Han Guangyue's Leadership Concept

Before the interview, it was difficult for reporters to connect the professional team with the Postal Savings Bank, which was established only three years ago. But after the interview, a professional team became the reporter's deepest impression of this branch.

How can a professional team be "refined" in three years? Han Guangyue made an introduction to the reporter. First of all, business philosophy is the foundation of professional team building. "The management of branches should not only have the ability to grasp the development of banks from a directional and strategic perspective; It is also necessary to have the ability to find problems in implementation and find solutions through meetings and surveys. The management should pay ten times attention to the problems mentioned by the employees under its jurisdiction. "

"Our employees have also complained that there are too few products to meet the financial needs of many customers; In addition, more employees demand to increase the maximum amount of microfinance. " This is the most common basic problem that Han Guangyue encountered when he went to the branch for investigation in the early days of its establishment. In view of this dilemma, the branch put forward the business philosophy of "being a specialty store of the Postal Savings Bank". It is the key to improve the execution of the branch to deliver the existing products and services of the Postal Savings Bank to the target customers and provide them with financial services.

Han Guangyue believes: "The key to improving the execution and core competitiveness of branches is to adhere to the development orientation and the principle of' being a specialty store of postal savings banks', and to sell whatever products are available and tap the potential of existing products, instead of unilaterally attributing the difficulties to incomplete product categories. As for the loan quota, even if the quota is raised to 200,000, people will still encounter difficulties in serving customers who need 500,000 funds. If the limit is raised to 1 100 million, you will also encounter the situation that customers demand 200 million. Each credit product has its own unique risk control mode and operation process, and many conditions cannot be changed without authorization. The maximum amount of microfinance is 654.38+10,000 yuan, so the task of the account manager is to find this market customer group and market it so that it can accept our services. "

In this way, the branch found the root of the problem from the ideological depth, seized every opportunity to solve problems and contradictions, and constantly cultivated and exercised a professional team. Secondly, build a microfinance business team. "Serving large enterprise groups and marketing large projects has the characteristics of small risk and large business scale. However, in the early days of the establishment of the branch, there was no rich accumulation of corporate customers, lack of experience in internal management and customer relationship management, and lack of professional teams that have been tested in practice, so the risk control ability of operating large projects was poor. Therefore, it can be said that the microfinance business is not doing well, and the corporate credit business is not doing well. "

"Microfinance business is the cradle of our bank to optimize management and cultivate talents." Han Guangyue still remembers the predicament of starting a micro-credit business. "After liberalizing a small loan business, the president of a county-level sub-branch under our branch worried that customers would not be able to repay on time every day, which not only made it difficult to continue to develop new business, but also caused great psychological pressure."

The branch attaches great importance to the problem of employees' fear of loans, and has held many meetings to call on everyone to emancipate their minds and dare to operate in compliance. "Don't be afraid of problems. We didn't know what the problem looked like until the problem came out. " President Han Guangyue said humorously. In addition, the branch has also established a strong modern credit culture, refined a series of legal loan recovery processes, and established the social image of the Postal Savings Bank that loans must be repaid. "Now, postal savings loans must have become the knowledge of all walks of life in the province."

With the development of micro-credit business, Shandong Branch of Postal Savings Bank has established its own internal publication, encouraging employees to establish multiple QQ groups as a position for employees to exchange business experience and risk control experience. "The rich experience exchange and communication of nearly 2,000 people not only achieved the goal of efficient and high-quality service to target customers, but also improved the risk control ability, market development ability and business management ability of our account manager team."

In this way, on the one hand, Shandong Branch formulated its development orientation and strategy, on the other hand, it actively solved various problems in implementation, built a professional team of account managers in two years, accumulated rich customer resources and established an internal mechanism for comprehensive risk management; Start to make steady progress in new business areas.

It is reported that in June 5438+February, 2009, Shandong Branch of Postal Savings Bank began to pilot small business loan business. "By the end of 20 10, the upper limit of our loan amount was adjusted from 5 million in the initial stage of the pilot project to 10,000 yuan, providing 5 13 batches of loans to 325 small enterprises. The accumulated loan scale reached 947 million yuan, the balance amount ranked fifth in the country, and the principal and interest recovery rate was 100%. "

In 20 10, Shandong Branch of Postal Savings Bank * * * completed the preliminary evaluation of 20 major projects and reported them to the head office, with an amount of 8.25 billion yuan, and realized 14 loans in the form of special financing, indirect syndicated loans and bilateral loans, with a loan scale of 4.45 billion yuan, an increase of 71./kloc-0 over the previous year. A total of 60 agreement deposits and interbank deposits were RMB 21600 million, with a balance of RMB1136 million.

Han Guangyue introduced: "In the process of developing large-scale project business, Shandong Branch of Postal Savings Bank insists on doing a good job in industry research and enterprise analysis, and determines the target customer list according to the head office's industry policy and target enterprise standards. Through active contact marketing, it has successively cooperated with large group companies such as Yanzhou Urban Construction, Huatai Co., Ltd. (600308), Zhao Jin Group and Heavy Duty Truck Group to continuously provide financing for high-quality projects, serve the regional economy and support the local economy. Unique talent recruitment mechanism. Han Guangyue introduced that from the perspective of long-term development, Shandong Branch of Postal Savings Bank adheres to the principle of cultivating talents by itself, supplemented by recruiting peers. " We attach importance to the basic quality and development potential of employees, rather than their existing social resources and customer resources. Recruit experienced employees, we hope they can bring advanced ideas and management methods to the branch, or have new business experience. "

Han Guangyue emphasized: "Enterprises and employees need to develop together. Looking at banks, in the current environment of financial competition and diversified services, the development and long-term development of banking business requires the cooperation of the whole team, not individual heroism. " China Postal Savings Bank Shandong Branch has won many honors both inside and outside the industry with its high sense of social responsibility, advanced business philosophy and rich achievements. The branch was awarded the honorary title of "provincial civilized unit" by Shandong provincial government for two consecutive years; 20 10 was awarded the financial innovation award by the provincial government in February, becoming the only new financial institution in Shandong Province to be awarded the financial innovation award by the regulatory authorities; Compared with the postal savings bank system, the bank's business indicators are among the best, and it won the first prize of "Outstanding Contribution Award for Microfinance", "Outstanding Contribution Award for Asset Business" and "Excellent Management Award for Small Business Loan Business". In addition, under the strong control and guidance of branches, all branches within their jurisdiction have achieved balanced business development, and many prefecture-level branches rank higher in the system. Tao Liming, president of the head office, put forward new requirements for branches: aim at other advanced commercial banks, speed up the construction of basic capacity and the shaping of profitability, and move from a big bank to a forced bank.

From the perspective of asset quality, the accumulated loan scale of the bank's loan business for more than three years is close to 60 billion yuan, and the non-performing rate is only 0.97%, which has achieved steady and rapid development; From the perspective of infrastructure, in order to better serve customers and conform to the development of Shandong Branch of Postal Savings Bank, the branch has carried out a comprehensive network transformation. "With the diversification of customer demand and the enrichment of branch services, the branch network transformation project is coming to an end." Shandong Branch of Postal Savings Bank not only divided the outlets according to the types of business needs, but also made bold innovations in the overall layout and internal colors of outlets, highlighting their affinity and vitality by adopting green and light yellow tones. This transformation strategy of Shandong Branch of Postal Savings Bank has also been recognized by all sectors of society and set as a benchmark for peer learning by local regulatory authorities.

When talking about the future development goals, Han Guangyue said: "The goal of the branch to surpass other joint-stock commercial banks in business scale and profitability in the first phase has been achieved; Now it is necessary to open a new road of development. By accelerating basic capacity building, strengthening risk management and control capabilities, improving profitability, Shandong Branch will become bigger and stronger, and step into the ranks of modern commercial banks as soon as possible. "