Improving asset quality set to lift future bank profits
ASSET QUALITY Section INTRODUCTION Asset quality is one of the most critical areas in determining the overall condition of a bank. The primary factor affecting overall asset quality is the quality of the loan portfolio and the credit administration program. Loans typically comprise a majority of a bank's assets and carry the greatest amount of. ASSET QUALITY Section 3.
While India keeps developing its financial systems with initiatives like Digital India and has remained stable asaet, the concern of rising levels of non-performing assets NPAs still persists. RBI in a recent financial stability report FSR report highlighted that financial institutions struggle to maintain their asset quality. There has been a significant deterioration during Sep to Mar in the banking stability indicator BSI as a result of poor asset quality.
The BSI takes into account five factors namely:. Another report by BSI released in Dec stated that the banking uqality faces a continuous and increased risk as impfove outcome of lower profitability, liquidity and asset quality. It is believed that asseet most depressing times are yet to be encountered. A latest financial stability report FSR of prepared after a macro test observed that how to improve asset quality in banks gross NPA level in scheduled commercial banks as on Mar was what are some good online strategy games to be 9.
This percentage may surge further to RBI believes and warns that in a severe stress situation, quite a handsome number of banks will suffer from a credit shock, which will banjs affect their profitability. In such an alarming situation, financial institutions must focus on the following 3 factors to control and manage their asset quality:.
There must be significant efforts in improving the credit flow. Why should this trend bnaks rather than decrease? Because, better credit flow will mean lesser rate of interest on borrowings, ease of getting loans and loose credit requests.
There must be defined limits for exposure to large borrowers. More such strict arrangements are required. The reason behind increasing NPAs in Indian banks and credit societies can be linked to poor discipline and management decisions. Methods like prompt corrective action PCA must be adopted in t financial systems to ensure credit discipline is practised at all levels. The need to promote a robust banking system is essential.
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February 15, By sesame Banking Software. The BSI takes into account five factors namely: Another report by BSI released in Dec stated that the banking sector faces a continuous and increased risk as an outcome of lower profitability, liquidity hanks asset quality. In such an alarming situation, financial institutions must focus on the following 3 factors to ro and manage their asset quality: 1. How to improve asset quality in banks Flow There must be significant efforts in improving the credit flow.
Credit Discipline The reason behind increasing NPAs in Indian banks and credit societies can be linked to poor discipline and management decisions. Leave a Reply Cancel reply.
Setting operating targets for improvement
Jul 22, †Ј With the enactment of СInsolvency and Bankruptcy Code (IBC)Т, the recovery environment is expected to improve leading to improvement in asset quality of banks. An ordinance to amend section 35A of the Banking Regulation Act, was recently promulgated in May enabling RBI for directing banks to resolve specific stressed assets by initiating insolvency resolution process . NEW DELHI: Expressing concerns over the deteriorating asset quality of banks, industry body CII has suggested a 5-point action plan to deal with the rising non- performing assets (NPAs). The measures, submitted recently to the Finance Ministry and the Reserve Bank, include revamping the corporate debt restructuring (CDR) mechanism; creating a special resolution mechanism for the . Jun 18, †Ј As the asset quality improves, banks are setting aside less allowance for potential defaults. Improved asset quality means fewer charge-offs and higher profits for banks.
Continued inefficiency at a bank might be robbing important efforts of the resources banks need to be fully successful. But a focus on cutting costs alone is not a formula for long-term success. Other basic cost-cutting techniques include consolidating vendors and benchmarking costs against comparable services in the market. Banking Performance. Why efficiency matters for bank operations.
As with any business, banks must be vigilant about spending wisely. Today, however, the banking industry faces a new combination of circumstances that are giving special impetus to the need for efficiency.
Changes in customer preferences and expectations, new competition, and new technologies are transforming the nature of banking. The business of banking is morphing toward a digital- and technology-based model while retaining important aspects of the traditional person-to-person business model.
To remain competitive, banks need to invest in technology, marketing, automation, and self-service capabilities, and also must optimize their legacy investments in branches and traditional systems.
All of these changes are occurring in an industry environment that is experiencing narrowing margins, slow deposit growth, and the potential of an economic downturn. Becoming more efficient in everything they do is an important strategic objective for banks, and most banks already put forth significant effort to improve their costs after the last recession.
Setting operating targets for improvement. Six strategies for improving efficiencies of banking operations. So how can a bank move toward such outcomes? Across-the-board budget cuts inevitably are a recipe for disaster.
Such cuts typically are more than is needed in areas that already are productive and are not enough for the most inefficient areas. The most successful efficiency initiatives follow a more analytic approach that reflects the specific circumstances facing each line of business and support function.
Business realignment. Channel optimization. Channel optimization should not be about branches alone, as contact centers, online and mobile banking, ATMs, and relationship managers also are important channels for customers. Again, there is no one-size-fits-all approach.
Some banks assertively promote electronic account openings, remote deposit capture via smart devices, and accounts that are designed to be virtually paperless. Other banks Ч often those with large commercial customers Ч pursue a fundamentally different approach, focusing on personal service with a relationship manager and support team assigned to each qualifying account.
The high-value business generated by this approach can more than offset the added costs. Process costs. Staff productivity. Many institutions also find success in redefining job roles, using more flexible work arrangements, providing mobility for off-site work, and outsourcing more specialized activities. Technology and automation The role of technology in banking has been mentioned several times already, but because of its broad, enterprisewide impact, the use of technology and automation also merits individual attention as part of the overall efficiency improvement effort.
The overarching goal is threefold: 1 to have applications that allow customers to make transactions or obtain information on a self-service basis without requiring employee efforts; 2 to use technology to reduce the time employees spend on finding information; and 3 to use automated business rules and decision models to move work more quickly and efficiently through processes.
For example, automated workflow processing gives managers greater visibility into the activities being performed, allowing them to monitor work queues, identify bottlenecks or problems, and reallocate work to respond to changing conditions. One increasingly important practice is to convert all hard-copy documents into electronic images as early as possible in a transaction or process instead of as a final document storage step after the transaction. Electronic documents can move from step to step with minimal delay and virtually no added cost.
In many instances, of course, using electronic signatures, signature pads, and online processes can eliminate paper altogether Ч thus taking one more step out of the process. Vendor relationships. Instilling a culture that values efficiency. This requires a visible commitment from top management to balance value and cost, reduce unnecessary expenditures, and implement metrics and accountability that encourage individual attention to efficiency improvement and profitability. Ultimately, organizational success and improved bank profitability require more than just efficiency.
A successful bank must be able to provide customers with value and service at a competitive price with costs that still generate an acceptable return. Banking Performance Insights.
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