How to strengthen the internal management of commercial banks

In order to strengthen the internal control management of commercial banks, we should first further promote the construction of internal control compliance culture, so that the concept of compliance is deeply rooted in the hearts of the people. We should combine our own reality and functional orientation, embed the concept of compliance management into business processes, run through all work and links, closely follow business management and employees' ideological reality, deeply analyze the root causes of various violations and cases, and solve problems with a clear aim. First, strengthen compliance training, hold various lectures on compliance management and compliance culture, especially strengthen the training of internal control managers of grass-roots banks, and constantly improve their business skills and quality. Second, we must continue to carry out publicity activities on the concept of compliance. It is necessary to constantly publicize the concept of compliance in grassroots banks, raise the awareness of compliance among all staff, and let the concept of compliance enter the mind. Third, combined with all kinds of illegal cases in the financial field, we will continue to carry out various forms of warning education and strive to enhance employees' consciousness of obeying the law.

Secondly, strengthen the construction of system execution. It is necessary to normalize the enforcement of the strengthening system and integrate it into the work of grassroots banks. It is necessary to establish a good execution culture. Through education, the implementation concept will be branded in the employees' ideology, so that they can consciously act in accordance with the rules and regulations. It is necessary to strengthen the transmission of institutional learning. Make full use of morning meetings, evening parties or various special training courses, strengthen the study of rules and regulations by front-line employees in the way of training instead of training and promoting learning through examinations, so that each employee can master rules and regulations and operating procedures skillfully. Intensify inspection and supervision, make great efforts to prevent and control risks in key businesses, key parts and key links, increase the frequency and scope of supervision and inspection, and always maintain a high-pressure situation against those who violate the rules and regulations.

Third, system construction should be updated synchronously with business innovation. According to the update of business process, update the internal control management system in time, improve various systems and operational processes, ensure that the systems and processes cover all business areas and all risk points, and ensure that every business has rules to follow. At the same time, it is necessary to do a good job in post-system evaluation and promote the innovation and improvement of the system. The outdated system regulations should be cleared and abolished in time to avoid unnecessary implementation contradictions and potential risks caused by the intersection of old and new systems.

Fourth, improve the internal control management incentive mechanism. Grass-roots banks should establish an effective incentive mechanism for internal control management, link the level of internal control management with performance, and fully mobilize the enthusiasm of all employees to participate in management. 30% of the income of grass-roots banks can be linked to the level of internal control management, and the internal control management status of grass-roots banks can be quantitatively assessed every quarter, and the assessment results will be included in the assessment of bank leaders' business objectives. At the same time, establish and improve the internal control evaluation index system. According to the internal control management regulations of the superior bank, combined with the main business risk points, establish a three-level internal control management assessment index system for city banks, sub-branches and outlets, determine the scores and deduction standards of each index, and ensure the scientific and operability of quantitative assessment.

The fifth is to further improve the internal control and supervision mechanism. Efforts should be made to maintain the independence and authority of the Internal Control & Compliance Department. It is suggested that full-time internal control managers should be set up in each grass-roots bank, led vertically by the superior bank, and salary promotion should be assessed separately to ensure effective supervision and control. It is suggested that internal control compliance personnel should be assessed according to their work performance and management level, and enjoy the treatment of cadres at corresponding levels, so as to get rid of the constraints of the supervised bank and ensure the formation of effective supervision and control.