By Dipesh Ghimire
Nepal’s Financial Sector Faces Capital Crunch as Bad Loans Soar
Nepal’s banking and financial institutions are under increasing strain as a sharp rise in non-performing loans (NPLs) exerts pressure on their capital reserves. Commercial banks, development banks, and finance companies are all grappling with the fallout, with differing strategies highlighting the severity of the crisis. As bad loans mount and recovery efforts falter, the financial sector’s stability hangs in the balance, threatening broader economic repercussions.
Escalating Bad Loans and Rising Provisions
The surge in bad loans has forced financial institutions to allocate significant funds to cover potential losses. Development banks, in particular, have seen a dramatic increase in provisions, raising the amount set aside for loan losses by 12.47% in the month of Magh (mid-January to mid-February 2025). This adjustment lifted their total provisions from NPR 6.38 billion at the end of Poush (mid-January 2025) to NPR 7.18 billion. Finance companies followed suit, albeit at a slower pace, increasing provisions by 1.88% from NPR 2.50 billion to NPR 2.55 billion over the same period.
Despite a slowdown in new lending, the inability to recover existing loans has driven this spike in provisions. Nepal Rastra Bank (NRB) has adopted a flexible approach to provisioning requirements, offering some breathing room, but development banks and finance companies have been unable to reduce their obligations, reflecting deeper structural challenges.
Development Banks and Finance Companies in Distress
The financial strain is most pronounced among development banks and finance companies. By the end of the second quarter of the current fiscal year, some development banks reported NPL ratios as high as 43.69%, with four institutions facing acute capital adequacy pressures. Finance companies are similarly beleaguered, with NPLs reaching up to 41%, weakening their balance sheets and exposing vulnerabilities in their capital reserves.
In response, these institutions have tightened lending, a move evident in reduced private-sector credit flows in Magh. However, this cautious approach has not alleviated the burden of legacy loans, and profitability is suffering as a result. The high NPL ratios and rising provisions are eroding capital buffers, pushing some entities perilously close to regulatory thresholds.
Commercial Banks Double Down on Lending
In contrast, commercial banks have ramped up lending to the private sector, a strategy that reflects optimism but carries risks. This expansion has pushed their credit-to-deposit (CD) ratios near the NRB’s 90% ceiling, raising concerns about liquidity shortages if deposit growth fails to keep pace. While this approach may bolster short-term revenue, it heightens exposure to bad loans, especially in an uncertain economic climate.
Drivers of the Capital Squeeze
Several interconnected factors are fueling this crisis:
Non-Performing Loans (NPLs): A failure to recover loans has ballooned NPLs, requiring higher provisions and directly depleting capital reserves.
Credit-to-Deposit Imbalance: Excessive lending has strained CD ratios, limiting liquidity and breaching NRB guidelines for some institutions.
Deposit Shortfalls: With customers favoring alternative investments, deposit mobilization has weakened, forcing banks to tap expensive funding sources like bonds.
Interest Rate Pressures: High deposit rates paired with lower lending rates have squeezed profit margins, undermining capital accumulation.
Market Volatility: Fluctuations in stock and foreign exchange markets have heightened investment risks, impacting capital positions.
Regulatory Demands: Compliance with NRB’s BASEL-III standards, including elevated capital adequacy ratios, has intensified pressure on already stretched institutions.
Economic and Political Instability: A sluggish economy and political uncertainty have hampered business activity, impairing loan repayments and investment inflows.
Proposed Solutions
To mitigate the crisis, financial institutions are considering a range of strategies:
NPL Management: Strengthening recovery efforts through rigorous debtor assessments, loan restructuring, and enhanced risk management.
Deposit Growth: Introducing competitive interest rates, innovative savings products, and digital banking to boost inflows.
Capital Raising: Issuing bonus shares, rights shares, or debentures, and exploring international investment to bolster reserves.
CD Ratio Control: Focusing lending on high-return sectors and adopting long-term liquidity plans.
Risk Mitigation: Adopting conservative investment strategies to shield against market volatility.
Regulatory Alignment: Meeting NRB standards while seeking tailored support to ease compliance burdens.
Technological Upgrades: Leveraging digital tools and artificial intelligence to cut costs and improve risk assessment.
A Fragile Sector in Need of Reform
The escalating bad loan crisis reveals a financial sector at a critical crossroads. For development banks and finance companies, the staggering NPL ratios—some exceeding 40%—point to systemic weaknesses, including poor credit evaluation and inadequate recovery mechanisms. Their decision to curb lending may stabilize balance sheets in the short term but risks choking private-sector growth, a key driver of Nepal’s economy.
Commercial banks, meanwhile, are taking a high-stakes gamble by expanding credit. This approach could pay off if economic conditions improve and recoveries rebound, but it leaves them vulnerable to a wave of defaults if the NPL trend persists. The NRB’s leniency on provisions offers temporary relief, yet it underscores the absence of a long-term fix.
Beyond banking, this crisis reflects Nepal’s broader economic woes: a lack of industrial diversification, political instability, and an overdependence on remittances rather than domestic productivity. The financial sector’s struggles are a symptom of these deeper issues, which stifle investment and job creation, perpetuating the unemployment crisis detailed in earlier reports.
For Nepal’s banks to weather this storm, they must act decisively—enhancing loan recovery, embracing technology, and building stronger capital buffers. Failure to do so could see the sector spiral into greater instability, dragging down an already fragile economy. Conversely, successful reforms could turn this challenge into an opportunity, positioning Nepal’s financial institutions as resilient pillars of future growth. The clock is ticking, and the stakes could not be higher.
