value of connections and overall potential for profitability from a particular
account are more important than a particular transaction, the price is fine tuned
even to level of no-loss-no-profit in the transaction. For long term exposures, the
factors that weigh are the rate charged by the financial institutions, the period of
exposure, the pattern of volatility in the interest rates and the expected movement
of the rates in the long term perspective.
Review / Renewal of advances
1. Working capital facilities are granted by the Bank for a period of 1 year and
thereafter they are required to be renewed each year, i.e., fresh sanction is accorded
for the limits. Where, however, renewal is not possible for some reason, sanction
for the continuance of the limits is obtained in each case by reviewing the facilities.
2. Term loans which are irregular will be reviewed once in six months. (However,
review of Term Loans will be included in the periodical review of Special Mention
Accounts.)
A separate authority structure, as given below, has been prescribed for above noted
half-yearly review of term loans:
116
3. In the case of all listed companies with credit rating of SB4/SBTL4 and below, a
brief review is to be put up on the basis of half-yearly working results published by
them duly incorporating comments such as extent of exposure, conduct of the
account etc. Such review is to be submitted to the respective GE in respect of
ECCB sanctions, to the CGM (Circle) / CGM (CAG-Cen.) in respect of COCCI&II sanctions and to the GM (Network) in all other cases.
4. There will be no CRA rating review for term loans. However, in respect of term
loans, the following set of financial covenants is to be stipulated:
(i) Current Ratio
(ii)TOL/TNW
(iii)
(iv)
(a) Any adverse deviation by more than 20% from the stipulated levels in
respect of any two of the items (i) to (iii) above - penal interest to be levied
for the period of non-adherence subject to a minimum period of 1 year.
(b) Default in payment of interest/installments to the Bank or to other FI/Bankspenal interest to be levied for the period of such defaults.
Takeover of advances
Bank needs to aggressively market for good quality advances. One of the strategies
for increasing good quality assets in the Bank's loan portfolio, would be to take
over advances from other banks/FIs. Keeping this in view and with the prime
objective of adding only good quality assets, a common set of norms / guidelines
for C&I, SSI and AGL segments has been laid down for take over of advances.
A. Advances under SSI / C&I Segments
(i) The advance to be taken over should be rated SB3/SBTL3 or above.
(ii)The unit should score the minimum scores as prescribed, under the various
risk
segments, in the Credit Risk Assessment.
(iii)
The account should have been a standard asset in the books of the
other bank/FI during the preceding 3 years. (If this information is not
forthcoming from the bank/FI, a certificate should be obtained from the
borrowers Auditor that the loan has been a standard asset during the
preceding 3 years in the books of the bank/FI in terms of the asset
classification norms of RBI. The services of statutory auditors of our Bank
may also be sought for this purpose). However, if a unit is not having a track
118
record for 3 years, as it has been in existence for a shorter duration, takeover
can be considered based on the track record for the available period, which
should be at least one year.
(iv)
The unit should have earned net profits (post tax) in each of the
(v) The Term Loan proposed to be taken-over should not have been rephased,
generally, by the existing FI/Bank after commencement of commercial
production. However, if a rephasement was necessitated due to external
factors and viability of the unit is not in doubt, such proposals may also be
considered for sanction on a case to case basis.
(vi)
For takeover of existing TLs, while the original time frame for repayment will be
generally adhered to, flexibility may be allowed in the quantum of periodical
repayments. If sanction of fresh term loan is proposed along with the takeover, the
schedule of repayment for the existing term loans, if necessary, may be permitted
to extend up to 8 years. [The norms at (v), (vi) and (vii) above are not applicable
for take-over of working capital advances.
119
Note 1 : In the case of take-over proposals involving advances up to Rs.25 lacs, the
rating
should be carried out, as per the scoring model prescribed under SME Smart Score
(Refer page 170, Chapter 34, Part III, Volume III of Manual on Loans &
Advances). Other factors that may be kept in view are: Continued viability
Track record
Standing in the market of the unit/ promoter.
Note 2: Take-over of units from our Associate Banks is not permitted.
Note 3 : In the cases of working capital finance through consortium or multiple
banking, increasing our share, and joining a consortium (or when a member bank
exits consortium and we join the consortium in its place), are not reckoned as takeover of advances from other banks.
120
ii) The unit should have earned post-tax profits in each of the immediately
preceding 3 years. However, if the unit has been in existence for a lesser period, it
should have earned net profit (post-tax) in the preceding year of operation.
C. Other Guidelines:
(i) In all cases of take-over of advances from other banks, the credit information
report in the format prescribed by IBA should be obtained. The experience of the
present banker (item 13 of the format) should show satisfactory dealings with the
unit. Where, from the point of competition, it is necessary not to alert the bank
concerned, the report may be obtained after the sanction of facilities but before
release of the facilities.
(ii) In all cases of take-over, branches should ensure proper documentation and
other formalities to protect the interest of our Bank.
(iii) In all cases of take-over, branches should assess the requirements of the
borrower and obtain sanction for the proposed limits before actually taking over
the outstanding liability of the borrower to their existing bank/ FI.
(iv) The following aspects should invariably be examined in each case of takeover.
Reasons for take-over
Market perception including the existing banks/FIs perception
regarding the unit and its management. (For this, the appraising
officials may record briefly on their enquiries with market
sources/other bank/FI);
Potential ancillary business accruing to the Bank;
121
(v) The credit rating should be done based on the audited balance sheet which is
not older
than 12 months. However if the audited balance sheet is more than 12 months old
and the proposal has to be considered from the business angle, then a provisional
balance sheet as on a recent date may be obtained from the unit and the CRA
exercise done based on these figures, additionally. Unit should clear the stipulated
hurdle rate in both the exercises.
D. Administrative Clearance (AC)
In all the cases of take-over proposals, AC is required to be obtained. For this
purpose, a brief proposal containing, inter alia, the comments on compliance with
the norms and the other guidelines as above should be submitted to the appropriate
authority as under:
(i) For take-over of units complying with all the norms prescribed:
122
(ii) For take-over of units not complying with any one or more of the norms
prescribed:
123
124
128
1.2. Towards this end the preliminary appraisal will examine the following aspects
of a proposal.
Banks lending policy and other relevant guidelines/RBI
guidelines,
Prudential Exposure norms,
Industry Exposure restrictions,
Group Exposure restrictions,
Industry related risk factors,
Credit risk rating,
Profile of the promoters/senior management personnel of the
project,
List of defaulters,
Caution lists,
Acceptability of the promoters,
Compliance regarding transfer of borrower accounts from one
bank to another, if applicable;
Government regulations/legislation impacting on the industry;
e.g., ban on financing of industries producing/ consuming
Ozone depleting substances;
Applicants status vis--vis other units in the industry,
Financial status in broad terms and whether it is acceptable
(ii) no limitations have been placed on the Companys borrowing powers and
operations and (iii) the scope of activity of the company.
1.3. Further, if the proposal is to finance a project, the following aspects have to be
examined:
Whether project cost is prima facie acceptable
Debt/equity gearing proposed and whether acceptable
Promoters ability to access capital market for debt/equity support
Whether critical aspects of project - demand, cost of production, profitability, etc.
are prima facie in order
1.4. After undertaking the above preliminary examination of the proposal, the
branch will arrive at a decision whether to support the request or not. If the branch
(a reference to the branch includes a reference to SECC/CPC etc. as the case may
be) finds the proposal acceptable, it will call for from the applicant(s), a
comprehensive application in the prescribed proforma, along with a copy of the
proposal/project report, covering specific credit requirement of the company and
other essential data/ information. The information, among other things, should
include:
Organizational set up with a list of Board of Directors and indicating the
qualifications, experience and competence of the key personnel in charge of the
main functional areas e.g., purchase, production, marketing and finance; in other
words a brief on the managerial resources and whether these are compatible with
the size and scope of the proposed activity.
130
Demand and supply projections based on the overall market prospects together
with a copy of the
geographic spread of the market where the unit proposes to operate, demand and
supply gap, the competitors share, competitive advantage of the applicant,
proposed marketing arrangement, etc.
Current practices for the particular product/service especially relating to terms of
credit sales, probability of bad debts, etc.
Estimates of sales, cost of production and profitability.
Projected profit and loss account and balance sheet for the operating years during
the
132
Whether the company has revalued any of its fixed assets any time in the past and
the present status of the revaluation reserve, if any created for the purpose;
Record of major defaults, if any, in repayment in the past and history of past
sickness, if any;
The position regarding the companys tax assessment - whether the provisions
made in the balance sheets are adequate to take care of the companys tax
liabilities;
The nature and purpose of the contingent liabilities, together with comments
thereon; Pending suits by or against the company and their financial implications
(e.g. cases relating to customs and excise, sales tax, etc.);
Qualifications/adverse remarks, if any, made by the statutory auditors on the
Companys accounts;
Dividend policy;
Apart from financial ratios, other ratios relevant to the project;
Trends in sales and profitability, past deviations in sales and profit projections,
and Estimates/projections of sales values;
Production capacity & use: past and projected;\
Estimated requirement of working capital finance with reference to acceptable
build up of inventory/ receivables/ other current assets;
Projected levels: whether acceptable; and
Compliance with lending norms and other mandatory guidelines as applicable
133
Licenses/permits/approvals/clearances/NOCs/Collaboration
agreements,
as
applicable.
Details of sourcing of energy requirements, power, fuel etc.
Pollution control clearance
Cost of project and source of finance
Build-up of fixed assets (requirement of funds for investments in fixed assets to
be critically examined with regard to production factors, improvement in quality of
products, economies of scale etc.)
Arrangements proposed for raising debt and equity
Capital structure (position of Authorized, Issued/ Paid-up Capital, Redeemable
Preference Shares, etc.)
Debt component i.e., debentures, term Loans, deferred payment facilities,
unsecured loans/ deposits. All unsecured loans/ deposits raised by the company for
financing a project should be subordinate to the term loans of the banks/ financial
institutions and should be permitted to be repaid only with the prior approval of all
the banks and the financial institutions concerned. Where central or state sales tax
loan or developmental loan is taken as source of financing the project, furnish
134
details of the terms and conditions governing the loan like the rate of interest (if
applicable), the manner of repayment, etc.
Feasibility of arrangements to access capital market
Feasibility of the projections/ estimates of sales, cost of production and profits
covering the period of repayment
Break Even Point in terms of sales value and percentage of installed capacity
under a normal production year
Cash flows and fund flows
Proposed amortization schedule
Whether profitability is adequate to meet stipulated repayments with reference to
Debt Service Coverage Ratio, Return on Investment
Industry profile & prospects
Critical factors of the industry and whether the assessment of these and
management Plans in this regard are acceptable
Technical feasibility with reference to report of technical consultants, if available
Management quality, competence, track record
Companys structure & systems
Applicants strength on inter-firm comparisons
For the purpose of inter-firm comparison and other information, where necessary,
source data from Stock Exchange Directory, financial journals/ publications,
135
Also examine and comment on the status of approvals from other term lenders,
market view (if anything adverse), and project implementation schedule. A presanction inspection of the project site or the factory should be carried out in the
136
139
141
promises regarding performance. It is for this reason that proper follow up and
supervision is essential. A banker cannot take solace in sufficiency of security for
his loans. He has to a) make a proper selection of borrower
b) Ensure compliance with terms and conditions
c) Monitor performance to check continued viability of operations
d) Ensure end use of funds.
e) Ultimately ensure safety of funds lent.
2. Stages of post sanction process
The post-sanction credit process can be broadly classified into three stages viz.,
follow-up, supervision and monitoring, which together facilitate efficient and
effective credit management and maintaining high level of standard assets. The
objectives of the three stages of post sanction process are detailed below.
144
145
The various arrangements under borrowings from more than one bank will differ
on account of terms & conditions, method of appraisal, coordination,
documentation & supervision & control.
B. Consortium lending
When one borrower avails loans from several banks under an arrangement among
all the lending bankers, this leads to a consortium lending arrangements. In
consortium lending, several banks pool banking resourses & expertise in credit
management together & finance a single borrower with a common appraisal,
common documentation & joint supervision & follow up. The borrower enjoys the
advantage similar to single window availing of credit facalities from several banks.
The arrangement continues until any one of the bank moves out of the consortium.
The bank taking the highest share of the credit will usually be the leader of
consortium. There is no ceiling on the number of banks in a consortium.
C. Multiple Banking arrangement
Multiple Banking Arrangement is one where the rules of consortium do not apply
& no inter se agreement among banks exists. The borrower avails credit facility
from various banks providing separate securities on different terms & conditions.
There is no such arrangement called Multiple Banking Arrangement & the term is
used only to donote the existence of banking arrangement with more than one
bank.
Multiple Banking Arrangement has come to stay as it has some advantages for the
borrower & the banks have the freedom to price their credit products & non-fund
based facility according to their commercial judgment. Consortium arrangement
occasioned delays in credit decisions & the borrower has found his way around this
difficulty by the multiple banking arrangement. Additionally, when units were not
doing well, consensus was rarely prevalent among the consortium members. If one
146
bank wanted to call up the advance & protect the security, another bank was
interested in continuing the facility on account of group considerations.
independent economic & financial evolution the leading banks take a view on the
proposal. The mandated bank convenes the meeting to discuss the syndication
strategy relating to coordination, communication & control within the syndication
process & finalises deal timing, management fees, cost of credit etc. The loan
agreement is signed by all the participating banks. The borrower is required to give
prior notice to the lead manger about loan drawal to enable him to tie up
disbursements with the other lending banks
CHAPTER 6
CREDIT RISK
ASSESSMENT
149
150
Lender task
Identify the risk factors, and
Mitigate the risk
borrowal unit. The eventual CRA rating awarded to a unit (based on a score of 100)
is a single-point risk indicator of an individual credit exposure, & is used to
indentify, to measure & to monitor the credit risk of an individual proposal. At the
corporate level, CRA is also used to track the quality of Banks credit portfolio.
Credit & Risk
Go hand in hand.
They are like twin brothers.
They can be compared to two sides of the same coin.
All credit proposals have some inherent risks, excepting the almost
negligible volume of lending against liquid collaterals with adequate margin.
Lending despite risks:
So, risk should not deter a Banker from lending.
A bankers task is to identify/ assess the risk factors/ parameters & manage /
mitigate them on a continuous basis.
But its always prudent to have some idea about the degree of risk associated
with any credit proposal.
The banker has to take a calculated risk, based on risk-absorption/ riskhedging capacity & risk-mitigation techniques of the Bank.
CREDIT RISK ASSESSMENT (CRA):
Credit is a core activity of banks & an important source of their earnings, which go
to pay interest to depositors, salaries to employees & dividend to shareholders
In credit, it is not enough that we have sizable growth in quantity/ volume, it is also
necessary to ensure that we have only good quality growth.
152
To ensure asset quality, proper risk assessment right at the beginning, that is, at the
time of taking an exposure, is extremely important.
Moreover, with the implementation of Basle-II accord4, capital has to be allocated
for loan assets depending on the risk perception/ rating of respective assets. It is,
therefore, extremely important for every bank to have a clear assessment of risks of
the loan assets it creates, to become Basle-II compliant.
That is why Credit Risk Assessment (CRA) system is an essential ingredient of the
Credit Appraisal exercise.
Indian Scenario:
In Indian banks, there was no systematic method of Credit Risk Assessment
till late 1980s/ early 1990s.
Health Code System (1985) / IRAC norms (1993) are Asset (loan)
classification systems, not CRA systems.
RBI came out with its guidelines on Risk Management Systems in Banks in
1999 & Guidance Note on Management of Credit in October, 2002.
SBI Scenario:
However, like in many other fields, in the field of Credit Risk Assessment too, our
Bank played a proactive & pioneering role. We had our Credit Rating System
(CRA) in 1988. Then, the CRA system was introduced in the Bank in 1996. The
first CRA model was rolled out in 1996 to take care of exposures to the C & I
(Manufacturing) segment. Thereafter, separate models for SSI & AGL segments
were introduced in 1998, when the C&I (Mfg) CRA model was developed for Non
Banking Finance Companies (NBFCs).
153
As of now, in SBI, CRA is the most important component of the Credit Appraisal
exercise for all exposures > 25 lacs & a very important tool in decision-making (a
Decision Support System) as well as in pricing.
154
155
scores
under
Governance,
Management
Risk
(Integrity/Corporate
Commitment)
An applicant unit will be required to score minimum 2 marks each (out of 3) in the
above three parameters of Management Risk to qualify for Banks assistance. In
case of existing accounts if the company scores less than this stipulated minimum
marks (02), the Bank would explore all possibilities to exercise exit option.
c. Minimum Score under Business Risk:
Non Trading
Trading
+ NFB Limits )
Sector
Sector
(C&I , SSI ,
AGL)
( Trade &
Services)
o
.
(i)
Regular Model
Regular Model
Simplified Model
Simplified
5.00 crore
Model
157
(c)
S.
Type of Ratings
Model
Type of Rating
No
.
(i)
(ii)
ii Facility Rating
Borrower Rating
Model
Risk Category
Maximum
Score
Regular
Model
Simplified
Model
Existin
Exist
ing
Com
pany
158
New
Compa Compa
ny
ny
New
Comp
any
(i)
65
25
70
(65 x
35
(70/2)
0.39)
(ii)
Qualitative Factors
(-10)
(-10)
(-10)
(-10)
20
30
20
40
(-ve)
(iii)
(20 x
1.5)
Trading Sector)
(iv)
Management Risk
15
(MR)
(v)
Qualitative Parameter
(20 x 2)
45
10
25
( 15 x
( 10 x
3)
2.5)
(+5)
(+5)
(+5)
(+ 5)
100
100
100
100
(External Rating)
Total
(vi)
(vii)
Financial Statement
Quality
Excellent/Good/Satisfactory/Poo
r
(x)
Risk Score/Rating
Comments on Trend in
159
Transition Matrix
Rating
160
161
S.
Param
No
Maximum Score
eter
.
(a)
(i)
Or
Debt/Equity[Term
Project
Loan/Non-Fund
(ii)
Nature of Charge
(iii)
Industry
/(Trade-
for
Trading
Sector) #
(iv)
Geography #
(v)
Unit Characteristics
(a) Leverage/ Enforcement of
Collateral-4
b
(vi)
Macro-Economic Conditions
a
16 Rating
Grades
S.
Borro
N
o
.
Risk Comfort
wer
Ran
Ratin
ge
of
Level
Level
Scor
es
SB1
94-100
Virtually Absolute
safety
SB2
90-93
Lowest Risk
Highest safety
SB3
86-89
Lower Risk
Higher safety
SB4
81-85
Low Risk
High safety
SB5
76-80
Adequate safety
Adequate Cushion
6
SB6
70-75
SB7
64-69
SB8
57-63
SB9
50-56
Moderate Risk
Moderate Safety
Average Risk
Above Safety
Threshold
163
10
SB10
45-49
Acceptable
Safety
Risk
Threshold
(Risk Tolerance
Threshold)
11
SB11
40-44
Borderline risk
Inadequate safety
12
SB12
35-39
High Risk
Low safety
13
SB13
30-34
Higher Risk
Lower safety
14
SB14
25-29
Substantial risk
Lowest safety
15
SB15
<24
Pre-Default Risk
(extremely
Nil
vulnerable to
default)
16
SB16
Default Grade
LGD LEVEL
TY
FR1
LE
(Recovery
GRAD
O
SCORES
ES
1
RISK
VE
Level)
COMFORT
LEVEL
94-
Virtually Zero
Virtually Zero
Virtually
100
LGD
Risk
Absolute
164
Safety
2
FR2
87-93
Lowest LGD
Lowest Risk
Highest
Safety
(Highest
Recovery)
3
FR3
80-86
Lower LGD
Lower Risk
Higher
Safety
(Higher
Recovery)
4
FR4
73-79
Low Risk
High Safety
Moderate
Adequate
(High Recovery)
5
FR5
66-72
Low LGD
(Adequate
Recovery)
Risk with
Safety
Adequate
Cushion
FR6
59-65
FR7
52-58
Moderate LGD
Moderate
Moderate
(Moderate
Risk
Safety
recovery)
8
FR8
45-51
FR9
38-44
1
0
FR10
31-37
Average LGD
(Average
Average
Risk
Above
Safety
Recovery)
Threshold
LGD Tolerance
Safety
Threshold
(Recovery
Tolerance
165
Acceptable
Risk
(Risk
Threshold
Threshold)
Tolerance
Threshold)
11
FR11
24-30
High Risk
Low Safety
Higher Risk
Lower
recovery)
12
FR12
17-23
Higher LGD
Safety
(Lower Recovery)
13
FR13
11-16
14
FR14
5-10
15
FR15
1-4
16
FR16
Substantial LGD
Substantial
Risk
(Small recovery)
Highest LGD
Safety
Highest Risk
(Minimal/zero
NIL
recovery
New CRA
Existing CRA
Model
Model
Score
Grade
Grade
Score
94-100
SB1
SB1
>= 90
90-93
SB2
86-89
SB3
81-85
SB4
SB2
>=75
76-80
SB5
166
Lowest
70-75
SB6
64-69
SB7
57-63
SB8
50-56
SB9
10
45-49
11
SB3
>=65
SB4
>=50
SB10
SB5
>=45
40-44
SB11
SB6
>35
12
35-39
SB12
13
30-34
SB13
SB7
>=25
14
25-29
SB14
15
< 24
SB15
SB8
<25
16
SB16
Type
ECRA
S.N No.
167
Domestic
Internation
al
a FITCH;
Moodys;
Standard & Poors
168
CHAPTER 7
CASE STUDY
Case Study-1
169
Details of case:
Company:- Akshat Polymers
Firm:- Partnership Firm (M/S Umiya Polymers)
* Shri Amrutbhai Laljibhai Desai
* Shri Gunvantbhai Ambaramdas Patel
* Shri Natvarlal Mohanlal Patel
* Shri Dharamsinhbhai Lallubhai Desai
* Shri Kanjibhai Maljibhai Desai
Industry:- Manufacturing
Activity:- Maufacturing of HDPP woven sacks
Segment:- SSI
Date of Incorporation:- 19.11.07
Banking arrangement:- Sole Banking
Regd. & Admin. Office:- RS No. 840,
Kadi Thol Road,
Tal-Kadi, Dist-Mehsana
The unit will have installed capacity of 2520 MT. The unit is
expected to start commercial production from first week of
September, 2008. The capacity utilization for the year 2008-09
170
ii)
iii)
iv)
The firm has also started marketing activity for their products by making
personnel contacts & writing introductory letters to potential customers
& as the promoters are in the same line of business activity for the last 15
years they are having very good market contacts for the sales of the
Finished Goods.
vi)
Proposal:
Sanction for;
i)
FBWC limits of Rs.2.25 crores
ii) Fresh Term Loan of Rs.2.00 crores
Approval for:
i)
CRA rating of SB- 6 (71 marks) based on projected financials as on 31.03.2010.
ii) Pricing for WC facilities @1.00% above SBAR as applicable for SB-5 minimum
@13.75and for TL 1.50% above SBAR minimum @14.25%
172
(Rs.
in Crores)
Year
Installed cap Qty.
2009
2520
2010
2520
2011
2520
2012
2520
2013
2520
2014
2520
(approx) (MT)
Net Sales (Value)
(Export)
Operating profit
Profit before tax
1029
9.26
0.00
0.44
0.43
2016
19.77
0.00
1.18
1.17
2091
20.58
0.00
1.19
1.18
2142
21.09
0.00
1.23
1.22
2217
21.82
0.00
1.31
1.30
2268
22.34
0.00
1.33
1.32
4.64
5.92
5.73
5.78
5.96
5.91
0.29
0.78
0.79
0.82
0.87
0.88
Cash accruals
0.66
1.10
1.09
1.15
1.24
1.32
PBDIT
1.20
2.04
1.96
1.97
2.02
2.05
Paid up capital
0.95
0.95
0.95
0.95
0.95
0.95
1.23
2.01
2.80
3.62
4.49
5.38
1.73
4.11
2.51
2.50
3.30
1.67
4.12
1.19
4.99
0.88
5.88
0.66
2.64
1.34
1.80
1.52
1.27
1.53
0.92
1.53
0.81
1.57
0.62
1.81
(MT/pa.)
Net Sales Qty.
Adjusted TNW
TOL/TNW
TOL/Adjusted TNW
Current ratio
173
NWC
1.01
1.71
2.40
2.57
2.74
3.28
31.03.2009
0.95
0.29
2.25
2.00
0.50
31.03.2010
0.95
1.07
2.25
1.60
0.50
5.99
6.37
2.67
0.37
2.30
2.67
0.69
1.98
1.73
1.85
0.15
0.14
2.13
2.40
0.15
0.12
0.10
0.31
0.23
0.67
3.66
4.36
0.03
5.99
0.03
6.37
174
Projected
31.03.2009
0.00
0.29
0.95
-0.01
Opening TNW
+ PAT
+ Inc. in Equity / Premium
+/- Change in Int. Assets
+/- Adj. of prior year exp.
- Dividend payment
Closing in TNW
1.23
31.03.2010
1.23
0.78
31.03.2011
2.01
0.79
2.01
2.80
Projection
Projection
WC Int.
TL Int.
LC
BG
Bill
Others loan processing
Total
31.03.2009
0.16
0.14
0.03
0.33
31.03.2010
0.27
0.29
0.01
0.57
Liquidity
TOL/TNW
Indicative Min/Max
Company's
Company's level
level
level as on
as on 31.03.2010
31.03.2009 @
1.34
1.52
4.11
2.50
175
TOL/Adj. TNW
Average gross DSCR (TL) 1.75
Debt / equity
2:1
2.64
2.54
2.01:1
1.80
2.54
1.03:1
Debt/Quasi equity
Any others
1.15:1
-
0.64:1
-
No
in
Credit audit:
inspection report :
Other audit reports :
Adverse observations in Balance
sheet
Adverse observations in Auditors
Nil.
report
Any NPAs among associate concerns
None
176
The firm consists of total six partners. The brief background of the partners is as
follows :
Name
Ag
Brief Background
e
46
43
35
Desai
Industries, Kadi
Sri Kanjibhai is a farmer by profession
44
a investment partner.
Shri Natvarlal Patel is a B.Com. and
48
Commercial viability:
(Rs. in crores)
Year ending
2008-
2009-10
2010-11 2011-12
2012-13
2013-14
Total
31st March
Net Sales
Net Profit
Cash Accruals
Interest on
09
9.26
0.29
0.66
0.16
19.77
0.78
1.10
0.27
20.58
0.79
1.09
0.22
21.09
0.82
1.15
0.16
21.82
0.87
1.24
0.11
22.34
0.88
1.32
0.05
6.56
0.97
TLs
Sub Total
0.82
1.37
1.31
1.31
1.35
1.37
7.53
(A)
Total
0.00
0.40
0.40
0.40
0.40
0.40
2.00
repayment
Interest on TL 0.16
Sub Total (B) 0.16
DSCR
5.13
0.27
0.67
2.04
0.22
0.62
2.11
0.16
0.56
2.34
0.11
0.51
2.65
0.05
0.45
3.04
0.97
2.97
(Gross)
178
Net DSCR
Average
2.54
Gross DSCR
Average Net
3.28
2.75
2.73
2.88
3.10
3.30
DSCR
Break-even and sensitivity analysis and whether
acceptable:
(Rs. in crores)
31-Mar-
31-Mar-
30-Mar-
31-Mar-
31-Mar-
31/03/09 10
70%
80%
9.26
19.77
11
83%
20.58
12
85%
21.09
13
88%
21.82
14
90%
22.34
8.74
0.00
0.26
0.09
0.73
17.13
0.00
0.47
0.13
0.39
17.77
0.00
0.50
0.15
0.06
18.20
0.00
0.53
0.16
0.03
18.84
0.00
0.56
0.17
0.04
19.27
0.00
0.59
0.18
0.04
Cost(B)
Fixed Costs
Direct Labour
Selling, Admin. &
8.36
17.34
18.36
18.86
19.53
20.00
0.08
0.13
0.14
0.15
0.16
0.17
General Expenses
Interest Expenses
Depreciation
Total Fixed Cost ( C)
Contribution (D=A-B)
Contribution ratio
0.06
0.40
0.37
0.91
0.90
0.10
0.55
0.32
1.10
2.43
0.11
0.48
0.30
1.03
2.22
0.12
0.42
0.33
1.02
2.23
0.13
0.35
0.37
1.01
2.29
0.14
0.29
0.44
1.04
2.34
(E=D/A)
BE sales (F=C/E)
BE sales as % of Net
0.10
9.10
0.12
9.17
0.11
9.36
0.11
9.27
0.10
10.10
0.10
10.40
Sales
98.27
46.38
45.48
43.95
46.29
46.55
179
FBL
NFBL
Year
Sales
Company
PBT /
TOL /
Sales
TNW
CR
%
Ahmedabad
Packaging
3.30
1.20
2007 23.11
2.16
1.47
6.70
--
2010
15.19
6.52
2.90
1.00 2008
22.98
4.53
3.14
19.77
5.92
2.50
1.16
Industries Ltd.
Singhal Industries
Pvt. Ltd
Asia Woven Sacks
7.44
Pvt. Ltd.
Akshat Polymers
4.25
--
2010
1.90
1.08
1.52
Raw material The major raw material for this plant is HDPP in the form of
granules. This raw material is available locally by sales & distribution network of
the major suppliers as under:
Reliance Industries Limited
Nand Agencies
Labdhi International
Hadlia petrochemicals Ltd.
Sharada Polymers
180
IPCL
The raw materials are purchased from the suppliers against the advance payment
only and cash discounts are offered resulting in the increase n profitability. Any
variation in the cost of raw material is proposed to be passed on to the finished
products and will not affect the profitability.
Analysis: The firm is into manufacturing of HDPP woven sacks which are widely used
as packaging material in cement, fertilizer, etc.
As per ICRA report, grading and research services (2006) Flexible
packaging sector is expected to grow at the rate of 12.40%.
The promoters have sufficient experience in the line of activity. The
promoters had already made negotiations of the some of the industries as
detailed under for selling the HDPP woven sacks:
GUJCOMASOL
Birla cement
Sanghi cement
Ambuja cement
Various grain & Food Export Unit of Gujarat
The orders worth Rs.2.50 crores is expected to be finalized
by end of Agust, 2008 and before commissioning of the plant
as advised.
181
company
has
adequate
management
skills
and
183
The firm has approached for term loan of Rs. 295 lacs to finance the purchase of
Mahindra-Bolero. The total project cost is estimated to be Rs. 363.44 lacs.
Brief of Contract:
(1). Fixed hire charges/ taxi/ month: Rs. 29150
(with fixed 3000 Km run/ month & 12 hours duty/ day)
(2). Additional/ km charges beyond 3000 km. Rs. 3.57
(3). Duration of contract = 3 Years
Proposed Credit Requirement:
Fund Based
Performance Details
a) PERFORMANCE AND FINANCIAL INDICATORS:
(Rs. in lacs)
31st March
Aud.
Aud.
Esti.
Proj.
Proj.
Proj.
Proj.
2007
2008
2009
2010
2011
2012
2013
184
Net Sales
501.78
546.65
713.8
898.6
898.6
898.6
898.6
234.2
326.6
374.3
404.0
425.0
149.64
182.92
1.20
2.90
22.48
92.62
125.4
143.5
151.9
PBT
PBT/Sales (%)
0.24
0.53
3.15
10.31
13.96
15.97
16.91
1.20
2.90
22.48
92.62
125.4
143.5
151.9
PAT
39.05
40.51
Cash Accruals
54.44
52.41
PBDIT
21.04
22.56
129.2
233.7
224.2
212.6
200.3
150.0
266.9
247.2
226.2
203.7
91.00
113.4
181.1
256.5
340.0
113.4
181.1
256.5
340.0
427.0
113.4
181.1
256.5
340.0
427.0
Paid up Capital
21.04
22.56
TNW
Adjusted TNW
21.04
22.56
TOL/TNW
12.22
12.80
5.04
2.15
1.01
0.47
0.27
TOL/Adjusted TNW
12.22
12.80
5.04
2.15
1.01
0.47
0.27
Current Ratio
1.57
1.42
2.22
2.53
2.71
3.80
6.47
2.34
1.97
3.93
4.49
5.66
5.83
6.47
100.20
103.87
386.1
349.1
323.8
361.2
438.2
TL instalments)
NWC
185
31.03.2007
21.04
31.03.2008
22.56
2.57
102.87
39.92
14.66
100.10
36.21
166.40
173.53
52.48
110.59
92.61
11.93
39.3
134.66
78.70
48.15
10.58
109.22
2.57
113.92
10.49
136.74
1.03
134.23
166.40
173.53
(Rs. in lacs)
186
Opening TNW
2007
2008
2009
17.63
21.0
22.56
4
Add PAT
1.20
2010
113.48 181.10
2.90
22.48
Add. Increase in
8.42
equity / premium
2011
10.1
2012
2013
256.5
340.0
143.5
151.9
92.62
125.47
25.00
50.00
60.00
65.00
340.0
427.0
68.44
Add./Subtract
change in intangible
assets
Adjust prior year
expenses
Deduct Dividend
6.21
11.55
21.04
22.5
Payment
/Withdrawals
Closing TNW
Proposal: Term Loan of Rs.295.00 lacs under the Transport Plus Scheme.
187
b)
arrangement with
c)
ONGC.
economically viable
d)
e)
328.6
Means
Equity :
68.44
Debt:
Total
295.00
363.44
3
15.34
19.47
363.4
4
Remarks on Cost of project & Means of finance (in brief):
Each vehicle shall cost Rs. 6.16 lacs as per details given below:
Basic Price: Rs. 5.57 lacs
RTO
of Rs.295.00 lacs and firm shall raise capital of Rs. 68.44 lacs as a
margin.
189
31/03/0
31/03/1
31/03/1
31/03/12
713.82
898.65
898.65
898.65
898.65
223.76
44.89
268.65
253.68
47.39
301.07
253.68
48.89
302.57
253.68
50.89
304.57
253.68
55.98
309.66
72.40
85.52
87.52
90.72
94.07
General Expenses
Interest Expenses
Depreciation
Total Fixed Cost ( C)
Contribution (D=A-B)
Contribution ratio
8.50
20.76
106.77
208.43
445.17
9.50
33.25
141.12
269.39
597.58
10.50
22.96
98.78
219.76
596.08
11.50
13.54
69.15
184.91
594.08
12.50
3.36
48.40
158.33
588.99
(E=D/A)
BE sales (F=C/E)
BE sales as % of Net
0.62
336.18
0.66
408.17
0.66
332.97
0.66
280.17
0.66
239.89
Sales
Fixed cost with out
47.10
45.42
37.05
31.18
26.69
depriciation G
Contribution (H=A-B)
Contribution ratio
101.66
445.17
128.27
597.58
120.98
596.08
115.76
594.08
109.93
588.99
0.62
0.66
0.66
0.66
175.39
0.66
163.97
194.35
183.30
Net Sales
22.97
21.63
20.40
(I=D/A)
190
31/03/1
166.56
19.52
18.53
Commercial viability:
Year ending 31st March
Capacity utilization %
2009
100%
Sales
2010
100%
2011
100%
2012
100%
2013
100%
Total
898.6
713.82
898.65
898.65
898.65
22.48
92.62
141.1
125.47
143.51
151.96
536.04
106.77
98.78
69.15
48.40
464.22
129.25
233.7
224.25
212.66
200.36
Net Profit
Depreciation
Cash Accruals
4
1000.26
Interest
20.76
33.25
266.9
22.96
13.54
3.36
93.87
150.01
9
132.9
247.21
226.20
203.72
1094.13
83.75
94.58
93.85
43.02
448.12
20.76
33.25
166.1
22.96
13.54
3.36
93.87
104.51
117.54
107.39
46.38
541.99
1.44
1.54
1.61
1.76
2.10
2.37
2.11
2.27
4.39
4.66
TOTAL
TL / DPG repayments
Interest
TOTAL
Gross DSCR
Net DSCR
191
2.02
2.23
Indicative
Company's level as on
Min/Max level as
31/03/2008
Liquidity
TOL/TNW
Average gross DSCR (TL)
Promoters contribution
per Scheme
Min. 1.33
Max. 3.00
Min. 2.00
Min. 10 %
1.42
12.80*
2.002
18.86%
(under tie-up)
profits in the last two
1.20
08*
Nil
Nil
192
193
The overall projected performance & financial of the unit are considered
satisfactory.
194
CHAPTER 8
FINDINGS
195
SBI loan policy contains various norms for sanction of different types of
loans
These all norms does not apply to each & every case
SBI norms for providing loans are flexible & it may differ from case to case
Different appraisal scheme has been introduced by the bank to cater different
industries such as:Doctor plus scheme for doctors
Transport plus scheme for transport
School, colleges and educational institutions
Traders easy loan
Warehouse receipt financing for commodity traders
(agriculture related stock, cotton ginning, etc.)
196
Banks main function is to lend funds/ provide finance but it appears that
norms are taken as guidelines not as a decision making
A bankers task is to identify/ assess the risk factors/ parameters and
manage/ mitigate them on continuous basis.
The CRA models adopted by the bank take into account all possible factors
which go into appraising the risk associated with a loan.
These have been categorized broadly into financial, business, industrial,
management risks & are rated separately.
The assessment of financial risk involves appraisal of the financial strength
of the borrower based on performance & financial indicators
After case study, we found that in some cases, loan is sanctioned due to
strong financial parameters
From the case study analysis it was also found that in some cases, financial
performance of the firm was poor, even though loan was sanctioned due to
some other strong parameters such as the unit has got confirm order, the unit
was an existing profit making unit and letter of authority was received for
direct payment to the bank from ONGC which is public sector
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CHAPTER 9
RECOMMENDATIONS
AND SUGGESTIONS
The problems faced by the bank and the suggestions given are
with regards to increase credit flow the SMEs not only with
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faced
by
the
Bank
for
SME
lending
and
market and the inadequacy of risk management systems in banks are factors
leading to higher NPAs and lower profitability than potential in SME lending. This
can be overcome by collection of authentic data on the SME segment, educating
the enterprises on the need for reliable financial data, evolving suitable risk models
and close monitoring of accounts by the bank.
SMEs are increasingly using products such as derivatives to manage their forex
flows. Bank needs to offer sophisticated products to the SMEs in a simplified
manner.
They need to innovate their delivery platforms by using Internet banking, mobile
banking and card-based platforms for delivery of transaction-banking as well as
credit products, and enhance the service element. SMEs look for convenience and
simplicity in their banking requirements and banks should deliver these through an
effective use of technology.
The Bank should keep on revising its Credit Policy which will help Banks effort to
correct the course of the policies
The Chairman and Managing Director/Executive Director should make
modifications to the procedural guidelines required for implementation of the
Credit Policy as they may become necessary from time to time on account of
organizational needs.
Banks has to grant the loans for the establishment of business at a moderate rate of
interest. Because of this, the people can repay the loan amount to bank regularly
and promptly.
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Bank should not issue entire amount of loan to agriculture sector at a time, it
should release the loan in installments. If the climatic conditions are good then
they have to release remaining amount.
SBI has to reduce the Interest Rate.
SBI has to entertain indirect sectors of agriculture so that it can have more number
of borrowers for the Bank.
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CHAPTER 10
CONCLUSION
It is boom time for those working in the financial sector. There are opportunities
galore in finance and more will come in the next few years so finance is exciting is
exciting both as a subject and a career option with the greater expansion of the
global economy.
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2.
3.
4.
Documentation
5.
Loan administration
To ensure asset quality, proper risk assessment right at the beginning, is extremely
important. That is why Credit Risk Assessment system is an essential ingredient of
the Credit Appraisal exercise. The SBI was the first to formulate a Credit Risk
Assessment model. It considers important parameters like profitability, repayment
capacity, efficiency of the unit, historical / industry comparisons etc which were
not factored in other models. It is equally efficient as the SIDBIs CART (Credit
Assessment and Rating Tool) model.
In all, the viability of the project from every aspect is analyzed, as well as type of
business, industry, promoters, past records, experience, projected data and
estimates, goals, long term plans also plays crucial role in increasing chances of
getting project approved for loan.
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BIBLIOGRAPHY
WEBSITES:
www.rbi.org.in
www.sbi.co.in
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www.indianbankassociation.com
www.bankersindia.com
www.wikipedia.com
www.iibf.co.in
BOOKS:
Vaidhyanathan, T.S., Credit Management
Internal circular of SBI
Credit and Banking
By: K. C. Nanda
JOURNALS:
1) Agarwal , R. G., Banking Finance A Leading monthly of Banking and
Finance
Published by Sashi Publications
2) K. Ramakrishna, Indian Bankers
Published by Indian Bank Association
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