The first is the rational use of human resources. The business departments of county-level associations or regional central outlets should focus on management and talent advantages, mainly to meet the financial needs of a large amount in the region. ?
The second is to strengthen the supervision and inspection of loan issuance. Insist that every loan should be issued according to the process operation to prevent the process operation from being reversed. In the process of loan issuance, give full play to the supervisory role of the appointed accountant and earnestly perform the supervisory function of the appointed accountant. ?
The third is to reasonably determine the loan authority and term. According to the business development level of credit cooperatives and the management level of credit personnel, different loan granting authority is determined. Then according to the loan authority of different credit cooperatives, credit cooperatives divide the authority of different positions. For example, determine the loan approval team of credit cooperatives, credit cooperatives directors, credit cooperatives loan officers and other different loan authority. Loans beyond the approval authority of grass-roots credit cooperatives shall be reported to the county association for approval. While doing a good job in checking the different credit rights and positions of credit cooperatives, we should also determine the loan term reasonably and determine the reasonable loan term according to the production turnover cycle. Those who artificially extend the loan term and evade the responsibility of term management should also be held accountable. For example, if the newly issued loan fails to receive interest for three consecutive quarters, the responsible person will be fined according to a certain proportion of the borrower's arrears of interest. Actively guide customers to adopt flexible repayment methods such as "repaying principal and interest by installments". ?
(2) Strictly control the loan structure and insist on maintaining pressure.
First, make mortgage loans stronger and better. Gradually reduce the proportion of secured loans and continuously improve the mortgage loans secured by the second repayment source. Actively offer mortgage loans for forest rights, mortgage loans for houses and shops and pledge loans.
The second is to make small-scale agricultural loans detailed and practical. As a brand of credit business of rural credit cooperatives, small-scale agricultural loans must be refined and strong. ?
(3) Investigate the responsibility and implement the new non-performing loan responsibility.
The accountability measures for new non-performing loans have been formulated, and the county association should continue to deploy capable personnel to conduct a comprehensive inspection of the remaining outlets. One of the key points is to identify the new non-performing loans in each business outlet after the establishment of the provincial association, and then investigate the responsibility according to the accountability measures for new non-performing loans. ?
(4) Do a good job in assessment and strictly assess the incentive mechanism. Assessment is not the ultimate goal. The key is to guide employees, especially loan officers, to firmly establish the awareness of loan quality through assessment, and give priority to ensuring loan quality while pursuing the development of loan business.
First, increase credit quality assessment indicators.
The second is to strictly assess accountability.