Stock Name: SZRCB
Stock Code: 603323
2024
Sustainability Report
Official WeChat Mobile Banking
Address: No. 1777 Zhongshan South Road Wujiang District Suzhou City Jiangsu Province China
Tel：956111 Postcode：215200
Website：www.szrcb.com2024 Sustainability Report
Contents About This Report 01
Message from the Chairman 03
About SZRCB 05
Performance in 2024 11
Development Highlights 13
Sustainable Development Governance 19
Social Environmental
Governance
Practicing Finance for the People Forging Developing Green Finance Guarding
Toward a Better Future Ecological Foundation
Fortifying the Foundation of Governance
Enhancing the Resilience of Development Development
Leveraging Dual Engines of Technology and Digitalization
Fortifying Lines of Defense for Cybersecurity 99 Innovating Green Finance Safeguarding Climate and
Enhancing Governance Standards and Quality Improvements Driving Finance Toward the Real Economy Ecology 149
Embarking on a Path of Steady and Sustainable Growth 27 Protecting Consumers’ Rights and Interests Building Rooting in Inclusive Services for the People Trust-based Defense Line 106 Implementing Sustainable Operations Shaping Brighter
166
Implementing Comprehensive Risk Control for Protection 34 Practicing Finance for Positive Societal Impact Nurturing
Future
Providing Precise Support for Development Deepening Support for Agriculture and Small Businesses Hope for People's Livelihoods 114
55
Fueling the Growth of the Real Economy
Achieving Compliance to Lay a Solid Foundation Leveraging Upholding People-Centered Development Creating a
Supporting S&T Finance Driving Industrial Upgrades 121
Intelligence to Empower Operations 41 78 Tapestry of Happy Life Appendix
Innovating Digital Finance Stimulating Growth Momentum 81 Adhering to Responsible Procurement Collaborating in
Upholding Business Ethics to Practice Compliant Operation 144Value Creation Indexes 170
Fostering Integrity to Shape a Prosperous Future 48
Feedback 172About This Report 2024 Sustainability Report
About This Report
This is the !"#$%&'()*$+-.&/-(0(*("1$+.&2"$3)*-&$"#$4-"$%5-")(/)0(*("1$+.&2"6 released by Jiangsu Suzhou Rural Commercial Bank Co.Ltd. (“the Bank”) since 2017 to disclose the Bank’s philosophies practices and achievements in sustainable development (i.e.environmental social and governance (ESG)).Reporting Scope Preparation Basis
Reporting Period:This report covers the period from January 1 2024 to December 31 2024 (the “Reporting Period”). To improve *Shanghai Stock Exchange$%*78+95*)"&21$:5(;*(/-$7&2$<(-";$=&>.)/(-$&/$%#)/9#)($%"&'$@A'#)/9$B&C$4D$E$%5-")(/)0(*("1$+.&2"$37&2$
the comparability and perspectiveness the time frame of some sections in this report may extend beyond the Reporting Period. F2()*$G>.*>/")"(&/6
Scope of Organization: This report focuses on Jiangsu Suzhou Rural Commercial Bank Co Ltd. including the Head Office *Shanghai Stock Exchange %*78+95*)"&21$:5(;*(/-$7&2$<(-";$=&>.)/(-$&/$%#)/9#)($%"&'$@A'#)/9$B&C$D$E$H2.)2)"(&/$&7$%5-")(/)0(*("1$
branches and subsidiaries. Unless otherwise specified the scope of this report is consistent with that of the Bank’s Annual +.&2"
Report.*Ministry of Finance =&2.&2)"$%5-")(/)0(*("1$I(-'*&-52$%")/;)2;-JK)-('$%")/;)2;-$37&2$F2()*$G>.*>/")"(&/6
Reporting Cycle: This report is released on an annual basis consistent with the financial year.*China Enterprise Reform and Development Society :5(;$"&$=&2.&2)"$%&'()*$+-.&/-(0(*("1$+.&2"(/9$(/$=#(/)$3=L%%8@%:$MCN6
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*Global Reporting Initiative %5-")(/)0(*("1$+.&2"(/9$%")/;)2;-$3S:+G$%")/;)2;-T6$3QNQ46
Appellation Description
Data Sources
For the ease of expression and readability “Jiangsu Suzhou Rural Commercial Bank Co Ltd.” In this report is also referred to as
“Jiangsu Suzhou Rural Commercial Bank” “SZRCB” “the Bank” or “We”. All information and data used in this report are sourced from the official documents statistical data and financial reports of the
Bank as well as the information collected summarized and audited by the Bank. For any discrepancy between financial data
quoted herein and that in the Annual Report the latter shall prevail. Unless otherwise specified all amounts in this report are
expressed in RMB.Access to this Report
This report released in electronic form is available in both Chinese and English. For any discrepancy or conflict between the
Chinese Version and the English Version the Chinese Version shall prevail. You can access or download the electronic version of
this report from the websites of the Bank (https://www.szrcb.com) or the Shanghai Stock Exchange (http://www.sse.com.cn).
01 02Message from the Chairman 2024 Sustainability Report
Message from the Chairman
2024 is a critical year for Suzhou Rural Commercial Bank to fully implement the guiding principles of the 20th CPC
National Congress. It marks the 20th anniversary of the restructuring and establishment of Suzhou Rural Commercial
Bank and serves as a pivotal year in advancing our “Three-One-Five” Development Strategy. Guided by Xi Jinping
Thought on Socialism with Chinese Characteristics for a New Era Suzhou Rural Commercial Bank fully implements the
spirit of the 20th CPC National Congress and the Second and Third Plenary Sessions of the 20th Central Committee of
the Communist Party of China and follows the directives of the Central Economic Work Conference and the Central
Jiangsu Suzhou Rural Commercial Bank Co.Ltd. ChairmanFinancial Work Conference. We strive to become “a benchmark bank leading the industry a value bank highlyrecognized by society and a bank where employees gain more happiness” and properly implement “Five MajorInitiatives” to promote our high-quality and sustainable development.Adhering to the Leadership in Party Building Practicing Finance for the Well-Being of People Adhering to a People-Centered Approach Building a Stable Development Momentum
Suzhou Rural Commercial Bank always leads high-quality development with high-quality Party building and promotes the deep The Bank continuously optimizes employees' growth paths fully safeguards employees' rights and interests takes diverseintegration between Party building and corporate governance. We give full play to the demonstration role of our “Integrity-driven actions for physical and mental care and promotes the formation of a healthy civilized optimistic and participatory growthFinancial Pioneer” Party-building brand to unite the driving forces of growth and stimulate innovation through brand culture providing stable happiness for our hardworking employees. We deepen our internal control system with “three lines ofdevelopment. We are committed to our mission of serving the real economy with financial service anchoring our position in defense” strengthen the construction of the risk management information system build a digital risk control system that covers
supporting agriculture and small businesses and accurately allocating financial resources to the key areas and weak links of the whole Bank and runs through the whole process and effectively improve the level of risk prevention and control. We alsoregional economic development. We build a multi-level wide-coverage and sustainable rural financial service system and improve the compliance management system anchor the goal of “achieving steady progress risk prevention and controlinnovate products and service modes to enhance support for agriculture rural areas and farmers. We also continuously evolve scientific transformation” focus on the main line of “compliance management and case prevention” optimize the institutional
into a financial services steward for small-micro enterprises construct a diversified portfolio of products and services and framework strengthen education and training and build a firm line of defense for compliance management.provide services covering the entire life cycle of a wide range of small and micro enterprises.Standing at a new starting point Suzhou Rural Commercial Bank will fully strengthen the Party's leadership and deepen the
integration of corporate governance adhere to the philosophy of "long-termism" and "value coexistence" to nourish the real
Advancing Green Finance Support Industrial Upgrading and Transformation economy with financial "vitality" empower people's livelihood and well-being with innovation and make contributions to
Chinese-style modernization!
The Bank thoroughly implements the philosophy of green finance and fully supports the development of the Yangtze River Delta
Eco-Green Integrated Development Demonstration Zone. We are expanding our green finance toolkit and qualified by the
People’s Bank of China to provide carbon emission reduction support tools thus implementing the first re-lending for carbon
emission reduction support tools. By promoting the green cooperation between the government and the Bank we jointly
established the “Inclusive Financial Workstation for Efficient Utilization of Water Resource” and launched products such as
“Water Conservation Loans” and “Water Rights Loans” to introduce financial resources for low-carbon and green regionaldevelopment. We optimize green finance service solutions and carry out activities such as the “Green and Low-Carbon FinancialServices into Enterprises of the Textile Industry” to help the green transformation of industries and empower corporate
sustainable development with financial force. In addition we also explore service innovation set up a specialized team to serve
technology enterprises set up a direct team for “Industrial Cluster Breakthrough” focus on serving the four major industrial
clusters of equipment manufacturing electronic information medical devices and advanced materials and make every effort to
empower the development of the local real economy.
03 04About SZRCB 2024 Sustainability Report
About SZRCB
Company Profile
Jiangsu Suzhou Rural Commercial Bank Co. Ltd. (“Suzhou Rural Commercial Bank” or “the Bank”) previously known
as “Wujiang Rural Commercial Bank” is a financial institution with a long history of over 70 years with the service
dating back to the 1950s. After the restructuring on August 25 2004 the Bank became the fourth rural commercial
bank in China and went listed on the Shanghai Stock Exchange in 2016 making it China’s fourth A-share listed rural
commercial bank. In 2019 the Bank was renamed “Suzhou Rural Commercial Bank” (Stock Name: SZRCB; Stock Code:
603323).
The Bank is headquartered in Wujiang District Suzhou with 94 business outlets. Among them 79 outlets are located
in Suzhou covering Wujiang District Gaoxin Zone Wuzhong District and Xiangcheng District. The remaining 1 branch
and 14 non-local sub-branches are located outside Suzhou City. In addition as the main sponsor the Bank initiated the
establishment of Hubei Jiayu Wujiang Village Bank Co. Ltd. and invested in four rural commercial banks in Dongtai
City Sheyang County Rugao City and Qidong City in Jiangsu Province. The Bank has been implementing the
“Three-One-Five” development strategy since 2023. We adhere to our market positioning of supporting agriculture andsmall businesses and supporting the real economy. Guided by the core values of “Integrity Pragmatism EfficiencyInnovation Progress” and the mission “To Be a Financial Butler and Create Worry-free Service” we strive to build a
benchmark bank leading the industry a value bank highly recognized by society and a bank where employees gainmore happiness” to write a new chapter of high-quality development.Milestones
200420162019202220232024
Restructured to form Wujiang Renamed to Suzhou Rural Released the “Three-One-Five”
Rural Commercial Bank Commercial Bank Development Strategy
*Became the fourth rural commercial *Provided rural financial services *Issued the QNQREQNQU$IP*&.>/"$
bank in China Listed on the Shanghai
th
in urban area of Suzhou City 20 Anniversary of Restructuring
Stock Exchange Inaugurated the new head office
%"2)"91$H*)/
and Establishment
*Became the first rural commercial bank
approved to open after the establishment *Become the fourth A-share listed *Launched the East Taihu *Total loans supporting the real
of the China Banking and Insurance rural commercial bank in China office building forming a economy have reached 20 times
Regulatory Commission (CBIRC) (the “dual-head-office” structure the initial level at inception
predecessor of China Banking Regulatory
Commission (CBRC))
05 06About SZRCB 2024 Sustainability Report
Development Strategy Corporate Culture
Development Goal
During the planning period we will adhere to the “Three-One-Five” Development Strategy focus
Vision Valueson customers expand the breadth and depth of financial services create the brand of “FinancialButler” and work together with customers to develop the “Financial Butler” brand.Building “Three Banks”
Integrity
A Benchmark Bank Leading the Industry
A Value Bank Recognized by Society
“Three-One-Five” Development Strategy
A Bank Where Employees Gain More Happiness
Practicality
Efficiency
Overall Strategy
*Building “Three Banks”: a benchmark bank leading the industry a value bank recognized by society
and a bank where employees gain more happiness. Mission
*Creating “One Mode”: Construct the overall business model of “joint asset management” discard the Innovation
“local optimization” mindset focus on asset management base operations on joint management To Be a Financial Butler and
ensure innovation-driven empowerment pursue the “global optimization” of the Bank's overall
operations and promote the company's overall value to new heights. Create Worry-free Service
*Advancing “Five Major Transformations”: Fully implement five major transformation strategies:
business collaboration ecological workshop digital innovation operational empowerment and Start with Finance Processdynamic lightweight. Strive to achieve “internal coordination external adaptability improved Root in Butler Serviceefficiency fast branch operations and agile asset turnover”.Support with Service
07 08About SZRCB 2024 Sustainability Report
2024 Honors and Achievements
Honor Honor
Category Honorary Awards Awarding Authority Category Honorary Awards Awarding Authority
558th Place in the “2024 Top 1000 World Banks” The Banker 2024 Excellent Unit for Optimizing Payment Services Suzhou Branch of the People's Bank of
and Enhancing Payment Convenience in Suzhou China
2024 Knowledge Innovation Headquarters Enterprise Executive Committee of Yangtze
in Yangtze River Delta Ecological and Green River Delta Ecological and Green 2023 Advanced Collective of Financial Technology Suzhou Branch of the People's Bank of
Integrated Development
Integrated Development Demonstration Zone Work in Suzhou City China
Demonstration Zone
2024 Advanced Unit for E-CNY Pilot Program in Suzhou Branch of the People's Bank of
5A Credibility Unit of Labor Security in Suzhou Suzhou Bureau of Human Suzhou China
Resources and Social Security
Suzhou Regulatory Sub-bureau of
2024 Top 100 Enterprises with Comprehensive CPC Party Committee of Wujiang 2023 Advanced Unit for Regulatory Statistical Data
District Suzhou City National Financial Supervision and
Strength of High-Quality Economic Development in Governance Work in Suzhou Banking Industry Administration
Comprehensive People’s Government of Wujiang Wujiang DistrictDistrict Suzhou City Four Outlets Awarded the Title of “2023 Civilized andStandardized Service Elderly-Friendly Outlet in Jiangsu Provincial Banking Association
2024 “Jinyu Awards” - “Outstanding Small andJiangsu’s Banking Industry” (among the Total 14
Medium-sized Asset Management Rural Commercial SocialPYSTANDARD Organizations Awarding the Title)Banks”
2024 Top Ten National Rural Financial Institutions 2023 “Digital Transformation Advanced Unit” by the
Jiangsu Financial Association
with Comprehensive Wealth Management Ability Jiangsu Financial Association
5th Golden Bull Award of Wealth Management for 2024 Corporate Social Responsibility Award of China Securities Journal Shanghai Securities News
the Banking Industry SSE-Golden Wealth Management
Award of Innovation Leader for Financial Digitalization 2024 FDS Financial Leadership Summit
Best Practice in Investor Relations Management for China Association for Public
Listed Companies Companies "Jiangchengyizhan" Winning the Smart Community 6th Retail Banking Leaders Annual
Innovation Award for Best Retail Bank" Conference Organizing Committee
Tianji Award for Harmonious Investor Relations Securities Times
"Mobile Financial Client Annual Security Management Beijing National Financial Technology
Demonstration Institution" Award Certification CenterGovernance
Most Promising Bank Award in 2024 Stock Star 2024 Award of Leap in Growth on the Digital Finance China Financial Certification Authority
on the Gold Award List of Digital Finance (CFCA)
Third-Class Collective Merit for Internal Security Suzhou Branch of the People’s Bank of China
Public Security Bureau of Suzhou
Work of Institutions in Suzhou Sustainable Development Achievement Award for Key Financial Committee Office of the CPC
Suzhou Municipal Committee Suzhou
CPC Party Committee of Wujiang Cultivation Projects of Suzhou Green and Low-Carbon Regulatory Bureau of the National Financial
2024 Outstanding Tax Contribution Enterprise in District Suzhou City Finance Laboratory Regulatory Administration Suzhou Finance
Wujiang District People’s Government of Wujiang Society
District Suzhou City
Financial City-Level Service Innovation
CPC Party Committee of Wujiang and Development Alliance in Yangtze
Social 2023 Most Charitable Donor Enterprise in Wujiang District Suzhou City
“Shuyun e-Loan” Winning the Excellent Case Award
River Delta Eco-Green Integrated
District People’s Government of Wujiang
Environmental
Development Demonstration Zone
District Suzhou City
2023 Advanced Unit in Green Finance of Jiangsu Green Finance Committee of Jiangsu
2023 Category II Achievement Award in Excellent Jiangsu Regulatory Bureau of
Province Province
Topics from Intelligent Innovation Laboratory of National Financial Supervision and
Banking and Insurance of Jiangsu Province Administration Excellent Social Responsibility Product winning 2024 PYSTANDARD
“Jinyu Awards”
09 10About SZRCB 2024 Sustainability Report
Performance in 2024
Economic Performance Environmental Performance
Balance of Green Credit Increase in Green Credit
Total Assets Total Deposits Total Loans
2139.87RMB 100 million 1702.49RMB 100 million 1293.34 54.56RMB 100 million 21.30%RMB 100 million
Operating Income Total Profit Net Profits
41.74RMB 100 million 21.50RMB 100 million 19.46RMB 100 million
Social Performance
Average Return Rate Weighted Average Return Non-performing Loan Ratio Social Contribution per Share Total Number of Employees Employee Satisfactionon Total Assets on Net Assets
% % 0.90% 3.92RMB 1975Person 96%
Investment in Employee Training Total Number of Suppliers Customer Complaint Resolution Rate
Provision Coverage Ratio Capital Adequacy Ratio Core Tier 1 Capital Adequacy Ratio
428.96 13.08 10.91 464RMB 10000 2398Supplier 100%% % %
Governance Performance
Estimated Dividend Distribution Cash Dividend per 10 Shares Signing Rate of Integrity and Other Related
for 2024 (Tax Inclusive) (Tax Inclusive) Business Ethics Agreements
3.30RMB 100 million 1.80RMB 100%
11 12Development Highlights 2024 Sustainability Report
S&T Finance
Development Highlights
Positioning customer groups Improving the service structureThe Bank adheres to the principle of “small-scale The Bank creates an organizational system featuringImplementing Five Major lending early-stage lending and strict-criteria lend- “professional management by head office departmentsing” and focuses on serving enterprises with leading specialized expansion by direct sales teams and dedicat-ed implementation by professional sub-branches”. We
Initiatives Creating a technology talents S&T enterprises at the equity financing stage and specialized and sophisticated cultivate a team of composite talents who understand
enterprises that produce novel and unique products in both S&T innovation and finance and strive to solve the
financing difficulties in the “first-mile” development jour-
New Chapter for Rural Suzhou City. ney of technology enterprises in the initial stage with thecourage and wisdom of “willing to lend able to lend anddaring to lend”
Commercial Banks
For a long time Suzhou Rural Commercial Bank has steadfastly been embracing the Innovating adaptable products Building service ecosystems
philosophy of new development and pursuing a path of distinctive growth by focusing
on key sectors and innovative product and service offerings. With a commitment to
The Bank launches the “companion growth plan” for The Bank integrates resources from various parties
“leading the way and setting a model” the Bank effectively advances its five major
technology enterprises and focuses on technology and builds science and innovation service ecosystemsinitiatives of “S&T finance green finance inclusive finance pension finance and digitalenterprises at early-to-mid development stage. We such as “government bank and enterprise” “invest-finance”. These initiatives aim at continuously enhancing the adaptability inclusivenesscontinuously innovate products establish a multi-di- ment and loan linkage” “combined financing” and
and competitiveness of financial services to better support the real economy and con-
mensional credit evaluation system value enterprise “service alliance”. We innovate the “High-tech Enter-tribute to the creation of a new pattern of regional development.innovation capabilities and growth potential break the prise Cultivation Loan Product” and become one of six
traditional reliance on financial statements for bank selected banks for both the “One Bank One Brand”
credit dive into industrial research and enterprise Tech Cultivation Loan Project of Suzhou Municipal
value exploration and create a differentiated and S&T Bureau and the “Innovation Cluster Loan” project
standardized S&I finance product line. to provide dedicated support to the biopharmaceutical
and high-performance fiber industries in Suzhou. In
addition the Bank engages in the investment-loan
linkage with the Suzhou Angel FOF and cooperates in
the “Angel Loan” Project.Main Achievements
The balance of loans for sci-tech The number of sci-tech enterprises
enterprises exceeded RMB as credit clients exceeded
18billion 1500
13 14Development Highlights 2024 Sustainability Report
Green Finance Inclusive Finance
Co-building inclusive financial service
Deepening the The Bank takes the initiative to assume the responsibility of ecological and environmental
points
philosophy of protection and joint governance makes green finance as an important direction for differenti- Executing the product portfolio strategy In collaboration with government and enterprise
ated operations and implements a “one-vote veto on non-environmentally projects” for greengreen finance partners the Bank co-builds inclusive financial service loans. The Bank executes the “SZRCB E-Loan + Family points called "Jiangcun Service Stations" enablingLoan” product portfolio strategy and integrates villagers to access a comprehensive range of services
online and offline business transformation. We including "finance + lifestyle + government affairs"The Bank attended the “Conference on Global Influence of Low-Carbon and Sustainable reduce the f inancing threshold of un iversa l without leaving their villages. As of the end of theTransformation of the Textile Industry” and released the G/("()"(P$&7$H2&>&"(/9$%5-")(/)0*$)/;$ micro-credit loans improve the user experience and Reporting Period 51 "Jiangcun Service Stations" have
Supporting the <&Y8=)20&/$F2)/-7&2>)"(&/$&7$FA"(*$G/;5-"21$(/$%#/9X$)/;$@/#)/'(/9$"#$:*&0)*$G/7*5/'$&7$%#/9X$ contribute to the development of the real economy. been established with 48 of them already in operation.green Z)P(/9 to promote the green and low-carbon development of the textile industry and As of the end of 2024 “SZRCB E-Loan” and “Family Over the past year we processed more than 110000enhance the global influence and brand image of “Shengze Weaving” in the global textiletransformation Loan”program had extended valid credit lines to transactions and served 162000 villagers.market. We also participated in the preparation of the I(2'"&21$&7$@'&/&>('$L'"(P("(-$Y("#$F2)/-8
of industries 21400 client households with total credit approved 7&2>)"(&/$V(/)/'$%5..&2"$(/$[()/9-5$H2&P(/'$37&2$"#$H2(/"(/9$)/;$I1(/9$G/;5-"216 to provide further amounting to RMB 5470 million . Among these
direction for the green and low-carbon transformation paths and goals of segmented indus- 16500 households utilized the credit facilities main-
tries. taining an outstanding balance of RMB 3619 million. Innovating tax-bank cooperation mode
The bank has established tax service stations to achieveEnriching The Bank is qualified by the People’s Bank of China to provide carbon emission reduction Advancing “Thousands of Enterprises Tens of “one-stop service nearby service and multi-pointgreen support tools and under the guidance of the Suzhou Branch of the People’s Bank of China Thousands of Households” visitation campaign service” and provided one-stop financial services for
open all business channels to implement the first re-lending for carbon emission reductionfinance tools small and micro enterprises which features simplified support tools. The Bank initiated the “Thousands of Enterprises financing procedures and lower financing costs.Tens of Thousands of Households” vis itat ion
campaign established a financing coordination
mechanism for small and micro enterprises andThe Bank works with the Water Affairs Bureau of Wujiang District to co-build the “Inclusive Promoting cross-industry cooperationjointly promoted the enterprise-wide credit in aFinancial Workstation for Efficient Utilization of Water Resource” and initiates the integrated
Promoting mode of “big data + iron feet” to realize resource “water conservation + finance” Party-building alliance. We have launched products such as
government sharing and complementary advantages thereby
The Bank deepens cooperation with Taizhou Power
“Water Conservation Loan” and “Water Rights Loan” and provided 15 enterprises with loansexpanding the coverage of inclusive financial Supply Company promotes the “Worry-Free Electricity-bank green amounting to RMB 373 million to introduce financial “vitality” for the green development of services. As of the end of 2024 the bank had Loan” service plan and explores more cross-industry
cooperation local economy and leverage “loans” to accelerate the water conservation efforts in Wujiang. cumulatively visited 10139 enterprises achievingWe also co-host the “Green and Low-Carbon Financial Services into Enterprises of the Textile cooperation models to provide financing support forinclusive finance loan approvals totaling RMB 1574Industry” event with the Government of Shengze Town to empower green development of more small and micro enterprises.million with RMB 1294 million effectively disbursed.enterprises with financial power.Main Achievements
Main Achievements *T he “SZRCB E-Loan” was included in the %*'"(&/$&7$V(/)/'()*$H2&;5'"-$&7$+52)*$%>)**$)/;$W;(5>8-(X;$K)/-$
%2P(/9$"#$+)*$@'&/&>1.* Sustainable Development Achievement Award for Key Project Cultivation by the Suzhou Green and * The Bank's project K(9$I)")$F'#/&*&918K)-;$G/'*5-(P$V(/)/'$I)")$@*>/"$%#)2(/9$H*)"7&2> was recommended by the People's Bank of China
Low-Carbon Financial Laboratory Jiangsu Branch as an exemplary case of outstanding achievements.* The “Financial Support for the Low-Carbon Transformation of the Textile Industry” Project was * 20"Jiangcun Service Station" of the Bank were recognized as comprehensive model sites by Jiangsu Rural Commercial United Bank
selected as one of the excellent cases of green finance in Suzhou. achieving 100% completion rate of demonstration site construction targets during the reporting period.*
The balance of green loans is RMB 5.456 billion (based on the statistical data of the (Peo- Inclusive loans for rural households and small-micro enterprises: RMB 37.750 billion.*
ple’s Bank of China). *I nclusive small-micro loans: RMB 35.500 billion.*I nclusive agricultural loans: RMB 8.004 billion. (Data from Regulatory Authorities)
15 16Development Highlights 2024 Sustainability Report
Pension Finance Digital Finance
Creating an Developing digital intelligence tools Upgrading the integrated marketing The Bank creates an elderly-friendly service brand (“Su Xin Le Xiang”) establishes
elderly-friendly platformelderly-friendly service feature outlets and builds a “product-service-system” ecosystem.brand The Bank deeply integrates large models with our The Bank has bui lt a public-private integrated
businesses to enhance office efficiency and user marketing platform. Adhering to the core philosophy
experience in fields such as credit business knowledge of customer journey operation we implement an
bases intelligent advisors translation assistants omni-channel closed-loop management mechanism
copywriting document quality code assistants credit create linked marketing scenarios accurately meet
The Bank has launched the first “Senior Citizen Cards” in Suzhou and integrated functions management and internal training. cus tomers ’ needs and max im i ze marke t i ng
Issuing Senior within the cards to offer a range of benefits. We have issued more than 210000 Senior effectiveness.Citizen Cards Citizen Cards and made a total of 6.86 million distributions with a total amount of
approximately RMB 397 million.Enabling the upgrade of knock-out Building an integrated risk control
products platform
The Bank continuously optimize the “SZRCB E-Loan” The Bank created five key capabilities: Variable
Upgrading The Bank completes the elderly-friendly renovations of offline outlets provides dedicated the se l f -ope ra ted on l i ne se r i e s l oan wh i ch Center Model Center Decision Center Map Center
service service windows and large-font operation guides for the elderly and launches breaksregional restrictions. We build a unified and View Center. Using the decision engine as the
outlets elderly-friendly mobile banking services to simplify pension inquiries and transfer processes. efficient and convenient online loan service system to driving force we efficiently link data models and
offer customers more standardized and integrated strategies to build a solid and flexible risk control
financial services. ecosystem.The Bank partnered with communities to host the “Pension Finance Knowledge into TenPopularizingThousand Homes” event. A total of 30 sessions were held in 2024 covering over 5000
financial Collaborating with universities to drive digital intelligence innovation
knowledge person-times of participants with a focus on promoting knowledge on anti-fraud and asset
allocation. The Bank has worked with the Suzhou University to build the “Digital Financial Innovation Research Institute” and host the
“Financial Transformation: Future of Digital Revolution and Financial Services” seminar. We drive the integration of business
and technology with a digital mindset accelerate digital transformation through innovation and accelerate the
enhancement of digital financial capabilities.The Bank has set up Xiaoyuan Service Teams to carry out outreach services in communities
Setting up
Xiaoyuan and rural areas. In 2024 the Bank established 6198 files of elderly customers received
Service Teams 5110 inquiries from elderly customers conducted 738 publicity actitivities for elderly Main Achievements
customers and provided 198 times of door-to-door services to elderly customers.*The “One Person One Profile” recommendation engine has recommended personalized products to over 1 million
mobile banking customers with the top 3 product recommendation accuracy reaching 96.5% greatly improving
customer experience and product sales conversion rates.Main Achievements *The Bank obtained the invention patent certificates for business recommendation methods devices and systems based
on big data and customer profile.
14 *The Bank obtained software copyright certificates for integrated marketing management platforms* outlets were awarded the honorary title of provincial elderly-friendly outlets.
*The Bank won the “Application Promotion Achievement” Award from the Intelligent Innovation Laboratory of Banking
* The scale of physical social security cards and respect for the elderly card users is leading in the industry. and Insurance of Jiangsu Province.*The Bank awarded the “Digital Transformation Advanced Unit” by the Jiangsu Financial Association.
17 18Sustainable Development Governance 2024 Sustainability Report
Sustainable Development Governance
Sustainable Development Vision Governance Mechanism for Sustainable Development
The Bank remains anchored in its strategic vision of “building Three Banks” deeply integrates the philosophy of sustainable The Bank actively integrates the philosophy of sustainable development into business management with the Board of Directors
development into corporate DNA and adheres to promoting the organic unity of economic quality social progress and playing a leading role in coordinating strategic decisions and supervision of sustainable development incorporating core
humanistic care through the power of finance. sustainable development topics such as green finance and inclusive finance into the Bank's strategic planning. The various
specialized committees under the Board of Directors are responsible for managing specific topics coordinating the management
efforts with senior management ensuring an orderly division of labor and jointly promoting the solid implementation of
sustainable development work across the Bank.A Benchmark Bank Leading A Value Bank Highly Recognized A Bank Where Employees Gain To enhance ESG management capabilities and raise awareness of ESG governance the Bank actively conducts ESG-themed
the Industry by Society More Happiness training. The ESG-related training including ESG concepts and policy interpretations is incorporated into the daily training of
the management and staff in functional departments.The Bank aims to become a The Bank steadily creating The Bank allowing employees
benchmark for high-quality social value injecting financial to experience care creating a
development take a leadership vitality into the real economy democratic and harmonious
within operational indicators and improving service quality and working environment and
achieve significant results in effectiveness to demonstrate providing rich and reliable
transformation work; becoming a financial responsibility; solid guarantees; allowing
benchmark for innovation in the carefully safeguarding employees to grow opening
financial industry promoting customer value meeting fair and just career paths
reform and innovation through customers' full asset financial and creating a platform for
financial technology and needs and protecting talent development and
enhancing brand features customers' comprehensive entrepreneurship; allowing
through thematic finance; wealth growth; continuously employees to feel confident
evolving to a benchmark for achieving investment value highly consolidating the
services for manufacturing creating a stable investment consensus on enterprise
sectors targeting at experience and generating development and deeply
manufacturing market and considerable investment recognizing the Su Nong
promoting transformation as the returns. brand culture.main service direction.ESG-Themed Training
In the future the Bank will focuse on the “Three-One-Five” Development Strategy and the theme of high-quality development The Bank integrates ESG principles into risk management and decision-making processes and strengthens the risk control in
and work with stakeholders to create long-term value in economic prosperity social inclusion and environmental friendliness to environmental social and governance aspects. We identify risk factors such as credit risk market risk liquidity risk operational
write a new chapter of sustainable development. risk money laundering and terrorist financing risk strategic risk and reputation risk.
19 20Sustainable Development Governance 2024 Sustainability Report
Communications with Stakeholders
The Bank places high importance on the key role of stakeholder communication in sustainable development governance. By Analysis of Material Topics
identifying stakeholder groups and their core concerns we continuously optimize the construction of diversified communication
channels. Based on regular dialogue and information feedback the Bank accurately grasps the key concerns and development
The Bank systematically sorts out stakeholder demands improves the diversified communication mechanism and orderly
suggestions of each stakeholder and effectively incorporates substantive demands into strategic decision-making and operation-
advances the evaluation of material topics. The Bank systematically sorts out stakeholder demands improves the diversified
al improvements promoting the formation of a symbiotic shared and win-win sustainable development ecosystem.communication mechanism and orderly advances the evaluation of material topics. Based on operation characteristics
stakeholder’s concerns and global sustainable development trends and by reference to ESG-related guidelines and industry
Stakeholders Expectations and Demands Countermeasure standards both at home and abroad as well as multi-dimension analysis such as questionnaire survey and peer benchmarking
we identify and assess material topics with significant impact on the sustainability of the Bank and of high concern to
stakeholders.Maintain Compliance and Integrity in Operations
Compliant Operation
Implement Comprehensive Risk Management
Risk Control
Support Inclusive Finance Analysis Process of Material Topics
Service for the Real Economy
Innovate Financial Products and Services
Green Finance
Launch Green Finance Products
Government and Maintenance of Financial Stability Systematically organize business activities and sustainable development background;
Regulatory Agencies Strengthen Communication and CooperationTax Contribution focus on national policy orientation industry transformation dynamics and corporate
Make Lawful Tax Payment
strategic planning; review internal operational characteristics value chain relation-
Understanding the Bank’s ships and external environmental factors; and accurately identify highly relevant
Activities and Background stakeholder groups and key sustainable development challenges.Enhance Service Quality
Convenient Services
Promote Digital Banking
High-Quality Products
Innovate Financial Products
Protection of Consumers’ Rights and Interests
Customers Protect Consumers’ Rights and Interests Conduct multi-dimensional assessments of sustainable development-related topics
and ultimately form a list of material topics by following the framework requirements
of the Shanghai Stock Exchange Self-Regulatory Guidelines for Listed Companies on
Protection of Employees’ Rights and Interests Protect Employee Rights and Interests Shanghai Stock Exchange No. 14 – Sustainable Development Reports (Trial)
Employee Career Development Improve Training and Promotion Systems Establishing a List of anchoring the topics set by the guidelines and combining industry attributes expert
Employee Remuneration and Benefits Improve Compensation and Benefits Material Topics advice and peer benchmarking.Employees Good Working Environment Prioritize Employee Well-being
Fair Cooperation Adhere to Integrity in Operations
Business Ethics and CooperationAssess the materiality of the topics from two dimensions of “materiality to theSuppliers and Partners Sustainable Supply Chains Improve Supplier Management Bank's finances” and “materiality to stakeholders” through 2024 stakeholder survey
Assessing the Materiality by reference to the opinions of stakeholders and experts.of Topics
Improve Business Performance
Return on Investment
Protect Investor’s Rights and Interests
Transparency in Information Disclosure
Standardize Information Disclosure
Corporate Governance
Shareholders and Investors Optimize Corporate Governance
Form a matrix of material topics based on the assessment of the materiality of the topics.Financial Education Contribute to Rural Revitalization Reporting Topics
Charitable Investment Support Charity and Public Welfare
Community Development Popularize Financial Knowledge
Community and Public
21 22Sustainable Development Governance 2024 Sustainability Report
01 Green Finance
02 Response to Climate Change
03 Green Operations
04 Sustainable Financial
07
Development
04 05 Financial Technology
Innovation
0801
09 0616 06 Practice of Inclusive Finance
1317
07
12 Service for Real Economy
1418
05
08 Protection of Customers’
15 Rights and Interests
09 Information Security and
03 Privacy Protection
1102
10 Responsible Procurement
11 Social Contribution
12 Rural Revitalization
10
13 Anti-Commercial Bribery and
Anti-Corruption
14 Fairness and Competition
15 Due Diligence
16 Communications with
Stakeholders
17 Risk Management
Low Materiality of Financial Impact High 18 Compliant Operations
Materiality Issues Matrix
Materiality Issue Evaluation Results
Statement of
Materiality Issues
Service for the Real Economy Practice of Inclusive Finance Rural Revitalization Green Finance
Dual Materiality Financial Technology Innovation Information Security and Privacy Protection Protection of
Customers’ Rights and Interests Employees’ Rights and Development Risk Management
Financial Materiality Response to Climate Change
Compliant Operations Anti-Commercial Bribery and Anti-Corruption Anti-Unfair Competition
Impact Materiality Due Diligence
Average Materiality Green Operations Responsible Procurement Social Contribution Stakeholder Communication
2324
High Materiality of Economic Social and Environmental Impacts LowGovernance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Governance：
Fortifying the Foundation of Governance
Enhancing the Resilience of Development
The Bank continuously improves governance mechanisms strengthens the strategic decision-making of the
Board of Directors and the supervisory efficiency of the Board of Supervisors and optimizes the collaborativeoperation system of “the General Meeting of Shareholders the Board of Directors the Board of Supervisors andthe Senior Management”. By building an intelligent information risk control system to strengthen the line of
defense against risks leveraging digital technology to deepen business and technology integration and
advancing compliance management simultaneously we drive the realization of the Bank’s sustainable
development value through the modernization of governance capabilities.
25 26Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Enhancing Governance Standards and Quality
Improvements Embarking on a Path of Steady and General Meeting of Shareholders
Sustainable Growth The General Meeting of Shareholders is the decision-making body of the Bank. In compliance with the$=&>.)/1$<)Y$&7$"#$H&.*\-$
+.50*('$&7$=#(/) the L2"('*-$&7$L--&'()"(&/ the +5*-$&7$H2&';52$&7$"#$:/2)*$W"(/9$&7$%#)2#&*;2- and other legal regulations and
Standardizing the Governance through the General Meeting of internal requirements the Bank convenes and holds General Meetings of Shareholders treat all shareholders equally and
Shareholders the Board of Directors and the Board of Supervisors protect the legal rights of shareholders including voting rights.The Bank strictly adheres to relevant laws and regulations such as the =&>.)/1$<)Y$&7$"#$H&.*\-$+.50*('$&7$=#(/)$"#$=&>>2'()*$K)/(/9$<)Y$&7$"#$H&.*\-$+.50*('$&7$=#(/) and the :&P2/)/'$=&;$7&2$<(-";$=&>.)/(- and continues to improve the governance structure consisting of “the Key PerformanceGeneral Meeting of Shareholders the Board of Directors the Board of Supervisors and the Senior Management”. Through a series ofmanagement systems such as the L2"('*-$&7$L--&'()"(&/$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C$(hereinafter referred to as the “L2"('*-$&7$L--&'()"(&/”) and the +5*-$&7$H2&';52$&7$"#$:/2)*$W"(/9$&7$%#)2#&*;2-$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C]$we build a modern In 2024
corporate governance mechanism where each party performs its duties assumes responsibilities and maintains mutual checks and balances.Relying on an operational system featuring “scientific decision efficient execution and strong supervision” the Bank has developed a
standardized governance model covering all processes such as strategy formulation and risk management which effectively ensures the stable the Bank held 2 General Meetings of Shareholders
operation and sustainable development. The Bank has also been selected as a sample stock in the Shanghai Stock Exchange’s Corporate
Governance sector and the normativity and effectiveness of our governance system have been recognized. at which 17 proposals were reviewed and
Strategy and Agriculture General Meeting approved.Committee of Shareholders
Risk Management and
Connected Transaction Control
Committee Convening of the 2023 Annual General Meeting of Shareholders
Audit Committee
Nomination Committee
Nomination and Board of Directors Board of Supervisors Duty Performance and Diligence
Remuneration Committee Supervision Committee
Consumers’ Rights and Interests
Protection Committee
Office of the Board of Office of Board of Supervisors
Green Finance Committee Directors Board of Directors
Integrity and Ethics Committee
The Board of Directors is the decision-making body of the Bank accountable to the General Meeting of Shareholders and
Financial Technology Management and Digital Centralized Procurement Management Committee assuming ultimate responsibility for the Bank’s operations and management. The Board of Directors consists of specialized
Transformation Committee
committees including the Audit Committee the Strategy and Agriculture Committee the Risk Management and Connected
Financial Management Committee Risk Management and Internal Control Committee
Office of President Transaction Control Committee the Nomination and Remuneration Committee the Green Finance Committee the Consumers’
Investment Review Committee in Head Office Loan Review Committee Rights and Interests Protection Committee and the Integrity and Ethics Committee. Each committee performs its supervisory
Business Continuity Management Committee Asset Liability Management Committee decision-making and other duties according to its working rules.In 2024 the Bank held 4 meetings of the Board of Directors at which 91 proposals
were reviewed or heard leading to 45 resolutions; 20 meetings of specialized
committees under the Board of Directors were held at which 125 proposals were
reviewed and approved.Organizational Structure of Suzhou Rural Commercial Bank
2728
General Office
Security Department
Human Resources Department
Planning and Finance
Department
Legal and Compliance
Department
Credit Management Department
Risk Management Department
RCredit Approval Department
Digital Banking Department
Financial Technology
Department
Operation Management
Department
Sci-tech Investment Banking
Department
Risk Control and Investment
Research Department
Financial Markets
Headquarters Fixed Income Department
Asset Management Department
Financial Interbank Department
Online Financial Department
Retail Financial Agriculture and Inclusive
Department Finance Department
Retail Banking Department
Transaction Banking
Department
Corporate Financial
Headquarters
Corporate Banking Department
Audit and Inspection
DepartmentGovernance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
The Bank prioritizes the development needs and values the diversity of the Board of Directors by considering factors such as Independent Non-independent
Whether the independent
Specialized Committees director(s) serves as Chairperson
the gender age and educational background of the members of the Board of Directors. Each director provides reasonable Directors (Person) Directors (Person) of the committee
opinions and suggestions for the Bank’s business decisions and standardized operations based on their professional experience.In addition the Bank has legally established the G/;./;/"$I(2'"&2$%1-"> to clarify the duties of independent directors and give Strategy and Agriculture Committee 1 4 No
full play of their roles to jointly ensure the scientificity of the decisions made by the Board of Directors. Risk Management and Connected
Transaction Control Committee 3 2 Yes
Audit Committee 3 2 Yes
As of the end of 2024 the Board of Directors of the Bank has 14 members Nomination and Remuneration Committee 3 2 Yes
5 Green Finance Committee 3 2 Yesincluding executive directors and 9 non-executive directors (5 of whom
Consumers’ Rights and Interests Protection
Committee 0 5 No
are independent directors). Independent directors account for 35.71% and
Integrity and Ethics Committee 2 3 Yes
female directors account for 14.29%.Board of Supervisors
The Board of Supervisors is the internal supervisory body of the Bank and is accountable to the General Meeting of
In 2024 the Strategy and Agriculture Committee held 4 meetings at which 41 proposals were Shareholders. The Board of Supervisors following laws and regulations such as the =&>.)/1$<)Y$&7$"#$H&.*\-$+.50*('$&7$=#(/)
Strategy and reviewed such as the 2023 Business Operation Report the 2023 Report on Financial Services the L2"('*-$&7$L--&'()"(&/ the$+5*-$&7$H2&';52$&7$"#$K&)2;$&7$%5.2P(-&2- carefully fulfills its supervisory duties and effectively
Agriculture Committee for the Agriculture Rural Areas and Farmers the 2023 Social Responsibility (ESG) Report and protects the legitimate rights and interests of the Bank shareholders employees creditors and other stakeholders.the 2023 Corporate Governance Evaluation Report.As of the end of 2024 the Board of Supervisors has 9 members including 3 employee supervisors 3 external supervisors and 3
In 2024 the Risk Management and Connected Transaction Control Committee held 4 shareholder supervisors.Risk Management and meetings at which 42 proposals were reviewed such as the 2023 Comprehensive Risk
Connected Transaction
Management Report the 2023 Compliance Report the 2023 Special Report on Connected
Control Committee Key Performance
Transaction and the 2023 Liquidity Risk Management Report.In 2024 the Bank held 4 meetings of the Board of Supervisors at which 72 proposals
In 2024 the Audit Committee held 4 meetings at which 29 proposals were reviewed such as
the 2023 Annual Report and its Summary the 2023 Audit Report the Special Anti-Money
Audit Committee were reviewed or heard leading to 39 resolutions. We also held 6 meetings of its Laundering Audit Report the Special Audit Report on Remuneration Management and
Performance Assessment and the Special Report on Market Risk.specialized committees at which 42 proposals were reviewed and approved.In 2024 the Nomination and Remuneration Committee held 2 meetings at which 6 proposals
Nomination and
were reviewed such as the 2024 Remuneration Plan for Directors and Senior Management
Remuneration
the 2023 Work Report of Independent Directors and the formulation of the 2024 President's
Committee
Commitment to Business Goals. Senior Management
In 2024 the Green Finance Committee held 2 meetings at which 2 proposals were reviewed
Green Finance including the 2023 and 2024 Work Plans of the Green Finance Committee and the Research The Board of Directors of the Bank appoints one President and four Vice Presidents to form the President’s Office. The
Committee
Report on Green Finance Business Innovation. President’s Office is accountable to the Board of Directors protects the legitimate interests and rights of depositors
shareholders and the Bank and works with the Board of Directors and the Board of Supervisors to form a complete governance
In 2024 the Consumers’ Rights and Interests Protection Committee held 2 meetings at which
Consumers’ Rights and structure. The President’s Office exercises organizational leadership for business management within the scope authorized by
Interests Protection 3 proposals were reviewed such as the 2023 Work Report on the Protection of Consumers’ the Board of Directors fully implements the annual business management objectives agreed upon with the Board of Directors
Committee Rights and Interests.and accepts the supervision and evaluation of the Board of Directors and the Board of Supervisors.In 2024 the Integrity and Ethics Committee held 2 meetings at which the 2023 and 2024
Integrity and The President’s Office has established the Financial Technology Management and Digital Transformation Committee the
Work Plans of the Integrity and Ethics Committee and the 2024 Mid-Year Work Report were
Ethics Committee
reviewed. Financial Management Committee the Investment Review Committee the Business Continuity Management Committee the
Centralized Procurement Management Committee the Risk Management and Internal Control Committee the Loan Review
Committee and the Asset Liability Management Committee.
29 30Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Remuneration Management of Directors Supervisors and
Officers Case Study Visit to Listed Companies and SZRCB | SZRCB Successfully Held the “Investor Exchange Day in 2023”
The Bank conducts performance evaluations and determines remuneration for directors supervisors and senior management
according to the$H27&2>)/'$@P)*5)"(&/$)/;$+>5/2)"(&/$W)/)9>/"$W"#&;-$7&2$I(2'"&2-$)/;$^1$H2-&//* the H27&2>)/'$@P)*5)"(&/$ On May 21 2024 the “Investor Exchange Day in 2023” event of the Bank was successfully held at the Office Building
)/;$+>5/2)"(&/$W)/)9>/"$W"#&;-$7&2$%5.2P(-&2- the$H27&2>)/'$@P)*5)"(&/$)/;$+>5/2)"(&/$W)/)9>/"$W"#&;-$7&2$%/(&2$ of Dongtaihu Branch aiming to promote mutual trust through communication and seek development through
W)/)9>/". The Bank deeply integrates ESG governance into the operational management system attaches importance to the exchange.implementation of ESG concepts and links core ESG indicators such as inclusive finance digital transformation and talent
On-site Visit
development to the remuneration of the President senior management and other core personnel incorporates them into the
annual performance assessment system and promotes the organic integration of sustainable development and value creation. During the event investor representatives from more than ten investment institutions including securities firms funds
Executive directors employee supervisors and senior management are paid monthly basic salaries and pre-paid performance and insurance capitals gathered at the Office Building of Dongtaihu Branch. They visited various our facilities such as
bonuses according to the Bank's remuneration system. Performance-based remuneration is paid according to annual evaluation the employee convenience store and the employee medical office to experience up close the Bank's people-oriented
results (deducting pre-paid performance). Non-executive directors (including independent directors) shareholder supervisors approach and commitment to building a “Happy Bank”. Additionally investors accompanied by the staff visited the
and external supervisors are paid allowances based on annual evaluation results. For details on the remuneration of directors Bank's e-CNY pilot branch – Dongtaihu Branch in Suzhou.supervisors and senior management please refer to the 2024 Annual Report of the Bank.Investor Seminar
The Chairman of the Board of Directors the President of the Bank the Secretary of the Board of Directors and the
Protection of Investors Rights and Interests heads of relevant business departments attended the investor seminar. At the seminar the Chairman of the Board
expressed his warm welcome to investors and briefly shared with them the Bank’s strategic layout as well as the
Communication with Investors experience in characteristic businesses. During the interactive session of the seminar investors eagerly asked questions
The Bank attaches great importance to the protection of investors' rights and interests and investor relationship management and the management of the Bank based on the current industry trends and market changes provided detailed answers
and actively builds bridges of two-way communication and positive interaction with investors to enhance investors' recognition to the investors' general concerns about the business plan future growth space asset quality outlook performance
of the value of the Bank. The Bank has developed the Investor Relations Management Measures adhering to the principles of expectations and other aspects.“compliance equality initiative and integrity”. We treat all shareholders equally providing convenience for shareholders
especially small and medium-sized shareholders to participate in communication. Through performance briefings the Shanghai
Stock Exchange E-Interaction platform investor hotlines and other channels we continuously demonstrate the company's
investment value to investors working together with them to write a new chapter in the Bank’s high-quality development.The Bank's high-quality and effective investor relations management work has been continuously recognized by authoritative
institutions and was awarded the “Best Practice in Investor Relations Management for Listed Companies” by the China
Association for Public Companies for the first time in 2024 and the “Tianji Award for Harmonious Investor Relations” by the
Securities Times for three consecutive years and for the first time won the “Most Promising Bank Award” in the 2024 “Power ofCapital” Annual Awards.Investor Exchange Day
“Tianji Award for Harmonious Investor Relations” by Best Practice in Investor Relations Management for Listed
Securities Times Companies by China Association for Public Companies
31 32Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Implementing Comprehensive Risk Control for
Key Performance Protection Providing Precise Support for Development
Governance
In 2024 the Bank conducted 11 investor communication events and held 3 performance briefings.The Bank is committed to improving its comprehensive risk management. We ensure safe and sound operations at a reasonable
level of risk by improving our comprehensive risk management system continuously conducting risk identification risk
assessment and risk monitoring and striking an appropriate balance between risk and return.The Bank has established a comprehensive risk management structure covering the Board of Directors the Board of
Supervisors senior management and functional departments. Each level of the management structure performs its respective
responsibilities in accordance with the division of labor and manages the various risks encountered in business management in
Compliant Information Disclosure an orderly manner according to the risk management policies procedures and methods.The Bank strictly adheres to the =&>.)/1$<)Y$&7$"#$H&.*\-$+.50*('$&7$=#(/) the W)-52-$7&2$"#$L;>(/(-"2)"(&/$&7$G/7&2>)"(&/$ Board of *Formulate the overall risk management strategy supervise the risk management and internal control
I(-'*&-52$01$<(-";$=&>.)/(- and other relevant laws and regulations. We have formulated the$G/7&2>)"(&/$I(-'*&-52$L_)(2-$ systems and assess the overall risk for the Bank.Directors
W)/)9>/" System to standardize our information disclosure work strengthen the management of information disclosure
affairs and ensure the authenticity accuracy timeliness and completeness of information disclosure. In addition in accordance
with the W)/)9>/"$W)-52-$7&2$G/-(;2$G/7&2>)"(&/ we continue to strengthen confidentiality regarding insider information Risk Management *Supervise senior management’s control of various risks regularly assess the risk status of the Bank
uphold the fairness principle of information disclosure and effectively protect the legitimate rights and interests of stakeholders and Connected review the basic systems of risk management and internal control provide suggestions for improvement
such as investors. In 2024 the Bank disclosed 4 regular reports 46 interim announcements and non-announcement disclosure Transaction and inspect and supervise the risk management situation and report it to the Board of Directors.documents and was not penalized for any violation of information disclosure. Control Committee
Board of *Supervise the Board of Directors and senior management in the fulfillment of their relevant duties
Return on Shareholders' Investment Supervisors propose risk management recommendations and urge corrective actions.The Bank values reasonable investment returns for shareholders. To further strengthen the awareness of returning value to *Formulate and promote the implementation of corresponding risk management policies systems
shareholders and improve the profit distribution policy the Bank has formulated the$QNQREQNQ`$%#)2#&*;2$+"52/$H*)/ focusing on and procedures based on the risk management strategy formulated by the Board of Directors.long-term sustainable development and strategic transformation implementation. The plan comprehensively considers factors Senior Management *The Vice President in charge of risk management on behalf of senior management assumes the
such as actual operating conditions and business development capabilities establishing a continuous stable and scientific responsibility of promoting comprehensive risk management and fulfills relevant duties such as
return plan and mechanism for investors to ensure the continuity and stability of dividend distribution policies. promoting the operation of the framework and formulating policies and procedures.Key Performance *Develop comprehensive risk management policies and processes and monitor risk
management and take the lead in comprehensive risk management responsibilities. The Risk
Risk Management
Management Department the Credit Management Department the Planning and Finance
The cumulative dividends since the listing(2016-2023) amounted to RMB 1909 million Department Department and other departments form the main functional departments of risk
management together and specifically implement all risk management policies and systems.with an estimated dividend amount of RMB 330 million for 2024.*Assume direct responsibility for risk management formulate management measures
and operational guidelines and ensure consistency with risk management policies and
procedures; promote the full understanding and effective implementation of risk
Functional Departments management policies and procedures.*The Audit and Inspection Department is responsible for conducting independent
reviews of risk management and control environments.In accordance with the requirements of documents such as the :5(;*(/-$7&2$=&>.2#/-(P$+(-$W)/)9>/"$W)-52-$(/$K)/(/9$
V(/)/'()*$G/-"("5"(&/- the Bank has formulated the W)-52-$7&2$=&>.2#/-(P$+(-$W)/)9>/"$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$
=&C]$<";C] to continuously improve the comprehensive risk management level and gradually establish a comprehensive risk
management system for the Bank.
33 34Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Strategy Impact Risk and Opportunity Management
Strategic Planning for Comprehensive Risk Management Improvement in the Internal Control System
To improve comprehensive risk management level strengthen risk management responsibilities and promote comprehensive The Bank continues to improve the “three lines of defense” structure composed of the “business departments - riskcoordinated and sustainable development the Bank has formulated the Report on the %"2)"9('$H*)/$&7$=&>.2#/-(P$+(-$ management departments - internal audit departments” to advocate and establish a risk management philosophy and culture
W)/)9>/"$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C$3QNQR8QNQU6 and established a management mechanism for tracking for sustainable development.evaluating adjusting and assessing the strategic plan for risk management to incorporate the strategic plan into the annual key
work scope and promote the implementation of the comprehensive risk management strategy.Plan Implementation for Comprehensive Risk Management
First Line of Defense Second Line of Defense Third Line of Defense
Phase 3 Business units as the first The Risk Management Department The Audit and Inspection Department as the
(2027) line of defense are and each risk-specific management third line of defense is responsible for
responsible for promoting department as the second line of auditing the performance of the business
Phase II
Breaking through difficulties and that risk management defense are responsible for and risk management departments. It mainly (2025-2026)
focusing on long-term benefits: we policies and procedures for formulating comprehensive risk evaluates the comprehensiveness reliability
Phase I all types of businesses and management policies and adequacy and effectiveness of the Bank’s Consolidating the foundation will deepen the evaluation and
(2023-2024) products are fully processes as well as identifying risk management system and conducts
and realizing comprehensive analysis for comprehensive risk understood and effectively measuring assessing monitoring independent audit and supervision of the
Addressing shortcomings and improvement: we will further management identify specific implemented in the controlling or mitigating related various components and processes of risk
clarifying direction: We addressed solidify the foundation of risk design difficulties take targeted branches. risks. management in the Bank.shortcomings in the comprehensive management and promote actions make key breakthroughs
risk management system based on the normalization and cultivate a strong risk management
previous efforts and accelerated refinement of risk culture and establish a
the establishment of a long-term management practices. collaborative risk management
mechanism for comprehensive risk execution system across the front
management. middle and back offices based on
the realities of the Bank.Management of Key Risks
Upholding the business philosophy of the principles of compliance stability steady progress and controllable risks the Bank
strengthens the management of risks such as credit risks market risk liquidity risks operational risks money laundering and
terrorism financing risks strategic risk and reputation risks to continuously solidify the development foundation and build a
long-term and stable risk management system. In 2024 the Bank completed annual risk analysis and assessment work
generated a comprehensive risk report and implemented precise measures targeting major risks related to credit market
liquidity operation money laundering terrorist financing and information technology to achieve effective control over relevant
risks.
35 36Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Measures for Risk Management in Key Fields
*Establish risk appetite limit indicators optimize the monitoring early warning reporting disposal and
*Conduct daily monitoring report large transactions and suspicious cases manage suspicious account
assessment mechanisms of such indicators and achieve closed-loop management of the risk appetite
cases report key suspicious cases and adjust risk levels。
limit system. Hold risk management meetings to accurately and timely communicate the risk appetite.*Revise relevant systems and continue to identify money laundering risks related to e-CNY and
*Enrich intelligent means of risk prevention and control. Follow the direction of scenario-based
acquiring businesses.intelligent and visualized approaches to fully promote the transformation of non-performing asset Management of Money
collection and disposal work. Introduce big data models to accurately locate risk points and effectively Laundering and
Terrorist Financing *Enhance technical support optimize related information systems combine customer risk classification
Credit Risk enhance proactive risk management capabilities. Create AI robots to answer questions based on a credit work to quantify rating levels improve ratings refine standards clarify processes and empower risk
Management knowledge base and provide intelligent guidance on credit policies processes operations etc.Risks
identification at business sides.*Complete third-party verification of expected credit loss (ECL) implementation further optimize system
models improve the ECL management system and enhance risk mitigation capabilities.*Improve the quality and efficiency of basic credit management and improve the closed-loop credit
management from multiple aspects. Timely formulate and update credit management measures *Strengthen on-site inspections of outsourcers to enhance outsourcer risk management;
improve the review mechanism and carry out the reform in loan renewal process etc. *Continuously improve the network security system build a fortress for secure business transactions
and reduce potential risks;。
IT Risk Management
*Actively conduct business continuity drills at all levels and strengthen comprehensive risk assessments.*Optimize the construction of the market risk management system establish an effective market risk
governance structure and management responsibilities and build a market risk management system
covering basic systems general management measures and operating procedures.*Conduct a comprehensive review of the transaction business risk process strengthen risk control
measures for key risk points and establish effective risk monitoring programs. *Improve the quality and efficiency of compliance control promote the optimization of internal control
processes and strengthen supervisory inspections.Market Risk *Set up a market risk limit management system to effectively manage market risks. Sort out and set
Management parameters for the market risk management system and achieve the dual management goal of business *Conduct compliance reviews including reviewing non-standard contracts contract templates systems
development and risk control. measures etc..Compliance Risk
*Prevent the interweaving and evolution of multiple risks. Embed the market risk limit system into the Management *Conduct in-depth compliance education diversify the forms of compliance training and gradually
transaction approval process monitor and issue early warnings in real-time use methods such as solidify the foundation of a compliance culture.market monitoring and stress testing to respond to risk evolution and establish a firewall to prevent risk
contagion.*Strictly adhere to information disclosure rules complete information disclosure work with high quality
*Formulate the$QNQD$<(a5(;("1$+(-$L.."("$)/;$W)/)9>/"$%"2)"91 define the liquidity strategy and and strengthen communication with investors.corresponding liquidity risk management objectives for the year and revise the thresholds for the tiered
early warning indicator system accordingly. Reputation Risk *Conduct self-inspection of public opinion risks carry out monthly self-inspection and drills to identify
Liquidity Risk Management potential reputational risks and hazards and organize online public opinion training for all information
Management *Conduct cash flow analysis and routine stress tests to ensure that cash flow gaps align with liquidity officers of the Bank to enhance relevant capabilities.risk limits.*Optimize the liquidity risk management system launch an indicator calculation module and improve
liquidity risk management efficiency.*Uphold the principle of prudence and advance relevant work in an orderly manner according to
specific work methods to avoid implementation risks.*Optimize the employee behavior warning model release the =#'*(-"$7&2$G;/"(71(/9$@>.*&1-b$L0/&2>)*$
K#)P(&2- and carry out credit screening complaint-related investigation model monitoring and other Strategic Risk *Adhere to the principle of priority focus on relevant work clarify priorities and allocate resources to
Operational Risk investigative tasks;。 ensure the implementation of key matters.ManagementManagement *Conduct process optimization and evaluation on the connected systems and processes in the operation *Adhere to the principle of relevance ensure the alignment of strategy implementation withcompliance risk management system and practice the principle of “one business one system one performance indicators and promote both short-term and long-term development.process” through system control.
37 38Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Enhancement of Mechanism Construction Development of Risk Culture
The Bank continues to strengthen the construction of its comprehensive risk management mechanism promote coordination The Bank views the development of risk culture as an important cornerstone for sound operations. By improving systems and
and cooperation of the three lines of defense improve system documents for managing various major types of risks and refine mechanisms and providing risk management training we strengthen the risk control awareness of all employees continuously
management requirements for different types of risks to ensure that the comprehensive risk management of the Bank is build a solid risk defense and provide strong support for high-quality business development.complete and adapts to regulatory requirements and business realities. Evaluate the effectiveness of the comprehensive risk
management system pay attention to the governance and implementation of the relevant performance and implementation of
the main responsible units or individuals and consolidate and improve the weaknesses.In addition to the above regular
The Bank holds regular risk meetings risk management
Risk Appetite The Bank continuously enhances the level of refinement in risk management. The risk appetite is aligned
management-related training quarterly departments actively participate in
with strategic objectives and business plans to ensure that the risk-bearing capacity matches the pace of including credit work meetings for external training programs. The
and Limit
business development and quantitative and qualitative limit indicators are set in accordance with the frontline customer managers and the topics covered include online loan
Management dimensions such as customers industries regions and products. These limits are communicated to work meetings of the risk management risk management market risk rating
business lines by means such as performance evaluations and accountability to strengthen the rigid
and internal control committee for the Regular
constraints of the full-process risk management for the whole bank. modeling and the construction of
management level of the Bank. Meeting digital risk control systems in
emerging technological fields.Irregular
A full-process digital risk control system covering the whole bank is established to strengthen the
construction of the risk management information system. During the Reporting Period: first we completed Meetings
the reconstruction and launch of the internal rating model system for retail credit customers achieved full
coverage of internal ratings across three business segments and provided support for the formulation and
implementation of the credit business differentiation strategy. Second we built a digital risk control
management system for our retail credit business sorted out500digital risk control rules in the 5systems
of the Bank nearly to remove duplicate and gather relevant information and established 7 digital risk Work Meeting for Risk Management External Training on Risk Management
control decision-making systems covering the entire lifecycle of retail business as per priorities to achieve
Construction of the digital configuration of high-risk long process and low-risk short process. Third we completed the
Digital Risk independent migration and the credit card model migration of the Ban’ E-Loan models realized the
Control System independent management of risk control models for all business segments and independently developed
52 iterative optimization models throughout the year. Fourth we also launched the retail filter which
allows users to easily understand the risk characteristics and financing costs of first-time loan customers
on mobile devices and provides digital support for the decision-making of precise pricing. Metrics and Targets
The Bank builds a comprehensive risk analysis and early warning system for various types of risks establishes a risk appetite
and risk limit management indicator system formulates clear execution and accountability mechanisms and monitors
Assistance in During the Reporting Period optimization measures at each stage included introducing tax risk reports implementation in real-time. Adjustments are made as necessary to ensure the effective communication and implementation of
Optimization of before loan approval incorporating high-risk industries into long-process management centralizing loan
risk appetites and limits. We strictly adhere to the requirements of the National Financial Regulatory Administration and local
Credit Process disbursement management for retail business during the loan process and digitalizing post-loan services
such as non-principal renewal loans. regulatory authorities fully achieve 100% compliance with the regulatory indicators of important institutions in the agricultural
banking system and continuously strengthen the foundation of risk prevention and control.
39 40Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Achieving Compliance to Lay a Solid Foundation Strategic Planning for Compliant Operation
Leveraging Intelligence to Empower Operations Under the guidance of the Board of Directors and regulatory authorities the Bank always adheres to the purpose of regulating
and promoting business development. We deeply implement the :5(;*(/-$&/$=&>.*()/'$+(-$W)/)9>/"$(/$=&>>2'()*$K)/-
issued by the National Financial Regulatory Administration as well as the H2(&2("(-$7&2$<9)*$)/;$=&>.*()/'$Z&2$&7$"#$+52)*$
Governance Management Organization =&>>2'()*$K)/$%1-">$&7$[()/9-5$H2&P(/'$(/$QNQD$)/;$"#$QNQD8QNQM$Z&2$H*)/$7&2$"#$=&/-"25'"(&/$&7$=&>.*()/"$K)/-$(/$"#$+52)*$=&>>2'()*$The Bank has established a compliance management organization with reasonable division of labor and clear responsibilities K)/$%1-">$&7$[()/9-5$H2&P(/' formulated by the Jiangsu Rural Commercial United Bank. With the development goal of “achievingcovering the Board of Directors the Board of Supervisors senior management the Legal and Compliance Department as well steady progress risk prevention and control scientific transformation” and the two main work lines of “compliance managementas other business departments and branches. The compliance responsibilities at each level are clearly defined with a focus on and case prevention” the Bank establishes and improves the compliance risk management system continuously optimizes the
enhancing efficiency strictly controlling risks and ensuring service quality. We actively promote flat management continuously compliance management system framework orderly promotes the construction of a compliance culture enhance the
optimize business processes and resource allocation and strengthen the effective operation of the compliance system. effectiveness of internal control and compliance management and advance the continuous and healthy development of all
businesses.Bear the ultimate responsibility for the compliance of the Bank’s operations; and fulfill
Strengthen the primary responsibility for compliance management and
compliance management responsibilities i.e. review and approve compliance policies andestablish a compliance accountability system of “holding each levelBoard of compliance reports submitted by senior management oversee the implementation of theaccountable and ensuring implementation at every level” from aspects such
Directors policies evaluate management effectiveness hire a compliance officer and ensure his/her
as assessment supervision evaluation and accountability.independence authorize the Audit Committee to supervise daily compliance management
and perform other relevant responsibilities as stipulated in the Articles of Association.Ensure the effective implementation of required daily management actions
Board of Supervise the fulfillment of compliance management responsibilities by the Board of and further deepen the implementation of the compliance and case
Supervisors Directors and senior management. prevention system the management of abnormal behavior of employees
and the prevention and control of key risk points.Formulate and revise compliance policies as appropriate submit them to the Board of
Directors for review and distribute them to all employees; implement compliance policies
promptly correct violations and hold those accountable; clarify the compliance management Work Direction Implement rectification address specific problems and improve and
Senior department and ensure its independence; identify major compliance risks review compliance
of Compliance optimize systems mechanisms and processes.Management management plans and coordinate the work of relevant departments; submit compliance
management reports to the Board of Directors every six months; report significant violations Operation
to the Board of Directors or its subcommittees and the Board of Supervisors in a timely
manner; fulfill other responsibilities stipulated by the compliance policies.Enhance technological empowerment rely on the compliance management
Act as an independent functional department responsible for compliance management at the
Legal and system form a unified and standardized compliance management system
Head Office perform compliance management functions under the leadership of senior man-
Compliance and significantly improve work efficiency.agement lead the Bank’s compliance management efforts and have due diligence responsi-
Department
bility for the management of compliance risks.Cultivate compliance philosophy combining positive education with
Business Designate compliance management personnel who carry out their work under the guidance negative warnings significantly enrich the forms of compliance training
Departments and supervision of the Legal and Compliance Department and report relevant situations in a
and Branches and promote the integration of compliance culture into the daily work of
timely manner. every employee.
41 42Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Compliance Management Measures Cultivation of Compliance CultureUpholding the compliance philosophy of “compliance-based establishment compliance priority total compliance and proactiveCompliance Risk Management and Controlcompliance” the Bank deeply carries out compliance training and training and promotes all employees to talk about learn and
The Bank has formulated the =&>.*()/'$W)/)9>/"$W)-52-$7&2$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C] and orderly practice compliance. In 2024 the Bank offered 13 compliance-related training sessions including a bank-wide compliance
organized and performed compliance management work such as rule and regulation management compliance review and training the President’s insights on compliance on-site compliance training compliance training for new employees legal
compliance inspection to continuously improve the quality and efficiency of internal control and compliance management. Based training periodic training on business line and thematic training which effectively enhanced the Bank-wide awareness of
on the Compliance Evaluation Checklist the Bank defines the evaluation criteria and formulates the corresponding work compliance risk prevention. The Bank continuously innovates compliance training and publicity forms and subtly embeds the
requirements for the risk points in aspects of compliance and legal affairs management system and process management case foundation of compliance culture in modes that resonate with our employees such as weekly compliance quizzes
prevention management and employee behavior management and conducts assessment on the implementation of the work to compliance-themed live streaming learning point rewards compliance slogans and video selections and labor skill competitions.promote improvements and optimization of non-compliant issues.Cultivation of Compliance Culture
Priorities of Compliant Operation in 2024 (Part)
Management of Employee Behaviors
Revise the =&;$&7$=&>.*()/'$7&2$
@>.*&1-$&7$[()/9-5$%5X#&5$+52)*$
=&>>2'()*$K)/$=&C]$<";C$&/$=&>.*()/'$
Compliance Case
Prevention and Inspection W)/)9>/"$H2)'"('-$(hereinafterreferred to as the “=&;$&7$=&>.*()/'$
7&2$@>.*&1-”) establish a continuous
Enhance risk prevention and control employee conduct evaluation and
through multi-dimensional case supervision mechanism and optimize
prevention and inspections advance the the employee behavior early warning
System and Process Optimization compliance inspection plan on a model to effectively standardize the
quarterly basis and implement relevant behaviors of employees. Use a variety
rectifications based on the GRC system;
Maintain the review and optimization of of methods to strengthen daily risk
formulate an annual internal control and
business processes conduct process monitoring and early warning
case risk inspection plan align with the
optimization evaluation work perform promptly identify risks related to
latest inspection requirements of the
the sorting assessment and employees’ abnormal behaviors
Jiangsu Rural Commercial United Bank
optimization of key business processes effectively standardize employee
focus on plan adjustment in key fields
fully utilize technological means to behavior and enhance the accuracy
supervise the implementation of relevant
improve process effectiveness of behavior management through
plans through the Compliance Case
continuously enhance risk control technological empowerment.Prevention Leading Group enforce the
capabilities and standardize business Collaborate with local public security
“plan-execution-optimization”
process operations. bureaus procuratorates courts local
closed-loop management and improve discipline inspection and supervision
internal control initiative and regulatory commissions and other relevant
coordination effectiveness. departments to strengthen the
synergy of supervision efforts.
43 44Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Anti-Money Laundering Management Case
Study Training on Anti-Money Laundering for All Employees
In strict compliance with the L/"(8W&/1$<)5/;2(/9$<)Y$&7$"#$H&.*b -$+.50*('$&7$=#(/) the +5*-$7&2$L/"(8>&/1$<)5/;2(/9$01$V(/)/'()*$
G/-"("5"(&/- and other anti-money laundering laws regulations and regulatory requirements the Bank maintains the key line of
In October 2024 to further enhance the Bank’s
defense to stabilize the financial order and ensure the safety of the financial system. In the development strategy the Bankclearly puts forward the requirement of “increasing attention to anti-money laundering work strengthening the money anti-money laundering management level and improvelaundering risk management optimizing the anti-money laundering mechanism and internal division of labor and improving the employees’ ability to carry out anti-money launderinglevel of the anti-money laundering work”. In accordance with applicable laws and regulations such as the newly revised work we invited senior experts from a third-party
L/"(8W&/1$<)5/;2(/9$<)Y$&7$"#$H&.*b -$+.50*('$&7$=#(/) the =&>.)/1$<)Y$&7$"#$H&.*b -$+.50*('$&7$=#(/) and the requirements of organization to train all employees. The training content
the relevant systems of the Jiangsu Rural Credit Union the Bank has continuously improved its anti-money laundering rules and covered aspects such as theoretical knowledge on
regulations and formulated a series of systems such as the c.2)"(/9$H2&';52-$7&2$L/"(8>&/1$<)5/;2(/9$Z&2$&7$[()/9-5$%5X#&5$+52)*$ anti-money laundering and due diligence methods and
=&>>2'()*$K)/$=&C$<";C] the$W&/1$<)5/;2(/9$+(-$L---->/"$)/;$W)/)9>/"$W)-52-$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C] included a training test section to ensure that all
and the @>29/'1$W)/)9>/"$W)-52-$7&2$W&/1$<)5/;2(/9$+(-$@P/"-$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C] laying a solid employees thoroughly understood the training content.foundation for the development of anti-money laundering work.Anti-Money Laundering Risk Control
Based on systems such as the Management W)-52-$7&2$"#$%*78L---->/"$&7$W&/1$<)5/;2(/9$)/;$F22&2(-"$V(/)/'(/9$+(--$&7$[()/9-5$
%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C] the Bank promotes the work mode of “centralization specialization and systematization”
and establishes a sound anti-money laundering work mechanism and operation process that features centralized processing risk
control quality and effectiveness. We standardize anti-money laundering work such as money laundering risk assessment
customer due diligence large transaction and suspicious transaction reporting inspection and audit and actively fulfill our
anti-money laundering obligations. In accordance with regulatory requirements and based on the actual needs of the Bank we
continuously optimize the anti-money laundering information systems to provide technical support for anti-money laundering
work such as large and suspicious transaction reporting customer identification and the retention of customer identity
information and transaction records.Training on Anti-Money Laundering for Directors Supervisors and Training on Anti-Money Laundering for New Employees
Senior Management
Training on Anti-Money Laundering
The Bank establishes a long-term training mechanism for anti-money laundering forms a full-coverage multi-level and Promotion of Anti-Money Laundering
diverse-channel anti-money laundering training system and formulates a training plan every year to ensure that personnel at all The Bank continuously strengthens the anti-money laundering compliance culture and promotes the joint efforts of all parties to
levels especially those in key positions possess the ability to fulfill anti-money laundering responsibilities and enhance the safeguard financial security through multi-channel anti-money laundering publicity activities. In 2024 the Bank organized and
quality and effectiveness of anti-money laundering work.carried out themed publicity activities such as “3·15 Anti-Money Laundering Anti-Voice Phishing and Anti-Online Gambling”
To further strengthen the construction of anti-money laundering team the Bank organized 6 centralized training sessions on publicity event the Rural Credit Union Payment Settlement and Anti-Money Laundering Knowledge Competition and the Xiaoyu
anti-money laundering in 2024 including bank-wide employee training training for full-time employees training for new Anti-Money Laundering Course on the Bank’s WeChat Official Account effectively enhancing the anti-money laundering
employees and training for directors supervisors and senior executives which effectively enhanced the capability and awareness of all employees.professional skills of related personnel involved in anti-money laundering tasks.Enhancement of Internal Education
The Bank disseminates the philosophy of anti-money laundering in modes such as policy lectures
Daily Training and Education Enhancement of Diverse Training and risk case warnings and utilizes channels such as official websites Weibo Official Account and
WeChat Official Account to conduct experience exchanges publicize typical cases create a
positive work atmosphere and enhance the anti-money laundering awareness of all employees.*The Anti-Money Laundering Leading Group holds *The Bank offers a variety of training on professional
quarterly meetings on anti-money laundering work a n t i -money l a unde r i ng i n c l ud i ng i n v i t i n g
External Diversified Publicity
and actively cooperates with and participates in professionals or internal trainers to deliver centralized
relevant anti-money laundering training organized by lectures setting up training courses on online Through diversified publicity channels for anti-money laundering in forms such as screens and TVs
the People’s Bank of China and the Jiangsu Rural platforms etc.; in branches we actively publicize citizens’ anti-money laundering obligations to different customer
Commercial United Bank;
*The Bank st rengthens the management of s groups and partners. Targeting the “low-income low-education and low-age” populations we
*Each branch learns AML business knowledge and professional sequence of anti-money laundering team promote a series of training sessions on the dangers of selling personal information the
AML risk t ips with methods such as morning and sets up a professional anti-money laundering implementation of punitive measures and account service policies that benefit the public in
meetings and after-shift meetings every month. team. “families villages and schools” to create a community-based prevention and treatment
atmosphere.
45 46Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Case
Study “3·15 Anti-Money Laundering Anti-Voice Phishing and Anti-Online Gambling” Campaign
In March 2024 the Bank organized the “3.15 Anti-Money Laundering Anti-Voice Phishing Anti-Online Gambling”
Campaign to strengthen the protection of financial consumers and better safeguard their legitimate rights and
interests. During the campaign the Bank visited special groups such as the elderly students and migrant workers
in rural areas and townships and expanded the publicity coverage both online and offline with a focus on the
theme of “being alert to the traps of money laundering to protect your own rights and interests”. This effectively
solved problems for the public and helped create a good environment for financial consumers.Upholding Business Ethics to Practice Compliant
Operation Fostering Integrity to Shape a Prosperous
Future
Anti-Commercial Bribery
In 2024 guided by Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era the Commission for Discipline
Inspection of the Bank thoroughly implemented the guiding principles of the 20th National Congress of the Communist Party of
China and General Secretary Xi Jinping’s important thoughts on the Party’s self-reform. With firm support for the "Two
Establishes" and resolute commitment to the "Two Upholds" and based on the decisions and deployments of the Third Plenary
Session of the 20th Central Commission for Discipline Inspection and the Fourth Plenary Session of the 14th Jiangsu Provincial
Commission for Discipline Inspection the Bank deepens the full and rigorous governance of the Party and the Bank in
accordance with the working requirements for the Discipline Inspection and Supervision Group stationed at the Jiangsu Rural
Key Performance Unit 2023 2024 Commercial United Bank as dispatched by the higher-level commissions for discipline inspection and the Jiangsu Provincial
Commission for Discipline Inspection. It has unswervingly advanced the construction of a clean and honest CPC and the fight
against corruption deepened the correct and clean disciplinary action against corruption and played a better role of oversight
in ensuring implementation and promoting continuous development to provide strong political and disciplinary guarantee for the
Number of Training Sessions on Anti-Fraud Times 13 17 construction of the “Three Banks” in a “SZRCB Model”.and Anti-Money-Laundering
Responsibility for Clean Governance
Number of Participants in Training on
Person-times 2036 5328
Anti-Fraud and Anti-Money Laundering In the principle of “whoever is in charge is responsible” the Bank has
comprehensively implemented the responsibility system for Party building
and clean governance. These responsibilities are included in the annual
Number of Compliance Training Sessions performance assessment targets of the President and branch heads. The
Times 12 13
Conducted Commission for Discipline Inspection at the Head Office is responsible for
organizing supervision inspections and assessments. The results of the
assessment will be used as an important basis for the performance
assessment reward and punishment selection and appointment of the
primary management team as well as the evaluation of outstanding units. Pre-Appointment Communication on
In 2024 the Party branches and other units and personnel of the Integrity for Middle Management
branches have all signed the Commitment to Party Integrity Construction
and the signing rate for documents related to professional integrity and
business ethics reached 100%.
47 48Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Enhancement of Integrity Supervision Management of Reporting on Integrity
The Commission for Discipline Inspection of the Bank has faithfully fulfilled its supervisory responsibilities and unswervingly
To fully leverage public oversight and encourage fact-based reporting of employee misconducts disciplinary violations and
promoted comprehensive and strict Party governance. It has taken precise and sustained actions to advance the fight against
illegal behaviors the Bank in accordance with the W)-52-$7&2$d)/;*(/9$+.&2"-$&/$e(&*)"(&/-$(/$"#$K)/(/9$)/;$G/-52)/'$G/;5-"21$and
corruption and promote the “three non-corruptions” in an integrated manner with a “full-cycle management” approach thus
other relevant regulations and based on its actual needs formulated the Measures for Integrity Reporting Management of
clearing obstacles and escorting the high-quality development of the Bank.Jiangsu Suzhou Rural Commercial Bank Co. Ltd. to strictly regulate the procedures for reporting receiving and handling
reports protect the legitimate rights and interests of whistleblowers and maintain the order of reporting on integrity.The Bank organizes integrity risk identification and prevention measures identifies risk points from
the three dimensions of roles processes and mechanisms and evaluates and implements feasible
control measures. In 2024 the cadres of the Bank have conducted in-depth self-assessments. Reporting by Phone Tel.: 0512-63968207
Identification of Based on identified risk points and efforts were made to formulate and implement control
Integrity Risks measures improve prevention manuals strengthen systems and rules clarify operational Mailing Address: No. 10888 Dongtaihu Avenue
guidelines and establish a sound control mechanism. Wujiang District Suzhou
Reporting by Letter Attention: Director of the Discipline Inspection and
Supervision Office of the Party Committee Jiangsu
Suzhou Rural Commercial Bank Co. Ltd.The Bank establishes and improves long-term anti-corruption mechanisms conducts regular Post Code: 215200
special rectification campaigns utilizes big data to identify risks such as transactions between Reporting
Special employees and loan customers and closely monitors the behavior of personnel in key positions. Channels Office Address: No. 10888 Dongtaihu Avenue
Remediation and Wujiang District SuzhouWith a focus on key business areas and critical personnel we implement multidimensional
Supervision Reporting by Visitsupervision and checks and hold individuals accountable in strict accordance with relevant Reception: Discipline Inspection and Supervision
Office of the Party Committee Jiangsu Suzhou Rural
regulations. Commercial Bank Co. Ltd.Report by Email Email：jb@szrcb.com
A multi-level employee behavior management system has been established where: first the
Employee Compliance Code is formulated to define standards of professional ethics; second the
Commitment to Integrity is signed to reinforce contractual constraints; third a digital disciplinary
supervision system is leveraged to enable dynamic risk monitoring; fourth violations of integrity
Management of regulations are strictly addressed in accordance with rules such as the W)-52-$7&2$d)/;*(/9$ Cultivation of Integrity Culture
Employee @>.*&1$e(&*)"(&/-$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C]$to create a closed-loop controlBehaviors mechanism of “policy communication – behavioral constraint – technical supervision – disciplinary The Bank remains committed to implementing the spirit of the 20th National Congress of CPC and continuously strengthensenforcement”. Party building Party integrity construction and corporate culture across the Bank. Through activities such as warning education
conferences Party discipline courses and integrity training we have built a diversified and all-encompassing “Clean SZRCB”
financial culture promotion matrix to foster a culture of integrity and positive values.Discipline Enforcement and Supervision System
49 50Governance: Fortifying the Foundation of Governance
Enhancing the Resilience of Development 2024 Sustainability Report
Case
Study Warning Education and Integrity Lectures for Middle Management Key Performance Unit 2024
In April 2024 to further advance the comprehensive and strict governance of the Party and raise awareness of Number of the Management Participating in Training on Person 363
clean and disciplined conduct among Party members and cadres the Bank organized warning education sessions Anti-commercial Bribery and Anti-Corruption
and integrity lectures for middle management. The Secretary of the Commission for Discipline Inspection and theChairman of the Board of Supervisors delivered a lecture titled “Adhering the 'Five Fours' Discipline Principles Percentage of the Management Participating in Training on %Anti-commercial Bribery and Anti-Corruption 100Striving for Clarity and Transparency”. A total of 104 heads of departments and branches participated in the event.The Secretary of the Commission for Discipline Inspection in line with current anti-corruption efforts in the financial Total Duration of Training on Anti-commercial Bribery and Hour
Anti-Corruption for the Management 2541
sector and the requirements for building a clean culture in the new era provided theoretical interpretations of
policies Party disciplines and laws. By analyzing publicly disclosed corruption cases in the financial sector in recent
Number of Employees Participating in Training on
years and linking them with real-life work scenarios the lecture served as a strong warning to all middle Person 1975Anti-commercial Bribery and Anti-Corruption
management.Percentage of Employees Participating in Training on % 100
Anti-commercial Bribery and Anti-Corruption
Total Duration of Training on Anti-commercial Bribery and Hour 5925
Anti-Corruption for Employees
Anti-Unfair Competition
The Bank always adheres to the operation philosophy of fair competition and honest business practices and integrates
compliance development into its strategy and daily operations in strict compliance with the L/"(8O/7)(2$=&>."("(&/$<)Y$&7$"#$
H&.*b -$+.50*('$&7$=#(/) and the regulatory requirements of the financial industry. The Bank continuously conducts business by
laws respects market rules improves internal governance strengthens employee behavioral constraints optimizes customer
service mechanisms and resolutely resists unfair competition such as commercial defamation misleading pricing and vicious
competition for talents. We effectively safeguard the order of the financial market and the rights and interests of consumers to
promote the healthy and sustainable development of the industry and to actively fulfill our social responsibility as a financial
institution.The Bank embeds the principles of fair competition in the$@>.*&1$=&>.*()/'$=&;
Warning Education Conference
and the business management system and clearly prohibits employees from
Protection through engaging in unfair competition practices such as commercial defamation and forced
Compliance System
bundling in business promotion customer service and other aspects strengthening
the awareness of compliant operation through institutional constraints.In accordance with the regulations of administration authorities regarding
recruitment in the industry we standardize the recruitment process and
Control of Talent
procedures ensure that commercial defamation inducement to breach contracts
Recruitment and other unfair competition behaviors are eliminated during the recruitment
process and maintain a benign ecology of talent flow in the industry.In line with the W)-52-$7&2$"#$L;>(/(-"2)"(&/$&7$%2P('$H2('-$&7$[()/9-5$%5X#&5$+52)*$
=&>>2'()*$K)/$=&C]$<";C]$we establish a pricing compliance mechanism and strictly
Management of prohibit the use of unfair pricing methods to eliminate or restrict service competition
Service Pricing and the false advertising or other unfair means to induce customers to accept services.On-site Warning Education We ensure all services are reasonably priced information is open and transparent and
the rights and interests of consumers are effectively safeguarded.
51 52Development: Driving Finance Toward the Real
Economy Rooting in Inclusive Services for the People 2024 Sustainability Report
Development:
Driving Finance Toward the Real Economy
Rooting in Inclusive Services for the People
As a regional rural commercial bank born from and thriving on agriculture and as a partner bank deeply rooted
in Suzhou - a hub for private enterprises - the Bank has always adhered to its founding mission of supporting
agriculture and small businesses. It remains committed to serving the real economy and small-micro enterprises
with a primary focus on rural revitalization private enterprise support and sustainable economic growth.Upholding the principles of “oriented toward agriculture the real economy and social good” the Bank has
forged a distinctive development path achieving synergy between its own growth client service and social
impact.——-Building a Benchmark Bank Leading the Industry
53 54Development: Driving Finance Toward the Real
Economy Rooting in Inclusive Services for the People 2024 Sustainability Report
Deepening Support for Agriculture and Small Strategy
Businesses Fueling the Growth of the Real Economy Identification of Risks and Opportunities
Governance Explanation of Impact Impact on
Risk Type Description of Risk Financial Impact Duration Value Chain Countermeasures
As a rural financial institution rooted in "agriculture rural areas and farmers" and serving local communities the Bank has
implemented the "2023-2027 Development Strategy" since 2023. We remain committed to the market positioning of "supporting Decrease in
agriculture and small businesses and serving the real economy" while advocating the service philosophy of "financial steward". Small-micro enterprises have operating income Medium Establish a comprehensive risk
This comprehensively enhances the quality and effectiveness of financial services effectively meets customers' diverse financial Credit risk lower risk resilience and increase in and long Operations control system to diversify
needs promotes broader social groups to enjoy high-quality financial services and builds two key brands: "A Trusted Wealth potentially increasing operating costs term credit risks.Manager for the Public" and "Financial Services Steward for Small-Micro Enterprises". non-performing loans.The Board of Directors of the Bank formulates the development strategies focusing on supporting agriculture and small
businesses and serving the real economy and supervises the implementation of these strategies. The Board has established the Decrease in
Short Implement digital transformation
Strategy and Agricultural Committee and the Risk Management and Connected Transaction Committee which research and Inclusive finance transactions operating
medium to reduce operational costs
supervise the Bank's strategic management and risk management within the scope authorized by the Board while also providing involve small amounts and high income and Cost risk Operations
recommendations to the Board. The President's Office of the Bank implements the strategic plan formulated by the Board and service costs risking increase in
and long strengthen standardization and
term batch processing and improve
regularly reports on its execution progress. Subcommittees have been set up under the President's Office such as the Asset and profitability. operating
costs service efficiency.Liability Management Committee to assist in promoting relevant business departments in strengthening financial product
innovation optimizing service models increasing support for agriculture and small businesses enhancing inclusive finance
supply and continuously guiding the flow of financial resources to key areas and weak links in regional economic and social
development.Opportunity Explanation of Impact Description of Opportunity Impact on
Type Financial Impact Duration
Countermeasures
Value Chain
General Meeting of Local governments and
Shareholders Respond to policies and regulators have issued a series
guidelines issued by local
Policy of policies and guidelines to
Decrease in Medium
Operations governments and regulators to
Board of Supervisors opportunities encourage financial institutions
operating and long
downstream prioritize support for
Strategy and Agriculture Committee to focus on supporting
cost term
small-micro enterprises.Board of Directors small-micro enterprises.Risk Management and Connected
Transaction Control Committee
In line with policy guidance and Continuously enrich financial
Risk Management and Internal
Investment Review Committee Control Committee
the characteristics of the local products and services to
Office of President economy there is significant support agriculture and small
Asset and Liability in Head Office Market potential for the expansion of
Increase in Medium
Operations businesses and serve the real
Management Committee Loan Review Committee opportunities financial services supporting
operating and long
downstream economy optimize financial
agriculture and small income term business models and
businesses with a market full of contribute to regional
growth opportunities. economic development.Corporate Finance
Headquarters Retail Finance Headquarters Financial Market Headquarter
5556
Sci-tech Investment
Banking Department
Online Finance
Department
Agriculture and Inclusive
Finance Department
Retail Banking
Department
Transaction Banking
Department
Corporate Banking
DepartmentDevelopment: Driving Finance Toward the Real
Economy Rooting in Inclusive Services for the People 2024 Sustainability Report
Impact Risk and Opportunity Management
Women’s Loan
Serving “ARF” - Leading the Charge in Rural Revitalization The Bank has established a strategic partnership with the Women’s Federation of Wujiang District to launch the “RuralRevitalization Women’s Loan” product supporting rural women in innovation and entrepreneurship. By the end of 2024 it
The Bank is deeply committed to implementing the “Three-One-Five” development strategy blueprint adhering to its original had granted credit to 4819 households totaling 828 million yuan with an outstanding loan balance of 351 million yuan.mission of supporting agriculture and small businesses and focusing on the financial service needs of “ARF” to lead rural
revitalization efforts. The Bank prioritizes innovation in products and service models adapting to and participating in rural social
governance to comprehensively enhance the quality and efficiency to serve “AGF”.Case “Agricultural Machinery Loan” Precisely Supports Rural Revitalization - Facilitating Efficient
Study Summer Harvesting and Planting in Wujiang
Key performance
8.004 During the critical period of summer harvesting and planting the During the reporting period the Bank’s inclusive agricultural loans reached billion yuan an increase of
Bank innovatively launched the “Agricultural Machinery Loan”
1.117 billion yuan from the beginning of the year with a growth rate of 16.22%. (Data from Regulatory product. On June 14 2024 it successfully issued the Suzhou’s
first “Agricultural Machinery Loan” of 200000 yuan to Mr. Xu’s
Authorities)
family farm in Wujiang District resolving the client’s financial
shortage for upgrading agricultural machinery due to new
automated irrigation facilities and expanded farmland leasing.Optimization of Financial Products for “AGF”
The Bank focuses on credit services for new agricultural business entities such as large-scale growers and breeders family Building a Professional Team Serving “AGF”
farms and farmer cooperatives. It actively provides inclusive agricultural financial services to small-micro rural enterprises and
individual businesses developing specialized credit products such as “Fast Agricultural Loan” “SZRCB Loan” and The Bank actively implements the “Party-Bank + Financial Advisor” rural revitalization service initiative led by the Suzhou
“Micro-Enterprise Easy Loan”. Through door-to-door marketing visits the Bank strengthens the promotion of its financial service Supervision Branch of the National Financial Regulatory Administration and the Suzhou Agriculture and Rural Affairs Bureau. It
steward attributes. has established a 58-member financial advisory team dedicated to rural revitalization serving as the main force for projects
such as “Large-Scale Visits to Enterprises and Households” “Village-Wide Credit” and “Practical Services for Villagers”. This
accelerates the construction of a multi-level wide-coverage and sustainable rural financial service system.Agricultural Loan Agricultural Machinery Loan
Case
The primary service targets of Study “Village-Wide and Enterprise-Wide Credit” Connects Farmers to a Credit “Fast Lane”
The Agricultural Loan the Agricultural Machinery Loan
includes two sub-products: are various new agricultural To implement the Jiangsu “Rich Farmer Easy Loan” Promotion and Enhancement Action
“Fast Agricultural Loan” and business entities operating within Plan (2023-2025) issued by the provincial association this Bank established an “Agile“Koi Agricultural Loan”. It is Jiangsu Province such as family Four-Pronged Team” to fully advance the village-wide credit project. It actively conductsa business loan offered by farms large-scale growers and information collection and credit evaluations promotes the establishment of “Creditthe Bank to eligible “AGF” breeders and farmer Households” and “Credit Villages” combines farmer ratings with credit scores to select
clients (such as family farms cooperatives. The loan can be high-quality credit households and ensures precise credit issuance for small-scale Village-Wide Credit
large-scale growers and used for daily operations of inclusive farmer loans. By the end of 2024 the “Village-Wide Credit” project in Wujiang
breeders farmer owned agricultural machinery or had served 155900 households and 539000 people.cooperatives agricultural the purchase of farming
social service organizations equipment with a maximum The Bank has established a “Three-Shaped Modeling” and public-private linkage
and small-micro agricultural amount of 3 million yuan. It mechanism combining “Family Loan” and “SZRCB E-Loan” to connect with township
enterprises engaged in requires no collateral is enterprises and provide batch credit to employees. Enterprise-wide credit effectively
moderate-scale operations). convenient and fast supports reaches working villagers thereby driving village-wide credit and truly creating a credit
multiple repayment methods and Enterprise-Wide Credit “fast lane” between the Bank and villagers. By the end of 2024 “Enterprise-Wide Credit”
offers preferential interest rates. had added 3242 credit users totaling 676 million yuan.
57 58Development: Driving Finance Toward the Real
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Case Recognization Case
Study Co-Building a Digital Rural Living Room
In 2024 the Bank’s =&>.2#/-(P$V(/)/'()*$%2P('-$7&2$SL:VT$@>.&Y2(/9$+52)*$+P(")*(X)"(&/$project was recognized as a
provincial exemplary case. The Comprehensive Financial Services for “AGF” project is based on the “People’s The Bank in collaboration with government enterprises and institutions has coordinated resources from variousLivelihood Access” initiative which includes inclusive financial service points sunshine credit mobile banking parties around five dimensions - “Digital + Party Building” “Digital + Industry” “Digital + Governance” “Digital +internet hospitals and smart banking services for the Yangtze River Delta integration. Through an online-offline Services” and “Digital + Public Welfare” - to construct an information-driven “Trinity Integration” (production life
service model it addresses rural residents’ needs for comprehensive payments social security cards “internet + and ecology) in rural areas. Online efforts: Collaboratively developed the “Jiangcuntong” mini-program to providehealthcare” business loans and other services truly bridging the “last mile” of rural financial services. villagers and tourists with digital applications for education healthcare elderly care etc. Offline initiatives:
Established Digital Rural Hubs themed on intelligence innovation and services creating seven centers including
Financial Service Center Government Affairs Center and Digital Healthcare Center. This has fundamentally
transformed rural governance from unilateral management to two-way interaction. By the end of 2024 the Bank
had jointly built 21 “Digital Rural Living Rooms” in the Yangtze River Delta Water Village Hall.Innovative Service of “AGF” Co-Building Model
During the Reporting Period the Bank’s Jiangcuntong · Digital Rural
The Bank together with the Wujiang District Development and Reform Commission and the Wujiang District Agriculture and Platform won the 2023 7th Rural Small-Micro Enterprise Financial
Rural Affairs Bureau co-built the “Party-Building Co-Construction ‘Credit Village’ Establishment” project to create 20 Institutions Technological Innovation - Product Innovation Excellence
“High-Quality Credit Villages” in Wujiang District. Through the online “Jiangcuntong” digital rural platform offline rural inclusive Award and the “2024 Suzhou Digital Rural Development Excellencefinancial service points villager credit evaluations and farmer point redemption measures the Bank achieves shared credit data Project” of Suzhou Agriculture and Rural Affairs Bureau.between banks and governments uniting the efforts of government banks and villages to co-build a rural credit system.Case Zhong’anqiao Village - Credit System Construction - Selected as One of Suzhou’s “Top Ten CaseStudy Exemplary Cases of Social Credit System Construction” Study Co-hosting the “4th Rural Entrepreneurship Competition”In 2024 the f#&/9b )/a()&$e(**)9$8$=2;("$%1-">$=&/-"25'"(&/ case was selected as one of Suzhou’s “Top Ten The Bank partnered with the Wujiang District Agricultural and Rural Bureau and the Wujiang District Committee ofExemplary Cases of Social Credit System Construction”. The Bank developed a villager credit evaluation standard the Communist Youth League to organize the “4th Rural Entrepreneurship Competition” selecting nearly 80
tailored to Zhong’anqiao Village’s actual situation combining “Village-Wide Credit” household data to integrate outstanding rural entrepreneurship projects. The goal was to provide a platform for rural innovators to showcase
credit evaluation results with the village’s household point system summarizing comprehensive household points. their achievements attract capital and technology to rural areas and continuously inject new vitality into rural
By the end of 2024 it had completed credit evaluations for 485 households in Zhong’anqiao Village. industries and business formats.The Bank’s “Jiangcuntong” digital rural platform has become a powerful tool for smart rural governance in Wujiang
District. The platform integrates village affairs disclosure villager self-governance household points creditevaluations smart finance and other functions achieving digital and intelligent rural governance. In the “RuralCredit System” construction of Zhong’anqiao Village the “Jiangcuntong” digital rural platform provided robust
system support.
59 60Development: Driving Finance Toward the Real
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Case
Study Short Videos + Live Streaming of Building a New Model for Rural Revitalization
Extension of Service Channels for “ARF”
The Bank continuously enhanced its convenient and beneficial services by establishing “Jiangcun Service Station” as inclusive
The Bank actively diversified its services for agriculture rural areas and farmers injecting vitality into rural financial service points. These stations integrate “government affairs + village affairs + commerce + financial services” (“Fourrevitalization through innovative short video series and agricultural livestreams. During the Reporting Period the Affairs Integration”) becoming the first batch of provincial demonstration sites under the Jiangsu Rural Credit Union (now known
Bank launched the “Explore Township Flavors with Suzhou Rural Commercial Bank” short video series in as Jiangsu Rural Commercial United Bank). Through diverse scenarios and online/offline service platforms the service stations
collaboration with the district media center aiming to create high-quality video content. The series highlights expanded commercial functions. It covers farmer points redemption agricultural product exhibitions convenience stores and
unique local charms featured merchants and their stories across townships. 81 short videos were released the “Jiangcun Fresh Supply” platform. These one-stop inclusive services enabled villagers to meet routine needs without leaving
throughout the year generating over 820000 views. their villages. By the end of 2024 51 Jiangcun Service Stations had been established with 48 operational. 20 stations were
successfully recognized as provincial-level comprehensive demonstration sites by the Jiangsu Rural Credit Union (now known as
Jiangsu Rural Commercial United Bank) achieving a 100% completion rate of the 2024 demonstration site construction target.“Explore Township Flavors with Jiangsu Suzhou Rural Commercial Bank Co. Ltd.” Short Video Series
“Four Affairs Integration” Jiangcun Service Stations
Agricultural supporting livestream
61 62Development: Driving Finance Toward the Real
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Case Case
Study Opening of “Xie’s Specialty Service Station” Study Supporting Intangible Agricultural Heritage at the First “Village Spring Festival Gala” of Suzhou City
On April 28 2024 the Xie's Special Service Center jointly established
On October 12 2024 the “Suzhou Rural Commercial Bank Cup” First Suzhou Agricultural Intangible Heritage Sports
by the Bank Wujiang District Supply and Marketing Cooperative and
Cultural Exhibition and Suzhou’s inaugural “Village Spring Festival Gala” were held in Wuzhong District. The eventZhong’an Cultural Tourism Cooperative under the “TripartiteCooperation Model” officially opened. The Bank’s “Jiangcun Service unveiled a China Important Agricultural Heritage site and featured farmer sports performances by eight agriculturalStation” was introduced to the financial service area adding a new villages. At the “Village BA” awards ceremony the Bank presented prizes to the Suzhou team which won the
carrier for rural revitalization strategies to the vibrant rural land of runner-up title at the 2024 Hubei Province Beautiful Rural Basketball Tournament Finals and Six-Province Farmer
Zhong’anqiao. As an innovative project of tripartite cooperation the Basketball Invitational.Xie’s Special Service Center integrates financial services of “JiangcunService Station” agricultural by-products sales and teahouse leisure
into one complex creating a “Four-in-One” service hub that combines
village affairs government services commercial services and
financial services. This initiative achieves the organic integration of
rural governance inclusive finance government services and
industrial economic development injecting greater warmth into rural
governance.Welfare Service of “ARF” Cultural Development
The Bank actively contributed to rural cultural construction through activities such as the “Send Opera to the Countryside”
program and supporting intangible agricultural heritage performances at the village “Spring Festival Gala”.Case
Study Premiere of “Send Opera to the Countryside”
On May 28 2024 the Bank’s “Jiangcun Service Station · Beautiful Rural Encounters” series kicked off with the
premiere of “Send Opera to the Countryside” in Renfu Village Shengze Town attracting hundreds of villagers.Co-organized by collaborative units integrating “party-building public welfare + government-bank affairs” the
event targeted 20 administrative villages with “Jiangcun Service Station”. It delivered targeted agricultural support
services through opera performances market stalls and charity initiatives fostering a harmonious rural culture. In
2024 the Bank organized a total of 20 rural outreach events with the theme of "Sending Opera to the
Countryside" deeply integrating financial services with cultural benefits for the public benefiting over 8000
person-times of villagers.
63 64Development: Driving Finance Toward the Real
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Practicing Inclusivity - A Trusted Wealth Manager for the Public
Promoting the “Consumption Intention” Need of Civilians
Meeting “Proximity Services” Needs of Civilians
The Bank continues to strengthen its responsibility for people's livelihood and deepen the construction of the financial services Expanding External Channels for Enhancing Credit Card Promotions Introducing Client Benefit Products
system for people's well-being. In response to the government's call for convenient services and leveraging our advantage of a Consumption Subsidies
dense network of branches extensive service coverage and strong community ties we have focused on advancing the "Human Partnering with mainstream Focusing on bill installment auto SZRCB E-Loan represents a
Resources and Social Security · Nearby Services" service network. We aim to create a unique "15-minute Human Resources and platforms like WeChat Alipay loans and renovation loans the successful exploration of
Social Security Service Circle". We have established 32 standardized social security card service points in Wujiang District and JD.com TikTok and Meituan the Bank supported residents’ material “government data + S&T finance”
through measures such as optimizing service processes upgrading smart devices and enhancing staff training we have Bank leveraged profit-sharing and cultural needs. As of the end offering online applications and
significantly improved the efficiency and quality of social security card services. subsidies to “stimulate consumption” of 2024 the credit card overdraft flexible repayment. As of the end
through channel integrations balance of the Bank reached RMB of 2024 SZRCB E-Loan has served
By the end of 2024 creating a vibrant consumption 598 million an increase of 197% a total of 44800 households with
atmosphere. In 2024 a total of 1.87 compared to the beginning of the a cumulative credit amount of RMB
1.2942 million yuan in cashback rewards year. The number of credit card 12.045 billion. To better meet the Bank had issued million social
were provided to clients with over transactions reached 3.6 million a personal consumption credit needs
security cards including 1.0653 million 100000 participants driving 43% increase compared to the the Bank introduced interest rate
consumption totaling 32 million yuan same period last year. Since coupons providing up to 2.25
third-generation cards.accumulatively. Collaborating with 4S August 2014 the Bank has percentage point discounts to
famous auto brands like Volkswagen leveraged the "Double Festival" amplify policy effects through fee
Honda and Aion the Bank offered consumption boom and launched reductions.Proximity Service Outlets special car purchase subsidies up to the "Payment Carnival" campaign
2000 yuan per household. Joint fuel effectively stimulating citizens'
Case discount campaigns with Sinopec willingness to consume.Study Launch of Direct “Flexible Employment Housing Provident Fund Services” distributed 1.28 million yuan in
subsidies benefiting 43000 clients
In May 2024 with guidance from the Suzhou Housing Provident Fund Center the Bank became the first in Suzhou and boosting consumption by 20
to directly handle flexible employment housing provident fund account openings and deposits via bank million yuan.connections. As the first bank in Suzhou to directly connect flexible employment housing provident fund account
opening and payment services the Bank adheres to the “client-first” service philosophy meticulously implementing
every detail to truly realize convenient and efficient operations for clients. We prioritize clients’ “small matters” as
major service priorities empowering them to “enjoy living in Suzhou”.The Bank's Dongtaihu Sub-branch was honored
as one of the “Top 100 Featured Outlets” of Best Retail Bank Smart Community
the National Agricultural Credit Institution. Innovation Award
65 66Development: Driving Finance Toward the Real
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Responding to the Needs of Special Groups “Easy to Handle” Standardizing Systems to Strengthen Leveraging Technology to Innovate Building Volunteer Teams to Expand
Long-Term Service Management Elderly-Friendly Service Systems Elderly-Friendly Service Reach
The Bank actively responded to the national call to strengthen financial services for special groups deepening elderly-friendly
services and care for the disabled community promptly implementing policies to benefit and support enterprises and actively 1. Issued implementation plans for The super counter introduced the Supported by the provincial
fulfilling social responsibilities. elderly-friendly services in “Suxin Edition” module association’s “Operation Servicebranches and inspection plans for integrating card issuance and Efficiency Year” the Bank
high-quality civilized services activation functions to improve launched elderly-friendly
Elderly-Friendly Service
standardizing elderly-friendly operational convenience. Remote volunteer services forming the
service measures and supervision banking and client service hotlines “Xiaoyuan Service Team” to
As one of the earliest commercial banks in China to develop elderly financial services the Bank will continue to establish
systems optimizing branch service added an “Elderly Exclusive” actively engage in community
“Civilized and Standardized Elderly-Friendly Service Outlets” improve various elderly-friendly service measures streamline
processes and enhancing channel offering slow-paced and rural areas with public
operations and enhance service quality. It will persistently elevate the level of elderly-friendly financial services at its outlets
standardized service levels. 2. communication and “exclusive” welfare convenience and
providing warm and considerate services to ensure continued positive experiences.Developed emergency response services like business handling marketing services. Throughout
The Bank established a dedicated task force for elderly financial services with the Party Committee Secretary and Chairman plans for branch incidents and with one-click access. The smart the year the Bank established
serving as the team leader the Deputy Party Committee Secretary and President as the executive leader and relevant deputy detailed rules for door-to-door operations platform added a 8731 client profiles including
presidents as deputy leaders. Various departments serve as team members. The task force office is located in the Retail Banking services creating a “Elderly Finance” module 6198 for elderly clients handled
Department acting as the lead department responsible for consolidating and coordinating the Bank's elderly financial services. comprehensive service list incorporating 44 standards for 5110 elderly client inquiries
All departments and branches advance key annual tasks and specific initiatives in line with the Bank’s elderly financial services clarifying emergency handling elderly-friendly outlets into daily conducted 738 elderly-focused
promotion plan. mechanisms and door-to-door branch practices laying the promotions organized 55 events
service standards to ensure foundation for branch atmosphere and provided 250 door-to-door
service quality and efficiency. 3. creation and data collection. services with 198 specifically for
Prepared holiday banking manuals elderly clients.and branch micro-salon activity
plans establishing a collaborative
mechanism to create marketing
opportunities and improve
comprehensive coordination
capabilities.Case
Study Recognized as Provincial “Civilized and Standardized Elderly-Friendly Service Outlets”
During the Reporting Period the Jiangsu Banking Associationannounced the “2023 Jiangsu Banking Civilized and Standard-ized Elderly-Friendly Service Outlets” list with the Bank’s Suzhou
Dongtaihu Branch Development Zone Branch Headquarters
Zhenze Branch Headquarters and Xiangcheng Branch making
the list. This marks the third batch of elderly-friendly outlets
established by the Bank since 2021. By the end of 2024 the
Bank had 14 outlets honored with this recognition.
67 68Development: Driving Finance Toward the Real
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Case Disabled-Friendly Service
Study “Meimei Elderly Canteen” Social Security Card Elderly Meal Project
The Bank issued measures such as the$G>.*>/")"(&/$W)-52- for K5-(/--$c5"*"-$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&$<";C$and
Jiangsu Suzhou Rural Commercial Bank Hall Construction Standards taking active steps to ensure disabled clients can access
The Bank closely collaborated with local government departments to provide more convenient and diverse dining financial services without barriers.options for the elderly across the region. On one hand social security card payment terminals were deployed at
meal sites enabling elderly clients to pay without cash or mobile phones by automatically calculating discounts
and completing real-time settlements. On the other hand digital RMB settlement functions were integrated into
the dining equipment to meet diverse payment needs using digital means to make elderly care smarter and more Barrier-Free Environment Construction Special Service Facilities
scientific.By the end of 2024 20 meal canteens participated in the program serving over 37000 meals with more than *All business outlets have barrier-free access *Help phones and call buttons are installed
800 elderly clients regularly dining. to ensure a safe and smooth service environment. with prominent signage to ensure timely
assistance for clients with disabilities.*Barrier-free parking spaces are set up in busi-
ness outlets where conditions permit to meet *Text communication services and electronic
the parking needs of disabled clients. display queuing systems are provided to facil-
Key Performance itate smooth interactions and normal transac-*All business outlets have disabled access to
tions for hearing-impaired clients.meet the needs of clients who use wheelchairs.
210000 6.86 *At least one service facility is available to As of the end of 2024 over “Senior Citizen Cards” had been issued with a total of assist visually impaired clients in conducting
their business.million pension payments made amounting to more than RMB 397 million.*Daily inspections of barrier-free facilities are
conducted to ensure they remain undamaged
and unobstructed.
69 70Development: Driving Finance Toward the Real
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Serving the Real Economy - Acting as a Financial Services Stewardfor Small-Micro Enterprises Case Study Jiangsu’s First “Suzhirong" Insurance and Futures Transaction Implemented in SuzhouEnriching the Financial Product Matrix of Small-Micro Enterprises “Suzhirong” is an innovative quality financing service jointly implemented by Jiangsu’s market regulatory
authorities financial regulators the People’s Bank and securities regulators. It provides quality credit futures
The Bank earnestly implements the decisions and deployments of the National Financial Regulatory Administration regarding hedging and insurance guarantees to enterprises with quality certifications standards and honors.inclusive credit aligning with its vision of becoming “Three Banks”. It continues to serve as a “financial services steward for As a key local financial institution the Bank played a pivotal role in promoting “Suzhirong”. By deeplysmall-micro enterprises” advancing the “Cultivation and Return Action Plan of Small-Micro Enterprises”. By introducing fee understanding enterprise needs and collaborating with multiple financial institutions the Bank successfully
reduction policies creating specialized products and improving service efficiency the Bank vigorously supports small-micro implemented a “quality credit + insurance guarantee + futures hedging” financing package centered on enterprise
enterprises. quality. This success not only resolved concerns for Suzhou’s aquaculture enterprises but also set a reference
model for similar businesses in Suzhou.Key Performance
During the reporting period the Bank’s inclusive small-micro loans reached 35.5 billion yuan an increase of
4.029 billion yuan from the beginning of the year representing a growth rate of 12.80%. (Data from
Regulatory Authorities) Case
Study Worry-Free Electricity Loan: Exploring a New “Electricity + Finance” Model
To further support small-micro enterprises in Taizhou alleviate their electricity bill payment burdens and ensure
stable power supply the Bank partnered with State Grid Taizhou Power Supply Company to launch the
To reduce financing costs for SMEs the Bank has taken multiple measures: actively utilizing central bank monetary policy tools “Worry-Free Electricity Loan” pioneering an “electricity + finance” model.such as rediscounting and relending to provide differentiated interest rate benefits through a refined tiered pricing mechanism
and strictly implementing fee reduction policies lowering charges in payment and settlement processes. During the Reporting The Worry-Free Electricity Loan prioritizes loan funds for prepayment of electricity bills by businesses. The
Period the Bank waived fees totaling 12.9245 million yuan for small businesses and individual entrepreneurs. remaining loan amount can be used for other operational expenses at a low interest rate effectively easing
short-term financial pressure. This service quickly gained traction among enterprises. At its launch five companiesBy continuously innovating its credit loan product system the Bank has developed specialized products such as “SZRCB signed agreements as the first batch of participants. Since its official launch in November 2024 the Bank hasE-Loan” “Credit Loan” and “Suzhi Loan”. These products precisely meet the financing needs of different types of small-micro visited over 600 clients granting new credit approvals of RMB 26.9 million.enterprises. By the end of the Reporting Period the Bank’s credit loan business had achieved rapid growth serving over 3000
small-micro enterprises with loan disbursements totaling 11.916 billion yuan significantly improving the accessibility andconvenience of financial services for those enterprises and effectively alleviating the challenges of “difficult and expensivefinancing”.Case
Study Optimizing “SZRCB E-Loan” Function to Enhance Financing Convenience
Leveraging the “short fast and easy” funding needs of individual entrepreneurs the Bank integrated its “individualentrepreneur profiling platform” with the “one-click loan” feature of “SZRCB E-Loan” capitalizing on its fast
decision-making and high efficiency. This “efficient convenient quick review and fast lending” approach has won
strong client approval. By the end of the Reporting Period “SZRCB E-Loan” had granted new credit approvals to
2686 individual entrepreneurs with 1632 utilizing the credit and a total loan amount of 369 million yuan.
71 72Development: Driving Finance Toward the Real
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Building a Financial Services Ecosystem of Small-Micro Enterprises
Case
Study Strategic Partnership with Wujiang’s New Generation Entrepreneurs Association
The Bank established a dedicated financing coordination task force for the small-micro enterprises led by the President with
participation from 14 departments and 94 branches forming a full-coverage system (1 head-office task force + 1 branch task
force + 9 regional task forces) to ensure its orderly service advancement. In 2024 the “Inheritance & Ascent” theme exchange meeting
The Bank has integrated the “Zhengxiang” system of the Suzhou Financial Regulatory Sub-bureau with its own grid-based (Phase 3) of Wujiang’s Young Entrepreneurs Torch Project was
outreach system. By systematically organizing lists of financial products and clients and implementing initiatives such as successfully held. The Bank signed a strategic cooperation
first-time borrower cultivation programs and the “Thousands of Enterprises Millions of Households” outreach campaign the agreement with the Wujiang New Generation Entrepreneurs
precision and effectiveness of financing services have been enhanced through targeted outreach strategies and optimized Association. It focused on entrepreneurial spirit inheritance and
service delivery. digital transformation. Both parties will build a diversified
To streamline inclusive finance processes and enhance review and approval efficiency the Bank has introduced a “137” platform offering priority credit support and joint theoretical
time-bound acceptance and review and approval commitment. For new credit business with compliant credit proposals learning to provide comprehensive financial services for young
complete documentation and thorough content the Bank pledges to complete the approval process within 1 3 or 7 working entrepreneurs.days depending on the tiered credit amount providing efficient services to address urgent corporate needs.Case
Study Innovative Marketing Support and Optimized Visitation Model
Case
Study Leveraging the "Industry Expert + Financial Steward" Advantage to Support High-Tech EnterprisesIn 2024 the Bank fully initiated the “Thousands of Enterprises Tensof Thousands of Households” visitation campaign actively engaging
A high-tech enterprise producing electric scooters faced a temporary cash flow shortage due to concentrated
with government-recommended financing lists to break information
funding needs for raw material purchases and employee salary payments in the previous year. After receiving the
barriers optimize approval processes shorten financing chains and
strengthen digital inclusive product innovation and accurately adapt enterprise's request the Industrial Cluster Center immediately activated its rapid response mechanism. The team
to the financing needs of small-micro enterprises. By the end of the from the center worked overtime to gather data and write a report focusing on the industry characteristics and
Reporting Period the Bank had visited over 10000 enterprises and business model of the smart equipment manufacturing sector. From business submission to approval and loan
granted cumulative credit exceeding 4.2 billion yuan. disbursement it took only one week to successfully grant the enterprise a loan of RMB 20 million promptly
resolving the urgent financial need of the enterprise and ensuring the smooth progress of its operations. The
efficient and professional service earned the high recognition by the enterprise.Key Performance
Songling Branch Miaogang Branch Shengze Branch By the end of 2024the Bank had granted credit to 32 industrial cluster enterprises with the
credit amount totaling 811 million yuan.Empowering Industrial-Financial Synergistic Development
Industrial Cluster Empowerment
Against the backdrop of Suzhou’s efforts to build a modern industrial system led by advanced manufacturing and promote the Supply Chain Financeintegrated development of industrial innovation clusters in the digital economy era the Bank designated “industrial clusterBreakthrough” as a bank-wide key breakthrough project. The Party Committee’s “Industrial Cluster Breakthrough” project of the To better serve local economic development and address challenges like small-micro enterprise financing the Bank adheres to a
Bank was successfully selected as a 2024 Suzhou Municipal Demonstration Project for party building in new economic and client-centric approach to actively develop specialized supply chain finance solutions for small and medium banks. Based on
social organizations. By establishing industrial cluster centers with the core mission of supporting the growth and strengthening authentic transaction data the Bank has created tailored credit products for upstream/downstream small-micro enterprises in
of local advantageous industrial clusters the project promotes the integration of industrial research credit policies risk control industrial chains. By integrating multi-dimensional big data (e.g. tax export invoice chains local credit scores) into its approval
service guidelines and resource allocation. It serves as a critical bridge and platform for accelerating enterprise development models the Bank enables fully online corporate lending processes featuring credit approval before account opening
and facilitating the continuous aggregation of various resources. collateral-free loans and flexible borrowing and repayment.
73 74Development: Driving Finance Toward the Real
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Case SZRCB E-Loan (Enterprise Edition) Solved the Financing Challenges of SMEs and Activated Managing Foreign Exchange Derivatives Exposure
Study the Ecosystems of Industries with Local Characteristics
The Bank has launched the SZRCB E-Loan (Enterprise Edition) a corporate online loan product based on supply Automatic valuation function for foreign exchange derivatives: In 2024 the Bank expanded its
chain scenarios using credit tax transaction data and other information for online model approval combined with automatic valuation function for foreign exchange derivatives effectively integrating client-side
offline due diligence. This product provides more convenient financing channels for small and medium-sized derivatives transaction data from the international settlement system with financial market
enterprises (SMEs) along the industrial chain focusing on industries with local characteristics. It establishes a mark-to-market management. This has significantly improved the quality and efficiency of the Bank’s
localized data system covering the upstream and downstream of the supply chain improves the overall efficiency foreign exchange derivatives exposure management. The launch of this function marks a further
of capital flow within the supply chain promotes collaborative development of upstream and downstream improvement in the Bank's comprehensive online service system for foreign exchange derivatives
enterprises and creates a positive cycle of "promoting production through the chain and revitalizing the region covering front-end back-end multi-scenario and full-cycle operations. By the end of 2024 the Bank
through production". As of the end of December 2024 the SZRCB E-Loan (Enterprise Edition) had 1708 active loan has 145 foreign exchange derivatives contracted clients an increase of 40.78% compared to 2023 with
accounts and a loan balance of RMB 2.526 billion. a contracted amount of USD 373 million an increase of 28.62% compared to 2023.Innovating Foreign Economic Service Platform
Extension of Cross-Border Financial Services Launching the “One Bank Two Stations” service model: In June 2024 the inauguration ceremony
of the Wujiang District Foreign Economic Service Station and the Bank Current Account Direct
Guided by its philosophy of “Being Financial Stewards Creating Worry-free Services” the Bank actively contributes to Connection Outlet was successfully held. The “Two Stations Inauguration” is an important
cross-border settlement and optimized payment services. Leveraging its “Dual-Station Model” platform the Bank deepens milestone in the high-quality development of the Bank’s international business. This platform
regional engagement and supports high-quality foreign trade development through enhanced cross-border services. provides preliminary review and guidance for current account business accepts administrative
business applications and trade credit reports submitted by enterprises in the Wujiang District
answers various foreign exchange policy consultations of enterprises under current accounts
collects relevant appeals from enterprises and provides comprehensive policy support.Developing Cross-Border Settlement Convenience Function
100% ATM foreign card withdrawal coverage: All ATM equipment of the Bank support balance
Deepening All-round Win-win Cooperation
inquiries and cash withdrawal services using UnionPay Visa and MasterCard bank cards
achieving a 100% coverage rate of foreign card cash withdrawal function across all ATMs.Signing ceremony of strategic cooperation with Suzhou Overseas Chinese Federation: In order to
Focusing on “payment services for the people” the Bank has prioritized optimizing payment
thoroughly implement the important speech and instructions of General Secretary Xi Jinping on
services and enhancing payment convenience. By closely aligning with regional financial
the work in Jiangsu Province actively respond to provincial-level platform cooperationdevelopment characteristics and following the operational framework of “large-sum cardopportunities and improve the financial service mechanism for overseas Chinese-funded
transactions small-sum QR code payments digital currency leadership and cash as a fallback
enterprises in July 2024 the Bank held a strategic cooperation signing ceremony with theoption” we have effectively improved payment services for foreign visitors to Suzhou. This
Suzhou Overseas Chinese Federation. The two parties agreed to carry out high-level
initiative supports the city's high-level opening-up to the outside world.comprehensive and in-depth strategic cooperation in the field of serving the real economyleverage their respective core advantages establish a cooperation model of “Chairman +President + Overseas Chinese Entrepreneur + Bank President” and improve the quality and
efficiency of financial services benefiting overseas Chinese.Optimizing Foreign Exchange Payment Services
Foreign currency and local currency account synchronous opening: In June 2024 the Bank
successfully launched the synchronized opening function for institutional foreign currency and
local currency settlement accounts supporting the simultaneous opening of up to 14 foreign
currency institutional settlement accounts. This significantly enhances both user experience and
operational efficiency. Through a single account opening operation clients can complete the
opening of multiple currency settlement accounts simultaneously with the system automatically
generating account information sequentially greatly reducing the account opening time.
75 76Development: Driving Finance Toward the Real
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Metrics and Targets Supporting S&T Finance Driving Industrial Upgrades
The Bank has thoroughly implemented the work plan for inclusive finance increased credit The Bank focuses on providing credit support for small-micro technology enterprises and continues to excel in the field of
“S&T finance”. With the courage and wisdom of “willing to lend able to lend and daring to lend” the Bank strives to solve the
support for the field of technological innovation established a scientific quantitative indicator
financing difficulties of technology enterprises in the initial stage the “first mile” of their development.system based on its own development reality and clarified phased development goals. By
refining implementation plans improving supporting measures and strengthening process
control a comprehensive target management system has been established to ensure the Perfecting Governance Structure
orderly promotion and effective implementation of various inclusive finance tasks.To focus on improving financial services for start-up technology enterprises the Bank has established the S&T Innovation
Finance Center a directly affiliated department of the head office and the S&T Innovation Finance Special Sub-branch the
Metrics and Targets Achievement in 2024 S&T Finance Industrial Park Sub-branch which is the first S&T Innovation Finance Center established within the rural
commercial bank system in Jiangsu Province. To better promote business development and enhance organizational efficiency
the Bank integrates and upgrades the S&T Innovation Finance Center to the S&T Investment Banking Department and a S&T*Agriculture-related and small-micro loans amounted to RMB direct sales team was established forming a technology financial service structure of “professional management by head
105.972 billion an increase of RMB 6.782 billion from the office departments specialized expansion by direct sales teams and dedicated implementation by professional sub-branches”.
beginning of the year with a growth rate of 6.84% higher than The Bank has clearly defined serving leading technology talent enterprises at all levels and technology enterprises in the
Increase in Support the growth rate of all loans. (Data from Regulatory Authorities) equity financing stage as key service objects and has built a compound talent team that understands both S&T innovation and
for Agriculture and *Inclusive loans to rural households and small-micro enterprises finance providing “specialized and sophisticated” team services to “specialized and sophisticated” enterprises.Small Businesses amounted to RMB 37.75 billion an increase of 4.03 billion yuan
from the beginning of the year with a growth rate of 11.95%
higher than the growth rate of pure loans. (Data from Regulatory Optimizing Business Procedures
Authorities)
To further promote the development of S&T finance the Bank has fully considered the lifecycle of technology-based
enterprises integrated technology credit services and continuously updated operational procedures for innovation-driven
*The Bank supports 121.841 billion yuan of real economy loans an
financial services. In 2024 the Bank released the %")/;)2;$c.2)"(/9$H2&';52$7&2$G//&P)"(&/8I2(P/$V(/)/'()*$%2P('-$&7$[()/9-5$
Increase in Support increase of 9.035 billion yuan from the beginning of the year
%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C to better meet the financing needs of Suzhou’s innovation-driven enterprises.for the Real Economy accounting for 94.17% of total loans. (Data from Regulatory
Authorities)
Increase in *The Bank supports 79.429 billion yuan of private enterprise
Exploring Green Development
loans an increase of 6.104 billion yuan from the beginning of
Support for Private Adhering to the positioning the Bank launched the “Companion Growth Plan” for technology enterprises following the
the year accounting for 61.39% of total loans. (Data from
Enterprises principle of “early-stage lending small-scale lending and growth-oriented lending”. Through continuous product innovation
Regulatory Authorities)
the Bank has created a differentiated and standardized product line for S&T finance providing diversified credit support to
small-micro technology enterprises and pioneering a specialized development path for “S&T finance”.Increase in Support *The Bank supports 37.087 billion yuan of manufacturing industry
for the Manufacturing loans an increase of 2.255 billion yuan from the beginning of
Innovating Product Systems
Industry the year accounting for 28.66% of total loans.The Bank successively introduced “Talent Loan” “Venture Capital Loan” and “Suzhou Innovation Loan” to meet the
credit needs of various technology talent startups and enterprises in the seed/angel financing stages. Collaborating
with the Suzhou Municipal S&T Bureau we jointly established the “One Bank One Brand” risk compensation product
and created the “Tech Loan Cultivation Loan” to specifically support enterprises in Suzhou’s high-tech enterprise
cultivation database filling a gap in specialized technology financial products for such enterprises. By participating in
Suzhou’s “Innovation Cluster Loan” initiative as one of the six selected banks we provide dedicated support to
Suzhou’s biopharmaceutical and high-performance fiber industries. As of the end of June 2024 the three
self-developed innovative S&T finance products namely “Talent Loan” “Venture Capital Loan” and “SuzhouInnovation Loan” had served 285 clients with a total credit line of RMB 1.455 billion.
77 78Development: Driving Finance Toward the Real
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Strengthening Industrial Research Case
Study “Talent Loan” – Precision Empowerment for Sci-Tech Talent Enterprises
At the head office level a “S&T Finance Lab” has been established focusing on intellectual property in the technology
sector. It analyzes key technology industries’ technological chain maps upstream/downstream development trends and In the current era of sci-tech innovation-driven development talent-led enterprises as the most innovative and dynamicindustry characteristics among other aspects. By adopting a cluster-and-chain mindset the lab aims to “understand the scientific and creative groups are the key force to promote industrial upgrading. The Bank focuses on this segment byindustry in which clients operate and then gain an in-depth understanding of clients through the industry chain”. launching the “Talent Loan” product offering tailored support to accelerate the growth of sci-tech enterprises.For example a Suzhou-based biotech company specializes in microRNA-based early disease diagnostics. Despite the
Promoting Service Sharing founder’s strong academic background the company was in the R&D phase with no revenue and unverified talent
qualifications making financing difficult. The Bank provided a 1-million-yuan “Talent Loan” - its first to the company - to
Maintain close collaboration with technology industry service providers such as securities firms accounting firms law expedite R&D. Another case is one of the Suzhou-based medical devices companys which focuses on cardiovascular
firms intellectual property service agencies and technology qualification application agencies to jointly provide implantable devices and holds 105 patents. Despite the Bank’s outstanding credentials high R&D costs and lengthy
comprehensive services for technology enterprises. product approval processes limited revenue leaving the firm reliant on equity financing. After comprehensive
consideration the Bank granted a 3-million-yuan “Talent Loan” injecting strong momentum into its development.Conducting Investment-loan Linkage
Actively engage in frequent and effective two-way investment-loan linkage with external venture capital institutions
establish an external venture capital expert database and regularly conduct project exchanges with experts from various
venture capital firms. Learn from their investment philosophies to enhance enterprise value identification and operational
Case
risk assessment capabilities “reviewing credit from an investment perspective” to better control credit business risks. Study Enhancing the Financing Ecosystem for Tech Enterprises via Direct Financing Tools
Perfecting Professional Approval Mechanisms The Bank has successfully structured China’s first green dual-innovation debt financing plan for a Jiangsu-based new
material company; facilitated the issuance of innovation and entrepreneurship corporate bonds for a media
For credit approvals of early-stage technology enterprises adopt a “pre-approval + intelligent approval” model where technology company and a Kunshan-based optoelectronics company; partnered with Dongwu Securities to create
S&T Finance professionals evaluate the company’s technological qualifications and dedicated approvers conduct China’s first credit protection contracts for innovation and entrepreneurship bonds enhancing corporate
specialized credit limit assessments. The credit approval process incorporates intelligent risk control and analytical creditworthiness and reducing financing costs through market-driven mechanisms.decision-making platforms refining standardized due diligence approval and post-loan procedures. For companies with
complete documentation approval can be completed on the same day.Case
Study Successful Launch of the First “Angel Loan” Business
As of the end of 2024 the Bank’s Sci-Tech Direct Team has provided credit support to over 100 early-stage tech enterprises of
In 2024 the Bank successfully executed its first “Angel Loan” transaction. which 90% are talent-led startups or pre-Series A equity financing firms with first-time borrowers accounting for 30%.The “Angel Loan” product is a collaborative investment-loan initiative
between the Bank Suzhou S&T Innovation Venture Capital Co. Ltd. the
Suzhou High-Tech District (Huqiu) S&T Innovation Bureau and Suzhou
High-Tech Venture Capital Angel Investment Management Co. Ltd. Key Performance
Through risk-sharing it supports early-stage technology enterprises in
Suzhou High-Tech District.The Bank’s first “Angel Loan” was granted to a Suzhou-based company. The company is an integrated device The Bank serves 1548 active sci-tech enterprise borrowers with a
manufacturer specializing in product definition chip design and key processes and is one of the few domestic
startups mastering ultrasonic CIS (CMOS Image Sensor) proprietary fabrication technology. While its products are sci-tech loan balance of 18.019 billion yuan reflecting a year-on-year
still in the R&D phase with no mass production yet securing bank credit support was challenging. Based on
Suzhou High-Tech Venture Capital Angel’s seed-round equity investment the Bank provided a 2-million-yuan increase of 2.183 billion yuan (13.79%).“Angel Loan” combining equity financing and bank credit to alleviate funding constraints and boost the company’s
growth momentum and confidence.
79 80Development: Driving Finance Toward the Real
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Innovating Digital Finance
Stimulating Growth Momentum
Financial Technology Management and Digital Transformation Committee
Governance Financial Technology Department Digital Banking Department
Governance Framework
S&T Software Operations Data Information
The Bank places high importance on fintech and digital transformation establishing a comprehensive governance framework Management R&D Support Application Statistics
covering the Board of Directors Board of Supervisors Senior Management and business units with clearly defined responsibilities Center Center Center Center Center
at all levels. Under Senior Management the Bank has established the Financial Technology Management and Digital Transformation
Committee chaired by the President to oversee the implementation of the Bank's fintech and digitalization strategies.Policy System
Board of *As the highest decision-making body for the Bank’s fintech and digital transformation it is responsible for
formulating strategies in fintech and digital transformation approving or authorizing the approval of major
Directors The Bank has formulated the QNQDEQNQM$G/7&2>)"(&/$F'#/&*&91$IP*&.>/"$H*)/$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&$<";C which related matters.establishes clear direction objectives and implementation pathways for the Bank’s Financial Technology and digital
transformation over the next three years serving as the core guiding framework for subsequent digital initiatives. The Bank has
also formulated rules and regulations such as the H&-"8@P)*5)"(&/$W)/)9>/"$W)-52-$7&2$I(9(")*$H2&g'"-$&7$[()/9-5$%5X#&5$+52)*$
=&>>2'()*$K)/$=&$<";. and Z&2(/9$+*)"(&/-$7&2$%1-">$%5.2P(-&2-$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&C]$<";C]$ providing
Board of *Oversee and evaluate the performance of the Board of Directors and Senior Management in fulfilling their institutional safeguards to support the Bank’s Financial Technology and digital transformation efforts.Supervisors responsibilities related to fintech and digital transformation.Talent Development
*Implement the resolutions from the Board of Directors execute digital transformation plans coordinate The Bank focuses on financial technology and digital transformation building a team of innovative talents that are professional
Senior Management
resource allocation and manage talent strategies. skilled and efficiently collaborative. By the end of 2024 the Bank will have 145 full-time employees dedicated to financial
technology and digital transformation with research and development personnel accounting for 7.34%. A total of 100 employees
hold mid- to senior-level professional certifications related to their work. The Bank actively responds to national incentive
policies by formulating the “relevant innovation incentive management measures” which encourages innovation in financial
Financial Technology *Take charge of driving the Bank’s fintech and digital transformation efforts develop strategic plans technology and digital transformation and motivates employees. Furthermore the Bank has further developed and improved a
Management and establish working mechanisms and institutional systems clarify responsibilities of relevant well-defined honor system and implemented a variety of flexible and efficient training programs and specialized competitions to
Digital Transformation departments supervise implementation of related tasks and regularly report to the Board of Directors ensure the ongoing innovation capacity of the Bank.and Senior Management.Committee
Key Performance
*The Financial Technology Management and Digital Transformation Committee consists of two During the
executive offices: the Financial Technology Management Office (set up under the Financial the Bank conducted 41 training sessions on financial technology and digital transformation.Technology Department) and the Digital Transformation Office (set up under the Digital Banking Reporting Period
Department). The Financial Technology Management Office is responsible for overseeing
financial technology management work covering functions such as technology governance and
risk control project planning and product innovation information security protection and system
Financial Technology operation and maintenance and outsourcing service management. It relies on the software External Recognition
Management Office Digital development center operation support center and technology management center to provide
solid technical support and security for the Bank's digital transformation through clear division During the Reporting Period the Bank has achieved remarkable results in financial technology and digital transformation and Transformation Office
of labor and efficient collaboration. The Digital Transformation Office is responsible for leading was awarded the title of the 2023 “Digital Transformation Advanced Unit in Jiangsu Province” by the Jiangsu Financial
the Bank's digital transformation work including formulating transformation plans supervising Association and the “2023 Advanced Collective of Financial Technology Work in Suzhou City” by Suzhou Branch of the People's
implementation organizing cross-departmental coordination conducting assessments Bank of China. In terms of risk prevention and control the Bank continuously optimizes the transaction anti-fraud system and
regularly summarizing reports and promoting management innovation while coordinating
adds new risk control models such as victim models consumer expenditure models and private account models. Throughout
the implementation of business operation and management digitization to ensure the deep
integration of transformation strategies and business development. the year we intercepted more than 50 fraudulent transactions and effectively intercepted over 10 million yuan of defrauded
funds receiving praise from the Suzhou Anti-Fraud Center..
81 82Development: Driving Finance Toward the Real
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Strategy Financial Technology and Digital Transformation Strategic Plan
Identification of Risks and Opportunities Financial Technology Development Plan
The Bank has formulated the$QNQDEQNQM$G/7&2>)"(&/$F'#/&*&91$IP*&.>/"$H*)/$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&$<";. which
Impact
Risk Type Description of Risk Impact Potential on Value Countermeasures is actively being implemented. This plan is guided by national policies such as the “14th Five-Year Plan” the People's Bank of Duration Financial ImpactChain China's !"#$#%"$&'()%*#+&+-'.)/)&+01)#2'3&$#'45655756589 and the financial technology development plan of the Jiangsu Rural
The widespread application of Commercial United Bank. It aims to deepen the application of financial data elements and adopt multiple measures to advance
Strengthen
artificial intelligence and big data digital finance construction improve the technology governance system strengthen financial security foundations and efficiently
technological resilience
technology in the financial sector empower the high-quality development of various business operations.Medium adopt advanced data may lead to data leakage and
Technology Increase in
technical vulnerabilities due to and Operations
encryption
operating
Risks complex algorithms and heavy long downstream
technologies and
costs
term establish robust backup reliance on data damaging the
and emergency
Bank's reputation and increasing
response mechanisms. Strategic Development Objective:
technology maintenance costs.“Regional Bank with Leading Financial Technology Capabilities”
Enhance professional
Insufficient talent development in training improving
Management big data applications and Increase in
Six Core Principles
Short employees' Operations operating
Risks technological innovation may lead term understanding and
to operational errors and other risks. costs mastery of systems and Business-
technologies. Technology Secure Innovation Technology Data-Intelligence Autonomous
Empowerment Driven Operations and Controllable LeadershipIntegration
Opportunity Impact
Type Description of Opportunity
Impact
Duration on Value
Potential
Financial Impact CountermeasuresChain Through continuous investment in technological resources achieve the “five improvements”
of financial technology during the planning period
The application of technologies Deepen the integration of
such as AI large models drives the Reduced technology and business
Technological Standardization Regulation Processification Automation Intelligenceupgrading of financial services Medium operational conduct research on
Operations
Opportunities providing more convenient
and long costs cutting-edge technologies
financial services to customers term increased and enhance independent
and reducing service costs. revenue innovation capabilities.Technology Technology Data-Intelligence Security Autonomous Intelligent Governance Service
Capability Capability Support
Operations Control Innovation
Capability Capability Capability Capability
Strategic Initiatives + Resource Guarantee
83 84Development: Driving Finance Toward the Real
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Digital Transformation Development Plan
Orderly Promotion of Strategic Implementation
The Central Financial Work Conference has designated digital finance as one of the “Five Major Initiatives” setting forth new
requirements for the high-quality development of digital finance. “Digital Transformation” is one of the “Three Major Projects” under
the Bank’s “Three-One-Five” Development Strategy. It serves as a crucial approach to implementing the corporate culture of
Enhancing Technology Governance Capability “Efficiency” and represents a new quality productive force driving high-quality business development. To achieve the transformation
goals of “improving efficiency reducing costs and optimizing experience” the Bank has formulated the QNQDEQNQM$V(/)/'()*$F'#/&*&91$
Improve the technology operation mechanism to stimulate innovation vitality; promote the transformation of IP*&.>/"$H*)/$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&$<";. The plan clearly positions digital transformation as one that emphasizes
the technical architecture into a distributed model enhancing the enterprise-level architecture support “business synergy data empowerment and moderate innovation leadership” and it establishes four strategic approaches of
capability and building leading technical capabilities; establish a mechanism for cultivating high-quality “scenario-driven process reconstruction synergistic coordination and technology empowerment” aiming to promote themultidisciplinary talents; strengthen the cultivation of a technological culture. development of five core digital capabilities of “customer and marketing channels and ecosystem products and services risk controland compliance and management and operations.”
Enhancing Technology Service CapabilityTransformation Building a “Digitalization-DriveReshape customer experience and reduce operational costs through innovative business models while Vision Smart Bank”
maintaining agility to quickly adapt to the changing demands of the market and customers; perfect the agilecollaboration mechanism for the deep integration of technology and business and jointly realize the “Suxin+ Value Clarify 1 Core Positioning: Business Synergy Data EmpowermentService” technology service system. Positioning and Moderate Innovation Leadership
Enhancing Data Support Capability Focus on 4 Key Objectives to Promote a Shift in Digital Transformation from
“Framework Construction” to “Momentum Building”
Objective
Direction Intelligent Risk Intelligent Risk Data-Intelligence
Accelerate the enhancement of internal data capabilities fully leverage the value of data assets improve data Lean Management Control Control Driven
quality and accumulate data service capabilities. Enrich data applications through the construction of channel
scenarios. At the same time prioritize risk control and data security to build a data capability system
Core Process Synergistic Technology
necessary for digital transformation and supporting rural revitalization. Scenario-Driven
Strategies Strategy
Reconstruction Coordination Empowerment
Strategy Strategy Strategy
Enhancing Autonomous Control Capability
Build 5 Key Digital Capabilities to Empower Business through Digitalization
Enhance the degree of autonomy in infrastructure and technology platforms build a financial cloud platform
with SZRCB characteristics and provide guarantees for the business development across the industry thereby “Precision” – Digital Customer and Marketing
improving autonomous control capabilities.Digital “Expansion” – Digital Channels and Ecosystem
Enhancing Security Operations Capability Capabilities
“Agility” – Digital Product Innovation
Continuously innovate and implement cybersecurity strategies realize multi-platform coordinated
management and improve network security protection capabilities; reconstruct the operation and “Intelligence” – Digital Risk Control
maintenance support system from both management and technical aspects strengthen business continuity
management and ensure the sustainable and healthy development of business. “Efficiency” – Digital Operations
Enhancing Intelligent Innovation Capability
Strengthen 2 Foundational Supports to Build a
Robust Technological Foundation
Foundational
Conduct in-depth research on the innovative applications of new technologies such as AIGC in financial
Support
scenarios and create a new generation of digital employees through AI+RPA empowering and reducing the “Excellence” – Data Management “Stability” – Digital Technology
burden on all employees to enhance their core competitiveness. and Application and Infrastructure
8586
“Integration” – Digital Organization and Governance
Ensure Seamless Implementation through
1 Major GuaranteeDevelopment: Driving Finance Toward the Real
Economy Rooting in Inclusive Services for the People 2024 Sustainability Report
Impact Opportunity and Risk Management
Enhancing Financial Technology Empowerment
In 2024 guided by the “Three-One-Five” Development Strategy and the ten key annual tasks the Bank adhered to its founda-
tional principles while pursuing innovation in areas such as information technology governance technology services technology
efficiency improvement independent and controllable ITAI intelligent scenario development and security capability enhance-
ment. These efforts continuously improved the Bank's technological governance and service capabilities.Financial Technology Implementation Outcomes in 2024 Financial Technology Implementation Outcomes in 2024
The Bank's financial technology focuses on customers branches and business
The Bank srives for technological innovation to "lead the way and set an example"
lines and continues to optimize the user experience by aligning with customer
strengthen scenario innovation and autonomous control and orderly promote the
needs and business requirements.localization upgrade of core systems.*Empowering the front office: The Bank promotes technology personnel to enter the front
office and assigns specialists to business departments to focus on solving the pain points * Constructing Intelligent Scenarios: The Bank strengthens intelligent scenario construction
Value Delivery: difficulties and blockages of project demands thereby enhancing the effectiveness of reconstructs smart halls and shortens the average business processing time by 30% significantly
Proactive Service technology-enabled business development. improving customer experience.Enhances User
Experience * Strengthening Primary Connections: The Bank enhances the coordination between technology
*Exploring and Practicing Large Models: The Bank keeps up with the times in advancing the
Scenario Innovation:
and grassroots frontline staff by organizing tech personnel to conduct in-depth research at exploration and practice of large models successfully incubates the coding assistant tool Strengthening The
branch offices. Over the course of the year 68 surveys and visits were made fully collecting DevAssist promotes AI inclusivity and builds private intelligent agents.Foundation Helps to
branch feedback and converting over 90 needs with a production rate of 90%. Create a * Conducting ITAI of Core Systems: The Bank promotes the localization upgrade of the "core" system
*Optimizing Branch Service: The Bank strengthens the standardization of branch services and Demonstration to high standards. As of the end of 2024 the localization development of all functional modules
information equipment upgrades hardware and software devices and improves counter Project. has been initially completed and the localization transformation model project of UnionPay
transaction efficiency by 20%. payment and data center migration has been successfully completed with a performance
improvement of more than 10 times.* Applying Financial Cloud Platform: The Bank fully “constructs” the basic support role of the
financial cloud platform with 100% of applications going to the cloud throughout the year and
accelerates the construction of application containerization transformation.The Bank establishes agile teams that integrate technology with business
combining traditional centralized architecture and distributed architecture to
promote business development through an agile R&D system.* Building Agile Team: The Bank has formed seven agile teams for business-technology
integration covering seven major scenarios such as online banking SZRCB E-loans and smart
operations. These teams focus on quickly solving critical issues that primary branches and
Business-Technology customers are concerned with. The SZRCB E-loan project for example achieved a flow
Integration: Agile reversal with customer applications increasing by 280% compared to the previous year.and Stable
Dual-Mode Supports *Unifying Technical Architecture: The Bank unifies the application technology architecture and
Business front-end framework accumulating 173 front-end components standardizing fonts and color
schemes enabling multi-platform deployment with one development and re-planning
Development
management application architectures to achieve full-channel and full-scenario reach for the
SZRCB's applet .*Establishing Quality System: The Bank establishes a technology quality delivery system
regularly create user experience monthly reports and quality monthly reports execute
170000 test cases and reduce the defect rate of key projects by 50% year on year.
87 88Development: Driving Finance Toward the Real
Economy Rooting in Inclusive Services for the People 2024 Sustainability Report
The Bank's financial technology innovation practices have yielded fruitful results focusing on "technology R&D - scenario
verification - results incubation" with full-chain collaborative efforts creating benchmark cases in fields such as mobile finance Advancing Digital Transformation
digital infrastructure and other fields which have been recognized by a number of industry authorities and have systematically
Through the strategic coordination of the Financial Technology Management and Digital Transformation Committee robust risk
demonstrated the in-depth business-technology integration.control via institutional frameworks and the strong professional support of a talent pipeline the Bank is committed to translating
Innovation of Mobile Innovation of Intelligent Innovation in Popularization of technological strengths into tangible business value. The Bank aims to build five core digital business capabilities reinforce two
Banking Agile Team Quality Inspection Platform Financial Technology foundational supports of digital infrastructure and strengthen one key guarantee mechanism for implementation—laying a
comprehensive foundation for the enhancement of digital capabilities. In 2024 the Bank fully advanced 35 digital transformation
The Bank has increased efforts for user The Bank's financial technology The Bank actively promotes financial projects initiating and implementing 22 core tasks across key areas such as core customer group management channel
experience improvement and compatibility independently developed and designed science popularization work practicing optimization and integration intelligent risk control development model building and scenario-based applications.testing enhancing performance in areas an intelligent quality inspection platform inclusive finance as part of the " Five Major
such as application loading rendering integrating OCR recognition and voice Initiatives" producing the short videoand startup from a technical perspective. equipment technology to achieve themed “Practicing Inclusive FinanceOur personal mobile banking indicators intelligent supervision and inspection of Making Every Bit Count—The Uncommon
rank in the top tier nationally winning the vouchers and audio-visual business. It Word Transformation Approach of Suzhou Driving Customer and Marketing Digitalization with a Focus on “Precision”"Leap Growth Award" at the 2024 Digital won the "Digital Intelligence Application Rural Commercial Bank” which was
Finance Golden Award List. The mobile Innovation Excellent Case" in the 2024 selected for the 2024 National Financial
banking-related experiences and National Rural Financial Institution Industry Science and Technology Innovation Adhering to a customer-centric approach and leveraging cutting-edge technologies such as big
methodologies have been recognized by Technology Innovation Excellent Case and Science Popularization Competition data and artificial intelligence the Bank concentrated on areas including customer tagging and
Jiangsu Rural Commercial United Bank Selection fully demonstrating the Bank's technological
and shared within the system. innovation capabilities and firm profiling differentiated management of core customer segments and end-to-end closed-loop
commitment to social responsibility. management of the integrated marketing platform aiming to build a lean customer marketing
model. Integrated marketing drives the development of consumer finance with a focus onbuilding a marketing system that integrates “customer tagging and profiling + marketingresource integration + marketing campaign planning + full-process marketing control +precision marketing modeling.”
*In 2024 the Bank independently developed several Quick Win projects such as “Customer Value Enhancement”
and “Loan-bearing Enterprise Identification” providing frontline marketing personnel with accurate target lists
and insights to identify customer acquisition entry points.Every year the Bank organizes a Programmer’s Day Staff Skills Competition showcasing its respect for technical professionals *The digital upgrade of corporate banking services significantly boosted inclusive lending. By integrating core
and recognition of the value of technology. information such as operational overview task indicators credit approval business processing and customer
contribution the Bank constructed a “Corporate Business Overview Dashboard” to support precise
Case
Study The Bank Successfully Held the 2nd “1024 Programmer’s Day” Skills Competition
decision-making.*The introduction of standardized mapping tools improved the efficiency of relationship managers’ visits.On October 24 2024 the Bank successfully held the 2nd Tech Staff Skills Competition in celebration of “1024 Additionally the adoption of industrial cluster insight tools along with integrated industry chain data enabledProgrammer’s Day.” The event not only reflected the Bank’s respect for IT professionals but also served as a key in-depth sector research and the establishment of multi-dimensional industry analysis models and analytical
moment to demonstrate its progress in cultivating a strong tech-driven culture. By adopting a competition-based insight capabilities thereby enhancing the Bank’s professional service capabilities for industrial clusters.format the event energized the professional enthusiasm of technical staff and provided a dynamic platform for
enhancing the integration of technology and business.
89 90Development: Driving Finance Toward the Real
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Facilitating Channel and Ecosystem Digitalization through “Systems” Driving Risk Control and Compliance Digitalization with “Prevention” as the Foundation
Focusing on service scenarios the Bank accelerated the development of a channel By leveraging diverse quantitative models and risk tools the Bank exercises full-process
ecosystem. It established an online service system centered on the mobile banking app control over various types of risk building a strong risk barrier. Through data integration
supported by WeChat banking remote banking and intelligent customer service; and an and iterative model optimization the Bank continuously improves the risk control decision
offline service system based on physical branches driven by intelligent customer service engine effectively supporting the identification of credit risks in lending business and
analytics and supported by relationship managers. This enabled a tiered marketing funnel intelligent decision-making.model encompassing “online marketing – remote marketing – face-to-face offline marketing.”
*During the Reporting Period the credit system automatically integrated customer smart risk reports
*The Bank completed the integration of the comprehensive marketing platform with related channels and enabling the online visualization of risk profiles and enhancing the investigation efficiency of marketing
launched innovative customer engagement models such as AI-powered outbound calls WeChat and SMS personnel. The Bank continued to add and optimize 43 risk warning signals with red signals achieving hit
significantly enhancing front-line marketing outreach. rates of 96.88% for newly acquired corporate customers and 97.06% for newly acquired retail customers
allowing early detection of potential risks.*It built an integrated online-offline service experience by linking service halls with “PAD + Smart Counters +Traditional Counters” enabling customers to make appointments online obtain queue numbers upon arrival
and view real-time information on large screens. PAD terminals also offered functions such as pre-filling forms
and account inquiries reducing transaction processing time and improving overall customer experience.Driving Operations and Business Digitalization with “Convenience” at the Core
Upholding the commitment to financial services for the public the Bank advances the
Driving Product and Service Digitalization with “Agility” at the Core digital transformation in the payment sector enhancing payment convenience exploring
the transformation of operations into a “value center” and expanding the scope of
comprehensive financial services striving to be a “financial butler”.The Bank established a cross-public-private marketing mechanism by creating a unified
loan access port focusing on customer value to drive comprehensive marketing
transformation and advancing an integrated product operation and management system. *The Bank launched the overseas card service function on its ATMs becoming one of the first rural
commercial banks in China to successfully implement this feature further meeting the payment
*In June 2024 the Bank launched and promoted its self-developed “SZRCB E-Loan” mini-program which convenience needs of foreign nationals in China.includes multiple access points such as personal business loans. This program provides full-process loan
services for individual and small business clients supporting functions such as initial loan face-to-face *The Bank implemented automatic remittance refunds and intelligent account entry features converting
signing online self-application with subsequent offline re-marketing etc. The products within the SZRCB 93% of manual work into system-driven automation significantly improving the processing efficiency of
E-Loan mini-program run stably with a smooth and easy-to-use interface. The average credit approval time customer payment transactions.is under 5 min and the average loan disbursement time is under 2 min.*The Bank completed the construction and launch of the Alipay QR code payment mini-program and
one-stop fast payment agreements enhancing the customer payment experience in both acquiring and
issuing cards.*The Bank pioneers and experiments in the field of digital community services continuously optimizes
SZRCB Service Station promote the integration of finance and communities as well as finance and
non-finance sectors and build an "Finance + Life" online community service platform.
91 92Development: Driving Finance Toward the Real
Economy Rooting in Inclusive Services for the People 2024 Sustainability Report
The digital transformation of the Bank has achieved remarkable results and forms a multi-level full-chain transformation ecosys-
tem through the "technology leadership data-driven mechanism innovation and full staff participation" four-in-one strategy Dispatching Specialists for Precise Empowerment and Enhancing the Efficiency of Scene Production
creating exemplary practical benchmarks in fields such as industry-university-research collaborative innovation data element
governance business scenario implementation and digital culture cultivation. Digital specialists are assigned to business departments to solve pain points and challenges. We
organized research visits collected suggestions and transformed them into effective demands to
improve the commissioning rate effectively promoting the digital transformation needs of various
departments such as retail corporate credit operation and management and gold market. By the
end of the Reporting Period multiple business demand scenarios had been implemented
Co-building the Digital Intelligence Foundation with Universities to Drive the Incubation of Innovation Results including special business view large screens internal management of departments customer flow
conversion scenarios and data enhancement for financial market business among others.The Bank has deeply cooperated with Suzhou University to jointly establish the "Digital Financial
Innovation Research Institute" creating an integrated industry-university-research innovation
platform.Creating a Scene Ecosystem and Fostering a Digital Innovation Culture
In the field of big data applications the Bank deepens the business scenario applications of the
Digital Financial Innovation Research Institute. Using cutting-edge technologies like big data and To activate the innovation vitality across the entire bank and strengthen the cultivation of a
artificial intelligence we developed a full product recommendation model to connect with the digital culture the Bank has held the "Jinshu Cup" Data Scene Design Competition for two
"Recommended for You" module on the mobile banking app homepage. This provides consecutive years attracting participation from both head office departments and branches. The
personalized product recommendations for over a million mobile banking customers creating a competition uncovers a large number of data scenes with practical application value promotes
"One Person One Profile" for mobile banking further enhancing the customer experience. the deep integration of data and business continues to incubate excellent projects from the
In terms of large language model applications the institute is dedicated to exploring areas like competition and effectively stimulates employees' data-driven innovation thinking providing new
employee assistants and intelligent decision-making. The employee assistant utilizes large ideas and methods for the Bank's digital transformation.language models to achieve knowledge lifecycle management knowledge generation
question-answer retrieval and coding assistance functions. Intelligent decision-making leverages
large language models to intelligently generate industry reports such as green finance and
technology innovation finance providing references for business decision-making. During the
Reporting Period the large language model successfully incubated the coding assistant tool
DevAssist which is available for all development and testing personnel with a usage rate of over
90% and a 30% increase in code adoption rate. Additionally six major AI scene applications
were completed including the loan business knowledge Q&A assistant official document
beautifier translation assistant etc. significantly improving work quality and efficiency.Realizing Data Element Interconnection and Solving the Challenges of Inclusive Finance
Success Conclusion of the Second Jinshu Cup Data Scene Design Competition of SZRCB
The Bank’s project Inclusive Finance Data Element Sharing Platform Based on Big Data
Technology was recommended by the Provincial Branch of People’s Bank of China and selected
as a model case showcasing outstanding achievements in financial technology development.Independently developed by the Bank the platform integrates data middle platforms machine
learning and big data analytics to establish and optimize a data-sharing system for inclusive
finance. It enables interconnectivity between government and financial data and facilitates the
effective governance of rural financial data ensuring orderly and secure data element sharing
while enhancing the efficiency of inclusive financial service efficiency of inclusive finance.Digital Transformation Related Awards & Honors of the Bank (Part)
93 94Development: Driving Finance Toward the Real
Economy Rooting in Inclusive Services for the People 2024 Sustainability Report
Information Technology Risk Management Metrics and Targets
To enhance information technology risk management and effectively prevent risks arising during the development and The Bank has focused on the “Three-One-Five” Development Strategy concentrating on information technology governance
application of information technology projects the Bank in accordance with its W)-52-$7&2$W)/)9>/"$&7$G/7&2>)"(&/$F'#/&*&91$ strengthening autonomous control capabilities and other key areas. It has clearly defined relevant work goals. By adhering to
+(--$&7$[()/9-5$%5X#&5$+52)*$=&>>2'()*$K)/$=&$<";. and other internal policies has established a reliable risk management system the principles of innovation with integrity the Bank continues to optimize its technology governance system enhance its
covering key stages of the information technology and digital transformation project lifecycle. The Bank employs methods and technology service capabilities and fully support the high-quality development of financial technology ensuring the successful
processes for identifying assessing controlling responding to and continuously improving risks. Based on existing resources implementation of the Bank’s strategy.and capabilities it implements specific risk management measures to control information technology risks at an appropriate
level ensuring the safe sustainable and steady operation of the Bank. This approach fosters business innovation enhances core
competitiveness and promotes continuous optimization and improvement in all areas of technology management.Fully understanding the critical importance of science and technology ethics in the development of financial technology the
Bank strictly adheres to science and technology ethics and integrates the management of science and technology ethics Goal 1 Goal 2 Goal 3
throughout the lifecycle of financial technology innovation activities. This ensures that the financial technology innovation
activities of the Bank are conducted in a legal and compliant manner and strengthens the ethical line of defense for the healthy
development of financial technology.Protection of Intellectual Property Rights
The Bank attaches great importance to the intellectual property protection and strictly adheres to relevant laws and regulations Enhance client Build an integrated risk Solidify data security system
management capabilities control system
such as the$H)"/"$<)Y$&7$"#$H&.*b -$+.50*('$&7$=#(/) and the F2);>)2$<)Y$&7$"#$H&.*b -$+.50*('$&7$=#(/)C$The Bank continuously
enhances its IP protection system. During the development of R&D projects it registers IP rights for important systems in a
*Deepen platform applications *Develop a risk control center *Improve Data Security
timely manner. During external collaborations it uses R&D contract clauses to ensure the legitimacy of third-party intellectual and enhance digital customer and strengthen the monitoring Management Systems and
property introduced. The Bank also emphasizes the procurement of licensed software to ensure the implementation of group management capabilities of the three major conduct data security risk
technological innovation outcomes. capabilities centers assessments
*Promote enterprise WeChat *Optimize the risk control portal *Build a data security control
applications to achieve to achieve a complete risk platform and enhance the data
full-cycle marketing within management operation cycle security governance system
the WeChat ecosystem
Key Performance
In 2024 the Bank has invested a total of RMB 224.966 million in technological innovation.As of the end of the
Patent Registration Certificate of the Bank (Partial) Reporting Period The Bank had obtained 7 software copyrights including mobile banking software
copyright data asset management platform copyright integrated marketing
management platform copyright and DevAssist intelligent development assistance
platform as well as 3 authorized utility model patents.
95 96Social: Practicing Finance for the People
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Social
Practicing Finance for the People Forging
Toward a Better Future
——Building a Value Bank Highly Recognized by Society
The Bank actively practices its commitment to financial services for the public. It has strengthened information
security management across the organization to protect data security and customer privacy ensuring the full
protection of consumer rights. The Bank strives to be recognized as a value bank highly recognized by society
while adhering to social responsibility. The Bank adheres to a people-centered approach creating a
democratic secure and comfortable working environment. It has built multi-dimensional promotion channels to
support talent development providing a broad career development platform for employees. This aims to make
the Bank a place where employees gain more happiness.
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Leveraging Dual Engines of Technology
and Digitalization Fortifying Lines of
Defense for Cybersecurity
Governance
Professional Development
Governance Framework The Bank’s Financial Technology Department has a dedicated cybersecurity team consisting of 5 personnel all of whom are
certified CISP (Certified Information Security Professional). In 2024 the Bank continuously enhances the construction of network
The Bank places a high priority on the development of its information and data security management system. The Financial information security capabilities and has offered 2 training sessions on cybersecurity awareness.Technology Management and Digital Transformation Committee is responsible for overseeing and reviewing major matters such
as the information security strategy planning. Under the Financial Technology Management and Digital Transformation
Committee the Financial Technology Management Office is responsible for coordinating supervising and monitoring the Case
implementation of information security measures to ensure the orderly execution of security practices. At the business execution Study Technical security training to enhance vulnerability handling and protection awareness
level the Financial Technology Department focuses on the information security protection of infrastructure and application
systems and is responsible for network attack defense system vulnerability repair and operation and maintenance risk control
to consolidate the security capability of the technical base. At the same time the Digital Banking Department as the leading
management department for data security coordinates the Bank's data security inspection work formulates detailed data Between March and November 2024 the Bank organized technical
security implementation rules and establishes a bank-wide data security training system. We integrates deeply data security into security training sessions for internal technology staff covering
the security management system with a focus on promoting data classification and grading privacy protection and other areas such as web security and code security. These sessions
specialized tasks to achieve full lifecycle data protection. focused on addressing various security issues encountered in
actual work improving the ability of technology staff to handle
On this basis the Bank has also implemented a cybersecurity responsibility framework which includes a cybersecurity network security threats and vulnerabilities.leadership group chaired by the Chairman with the President serving as Vice-Chairman. The leadership group has established a
cybersecurity office headed by the Executive Vice President responsible for cybersecurity with the Chief Information Officer
serving as Deputy Director. Relevant department heads are members of the group working together to promote shared
responsibility for information and data security.Case
Study CISP training
Policy System
To further strengthen the protection of consumer personal financial information and enhance overall information security
governance the Bank has enacted a series of regulations including the !"#$%&"$'()&'!#*#+""*-')('.#-#'/"0%&1-2')('31#*+$%'/%45)%' In April 2024 the Bank organized CISP training for security
6%'8)"&01#7'9#*:'8)';-<=>'!"#$%&"$'()&'!#*#+""*-')('.#-#'/"0%&1-2@>'!"#$%&"$'()&'!#*#+""*-')('.#-#'A)B"&*#*0"')('31#*+$%'/%45)%' personnel. This comprehensive training on information security
6%'8)"&01#7'9#*:'8)';-<= and !"#$%&"$'()&'!#*#+""*-')('C"&$)*#7'D1*#*01#7'E*()&#-1)*'C&)-"0-1)*'!#*#+""*-')('31#*+$%'/%45)%'6%' systems enhanced the professional management capabilities of the
8)"&01#7'9#*:'8)';-<= These measures comply with the A%1<"71*"$'()&'.#-#'A)B"&*#*0"')('9#*:1*+'D1*#*01#7'E*$-1-%-1)*$ the A%1<"71*"$' staff. All participants passed the certification examination and
()&'E*()&#-1)*'F"05*)7)+2'61$:'!#*#+""*-'1*'8)"&01#7'9#*:$ the C")G7"H $'9#*:')('851*#H $'EG7""*-#-1)*'!"#$%&"$'()&'D1*#*01#7' received their CISP certificate.
8)*$%"&'61+5-$'C&)-"0-1)* and other relevant laws and regulations. These efforts adhere to the principle that “those whogenerate are responsible those who transmit are responsible those who use are responsible and those who store areresponsible” ensuring continuous improvement in the Bank’s information security and privacy protection system.
99 100Social: Practicing Finance for the People
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External Recognition Security Operations Center (SOC)
Security Incident Correlation Analysis Security Automation
Unified Log Collection Management and Display ArrangementDuring the Reporting Period the Bank was awarded the “DemonstrationInstitution of the Security Management of Mobile Finance Customer APP” award Cybersecurity Application Security Data Security Security Management
by the Beijing National Financial Technology Certification Center. The Bank also Digital Hardware Security Host Vulnerability Web Vulnerability
received a 2C rating in the 2023 Information Technology Regulatory Assessment Firewall Antivirus Wall Code Audits Certificate DLP Module (HSM) Scanning Scanning
Intrusion Application Cryptographic Data Document Security Unified
by the National Financial Regulatory Administration ranking first among rural Detection Anti-DDoS Firewall Platform Watermarking Encryption Configuration Management
commercial banks in the Suzhou region. During the Reporting Period the Bank Security APIAPT Monitoring Wireless Biometric Access Automated VulnerabilitySecurity Authentication Hardening Management Governance Penetration Testing Management
obtained ISO 27001 certification for its Information Security Management System. User Behavior VPN DevSecOps Component Data Masking Cross-Network ThreatManagement Analysis File Transfer PAM Intelligence
Web Tamper Database Classification And
Email Security DNS Security RASP Proofing Bastion Host Categorization
Physical Security Endpoint Security Host Security Security Services
Environmental Sever Room Endpoint Endpoint Host Vulnerability
Strategy Monitoring Inspections Admission Control Anti-Virus Scanning Cloud Security
Penetration Attack And
Testing Defense Drills
Dual Patch Vulnerabilit Security Alarms IoT Device Log Audits Access Control Critical InfrastructureAuthorization Management Authentication Crowdsourcing Testing Protection
Entry/Exit Video Cirtual Desktops Self-Service Honeypots Bastion Hosts Mobile App Attack SurfaceApproval Surveillance Terminal Security Security Monitoring Management (ASM)
Identification of Risks and Opportunities Local Disaster Remote Disaster Desktop Secure Browser Intrusion Antivirus Classification Security Recovery Recovery Management Detection Protection Training
Endpoint Data Zero Trust Micro- Database Trade Secret
Impact Potential Loss Prevention Segmentation Auditing
Protection Assessment Cyber Insurance
Risk Type Description of Risk Impact Duration on Value Financial CountermeasuresChain Impact Construction Progress as of the Reporting Period End: Completed: 62 Under Construction: 11 Planned: 7
the Bank has strengthened its
In the event of an business continuity Security Technology System Construction
information security incident Short Increase in management regularly conducts
the Bank could face and OperationsLegal Risks operating information security inspections
regulatory penalties and medium Downstream costs carries out IT risk assessments
reputational damage. term and continuously enhances its Impact Risk and Opportunity Management
information security framework.Impact Potential Strengthening Security MeasuresOpportunity Impact
Type Description of Opportunity on Value Financial Duration CountermeasuresChain Impact
The Bank is dedicated to constructing a comprehensive information security and data privacy risk management system to meet
By leveraging technological Encryption techniques and access the needs of its digital transformation and strengthen its information security capabilities. By implementing measures such as
measures to improve controls are used to protect data
Medium Reduced
host security development and the construction of a SOC the Bank continues to strengthen its cybersecurity defenses to
information network security security while privacy-preserving
and long operational computing technology enables enhance the Bank’s security operations and protective capabilities ensuring the stability and security of financial services while Technological capabilities the Bank Operations
Opportunities term
costs secure and compliant data creating a solid barrier to protect the Bank’s innovative development and client asset safety.enhances the safety of increased
business operations and sharing fostering business revenue
enhances customer trust. innovation and optimizing the
customer experience. Controllable Infrastructure EnvironmentThe Bank has established a “Two Cities Taizhou Offsite DisasterThree Centers” infrastructure enabling Recovery Center
Information Security Strategy Planning dual-active data centers within the same
city and offs i te disaster recovery
Wujiang Primary
ensuring high availability and business
The Bank is committed to enhancing its overall information security capabilities. To this end it has formulated the 31#*+$%'/%45)%' Data Center
continuity.
6%'8)"&01#7'9#*:'8)=>';-<='IJIK'L'IJIM'E*()&#-1)*'F"05*)7)+2'."B"7)G"*-'C7#* which incorporates the improvement of the
information security system into the Bank’s strategic plan aiming to continuously improve cybersecurity defenses ensuring
Shengze Local
business continuity and healthy development. In order to better protect the Bank’s information assets and achieve Data Center
comprehensive control over network assets the Bank has established a new security technology system that integrates
detection response prevention and disposal of attack behaviors. This includes embedding security standards throughout the
entire application system lifecycle.
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The Bank continuously conducts quarterly IT risk assessments focusing on the following key areas: information system security
management; system development testing and maintenance management; system operation management. The assessments
help effectively identify and address potential risks in management processes leading to continuous improvements in
information technology and security management across the organization.Physical Security
The Bank’s production center sever room and Risk Assessment and
key areas are equipped with environmental Risk Identification Risk Control and ResponseAnalysis
monitoring patrol inspection and alarm Cybersecurity
systems for security. The sever rooms utilize The Bank has established a The Risk Management Based on the results of these
facial recognition fingerprint scanning and process for identifying Department conducts regular assessments comprehensive
access cards for authentication. Access By means of routing control and network information security risks risk assessments to evaluate risk prevention measures are
requires prior approval and access control isolation firewalls are deployed with pinpointing areas of the potential impact of risks implemented and high-risk
minimal access policies and network vulnerability in its on business operations then areas are independently and logs and surveillance footage are retained for
traffic mirroring is used to detect cybersecurity management. prioritizes the risks and thoroughly monitored to a specific period. assigns corresponding minimize risks.abnormal intrusions while an operations preventive measures and the
audit system manages network devices necessary resources based on
Host Security implementing dual-factor login and their priority.operation auditing.All hosts are equipped with security systems
and undergo regular vulnerability scans.Server access is managed through bastion Application Security
hosts and two-factor authentication ensuring
standardized configurations and regular The Bank carries out an annual specialized cybersecurity audit covering areas such as network cybersecurity and data security.checks. The Bank’s business applications use In 2024 the Bank conducted a specialized audit on the security management of payment-sensitive information. The audit
multi-factor authentication. Online focused on key areas such as password management and specially engaged merchant management identifying potential risks
banking transactions are protected by and driving corrective actions to continuously improve information security management effectiveness.digital signatures to prevent tampering
and transaction records include customer
Data Security
IP and MAC addresses. Security Customer Privacy Protection
management for applications is
In accordance with the'!"#$%&"$'()&' strengthened through hardening and
!#*#+""*-')('.#-#'/"0%&1-2 important data is vulnerability scanning. The transaction The Bank fully respects and protects client privacy. In channels involving client information such as online banking mobile Apps
classified and managed at different levels. fraud prevention system is integrated and WeChat the Bank strictly enforces client privacy protection policies:
Backup and recovery strategies are in place. with key business systems deploying
Data extraction and queries require approval anti-fraud rules to enable high-risk alerts
through the data asset management platform. and prevent fraudulent transactions.Sensitive information is encrypted for added 1 When clients use specific functions The Bank follows the principle of 2
security. for the first time a pop-up window informed consent clearly stating in
informs them about data collection
Endpoint Security its privacy agreements the potential practices and data is only collected
uses and risks of personal data.after receiving client authorization.The Bank deploys a security operations
management system on endpoint
computers providing antivirus protection Each time a client logs in or
patch management and control over conducts a transaction the relevant When a client closes their account
mobile storage media. The Bank data is verified. Transaction data is the Bank deletes the relevant privacy
investigates and resolves product defects digitally signed using certificates to data from the backend.reported by regulatory authorities to 3 prevent tampering. 4
ensure endpoint security.
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For the information security rights for consumers the Bank conducts self-inspections in five key areas related to consumer Protecting Consumers’ Rights and Interests
information security rights: collection of personal information; storage and transmission of personal information; access and use
of personal information; provision and deletion of personal information; third-party cooperation. The Bank treats personal Building Trust-based Defense Line
information protection as a foundational long-term responsibility ensuring it is institutionalized and normalized. It strictly
enforces the main responsibility for personal information protection.Governance
Heightening Security Awareness Governance Framework
The Bank regularly conducts cybersecurity emergency drills and specialized training to enhance the cybersecurity awareness of The Bank has established a three-tier organizational system for the protection of customers’ rights and interests: decision
its staff. These efforts strengthen the Bank’s defense capabilities and ensure that the “Three-One-Five” Development Strategy is management and execution. The Board of Directors has set up a Consumer Rights and Interests Protection Committee and the
effectively supported. Financial Consumer Rights and Interests Protection Leading Group led by the Legal and Compliance Department at the Head
Office works together with other departments to coordinate customer protection efforts. The Consumer Rights and Interests
To improve the ability to handle sudden cybersecurity incidents and establish a scientific efficient and rapid emergency Protection Center under the Legal and Compliance Department is responsible for leading the organization coordination
response mechanism the Bank has developed an NB"M'82O"&$"0%&1-2'E*01<"*-'P"&+"*02'C7#* and established an emergency supervision and guidance of other departments and subordinate institutions to protect the rights and interests of consumers.response leadership team led by the executive responsible for technology with participation from relevant department heads.This team is responsible for organizing coordinating guiding and inspecting the Bank’s management of cybersecurity incident
Assume the ultimate responsibility for the protection of consumers’ rights and interests undertake overall
responses. The Bank regularly carries out cybersecurity emergency drills and specialized training for all staff followed by planning and guidance for the protection of consumers’ rights and interests and incorporate the
periodic assessments to ensure that the Bank’s business systems operate securely and stably. Board of Directors protection of consumers’ rights and interests into the business development strategy and corporate culture
of the Bank.Key Performance Supervise and evaluate the performance of the Board of Directors and senior management in the Board of Supervisors protection of consumers’ rights and interests.During the the Bank got engaged in 2 cybersecurity drills in particularly participating in 1 phishing
Reporting Period Promote the effective implementation of strategic goals and policies concerning the protection of email drill of the Jiangsu Rural Commercial United Bank and independently implementing customers’ rights and interests guide the establishment of an effective management system clarify the
1 Senior Management responsibilities of each branch and relevant departments and improve the assessment and evaluation red-blue team attack and defense drill. The drills systematically verify the Bank's mechanism for the protection of customers’ rights and interests.
capabilities in threat monitoring emergency response and vulnerability remediation.Consumer Rights and Carry out relevant work as authorized by the Board of Directors discuss and decide relevant matters and
Interests Protection study major issues and important policies on the protection of consumers’ rights and interests; establish
and improve the management system for the protection of consumers’ rights and interests and ensure the
Committee effective implementation of relevant policies and the achievement of relevant objectives.Metrics and Targets
Be established under the leadership of the Legal and Compliance Department of the Head Office and
comprise members who come from the Retail Banking Department the Department of Agriculture
The Bank is committed to enhancing its data support capabilities and emphasizes data security as a critical focus. It has Rural Areas Farmers and Inclusive Finance the Network Finance Department the Financial Market
established information security risk management indicators and goals collecting relevant data to monitor and track information Financial Consumer Headquarters the Financial Science and Technology Department the Planning and Finance
security risks ensuring that these risks remain within controllable limits. Department the Operations Management Department and the General Office.Rights and Interests
Take the lead in organizing and implementing the requirements of the senior management on the
Protection Leading consumer protection work of the Bank; formulate consumer protection systems for aspects such as
Group product and service review complaint management internal assessment and financial literacy publicity
Key Performance and education; promote the effective implementation of the Bank’s product and service management
systems to meet the relevant requirements for the protection of consumers’ rights and interests; and
no information security incidents or catastrophic accidents caused by cyberattacks nor any update relevant systems promptly in accordance with supervisory requirements and changes in the
In 2024 unexpected interruptions in important systems networks or businesses occurred in the market.Company. The Bank implemented effective control of IT outsourcing risk achieved 0 leakage
of customer privacy data and comprehensively safeguarded the safe and sound operation of Consumer Rights and Undertake the protection of consumers’ rights and interests in the Bank and organize coordinate
financial businesses. Interests Protection supervise and guide other departments and lower-level institutions in the protection of consumers’ rights
and interests.Center
105 106Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
Policies and Systems Strategy
In strict compliance with the ;#Q')('-5"'C")G7"H $'6"G%O710')('851*#')*'-5"'C&)-"0-1)*')('8)*$%"&$H'61+5-$'#*<'E*-"&"$-$>'-5"'EG7""*-1*+'
!"#$%&"$')('-5"'C")G7"H $'9#*:')('851*#'()&'-5"'C&)-"0-1)*')('D1*#*01#7'8)*$%"&$H'61+5-$'#*<'E*-"&"$-$>'and other laws and regulations the Identification of Risks and Opportunities
Bank has formulated the !"#$%&"$'()&'-5"'R<1*1$-&#-1)*')('-5"'C&)-"0-1)*')('D1*#*01#7'8)*$%"&$H'61+5-$'#*<'E*-"&"$-$')('-5"'31#*+$%'/%45)%'
6%'8)"&01#7'9#*:'8)=>';-<= the C"&$)*#7'D1*#*01#7'E*()&#-1)*'C&)-"0-1)*'C)7102')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)=>';-<= to
establish a sound system for the protection of financial consumers’ rights and interests and strengthen customer service Explanation of Impact Impact
Risk Type Description of Risk Financial Duration on Value Countermeasuresmanagement. Impact Chain
Assessment Mechanism Any poor performance of the Bank in Build the system and
the protection of financial consumers’ Decrease in Short mechanism for the protection
rights and interests may lead to operating medium Down- of financial consumers’ rights The Bank establishes a mechanism for assessing the performance in the protection of customers’ rights and interests Legal risks regulatory penalties damage to income and and interests promote the
incorporates the protection of customers’ rights and interests into the performance assessment system for institutions and reputation and other negative and long streamincrease in popularization of financial
term
employees at all levels and ensures the implementation of efforts in the protection of customers’ rights and interests. By setting impacts which could adversely affect operating costs knowledge and handle
up a Compliance Evaluation Checklist the Bank assesses and scores employee service behaviors in dimensions such as quality the business operations of the Bank. customer complaints.service information disclosure information protection marketing publicity and complaint management.Actively respond to national
policy requirements and expand
financial services and products
Capacity Training according to local realities; Any failure of the Bank to respond Upstrea strengthen market research and
promptly to consumers’ financial Short Reduction in m and customer demand analysis
To comprehensively improve the quality of financial services and effectively protect consumers’ legal rights and interests the service or product needs or meet and Market risks operating downst optimize financial products and
Bank has offered multiple specialized training sessions and invited experts for exchange to enhance employees’ awareness and customer demands may lead to medium service processes in a timely
understanding of the protection of customers’ rights and interests. difficulties in expanding credit
revenue ream
term manner improve response speed
business.and customer experience and
enhance customer feedback
Key Performance mechanisms and after-sales
services.During the 1609 person-times of participants received the Bank’s In recent years the concept of Strengthen employees’
Reporting Period training on the protection of customers’ rights and interests. “financial consumers” has gained compliance awareness handle
increasing attention and the awareness
Medium complaints effectively strictly of the protection of financial Reduction in adhere to the protection of
Reputation consumers’ rights and interests has and Downsoperating consumers’ rights and interests
risks been raised. Any occurrence of serious long treamrevenue systems formulated by the Bank
customer complaint in the Bank may term and hold individuals accountable
affect the brand image and reputation for violations of the Bank’s
of the Bank.Case regulations.Study Training on the Protection of Customers’ Rights and Interests
In July 2024 the Bank invited experts in banking service marketing and consumer Impact Potentialprotection research to offer training for all employees on “the Interpretation of Opportunity Description of Opportunity Impact on Value Financial CountermeasuresType DurationConsumer Protection Policies and the Handling of Customer Complaints” aiming to Chain Impact
enhance the Bank’s performance in the protection of financial consumers’ rights and Increase investment in
interests and improve the overall service quality of the Bank. technology equip professional The rapid development of financial Increase technical staff to continuously
technology provides the Bank with in Medium innovate service models use
Technological more technological means to protect operating and Operations technologies such as big data to
Opportunities customers’ rights and interests and income long downstream analyze customer needs provide
can effectively improve the quality of term
personalized and precise financial
customer service.services and enhance the
customer experience.
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Forging Toward a Better Future 2024 Sustainability Report
12
Strategic Planning for the Protection of Consumers’ Rights and Interests
Classification of Timely Reporting and
Based on the Guidelines on the 61$:'C&"B"*-1)*'#*<'8)*-&)7'()&'C"&$)*#7'8%$-)"&$H'D1*#*01#7'E*()&#-1)*'C&)-"0-1)*'8#$"$'1*'-5"'31#*+$%' Major Emergencies Classified Submission
6%'8)"&01#7'9#*:'/2$-" and the'R%<1-'C�-10"'A%1<"71*"'S)='KLR%<1-')('-5"'C&)-"0-1)*')('D1*#*01#7'8)*$%"&$H'61+5-$'#*<'E*-"&"$-$ issued Based on the scope and severity of impact major Each unit should follow the principles of timeliness
by the Jiangsu Rural Credit Union the Bank incorporates the protection of financial consumers’ rights and interests into emergencies affecting financial consumers are classified accuracy and completeness and report to the business
corporate governance corporate culture and business development strategy fully implementing the protection of financial into four levels: extremely severe (Level I) major (Level management departments and the Legal and
consumers’ rights and interests. II) significant (Level III) and general (Level IV). Compliance Department of the Head Office in a timely
manner.Impact Risk and Opportunity Management 3
Establishment of an Emergency
To effectively prevent and respond to potential risks in the protection of consumers’ rights and interests work the Bank Response Working Group
continuously improves the protection of consumers’ rights and interests review mechanism. This includes measures such as
Upon receipt of the report the Leading Group will promptly form an Emergency Response Working Group
strengthening financial product reviews improving emergency management mechanisms for unexpected events optimizing
consisting of relevant department heads professional technical personnel legal advisors and other experts or
complaint management and enhancing financial publicity and education to safeguard the legitimate rights and interests of
designate the leading department for emergency response.customers.
45
Review of Financial Products
Development of a Specific External Reporting
The Bank has formulated the Administrative !"#$%&"$'()&'C&1)&'6"B1"Q')('-5"'C&)-"0-1)*')('D1*#*01#7'8)*$%"&$H'61+5-$'#*<'E*-"&"$-$')(' Emergency Response Plan
31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)=>';-<= to implement prior review for the protection of financial consumers’ rights and A specific emergency response plan should be developed The emergencies should be reported to the People’s
interests. According to the principles of precedence independence and objectivity relevant functional departments providing and implemented. Relevant departments should fully utilize Bank of China the National Financial Regulatory
financial products and services should submit relevant business rules fee pricing and agreement terms for review before new their business resources and work experience to propose Administration the Jiangsu Rural Credit Union the public
products and services enter the market to protect consumers’ rights and interests throughout all aspects of product design emergency response suggestions and take effective security organs and other relevant authorities as
marketing and promotion and product sales. measures to carry out emergency response efforts. required.By establishing a preemptive review mechanism for the protection of consumers’ rights and interests the Bank ensures that Emergency Response Process for Major Emergencies
business departments can manage and control a series of processes such as the retention time of customer personal
information purchase channels contract signing locations and risk notifications. We disclose information that may influence
consumer decisions fully alert business risks and safeguard the eight rights of financial consumers including the right to
Enhancement of Customer Satisfaction
know property security and information security thereby effectively fulfilling the obligation to protect consumers’ rights and
interests. The Bank attaches great importance to customer service quality and has formulated the !#*#+""*-'!"#$%&"$'()&'8)*$%"&'
8)G7#1*-'T#*<71*+')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)=>';-<= to standardize the management of consumer complaint handling
Emergency Management and ensure that consumer complaints are addressed in a timely and effective manner. The Bank’s consumer complaintmanagement is subject to a management system featuring “centralized management territorial management counterpartThe Bank has formulated the P"&+"*02'6"$G)*$"'C7#*'()&'!#U)&'P"&+"*01"$')('D1*#*01#7'8)*$%"&$')('31#*+$%'/%45)%'6%'8)"&01#7'handling and division of responsibilities”. The Consumer Rights and Interests Protection Center under the Legal and Compliance
9#*:'8)=>';-<= to regulate the emergency response to major emergencies in the protection of consumers’ rights and interests.
Department undertakes the management of consumer complaints across the entire bank and is equipped with staff to handle
Internally the Bank has established a Leading Group for Emergency Response to Major Emergencies in the protection of
the complaints.consumers’ rights and interests with the President serving as the group leader the leaders in charge of the protection of
consumers’ rights and interests as the deputy group leader and the heads of each unit as group members. The group is
responsible for the unified leadership and command of the treatment efforts related to major emergencies in the protection of Make Accept Handle Organize
consumers’ rights and interests and as necessary decide to request instructions from or report to local governments and based on statistical complaints and file
regulatory agencies. The office of the Leading Group for Emergency Response is located in the Legal and Compliance findings analysis
Department which is responsible for leading organizing coordinating and supervising all units in the emergency response to
Investigate Provide Determine
Conduct
major emergencies affecting financial consumers. assessment and
and verify feedback responsibility evaluation
Consumer Complaint Handling Process
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The Bank has established smooth complaint channels by integrating hotlines for the protection of consumers’ rights and Case
interests account service and elderly service and standardizing and publicizing channels and relevant information. Additionally Study Launch of the “3·15” Financial Security Publicity Campaign
the posters for the protection of consumers’ rights and interests are circulated on electronic screens in branches. Furthermore
the Bank actively organizes the “President Reception Day” activities to allow the President to listen to the urgent and pressing On the occasion of “3·15” in 2024 the Bank launched a series of financial security publicity activities set up
demands of the public and creates a harmonious and healthy financial environment. During the Reporting Period the Bank publicity boards and brochures in the public education areas of its business outlets and rural inclusive financialreceived a total of 418 complaints from external sources and participated in 4 dispute mediation cases through the “Suzhou service points and utilized the screens and TVs of its business outlets to circulate publicity slogans and postersBanking and Insurance Dispute Mediation Platform”. with a view to enhancing the financial literacy of the public.To further enhance financial knowledge disseminationthe Bank cooperated with various towns to jointly carry out a series of activities themed “Seeing Beautiful Villagesin Jiangsu” and “Sending Drama to the Countryside” to promote the financial knowledge publicity prompt the risk
Knowledge Dissemination and Publicity for the Protection of telecom fraud guard against illegal financial activities and protect the people’s financial security.of Financial Consumers’ Rights and Interests
The Bank actively carries out knowledge dissemination and publicity for the protection of financial consumers’ rights and
interests. We have formulated the !#*#+""*-'!"#$%&"$')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)=>';-<='for Knowledge
Dissemination and Publicity for the Protection of Consumers’ Rights and Interests. The Consumer Rights and Interests
Protection Center under the Legal and Compliance Department is primarily responsible for drafting the annual financial
knowledge dissemination and publicity plan organizing various activities and formulating the annual training plans for the
protection of consumers’ rights and interests.Case
Study Financial Knowledge to the Countryside Beneficial Policies to Farm Fields
In May 2024 the Bank held a “five-entry” event for
the centralized education and publicity on financial
knowledge and a special publicity event themed
“Entry into the Countryside”. The “Five-Entry” con-
centrated education and publicity event focused on
business scenarios and high-frequency matters
related to the daily lives of the public and was
carried out in the rural areas communities cam-
puses enterprises and business districts. RelyingCase “School-Bank Collaboration to Build a Line of Defense – Xiaoyuan Anti-Fraudon the Bank’s “Jiangcun Service Station” inclusive Study Protection for Campus” Campaignfinancial service points the “Entry into the Coun-tryside” special event enhanced the public’s finan-
cial literacy of the public and their ability to identi- In May 2024 the Bank dispatched the Xiaoyuan Service Team to the campus to launch an anti-telecom fraud
fy and prevent risks by bringing financial knowl- publicity campaign. We shared typical case studies and provided a detailed explanation of the type of frauds that
edge and people-friendly policies to the fields students in this age group might encounter. We also organized an interactive anti-fraud quiz distributed ID card
villages and houses through on-site explanation holders with anti-fraud labels and invited both faculty and students to in raising fraud awareness. Through these fun
case analysis and other forms. and engaging activities. we aimed to deepen the understanding of anti-fraud knowledge among students and
faculty.
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Key Performance
Practicing Finance for Positive Societal Impact
During the
Reporting Period the Bank held a total of 180 events for financial consumer protection education and Nurturing Hope for People's Livelihoods
publicity with a total duration of 360 hours.Social Welfare and Charity
Metrics and Targets We always uphold our social responsibility actively participate in
public welfare causes support sustainable social development
The Bank in accordance with the spirit of the Central Financial Work Conference has formulated the following objectives and contribute to the achievement of the goal of common prosperity
work plan of protection of customers’ rights and interests for 2025 to improve the financial system optimize financial services and strive to become “a Value Bank Highly Recognized by Society”.and prevent and mitigate risks: As the Honorary President of the Sixth Board of Directors of the
Wujiang Charity Federation the Bank remains committed to giving
back to society actively participate in charitable activities and
continually make contributions in the social welfare domain. Relying
on the “Rainbow Volunteers” and “Xiaoyuan Service Team” brands
we collaborate with pioneering party members and key business Honorary President of the Sixth Board of
personnel to strengthen our volunteer service efforts including Directors of Wujiang Charity Federation
Enhancing the Effectiveness Resolving Disputes Optimizing Personal
of Complaint Coordination through Multiple Channels Information Protection support for exam candidates elderly assistance and community
Mechanisms convenience services. We are building a standardized and
According to the 8)*$%"&' Customers are encouraged to The Bank has revised relevant sustainable public welfare service system.C&)-"0-1)*';1*:#+"'8)*-#0-'D)&> the mediate disputes through the personal financial information
Bank has clarified the personnel Suzhou Banking and Insurance protection policies conducted
responsible for complaint Dispute Mediation Platform which self-checks to enhance data
handling in each department and can reasonably divert complaints governance and security Charitable Donations
business clearly defining each to reduce the total number of management for the entire lifecycle
department’s tasks in complaint redirected complaints. of personal financial information
treatment. Through a complaint and improved the management of
register complaints are promptly personal customer financial Case 坚守初心，新春捐赠显担当recorded accurately dispatched information security. Study
assigned to dedicated personnel
and reviewed within a specified
time frame with timely feedback
provided on the results. In 2024 the Bank participated in the "Charity Donation
for New Year" event in Wujiang District. During the
event the Bank once again demonstrated its commit-
ment to love and responsibility by making a donation
of RMB 2 million. This donation will be specifically used
to support charitable efforts in Wujiang District allow-
ing more people in need to feel the warmth and care
of society.In addition the Bank was awarded the title of "Most
Charitable Donor Enterprise of 2023". This recognition
Indicator Goal Achievement in 2024 is not only an affirmation of the Bank’s charitable
achievements over the past year but also a recognition
of the Bank's long-standing commitment to charity and
Customer Complaint Resolution Rate Resolution Rate: 100% √ 100% active participation in public welfare undertakings.
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Case
Study Pairing Empowerment to Strengthen Villages Enrich People and Support Development
Voluntary ServiceProviding Themed Volunteer Services: Under the theme of “Singing the Song of Youth Assisting the Realization of RuralThe Bank has actively fulfilled its role as a host bank for rural revitalization and further integrated public welfare and Revitalization” the Bank set up a youth commando team and joined hands with ministries commissions and bureaus as well ascharity with the promotion of village-level economic development. In 2024 the Bank launched a targeted assistance enterprises and institutions to carry out a series of activities to help and benefit farmers including “Caring for the Elderly and thecampaign for Zhong'anqiao Village in Zhenze Town a key village in Suzhou City. Through measures such as upgrading Young” “Delivering Operas to the Countryside” and “Delivering Public Welfare Services to the Countryside”. We also launched
the financial service station in Zhong'anqiao Village expanding sales channels for agricultural products and developing the "High-Quality Credit Village" project introduced a new module to the “Jiangcuntong” digital platform and promoted the
agricultural cultural tourism and study routes we are driving village empowerment and enriching the people. “Digital Credit for Benefiting Farmers”. Throughout the year the Bank conducted 20 special assistance activities for farmers
benefiting over 8000 people.By providing financial support the Bank helped build
solar-powered street lights to improve rural infrastruc-
ture making it more convenient for villagers to travel at
night. Through special donations we also organized the In collaboration with the Wujiang Charity Federation the Bank carried out the "Caring for the Elderly and
Dragon Boat Invitational during the Dragon Boat Festival Children" event donating "love packages" to the elderly living alone in rural areas. We also investigated the
to further promote the development of the village's agri- situation of children with difficulties in the schools for children of migrant workers in Wujiang District organized
cultural cultural and tourism businesses and create a volunteer service teams to visit the schools and provide centralized assistance and donated "love packages".mass brand of cultural and sports activities.Case
Study Mobilizing Employees to Awaken Big Energy with Small Acts of Kindness
The Bank focuses on organizing and mobilizing employees to participate in charitable donations while engaging in
charitable and public welfare undertakings. In 2024 we encouraged employees and their families to participate in
special donation events such as the “One Day Charity Donation” and Tencent’s “99 Public Welfare Day” to further
sow the seeds of love and charity and promote traditional Chinese virtues.During the "Jiangcun Service Station · Beautiful Rural Encounters" series activities to assist farmers and benefit
the people the Bank distributed "love packages" to impoverished villagers set up market stalls and provided
inclusive financial services credit knowledge promotion public welfare donations for poverty alleviation displays
and sales of agricultural and sideline products through the supply and marketing cooperatives delivery of
services to the countryside from Jiangsu Cable Network and public welfare medical services from BOE Hospital.Providing Regular Volunteer Services。The Bank organizes volunteers across the Bank to set up the “Xiaoyuan Service Team”and the “Jiangcun Service Station” village manager service team to carry out regular promotion of financial knowledge and
provide haircutting mending and other public welfare services in the countryside schools and factories as well as door-to-door
services for the elderly in conjunction with the construction of the grid. Throughout the year we have carried out 235 public
welfare activities involving 340 volunteers and benefiting 17200 people.
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Case Case
Study Protecting Beautiful Villages with Financial Knowledge Study Joining Hands with Hospitals to Build a Defense Line for Healthy Finance
The volunteers of the Bank entered Shanwan Village in Fenhu to carry out a financial knowledge publicity
campaign themed the “Entry of Financial Knowledge into the Countryside”. They introduced laws concerning The volunteers of the Bank joined hands with
anti-telecom frauds to over 200 villagers through on-site explanations case analyses and prize-based Q&A Suzhou BOE Hospital to launch the "Bank-Hospital
analyzed five common telecom fraud cases taught anti-fraud techniques and helped villagers protect their money. Cooperation to Build a Line of Defense for Healthy
Our volunteers also invited villagers to watch anti-fraud films to help enhance villagers’ anti-fraud awareness. Finance" event in Yejian Village of Tongli Town.The event provided villagers with health checkup
services and promoted financial knowledge
deepening villagers’ understanding of deposit
insurance counterfeit money prevention and other
basic financial knowledge. The villagers actively
signed up and eagerly participated in the event.Case
Study Xiaoyuan Service Team Delivering Special Door-to-Door Services to Warm Hearts
The volunteers of the Bank carried out a financial publicity activity themed "Building Beautiful Villages
Strengthening the Anti-Fraud Defense Line" at the "Jiangcun Service Station" in Kaixiangong Village Miaogang Grandpa Lu in Tuncun Village was injured in a traffic accident and had limited mobility. The volunteers of the
Town. They explained the knowledge on anti-telecom fraud and demonstrated methods of identifying counterfeit Tuncun Branch visited Grandpa Lu to assist him with the authorized face-to-face signature process.currencies in a variety of forms.The husband of Aunt Zhao from Xiangcheng suddenly suffered a stroke and became bedridden. The volunteers in
the Xiangcheng Branch of the Bank went to her home to verify the situation opened a green channel and
assisted Aunt Zhao in activating the financial function of her spouse’s social security card.Case
Study 暖心护航高考季
During the National College Entrance Examination the volunteers of the Bank set up 17 support points for the
exam season across Wujiang District Wuzhong District High-tech Zone and Xiangcheng District. We provided
The volunteers of the Bank also visited the Tuncun Elderly Activity Center to promote financial knowledge and “Love Exam Assistance” services offering free stationery sets photocopying services rest seats and anti-heat
enhance the risk prevention awareness of elderly consumers by distributing leaflets answering inquiries and medications to students and their families cheering for the students and supporting their dreams.conducting scenario drills. In scenario drills they simulated interactions between fraudsters and the elderly and
demonstrated four major traps allowing elderly consumers present to feel the harm of financial fraud in the scene.
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Case Support for community development
Study Lending a Hand with Love: Blood Donation Drive
In January 2024 the Bank actively organized a team of volunteers to participate in a voluntary blood donation
campaign practicing social responsibility through concrete actions. Volunteers rolled up their sleeves and passed
Construction of Integrated Community Service Points
on their love with warm blood contributing their valuable efforts to ensure the supply of blood for clinical needsand help to save lives. This vividly interprets the spirit of volunteerism of “dedication fraternity mutual assistance The Bank is committed to supporting community develop-and progress”. ment. Given the rising expectations of residents for enhanced
community experience in the context of digital life we have
established the “SZRCB Service Station” as part of a compre-
hensive community service model. This service station blends
banking and community ecosystems offering both financial
and non-financial services through collaborative partnerships
with local streets and communities. Through thoughtfully
designed online and offline scenarios we engage residents in
frequent and effective interactions collaborating with com- SZRCB Service Station Activities Snapshot
munities to enhance overall service levels.Community Services for Newly Employed Group
The Bank organizes and carries out ideological guidance and services for newly employed groups launches the Party Building
Case
Study Public Welfare Bazaar to Safeguard Workers’ Money Service Project themed “Bringing Warmth to the ‘Newly’ Employed Groups” and set up the Party Building Service Alliance for
Newly Employed Groups. We have held a total of 76 activities such as free health consultation legal aid skills training and
On March 2024 the volunteers of the Bank in collaboration with the Xiliu Social Work Service Agency in Wujiang summer camps for children of newly employed groups and more than 3000 gift packs were distributed to warm the hearts of
District jointly held a public welfare bazaar themed "Inheriting Lei Feng's Spirit Continuing the Red Bloodline" to Newly Employed Groups.protect the money of the worker group. At the event volunteers patiently and carefully introduced to workers how
to effectively prevent financial fraud and illegal fundraising answered their questions regarding personal finances
and further raised their financial security awareness by distributing promotional materials and giving out small gifts
thus sending them the warm care of the Bank.Warming the “Newly” Employed Groups to Move Forward Together
Indicator Unit 2024 In addition the Party Committee of the Bank has set up rest stations for new citizen groups at 14 outlets and offered the "Six
Exemption Services" as a heartfelt initiative aimed at new citizen groups providing genuine care and attention. In January 2024
as part of the "Bringing Warmth to the ‘Newly’ Employed Groups" service project a charitable assistance fund was established.Public Welfare and Charitable Donation Funds RMB 10000 224.23 The first batch of five new industry practitioners addressed their urgent problems and worries with the fund allowing more ser-
vices to accurately benefit newly employed groups and support "steady happiness".
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Strategy
Identification of Risks and Opportunities
Explanation Impact
Risk Type Description of Risk of Financial Reporting on Value Countermeasures
Impact Period Chain
*Improve recruitment and
training mechanisms to attract
and retain talented individuals;
The outflow of important *Enhance employee care and
management personnel or Reduction in
Operational Short term Operations communication to continuously
professionals may negatively Operating
Risks Mid term boost employees’ sense of
impact the stability of Revenue happiness and belonging;
operations and business
*Focus on employees’ needs
development of the Bank.Upholding People-Centered Development Creating a and expectations to effectively
improve employee satisfaction;
Tapestry of Happy Life
*Incorporate talent selection
development utilization and
The Bank always adheres to a people-centered approach committed to creating a democratic harmonious safe and retention into the strategic
comfortable working environment. We build multi-dimensional career promotion pathways fully empowering talent planning;
development and providing a broad career development platform for employees at various positions and stages. We aim to Focus on people-centered *Define career development
create a positive working environment where every employee can experience a sense of achievement belonging and happiness Market development and enhance Increase in Short term Operations paths provide fair promotion
Opportunities employee skills to lay a solid operating
transforming the Bank into an organization where employees gain more happiness. Mid term mechanisms and create a
talent foundation for the income
harmonious and inclusive
long-term development of the
corporate culture atmosphere;
Governance Bank. *Improve corporate culture
building and enhance
The Board of Directors of the Bank views human resources as the core driver of sustainable development scientifically employee’s cultural recognition.formulating strategic planning for human resources to ensure that human resources management is highly aligned with and
deeply integrated into the Bank’s strategic orientation. The senior management of the Bank is responsible to the Board of
Directors and resolutely implements the strategic deployment. Internally we have established a comprehensive and closely Human Resource Strategy Planning
linked human resources management system that covers all functions.To ensure the smooth implementation of human resources planning the Bank’s senior management has set up a dedicated The Bank has made “building a bank where employees gain more happiness” one of the key goals of the “Three Banks”
Human Resources Department responsible for employee recruitment training development compensation and benefits. The strategic vision. Guided by the Party’s innovative theories the Bank continues to explore innovative paths for employee growth
Bank strictly adhere to laws and regulations such as the ;#O)&';#Q')('-5"'C")G7"V$'6"G%O710')('851*# and the ;#O)&'8)*-�-';#Q')('-5"' fully safeguarding employees’ rights and interests. It has implemented numerous physical and mental well-being actions
C")G7"V$'6"G%O710')('851*# and have formulated a series of rules and regulations including the !"#$%&"$'()&'!#*#+""*-')(';#O)&' fostering a healthy civilized and vibrant corporate culture that encourages full participation from employees creating a stable
8)*-�-')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)';-<= !"#$%&"$'()&'!#*#+""*-')('6"0&%1-"*-')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:' foundation of happiness for the hardworking employees at the Bank. Based on the F5&""LW"#&'T%#*'6"$)%&0"$'."B"7)G"*-'C7#*'()&'
8)';-<=>'!"#$%&"$'()&'!#*#+""*-')('PG7)2""'P<%0#-1)*'#*<'F*1*+')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)';-<=>'#*<'!"#$%&"$'()&' -5"'6%'8)"&01#7'9#*:'/2$-"')('31#*+$%'C&)B1*0" the F#7"*-'."B"7)G"*-'C7#*'()&'-5"'XK-5'D1B"LW"#&'C7#*'C"&1)<')('31#*+$%'6%'
!#*#+""*-')('PG7)2""'8)G"*$#-1)*')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)';-<= These regulations establish a full-process 8)"&01#7'9#*:$ and the ."B"7)G"*-'/-&#-"+2'C7#*'()&'31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)';-<='(&)'IJIY'-)'IJIZ and in light of
management system that covers strict recruitment selection precise education and training scientifically designed its own reality the Bank has developed and implemented the T%#*'6"$)%&0"$'C7#*'()&'31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)=>';-<='compensation and benefits and clear and transparent promotion systems. (&)'IJIY'-)'IJIZ= The goal is to build “a benchmark bank leading the industry a value bank highly recognized by society and abank where employees gain more happiness”. The plan focuses on the all-round introduction cultivation utilization and
At the same time the Party and Mass Work Department of the Bank plays an essential role in meeting employee needs management of talent aiming to develop four high-quality talent teams specializing in operational skills marketing professional
promoting employee care and continuously improving the working environment. Each business department deeply integrates technology and business management. Adopting a systemic approach the Bank continuously optimizes its recruitment training
into the human resources management system focusing on specialized talent development and differentiated incentives and development incentive and constraint mechanisms striving to elevate its human resources to a new height and provide strong
constraints. We systematically enhance employees’ professional skills and fully stimulate their innovative potential and value talent support and intellectual guarantees for the Bank’s high-quality development.creation abilities. Branch offices play a crucial role in human resources management directly managing employees and team
building. They strive to create a collaborative and positive team atmosphere where employees can truly feel a sense of During the Reporting Period the Bank was awarded the “5A Credit Unit in Labor Security in Suzhou City” and the
belonging and value in their daily work injecting continuous impetus into the sustainable development of the entire bank. “Outstanding Demonstration Member Unit for Building Harmonious Labor Relations in Suzhou City”.
121 122Social: Practicing Finance for the People
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Impact Risk and Opportunity Management
The Bank places great importance on the workforce stability and continues to strengthen human resource risk preventioneffectively laying a solid foundation for its development. The Bank upholds the principle of “promoting based on performanceevaluating talent by achievements allowing for the advancement and demotion of leaders and enabling the free entry and exitof employees” and applies a scientific and democratic management model. The Bank places a high value on employee
development and training establishing a comprehensive system that offers a wide range of training courses and learning
opportunities. It has created “energy hubs” and “refueling stations” to support employees in their personal career growth. The
“sense of fulfillment” experienced by employees is not only reflected in their career advancement and professional skill
development but also in the Bank’s commitment to understanding and addressing employee needs through interviews and
satisfaction surveys. The Bank ensures personalized care for its employees fully safeguarding their well-being and integrates
the creation of a “happy bank” into every aspect of their work and personal lives. Recruitment Site
Recruitment and Employment Number of New
Employees
Recruitment Management
1Person
The Bank has developed the !"#$%&"$'()&'!#*#+""*-')('6"0&%1-"*-')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)';-<= and other relevant
systems. Based on a comprehensive analysis and review of the Bank’s human resource needs the Bank formulates an annual 13Person
recruitment plan to ensure the scientific and standardized nature of the recruitment process accurately matching talent with
organizational needs. Throughout the recruitment process the Bank treats all candidates equally and strictly executes the 93Person 157Person
conditions outlined in the recruitment announcement. This ensures a fair just and transparent recruitment process.The Bank focuses on targeted strategies continuously strengthening the construction of talent sources. It has established a Number of New Number of New
recruitment model centered on campus recruitment with social recruitment as a strong supplement aiming to attract excellent Employees by Employees by
talent from various fields. The Bank actively provides employment opportunities for university students and organizes campus Gender Age
recruitment presentations winter and summer internships and other activities to build a bridge for students to communicate 78Person
with society. In addition leveraging the brand advantage of “Suzhou Rural Commercial Bank” the Bank has designed a
recruitment visual system and created a recognizable brand image with the “Suxiaoyu” mascot further enhancing the promotion
and visibility of the Bank’s employer brand. The Bank actively provides employment opportunities for university students by
hosting campus recruitment events organizing summer and winter internships and creating a bridge between students and Female Male Under 30 (Exclusive) Years Old
society. 30 (Inclusive) to 40 (Exclusive) Years Old
40 (Inclusive) to 50 (Exclusive) Years Old
“Looking for the Koi Dream “Koi Dream·Fish Fry” InternshipTeam” Campus Recruitment Program
*The Bank actively plans and *The Bank strengthens cooperation
collaborates with universities to with key universities by establish-
hold campus recruitment fairs and Unique Recruit- ing internship bases and graduate
ment Model
participate in various recruitment stations expanding talent
and job fairs to attract more recruitment channels.outstanding graduates.
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Remuneration and Benefits
Employee Diversity Structure
The Bank attaches great importance to the structural optimization and diversification of its workforce and continues to promote Remuneration Management
the diversification of the workforce in terms of age gender educational background and professional ability effectively
enhancing organizational vitality and innovation capability. To continuously motivate employees enhance their work experience and sense of belonging and promote the Bank’s steady
operation and sustainable development the Bank has developed the !"#$%&"$'()&'!#*#+""*-')('PG7)2""'8)G"*$#-1)*')('31#*+$%'
Employee Structure /%45)%'6%'8)"&01#7'9#*:'8)';-<= In accordance with relevant requirements employee compensation is divided into three major
components: basic salary performance-based pay and benefits. The Bank strives to build a remuneration distribution
mechanism that balances efficiency and fairness business development and risk compliance and short-term performance with
Indicator Unit 2024 long-term benefits.Performance Appraisal and Appeals
Total Number of Employees Person 1975
The Bank has established a comprehensive and all-encompassing performance evaluation system covering all roles and
Signing Rate of Employement Contract % 100 functions. Based on its business reality the Bank has developed an incentive mechanism that balances both short-term and
long-term goals. In the multi-dimensional and multi-layered performance management process the Bank emphasizes the
Number of Employees of Minority Nationalities Person 7 coordinated development of scale efficiency structure and risk. The Bank integrates core concepts such as social responsibility
and risk control into the appraisal system while also including key indicators like structural optimization and efficiency
Percentage of Employees of Minority Nationalities % 0.35 improvement. This helps create a reasonable incentive and constraint mechanism empower business development and drive the
improvement of the “new quality productive forces”.Proportion of Female Management % 35.27
In terms of the appeal mechanism the Bank places great importance on two-way communication between employees and
supervisors. By utilizing digital tools the Bank has established a stable and efficient performance feedback system allowing
280 Person employees to access their performance appraisal results through a mobile APP.
455 Person
947 Person During the Reporting Period the Bank conducted in-depth data analysis combined with a comprehensive grassroots research
284 Person to reshape performance management for 2024. We optimized the way performance scores are distributed improved the
three-tier structure and established effective links between different tiers and peers while reasonably assigning common and
Number of Number of
individual indicators. In 2024 100% of employees of the Bank underwent regular performance appraisals.Employees Employees
(by Gender) (by Age)
Employee Benefits
1028 Person
956 Person The Bank prioritizes employee needs and is committed to building an employee-oriented welfare system. It legally maintains
employees’ social insurance and housing funds and ensures that employees enjoy statutory holidays paid annual leave sick
leave work injury leave and other vacation rights. Additionally the Bank offers employees a series of unique benefits including
Female Male Under 30 (Exclusive) Years Old supplementary commercial insurance meal subsidies health check-ups holiday allowances birthday benefits and group
30 (Inclusive) to 40 (Exclusive) Years Old activities. These benefits are designed to support employees’ work physical and mental well-being and overall quality of life
40 (Inclusive) to 50 (Exclusive) Years Old thus fostering strong motivation for the Bank’s long-term development.
50 Years Old or Above
Benefits and
Remuneration
289 Person 208 Person
2024 Social Insurance Coverage Rate Per Capita Paid Annual Leave
Number of Below Bachelor’s Degree
Employee (by 100% 8.78DaysBachelor’s Degree
Education Master’s Degree or Above
Level) Number of Employees in Difficulty Amount of Assistance for Employ-
Receiving Assistance ees in Difficulty
1478 Person
14Person 4.1RMB 10000
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Democratic Management and Employee Satisfaction Training and Development
Democratic Governance Employee training
The Bank has consistently carried out democratic management for employees strengthened the construction of trade union The Bank has formulated a series of policies such as the !"#$%&"$'()&'!#*#+""*-')('PG7)2""'P<%0#-1)*'#*<'F*1*+')('31#*+$%'
organizations and established regular communication and home visit mechanisms. These efforts aim to gain a deep understanding /%45)%'6%'8)"&01#7'9#*:'8)';-<= and the !"#$%&"$'()&'!#*#+""*-')('E*-"&*#7'F*"&$')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)';-<=
of employee needs and fully ensure employees’ rights to be informed participate express their views and supervise. The Bank fully to advance the scientific institutionalized and standardized approach to education and training. With a focus on basic
utilizes the democratic management and democratic supervision roles of employee representatives to protect their legitimate rights management and capability enhancement the Bank adheres to the principle of combining internal and external training. Using
and interests. By the end of the Reporting Period the trade union membership reached 100% covering all employees. This has truly both online and offline teaching methods including lectures discussions and practices the Bank expands training channels
ensured that every employee is integrated into the democratic management system jointly building a harmonious and progressive broadens the training scope and builds a comprehensive employee training system that covers all levels business areas and
corporate environment. positions. This empowers employee growth and business development.The Bank emphasizes practical action and broad public recognition conducts mutual evaluations between departments and
branches implements “one-on-one interviews” with employees organizes anonymous voting for democratic evaluations of
managers and pioneer the “Public Review System” to select reserve talents. These initiatives allow the exercise of employees’ right
to speak participate and supervise creating a new environment where employees can rise and fall based on merit and fostering a Promotion of the “Three Major” Training Programs
fair and just environment for striving.During the Reporting Period the Bank held the 16th session of the 5th Employee Representative Congress where 16 proposals Professional Skill Empowerment and
Leadership Refinement Training
were discussed and deliberated including the IJIY R**%#7'[)&:'6"G)&->'-5"'IJIY'R**%#7'6"G)&-')*'PG7)2""'/%G"&B1$)&$H'[)&:>'and the' Enhancement Training Specialized Training
C&)G)$#7'()&'-5"'IJIK'/#7#&2'9%<+"-. The representatives present voted on the proposals by anonymous ballot resulting in 16 resolutions.Growth Potential Cultivation Training
Democratic
Governance
“Koi Dream Fish Leap” Training for
Training for Employees via Social
New Employee Hired via Campus New Client Manager Training
Recruitment
2024 Number of Projects Approved Number of Projects Approved Proportion of Labor Union Recruitment
by the Employee Congress by the Employee Congress members to In-service Employees
16Item 2 100 Creation of “Two” Course SystemsItem %
Internal Courses External Courses
Employee Satisfaction
The Bank places great importance on employee happiness and conducts an annual happiness index survey to listen to
employees’ genuine voices precisely identify and promptly address their real issues. In 2024 the Bank conducted an employee
happiness index survey by focusing on seven key dimensions including health protection interpersonal relationships training
The Bank places great emphasis on
opportunities work adaptation compensation and benefits self-realization and career development. The survey results showed The Bank strengthens the
the development of its internal
a 9.17% increase in employee happiness compared to 2023. technological support for training trainer team focusing on three management integrating and
core areas: department systematizing employee training
collaboration trainer cultivation
Key Performance Building a records internal trainer database and trainee experience to Internal trainer
learning platform and external instructor resources. It effectively improve the quality and team building has also developed an online
effectiveness of training. The Bank
In 2024 the Bank conducted a “Happiness Index” survey with a participation rate of learning management system currently boasts 139 internal defining appraisal requirements to
98.27 96 trainers with over 42% of them improve the refinement and % and % of employees reported feeling happy. being management achieving full intelligence of training management.
coverage across business lines.
127 128Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
Case Case
Study Internal Trainer Talent Show Study “Koi Dream Fish Leap” New Employee Training Camp
From April to October 2024 to further explore and cultivate an outstanding team of instructors with far-reaching In January and July 2024 the Bank successfully held two sessions of the “Koi Dream Fish Leap” New Employee Training
influence and broad dissemination in their professional fields and to build a solid support system and talent guarantee Camp. Through systematic teaching the program helped new employees quickly adapt themselves to the working
we are driving high-quality development across the Bank. We successfully held the “Internal Trainer Talent Show” environment better integrate into the Bank family and complete the transition from “campus life” to “work life”.focusing on five major themes: company business retail business risk prevention operations management and open
innovation. The event attracted enthusiastic participation from employees across the Bank. Outstanding competitors
thoroughly analyzed business challenges shared practical insights and vividly told workplace stories showcasing the
style and charm of our in-house trainers from multiple dimensions. The competition saw the emergence of a group of
excellent in-house trainers accumulating a large number of high-quality courses. This not only improved the internal
trainer system but also achieved a closed-loop management model featuring explicit experience structured knowledge
and systematic inheritance injecting new momentum into the Bank's business transformation and talent development.“Koi Dream Fish Leap” New Employee Training Camp
Case
Study Middle Management Training Class
Internal Trainer Talent Show
In April 2024 the Bank successfully held the middle management training class. Through a combination of online and
offline training specialized lectures and self-learning the program comprehensively trained high-quality middle
management team.The Bank has built the “Koi Dream Series” distinctive training system which is structured around four chapters: Fish Fry Fish
Lurk Fish Leap and Fish Soar. This system covers internship programs recruitment new employee training and further
training continuously empowering employee growth and promoting the talent pipeline development of the Bank.Koi Dream Fish Fry Internship Program
Koi Dream Fish Lurk Personnel Recruitment Middle Management Training Class
Koi Dream Series
Training System of
Suzhou Rural
Commercial Bank Koi Dream Fish Leap New Employee Training
Koi Dream Fish Soar Enhancement Training
129 130Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
Case Learning and Thinking Practicing with Dedication - Case Focus on practical action wisdom amassment for empowerment
Study “Koi Dream - Koi” Client Manager Rotating Training Study - management personnel and three major think tanks training
From May to July 2024 the Bank successfully held the “Koi Dream - Koi” client manager rotating training. This training In October 2024 the Bank successfully held management personnel and three major think tanks training. Using
targeted client managers with differentiated precise teaching methods optimizing the training format and upgrading diversified teaching methods including case analysis role playing and interactive discussions the training aimed to
the curriculum system to cultivate a client manager team with forward-thinking vision and professional capabilities. improve the comprehensive quality of management and staff empowering the Bank’s high-quality development.“Koi Dream - Koi” Client Manager Rotating Training
Management Personnel and Three Major Think Tanks Training
Case
Study Credit Loan Marketing Training
In June 2024 the Bank successfully held a credit loan Employee
marketing training program. The training focused on training
innovative approaches and methods for credit loan issuance
addressing practical challenges and issues in credit
operations optimizing credit resource allocation and Investment in Number of training Number of employee
improving credit management levels. employee training programs conducted training sessions
Credit Loan Marketing Training
464RMB 10000 73Item 180Session
Case
Study Learning and Reflecting Action with Distinction - Comprehensive Teller Rotating Training Total number of Employee training Average Training Duration
participants in training coverage per Employee
From July to August 2024 the Bank successfully held the comprehensive teller rotating training. Based on the principle
of “internal training as the main focus supplemented by external training” the training upgraded course content 52080 100% 134.39Hour
distilled practical experiences and developed a team of comprehensive tellers with high business proficiency strong Person-times
risk awareness and excellent service quality.Comprehensive Teller Rotating Training
131 132Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
Employee Development Putting Employee Care into Practice
The Bank adheres to the principle of “focus on practicality performance and responsibility” and is committed to providing a Employee Care Management
broad development platform for all employees. The Bank implements a fair open and just selection process creating multiple
development paths in both management and professional sequences offering employees a stage to showcase their talent.The Bank is concerned with the physical mental and cultural well-being of employees. It has established a Party and Mass
Activity Center and an employee medical office along with 13 employee clubs to provide abundant sports facilities. Additionally
The Bank has established a five-level job sequence system based on the Management the Bank has set up an employee counseling room offering a private and warm space for employees to express themselves. It
nature of job positions and has set up a position-level evaluation system for Sequence
05 01 also provides tailored psychological health training to different employee groups to help them maintain a positive mindset. The different sequences. Each year it conducts employee position evaluations Bank has also launched the “Know Your Employees” interview series using home visits one-on-one talks and other channels to
considering basic qualifications and using qualification evaluation models to Business
Marketing gain a deeper understanding of employees’ work and life circumstances. This enables the Bank to provide the most considerate
comprehensively assess employees’ positions allowing for promotions and Sequence Functional
Management care and support.salary increases. The Bank conveys a clear talent cultivation philosophy Five Major Sequence
through practice regardless of whether employees are at the grassroots level Sequences The Bank continues to innovate its employee care methods by opening new channels for team-building activities that combineor in key positions. The principle of “performance determines the hero and 04 02 regional collaboration and branch coordination. These activities including themed group building events ensure timelycontribution earns rewards” is applied enabling employees to increase their Operational organization and full participation across all employees enhancing their sense of gain happiness and belonging.income while continuously improving and growing. Support Professional Sequence
03 Technology In 2024 the Bank in combination with regional features with team competitions launched the “One City One Competition” Sequence
theme group-building activity. During various holiday periods the Bank organized a series of events including New Year’s
themed activities Lantern Festival riddles talent showcases children’s art exhibitions employee-parent summer camps internal
Employee trainer skills competitions tour guide talent showcases and themed movie screenings. These events throughout the year
Development enriched employees’ leisure time making them feel deeply cared for and valued.Focus on Female Rights Protection
Number of employees having Percentage of employees undergoing internal
successfully transitioned or applied transfers or applying for internal positions
The Bank is committed to protecting the rights of female employees and gives special attention to women during pregnancy
internally 21.97% maternity and breastfeeding periods ensuring they receive legal protections for special labor rights. Each year the Bank
434Person organizes various activities for female employees on occasions such as Mother’s Day and International Women’s Day to care for
their physical and mental health and to celebrate the spirit of women.Democratization of Protection of the Rights and
Talent Selection and The Bank strictly follows the A%1<"71*"$'()&'-5"'/"7"0-1)*'#*<'RGG)1*-"*-')('!1<<7"'!#*#+""*-'1*' Interests of Female Employees
Employment 31#*+$%'6%'8)"&01#7'9#*:$'#*<'-5"'!"#$%&"$'()&'!#*#+""*-')('!1<<7"'!#*#+""*-')('31#*+$%'/%45)%'
6%'8)"&01#7'9#*:'8)';-<= to create a scientifically standardized selection and appointment
process. It implements a comprehensive archival management and full-process supervision Proportion of Number of Employees Return Rate from
mechanism promoting the democratization institutionalization standardization and scientific Female Managers on Maternity Leave Maternity Leave
management of talent and cadre selection. This ensures that truly capable and recognized talent
stands out injecting strong momentum into the Bank’s development. 35.27% 52Person 100%
Striving forAdvancement and The Bank adheres to the principle of “promoting the capable accommodating the average andAchievement removing the incompetent” in its personnel selection using objective performance indicators to
assess the abilities of leaders. It implements mechanisms such as the “Elite Program”
“Transparent Meritocracy” and “Trial and Probation” providing a development platform for all
employees. The Bank has established dynamic management systems for a reserve leadershippool an industry expert pool and a high-level talent pool forming the three major “SZRCB ThinkTanks”.
133 134Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
Case Case
Study “Caring for Women Creating Shared Success” | Online Training for Female Employees Study Caring for Mother’s Health on Mother’s Day - Free Health Consultation
In March 2024 the Women’s Federation of the Head Office in collaboration with the Trade Union hosted an online
training program for female employees titled “Caring for Women Creating Shared Success”. The training aimed to In May 2024 the Bank’s Trade Union collaborated
guide female employees to face workplace challenges with self-respect self-confidence independence and resilience with Suzhou BOE Hospital to host a free health
enhancing their self-protection awareness and skills. After the training female employees expressed their enthusiasm consultation event for Mother’s Day. This event
to demonstrate their strength and contribute to the high-quality development of the Bank with their “female power”. provided female employees with professional health
advice and consultation services aiming to guide
them in paying more attention to their own health.Case “Spring Appointment Blooming the Charm of Women” -
Study International Women’s Day Themed Team-building Activity
In March 2024 the Bank’s Trade Union in collaboration with the Women’s Federation organized a Women’s Day Enrichment of Employee Activities
themed team-building event. This carefully designed event featured a spring outing to appreciate the flowers and
a hands-on crafting experience. The event was held in a relaxed and joyful atmosphere allowing participants to
enjoy the festive spirit and inject new vitality into their work.Case
Study Lantern Riddle Guessing for Lantern FestivalIn February 2024 the Bank organized a “DragonSoars Fortune Leaps Joyful Lantern Festival” riddle
guessing event for employees. This activity was held
both online and offline with prizes awarded to
employees who answered correctly. The event was
met wi th enthus iasm a l lowing everyone to
experience the charm of traditional culture furtherpromoting the construction of the Bank as a “happybank”.Case
Study Parent-child Summer Camp for Employees
Case
Study “Women Empowered Revitalizing the Path of Work” – Women’s Cadre Training In July 2024 the Bank’s Calligraphy and Painting Cluborganized 20 employee families for a “Children’s HeartToward the Future” parent-child summer camp activity.In March 2024 the Bank organized the “Women During the event children were guided by staff to visitEmpowered Revitalizing the Path of Work” themed sites such as Sanjiao Well Zhongshan South Road and the
study and 2024 annual women’s cadre training Dongtaihu office building. In addition under the instruction
activity. The training consisted of four segments: of professional instructors employees accompanied their
speeches recognition of outstanding individuals children in calligraphy and painting creation and pastry
thematic lectures and experiential visits aiming to making with parental assistance. This event enriched the
further unite and empower the strength of women. summer life of employees’ children and enhanced
emotional communication between parents and children.
1351362024年，本行创新推出“一城一赛”主题团建模式，通过总支联动、区域协同，工会委员衔接项目走进基层职工，为不同区域职工定
制开展团建，形成组织及时、覆盖全面的群众性文体团建新模式。2024年开展“一城一赛”4场，覆盖职工400余人。 Social: Practicing Finance for the PeopleForging Toward a Better Future 2024 Sustainability Report
Case
Study "One City One Competition" Themed Team Building
In 2024 the Bank introduced an innovative "One City One Competition" themed team-building mode. Through the
linkage cooperation of the general and subordinate Party branches and the coordination efforts across different regions
committee members of the Trade Union visited frontline employees of projects and customized and organized
team-building activities for employees in different regions forming a new timely and comprehensive mode of cultural
and sports team building. In 2024 four "One City One Competition" events were held covering over 400 employees.
137 138Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
Case Employee Health and Safety
Study Visits and Caring Activities for Double Ninth Festival
In October 2024 the Bank leadership visited and extended greetings to retired employees aged 90 and above Enhancement of Safety Management
offering them respect and holiday blessings. The Bank is committed to providing thoughtful services to retired
employees caring for their mental well-being and ensuring their physical needs are met. This helps foster a strong The Bank in strict accordance with the laws and regulations such as the ;#Q')('-5"'C")G7"V$'6"G%O710')('851*#')*'[)&:'/#("-2'and thesense of organizational belonging among employees steadily advancing toward the beautiful vision of a “happy D1&"'8)*-&)7';#Q')('-5"'C")G7"V$'6"G%O710')('851*#> has established various internal regulations including the !"#$%&"$'()&'!#*#+""*-')('bank”. D1&"'/#("-2')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)';-<= and the P"&+"*02'6"G)&-1*+'/2$-"'()&'!#U)&'PB"*-$'#*<'P"&+"*01"$'#-'31#*+$%'
/%45)%'6%'8)"&01#7'9#*:'8)=>';-<= The Bank has set up a dedicated security department responsible for organizing safety
management across the entire organization. The Bank’s security is managed directly by the Head Office at the branch level with
each branch appointing a safety administrator and a part-time safety officer responsible for implementing security measures.Employee
Safety
Number of safety production accidents The number of security emergency drills
0Case 195Session
Number of work-related deaths
Case
Study Celebrating the Anniversary of China Hosting the First Employee Art Performance
0Person
At the end of September 2024 the Bank held an event themed "Towards the Future with SZRCB" to celebrate the
75th anniversary of the People's Republic of China and also the first Employee Art Performance of the Bank. The Case
event provided a broad platform for talent display and inspired employees to create excellent works such as songs Study Safety Management Work Meeting
sketches and recitations centered around the agricultural credit culture. It resonated with both the inheritance of
rural credit spirit and the pulse of the times vividly illustrating the patriotic sentiment of "advancing with the
country prospering with the farmers" and effectively enhancing employees' sense of belonging and value In 2024 the Bank held a safety management work meeting for the second half of 2024 to review the safety and
security situation of the Bank for the year implement safety management requirements and arrange security
recognition.measures for the peak season at the end of the year and beginning of the next. The meeting was attended by leaders
heads of departments and branches and all safety officers of the Bank. At the meeting leaders emphasized the
importance of safety awareness and management and proposed four key requirements regarding the current security
situation and the peak season. In addition at the meeting awards were given to the “Security Star” units and the
“Security Vanguard” individuals in the second half of 2024.Scene of the Safety Management Work Meeting
139 140Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
Protection of Employee Health Creating a Safe Environment
The Bank attaches great importance to employee health and safety organizing annual health checkups for all employees. The The Bank adheres to the safety development concept and regards fulfilling social responsibilities and obligations for work safety as a
checkup items are dynamically adjusted based on occupational characteristics and disease development trends. Professional core task. In accordance with the'9#*:'/#("-2'C&"B"*-1)*'6"\%1&""*-$ (GA38-2021) security facilities have been built for key locations
personnel are arranged to interpret the medical reports and provide reasonable medical advice and health management plans such as business premises self-service equipment self-service banks networked monitoring centers data centers server rooms and
for any abnormalities ensuring employees are fully informed of their health status. In 2024 the employee checkup coverage equipment rooms to create a compliant work safety environment. The Bank has developed the PG7)2""'/#("-2'T#*
rate reached up to 100%. /%45)%'6%'8)"&01#7'9#*:'8)';-<= to continually improve the safety skills and awareness of all employees laying a solid foundation
for the Bank’s work safety initiatives.The Bank has set up a staff medical room to provide comprehensive health protection for employees and their families. The
medical room offers such services as blood pressure and blood glucose monitoring health consultations prescription The Bank continues to implement safety hazard investigations and rectification work strengthening the construction and maintenance
medication wound dressing changes specialized outpatient services and checkup report distribution and interpretation. The management of physical security technical security and fire safety systems. The Bank has actively promoted the digital
Bank has also set up a “green channel” to ensure that in emergencies employees can quickly access quality external medical transformation of security and fire prevention achieving intelligent control analysis early warning and handling of key areas and
resources and receive professional medical assistance promptly. critical links in security and fire safety creating a favorable safety environment for operations and ensuring the safety of both
employees and clients.Case Safety Education
Study “Emergency” Care Immediate “Response” and Training
In June 2024 the Bank partnered with Suzhou BOE Hospital to conduct an AHA emergency response training Number of Safety Training Sessions Number of Participants in Safety Training
program aimed to popularize emergency rescue knowledge and improve the emergency response and treatment
ability of the public and employees. All 104 employees in the Bank’s front-line teller positions participated in this 5Sessions 2396Person-times
training and obtained professional certification achieving a 100% certification rate for branch front-line staff.Hours of Safety Training Per Capita Coverage Rate of Safety Training
1Hour 100%
Case
Study Fire Safety Drill
In May 2024 the Bank conducted fire safety drills for 133 safety officers using a combination of theoretical learning
and practical exercises. The training included fire safety knowledge a real-life demonstration of fire equipment
immersive fire escape drills and fire-fighting operations. This greatly enhanced the emergency response capabilities
of each participant.Occupational
health
Investment in work-related Coverage rate of work-related Coverage rate of physical
injury insurance injury insurance for employees examinations for employees Fire Safety Emergency Drills
78.09RMB 10000 100% 100%
141 142Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
Case Adhering to Responsible Procurement
Study Fire Safety Emergency Drill Collaborating in Value Creation
In December 2024 the Bank invited the team leader of the Songling Fire Department in Wujiang District Suzhou
and safety management experts to provide training on fire safety knowledge and daily safety management for
business outlets. Additionally the Bank in cooperation with fire rescue units and the building property fire safety Supplier Management
team organized a fire safety emergency drill. Through practical simulation the drill tested and improved the Bank’s
ability to swiftly respond and cooperate in the event of a fire collectively fortifying the fire safety defenses. The Bank has formulated and released the /%GG71"&'!#*#+""*-'/2$-"')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)=>';-<= to regulate
the daily management of suppliers. Adhering to the principles of “fairness justice openness and integrity” we implement strict
control over supplier admission regular assessment and evaluation and supplier exit in the procurement scope. In the principles
of “whoever investigates is responsible” and “whoever reviews is responsible” the management responsibilities of relevant
departments and personnel are enforced to ensure the compliance and standardization of procurement work and enhance the
openness and transparency of procurement activities.Registration of Suppliers Graded Management of Suppliers
*Enterprises register on the Bank's *The Centralized Procurement Management
Fire Safety Emergency Drills procurement platform submit valid Office of the Bank grades vendors
qualification documents and initiate an submitting applications for registration and
registration application. manages the gradation of vendors
submitting applications.Metrics and Targets
During the Reporting Period the Bank boasted a 100% labor contract signing rate a 100% social insurance coverage rate and
zero labor disputes. Employee training investment was RMB 4.64 million with 100% training coverage for employees.During the Reporting Period the Bank achieved its goal of “zero” work safety accidents for the year with no occurrence of work Supplier Evaluation Supplier Exit
safety accidents.*The Centralized Procurement Management *Suppliers with a D rating in the regular
Office of the Bank follows the principle of evaluation are disqualified from all
“whoever uses is responsible for evaluation” procurement projects.and conducts regular annual evaluations and
performance assessments of suppliers based *Suppliers found to have engaged in
on aspects such as quality price delivery inappropriate behavior during supplier
and service. management or centralized procurement
projects are blacklisted with the approval of
the relevant department.Supplier Management Process
143 144Social: Practicing Finance for the People
Forging Toward a Better Future 2024 Sustainability Report
During the procurement process the Bank requires suppliers to sign a Commitment to Integrity and review personnel to sign a For procurement items within the centralized scope The Bank ensures that procurement activities are open and transparent by
Commitment to Self-Discipline for each project. Additionally we properly conduct training on centralized procurement publicly releasing centralised procurement information treating small and medium-sized enterprises (SMEs) on an equal footing
management to strengthen internal understanding of sustainable supplier management enhance integrity management of and creating an open and competitive procurement environment. Additionally the Bank strengthens information disclosure by
suppliers control centralized procurement risks and assist in cost reduction and efficiency improvement. publishing full-process announcements (e.g. tender notices candidate lists award results) in compliance with laws and
regulations optimizing the business environment.Indicator Unit 2022 2023 2024 Key performance
During the Reporting Period 166 centralized procurement projects were completed.Number of Suppliers Supplier 1425 1889 2398
Key Performance Digital Procurement Platform
During the Reporting Period the signing rate of the 8)1-"*-'-) E*-"+&1-2 by suppliers was 100%. In recent years adhering to the philosophy of innovation-driven development and cost reduction with efficiency enhancement
the Bank has continuously deepened the digital management reform of procurement advanced the digitalization of centralized
procurement and optimized procurement management thereby empowering the sustainable development of the Bank.Enhancement of Digital Application Capabilities
Centralized Procurement Management The Bank launched the “Procurement Management System” achieving online approval and review for the full process of
procurement projects significantly improving procurement efficiency and transparency. By continuously expanding information
release channels including self-owned publicity channels such as the official website and the procurement platform the Bank
The Bank has formulated the 8"*-ˊ"<'C&)0%&""*-'!#*#+""*-'!"#$%&"$')('31#*+$%'/%45)%'6%'8)"&01#7'9#*:'8)=>'Ltd.promptly publishes tender information effectively enhancing procurement efficiency and quality. As of the end of the Reporting
establishing a Centralized Procurement Management Committee responsible for decision-making and oversight. This forms a
Period 2398 suppliers were successfully registered and approved on the procurement platform.management mechanism characterized by “unified oversight hierarchical authorization categorized management and mutualchecks” adhering to the procurement principles of openness fairness impartiality good faith and efficiency to carry out
centralized procurement activities in an orderly manner. Advancement of Digital Archive Management
For offline bidding projects the Bank has progressively transitioned from offline archiving to a dual online-offline archiving
Pre-procurement Project approval model. By systematically recording key information of bidding projects the Bank enables full-process tracking significantly Annual plan On-site inspection information Shortlist selection application and improving the efficiency and accuracy of archive management. During the Reporting Period a total of 166 centralized compilation organizationdisclosure review procurement projects were archived cumulatively. Additionally the Bank actively promoted paperless and closed-loop
management of guarantee deposit accounts standardized process nodes effectively mitigating account management risks and
12345
strengthening the security framework for procurement operations.Procurement Procurement result Procurement Procurement review Procurement
contract signature announcement result review organization document issuance
109876
Centralized Procurement Procedure
145 146Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
Environmental:
Developing Green Finance
Guarding Ecological Foundation
Rooted in Wujiang District the Bank is a listed corporate bank headquartered in the Yangtze River Delta
Eco-Green Integrated Development Demonstration Zone and one of the regional local banks that have started to
explore and implement green financial strategies at earlier stage. Under the guidance of the new development
philosophy we have insisted on green finance as a key direction of its unique operation and created a green
financial circle with “finance + technology” to contribute to the construction of a regional green development
market community and comprehensively enhance our green finance capabilities.
147 148Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
Innovating Green Finance Policy System
Safeguarding Climate and Ecology
The Bank has issued multiple internal policies related to green finance such as credit work guidance credit approval guidelines
performance assessment plans and risk preference statements and formed a comprehensive and multidimensional system framework
Governance that includes business processes risk management performance evaluation and green culture construction to continuously
improve the green finance mechanism system.To actively address climate change and protect the ecological environment the Bank has established a “Decision - Management -Execution” three-tier organizational system. We set up a Green Finance Committee under the Board of Directors and a Green Finance Strategy
Department at the management level and appointed Green Finance Liaisons at branch offices forming a green finance organizational
system where the Board of Directors provides overall leadership functional departments offer professional guidance and each branch Identification of Green Finance (Climate) Risks and Opportunities
implements the green finance strategy ensuring the advancement of green finance.Governance Framework Explanation Value
Risk Type Description of Risk Explanation of Financial Impact of Financial Chain Links CountermeasuresImpact Impacted
Acute Risks: Natural disasters triggered by
*Determine bank-wide green finance development strategy or plans; Reduction in Strengthen research communication extreme climate events may damage the Mid-term Operations
Operating and cooperation on green finance and
Board of Directors assets of agricultural loan recipients and Long term Downstream
*Supervise and evaluate the green finance strategy and its implementation. Revenue climate change.increase the probability of default.*Formulate the Bank’s strategies policies and objectives related to Credit Risk Chronic Risks: Stricter environmental policies
and regulations in the future may result in
the development of green finance guide the senior management higher compliance costs and operating
to strengthen the construction of green finance in terms of overall Reduction in Improve the green credit evaluation pressure for customers in industries with Mid-term Operations
Operating system and strengthen ESG risk
planning and incorporate the construction content related to green high carbon emissions and potentially lead Long term Downstream
Decision- Revenue management for customers.finance into the corporate governance and business development to environmental violations that impact
making financial stability and thus increasing the
Level strategies;Green Finance Committee credit risk of the Bank.under the Board of Directors *Urge senior management to effectively execute and implement relevant
green finance development work regularly listen to reports from Increase in Failure to timely track national green finance Closely monitor changes in related
senior management on the progress of green finance development; Operating Costs Mid-term OperationsLegal Risks climate change and related laws and regulations and improve green
and Decrease in Long term Downstream
regulations may result in legal disputes or fines. finance systems.*Supervise and evaluate the comprehensiveness timeliness and Operating Income
effectiveness of green finance-related work as well as the performance
of senior management in fulfilling their duties; Due to intensifying market attention to
climate change and increasingly stringent
regulatory environment high-carbon
industries are facing mounting pressure Improve green finance products and
for low-carbon transformation leading to Reduction in Short term Upstream services to meet the transformation
*Assume responsibility for the management of environmental social Market Risks increased asset price volatility. Operating Mid-term Operations needs of enterprises and reduce
and governance risks and ensure the execution of the Board's Revenue Long term Downstream investments in high-carbon Insufficient innovation in green products industries.decisions on environmental social and risk management. may lead to failure to meet customers’
Managerial green financing needs and result in reduced Senior Management
Level *Formulate the strategic plan and annual work plan for green finance
market competitiveness.which includes aspects such as system construction business
development risk management team building brand shaping and As societal attention to climate change
issues increases poor performance in
internal control compliance. Enhance environmental information addressing climate change or inadequate
Reputation Reduction in disclosure actively develop green review and monitoring mechanisms related Mid-term Operations
Operating finance sustainable investment and
Risks to green finance or financing projects held Long term DownstreamRevenue other businesses to enhance brand
*Establish the Green Finance Department a second-tier department accountable for environmental pollution image.under the Corporate Banking Department take the lead in may lead to reputational damage or affect
customer trust and investor confidence.formulating the annual green finance work plan perform the
Executive placement and management of green loans ensure that loan Green Finance Department Extreme climate may damage data centers Level projects comply with green standards manages guides and Operational Increase in Upstream Strengthen equipment and personnel equipment systems and other Mid-term
Operating Operations safety management and enhance serves the green finance work of grassroots branches and is Risk infrastructure on which the Bank relies thus Long termCosts Downstream emergency response capabilities.responsible for training and team building for personnel in the impacting business continuity.department and related lines.
149 150Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
Opportunity Potential Duration Value
Description of Opportunity Chain Links
Strategic Planning for Green Finance
Type Financial Impact of Impact CountermeasuresImpacted
In the face of the severe challenge of global climate change green finance has become an important tool for addressing climate
The government attaches great change risks and promoting the green and low-carbon transformation and sustainable development of the economy. Under the
importance to the development of guidance of the new development philosophy we are committed to giving full play to our advantages as a local corporate bank
green financeissues a series of policy Strengthen research on relevant
Policy Increase in documents to promote its development Mid-term Operations policies laws and regulations combining our strategic transformation and differentiated brand development with the promotion of local ecological construction
Operating
Opportunities andsupports the development of green Long term Downstream and stay informed about and and economic structure transformation. We have positioned “green finance” as a featured business and incorporated it into the Income
finance through policy tools such as grasp relevant trends. “Three-One-Five” Development Strategy. We have innovatively proposed the “five major transformations” strategy clarified the
carbon emission reduction support
tools. “ecological workshop strategy” deeply implemented the concept of green finance continuously deepened reforms and innovation
and improved the efficiency of green financial services.With the growing environmental Strengthen the innovation and
awareness of investors the promotion promotion of green finance
Integrate the development philosophy of green Promotes the construction of green financial system
of government policies and the products and services to meet finance into the Bank’s overall development strategy in all aspects such as organizational structure policy
Products accelerated green transformation of Increase in
the sustainable investment
Mid-term establish the philosophy of sustainable development system management process business innovation
traditional enterprises the green Operating Operations and financing needs.and Services Long term and create a green corporate culture recognized by financial technology and green operation.finance market is developing rapidly Income Deepen regional characteristics
the improvement in the competitiveness all employees.and inclusive green finance and
of products and services may bring provide precise services for
business opportunities. green transformation.Implementation
Path
With the global concern about climate Focus on the provision of green loans gain support Practice ESG management green consumer finance
change enterprises in high-carbon
industries are accelerating low-carbon Strengthen attention to green from both commercial banking and investment green financial technology and other frontier areas
Market Increase in Upstreamtransformation due to policy pressure Mid-term industries and projects and banking gradually increase the proportion of green of green finance and explore new opportunities for
Operating Operations
Opportunities generating demand for financing of Long term seize development opportuni- loans across the Bank optimize the credit asset Income Downstream business development.technological upgrades and ushering ties in the green industry. structure and continuously strengthen and enrich
in development opportunities for environmental and social risk management measures
green industries.for credit business.
151 152Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
Planning for the Construction of
Green Finance Strategy and Sustainable Development Philosophy
Green Finance System
Strategic Level
Green Finance Priorities
Organizational Structure for Green Finance Environmental and Social Risk Management Green Finance Business
Strategic Level
Green Finance Green Investment
Green Finance Committee Green Finance Liaison Risk Model Technological SupportDepartment ESG Risk Research Green Credit Business Banking Business
Green Finance Performance Management Green Financial Products
100-point Assessment for Green Credit Business Project Task Outline for Green Finance Strategy Green Credit Products Green Financial Bonds ESG Index Products
Business Level Green Operations Environmental and Social Risk Model
Green Office Green Services Green Harmonious Culture Green Purchasing Green Infrastructure Customer Credit Asset Classification
External Communication and Cooperation
Green Credit System
Tool Level
Environmental Performance Monitoring Environmental Benefit Calculation One-click Access to Green Loan Ledger Reporting of Regulatory Statistics
Environmental Information Disclosure by Listed Companies
Disclosure Level
Annual Report Sustainability Report Environmental Information Disclosure Report
153154
Guidance and Promotion
Feedback from PracticeEnvironmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
In terms of technological support the green credit system launched by the Bank integrates environmental and social risks with
the “three checks” of loans and achieves unified management of users clients permissions reports task centers and mo-
Impact Risk and Opportunity Management bile-based convenient approval for green credit business. The business process arrangement for reviewing and verifying the use
of green loans in the credit system has enabled the identification of green attributes in credit business the automation of green
credit data statistics and the management of environmental and social risks. This has provided strong support for reducing fees
Green Finance Risk Management and providing quick approval for green financial business while also ensuring the statistical work for green finance data.The Bank attaches great importance to green finance-related risk management and promotes the integration of environmental In promoting ESG risk management for financial institutions the Bank under the guidance of the regulators helps small and
and climate risk management into the entire process of business and risk management. We continue to enhance our control medium-sized banks quantify the environmental risks to which their own assets are exposed by issuing industry stress test
over the environmental social and governance (ESG) risks of credit customers comprehensively evaluate their ESG reports for small medium and micro customers. In addition the Bank actively participates in the assessment of green financing
performance and scientifically guiding internal credit resources into higher-quality green clients. entities and promotes carbon emission accounting and environmental information disclosure by banking institutions to enhance
the transparency of green finance.In 2024 the Bank actively implemented the “2+N” structural optimization project. While deeply advancing the “deep greenfinance” and “carbon peaking & carbon neutrality” development projects the Bank has developed an ESG evaluation guide for
small and micro enterprises. Based on environmental social and governance indicators we conduct comprehensive Management of Climate Risks
assessments of businesses and prioritize providing re-lending for supporting small enterprises to companies with higher ESG
The Bank attaches great importance to the potential impact of environmental and climate risks and opportunities on overall
ratings.business management. Based on our actual needs we apply the “identification - assessment - response” management process
framework to identify physical risks transition risks and opportunities. We identify potential risks and opportunities assess their
Full-Process Management of Environmental Social and Governance (ESG) Risk potential financial impact duration of impact and value chain linkages impacted. We also analyze risks and opportunities that
green finance and climate change may bring and based on identification and assessment results improve and develop response
*Key Industry Policies: Increase support for green low-carbon and traditional industry transforma- measures according to existing resources and capabilities.tion and upgrading; steadily increase the financing proportion for priority-supported industriesstrictly implement quota management requirements and implement the principle of “gradually Innovation of Green Finance Productsreducing total amount and enforcing structural optimization and adjustment” for controlled
industries with overcapacity or high pollution and power consumption. The Bank considers green finance a key direction for specialized operations and fully supports the construction of the Yangtze
River Delta Eco-Green Integrated Development Demonstration Zone. We have introduced the Green Finance Service Plan to
Credit Due *Entry Review: Clarify the content of environmental and social risk due diligence and require an provide customers with green service solutions such as “Su Lv Rong” “Carbon Reduction Support Tools” “Green Fixed AssetDiligence objective evaluation of the environmental and social risks of customers. Closely monitor the envi-Loans” “Environmental Protection Loans” “Pollution Permit Mortgage Loans” “Water Conservation Loans” and “Carbon Creditronmental credit evaluation results from the Department of Ecology and Environment of JiangsuFinance”. We intensify innovation in green financial products to comprehensively meet the green business development needs of
Province and exclude customers with red or black environmental credit ratings.our clients and strive to become their financial environmental consultant.*Focus on the environment society and governance sort out key indicators such as
environmental protection measures employee welfare and corporate governance struc-
ture take the environmental and social risks of our clients as an important part of the Green Credit
review report and strictly enforce the “one-vote veto system”.“Su Lv Rong (Suzhou Green Finance)”
*Green Approval Channel: Implement differentiated approval provide green channels
and preferential policies for customers with good environmental performance in interest Credit Approval The Bank actively responds to the green and low-carbon development strategy constantly improving the quality and effective-
rate approvals and close relevant processes within one day. ness of green financial services in line with the Guiding Catalogue of Green Industries and the classification and standards for
key areas of carbon emission reduction. In July 2024 we launched “Su Lv Rong” products focusing on supporting the inclusive
financing for small and micro customers that meet the Guiding Catalogue of Green Industries.*Take the management of the customer's environmental and social risks an important basis for
determining the disbursement of credit funds and promptly terminate the disbursement of Case “Su Lv Rong” - Supporting Agricultural Enterprises and Empowering GAP Certification
credit funds if any illegal or regulatory violations occur such as environmental protection or Study
Fund for Ecological Farming Upgradessafety issues.Disbursement An ecological technology company in Wujiang District of Suzhou which was primarily engaged in fish farming and sales
actively promoted agricultural industrialization and had gradually formed an industry chain covering the production
*Strengthen the early warning and monitoring of customers’ environmental and social storage logistics and distribution of freshwater fish to ensure the quality of fish ingredients at each stage and obtainrisks and stay informed about enterprises’ environmental compliance and take relevant the GAP certification. We provided a comprehensive credit line of RMB 4.4 million to support our “Internet + aquaticrisk disposal measures in a timely manner in the event of major environmental and social products sales” fish fry procurement with RMB 2 million obtained from re-lending for supporting small enterprises. This
risk events of clients. Post-Loan
Management solved the long turnover time of the return on accounts receivable and address the urgent needs of customers.
155 156Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
Carbon Reduction Support Tools
Green Wealth Management
The Bank follows the guidance of national policies and supports the green and low-carbon transformation of the real economy.In 2024 the Bank successfully obtained the Carbon Reduction Support Tools qualification from the Central Bank and further To further practice the ESG responsibility investment concept the Bank has pioneered the “ESG for Lucid Waters and Lushexpanded green support products. Mountains” themed wealth management product. From the perspectives of environmental protection social responsibility and
corporate governance it prioritizes investments in various green assets that meet the attributes of green finance. This effort
meets the diverse needs of customers for the allocation of wealth management products and expands the variety of green
Case finance products offered by the Bank. Since its establishment this product has consistently been a core part of the Bank’s
Study Carbon Emission Reduction Policy Tools - Helping Enterprises Save Energy and Reduce Emissions wealth management scale. As of the end of 2024 the outstanding scale was RMB 3.083 billion.In August 2024 under the guidance of the Suzhou Branch of the People’s Bank of China the Bank successfully Optimization of Green Service Mode
launched the first re-lending business as a carbon emission reduction support tool marking a significant
breakthrough in the field of green finance. The Bank adheres to the principle of “professional specialization” maintains its positioning as a local bank fully leveragesregional resource advantages explores local industry strengths and creates innovative service models. We advocate for “actingA distributed PV project of a textile technology company in Suzhou became the first beneficiary case. The Bank as a financial butler” by providing differentiated and comprehensive services to customers. Under the vision of becoming a
utilized 30000 m2 of factory rooftop to build a PV power station with a total investment of RMB 12.7 million. This “Benchmark Bank” and a “Value Bank” through green exploration we are expanding the experience of serving the green
effort achieved an annual saving of 1034 tons of standard coal and a reduction of 2502 tons of carbon dioxide transformation of the textile industry to other industries. On a broader level we aim to contribute to the development of green
emissions lowered the annual electricity cost by RMB 1.6 million and formed a win-win result for both the economy finance and cultivate “new quality productive forces” for the construction of the Yangtze River Delta Ecological Green Integration
and the environment. Development Demonstration Zone.Against the backdrop of deepening green financial reform and with the application of more innovative tools
financial strength will continue to inject momentum into the green upgrade of the real economy and paint a new
picture of coordinated progress between high-quality development and ecological civilization construction. Construction of Municipal Green Financial Platform
The Bank is actively building the Suzhou Green and Low-Carbon Financial Laboratory (hereinafter referred to as the
“Laboratory”) which is dedicated to promoting financial institutions’ innovative services and mobilizing financial resources to
support the regional green and low-carbon transformation and development. Based on Suzhou the Laboratory will focus on
“Water Conservation Loan” and “Water Rights Loan” societal impact and serve local communities with its core emphasis on talent development. Rooted in Suzhou’s financial sector
The Bank deeply integrates with local green development and empowers the intensive use of water resources with innovative and networked through the city’s various functional departments and social resources the Laboratory aims to gather financial
financial tools to promote the dual collaboration of “water conservation + finance” and the green transformation and strength innovate financial support models and promote green development. The “Guide to Low-Carbon Transformation andhigh-quality development of enterprises. In August 2024 the signing ceremony of the first batch of “Water Conservation Loan” Financial Innovation of the Textile Industry” Project is a key project to help the Laboratory advance all tasks and assist the local
and “Water Right Loan” also the signing ceremony of the strategic cooperation agreement between the Bank and the Water traditional textile industry in transformation and upgrading.Affairs Bureau of Wujiang District in Suzhou City was successfully held at the Bank to inaugurate the “Inclusive FinancialWorkstation for Efficient Utilization of Water Resource” and help Wujiang District implement its green strategies of “PartyBuilding + Water Conservation” “Finance + Water Conservation” and “Preferential Policy + Water Conservation”. By the end of Deepening We focus on the pain points of the textile industry government departments industry
Cooperative
2024 the Bank had provided loans totaling RMB 373 million yuan to 15 enterprises which introduced financial “lifeblood” to associations research institutions leading enterprises and other stakeholders are organically Networks
support low-carbon and green social development and accelerated the pace of water conservation efforts in Wujiang. organized through financial links. By combining policy strength resource advantages platform Enhancing Service
Quality and effects and talent wisdom an integrated development mechanism for government banks and
Efficiency enterprises is built providing diversified services for the green development of enterprises.We prioritize the low-carbon transformation needs of the textile industry we cooperate with thegovernment to carry out the “Textile Industry Green and Low-Carbon Financial Services intoEnterprises” activity actively serving transforming customers.Optimizing
Access Channels
We have settled in the Comprehensive Enterprise Service Center of Shengze Town effectively
Strengthening
Service Output combine green and low-carbon development with financial service guarantees and create a
“Finance + Technology” service IP to drive the transformation and upgrading of the textile
industry. During the Reporting Period we actively carried out bank-enterprise activities and
Signing Ceremony served more than 80 enterprises.
157 158* Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
*Systematically analyze the main emission links emission reduction directions andaccounting methods of the textile industry chain using the “GHG Emission ReductionEstablishment of a Methodology” unified standard to quantify the emission reductions brought about byIn 2024 the Bank was awarded the “Sustainable enterprises implementing energy-saving technical transformation measures. The applicable Set of AccountingDevelopment Achievement Award” for key project scope accounting boundaries emission sources emission reduction calculations Methods pre-determined parameters and post-monitoring parameters are clearly defined providing
cultivation by the Suzhou Green and Low-Carbon
a solid foundation for later evaluation and monitoring effectively filling the gap in the
Financial Laboratory. domestic textile industry’s full-process carbon emission reduction accounting.Sustainable Development Achievement Award for Key Project Cultivation
by the Suzhou Green and Low-Carbon Financial Laboratory
*Leveraging the advantages of the Wujiang industrial internet resources establish the
“Textile Industry Energy Consumption and Carbon Emission Monitoring Platform” which isCase divided into three parts: government side enterprise side and service side.Collaborative Cooperation — “Green and Low-Carbon Financial Services into EnterprisesStudy in the Textile Industry” *The government side can oversee the distribution of energy consumption and carbon
emission intensity of enterprises across the town providing data support for theOn April 22 2024 the “Green and Low-Carbon Financial Services into government to grasp the overall sources of carbon emissions analyze the carbonEnterprises in the Textile Industry” event was held at the Government of Building of a Data consumption of enterprises in detail and optimize the management of the carbonShengze Town in Wujiang District. Leveraging platforms such as the “Suzhou Platform emissions in the industrial chain;Green and Low-Carbon Financial Laboratory” Shengze Town organized *The enterprise side provides each enterprise with real-time monitoring profiles of various
enterprises to carry out systematic upgrades in green development energy data conducting personalized carbon emission analysis and calculating carbon
low-carbon transformation brand building smart transformation and network emission reduction performance;
connection etc. This effort led to the emergence of a number of exemplary *The service side publishes the latest developments in green finance and the textile
development cases. A credit granting ceremony was held at which the Bank industry providing users with references for energy-saving products technologies and
provided a credit line of RMB 1 billion. Through the collaboration of related policies and regulations.governments banks and enterprises along with expert empowerment we
accelerated the low-carbon development of the textile industry injecting
green financial momentum into high-quality development. In 2024 2 special *Based on the economic and energy consumption information of the regulated textile
lectures were held at the Enterprise Service Center to empower enterprises’ industry enterprises in Shengze Town the carbon emission intensity of each unit of
green development; the Shengze Branch successfully connected 332 Setting of a Set of production value in five major textile industry processes—such as chemical fiber
enterprises with financing needs with a new credit granting amount of 1.831 production weaving and dyeing—is calculated. A carbon emission evaluation standard
Evaluation Standards
billion yuan. called “Carbon Credit Code” is established classifying and grading the carbon emission
intensity of each unit of production value to provide a precise list for differentiated
financial support.Exploration of Service Model Innovation
In exploring green financial service models the Bank in collabo-
ration with the People’s Government of Shengze Town in Wuji- *Combine the current situation analysis of the textile industry and its carbon emissionang District initiated the “Guide to the Low-Carbon Transforma- characteristics develop the Guideline of Recommended Best Applicable Technologiestion and Financial Innovation of the Textile Industry” Project (BAT) for Carbon Emission Reduction of the Textile Industry in Shengze systematically Development of a summarize the best energy-saving and emission reduction technologies that are
explored the “Five-in-One” green financial service mode of the Technical Guide applicable practically feasible and facilitate to promote on a large scale before 2030
textile industry to help textile enterprises achieve technological provide specific guidance for enterprises’ technological upgrading and transformation
upgrades and comprehensive emission reductions. In 2024 the with an expected average emission reduction of at least 350000 tons per year.“Financial Support for the Low-Carbon Transformation of theTextile Industry” project of the Bank was selected as an excellent
case of green finance due to its contributions to green finance. Awarding Ceremony of “Excellent Case of Green Finance”
This project through the model of “establishing a set of accounting methods building a data platform setting evaluation *Collaborate with local government authorities to launch the “Carbon Credit Financing”standards preparing a technical guide and developing an empowerment plan” meticulously addresses the challenges in support plan which combines “administrative guidance” and “financial incentives.”
developing green financial service standards for the textile industry. By conducting a “Government-Bank-Enterprise” three-party Formulation of an Establish the dynamic whitelist database for enterprises under “Carbon Credit Financing”
cooperation it connects industry transformation and green finance collaborates with government departments to conduct policy and incorporate textile enterprises’ carbon emission levels green product certifications Empowerment Planpromotion and forms a work mechanism of “Government precisely controls carbon enterprises precisely reduce carbon and energy-saving technical transformations and digital management levels into the evaluationindicators forming an action plan to guide the low-carbon transformation of textilefinance precisely supports” guiding credit resources to support enterprises’ technological upgrades and comprehensive emission enterprises.reductions. This fills the gap in financial standards and contributes to the green development and low-carbon transformation of
the local textile industry.
159 160Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
Enhancement of Green Communication and ResearchThe Bank actively participates in exchanges on green finance strengthens researches of green finance and solidifies the foun- Case Participation in the “Conference on Global Influence of Low-Carbon and SustainableTransformation of the Textile Industry” to Jointly Explore the Path to Low-Carbon Sustainable
dation for green development. We maintain close cooperation with multiple government departments think tanks and other Study Development in the Textile Industry
organizations to jointly promote the innovation and market expansion of green finance products. During the Reporting Periodthe Bank carried out 10 green finance-related interactions and exchanges with relevant social organizations and published 12 On October 18 2024 the “Conference on Global Influence of Low-Carbon and Sustainable Transformation of thegreen finance-related reports in the media. Textile Industry” and Suzhou “1030” Industrial Salon Special Session on Chemical Fiber were held at the Renaissance
Suzhou Wujiang Hotel. At the event the Bank the Government of Shengze Town in Wujiang District the German
For climate risk research in 2024 the Risk Management Department published the P]G7)&#-1)*')('871#-"'61$:'!#*#+""*-'C�-10"$'
Society for International Cooperation and the Apparel Industry Influence Research Institute jointly released the
1*'9)*<'E*B"$-"*-$ actively exploring practices to improve risk management under climate-related circumstances.
cooperation initiative for building the international influence and capacity of Shengze’s textile industry in low-carbon
transformation..Domestic and international experts delivered keynote speeches on topics such as “Global Development Trends ofLow-Carbon and Sustainable Fashion Textile Industry” “Active Leadership in the New Fashion of SustainableKey performance Transformation in the Fashion Industry—Brand Practices” and “Transformation Finance Supporting the SustainableDevelopment of Textile Industry Clusters — Green Development and Low-Carbon Transformation Project of the
10 Textile Industry in Shengze Town. They also held themed discussions on “Green Transformation and Upgrade of the During the Reporting Period the Bank carried out greenRegional Brand ‘Shengze Weaving’”. During the sharing session speakers focusing on themes of “Impact andfinance-related interactions and exchanges with relevant social Realization Path of Low-Carbon Sustainable Transformation of the Textile Industry from a Supply Chain Perspective”
12 and “Regional Textile Industry Transformation and Financial Innovation shared innovative practices and jointly organizations and published green finance-related reports explored new models of green circular and low-carbon transformation for the textile industry to offer new ideasin the media. and directions for the sustainable development of the Textile Industry
Conference Site
161 162Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
Under the guidance of the “carbon peaking & carbon neutrality” goal the Bank Metrics and Targets
takes green finance as the entry point deeply integrates into the process of
industrial low-carbon transformation and through measures such as carbon The Bank focuses on increasing credit support for green industries and enterprises and continuously improves the statistical
footprint accounting for the entire product chain and participating in compiling mechanism of various indicators. As of the end of 2024 the green loan balance of the Bank was RMB 5.456 billion with an
the transformation finance directory for the printing and dyeing industry we increase of RMB 958 million or 21.30% from the beginning of the year.integrate multiple resources continuously strengthen green finance innovation
capabilities and build a green finance resource hub. We provide tangible
“finance+” services to enterprises and promote the green development of
industries. Green Credit (based on the statistical data of the People’s Bank of China).During the Reporting Period the Bank fully conduct-
ed research and compilation of the F)Q#&<$'IJYJ^ Balance of Green Credit (RMB 100 million) Increase in Green Credit
D#O&10'8#&O)*'D))-G&1*-'C"&()&#*0"'EG&)B""*-'C7#*.During the Reporting Period the Bank cooperated 2022 36.95 2022 28.34%
with the Economic Development Office of Shengze 2023 44.98 2023 21.72%
Town to conduct carbon footprint accounting for 2024 54.56 2024 21.30%
typical local export fabric products aiming to estab-
lish a standardized management system for product
carbon footprints strengthen the green management
of upstream suppliers promote enterprises to Proportion of Green Credit Energy-Saving and Green Industry (RMB 100 million)
enhance their carbon management system continu-
ously explore energy-saving and carbon-reducing 2022 3.32% 2022 9.93
spaces and innovate financial products forming a 2023 3.59% 2023 14.49
complete closed loop for improving carbon footprint 2024 4.06% 2024 19.08
performance.Clean Production Industry (RMB 100 million) Clean Energy Industry (RMB 100 million)
During the Reporting Period we participated in com-
piling the transformation finance directory for the 2022 0.35 2022 2.47
printing and dyeing industry. The Bank leveraged the 2023 0.52 2023 4.44
0.303.41
foundation for the transformation and upgrading of 2024 2024
the textile industry and the construction of high-end
textile industrial clusters in Wujiang. By referencing
relevant exploratory experiences inside and outside
Jiangsu Province we participated in completing the Ecological Environment Industry (RMB 100 million) Green Upgrade of Infrastructure (RMB 100 million)
compilation of the .1&"0-)&2')('P0)*)10'R0-1B1-1"$'Q1-5'
20220.96202223.18
F&#*$()&#-1)*'D1*#*0"'/%GG)&-'1*'31#*+$%'C&)B1*0"'()&'-5"'
20232.09202323.35
C&1*-1*+'#*<'.2"1*+'E*<%$-&2@ and a clear direction for 2024 3.64 2024 28.05
the green and low-carbon transformation paths of
niche industries.Balance of Domestic Green Bonds within Duration (RMB 100 million)
20221.88
20232.34
20244.20
163 164Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
The Bank actively takes actions to address climate change and comprehensively promote green operation practices to make Implementing Sustainable Operations
financial contributions to the transformation toward a low-carbon economy. Shaping Brighter Future
As a pioneer in green finance the Bank actively responds to national calls practices the green low-carbon concept fulfills envi-
ronmental protection commitments promotes green operating models and integrates deeply into the national new development
pattern with comprehensive and multi-level measures. This helps stimulate industrial transformation and upgrading momentum
and supports high-quality development.Total GHG Emissions (Scopes 1 and 2) Direct GHG Emissions (Scope 1)
In strict compliance with the requirements of laws and regulations such as the Energy Conservation Law of the People’s Repub-
268.98tCO2e 9961.67tCO2e lic of China the Water Law of the People's Republic of China the Law of the People's Republic of China on the Prevention and
Control of Atmospheric Pollution the Law of the People's Republic of China on the Prevention and Control of Water Pollution
and the Law of the People's Republic of China on Prevention and Control of Environmental Pollution by Solid Wastes the Bank
Indirect GHG Emissions (Scope 2) GHG Emission Intensity attaches importance to the construction of a multi-dimensional green operation management system covering greenhouse
gases energy water resources paper waste and pollutants. We continuously promote low-carbon office practices and effec-
10230.65tCO2e 2.45tCO2e/ RMB 1 Million (Revenue) tively reduce the environmental impact of our operations. During the Reporting Period no significant administrative penalties or
liabilities were imposed on the Bank by ecological and environmental authorities for any environmental incidents.Note: Greenhouse gas (GHG) emission calculations are based on the "Guidelines for Greenhouse Gas Emission Accounting and
Reporting for Public Building Operators (Enterprises)" (Interim) issued by the National Development and Reform Commission Resource Conservation
(NDRC). The electricity emission factor references the 2024 Announcement on CO? Emission Factors of Electricity Generation in
2022 by the Ministry of Ecology and Environment (MEE) with the East China regional factor specified as 0.5617 kgCO?/kWh.
Energy Usage
The Bank actively advocates for the philosophy of green and low-carbon operation and strive to improve fine management
practices. We have adopted a series of measures including implementing energy-saving technological transformations
promoting the use of water-saving equipment to reasonably and effectively reduce the operational costs of the headquarters
building.Measures for Energy Substitution and
Energy-Saving Technological Transformation
Installing PV power generation equipment on the roof space of buildings and prioritizing the provision
of clean energy for long-term power consumption scenarios such as basement lighting.Adopt the “human body induction” intelligent control system in areas such as office buildings in
Dongtaihu Branch and Zhongshannanlu Branch to realize on-demand lighting.Implement the intelligent regulation and control of air-conditioning systems through a centralized
management platform set the operating temperature ranges in summer and winter and unify start
and stop times to avoid ineffective operation.The server room in the Data Center was constructed with modular cold aisle technology. Through precise airflow organization
and design optimization it achieves effective separation of hot and cold air significantly improving the cooling efficiency of the
data center reducing overall energy consumption and strengthening energy-saving construction at the data center.
165 166Environmental: Developing Green Finance
Guarding Ecological Foundation 2024 Sustainability Report
Disposal of Wastes
The Bank focuses on full lifecycle management of waste and effectively reduces the impact of waste on the environment by
adopting standardized control classified disposal and recycling. The waste generated by the Bank mainly includes kitchen
2024年 Natural Gas Consumption Gasoline Consumption Total Purchased Electricity waste general waste (including office and domestic waste) hazardous waste (including used toner cartridges batteries and
light tubes) etc. For different types of waste the Bank has set up different treatment methods and standardized the waste
3.43 10000 m3 88319L 18564433kWh disposal process.
Total Energy Consumption Consumption of Direct Energy Consumption of Indirect Energy Waste Disposal Process
2421.40tce 139.83tce 2281.57tce
Comprehensive energy intensity
0.58tce/RMB 1 million (Revenue) Waste Sorting Secondary Sorting Temporary Storage Waste Clearance
Note: The total energy consumption was calculated by reference to the A"*"'6%7"$'()&'8#70%7#-1)*')('-5"'8)G&"5"*$1B"'P*"&+2' All office areas are The cleaning staff carry out The temporary waste The Bank has signed a
8)*$%G-1)* (GB/T 2589-2020). equipped with secondary sorting of the storage room is waste clearance
standardized waste office waste every day at divided into agreement with a
separation bins with designated times to independent storage professional organization
Water Resource Utilization clear labels indicating prevent mixed waste and zones by waste type to with municipal sanitation
the disposal openings transfer the waste to the prevent qualifications to ensure
The Bank actively carries out water conservation actions continuously monitors the water consumption systems of office build- for “Other Waste” and designated temporary cross-contamination. that all types of waste
ings and business outlets and reasonably adjusts the size of water flow and water consumption hours to prevent the running recyclable waste. waste storage room before can be cleaned on a
spilling dripping leakage pollution and waste of water resources. In addition the Bank actively utilizes a rainwater recycling the end of each workday. regular basis.system to achieve the recycling of water resources and effectively reduce municipal water consumption.Case
Study Recycling of Rainwater
The office building of the Dongtaihu Branch is equipped with a rainwater recycling system to achieve water
resource recycling. The collected rainwater is utilized for irrigation in landscaping and other scenarios to effectively
reduce municipal water consumption. The system reduces green water use by more than 60% and allows irrigation
operations during the rainy season to essentially rely entirely on recycled rainwater.Office Area Leisure Space
Collection of
Waste Sorting Hazardous Waste
167 168Appendix 2024 Sustainability Report
Appendix
Indexes
2024年 Total Water Consumption Water Consumption Intensity
/%$-#1*#O171-2
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Chapters and Sections /%$-#1*#O171-2'6"G)&-1*+'1*' 8)G#*1"$')*'/5#*+5#1'/-)0:' Development Topics
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Green Office Standards)
Instructions for Preparation 2-1/2-2/2-3 P1 Article 4
The Bank actively responds to the call for green office and fully implements the philosophy of green office. We’re dedicated to Article 6
/
Message from the Chairman 2-22 P2 / /
cultivating the habit of saving every kilowatt of electricity and every drop of water and work together to effectively reduce
Company Profile 2-1/2-6 P3.1/P3.3 / /
unnecessary waste and foster a positive and green office environment.Milestones / P3.2 / /
About Us Development Strategy / / / /
Conduct pilot work in the office building try a layered management mechanism Corporate Culture / P3.2 / /
Layered Management
implement the accountability system and urge all employees to check the pow- Honors in 2024 / / / /
Mechanism
er-off status of electrical equipment. Performance in 2024 201-1 / / /
Development Highlights: Implementing Five
Major Initiatives Creating a New Chapter for / / / /
Rural Commercial Banks
Actively promote the use of water-saving faucets toilets and other sanitary
Promotion of Sustainable Development Article 11
appliances and achieve a water-saving rate of 30% to 50% when compared with Vision 3-3 G1.1.7 Article 13 /
Water-Saving Devices
the use of ordinary faucets and toilets and water-saving appliances. Sustainable Development G1.1.1/G1.1.2/G1.1.4/ Article 11Sustainable Governance Mechanism 2-14 G1.1.5/G1.1.6/G1.1.7 Article 12 /
Development
Governance Communications with Article 9 Communications
Promotion of Paperless Stakeholders
2-16/2-29/3-1 G1.2.3/G1.3.1/G1.3.2 Article 53 with Stakeholders
Office Use electronic documents email and cloud storage to replace paper documents. Analysis of Material Topics 3-1/3-2/3-3 G1.1.8
Article 5
Article 52 Due Diligence
Leading Values through Party
Building Uniting Efforts for / / / /
Digital Approval Process Use an office automation system (OA system) to digitize the approval process. Sustainable Progress
Enhancing Governance
Standards and Quality
Improvements Embarking 2-9/2-12/2-20 / / /
Scan documents and file them electronically to reduce the storage space for
Electronic Archiving on a Path of Steady and
paper files. Sustainable Growth
Governance:
Fortifying the Implementing Comprehensive
Foundation of Risk Control for Protection
Set the double-sided printing mode by default to reduce paper consumption. Governance Providing Precise Support for
207-1/207-2///
Efficient and Enhancing the Development
Resource-Saving Set up shared printers to reduce the number of personal printing devices. Resilience of Achieving Compliance to
Development
Printing Lay a Solid Foundation / / / /
Print informal documents in draft mode to reduce ink consumption. Leveraging Intelligence to
Empower Operations
Upholding Business Ethics Anti-Commercial
Strengthen the publicity of energy conservation and emission reduction and to Practice Compliant Article 54 Bribery and Anti-
Enhanced Promotion Operation Fostering Integrity 205-2 G2.1.2/G2.1.6/G2.1.7/ Article 55 Corruption
enhance employees’ awareness of saving resources. to Shape a Prosperous G2.2.2 Article 56 Anti-Unfair
Future Competition
Development: Deepening Support for
Driving Agriculture and Small S1.1.1/S1.1 .2/S1.1 .4/
Businesses Fueling the / S1.1.5 Article 39 Rural RevitalizationBiodiversity Protection Finance Toward the Growth of the Real Economy
Real Economy
The Bank actively responds to biodiversity protection and gives full consideration to ecosystem and biodiversity protection Assisting in
Supporting S&T Finance
Driving Industrial Upgrades / S2.1.13 Article 42
Innovation-driven
Industry Development
during the construction and site selection of all offices and business outlets to avoid or minimize negative impacts on the eco- Toward S2.1.1/S2.1.2/S2.1.3/
system wherever possible. Meanwhile the Bank is also committed to the protection of ecosystems and biodiversity to safe- Innovation- Innovating Digital Finance
Stimulating Growth / S2.1.4/S2.1.5/S2.1.6/
Innovation-driven
driven
guard the natural ecology with financial power. Momentum S2.1.7/S2.1.8/S2.1.10/
Article 42 Development
Development S2.1.11/S2.1.12/S2.1.13 Science Ethics
169170
Measures for Green OfficeAppendix 2024 Sustainability Report
Feedback
Thank you for reading this report. To improve SZRCB's performance in sustainable development further enhance its sustainable
development capabilities and levels and strengthen communication with all sectors of society we sincerely hope that you will
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Standards)
Leveraging Dual Engines of 1. Your overall assessment of SZRCB’s ESG performance:
Technology and Digitalization S3.4.1/S3.4.2/S3.4.3/ Data Security and
Fortifying Lines of Defense 3-3/418-1 S3.4.4 Article 48 Customer Privacy □ Very Good □ Good □ Average □ Below Average □ Poor
for Cybersecurity Protection
2. Your overall assessment of this report:
Protecting Consumers’ Rights Safety and Quality
and Interests Building Trust- 3-3/417-1 S3.3.1/S3.3.4/S3.3.6 Article 47 of Products and
based Defense Line Services □ Very Good □ Good □ Average □ Below Average □ Poor
Practicing Finance for 3. How do you think SZRCB has performed in terms of communications with Stakeholders
Positive Societal Impact
Nurturing Hope for People's 413-1 S1.2.1/S1.2.2 Article 40
Contribution to
Social: Society □ Very Good □ Good □ Average □ Below Average □ Poor
Practicing Livelihoods
Finance for
the People 4. How do you think SZRCB has performed in terms of corporate governance
Forging
Toward a 2-7/2-19/401-
2/403-1/403- S4.1.1/S4.1.3/S4.1.4/ □ Very Good □ Good □ Average □ Below Average □ Poor？Better Future Upholding People-Centered 3/403-5/403- S4.1.6/S4.1.7/S4.1.8/Approach Creating a 6/403-9/404- S4.1.12/S4.2.2/S4.2.4/
Article 49 Employees
Tapestry of Happy Life 1/404-2/404- S4.2.5/S4.3.1/S4.3.2/
Article 50 5. How do you think SZRCB has performed in terms of service for the real economy
3/405-1 S4.3.3/S4.3.4/S4.3.6 □ Very Good □ Good □ Average □ Below Average □ Poor
6. How do you think SZRCB has performed in terms of green finance
Supply Chain
Adhering to Responsible Security
Procurement Collaborating 3-3/414- S3.1.2/S3.1.3/S3.1.4 Article 45 Equal Treatment
□ Very Good □ Good □ Average □ Below Average □ Poor
in Value Creation 1/414-2 of Small And Medium-Sized 7. How do you think SZRCB has performed in terms of customer service
Enterprises
□ Very Good □ Good □ Average □ Below Average □ Poor
Article 20
Article 21 8. How do you think SZRCB has performed in terms of the protection of employees’ rights and interests
Innovating Green Finance E1.1.1/E1.1.2/E1.1.3/ Article 23
Safeguarding Climate and 3-3/201-2 E1.1.6/E1.1.15/E2.2.3/ Article 24 Response to
Ecology E2.2.6/ Article 25 Climate Change □ Very Good □ Good □ Average □ Below Average □ Poor
Article 26
Environmental: Article 27 9. How do you think SZRCB has performed in terms of voluntary service for public welfare
Developing
Green □ Very Good □ Good □ Average □ Below Average □ Poor
Finance Environmental
Guarding Article 28 Compliance
Ecological 10. What are your opinions and suggestions on SZRCB ESG performance and this report Article 29 Management Feedback Form
Foundation
Implementing Sustainable 302-
Article 31 Waste Disposal
E2.2.3/E2.2.6/E3.1.1/ Article 32 Energy Utilization
Operations Shaping Brighter 1/3024/303-5/3063/306- E3.1.5/E3.2.1/E3.2.3/ Article 33 Water Resource Future 5 E3.3.29 Article 34 UtilizationArticle 35 Circular Economy
Article 36 Protection of
Article 37 Ecosystem and
Biodiversity
Contact Us
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Appendix
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