As of the end of December 2019, the balance of non-performing loans in Huaibei Branch was 29.57 million yuan, with a non-performing rate of 0.64%, a decrease of 1.15 million yuan and 0.22% from the beginning of the year, respectively. For two consecutive years, it has achieved a "double reduction" in the balance of non-performing loans and the non-performing loan ratio, which has greatly boosted the confidence of loan officers in developing their businesses.
The first is to strengthen organizational leadership and create a clean atmosphere. Based on the actual situation, the bank formulated and issued a collection and recovery work plan in a timely manner, and clarified the collection plan, time limit for completion, and specific persons responsible. A clearing work leading group was set up with the “first leader” of the city branch as the group leader, and four clearing teams were formed by the city and county bank leaders to assist the sub-branches to carry out the clearing work. At the same time, play an exemplary role of party members, set up temporary party member collection commandos, and help targeted collection of non-performing loan customers.
The second is targeted, implementing "one household, one policy." According to the difficulty of collection, the bank sets the specific time for the collection of non-performing loans in three levels: short, medium and long, and details the "one-household, one-strategy" collection measures for each loan customer after write-off. The system manages the customer's disposal plan, conducts detailed investigation and understanding of each customer's family status, economic income, and property situation, and adopts various forms to carry out collection activities. For clients who have the ability to repay but have a weak sense of credit, they will promptly send lawyers' letters through court visits and law firms to increase their sense of urgency. For those who have lost operating losses and are unable to repay, help them find ways to formulate a repayment plan based on part of the repayment.
The third is to strengthen judicial collection to ensure progress in collection. We will focus on sorting out the outstanding and prosecuted cases, and will be led by the bank leaders to communicate with the courts on multiple occasions to coordinate the progress of the cases and speed up the court's filing and enforcement. At the same time, a multi-department linkage and coordination work mechanism was established. The Agriculture, Rural Finance, and Small Business Finance Departments cooperated with the entire collection of asset insurance, and the Human Resources Department, Office, and Planning and Finance Department provided support for personnel, finance, and material. jobs.
The fourth is to prompt promptly and do a good job of regular reporting. The Risk Management Department reports the completion of personal loan asset quality in a timely manner and issues a list of newly added non-performing loans. On the one hand, it provides risk reminders, strengthens post-loan management, and improves risk prevention and control awareness; on the other hand, it prompts recent work goals to increase the frequency and intensity of collection of defaulted loans to ease the pressure of loan deterioration from the source.