At present, although the risks of small and medium-sized financial institutions in my country are generally controllable, the hidden dangers cannot be ignored. Some problems have been exposed in recent years, and individual institutions have even been hollowed out by profit transfers.
The reason is that there are both historical problems and practical constraints.
Take small and medium-sized banks as an example. Historically, it has been a participant in reform and risk management.
Over the past 20 years, through risk mitigation, name change and restructuring, capital introduction and restructuring, and transformation and development, a large number of small and medium-sized banks have achieved "new life" and gradually grown into new forces serving the real economy.
However, some of the problems left over from history have not been completely resolved, and they have accumulated in the subsequent "staking", and eventually evolved into new practical constraints - that is, lack of professional talents and weak corporate governance, which are also faced by small and medium-sized financial institutions. two common problems.
For example, looking at those high-risk financial institutions that have been disposed of, the important risk point is that most of the main executives are non-professionals, and there has been a long-term problem of "disorderly behavior", such as "approving loans by looking at notes" and other serious illegal and non-compliance chaos Elephant once prevailed.
This fully shows that, as a franchise institution, financial institutions must have professional and conscientious high-quality teams to ensure their stable operations.
Furthermore, the weak corporate governance capability provides a feasible space for non-professionals to "disorderly act".
In a complete corporate governance organizational structure, the general meeting of shareholders, the board of directors, the board of supervisors and the senior management are the main bodies.
However, if the corporate governance is weak, major shareholders have the opportunity to alienate financial institutions into their own ATMs through equity and related transactions. Under the control of insiders, problems such as financial fraud, entrusted equity holding, and benefit transmission will occur.
Subject to the above two problems, the specific landing business is often out of shape.
For example, if the asset allocation period is too long, the liquidity risk is hidden, and it is easy to further lead to systemic and regional risks; the lack of risk identification ability, the increase of credit risk, and the easy formation of a large number of non-performing loans.
Problems that were previously overshadowed by rapid growth may come to light one after another.
Therefore, it is necessary to resolve the risks of small and medium-sized financial institutions.
Next, under the overall requirements of preventing and resolving major risks, we must adhere to bottom-line thinking, implement classified policies, and make overall plans.
First, we must accurately defuse bombs. The risk factors of small and medium-sized financial institutions are complex, and risk prevention cannot be "one-size-fits-all".
Second, we must focus on the early and small. In order to ensure the realization of this goal, we must continue to improve financial supervision capabilities and make up for loopholes in the supervision system.
From the perspective of long-term development, it is necessary to further improve corporate governance, which is the most critical and fundamental core competitiveness of financial institutions, and also the cornerstone of stable, long-term, healthy and sustainable development.
Specifically, it is necessary to follow the principles of independent operation, effective checks and balances, mutual cooperation and coordinated operation of each governance body, promote the improvement of the shareholding structure, optimize the corporate governance structure, strengthen information disclosure and external supervision, and establish an efficient decision-making and restriction mechanism. The incentive and restraint mechanism should also make up for the shortcomings in the construction of small and medium-sized financial talent teams.
At present, some useful experiences have been accumulated in the reform of small and medium-sized banks in Liaoning, Shanxi and other places, and the financial regulatory authorities are also accelerating the construction of financial talent pools.
We look forward to further implementation, implementation and results of relevant work.
(Guo Ziyuan of Economic Daily)