Research On Corporate Governance Optimization Of L Rural Commercial Bank

Rural small and medium-sized financial institutions are an important part of China's banking system.As the most basic financial organization in China,rural credit cooperatives are related to the stability of the national economy.In 2010,China's rural credit cooperatives entered the stage of comprehensive restructuring into rural commercial banks.After the implementation of corporate governance reform,the rural commercial banks' capital strength was enhanced,and they were more innovative and market-vibrant.However,the time of reform was tight and the management of shareholders was heavy.In particular,the issue of equity setting,the review of shareholders' shareholding qualifications,the operation of “three-tier one-level”,and related internal risk management regulatory indicators have not paid enough attention to various issues,and various problems have gradually emerged in the following years.Regulators have also responded to this series of problems.The Basel Committee has issued a number of relevant institutional documents to revise bank corporate governance.In 2018,the China Banking Regulatory Commission also promulgated the Interim Measures for Equity Management of Commercial Banks to strengthen business.Bank corporate governance,under such a background,how to further improve the governance structure of rural commercial banks deserves further discussion.This paper sorts out the stages of China's rural credit cooperatives from initial establishment to modern commercial banks,expounding why the rural credit cooperatives should be reformed,and a series of problems after the reform,and specifically analyze the rural commercial banks in the jurisdiction as an example.L Rural Commercial Bank Corporate Governance Status,pointed out the specific problems of L rural commercial banks,such as the existence of irregular shareholder equity management,the difficulty of effective implementation of the internal checks and balances mechanism of the “three-one level” and the lack of internal risk management,etc.The three major optimization programs: First,increase the penetration management of shareholder equity,fundamentally solve the problem of equity structure;second,optimize the“three-one-one-level” system,guarantee the rights of the shareholders' congress,the collective decision-making ability of the board of directors,and the overall supervision function of the board of supervisors.And the efficient operation of senior management;the third is to improve the internal risk management,especially the institutional construction of regulatory indicators,to do a good job of risk assessment,for important regulatory indicators such as capital adequacy ratio,non-performing loan ratio and income-cost ratio from the institutional level Improve it and optimize business performance.Finally,this paper provides a suggestion for the improvement of corporategovernance of small and medium-sized commercial banks in China through the research on the optimization of corporate governance structure of rural commercial banks.