In daily life and work, the frequency of using reports is on the rise, so we should pay attention to the rationality of logic when writing reports. When you hear writing a report, you get dizzy? The following is a template of bank risk analysis report that I have carefully compiled for your reference, hoping to help friends in need.

I. risk profile

(I) balance of non-performing loans

As of the end of March of 2XX, the balance of various loans of the Bank was RMB 1,, with a non-performing loan balance of RMB 1,, with a non-performing rate of 2.3%, of which RMB 21, was newly issued loans, accounting for .12%.

vertically, the NPL ratio at the end of March decreased by 3.8 percentage points compared with the same period of last year, but the absolute amount increased by RMB2,. Considering the factor of clearing 57, yuan (27-15 yuan) in the past year, in fact, our non-performing loans are still growing. The decline in NPL ratio is due to the substantial growth and dilution of loans. Therefore, the loan risk of our bank is still increasing.

The following is the change chart of bad balance of new loans issued by the Bank from January to May

(II) Interest arrears

By the end of March, the interest arrears rate of new loans issued by the Bank has also increased rapidly since 28, reaching 225, amounting to 99,1 yuan, accounting for 4.6% of new loans.

(III) Downward migration of loans

From January to March, the Bank migrated 3,761 new loans with an amount of 12.49 million yuan, including 2,15 loans with an amount of 67.4 million yuan; 1657 upward migration, with an amount of 53.44 million yuan; The downward migration stock is 216, with an amount of 6.3 million yuan. Among them, there are 29 concerned loans, 6.9 million yuan, and 7 subprime loans, 21, yuan. It can be seen that from January to March, the loan migration rate of our bank was very high, reaching 43%.

horizontally, the NPL ratio, interest arrears ratio and migration rate of new loans of the Bank rank first in the city.

(iv) Recovery rate of loans due

In the first quarter, the Bank made 648 loans due, amounting to 27.7 million yuan, recovered 634 loans, amounting to 27.25 million yuan, and failed to recover 14 loans, amounting to 45, yuan, with a comprehensive recovery rate of 98.38%. Below the city average.

(V) loan concentration

By the end of March of 2XX, the largest five loans of the Bank amounted to 8.9 million yuan, accounting for xx% of the paid-in capital of the Bank. The risk concentration is very low.

(VI) Analysis of guarantee situation

By the end of March of 2XX, the types of loans of our bank were classified as credit loans of 81, yuan, accounting for less than .1%; Guaranteed loan is 15.68 million yuan, accounting for 82%; The mortgage loan was 31.976 million yuan, accounting for about .17% and 62, yuan, accounting for less than .1%.

from the perspective of guarantee methods, the risk exposure of our loan is very large, reaching over 99%, and it is difficult to control the risk.

Second, the analysis of the causes

1. There is no sense of Scientific Outlook on Development and sustainable development, and there is no sense of responsibility. Did not implement the requirements of the superior bank to make the "three rural" credit business into a boutique and a profit growth point. There are short-term behaviors and fluky psychology, and the possibility of generating risks is underestimated. The layout understands the marketing policy, and puts risk prevention and loan marketing in opposition. When it emphasizes marketing, it relaxes risk prevention and control, and when it emphasizes risk prevention and control, it does not negatively market, and it goes back to the old road of "once it is closed, it will be chaotic".

2. We didn't do a good job of access, and took the old road of extensive management. Maintain the concept of tasks, reduce customer access conditions, and provide credit to customers who obviously do not meet the main qualifications and customers with problems in the guarantor's willingness to guarantee. On the other hand, the investigation is not thorough and meticulous, and some even do not go to the customer's home or business premises at all, and they know nothing about the basic situation and risk status of customers. For customers who go out for a long time and suddenly return home, they rush to grant credit without in-depth analysis, and customers leave their homes quickly after lending, which leads to the inability to effectively carry out post-loan management;

3. Replay is neglected, and post-loan management is not in place. Performance: no inspection, no understanding, no communication, no collection, no management, no prompt, etc. I don't know anything about the changes in customers' production and operation, and customers don't know when to repay interest and principal. Post-loan management is not active and in-depth, and some people rely too much on the original loan managers, and they are not fully aware of the loans they have taken over, and they are not well managed. On the other hand, there is no early warning for the problems found in the inspection, no effective risk handling measures are taken, and the post-loan management files are not handed over to the county bank's credit archives in time.

4. The management before and after the appointment is not connected. A few integrated account managers have the subconscious of new officials ignoring old debts, relying too much on the previous hand to manage loans, requiring additional guarantee conditions for the previous hand to issue loans, and increasing other customers' doubts about repayment. ;

5. multi-person loans are used by one household, which accumulates operational risks. There are three situations. First, the customer conceals the truth when applying for the loan, and uses it intensively after the loan is issued; Second, the internal staff instructed and acquiesced in the use of multiple loans by one customer. Third, when companies+farmers or cooperatives+farmers operate, loans are issued, and farmers' or members' funds are occupied by companies or cooperatives. In either case, it will cause risk concentration and amplification;

6. Customer management problems, market problems or customers lending loans, etc.

III. Countermeasures

1. Carry out legal and institutional education and strengthen the normative awareness of employees;

2. Dissect the cases one by one, analyze the reasons for the bad formation, and enhance the preventive ability of employees;

3. Strengthen employees' awareness of household management responsibility, business responsibility and self-discipline;

4. Strictly control access and increase penalties before lending. Where fraud and misleading decision-making are found in the examination and approval, they must be punished according to the corresponding system;

5. implement "four packages and one hanging" and increase the package compensation clause;

6. Strengthen post-lending efforts, including regular inspection, account supervision, customer return visit, collection management, collateral management, file management, etc., which should be carried out to the letter.

7. increase the punishment for violations and do not tolerate them.

8. Strengthen the assessment of asset quality, and deduct 3-5 points for each loan that moves downward.

9. Accept documentary mortgage and commercial housing mortgage to strengthen the self-binding of customers.

1. Conduct in-depth pre-loan investigation to prevent multiple borrowers from using the loan. In particular, companies+farmers or cooperative countries+farmers should focus on prevention and control.

11. For institutions with increased risk level, measures shall be taken to suspend loan issuance and make corrections within a time limit. If the non-performing loans reach a certain proportion, the accountability mechanism will be started.

12. Plan ahead and collect the plan. For the loan that is about to expire, it is necessary to collect it one month in advance. For those who cannot repay it, the emergency plan should be formulated in advance, including claiming creditor's rights from the guarantor, collecting money from the introducer, putting pressure on the local village, litigation according to law, repayment first and circulation later, etc.