Research On Risk Management In Mortgage Loan Of CF Branch ADBC Based On Internal Control

The bank bears the grain purchase since it was founded in1994. Along with thegradually deepening the reform of grain circulation system and the bank creditpolicy also evolved, especially in recent years, the food market is rapidly changing,international food price is obviously ups and downs, intensified the trend of foodenergy. On the one hand, to protect the interests of the peasants, on the other hand tocontrol the loan risk, the higher research topics are proposed for the bank. Food isvital strategic materials and special goods, rigid demand is stronger, is the necessarycondition to maintain social stability and national economic development.Completing the food credit, conservation international livelihood of the people, atthe same time increasing the bank management benefit and reducing non-performingloans ratio is a prerequisite for the sustainable development of the bank. Especiallyfinancial market competition is becoming more and more complex, the banks aregrowing gradually to the agricultural sector penetration, to win in the increasinglyfierce competition environment, must first do a good job in loan risk managementespecially mortgage risk management work. As a leading producer of grain policy, inactively support and promote the development of the food industry, increase theintensity of credit support, improving the comprehensive grain production capacity,CF branch has played an important role to ensure national food security. In recentyears, however, from the CF branch business development and business metrics, dueto the internal control mechanism management, non-performing loans pressure doesnot reach the designated position, leading to bad loans very high, especially mortgage loans remaining high, fully exposed the CF branch existing manyproblems in mortgage risk management, these problems have seriously affected theCF branches of its role in agriculture, also influenced the CF branch operation anddevelopment. Through the CF all branches in the proportion of mortgage loans,mortgage non-performing recovery rates, mortgages and withdraw, mortgage status,evaluation, loan management and the mortgaged property auction liquidation way,method, process, etc., this article conducts a comprehensive analysis of data, to findthe main problems existing in the management in the bank mortgage risk of CFbranch. From the internal environment, risk assessment, control activities,information and communication, supervision and five aspects in-depth andcomprehensive analysis, finding out the deep level reasons in the bank mortgage riskmanagement of CF branch, and combining the reality of policy-directed CF branch,putting forward the corresponding improvement measures. Through continuousoptimization of credit products, adjusting the structure of loan time limit, makingcredit products adapt to the needs of customer production and operation, reducingcustomer’s cost of financing, making customers’ choice more broad. At the same time,strengthening the daily maintenance of the customer, to deepen and strictly carry outthe policies of the customer classification, according to the customer classification asa result, a differentiated credit policy, for clients to create a healthy competitionenvironment. Through the fine service, optimizing the organizational structure, toimprove the ability and level of customer service, to improve the comprehensivecompetition ability. With detailed and justified the financial analysis andnon-financial analysis, improving the level of risk identification, risk measurement,risk analysis, and constantly improve the internal review process and the mortgagedproperty standards, from the source to curb mortgage risk, and strengthen the teamconstruction and the information communication and sharing, best mitigate riskmortgage. Through these measures, improving the CF branch risk control ability and the comprehensive management ability, activation of credit assets quality andenhancing market competitive power, giving full play to all levels of staff’senthusiasm and initiative, to promote the bank CF better support the development ofthe "three rural" business branch.