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IN BANKING:
CREDIT RISK
MANAGEMENT
BANGLADESH BANK
CREDIT RISK MANAGEMENT
PREPARED FOR:
BANGLADESH BANK
PREPARED BY:
FOCUS GROUP
ON
CREDIT & RISK MANAGEMENT
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INTRODUCTION:
Risk is inherent in all aspects of a commercial operation, however for Banks and financial
institutions, credit risk is an essential factor that needs to be managed. Credit risk is the
possibility that a borrower or counter party will fail to meet its obligations in accordance with
agreed terms. Credit risk, therefore, arises from the bank’s dealings with or lending to
corporates, individuals, and other banks or financial institutions.
Credit risk management needs to be a robust process that enables banks to proactively
manage loan portfolios in order to minimize losses and earn an acceptable level of return for
shareholders. Central to this is a comprehensive IT system, which should have the ability to
capture all key customer data, risk management and transaction information including trade
& Forex. Given the fast changing, dynamic global economy and the increasing pressure of
globalization, liberalization, consolidation and dis- intermediation, it is essential that banks
have robust credit risk management policies and procedures that are sensitive and responsive
to these changes.
The purpose of this document is to provide directional guidelines to the banking sector that
will improve the risk management culture, establish minimum standards for segregation of
duties and responsibilities, and assis t in the ongoing improvement of the banking sector in
Bangladesh. Credit risk management is of utmost importance to Banks, and as such, policies
and procedures should be endorsed and strictly enforced by the MD/CEO and the board of
the Bank.
1. POLICY GUIDELINES
3. PROCEDURAL GUIDELINES
These guidelines were prepared and endorsed by senior credit executives from private sector,
foreign and nationalized commercial banks operating in Bangladesh. They are intended for
use in the corporate/commercial banking businesses.
It is the expectation of Bangladesh Bank that these guidelines will be adopted, particularly for
those institutions that have a high rate of non-performing loans and weak credit risk
management procedures. Bangladesh Bank may, based on its regular examination of
individual banks, enforce the specific adoption of these guidelines.
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Table of Contents
1. POLICY GUIDELINES 5
3. PROCEDURAL GUIDELINES 15
4. APPENDICES 22 - 56
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1. POLICY GUIDELINES
This section details fundamental credit risk management policies that are recommended for
adoption by all banks in Bangladesh. The guidelines contained herein outline general
principles that are designed to govern the implementation of more detailed lending
procedures and risk grading systems within individual banks.
All banks should have established Credit Policies (“Lending Guidelines”) that clearly
outline the senior management’s view of business development priorities and the
terms and conditions that should be adhered to in order for loans to be approved. The
Lending Guidelines should be updated at least annually to reflect changes in the
economic out look and the evolution of the bank’s loan portfolio, and be distributed to
all lending/marketing officers. The Lending Guidelines should be approved by the
Managing Director/CEO & Board of Directors of the bank based on the endorsement
of the bank’s Head of Credit Risk Management and the Head of
Corporate/Commercial Banking. (Section 2.1 of these guidelines refers)
The Lending Guidelines should provide the key foundations for account
officers/relatio nship managers (RM) to formulate their recommendations for
approval, and should include the following:
§ Lending Caps
Banks should establish a specific industry sector exposure cap to avoid
over concentration in any one industry sector.
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§ Discouraged Business Types
Banks should outline industries or lending activities that are
discouraged. As a minimum, the following should be discouraged:
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responsible to ensure the accuracy of the entire credit application submitted for
approval. RMs must be familiar with the bank’s Lending Guidelines and should
conduct due diligence on new borrowers, principals, and guarantors.
It is essential that RMs know their customers and conduct due diligence on new
borrowers, principals, and guarantors to ensure such parties are in fact who they
represent themselves to be. All banks should have established Know Your Customer
(KYC) and Money Laundering guidelines which should be adhered to at all times.
Credit Applications should summaries the results of the RMs risk assessment and
include, as a minimum, the following details:
- Industry Analysis. The key risk factors of the borrower’s industry should
be assessed. Any issues regarding the borrower’s position in the industry,
overall industry concerns or competitive forces should be addressed and
the strengths and weaknesses of the borrower relative to its competition
should be identified.
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- Adherence to Lending Guidelines. Credit Applications should clearly state
whether or not the proposed application is in compliance with the bank’s
Lending Guidelines. The Bank’s Head of Credit or Managing
Director/CEO should approve Credit Applications that do not adhere to the
bank’s Lending Guidelines.
All Banks should adopt a credit risk grading system. The system should define the
risk profile of borrower’s to ensure that account management, structure and pricing
are commensurate with the risk involved. Risk grading is a key measurement of a
Bank’s asset quality, and as such, it is essential that grading is a robust process. All
facilities should be assigned a risk grade. Where deterioration in risk is noted, the
Risk Grade assigned to a borrower and its facilities should be immediately changed.
Borrower Risk Grades should be clearly stated on Credit Applications.
The following Risk Grade Matrix is provided as an example. Refer also to the Risk
Grade Scorecard attached as Appendix 1.2.2. The more conservative risk grade
(higher) should be applied if there is a difference between the personal judgement and
the Risk Grade Scorecard results. It is recognized that the banks may have more or
less Risk Grades, however, monitoring standards and account management must be
appropriate given the assigned Risk Grade:
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Risk Rating Grade Definition
Superior – Low Risk 1 Facilities are fully secured by cash deposits,
government bonds or a counter guarantee from a top
tier international bank. All security documentation
should be in place.
Good – Satisfactory Risk 2 The repayment capacity of the borrower is strong.
The borrower should have excellent liquidity and
low leverage. The company should demonstrate
consistently strong earnings and cash flow and have
an unblemished track record. All security
documentation should be in place. Aggregate Score
of 95 or greater based on the Risk Grade Scorecard.
Acceptable – Fair Risk 3 Adequate financial condition though may not be
able to sustain any major or continued setbacks.
These borrowers are not as strong as Grade 2
borrowers, but should still demonstrate consistent
earnings, cash flow and have a good track record.
A borrower should not be graded better than 3 if
realistic audited financial statements are not
received. These assets would normally be secured
by acceptable collateral (1 st charge over stocks /
debtors / equipment / property). Borrowers should
have adequate liquidity, cash flow and earnings.
An Aggregate Score of 75-94 based on the Risk
Grade Scorecard.
Marginal - Watch list 4 Grade 4 assets warrant greater attention due to
conditions affecting the borrower, the industry or
the economic environment. These borrowers have
an above average risk due to strained liquidity,
higher than normal leverage, thin cash flow and/or
inconsistent earnings. Facilities should be
downgraded to 4 if the borrower incurs a loss, loan
payments routinely fall past due, account conduct is
poor, or other untoward factors are present. An
Aggregate Score of 65-74 based on the Risk Grade
Scorecard.
Special Mention 5 Grade 5 assets have potential weaknesses that
deserve management’s close attention. If left
uncorrected, these weaknesses may result in a
deterioration of the repayment prospects of the
borrower. Facilities should be downgraded to 5 if
sustained deterioration in financial condition is
noted (consecutive losses, negative net worth,
excessive leverage), if loan payments remain past
due for 30-60 days, or if a significant petition or
claim is lodged against the borrower. Full
repayment of facilities is still expected and interest
can still be taken into profits. An Aggregate Score
of 55-64 based on the Risk Grade Scorecard.
Substandard 6 Financial condition is weak and capacity or
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Risk Rating Grade Definition
inclination to repay is in doubt. These weaknesses
jeopardize the full settlement of loans. Loans
should be downgraded to 6 if loan payments remain
past due for 60-90 days, if the customer intends to
create a lender group for debt restructuring
purposes, the operation has ceased trading or any
indication suggesting the winding up or closure of
the borrower is discovered. Not yet considered
non-performing as the correction of the deficiencies
may result in an improved condition, and interest
can still be taken into profits. An Aggregate Score
of 45-54 based on the Risk Grade Scorecard.
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The Early Alert Report (Appendix 3.3.1) should be completed in a timely manner by the RM
and forwarded to CRM for approval to affect any downgrade. After approval, the report
should be forwarded to Credit Administration, who is responsible to ensure the correct
facility/borrower Risk Grades are updated on the system. The downgrading of an account
should be done immediately when adverse information is noted, and should not be postponed
until the annual review process
§ Credit approval authority must be delegated in writing from the MD/CEO &
Board (as appropriate), acknowledged by recipients, and records of all
delegation retained in CRM.
§ All credit risks must be authorized by executives within the authority limit
delegated to them by the MD/CEO. The “pooling” or combining of authority
limits should not be permitted.
§ Any credit proposal that does not comply with Lending Guidelines, regardless
of amount, should be referred to Head Office for Approval
§ MD/Head of Credit Risk Management must approve and monitor any cross-
border exposure risk.
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§ It is essential that executives charged with approving loans have relevant
training and experience to carry out their responsibilities effectively. As a
minimum, approving executives should have:
The purpose of the segregation is to improve the knowledge levels and expertise in
each department, to impose controls over the disbursement of authorised loan
facilities and obtain an objective and independent judgment of credit proposals.
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2. PREFERRED ORGANISATIONAL STRUCTURE & RESPONSIBILITIES
The appropriate organisational structure must be in place to support the adoption of the
policies detailed in Section 1 of these guidelines. The key feature is the segregation of the
Marketing/Relationship Management function from Approval/Risk
Management/Administration functions.
Credit approval should be centralised within the CRM function. Regional credit centers may
be established, however, all applications must be approved by the Head of Credit and Risk
Management or Managing Director/CEO/Board or delegated Head Office credit executive.
Monitoring / Recovery
(includes regional recovery
centres if applicable)
§ Directly manage all Substandard, Doubtful & Bad and Loss accounts to maximize
recovery and ensure that appropriate and timely loan loss provisions have been
made.
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§ To approve (or decline), within delegated authority, Credit Applications
recommended by RM. Where aggregate borrower exposure is in excess of
approval limits, to provide recommendation to MD/CEO for approval.
Credit Administration
§ To ensure that all security documentation complies with the terms of approval and
is enforceable.
§ To control loan disbursements only after all terms and conditions of approval have
been met, and all security documentation is in place.
Internal Audit/Control
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3. PROCEDURAL GUIDELINES
This section outlines of the main procedures that are needed to ensure compliance with the
policies contained in Section 1.0 of these guidelines.
The recommending or approving executives should take responsibility for and be held
accountable for their recommendations or approval. Delegation of approval limits
should be such that all proposals where the facilities are up to 15% of the bank’s
capital should be approved at the CRM level, facilities up to 25% of capital should be
approved by CEO/MD, with proposals in excess of 25% of capital to be approved by
the EC/Board only after recommendation of CRM, Corporate Banking and MD/CEO.
1 2
3 4
5 6
Managing Director
Executive Committee/Board
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1. Application forwarded to Zonal Office for approved/decline
3. ZCO supports & forwarded to Head of Corporate Banking (HOCB) or delegate for
endorsement, and Head of Credit (HOC) for approval or onward recommendation.
6. Managing Director advises the decision as per delegated authority to HOC & HOCB.
Appeal Process
Any declined credit may be re-presented to the next higher authority for
reassessment/approval. However, there should be no appeal process beyond the
Managing Director.
3.2.1 Disbursement :
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§ Security documents are prepared in accordance with approval terms and are
legally enforceable. Standard loan facility documentation that has been
reviewed by legal counsel should be used in all cases. Exceptions should be
referred to legal counsel for advice based on authorisation from an
appropriate executive in CRM.
§ Disbursements under loan facilities are only be made when all security
documentation is in place. CIB report should reflect/include the name of all
the lenders with facility, limit & outstanding. All formalities regarding large
loans & loans to Directors should be guided by Bangladesh Bank circulars &
related section of Banking Companies Act. All Credit Approval terms have
been met. A sample documentation and disbursement checklist is attached as
Appendix 3.2.1, which banks may wish to use to control disbursements.
§ All required Bangladesh Bank returns are submitted in the correct format in a
timely manner.
§ All third party service providers (valuers, lawyers, insurers, CPAs etc.) are
approved and performance reviewed on an annual basis. Banks are referred
to Bangladesh Bank circular outlining approved external audit firms that are
acceptable.
To minimise credit losses, monitoring procedures and systems should be in place that
provide an early indication of the deteriorating financial health of a borrower. At a
minimum, systems should be in place to report the following exceptions to relevant
executives in CRM and RM team:
§ Past due principal or interest payments, past due trade bills, account excesses,
and breach of loan covenants;
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§ Loan terms and conditions are monitored, financial statements are received on
a regular basis, and any covenant breaches or exceptions are referred to CRM
and the RM team for timely follow-up.
Computer systems must be able to produce the above information for central/head
office as well as local review. Where automated systems are not available, a manual
process should have the capability to produce accurate exception reports. Exceptions
should be followed up on and corrective action taken in a timely manner before the
account deteriorates further. Refer to the Early Alert Process (section 3.3.1), and
Appendix 3.3.1.
An Early Alert Account is one that has risks or potential weaknesses of a material
nature requiring monitoring, supervision, or close attention by management.
If these weaknesses are left uncorrected, they may result in deterioration of the
repayment prospects for the asset or in the Bank’s credit position at some future date
with a likely prospect of being downgraded to CG 5 or worse (Impaired status),
within the next twelve months.
Despite a prudent credit approval process, loans may still become troubled.
Therefore, it is essential that early identification and prompt reporting of
deteriorating credit signs be done to ensure swift action to protect the Bank’s interest.
The symptoms of early alert shown in Appendix 3.3.2 are by no means exhaustive and
hence, if there are other concerns, such as a breach of loan covenants or adverse
market rumors that warrant additional caution, an Early Alert report should be raised.
Moreover, regular contact with customers will enhance the likelihood of developing
strategies mutually acceptable to both the customer and the Bank. Representation
from the Bank in such discussions should include the local legal adviser when
appropriate.
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An account may be reclassified as a Regular Account from Early Alert Account status
when the symptom, or symptoms, causing the Early Alert classification have been
regularised or no longer exist. The concurrence of the CRM approval authority is
required for conversion from Ea rly Alert Account status to Regular Account status .
The Recovery Unit (RU) of CRM should directly manage accounts with sustained
deterioration (a Risk Rating of Sub Standard (6) or worse). Banks may wish to
transfer EXIT accounts graded 4-5 to the RU for efficient exit based on
recommendation of CRM and Corporate Banking. Whenever an account is handed
over from Relationship Management to RU, a Handover/Downgrade Checklist
(Appendix 3.4.1) should be completed.
The management of problem loans (NPLs) must be a dynamic process, and the
associated strategy together with the adequacy of provisions must be regularly
reviewed. A process should be established to share the lessons learned from the
experience of credit losses in order to update the lending guidelines.
All NPLs should be assigned to an Account Manager within the RU, who is
responsible for coordinating and administering the action plan/recovery of the
account, and should serve as the primary customer contact after the account is
downgraded to substandard. Whilst some assistance from Corporate
Banking/Relationship Management may be sought, it is essential that the autonomy of
the RU be maintained to ensure appropriate recovery strategies are implemented.
Recovery Units should ensure that the following is carried out when an account is
classified as Sub Standard or worse:
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§ Facilities are withdrawn or repayment is demanded as appropriate. Any
drawings or advances should be restricted, and only approved after careful
scrutiny and approval from appropriate executives within CRM.
§ Loan loss provisions are taken based on Force Sale Value (FSV).
§ Loans are only rescheduled in conjunction with the Large Loan Rescheduling
guidelines of Bangladesh Bank. Any rescheduling should be based on
projected future cash flows, and should be strictly monitored.
The RU Account Manager should determine the Force Sale Value (FSV) for accounts
grade 6 or worse. Force Sale Value is generally the amount that is expected to be
realized through the liquidation of collateral held as security or through the available
operating cash flows of the business, net of any realization costs. Any shortfall of the
Force Sale Value compared to total loan outstandings should be fully provided for
once an account is downgraded to grade 7. Where the customer in not cooperative, no
value should be assigned to the operating cash flow in determining Force Sale Value.
Force Sale Value and provisioning levels should be updated as and when new
information is obtained, but as a minimum, on a quarterly basis in the CLR (Appendix
3.4.2.B)
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1. Gross Outstanding XXX
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Appendices
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Credit Application Appendix 1.2.1
Facilities will only be provided after analysis of the risks associated with the counter-parties and
facilities proposed in writing. A template of the credit application is provided below:
1. EXECUTIVE SUMMARY
1.1 REQUIREMENT/SECURITY
L/C
LATR
Revolving Loan
Overdraft
Term Loan
Fx Fwd
TOTAL
Secured by:
1.2 INTRODUCTION
1.3 ACTIVITIES/MARKET
q Activities
q Group Activities
q Market
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Appendix 1.2.1 (Cont.)
2.2 OWNERSHIP/ORGANIZATION
For groups, diagrams are particularly helpful. It is essential, for legislative reasons,
that we satisfy ourselves as to the beneficial ownership of the borrower.
2.4 ACTIVITIES/PRODUCTS/MARKET
2.4.1 Products:
2.4.2 Sourcing:
2.4.3 Sales:
2.4.4 Market
2.6 COMPETITORS
Should include direct and indirect competitors & care should be taken of the
implications of a “shrinking world” and “ single market” concept.
3. ANALYSIS OF RISK
This is the “meat” of the application and where we need to switch from historic facts
to looking at the position today and future prospects and risks involved for the bank in
the relationship.
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SWOT Analysis on the following:
q Industry
q Size
q Maturity
q Production
q Distribution
q Vulnerability
q Competition
q Demand- supply situation
q Strategic importance for the group and for the country
q Concentration
q Market reputation
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Appendix 1.2.1 (Cont.)
Key Indicators
BDT ‘000 Yr –2 Yr -1 Yr 0 Yr 1 Yr 2
(proj.) (Proj.)
Sales
GP
NP
GCFO
Total Debt
Net Worth *
NWA Cycle
Gearing
q Profitability
q Liquidity
q Debt management
q Post Balance sheet events
q Projections
q Sensitivity Analysis:
q Peer Group Analysis:
q Other Bank Lines:
q Experience/relevant background
q Track record of management in see through economic cycles
q Succession
q Reputation
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3.5 ACCOUNT PERFORMANCE RISK
4. REWARD/RELATIONSHIP STRATEGY
5. RECOMMENDATION
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Appendix 1.2.2
Risk Grade Scorecard
Borrower / Group: Score Risk Grade
Industry Code: 95+ 2 Aggregate Score: ________
75-94 3
Date of Grading: 65-74 4
55-64 5
Date of Financials: 45-54 6 Risk Grade: ________
35-44 7
Completed by: < 35 8
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Criteria Weight Parameter Points Actual Points Weighted Score
(Points * Weight)
Liquidity 20% > 3.50 100
3.00 – 3.49 95
The ratio of a borrower’s 2.75 – 2.99 90
Current Assets to Current 2.50 – 2.74 85
Liabilities 2.00 – 2.49 80
1.50 – 1.99 75
1.10 – 1.49 70
0.90 – 1.09 65
0.80 – 0.89 60
0.70 – 0.79 55
< 0.70 0
Profitability 20%
> 0.30 100
0.25 - 0.29 95
The ratio of a borrower’s 0.20 - 0.25 85
Operating Profit to Sales. 0.15 - 0.19 80
Operating Profit defined as 0.10 - 0.14 75
Gross Profit minus all 0.05 - 0.09 70
expenses. 0.02 - 0.04 65
0.0 - 0.01 50
<0 0
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Criteria Weight Parameter Points Actual Points Weighted Score
(Points * Weight)
Management 5%
> 30 years 100
The quality of management 25 – 30 years 90
based on the aggregate number 20 – 24 years 80
of years that the Senior 15 – 19 years 75
Management Team (top 5 10 – 14 years 65
executives) has been in the
industry. < 10 years or any
succession issues or 0
other management
weaknesses are
identified.
Personal Deposits 5%
All personal accounts
The extent to which the bank are maintained in the 100
maintains a personal banking bank, with significant
relationship with the key deposits.
business sponsors/principals.
Principals maintain
some accounts, but have 75
relationship with other
banks.
No relationship 0
Age of Business 5%
> 25 years 100
The number of years the 20 – 25 years 95
borrower has been engaged in 15 – 20 years 85
the primary line of business. 10 – 15 years 80
5 – 10 years 75
2 – 5 years 70
< 2 years 0
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Appendix 1.4
OBJECTIVES OF CREDIT SKILL ASSESSMENT:
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Financial Statement Analysis
• Recognize typical asset and liability structures of different types of business
• Determine the degree of accounting risk present in a profit and loss account
• Understand the effects of differing accounting methods on the profit and loss account and
balance sheet
• Understand the benefits of rearranging the elements of the statement for analysis
• Perform a common-size analysis and interpret the results
• Compare the company to similar companies in the industry and determine whether its
performance is better or worse than the industry average
• Calculate liquidity, capital structure, and operating efficiency ratios
• Determine historical trends in the ratios
Projections
• Develop logical hypotheses based on your assessment of possible future scenarios
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• Calculate the cash flow effect of your hypotheses
• Perform a sensitivity analysis of key variables affecting cash flow and cash flow
projections
• Project a profit and loss account, cash flow summary, and balance sheet for a future
period.
Loan Management
• Manage loans effectively by focusing on risks and opportunities identified in the
underwriting process and supported by loan documentation.
• Preserve credit quality by recognizing and responding to early warning signals.
• Recognize how to evaluate and choose the best options of resolving a weak credit and
exploiting a good credit
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Appendix 2.1
Board of Directors
CEO / MD
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Sample Job Descriptions Appendix 2.2A
Purpose of Job:
To ensure sound asset quality and a conservative credit culture throughout the lending
and treasury trading/underwriting activities of the bank while ensuring the credit approval
process is responsive to customer needs and credit losses and collection costs are
minimized. To provide an independent, third party assessment/approval of credit and
business risks of the bank, and serve on the Bank’s Asset and Liability Management
committee.
Principal Accountabilities:
1. Promote strong asset quality and endeavour to ensure that outstand ings classified
as Grades 1 to 3 are at least 92% of total outstanding assets.
2. Updating the Bank’s lending guidelines/credit policies as and when required, but
at least annually.
5. Maximize recovery of problem loans, and minimize credit losses and collection
expenses.
6. Ensure compliance with internal policies and procedures and external regulatory
requirements.
7. Contribute to the deve lopment of credit risk management skills of staff in Credit
Administration and Corporate Banking departments.
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Sample Job Descriptions Appendix 2.2B
Purpose of Job:
To plan, develop and manage the Bank’s corporate, commercial and institutional
businesses to ensure high profitability and sustained growth in line with the Bank’s
strategic plan, credit policies and business objectives. To provide overall coordination of
marketing efforts for the Bank’s non-personal business, including the formulation of
strategy, establishment of performance tracking systems and joint campaigns with other
bank departments. Serve on the Bank’s Asset and Liability Management Committee.
Principal Accountabilities:
1. Oversee the marketing and business development activities of the bank’s non-
personal business.
2. Maximize customer profitability through cross sales of all bank products and
appropriate loan pricing.
3. Ensure credit quality is maintained and that reviews are current at all times.
5. Ensure compliance with Bank Credit Policies and Central Bank regulations.
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Sample Job Descriptions Appendix 2.2C
Purpose of Job:
To plan, organize, direct, control and review the operational and administrative functions
of credit administration department to ensure efficient and effective support to the related
banking departments in line with regulatory and Bank requirements while exercising
appropriate control and independent judgment.
Principal Accountabilities:
1. Ensure loan documentation and securities are duly completed and in place prior to
disbursement of loans.
2. Ensure accurate and timely submissions of returns of both the Central Bank and
the Bank’s head office.
4. Ensure that adequate insurance is in place on all pledged assets, all approval
conditions have been met, and any exceptions are appropriately approved prior to
disbursement of loans.
6. Ensure compliance with internal policies and procedures and external regulatory
requirements, and that all internal and external audit recommendations are
implemented.
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Sample Job Descriptions Appendix 2.2D
Purpose of Job:
The jobholder serves as the primary relationship contact with the Bank’s corporate and
commercial customers. To maximize relationship profitability through cross selling. To
minimize credit losses through thorough risk assessment and timely identification of
deteriorating credit risk of customers.
Principal Accountabilities:
1. Provide good customer service while ensuring the Bank’s interest is protected.
2. Grow the customer base through marketing and business development efforts,
including cross selling to existing customer base.
3. Ensure that credit quality is maintained and customer reviews are completed in
timely manner.
5. Ensure facility risk grades are accurate, and are changed in a timely manner as
soon as adverse information is known.
8. Ensure compliance with internal policies and procedures and external regulatory
requirements, and that all internal and external audit recommendations are
implemented.
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Credit Administration Flowchart Appendix 3.2
Functions of
Credit Administration Department
Approval from Obtaining Security Conditions & Covenant Returns to BB, CIB
CRM Documentation as per Breach Monitoring Reporting, default list
approval circulation.
Ensure adherence to approved Periodic Review of Audit, Internal/BB Ensure all valuers,
terms & other requirements Documentation * Inspection Compliance lawyers, insurers are
before disbursement. approved, enlisted &
their performance are
reviewed periodically
Disbursement
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Security Documentation Checklist Appendix 3.2.1
YES/NO
A) Initial Requirements:
B) Post Approval and Prior to ISSUANCE OF SCC or LLI to allow Draw down
1 Clean C.I.B. Report
2 Within Large Loan Requirements?.
3 Claused L/C approval from BB
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3 Letter of Guarantee (Individual)
a Full Name and address of the executing quoted.
b Date and amounts are correct
c 2 Bank Officials Witness
d Proper Stamp affixed (BDT.150 W.E.F. 1.7.98)
e Signature verified
Wealth Statement = certified by tax authority
Acknowledgement/Annuals Reminder issued
Letter of Guarantee (Acknowledgment of Liability) to be obtained before expiry of 3 yr. from the date
f of relative Guarantee or prior acknowledgment.
a) Signed across the Revenue Stamp
b) Signature verified.
c) Date and Guarantee particulars are correct.
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Registration Certificate along with original obtained from RJSC.
Search Report from RJSC.
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Search Report from RJSC.
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Acknowledgment issued
Legal opinion held
a) Letter of Lien & set-off over deposit Account - properly executed, Proper Stamp affixed, Signature
verified.
b) Letter of Lien & Right to set-off. properly executed,Proper Stamp affixed, Signature verified
c) Guarantee of 3rd party FDA/STD/SB A/c etc. holders. -do-
d) Board Resolution if Limited Co. Verify signatures.
e) Memorandum of Association to check Mortgage/Lien authority of company assets.
f) BBS Printout confirming Lien Marked, Refer, Reject marked held.
g) Half-yearly confirmation obtained.
h) Confirmation held to remit fund at our request without reference to customer- s.v.
15(a) LIEN OVER FDA/STD/SB ETC. A/C WITH OUR OVERSEAS OFFICES.
b) Letter of Lien & Right to set-off. properly executed, Proper Stamp affixed, Signature verified
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k) Memorandum of Association to check Mortgage authority of company's property.
l) Insurance Covering Construction value.
m) Certified Math Khatian
n) Location Map ( if there is no holding number or outside main city).
o) Re-valuation Certificate - along with FSV every 3rd year.
p) Topographical survey map on Mouza Manp for agricultural lands or covering the property where
holding number is not available.
q) Power of Attorney
Lease property :
19 Negative Pledge
20 Letter of Subordination
Board Resolution covering corporate subordination and signatory.
Properly executed (as per BR), Company seal affixed.
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Parties name not known from part 1 current balance sheet copy held
Loan Subordination acknowledged by the authorized signatory of the Borrower
Signature verified
21 Letter of Awareness
Standard wordings
Supported by Board Resolution
Signature verified
22 Letter of Comfort
Standard wordings
Supported by Board Resolution
Signature verified
23 Bank Guarantee/Indemnity
Valid and Current
Text authorized
Bank Risk approval held for …… valid up to ………
Signature verified
Acknowledgment issued
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Proper Stamp affixed (BDT.150 W.E.F. 1.7.98)
Signature verified
Letter of undertaking to deposit sales proceeds.
27(a) Notarized Irrevocable General Power of Attorney to sell the Assets without reference
Hypothecation & Power of Attorney refers to the same property.
Signature verified
30 OTHER AGREEMENT
Update Security Ledger - lodgment particulars & expiry dates are correct.
Update Insurance Diary - lodgment particulars & expiry dates are correct.
Prepare Guarantee Acknowledgment/Biennial Confirmations
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Loan Disbursement /Limit Loading Checklist & Authorisation Appendix 3.2.1 (cont.)
Exceptions:
1.
2.
3.
I have reviewed the above documents/security and confirm the accuracy of the information
contained herein. The required documentation/security is in place and enforceable.
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Appendix 3.3.1
Facility Details:
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Account Strategy to Regularise Account:
Has the Customer Breached any Conditions Since the Most Recent Agreement?
Grade Justification:
CRM Comments:
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Appendix 3.3.2
Typical Characteristics
Note:
• The matrix produced above is not a definitive checklist. The characteristics of any given Early Alert account may not exactly correspond to
the specific descriptions for each of EAR1-EAR4. However the overall credit worthiness of the borrower will fit the general description
given under the ‘Definition’ column.
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Handover / Downgrade Check-List Appendix – 3.4.1
__________________________ ____________________________
Relationship Manager Recovery Unit Manager
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REQUEST FOR ACTION Appendix 3.4.2A
Local Currency
Total Gross Outstanding:
Net At Risk:
Group Exposure:
Attachment(s): List any and all documents which are physically attached to the RFA and considered
necessary for making an informed decision. If there are too many documents to list
without breaching the one-page rule, refer instead to a list of documents which can
itself become an attachment to the RFA.
Reference(s): List any relevant documents which will be readily available to the Approver (such as
the current SARR, an earlier RFA or other correspondence, which is known to be in the
approver’s possession).
Background: Focus on major issues regarding the account and be succinct. If additional detail is
considered necessary, information memoranda may be attached and cross-referenced
Request(s): State succinctly the precise purpose of the request, together with a recommendation.
Again, if additional detail is needed, information memoranda may be attached and
cross-referenced.
Signed By :
Comments :
Approved By :
Comments :
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Classified Loan Review (CLR) Form Appendix 3.4.2B
Overview
Account Status:
Total
Interest In Suspense
Existing Provision
Net At Risk Before Security
FSV
Net After FSV
Un-drawn Commitments
Total Borrowings From All Banks and Financial Institutions
Date Relationship Entered
Confirmation that Security and Documentation have been Reviewed by GSAM >> Yes / No
Present Status
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Appendix 3.4.2B (Cont.)
Date Comments
Last Payment Received
Previous Payment Received
Previous Payment Received
Next Payment Due
Next Payment Expected
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Appendix – 3.4.3
SYNDICATION
Syndication means joint financing by more than one bank to the same clients against a
common security. This is done basically, to spread the risk. It also provides a scope for an
independent evaluation of risk and focused monitoring by the agent/lead bank.
In syndication financing banks also enter into an agreement that one of the lenders may act as
Lead Bank. In such cases, lead bank has to co-ordinate the activities at various stages of
handling the proposal i.e. appraisal, sanction, documention, sharing of security, disbursement,
inspection, follow-up, recovery etc. It may also call meetings of syndiction members,
whenever necessary to finalize any decision.
The central bank also suggests to finalize large obligor through syndicated financing to
diversify risks.
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