The main reasons for the decline of credit in domestic commercial banks and the difficulty in handling it are: they are too young, lack the necessary risk identification ability and prevention and control experience in the credit industry, and "will not manage, dare not manage"; Second, most of the backbone of credit business have not experienced a complete credit cycle, and they do not fully understand the risk characteristics of the whole process, and their ability to collect non-performing assets is not strong, and there are not many means to resolve them; Third, some commercial banks have insufficient post-loan management power or incomplete institutional setup, lacking full-time personnel to deal with non-performing loans, and some industries
Chen Jianhua, a Womeng broker, post-loan management and collection of non-performing assets in commercial banks.
Through typical structure analysis and case discussion, this paper discusses the correct concept of loan and promotes post-loan management. This paper discusses how to control the final loss of non-performing assets management, optimize the quality increment, revitalize and strengthen the stock, promote the upgrading and transformation of asset structure, and ensure the development of bank credit business performance.
Second, how to change the credit management of commercial banks.
How to transform the credit management of commercial banks? What should we pay attention to in transformation? Let's learn from it!
Under the background of slow profit growth and continuous rebound of non-performing loans, it is particularly urgent for domestic commercial banks to adjust their business strategies and management models. Credit assets are the main part of the assets of domestic commercial banks, and the transformation of credit management naturally becomes the focus of the overall transformation of banks. Then, how to treat and reform the credit management of commercial banks has become a problem that the banking industry must answer at present. In-bank training will explain the credit management of commercial banks in detail.
I. Implementing comprehensive credit management
Credit risk management changes to comprehensive credit risk management. Commercial banks adapt to customers' needs, and their products are increasingly diversified. It is urgent to broaden the horizons of credit management and achieve full coverage of credit risks. In the policy system, the scope of credit policy is gradually extended to the credit portfolio policy, and the credit business, quasi-credit business and investment and wealth management business of customers involved in credit risk are unified into the credit portfolio policy scope, and different policy dimensions and orientations are established according to different types of credit needs of customers. In terms of risk monitoring, a comprehensive credit risk monitoring system covering domestic and overseas, off-balance sheet and parent and subsidiary companies will be established, and unified monitoring and early warning of credit risks of credit, quasi-credit and investment and wealth management businesses will be implemented.
In accordance with the principle of "customer-centered", expand the scope of credit risk monitoring, take the problem as the guide, classify and analyze the risk causes and management weaknesses of off-balance sheet and category credit business, and put forward risk prevention and control measures. Commercial banks can use the concept and technology of big data to fully tap the value of data inside and outside the bank and enhance their risk identification and early warning capabilities. Classified monitoring shall be carried out for non-performing customers, overdue customers, large credit customers, key industries, key regions and key institutions to enhance the professionalism and pertinence of monitoring. Golden Eagle series courses explain the transformation direction of bank credit management for you.
The passive response is transformed into active structural adjustment. In the future, credit management should not be limited to passive "keeping the bottom line", but should move forward the focus of work, actively analyze the market, strategically determine the distribution pattern of credit resources according to the principle of risk-return balance, and give play to the guiding role of credit structure adjustment. In terms of policy system, improve the pertinence of credit policy. Combined with the "Thirteenth Five-Year Plan", the implementation of major national strategies, the bank's own risk preferences and the direction of transformation and development, we will improve the credit policy in a timely manner and clarify the key points of credit supply. Study the right time to enter, judge the right time and way to exit, and put forward clear policy guidance from the dimensions of industry, region, customers and time. Actively grasp the business growth point under the new normal and continue to promote the optimization of credit structure. In the aspect of risk early warning, strengthen the forward-looking early warning of risks. Sort out the main risk points in the process of credit granting, determine the monitoring focus, implement hierarchical management of risk signals, establish a risk mandatory withdrawal mechanism, and improve the level of refined management. Track and manage customers who give early warning tips, urge the resolution and disposal of risks, and establish the authority of risk policy system in process control.
Change from subsection management to whole process management. For many years, the credit management of domestic commercial banks has mostly been a "block" model, which has the problem of insufficient overall planning. Some links are managed by many people, and some links are left unattended. Therefore, commercial banks need to control the whole process of credit. In the management structure, the "three lines of defense" joint prevention and control mechanism will be implemented to form a joint force of risk management and control. The credit management department should take the first responsibility for business risks, not only seize the opportunity to expand the market and do a good job in marketing, but also make decisive decisions to resolve and withdraw the risks in time, so that the first line of defense becomes the "fixed line" of market expansion and risk management; Credit management and approval departments should effectively control substantive risks and give play to the role of "treating customers with special respect"; As the "third line of defense", audit and supervision departments should strengthen supervision and inspection and accountability, overlook the deep-seated problems in credit operation and risk management from a higher angle, and make suggestions.
In terms of policy system, according to the basic idea of "customer-centered circular management", the work objectives, standards and formal requirements of all credit processes have been unified, and the intensive level of the credit system has been improved. Based on the customer due diligence evaluation report, other contents should be integrated into a unified element of the whole process, "promoting loans with loans"; Differentiate the existing new customers and business types to carry out differentiated customer surveys, "loan first and then promote"; Make overall arrangements for post-loan inspection and credit preparation, and realize information sharing and intercommunication in post-loan management, pre-loan investigation and credit declaration of existing customers, so as to "help loans after loans".
The second is to ensure the transformation of credit management.
Strengthen the construction of information systems and enhance the ability of big data analysis.
First, do a good job in the development and optimization of credit-related information systems, and build a clear and manageable system platform. Starting from the basic functional requirements of "seeing clearly", through the monitoring of the operation process, the information of credit violation and due diligence is captured, which provides the basis for off-site inspection. Starting with the basic functional requirements of "manageability", the management requirements are embedded in the process, and the authorized management, rule management and process management of customers, products, institutions and posts are realized through process reengineering, and the credit policies and systems are fully implemented. The bank internal training course will give you a detailed analysis of the transformation and guarantee of bank credit.
The second is to build a credit big data infrastructure platform. Collect information such as customers, liabilities, asset quality and collateral, and build a big data working environment; For a large number of unstructured data, reset the data governance structure and establish a series of management systems such as data collection and processing; Improve the efficiency of data collection, cleaning, mining, application and evaluation.
The third is to establish a "toolbox" for credit big data. Combine the wisdom of credit experts and big data technology experts, develop and popularize big data analysis models and technologies, and provide useful and effective big data practical tools for credit managers, especially front-line personnel.
Strengthen the construction of team specialization and improve management ability
First, subdivide posts, clarify professional requirements and cultivate professional teams. First of all, the positions of various personnel engaged in credit business are subdivided (such as customer relationship management, credit scheme formulation, credit evaluation, measurement technology research and development, etc.). ), and defined the qualification standards for different positions. Secondly, strengthen systematic training, further improve the standardization and convenience of the credit management system through the implementation of full coverage training and post qualification access system, so that credit personnel can supplement and update the theoretical knowledge needed for their posts in time, enhance their business practice skills and compliance management awareness, and enhance their performance ability. At the same time, enrich and stabilize the team of account managers and risk managers, and improve the professional level of monitoring and early warning personnel, post-loan management personnel and collateral management personnel of the whole bank.
The second is to optimize the assessment mechanism and improve the credit responsibility system. We will continue to improve the comprehensive evaluation mechanism of credit risk management, strengthen the application of results, and gradually link it with the allocation of credit resources, approval and authorization, provision and withdrawal, and constantly consolidate basic management. Strengthen the assessment orientation of "loan recoverable", study the performance appraisal with loan recovery amount, loan recovery rate and other indicators, promote the organic integration of business marketing and risk management, and improve the incentive mechanism. At the same time, to establish a mechanism of "risk management into the party Committee", the top leaders should organize research on the allocation and assessment of risk resources throughout the bank; Implement the risk management responsibilities of business lines; Straighten out the responsibility identification mechanism, resolutely punish and prevent moral hazard, and at the same time protect a group of managers who are brave in pioneering and taking responsibility. The responsibility identification is accurate and the responsibility investigation is ruthless, and the warning and restraint role on credit management is strengthened.
Third, continue to promote the construction of credit culture and cultivate people's awareness of credit management. According to the idea of "top-level design, full participation, continuous promotion and keeping pace with the times", the credit culture construction plan is refined. Summarize and refine the core of healthy credit culture and increase publicity. Taking training and education as the starting point, and repeatedly strengthening through a large number of case warnings, we will promote a healthy credit culture to be deeply rooted in people's hearts and turn it into a conscious behavior of employees to perform their duties and abide by rules and regulations.
Third, how do commercial banks manage after lending?
The focus of post-loan management of commercial banks is the prevention and management of customer risks. In the specific operation, we can adopt the methods of regular and post-loan management to deal with the risks found in the post-loan management process in time and take corresponding countermeasures.