Strengthen the means of credit management and fully implement the responsibility of collection management. According to the overall requirements of comprehensive cleaning, bottoming out the advantages and disadvantages of responsibilities, and matching full-time responsibilities with the implementation of linked assessment, each non-performing loan is divided into loan responsibility and collection management responsibility. Thoroughly investigate the risk of non-performing loans. Check whether the creditor-debtor relationship of non-performing loans is clear, the debtor's willingness and ability to repay, whether the debtor has effective assets, the feasibility of asset disposal, accountability, collection and performance of duties, etc. One by one. Non-performing loans are divided into three categories: recoverable, recoverable through efforts, and temporarily unrecoverable. Through comprehensive investigation, find out the base, analyze the causes of non-performing loans, fully grasp the risk status of non-performing loans, formulate feasible recovery plans, and form a complete and informative analysis report. The level of credit management is not high and the basic work is weak. Non-performing loans remain high for a long time, which has a long-term impact on rural cooperative financial institutions and great harm. The formation of a large number of non-performing loans, on the one hand, makes it difficult to recover the loan principal and interest of bank credit cooperatives, on the other hand, bank credit cooperatives must pay the deposit principal and interest of depositors, which makes banks lose the opportunity to obtain benefits. It is known that bank credit cooperatives do not directly create value, but their economic benefits are realized by dividing the benefits created by the clients. Strive to strengthen the construction of credit team. It is necessary to strengthen the training of credit personnel through various channels and ways, improve the quality of credit personnel and credit management ability, and improve the level of credit work. With the continuous development of county economy and the change of national macro-situation, the credit input of rural cooperative financial institutions to large customers and projects has increased rapidly, and the loan concentration has increased significantly. While concentrating the benefits, it also concentrates the risks. Credit management realizes the dynamic management of credit and helps banks plan ahead. At the same time, credit management can also help banks find problems in daily management in time, so as to improve internal control, plug loopholes and prevent problems before they happen. Credit management will have a far-reaching impact on the formation of a healthy credit culture and credit management system.
Second, how to strengthen the management of credit files?
To strengthen the management of credit files, we should start from two aspects. First, do a good job in file management and keep the original report on file. The second is to make the loan files electronic, which can strengthen the control of the loan situation.
Third, how to do a good job in bank collateral management?
1, strictly control the entry of collateral.
2. Strictly control mortgage registration.
In the mortgage loan work, the credit personnel need to personally go to the site to verify the real situation of the collateral, participate in the whole process of mortgage, and know in time whether there are defects in the collateral and repeated mortgages. We should standardize the signing of mortgage contracts, strengthen the management of mortgage registration, put an end to some irregular and irregular behaviors from the source, and prevent legal risks in time.
3. Pay attention to the review of collateral value and strictly manage external evaluation agencies.
When evaluating the collateral value, we should be objective and prudent, ensure that the appraisers have good professional background and skills, and do a good job in internal audit of the collateral value to avoid overestimating the collateral value. Strengthen the management of external assessment agencies of collateral, and timely adjust some non-standard assessment agencies.
4. Establish strict mortgage management procedures and operational requirements.
5. Establish effective dynamic monitoring of collateral.
Fourth, how to strengthen credit management.
Combined with the current work practice, I think we should strengthen the cleaning and management of non-performing loans from the following aspects:
1, fully implement the collection management responsibility. In accordance with the general requirements of "comprehensive clean-up, bottoming out the responsibilities, matching the advantages and disadvantages, paying the full amount to the people, implementing the responsibilities and linking the assessment", we will distinguish the responsibility of lending and the responsibility of collection management for each non-performing loan, strictly implement it to each credit officer, and formulate relevant reward and punishment measures to ensure that each non-performing loan is managed and collected.
2. Thoroughly investigate the risk of non-performing loans. Check whether the creditor-debtor relationship of non-performing loans is clear, the debtor's willingness and ability to repay, whether the debtor has effective assets, the feasibility of asset disposal, accountability, collection and performance of duties, etc. One by one. Non-performing loans are divided into three categories: recoverable, recoverable through efforts and temporarily irrecoverable. Through comprehensive investigation, find out the base, analyze the causes of non-performing loans, fully grasp the risk status of non-performing loans, formulate feasible recovery plans, and form a complete and informative analysis report.
3. Improve the monitoring of non-performing loan ledger. Further improve the classification, establish the collection ledger for key households, establish the collection assessment ledger for each household, formulate the collection disposal plan for each household, implement the collection plan for each household, and issue the collection task for each household, so as to ensure that the loan is managed by people, the collection responsibility is implemented by people, and the performance is linked with people.
4. Give full play to the power collected by special classes. Credit cooperatives mainly take measures such as setting up a collection team to focus on tackling key problems, conquer large amounts of non-performing loans, and collect and preserve credit assets. In particular, the Risk Asset Management Department should further give full play to its own advantages, actively carry out the work of "three-level, 100-household" non-performing loans collection, legal loans and non-performing loan replacement, and focus on urging the people to increase the enforcement of outstanding cases.
5. Flexible collection of non-performing loans from village groups. Village collectives are characterized by large loan amount, large arrears of interest, long time span and great difficulty in collection. On the collection of such loans, trade unions should require credit cooperatives to have good relations with village cadres, actively reflect the current situation and existing difficulties of credit cooperatives' non-performing loans to party and government leaders, make full use of the opportunity of land transfer and development of suburban village groups, and further increase the efforts to clean up non-performing loans of village groups.
6. Further strengthen post-loan management and collection. Strengthen the implementation and inspection of credit personnel's post-loan management responsibilities, strictly implement monthly and quarterly inspections on each non-performing loan, and do not collect loans in cash.