Credit expansion is the eternal theme of banks, and risk prevention is also the eternal theme of banks. How to prevent risks in business development and promote business development in risk prevention are important issues that the financial industry needs to seriously consider. Faced with frequent financial cases, some bank leaders are as if they are sitting on the crater of a volcano, not knowing at what time period or in which place a case will arise within their jurisdiction. Are you charging and beating without hesitation? Or do you want to stop seeking a stable loan? Can we find ways to prevent risks while expanding credit? This is an important issue that leaders at all levels in the financial industry must seriously consider and address. To solve these problems, it is necessary to discuss whether the case is inevitable, analyze the root causes of the case, and seek strategies to prevent risks in business development. 1. There are deviations in the understanding of the case. 1. There is a loan and a case. Some leaders believe the loan is at the root of the case. In their view, as long as a loan is placed, a case is likely to occur, and the people who approve the loan and manage the loan business will be responsible. This is an indisputable fact, but it is also an extremely wrong view. First of all, judging from the economic cases that occur in the financial system, although the majority of cases are related to credit, it is not just loans that can cause cases, such as the case of Handan Agricultural Bank of China's treasury being stolen, the case of cashiers absconding with money, etc. Therefore, loans It's not the only financial variety that can trigger cases. Secondly, there is no necessary connection between loans and cases. We say that economic cases may occur during the loan process, but not every loan will definitely cause a case. Third, as a financial product, loans have the temptation of principal and credit appreciation during the operation process. Whether the business manager can resist this temptation does not depend on the loan itself, but on the thoughts related to it. Education, standardized operations, strengthened management, risk prevention and other areas. It can be seen that the view that there must be a case for a loan is untenable. 2. The color of the case changes. Before the implementation of the president-responsibility system for safety work, leaders of some high-ranking financial companies did not need to worry about incidents. In their view, when a case occurs below, it is the responsibility of the lower-level leaders and has little to do with them. Therefore, the cases below continue, and the official positions at the top are not chaotic, and the parties involved can be dealt with as they should. Since the implementation of two-level accountability for cases, leaders at all levels have increased their sense of responsibility and urgency. In some places, everyone is even in danger, their expressions change during discussions, and they have trouble sleeping and eating. People are prisoners of the case and are helpless to do anything about it. It is better to seriously reflect and seek solutions to the problem. This is not only a matter of attitude towards the case, but also a major issue related to the survival and development of the financial industry. 3. Abandoning food due to choking. After a case occurs in some units, the first thing they do is suspend all business operations, the second thing is to suspend the parties involved for review, and the third thing is to make rectifications behind closed doors. None of these actions are the best way to solve the problem in a positive manner. After a case occurs, on the one hand, we must understand the situation, organize the handling, and draw lessons; on the other hand, we must organize personnel to continue to expand business and accelerate development. This is a positive attitude in handling cases. If the business is interrupted for a period of time because of a case, or simply terminates the business, this kind of behavior is caused by the inertia of financial companies eating from the same pot for a long time. It is an irresponsible attitude towards the company and is a mediocre person's self-protection. Behavior. 2. The root cause of the case: People’s fear, rebellious psychology and abnormal behavior caused by the case. Some are distressed by the loss of state-owned assets, while others are worried that they will lose their reputation as a result. Those officials who block cases and protect officials lack correct ideological guidance, necessary educational guidance, and detailed analysis and guidance. They blindly adopt the method of blocking, suppressing and punishing for internal management. The result is that the gourd is pressed and the ladle floats. Cases are still being blocked and prevention is impossible. So what is the root cause of the case? At present, there are at least the following aspects that may trigger economic cases within financial companies. 1. Ideological transformation. The ideological transformation of financial employees is the root cause of their negative behavior. The first is the gradual evolution of ideas influenced by society. After the reform and opening up, some people became rich first. Some financial cadres were only interested in the lavish lifestyle in society and could not resist the temptation of money and beautiful women, so they embarked on the road of crime. The second is the sudden change in employees' thinking forced by leaders. In some units, leaders and employees rarely exchange ideas or provide opportunities for mutual communication. They either abandon problematic employees and ignore them, or take measures such as fining them. Financial employees living on the front line deal with accounts and cash all day long. After a month, they only earn a few hundred yuan in salary, and they cannot withstand three fines and two deductions. Under the pressure of some leaders with simple minds and rough methods, it is easy to lead to unexpected economic cases. The third is the ideological transformation of employees under specific circumstances. Some employees are not bad in nature, and they do not think about corruption or greed for money as soon as they join the work. However, under certain specific circumstances, these people's thoughts will inevitably change. For example, when the treasury clerk of Handan Agricultural Bank of China misappropriated treasury funds to buy lottery tickets, at first, they had no intention of stealing treasury funds. They just wanted to use treasury funds to buy lottery tickets. After making money, they would plug the loophole. Unexpectedly, the loopholes would get worse. It grew bigger and had no one to manage it, so in the end they just made a lot of money and absconded with the money. These cases may seem ordinary, but in fact they are closely related to changes in employees' thinking.

Bank business depends on people, and changes in people's thoughts determine their behavior. Therefore, we cannot discuss cases based on cases, but must analyze the ideological variation of employees and start from the source. Otherwise, we cannot effectively curb the occurrence of economic cases. 2. Management deviations. For a long time, banks have been called the "three irons" with their iron abacus, iron doors and windows, and iron system. The iron abacus means that the bank's calculations are accurate and there will be no calculation errors. Nowadays, banks use computers, and calculation errors can naturally be avoided to the greatest extent. However, there are always many problems that cause headaches for managers, such as theft of user passwords, computer hackers, and the intrusion of special programs. . Iron doors and windows mean that the bank's security facilities are relatively reliable. However, with iron doors, iron windows, and iron fences, what will happen if no one locks them? Even if someone locks the door, it can only prevent outside theft. No one noticed that the treasury staff repeatedly took money out of the vault to buy lottery tickets. The TV monitoring facilities installed by the security department seemed to be in vain. With security facilities and high-tech equipment, It is also difficult for equipment to prevent major cases from occurring. The iron system means that the bank's system is stricter, more standardized, and more effective than the systems of other units. However, no matter how many systems are formulated by the upper levels, it is difficult for the grassroots to implement them one by one. The fundamental reason is that there are too many systems, they are too cumbersome, and they are not suitable for grassroots operations. If the president of a grassroots bank wants to completely read through the various systems of the head office, provincial branches, city branches, and the bank in the past three years, it will take about two to three months, and it is impossible for them to read them all day long. Stay at home and learn the system! It can be seen that if there are too many systems but cannot be implemented, good results will still not be achieved. In recent years, state-owned financial enterprises have imitated the financial management model of foreign banks, changing the credit business department to the customer service department, and changing the loan officer to the business manager. Although the name has been changed, the management has not kept up. Advanced management methods have not been learned, and some traditional management methods have been discarded. The resulting management loopholes are a major hidden danger in financial cases. 3. Operational violations. Every position in the bank has standard requirements, but during the specific implementation process, people always violate the requirements of the operating standards intentionally or unintentionally, causing the situation to develop in the opposite direction. Intentional violations of operating procedures include the business manager of the customer service department, who helped customers come up with ideas, deceived leaders, and defrauded bank loans after receiving favors from others or receiving benefits from others. The settlement business manager also remitted funds that should not have been remitted, driven by profit. Cashier business managers also pay large amounts of cash to customers based on favors or connections, or connive at others to misappropriate cash on hand. Banking personnel who intentionally operate in violation of regulations will always cause the bank to suffer greater losses with their own small interests. For some minor problems, the funds are recovered and the problem is solved with some criticism and education; for some people, this leads to economic cases and delays their lives. There are also some people who unintentionally violate the operating regulations and cause certain economic losses to the bank. Some people usually do not like to study and do not understand some policies, principles and legal norms, and problems of one kind or another will inevitably occur in business operations; some people do not work seriously, although leaders often emphasize the need to standardize operations, but they do not treat leaders as His instructions fell on deaf ears, so how could he make no mistakes in his work? There are also some people who don’t follow principles in their work, don’t act according to the system, don’t take business regulations seriously, they only care about brotherly loyalty, their vanity, and they only care about someone who can “cover” them. Therefore, In the process of handling business, they do not consider the consequences, do not care about the gains and losses of financial companies, and do not take the prevention of financial risks into their hearts. Unknowingly, they become parties to economic cases, and they do not know how. Something happened. Whether it is intentional or unintentional illegal operations, it may cause losses to financial companies, and it is an important aspect that should always be paid attention to in financial business operations that cannot be ignored. All should attract the attention of relevant leaders. 3. Strategies to prevent risks in business development 1. Provide ideological guidance. If the ideological and political work of financial enterprises is done well, it can get twice the result with half the effort, effectively prevent the occurrence of economic cases, and create a good situation of unity, stability, and harmony; if it is not done well, it can easily slip into formalism. Go up the old road. In order to do ideological work solidly and reliably, we must at least strive to achieve the following points. First, we must pay attention to the regularity of ideological work. The ideological education of employees is a long-term, arduous and meticulous work. It cannot be tightened for a while and relaxed for a while. It cannot be said to be important and done to be secondary. It cannot be ignored when busy. It cannot be regarded as a valuable thing. Do things you can't do, put them away and ignore them. Instead, we should persist in grasping the situation, persevering in penetration, and investing in every opportunity. Through the careful cultivation and patient training of leaders, a life principle of self-denial and devotion to public service, a moral style of helping others, and the excellent quality of kindness and duty should be formed among the majority of financial employees. , the noble sentiment of selfless dedication. The second is to emphasize the pertinence of ideological work.

For key people in key positions, leaders should often exchange ideas and communicate with them. They should understand these people's family economic status, social interactions and ideological changes, and help them solve practical difficulties in work and life in a targeted manner. Use the leader's formal power and informal power to win the respect, admiration, trust and intimacy of employees, thereby preventing ideological work from appearing lively on the surface, but actually leaving dead ends, cases inadvertently popping up, and a mouse The problem of shit spoiling a pot of soup occurs. The third is to grasp the effectiveness of ideological work. Sometimes ideological work can achieve immediate results, but more often it is invisible and intangible, and can only play its invisible, long-term, but practical functions. When doing ideological work, we cannot simply act according to the leader's intention and do whatever the leader says; we cannot only see the immediate benefits and treat ideological work casually because we think it cannot directly create wealth; we must not antagonize ideological work with business work. Instead, we should integrate ideological education into business development, promote business development through ideological work, and improve people's ideological awareness in business development. It is necessary to achieve the integration of cognition and practice as much as possible, the consistency of thoughts and behaviors, the synchronization of people's prosperity and industry's prosperity, and the unity of personal interests and overall interests. Only in this way can we achieve the purpose of eliminating hidden dangers and promoting development through ideological training of employees. 2. Guidance from the operation. Standardizing the operating behavior of employees is an important guarantee for preventing economic cases. The first is to establish corresponding operating specifications. Without the behavioral norms of employees, it will be difficult to achieve normal operations of financial enterprises. At work, we must use various positive and healthy activities as a carrier to integrate moral education and skills training into a strong corporate culture, incorporate employees' ideological work and behavioral norms into financial management, and transform spiritual achievements into become the driving force of reality. Arm employees ideologically, liberate employees spiritually, and motivate employees through management, thereby building the bank into a strong team with clear goals, common ideals and unified actions. The second is to strengthen employees' sense of responsibility. Employees' operational behavior is governed by their thoughts. Only by enhancing employees' sense of responsibility can their behavior be brought into the scope of standardized operations. What responsibilities the employees of financial companies have to society, how much responsibility they have to the company, and what responsibilities they have to the employees themselves must be clearly understood, experienced, and performed conscientiously. It is also necessary to let employees understand which are basic responsibilities and which are moral responsibilities. Only by organically combining the performance of moral responsibilities with the performance of basic responsibilities can we promote the sublimation of employees' overall thinking, the improvement of moral awareness and the explosion of potential abilities. Only in this way can standardized management, standardized operations and standardized services be continuously deepened. Only in this way can employees' enthusiasm for making contributions to the development of policy and financial undertakings be greatly stimulated. The third is to establish corresponding restraint mechanisms. Once corporate ethics are formed, they can become a norm and control mechanism that can guide and shape employees' values, professional ethics and behavioral choices. The rapid development of social economy has caused profound changes in social and economic life, and will inevitably cause new changes in the ethical and moral system. The construction of new socialist ethics and moral concepts must be closely integrated with the actual practice of economic construction. It is necessary to further improve the moral norm system, improve the moral control mechanism, and realize the organic combination of the rule of morality and the rule of law. In policy financial enterprises, it is necessary to establish links with the business of the Agricultural Development Bank and develop appropriate disciplinary and economic punishment regulations. This is used to constrain the behavior of employees, thereby preventing some employees from being deviated in thinking, deviating in operation, and losing control in behavior. 3. Supervise management. Bank management is one of the important means to prevent economic cases. So, how can we do the management work well, do it just right, and achieve results? The first is to implement hierarchical management. At present, in the management of financial enterprises, the upper levels are relatively detailed, while the grassroots levels are relatively rough. Therefore, problems such as inadequate management or dead ends often occur. At the county branch level, the management model in which the president manages section chiefs and directors, and the section chiefs or directors manage employees cannot be used for a long time. At the lowest level, management should be as detailed as possible. Divide business managers into several business groups. In principle, each group should have no more than three people and be led by the business manager. If there are more than three business groups, they will be managed by deputy director managers. The deputy director managers will be managed by the chief manager, who will be managed by the deputy director in charge. President management. The salary of each level should be different, and the performance and problems of the personnel under its jurisdiction should be linked to the remuneration of managers at each level. In this way, each business manager can be directly supervised by the business manager and indirectly supervised at different levels by the associated deputy director manager, chief manager, deputy president, president, etc. In this way, not only can the managed objects be narrowed down, making it easier to grasp the actual situation, but also problems that arise in the advancement of power can be discovered in a timely manner, so that problems can be solved in a timely manner. The second is to go beyond ordering and paying. What we usually say about one-level management is the basic responsibilities of managers, not all responsibilities. The entire responsibility of a manager is not only to manage his direct reports, but also to do a good job beyond all levels. It is necessary to go down to the lowest level and conduct thorough investigation. Under the premise of grasping the actual situation, carry out targeted work. In the past, even the emperor could visit privately incognito, but now when the ministers, department directors, and department heads go to the countryside, they are always busy with traffic, people shouting in front of them, watching flowers, and taking a look at the water. I don’t understand this. Those who know the truth cannot grasp the underlying situation.

Only by diving headlong into the ground and eating, living and working with comrades at the grassroots level can we master first-hand information at the grassroots level, truly understand the situation, and understand what is good and what is bad about the work within our jurisdiction. Be aware of it. If understanding the following facts is like "ordering" food at the dinner table, then solving the problem is "paying the bill". Just ordering food without paying the bill is not enough, nor is it just finding problems without solving them. We must not only promptly help comrades at the grassroots level solve problems at work, but also draw inferences from one instance to another, analyze problems from one point to another, from the outside to the inside, from shallow to deep, and effectively solve surface problems. Only in this way can management work be done effectively. The third is to implement both hard and soft measures. People usually refer to pragmatic behaviors such as studying documents and ideological work as soft management; and pragmatic behaviors such as disciplinary actions and economic penalties as hard management. In financial management work, if soft management is simply used, it will have no restraint effect on individual people who refuse to change despite repeated admonitions, and it will not have a deterrent effect on the majority of cadres and workers; if hard management is used blindly, it is also possible that some people who could have been educated well will not be restrained. The cadres were forced to the opposite side. Only by applying both soft and hard measures can we achieve better results. In the specific operation process, leaders cannot wait for employees to come to you to report their thoughts and work, but should actively get close to employees, make friends, and show their sincerity. Understand the work and life conditions of employees, and judge the position of employees based on different family situations of different people, different behavioral trends under the guidance of different ideas, and different development trends under the influence of different environments. Once you find that they have deviated from the correct track, you must correct them in time to pull them back from the wrong path. When leaders do ideological work for employees, they should point out their mistakes and their harm, and help them improve their ideological understanding; before disciplinary action against employees, they should also explain the reasons why such disciplinary decisions were made, so that the punished can Take it heartily. Only by combining education and instruction, integrating learning and practice, and dialectically implementing the rule of virtue and the rule of law, can we cleanse away the filth and leave innocence, limit selfish desires while keeping public thoughts, and add magic to the rot; can we avoid or reduce the consequences of economic cases to the greatest extent Only by reducing the losses incurred can we nip accidents in the bud as much as possible, and truly create a good situation for policy and financial enterprises to be stable, stable and harmonious.