(1) The pre-lending survey is untrue. Some account managers only unilaterally emphasize the mortgage guarantee of loans, and if there is a loan, they will definitely lend. They lack scientific investigation on the "5c" system of the borrower's quality, ability, capital, mortgage and environment, and the importance of repayment sources is reversed. The pre-loan investigation of credit customers is completed by simple inquiry, and the investigation of customers' operating conditions and assets cannot be objective and fair, and the calculation of customers' capital needs does not match the actual needs. There is a lack of risk awareness in the mortgage process, and the loan is paid in full at the evaluation price of the intermediary company, which is generally high. The expenses incurred in the real disposal process increase the risk probability of the loan. In the actual inspection, it is found that there are phenomena such as issuing loans to customers with bad records and providing false contracts to credit cooperatives.
(2) The loan review is not strict. When emphasizing the separation system of loan and trial, it pays more attention to procedure than substance, and unilaterally thinks that the loan with "legal procedure" is a "compliant" loan, ignoring the principle of "seven characteristics" of the loan. The information provided by customers is not strictly reviewed, and some loans are only issued according to the contracts provided by customers, and the authenticity of the contracts is not verified, resulting in the phenomenon of multiple loans in one contract, and some even exceed the contract amount.
(3) Insufficient post-loan inspection. In the payment of credit funds, although some customers have gone through the formalities of entrusted payment, there is still a phenomenon of capital backflow, which leads to the diversion of funds. Can't really understand the customer, timely and dynamically grasp the changes of the customer's economic and financial situation, and move forward the risk prevention. We only make a rough investigation on the borrower's nominal assets changes, but ignore the follow-up investigation on the borrower's production and operation, capital movements, post-loan guarantees, litigation and so on. The inspection method is single and not thorough, and no substantive problems are found. (4) accountability is not in place. An important reason for analyzing the phenomenon of non-performing loans in recent years is that accountability is not timely. On the other hand, some non-performing loans have not been well recognized, resulting in many non-performing loans being exempted from due diligence and it is difficult to investigate and deal with account managers.
(V) Large non-performing loans showed a blowout phenomenon. From 1 to March this year, Hua Kai United * * had 18 1 overdue loans with an amount of 33.03 million yuan. Although the number of loans decreased by 7 compared with the same period last year, the amount increased by14.38 million yuan. From the details, the risk of large loans is outstanding. New non-performing loans include 654.38+004 million yuan, 265.438+million yuan, 2 million yuan and 2 million yuan of Zhejiang Huang An Silk Technology Co., Ltd. The rebound trend of non-performing loans is not optimistic
(6) The management of credit files is not standardized. First, the loan file is incomplete. Some account managers' records of "three investigations" are not detailed, and even the credit files are "flying all over the sky", which leads to insufficient connection between the borrower's business information and the loan officer before and after the loan officer's transfer, which brings obstacles to the credit risk assessment, early warning and loan management of subsequent loan officers. Second, the file information has not been fully utilized. At present, Hua Kai Associated Press has not implemented loan network management, and the degree of electronicization is low. Credit files are basically not used after being bound and filed every year, and there is no classified management, resulting in a complete set of basic information for each loan of customers, which is a serious waste of information resources.
(seven) the overall quality of credit practitioners is not high. In terms of management consciousness, they blindly pursue scale and attach importance to investment rather than management. At present, the account managers of Hua Kai United manage 240 loans per capita, which leads to limited energy, regardless of loans, lack of management, less management, unsynchronized credit scale expansion and asset quality improvement, and low management efficiency. In credit work, many credit officers lack professionalism and enterprising spirit, and stand still in the face of difficulties, especially for all kinds of non-performing loans left over from history. The credit system, professional knowledge and skills are not strictly controlled, and most employees are far from meeting the needs of electronic management of credit business and innovation of financial business. They are not proficient in professional knowledge and business, which leads to frequent credit violations.
Second, measures and suggestions to prevent credit risks
(1) Strictly control the "three customs" of loans to prevent credit risks. It is necessary to properly check the pre-loan investigation, adhere to the system of double-person investigation, double-person responsibility and interview, and effectively solve the problem of false and formalistic pre-loan investigation. We should pay close attention to the examination of good loans. When issuing loans, we should focus on whether the cash flow of customers' operations is "sufficient and fully covered", whether the collateral is "sufficient, effective and easy to realize" and whether the guarantor has the ability to compensate, so as to prevent the problem of insufficient sources of repayment in the first and second phases. Post-loan inspection, strict implementation of new loan regulations, good post-loan management, timely detection and handling of potential loan risks.
(2) Carry out the risk manager system and try out "separate control of lending and lending". Carrying out the risk manager system can carry out all-round and whole-process risk monitoring and control on all major businesses, and make risk management institutionalized, standardized and systematic; It is helpful to cultivate a good risk culture, gradually integrate risk awareness into the thoughts and actions of all employees, and improve the professional level of risk management of the Bank. Some time ago, the Associated Press organized relevant personnel to study in Tongxiang Associated Press. We can learn from the experience of brother banks, implement "separate management and control of loans", clarify the responsibilities of each post, manage the whole process of credit, better implement the "three investigations" system of loans and the separation system of loan review, establish a procedural restraint mechanism, and avoid credit risks.
(3) Pay attention to industry risks and optimize the credit structure. In the photovoltaic industry, a key industry in Kaihua County, * * * 12 photovoltaic enterprises have loans in our association, with a balance of 87.4 million yuan, an increase of 1 household and10.25 million yuan respectively compared with the beginning of the year. Although the market has improved and many enterprises have started construction, they still strictly control the loans in the photovoltaic industry, exchange time for space, and gradually alleviate risks. At the same time, we should also pay close attention to the risks of foreign loans. After Dongyang Furniture entered the marketing in Tongcun, Microfinance Center and Tailong Bank respectively, there was excessive use of credit and certain potential risks. Wenzhou Chemical Industry and Jiashan Wood Industry, two areas with serious non-performing loans, should also pay close attention to and handle the loan matters of relevant personnel, and issue risk monitoring reports in combination with 12 industry analysis and relevant materials of the municipal office to provide reference for credit decision-making.
(4) Do a good job in the new mode of prevention and control of integrity and compliance, and persist in promoting the "Sunshine Credit" project. Adhere to the guarantee of honesty and compliance, improve service quality, establish a correct marketing service concept, give full play to the comparative advantages of rural credit cooperatives, adhere to attracting customers with efficient service, consolidate customers with honest service, expand customers with sincere service, earnestly grasp the "Sunshine Credit" project, create a green service channel, consolidate and continuously expand the high-quality customer base, improve asset quality and prevent credit risks.
(V) Grasp the identification of non-performing loan responsibilities and further implement the loan responsibilities. Find out the reasons for each new non-performing loan, manage the tolerance of non-performing loans, and improve the responsibility consciousness of account managers and the enthusiasm of loan marketing. We will improve and formulate the Measures for the Administration of Non-performing Loans and other related systems as soon as possible, and intensify the investigation of responsibilities.
(six) standardize the management of credit files and do a good job before and after credit. As an important part of credit management, credit files reflect credit business and credit operation in a timely and true manner, and clearly define credit responsibilities, which must be highly valued. In accordance with the principles of integrity, practicality, standardization and safety, further clarify the standards, contents and scope of credit file management, establish customer credit files with customers as the unit, and classify and manage basic information materials, contract materials and post-loan management materials. Equipped with full-time (part-time) archivists to manage credit files in a unified way. Archivists are responsible for the safety and integrity of archives. When the post of archivists changes, the responsibilities should be handed over. We will continue to promote the electronic and network construction of credit work, improve the transparency of credit operation, and realize the sharing of credit resources at the same time.
(seven) to cultivate credit culture and improve the overall quality of credit practitioners. In credit practice, it is necessary to strengthen education, cultivate the hard-working spirit of credit practitioners, improve their professionalism and democratic decision-making ability, and at the same time strengthen the analysis and investigation of borrowers' first repayment sources, effectively change the idea of over-reliance on collateral (quality) in loan work, and actively create a credit atmosphere of "dare to lend without exceeding, and be cautious about lending". In the appointment and selection of credit personnel, it is necessary to strengthen all-round assessment, ensure "three customs" and create a competitive atmosphere of "being able to go up and down and being mediocre" for employees. First, we should control ethics, correct the work style of employees, and enrich the credit team with enterprising and hard-working employees. Second, control ability, pay attention to performance and ability, and pay attention to personal management and marketing ability in the selection of credit personnel. Third, it is necessary to ensure the professional quality, assess the knowledge of credit practitioners in computers, credit policies, regulations and laws, and improve their adaptability to the continuous development of financial business and management innovation. For incompetent credit personnel, they should be transferred from credit management posts to build a strong talent team.