【作者】 赵洁；

【导师】 马超群；

【作者基本信息】 湖南大学 ， 工商管理硕士（MBA）（专业学位）， 2017， 硕士

【摘要】 受利率市场化程度加深、经济增速放缓、监管规范增强、同业跨业竞争加剧等因素影响,2013年以来银行业生息资产规模扩张放缓、净息差收窄、拨备增加,营业收入和利润增长都出现明显放缓。在净利润增速放缓同时,不良贷款成为焦点。截至2016年末,商业银行不良贷款余额15123亿元,比年初增加183亿元,不良贷款率为1.74%,较上季末下降0.02%,其中农业银行不良贷款余额2308亿元,较上年末增加了180亿元,不良贷款率2.37%,较上年下降了0.02%,在五大行中农行不良贷款率位居第一。为此,农行的贷后管理水平需进一步提高,才能降低自身不良贷款率,从而保障自身资产安全,实现健康平稳发展。农业银行湖南省分行作为农行下属分公司,贷后管理相对薄弱,特别是对公业务贷后管理,存在“重贷轻管”、重抵押物轻第一还款来源、贷后管理制度不规范等的问题与现象。这迫切要求将提高贷后管理水平列为农业银行湖南省分行近年及以后的对公业务部门工作重心之一。本文以农业银行湖南省分行为研究对象,运用风险管理理论与方法、内部控制理论等,对对公业务贷后风险进行深入详细分析,归纳总结出信贷资产质量分类、信用风险监控管理、信贷人员从业资质管理等管理制度,识别并评估出信用风险、市场风险、操作风险以及宏观经济因素引起的行业风险。本文从贷后管理理念、贷后管理过程和贷后管理制度三个方面深度剖析农业银行湖南省分行对公业务贷后管理这些问题的存在的问题,并对其存在问题进行银行内部与银行外部原因两个方面分析,内部原因包括信贷人员素质有待加强,缺乏行之有效贷后管理制度、贷后管理工具、贷后管理激励机制,外部原因包括信息不对称,加剧银企博弈,客户不配合导致风险加大,政府干预,以及同业竞争。随后本文提出了改进设计:首先,改进贷后管理制度,包括对农业银行总行贷后管理制度进行细化与补充,运用RAROC模型进行风险管理;其次,改进授信结构,包括合理分配授信占比,对授信客户实施分类认定。第三,改进信贷从业人员的贷后管理业务水平,包括建立正确的贷后管理理念、强化贷后管理培训、加强问责力度、加强内控管理力度。本文在最后部分提出贷后管理改进的保障措施,包括组织保障、管理制度保障、实施过程保障、运行机制保障,以及风险管理文化及环境保障。本文对农业银行湖南省分行贷后管理的分析和提出的改进措施,既能够为农业银行湖南省分行今后的贷后管理改革提供很好的参考价值,而且也关系到银行业整体系统化的贷后管理机制,为银行业深入开展贷后管理提供良好的借鉴,因而具有重大的理论价值和现实意义。更多还原

【Abstract】 Affected by the deepened interest rate liberalization,slowdown economic,enhanced supervising standard,intensified banking and cross-banking competition and other factors,the expansion of banking interest-bearing assets becomes slower,following with the narrowering net interest margin and the increasing provision,and both the operation revenue and the profit growth have slowed down significantly since2013.With the slowdown in net profit,non-performing loans become the focus at the same time.At the end of 2016,the balance of non-performing loans of commercial banks was 15123 billion yuan,an increase of 18.3 billion yuan over the beginning of this year,and non-performing loan ratio was 1.74%,which was down 0.02% from the previous quarter,in which non-performing loans of the Agricultural Bank of China was 230.8 billion yuan,an increase of 18 billion yuan over the previous year,the NPL ratio of 2.37%,compared with last year,fell 0.02% and ranked first in the five main banks in China.Therefore,the ABC’s post-loan management level needs to be further improved,in order to reduce its non-performing loan ratio,and protect its asset safety,achieve healthy and stable development.As the ABC’s subsidiaries,The ABC’s branch in Hunan Province’s post-loan management,post-loan management is relatively weak,especially the problem and phenomenon of the corporation business post-loan management,such as paying more attentions to offering loans than post-loan management,paying more attentions to mortgage than the source of first repayment,and unregulated post-loan management.It is urgent to enhance the level of post-loan management,listed as one of the main business focuses of the corporation department for the Agricultural Bank of China in recent years and in future.By using the Hunan branch of the Agricultural Bank of China as the research object,the paper analyzes the post-loan risk of corporation business in depth by using risk management theory and methods,internal control theory,etc.The paper summarizes these systems of the quality of credit assets classification,credit risk monitoring and management,qualification certificates of credit personnel management,etc.It identifies and assesses the risks associated with credit risk,market risk,operational risk,and industry risk caused by macroeconomic factors.Through three aspects including post-loan management’s ideas,process and systems,the paper analyzes the causes of these problems of the Hunan branch of theAgricultural Bank of China deeply.In addition,the paper analyzes internal and external reasons of the bank’ problems.The internal reasons to the bank include: the quality of credit personnel needs to be strengthened,the bank is lack of effective systems and tools of management,and incentive mechanism.The external causes to the bank include: negotiations goes between banks and enterprise because of asymmetrical information,risk grows from uncoordinated enterprises,government interferes in bank’s business,and the competition is fierce among banks.Then the paper proposes some improved designs.Firstly,the bank needs to improve the post-loan management system,including improving and elaborating the post-loan management system of the Agricultural Bank of China,using RAROC models in risk management.Secondly,the bank needs to improve the credit structure,including the rational allocation of credit rating,the classification of credit customers identified.Thirdly,the paper designs some strategies to promote the credit personnel’s business level of the bank in post-loan management,including building right concept to the post-loan management,strengthening post-loan management training,acceptability,and internal control management.Finally,the paper proposes safeguard measures from organization,management systems,implement process,operation mechanism,and risk management of culture and environment.The measures and advises provided to improve and perfect the current situation of post-loan management,are not only offer necessary reference post-loan management reform to the Hunan branch of the Agricultural Bank of China,but also relate to the banking overall systematized post-loan management mechanism,which is giving a strong theoretical reference to conduct in-depth post-loan management for the banking.Therefore,the paper is of great theoretical value and practical significance.更多还原