This document proposes an innovation tournament to address organizational challenges related to increasing non-performing assets (NPAs) and post-dated check NPAs (PNPA). It suggests dividing customer accounts into two teams - one focused on recovering accounts aged 0-2, and another focused on recovering accounts aged 3 and above. This approach aims to improve collection efficiency, control the deterioration of accounts, enhance portfolio management, and reduce NPAs and PNPA. The proposal argues this new structure can be implemented with existing resources and improve relationships with customers while preparing for upcoming regulatory changes.

1. Innovation Tournament

2. SUNRISERS
SAP Code Team Member Department Band Zone
24004088 ROHIT AGARWALA ACCOUNTS L-5M EAST
23064406 KISHAN BACHANI DIRECT MARKETING L-7O EAST
24002553 PRASANT KUMAR MISHRA INFORMATION TECHNOLOGY L-7O EAST
23125296 AGNI SOM LEGAL DEPARTMENT L-8O EAST
24003320 TARUN DE OPERATIONS L-7O EAST
23132991 ANJALI JOSEPH HR OPERATIONS L-8O EAST

3. What is the need for this Idea ?
We see two major organizational challenges in the present scenario:
1. Control on increasing NPA & PNPA :
Reduction and control of increasing NPA & PNPA has become a basic requirement. We put most of
our time to hold this line of control, but in actual this process gradually has become our biggest
weakness. Somehow, we are getting into the habit of collecting minimum-to-solve. In this way
permanent or significant reversal of these contracts are getting neglected. Due to huge number of
contracts in individual trial repeat visit to these contracts or spending required time towards any
chronic contracts is getting difficult.
2.Portfolio management :
Overall portfolio is deteriorating day by day which is leading to substantial increase of
OD & NPA provision. We are losing focus from the soft ageing cases as most of our time and energy
is spent to solve the NPAs. Therefore managing every bucket all together is getting difficult
resulting in deterioration of portfolio health.
Significant change of approach and methodology can arrest the scenario where we all
are suffering. This is where our idea gave birth.

4. What’s our Idea ?
Our idea is to drive recovery through 2 separate teams.
One team for soft bucket i.e. 0-2 aging contracts and another to handle 3 & above aging
contracts.
The team which handles 0-2 aging contracts will ensure timely payment and restrict slippage
of buckets. As a result our CD efficiency will improve and flow into 3 age will be arrested.
Approach towards 3 & above aging contracts required change to control further deterioration.
The second team will ensure repeated follow ups which in turn will result in control of overdue
along with portfolio correction. This will enhance the focus on every bucket movement rather
our present approach of only focusing on NPAs and PNPAs.
The method of the allocation is shown in the next slides.
Continued..

5. 0 1 2 3 4 5 6 7 8 Abv
0-2 aging
TEAM A
3 & above aging
TEAM B
0
1 2 3 4 5 6 7 80
0 2
2
2
2
2
1
1
1
1
1
1
1
3 4 6 7 8
4 5 6 7
3 5 6
3 4
3 4
5
0
0
0
0
0
0
2
Target will be to bounce back any flow from 0-2 age from the line.
Target for 3 & above aging will be to reduce them to the left side of the line.
5
>
>
>
>
The red line indicates a line of control

6. Tele caller
normally
calls 0-2 age
contracts of
all these
trials
(1800)
Total contract of branch XYZ
(2400)
No of REC in branch 7 + one Telecaller
REC 1 (340)
REC 2 (340)
REC 3 (340)
REC 4 (340)
REC 5 (340)
REC 6 (340)
REC 7 (360)
PRESENT METHOD
Observations:
• Contracts are allocated to executives
based on geographical area only. So when
one new executive joins, one portion of the
existing geography is taken out for him.
• Telecaller’s job and productivity is
overlapped with REC’s. Separate
identification of his/her productivity
cannot be measured.
• One REC has to attain every type of
customer, ranging from 0 aging to 11 aging
or higher. Specified focus in any bucket not
possible.
• Contract size in every trial looks bigger
and unmanageable.
• When executives are driven for PNPA,
focus from 0-2 ageing are neglected
resulting lower CD efficiency.
Sample branch Krishnagar West Bengal

7. Tele caller +
Total contract of branch XYZ
(2400)
BRANCH HEAD
No of REC in
branch 7 + one
Telecaller
ECS/PDC contracts
(500)
Field payment
(600)
REC 4 (150)
3 & Above
(600)
TEAM B
SUGGESTED METHOD
Office payment
contracts (700)
0-2 aging
(1800)
TEAM A
REC 5 (150)
REC 6 (150)
REC 7 (150)
REC 1 (1200)
REC 2 (300)
REC 3 (300)
Steps :
• Two teams will be created
namely Team A and Team B
headed by the Branch Head.
•Team A will handle 0-2 ageing
contracts and Team B will
handle 3 & above contracts.
• For Team A, contracts to be
first separated by their mode of
payment -
1.ECS / PDC
2.Office collection
3.Field collection.
• For Team B, rest 3 & above
contracts will be allocated to
the senior & skilled employees
from the team.

8. Team A Team B
Contracts to be handled 0 - 2 ageing cases 3 & above cases
Nos of contracts handled
(refer diagram as example)
1800 contracts 600 contracts
Allocation of manpower 1 Telecaller & 3 REC's 4 REC'S
Role of the Team
Focused approach on PDC/ECS and office
payment contracts.
Collection of short PDC's and collection of
payment from customer’s whose ECS and
PDC's bounced.
One REC will be tagged with the Telecaller for
any specific field movement and overall
collection efficiency.
2 REC’s will be involved in collection of field
payment contracts.
Focused approach on 3 and above
contracts.
4 REC’s will be handling the rest 600
contracts.
They will make case to case visit and
repeat visit on the commitment date.
Benefits
Reminder of monthly EMI which will reduce
the payment defaults.
Timely collection of short PDC.
CD Efficiency will improve.
Strengthen our relationship with customers.
Prevention of bucket jump and to stop
contracts from going above 3 ageing.
Contract size will be smaller and
manageable.
Focus can be given to the chronic cases
as executives will have time to visit
these cases.
OD efficiency will increase.
Control on PNPA and NPA’s.

9. What is the expected Impact ?
1. Focus on PNPA & NPA contracts will increase. There will be more time for effectively handling
these cases with more repeat visits.
2. Due to reduction in number of contracts, concentration on 3-4-5 aging will improve. So
contracts flow into PNPA will be less.
3. Due to the above reason from these buckets OD collection will rise because of better planning
and execution
4. On the other hand there will be separate mechanism in driving the good portfolio of a branch.
Customers will be knocked for payment/PDC in due time.
5. This will not only improve our CD efficiency but relationship with our good customers also will
improve.
6. With the existing manpower only this innovative structure can be implemented.
7. No additional cost in implementation/execution of the concept.
8. We also see a future benefit on the concept. The day we implement the new statutory
regulation of NPA (3 aging), by that time we will be absolutely ready for the same.

10. What is the expected Impact ?
1. Focus on PNPA & NPA contracts will increase. There will be more time for effectively handling
these cases with more repeat visits.
2. Due to reduction in number of contracts, concentration on 3-4-5 aging will improve. So
contracts flow into PNPA will be less.
3. Due to the above reason from these buckets OD collection will rise because of better planning
and execution
4. On the other hand there will be separate mechanism in driving the good portfolio of a branch.
Customers will be knocked for payment/PDC in due time.
5. This will not only improve our CD efficiency but relationship with our good customers also will
improve.
6. With the existing manpower only this innovative structure can be implemented.
7. No additional cost in implementation/execution of the concept.
8. We also see a future benefit on the concept. The day we implement the new statutory
regulation of NPA (3 aging), by that time we will be absolutely ready for the same.