Non Performing Assets In State Co-Operative Banks In India An Empirical Study on Karnataka State CoOperative Apex Limited.

Bhagyalakshmi.M
Assistant Professor
AIMS, Bangalore
bhagyaaims@gmail.com
Dr. M Saravana Kumar
Dr. S Ramesh
Professor & Dean
Mount Carmel College, Bangalore
Abstract
In the recent years, public sector banks have been experiencing a growth in profits. The
biggest challenge for the banks in India is efficient management of non-performing assets (NPAs).
So the study focuses to know, what the non-performing Assets are, and how they can be handled to
reduce loss. In this paper efforts were made to examining the Non-Performing Assets (NPAs) as a
Concept and Status in State Co-operative Banks of Karnataka, India. This paper analyses the
sensible accounting norms related to capital adequacy, income recognition, assets classification,
poor recovery and provisioning standards. The position and growth standard assets, sub-standard
assets, doubtful assets, loss assets, gross NPAs are discussed with the help of percentage analysis
and compound growth rate of all the Cooperative Banks in Karnataka, India. With the tightening of
prudential norms, the banking sector has been consistently conforming to and adopting international
prudential norms and accounting practices. Such strengthening of prudential norms has resulted in
increased levels of NPAs for the Cooperative Banks.
Although Cooperative Banks continue to play an important role, the relatively high levels of
NPAs have made these banks weak and vulnerable. Gross NPAs of Cooperative Banks in
Karnataka stood at Rs.6168 crores (12.79% of total gross advances) and the net NPAs at Rs.3171
crores as on March 31, 2009 (7.01% of total net advances). These figures pose a severe threat to
the profitability, liquidity, and solvency position of these banks. In the context of global
competition, it is paramount task for the banks to manage their NPAs more efficiently so that, they
can change their character from non-performing assets to performing assets.
1. Introduction
A strong banking sector is important for a flourishing economy of the nation. The failure of the banking sector
may have an adverse impact on other sectors. The Indian banking system, which was operating in a closed economy,
now faces the challenge of an open economy. The main business of a banking company is to receive deposits and lend
money. Receiving deposit involves no risk, since it is the banker who owes a duty to repay the deposit, whenever it is
demanded. On the other hand, lending always involves much risk because there is no certainty of repayment. A banker
shall be very cautious in lending, because he is not lending money out of his own capital. A major portion of the
money lent comes from the deposits received from the public. These deposits are mostly repayable on demand. Hence,
while lending money, a banker should follow a very cautious policy. The risk involved in lending business makes it
very important as it involves making prominent decisions. Therefore while sanctioning credit the banker should
appraise the project reasonably or else it leads to the non-repayment of loans and advances.

The Indian Banking System has several outstanding achievements to its credit, the most striking of which is
its reach. An extensive banking network has been established in the last thirty years. The Co-operative Banks are now
spread out even into the remote corners of our country. Indians co-operative banking system is one of the largest in
the nation in terms of the branch network of the banks. Cooperative Banks play an important role in providing Shortterm, Medium-term and Long-term credit to Farm and Non-Farm Sector. Most of the Cooperative banks today in India
are facing the default risk wherein some part of the profit is reserved for covering the non-performing assets.
2. Non-Performing Assets
2.1. Concept
Non-performing assets, popularly known as NPAs, have become a worrying issue in all the public sector
banks. NPA is a new phenomenon with regard to the Cooperative Banks. The issue of NPA came into limelight only
when the RBI introduced the concept of asset classification, income recognition and provisioning norms to assess the
credit risk of the State Cooperative Banks in their balance sheets on 31.03.1997.
2.2. Meaning of NPA
A non-performing asset is one which does not generate income for the bank. In other words, an advance
account which ceases to yield income is a non-performing asset or an asset becomes non-performing when it ceases to
generate income for the bank. A non-performing asset (NPA) is defined generally as a credit facility in respect of
which interest and/or installment of principal has remained past due for two quarters or more.
Credit that is not meeting its stated principal and interest payments. Banks usually classify as nonperforming
assets any commercial loans which are more than 90 days overdue and any consumer loans which are more than 180
days overdue. More generally, and is not producing income.
In India, an asset is classified as a Non-Performing Asset (NPA) if interest or installments of principal due
remain unpaid for more than 180 days. However, with effect from March 2004, default status would be given to a
borrower if dues are not paid for 90 days. If any advance or credit facilities granted by a bank to a borrower become
non-performing, then the bank will have to treat all the advances/credit facilities granted to that borrower as non performing without having any regard to the fact that there may still exist certain advances/credit facilities having
performing status.
2.3. Definition of NPA
A non-performing asset (NPA) was defined as a credit facility in respect of which the interest and or
installment of principle has remained past due for a specific period of time.
An amount due under any credit facility is treated as past due, when it has not been paid within 30 days from the
due date. Due to improvement in the payment and settlement systems, recovery climate, up gradation of technology in
the banking system, etc. it was decided to dispense with past due concept, with effect from March 31, 2001.
Accordingly as from that date a non-performing asset (NPA) shall be an advance where,
1. Interest and or installment of principal remain overdue for a period of more than 180 days in respect of a term
loan.
2. The account remains out of order for a period of more than 180 days, in respect of an overdraft/cash credit.
3. The bill remains overdue for a period of more than 180 days in the case of bills purchased and discounted.
4. Interest and or installment or principal remains overdue for harvest seasons but for a period not exceeding two
half years in the case of an advance granted for agricultural purpose.
2.4. REASONS FOR NPAs

There are numerous reasons for the high level of NPAs ranging from both policy and environmental factors.
The main reasons for NPAs in the Cooperative banks are given as follows,

Absence of professional management.

Faulty credit deployment and poor recovery.
Strict application of prudential norms without much consideration to the peculiar nature of the clientele of these

banks.
Dual control of State Cooperative Banks by the State governments and the RBI/ NABARD.
Inadequate support from RBI/NABARD in meeting the fund-needs of these banks.
Corruption, nepotism, favoritism etc.
Undue intervention by political bigwigs.
Sluggish condition prevailing in the agricultural sector.
Although Cooperative Banks continue to play an important role, the relatively high levels of NPAs have made

these banks weak and vulnerable. NPAs which reduce the profitability and liquidity indirectly affect the solvency
position of the banks. The NPAs affect the banks in several ways. Not only banks lose income on these advances, but
they have also to incur heavy recurring expenditure to maintain them in their books of account.
The impact of NPAs results in lower interest rates to depositors, higher rates of interest to borrowers, higher
rates of services charges to all customers, more provisions towards loans losses, more capital contribution and less
return to shareholders by way of dividend. Prudential accounting norms have special significance in the new banking
system with its focus on efficiency, profitability of the system and protection of investors and depositors interest. Its
main elements of prudential accounting norms relating to capital adequacy, income recognition, assets classification
and provisionary norms are discussed later.
2.5. NPA is Indian banking sector
The Non-Performing Assets (NPAs) of the Indian banking sector have been incessantly rising in the past six
months. Historically, in 1997, NPAs were 15.8% of loans for the banking sector, which nosedived to 2.4% in 2008.
This figure stands at 2.94% of loans in 2012. In absolute figures, NPAs have doubled from 2009 to 2012 and assets
under reconstruction had trebled during the same period. Indias biggest lender, State Bank of India, is experiencing an
NPA level of 4.99% of total loans.
Table 1:

Gross Non-Performing Assets of Co-Operative Banks in India

(Per cent of gross advances)
Urban CoYear

Rural Co-operative Banks

operative
Banks
(UCBs)

Short-term Structure

Long-term Structure

StCBs

DCCBs

PACS

SCARDBs

PCARDBs

1994-95

13.9

0.0

0.0

33.9

0.0

0.0

1995-96

13.0

0.0

0.0

34.7

0.0

0.0

1996-97

13.2

0.0

0.0

34.9

0.0

0.0

1997-98

11.7

12.5

17.8

35.3

18.6

16.5

1998-99

11.7

12.6

17.8

35.0

19.2

16.1

1999-00

12.2

10.7

17.2

35.4

18.7

20.0

2000-01

16.1

13.0

17.9

34.9

20.5

24.3

2001-02

21.9

13.4

19.9

32.4

18.5

30.2

2002-03

19.0

18.2

21.2

38.2

20.9

33.8

2003-04

22.7

18.7

24.0

36.8

26.7

35.8

2004-05

23.2

16.3

19.9

33.6

31.3

31.9

2005-06

18.9

16.8

19.7

30.4

32.7

35.6

2006-07

18.3

14.2

18.5

29.1

30.3

35.4

2007-08

15.5

12.8

20.5

35.7

34.5

53.7

2008-09

13.0

12.0

18.0

44.8

30.1

39.0

2009-10

10.1

8.8

13.0

41.4

45.1

51.9

2010-11

8.4

8.5

11.2

25.2

32.3

40.6

2011-12
7.0
6.8
9.7
26.8
33.1
38.6
Source Reserve Bank for UCBs and NABARD for Rural Co-operative Banks (excluding PACS for
which the source is NAFSCOB).
According to a recently published Credit Suisse Group AG report, 10 large industrial houses account for 13%
of total assets financed by the Banking system, which means that bank lending is getting increasingly skewed. Further,
of the total reconstructed assets, 8.24% belong to the large manufacturing sector, 3.99% are from the services sector
while 1.45% are from the agricultural sector.
3. RESEARCH METHODOLOGY
3.1. Statement of the Problem
The basic aims of co-operative banks is to serve the weaker section of the society people by providing
financial credit, loans and advances for the holistic development of the weaker section of the society now days the
borrowers are not repaying the amount to the co-operative banks regularly as per the due dates; which is affecting the
performance of the cooperative banks. As per the new banking regulation and as discussed earlier, if the borrower not
paid the principle and interest amount within 90 days it is to be considered as Non-Performing Assets.
3.2. Review of Literature
Numerous studies have been carried in the field of Non-performing assets in Cooperative banking sector. In
the recent studies, Rajeshwari Krishnan focused on the problem of swelling non- performing assets in banks and
financial institution especially in Cooperative banking sector of the country becomes more and more unmanageable
and created threats for the financial sector. She found that securitization can be used for the liquidating the illiquid and
long terms debut like loan receivables of the financial institutions or bank by issuing marketable securities against
them. She concluded that The Securitization and Reconstruction of Financial Assets and Enforcement of Security
Interest Act (SARFAESI Act) is defiantly and big leap forward not only in the filled of NPA management but also
promoting the securitizing market in India. The act may be required to fine-tune to bring in natural justice.
U.N. Lakshman in his study pointed out the reasons for NPAs in Indian bank. He started the reasons could
be, diversion of the bank fund, time/cost overrun while implementing the project, business failures like product failing
to capture market, inefficient management, strained labor relations, old technology and product obsolescence,
recession in some foreign countries and adverse exchange rate government policies toward excise, imports and exports
, willful default frauds, misappropriations, deficiencies in the system of credit appraisal monitoring and follow up,
delay in settlement/ subsidies. He further mentioned some of the methods to recover NPAs they are Recapitalization
and asset reconstruction fund. He highlighted the steps taken 15 contain NPAs they are as following RBI stressed the
need for credit appraisal and credit supervision since the basic problem is at lone decision stage, stressed the need to
monitor stock and operation and end use statements, detailed guidelines have been issued to take steps to avoid

sickness and also to nurse bake the align units, stressed the need to constitute recovery cells, NPA management
departments and fixed recovery target for banking units, the debt recovery tribunal should depose off the issues within
six months. It should be given freedom to regulate its own Procedure subject to the provision of the Act of 1993, on
the filling of suit in court law; the following guidelines are prescribed which registered and the enforceable. He made
suggestions that areas which created the problem, in most costs the barrowers are to be found.
Prof.C.Sivarami Reddy and Smt.V.Kalavathi studied the reasons remedies of non-performing assets, they
found that the reasons for NPA were diversification of funds, mostly for expansion / diversification of business like
product / market failure, failure, inefficient management, inappropriate technology, labor unrest etc., changes in the
macro environment like recession, infrastructural bottle necks etc., time / cost over runs during project
implementation, changes in government policies, and delay in release of sanctioned limits by banks.
They highlighted various steps for reducing NPAS they are, study the Problems of NPA branch wise, amount
wise and age wise, prepare loan Recovery policy and strategies for reducing NPA, create special cells at the Head
office / zonal office level to look after critical branches where NPAs are on the high side, select prepare technique
suitable for the NPA and monitor it in a time bound action plan. They concluded that NPA is not just a problem for
banks they are bad for the economy. The money locked up in NPA is not available for productive use and to that extent
the banks seek to make provisions for NPA or write them off.
3.3. Objectives of the Study
The objectives of the study are,
1. To understand the meaning and concept of Non-performing assets (NPA) of with reference to Cooperative
2.
3.
4.
5.

banks of Karnataka
To ascertain the reasons for assets to become Non-performing assets.
To observe the impact of Non-performing assets on Cooperative Banks
To determine the measures to be taken by cooperative banks to reduce Non-performing assets.
To find out the suggestions based on findings of the study on cooperative banks.

3.4. Scope of the Study

The current study of Non-performing assets is pertaining and restricted to the boundary of Karnataka State Cooperative Apex bank Ltd. And data will be analyzed as provided by bank.
3.5. Data Collection
Primary data is gathered by informal discussions held with various Officials of the Karnataka State Cooperative Apex bank Ltd; documents and records of Apex Bank about the reasons becoming Non- performing and also
information pertaining to non-performing assets was collected from respective department in the unit. Secondary
financial data was collected audited account books and published annual reports of the bank. Financial magazines,
Journals, text books and websites, RBI/ IBA bulletins etc.
3.6. Tools of Data Analysis
The data collected from the primary and secondary sources relating to NPAs has been analyzed and tabulated
and drawn the appropriate tables. Interpretations and analysis were made based on tables. The collected data were
classified and tabulated and analyzed with some of the statistical tools used as per the requirement of the study like,
Graphical representation, Table Representation and calculation, Ratio analysis
3.7. Limitations of the Study

The study is based on the data given by the officials and reports of the bank.
The study is based only on NPA section of the bank.
The solutions are not applicable to every bank.
Due to time constraint depth analysis could not be made.

4. DATA ANALYSIS AND INTERPRETATION

4.1. SUB-STANDARD ASSETS
The following table represents the percentage change in sub-standard assets to Gross NPA at Karnataka State
Cooperative Banks Ltd.

standard assets( )=

4.1.1.

standard assets
100
Gross NPA

Sl. No.

Year

Sub Standard Assets

Gross NPA

1
2
3
4
5

2008-2009
2009-2010
2010-2011
2011-2012
2012-2013

9075
6438
3825
9678
16057

20895
19202
14808
17512
26437

Sub-Standard Assets
(In %)
43.43
33.53
25.83
55.26
60.74

Graphical representation

Sub-Standard Assets (In %)

55.26
43.43
33.53
25.83

60.74

4.1.2.

Analysis and Interpretation

The above table represents depicts that, there was considerable decrease in the Sub-Standard Assets from

2008 -2009 to 2009-2011, i.e. 43.43 % to 33.53 %to 25.83% respectively, whereas in 2011-2012 there increase for
55.26 % and in 2012-2013 it is again increased by 60.74.
The above graph represents that the Sub Standard Assets in percentage, one can observe that, in 2008-2009
Sub Standard Assets was 43.43 % it has decreased to 33.53 % and further decreasing to 25.83 % progressively with
good recovery management of banks, but it has noticed that due to in-continuity of recovery management Bank has
again increased its Substandard Assets to 55.26 % in year 2011-2012 and in 2012-2013 it is again increased by 60.74.
4.2. DOUBTFUL ASSETS
The following table shows the percentage change in doubtful assets to gross NPA.

Doubtful assets( )=

4.2.1.

Doubtful Assets
100
Gross NAP

Sl. No.

Year

1
2
3
4
5

2008-2009
2009-2010
2010-2011
2011-2012
2012-2013

Doubtful

Gross

Doubtful Assets

Assets
11273
12359
10648
7478
9474

NPA
20895
19202
14808
17512
26437

(In %)
53.95
64.36
71.91
42.70
35.84

Graphical representation

Doubtful Assets (In %)

71.91
64.36
53.95
42.70
35.84

4.2.2.

Analysis and Interpretation

The above table represents that the doubtful assets increased considerably from 2008-2009, 2009-2010 and

2010-11 with percentage of 53.95%, 64.36%, and 71.91% respectively. Because of good recovery management plan,
doubtful assets decreased in 2010-11 and 2011-2012 with 42.70% and 35.83% respectively.
The above graph shows that doubtful assets are increasing noticeably from 2008-2009, 2009-2010 and 20102011 with 53.95%, 64.36%, and 71.91% respectively. And bank took appropriate measures to reduce doubtful assets;
as a result we can also see that doubtful assets are decreased to 42.70% in 2011-2012 and 35.83 in 2012-2013.
4.3. LOSS OF ASSETS
The following table shows the percentage change in loss assets to gross NPA.

Loss assets ()=

4.3.1.

Loss Assets
100
Gross NPA

Sl. No.

Year

Loss Assets

Gross NPA

1
2
3
4
5

2008-2009
2009-2010
2010-2011
2011-2012
2012-2013

547
405
336
363
904

20895
19202
14808
17512
26437

Loss Assets (In

%)
2.62
2.11
2.27
2.07
3.42

Graphical Representation

Loss Assets (In %)

3.42
2.62
2.11

2.27

2.07

4.3.2.

Analysis and Interpretation

The above table shows that the loss assets of Apex cooperative bank was decreasing considerably from 2008-

2009 with percentage of 2.61, 2009-2010 with 2.10%, 2010-2011 with 2.27 % and 2011-2012 with 2.07% but the loss
of assets was increased in 2012-13 with percentage of 3.42% because bank management fail to take appropriate
decisions at a right time to reduce the loss of assets.
The above graph reveals the loss assets to Apex bank. In 2008.2009 the loss assets of apex bank was 2.61%.
In 2009-2010 it decreased to 2.10% and in 2010-11 it increased marginally to 2.27% because bank fails to take proper
decisions at right time. In order reduced the loss of assets the bank have taken appropriate decision i.e. bank adopted
SARFAESI act to reduce the loss in assets as a result it is reduced to 2.07% in 2011-12 but decisions taken by Bank
did not serve the purpose in 2012-13 because of loss of assets increased to 3.42%.
4.4. RATIO OF GROSS NPA TO TATAL ADVANCES
The table shows the percentage change in Gross NPA to total advances at the Karnataka State Cooperative Apex Bank
Limited

Gross NPA Ratio ( )=

4.4.1.

Gross NPA
100
Total Advance

Sl. No.

Year

Gross NPA

Total Advance

1
2
3
4
5

2008-2009
2009-2010
2010-2011
2011-2012
2012-2013

20895
19202
14808
17512
26437

280484
349255
314628
406284
538152

Gross NPA (In

%)
7.45
5.50
4.71
4.31
4.91

Graphical representation

Gross NPA (In %)

7.45
5.50
4.71

4.4.2.

4.31

4.91

Analysis and Interpretation

The above table reveals the gross NPA of Cooperative Apex bank. Gross NPA reduced step by step from

7.44% in 2008-2009 to 4.31% in 2011-2012 progressively, but slightly increased to 4.91% in 2012-13.

The above graph reveals the total gross NPA in total advances from 2008-2009 to 2012-13. The total gross
NPA gradually reduced because of good credit appraisal policy. In 2008-2009 the gross NPA was 7.44% over its total
advance. In 2008-09 it reduced to 5.49% in 2010-11 it further reduced to 4.70% and in 2011-12 it got further reduced
to 4.31 % but in 2012-13 it increased marginally to 4.91% over its total advances.
5. FINDINGS, SUGGESTION AND CONCLUSIONS
5.1. FINDINGS
Following are the findings of the study on Karnataka State Co-operative Apex Bank Ltd.
1. The Non-performing Assets of the bank stood at Rs. 26437 lakhs as on 31-03-2013 as against Rs.17512 lakhs as
on 31-03-2011. As on 31-03-2013 NPA is 4.91%.
2. Based on the observation in 2008-2009 Substandard asset was 43.43%, progressively it was decreased in 20092010 with percentage of 33.52, with good recovery policy of cooperative bank, 2010-11 Substandard assets
condensed to 25.81%.
3. The percentage of total NPA in other sector has continuously increasing trend during the year 2010-2012, and as
on 31-03-2013 it was increased at 3.54%.
4. The specific findings from the study are that, there is still a need to have controlling devices to monitor NPA
system in the Karnataka State Co-operative Apex Bank Ltd.
5.2. SUGGESTIONS
To control the Nonperforming assets in Karnataka State Co-operative Apex Bank Limited, some remedial measures
are suggested as follows,
1. There must be an effective and regular follow-up with the customers and need to watch is there any diversion of
funds. This process can be taken up at regular intervals.
2. Managers in charge of non-performing assets should have dynamism and seal in their work.
3. Frequent discussions with the staff in the branch and taking their suggestions for recovery of NPAs make them
feel responsible.
4. Assisting the borrowers in developing his/her entrepreneurial skill will not only establish a good relation
between the borrowers but also help the bankers to keep a track of their funds.
5. RBI need to take necessary actions against defaulters like, publishing names of defaulters in Newspapers,
broad-casting media, which is helpful to other banks and financial institutions.
6. Create awareness among the customers and staff about the effect of Non performing assets on the performance
of the banks and ultimate on the customers.
7. The bank should avoid the wrong selection of borrowers. The staff must be additionally trained to assess the
borrower efficiency by proper credit appraisal.
8. Quality of advances can be improved by using the tools and techniques of credit appraisal and applying the
same effectively.
9. Establish special task force for the recovery of dues, which have fallen under the category of Non performing
assets.
10. The manager must take actions of recovery of loans and advances within a specified time frame with rational
decisions.
6. CONCLUSION
Finally we can conclude that the Apex bank can avoid sanctioning loans to the non-creditworthy borrowers by
adopting certain measures. They are careful appraisal of the project which involves checking the economic capability
of the project. Apex banker must consider the homecoming on investment on a proposed project. If the calculated
return is sufficiently higher than the credit amount he can sanction the loan.

Secondly, banker can constantly monitor the borrower in order to ensure that the amount sanctioned is utilized
properly for the purpose to which it has been sanctioned. This involves the post sanction inspection by the Apex bank.
Thirdly, the banker should get both the formal and informal reports about the goodwill of the customer. If he
had already proven as a defaulter then there is no question of sanctioning loan to him.
Fourthly, the banker also has to educate the borrowers regarding the effects and consequences of defaulting.
By considering all the above factors the banker can reduce the non-performing assets in a bank. .
The use of technology like Core Banking Solutions in Apex bank should make more reachable to all
borrowers.
At last the problem of NPAs has been a major issue for the banking industry. The RBI which is the apex body
for controlling level of non-performing assets have been giving guidelines and getting norms for the banks in order to
control the incidents of faults. Reduction of NPAs in banking sector should be treated as national priority item to make
the Indian Banking system more strong, vibrant and geared to meet the challenges of globalization.
NPA is not just a problem for bank, but also bad for the economy of the country. The money which is locked
in NPA is not available for productive activities. It adversely affects the profit of the bank and result in higher rate of
their diligent credit customer. Step should be taken appropriately on the time to avoid NPAs. Qualitative appraisal,
Supervision and follow ups should be taken for the present advanced to avoid the further NAPs. It is essential to
restructure the strategies for recovery process; this will improve bank general capabilities and meets the prudential
requirements.

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