Self-evaluation of the president of the bank In June 2000, I served as the president of a branch of the savings bank. Since taking office, under the correct leadership of the Party Committee of the business department of the provincial bank, my team members and I have conscientiously implemented the Party's financial principles and policies and financial laws and regulations, closely combined with the actual work, firmly grasped the core of business operation, and regarded efficiency as the starting point and foothold of the whole bank's work. My team members and I led the staff of the whole bank to work hard, work hard, vigorously develop loans to increase survival, actively seize market share, and achieved various assessment plans under extremely difficult conditions. By the end of 20 1_, the growth of various deposits has reached the best level in history, the settlement work has completed the plan issued by the business department of the provincial bank, the profit index has been well completed, and the construction of material civilization and spiritual civilization has achieved a double harvest. Let's report on our work in the past year.
First, vigorously carry out fund organization work, and the annual growth of various deposits reached a record high.
After the institutional integration, according to the requirements of the business department of the provincial bank, the _ _ company that our bank opened an account in Puyang Street Sub-branch was transferred to _ _, and only this household took away 100000 yuan of public funds. Therefore, according to the situation after the integration, although it was allocated to five branches of our bank, the total amount of deposits decreased because it was allocated to large households. How to expand the total amount of deposits to a new high is an urgent problem before me. To this end, my team members and I have always placed organizational funds in a prominent position.
First, catch early. In cooperation with the spring activities of the New Century Savings Quality Service Competition held by the provincial bank's sales department, a meeting of middle-level cadres was held and actively deployed, which made the bank's deposit work in the first quarter solid and early, and achieved the goal of a good start in the first quarter. It laid a good foundation for the annual deposit work.
The second is to strengthen public relations and actively cultivate gold customer groups.
My main approach in this respect is to consolidate old customers and develop new customers. As the president, I take the lead, running around between new and old customers in the process of stability and development. In the case of several banks competing for the big customer of the Social Security Department of the Municipal Finance Bureau, I mobilized all aspects and took various measures to stabilize this big customer of our bank, and the deposit balance has reached more than 300 million yuan, making it a pillar customer to ensure the stable growth of our deposit. In order to change the single customer structure and achieve the purpose of adjusting the customer structure, I persisted in my work despite my illness. Through repeated public relations with team members, I went through hardships and mobilized the Finance Bureau of Lvyuan District and the Finance Bureau of Chaoyang District to our bank, which changed the disadvantage of single customer structure and became a new customer, ensuring the steady growth of our bank's deposits. The employees of the whole bank also try their best to establish relationships and mobilize a large number of deposits around the deposit work.
Thanks to the efforts of the whole bank, in 20 1_, the growth of various deposits reached a record high, and the balance of various deposits reached1725.95 million yuan, a net increase of 484.22 million yuan over the beginning of the year, exceeding the assessment task, of which the unit deposits reached 741580,000 yuan, a net increase of 65,438 yuan over the beginning of the year. The balance of savings deposits reached 977.42 million yuan, a net increase of 209.39 million yuan over the beginning of the year, accounting for 144% of the assessment plan, with an average increase of14.72 million yuan in ten days, accounting for198% of the assessment plan; The balance of foreign currency deposits reached 6.95 million yuan, accounting for 65,438+0.94% of the planned amount. It can be said that deposits in 2065,438+0 _ years set a new record again. In all kinds of deposits, the proportion of low-cost funds has increased significantly, which reflects & Ldquo organizes funds to talk about costs, develop customers and seek benefits &; The guiding ideology of rdquo. It has created many benefits for our bank.
Second, develop multiple strategies simultaneously &; The non-performing loans of ldquo Shuangqing rdquo dropped sharply.
In 20 1_ year, Ping An Sub-branch was transferred to the bank through institutional integration, and the institution alone transferred 207.09 million yuan to the bank's non-performing loans, which made the bank's non-performing loans suddenly rise. Therefore, 2065 438+0 _ year &；; The working pressure of ldquo Shuangqing rdquo is unprecedented. My team members and I put&; The work of ldquo Shuangqing rdquo was recognized at the political level and established &; Ldquo ordinary lenders will not let go, while large lenders will focus on cleaning up, looking for the starting point of research procedures and clarifying relationships. Rdquo tackling key problems strategy.
First, leaders take the lead in collecting goods from large households. Members of the leading group set tasks and goals, and specially selected long-term non-performing loan households for contracting. I personally contracted the needy households in the sub-bureau to study and formulate collection methods. Together with my team members, I have met with the responsible persons of enterprises with difficulties in collection many times. After repeated consultations, I finally implemented the repayment plan and security measures. And organize the directors of branches and related offices to hold regular meetings every Monday to monitor the situation of interest-owed enterprises door by door, so that all interest-owed enterprises are deeply touched and avoid & ldquo fish crossing a thousand layers of nets, but fish cannot escape the net&; Rdquo phenomenon. By leading a large number of contractors, our team members command ahead, grasp the key points and attack the difficulties, so that our bank &; The work of ldquo double clearing rdquo has been implemented.
The second is to start &; Ldquo double clear rdquo attack the third battle. Organized by the provincial bank & business department; During the third battle of ldquo Shuangqing rdquo, we held a mobilization meeting for the third battle. At the meeting, I held a meeting about & on behalf of the General Party Branch. Ldquo Shuangqing rdquo analyzes the problems existing in the work and makes a comprehensive deployment on how to fight a tough battle. Ten-day monitoring, daily analysis and quarterly assessment have been adopted, and good results have been achieved. At the same time, we implement the leadership accountability system. In June, 1 1, we issued a document on the appointment of lower leadership positions by the presidents of branches with slow decline in & ldquo & rdquo, stipulating that if the decline of non-performing loans is slow without justifiable reasons, the chief position will be reduced to deputy position, and the deputy position will be reduced to ordinary staff, to show the determination of the leadership team.
The third is to use legal means to force collection. Take the initiative to get in touch with the judicial department, seek understanding and support, and build a good environment for safeguarding rights. The bank prosecuted 1 1 cases in accordance with the law, involving 54.45 million yuan, and safeguarded financial claims.
In the year of 20 1_, the bank's double clearing work achieved remarkable results, with a total of 85.53 million yuan of non-performing loans resolved throughout the year, completing 63.7% of the plan; Revitalize non-performing loans by 325 1 10,000 yuan, completing 222% of the plan; The credit assets were 69.48 million yuan, accounting for 27.6% of the plan. The balance of non-performing loans was controlled at RMB365,438+0,449,000 according to the four-level classification and RMB40,565,438+0,654,38+0,000 according to the five-level classification, all of which reached the non-performing loan control plan issued by the business department of the provincial bank.
Third, optimize the credit investment and constantly adjust the credit structure.
20 1 year, we always take the adjustment of credit structure as the main line running through the credit business, increase the rational allocation of credit resources and optimize the quality of credit assets. First, strict loan conditions and incremental loans. For the investment of new loans, we will support increasing investment in outstanding customers, securities pledge and consumer credit, so that new loans can be invested in customers with good reputation and high reputation, with emphasis on public relations lending. Last year, it lent 70 million yuan to _ _ Department Store Group Co., Ltd. through public relations, and accumulated incremental loans of 72.02 million yuan throughout the year. By optimizing the loan investment, loans tend to concentrate on excellent customers. The second is to implement the credit withdrawal mechanism. Some sunset enterprises voluntarily withdrew, and 26 inferior customers withdrew, and the loan was recovered by 35.68 million yuan, which achieved remarkable results.
Fourth, the financial assessment plan, complete the profit plan.
In 20 1_ year, the financial situation of our bank was severe and the difficulties were very prominent. Mainly due to institutional integration, Ping An Sub-branch was placed under our bank, and non-performing loans rose sharply, and most of them were non-interest-bearing assets, but the profit plan issued to our bank was calculated according to the total loan amount. This means that in order to realize the profit plan, you need to make up the net profit1.2000 yuan for Ping An Branch. After tapping the potential, we can only use the interest of 7 million yuan in the deposited funds to make up for a part of the hard gap of Ping An Branch, and the insufficient part is filled with the interest of 5 million yuan owed by the original Luyuan Branch. In this way, it is equivalent to cutting off120,000 yuan from the profits already created. So the difficulty of completing the profit plan can be imagined. However, we led our employees to strengthen their confidence, strive to increase revenue and reduce expenditure, and still achieved the profit plan in a difficult situation. The annual profit was 65,438+0,749,000 yuan, and various expenses were 65,438+0,877,000 yuan, which was controlled within the plan issued by the business department of the provincial bank, and the on-balance-sheet interest rate reached 65,438+0,000%.
First, do everything possible to expand income. First, pay close attention to the work of collecting interest. Through a series of measures, such as implementing the responsibility system for collection, taking the lead in contracting, launching a hundred-day battle, and grasping asset preservation, the interest collection work has achieved remarkable results and reached a higher level. At the same time, by broadening the income channels, the income from intermediary business was 520,000 yuan.
Secondly, by vigorously organizing funds, especially low-cost funds, the financial strength has been enhanced and the asset-liability structure has been improved. In view of the strong growth momentum of funds, the bank actively organized the deposit of funds, and the deposit of funds alone reached 600 million yuan. Through interest margin accounting, the net interest income of 65.438+0.5 billion yuan was generated by only one deposit of funds, which not only made outstanding contributions to balancing the funds of the superior bank, but also created great benefits through the internal circulation of funds.
The third is to further reform the cost management method and highlight the principle of efficiency. In 20 1_, the Bank held the third workers' congress, and adopted the Measures for the Management of Medical Expenses, the Measures for the Management of Telephone Expenses and the Typing and Copying System by voting, which clarified the management measures for operating expenses. In addition, the Bank has defined the cost standard of vehicle management. Due to a series of management measures, the seriousness, discipline and binding force of the cost index have been strengthened. Although the cost index approved by the Provincial Department of Commerce has declined, the bank still adheres to the principle of saving costs and making profits, and firmly establishes that & ldquo lives a tight life &; Rdquo's idea of ensuring the implementation of the expenditure plan.
The fourth is to flexibly dispatch and adjust funds to improve the efficiency of capital operation. Over the past year, we have given full play to the role of the comprehensive plan as a business hub, adhered to the benefit-oriented principle of capital arrangement, and rationally arranged the investment of funds to ensure the capital needs of key customers and outstanding customers on the premise of improving the efficiency and effectiveness of capital operation. And make full use of the leverage of interest rate, actively raise funds, flexibly allocate funds, rationally adjust funds, timely liquidate interbank funds, and reasonably determine the amount of reserve, so as to ensure the smooth flow of funds and the needs of enterprise management.
Five, adhere to the people-oriented, do a good job in the appointment of leading cadres, and do a good job in a short time &; Ldquo grinding rdquo
People are the most active factor in productivity, and only by doing a good job of people can we do a good job in enterprise management. After the bank became a management bank, it conducted a comprehensive competition for the middle-level cadres of the whole bank, and the number of candidates reached 5 1. In order to do a good job in competitive recruitment, the bank organized a competitive recruitment meeting for employees of the whole bank, and the participants expressed their opinions on the competitive positions. It can be said that this competition is a big review of our talent pool. After the staff voted and scored, the team studied and weighed the ability of competitors, and finally determined 50 comrades to take up leadership positions. Through publicity, no one raised any objection, and a team of middle-level cadres with high work enthusiasm, good management and good management was formed in our bank. The personnel adjustment has played a positive role in improving the management level of the whole bank. The quality and efficiency of government officials play a vital role in the business operation of the whole bank.
& gt& gt& gt The next page is even more exciting &; Self-evaluation of the president of ldquo Bank &; rdquo