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Microfinance Institutions (MFIs) Upgrading and Rating Initiative of the Development Bank of Austria (OeEB) in East Africa
October 2009
Sample Credit Policies and Processes Manual October 2009 We would like to acknowledge valuable contribution and suggestion by the Team Leader Ms. Janis Sabetta, which greatly enriched this manual. This Sample Manual is to be used as Guide to MFIs in developing their own Manuals. What is contained in the Manual is not conclusive and each MFI should adapt what is relevant to their Institutions situations. Each Manual should be a living tool for the Board and the staff, and should be frequently updated by the Board. Credit Policies and Procedures Manual is aimed to provide the framework for and GUIDE the Lending activities of the MFI with the objective of minimizing Credit risks. The CEO is used to refer to either Chief Executive officer, Managing Director and General Manager. The MFIs should adapt whichever of applicable. Similarly, CO has been used to refer to the front line officers; credit officer, Loan officer, Filed officer or Accounts officer. MFIs should use what is applicable to them.
Purpose and Scope of this Manual ................................................................................... 4 Code of Conduct............................................................................................................... 4 Background information of XYZ MFI .............................................................................. 5
CREDIT MANAGEMENT STRUCTURE AND POLICIES ................................................6
General Principles ........................................................................................................... 6 Credit Authorities ............................................................................................................. 6 Approval Limits Policy .................................................................................................... 9 Loan Provisions and Write off Policy .............................................................................. 9 Institutional Limits and Credit Exposure ....................................................................... 10 Loan Application Form and Loan Appraisal Form ........................................................ 12 Discouraged Loans ......................................................................................................... 12 Pricing of Credit Facilities Guidelines ........................................................................... 13
TARGET MARKET ........................................................................................................14
3.1 3.2
4.
Target Market Definitions and Risk Acceptance Criteria .............................................. 14 Target Market, Products and Services............................................................................ 14
CREDIT PROCESSES AND PROCEDURES ................................................................15
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.9 4.10 4.11
5
General Principles and Guidelines ................................................................................. 15 Area coverage ................................................................................................................. 15 Loan documentation ....................................................................................................... 15 Area Market Analysis..................................................................................................... 17 Screening individuals and groups .................................................................................. 18 Loan Orientation Training (LOT) .................................................................................. 20 Processing Loans applications ....................................................................................... 21 Loan approval and documentation ................................................................................. 22 Loan disbursement ......................................................................................................... 23 Loan repayment and banking ......................................................................................... 23
CREDIT RISK RATING ..................................................................................................25
5.1
6
Portfolio Planning .......................................................................................................... 26 Relationship Management .............................................................................................. 26 Collateral Inspection and Evaluation ............................................................................. 26 Release of collateral/Security ......................................................................................... 28 Substandard and Problem Loans .................................................................................... 28 Delinquency Management and Recovery system .......................................................... 28 Loan Restructuring and Refinancing.............................................................................. 32 Portfolio reports.............................................................................................................. 33
Annex 1 Portfolio Aging Report .............................................................................................34 Annex 2 Loan Appraisal Form ...............................................................................................35 Annex 3 Risk Classification Guide .....................................................................................37
Board Credit Committee Board of Directors Credit Officer Chief Executive officer Credit Application Form Microfinance Institutions
The purpose of this Credit Policies and Procedures Manual is to create a set of standardized policies and procedures for the lending activities of XYZ MFI. The Policies and Procedures have been designed to assist the Credit Department, as well as other departments of the Institution in the performance of their duties. The main objective is to ensure thorough loan appraisal and proper monitoring of all outstanding loans. This includes both supervision of outstanding loans as well as recovery of overdue loans. Each Credit Officer (CO) is responsible for their own loans throughout the credit cycle from initial identification of prospective borrowers to complete repayment of outstanding amounts. description of all stages of the lending process. All Staff are required to strictly adhere to the rules outlined herin as a means of reducing risks. 1.2 Code of Conduct The Credit Officers and all staff shall always behave respectfully towards borrowers. When meeting/phoning or in any discussions with clients, he/she should start by saying the name of the MFI and then his/her own name (showing identification as appropriate). The Credit Officers/all staff should keep the appointments that he/she has made. If for any reason he/she should be unable to do so the borrower(s) in question must be notified in good time. Credit staff should maintain a professional distance in his/her dealings with borrowers. He/she should always bear in mind the fact that if problems arise he/she will have to scrutinise the borrowers' activities and may have to initiate legal proceedings. This is a particularly important consideration in cases where the applicant is known to the Credit staff - and indeed, if the case it is essential that the application be handled by a different Credit staff. All information regarding the borrower is to be treated in strict confidence. Confidentiality includes taking care not to store files in places that are accessible to the public. Orderly file management makes it possible to get more work done in the same amount of time, which ultimately has a positive impact on operations. This Credit Manual provides a detailed
2.0 CREDIT MANAGEMENT STRUCTURE AND POLICIES 2.1 General Principles (a) The credit
process
for
XYZ
Microfinance
Bank
will
encourage
the
decentralizations of all credit decisions/approvals from the Board Credit Committee (BCC), the CEO, Management Credit Committee (MCC), Branch Credit Committee (BCC), to Credit officer. (b) The Loan officers will initiate credit relationship, which will structure and package the deals for Recommendation/approval by the appropriate authorities. The dayto-day management of the relationship rests with the initiating officer. (c) To ensure timely approvals and general efficiency, credit initiators shall obtain full information/documentation so as to complete analysis of the credit within a maximum of five (5)1 working days from the date of receipt of request, which shall be stamped on the application. The objective is to ensure that final decisions are taken and communicated on applications within a maximum of one week, irrespective of the nature and location of the credit 2.2 Credit Authorities 2.2.1 Board of Directors (BOD)
The Board of XYZ Microfinance Bank has overall responsibility for the credit policy of the MFI and subsequent revisions of same. Other specific responsibilities include the following: o o o o o Approving significant revisions to credit policy Establishing portfolio distribution guidelines in conformity with existing Regulations. Approving XYZ Microfinance Banks credit management structure. Establishing credit approval authorities including the level of delegation. Approving write-offs, in excess of the limits delegated to the Board Credit Committee (BCC). o o Approving all credits in excess of the limits delegated to BCC. Approving changes in the legal lending limits and risk limits used in the bank. Board Credit Committee (BCC):
2.2.2
The CEO is responsible for reviewing and recommending all credit items which are to be submitted to the Board Credit Committee and; Establishing guidelines for pricing of credit facilities to be approved by the Board. Approving all credits, which are within his/her approval limit Reviewing the portfolio diversification in line with guidelines given BCC. Reviewing credit related systems and their implementation. Monitoring portfolio risk and managing decisions to improve. Reviewing and recommending write-offs based on the presentation of the Recovery Department, which are recommended by the Recovery Committee. Reviewing provisions for non-performing loans based on presentation of Credit Administration department and regulatory guidelines as well as Board approval 2.2.4 Ensuring implementation of all credit policies and procedures by all staff Management Credit Committee(MCC) by the
2.2.5
The Branch Credit committee will be responsible for approving loans within their limit and above Credit officers limit. The Branch Credit Committee is made up of Branch manager, Credit officer, branch accountant/finance officer and marketing officer where applicable. The Branch Manager will be responsible for the supervision of credit officer, credit administration and overall performance of the portfolio at the branch. This will include: Ensuring policies and procedures are adhered to at the branch including conducting field studies, loan application and appraisal process Delinquency management Identifying problematic loan earlier enough and finding ways of mitigating the risks
The CEO/CEO is usually a member of the Management Credit committee if the institution is still young and growing. For larger established institutions, General Manger Credit usually chairs the Management Credit Committee
The credit officer as the link between the clients and the institution is responsible for initial contact with the client. The credit officer shall conduct preliminary appraisal of the potential client and approval of loans within his/her approval limit. 2.3 Approval Limits Policy As approved by the Board, the approval limits for XYZ MFI shall be as follows: Board of Directors Board Credit Committee Chief Executive Officer Management Credit Committee Branch Credit Committee/Branch Manager Credit Officer 2.4 Loan Provisions and Write off Policy 2.4.1 Provisioning3 Policy Above Sh... Up to Sh. Up to Sh Up to Sh.. Up to Sh.. Up to Sh
XYZ MFI shall provide for loans and advances, bad and doubtful debts as follows: For Loans that are classified4 as; 0 days past due 1-30 days past due 31-60 days past due 61-90 days past due 1% 5% 25% 75%
More than 90 days past due 100% A sample Portfolio Aging Report is given in Annex 1
3 4
MFIs should abide by Minimum Regulationary provisions in their respective countries. Provided in the Kenyan Microfinance Act 2006 Regulations Guidelines
5 6
Within the period stipulated in the regulations of the country the MFI operates MFIs to refer to respective regulations e.g. Microfinance Act 2006 for Kenya provides that; Loans exceeding 5% of Institutions core capital shall not be extended to a single end user and Institutions shall not extend a microfinance loan to any single end user or his associate that exceed 2% of its core capital
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All Credit facilities require approvals before they are offered to customers. No additional exposure should be created under an expired facility or limit. Every exposure created under a facility limit must have an expiry date.
2.5.1
Facilities and, therefore, the exposure are structured to minimize risks. Guidelines as give hereunder shall be followed: Credit Lines: These expire within 12 months from the date of approval. Current Line Facilities may be structured to allow drawings by way of overdrafts and short term advances depending on the customer's business cycle, but the maturity of any credit exposure should not extend beyond the expiry date of the facility. Term Loans: Include any non-revolving facility where the final maturity extends beyond one year from the date approved by the MFI. Deposit Placement Limits: are documented approved limits and are structured as these limits enable MFI to place funds (time/call deposits) with financial institutions, with maturities not exceeding the expiry date of the facility. Leasing Facilities: A lease facility must be structured to allow the Bank to promptly and effectively repossess the leased asset in the event of a default by the customer.
7 8
Will be dependent on the individual MFI s lending exposure and regulatory provision These are strictly examples only, to give MFIs an Idea of credit exposure
11
loans that bailout or replace other lenders who wish to withdraw loans to political candidates, parties or other political organizations
May vary from MFI to MFI May vary from MFI to MFI-can be shorter or longer time depending on MFI efficiency 11 This is just an example, MFIs will have their own lending restrictions depending on their mission, vision and core values
10
12
2.9 Pricing of Credit Facilities Guidelines When pricing a loan, the MFI should bear in mind the market factors and competition, financial standing/credit worthiness of the borrower, the loan purpose, tenor and risk involved to arrive at the total yield and Return on Assets. Interest rates chargeable on credits will be such as to earn a return commensurate with the level of risk being assumed by the MFI. At the same time, the rates shall be as dictated by market conditions and/or statutory requirements. Penalty Interest shall also be charged on excesses over approved limits and past due repayments. Various types of fees and commissions shall accrue to the MFI on all credit e.g. agency/management/ commitment/advisory/ renewal/ arrangement/consultancy/ vending fees, discount/turnover commissions etc. Interest, Commission and Fees structure shall be determined and advised to all credit operators by the Board, through the Assets and Liabilities Committee (ALCO) from time to time. All operators are expected to adhere to the advised structure. Deviations will have to be formally approved. Interest shall be accrued and charged periodically but not less than monthly. Fees and Commissions may be charged upfront or at other specific intervals. All charges shall be debited to a customer's account, but some fees or commissions have to be paid before the commencement of a facility, the customer shall be required to lodge such funds in the account. In all cases the effective interest rate shall be clearly communicated to the clients, All fees, commissions, interest rates and their calculations must be transparent and understood by the client.
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3.0 TARGET MARKET 3.1 Target Market Definitions and Risk Acceptance Criteria Target Market Definition identifies the characteristics of the type of customer to which MFI will market credit products and thus eliminate undesirable business segments from consideration. Risk Acceptance Criteria are specific financial, managerial, environmental and competitive benchmarks which are used to enable the credit staff to separate desirable from undesirable business. These are to be developed by the lending units and reviewed by the Group Heads for approval by the BCC in consultation with CEO and MCC. Deviations from these standards must be addressed in the Credit/Approval Memorandum. 3.2 Target Market, Products and Services 3.2.1 Target Market
XYZ MFI target market are active micro entrepreneurs etc etc(target market should be diversified to minimize risk of portfolio concentration) 3.2.2 Products and Services
Each MFI to describe their credit products and services at minimum the description should include: Name of the Product and target market Duration/Loan Term Delivery Methodology i.e. group or individual Interest Rates and other fees Collateral Requirements Eligibility Criteria specific to the product Etc..
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4. CREDIT PROCESSES AND PROCEDURES 4.1 General Principles and Guidelines The purpose of this section is to discuss in detail the different steps that the Credit Officer (CO) should take to give out Loans and ensure that they are fully repaid. The CO is generally responsible for the following major tasks in performing his or her duties: Assessing the demand and competition for financial services in their target area. Outreaching and promoting the organization in the target area. Receiving and following up inquiries, screening prospects, educating and orienting prospective clients. Providing clients with prescribed Loan application forms to apply for Loans at the right time. Supporting clients in analyzing Loan applications, evaluating and taking appropriate security to secure the Loans, documenting Loan decisions, and forwarding applications to Area/Branch Manager/ supervisor for disbursement. Following up disbursements and supervising and managing Loan repayment. Following up clients, providing financial and business advice, and supporting associations/groups in formulating and carrying out strategies to recover delinquent Loans. The rest of this section contains information for the CO on how to go about his or her work. 4.2 Area coverage While it is the intention of XYZ MFI to provide services to its target clients in every part of the country, it cannot be everywhere at the same time and remain sustainable. As a general rule, therefore, outlets shall be opened depending on the identified demand in a particular area, and one branch/area will control no more than 5 satellite offices. 4.3 Loan documentation The following documents shall be kept at the area/branch office and be updated by the CO as part of the management information system in monitoring and tracking loans, groups and clients: Original copies of registration and client intake forms
15
16
It is crucial for every MFI to carry out a thorough market research for all its products in all its target areas of operations 13 This can be groups, Associations or individual clients
12
17
The CO shall collect, verify, and widely cross-check the following details before accepting to register a particular group/association for loan purposes: Age of client, borrowing history, composition of the group (gender balance, type of income generating activities that members do, etc), level of participation in the group, their knowledge of other groups, including market associations, and participation in other activities within the community. Independently, find out how each group works and its activities, both financial and non-financial. The officer shall establish each groups primary interests, needs, and concerns in terms of the future and its record in serving its own members. He or she shall find out if a group has any linkages with any others nearby, especially if it has any links with another service provider. Show the location of each prospective group contacted on a map to visualize the distance and their proximity in relation to each other and the hub office. The CO shall take the following steps in collecting information about a prospective clients(Individual or Groups): For group clients, visit the potential group to scrutinize members During the visits, probe the group officials for their readiness for business with XYZ MFI and explore their needs. The officer shall also share with the group
18
19
14
20
21
4.9 Loan approval and documentation All Loans shall be approved based on amounts and opinions of different officers on the following aspects of the applicant: Honesty, integrity and credit worthiness of the borrower Net worth of the borrower Outside borrowings Financial condition of other businesses operated by the borrower. Technical and managerial competence Marketability of products Profitability of operations Financial requirements of the borrower and basis for calculation Quality and value of securities offered by the borrower. The terms and conditions on which Loan can be sanctioned, i.e., amount of Loan, repayment frequency, security, etc.
22
15
It is recommended that where disbursement and/or collection by cash is impractical, cash on transit must be insured and appropriate controls should be in place
23
Each group shall be responsible for collecting and banking loan repayments to XYZ MFI. Monies collected by group shall be banked intact immediately after receipt and updating of documents relevant to the transaction. The specific banking procedures after collection for group loans shall include the following: Group officials appoint one or two people at random to go for banking on that day, who immediately proceed to the bank to deposit money collected. Any losses for whatever cause are the responsibility of the one or two people responsible for banking on that day. It is recommended that different members of the group, randomly selected at each meeting take turns in banking, collections, to minimize the risk of theft and robbery. On banking, the bank shall stamp the deposit slip and retain the original. The duplicate copy shall be given to those paying in the deposit, who shall then return it to the group/sub-group treasurer immediately to retain for record purposes. A copy of the banking slip is forwarded to the CO who will automatically provide a receipt to the group for the payments. For individual loans, the client should bank the repayment and present a copy of the banking slip to the CO during his monthly visits or take the copy to the MFI office.
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XYZ MFI shall use risk rating for all credit risk associated with each facility. Ratings for business loans range from A (minimal risk) to G (loss). Rating for banks and other financial intuitions with which XYZ MFI places deposits however range from A(minimal risk) to D (substandard risk). Risk Rating is an important factor in the pricing of credit facilities and allocation of management attention A-C = Normal Business Risk. Loan Officer can recommend facility under prevailing lending programmers. D= management Attention Risk (Watch list) with the possibility of reverting to non-accrual basis on some of the fast deteriorating accounts. Any new credit extension in this category is discouraged, but can be done on Exception basis only. E-G= criticized credit. To be treated on non-accrual basis only and appropriate provisions for bad debt made. 5.1 Credit Risk Classification Guide 5.1.1 Operations Managers Classification
Each credit package must clearly state on the LAF and Loan Appraisal Form, the COs risk rating. Facilities are rated rather than customers, e.g. an overdraft to a customer may be rated B whereas a term loan to the same customer C. As the credit quality of a facility improves or deteriorates, the CO should initiate risk-rating changes 5.1.2 Risk management classification
Risk management classification which shall confirm or disagree with the COs classification must be obtained before presentation of the credit package to the approving authority and the BCC where the risk rating is changed accordingly. Risk Managements rating is final rating for all credits. Risk Management may also change the risk rating of a facility during their bank wide portfolio review. An example of Risk Classification Guide is given in Annex 3
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6.1 Portfolio Planning (a) Each Year, Credit Management Committee will develop details of expected net credit growth and sect oral allocation of credit exposure of the MFI. (b) The plan will take into cognizance with the provision of credits and monetary policy guidelines, current size of the banks portfolio, etc. The monetary net growth and sectorial exposure allowed will therefore be distributed among the loan group (c) At periodic intervals, the Credit Management will evaluate returns on Credit and sectoral exposures on the basis of which it will issue directives that are aimed at ensuring compliance with portfolio expectations. 6.2 Relationship Management Operations Mangers (OMs) and other team members (Loan Officers) must credit risks and opportunities The Relationship Manager/Business Development Officer/Loan officer will prepare an annual plan detailing the level of customer contact proposed and the general strategy to be adopted for the relationship. This is required for all Group Accounts and individuals and should be filed along with the LAF and Loan Appraisal Forms Credit reference(where possible) must be obtained on all new customers and annually in the case of old customers 6.3 Collateral Inspection and Evaluation Management of secured credit requires frequent periodic evaluation of collateral held and verification of the adequacy of margins. Internal reporting is supplemented by physical inspection of the collateral. These inspections should be performed at credit initiation, and at least annually. The more volatile the price movements of the collateral and weaker the obligors financial performance, the more frequent the evaluation should be. maintain
regular contact with customers to monitor the changing environment and its effect on the
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Security could be classified in to possessor and proprietary. A proprietary security is one that transfers the title or the proprietary rights in the property to the creditors. It may or not include the right to take possession e.g mortgage. 6.3.2 Evaluation of Securities The adequacy and acceptability of a collateral security to a lender depends on a number of factors including. a) The nature of the credit facility sought b) The amount of the credit facility c) The duration of credit facility d) the integrity of the credit borrower 6.3.3 When to Require Security Several conditions some of which are listed below might necessitate the putting in place of collateral; Borrower is new to the MFI Borrower has erratic sales and earnings Borrower fails to clean up account upon expiration of current line facility Very high leveraged borrower with assurance to liquidate all debts to lenders Borrower has a weak secondary source of re-payment. Borrower is not in a group
6.3.4
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28
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action would be most effective in collecting a missed payment. Group Loans For group guaranteed Loans, the group officials shall ask the client(s) who have missed a single or have made partial installment payment to explain to the group the following: Why he/she has not brought his/her installment. What plans he/she has to make good this installment. Declare his/her willingness and ability to pay the next due installments together with the installment already in arrears. Request the members to assist him/her in making the required installment. When he/she shall make good the missed installment. Outline how he/she will get the necessary cash to pay off the amount in arrears. The group meeting shall not adjourn until the matter has been resolved and is fully documented. The group may in addition decide to immediately constitute a follow-up team to visit the member to review his or her willingness and ability to continue with the group. During a missed payment follow-up visit, the follow-up team shall review the financed asset, key security or other securities that the client had pledged to the group when he or she was taking
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31
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Note: Restructured and refinanced loans should be tracked separately 6.8 Portfolio reports a. As part of the process of managing Loans, the CO shall keep an accurate and up to date record of every Loan under his or her care and will regularly report clients in arrears or defaulted. b. The CO shall also develop strategies and proposals towards recovery of bad and doubtful Loans and advice the Area/Branch Manager when to provide for bad and doubtful Loans or recommend write-offs. c. Towards this goal, the officer shall ensure that all the clients under him/her maintain proper records, which he or she should regularly. d. Information to be contained in the loans and advances report MUST include: Portfolio at risk aged and any outreach indicators of import to XYZ MFI Number of active borrowers Number of active female borrowers Number of active male borrowers Number of new borrowers during the period Number of active loans Number of loans disbursed during the period Value of loan disbursed during the period Number of loans outstanding Value of outstanding loan portfolio Number of loans written off Value of loans written off Number of loans in Recovery or Recovered Value of loans in Recovery or Recovered
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75% 100%
1% 5% 25%
75% 100%
Authorized Signatory: Name of Officer. Designation.. Signature Date.. Source- CBK Microfinance Regulation Guidelines
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Date Disbursed:
Amount Disbursed:
Owners Funds
Total
100 %
Collateral Substitutes Business and Personal Assets Item 1. Credit History 2. Business Assets (Attach Schedule) 3. Households (Attach Schedule) 4. Business Stocks 5. Other Securities (Land, Stocks, MVs etc) Total Value Discount Rate 50% 50% 50% As per retail schedule Liquidation Value
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N/A
TOTAL LIQUIDATION VALUE TOTAL LOAN VALUE INCLUDING INTEREST TOTAL LIQUIDATION VALUE/TOTAL LOAN VALUE (%) Guideline on completing the collateral substitute table: i) Where the client has got adequate security based on appraisal and principle of KYC, ii) Total liquidation value over total value should be at least 100% GROUP ASSESMENT: Name of group..product Year of formation Year of registration. Current membership ..Male.Female Drop outs to date Number of founder members still in the group. Average attendance Repayment rate as per latest loan status report. No. of clients with loans%investment Outstanding loan portfolio ..Total savings.(Attach group listings) Net exposure before deal..After deal... CLIENT ASSESMENT Year business started..Type of business.. No. of years in current business Past repayment record (%).(Attach statement) Meeting attendance. Saving balance.. (%) Cash collateral (Attach statement) Any lump sum PaymentAmount Deposited. Conduct of Bank account(Attach current bank statements) MARKET ASSESMENT Business location. Nature of business retail/Wholesale Main products/services. Main customers... Main suppliers. Existence of similar businesses. What periods are peak sales recorded?........................................................................... KEY RISKS: Comment on; Competition Default in the group In adequate collateral Business failure Lack of financial statements Risky sector etc. Mitigating factors E.g.; Cohesive group with adequate group structures
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coverage
management
repayment
B. Modest Risk.
Good business credits, very good asset quality and liquidity. Strong debt capacity and coverage, very good management in all positions.
vulnerabilities
conceivably arise in the future. C. Average Risk Good business credit, good asset quality and liquidity, strong debt capacity and average and good management in most positions Modest risk that facility will not be retired as agreed (less than 1 in 25 probability); from the primary
source of repayment, but clearly identify alternative source of repayment exists. Very low risk of loss or non performing status under realistic economic scenario.
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liquidity, limited debt capacity and coverage list. some management weankness. To be put on watch
probability). No clearly identified alternative source or repayment, but low risk of loss of principal or interest under most probable Vulnerabilities, should they occur, could result in A down-grade. Tight Management for D rated critical conditions precedent to attending its portfolio quality objectives. Our exposure should be managed down except where it could be managed up to C rating within a short time
Below average business credit. Generally undesirable business constituting an undue and unwarranted credit risk. Normal repayment jeopardy; no ultimate loss. While loss of principal and interest is not certain, current shortfalls in paying capacity of obligor and interest /or collateral cover /or principal.
Weak credit with substantial risk that facility will not be retired according to its terms(grater than 1 in 10 probability). No clearly
identified alternative in source or repayment, but low risk of loss of principal and modest risk of nonperforming status under the
probable scenario a consensual restructure is however, probable identified they vulnerabilities could should in occur, result
may result in partial loss of and Consider reversal of interest and transfer Consider restructure and collateral support. F. High risk (Very Loss of interest has occurred or is likely to occur and there is potential Collection loss in of full principal. is highly to non-accrual basis.
downgrade.
rescheduling/ additional
Weak credit substantial risk the facility will not be retired according to its terms. No clearly identified alternative source of repayment. High risk of loss of principal and
Critical)
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account of the bank. Full write-off even though partial recovery may be possible in future.
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