UNIVERSITY OF LJUBLJANA

FACULTY OF ECONOMICS

and

INTERNATIONAL CENTER FOR PROMOTION OF ENTEREPRISES

(ICPE)
LJUBLJANA, SLOVENIA

MASTER DEGREE THESIS

CREDIT APPRAISAL AND CREDIT RISK MANAGEMENT IN THE

NEPALESE BANKING – A CASE STUDY

Ljubljana, September, 2004 Him B. Gurung

i
Author's STATEMENT

I, Him Bahadur Gurung hereby certify to be the author of this Master thesis that was written
under the mentorship of dr. Marko Kosak and in compliance with the Act of Authors' and
Related Rights – Para. 1, Article 21. I herewith agree this thesis to be published on the
website pages of ICPE and the Faculty of Economics.

Ljubljana, date ..................... Signature ................................

ii
CHAPTERS CONTENTS PAGE

Contents.....................................................................................................................................iii

Acknowledgements....................................................................................................................vi

01: Introduction:……………………………………………………………………………1

1.1. Importance of Banks…………………………………………………..1

1.2. Problems in Banking Industry in Nepal……………………………….5

02. Description of Banking System in Nepal………………………………………………8

2.1. Nepal Rastra Bank, the Central Bank…………………………….…10

2.2. Commercial Banks…………………………………………………..14
2.3. Growth of Major Commercial Banks……………………………….17
2.4. Development Banks…………………………………………………21
2.5. Grameen Bikas Banks……………………………………………….24
2.6. Merchant Banks & Finance Companies…………………………….26
2.7. Competition in Banking Industry in the Future ..…………………...26

03. Government Economic Policy:……………………………………………………….29

3.1. Government Policy on Banking Sector………………….…….…….29

3.2. Government Budget..…………………………………….…….…….32
3.3. Government Budget 2061/62 B.S. ‘Peace Budget’ ....….……..…….34

04. New Banking Legislation……………………………………………….…………….38

4.1. Ordinance on Banking………………………………………………38

iii
05. Importance of Bank Based Versus Market Based Financing in Nepalese Financial
System…………………………………………………………………………...43

5.1. Corporate Governance……………………………………………43

5.2. Bank Based Financing……………………………………………46
5.3. Market Based Financing………………………………………….46

06. The Usual Credit Appraisal Practices:……………..…………………………...50

6.1. The Ten Commandments of Credit Policy Guide ……………….50

6.2. Guidelines………………………………………………………..52
6.3. An Example of a Credit Appraisal in a Nepalese Bank………….52
6.4 Principles of Good Lending……………………………………...59
6.5 Recovery of Advances…………………………………………...60

07. Credit Control and Administration:……………………….…………………...62

7.1. Risk Rating……………………………………………………...62

7.2. Internal Review………………………………………………….65
7.3. Problem Loans Management……………………………………67
7.4. Internal Control……………………………………………….…71

08. Risk Management:…………………………………………………………….73

8.1. Credit Risk Management Policy………………………………...73

8.2. Credit Portfolio Management…………………………………...74
8.3. Loan Loss Provisioning Policy………………………………….81
8.4. Non-performing Loan Portfolio…………………………………82
8.5. Credit Portfolio Quality Review………………………………...88

iv
09. Corrective Measures:………………………………………………………………….91

9.1. Supervision from the Central Bank……………………………...91

9.2. Organizational Structure…………………………………………93
9.3. Internal Supervisory Committee………………………………....94
9.4. Internal and External Auditors…………………………………..96

10. Conclusions...................................................................................................................97

11. References.....................................................................................................................99

12. Annexures....................................................................................................................104

v
 ACKNOWLEDGEMENTS:

It is my great pleasure to express my sincere appreciation to my mentor dr. Marko Kosak,

Faculty of Economics, University of Ljubljana, Slovenia for his encouragement, guidance,
suggestions and valuable support for the preparation of this thesis. For making it meaningful,
his comments and suggestions have helped me in directing towards the right way of my study.
Also, I should appreciate and thank to Prof. dr. Rudi Rozman, Faculty of Economics,
University of Ljubljana, Slovenia for his time to time guidance in preparing this MBA thesis.

I would like to place on record my thanks for sympathetic help with patience, long
explanations and clarifications from the member staffs of the Library of Faculty of
Economics, University of Ljubljana, Slovenia and the member staffs of the Library of the
International Center for Promotion of Enterprises (ICPE), Ljubljana, Slovenia.

I am grateful to the management of Nepal CSI Development Bank Ltd., Kathmandu,

especially to the Executive Chairman, Mr. Sita Ram Prasain for allowing me the study leave
to study in the International MBA course jointly organized by Faculty of Economics,
University of Ljubljana and ICPE, Slovenia.

I would also like to thank Mr. Aswin Shrestha and dr. Ali Mansoor for their continuous co-
operations and encouragement. Also, I would like to thank my colleagues of Nepal CSI
Development Bank Ltd. for their moral support for my study.

I will be failing in my duty if I do not record my deep sense of gratitude to my father, late
Mukta B. Gurung and mother, Pabi M. Gurung; sister, Yanu Gurung and brother in law, Suk
B. Gurung who have always encouraged me for higher goals with positive attitude and my
loving wife Bishnu, daughter Sangeeta and son Jeetendra who are the sources of my
inspirations and encouragement to peruse this prestigious MBA. Also, I should appreciate for
the support of my brothers Chhabi and Lil.

September, 2004 Him B. Gurung

Ljubljana, Slovenia
vi
 CHAPTER ONE
01. INTRODUCTION

To start this thesis on Credit Appraisal and Credit Risk Management in the Nepalese
Banking – A Case Study, I am going to describe banking industry as a producer of
financial intermediation services in the economy and its definition in this chapter. I will
also highlight the major problems in Nepali Banking system which are to be made
corrected.

1.1. Importance of Banks

A bank is a financial institution as it engages it self in the financial activities. It is not a
small financial co-operative or a finance company but a large institution with adequate
monetary resources which are mobilized to uplift the economic status of the country as
well as citizens and in consideration growth of itself. Few definitions of a bank from
various experts are as follows:

“ The banker’s business is to take the debt of other people to offer his own in
exchange, and thereby create money.”
- Crowther
“ Institution for the keeping, lending and exchanging etc. of money.”
- Chamber’s Twentieth century dictionary
“ A bank is an organization whose principle operations are concerned with the
accumulation of the temporarily idle money of the general public for the purpose of
advancing to other for expenditure.”
-Kent
Source: Mandira Dali - Ashwin 2037 B.S. (1980 A.D.), Page 2 .

1
Banks are the important representatives of financial intermediaries. As the name suggests,
financial intermediaries are entities that intermediate between providers and users of
financial capital. They are typically multi-faceted, and their activities therefore can be
understood from a variety of vantage points. Banks are members of an expensive industry
that provides a dazzling variety of financial intermediation services. All the financial
institutions have in common is the processing of risk and its subtle complement
information. Financial Intermediaries produce information for two kinds of applications:
(i) to match transactors like a marriage broker would and (ii) to manage risks and
transform the nature of claims as when a bank produces credit information to control a
borrower's credit risk. Source: Greenbaum, Stuart I. and Thakor, Anjan V., 1995, p. 48 -
49.

Brokerage activities of financial intermediaries involve the bringing together of transactors

in financial claims with complementary needs. The broker is usually compensated with a
fee for performing this service. The broker's stock-in-trade is information, and its special
edge in performing this service derives from special skills in interpreting subtle (that is not,
readily observable) signals and also from the reusability of information.

Suppose some individual wishes to borrow for the purpose of purchasing a house. The
borrower must find a counterparty willing to hold a mortgage, which is a claim with a
number of less desirable attributes. The asset attributes most commonly transformed by
financial intermediaries are duration (term to maturity), divisibility (unit size), liquidity,
credit risk, and sometimes numeraire (currency identity). But notice that every such asset
transformation performed by the financial intermediary requires a mismatch with regard to
that attribute on the financial intermediary's balance sheet. Source: Greenbaum, Stuart I.
and Thakor, Anjan V., 1995, p. 50 - 53.

2
Figure 1.1: Services Provided by Financial Intermediaries

-Transaction service (for example, check

writing, buying/selling securities, safekeeping
and so on)
-Financial advice (for example, advice on
where to invest, porrtfolio management)
Brokerage -Screening and certification (for example,
bond rating)
-Origination (for example, bank initiating a
loan to borrower)
-Issuance (for example, taking a security
offering to the market)
Financial -Funding (for example, bank making a loan)
Intermediaries -Miscellaneous (for example, trust activities)

-Monitoring (for example, bank monitoring

borrower's compliance with loan covenants)
-Management expertize (for example, a
venture capitalist running a firm)
Qualitative Asset -Guaranteeing (for example, an insurance
Transformation company providing insurance)
-Liquidity creation and claims transformation
(for example, a bank making liquid loans and
transforming them into deposit claims that are
liquid)

Source: Greenbaum, Stuart I. and Thakor, Anjan V., 1995, p. 55.

The financial system is complex, comprising many different types of financial institutions,
including banks, insurance companies, mutual funds, finance companies, and investment
banks, all of which are regulated by the government. If you wanted to make a loan to IBM
or General Motors, for example, you would not go directly to the president of the company
and offer a loan. Instead, you would lend to such companies indirectly through financial
intermediaries, institutions such as commercial banks, savings and loan associations,
mutual savings banks, credit unions, insurance companies, mutual funds, pension funds,
and finance companies that borrow funds from people who have saved and in turn make
loans to others.

3
In this time, many of the Nepali citizens have been working abroad and more employment
opportunities are available within the country itself, as the result of these facts, the inflow
of money is increasing day by day. The citizens of the country are much more aware about
the banking activities as they were two decades ago. So, most of them like to keep a large
proportion of their financial wealth in banks in the form of checking accounts, savings
accounts, or other types of bank deposits. Because banks are the largest financial
intermediaries in the economy, they deserve careful study. Based on people's interests on
financial intermediaries for fulfilling their financial needs, the Central Bank has been
continuously permitting the private sector to invest in establishing banking industries.

Financial markets perform the essential economic function of channeling funds from
people who have saved surplus funds by spending less than their income to people who
have a shortage of funds because they wish to spend more than their income. This function
is shown schematically in figure 1.2. The arrows show that funds flow from lender-savers
to borrower-spenders via two routes i.e. indirect finance and direct finance (Mishkin,
Frederic S. and Eakins, Stanley G., 1998, Second Edition, p. 14).

Figure 1.2: Flows of Funds through the Financial System

Indirect Finance

Funds Financial Intermediaries Funds

Funds

Lender-Savers Borrowers
1.Households 1.Business firms
2.Business firms Funds Financial Markets Funds 2.Government
3.Government 3.Households
4.Foreigners Direct Finance 4.Foreigners

Source: Mishkin, Frederic S. and Eakins, Stanley G., 1998, Second Edition, p. 14.

4
In the upper part of the above figure, the flow of funds from lenders to borrowers is shown
within the indirect process which is through the banking system, but in the lower part, it is
a direct process that goes through the financial market by selling and buying of financial
instruments like government bonds, promissory notes etc.

1.2. Problems in Banking Industry in Nepal

Generally, in my thesis, I am trying to describe the problems of credit activities in banking
i.e. in the commercial banks and development banks and other financial institutions in
Nepal. The problems which I am going to describe will be related to credit
appraisal/analysis and credit risk management in the bank.

Banking industry, a large financial sector in the country and the backbone of strengthening
the country’s economic situation is going ahead by facing so many problems day by day.
During the last 8-9 years, the economic, social and other development activities are facing
so many difficulties within the country due to the maoist problem. So, in the banking, the
credit appraisal system is not appropriate to some extent based on which the banks provide
the different type of credit facilities to the borrowers which are far from using knowledge,
skill, capacity etc in smoothly operating the business units and activities.

Basically, the banks in Nepal have been facing the following problems in credit and
investment sectors. The provided loan and any investment should be secured for easy
recovery not only backed by the fixed collateral securities. Because the money which have
been gone out as a loan, is the money deposited in the bank, by the small and big
depositors which has to be returned back to the depositors at any time or in a certain period
of time. It can be assured by analyzing the borrower’s loan request and proposal which is
one of the main jobs in the banking.

Banking industry does not have sufficient qualified staffs in credit field. Credit
appraisal/analysis regarding the borrower and any business entity have not been done
according to the financial norms and internationally accepted standard. It is because of
insufficient and lack of knowledgeable and expert staffs in credit sector. So, it is prepared
based on the hypothetical norms like they do not know how to process and how to analyze,
from which the bank is unable to know the actual condition of the applicant borrower. It

5
has much more chances of manipulation from the side of credit analyst as well as the
borrower.

As the least developed country, everywhere we can find interference. So, in the bank also
the credit manager, credit analyst are interfered in most of the cases by the members of top
management team and from the board of directors. Therefore, the available few
professionals are also unable to put their real observations in the credit analysis report.

There are very few sources of getting the information about the clients like Credit
Information Bureau, banks itself and other market sources. There is not any authenticity of
the information which is received from different sources. Financial statements have also
not given the real picture of the borrowers’ financial status even though they are mostly
audited by the certified auditors.

Sometimes, documentations, basically the legal documentation can cause the problematic
situation. It has not any standard and well known accepted system for preparing the legal
documentations between the borrowers and the bank which may create the problematic
legal issues in future if there is the conflict arises between the two parties.

In my view, the board of directors and top management in the most of the banks in the
country are not thinking about managing of credit risks. After the restoration of multiparty
political system in the country in 1990, the Government had opened the door to the private
sector to invest in the financial sector. The result, till now, the private sector has been
establishing the banks and financial institutions whereas most of the promoters do not have
enough banking knowledge. It is the main problem as they do not know what is the
problematic situation and what is its solution. Identifying and managing credit risks is the
most important factor in the banking. It is the main problem that will be described in my
thesis.

The structure of the rest of the thesis is as follows:

In next chapter (chapter 2), I am going to describe the history of Nepalese banking in the
first part and the structure of the same as a whole will be described in second part which
will make easier to undersatand the reader.

6
In chapter 3, the government policy on banking system, the structure of government budget
and the main aim of recently announced budget that I have incorporated is presented.

The chapter 4 brings a description of recently introduced banking legislation (ordinance).

In chapter 5, I have described the financial system in Nepal like, corporate governance,
bank based financing and market based financing. Bank based financing is well established
system in the country and market based financing is now still in introducing phase.

In chapter 6, I have described the usual credit appraisal system in the Nepali banking
industry using an example. I also, have described the guidance to the staffs and credit
policy guides which is one of the key factors of preparing credit appraisals appropriately. I
mentioned here, the good lending principles as well as the loan recovery policy.

In chapter 7, I have mentioned the credit control and administration system. To control the
credit to mitigate the different types of risks, the banks should maintain risk rating of the
borrowers, review and internal control of the borrower is quite necessary which helps to
minimize the risk factors.

Chapter 8 is about the management of credit risk. The reader of this thesis will learn about
the risk management policy, loan loss provisioning policy, management of non-performing
loan portfolio, and review of credit portfolio which are the key factors for credit risk
management in my personal view.

In chapter 9, I have mentioned the correcting measures to overcome the aforementioned

problems and the thesis concludes in chapter 10 with recommendations and conclusions.

7
 CHAPTER TWO
02. DESCRIPTION OF BANKING SYSTEM IN NEPAL

Nepal's first commercial bank, Nepal Bank Limited (NBL), was established in 1937. The
Government owned 51 percent of the share in the bank and controlled its operations to a
large extent. NBL headquartered in Kathmandu and has branches in other parts of the
country.

There were other government banking institutions. Rastriya Banijya Bank (RBB), a state
owned commercial bank, was established in 1966. The Land Reform Savings Corporation
was established in 1966 to deal with finance related to land reforms.

There were two other specialized financial institutions. Nepal Industrial Development
Corporation (NIDC), a state owned development finance organization headquartered in
Kathmandu, was eastablished in 1959 with the assistance of United States to offer financial
and technical assistance to private industry. Although the government invested in the
corporation, representatives from the private business sector also set on the board of
directors. The Co-operative bank, which became the Agricultural Development Bank
(ADB/N) in 1967, was the main source of financing for small agribusinesses and co-
opratives. Almost 75 percent share of the bank is state owned; 21 percent is owned by
Nepal Rastra Bank; and 4 percent by co-operatives and private individuals. The ADB/N
also served as the government's implementing agency for small farmers' group
development projects assisted by the Asian Development Bank and financed by the United
Nations Development Programme. The Ministry of Finance reported in 1990 that the
ADB/N, which is vested with the leading role in agriculture loan investement, has granted
loans to only 9 percent of the total number of farming families since 1965.

Since the 1960s, both commercial and specialized banks have expanded. More businesses
and households had better access to the credit market although the credit market had not
expanded.

In the mid-1980s, the foreign commercial banks opened branches in Nepal. Nepal Arab
Bank Limited (now, NABIL Bank Ltd.) was co-owned by the Emirates Bank International
Limited, Dubai, U.A.E., the Nepalese government and the Nepalese public. Nepal

8
Indosuez Bank Limited (now, Nepal Investment Bank Ltd.) was jointly owned by French
Banque Indosuez, Rastriya Banijya Bank, Nepal, Rastriya Beema Sansthan, Nepal and the
Nepalese public. Nepal Grindlays Bank Limited (now, Standard Chartered Bank Nepal
Ltd.) was co-owned by a Brithsh firm called ANZ Grindlays Bank, local Nepal Bank Ltd.
and the Nepalese public.

Nepal Rastra Bank was established in 1956 as the central bank. Its function is to supervise
commercial banks and other financial institutions and to guide the basic monetary policy of
the nation. Its major aims are to regulate the issue of paper money; secure countrywide
circulation of Nepalese currency and achieve stability in its exchange rates; mobilize
capital for economic development and for trade and industry growth; develop the banking
system in the country, thereby ensuring the existence of banking facilities; and maintain
the economic interests of the general public. It also to oversees foreign exchange rates and
foreign exchange reserves.

Prior to the establishment of Nepal Rastra Bank, Kathmandu had little control over its
foreign currency holdings. Indian rupees were the prevalent medium of exchange in most
parts of the country. Nepalese currency was used mostly in the Kathmandu Valley and
sorrounding hill areas. The existence of a dual currency system made it hard for the
government to know the status of Indian currency holdings in Nepal. The exchange rates
between Indian and Nepalese rupees were determined in the marketplace. Between 1932
and 1955, the value of 100 Indian rupees varied between 71 and 177 Nepalese rupees. The
government entered the currency market with a form of fixed exchange rate between the
two currencies in 1958. An Act passed in 1960 sought to regulate foreign exchange
transactions. Beginning in the 1960s, the government made special efforts to use Nepalese
currency inside the country as medium of exchange.

It was only after the signing of the 1960 Trade and Transit Treaty with India that Nepal
had full access to foreign currencies other than the Indain rupee. Prior to the Treaty, all
foreign exchange earnings went to the Central Bank of India, and all foreign currency
needs were provided by the Indian government. After 1960, Nepal had full access to all
foreign currency transactions and directly controlled its exports and imports with countries
other than India.

9
As a result of the treaty, the government had to separate Indian currency (convertible
currency because of free convertibility) from other currencies (nonconvertible currency
because it was directly controlled by Nepal Rastra Bank). In 1991 government statistics
still separated trade with India from trade with other countries. Tables showing
international reserves listed convertible and nonconvertible foreign exchange reserves
separately.

Till 1958 (2015 B.S.1), in Nepal, the political system was unstable regularly. From 1951 to
1958, the political condition was completely unstable as in 1951, the ruler for 104 years of
the country the undemocratic 'Rana Dynesty' was collapsed by the democratic people
revolution and the democratic general election was completed in 1958. That's why the
country was disturbed from many side. So, the other sectors of the country were very
backward.

In Nepal, there are 17 commercial banks, 4 national level development banks, 5 grameen
bikas banks (will be described in chapter two), some financial institutions for long term
financing by development nature, around 60 merchant banks and finance companies
working in existing financial industry. Some of them are owned by the Government of
Nepal (for example: in Nepal Bank Ltd., the government has 51% share and in Rastriya
Banijya Bank, the government has 100% share), some of them are joint venture with
foreign banks and most of them are established and operating totally by the Nepalese
private sector. The problems which will be described in my thesis are the common
problems in the whole banking industry.

2.1. Nepal Rastra Bank, the Central Bank

Nepal Rastra Bank (NRB), the central bank of the Kingdom of Nepal, was established in
1956 (2012 B.S.) to discharge the central banking responsibilities along with guiding the
development of the embryonic domestic financial sector. Since then, there has been a huge
growth in both the number and the activities of the domestic financial institutions.

1
B.S. (Bikram Sambat) is the official calender year in Nepal. It was introduced by the King Bikramaditya in
his era. It is 57 year ahead from the western calender year A.D. So, this 2004 A.D. is 2061 B.S. and the new
year starts from the mid April. Every Nepali month ends at the middle of every western month.

10
To reflect this dynamic environment, the fuctions and objectives of the central bank have
been recast by the new NRB Act 2002 (2058 B.S.), the preamble of which lays down the
primary functions of the central bank as: to formulate necessary monetory and foriegn
exchange policies to maintain the stability in price and consolidate the balance of payments
for sustainable development of the economy of the Kingdom of Nepal; to develop a secure,
healthy and efficient system of payments; to make appropriate supervision of the banking
and financial system in order to maintain its stability and foster its healthy development;
and to further enhance the public confidence in the Nepalese entire banking and financial
system.

The central bank is eminently aware that, for the achievement of the above objectives in
the present dynamic environment, sustained progress and continued reform of the financial
sector is of utmost importance. Continuously aware of this great responsibility, the central
bank is seriously pursuing various policies, strategies and actions, all of which are
conveyed in the annual report on monetary policy2 which provides a comprehensive review
and evaluation of the previous monetary policy and justification and the analysis of the
following year's monetary policy. The re-engineering of the central bank itself is one of the
critical components of the reform agenda. To improve the financial sector legislative
framework, some new Acts have already come out and there have been amendments to
some existing Acts. Enactments of the draft legislations on banks and financial institutions,
secured transactions, insolvency, Assets Management Company and anti-money
laundering are expected to be soon materialized, all with goal of strengthening the financial
sector through building on its healthy development and improved stability.

These activities convey the commitment of the central bank for addressing the present and
future challenges of the financial system more competently. This dynamic and proactive
approach to the financial system, especially with its increasing openness and competitive
process in the context of growing global financial environment, should ensure a sustained
progress and stability of the financial system under NRB's guidance and leadership, for
contributing substantially to the sustained development of the economy of Nepal. (Table
2.2 and Annex-I show the continuous growth of economy and banking industry).

2
describe in Chapter Three

11
Picture 2.1: The Historical 'Rana Palace' is now the Central Office of the Central
Bank

Table 2.1: Recently applied Exchange Rate of Nepalese Currency

Foreign Exchange Rates

2004-09-10

Buy (Rs.)) Sell (Rs.)

US$ 74.64 75.25

EURO 91.01 91.75

Source: Nepal Rastra Bank

12
Table: 2.2 Some Ratios of Commercial Banks as of mid-January, 2000:

Mid-July 1994 1995 1996 1997 1998 1999 2000

A:GDP, DEPOSITS, CREDIT &
INVESTMENT:
Deposit/GDP 26.3 27.9 28.7 29.1 34.6 38.0 46.7
Credit/GDP 13.7 17.7 20.4 20.8 23.1 24.4 30.7
Investment/GDP 7.4 4.4 3.4 3.1 3.7 4.3 5.4
Credit & Investment/GDP 21.2 22.1 23.9 23.9 26.8 28.7 36.1
Time Deposit/GDP 20.4 21.6 22.2 23.4 27.8 31.4 38.9
Current Deposit/GDP 5.8 6.4 6.5 5.7 6.8 6.6 7.9
Credit/Total Deposit 52.3 63.4 71.3 71.5 66.9 64.3 65.7
Investment/Total Deposit 28.3 15.7 12.0 10.5 10.6 11.2 11.5
Credit & Investment/Total Deposit 80.6 79.1 83.3 81.9 77.5 75.5 77.2
Time Deposit/Total Deposit 77.8 77.3 77.4 80.3 80.4 82.5 83.1
Current Deposit/Total Deposit 22.2 22.7 22.6 19.7 19.6 17.5 16.9
Credit to Government Enterprises/Total Credit 2.8 1.8 2.9 2.5 1.8 2.1 2.0
Credit to Private Sector/Total Credit 97.2 98.2 97.1 97.5 98.2 97.9 98.0
Productive Sector/Total Credit 44.9 50.1 53.4 50.7 51.9 52.6 55.7
Priority Sector Credit/Total Credit 7.8 7.2 7.2 8.0 8.6 8.8 8.8
B:LIQUIDITY:
NRB Balance/Total Deposit 10.8 12.6 9.5 6.9 14.3 11.3 9.0
Vault/Total Deposit 4.6 4.2 4.4 3.5 3.7 3.2 3.0
Total Liquid Fund/Total Deposit 27.1 29.1 26.6 24.2 33.6 31.9 28.2
C:CAPITAL ADEQUACY:
Capital/Total Deposit 4.9 5.1 5.0 4.6 4.8 4.8 4.4
Capital/Total Credit 9.3 8.0 7.0 6.5 7.2 7.4 6.7
Capital/Total Assets 3.5 3.7 3.5 3.5 3.4 4.2 3.3

Banking and Financial Statistics, Number 36, Mid January 2000, page 2.

The above ratios are related only with commercial banks of the country which represent
the relationship with GDP of the country. For example, Deposit/GDP ratio is in growing
trend which is increased by 77.57% in comparison between the year 1994 and 2000.
Credit/GDP ratio is increased by 124.1% in the same period. Current deposit/Total deposit
ratio is in decreasing trend whereas the Time deposit/Total deposit ratio is in increasing
trend. It shows that the liquity is surplus in the market and people like to put the money in

13
the bank for the long period which results in the increament of credit. It can be seen in
Annex-I in detail.

2.2. Commercial Banks

The commercial banks are the largest and more effective financial intermediaries not only
in Nepal, but mostly all over the world. In this sub-chapter, the development process of
commercial banks in Nepal and its role in country's economy is described.

Nepal Bank Limited is still a semi Government bank which has still around 200 branches
in operation in the country. It has more than 5,000 employees.

In 1966 (2024 B.S.), Rastriya Banijya Bank was established by the Nepal Government as a
second commercial bank in the country. It had a initial core capital of NPR 10 million. It is
also the bigger commercial bank in the country which has also more than 200 branches in
operations all over the country and more than 5,000 employees.

Till 1984, there were only 5 banking and financial institutions including the central bank in
the country. They are Nepal Rastra Bank (NRB), Nepal Bank Limited (NBL), Rastriya
Banijya Bank (RBB), Agriculture Development Bank (ADB/N) and Nepal Industrial
Development Corporation (NIDC). But the commercial banking activities were done only
by NRB, NBL and RBB.

After opening the foriegn investment in financial sector in Nepal, in 1984, the banking
industry has taken a new mode of development. Nepal Arab Bank Limited (NABIL) was
established in 1984 with the joint venture of Emirates Bank International Limited (EBIL),
Dubai, United Arab Emirates with the capital base of NPR 60 million (USD 1 = NPR 13)
which was the milestone of banking development in the country. After the establishment of
NABIL, Nepal Indosuez Bank Limited (NIBL) and Nepal Grindlays Bank Limited
(NGBL) has been established in the country with the joint venture of Banque Indosuez,
Paris, France and ANZ Gindlays Bank, United Kingdom respectively. These three bank
has started the sophisticated banking business in Nepal which was very traditional till their
opening. They entered the modern banking in the Kingdom with computerized and fast
customer oriented services. After 1984, the banking system entered into the new era. This
time, there are 17 commercial banks in operations.

14
Table 2.3: Condensed Assets and Liabilities of Commercial Banks
Rs.3 in Million
Mid-July 2000 2001 2002 2003
Total Deposits 154531 181204 183730 199954
Demand Deposits 20308 24629 23750 25692
Domestic 16364 20112 19248 20267
Foreign 3944 4517 4502 5424
Saving Deposits 65704 80988 83818 97154
Domestic 63365 77602 79984 93259
Foreign 2339 3386 3834 3895
Fixed Deposits 66516 73489 74374 74609
Domestic 59774 64178 65060 65021
Foreign 6742 9311 9314 9588
Margin Deposits 2003 2098 1788 2499
Borrowing from NRB 45 6 1044 948
Foreign Liabilities 228 141
Capital & other Liability 52272 64320 65933 76207
Assets = Liabilities 206848 245530 250935 277250
Liquid Funds 45161 50645 46953 42531
Cash in Hand 3507 4117 4909 4122
Balance with NRB 12881 15985 16152 15691
Foreign Currency in Hand 632 666 617 669
Balance Held Abroad 25595 27498 23259 21561
Cash in Transit 2546 2379 2016 488
Loans & Advances 136185 160920 173320 200336
Claims on Government 18177 25393 29144 39482
Claims on Non-Fin. Govt. 1801 2216 3069 2897
Claims on Financial Institutions 6883 8010 9692 10637
Claims on Private Sector 107343 123417 130088 146117
Foreign Bills Purchased
And Discount 1981 1884 1327 1203
Other Assets 25502 33965 30662 34383

Source: Macroeconomic Indicators of Nepal, December, 2003, page 7.

3
NPR and Rs. are same. The Government offices use 'Rs.' for Nepali Rupees and the private banks use
'NPR' for the same as NPR has internationally recognition.

15
The above table enables us to identify the assets and liabilities of the total commercial
banks and their trends in different consecutive years. For example: the Liquid Fund is
increased by 12% in 2001 in comparison to year 2000, but decreased in 2002 by 7% in
comparison to year 2001 whereas the Loans and Advances are continuously in increasing
trend.

Table 2.4: Sources of Funds of Commercial Banks as of mid-January, 2000:

NPR in million
Sources of Funds 1994 1995 1996 1997 1998 1999 2000
July July July July July July Jan.
Capital Fund 2544 3103 3561 4461 4956 6077 6109
-Paid-up Capital 1895 2118 2271 2852 2966 3767 3767
-Statutory Reserve 414 663 885 1091 1272 1594 1740
-Other Reserve 235 322 405 518 718 716 602
Deposits 52328 61193 71401 81703 102598 127202 138633
-Current 9794 11629 13246 12820 16310 17710 18222
-Savings 17461 22766 25890 29697 36885 50154 57477
-Fixed 23264 24510 29397 35941 45594 54847 57738
-Call 493 671 685 1235 1767 2166 2659
-Others 1316 1617 2183 2010 2042 2325 2537
Borrowings: 403 603 885 1629 887 1179 1393
-NRB 215 424 230 362 381 429 395
-Inter Bank 187 179 655 1267 506 750 998
-Foriegn Bank 1

Others 18289 19073 24875 29929 36987 38000 38030

Total 73564 83972 100722 117722 145428 172458 184165

Source: Banking and Financial Statistics, Number 36, Mid January 2000, page 3.

In the above table, the sources of the funds of Commercial banks is detailed. For lending
the loan seeker, from where the banks are getting funds which is described here above. For
example, the total capital fund is increased by 140.13% in the year 2000 in comparison to
year 1994. Also, the bank deposit also increased by 164.93% in the same period of time
which is the quite good growth both in capital fund and deposits.

16
Table 2.5: Uses of Funds of Commercial Banks as of mid-January, 2000:
NPR in million
Uses of Funds 1994 1995 1996 1997 1998 1999 2000
July July July July July July Jan.
Liquid Funds: 13700 17139 18206 22712 33184 39093 37623
-Cash in Hand 1860 2038 2446 2837 2889 3310 3282
-Fcy in Hand 459 456 593 628 751 634 731
-Balance with NRB 5453 7429 6495 8757 14103 13913 12017
-Balance with local 346 419 -163 638 409 402 403
Banks
-Balance Held Abroad 5153 6455 7804 7023 9180 9452 12671
-Call Deposits 429 342 1031 2829 5852 11382 8519
Investments: 14822 9634 8585 8569 10857 14252 16003
-Govornment Security 9097 8333 7777 8213 10591 13222 15678
-Share and Debenture 77 96 127
-NRB Bond 5648 1205 681 356 266 1030 325
Loans and 27347 38779 50891 58378 68618 81759 91053
Advances
-Government 766 703 1489 1451 1214 1749 1799
Enterprise
-Private Sector 25403 36609 47389 54736 64989 77501 86334
-Foriegn Bills Purchase 1178 1467 2013 2191 2415 2509 2920
and & Discount
Interest Accrued 5234 6203 7723 9074 10619 12933 14286
-Governement 514 693 862 545 222 300 458
enterprises
-Private Sector 4720 5510 6861 8529 10397 12633 13828
Others 12462 12217 15316 18989 22150 24421 25200
Total 73564 83972 100721 117722 145428 172458 184165

Banking and Financial Statistics, Number 36, Mid January 2000, Page 4.

The above table explains about the uses of the funds of the Commercial banks during the
period of 1994 to 2000. In this table, cash in hand, balance with NRB and call deposit are
decreased by 0.84%, 13.62% and 25.15% respectively in comparision between the year
1999 and year 2000. But, in the same period balance held abroad, investment on
government securities, and loan and advances are increased by 34.06%, 18.57% and
11.37% respectively.

2.3. Growth of Major Commercial Banks

Comparison between the first six months of fiscal year 2002/03 and 2003/04 shows that
every commercial bank, except Nepal Bank Ltd. (NBL) and Rastriya Banijya Bank (RBB),
has achieved noticeable increase in credit outflow.

17
Lending is the major source of income of a commercial bank though it involves high risk.
In this regard Kumari Bank Ltd. (KBL) seems to have recorded the highest increase of
67.06% . Though the credit-deposit (CD) ratio of Himalayan Bank Ltd. (HBL) is the
highest, its credit increment of 26.78% is less than of KBL. In case of NBL and RBB, the
credit figure has gone down by 10.41% and 5.99% respectively. It may be because their
concentration was only on recovery of the huge NPA. However, it can be pointed out that
no matter what its size and circumstances, each bank has to collect the deposit in order to
create a lending and to invest in the new ventures. KBL is placed at the top also in regard
with the significant increment of 80.34% in deposit collection as compared to that of the
same period of the previous year. All of the rest of the banks have made noticeable
increment in deposit collection except RBB in which case it has gone down by 0.62%.

A decrease in CD ratio (the percentage of the deposit mobilization over the credit) signifies
the presence of high liquidity and comparatively lower fund mobilization and vice versa.
High liquidity and idle funds will result in lower profits. Among the commercial banks
analyzed here, HBL has the highest growth of 18.47% in CD ratio as compared with that of
the previous year. Similarly, NABIL, Everest Bank Ltd (EBL), Nepal SBI Bank Ltd. (SBI)
have recorded growth rates of 6.28%, 11.83% and 7.45% respectively in their CD ratio.
However, this ratio of other commercial banks has declined, largely due to the external
factors to the banks.

As per the Central Bank's directives, all commercial banks have to maintain loan loss
provision according to the size of over due loans. Nepal Credit and Commerce Bank Ltd.
(NCCB) was able to decrease its loan loss provision by 27.63% as compared to the
previous year indicating a good recovery of interest as well as principal. In case of Nepal
Investment Bank Ltd. (NIB), the growth in loan loss provision (which in fact decreased by
6.73%) was much less than the growth of the total credit (which increased by 53%).
Similarly, NBL and HBL were able to maintain a healthy composition of loan loss
provision (decreased by 9.49% and 0%) and credit (increased by 3.7% and 26.78%), again
signifying good results from their loan recovery efforts. In case of remaining banks, the
situation is not satisfactoy as the growth of loan loss provision is higher than the growth of
credit.

18
Table 2.6a: Financial of Commercial Banks (mid-January 2004) NPR in million

Particulars NIC NABIL EBL RBB Machha- NBB SBI HBL

puchhre
Paid-up Capital 499.96 492.00 455.00 1,172.00 550.00 359.92 425.16 429.00
General Reserve 21.06 652.00 64.46 68.00 3.06 201.11 136.18 287.00
Provision for Loan 177.96 440.00 159.28 14,955.00 39.01 941.64 327.12 745.00
Loss
Other Reserve 2.67 141.00 14.59 225.00 - 41.25 27.46 22.00
Retained Earnings 47.66 30.00 40.85 (23,882.00) (45.53) 9.64 3.41 120.00
Total Deposit 4,327.34 13,997.00 7,430.80 39,758.00 2,026.32 11,034.06 5,832.77 21,799.00
Total Credit 2,836.48 8,500.00 5,777.22 25,187.00 1,682.04 9,771.16 4,992.98 12,596.00
Total Investment 1,940.15 5,935.00 2,427.77 5,887.00 548.70 2,071.63 1,146.44 10,313.00
Cash & Bank 271.22 1,320.00 734.26 4,675.00 332.43 789.03 908.01 1,022.00
Balance
Other Assets 167.44 1,149.00 496.58 29,828.00 121.53 1368.50 172.66 1,253.00
Other Liabilities 138.64 826.00 1,097.81 33,281.00 86.85 1165.61 398.15 1,381.00
Total Income 193.45 696.00 376.55 1,228.00 112.21 563.44 248.84 794.00
Total Expenditure 127.62 293.00 222.47 1,226.00 79.91 388.25 179.00 (393.00)
Operating Profit 65.83 403.00 154.08 2.00 32.30 175.19 69.84 401.00

Source: New Business Age, August, 2004, page 25.

As per the Government policy and the Central Bank's directives, all commercial banks
have to increase their paid-up capital to Rs. 1 billion (for national level operation) and
Rs.250 million (for regional level operation) by the fiscal year 2066/67 B.S. But while the
Central Bank wants that target to be met with paid-up capital, Nepal Bankers Association
is insisting that it should be allowed to be met with the summation of paid-up capital and
reserves. In this regard, NIB has increased its capital to Rs.295 million by issuing the
bonus shares out of the profit of the fiscal year 2001/02. Similarly, HBL, NBB, EBL and
SBI have increased their paid-up capital by 10%, 0.75%, 13.94% and 0.04% respectively
as compared to the previous year.

The national and international events, political and economic instability and lack of long-
term plan while venturing into new projects have also laid the obstacles before the growth
of Nepalese banks. In such a situation the stability and the safety of the banks is the matter
of prime concern. A bank's stabilty depends on the reserves it maintains. In this regard,
Laxmi Bank Ltd. (LBL) reserve growth by 23.53% is very high. But due to the short
peroid of its operations in the fiscal year 2002/03, this figure is not practical to compare

19
with other banks. Leaving aside LBL, NABIL's reserve growth is very good i.e. 1400% on
retained earning and 67.86% on other reserves. Similarly, all other banks have except
NCCB and KBL made noticeable increment in it.

NIB has the highest growth in total income of 77.11%. However, if one compares the
interest income, KBL appears at the top with the growth of 80.52%. NCCB has the highest
income from the other sources. Similarly, HBL, Bank of Kathmandu Ltd. (BoK), EBL,
SBI, Nepal Industrial and Commercial Bank Ltd. (NIC), NCCB, and RBB have the growth
of 15.74%, 14.72%, 24.92%, 1.70%, 21.10%, 11% and 25.82% respectively as compared
to the previous year. However, the total income of NABIL, Nepal Bangladesh Bank Ltd.
(NBB), LBL and NBL has declined by 0.41%, 2.66%, 5.67%, and 26.53% respectively.

Table 2.6b: Financial of Commercial Banks (mid-January 2004) NPR in million

Particulars NIB LBL BoK KBL Siddhartha SCBN NBL Lumbini NCCB
Paid-up 295.30 545.57 463.58 350.00 350.00 340.00 380.00 350.00 490.00
Capital
General 268.70 0.21 51.42 3.00 - 680.00 557.00 18.90 13.44
Reserve
Prov. for 177.66 12.77 344.75 49.00 13.60 310.00 10,161.00 315.91 403.83
Loan Loss
Other 46.14 0.56 55.28 1.00 - 134.00 119.00 1.85 -
Reserve
Retained 96.04 (3.95) 8.86 7.00 (1.28) 453.00 (11,705.00) (215.10) -424.61
Earnings
Deposit 9,278.00 1,099.37 7,334.14 3,367.00 1,005.83 19,902.00 35,727.00 3,356.01 5,191.88
Credit 7,069.00 1,276.79 5,694.69 2,830.00 1,119.19 6,047.00 17,486.00 3,041.13 3,863.73
Investment 2,586.14 217.12 2,298.83 634.00 134.19 13,946.00 13,146.00 405.10 928.64
Cash/Bank 799.36 109.49 651.50 211.00 93.12 2.197.00 4,314.00 354.68 519.86
Balance
Other 1,083.28 126.50 434.83 252.00 53.20 793.00 15,687.00 244.50 862.47
Assets
Other 1,075.94 66.33 821.82 122.00 17.88 1,164.00 15,886.00 446.62 434.12
Liabilities
Total 409.13 60.30 342.60 150.00 54.59 737.00 954.00 156.19 261.18
Income
Total 266.34 46.24 209.29 105.00 33.61 (374.00) 965.00 127.68 190.47
Expenditure
Operating 142.79 14.06 133.31 45.00 20.98 363.00 (10.00) 45.25 70.71
Profit

Source: New Business Age, August, 2004, page 26.

20
On the expenditure side, Standard Chartered Bank Nepal Ltd. (SCBN), NABIL, HBL, SBI,
NBL, and RBB were able to record decrease of 7.2%, 12.8%, 3.44%, 6.12%, 35.75%, and
18.54% respectively. All other commercial banks have increased their expenditure. In case
of NIB, however the total income growth is the highest, but also the expenditure of this
bank is the highest.

The major yardstick to measure the status of bank (and this is the shareholders' prime
concern) is the profitability of the bank – the spread between what the bank has earned and
expended). In this regard, KBL has made the significant growth of 181.25% in profit as
compared to the previous year. Similarly, SCBN, NABIL,HBL, BoK, EBL, NIB, SBI,
NIC, and NCCB have the growth percentage of 7.72%, 6.33%, 43.73%, 29.83%, 61.8%,
62.76%, 29.26%, 37.89% and 4.03% respectively. On the other hand NBB, Lumbini Bank
Ltd. (Lumbini), NBL and RBB have negative growth of profit by 21.76%, 61.09%, 97.22%
and 100.38% respectively as compared to the previous year.

However, the growth rate of Machhapuchhre Bank Ltd. (Machhapuchhre), LBL, and
Siddhartha Bank Ltd. (Siddhartha) seems quite high due to the fact that they have just
come to operations. (Sources: New Business Age, monthly business megazine and
Bulletins and Periodicals, published in different times by the Central Bank).

2.4. Development Banks

After restoration of democracy in 1990 (2046 B.S.), the economic policy is liberalized
much more than before. So, the enterpreneours from the private sector were emphasized to
invest in the financial sector. As the result, the enterpreneours from small scale industries
were interested to open a Small Sacle Industrial development bank. The Government has
made a policy and the central bank has introduced the Development Bank Act 1997 (2053
B.S.) to establish the development banks as a new banking system in the country. Before
that, Agriculture Development Bank (ADB/N) and Nepal Industrial Development
Corporation (NIDC) were in the country as a development bank with separate Acts. After
1997 (2053 B.S.), there are 18 development banks in the country including regional level
development banks.

21
Table 2.7: Main Indicators of Non-Bank Financial Institutions (NBFIs)

Mid-July 1995 1996 1997 1998 1999 2000 2001 2002

Total Nos. of NBFIs 34 77 96 113 122 107 114 135
-Finance Companies 20 34 41 43 45 46 48 54
-Development 2 2 2 2 6 8 9 11
4
Banks
-Rural and Micro 4 5 5 5 6 8 8 11
Finance Dev. Banks
-Saving and Credit 8 13 19 29 35 35 34 34
Cooperative Societis
-Financial - 23 29 34 30 10 15 25
Intermediary
FINGOs
Total Deposits in 707 1887 4029 6756 8906 11040 17428 40115
Million
Total Loans and 828 2138 4171 6258 8366 10671 24780 42312
Advances in Million
Total 312 353 1047 2237 1720 1521 2110 5266
Investmant in
Million
Deposits Growth in 255 167 114 68 32 24 58 130
%
Loans/Advances 251 158 95 50 34 28 132 71
Growth in %
Investments Growth 170 13 197 114 -23 -12 39 150
in %

Source: Non-bank financial Statistics, Number 5, Mid July 2002, Page 1.

4
The introduction of development bank is lesser than a decade in the country. So, the central bank has
included it in non-bank financial institution group. Basically, the development banking concept developed in
Nepal was only after 1997, otherwise there were only commercial banks in the country for banking
transactions. However, there were two development banks by nature before 1997. They are Agriculture
Development Bank and Nepal Industrial Development Corporation.

22
Non-bank financial institutions in number and according to their activities like deposits and
credit are in increasing trend. In number it is increased by 19.47% in comparison between
the year 1998 and year 2002 (within 5 years), total deposits, and loans and advances also
increased by 493.76% and 576.13% respectively within the same period of time.
Therefore, it shows that there is a big market for banking business which is not covered by
the commercial banks.

Table 2.8: Some Ratios of Non-Bank Financial Institutions (NBFIs)*

Ratios in percentage
Mid July 1995 1996 1997 1998 1999 2000 2001 2002

Deposit/GDP 0.3 0.8 1.4 2.2 2.6 2.9 4.3 9.4

Credit/GDP 0.4 0.9 1.5 2.1 2.4 2.8 6.1 9.9
Investment/GDP 0.1 0.1 0.4 0.7 0.5 0.4 0.5 1.2
Credit & 0.5 1.0 1.9 2.8 2.9 3.2 6.6 11.1
Investment/GDP
Credit/Deposit 117.1 113.3 103.5 92.6 93.9 96.7 142.2 105.5
Investment/Deposit 44.0 18.7 26.0 33.1 19.3 13.8 12.1 13.1
Capital Fund/Deposit 54.2 35.3 27.1 19.4 17.9 14.4 19.3 15.0
Capital Fund/Credit 46.3 31.1 26.2 17.4 19.0 14.9 13.6 14.0
Capital Fund/Total Assets 25.6 22.2 17.7 10.9 12.2 9.9 15.0 10.0

*NBFIs = Development Banks, Finance Companies, Rural and Microfinance Development

Banks, Savings and Credit Cooperative Societies and Financial Intermediary Non-
Governmental Organizations.

Source: Non-bank financial Statistics, Number 5, Mid July 2002, Page 2.

Ratios of non-bank financial institutions are highly increased in relation to GDP. For
example, deposit/GDP ratio and credit/GDP ratio are increased by 2.2 to 9.4 and by 2.1 to
9.9 respectively during the period of 5 years i.e. 1998 to 2002. However, the effect is only
1/3 or less in GDP in comparison to the ratios of commercial banks as mentioned in table
2.2.

23
2.5. Grameen Bikas Banks
In Nepal, after the restoration of multiparty democratic system and the liberalization of the
country's economy, 5 Grameen Bikas Banks were established by the Government which
aim to strengthen and to boost up the economic condition of the people who live in the
villages, basically the women. In the countryside, most of the women are not involved in
financial activities till now. But, after the establishing these type of banks, they are
encouraged to involve in such activities and successful also in majority. To some extent,
they are successful also, because, except the Government, the equity holders or promoters
of the banks are the joint venture banks which have the major role to introduce the modern
banking in the country. The establishment of this type of banks is because of the successful
implementation/result of Grameen Bank in Bangladesh.

Grameen Success as a Bank in Reaching the Poor in Bangladesh:

In 1993, with 1,039 branches covering almost half of Bangladesh's villages, the bank
served more than 1.8 million borrowers and disbursed US$ 169 million. By 1993,
cummulative member savings totaled over US$ 218 million. Almost 94 percent of the
bank's members are poor women, accounting for nearly 70 percent of savings mobilized,
and receiving over 80 percent of the total loan disbursed. Its loan recovery rate has been
consistently over 90 percent compared with rate from 25 to 50 percent for other financial
institutions in Bangladesh. The Grameen model is being replicated in more than 30
countries and the World Bank has provided a grant of US$ 2 million for its replicable in
low-income countries.
(Poverty Reduction Strategy: The Grameen Bank Experience.
http://www.gdrc.org/icm/grameenbank.html)

24
Table 2.9: Comparative Progress Report of Five Grameen Bikas Banks:
NPR in Thousand Mid July 2002

Purban- Madhya- Paschi- Madhya- Sudoor- Total

Chal manchal manchal Paschi- Paschi-
mancal manchal
No. of Centers 1363 1112 1086 538 583 4682
No. of Groups 10860 7062 7791 3754 3355 32822
No. of Members 51697 35105 39694 18770 18694 163960
No. of borrowers 47728 33992 39604 16281 11944 149549
General loan 2733296 854534 1362084 537095 581975 6068984
Disbursed
General loan 2396088 651252 1109957 452815 483661 5093773
Repaid
General loan 337208 203282 252127 84280 98314 975211
Outstanding
Other loan 267137 63885 172462 138187 101748 743419
Disbursed
Other loan Repaid 192894 52928 95164 99233 92516 532735
Other loan 74243 10957 77298 38954 9232 210684
Outstanding
VDC5 covered 259 247 262 102 80 950
6
District covered 8 12 13 4 5 42
Current year's (2131) (7236) 3462 (4997) (16588)
profit
Accumulated (2131) (7236) 3462 (4997) (76790)
profit/loss

Source: Non-bank financial Statistics, Number 5, Mid July 2002, Page 34.

5
VDC – Village Development Committee. In Nepal, there are 3,911 VDCs and 58 Municipalities as a local
political body formed through election. The working area of all the Grameen Bikas Banks are the VDCs.

6
In Nepal, there are 75 districts and 14 zones. Till mid July 2002, Grameen Bikas banks covered 42 districts
for operating banking activities.

25
2.6. Merchant Banks and Finance Companies
The development of Merchant Banking and Finance Companies has also taken place after
the restoration of democracy in 1990 (2046 B.S.). Before that, the activity of Merchant
Banking and Finance companies were almost nil, although the Finance Company Act 2042
was already introduced by the Government and the Central Bank in 1985 (2042 B.S.).
Now, till May 2003 (Baishakh 2060 B.S.), there are 56 merchant banks and finance
companies all togather in operation.

2.7. Competition in Banking Industry in the Future

Nepali financial sector, especially the banking sector, has undergone drastic changes
within the past two decade. The opening up of the financial market to foreign joint venture
banks in the mid-80s, ending the monopoly of the two state-owned banks (one fully and
other partially), namely, Rastriya Banijya Bank and Nepal Bank Limited., is a notable step
after which a number of private and foreign affiliated joint venture banks emerged. Though
the two state-owned banks still continue to hold over 50 percent share in total domestic
banking transactions, yet they are challenged by the more innovative and efficient private
banks. Presently, there are seventeen commercial banks including RBB and NBL and
eighteen development banks, among which fifteen are regional ones in operation.

One of the most important achievements as a result of the growth in the number of
commercial and development banks in the post liberalization period is in the area of
domestic savings. Quantitative growth of the banking sector has positively contributed in
raising domestic banking savings, which crossed the 152 billion mark in mid-August,
2000. In addition, deposit-GDP ratio (we can see it in different tables shown in sub-
chapter, 2.1, table 2.2, and Chapter 2.4, table 2.8 because the Central Bank does not
publish their reports in single condensed table), one of the major economic parameters
widely employed to analyze the efficiancy of the banking system, as substantiated by
empirical data, also rose from 0.128 before reforms to 0.199 after the reforms. This would
directly make more funds available for investment.

Given that efficiency of the financial sector is the backbone of the economy, the edvent of
joint venture commercial banks has contributed much to this direction. The opening of the
financial sector in 1992 for free entry of commercial banks has added more to the

26
efficiency (appropriately use of funds) of funds flow into the economy, which surely would
not have been possible had the government maintained a conservative and inward looking
policy restricting free competition.

A laudable contribution by the banking sector growth, and the resulting competition, in the
past one decade is the diversion of banking sector resources to the industrial sector. Post
liberalization era competition has forced commercial banks to broaden their lending
portfolio that has resulted in the expansion of loan extension from the trading sector to the
industrial sector. This is particularly important due to the fact that Nepalese trading sector
is dominated by transit trade. Empirical data shows that lending to the industrial sector has
increased significantly from 15 percent of the total loan portfolio in the pre-liberalization
era to about 35 percent presently.

In addition, competing joint venture commercial banks have played a crucial role in
modernizing, though only to an extent, the banking system. The recent introduction of 24-
hour banking service facilities in 2000 throught the installation of Automatic Teller
Machines (ATMs) by some banks and initiation of innovative schemes for granting credit
facilities to consumers is a notable achievement. However, the fact that only a few banks
have really followed suit, and the usual rush of customers seen in almost all banks for
withdrawing their accounts during times of festivals, only puts a question mark on the
correlation between quantitative growth of the banking sector and the quality of services,
and hence casts doubt over the existence of so called stiff competition in the banking
sector.

Most bank officials on their part, however, claim of tight market situations and maintain
that the banking sector is already saturated with an excess number of commercial banks.
They assert that banks are presently operating at minimal margin (spread rate between
deposit and lending, for example: banks accept deposits at 6% p.a. and lending at 8.5% p.a.
which is shown in annex-II) and are of the view that if lending continues under the present
circumtances, commercial banks would be in a precarious position within the next five
years.

Says one professional banker, "About 60-70 percent of the total deposits of banks are
interest bearing. due to the lack of investment avenues, banks are tempted to invest without

27
proper credit appraisal and on personal guarantee, whose negative side-effects would show
colours only after four or five years." Source: Business Age, Volume 2, No. 12, November,
2000.

Though the quality of services offered to all beneficiaries and the contribution of the
banking sector to the economy as a whole has seen a quantum leap after the advent of the
private banks, thereby opening up larger avenues for all investors, depositors as well as
enterpreneurs, there still exist ample rooms for improvement. And, despite all alluring
developments, it would be but naive to paint a rosy picture of the banking sector.

Firstly, there still exist anomalies in the banking sector in spite of the claim of stiff
competition. The rate of interest offered by banks to depositors still varies widely from
bank to bank. For example, Standard Chartered Bank, previously known as Grindlays
Bank, one of the most successful joint venture banks, offers only 2.5 percent interest on
savings deposit, while Nepal Bangladesh Bank, another joint venture, offers 5 percent for
the same category of deposit. But the lending rate on long-run and short-run are similar of
all banks. This only suggests independence of the operation from bank to bank directly
contradicting the principles of competition.

Another issue needing special mention is the system of making interest payment by the
banks. Most banks still make interest payment on the minimum monthly balance of a
depositor's account, wherein it is credited only at the end of 6th month. This indicates lack
of competition in the banking sector, which otherwise would have been forced to shift
from making interest payment on a monthly minimum balance basis to calculating the
payments on the daily balance.

Moreover, private commercial banks have mushroomed only in the urban areas where
banking transaction in large volumes is possible. The rural and sub-urban areas mostly
remain unattended to, and which is likely to prevail till competition takes its full rein in the
urban sector.

For an investor, commercial banks themselveshave grown as the most lucrative sector for
investment. Investors' confidence into the banking sector is easily exemplified by the over
subscription of shares of the banks and financial institutions in more than five folds.

28
Moreover, continued high performance by the stocks of commercial banks, reflected in the
charts of Nepal Stock Exchange (NEPSE), where banks dominate 90 percent of the total
share transaction, is another reason luring investors to invest readily into the banking
sector.

As a whole, increasing credit flow to both trading and industrial sector and channelling
domestic savings into capital investments, towards which the contribution of the banking
sector cannot be questioned, will ultimately bolstar the country's rate of economic growth.
In addition, the sector has actually done more than just providing mere safety to small
investors' capital. Yet, the sector will become prudent and successful only when the
banking sector 'interest rate' will draw the interests of both depositors and creditors.

I have described about the banking history and its structure in Nepal in this chapter in
detail. In next chapter, I am writing about the government policy on banking and its
budgetary operations which also be the right information for the readers about the
Nepalese economic policy.

CHAPTER THREE
03. GOVERNMENT ECONOMIC POLICY

In this chapter, the banking policy of the Nepalese government is prepared on the basis of
an article written by Nara Bahadur Thapa, who is the deputy director in the Central Bank
and published in a daily newspaper “The Kathmandu Post’.

3.1. Government Policy on Banking Sector

Every country has their own policy of economic development and growth of the country.
Banking and Financial Institutions are the best means of economic development of the
country. They collect the funds from the small depositors/investors to the big
depositors/investors for further institutional investment which can help definitely to the
economic growth of the individual and the nation as well. So, every government has their
economic policy to strengthen the financial sector which includes the banking industry in
the country.

29
Nepal Rastra Bank (NRB), in accordance with the provision made in the NRB Act 2002,
brought out the annual monetary policy and programme for the fiscal year 2002/03 on July
16, 2002. Ever since the announcement of the policy, it has drawn wide attention.

Bankers and business community have expressed their happiness over the cut in cash
reserve requirement (CRR), withdrawal of interest spread as well as NRB's representation
from the board of banks and financial institutions. Likewise, provision of additional
refinancing facility to commercial banks against their sick7 industry loans has also been
appreciated. Similarly, the policy of allowing development banks to mobilize saving
deposits up to 20 percent of their financial resources, new provision of fund for long-term
loans to priority sectors, waiver of penalty up to 25 percent of the shortfall on the priority
sector lending requirement and measures aimed at strengthening the supervisory functions
of the NRB are also well received, particularly by the concerned quarters.

However, others have argued that there is nothing new in the policy and as such it will
have no positive impact on the economy. The policy pronouncement of facilitating the
economic growth with the provision of adequate amount of liquidity has also been the
subject of criticism in some quarters. So has been the indicative target set for inflation.
These criticisms emanate from the rigid theoretical propositions in some cases. As this is
the maiden annualpolicy announcement, some room exists for further improvement. In this
light, it must be stated that the comments and criticisms on the policy should be valued in
the sense that these can be taken as an important guidance for the next policy formulation.

A careful analysis of the policy document reveals that it has focused on three areas: (i) core
policy objectives, (ii) financial sector stability and (iii) rural credit. The NRB Act 2002 and
the present economic and financial situation have dictated the policy focus on these three
areas.

As regards the core policy objectives, the policy document clearly states that the primary
objectives of the monetary policy are to achieve domestic price stability and to maintain

7
It is basically non-performing loans, but in Nepal, due to the unavoidable political scenario of the country,
the industries are not doing well. Like tourism industry which was one of the best investment sectors in the
past, but due to the MAOIST problem in the country, whole tourism sector is totally damaged. So, the
tourism sector is introduced as sick business sector by the Government and the Central Bank as well.

30
the external sector stability. Judging the present and the likely future price development,
the indicative inflation target set for the fiscal year 2002/2003 is about 4 percent. This has
been the bone of contention for some economists. The argument is that in a small and open
economy such as Nepal, the monetary policy is ill equipped to control domestic inflation.
On top of it, it is also contended that in a fixed exchange rate regime like in Nepal,
inflation is generally imported. These arguments are theoretically valid. While formulating
monetary policy and setting a target for domestic inflation, Nepal Rastra Bank (NRB)
cannot ignore this. It appears that NRB has taken likely price development in India into
consideration for making inflation forecast at about 4 percent for the fiscal year 2002/03.
Although some regions of India have faced droughts, it is unlikely to push up foodgrain
prices as India is currently maintaining bufferstocks in foodgrgain (agricultural products)
of about 80 million tons. On the other hand, although inflation target setting is debatable, it
will obviously set a benchmark for price expectation in the economy.

Against this backdrop, it is also important to seek the meaning of the monetary policy
target for inflation especially in a developing country like Nepal. Four point are needed to
spell out the money-price relationship in Nepal. First, in the short run, structural factors
such as weather conditions, administered prices and the behaviour of Indian prices do
influence the price movement in Nepal. Second, the domestic price level consists of prices
of both traded goods and non-traded goods. It can be argued that in the case of traded
goods prices, monetary policy will have little influence in a country such as Nepal.
However, it cannot be true for the nontradables. It is important to take note that in Nepal's
consumer price index, the weight of non-tradable is as high as 31 percent. Obviously, the
monetary policy will have an impact on overall price level to the extent of nontradable
influencing the overall price level. Third, even in inflation targeting countries, core
inflation rather than headline inflation is taken for target setting. The main reason for doing
so is that structural factors are beyond the control of monetary authorities, and hence
monetary policy is not held responsible for structural factors induced inflation even in
developed countries. Fourth, long run inflation is a monetary phenomenon. This means that
a sustained rise in prices will not occur unless a significant increase in money supply
persists. In the light of these facts and assuming structural factors remaining unchanged,
indicative inflation target setting implies that domestic inflation would not be allowed to
go beyond the target of 4 percent due to the sole reason of increased money supply.

31
The current monetary policy 2004/2005 stance is the external sector stability, which refers
to securing a surplus in the balance of payments and maintaining an adequate level of
international reserves. It is argued that the current accommodative monetary policy stance
will jeopardise this objective especially because of a deficit in the balance of payments
observed during the last fiscal year. Two point can be made in this regard. First, despite the
deficit in the balance of payments, international reserves have remained sufficiently
adequate in terms of import cover. On top of it, it can also be argued that there should be a
productive use of such reserves. Piling up of idle international reserves may prove costly
for the economy in the long run. Anyway, there would not be any harm if reserves were
used productively to induce economic growth and an adequate amount of reserves exists in
terms of import cover. Second, the present deficit in the balance of payments has not been
due to the increased domestic absorption. Hence, accommodative monetary policy is not
responsible for a deficit in the balance of payments. A number of policy measures have
been initiated to augment and conserve the international reserves, especially the
convertible reserves. A review of items allowed against dollar imports from India,
extension of period for usance credit, new provision of loans for those who seek foreign
employment and monetary incentives for money transfer agencies to bring remittance into
the banking channel are some of the measures introduced to augment convertible reserves.
Foreign inflow from donor community is also likely to augment our reserves.

3.2. Government Budget:

Government Budget shows the economic activities of the country. Most of the country's
economic activities are related to banking sector as they are transacted through the banking
system. It explains the trend of budget and sources and uses of funds (see Table 3.1).

In Nepal, Bikram Sambat (B.S.) is the official calender year which is started in the mid
April every year. But the Fiscal Year is started from the 1st day of fourth month i.e. from
mid July. Before starting of the new Fiscal Year, the Government's Budget is announced in
the regular session of Parliament by the Finance Minister. I will try to give some financial
data from the whole Budget of a few years which give the sign of economic development
of the country, basically, financial sector development. It will help to analize about the
Government Policy.

32
The Government budget has always a huge deficit which is fulfilled by the source of
external and internal loans and grants. Due to this reason, the Government is in financial
crisis regularly. They use their big amount of income to repay the loans and its interest
every year not in development activities within the country. It is one of the major factors
that frustated the people against the Government which may be the cause of the maoist
problem.

Table 3.1: Government Budgetary Operations

Rs. in Million
1999/00 2000/01 2001/02 2002/03
Total Expenditure 66273 79835 80072 84572
Revenue Expenditure 34523 42769 48590 56556
Development Expenditure 31750 37066 31482 28016
Sources of Financing 48606 55647 57131 63622
Revenue 42894 48893 50446 55250
Foreign Grants 5712 6754 6685 8372
Bilateral 4171 2185 4588 6342
Multilateral 1541 4569 2097 2030

Revenue surplus 8371 6124 1856 -1306

Surplus (+) Deficit (-) -17667 -24188 -22941 -20950
Source of Deficit Financing 17667 24188 22941 20950

Foreign Loans 11812 12044 7699 8950

Bilateral 758 587 87 100
Multilateral 11054 11457 7612 8850
Domestic Borrowings 5500 7000 8000 12000
Banking System 3300 0 0 0
Non-Banking system 2200 0 0 0

Change in Cash Balance (- surplus) 355 5144 7242 0

Source: Macroeconomic Indicators of Nepal, December, 2003, Page 5.

The increment in expenditure is 27.61% in between fiscal year 1999/2000 and 2002/2003
during the period of 4 years whereas in income there is an increased rate of 30.89% during
the same period of time which is the positive sign of budget. But, grants and loans are in
increasing trend every year.

33
3.3. Government Budget 2061/62 B.S. (2004/05 A.D.) “Peace Budget”

Finance Minister announced a “Peace Budget” (as he called it) on July 16, 2004 for the
fiscal year that began on the same date. To prove his point, he cited that he has made some
significant increases in allocations for the social sectors like education and health and local
development. He allocated Rs. 10 million each for 40 districts most affected by the
insurgency and which are also the most backward. Similarly, a total of Rs. 300 million is
allocated for some supplementary activities to help the economies of these areas. And he
hoped that as these will address some of the basic factors that are helping the Maoist
insurgency, it will be easier now to help stem the insurgency if the funds allocated in those
headings will be utilised as intended.

Table 3.2: Government Budget '2004 & Macro Economic Targets

Targets Status of Target for

FY 2003- 2004-05
04
Economic Growth Rate 3.6% 4.5%
Agriculture Sector Growth Rate 3.7% 3.7%
Non-agriculture Sector Growth 3.3% 4.6%
Rate
Inflation 4.0% 4.0%-4.5%
Govt Revenue to GDP 13%
Internal borrowing to GDP 1.7%

Source: T.R. Upadhyaya, New Business Age, August, 2004, Page 20.

However, the Finance Minister has also tried to send a message to the rebels that the
government is not lagging behind in beefing up the security forces. Though the allocation
on the defense heading is less than the revised estimates for the fiscal year just completed
(Rs. 8005 million against the last year’s revised estimate of Rs. 8386 million), it is reported
and confirmed by the officials concerned of the government that there are some additional
allocations made for security forces. The allocation for the home ministry (which includes
the police forces) has remained almost the same as in the last year. There is an allocation of
Rs. 1050 million made for the purpose of holding elections for the House of
Representatives. A larger amount (Rs. 1060 million) was allocated last year for this
purpose. But as the elections could not be held, the saving thus made was handed over to
the security forces. The same is likely to happen also this year if the elections cannot be
held. And this is more likely scenario as the developments so far indicate that elections are

34
not possible to start by mid-April 2005, the starting date fixed by the king some months
ago.

The other initiatives announced for restoration of peace are the proposal to set up a Peace
Secretariat (Rs. 20 million allocated for this), immediate relief to the insurgency affected
people (Rs. 50 million) and reconstruction of the war damaged infrastructure at the district
head quarters (Rs. 600 million).

Government Budget and Business

If peace is restored, or even not allowed to worsen from the present level, that would in
itself be enough reason for the business sector to rejoice. However, the budget speech in
fact promises more than that.

Among the positive points about the budget cited by the business community are the
waiver of the export taxes and fees on three items (copper wire, zinc oxide and marble) and
reduction in case of this tax on the others. But they also complain that such facility was not
offered for the vegetable ghee, an item which can be exported at a huge quantity and in
which India (its virtually only market abroad) has been posing different hurdles making it
difficult to export there.

Also positive for the business sector is the arrangement to reduce the requirement of the
bank guarantee for bonded warehouse facility for export-oriented units to import raw
material (from earlier one year to now six months). However, the business community is
still complaining that other more important suggestions in this regard were turned a deaf
ear to.

Similarly, the budget has simplified the VAT administration with the provision of issuing
advance order. With this, in case of some confusion about certain provision, the business
can ask the tax administrator for advance order specifying, for example, whether the item
attracts VAT or not.

In agriculture business, the provisions welcomed by the business sector are those related
with the subsidy on electricity charges for cold storages, capital subsidy on the shallow
tube wells in the Terai and expansion of the interest subsidy on tea cultivation to 12
districts. However, there is no specific new arrangement announced regarding how the

35
administration of the subsidy regime is to be carried out to avoid earlier malaise of this
facility not reaching the intended beneficiaries.

The budget has also promised to amend the labour laws, though there is no hint about how
they are being changed. However, it has promised a more flexible labour law for the
Special Economic Zones and to work together with the trade union and the employers
union to develop the new statute.

In another promise, the budget speech has announced a plan to set up a fund to support the
small and micro industrial enterprises to compete in the new international economic order
in view of the recent joining of Nepal to World Trade Organisation (WTO). It also
promises a separate law to govern the small and cottage industries.

Another provision of the budget that facilitates the business of the small industries,
particularly those in the handicraft, is the promise to start the system for refunding the
VAT to the foreign tourists who carry with them some VATable Nepali products. Such
return is to be made at the Tribhuvan International Airport while the tourist is departing
after completing the Nepal tour.

The budget has also exempted VAT on tourist transport making it at par with the other
passenger transport.

It has also promised for an arrangement for quality control on the raw material imported
for carpets and Pashmina. Similarly, there is a promise for developing domestic capacity of
international standard for certification of the testing laboratories.

Lackings

However, the business community was saddened to not find any big projects announced in
the budget that would boost investment and cause some significant multiplier effect. The
increase in the budget allocation for the ministries of Water Resources and Works and
Physical Planning is not that significant. Last year, the government could add only 24 Km
of roads by spending about Rs. 2000 million.

The business community was saddened also because the budget has remained silent on the
question whether the customs duty will be higher on goods imported from non-WTO
member country.

36
Though the budget speech talks of helping the sick industrial units, it has not spelled out
how this is going to be any better now than in the previous years when similar promises
were left unfulfilled.

One significant complaint is about the promise to conduct a study on the proposal of the
private sector to make the import duty on raw material lower than that for the finished
goods from the same raw material. Though this complaint was there for the last several
years, the government is still lingering with this, as the budget speech indicates.

Similarly, the budget has no allocation made for the Export Processing Zone proposed near
the Birganj ‘dry port’ made operational recently. There is no mention of the Craft Village
project planned in the last year’s budget speech.

Other provisions directly related to the business sector

1. Promise for a separate law on Public Sector Procurement

2. No deposit required for request for administrative review of orders on income tax and
Value Added Tax (VAT).

3. Business involved in petroleum exploration and mining to be allowed to adjust the

previous losses for first 12 years.

4. Repair and maintenance expenses of the aircraft to be treated as expense for income tax
purpose.

5. Import duty reduced from 40% to 35% on a number of items.

6. Government offices allowed to procure goods and service above Rs. 5,000 only from
firms registered under VAT.

Monetary Policy

Immediately after the budget announcement, the Nepal Rastra Bank (NRB) announced a
new monetary policy dubbed "relaxed monetary policy" reducing the compulsory reserve
ratio (the percentage of total deposits of the commercial banks that they are required to
deposit with NRB) from 6% to 5%. This is expected to release some Rs. 2000 million as
liquidity in the banking sector. However, the repo lending facility is cancelled. The policy

37
allows Nepalis going abroad to get US$ 1000 in foreign exchange instead of only $ 500 so
far.

Other Highlights of Monetary Policy 2004

• To be incorporated in the monetary indicators, informing about the foreign

deposits in Nepali banking system.

• Commercial banks allowed till the end of 2005-06 to increase their capital

adequacy ratio to 12%.

• Credit Information Company to be set up replacing the Credit Information

Bureau.

• Commercial banks allowed to develop their own e-payment system.

In this chapter, the government policy on banking industry have been explained and in
chapter four I will be describing about newly introduced banking legislation with the
comments.

CHAPTER FOUR
04. NEW BANKING LEGISLATION

In this chapter, I have put the personal view on newly introduced banking legislation by the
government and the central bank. It may be the suggestions for the time to time
amendment of the legislation which will be necessary in the futrue.

4.1. Ordinance on Banking:

An ordinance relating to bank and financial institution has been promulgated that has come
into force effective April 4, 2004 (Chaira, 2060 B.S.), after a lobour pain of almost two
years. Though this Ordinance may be considered one of the achievements of financial
sector reform programme, it is debatable if such an important law having far flung effect
on the financial sector should be implemented by an Ordinance that survives only six
months. As the installation of new parliament (that alone has the power to enact permanent
law) is nowhere in sight, the financial sector must go through the uncertainty in foreseeable
future.

38
The Ordinance is popularly called an Umbrella Act as is repeals and replaces all existing
Acts relating to Commercial Banks, NIDC, ADB/N, Development Banks and Finance
Companies and brings all such institutions under the purview of a single Act. The
Ordinance is comprehensive and prescribes in detail the provisions for licensing,
incorporation, governance, and merger and dissolution procedures for banks and financial
institions (FIs). This is a significant improvement over the existing Acts but apprehension
is expressed about the discretionary power that the Ordinance has vested on Nepal Rastra
Bank (NRB).

The Ordinance is divided into 12 chapters and contains altogether 93 sections. the first
chapter defines the various terms used in the Ordinance but has conspicuously omitted to
define 'security' and 'collateral' among some other important terms. These words have been
frequently used in relation to lending activity but in the absence of universally acceptable
definaition the ongoing anomalies owing to the ambiguity are expected to continue though
it has been clarified that the financial institutions henceforth can lend against personal or
corporate guarantees.

Second chapter specifies the procedures for establishing a bank or financial institution and
has brought transparency in licensing procedure. The authority has to either issue the
license within 120 days of application or notify the reason of refusal within the said period.
Further, a foreign bank's presence in Nepal either through a joint venture or branch
banking is legally mandated. This provision will probably meet the long outstanding
demand of the donors and conforms to Nepal's entry to World Trade Organization (WTO).

Buying back of its own share by a financial institution, a unique provision, is legislated by
this Ordinance and that could be considered progressive. But it has failed to explain the
objective of such provision and at the same time appears to be too restrictive to implement.
The Ordinance has failed to prescribe conditions for enhancing the stake of joint venture
partner, fresh issue of shares to strategic partner, issue under Employees Stock Option Plan
and preferential issue that is vital from the investor's perspective.

Chapter 3 deals with the constitution of Board of Directors and appointment of Chief
Executive Officer (CEO). Henceforth, in addition to directors appointed by the
shareholders' meeting, the FIs must have one independent director in its Board appointed

39
from amongst the names in the roster maintained by NRB. Also the academic qualification
of remaining directors has been prescribed that requires the 2/3rd of all directors must
possess required academic qualification and experience but is has failed to describe
procedures that could ensure that people of requisite qualification are elected by the
general meeting. Similarly, academic qualification for a position of CEO is also prescribed
and his/her tenure is limited to four years. But the intention for limiting the tenure of such
paid executive remains unexplained. It might prevent young and dynamic person from
taking this leadership position. Further, the authority and responsibility specified are not
commensurate to the position of a CEO. As vesting of executive authority on CEO is not
guaranteed by the law, it may be played down at the hands of unscrupulous directors and
might be inconsistent with the principle of divesting management from investor to
professional managers.

Chapter 4 places restriction on using bank of FI's name or carrying out financial
transactions by institutions other than those licensed by NRB as per the Ordinance. Chapter
5 deals with capital adequacy, reserves and provisioning for NPAs. But the more it has
tried to be transparent, the more it has vested discretionary powers with NRB. To protect
the interest of depositors, the prime concern of legislatures in drafting the law should be
continued maintenance of adequate capital and such an important matter should not be left
to the discretion of NRB. The lesson should be learnt from the past experiences where
NRB's leniency sent two largest banks technically bankrupt. In this regard, it may be
pertinent to remind why the Basel Committee recommendation on capital adequacy (that is
universally acceptable) is not being made mandatory in Nepal. Further, mandatory
obligation on the part of the promoters is not created to meet the capital gap within
specified time. Such an obligation is vital for protecting the depositor's interest. As has
been the case with the two largest banks (i.e. Nepal Bank Ltd. and Rastriya Banijya Bank)
and a few other private sector banks in Nepal, continued flouting with NPAs has eaten
away not only their equity but the depositor's money as well.

Chapter 6 prescribes the financial transactions the banks and FIs are empowered to
undertake. It has attempted to include all types of traditional financial transactions hitherto
undertaken by a bank or FI but has failed to visualize the requirement of a modern banking
like debt securitization, swap and hedge transactions and dealing in other financial

40
derivatives. The finance company will be benefited with this Ordinance as they are now
authorized to accept interest free deposit.

Regulatory, inspection and supervision responsibility with regard to FIs continue to remain
with NRB. The new provision has enlarged the scope of NRB's regulatory role. Banks set
up with foreign shareholding will now be required to submit to NRB the inspection reports
prepared by their headquarters. Severe penalty including suspension of Board or taking
over the management of FIs has been prescribed if the result of NRB inspection indicates
non-compliance with its directives or if the FIs are found to be quality of engaging in
activities that are detrimental to the interest of the shareholders or the depositors.

The deregulated interest rate regime appears to be drifting away as the Ordinance has
empowered NRB to intervene in rate fixation but it does not specify the conditions that
would oblige NRB to do so. Looking at the current rate of interest offered on deposit by
FIs, that has gone below the inflation rate, NRB intervention could bring relief to
thousands of small depositors, especially old, disabled and pensioners whose lifetime
saving is at stake.

Loan disbursement and its recovery procedures are covered under chapter 8 that re-
establishes the NRB's authority to regulate lending and minimize the chances of loan going
to an unscrupulous borrower or diversion of the funds. The Ordinance has specifically
provided for the compulsory registration of all charges on assets pledged as collateral but
the agency responsible for such registration (other than real estate) is not identified. The
authority of FIs in loan recovery has been extended and it may now reach to other assets of
the borrower in case the security for loan falls short or becomes inadequate. The hitherto
requirement of disposal of non-banking assets within seven years has been done away
with. It may result in accumulation of significant unproductive assets in FIs balance sheet.
The role of loan recovery Tribunal has been undermined and no role is envisaged for Asset
Management Company that is in the offing.

The role of the auditor of FIs has been extended and it goes beyond the scope of expertize
of accounting profession. Auditors shall require, among others, to certify whether FIs have
acted (or failed to act) to protect the interest of depositors or investors and whether the

41
business of FIs has been conducted satisfactorily. Basis of such opinion is not outlined and,
accordingly, it will serve no purpose other than becoming a ritual.

Chapter 10 deals with merger that permits an FI to merge with another FI only. This is a
new provision but does not prescribe the circumstances when such merger will be
permitted. The missing part on merger is the safeguard of interest of minority shareholders.
It does not entitle shareholders opposed to the merger to ask for compulsory acquisition of
their stake by the management group. Similarly, no provision has been made for
acquisition that is vital for promoting foreign investment.

Chapter 11 prescribes penalty for various offences that could be both civil and criminal.
Chapter 12 has laid down procedures for voluntary winding up of FIs, arbitration and
miscellaneous administrative and operational procedures. The client confidentiality is
guaranted but with so many restrictive sub-clauses it is doubtful if the objective would ever
be met. Similarly, depositor's right is clearly protected by reiterating that there would be
no other claiment on deposit kept with FIs other than the depositor himself or his nominee
but certain other provision could interfere with such right. The state may intefere in one or
other pretext defeating the intention of law and lessening the confidence in the banking
system.

For the first time, the law has taken cognisance of international terrorism and NRB is
empowered to suspend operation of account related to organization or individual
associated with such activity. But it has omitted any anti-money laundering provision.
Probably, a separate Act is being envisaged to deal with such transaction.

In conclusion, it could be said that the Ordinance is comprehensive and deals with
significant aspect of operation of FIs. However, attempts should be made to limit NRB's
discretionary power by framing transparent, prudent and unambiguous policies and
regulations. Further work would be necessary to integrate the country's financial sector
with international financial market and effort should be directed to encourege adoption of
international best practices like International Financial Reporting Standards (IFRS),
International Standards on Auditing (ISA), Basel Committee Recommendation etc.

In the next chapter, I am describing about the financing system in Nepal.

42
 CHAPTER FIVE
05. IMPORTANCE OF BANK BASED VERSUS MARKET BASED
FINANCING IN NEPALESE FINANCIAL SYSTEM

5.1. Corporate Governance

Liberalization and the volatility of financial markets, increased competition, and
diversification expose banks to new risks and challenges, requiring the continuous
innovation of ways to manage business and its associated risks in order to remain
competitive. The responsibility for maintenance of the banking system and markets is
being re-defined, in one country after another, as a partnership among a number of key
players who manage various dimentions of financial risks. This approach reconfirms that
the quality of bank management, and especially the risk management process, are the key
concerns in ensuring the safety and stability of both individual banks and the banking
system as a whole.

This considers the partnership approach and the emerging framework for corporate
governance and risk management, as well as the identification and allocation of tasks as
part of the risk management process.

The working of the risk management partnership can be summarized as follows:

i. Bank regulators and supervisors: Bank regulators and supervisors cannot prevent
bank failures. Their primary role is to act as facilitators in the process of risk
management and to enhance and monitor the statutory framework in which risk
management is undertaken. By creating a sound enabling environment they have a
crucial role in influencing the other key players.

ii. Shareholders: They are in a position to appoint the people in charge of the
corporate governance process and should be carefully screened to ensure that they
do not intend to use the bank solely to finance their own or their associates'
enterprise.

43
 Ultimate responsibility for the way in which a bank's business is conducted lies
with the Board of Directors. The Board has to set the strategic direction, appoint
management, establish operational policy and most importantly, take responsibility
for ensuring the soundness of a bank.

iii. Executive management: The executive management of a bank has to be 'fit and
proper', meaning not only that managers subscribe to standard of ethical behavior,
but also that they have the competence and experience necessary to run the bank.
The management is responsible for the implementation of the board's policies
through its running of the bank on a day to day basis. It is vital that it has intimate
knowledge of the final risks that are being managed.

iv. Audit committee and internal auditors: They should be regarded as an extension
of the board's risk management policy function. The auditors have to perform an
independent appraisal of a bank's compliance with its internal control systems,
accounting practices and information systems. Although audit committees play a
valuable role in assisting managemant in identifying and addressing risk areas. The
prime responsibility for risk management cannot be abdicated to them, but rather
should be integrated into all levels of management.

v. External auditors: They have come to play an important evaluative role in the risk
based financial information process. Since bank supervisors neither can nor should
repeat the work done by external auditors. Proper liaison mechanisms are necessary
between these two parties, particularly on a trilateral basis that includes bank
management. The audit approach should be risk oriented rather than based on a
traditional balance sheet and income statement audit. Over reliance on external
auditors would weaken the partnership, especially if it leads to a weakening of the
management and supervisory roles.

vi. Public/consumers: They are as market participants have to accept responsibility

for their own investment decisions. In order to do so, they require transparent
disclosure of financial information and informed financial analyses. The public can
be assisted in its role as risk manager if the definition of public is widened to
include the financial media, financial analysts such as stockbrokers and rating

44
 agencies. The small or unsophisticated depositor would normally need more
protection than simply transparent disclosures.

Table 5.1: Partnership in Corporate Governance of Banks

Financial & Other Risk Management Area
Corporate Balance Income Solvency Credit Liquidity Inrerest Market
Sheet Statement Risk and Risk Risk Rate Risk
Governance Structure Structure Capital Risk
Adequacy

Key Players & Accountability (dimension of risk for which responsible)

Resposibilities
Systemic:
Legal and Regulatory Set regulatory framework including risk exposure limits & other risk
Authorities management parameters to optimize risk management
Supervisory Monitor financial viability & effectiveness of risk management in
Authorities compliance of regulations
Institutional:
Shareholders Appoint fit and proper board, management and auditor
Board of Directors Set risk management & other policies as responsible entity
Executive Create system to implement board policy, risk
Management management in day to day operations
Audit Committee/ Test compliance with board policies
Internal Audut
External Audit Express opinion and evaluate risk management policies
Public/Consumer
Investors/Depositors Take & understand responsibility for own decisions
Rating Agency & Inform the public and emphasize downside risk
Media
Analysts Analyzed risk based information and advise clients

Source: Greuning, Hennie van and Bratanovic, Sonja Brajovic, 2000, p. 6.

45
5.2. Bank Based Financing
Nepalese financial sector is based on bank based financing. After establishing of Nepal
Bank Limited in 1937, the banking system is started in Nepal. It is not a long peroid. This
industry is still in learning process. Actually, the development of banking has been taken
after the establishment of NABIL Bank in 1984. It has introduced a different types of
banking system in the country. It is around two decade only which is very short period of
development of any system. For development of the banking system, Government's policy
palys a vital role. Due to the political system in the country, the development of banking
and other financial sectors are backward. After the restoration of multiparty democratic
system in 1990, the sector has developed to some extent which is an ongoing process. As
data provided by Nepal Rastra Bank through its Bulletins, the total credit (loans/advances)
of the commercial banks only in 2003 was NPR 200 Billion (Macroeconomic Indicators of
Nepal, December, 2003, Nepal Rastra Bank, Statistic Division).

5.3. Market Based Financing:

In Nepal, the market based financial system is not actually developed. Banks and Financial
Institutions are involved in all the financial activities basically in the urban areas. Most of
villages do not have access to the banking. They fulfill their financial needs from the rich
people of the village. Anyway, now the share/stock market has been continuously growing
up in its way.

Government Budget and Stock Market

The annual budget for the fiscal year 2004/2005 has overlooked the importance of
development in Nepali capital market. It again talked about increasing the efficiency of the
stock market as was stated in the previous year’s budget. But no new program has been
introduced to increase the efficiency of an old-aged open out cry and paper based system.

The promise of the government to list the government bond in the stock exchange for the
easy access to the general public has not yet been fulfilled. This will not help to fulfill the
ambitious objectives of the tenth plan to increase the dealing amount to Rs. 12 billion and
market capitalization to 15% of GDP.

46
Table 5.2: Secondary Market Activities Rs. in million

First Eight Months Change over

2003-04 2002-03 previous period
Transaction Amount 377.3 376.2 0.3%
(Rs.)
Market Capitalization 38045.6 34503.3 10.27%
(Rs.)
Number of Shares 1.6 1.4 14.29%
Traded (M)
Number of Transaction 37709 33538 12.44%
Listed Companies 113 100 13%

Source: Bhattarai, Rabindra, New Business Age, August 2004, p.15.

Annual budgets are important strategies for meeting the long-term objectives of periodic
plans. But the annual budget 2004/05 lacks the appropriate strategies for meeting the
objectives of 10th five-year plan. Moreover, the budget could not go for expansion of
centralized stock exchange into regional stock exchange, implementation of electronic
trading system as well as the electronic transfer of ownership though these programs are
mentioned in the tenth plan.

Little initiation could be a great step towards the achievement of the tenth plan objectives
because the overall statistics of Nepali stock markets for the first eight months of the fiscal
year 2003-04 show an increasing trend over the same period in the previous fiscal year
2002-03. This momentum needs to be maintained by proper policy support.

Figure 5.1: Total Shares Traded

Source: Bhattarai, Rabindra, New Business Age, August 2004, p.16.

47
Figure 5.2: Total Transactions

Source: Bhattarai, Rabindra, New Business Age, August 2004, p.16.

Figure 5.3: Total Transaction Amount

Source: Bhattarai, Rabindra, New Business Age, August 2004, p.16.

Figure 5.4: NEPSE Index

Source: Bhattarai, Rabindra, New Business Age, August 2004, p.16.

48
These statistics show that the size of Nepali Capital Market is increasing day by day. The
increase in volume of shares traded, no of transactions, transaction amount all indicate the
increasing participation of investors in the secondary market. To increase this participation
even more, the government had to bring new strategies. Moreover, the issuance of new
shares in the market is also increasing day by day and government owned big companies
are going public. Listing of these scrips will definitely increase the volume of transaction
as well as overall activities.

If the initiatives necessary for developing the efficiency in the market are not taken very
soon, neither the government will achieve its objectives nor the stock exchange be able to
avoid imminent disaster.

NEPSE Index

The NEPSE index during the month of July remained less volatile as compared to the
previous month. The bullish trend of the index during second half of the June continued to
July 6 reaching 227.83 and turned bearish when maoist murdered a DSP and Ward
President in the capital on July 7. The bearish turn continued as it again fell by 4.57 points
on July 15 and reached to 222.04 when the director of Nepal Electricity Corporation was
killed in the capital on July 14. The index then turned bearish upto July 21 and fell by 1
point on July 22. This fall could not continue but turned bullish during the end of the
month.

The movement of NEPSE seems to be highly affected by the political incidents and the
similarity in the movement can be observed during the months of June and July. The index
in the beginning of the both months is bullish and turned bearish in the middle of these
months and again turned bullish during the last part of the months.

During the months of July, 560257 shares were traded. The trading volume picked on July
21 with 69129 shares due to the bulk shares transaction of Laxmi Bank Ltd. On that day
55540 shares of the bank were transacted. Lowest number of shares were transacted on
July 16 with 6796 shares. Laxmi Bank Ltd. remained dominant in the market on the basis
of aggregate volume of transactions for the month.

The number of transactions during the month seems consistent as compared to the volume
of transaction. The transactions peaked on July 9 and the lowest was on July 23. Total

49
number of 4282 transactions were made during the month. During the month, the
transaction amount aggregated to Rs. 158.22 million and highest transaction was made on
July 29 with the amount of Rs. 17.10 million. Similarly, the aggregate market
capitalization during the months reached to Rs. 696555.78 million.

In chapter six, I am giving an example (in annexture) of credit appraisal in a Nepali bank
and principle procedure for good lending. Also I am providing some financial datas of few
Nepali banks with the comments.

CHAPTER SIX
06. THE USUAL CREDIT APPRAISAL PRACTICES

In every bank, they have their investment policy. Within the policy, they have a strong
guidelines for the staffs working in credit/investment division. To guide such staffs for
maintaining descipline, the management issues an internal directives called 'Ten
Commandments'.

6.1. The Ten commandments of Credit Policy Guide

For the smooth and system running of an organization and to make honest the employees
in the organization, there are a good non-law rules within the system which are strictly
followed by the credit personnels as known Ten Commandments:

1. You shall place a high priority on the quality of bank's credit exposure. New
relationship must meet bank's credit criteria and existing portfolio should be under
continuing review to improve risk positions. Bank's preference is for regularing
amortizing and self liquidating loans geared to a borrower's ability to repay.

2. You shall constantly be mindful of bank's urgent need for earnings from bank's
existing and new credit exposures. Every profit opportunity should be explored and
negotiation skills fully employed. Innovative employment of the bank's resources to
increase return on assets must be encouraged.

50
3. You shall be constantly alert for profitable new business opportunities that increase
the size of bank's customer base. You must not under any circumtances rest on
bank's existing base of customers nor direct all bank's efforts on their behalf.
Growth through enlargement of bank's base is far more attractive in the long run. In
our search for new customers, the stress should be on desirable ongoing
relationships rather than on marginal performers.

4. Risk dispersion is basic to sound credit principles and policies. You should be
careful about large and undue concentrations of credit by industry, 'one obligor' or
any risk factors bearing on a group of borrowers. However, bank must not diversify
itself into an unwanted or unnecessary prblem just for the sake of diversification.

5. You shall constantly be aware of the expense burden in bank's credit operation. Is
there a less costly means of accomplishing the bank's mission ? What can be done
to improve the cost efficiency of bank's credit operation ? Increase in customer base
must be weighed against cost in terms of expense, time and service.

6. Lending desisions must consciously focus on optimizing the use of the bank's
capital funds. The benefits so gained must be quantifiable, adequate and lasting,
both for the bank and the borrower.

7. You shall use every effort to reduce and contain the size of bank's criticized loan
portfolio. This is time killer and the very root of bank's losses.

8. Credit 'quality' is heavily impact by the structure of the credit. The risks of trouble
along the line are increased materially as bank erodes basic protections which are
designed th enable a timely and comfortable payback within the borrower's ability.

9. You shall endeavour to improve both the bank's external and internal
communications to limit unnecessary time and effort amongst the bank's customers
and associates. Clear, concise and summary type communication should be
emphasized and utilized where necessary.

51
10. You shall endeavour to make a contribution to all matters that involve your
approval, concurrence or other action. On the other hand, you shall not lend your
name marely to see it in print. You shall avoid alltemptations which can jeopardize
or compromize the bank's risk assets.

6.2. Guidelines
Every bank and financial institution has a guidelines or a credit policy guide for
appropriate use of credit system within the organization. The policy is prepared by the
individual bank and financial institution based on the country's financial policy and the
central bank's directives. After preparation of the policy the approval from the central bank
should be taken.

All the credit facilities from such banks and financial institutions have been providing on
the basis of the above said policy. But the system of individual bank and financial
institution is different. A credit policy guide of one bank focuses on one factor then another
bank's credit policy guide focuses on the another factor. Principally, it should not have
much more deviation between the organizations, which is the major issue in credit systems
in Nepalese banking. If it has more deviation between the banks then the standard of credit
system and appraisal, risk measurement, monitaring and controlling is also a vast different.

6.3. An Example of a Credit Appraisal in a Nepalese Bank

In this section, I am trying to give an example of a credit appraisal prepared by the
Nepalese bank and/or a financial institution in Nepal. I will not give the exact name of the
bank or financial institution and the name of the borrowers, but try to give the exact
appraisal system which have been used in most of the Nepalese banks/financial institution.
I will analyze where the bank or financial institutions are focusing in preparing their credit
appraisal on borrowers (Annex.-III).

52
Comparison of Financial Data Between Some Nepali Banks:

I have taken some financial statements of the Nepalese banks for some illustrations and
observations for comments. Here, I would like to compare the financial statements of four
different banks operating in the country. They are two big semi-government and
government banks (Nepal Bank Limited and Rastriya Banijya Bank) and two joint venture
private banks (NABIL Bank Limited and Standard Chartered Bank Nepal Limited).

The two government banks are the problematic ones but still in operations which are now
under the financial sector reform programmes assisted by World Bank and International
Monetary Fund (IMF) to the government.

Table 6.1: Nepal Bank Limited.

Balance Sheet
NPR in million (mid July)
Capital and 2001 2002 Assets and Properties 2001 2002
Liabilities
Share Capital 380 380 Cash in Hand 1783 1665
Reserve & Funds (6735) (9934) Bank Balances 4484 4962
Borrowings 211 213 Money at Call 1650 1544
Deposits 35619 34265 Investments 6776 7151
Bills Payables 88 120 Loans,Advances & 11919 8638
Bills Purchased
Other Liabilities 12029 14349 Fixed Assets 147 140
Other Assets 14833 15293
41592 39393 41592 39393
Source: Financials of Nepal Bank Ltd, 2001 and 2002.

53
Table 6.2: Nepal Bank Limited.
Profit & Loss Account
NPR in million (mid July)
Expenses 2001 2002 Incomes 2001 2002
Interest Expenses 1835 1713 Interest Income 2383 1527
Staff Expenses 871 1228 Commission and 234 241
Discount
Office Overhead 159 159
Expenses
Exchange Loss Exchange Gain 134 184
Non-operating Non-operating Income 121 125
Expenses
Bad Debt Written off Other Income 8 66
Provision for Loan 2193 2114
Loss
Provision for Staff
Bonus
Provision for Income
Tax
Net Profit Net Loss 2178 3071
5058 5214 5058 5214
Source: Financials of Nepal Bank Ltd, 2001 and 2002

Table 6.3: Rastriya Banijya Bank

Balance Sheet
NPR in million (mid July)
Capital and 2002 2003 Assets and Properties 2002 2003
Liabilities
Share Capital 1172 1172 Cash Balance 850 1019
Reserve Funds (18624) (23564) Bank Balance 3676 2717
Borrowings 156 162 Money at Call and 740
Short Notice
Deposits 38993 39402 Investments 4159 4623
Bills Payables 20 16 Loans, Advances & 13690 11679
Bills Purchase
Other Liabilities 23252 25567 Fixed Assets 403 479
Other Assets 22191 21498
44969 42755 44969 42755
Source: Financials of Rastriya Banijya Bank, 2002 and 2003.

54
Table 6.4: Rastriya Banijya Bank
Profit & Loss Account
NPR in million (mid July)
Expenses 2002 2003 Incomes 2002 2003
Interest Expenses 2347 2108 Interest Income 1745 2051
Employee Expenses 759 3249 Commision and Discount 215 211
Office Expenses 243 245
Exchange Loss Exchange Gain 78 3
Non-operating Non-operating Income 7 7
Expenses
Bad Debt Written off Other Income 78 84
Provision for Loan 5842 1594
Loss
Provision for Staff
Bonus
Provision for Income
Tax
Net Profit Net Loss 7068 4840
9191 7196 9191 7196
Source: Financials of Rastriya Banijya Bank, 2002 and 2003.

As shown in table 6.1, 6.2, 6.3 and 6.4 are the balance sheets and profit and loss account
statements of Nepal Bank Ltd. and Rastriya Banijya Bank, the semi government and
government banks respectively. They are in heavy loss since the long time back. Their
Non-Performing Asset (NPA) is almost more than 25% but now in decreasing trend. Five
years before it was around 40-50%. Their total loss is still 26.14 and 20.1 times larger than
their equity capital respectively. It is felt that the situation is due to the poor management
and political interference. So, the central bank decided to give the management to the
foreign banks which has been under working terms since the last two years. The loan loss
provision of Nepal Bank Ltd. has increased from 18.4% to 24.47% of the total loan
outstanding in the year 2001 to 2002 whereas Rastriya Banijya Bank has decreaed it from
42.67% to 13.65% of the total loan outstanding in the year 2003 to 2003. The result of
2003 of Nepal Bank Ltd. is yet to publish. The net loss of Nepal Bank Ltd is still
increasing by 41% from year 2001 to 2002 whereas Rastriya Banijya Bank has noticeably
decreased its total loss by 31.52% from the year 2002 to 2003. As recently announced by

55
the central bank's Governor, that the situation is little bit better but not satisfactory.
However, the working term is extended for next one year, because it is going ahead to the
right direction. The funding is provided by the World Bank as loan to the nation.

Table 6.5: NABIL Bank Ltd.

Balance Sheet
NPR in million (mid July)
Capital and Liabilities 2001 2002 Assets and Properties 2001 2002
Share Capital 492 492 Cash in Hand 208 318
Reserve & Funds 571 655 Bank Balnace 604 734
Borrowings 417 Money at Call and Short 523 31
Notice
Deposits 15839 15506 Investments 7704 8199
Bills Payable 70 68 Loans, Advances & Bills 7733 7438
Purchased
Other Liabilities 799 491 Fixed Assets 249 238
Other Assets 750 671
17771 17629 17771 17629
Source: Financials of Nabil Bank, 2001 and 2002.

56
Table 6.6: NABIL Bank Ltd.
Profit & Loss Account
NPR in million (mid July)
Expenses 2001 2002 Incomes 2001 2002
Interest Expenses 578 462 Interest Income 1267 1120
Staff Expenses 147 145 Commissions and 97 114
Discounts
Office Expenses 123 137
Exchange Loss Exchange Gain 159 154
Non-operating Expenses Non-operating Income 2
Bad Debt Written off Other Income 15 251
Provision for Loan Loss 166 442
Provision for Staff 53 44
Bonus
Provision for Tax 182 138
Net Profit 291 271 Net Loss
1540 1639 1540 1639
Source: Financials of Nabil Bank, 2001 and 2002.

Table 6.7: Standard Chartered Bank Nepal Ltd. (SCBN)

Balance Sheet
NPR in million (mid July)
Capital and 2001 2002 Assets and properties 2001 2002
Liabilities
Share Capital 339 339 Cash Balance 188 258
Reserve & Funds 773 896 Bank Balance 773 567
Borrowings 1667 685 Money at Call & Short 2612 2062
Notice
Deposits 15430 15836 Investment 9559 9276
Bills Payables 35 51 Loans, Advance & 5407 5364
Bills Purchased
Other Liabilities 839 636 Fixed Assets 122 101
Other Assets 422 815
19083 18443 19083 18443
Source: Financials of SCBN, 2001 and 2002.

57
Table 6.8: Standard Chartered Bank Nepal Ltd. (SCBN)
Profit & Loss Account
NPR in million (mid July)
Expenses 2001 2002 Incomes 2001 2002
Interest Expenses 474 300 Interest Income 1227 1014
Staff Expenses 102 127 Commission and 187 163
Discounts
Office Expenses 225 191
Exchange Loss Exchange Gain 215 228
Non-operating Expenses 18 Non-operating Profit
Bad Debt Written off 1 1 Other Income 33 42
Provision for Loan Loss 100 75
Provision for Staff 86 72
Bonus
Provision for Tax 243 184
Net profit 431 479 Net Loss
1662 1447 1662 1447
Source: Financials of SCBN, 2001 and 2002.

Table 6.5, 6.6, 6.7 and 6.8 are the balance sheets and profit and loss accounts statements of
two successful joint venture banks in the country. All the figures of both banks show their
managerial capacity which is the example for others. In the mean time, the loan loss
provisions of NABIL Bank Ltd and Standard Chartered Bank Nepal Ltd. have 5.94% and
1.40% respectively of their total loan portfolio in the year 2002. They were 2.14% and
1.84% respectively in the year 2001. Due to the increment of loan loss provision, the net
profit of NABIL Bank Ltd. has been affected which is decreased by 6.87% in the year
2002 in comparison to year 2001.

It advises the efficiency of the private sector and joint venture banks and the inefficiency
of government owned banks.

58
6.4. Principles of Good Lending
There are a few general principles of good lending which every banker follows when
appraising an advance proposal. Source: Bedi, H.L.and Hardikar, V.K., 1968, Eighth
Edition, p. 25.
i. Safety: 'Safety first' is the most important principle of good lending. When a
banker lends, he must feel certain that the advance is safe; that is, the money will
definitely come back. For example, if the borrower invests the money in an
unproductive or speculative venture, or if the borrower himself is dishonest, the
advance would be in jeopardy. Similarly, if the borrower suffers losses in his
business due to his incompetence, the recovery of the money may become difficult.
The banker ensures that the money advanced by him goes to the right type of
borrower and is utilized in such a way that it will not only be safe at the time of
lending but will remain so throughout, and after serving a useful purpose in the
trade or industry where it is employed, is repaid with interest.

ii. Liquidity: It is not enough that the money will come back; it is also necessary that
it must come back on demand or in accordance with agreed terms of re-payment.
The borrower must be in a position to repay within a reasonable time after a
demand for repayment is made. This can be possible only if the money is employed
by the borrower for short-term requirements and not locked up in acquiring fixed
assets, or in schemes which take a long time to pay their way. The source of
repayment must also be definite. The reason why bankers attach as much
importance to 'liquidity' as to 'safety' of their funds, is that a bulk of their deposits is
repayable on demand or at short notice.

iii. Purpose: The purpose should be productive so that the money not only remains
safe but also provide a definite source of repayment. The banker must closely
scrutinize the purpose for which the money is required, and ensure, as far as he can,
that the money borrowed for a particular purpose is applied by the borrower
accordingly.

iv. Profitability: Equally important is the principle of 'profitability' in bank advances.

Like other commercial institutions, banks must make profit. They have to pay
interest on deposits received by them. They have to incur expenses on

59
 establishment, rent, stationery, salary, etc. They have to make provision for
depreciation of their fixed assets, and also for any possible bad or doubtful debts.
After meeting all these items of expenditure which enter the running cost of banks,
a reasonable profit must be made; otherwise, it will not be possible to carry
anything to the reserve of pay dividend to the shareholders. It is after considering
all these factors that a bank decides upon its lending rate.

v. Collateral/Security: It has been the practice of banks not to lend as far as possible
except against security. Security can be considered as an insurance. Security may
be generally classified as personal and tangible, as well as primary and collateral.
The banker carefully scrutinizes all the different aspects of an advance before
granting it. At the same time, he provides for an unexpected change in
circumstances which may affect the safety and liquidity of the advance.

vi. Spread: Another important principle of good lending is the diversification of

advances. An element of risk is always present in every advance, however secure it
might appear to be. In fact, the entire banking business is one of taking calculated
risks and a successful banker is an expert in assessing such risks. He is keen on
spreading the risks involved in lending, over a large number of borrowers, over a
large number of industries and areas, and over different type of securities.

vii. National interest: Even when an advance satisfies all the aforesaid principles, it
may still not be suitable. The advance may run counter to national interest. In the
changing concept of banking. factors such as purpose of the advance, viability of
the proposal and national interest are assuming a greater importance than security,
small borrowers, and export-oriented industries.

6.5. Recovery of Advances

In whatever form bank advances are granted, they are repayable on demand or at the expiry
of some fixed period. Like, Bills of Exchange discounted are payable on maturity.
Overdrafts and Cash Credit are legally repayable on demand, although the bank seldom
exercises the right except in circumstances mentioned below. Loans are repayable on the
expiry of the periods for which they are granted. In case the loan is repayable in

60
installments and default occurs in the payment of any installment, the entire loan usually
becomes immediately recoverable at the option of the bank.

Recalling of Advances:
Banks conduct a regular scrutiny of all advances and ensure that timely action is taken in
each case either for the continuance of the facility on the existing terms, or with such
modifications as may be considered necessary, or for the recovery of the amount if it is
decided not to continue the facility. Advances are usually recalled under the following
circumstances:

i. Death of the borrower or the guarantor.

ii. Insolvency of the borrower or the guarantor, orliquidation of the borrowing
company.
iii. Dissolution of the partnership.
iv. Failure to renew the documents sufficiently before the expiry of the period of
limitation. The bank cannot afford to wait till the last day when the period of
limitation expires.
v. Want of satisfactory turnover, or deterioration of the security.
vi. Failure to adhere to the terms and conditions of the sanction in spite of the bank's
repeated requests.
vii. Deterioration of the financial position of the party. If it comes to the notice of the
bank that the party has committed a fraud or has heavily speculated, it will be an
adverse factor and the bank may consider recalling the advance.
viii. Failure to maintain adequate margin in spite of requests to the borrower.
ix. Change in the bank's policy regarding certain types of advances. The bank may at
any time decide to restrict advances against certain commodities because of their
overproduction or the fear of an expected slump.
x. The Central Bank, sometimes directs banks to withdraw or restrict advances against
certain commodities in short supply. In that case the particular accounts will have to
be partially or wholly marked for adjustment, as may be necessary or advisable.
xi. There may also be other reasons for withdrawing the facility i.e. the law and order
situation at a certain place is such that it may be risky to continue the advance there.

61
In the cases stated above, the bank endeavours to recover the advance by making a formal
demand, and thereafter, if necessary, by putting pressure on the borrower or his/her legal
representative, as the case may be, with a threat of legal action. If there is guarantor, he is
also called upon to adjust the account or have it adjusted by the principal. The party may
come round and make a proposal for repayment, may be by installment and request for a
time to implement it. He may agree to offer additional security or a respectable guarantor
of means. The banker should carefully scrutinize the proposal and if he considers that the
debt could be recovered without resorting to litigation, he may agree. Much will, however,
depend on the honesty of purpose of the borrower and his financial position at that time. If
he is already heading towards insolvency, any indulgence shown to him may further
complecate matters for the bank. If the threat of litigation does not have the desired effect,
the bank may consider filing a suit. It must, however, be known that legal proceedings
entile a good deal of delay and expense and the results in the long run may not generally be
satisfactory.

CHAPTER SEVEN
07. CREDIT CONTROL AND ADMINISTRATION

7.1. Risk Rating

A risk rating is a number based on a sliding scale for one (best) to ten (worst) and
PAYDEX (Annex-IV) which reflects the bank's assessment of a degree of risk to the bank
existing in a given credit exposure. By using PAYDEX Score key, the bank measures the
payment performance of the borrower. For example, if the borrower pays his/her
obligation in advance then his/her PAYDEX score can be measured as 90-100 or if the
borrower pays his/her obligation after 90 days and by 180 days then his/her PAYDEX
score is measured as 30. The credit exposure normally measured in terms of a risk rating is
that of a borrower (borrower risk rating), a single credit facility (facility risk rating), or that
of an overall credit relationship (obligor risk rating). To serve bank's objective of being on
top of bank's portfolio quality, risk rating is intended to be adjusted on an on-going basis to
reflect the current risks associated with a particular borrower.

62
a. Borrower risk rating
The borrower risk rating represents an evaluation of the borrower on an unsecured basis,
however if the bank would only lend a particular borrower on a secured basis, the degree
and nature of such protection should be factored into the borroer risk rating. Addionally, to
determine the appropriate borrower risk rating in each case, it is necessary to define the
business characteristics of the borrower in question. The appendix defines the each risk
rating.

b. Facility risk rating

A facility risk rating is a risk rating applicable to a single credit facility. Facility risk rating
for non-criticized credit facility run from 1-7, while facility risk ratings for criticized credit
facilties are graded from 7 (special mention)-9 (sub-standard) and to 10 (doubtful or loss).
An example of a facility risk rating of 1 would be a loan fully cash collateralized by cash
denominated in the same currency and safe kept by the lending unit extending the credit,
whereas a faciltiy risk rating of 2 would be for a loan fully cash collateralized in the same
currency, but the collateral is lodged in another location than where the loan is booked.

A risk rating is a number based on a sliding scale from 1 (best) to 10 (worst) which reflects
the bank's assessment of the degree of risk to the bank existing in a given credit exposure.
Risk rating will be adjusted an on going basis to reflect the current risks associated with a
particular facility. In determination of facility risk rating, it is useful to factor risks into the
one associated with a borrower and those associated with collateral and other factors such
as type of business, economic environment, etc.

c. Description of risk rating categories

i. Exceptional: Exceptional degree of stability, substance and diversity. Strong
fundamental balance sheet with continuous significant cash flow demonstrated
throughout the business or industry cycle. Both size and market position give
obligor unquestioned access to financial markets. Obligation in this category would
typically be rated AAA by the major rating agencies.

ii. Excellent: High degree of stability, substance and diversity. The balance sheet and
operations are slightly more prone to diversity within the business or industry cycle.

63
 Ready access to financial markets. An AA rating would be typical of obligors in
this category.

iii. Strong: Strong market and financial position with history of successful
performance, but more susceptible to economic and market changes. Stability,
substance and diversity are still characteristics, but some exceptions may exist. Has
access to financial market conditions. An A/A- rating would be typically of this
category.

iv. Good: Comfortable asset coverage and cash flow protection, but may be
susceptible to cyclicle changes. More concentration of business risk, by product or
market, may be present. May have limit access to financial markets. An A-/B+
rating would be typical of this obligor.

v. Satisfactory: Assets and cash flow protection are reasonably sound. Risk elements
exist and more likely to be reflected in volatility of earnings and overall
performance. Alternative financing is available, but may be limited to private or
institutional sources. A BBB rating could be used for this category.

vi. Adequate: Acceptable asset protection and cash flow provide reasonable prospect
of orderly payout. Nevertheless, risk elements are sufficiently pronounced to make
future performance and the ability to attract alternative financing uncertain.
Alternative financing may be difficult to source. Financial strength is at a level
generally considered to be minimally acceptable for a new customer.

vii. Marginal: Unfavourable industry or company specific risk factors represent a

concern. Operating performance and financial strength may be marginal, and it is
unlikely that the obligor can attract alternative sources of financing. Considering all
weaknesses and mitigating factors, there is an expectation that conditions will
improve and the risk rating will be upgraded.

viii. Special mention: Potential and emerging weaknesses create unacceptable business
risk. Concern center on the potential for a continuation of unfavourable economic,
market or borrower's specific conditions or trends, which may effect future debt

64
 service capacity. Defects in loan documentation, collateral control and financial
information may also be a factor. Weaknesses are not pronounced and do not
represent an imminent or serious threat to orderly repayment or asset protection.
Nevertheless, greater than normal management attention is warranted to ensure a
continuance of cash flow and asset value protection. Must posses potential for
improvement and upgrading.

ix. Substandard: Loans are inadequately protected by the current sound worth and
paying capacity of the obligor or by any collateral pledged. Loans so classified
must have a well defined weakness or weaknesses that may jeopardize the
liquidation of the debt. They are characterized by the possibility that the bank will
sustain some loss (of principal and/or interest) if the deficiencies are not corrected.

x. Doubtful: Loans have all the weaknesses inherent in those classified as

substandard with the added characteristic that existing facts, conditions and values
make collection or liquidation in full improbable. The extent of the probable loss
cannot be quantified at this time. Although the possibility of loss is significant,
there may be certain important and reasonably specific pending factors include
merger, acquisition, liquidation procedures, capital injection, additional collateral,
new financing sources, and/or additional guarantors. All loans in this category must
be in non-accrual.

xi. Loss: Represents loans or portions of loans which are determined to be

uncollectible. While there may be some long-term salvage of recovery potential.
Prospects are not sufficiently assured to support continuance as a bankable asset.

7.2. Internal Review

During any period of time, the credit officer/manager is in receipt of the financial
statement of the borrower(s) and in the event a material adverse condition has been
determined, and for the timely recognition of problem loan. The credit officer/manager
should immediately classify the loan and justify the risk rating change accordingly. It is the
purpose of the internal review.

65
a. Monthly review:
A credit meeting should be conducted on a monthly basis during which time the credit/loan
officer would have the opportunity to openly discuss with the panel (bank management
that includes General Manager, Deputy General Manager-Credit and Credit Manager) the
risk rating change for borrower(s) whose financial condition, debt servicing capacity and
collateral and/or other factors which would have a negative impact on the
loan/relationship.

b. Quarterly review:
A quarterly review of the entire loan portfolio is mandated. Again the panel consisting of
the General Manager, Deputy General Manager and Credit Manager togather with the
other credit/loan officers would participate in an open quorum to evaluate every
loan/relationship and assign a risk rating associated with each relationship.

During the quarterly review, a 'criticized asset report' for each adversely graded
relationship must be completed with a well-defined action plan and target dates
incorporated to ensure that the borrower(s) comply with the bank's intentions to cure the
problem. Once the portfolio review has been completed and the assignment of a risk rating
for each relationship has been finalized, and based on the input, the loan loss reserve would
be calculated accordingly for the next financial quarter end as per the NRB directive.

c. Annual review:
The purpose of an annual review is to analize each obligor's recent financial performance,
to determine the appropriateness of its existing credit facilities, and to discuss the
recommended Credit Exposure Strategy (CES) and Obligor Risk Rating (ORR) including
any changes thereto. Each credit/loan officer must perform an annual review of their
relationship and must make a determination of CES for each account.

A CES is a reflection of the bank's attitude towards doing business over the foreseeable
future with a borrower, based on the outlook for the obligor's principal business, the bank's
exposure to that industry, the obligor's financial condition and the bank's assessment of
management's performance. Each borrower should be assigned a CES as part of the annual
review process. The categories, CONTINUE, EXTEND, CURTAIL and OUT will be the
standard term used for all relationships.

66
The amendment on CES is to be reported to the higher management.

In addition, the annual review should involve the determination of client's past
performance and the anlysis od the latest financial statements.

d. Subject areas for review:

The following areas are to be considered in the loan review process:

- Loan repayment records

- Uses of borrowed funds
- Financial statements
- Collateral
- Borrower's business
- Trend of industry
- Loan concentrations
- Document review
- Compliance with the terms and conditions as per contract
- Compliance with the bank's loan policy
- Compliance with laws and regulations

7.3. Problem Loans Management

a. problem loans:
Criticized facilities8 as classified in sub-chapter 7.1.c should be recognized by all lending
personnel as those that present the greatest risk of future loss and as such should be given
special attention in all aspects of bank's credit process.

The responsibility for identifying and self-criticizing problem facilities rests with
credit/loan officers. Under no circumtances should the fact that a loan is criticized be
revealed to the borrower or any outside party, including other creditors. Information must
be kept current and special attention must be given to all proposed changes in terms of

8
An internal format or report of loan categorization

67
conditions. It is the responsibility of credit control officers to constantly strive to improve
the bank's position to lessen the chance of worsening conditions leading to a possible loss.

Criticized facilities are categorized into the following four levels of criticism (the last three
of which are described as 'classified'):

- Special mation (risk rating 08)

- Substandard (risk rating 09)
- Doubtful (risk rating 10)
- Loss (risk rating 10)

The documents and collateral of any facility subject to criticism must be carefully
reviewed at the time of criticism, and at least on an annual basis thereafter.

The policy of the bank is to discontinue accrual of interest income on loans where it is
determined that reasonable doubt exists with respect to the timely collectibility of such
interest and/or principal. Such loan should be risk rated 09 at a minimum. It is the
responsibility of the credit officer to make this determination promptly and to place on
non-accrual status loans falling into this category.

The loan is placed on non-accrual if either:

- the loan is maintained on a cash basis because of deterioration in the financial

position of the borrower, or
- payment in full of principal or interest on the loan is not expected, or
- payment in full of interest or principal on the loan is past due 90 days or more, or
- the loan is whole or in part is classified as doubtful.

When any loan or portion thereof, is deemed to be uncollectible, it should be immediately

recommended for charge-off (to be approved by board of directors). Quarterly reviews of
charge-off recommendations will be made on or about the end of each quarter. Under no
circumstances should the fact that all or any portion of a loan that has been charged-off be
revealed to a borrower, nor should the borrower be informed that the loan is on a non-
accrual basis.

68
The following procedures have been designed to monitor problem loans:

- Each credit/loan officer would be proveded a copy of the monthly past due report.
Upon receipt of the report, he/she would immediately determine the cause for the
past due payment by contacting the borrower(s) and establish a definitive time
frame for the borrower to cure the delinquency.
- A 'problem loan checklist' must be completed to determine the cause and the
corrective action plan to cure the problem. The deadline to cure the problem should
be noted on the 'loan management checklist' as a follow up to ensure that the
borrower(s) meet the target dates. A copy of the 'problem loan checklist' and the
'loan management checklist' are to be forwarded to the Credit Manager for control
purpose.
- Each credit/loan officer will be responsible to complete the 'classified/criticized
asset report' for all adversely graded loans (09 or worse) on a quarterly basis.

The 'classified/criticized asset report' should identify the weaknesses and implement an
action plan and contingency plan with specific target dates to cure the problem.

The following are the signs of potential problem:

- Missing payment
- Request for loan renewal
- Adverse financial trend
- Depreciation of collateral value
- Appearance of other creditors and credit inqueries
- Illness or death of the borrower
- Damages of business from fire or natural disaster
- Industry trend facing downward
- etc.

69
b. Workout arrangement:
There a number of arrangements that the bank can bring into use. The choice of a
particular arrangement or a combination of them depends on the nature of each problem
loan.

- Restructuirng by reducing monthly payment, extending maturity, give some grace

period, etc
- Request additional collateral
- Obtaining guarantees
- Advance additional funds that borrower may need more working capital to keep his
business operational
- Encourage the borrower to increase capital
- Provide financial advisory such as how to manage inventories and account
receivables more effectively and how to raise funds in financial market, etc
- Management control that the bank may send its team to participate in the
management of the borrower's business
- Merger with other business entity may help improved the situation.

c. Liquidation:
Liquidation must be sought immediately in case where it is obvious that the borrower is
unwilling to repay the loan or when dishonesty or fraud has been detected. The
deteriorating financial conditions of the borrower to the point of hopelessness may warrant
liquidation action. Liquidation action includes legal actions.

d. Accounting procedure for problem loans:

i. Past due loans (no credit approval is required)
When the loan has been past due for 90 days and more:
Debit - Past due loans
Credit - Loans
ii. Non-accruals (no credit approval is required)
When the loan is placed on non-accruals, the interest being accrued upt to this date
will reversed against interest received for current period (the criteria for placing
loans on non-accrual basis is stipulated in the bank's credit policy guide):
Debit - Interest received – loans

70
 Credit - Interest receivables – loans
iii. Reserved for possible loan losses (credit approval from the board of directors is
required):
iv. Liquidation (credit approval is required)
When the loan is placed on liquidation process:
Debit - Liquidation loans
Credit - Past due loans or
Credit - Loans (in case where the loan is not past due but circumstances warrant
liquidating action)
v. Charge-off (credit approval from the board of directors is required)
Debit - Allowances for loan losses
Credit - Past due loans or
Credit - Liquidation loans
vi. Loan-loss recovery
Debit - Cash
Credit - Allowance for loan losses.

7.4. Internal Control

a. General internal control guidelines:
There should be the clear assignment of responsibilities for carrying out each activity. The
approval authority must be delegated in writing.

There should be at least two persons involved in the processing of each activity. No
transaction should ever be processed by only one person from the beginning to the end.

To prevent possible irregularities, the separation of responsibility for the following

activities are desirable (the application of this guideline is flexible, depending on the
branch organizational structure and the availability of its human resources):

- Loan analysis
- Loan processing and administration
- Appraisal of collateral
- Loan approval
- Loan collection

71
- Loan review

Loan review function must be performed regularly and independently. It is desirable that a
person(s) conducting loan review should not be involved in loanextention process.

Periodic conformation of loan balance by customer is necessary.

Perodic rotation of works among employees to prevent the cover up or irregularities.

Periodic report to the manager and the head office.

b. Reporting:
i. Report to the General Manager and Deputy General Manager-Credit:

Monthly:
Loan Outstanding:
- by borrowers
- by facilities
- by interest rate
- by maturity
- by currency

Quarterly:
Loan review that inclides:
- past due loans
- problem loans and follow ups
- loan risk ratings (upgrading and downgrading)
- loan liquidation, charge off and recovery

Report on new accounts and account closing

Half yearly:
- loan risk rating of entire portfolio.

72
ii. Report to the higher management (board):

Monthly: Report from

- bad debt and bad debt recovery report Account Dept.
- loan summary Account Dept.
Quarterly:
- past due loan Credit Dept.
- classified assets Credit Dept.
- Problem loan watch list Credit Dept.
Half yearly:
- report of advances (businesswise) Credit Dept.
- Report of advances (maturitywise) Credit Dept.
- past due & non-accrual loans Credit Dept.
- Credit report/charge off loans Credit Dept.

CHAPTER EIGHT
08. RISK MANAGEMENT

8.1. Credit Risk Management Policy

Notwithstanding structural changes that have taken place in business line of the banks, the
core business – gatering deposits and extending credit – still represents the heart of
banking. Nevertheless,disintermediation halted this core business, as both deposits and
loans have lost to competing instruments, such as Certificate of Deposits, commercial
Papers, Bonds, Mutual Funds etc. In addition, by separating the origination of credit from
its funding and securitization presents banks with the opportunity to remove credit,
liquidity and interest rate risks embadded in their balance sheets.

Credit risk is the most common cause of bank failures, causing virtually all regulatory
environments to prescribe minimum standards for credit risk management. The basis of
sound credit risk management is the identification of the existing and potential risks
inherent in lending activities. Specific credit risk management measures typically include
three kind of policies like reduce credit risk, asset classification, and loss provisioning.

73
Yes, of course, liquidity risk has also the almost same degree of bank failures. Liquidity
risk management lies at the heart of confidence in the banking system. The importance of
liquidity trascends the individual institution, since a liquidity shortfall at a single institution
can have system-wide repercussions. Banks transform the term of their liabilities to have
different maturities on the asset side of the balance sheet. At the same time, banks must be
able to meet their commitments (such as deposits) at the point at which they come due. The
contractual inflow and outflow of funds will not necessarily be reflected in actual plans and
may vary in different times. A bank may therefore, experience liquidity mismatches,
making its liquidity policies and liquidity risk management in its business strategy.

The assessment of a credit risk management function should consider loans and all other
extensions of credit (on and off balance sheet) to ensure that the following factors are
considered: Source: Greuning, Hennie van and Bratanovic, Sonja Brajovic, 2000, p. 142.

- the level, distribution and severity of classified assets,

- the level and composition of nonaccruing, nonperformaing, renegotiated, rolled
over, and redused rate assets,
- the adequacy of valuation reserves,
- management's ability to administer and collect problem assets,
- undue concentrations of credit,
- the adequacy and effectiveness of, and adherence to, lending policies and credit
administration procedures,
- the adequacy and effectiveness of a bank's process for identifying and monitoring
initial and changing levels of risk, or risk associated with approved credit exposure.

8.2. Credit Portfolio Management

The portfolio risk in turn comprises intrinsic risk and concentration risk. While intrinsic
risk is inhaerent in certian type of lending like credit card etc., the prtfolio risk refers to
risk exposure due to disproportionate concentration of loans to specific industries, sectors,
regions or types. Lenders also take on interest rate and liquidity risks. The symptoms of
liquidity crisis in any bank can be traced to excessive credit risk, manifested in heavy loan
losses.

74
The credit risk of a bank's portfolio depends on two sets of factors – external and internal.
The external factors are the state of the economy, natural calamities, nationwide strike,
Government's policy, business cycles, sector/industry recession etc. The banks can,
however, influence the adverse effects of these factors on their performance (earnings,
NPA and loan losses) through safe and sound lending policies and attitude towards risk
taking (diversified credit portfolio, careful credit analysis, loan syndication, consortium,
etc.).

Managerial philosophy, loan policy – high propensity to assume risk or granting of loans
with high probability of default, loan volume – high ratio of loan to total assets, loan mix,
lax procedures and unsound prevention strategies and unexperienced credit officers are the
internal factors influencing credit risk.

Bank supervisors place considerable importance for formal policies laid down by the board
of directors and diligently implemented by management. This emphasis is most critical
with regard to the bank's lending function which stipulates that a bank must adopt a sound
system for managing credit risk. A lending policy should contain an outline of the scope
and allocation of bank's credit facilities and manner in which a credit portfolio is managed,
i.e. how loans are originated, serviced, supervised and collected. A good lending policy is
not overly restrictive, but allows for the presentation of loans to the board that officers
believe are worthy of consideration but which do not fall within the parameters of written
guidelines. Flexibility must exist to allow for fast reaction and early adaptation to changing
conditions in a banks earning assets mix and market environment.

Consideration that form the basis for sound lending policies include the following:

i. Limit on total outstanding loans: A limit on the total loan portfolio is usually
expressed relative to deposits, capital or total assets. In setting such a limit, factors
such as credit demand, the volatility of deposits and credit risks should be
considered.

ii. Geographic limits: This limits are usually a dilemma. If a bank lacks
understanding of its diverse markets and does not have quality management,
geographic diversification may become a reason for bad loan problems. On the

75
 other hand, the imposition of strict geographical limits can also create problems,
particularly in the case of regions with narrow economies. In any case, a bank's
business market should be clearly delineated and commensurate with its market
knowledge, managerial and staff experience. Bank's officers should be fully aware
of specific geographical limitations for lending purposes, an aspect that is
particularly relevant for new banks.

iii. Credit concentrations: A lending policy should stimulate portfolio diversification

and strike a balance between maximum yield and minimum risk. Concentration
limits usually refer to the maximum permitted exposure to a single client,
connected group and sector of economic activities. This is especially important for
small, regionally oriented or specialized banks. A lending policy should also
require that all concentrations be reviewed and reported on a frequent basis.

iv. Distribution by category: Limitations based on aggregate percentage of total loans

in commercial, real estate, consumer or other credit categories are common.
Policies related to such limitations should allow for deviations that are approved by
the board.

v. Types of loans: A lending policy should specify the types of loans and other credit
instruments that the bank intends to offer to clients and should provide guidelines
for specific loans. Decisions about types of credit instruments should be based on
the expertise of lending officers, the deposit structure of the bank and anticipated
credit demand. Types of credit that have resulted in an abnormal loss should be
controlled by senior management or avoided completely.

vi. Maturities: A lending policy should establish the maximum maturity for each type
of credit and loans should be granted with a realistic repayment schedule. Maturity
scheduling should be determined in relation to the anticipated source of repayment,
the purpose of the loan and the useful life of the collateral.

vii. Loan pricing: Rates of various loan types must be sufficient to cover the costs of
funds, loan supervision, administration (including general overhead) and probable
losses. At the same time, they should provide the reasonable margin of profit. Rates

76
 should be periodically reviewed and adjusted to reflect changes in costs or
competitive factors. Rate differentials may be deliberately maintained either to
encourage some types of borrowers to seek credit elsewhere or to attract a specific
type of borrower. Guidelines for other relevant procedures, such as the
determination of fees on commitments or penalty interest rates are also an element
of pricing policy.

viii. Lending authority: Lending authority is often determined by the size of the bank.
In smaller banks, it is typically centralized. In order to avoid delays in the lending
process, larger banks tend to decentralize according to geographical area, lending
products and types of customer. A lending policy should establish limits for all
lending officers. If policies are clearly established and enforced, individual
limitations may be somewhat higher than would normally be expected, depending
on the officer's experience and tenure with tha bank. Lending limits could also be
based on group authority which would allow a committee to approve larger loans.
Reporting procedures and the frequency of committee meetings should be
specified.

ix. Appraisal process: A lending policy should outline where the responsibility for
appraisala lies and should define formal, standard appraisal procedures, including
reference to reappraisals of renewals or extensions. Acceptable types and limits on
the amount of appraisal should be outlined for each type of credit facility.
Circumtances requiring appraisals by qualified independent appraisers should also
be described. The ratio of the amount of the loan to the appraised value of both the
project and collateral, as well as the method of valuation and differences among
various types of lending instruments should be detailed. A lending policy should
also contain a schedule of downpayment requirements, where applicable.

x. Maximum ratio of loan amount to the market value of pledged securities: A

lending policy should set forth margin requirements for all types of securities that
are accepted as collateral. Margin requirements should be related to the
marketability of securities. A lending policy should also assign responsibility and
establish a timetable for periodic pricing of collateral.

77
xi. Recognition: A bank should recognize a loan, whether original or purchased, in its
balance sheet. This should occur as soon as the bank becomes the party to the
contractual provisions that apply to the loan. A bank should initially carry the loan
at cost.

xii. Impairment: A bank should identify and recognize the impairment of a loan or a
collectively assessed group of loans. This should be done whenever it is neither
probable nor assured that a bank will be able to collect the amounts due according
to the contractual teerms of a loan agreement. Impairment can be recognized by
reducing the carrying amount of the loan to its estimated realizable value through
an allowances or charge-off, or by attributing charges to an income statement
during the period in which the impairment occurs.

xiii. Collections: A lending policy should define deliquent obligations of all types and
specify the appropriate reports to be submitted to the board. These reoprts should
include sufficient detail to allow for the determination of the risk factor, loss
potential and alternative courses of action. The policy should require a follow-up
collection procedure that is systematic and progressively stronger. Guidelines
should be established to ensure that all accounts are presented to and reviewed by
the board.

xiv. Financial informations: The safe extension of credit depends on complete and
accurate information regarding every detail of the borrower's credit standing. A
possible exception to this rule is the case in which a loan was originally approved
with readily marketable collateral to be used as the source of repayment. A lending
policy should define the financial statement requirements for business and
individuals at various borrowing levels and should include appropriate guidelines
for audited, non-audited, interim, cash flow and other statements. It should include
external credit checks required at the time of periodic updates. If the loan maturity
is longer than one year, the policy should require that the bank's officers prepare
financial projections with the horizon equivalent to the loan maturity, to ensure that
the loan can be repaid from cash flow. The assumptions for the projections should
be clearly outlined. All requirements should be defined in such a manner that any
negative credit data would clearly violate the bank's lending policy.

78
Finally, a lending policy should be supplemented with other written guidelines for specific
departments of the bank. Written policies and procedures that are approved and enforced in
various departments should be referenced in a bank's general lending policy. The absence
of written policies, guidelines and procedures is a major dificiency and a sign that a board
of directors is not properly executing its fiduciary responsibilities.

Credit Risk Evaluation:

All extensions of credit must be supported by a complete analysis of the proposed credit. A
comprehensive and accurate appraisal of risk in every credit exposure of the bank is
mandatory. No credit proposal can be put up for approval unless there has been a complete
written analysis.

Objectives:
The objectives of having written documentation of an analytical nature to credit extensions
are:

- to ensure a thorough analysis of all new borrowers.

- to ensure a periodic (at least, once a year) critical review of ongoing borrowing
relationships including all aspects of the credit risk, overall profitability to the
bank and marketing potential.
- to ensure proper and clos evaluation of facility increases and/or significant
modifications in existing credit arrangements.
- to facilitate and systemize the credit approval process by providing permanent
signed record of approval together with the basis for the decision made.

Steps in Analysis:
The credit analyst should follow at least the following five distinct and logical steps to
arrive at conclusions and make appropriate recommendations with regard to a proposed
credit: Source: Credit Policy Guide, NABIL Bank Ltd., p. 41.

i. Historical Analysis:

79
The purpose of the historical analysis is to evaluate the past performance of the
management of the borrowing entity. The analyst determines the major risk factors and
evaluates how these risks have been mitigated in the past. It identifies the factors in the
borrower's present condition and the past performance which foreshadow difficulties, or
indicate likelihood of success, in the ability to repay the requested facility at a future time.
The two major tools for historical analysis are financial analysis and business risk analysis.
The financial analysis is the quantitative toll and the business risk analysis is the
qualitative.

ii. Forecast:
Having analyzed management's past performance, the nature of the risks involved and how
these were mitigated, the analyst should proceed to make a reasonable forecast of the
probable future performance of the entity, whether through cash generated in the future
operations or conversion of assets. The findings of the financial and business risk analysis
will form the basis of forecaast in light of the relevant business environment at present and
during the foreseeable future. While forecasting, the analyst should highlight to what
extent the inherent risks involved in the proposed lending situation are mitigated and
indicates how the unmitigated risks can be covered.

iii. Pricing:
Every credit facility generates some income for the bank in the form of interest earned and
other fees. The funds the bank lends are generally deposited by the depositors or borrowed
from other financial institutions. They, therefore have a cost. The analyst must determine
the Return on Investment (ROI) of a facility to see if it meets the normal standards.

iv. Protection Against Loss:

The analyst must then consider the bank's position in a distress situation. Liquidation
analysis would be carried out to ascertain the bank's ability to recover the outstandings. If
liquidation analysis indicates insufficient cover, the analyst may recommend increase in or
additional collateral.

v. Debt Structure and Control:

The analysis process should conclude with an assessment of the borrower's
creditworthyness. If the analyst feels that the proposed facility may be extended, he/she

80
should give a proposal for structuring the facility, given the borrower's assets and/or
projected cash flow, so that it gives the bank adequate protection against loss and control
of the relationship.

8.3. Loan Loss Provisioning Policy

Classification of assets can provide a basis for determining and adequate level of
provisions for possible loan losses. In determining an adequate reserve, credit history,
collateral and all other significant factors that affect the collectibility of the loan portfolio
should be considered. These include the quality of credit policies and procedures, prior loss
experiences, loan growth, quality and depth of management in the lending area, loan
collection and recovery practices, changes in national and local economic and business
conditions, and general economic trends. The asset value assessments should be performed
systematically, consistently over time, and in conformity with objective criteria. They have
to be supported by adequate documentation.

A loan loss provisioning policy ranges from mandated to discretionary, depending on the
banking system. The loan loss provisioning is treated as business expenses for tax
purposes. The tax considerations should not, however, influence prudent risk management
policies.

In many countries, in particular those with fragile economies, regulators have established
mandatory levels of provisions that are related to asset classification. The mandatory level
of provision is normally determined by certian statistics. In countries, where the legal
framework for debt recovery is highly developed like USA, have demonstrated
approximately 10% of sub-standard assets eventually deteriorate into loss. And, it is
approximately 50% of doubtful and 100% of loss classification. In developing countries,
where the legal frameworks and traditions for debt collection is less effective, provisions in
the range of 20-25% of substandard assets. In Nepal, it is 25% for substandard assets, 50%
for doubtful and 100% for loss assets. Sources: Nepal Rastra Bank, Directive to the banks,
2002; and Hennie van Greuning, Sonja Brajovic Bratanovic, 1999, Page 155.

There are basically two approaches for dealing with loss assets. First is to retain loss assets
on the books until all remedies for collection have been exhausted. In such case, the level
of loss reserve may appear unusually large. The second is that all loss assets be promptly

81
written off against the reserve, i.e. removed from the books. These type of assets are
considered to benon-bankable but not necessarily non-recoverable. By immediately writing
off of loss assets, the level of the reserve will appear smaller in relation to the outstanding
loan portfolio. An analyst must clearly understand whether the bank is aggressively writing
off its losses or is simply providing for them.

The level of necessary loan loss provisions necessarily include the degree of subjectivity.
Management discretion, however, should occur in accordance with established policies and
procedures. The following aspects have to be included in analysis of adequacy of the
overall allowance for losses:

- A survey of the bank's existing provisioning policy and the methodology used to
carry it out. In particular the value attributed to collateral and its legal/operational
enforceability have to be considered.
- An overview of risk grading (asset classification) procedures and the review
process including the time allotted for review.
- Any current factors that are likely to cause losses associated with a bank's portfolio
and that differ from the historical experience of loss. These may include changes in
a bank's economic and business conditions or in its clients, external factors, or
alterations of bank procedures since the last review.
- A trend analysis over a longer period of time, which serves to highlight any
increases in overdue loans and the impact of such increases.
- An opinion of the adequacy of the current policy and, on the basis of the loans
reviewed, extrapolation of additional provisions necessary to bring the bank's total
loan-loss provisions to a level in line with International Accounting Standard (IAS).

8.4. Non-performaing Loan Portfolio

Non-performaing assets are those not generating income. Loans are normally considered to
be non-performaing when principal or interest on them is due and left unpaid 90 days or
more (this period may vary by jurisdiction). It is an international stardard. The introduction
of asset classification that entails provisioning requirements is costly to the banking sector.
The delinquency period for non-performing assets is therefore typically introduced at 180
days and then tightened to 90 days after a period of time.

82
The non-performing loan portfolio is an indication of the quality of the total portfolio and
ultimately of a bank's lending decisions. Another such indicator is the bank's collection
ratio.

Table 8.1: Loan Porfolio Statistics

Credit Risk Period 1 Period 2 Period 3 Period 4 Current Remarks
Period
Overdue loan percentage of
total loans
Bad debt percentage of total
loans
Value of loan loss provision
percentage of total loans
Loans to private sector as
percentage of total loans
Loans to individuals as
percentage of total loans
Loans to public sector as
percentage of total loans
20 largest borrowers as
percentage of total loans
20 largest borrowers as
percentage of total off-balance-
sheet items
20 largest borrowers as
percentage of net interest
income
20 largest borrowers as
percentage of total assets
20 largest borrowers as
percentage of qualifying capital

Source: Greuning, Hennie van and Bratanovic, Sonja Brajovic, 2000, p. 138 and reporting
forms of different Nepalese Banks.

When assessed within the context of non-performing loans, the aggregate level of
provisions indicates the capacity of a bank to effectively accommodate credit risk. The
analysis of a non-performing loan portfolio should cover a number of aspects, like:

- Aging of past due loans, including principal and interest, by more than 30, 90, 180
and 360 days. These classifications can be broken down by type of customer and

83
 branch of economic activity to determine overall trends and whether or not all
customers are affected equally.
- Reasons for the deterioration of the loan portfolio quality, which can help identify
possible measures that can be undertaken by the bank to reverse a given trend.
- A list of non-performing loans, including all relevant details should be assessed on
a case to case basis to determine if the situation is reversible, exactly that can be
done to improve repayment capacity, and whether or not work out and collection
plans have been used.
- Provision level should be considered to determine the bank's capacity to withstand
loan defaults.
- The impact of profit and loss account should be considered to determine exactly
how the bank would be affected by the deterioration of asset quality.

There are so many reasons that can explain deteriorating loan portfolio quality. It is
unavoidable that banks make mistakes in judgement. However, for most failed banks, the
real problems are systematic in nature and rooted in the bank's credit culture. There are a
number of reasons that can explain deteriorating loan portfolio quality. The following
kinds of problems that indicate distortion in a bank's credit culture.

i. Self-dealing: An over extension of credit to directors and large shareholders, or to

their interests, while compromizing sound credit principles under process from
interested parties. Self dealing has been the key issue in a significant number of
problem situations.

ii. Compromize of credit principles: Arises when loans that have undue risk or are
rare extended under unsatisfactory terms are granted with full knowledge of the
violation of sound credit principles. The reasons for the compromize typically
include self-dealing, anxiety over income, competitive pressures in the bank's key
markets, or personal conflicts of interest.

iii. Anxiety over income: A situation in which concern over earnings outweighs the
soundness of lending decisions, underscored by the hope that risk will not
materialize or lead to loans with unsatisfactory repayment terms. This is a relatively

84
 frequent problem since a loan portfolio is usually a bank's key revenue producing
asset.

iv. Incomplete credit information: Complete credit information is the only

reasonably accurate method of determining a borrower's financial capacity. The
existense of such information as a basis for extending credit should be made clear
in the bank's credit files and should include adequate financial statements. The
purpose of borrowing, the intended plan and source of repayment, progress and
supervision reports, inspections, and minutes of loan conferences should also be
specified.

v. Complacency: This is a frequent cause of bad loan decisions. Complacency is

typically manifested in a lack of adequate supervision of old, familiar borrowers,
dependence on oral information rather than reliable and complete financial data,
and an optimistic interpretation of known credit weaknesses because of survival in
distressed situations in the past. In addition, banks may ignore warning signs
regarding the borrower, economy, region, industry or other relevant factors or fail
to enforce repayment agreements like by failing to initiate prompt legal action.

vi. Lack of supervision: Ineffective survision invariably results in a lack of

knowledge about the borrower's affairs over the lifetime of the loan. Consequently,
initially sound loans may develop problems and losses because of a lack of
effective supervision.

vii. Technical incompetence: This inclides a lack of technical ability among credit
officers to analyze financial statements and obtain and evaluate pertinent credit
information.

viii. Poor selection of risks: It involves the following:

- The extension of loans with initially sound financial risk to a level beyond
the reasonable payment capacity of the borrower. This is a frequent problem
in unstable economies with volatile interest rates.

85
 - Loans to establish businesses in situation where the bank financed share of
required capital is large relative to the equity investment of the owners.
Loans for real estate transactions with narrow equity ownership also fall into
this category.
- Loans based on the expectation of successful completion of a business
transaction rather than on the borrower's creditworthyness, and loans made
for the speculative purchase of securities or goods.
- Loans to companies operating in economically distressed areas or industries.
- Loans made because of benefits such as the control of large balances on
deposit in a bank rather than on sound net worth or collateral.
- Loans predicated on collateral of problematic liquidation value or collateral
loans that lack adequate security margins.

The presence of above mentioned problems are in Nepalese banking system. But, however,
point ii, iv, vi, and viii are the most prominent problems in the Nepalese banking system.

Solution: Non Performing Loans

Non Performing Loans (NPLs) remain an acute headache for every national regulator
because the problem is tough to be sorted out. The government’s role looks to be
unavoidable to stop the surging NPLs. However, there are two sides of the coin; its
intervention could either end up with bad loan reduction or finish up with no achievement
at all with persisting flow component (flow component means new lending to state owned
enterprises made by banks to reduce its impaired loan ratio). To manage NPLs, it is
necessary to assess two main methods normally undertaken by governments (debt
cancellation and debt transfer to Asset Management Companies) to deal with NPLs.

Debt cancellation

Obviously, the wrong decisions make enterprises unable to repay their principal or even
interest with the government indirectly “making its own goal”. The consequence here is the
lending institutions are left out with huge burden of bad debts to deal with. This can reduce
the loan loss provision and balance sheet, and profit and loss account statement of the bank
may have shown the good picture but not reality. For example, the exception of Bulgaria,
none of the transition economies (eastern European economy) have cancelled any of the
inherited debt. The most frequent explanation for the absence of this policy has been its

86
creation of a credibility problem: if the government is willing to cancel debt once, then the
state enterprises and banks may believe that the government will be willing to do the same
in the future as well. Interestingly, in Nepal also, there are two big state owned commercial
banks, however, still they are not in the process of debt cancellation whereas most of their
big clients are also governmental enterprises. On the banks though, debt cancellation
means their asset side gets a deficit and thus, they must be provided with some kind of
financial assistance by the government.

Asset Management Company

In the recently announced government budget, there is a provision of establishing an Asset

Management Company (AMC). Setting up Asset Management Company (AMC) has been
employed to tackle the bad debt problem in the commercial banking system or in the other
financial systems. The main aim of AMC are either expediting corporate restructuring or
disposing of assets acquired/transferred to the government or to the private sector.

There are two methods used to balance the asset/liability of parent banks, or to put it in
another way, to get the resulting hole on the bank’s balance sheet filled.

• To reduce the liability side, the parent banks transfer some lending from the central
bank to the AMC. This method take both bad assets (NPLs) and liabilities (Central
Bank lending) and hence the bank downsizes.

• To increase the asset side, the parent banks buy some bonds issued by AMC.

The transfer of NPLs from parent banks to AMC involves an exchange at the face value of
the loans; thus, the parent banks get compensated fully for all transferred loans. The
desirability of transferring debt to an AMC has been the subject of considerable policy
discussions and also has been cited by many economists as an element of best practice in
the response to the surge of NPLs. However, some researches conducted on the issue of
efficiency of AMC show that it can be effectively used only for narrowly defined purposes
of resolving insolvent and highly distressed financial institutions and selling off their
assets.

The AMC may have the bad performance like the above mentioned government owned
Nepali banks, NBL and RBB. There are at least three reasons for bad performance of
AMC.

87
First, the AMC will be under control of the government authorities such as Ministry of
Finance, Central Bank or special committee who will be in charge of dealing with NPLs.
With the overlapping directions from government and “behind the curtain” problems
(corruption), the AMC can not take their own and the right decisions. Second, transferring
bad debt from parent banks to AMC does not mean that all information is transferred.
Parent banks with long standing records of borrowers can easily find out the potential
trouble borrowers and therefore take actions accordingly. This advantage of parent banks
cannot be transferred to AMC. Moreover, the relationship also fosters collusive behavior
and inhibits competition. Third, the size of the capital market in Nepal is still small, there
will be very less investors to invest on NPLs.

After going through the literature of the experiences of other countries, some of the
recommendation we deem necessary to put up here for Nepal , which is also suffering from
the growing trend of NPLs, are as follows:

• To reduce the loss of information problem, not only old bad loans should be
transferred to the AMC, as has been the current practice, but all of the borrower's
banking business should be transferred to the AMC so that AMC could get
adequate information. This will evade the problem associated with asymmetric
information.

• To encourage the collection of revenues and to punish nonperformance and

corruption, a penalty-incentive scheme must be designed.

• To broaden and deepen the capital market, the government should allow foreign
investors enter to the market and such policies would enhance the performance
among AMC themselves due to competition.

8.5. Credit Portfolio Quality Review

A loan portfolio reflects a bank's market position and demand, its business and risk
strategy and its credit extension capabilities. When feasible, the loan portfolio review
should normally include a random sampling of loans so that approximately 70% of the
total loan amount and 30% of the number of loans covered. It should also consider at least
75% of the total loan amount and 50% of the number of all foreign currency loans and of
all loans with maturities greater than one year. Additionally, a detailed credit portfolio

88
review should include the following: Source: Greuning, Hennie van and Bratanovic, Sonja
Brajovic 2000, p. 132.

- all loans to borrowers with aggregate exposure larger than 5% of the bank's capital
- all loans to shareholders and connected parties
- all loans for which the interest or repayment terms have been rescheduled or
otherwise altered since the granting of the loan
- all loans for which cash payment of interest and/or principal is more than 30 days
past due, including those for which interest has been capitalized or rolled over
- all loans classified as substandard, doubtful, or loss.

In each of these cases, a loan review should consider documentation in the borrower's file
and involve a discussion of the borrower's business, near-term prospects and credit history
with the responsible credit officer. For each of the loans reviewed, a summary file should
be made showing the following:

- borrower's name and line of business

- use of proceeds
- date of credit granted
- loan maturity date, amount, currency, and pricing
- principal source of repayment
- the nature and value of collateral/security
- total outstanding liabilities, including loan principal and interest due and all other
real and contingent liabilities, in cases where the bank is absorbing the credit risk
- delinquency or non-performance, if any
- description of monitoring activities undertaken for the loan
- financial information including current financial statements and other pertinent
information
- specific provisions that are required and available

When the total amount due exceeds 5% of a bank's capital, the analysis should also
consider the borrower's business plans for the future and the potential consequences for
debt service capacity and principal repayment.

89
Interbank deposits is also the most important categary of assets for which a bank obsorbs
the credit risk.It may account for a significant percentage of a bank's balance sheet,
particularly in countries that lack convertibility but allow their citizens and economic
agentss to maintain foreign currency deposits.

Interbank deposits can be treated just like any other credit risk exposures from the point of
view of a credit risk management.

The transactions that incur credit exposure like off-balance sheet commitments should also
be reviewed. The adequacy of credit risk analysis procedures should be made as an
assessment and the supervision and administration of off-balance-sheet credit instruments,
such as letter of credits and guarantees. An off-balance-sheet portfolio review should be
carried out with the same principles and in a manner similar to a loan portfolio review.

A good picture of a bank's business profile and business priorities can usually be provided
by an analysis of the aggregate loan portfolio and its characteristics as well as the type of
credit risk that the bank is ready to take. The analysis should include the below mentioned
points:

- a summary of the major loan types, including details of the number of customers,
average maturity, and the average interest rate earned
- distribution of the loan portfolio, including various perspectives on the number of
loans and total amounts, for example, according to currency, short-term (less
thanone year) and long-term (more than one year) maturities, industrial and/or other
pertinent economic sectors, state owned and private borrowers, and corporate and
retail lending
- loans with government or other guarantees
- loans by risk classification
- non-performing loans

For a comprehensive assessment of the portfolio of characteristics of the aggregate loan

portfolio, an analyst can use various tools including to whom, what and for how long the
bank has lent. This profiles highlights the target customer segments that pose an acceptable

90
risk to a bank. The figure also traces the shift of target customer profiles from public sector
enterprises toward the private sector.

A bank can lend out its various products in response to market demand. Changes in a
bank's target customers apparently affect the distribution of its lending products. Changes
in maturity structure may be influenced by shifts in customers and lending products, as
well as by a bank's risk factors and macroeconomic trends.

CHAPTER NINE
09. CORRECTIVE MEASURES

For the effective and sound operations of Nepalese banking system now onwards, the
following banking related authorities have to play the vital role as mentioned below for
further strengthening the banking industry in future:

9.1. Supervision from the Central Bank

Every banking system in every country has at least one regulatory and supervisory
authority. But, the specific responsibility of each authority are different in different
countries. It is usually a consequence of traditions and of the legal and economic
environment of a particular country. Sometimes, regulatory and supervisory authorities are
politically motivated. In most of the countries, the regulatory and supervisory authority for
the banking sector is assigned to the central bank. The responsibilities of such an entity
usually include the following:

- issuance and withdrawal of banking licenses on an exclusive basis

- issuance and enforcement of prudential regulations and standards
- the authority to prescribe and obtain periodic reports i.e. establish prudential
reporting as a precondition for off-site surveillance and to perform on-site
inspections
- assessment of fines and penalties and the initiation of emergency actions, including
cease and desist orders, management removal and suspension orders and the
imposition of conservatorship
- closure and/or liquidation of banks

91
A supervisory authority have to have appropriate enforcement power and an adequate
degree of autonomy in order to be effective.

A New Philosophy of Bank Supervision:

The Reserve Bank of New Zealand provides a leading example of a regulatory
environment that reflects the new philosophy of banking supervision. In the words of its
Governor:

For effective banking supervision, the Base Committee on Bank Supervision has identified
certain pre-conditions and set certain standards. If more than one supervisory authority
exists, they must operate within a consistent and coordinated framework in order to avoid
regulatory and supervisory arbitrage, where distictions between banking business and other
deposit taking entities are not clear. Supervisory authority should have adequate resources
including the staffing, funding and technology needed to meet established objectives,
provided on terms that do not undermine the autonomy, integrity and independence of the
supervisory agencies.

'A further concern we have with on-site examination or the off-site collection of detailed
private information on banks, at least in the New Zealand context, is the risk that these
approaches can blur the lines of responsibility for the management of banks. If the banking
supervisor has responsibility for regular on-site examinations, it presumably follows that
the supervisor also have responsibility for encouraging or requiring to bank to modify its
risk positions or make other adjustments to its balance sheet where the supervisor has
concerns in relation to the bank's risk profile. This has the potential to erode the incentives
for the directors and management of banks to take ultimate responsibility for the
management of banking risks, effectively passing some of this responsibility to the
banking supervisor. It also has the potential to create public perceptions that the
responsibility for the banking risks is effectively shared between a bank's directors and the
banking supervisors. In turn, this makes it very difficult indeed for a government to eschew
responsibility for recuing a bank in difficult ............ I acknowledge that any system of
banking supervision creates a risk for the taxpayer in the event that a bank gets into
difficulty. However, in order to minimize these risks, the Reserve Bank of New Zealand

92
prefers to keep the spotlight clearly focused on the directors and management of a bank,
rather than risk a further blurring of their accountability.'
D.T. Brash, Reserve Bank of New Zealand, 1997
Source: Greuning,Hennie van and Bratanovic, Sonja Brajovic 2000, p. 36.

9.2. Organizational Structure

A bank has to properly organize its set-up for an efficient handling of its business,
particularly the lending operations. The traditional security oriented approach is giving
away to the scientific purpose oriented and need based approach in suitable cases. A proper
organizational set-up in a banking institution from the top level at which important
financial and policy decisions are taken, down to the level at which these decisions are
implemented is, therefore, of vital importance.

Board of Directors
Chairman
Executive/Managing Director
General Manager
Joint/Deputy/Assistant General Managers
Zonal/Regional Managers
Branch Managers
Other Officers

Table 9.1: Powers of Senior Officers to Sanction Advances to Any One Party:
Type of Advances Chairman Executive/ General Joint/Dy/ Reginal/
Managing Manager Asst.Gen. Branch
Director Managers Mangers
Cash Credit/Overdraft

Export/Import Credit

Other Working Capital Loan

Long-Term Project Loan

Hire Purchase Loan

Bills Purchase and Discount

Letter of Credit Facility Limit

Bank Guarantee Limit

93
9.3. Internal Supervisory Committee:
As per the banking law, the board of directors is the ultimate responsible body of every
bank. It is answerable to depositors and shareholders for the safeguarding of their interest
through the lawful, informed, efficient, and able administration of the institution. The
members of the board delegate the day to day management of bank business to officers and
employees, but cannot abdicate responsibility for the consequences of unsound or
imprudent policies and practices concerning lending, investing, protecting against internal
fraud or any other banking activities.

The role of the Board:

The bank's board of directors is ultimately responsible for the conduct of the bank's affairs.
The board controls the bank's direction and determines how the bank will go about its
business. The board hires management and establishes the policies under which it will
operate. The board may delegate day to day operations to management, but remains
accountable for making sure that these operations are carried out in compliance with
applicable laws and regulations and are consistent with safe and sound banking practices.
The board monitors the bank's operations and makes sure its management can meet the
challenges presented as the bank grows, its operations become more complex and its goals
change.

Responsibilities of the Board:

A bank's board of directors should be strong, independent and actively involved in its
affairs. The bank directors and the executive management both must adhere to high ethical
standards and be fit and proper to serve. However, the bank's directors will not be
necessarily experts on banking, they should have the skills, knowledge and experience to
enable them to perform their duties effectively.

The most important responsibility of the board is to ensure that the management team has
the necessary skills, knowledge, experience and sense of judgement to manage the bank's
affairs in a sound and responsible manner.

94
Table 9.2: Board of Directors/Supervisory Board:

Name Representative of Representative of Qualifications Experience Responsi-bilities

general Promoters
shareholders

Responsibilities: administration, corporate banking, international division, domestic

treasury, retail banking, internal control, finance and accounting, credit and marketing,
bank operations systems, information systems, branch management.

Responsibility of Management:
The soundness financial performance of a banking system depends on the board of
directors and on the senior management team. The nature of a bank's risk profile and the
adequacy of the systems for identifying, monitoring and managing the profile reflect the
quality of both the management team and the directors' oversight of the bank.

The board and management need to support each other as each has its own distinct role and
responsibilities to fulfill. The Chief Executive Office (CEO) and management team
members should run the bank's day to day activities in compliance with board policies,
laws, regulations and should be supported by sound system of internal control.

For managing the risk, the management's responsibilities are:

- Develop and recommend strategic plan and risk management policies for board
approval
- Implement strategic plans and policies after approval by the board
- Ensure development of mannuals of policies, procedures and standard for the bank's
key functions and risks

95
- Ensure the implementation of controls that enforce adherence to establish risk
limits
- Ensure immediate reporting of non-compliance to management
- Ensure that the internal auditors review and assess the adequacy of controls and
compliance with limits and procedures
- Develop and implement management reporting systems that adequately reflect
business risks.

The importance of Bank Management:

It is important to recognize that bank stockholders suffer losses on their investments, and
senior bank management is almost always replaced, regardless of the resolution technique
used.
(Kelley, E.W., 1991; Greuning, Hennie van, Bratanovic, Sonja Brajovic, 2000, p. 46)

Table 9.3: Executive Management/Management Board:

Name Qualifications Experience Responsibilities

Responsibilities: administration, corporate banking, international division, domestic

treasury, retail banking, internal control, finance and accounting, credit and marketing,
bank operations systems, information systems, branch management.

9.4. Internal and External Auditors

Responsibilities of Internal Auditors:
The function of internal audit is an integral part of the audit committee's overall
responsibilities as the audit committee is headed by one of the members of board of
directors. The duties of internal auditors are to review annual finanacial statements prior to

96
their submission to the board of directors and to ensure the appropriate accounting policies
and practices are used in the development of financial statements. It also considers
compliance with regulatory and legislative requirements, identify all significant
discrepencies and disclosure problems.

Internal Auditors, therefore have a very important contribution to make in the risk
management process. The monitoring the institution's financial risk profile and review of
management procedures are the risk management responsibilities.

Role of External Auditors:

External Auditor's primary objectives are to enable to express an opinion on whether the
bank's financial statements fairly reflect its financial condition and to state the results of
the bank's operations for a given period.

External Auditors have traditionally looked for fraud and mismanagement in the lending
function. External Auditors, as an integral part of the risk-management partnership, have a
specific role to fulfill.

CHAPTER TEN
10. CONCLUSIONS:

Credit Appraisal and Credit Risk Management in the Nepalese Banking - A Case Study is
the title of this thesis. The banking industry in Nepal is still behind from the point of view
of appropriate preparation of credit appraisal and managing credit risk. It is one of the
reasons of the increasing trend of non-performing assets. The main problems are described
in the introduction part of this thesis.

On the basis of my own observations gained through practical experience and on the basis
of the consultation of the relevant literature, the under-noted points are recommended for
implementation to make streamline the credit appraisal and credit risk management system
in the banks in Nepal:

i. Credit Analyst should be qualified and knowledgeable in preparing credit appraisal

note and in managing credit risk.

97
ii. Credit Analyst should be independent in every bank and financial institution to put
their observations regarding the borrower and business in credit appraisal note.
iii. Credit Analyst should be always as described in Ten Commandments in chapter 6
sub-chapter 6.1.
iv. Top management team/approval authority should be aware about credit risk.
v. The Central Bank has to monitor and control the banks and financial institutions
with the same degree to all on the basis of country's economic situation and
government policy on the banking.
vi. Inspection of Inspection Department of Central Bank should not be only the duty of
inspecting and presenting the report/observation to the management, but action
oriented.
vii. Auditors, basically, the Chartered Accountants should also be controlled by the
authority as they are the main manipulator of financial condition of every entity.
vii. Government should create the investment opportunities for the banks as they have
huge surplus liquidity since the long time back.
viii. Legal documentations between the banks/financial institutions and borrowers
should be uniformity within the banking industry, as in Nepal, there are so many
type of documents have been used in same sector. It is not the practical matter.
ix. Legal Advisor of the bank should have the practical experience in company law and
banking law of the country.

The major cause of serious banking problems continues to be directly related to lax credit
standards for borrowers and counterparties, poor portfolio risk management, or a lack of
attention to changes in economic or other circumstances that can lead to a deterioration in
the credit standing of a bank's counterparties.

Banks need to manage the credit risk inherent in the entire portfolio as well as the risk in
individual credit. Banks should also consider the relationships between credit risk and
other risks like liquidity risk, operational risk, market risk, foreign exchange risk. The
effective management of credit risk is a critical component of a comprehensive approach to
risk management and essential to the long-term success of any banking organization. For
most banks, loans are the largest and most obvious source of credit risk. However, other
sources of credit risk exist throughout the activities of a bank like acceptances, interbank
transactions, trade financing foreign exchange transactions.

98
As set out by the Basel Committee, the areas of sound practices on credit risk management
are: (i) establishing an appropriate credit risk environment (ii) operating under a sound
credit granting process (iii) maintaining an appropriate credit administration, measurement
and monitoring process and (iv) ensuring adequate controls over credit risk. Although,
specific credit risk management practices may differ among banks depending upon the
nature and complexity of their credit activities. A comprehensive credit risk management
program addresses the above four areas. This practices should also be applied in
conjunction with sound practices related to the assessment of asset quality, the adequacy of
provisions and reserves and the disclosure of credit risk. (Basel Committee Publication No.
54, July, 1999).

REFERENCES:

01. Bedi, H. L., Hardikar, V. K.: Practical Banking Advances, Eighth Edition, Institute
of Banking Studies, New Delhi and UBS Publishers' Distributors Ltd., 5 Ansari
Road, New Delhi – 110 002.
02. Brigham, Eugene F., Daves, Phillip R.: Intermediate Financial Management,
Eighth Edition, Thomson, South-Western.
03. Beattie, Vivien A., Casson, Peter D., Dale, Richard S., McKenzie, George W.,
Sutcliffe, Charles M.S., Turner, Michael J.: Banks and Bad Debts: Accounting for
Loan Losses in International Banking, John Wiley & Sons, 1995
04. Baye, Michael R., Jansen, Dennis W.: Money, Banking and Financial Markets – An
Economic Approach, A.I.T.B.S. Publishers and Distributors, D-2/15, Krishna
Nagar, New Delhi – 110 051, 1996.
05. Caouette, John B., Altman, Edward I., Narayanan, Poul : Managing Credit Risk:
The Next Great Financial Challenge, John Wiley & Sons, Oct, 1998, ISBN:
0471111899
06. Collett, Nicholas, Schell, Charles: Corporate Credit Analysis, 2nd Edition,
Euromoney Books, 1996
07. Day, Alistair: Elements of Finance and Leasing, 1st Edition, Financial World
Publishing, 2000
08. Duffie, Darrell, Singheton, Kenneth J.: Credit Risk – Pricing, Management, and
Measurement, Princeton University Press, February 2003

99
09. Dahal, Sarita, Dahal, Bhuvan: A Hand Book to Banking, Authors themselves,
Kathmandu, 2056 Baishakh B.S.
10. Graham, Alastair: Corporate Credit Analysis, AMA publication, a division of
American Management Associations, 1601 Broadway, New York, NY 10019,
ISBN: 0-8144-0536-3
11. Golin, Jonathon: The Bank Credit Analysis Handbook: A guide for Analysts,
Bankers and Investors, John Wiley & Sons Inc.
12. Greuning, Hennie van, Bratanovic, Sonja Brajovic: Analyzing Banking Risk – A
Framework for Assessing Corporate Governance and Financial Risk Management,
The International Bank for Reconstruction and Development/The World Bank,
1818 H.Street, N.W., Washington, D,C. 20433, 1999
13. Gopalakrishnan, P.: Inventory and Working Capital Management Hand-Book,
Macmillan India Ltd., 2/10 Ansari Road, Daryaganj, New Delhi – 110 002.
14. Greenbaum, Stuart I., Thakor, Anjan V.: Contemporary Financial Intermediation,
The Dryden Press, Harcourt Brace College Publishers, 6277 Sea Harbor Drive,
Orlando, FL 32887-6777, USA.
15. Hedges, Roy: Managing Credit: How to Manage the Basic Skills of Credit Control,
How To Books, August, 1997, ISBN: 1857033736
16. Higgins, Robert C.: Analysis for Financial Management (Irwin/McGraw-Hill
Series in Finance, Insurance and Real Estate), 5th Edition, Rechard d Irwin, August,
1997
17. Keown, Arthur J., Martin, John D., Petty, J. William, Scott, David F. Jr.: Financial
Management – Principles and Applications, 9th Edition (reprint), 2002 – Prentice-
Hall of India P. Ltd, New Delhi – 110 001, India.
18. Lando, David: Credit Risk Modeling: Theory and Applications, Princeton
University Press, 2003, ISBN: 0-691-08929-9
19. Mishkin, Frederic S., Eakins, Stanley G.: Financial Market and Institutions,
Second Edition, Addison-Wesley, an imprint of Addition Wesley Longman.
20. Nijssen, Edwin J., Frembach, Ruud T.: Creating Customer Value Through
Strategic Marketing Planning – A Management Approach, Kluwer Academic
Publishers, 3300 AA Dordrecht, The Netherlands, 2001.
21. Ojha, Gorakhraj, Ojha, Bhojraj: Monetary Policy and Theory, Taleju Prakashan,
2052 B.S.

100
 22. Pandey, I. M.: Financial Management, Eighth Edition, Vikas Publishing House
Pvt. Ltd., 576 Masjid Road, Jungpura, New Delhi – 110 014.
23. Peers, Rabin, Hawkins, Rechard: Asset Based Working Capital Finance, 1st
Edition, Financial World Publishing, 2000
24. Reserve Bank of India, Bankers Training College, Veer Savarkar Marg, Dadar,
Mumbai – 400 028, India: Programme of Credit Appraisal and Monitoring, 1998.
25. Saunders, Anthoney, Comett, Marcia Millon: Financial Institutions Management,
4th Edition
26. Smithson, Charles: Credit Portfolio Management, 1st Edition, John Wiley & Sons
2003
27. Schaeffer, Hal: Essential of Cash Flow, D & H Credit Services Inc., 8 Pepperday
Avenue Port Washington, NY 11050
28. Schaeffer, Hal: Financial Customer Service: A Guide to Making Smarter Business
Decisions, John Wiley & Sons Inc., 1999
29. Smith, Clifford W., Jr.: The Modern Theory of Corporate Finance, Second Edition,
McGraw-Hill Book Co., Singapore.
30. Tannan, M. L.: Banking Law and Practice in India, 18th Edition, Reprint 1996,
India Law House, New Delhi

BULLETINS & PERIODICALS:

01. Bruce F. Henderson, Craig McAllister: An Overview of the Banking Environment

in Nepal, Part I and II, A Workshop on Managing Non-Performing Assets,
November 12, 2003, Hotel Soaltee Crown Plaza, Kathmandu. The Authors are the
CEOs of Rastriya Banijya Bank and Nepal Bank Ltd. respectively.
02. Credit Policy Guides: NABIL Bank Ltd., Kathmandu, Nepal and Nepal CSI
Development Bank Ltd., Kathmandu, Nepal
03. Finance India, Volume IX, No. 2 June 1995, ISSN 0970-3772
04. Mandira Dali - "The evolution of commercial banking system in Nepal." Nepal
Bank Ltd., Patrika, Ashwin 2037 B.S.).
05. Nepal Rastra Bank, Central Office, Non-Bank Regulation Department, Baluwatar,
Kathmandu, Nepal: Non-Bank Financial Statistics, Mid July 2002, No. 5

101
 06. Nepal Rastra Bank, Central Office, Banking Operations Department, Policy,
Planning, Statistics and Banking Promotion Division, Statistics Unit, Baluwatar,
Kathmandu, Nepal: Banking and Financial Statistics, Mid Jan 2000, No. 36
07. Nepal Rastra Bank, Central Office, Research Department, Baluwatar, Kathmandu,
Nepal: Quarterly Economic Bulletin, Mid April 2002, No. 3, Volume XXXVI
08. Nepal Rastra Bank, Central Office, Research Department, Baluwatar, Kathmandu,
Nepal: Quarterly Economic Bulletin, Mid January 2002, No. 1 & 2, Volume
XXXVI
09. Nepal Rastra Bank, Central Office, Bank and Non-Bank Operations Department,
Baluwatar, Kathmandu, Nepal: Directive to Development Banks, 2003
10. Nepal Rastra Bank, Research Department, Statistics Division, Macroeconomics
Indicators of Nepal, December, 2003
11. Nepal Rastra Bank, Central Office, Research Department, Baluwatar, Kathmandu,
Nepal: Quarterly Economic Bulletin, Mid April 2003, No. 3, Volume XXXVII
12. New Business Age, Volume 2, Number 12, November 2000
13. New Business Age, August, 2004

FINANCIAL STATEMENTS:

01. Bank of Kathmandu Ltd., Kathmandu, Nepal, Year 2000/2001 & 2001/2002
02. Malika Development Bank Ltd., Diaper, Nepal, Year 1999/2000, 2000/2001 &
2001/2002
03. NABIL Bank Ltd, Kathmandu, Nepal, Year 2000/2001 & 2001/2002
04. Nepal CSI Development Bank Ltd., Kathmandu, Nepal, Year 2000/2001 &
2001/2002
05. Nepal Development Bank Ltd., Kathmandu, Nepal, Year 2000/2001 & 2001/2002
06. Nepal Merchant Banking & Finance Ltd., Kathmandu, Nepal, Year 2000/2001 &
2001/2002
07. Nepal Sri Lanka Merchant Bank Ltd., Kathmandu, Nepal, Year 2000/2001 &
2001/2002
08. Nepal Bank Ltd., Kathmandu, Nepal, 2000/2001 & 2001/2002
09. Rastriya Banijya Bank, Kathmandu, Nepal, Year 2001/2002 and 2002/2003
10. Standard Chartered Bank Nepal Ltd., Kathmandu, Nepal, Year 2000/2001 &
2001/2002

102
 11. Union Finance Ltd., Kathmandu, Nepal. Year 2000/2001 & 2001/2002

REFERENCE CREDIT APPRAISALS:

01. Bank of Kathmandu Ltd.

02. Kumara Bank Ltd.
03. Himalayan Bank Ltd.
04. NABIL Bank Ltd.
05. Nepal CSI Development Bank Ltd.
06. Nepal Bank of Ceylon Ltd.

OTHERS SOURCES:

01. The Basel Committee on Banking Supervision's Second Consultative Package on

the New Basel Capital Accord, RSP 2001-08, May 31, 2003
02. Principles for Management of Credit Risk (Basel Committee Publications No.54)
03. The Journal of Risk Finance, Volume 2, No. 3, page 35-61
04. www.nrb.org
05. www.commbank.com
06. www.bis.org/bcbs/index.htm
07. www.europa.eu.int
08. www.gdrc.org/icm/grameenbank.html
09. www.bettrmanagement.com/library.aspx?LibraryID=9051

103
Annex-I

Major Indicators of Banks as of Mid January 2000

Unit 1994 1995 1996 1997 1998 1999 2000
July July July July July July Jan
Gross Domestic Rs. in Million 199272 219175 248913 280513 296547 334723 296547
Products
Number of In Unit 438 444 469 484 493 511 513
Bank Branches
Population per Rs. in 42.2 41.6 39.4 38.1 37.4 36.1 36
Bank Branches Thousand
Total Deposits: Rs. in Million 52328 61194 71401 81703 102598 127202 138634
-Current 9794 11630 13246 12820 16310 17710 18222
-Savings 17461 22766 25890 29697 36885 50154 57478
-Fixed 23263 24510 29397 35941 45594 54847 57768
-Others 1810 2288 2868 3245 3809 4491 5196
Total Credit Rs. in Million 27347 38779 50891 58378 68618 81759 91053
Total Rs. in Million 14822 9634 8585 8569 10857 14252 16003
Investment
Total Produc. Rs. in Million 12282 19424 27167 29616 35644 43005 50697
Sector Credit
Total Priority Rs. in Million 2130 2797 3683 4676 5893 7183 8030
Sector Credit
Credit to Govt. Rs. in Million 766 703 1489 1451 1214 1749 1799
Enterprises
Average Rs. in Million 120 138 152 169 208 249 270
Deposit/ Branch
Per Capita Rs. in Unit 2834 3315 3867 4425 5557 6890 7509
Deposits
Average Credit Rs. in Million 62 87 109 121 139 160 178
Per Branch
Per Capita Rs. in Unit 1481 2101 2757 3162 3717 4429 4932
Credit
Deposit Growth In Percentage 19.5 16.9 16.7 14.4 25.6 24.0 7.2
Credit Growth In Percentage 42.1 41.8 31.2 14.7 17.5 19.2 3.7
Investment In Percentage 9.0 -35 -10.9 -0.2 26.7 31.3 15.3
Growth
Time Deposit In Percentage 19.4 16.1 16.9 18.7 25.7 27.3 6.5
Growth
Produc. Sector In Percentage 21.3 58.2 39.9 9.0 20.4 20.6 5.3
Credit Growth
Paid up Capital Rs. in Million 2544 3103 3561 4461 4956 6077 6109
& Reserve Fund

104
Source: Banking and Financial Statistics, Number 36, Mid January 2000, page 1.

All the data taken at the middle of the month of English calender, because the Nepali
months (B.S. as an official calender) are ended at the middle of every English month.

The datas show that changes in rate of incresing and decresing which enable us to
understand the trend of banking industry in Nepal. For example: deposit and credit
amounts are continuously increasing trend.

105
Annex-II

Structure of Interest Rates. Percentage Per Annum

The trend of interest rate is continuously decreasing in every year in both the deposits and
lending. Due to the maoist problem, the major problem in the country for investment and
huge legal incoming remittances from the abroad, the liquidity surplus is high in the
financial market. So, the banks are pressurized to decrease their interest rates.
Mid-July 2000 2001 2002 2003
Nepal Rastra Bank
Bank Rate 7.5 7.5 5.5 5.5
Refinance Rate 6.5 6.5-7.5 2.0-4.5 2.0-4.5
Government Securities
Treasury Bills* 91 days 5.3 4.94 3.78 2.98
N. Saving Certificate 8.5-13.25 8.5-13.25 8.5-13.25 7.0-13.0
Development Bonds 3.0-10.5 3.0-10.5 3.0-8.0 3.0-8.0
Interbank Rate 4.16 4.50 4.22 3.62
Commercial Banks Rates
Deposits
Savings Deposits 4.0-6.5 3.0-6.5 2.5-6.25 2.5-6.0
Time Deposits:
1 month - - 2.0-4.5 -
3 months 4.0-6.0 2.5-6.0 2.5-5.5 2.0-5.0
6 months 5.0-6.75 3.5-8.75 2.5-6.0 2.5-6.0
1 year 6.0-7.75 4.5-7.75 3.5-7.0 3.0-7.0
2 years and above 5.75-8.5 4.25-8.5 3.25-8.0 3.25-7.5
Lending Rates
Industry 10.5-15.5 7.0-15.0 7.0-14.0 8.5-14.0
Agriculture 12.0-14.5 12.5-14.5 12.0-14.0 4.0-14.5
Export Bills 7.5-15.0 7.0-16.0 6.5-12.0 4.0-12.5
Commercial Loans 9.0-16.5 7.0-16.0 7.0-16.0 7.5-16.0
Overdraft 10.0-18.0 10.0-18.0 11.0-17.0 7.0-17.0
Cash Reserve Ratio-CRR
With NRB ** 7.0 7.0 6.0 6.0
Cash in Vault 3.0 3.0 3.0 2.0
* Weighted Average Discout Rate
** Average

Source: Macroeconomic Indicators of Nepal, December, 2003, page 5.

106
Annex-III

1. ABC Bank Ltd. (a joint venture bank), Kathmandu, Nepal.

Part 1

a. Name of the bank or branch

b. Date of completion of preparation
c. Name of the borrower(s) and registered address and constitution and address
d. Borrower's obligor or loan account number
e. Date of sanction and expiry/next review date
f. Main contact person and contact address with telephone no.

Part 2

a. Credit facility for the unit and total group limit

b. Type of credit facility and amount in each facility
c. Pricing (interest rates and commission rates)
d. Margin rate (in cash or in fixed collateral)
e. Personal and/or corpaorate guarantees
f. Detail of collateral securities
g. Detail of security documents
h. Repayment schedule
i. List of required legal documentations

Part 3

a. Background of the promoters with their involvement of business activities and

networth
b. Details of facilities provided for the other group units
c. Details of facilities of group units enjoying from other banks or financial
institutions
d. Estimated income from the unit during the next year with calculation
Part 4

107
a. Details of the company and promoters with registration date and capital.
b. Management team with their backgroud (academic qualification and experience)
and second line management.
c. Examination of credibility of the promoters
d. Project/company detail with projected investment from equity and debt.
e. Type of required debt.
f. Deatil calculation of investment from promoters and from the banks and/or
financial institutions.
g. Appraisal with justification of requested type of debt with calculation, individually.

Part 5

a. Supply risk analysis from the supplier (raw materials and finished goods).
b. Demand risk analysis from the market (finished goods).
c. Production risk analysis with machinery, human resources and available of other
utilities.
d. Collection risk analysis as the goods are sold in credit.
e. Future relationship analysis with the borrower.

Part 6

a. Strengths of the company, products, promoters, financials, management, market

etc.
b. Weaknesses of the company, products, promoters, financials, management, market
etc.

Part 7

a. Recommendation of the proposal with summarized justification.

Part 8

a. Financial analysis with sales, profit margin.

b. Ratio analysis.

108
c. Cash flow analysis.
d. Sensitivity analysis.

Part 9

a. Family chart with business involvement.

b. Detail networth of the borrower

109
Annex-IV

PAYDEX Score:

Payment summary highlights a company's payment performance as reported to the

concerned banks.

PAYDEX Score gives branches an instant overview of how a borrower pay its obligations
and help branches dertermine how quickly they are like to pay.

The following key to help to determine the meaning of score:

Paydex Payments
100 Anticipate/Advance
90 Rebate/Advance
80 Prompt
70 Slow to 15 days
60 Slow to 30 days
50 Slow to 60 days
40 Slow to 90 days
30 Slow to 180 days
20 Slow to 265 days
Under Poor

110