商业银行二级分支行经济资本管理的问题与对策

随着商业银行进入资本管理时代,经济资本管理逐渐成为商业银行核心管理模式,也是转型道路中同业经济资本管理水平和能力的博弈。商业银行二级分支行位于市场竞争最前沿,是整个经济资本管理体系执行层的着力点,其资本管理如何事关全局。本文以工商银行为例简述了工商银行经济资本管理的,主要运行情况,从二级分支行的视角,指出管理层应通过设计经济资本运作管理流程,给予二级分支行相应配套的支持和制度完善,二级分支行要将EVA和RAROC指标及意义渗透到经营管理的考核、评价和资源分配中,在资本管理流程内规范化和程序化运作,引导和约束经营行为,实现新的健康的经营转型目标。

Problems of Sub-Branches under Secondary Branches in Economic Capital Management and Countermeasures

As commercial banks are entering the era of capital management, economic capital management has gradually become the core management model for commercial banks and at the same time, is a gaming among banks in terms of economic capital management level and ability on the road to transformation. Since sub-branches under secondary branches are at the foremost front of market competition and the leverage point of the executive level in economic capital management system, their capital management, good or bad, will affect the overall situation. This paper, which cites ICBC as an example, gives a brief account of the outlook of economic capital management in ICBC and points out from the perspective of sub-branches under secondary branches that the management executives should design a flow chart for economic capital management and provide them with adequate support and system improvement; sub-branches under secondary branches should weave EVA and RAROC indexes and their significance into performance appraisal, evaluation and resources allocation, regulate and program capital management flow, direct and control operational behavior so as to reach the goal of healthy operational transformation.