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Credit Risk Monitoring:Concepts, Objectives and Guidelines

Introduction

Credit/Loan constitutes the major revenue earning asset of a bank

Banks lend mostly depositors’ money

Credit/ Loanable Funds having cost implications and repayment obligations to the depositors have to be managed efficiently with minimum possible credit (default) risk.

Moreover, credit culture is undergoing rapid change due to

- Globalisation - Disintermediation- Liberalisation - Competition- Consolidation

Incidence of Credit Risk may be higher unless adequately cared and monitored.

Credit Risk

Credit Risk is the possibility that a borrower or counterparty will fail to meet obligations.

Credit risk arises from the bank’s dealings with or lending to the corporates, individual and other banks or financial institutions.

To minimise losses, banks should have comprehensive credit risk management policies

and procedures

Credit Risk Management

To select Good Credit Risk

CRM – Steps

- Risk Identification

- Risk Assessment

- Risk Grading

- Risk Pricing

- Risk Monitoring

Risk Identification

Risk Factors internal to Banks and Financial Institutions. Risk Factors on Account of Borrowing Parties

Internal Risk Factors - Risk in Planning- Risk in Execution/Implementation- Marketing Risks- Financial Risks- Managerial Risks

External Risk Factors- Input/Utility Availability- Govt. Policies - Natural Calamities - Technological Obsolescence - Political Situations

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Preferred Organisational Structure & Responsibilities

Preferred Organisational Structure

Credit Administration(May report separately

to MD/CEO)

Credit Approval(includes regional credit

centres if applicable)

Monitoring / Recovery( includes regional recovery

centres if applicable)

Head of Credit Risk Management(CRM)

Relationship Management /Marketing (RM)

Business Development

Head of Corporate /Commercial Banking

Other Direct Reports(Internal Audit, etc.)

Managing Director / CEO

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Procedural Guidelines

Approval Process Credit ApplicationRecommended By RM / Marketing

Zonal Credit Officer (ZCO)

Head of Credit (HOC) & Head of Corporate Banking (HOCB)

Managing Director

Executive Committee/Board

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Credit Administration- Disbursement- Custodial Duties- Compliance Requirements

Credit Monitoring To minimise credit losses, monitoring procedures and systems should be in place that provide an early indication of the deteriorating financial health of a borrower. At a minimum, systems should be in place to report the following exceptions to relevant executives in CRM and RM team:

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  Past due principal or interest payments, past due trade bills, account excesses, and breach of loan

covenants;

Loan terms and conditions are monitored, financial statements are received on a regular basis, and any covenant breaches or exceptions are referred to CRM and the RM team for timely follow-up.

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  Timely corrective action is taken to address findings of any internal, external or regulator inspection/audit.

All borrower relationships/loan facilities are reviewed and approved through the submission of a Credit Application at least annually.  

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Early Alert Process

An Early Alert Account is one that has risks or potential weaknesses of a material nature requiring monitoring, supervision, or close attention by management.

Short Name and Number Eightused in CRG Categories

GRADING SHORT NAME

NUMBER

Superior SUP 1

Good GD 2

Acceptable ACCPT 3

Marginal/Watchlist MG/WL 4

Special Mention SM 5

Sub Standard SS 6

Doubtful DF 7

Bad & Loss BL 8

Sup-1: Fully Cash covered, Govt./ Int. Bank Guarantee

GD-2: Strong Repayment Capacity

Accpt-3: Consistent Earnings, Cash Flow and Good Track Record

MG/WL-4: Greater attention required – Above Average Risk.

SM-5: Potential Weaknesses – Close attention required.

SS-6: Weak Fin. Condition

DF-7: Repayment Unlikely

BL-8: No progress in repayment/ on the verge of wind-up

Ref: Reg. Def. on Grading of CL. AccountsA. Objective CriteriaB. Qualitative Judgement

How to Compute CRG

Step-I: Identify all the Principal Risk Components

Financial Risk: Probability of failure to meet obligation due to fin. distress

- High Leverage- Poor Liquidity- Low Profitability- Insufficient Cash Flow

Business/ Industry Risk: Adverse Ind. situation/ unfav. business condition to impact repayment

Management Risk: Probability of Default due to poor managerial ability

Security Risk: Probability of Default due to poor quality of security

Relationship Risk: Risk areas in terms of Borrower/ Dep. relationship

Step-II: Distribution of Weightage to Risk Components

Risk Components Weight* FR --- 50%* B/IR --- 18%* MR --- 12%* SR --- 10%* RR --- 10%

Step-III: Credit Risk Components and Key Parameters

CREDIT RISK

Financial Risk Management

Risk Business/

Industry RiskRelationship

RiskSecurity Risk

Leverage

Liquidity

Profitability

Coverage

Experience

Succession

Team Work

Business Outlook

Size of Business

Industry Growth

Market Competition

Barriers to Business

Account Conduct

Utilization of Limit

Compliance of Covenants/ Condition

Personal Deposits

Security Coverage

Collateral Coverage

Support

Age of Business

Step-IV: Assigning Weight to Key Parameters

FR 50%*Lev. 15%*Liq. 15%*Prof. 15%*Cov. 5%

B/IR 18%*SB 5%*AB 3%*BO 3%*IG 3%*MC 2%*EB 2%

Step-IV: Assigning Weight to Key Parameters

MR 12%*Exp. 5%*Succ. 4%*TW. 3%

SR 10%*Sec. Cov. 5%*Coll. Cov. 3%*Support 2%

RR 10%*AC 5%*UL 2%*CC 2%*PD 1%

Step-V: Input Data to arrive at Score

Manually MS Excel based – steps followed

Step-VI: Arrive at CRG based on total Score

Number RG/Short Name Score

1 SUP 100% (cash covered Govt./ Int. Bank Guarantee

2 GD 85+

3 ACCPT 75-84

4 MG/WL 65-74

5 SM 55-64

6 SS 45-54

7 DF 35-44

8 BL <35

CRG Process

Applicable for all exposures (other than consumerand SE and short term Agri and Micro-Credit Not Applicable for SUP. Grade Applicable for New or Renewal Cases

* RM to collect Inf. as per Data Collection Checklist (App-A)- Documents/Items required for CRG

• Required – Obtained- Pending Item Checklist

RM to fill up Limit Utilisation form (App-B) For assessing realistic earning status

Risk Factors to be evaluated and weighted on the basis of - Up to date & reliable data- Complete objectivity

[CRG Score Sheet App-C]* Criteria* Weight* Parameter* Score* Actual Parameter* Score Obtained* RISK GRADE

CRG to be originated by RM & then an ongoing process- CRG Form (App-D) to follow for Risk Grading in case of existing concerns.

All Credit proposals (New/Renewal) to accompany Data Collection Checklist (DCC) Limit Utilisation Form (LUF) CRG Score Sheet CRG Form

Credit officer to pass on the approved CRG Form to Credit Admn. Dept. and Corp. Banking Unit for MIS

record.

Subsequent Revision of CRG by appropriate approving authority.

Early Warning Signals (EWS)

EWS indicate-- risks or potential weakness of an exposure- demanding close attention by management

In the absence of EWS,- likely of repayment prospects- probability of downgrading to classified assets

Hence, Early Identification, Prompt Reporting of credit signs and Proactive Management of Early Alert

Accounts (EAA)

Credit Risk Grading Form (App. D) as Additional Caution

Irrespective of Credit Score, Identified EAAs to have the following symptoms:

* MG/WL – 4: Loan overdue – 60 days & above Frequent security value or shortfall in DP

* SM – 5: Loan overdue – 90 days & above Major doc. deficiency exit Claim lodged against borrower

Exceptions to Credit Risk Grading

Downgrading/ Classifying an account by Head, CRM during inspection/ portfolio review

Upgrading to be justified by Recommending Officer - Upon complete removal of the reasons for Downgrade.

Marginal/ Special Mention/ Unacceptable, Cr. Risk may be accepted if addl. collateral exists.

- Exceptionally approved

Indep. Assessment of CRG of an Account may be done by Head/ CRM or Internal Auditor

Bank may exercise option to continue with own CRG if equivalent or stricter.

Credit Risk Grading Review

CRG to be periodically updated after lending

Review Frequencies

RG RF (at least)SUP Annually

GD -Do-

ACCPT -Do-

MG/WL HY

SM Q

SS Q

DF Q

BL Q

CRM:Policy Guidelines

Organizational Structure and Procedures

INTRODUCTION:

Credit risk is an essential factor that needs to be managed. Credit risk is the possibility that a borrower or counter party will fail to meet its obligations in accordance with agreed terms. Credit risk, therefore, arises from the bank’s dealings with or lending to corporates, individuals, and other banks or financial institutions. Credit risk management needs to be a robust process that enables banks to proactively manage loan portfolios in order to minimize losses and earn an acceptable level of return for shareholders.

Credit Policy Guidelines

1. Lending Guidelines

2. Credit Assessment & Risk Grading

3. Approval Authority

4. Segregation of Duties

5. Internal Audit

Preferred Organizational Structure & Responsibilities

Procedural Guidelines

Approval Process

Credit Administration

Credit Monitoring

Credit Recovery

Policy Guidelines

The guidelines contained herein outline general principles that are designed to govern the implementation of more detailed lending procedures and risk grading systems within individual banks.

Lending GuidelinesAll banks should have established Credit Policies (“Lending Guidelines”) that clearly outline the senior management’s view of business development priorities and the terms and conditions that should be adhered to in order for loans to be approved. The Lending Guidelines should be updated at least annually to reflect changes in the economic outlook and the evolution of the bank’s loan portfolio, and be distributed to all lending/marketing officers. The Lending Guidelines should be approved by the Managing Director/CEO & Board of Directors of the bank based on the endorsement of the bank’s Head of Credit Risk Management and the Head of Corporate/Commercial Banking.

Industry and Business Segment Focus

The Lending Guidelines should clearly identify the business/industry sectors that should constitute the majority of the bank’s loan portfolio. For each sector, a clear indication of the bank’s appetite for growth should be indicated (as an example, Textiles: Grow, Cement: Maintain, Construction: Shrink). This will provide necessary direction to the bank’s marketing staff.

Types of Loan FacilitiesThe type of loans that are permitted should be clearly indicated, such as Working Capital, Trade Finance, Term Loan, etc.

Single Borrower /Group Limits/SyndicationDetails of the bank’s Single Borrower/Group limits should be included as per Bangladesh Bank guidelines. Banks may wish to establish more conservative criteria in this regard.

Industry and Business Segment Focus

The Lending Guidelines should clearly identify the business/industry sectors that should constitute the majority of the bank’s loan portfolio. For each sector, a clear indication of the bank’s appetite for growth should be indicated (as an example, Textiles: Grow, Cement: Maintain, Construction: Shrink). This will provide necessary direction to the bank’s marketing staff.

Lending CapsBanks should establish a specific industry sector exposure cap to avoid over concentration in any

one industry sector.

Discouraged Business TypesBanks should outline industries or lending activities that are discouraged. As a minimum, the following should be discouraged:

Military Equipment/Weapons Finance

Highly Leveraged Transactions

Finance of Speculative Investments

Logging, Mineral Extraction/Mining, or other activity that is Ethically or Environmentally Sensitive

Lending to companies listed on CIB black list or known defaulters

Counter parties in countries subject to UN sanctions

Share Lending

Taking an Equity Stake in Borrowers

Lending to Holding Companies

Bridge Loans relying on equity/debt issuance as a source of repayment.

Facility Parameters

Facility parameters (e.g., maximum size, maximum tenor, and covenant and security requirements) should be clearly stated. As a minimum, the following parameters should be adopted:

Banks should not grant facilities where the bank’s security

position is inferior to that of any other financial institution.

Assets pledged as security should be properly insured.

Valuations of property taken as security should be performed prior to loans being granted. A recognized 3rd party professional valuation firm should be appointed to conduct valuations.

Cross Border Risk

Risk associated with cross border lending. Borrowers of a particular country may be unable or unwilling to fulfill principle and/or interest obligations. Distinguished from ordinary credit risk because the difficulty arises from a political event, such as suspension of external payment

• Synonymous with political & sovereign risk

• Third world debt crisis For example, export documents negotiated for countries like Nigeria.

Credit Assessment & Risk Grading Credit AssessmentA thorough credit and risk assessment should be conducted prior to the granting of loans, and at least annually thereafter for all facilities. The results of this assessment should be presented in a Credit Application that originates from the relationship manager/account officer (“RM”), and is approved by Credit Risk Management (CRM). The RM should be the owner of the customer relationship, and must be held responsible to ensure the accuracy of the entire credit application submitted for approval. RMs must be familiar with the bank’s Lending Guidelines and should conduct due diligence on new borrowers, principals, and guarantors.

It is essential that RMs know their customers and conduct due diligence on new borrowers, principals, and guarantors to ensure such parties are in fact who they represent themselves to be. All banks should have established Know Your Customer (KYC) and Money Laundering guidelines which should be adhered to at all times. Credit Applications should summaries the results of the RMs risk assessment and include, as a minimum, the following details: -         Amount and type of loan(s) proposed.-         Purpose of loans.-         Loan Structure (Tenor, Covenants, Repayment Schedule, Interest)-         Security Arrangements

In addition, the following risk areas should be addressed: -      Borrower Analysis -         Industry Analysis -         Supplier/Buyer Analysis -         Historical Financial Analysis. -         Projected Financial Performance. -         Account Conduct. -         Adherence to Lending Guidelines. -         Mitigating Factors. -         Loan Structure. -         Security. -         Name Lending.

Risk Grading: New Manual, CRGM has been introduced. Approval Authority The authority to sanction/approve loans must be clearly delegated to senior credit executives by the Managing Director/CEO & Board based on the executive’s knowledge and experience. Approval authority should be delegated to individual executives and not to committees to ensure accountability in the approval process. The following guidelines should apply in the approval/sanctioning of loans:

Credit approval authority must be delegated in writing from the MD/CEO & Board (as appropriate), acknowledged by recipients, and records of all delegation retained in CRM.  Delegated approval authorities must be reviewed annually by MD/CEO/Board. The credit approval function should be separate from the marketing/relationship management (RM) function.   The role of Credit Committee may be restricted to only

review of proposals i.e. recommendations or review of bank’s loan portfolios.

  Approvals must be evidenced in writing, or by electronic signature. Approval records must be kept on file with the Credit Applications.

      All credit risks must be authorized by executives within the authority limit delegated to them by the MD/CEO. The “pooling” or combining of authority limits should not be permitted.

        Credit approval should be centralised within the CRM function. Regional credit centres may be established, however, all large loans must be approved by the Head of Credit and Risk Management or Managing Director/CEO/Board or delegated Head Office credit executive.

      The aggregate exposure to any borrower or borrowing group must be used to determine the approval authority required.

       Any credit proposal that does not comply with Lending Guidelines, regardless of amount, should be referred to Head Office for Approval

        MD/Head of Credit Risk Management must approve and monitor any cross-border exposure risk.

      Any breaches of lending authority should be reported to MD/CEO, Head of Internal Control, and Head of CRM.

      It is essential that executives charged with approving loans have relevant training and experience to carry out their responsibilities effectively. As a minimum, approving executives should have:

- At least 5 years experience working in corporate/commercial banking as a relationship manager or account executive.

-       Training and experience in financial statement, cash flow and risk analysis.

-       A thorough working knowledge of Accounting.

-       A good understanding of the local industry/market dynamics.

Successfully completed an assessment test demonstrating adequate knowledge of the following areas:  Introduction of accrual accounting. Industry / Business Risk Analysis Borrowing Causes Financial reporting and full disclosure Financial Statement Analysis The Asset Conversion/Trade Cycle Cash Flow Analysis Projections Loan Structure and Documentation Loan Management.

Segregation of Duties

Banks should aim to segregate the following lending functions: -   Credit Approval/Risk Management-    Relationship Management/Marketing-    Credit Administration

Banks should have a segregated internal audit/control department charged with conducting audits of all departments. Audits should be carried out annually, and should ensure compliance with regulatory guidelines, internal procedures, Lending Guidelines and Bangladesh Bank requirements.

Internal Audit

PREFERRED ORGANISATIONAL STRUCTURE & RESPONSIBILITIES

 The appropriate organisational structure must be in place to support the adoption of the policies detailed in Section 1 of these guidelines. The key feature is the segregation of the Marketing/Relationship Management function from Approval/Risk Management/Administration functions.

 

Credit approval should be centralised within the CRM function. Regional credit centers may be established, however, all applications must be approved by the Head of Credit and Risk Management or Managing Director/CEO/Board or delegated Head Office credit executive.

Preferred Organisational StructureThe following chart represents the preferred management structure:

C re d it A d m in is tra tion(M ay report separately

to M D/CEO )

C re d it A p pro va l(include s region al credit

centres if app licable )

M o n ito rin g / R e co ve ry( includes regional recovery

centre s if app licable )

H e a d o f C re d it R isk M a na g em e nt(C R M )

R e la tio nsh ip M an a ge m e n t /M a rke tin g (R M )

B u s ine ss D e ve lo pm e nt

H e ad o f C o rp o ra te /C o m m e rc ia l B a n k ing

O th e r D ire c t R e p o rts(In te rn a l A u d it, e tc .)

M a n a g in g D ire c to r / C E O

Key Responsibilities

The key responsibilities of the above functions are as follows.  Credit Risk Management (CRM)Credit AdministrationRelationship Management/Marketing (RM)Internal Audit/Control

PROCEDURAL GUIDELINES The main procedures that are needed to ensure compliance with the policies:  

Approval Process The following diagram illustrates the preferred approval process:

Credit ApplicationRecommended By RM / Marketing

Zonal Credit Officer(ZCO)

Head of Credit (HOC) & Head of Corporate Banking (HOCB)

Managing Director

Executive Committee/Board

- Credit Administration-     Credit Monitoring-     Credit Recovery

Thank You All

Thank You All