Shi Anping Guo Yonghong With the deepening of the reform and development of the Agricultural Development Bank, the expansion of business scope, the reform of the credit operation mechanism and the establishment of the separation system between loan and trial, the credit management departments of provincial branches are responsible for the formulation of credit management system, loan review and post-loan management respectively. This paper discusses how the credit management departments of provincial branches can further perform their credit management functions under the new situation. First, the current credit management needs to be improved. First, the basic work of credit management is still very weak, and the mechanism and system construction need to be further strengthened. First, the operation of the loan investigation link is not standardized enough. Some loan officers' investigation reports are not true and comprehensive, and some loan officers have not signed the investigation reports. Some loan companies declare incomplete and untrue information, and companies overestimate their assets through asset appraisal. Second, the loan approval is not standardized. Some banks did not sign specific opinions on whether to agree or not when voting. Third, there are some problems in the process of loan issuance, such as incomplete guarantee information, failure to mortgage the real estate license and land certificate together, irregular filling of mortgage contract, and expiration of other warrants of collateral. Fourth, basic credit management and post-loan supervision are not in place. After the loan was issued, some credit personnel did not supervise the use of the loan in place, and there was no detailed follow-up inspection record. Fifth, the credit files are incomplete. (2) The knowledge structure of credit practitioners is unreasonable, and the effective incentive and accountability system is not perfect. Some loan officers have outdated credit knowledge and lack of economic, financial and legal knowledge, which limits the improvement of their work level. The lack of examiners also restricts the development of loan examination and the improvement of loan efficiency. At the same time, there is a lack of effective incentive and restraint mechanism for audit personnel, especially grassroots credit personnel. (3) It is difficult for the credit management department to fully perform its duties, and the management effect is not obvious. In order to build a modern bank and realize the leap-forward development of agricultural policy finance, the Party Committee of the Head Office adjusted the credit business department, established the credit management department, and defined the responsibilities of the credit management department. Judging from the current actual work situation, the loan review of institutions below provincial branches takes up a lot of time and energy of credit managers, and other functions are relatively weak. (4) The procedures of loan declaration, investigation and approval are complicated, and the efficiency of loan management needs to be further improved. First, the marketing customers of Agricultural Development Bank are mostly new customers, lacking the accumulation of basic information of new customers, and the investigation time is long; Second, there are too many loan declaration links and complicated procedures, which lengthen the time for handling loans; Third, the quality of loan application materials is not high, and almost every loan application needs supplementary materials; Fourth, the loan materials were reviewed and supplemented layer by layer, and a lot of time was spent on material supplement and feedback. (E) The definition of management functions is unclear, and the division of labor and cooperation among various departments needs to be further strengthened. The responsibilities of the front and back departments of credit management are not clear enough, and the responsibilities and business division between internal functional departments are not clear enough, and sometimes there is a phenomenon of mutual shirking between departments. (six) the overall level of the customer team is not high, and the ability of loan enterprises to resist risks is low. From the analysis of commercial loan enterprises declared at the grassroots level, some enterprises have certain loan risks, which are as follows: first, the asset-liability ratio of loan enterprises exceeds 70%, and their profitability has been weak or even losses have occurred in the past two years; Second, the contingent liabilities of loan enterprises are very large, and the amount of external guarantees is very high; Third, collateral includes assets that are difficult to realize, or have been mortgaged in other banks; Fourth, the real estate mortgage does not follow the principle of "the land goes with the house" or "the house goes anywhere", and the ownership of the house and the land use right within the occupied area of the house are mortgaged at the same time; Fifth, the low value of collateral is overvalued and the mortgage rate is high. Two. Suggestions on further improving credit management (1) further standardize the loan business process. First, clarify the responsibilities of various departments, fully establish the idea of "taking risk prevention as the core" in the process of handling business, and ensure loan review. Second, according to the principle of separation of loan approval, different departments undertake the responsibilities of investigation, approval and post-loan management of credit business, so as to realize mutual restraint and support among departments. The third is to standardize loan approval. It is necessary to standardize the loan review from the transmission of customer information, the procedure of loan review, the compliance and integrity of various materials, the content of review, the drafting of review reports and other aspects, and strive to be procedural and standardized. The fourth is to standardize the post-loan management behavior. After the loan is issued, strict supervision and management must be implemented before it is returned, and the management responsibility must be fully implemented. It is necessary to establish a reporting system for major business matters, a loan extension operation, and a responsibility transfer system for the main person in charge. , so that loans are always in a state of clear responsibility and orderly management. The fifth is to establish the system of responsible person. Establish an investigation system for the principal responsible person, and be responsible for the authenticity of the pre-lending investigation of the approved credit business; Establish a review system for principal responsible persons, and be responsible for the compliance and legality of credit business; Establish the system of person in charge of operation, responsible for the supervision of credit business, the preservation of creditor's rights and the recovery of principal and interest approved by the approver. (2) Strictly check loans. The first is the policy risk review. We should understand and predict the trend of policy changes, and examine whether the loan violates the national macro-control policy, industrial policy and credit policy, as well as the possible impact of policy trends on the loan. The second is the risk audit of the enterprise itself. The financial and market risks of loan applicants, as well as the integrity of their major shareholders and managers, should be examined to prevent moral and credit risks. The third is the risk review of loan guarantee. It is necessary to review the realization possibility of the second repayment source, the guarantor's qualification as the guarantor's main body, the guarantee compensation ability, and the legality, sufficiency and realizability of mortgage and pledge. The fourth is operational risk review. It is necessary to know whether the loan handlers have the professional level and comprehensive quality of their duties and whether they have the corresponding risk decision-making ability. (3) Reform the composition of the loan review committee. First, further enrich the staff of the loan review committee. In addition to absorbing functional departments and business backbone personnel in the bank, members of the loan review committee can also hire experts in law, auditing, engineering and project evaluation as consultants from the society according to the needs of their work. The second is to gradually introduce the assessment and withdrawal mechanism of the loan review Committee. Afterwards, evaluate and check the performance of the members of the loan review committee, so as to improve the quality of the work of the loan review committee. The third is to explore the construction of an online loan review and approval platform to improve the efficiency of loan review. (four) the implementation of grading authorization and grading credit loan management system. First, provincial branches implement hierarchical authorization management in combination with internal control ratings. Set quantitative evaluation index of internal control level, and regularly evaluate the internal control level of provincial branches. Reasonably determine the loan approval authority according to the internal control level, and all provincial branches can directly handle the loan approval within the scope of authorization; The second is to classify customers according to enterprise credit rating, industry inclination and industry risk, and implement classified credit management. The third is the combination of classified authorization and classified credit. Classified credit granting should be based on graded authorization. In practical work, if the authorization amount is less than the credit amount due to the decrease of the internal control level of banks, priority should be given to hierarchical authorization from the perspective of risk control to ensure the safety of loans. The fourth is to establish a credit business monitoring system to continuously monitor the whole process of credit business, provide timely and true information on credit business operation and asset quality, and comprehensively evaluate credit risks and benefits. (V) Further strengthen the management of credit practitioners. It is necessary to formulate feasible training plans, intensify training efforts, and improve the professional quality and ability of cadres and workers. At the same time, it is necessary to further formulate the working system and management measures for credit practitioners, standardize the qualifications of practitioners, and effectively control moral hazard and operational risk. Combined with the current marketing practice of Agricultural Development Bank, the customer manager system is implemented according to the inherent law of modern bank customer manager system. (VI) Further strengthening the basic management of credit. First, raise awareness and further standardize the basic management of commercial loans and credit. Second, strictly follow the loan investigation, approval, issuance and post-loan management processes, with standardized operation, accurate records and complete data storage. Third, regularly carry out commercial loan audit and credit foundation inspection, find problems in time, and formulate practical and effective rectification measures.