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Effective Management of NPLs and Impaired Financing
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Effective Management of NPLs and Impaired Financing
  • Overview
  • Objectives & Outline
  • Methodology
  • Participant Profile
  • Trainer
  • Overview
    PROGRAMME DETAILS

    DATE

    20 – 21 February 2019

    TIME

    9:00 AM – 5:00 PM

    VENUE

    Asian Banking School
    16
    AICB
    CPD HOURS
    Credit decisions are invariably made to ensure that the approved loans can and will be repaid on time or as scheduled and agreed. However, in practice, loans can and will sometimes turn impaired in the form of potential or actual delinquency. In more serious cases, these loans can turn non-performing with limited or costly recovery prospects.

    This programme will discuss a variety of circumstances affecting the Borrower due to both internal and external factors. Topics on detecting and monitoring the adverse changes affecting the financial health as well as credit-worthiness of Borrowers and potential credit losses can be mitigated, if appropriate actions are taken in the early stages.
    LEARNING LEVEL
    Intermediate
    PROGRAMME FEE

    AICB MEMBER

    MYR

    2,200

    / PAX

    NON-MEMBER

    MYR

    2,700

    / PAX

  • Objectives & Outline
    LEARNING OBJECTIVES
    By the end of the programme, participants will be able to:
    • Understand what is meant by distressed loan assets and its potent impact
    • Identify the various stages of business and financial turnaround 
    • Proactively identify and mitigate potential risk issues when negotiating with financially distressed Borrowers
    • Recognise the pitfalls to avoid during negotiations or work-outs 
    • Develop an Early Alert Report System that anticipates potential distressed loan assets
    • Demonstrate a structured approach to interpret, integrate and synthesise the right information towards an optimal credit or business decision on the non-performing loans

    PROGRAMME OUTLINE
    Overview of Distressed Loan Assets and Non-Performing Loans (NPLs)
    • Financial consequences of credit impairment, loan losses and write-offs
    • Financial and non-financial warning signals

    Risk-Reward Considerations by Banks
    • Types of risks
    • Sources of revenue 
    • Trade-offs between risks and rewards 

    Stages of Business Crisis

    Stages of Business Turnaround from Analysis to Recovery
    • From diagnostic review to managing various stakeholders 

    Identification of Potential Distressed Loan Assets
    • Internal Sources of Information
    • External Sources of Information

    Stages of Impairment
    • Potential impairment due to internal or external factors
    • Prior debt restructuring or rescheduling
    • Temporary delinquency
    • Pattern of delinquency
    • Serious delinquency
    • Non-performing Loans 

    Action Steps to Effectively Manage Distressed Loan Assets & NPLs
    • Identifying root causes of financial distress
    • Can causes of financial distress be eliminated or adequately mitigated?
    • Will the business be viable if the causes of financial distress are eliminated or mitigated?
    • Should security / collateral be liquidated?
    • Should legal action be taken to recover the debt? 

    Independent Monitoring Accountant / Quantity Surveyor / Receiver & Manager
    • Specialised roles
    • When to use their services
    • Scope of work

    Debt Rescheduling versus Debt Restructuring
    • What is meant by debt rescheduling and debt restructuring
    • Circumstances when debt rescheduling or debt restructuring is appropriate
    • What monitoring actions need to be taken 

    Practical Action Steps for Sound Credit Analysis
    • Assessing the current and projected financial health of the business
    • Understanding how the business model will change
    • How will the specific business operate going forward
    • Anticipating the environment in which the business will now operate
    • Analysing people issues
    • Types of security / collateral and their limitations 

    Pitfalls to Avoid During Negotiations or Work-outs
    • Does the debt restructuring or rescheduling and purpose pass the minimum criteria in terms of credit policy, regulations and relevant laws?
    • Is it within the risk acceptance criteria set by the bank?
    • Would it meet the minimum returns expected? 

    Developing an Early Warning Report System and Action Plan
    • Other emerging concerns 
  • Methodology

    Interactive presentations, sharing of facilitator's experiences, case studies, videos and individual / group activities

  • Participant Profile
    • Relationship Managers from business, commercial and corporate banking
    • Credit evaluators / approvers from credit evaluation / risk management
    • Investment Banking personnel handling lending activities
    • Other banking personnel including Internal Auditors, Credit Surveillance Officers and Product Development Managers
  • Trainer

    P. MANOHARAN

    P. Manoharan is an experienced senior banking professional with over 30 years of proven leadership and management experience. He was formerly the Executive Vice President and Advisor of Commercial Banking in a dynamic regional banking group. He was also an active member of the bank's Credit Risk Committee for 5 years and a Director on the Board of a subsidiary company.

    He was responsible for leading the high performance of people, projects, senior level committees and the banking organisation in more than 13 key and diverse functional areas. Having successfully navigated through four large scale bank mergers and three economic recessions, he has gained invaluable banking and leadership experience in small, medium as well as large regional banking institutions.
    During the aftermath of the 1997/98 Asian Financial Crisis, he was called upon to serve as one of only three senior banking industry representatives in the Corporate Debt Restructuring Steering Committee from 1999 to 2001, under the auspices of Bank Negara Malaysia.

    Manoharan is a Chartered Accountant with the Malaysian Institute of Accountants; a Fellow of The Chartered Institute of Management Accountants, United Kingdom; a Chartered Global Management Accountant as well as an Associate Member of the Asian Institute of Chartered Bankers. He is a certified HRDF trainer.

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