greatly improved due to the improvement of professional expertise, information quality and technology systems.
Second: Actively handle overdue debt, bad debt, and debt with signs of risk.
The Bank's Board of Directors is very concerned about the handling of bad debts, overdue debts, and debts with signs of abnormality, and there are very resolute policies to solve this problem. Specifically as follows:
Board of Directors, Head of Business Planning, HR staff,
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Current Status of Credit Risk Management at Vietnam Bank for Agriculture and Rural Development -
Improving the effectiveness of credit risk management at the Bank for Agriculture and Rural Development - Hanoi Branch - 2 -
Credit risk management of Vietnam Bank for Agriculture and Rural Development - 10 -
Credit risk management of Vietnam Bank for Agriculture and Rural Development - 31 -
Credit risk management at the Bank for Agriculture and Rural Development Gia Lam - Hanoi - 33
Accounting and treasury staff work together to develop specific plans for each overdue debt and bad debt .
The staff closely coordinates with other functional departments to have the most effective measures to manage each debt in accordance with the law.
Credit officers outline a specific plan before approaching customers with bad debts or overdue debts.
The Board of Directors sets out specific work plans for each overdue loan, bad debt and debt showing signs of risk.
Always determine
debt
backlog is mind work, is work
regularly to improve and enhance the financial capacity of the Bank.
Third: Conduct regular and continuous revaluation of collateral assets.
In addition to the monthly inventory of collateral, it is performed according to
In principle, there is full participation of functional departments: credit department, accounting department, collateral management department.
In the immediate future, revaluation of collateral assets will be conducted for collateral assets of overdue debts from groups 2 to 5 to serve as a basis for determining the correct level of credit risk provisioning for overdue debts .
Regular revaluation of collateral helps the Bank grasp
grasp the actual situation of the quality and market value of the collateral, thereby adjusting the loan limit in accordance with the actual value of the collateral, while ensuring the Bank's ability to collect debt from the collateral when risks occur.
Fourth: Focus on improving management skills, professional qualifications, and professional ethics for staff.
Professional ethics education is of special concern to the Bank, the team
The professional staff is enhanced in terms of expertise and professional ethics, meeting the requirements of a credit officer with full capacity, qualifications and personality.
The Administrative Department is responsible for implementation.
+ For staff working at the bank, the Bank conducts in-depth professional training and professional ethics education to adjust behavior according to the bank's general guidelines.
+ For newly recruited staff, the Bank provides training on integration knowledge, education on overview of banking operations and ethics.
Thanks to that, after each course, the awareness of credit risk management at all levels of credit officers is raised one step higher. The sense of responsibility is enhanced, and there is a higher awareness in controlling credit risks.
comb
Five is: Develop target customers in a strategic direction
The Bank's orientation in recent years has been towards
The target customers are household economy and non-state enterprises, accounting for a large proportion of 11.2% and 80.2% of total outstanding loans in 2008. The Bank provides package products for customers, including deposits, services and loans, other services, which will increase benefits for the Bank.