Talking about the current situation of the capital of China s state owned commercial banks Problems

China's commercial banks have the following problems in capital management:

Low capital adequacy ratio: The capital adequacy ratio of China's commercial banks is generally low and cannot meet the needs of risk management, especially the low capital adequacy ratio of large commercial banks.

Unreasonable capital structure: The capital structure of China's commercial banks is unreasonable, with a relatively low proportion of capital, while the proportion of core Tier 1 capital is relatively high, and there is a lack of sufficient Tier 2 capital, which cannot effectively deal with risks.

Non-standard internal management of capital: China's commercial banks have problems of irregularities in the internal management of capital, such as unreasonable allocation of internal funds and inefficient capital utilization, resulting in waste and inefficiency of capital.

In order to solve these problems, you can start from the following aspects:

Strengthen supervision: Strengthen the supervision of the capital management of commercial banks, and improve the effectiveness and transparency of supervision. For banks with low capital adequacy ratios, regulatory measures should be taken to urge them to strengthen capital management and improve their capital adequacy ratios.

Improve the capital structure: Improve the capital structure of commercial banks, increase the proportion of secondary capital and capital, and improve the bank's risk management capabilities. At the same time, we should strengthen the quantitative analysis of capital management, optimize capital allocation, and improve capital utilization efficiency.

Guiding the capital market: Guide the capital market of commercial banks, encourage banks to increase capital through equity financing and other means, and improve the capital strength and competitiveness of banks.

Promote capital innovation: Promote capital innovation of commercial banks, encourage banks to carry out capital management through capital derivatives and other financial instruments, and improve banks' risk management capabilities.

To sum up, to solve the problems existing in the capital management of China's commercial banks, it is necessary to strengthen supervision, improve the capital structure, guide the capital market, and promote capital innovation.

Summary. What are the problems in the capital management of China's commercial banks?

Hello dear. Bumper Bi you asked, I have already picked up the key to the finger noise. I'm in the process of collating relevant information and content. I'm typing for a little time now, and I hope you'll be patient for five minutes or so.

First of all, this question should be explained by the Chinese brother to the People's Bank of China, and the People's Bank of China must have studied this aspect. In fact, there should be no research on this among the common people.

1. Insufficient capital: The transformation of asset structure and the expansion of the scope of business types may lead to new risks.

2. The capital structure is unreasonable and single: the capital of China's banks is mainly formed by three ways: national financial allocation, bank accumulation of funds and surplus to be distributed. After 1993, the capital invested by all investors in commercial banks, as well as the capital reserves, surplus reserves and profit distribution formed by the multiplication of these funds, formed the owners' equity of commercial banks, representing the rights and interests of investors in commercial banks for long-term use by commercial banks during their duration.

The scope of business of state-owned commercial banks is narrow.

3. Poor asset quality and inactive loan stock: China's banking industry should adjust its asset structure and transform from a traditional single credit loan to a loan, investment and various financial innovation businesses.

4. The quality of supervisors is not high: With the development of China's economy and opening up to the outside world, the risks of commercial banks are increasing, and the ability of China's banks to control risks internally is not very strong, and the quality of supervisors is not very high.

The capital of a commercial bank refers to the monetary funds invested by bank investors in order to operate normally and obtain profits, as well as the profits left in the bank to ensure their profits.

Answer]: B commercial banks use capital to cope with unexpected losses. When dealing with the expected loss of rolling travel1

Withdrawal of reserves for the loss of early reserves; 2. Write off profits. In the event of catastrophic losses (e.g., fires), purchase commercial insurance. In response to excessive speculation such as catastrophic losses and land-chain transactions, high-risk business activities are strictly restricted.

Hello, I think there are the following four problems in the capital management of China's commercial banks: (1) The core capital adequacy ratio is low.

2) The profitability of commercial banks is low.

3) Commercial banks have huge non-performing assets.

4) Higher bad debt rate.

In short, capital management is a complex task that is closely linked to the bank's strategic planning and day-to-day operations. Commercial banks must comprehensively consider various factors, transform capital constraints into internal motivation, and build a capital management system that is consistent with the overall risk strategy and shareholder objectives, so as to not only meet the regulator's requirements for capital adequacy ratio, but also optimize the capital structure to maximize shareholders' equity, so as to achieve the sustainable development of commercial banks.

Hope you will be able to adopt.