How to deepen the reform of corporate governance of China s commercial banks

Hello dear, this is the high-energy answerer Siya, I am happy to answer for you. The way in which commercial banks participate in general corporate governance is as follows: three committees and one layer.

The core issue is how to initiate the effective division of labor and ensure that the four promote each other and effectively check and balance. For a variety of strange reasons, China's corporate governance system is a unique architectural system. There are some basic divisions of unbridled authority in company law.

The general meeting of shareholders basically decides the life and death of the company (establishment, increase or decrease of capital, amendment of articles of association, liquidation, bankruptcy, etc.). Then, when the general meeting of shareholders is not in session, the directors are authorized to be responsible for the overall operation of the company.

The board of directors is responsible for what to do, the strategy (the company's business direction and business philosophy), the risk of managing Chang Xinmin (after all, there is a risk in operation), the management of culture (the system solves the problem of things, and the culture solves the problem of people), the management of the letter (the information is the most important communication channel between the company's operators and investors), and the executives of Tantong (the board of directors authorizes the management executives to take responsibility for the operation and management).

Senior management: responsible for the company's operation. The main talk of Hanyuan is to achieve the implementation level of the strategy and the completion of the task indicators. Particular emphasis is placed on the fact that the senior management can work independently within the scope of delegation of authority and not be affected by other levels.

Board of Supervisors: The Board of Supervisors mainly does two things: supervision, including the inspection of the board of directors, senior management, finance, internal control, Zhongchun risk and other aspects.

Another thing that makes a lot of noise is to take on the work of the board of directors when it is inactive. It mainly refers to the convening of a general meeting of shareholders, or to require the board of directors and senior management to make corrections when they make a move that is detrimental to the interests of the company.

Banks have generally attached great importance to corporate governance in the past two sessions, especially after the 08 Jinmu Shenrong crisis and the release of the Basel 3 Accord of Xinmu, the regulatory authorities hope to strengthen the bank's own strength from the corporate governance level, so they have successively launched many policies and guidelines. Because it is regulated, we must comply with it, so we will deeply interpret it and find the core.

Answer]: The corporate governance of commercial banks is an organizational system of the board of directors and senior management and a mechanism of supervision, checks and balances proposed in order to properly resolve the relationship between the board of directors and the senior management under the situation of separation of ownership and management rights.

1) OECD Principles of Corporate Governance.

OECD believes that corporate governance should safeguard the rights of shareholders and ensure that all shareholders, including minority shareholders and foreign shareholders, are treated equally;

If the rights of shareholders are impaired, they should have the opportunity to receive effective compensation;

Governance structures should recognize the legitimate rights of stakeholders and encourage companies and stakeholders to actively collaborate to create wealth and jobs, as well as to maintain the financial integrity of the business;

The governance structure should ensure timely and accurate disclosure of information on any material issues related to the company (including information on financial status, operating conditions, ownership status and corporate governance status);

The governance structure framework should ensure that the board of directors provides strategic direction to the company and effective oversight of managers, and that the board is accountable to the company and shareholders.

2) Basel Committee Code of Corporate Governance.

Board members should be competent, have a clear understanding of their role in corporate governance, and be able to make correct judgments on the affairs of commercial banks.

The board of directors shall approve the strategic objectives and value standards of the commercial bank and supervise their communication and implementation throughout the bank. Of particular note is that the values code should prohibit all acts of corruption and bribery in both external and internal transactions.

An effective board should clearly define the powers and primary responsibilities of itself and senior management, and provide accountability throughout the bank.

The Board shall ensure that appropriate oversight is exercised over senior management's implementation of Board policies. Senior management is the key department of corporate governance of commercial banks, and the board of directors must exercise effective supervision over them in order to prevent insider control.

The Board of Directors and senior management should effectively play the role of the internal audit department, the external audit unit and the internal control department. Audit is crucial in the process of corporate governance, and the effectiveness of audit will ensure the fulfillment of the functions of the board of directors and senior management.

The board of directors should ensure that the remuneration policy and its practices are consistent with the corporate culture, long-term goals and strategies, and control environment of the commercial bank.

Commercial banks should maintain transparency in corporate governance. This is a positive manifestation of the normal operation of commercial banks, without which it will be difficult for commercial banks to grasp whether the board of directors and senior management are responsible for their actions and performance.

The board of directors and senior management should be aware of the operational structure of a commercial bank, including operating in a country with low transparency or in a structure with low transparency (understand the structure of a commercial bank).

3) Requirements for corporate governance of China's commercial banks.

Improve the deliberative system and decision-making procedures of the general meeting of shareholders, the board of directors, the board of supervisors, and senior management;

Clarify the rights and obligations of shareholders, directors, supervisors and senior management;

Establish and improve the supervision mechanism with the board of supervisors as the core;

Establish a sound information reporting and information disclosure system;

Establish a reasonable salary system and strengthen the incentive and restraint mechanism. Judgment of sock leakage.