First, the causes of non-performing loans
On the one hand, the impact of economic downturn on enterprises can not be ignored. On the other hand, financial institutions have not yet achieved intensive loan management, which is also an important reason for the formation of non-performing loans, such as the lack of in-depth pre-loan investigation, the failure to implement loan conditions, and the inadequate post-loan management. We can sum up the following points:
The phenomenon of "1" paying more attention to loans than management has not been cured.
In the development history of financial institutions, there has always been a phenomenon of attaching importance to business development, ignoring risk management, emphasizing loan delivery and ignoring loan management. This is largely influenced by the evaluation orientation and methods. In terms of assessment orientation, although most financial institutions emphasize the requirement of matching income with risk, the actual situation is that the scale assessment is ahead and strong, and the quality assessment is often delayed due to factors such as untimely asset classification and post-audit adjustment, which encourages the "short-sighted" behavior in operation to some extent, leading to the phenomenon of "emphasizing scale over quality" from time to time. In terms of assessment methods, most of them adopt the method of "paying the bill", which is directly linked to loan delivery, loan deposits and loan income, which leads institutions to pay more attention to income, excessively pursue scale expansion and ignore the control requirements of asset quality. At the same time, the tenure of senior executives in financial institutions can easily lead to one-sided pursuit of performance during their term of office. In the game between development and risk, risk control gives way to business development from time to time.
2. The concept of risk management is still not deeply rooted in people's hearts.
Financial institutions are easily confused by "golden customers", for example, they do not make in-depth analysis of loans from monopoly industries, enterprises and government projects, reduce access standards, adjust risk limits and expand credit through various means; Post-loan management is relaxed, and the use of loans and the operation of enterprises are not well monitored. In order to form the second source of repayment, we believe and rely on it too much, and think that secured loans are good loans, ignoring a large number of problems in practice, such as insufficient guarantee capacity, difficulty in implementing "unsecured commitments", overvaluation of collateral, and difficulty in realizing them. In the process of loan management, we think that "no interest is a good loan", we don't pay enough attention to the major problems of enterprises, we don't analyze the cash flow of enterprises in depth, we can't make timely and accurate judgments on loan risks, and then we lose the best opportunity to revitalize and dispose of them. Long-term liquidity loans are serious. After the loan expires, blindly rely on lending, thinking that "borrowing the new and returning the old" is the best solution. We turn a blind eye to the weakness of market competition and the deterioration of business conditions, and the result is to turn potential risks into real losses.
3 inadequate control of the credit process
Process management is the top priority of modern commercial banks, and the problems in process control are worth studying. For example, the evaluation department, the management department and the disposal department seem to perform their respective duties, and in essence everyone may be responsible, but it is impossible for everyone to be responsible. For example, the management department is responsible for the formation of bad things, but it does not need to be disposed of. The security department is responsible for the disposal, but it does not have to pay for the bad formation. If the disposal is excessive, it is performance. The evaluation department is not a management department, and it cares more about figures than the project itself.
4 the importance of credit asset risk classification
The impact of the timeliness and accuracy of credit asset risk classification on asset quality and evaluation should also be paid enough attention. As we all know, the identification of non-performing loans is based on the risk classification results of credit assets. The result of risk classification affects the impairment reserve. If the risk classification is inaccurate and the defects are not exposed in time, the provision for impairment will be inaccurate, and the results of the assessment of various business entities will also be reflected in the front and the punishment will be delayed.
5. Lack of accountability and accountability.
The responsibility determination of credit business is a very serious and professional work, and it is a test and assessment of the whole process of credit business. At present, the main problems we have in this regard are as follows: First, the contradiction between less personnel and heavy workload is more prominent; Second, the test of identifying various business types and long historical evolution span of the project is more prominent; Third, the policy requirements and institutional basis of each stage are not mastered enough. When the responsibility is identified, it is often subject to the personal quality of the personnel who identify the responsibility, and the quality of the responsibility identification cannot be guaranteed. From the perspective of accountability, it takes a long time for a project to be investigated from bad formation and responsibility identification. The lag and evasion of accountability directly affect its seriousness, and it is difficult to play its due disciplinary and educational role. Based on the comprehensive responsibility identification and investigation, it is not difficult to find that the responsibility identification link pays more attention to the inadequacy of post-lending management than the in-depth investigation before lending, overemphasizes the lack of due diligence in the details of post-lending operation, and avoids talking about the defects in customer selection and marketing strategy formulation before lending. At the same time, the responsibility investigation is aimed at front-line employees, and the punishment is far stronger than that of operators with decision-making power. The problem of unfair punishment and ineffective punishment also has a great influence on the generation of non-performing loans.
Second, non-performing loans difficult to collect countermeasures
In order to improve the quality of assets and curb the trend of concentrated exposure of non-performing loans, we must identify the problems, put pressure on ourselves and face the difficulties. To do the following work:
1 Solve the problems of understanding and mechanism, and make key breakthroughs.
First of all, we must solve the relationship between income and risk. While adhering to "development is the last word", we should improve the concept of "sustainable development", strictly control credit access, and strengthen the examination and approval of credit rating and credit scheme. Secondly, we should solve the pressure of risk management and control and the driving force of business development. Clarify the main risk points and due diligence requirements of all aspects of credit business, and seriously identify and investigate the responsibilities. We should not only prevent blind pursuit of business development and neglect of risk management and control, but also put an end to timidity, formulate due diligence exemption methods, clarify the due diligence guidelines of different types of customers, and dispel the work concerns of loan managers. Those who are not responsible for the work, should act as inaction or operate in violation of regulations, especially those who directly lead to the downward shift of asset quality due to inadequate work, should be strictly investigated for responsibility. Third, solve the problem of mechanism construction of loan management. Further clarify the responsibilities and main risk points of relevant departments at all levels in loan management, establish a scientific and efficient credit marketing, access, approval and distribution management mechanism with clear powers and responsibilities, establish a post-loan enterprise risk assessment system, establish a loan management evaluation system, establish a reasonable loan management incentive system, issue guidelines for due diligence of credit posts, and link the evaluation results with rewards and punishments of institutions and personnel. It is necessary to establish an information exchange and communication mechanism to prevent information asymmetry and information layer-by-layer attenuation. Establish a regular meeting system of risk early warning, timely judge credit risk events, implement one policy for one household and multiple policies for one household, and increase incentives for revitalizing the disposal of non-performing loans.
2. Continue to lay a solid management foundation and improve the asset quality control system.
On the one hand, strengthen the research on national macro-control policies and key industries. Through investigation, find out the target positioning, vigorously expand the market, accurately identify and effectively control risks, and improve the management level. On the other hand, it is necessary to formulate scientific marketing strategies to promote the optimization of credit structure. Formulate a credit policy close to the market, subdivide the market and customers, and realize the transformation from "big to excellent", from paying attention to large and medium-sized customers to paying equal attention to high-quality large and medium-sized customers and high-quality SME customers. Because the ability of small and medium-sized enterprises to resist market risks is relatively weak, their credit risk is closely related to the prosperity of the industry. Therefore, we urgently need to strengthen the research on the industry background of small and medium-sized enterprises, analyze and predict the market development prospects, and strengthen risk mitigation measures. The third is to establish a scientific incentive and restraint mechanism for risk management. Firmly establish the concept of effective balance between risks and benefits, and improve risk management policies, systems and standards. Improve the accuracy, objectivity and timeliness of risk classification, and make full provision for impairment. Make full use of risk management tools to improve the professional, refined and scientific level of risk management, effectively resist the occurrence of credit risks and promote the sustained and healthy development of credit business. The fourth is to improve the post-loan management ability. Post-loan management is the last line of defense for credit risk control. According to the frequency and depth requirements of post-loan management, we should pay close attention to major risk events, major investment decisions and cash flow changes of enterprises.
3. Intensify efforts to deal with bad inventory.
To strengthen the handling of non-performing loans, the first task is to curb the emergence of newly exposed non-performing loans. Continue to develop, constantly consolidate and develop high-quality customer groups, and improve the quality of credit assets from the source. Do a good job in risk monitoring and research on exit strategies of important customers to avoid turning potential risks into real risks because of "dead retreat". Secondly, we should make full use of policies and indigestion through various means. It is necessary to strengthen policy research, control projects, apply appropriate policies to appropriate customers, make full use of new policies, new tools and new means to speed up the disposal of non-performing loans, and steadily digest historical burdens. The third is to establish an incentive and restraint mechanism for asset quality control. Fully mobilize the enthusiasm of all parties with policy leverage, implement the quality control assessment and responsibility restraint mechanism of credit assets of leading bodies, and implement responsible loan collection. Implement the reward and punishment system, improve the accountability system for credit asset quality control, and seriously identify the responsibilities, so as to fundamentally improve the enthusiasm of credit asset management.