The low level of credit management, weak basic work and long-term high non-performing loans have a long-term impact on rural cooperative financial institutions and are extremely harmful. The formation of a large number of non-performing loans, on the one hand, makes it difficult for banks and credit cooperatives to recover the loan principal and interest; On the other hand, banks and credit cooperatives must also pay depositors' deposit principal and deposit interest, which makes banks lose the opportunity to obtain benefits. It is known that banks and credit cooperatives do not directly create value, but their economic benefits are realized by dividing the benefits created by the clients. The quality of financial assets of banks is often reflected in the quality of loans, and the high level of non-performing loans greatly reduces the liquidity of assets of banks and credit cooperatives. The loss of liquidity of financial assets will inevitably affect the operating efficiency of banks and credit cooperatives, and even affect their survival and development.

According to the author's many years of experience in credit work, the control of new non-performing loans must start from the source, that is, from the three links of loan issuance-use-recovery, especially the issuance of loans. Over the years, the "three-check system", "three-guarantee system", "feasibility study", "evaluation system" and "mortgage guarantee system" implemented by the banking industry are all effective ways and means to prevent and resolve non-performing loans. These methods and means summed up in practice are simple, scientific and reliable, and very close to the reality of our bank, especially serving the "agriculture, rural areas and farmers", private economy, small and medium-sized enterprises and county economy. We must never blindly learn the advanced credit management methods of the United States and other western developed countries, and at the same time forget or abandon our traditional excellent things. In addition, strengthening credit management must also do the following:

First, further deepen the reform of rural cooperative financial institutions. It is necessary to further clarify the relationship between property rights, so that banks can become real banks, real financial enterprises that manage money, take risks and assume responsibility for their own profits and losses. It is necessary to further act in accordance with the laws of the market economy, weaken government behavior, and not undertake or undertake less policy loan business. Even if there is, the state should give certain policy subsidies to make up for the loss of funds and interest caused by policy business and accelerate the reform of commercial banks in rural cooperative financial institutions.

The second is to improve the understanding of credit management and further improve the credit system. First of all, it is necessary to raise the awareness of decision makers at all levels on credit management, put this work on the agenda as soon as possible, formulate measures, take measures, and see results. We should fully realize the influence of lagging credit management on the long-term interests of rural cooperative financial institutions, the personal interests of employees and the cultivation of new credit culture. Secondly, take out concrete and operable credit management measures as soon as possible, focus on establishing post-loan risk early warning, response, prevention and resolution mechanisms, clarify responsibilities and formulate incentive measures, set up high-voltage lines for credit management, and strictly regulate credit management behavior. Those who mismanage and artificially cause non-performing loans must be resolutely punished. Third, improve the loan procedure, implement the credit post responsibility system, and establish the accountability system, especially the responsibility of the first responsible person and the main decision makers.

Third, we must strengthen inspection and guidance and strict assessment. Whether it is the credit department or the audit department, whether it is the superior bank or the same level bank, whether it is regular or irregular inspection, whether it is comprehensive inspection or special inspection, the development of credit management should be taken as the focus of inspection. Through inspection, problems can be found in time, mistakes can be corrected, experience can be summed up, and violations of discipline can be severely punished, so as to promote the smooth development of this work. To formulate specific credit management assessment indicators, we must be visible, tangible and manageable, and we must not become a mere formality. It is necessary to conduct regular and strict assessments and cash rewards and punishments. The level and effect of credit management should be linked to the term goals of bank leaders at all levels. You can't mess up the loan on the one hand, and be complacent with high salary on the other hand, resulting in a disconnect between power and responsibility.

Fourth, 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. However, these big customers and projects have high requirements for financial services and it is difficult to manage credit. Therefore, rural cooperative financial institutions must cultivate their own senior account managers, actively learn from the advanced credit management methods and market development experience of other commercial banks, and work together to improve the level of credit management. As a provincial association, we should also give full play to the advantages of leadership, information, resources and talents, directly participate in the research and demonstration, development and maintenance, project management of large customers and projects, give classified guidance, highlight key points and give preferential support. In addition, we should constantly promote and summarize the successful experience of international and domestic credit work, so as to foster strengths and avoid weaknesses, seek advantages and avoid disadvantages, improve and improve, and keep pace with the times.