CONTENTS Governance DevelopmentImproving the Governance System Consolidating Deepening Finance Fundamentals

the Foundation for Steady Development Nourishing the Real Economy

Forging Party Building for Industry Leadership Uniting 31 Deepening Support for Agriculture and 59

Efforts for Sustainable Development Small Businesses Empowering the Growth

Standardizing Corporate Governance for Efficiency 35 of the Real Economy

About This Report 01 Improvement Safeguarding Steady Progress towards Focusing on S&T Innovation Finance 78

New Horizons Empowering Industrial Upgrading

Message from the Chairman 03 Strengthening Risk Management System Reinforcing 41 Driving Digital Finance Enhancing Service 81the Safety Defense Line Efficiency

Adhering to Compliance Standards Empowering 46

About Us 05 Stable Operations

Upholding Business Ethics for Long-Term Success 51

Performance in 2025 13 Shaping the Future with Integrity

Development Highlights: 15

Deepening the "Five Major Initiatives" Social Environmental

Charting a New Blueprint for Rural

Commercial Banks Upholding Finance for the People and Building a Developing Green Finance Creating

Better Life Together an Ecological Landscape

Sustainable Development Governance 21

Strengthen technology Empowerment Safeguard 95 Innovating Green Finance Supporting 143

Information Security Low-Carbon Development

Protecting Consumers Rights and Interests Building a 102 Practicing Green Operations Co-charting 154

Foundation of Trust an Ecological Blueprint

Practicing Finance for Positive Societal Impact 110

Deepening Care for People's Livelihoods

Upholding People-Centered Development Safeguarding 116

Employee Well-being Appendix 159

Adhering to Responsible Procurement Collaborating in 137

Value Creation2025 Sustainability Report Reporting Scope

About This Report

This is the 10th Social Responsibility Report and the 2nd Sustainability Report released by Jiangsu Suzhou Rural Commercial Bank Co.Ltd. ("SZRCB" "the Bank" or "we") consecutively since 2017 aiming to disclose the philosophies practices and achievements of Jiangsu

Suzhou Rural Commercial Bank Co. Ltd. in sustainable development namely in environmental social and corporate governance.Reporting Scope Data Sources

Reporting Period：This report covers the period from January 1 2025 to December 31 2025 (the “Reporting Period”). To improve the All information and data used in this report are sourced from the official documents statistical data and financial reports of the Bank as

comparability and perspectiveness the time frame of some sections in this report may extend beyond the Reporting Period. well as the information collected summarized and audited by the Bank. For any discrepancy between financial data quoted herein and

Scope of Organization：This report focuses on Jiangsu Suzhou Rural Commercial Bank Co. Ltd. including the Head Office branches that in the Annual Report the latter shall prevail. Unless otherwise specified all amounts in this report are expressed in RMB.and subsidiaries. Unless otherwise specified the scope of this report is consistent with that of the Bank’s Annual Report.Reporting Cycle:The Report is released on an annual basis consistent with the financial year.Confirmation and Approval

Appellation Description The Report was reviewed and approved by the Board of Directors of the Bank on April 28 2026 and was released in conjunction with

the Annual Report. The Board of Directors pledge to oversee the contents of the Report to ensure it contains no false records or mislead-

For the ease of expression and readability “Jiangsu Suzhou Rural Commercial Bank Co. Ltd.” in this report is also referred to as “Jiangsu ing statements and is accountable for the truthfulness accuracy and completeness of this report.Suzhou Rural Commercial Bank” “SZRCB” “the Bank” “the Company” or “We”.Access to this Report

Preparation Basis

This report released in electronic form is available in both Chinese and English. For any discrepancy or conflict between the Chinese

Shanghai Stock Exchange Self-Regulatory Guidelines for Listed Companies on Shanghai Stock Exchange No. 14 - Preparation of Version and the English Version the Chinese Version shall prevail. You can access or download the electronic version of this report from

Sustainability Reports (for Trial Implementation) the websites of the Bank (https://www.szrcb.com) or the Shanghai Stock Exchange (http://www.sse.com.cn).Shanghai Stock Exchange Self-Regulatory Guidelines for Listed Companies on Shanghai Stock Exchange No. 4 - Preparation of

Sustainability Reports

Ministry of Finance Corporate Sustainability Disclosure Standards—Basic Standards (for Trial Implementation)

China Enterprise Reform and Development Society Guide to Corporate Sustainability Reporting in China (CASS-ESG 6.0)

Global Reporting Initiative Sustainability Reporting Standards (GRI Standards) (2021)

2030 Sustainable Development Goals (SDGs) of the United Nations

01 022025 Sustainability Report Message from the Chairman

Message from the Chairman

Building Enduring Value Through Steadfast Commitment

For decades SZRCB has remained deeply rooted in the communities it serves guided by the principles of long-termism and shared value

creation. We remain committed to supporting the real economy through responsible finance and contributing to social progress through

purposeful action. In serving regional development supporting industrial upgrading and improving people’s livelihoods we have contin-

ued to move forward with resilience discipline and determination. Chairman of Jiangsu Suzhou Rural Commercial Bank

Co. Ltd.Upholding Long-Termism to Strengthen the Foundation for Sustainable Growth

Long-termism is the strategic discipline that enables us to navigate economic cycles and achieve resilient growth. Shared value creation Fulfilling Social Responsibility and Creating Shared Value

is the guiding principle that brings together stakeholders to build a brighter future together. Against a backdrop of an increasingly

complex and evolving external environment we have consistently adhered to our market positioning of supporting agriculture and small As a local commercial bank SZRCB remains committed to the principle of “Finance for the People” and embedding social responsibility

businesses and serving the real economy. We continue to direct more financial resources toward key sectors and underserved areas that throughout its operations and development. We continue to deepen inclusive finance by extending our services to grassroots communi-

are critical to economic and social progress. We provide patient capital to accompany business growth deliver targeted services to ties and broadening access to financial services. With care and commitment we address the financing needs of small and micro

support Small and micro businesses and implement practical measures to facilitate the transformation and upgrading of the manufac- businesses sole proprietors and agricultural businesses contributing to common prosperity and comprehensive rural revitalization. We

turing sector. Through these efforts we continue to strengthen our role as a leading local financial institution. Guided by the principle of also remain focused on key areas of public well-being including elderly care education and healthcare. By improving elderly-friendly

shared value creation we grow together with our customers collaborate closely with our partners empower our employees and financial services promoting financial literacy and safeguarding public assets we strive to make financial services more accessible

contribute to society. By aligning our development with the broader regional development agenda we enhance our own competitive- inclusive and secure. In addition we actively engage in charitable and public welfare causes supporting vulnerable groups promoting

ness while serving the real economy and create commercial value while generating positive social impact. This approach has enabled us education and giving back to local communities. Through these efforts we convey the warmth of finance and demonstrate the responsi-

to pursue a path of high-quality development characterized by resilience growth and responsibility. bility expected of a trusted financial institution. We are proud to contribute SZRCB’s strength to national strategies regional develop-

ment and public well-being.Advancing Green Finance and Fulfilling Corporate Mission As we enter the next phase of development under the 15th Five-Year Plan SZRCB will remain aligned with the national strategy of

building a strong financial sector and advancing Chinese-style modernization. We will continue to uphold long-termism deepen sharedAt this new stage of development we remain firmly committed to implementing the priorities set out by the Central Financial Work value creation and continuously advance our five major initiatives of “green finance S&T finance inclusive finance pension finance andConference and advancing the national “carbon peaking and carbon neutrality” goals and green development strategy. We continue to digital finance”. We will remain focused on supporting the real economy by increasing support for advanced manufacturing technologi-

strengthen our green finance framework and embed sustainability considerations across strategy operations and risk management. We cal innovation and rural revitalization. At the same time we will continue to strengthen compliance management enhance our digital

have actively aligned the business development with the development of the Yangtze River Delta Eco-Green Integrated Development service capabilities and contribute to high-quality regional development.Demonstration Zone and participated in green and low-carbon financial innovation initiatives. By focusing on the low-carbon transfor-

mation of traditional industries the development of green industries and ecological conservation we continue to enrich our green Building enduring value through steadfast commitment. SZRCB will continue to stay true to its founding mission fulfill its mission through

finance offerings and direct financial resources toward green and low-carbon sectors. At the same time we are integrating green finance practical action uphold the essence of finance and fulfill its social responsibilities. Together with our customers and communities we will

with rural revitalization and inclusive finance by supporting projects in green agriculture rural living environment improvement and contribute to high-quality local development and the broader advancement of Chinese-style modernization.ecological restoration. Through these efforts we seek to protect the environment through responsible finance generate coordinated

ecological economic and social benefits and make green development a defining feature of our long-term growth strategy.

03 042025 Sustainability Report About Us

About Us Corporate Culture

Company Profile

Jiangsu Suzhou Rural Commercial Bank Co. Ltd. (“Suzhou Rural Commercial Bank” or “the Bank” or “we”) previously known as “Wuji-ang 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 StockExchange in 2016 making it China’s fourth A-share listed rural commercial bank. In 2019 the Bank was renamed “Suzhou RuralCommercial Bank” (Stock Name: SZRCB; Stock Code: 603323). Vision

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 Building “Three Banks”

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. A Benchmark Bank Leading the Industry

The Bank has been implementing the “Three-One-Five” development strategy since 2023. We adhere to our market positioning of A Value Bank Recognized by Societysupporting agriculture and small businesses and supporting the real economy. Guided by the core values of “Integrity Pragmatism A Bank Where Employees GainEfficiency Innovation Progress” and the mission “To Be a Financial Butler and Create Worry-free Service” we strive to build a bench-mark bank leading the industry a value bank highly recognized by society and a bank where employees gain more happiness” to write More Happiness

a new chapter of high-quality development.Mission

To Be a Financial Butler and Values

Create Worry-free Service

Start with Finance Integrity Practicality Efficiency

Base on Butler Service Innovation Far-reaching

Support with Service

05 062025 Sustainability Report About Us

Outlet Distribution

Distribution of Branches in Suzhou Distribution of Branches Outside Suzhou

Yangcheng Lake Sub-branch

Xiangcheng

District Weitang Sub-branch

Huangdai Sub-branch Peixian Sub-branch Lianyungang City

Technology Finance

Wangting Sub-branch Industrial Park Sub-branch Taiping Sub-branch

Xuzhou City Lianyun Sub-branch

Xiangcheng Sub-branch Xuzhou Gulou Sub-branch Xinyi Sub-branch

Tong’an Sub-branch Xushuguan Economic

Development Zone Sub-branch

Science and Technology Huqiu Gusu District Suzhou Industrial Park

City Sub-branch District Shishan Sub-branch Suqian City

Gaoxin Sub-branch

Yancheng City

Mudu Sub-branch Siyang Sub-branch

Wuzhong Sub-branch

Hongxing Sub-branch Guoxiang Sub-branch Luzhi Sub-branch Huai'an City

Taihu Xukou Sub-branch Songling Wuzhong Sub-branch Jiangling

District Yuexi Sub-branch Sub-branch Xinghua Sub-branch

Tuncun Sub-branch

Tongli Sub-branch

Head Office

(Business Development

Taizhou City

Yangzhou City

Department) Zone Jinjiaba Sub-branch

Linhu Sub-branch Head Office Sub-branch

(Dongtaihu Sub-branch) Taizhou Branch

Bache (Business Department)Taizhou Hailing Sub-branch

Sub-branch

Wanping Beishe Sub-branch Fenhu Economic Development Zone Nanjing City Zhenjiang

Jiangyan Sub-branch Nantong City

Dongshan Sub-branch Sub-branch Sub-branch City

Jurong Sub-branch Taixing Sub-branch

Wujiang District Anhui Province Jingjiang

Lili Sub-branch Sub-branch

Hengshan Sub-branch Luxu Sub-branch

Pingwang Sub-branch Changzhou City

Miaogang Sub-branch Wuxi CityMeiyan Sub-branch

Zhenze Sub-branch Suzhou City

Qidu Sub-branch

Dongfang Guangde Sub-branchBadu Sub-branch

Sub-branchShengze Sub-branch

Tanqiu Sub-branch

Shunhu Sub-branch Hubei Province

Nanma Sub-branch Ningguo Sub-branch

Qingyun Sub-branch Jiayu Wujiang Village Bank

Tongluo Sub-branch

Chibi Sub-branch Zhejiang Province

Taoyuan Sub-branch

Dongtaihu Office Building Zhongshannanlu Office Building

07 082025 Sustainability Report About Us

2004

Milestones Restructured to form Wujiang Rural Commercial Bank

2016

Become the fourth rural

2019 commercial bank in China

Listed on the Shanghai

2022 Stock Exchange Became the first rural commer-Renamed to Suzhou cial bank approved to open

2023 Rural Commercial BankInaugurated the new head Become the fourth after the establishment of the

office Provided rural financial A-share listed rural China Banking and Insurance

Released the “Three-One-Five” Regulatory Commission (CBIRC)

Development Strategy Launched the East Taihu

services in the urban commercial bank in

office building forming a area of Suzhou City China

(the predecessor of China

Issued the 2023–2027 Banking Regulatory Commis-“dual-head-office”

Development Strategic Plan sion (CBRC))structure

20242025

2025

Celebrated the 20th Anniversary of August 19

Restructuring and Establishment June 14

Dissolved the Board of Supervisors with the approval of the

Increased the total loans sup- Launched the core system based on "full-stack Suzhou Regulatory Bureau of the National Financial Regulatory

porting the real economy to 20 localization + distributed architecture" and Administration and in accordance with the relevant requirements

times the initial level at inception became Jiangsu's first bank that completed the of applicable laws regulations and regulatory systems—including

Information Technology Application Innovation the Company Law of the People's Republic of China the Transi-

(ITAI) upgrade of the core system through tional Arrangements for the Implementation of Supporting Institu-

independent research and development tional Rules under the New Company Law issued by China Securi-

ties Regulatory Commission and the Notice on Matters Related to

the Alignment between Corporate Governance Supervisory Rules

and the Company Law

2025

Successfully delivering on the 2025

"Five-Year Transformation" Initiative

September 19

the Bank realized more than a

doubling of net profit and savings Distributed the first interim

deposits a near doubling of loan dividend and paid a cash divi-

scale and steady growth in total dend of RMB 0.09 per share

assets and total deposits and made (tax inclusive) totaling RMB

high-quality progress in regional 181668729.33

footprint optimization asset quality

improvement and the development

of characteristic finance

09 102025 Sustainability Report About Us

Development Strategy 2025 Honors and Achievements

Comprehensive Wealth Management

“2025 Top 1000 World Banks” Ability Ranking of Rural Financial Wealth

Management Institutions

538th（ Up 20） 9th Place

The Banker PYSTANDARD

Outstanding Tax Contribution Enterprises with Comprehensive Strength of

Enterprise in Wujiang District(2024) High-Quality Economic Development in

Top 10 Wujiang District(2024)

Top100

People’s Government of Wujiang District

People’s Government of

Wujiang District

6th Golden Bull Award of

Wealth Management for

the Banking Industry Golden Bull Award for

?Three-One-Five? Development Strategy Listed Companies "Jinyu Awards"

Golden Bull Award for Fixed

Income Products Golden Information Outstanding Innovative

Golden Bull Award for Bank Disclosure Award Asset Management Bank

Development Goal Wealth Management Service

PYSTANDARD

China Securities Journal China Securities Journal

During the planning period we will adhere to the “Three-One-Five” development strategy focus on customers

expand the breadth and depth of financial services create the brand of “Financial Butler” and work together

with customers to develop the “Financial Butler” brand.Outstanding Innovative

Outstanding Enterprise “Safety Star (Organization)” Bank Wealth Management

Overall Strategy with Investment Value of Jiangsu Banking Industry Product

5th Jiangsu Capital Jiangsu Provincial

Building “Three Banks”:a benchmark bank leading the industry a value bank recognized by society and a PYSTANDARDMarket Summit Banking Association

bank where employees gain more happiness.Creating “One Mode”:Construct the overall business model of “joint asset management” discard the “localoptimization” mindset focus on asset management base operations on joint management ensure innova-

tion-driven empowerment pursue the “global optimization” of the Bank's overall operations and promote

the Bank's overall value to new heights. ESG Best Practice Institu-

Advancing “Five Major Transformations”:Fully implement five major transformation strategies: business Most Socially Responsible tion ESG Excellence Devel- ESG Value Transmission

collaboration ecological workshop digital innovation operational empowerment and dynamic lightweight. Bank opment Institution Award for Listed CompaniesStrive to achieve “internal coordination external adaptability improved efficiency fast branch operations Stock Star Valueonlineand agile asset turnover”. Hithink RoyalFlush

11 122025 Sustainability Report Performance in 2025

Performance in 2025

Economic Performance Social Performance

Total Assets Total Deposits Total Loans Inclusive Micro and Small Inclusive Micro and Small Outstanding Balance of Inclusive

Enterprise Loan Balance Enterprise Loan Balance Agriculture-Related Loans

2309.07 RMB 100 million 1829.59 RMB 100 million 1394.39 RMB 100 million 391.43 RMB 100 million 382.74 RMB 100 million 84.10 RMB 100 million

Operating Revenue Total Profit Net Profits Outstanding Loans to Strategic Total Number of Employees Proportion of Female Employees in

42.13 RMB 100 million 23.50 Emerging Industries ManagementRMB 100 million 20.43 RMB 100 million 26.27 RMB 100 million 1967 Persons 33.87 %

Average Return Rate on Total Assets Weighted Average Return on Net Assets Non-performing Loan Ratio

Investment in Employee Training Average Training Hours per Employee Coverage of Employee Training

0.92 % 10.84 % 0.88 % 371 RMB 10000 145.53 Hours 100 %

Provision Coverage Ratio Capital Adequacy Ratio Core Tier 1 Capital Adequacy Ratio Financial Technology Investment Customer Complaint Resolution Rate Social Contribution per Share

370.17 % 12.76 % 10.65 % 19426.41 RMB 10000 100 % 3.38 RMB

Environmental Performance Governance Performance

Balance of Green Credit Increase in Balance of Green Credit Balance of Domestic Green Total Cash Dividend (Tax Inclusive Including Interim Cash Dividend per 10 Shares (Tax Inclusive，Bonds within Duration Dividends) Including Interim Dividends)

66.77 RMB 100 million 22.39 % 5.21 RMB 100 million 4.24 RMB 100 million 2.10 RMB

Total Energy Consumption Clean Energy Consumption Total Water Consumption

Signing Rate of Integrity and Other Related Business Penalties for Violations in Information Disclosure

2513.17 tce 45.35 tce 63458 Tons Ethics Agreements

100 % 0 Time

Energy Consumption Intensity GHG Emissions Intensity Water Resource Utilization Intensity

0.60 tce/ RMB million 2.59 tCO?e/ RMB million 15.06 ton/ RMB million

13 142025 Sustainability Report Development Highlights: Deepening the "Five Major Initiatives" Charting a New Blueprint for Rural Commercial Banks

Development Deepening the "Five Major Initiatives"

Highlights Charting a New Blueprint for Rural Commercial Banks

Assisting in breaking through trade barriers

2025 marks the final year of the 14th Five-Year Plan. The Bank has steadfastly been embracing the philosophy of new

development. With a commitment to “leading the way and setting a model” we continuously advance our five major Focusing on meeting enterprises’ global expansion needs the Bank takes the textile industry as a model to lead the

initiatives of “green finance S&T finance inclusive finance pension finance and digital finance”. These initiatives development of local standards for carbon reduction methodologies and carbon footprint accounting supporting

leverage the power of finance to serve the real economy empower green development meet the needs of people's enterprises in obtaining their first international Product Carbon Footprint Verification Statement. In collaboration with

livelihoods and contribute to the creation of a new pattern of regional development. relevant institutions we launched “Carbon Road” the first trusted carbon footprint service platform in the Yangtze

River Delta. A local carbon factor database has been built with the blockchain technology to provide enterprises with

one-stop services including carbon footprint calculation certification and financial matching. This significantly

Green finance shortens certification cycles and reduces costs achieving “one-time certification access to multiple countries”

thereby overcoming green trade barriers such as the EU’s Carbon Border Adjustment Mechanism (CBAM) and

safeguarding the industry’s green expansion into international markets.Formulating a new plan for green finance

In active response to the national “carbon peaking and carbon neutrality” goals the Bank has formulated and released Safeguarding biodiversity

the 2025–2027 Plan for High-Quality Development of Green Finance based on the comprehensive analysis of internal

and external environments as well as peer benchmarking. With the vision of becoming a green financial benchmark In collaboration with the International Innovation Center for Green Development in the Yangtze River Delta Integrated

bank with local and industry influence we set clear phased goals and seven key tasks for the next three years and shift Development Demonstration Zone the Ecological Environment Bureau and other departments the Bank have

our green finance efforts from passive policy compliance to proactive value creation that identifies opportunities and completed a biodiversity risk assessment for 4 billion yuan of existing loans in ecologically sensitive areas; prioritizedrisks in industrial green development. financial innovation in key sectors such as wetland conservation and sustainable fisheries; and developed “loan +insurance” biodiversity package products; and innovated a comprehensive service plan for “sustainable aquacultureproduction” to support the Taihu Crab Ecological Farming Park protect Taihu Lake’s water resources and help fisher-men increase their incomes. We are gradually exploring a pathway of “environmental improvement – value enhance-Empowering the green upgrading of the industry ment – ecological reinvestment” to transform ecological advantages into economic benefits.With a focus on energy greening and equipment decarbonization the Bank has established a green channel for the

new energy industry. In 2025 loans of over RMB 1.5 billion were provided for small and micro enterprises in the green Main Achievements

energy sector benefiting over 120 companies. In alignment with the Transition Finance Catalogue the Bank provided

over RMB 2 billion in credit support for the organic upgrading of leading textile enterprises and extended more than The “Financial Sector Supporting the Low-carbon Transformation of the Textile Industry”

RMB 3 billion in transition finance throughout the year to sectors including equipment manufacturing and electronic Case was granted the Excellent Case Award of the Yangtze River Delta Ecological and

information effectively enhancing production line automation levels. The Bank advanced intelligent management Green Integrated Development Demonstration Zone Financial City-Level Service Innovation

initiatives and actively supported enterprises in intelligent transformation and digital transformation with more than and Development Alliance.RMB 1 billion in credit extended during the year to green factories and “star-rated cloud migration” of micro and small The “Party Building-led Financial Services Advancing Towards Green Development toenterprises. Support the Textile Industry in Crossing the Low-carbon Threshold” Case was awarded as a

“Typical Case of Party Building-led Financial Services Serving the Real Economy” by the Balance of Green Credit

People's Government of Suzhou City.RMB6.677billions

The "Guiding Project of Low-Carbon Transformation and Financial Innovation in the Textile

Industry" was selected as a Financial Innovation Project as jointly reviewed by the Office of Increase in Balance of

the Financial Committee of the Communist Party of China Suzhou Municipal Committee Green Credit

Suzhou Municipal Finance Bureau the Suzhou Branch of the People's Bank of China and the

Suzhou Financial Regulatory Sub-bureau. 22.39%

15 162025 Sustainability Report Development Highlights: Deepening the "Five Major Initiatives" Charting a New Blueprint for Rural Commercial Banks

S&T Finance Inclusive Finance

"Specialized Sophisticated Unique and Novel" Technology Finance Service System

"Specialized": Specialized Operations Developing knock-out products for inclusive financeThe Bank continuously builds a sci-tech finance service framework featuring “professional Focusing on the digital and scenario-based development trends of inclusive finance the Bank creates the signature productmanagement by Head Office departments specialized expansion by direct sales teams and "SZRCB E-Loan” and achieves full coverage of business operations across the Bank. Through business innovation and mech-dedicated implementation by professional sub-branches” and a team of composite talents who anism optimization the Bank established a dual-drive model of "online customer acquisition + offline on-site credit enhance-

understand both S&T and finance. As at the end of 2025 the Bank’s sci-tech innovation direct ment" effectively addressed the challenge of information asymmetry in online credit and comprehensively improved the

service team had provided credit support to more than 200 early-stage technology enterprises of accessibility and convenience of inclusive financial services. As of the end of 2025 "SZRCB E-Loan" was granted to 8994

which 90% were start-ups founded by technology talent or enterprises at the pre-A equity financ- credit users totaling RMB 1.977 billion (cumulatively 11597 credit users totaling RMB 3.950 billion) and became the core

ing stage with first-time borrowers accounting for 20% of the total. product serving individual loan customer groups such as farmers self-employed individuals new agricultural business

entities and micro and small business owners."Sophisticated": Sophisticated Service Innovating batch credit granting for targeted and precise support.Adhering to the philosophy of “efficiency first quality first” and fully leveraging the strengths of n close alignment with the development requirements of "increasing volume expanding coverage and improving quality” for

short decision-making chains rapid response times and extensive service experience the Bank inclusive finance the Bank strives to enhance inclusive finance innovates the "project-based + scenario-based" bulk credit

has established a "pre-approval + intelligent approval" credit approval model for technology approval model and creates a full-process service mechanism encompassing "research and mapping – demand matching –

enterprises. By introducing intelligent risk control and analytical decision-making platforms batch credit granting – continuous services" thereby significantly improving the precision and coverage of financial services.enterprises with complete documents can obtain the approval on the day of submission. As at the end of 2025 the Bank had promoted 121 batch credit scenarios covering industries such as sweater flat-knitting

hairy crabs breeding and sales and precision mold manufacturing and granted credit to 373 customers with a total amount

of RMB 235 million; 191 customers had drawn down funds totaling RMB 99.57 million."Unique": Unique Products

The Bank develops robust financial products serving hard-tech industries launches "Talent Loan" Delivering inclusive finance through grid-based outreach visits"Venture Capital Loan" and “Suzhou Innovation Loan" employs professional approval and riskThe Bank has formed specialized visit groups to go deep into urban and rural frontlines. They conduct tiered and categorized

control mechanisms and realizes "loan issuance upon talent" and "loan issuance upon investment"

visits targeting different customer groups to accurately identify financial needs and provide highly tailored and comprehen-

to comprehensively meet the financing needs of technology enterprises throughout their entire

sive financial services. As of the end of 2025 a total of 30414 effective visits had been conducted achieving credit approvals

lifecycle.for 8877 households totaling RMB 5.298 billion and credit utilization by 6824 households totaling RMB 4.229 billion. By

actively engaging with communities on the ground the Bank ensures that financial services reach people at the primary level."Novel": Novel Ecosystem

The Bank has integrated multi-party resources to build a new ecosystem for sci-tech finance Upholding responsibility and commitment to benefit people’s livelihoods

developing comprehensive service capabilities featuring “equity + debt” “commercial banking + The Bank has actively advanced the development of a "15-minute convenient service circle” by establishing 5 new "SZRCBinvestment banking” and “financing + consulting”. We have proactively engaged with govern- Service Stations” operating 47 provincial inclusive finance demonstration sites under the "Jiangcun Service Station” Initiativement authorities and institutions such as equity investment firms guarantee providers and building 49 "Finance + Government Services + Daily Life” service points for new urban residents and adding 43 new “nearbyinsurers to jointly develop customized credit products supporting early-stage technology service” outlets for human resource and social security matters. There are a total of 73 outlets across the Bank capable of

enterprises thereby meeting the diverse financing needs of various early-stage technology providing human resource and social security services. In cooperation with the education authority we implemented a school

enterprise groups. meal fee supervision project covering 168 schools across the district and benefiting 165800 people strengthening the

inclusive public service network through responsible action.Main Achievements Main Achievements

The balance of loans for sci-tech The number of sci-tech enterprises as Balance of Inclusive Loan Inclusive Micro and Small Enterprise Loan Balance

enterprises exceeded RMB credit clients exceeded 391.43 RMB 100 million 382.74 RMB 100 million

20 billion 1800 (Based on the statistical scope of the regulators)

17 182025 Sustainability Report Development Highlights: Deepening the "Five Major Initiatives" Charting a New Blueprint for Rural Commercial Banks

Pension Finance Digital Finance

Achieving significant improvement in independent R&D capabilities

Elderly-Friendly Renovations: Enhancing the Sense of Belonging in Outlet Service The Bank has launched the independently developed core system upon ITAI upgrade established a distributed low-latency techni-

cal foundation and built a full-stack domestically produced autonomous platform. This establishes coordinated business scenarios

The Bank continuously creates an elderly-friendly service brand (“Su Xin Le Xiang”) and fosters a new ecosystem of provides precise support for business development and makes SZRCB the first bank to complete the independent upgrade of the

elderly-friendly services. We have launched “Su Xin Le Xiang” elderly-friendly savings certificates and passbooks completed core system in Jiangsu Province. Focusing on technological innovation highlights we established the first “Next-Generation Finan-comprehensive elderly-friendly renovations across all branches and successfully designated 18 branches as provincial cial Data Infrastructure Demonstration Site” in Jiangsu setting a technical benchmark for the industry. The production data center

elderly-friendly branches. All outlets were equipped with elderly-friendly facilities such as barrier-free access routes reading upgrade was completed and an intelligent modular cold aisle was built to improve green energy efficiency. We strengthened the

glasses and blood pressure monitors and green service channels were established for elderly customers. Concurrently we transformation enabled by technology successfully met the annual goal of localizing 20 business systems and continued to

have advanced technology-driven elderly-friendly upgrades launching elderly-friendly versions of smart ATMs mobile enhance our level of self-reliance and control.banking apps and remote banking channels to help elderly customers bridge the digital divide.Expanding AI Research Scenarios

Companion-Style Service: Enhancing Elderly Customers’ Sense of Fulfillment in Financial Services Focusing on cutting-edge technologies the Bank established an AI innovation laboratory achieved a breakthrough from zero to

one built an intelligent agent platform with 1200 users and successfully exported SZRCB AI capabilities to peer institutions. The

self-developed coding assistant has been adopted by the Jiangsu Rural Commercial United Bank and promoted to 60 rural

The Bank fostered a culture of companion-style elderly-care services and established 64 “Xiaoyuan Service Teams” provid- commercial banks. The Bank strengthened technology value delivery and gradually implemented 20 business scenarios—including

ing proactive doorstep services for elderly customers who are advanced in age seriously ill disabled or have limited mobility. credit intelligent Q&A international business image analysis credit investigation report generation intelligent budget analysis

They enable elderly customers to complete customer file establishment identity information updates password resets talent radar retrieval transaction flow analysis assistant compliance firewall and document assistant.pension withdrawals and other services without leaving home. As of the end of 2025 a total of 6151 customer files had been

established (61.6% for elderly customers) 3363 outreach service visits had been conducted the customer satisfaction rate Reinforcing Cybersecurity and Data Security

reached 100% and 6389 elderly customers had benefited from these services.Under the guidance of the Jiangsu Rural Commercial United Bank the Bank spearheaded the establishment of the Suzhou Regional

Security Center forming a province-wide unified monitoring and collaborative response mechanism. We intensified research on

Public Welfare Publicity: Improving elderly customers’ sense of security cybersecurity topics. The joint project with the Jiangsu Rural Commercial United Bank titled "AI-Driven Automated Penetration

Testing and Vulnerability Remediation" was successfully selected as a financial technology innovation application case by the China

Each year the Bank formulates publicity and education plans for elderly customers and conducts publicity campaigns on Academy of Information and Communications Technology (CAICT). We participated for the first time in the business continuity

preventing telecom and online fraud and illegal fundraising through a “community + finance” approach. We also disseminate stress test conducted by the People’s Bank of China comprehensively testing the practical emergency response capabilities of our

large-font operation manuals via short videos and WeChat platforms providing illustrated guidance on financial knowledge critical systems such as the core system and the counter service system. The test result indicated that all of our indicators outper-

and risks. We have organized 130 events including the “Financial Knowledge Publicity Tour” effectively improving elderly form those of peer institutions.customers’ financial literacy and risk awareness.Achieving Initial Results in Building A New Ecosystem for Digital Customer Operations

Focusing on enhancing joint customer operation capabilities the Bank promoted the construction of a full-process digital closed

Multi-Channel Collaboration: Enhancing Elderly Customers’ Service Experience loop achieving integrated operations from lead discovery to performance tracking. The integrated marketing platform was

upgraded through iterative optimization effectively supporting frontline customer managers in outreach and service delivery. The

Based on “SZRCB Service Stations” and “Jiangcun Service Station” the Bank piloted the “Charity Service Points Card” to Bank independently developed a new-generation lobby queue management system linked with multiple platforms to enhance

organize senior classes anti-fraud campaigns free haircuts and intergenerational activities serving over 10000 elderly intelligent lobby service capabilities. More than 300 business processes were revised and optimized improving approval efficiency

participants in total. In collaboration with communities and elderly-care institutions we delivered festive greetings and daily by 15%. With the enhancement of scenario-based innovation the “Suqi e- Manager” digital fund supervision platform covered

necessities to elderly customers during occasions such as the Dragon Boat Festival and the Double Ninth Festival. We also canteens in 168 public schools with retained balances in special accounts exceeding RMB 170 million forming a replicable bench-

organized diverse cultural and recreational activities tailored to elderly customers’ spiritual and cultural needs safeguarding mark for digital inclusive finance.a better quality of life for the ageing population through professional services. Main Achievements

Main Achievements The independently developed new-generation core system was selected as an Information Technology Application and Innova-

tion Solution of the Ministry of Industry and Information Technology in 2025 and was rated as one of the Top Ten Expert-en-

As of the end of 2025 elderly-friendly upgrades had been completed across all outlets and 18 outlets have been dorsed Cases of Technological Innovation by Financial Institutions in 2025.awarded the Title of “Civilized Standardized and Elderly-Friendly Service Outlet in Jiangsu’s Banking Industry”. The Bank won third prize in the provincial "New Quality Productivity" Youth Innovation—Data Modeling Competition for rural

18000 commercial banks.In 2025 we added over new pension disbursement clients.

The Bank received both the "Second Prize in Scenario Application Innovation" and the "Outstanding Organizing Unit Award" at

the Jiangsu Financial Industry Digital Transformation Employee Vocational Skills Competition.

19 202025 Sustainability Report Sustainable Development Governance

Sustainable Development Governance Sustainable Development Governance Mechanism

The Bank actively integrates the philosophy of sustainable development into operations and management. We have formulated the

2025–2030 Sustainable Development Management Plan and the Measures for Sustainable Development Management to clarify the

Sustainable Development Vision direction of sustainable development and continuously deepen the construction of the sustainable development management system.The Board of Directors is responsible for overall coordination of strategic decision-making and supervision of sustainable development.The Bank remains anchored in the strategic vision of “Building Three Banks” deeply integrates the philosophy of sustainable develop- Relevant topics are specifically promoted by specialized committees under the Board of Directors while senior management is responsi-

ment into our corporate DNA. Focusing on the “Three-One-Five” Development Strategy and Theme of high-quality development we ble for coordinated implementation. A Sustainable Development Management Working Group and a Sustainable Development Manage-

promote the organic unity of economic quality social progress and humanistic care through the power of finance and work with stake- ment Topic Execution Group have been established creating a working mechanism with clear responsibilities and efficient collaboration

holders to create long-term value in economic prosperity social inclusion and environmental friendliness and write a new chapter of to ensure the steady advancement of sustainable development efforts across the Bank.sustainable development.Level Employer Composition Responsibility

Bear the ultimate responsibility for the Bank's sustainable development

management;

Review and approve the Bank's sustainable development management

Board of Members of the strategies major policies objectives and annual reports;

Directors Board of Directors Oversee the effectiveness of senior management's implementation of

A Value Bank Highly Recognized decisions related to sustainable development management;

by Society Ensure that sustainable development management is integrated into

the corporate governance structure and corporate culture;

A Benchmark Bank Leading The Bank steadily creates social A Bank Where Employees Gain

the Industry value injects financial vitality into More Happiness Conduct research on strategic planning objectives and management

the real economy improves ser-

The Bank a ims to become a vice quality and effectiveness to Decision- systems related to sustainable development management and submit

benchmark for h igh-qua l i ty demonstrate financial responsibil- The Bank allows employees to making recommendations regarding relevant work to the Board of Directors;

development take a leadership ity; carefully safeguards customer experience care fosters a demo-

Specialized

within operational indicators and value meets customers' full asset cratic and harmonious working Level Committees

Identify and monitor risks and opportunities arising from sustainability

achieve s ignificant results in financial needs and protects cus- environment and provides rich under the

Relevant members issues that have a significant impact on the Bank's operations and

transformation work; becoming a tomers' comprehensive wealth and reliable solid guarantees; Board of of the Board guide senior management in taking appropriate measures to address

benchmark for innovation in the growth; continuously achieves supports employees to grow Directors of Directors such risks and opportunities;

financial industry promoting investment value builds a solid opens fair and just career paths

reform and innovation through foundation for revenues and and creates a platform for talent Monitor the formulation of sustainable development management

financial technology and enhanc- generates considerable invest- development and entrepreneur- objectives and the implementation of corresponding action plans and

ing brand features through the- ment returns. ship; and helps employees feel provide recommendations for further improvement;

mat ic finance ; evo lv ing to a confident highly consolidate the

benchmark for services for manu- consensus on enterprise develop- Review reports on the management status of corresponding topics.facturing sectors targeting at ment and deeply recognize the

manufacturing market and pro- brand culture.moting transformation as the Coordinate the overall implementation of policies strategies and objec-

main service direction. tives for sustainable development management;

Establish and improve the Bank's sustainable development manage-

ment system and ensure adequate resource allocation;

Organize and oversee functional departments in carrying out sustain-

able development management activities;

Senior Members of Monitor risks related to sustainable development management estab-

Management Senior Management lish risk management processes for sustainable development and

Management propose relevant risk mitigation strategies;

Report progress and major matters of sustainable development

management to the Board of Directors cooperate with specialized

committees under the Board of Directors and strengthen internal and

external communication;

Perform other responsibilities related to sustainable development

management.

21 222025 Sustainability Report Sustainable Development Governance

Level Employer Composition Responsibility

Coordinate and advance the Bank's sustainable development manage-

ment; Sustainable Development Management Working Group

The Sustainable Organize the drafting and refinement of sustainable development management policies and procedures;

Sustainable Development In December 2025 members of the Bank’s Sustainable

Development Coordinate and promote the implementation of sustainable develop-Management ment management requirements across all business and functional Development Management Working Group participat-Management Working departments; ed in the “Specialized Training on Sustainability (ESG)WorkingManagement Group is established Organize the identification and assessment of risks and opportunities Report Preparation” organized by the Shanghai Stock

Group within the related to sustainable development management and formulate and Exchange where they studied relevant disclosure

Office of the consolidate corresponding response measures; requirements and outstanding practices of listed com-

Board of Directors Organize training and awareness campaigns related to sustainable panies.development management;

Collect organize and analyze sustainable development management

data and lead the preparation and disclosure of sustainable develop-

ment management reports.Formulate and implement annual sustainable development management

Sustainable work plans and objectives for corresponding topics;

Development Specific Conduct daily management and statistical analysis for indicator

Management Implementation

systems of corresponding topics;

Members from Consolidate data and information required for the management of Topic Green Finance Team

Execution Each Functional

corresponding topics;

Execution

Department Identify and assess risks and opportunities related to the topics and From August to November 2025 professionals from Group

Level implement corresponding response measures; the Bank's green finance team successively participat-Conduct cultural awareness campaigns and training activities related to ed in specialized training sessions on “Capacity Build-the corresponding topics;ing for Biodiversity Disclosure” and the “Taskforce onCarry out other tasks related to sustainable development. Nature-related Financial Disclosures (TNFD)” enhanc-

ing their professional capabilities in sustainable disclo-

Capacity Building for Sustainable Development sure standards international guidelines report prepa-

ration and nature-related risk management.The Bank places great importance on strengthening the governance capacity for sustainable development. During the reporting year

the Board of Directors appointed an additional independent director with expertise in green finance and sustainable development

management further enhancing the Bank’s professional expertise and governance capabilities in the fields of green finance and sustain-

able development. The Bank supports directors senior management and employees of functional departments to participate in internal

and external ESG-themed training programs comprehensively enhances the sustainable development literacy of all employees and

promotes the implementation of the sustainable development strategy through talent empowerment.Sustainable Development Management Topic Execution Group

Directors and Senior Management

Prior to the launch of the 2025 sustainability report

In January 2025 the Bank held a training session for preparat ion the Bank conducted a three-dayits directors and senior management on “Sustainable ESG-specific coaching program (comprising 15 ses-Development of the Banking Industry in the Context sions) for the Sustainable Development Managementof Carbon Peaking and Carbon Neutrality” effectively Topic Execution Group. Through in-depth face-to-face

supporting the Bank's sustainable development communication collective brainstorming and the

strategy. exchange of ideas the Group developed optimized

approaches for the framework content and division of

responsibilities for the 2025 Sustainability Report.

23 242025 Sustainability Report Sustainable Development Governance

Achievements and Recognition in Sustainable Development Stakeholders Communication Frequency and Channel Concerns Our Action

Conduct compliant and I

SZRCB has systematically advanced the development and implementation of the sustainable development management system earning Compliant Operation

ntegrity-based operations

widespread market recognition. During the Reporting Period the Bank was honored with the titles of "ESG Best Practice Institution" and Risk Control Implement total risk management

"ESG Excellence Development Institution" as well as "Most Socially Responsible Bank" and the "Listed Company ESG Value Delivery Regular: periodic reports meet-

Service for the Real Economy Provide inclusive finance supportAward" and also included in the “ESG Brand Building Case” — Typical ESG Practice Cases in the Banking Industry 2025 by China Banking ings

Make innovation in financial

and Insurance News. Irregular: participation in training Green Finance products and services

Government and sessions meetings and reports Inclusive Finance Provide green financial products

Regulatory

Agencies Maintaining Financial Stability Enhance communication and

cooperation

Tax Contribution

Make lawful tax payment

Enhance Service Quality

Regular:reports and information Convenient Services Promote Digital Banking

Irregular:telephone email online High-Quality Products Innovate Financial Products

and offline customer services

Customers Protection of Consumers' Protect Consumer Rights

Regular:employee congress per- Protection of Employees' Protect Employees’ Rights

ESG Best Practice Institution Most Socially ESG Value Transmission formance communication em- Rights and Interests and Interests

ployee training and democratic Employee Career Development Improve Training and Promotion

ESG Excellence Development Institution Responsible Bank Award for Listed Companies evaluation

Employee Remuneration and Systems

Irregular:daily communication

Employees employee symposiums appeals Benefits Improve Compensation and Benefits

and whistleblowing Good Working Environment Prioritize Employee Well-being

Regular:annual general meetings

of shareholders performance

ESG Risk Management Improve business performancebriefings and periodic perfor-

mance reports Return on investment Protect Investor’s Rights and

The Bank continuously deepens the organic integration of ESG philosophy with the risk management system. With reference to interna- Irregular: investor hotlines and Transparency in Information Interests

tional standards and leading industry practices environmental social and governance factors are systematically incorporated into risk emails SSE E-Interactive plat-

identification assessment and decision-making processes. We closely monitor various risk profiles that may arise from ESG factors Shareholders form on-site investor research

Disclosure Standardize information

including credit risk market risk liquidity risk operational risk money laundering and terrorist financing risk strategic risk and reputa- and Investors visits investor communication Governance disclosureactivities extraordinary general

tional risk ensuring that relevant risk factors are effectively identified and prudently managed. meetings of shareholders and Optimize corporate governance

public disclosures

Regular:signing of Suppliers'

Commitment to Integrity and Fair Cooperation Maintain integrity in operations supplier reviews

Irregular:telephone email online Business Ethics

and cooperation

Communications with Stakeholders Suppliers and and offline meetings tendering Sustainable Supply Chains Improve supplier management

Partners and bidding activities and offline

The Bank has deeply integrated stakeholder communication mechanisms into its sustainable development governance practices identi- visits and inspections

fied the key topics of concern to various stakeholder groups and continuously improved the development of diverse and regular Contribute to rural revital-

communication channels. Through regular dialogue and information feedback the Bank systematically grasps the key concerns and

Irregular: public welfare activi- ization

development suggestions of each stakeholder incorporates substantive demands into strategic decision-making and operational Financial Educationties official website WeChat Support charity and public

improvements and strives to create a symbiotic shared and win-win sustainable development ecosystem. official account video account Charitable Investment welfare

mainstream media and other

Community and Community Development Popularize financial knowl-

Public platforms for external publicity edge

25 262025 Sustainability Report Sustainable Development Governance

Analysis of Material Topics 1 Green Finance

2 Climate Change Tackling

In accordance with the requirements of the Self-Regulatory Guidelines for Listed Companies on Shanghai Stock Exchange No. 14 –

3 Green Operations

Sustainability Report(for Trial Implementation) the Bank adopted the double materiality (i.e. financial materiality and impact materiality)

assessment framework. Taking into account operational characteristics stakeholder concerns global sustainable development trends 4 Ecosystem and Biodiversity Protection8

and external expert opinions the Bank reviewed and reassessed relevant topics. The specific assessment process is as follows: 5 Employee Rights and Development

5

6 Financial Technology Innovation

91

10 7 Inclusive Finance

Understanding the Bank’s Activities and Background 18

15 19 13 8 Service for the Real Economy

2067

Systematically organize business activities and sustainable development background; focus on national 16 9 Protection of Customers’ Rights and Interests

policy orientation industry transformation dynamics and corporate strategic planning; review internal 17 10 Information Security and Privacy Protection

operational characteristics value chain relationships and external environmental factors; and accurately

11 Responsible Procurement

identify highly relevant stakeholder groups and key sustainable development challenges. 3

12 2 12 Social Contribution

13 Rural Revitalization

Review and update the pool of topics 4

14 Science and Technology Ethics

11Review and update the list of sustainable development-related topics and newly add the topic of “Ecosys- 14 15 Anti-Commercial Bribery and Anti-Corruptiontem and Biodiversity Protection Science and Technology Ethics” with reference to the guidelines of the 16 Anti-Unfair Competition

Stock Exchange Global Reporting Initiative (GRI) Standards the United Nations Sustainable Development

17 Due Diligence

Goals (SDGs) SASB and MSCI standards and in combination with industry attributes expert recommenda-

18 Communications with Stakeholders

Materiality Assessment 19 Risk Management

20 Compliant operations

Impact materiality assessment: Sort out the potential or actual positive or negative impacts of each topic on Materiality of Financial Impact to SZRCB Very High

the external environment society and economy and identify topics with impact materiality based on indus-

try disclosures and expert judgments.With Impact Materiality and Financial Materiality With Impact Materiality Rather than Financial

Financial materiality assessment:Identify topics with financial materiality through the assessment of impact Materiality

dependency likelihood and potential financial impacts in combination with departmental research and With Financial Materiality Rather than Impact Materiality Without Financial Materiality or Impact Materiality

expert judgment. Materiality Matrix

Confirmation of Assessment Results and Reporting

Material Topic Evaluation Results

Integrate the results of the impact and financial materiality assessments to create a dual materiality assess- Statement of Materiality Topic

ment matrix and ensure transparent balanced and comprehensive disclosure in the report.Service for the Real Economy Inclusive Finance Rural Revitalization Green Finance Financial Technology

Double Materiality Innovation Information Security and Privacy Protection Protection of Customers’ Rights and Interests

Employee Rights and Development

Financial Materiality Climate Change Tackling

Compliant Operations Anti-Commercial Bribery and Anti-Corruption Anti-Unfair Competition Due

Impact Materiality

Diligence Communication with Stakeholders

Green Operations Responsible Procurement Social Contribution Ecosystem and Biodiversity Protection

Low

Science and Technology Ethics

Notes:

1.“Double materiality” refers to topics that are both financially material and impact material; and “low materiality” refers to topics that are neither financially material nor impact

material.

2. The 11 items specified in the Exchange guidelines namely “Environmental Compliance Management Pollutant Emissions Waste disposal Energy usage Usage of WaterResources Circular Economy Ecosystem and Biodiversity Protection Supply Chain Security Equal Treatment of Small and Medium-sized Enterprises Contributions to theSociety Ethics of Science and Technology” are neither financially material nor impact material to the Bank. The Bank has provided disclosure and explanation on these topics

in this report.

3.The Green Operations topic covers the six items set out in the Exchange guidelines: “Environmental Compliance Management Pollutant Emissions Waste disposal Energyusage Usage of Water Resources Circular Economy” The Responsible Procurement topic covers two items from the Exchange guidelines: “Supply Chain Security EqualTreatment of Small and Medium-sized Enterprises.”

2728

Very High Materiality of Economic Social and Environmental ImpactsGovernance

Improving the Governance System Consolidating

the Foundation for Steady Development

The Bank continuously refines the governance mechanisms optimizes the modern financial enter-prise’s governance structure consisting of “the General Meeting of Shareholders the Board ofDirectors and the Senior Management” improves the comprehensive risk management system

deepens compliance management and strengthens integrity oversight and integrity-building

initiatives. Efficient governance empowers sustainable development and lays a solid foundation

for sound operations and high-quality development.2025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Forging Party Building for Industry

Leadership Uniting Efforts for

Sustainable Development

The Bank has consistently adhered to Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era

fully implemented the guiding principles of the 20th National Congress of the Communist Party of China and all

plenary sessions of the 20th Central Committee and thoroughly carried out the general requirements for Party

building in the new era. Aligning closely with the goal of "leading the way and setting a model" and with political

Party building as the overarching principle and high-quality development as the central theme the Bank has

organized and mobilized Party organizations at all levels Party members and cadres as well as all employees to

strengthen confidence forge ahead with determination and strive to create a new situation in which high-quality

Party building leads high-quality development.Strengthening the Party's Political Leadership

The Bank adheres to the centralized and unified leadership of the CPC Central Committee over financial work incorporates adher-

ence to and strengthening the Party's overall leadership into the Articles of Association integrates it into all aspects of corporate

governance strictly implements the "Three Majors and One Large" decision-making system and fully implements the prior research

procedures of the CPC Committee of SZRCB. During the Reporting Period the Party Committee convened 33 meetings and

reviewed over 200 "Three Majors and One Large" matters effectively leveraging the role of the CPC Committee of SZRCB in setting

the direction and exercising oversight over major decision-making thereby promoting the organic integration of Party leadership

with modern governance.Deepening Theoretical Education of the Party

The Bank adheres to the implementation of the “First Agenda” system organizing the study and implementation of the guiding

principles of General Secretary Xi Jinping's latest important speeches and directives ensuring that the CPC Committee of SZRCB

maintains the correct political direction and clarifies working approaches when studying major matters formulating important

policies and deploying key tasks. In addition leveraging the "leading-goose" effect of theoretical study center group in the CPC High-Quality Party Building Training Program

Committee of SZRCB and focusing on two major themes—the in-depth implementation of the Central Committee's Eight-Point

Decision and the guiding principles of the Fourth Plenary Session of the 20th CPC Central Committee—we established a

closed-loop learning system characterized by "exemplary leadership full coverage and supervised implementation".Strengthening Party Organization Development

Focusing on Key Minority We organized 14 theoretical study sessions in the theoretical study center group in the CPC

Groups to Strengthen Committee of SZRCB and held two themed reading classes to foster a strong learning The Bank thoroughly implemented the overall requirements for Party building in the new era and continuously consolidated the founda-

Demonstration Leadership atmosphere through leadership by example. tion of primary organizations. During the Reporting Period five new Party branches including the Party Branch of Suzhou Dongtaihu

Sub-branch were established achieving full coverage of Party branches at first-tier sub-branches and successfully completing the

Focusing on Key We organized rotational training for middle and senior management as well as specialized alignment with the vertical management of Party organizational relations under the Jiangsu Rural Commercial United Bank. Additionally

Positions to Strengthen training for Party branch secretaries and Party affairs workers to enhance the political the Bank further promoted the star-rating evaluation of Party branches. Four Party branches including the Head Office Business Depart-

Targeted Empowerment literacy and professional competence of our core workforce. ment Party Branch were recognized as five-star Party branches of provincial state-owned enterprises and seven Party branches includ-

ing the Bache Sub-branch Party Branch were recognized as four-star Party branches with the level of standardization and regulation of

Focusing on the Vast We guided primary Party branches to carry out nearly 700 theoretical study and discussion primary Party organizations continuously improving. As of the end of 2025 the Bank had established a total of 53 primary Party branches

Majority to Ensure activities ensuring that the Party's innovative theories are deeply internalized and take root with 692 registered Party members.Comprehensive Coverage in practice.

31 322025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Case Study Writing a New Chapter in Party-Building Cooperation: "Bank-Law Firm" Collaboration Promotes Development

SZRCB CPC Committee

In August 2025 the Party Branch of the Taizhou Branch of the Bank and

the Party Branch of Jiangsu Bihong Law Firm launched a joint Party-build-

Discipline ing initiative and signed the Agreement on Party-Building Cooperation to

Organization Party Publicity

Office of Inspection and jointly explore a new model of "bank-law firm integration". During the Department and Mass Department

of SZRCB CPC SZRCB CPC

Supervision initiative both parties engaged in in-depth exchanges regarding their Work of SZRCB CPC

Committee Office of SZRCB respective business development and invited senior lawyers from the firm Committee Department Committee

CPC Committee to conduct practical legal training on credit business for client managers

directly addressing key operational challenges. This initiative transformed

the Party's political strengths into developmental advantages driving

Party Branches at the Head Office: 7 Party Branches at SZRCB’s Branches and Sub-Branches: 46 synergistic progress between the Bank and the law firm in areas such as

mutual business promotion and service to the local economy.Organizational Structure of CPC Committee in the Bank

Case Study Joint Party-Building Efforts Foster Synergy; Bank-Industry Integration Drives Revitalization

In August 2025 the Party Branches of the Bank's Hengshan Sub-branch

and Wanping Sub-branch together with the Party Committee of the

Strengthening Party Building Brand Development Hengshan Knitwear Industry Cluster in Suzhou established the "SZRCB Financial Party Member Pioneer Team" at the venue of the Suzhou

Knitwear Industry Vocational Skills Competition. Both parties deepened

Adhering to the overarching principle of "centering Party building around their collaboration through an integrated "Party Building + Industry"

core tasks and promoting development through Party building" the Bank development model thereby promoting joint organizational develop-

established a “five-capacity” evaluation model centered on “political ment resource sharing and mutual advancement. Composed ofleadership capacity co-building innovation capability development backbone Party members the Pioneer Team adheres to the philosophy of

promotion capacity people's livelihood influence capacity and project "Party building sets the stage finance takes the lead and industry reapssustainability capability” guiding Party branches to benchmark annual the benefits". providing "butler-style" financial services to knitwear

key tasks and business challenges. Taking the responsibility system as enterprises through customer visits and transforming organizational

the starting point and project-based approaches as the pathway the advantages into practical momentum for serving characteristic industries

Bank promoted the deep integration of Party building with business and supporting rural revitalization.operations and continuously enhanced the “Integrity-driven Financial Integrity-driven Financial PioneerPioneer” Party building brand. During the Reporting Period Party

organizations at two levels across the Bank established partnership Case Study Joint Party Building Created a Platform; Medical-Bank Collaboration Benefited the Public

relationships with 35 government and enterprise units.In December 2025 the Bank held a signing ceremony for Party-building

cooperation and a joint study session of the theoretical study group with

Suzhou Ninth People's Hospital to thoroughly study and implement the

guiding principles of the Fourth Plenary Session of the 20th CPC Central

Committee and build a new bridge for bank-hospital collaboration. Both

parties focused on specific projects such as "AI Large Models Empower-

ing Bank-Hospital Scenarios" "Mobile Medical Insurance Payments"

"Mutual Integration of Financial Outreach and Health Services" "Rural

Free Medical Clinics" and "Mutual Appointment for Industry Conduct

Oversight". They promoted the organic integration of "Party-building

Red" "Financial Blue" and "Medical White" effectively transforming

organizational strengths into a powerful driving force for serving

development and benefiting the people.

33 342025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Standardizing Corporate Governance for

Efficiency Improvement Safeguarding Steady

Progress towards New Horizons General Meeting of Shareholders

The General Meeting of Shareholders is the In 2025

Improvement of Corporate Governance supreme authority of the Bank. The Bank strictly convenes and holds general meetings in compli-

ance with the Company Law of the People's

In 2025 the Bank promoted corporate governance reform in accordance with the requirements of laws and regulations such as the the Bank held 3 general meetings of shareholders at which 24 proposals

Company Law of the People's Republic of China. In July 2025 the Bank convened a General Meeting of Shareholders to review and Republic of China the Articles of Association the

approve the Proposal on the Abolition of the Board of Supervisors and the Proposal on the Amendment of the Articles of Association. In Rules of Procedure for the General Meeting of were reviewed and approved.August following approval from the Suzhou Regulatory Bureau of the National Financial Supervisory Administration the Board of Shareholders and other relevant laws regula-

Supervisors was formally dissolved. Since then the Bank has formed a governance structure centered on the General Meeting of Share- tions and internal rules treating all shareholders

holders the Board of Directors and senior management with the Audit Committee under the Board of Directors exercising the functions equally and ensuring their lawful rights including

and powers originally belonging to the Board of Supervisors in accordance with the Company Law and regulatory provisions.the rights to information participation and

During the Reporting Period the Bank strictly complied with laws and regulations such as the Company Law of the People's Republic of voting.China the Commercial Bank Law of the People's Republic of China and the Code of Corporate Governance for Listed Companies as well

as regulatory requirements. Taking the Articles of Association of Jiangsu Suzhou Rural Commercial Bank Co. Ltd. (hereinafter referred to

as the "Articles of Association") as the fundamental basis and relying on an operational system featuring "scientific decision-making

efficient execution and effective supervision" the Bank integrates standardized governance throughout the entire process of strategy Board of Directors

formulation risk management and daily operations providing a solid institutional guarantee for lawful and compliant operations The Board of Directors is accountable to the General Meeting of Shareholders. The Board of Directors of the Bank has established the Strategy

prevention and resolution of financial risks and the achievement of sustainable development.and Agriculture-related Affairs Committee the Risk Management and Related-party Transaction Control Committee the Audit Committee the

General Meeting of Shareholders Consumers' Rights and Interests Protection Committee the Nomination and Remuneration Committee the Green Finance Committee and the

Integrity and Ethics Committee. Each committee performs its duties in accordance with the working procedures formulated by the Board of

Strategy and Agriculture Committee Financial Technology Management and Directors provides professional opinions to the Board of Directors or makes decisions on specialized matters under the authorization of the

Digital Transformation Committee

Board of Directors.Risk Management and Connected

Transaction Control Committee Board of Directors Financial Management Committee In 2025

Audit Committee Office of the Business Continuity Management Committee

Board of Directors

Nomination and Remuneration the Bank held 7 meetings of the Board of Directors with a director attendance rate of 92.31% and adopted 69 resolutions.Centralized Procurement Management Committee

Committee

Office of President the various specialized committees under the Board of Directors held a total of 25 meetings and adopted 159 resolutions.Consumers’ Rights and Interests in Head Office Risk Management and Internal Control Committee

Protection Committee

Credit Review Committee

Green Finance Committee

Asset and Liability Management Committee

Integrity and Ethics Committee The performance of duties by each committee is as follows:

Number of Proposals Reviewed or

Specialized Committees Number of Meetings Held (times) Heard (items)

Strategy and Agriculture Committee 6 37

Risk Management and Connected Transaction Control Committee 4 56

Audit Committee 4 60

Consumers’ Rights and Interests Protection Committee 2 4

Nomination and Remuneration Committee 5 14

Green Finance Committee 2 2

Integrity and Ethics Committee 2 2

Organizational Structure of Suzhou Rural Commercial Bank

3536

Office

Security Department

Human Resources

Department

Planning and Finance

Department

Legal and Compliance

Department

Credit Management

Department

Risk Management

Department

Credit Approval

Department

Digital Banking

Department

Financial Technology

Department

Operation Management

Department

Sci-tech Investment

Banking Department

Risk Control and Investment

Research Department

Financial Market Fixed Income

Headquarter Department

Asset Management

Department

Financial Interbank

Department

Online Finance

Department

Retail Finance Agriculture and Inclusive

Headquarters Finance Department

Retail Banking

Department

Transaction Banking

Corporate Finance Department

Headquarters

Corporate Banking

Department

Audit and Inspection

Department2025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Senior Management

The Bank implements a president accountability system under the leadership of the Board of Directors. As of the end of the Reporting

Based on strategic development and governance needs the Bank continuously optimizes the diversity of the Board of Directors. In the

Period 1 president and 4 vice presidents (2 of whom are still awaiting approval of their qualifications by the national financial regulatory

selection and appointment of directors factors such as gender age educational background and professional experience are compre-

authority) had been appointed forming the Head Office President’s Office. The Head Office President’s Office answers to the Board of

hensively considered to ensure that Board members possess diverse perspectives and complementary expertise thereby providing

Directors and protects the legitimate rights and interests of depositors shareholders and the Bank. It exercises organizational leader-

professional support for sound decision-making and standardized operations. At the same time the Bank strictly implemented the

ship for business management within the scope authorized by the Board of Directors fully implements the annual business management

Independent Director System fully safeguarding independent directors in exercising their powers independently in accordance with the

objectives agreed upon with the Board of Directors and accepts the supervision and evaluation of the Board of Directors and the Audit

law and giving full play to their professional roles in strategic decision-making risk control and compliance supervision jointly ensuring

Committee.the scientific nature of Board decision-making. As of the end of 2025 the Board of Directors had established an Audit Committee of 5

members (including 3 independent directors) with the chairperson being an independent director with accounting expertise and a The Head Office President’s Office has established the Financial Technology Management and Digital Transformation Committee the

Nomination and Remuneration Committee of 4 members (including 3 independent directors) with the chairperson being an indepen- Financial Management Committee the Business Continuity Management Committee the Centralized Procurement Management

dent director. Committee the Risk Management and Internal Control Committee the Credit Review Committee and the Asset Liability Management

Committee.Management of Remuneration for Directors

As of the end of 2025

and Senior Management

the Board of Directors of the Bank has 14 members including 4 executive directors and 10 non-executive The Bank conducts performance evaluations and determines remuneration for directors and senior management in accordance with the

5 35.71 Measures for the Performance Evaluation and Remuneration Management of Directors and Personnel in Key Positions and the Measures directors ( of whom are independent directors). Independent directors account for % and female for the Performance Evaluation and Remuneration Management of Senior Management Personnel. The Bank deeply integrates ESG

directors account for 7.14%，Percentage of female executives: 33.33% governance into the operational management system attaches importance to the implementation of ESG principles and includes coreESG indicators (such as social responsibility inclusive finance and risk management) in the remuneration of the President's Commitment

Note: The qualification of 1 non-executive director remains subject to approval by the national financial regulatory authority.to Business Goals. Linking core ESG indicators with the remuneration of senior management promotes the organic integration of

sustainable development and value creation. Executive directors and senior management are paid monthly basic salaries and pre-paid

performance bonuses according to the Bank's remuneration system. For details on the remuneration of directors and senior manage-

ment for 2025 please refer to the Bank’s 2025 Annual Report.Protection of Investor Rights

▏Assessment of Board Effectiveness

In accordance with regulatory requirements and the provisions of the Articles of Association the Bank continuously improved the evalu- Communication with Investors

ation mechanism for the operational effectiveness of the Board of Directors regularly conducting objective performance evaluations of

The Bank continuously strengthens investor relations management. In accordance with the Measures for Investor Relations Management

the Board and its directors. These evaluations focus on the following aspects of the performance of the Board of Directors and its

and in accordance with the principles of compliance equality proactiveness honesty and trustworthiness the Bank continuously estab-

members: the formulation and implementation of strategic plans and annual business plans; the promotion and strengthening of risk

lishes a long-term investor relations management mechanism to support the establishment of a differentiated corporate image and the

management capital management internal control and compliance financial management and related-party transaction management;

reasonable return of market value. We have established a diversified and regular communication system to facilitate smooth communi-

the implementation of resolutions passed by the General Meeting of Shareholders and the Board of Directors; the convening of meetings

cation with small and medium-sized investors. On a daily basis investor concerns are comprehensively addressed through channels such

of the General Meeting of Shareholders the Board of Directors and its specialized committees; directors' attendance at meetings and

as the SSE E-Interactive platform investor hotlines and performance briefings.expression of opinions; the provision of suggestions and recommendations to the Bank's management; and the expression of opinions

on major matters. The evaluation results indicate that the Board of Directors operates in a standardized manner and makes decisions

efficiently. All directors are able to express opinions independently and objectively based on their professional experience and receive

a performance evaluation rating of "Competent" effectively ensuring the implementation of the Bank's strategy and compliant opera-

tions.

37 382025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Case Study Deep Collaboration for New Development | Gaoxin Sub-branch — the First Stop of the

During the Reporting Period

"Visit to SZRCB"-Series Research

To deepen investor relations management SZRCB has innovatively launched the "Visit to SZRCB"-Series Research. In June 2025 the

first research was conducted in Gaoxin Sub-branch institutional investors such as Guosen Securities and China Southern Fund

gained an in-depth understanding of the "Financial Services Steward for Small-Micro Enterprises" model through "symposium +

the Bank disclosed 4 regular reports 49 interim announcements and non-announcement

visit". At the symposium investors and frontline teams conducted in-depth exchanges on business plans and asset quality and they

visited key serviced enterprises on site to directly experience the effectiveness of bank–enterprise cooperation. This effectively built disclosure documents and 0 penalties were imposed on the Bank for any violations

a communication bridge between the capital market and frontline business operations enhancing investors' understanding and related to information disclosure.recognition of the Bank's differentiated competitive advantages.Return on Shareholders' Investment

In accordance with relevant requirements such as the Regulatory Guidance No. 3 of Listed Companies - Cash Dividend Distribution of

Listed Companies and the provisions of the Articles of Association the Bank has formulated the 2023–2025 Shareholder Return Plan.Taking into comprehensive consideration factors such as profitability level business scale development stage and reasonable share-

holder returns the Bank established a continuous stable and scientific investor return planning mechanism. In addition to implementing

annual cash dividends the Bank has further diversified return initiatives through the capitalization of capital reserves and interim

During the Reporting Period dividends to enhance investors' sense of gain.the Bank organized 20 investor engagement events and held three earnings briefings achieving a 100% response Key Performance

rate on the SSE E-Interactive platform.Accumulated Dividends after Listing (2016–2024): RMB 2.239 billion

Estimated Dividend Amount for 2025 (including Interim Dividends): RMB 0.424 billion

C ompliant Information Disclosure

In strict accordance with normative documents such as the

Measures for the Administration of Disclosure of Information by

Listed Companies the Bank has formulated and implemented

internal systems including the Information Disclosure Affairs

Management System and the Measures for Insiders of Inside

Information. With compliance as the bottom line and in the

principles of authenticity accuracy completeness and timeliness

we continuously improve the transparency of information disclo-

sure and ensure equal access to information for all shareholders.During the Reporting Period by virtue of outstanding perfor-

Golden Bull Award for Listed

mance in information disclosure the Bank was awarded the

Companies - Golden Information Disclosure Award

Golden Bull Award --- Golden Information Disclosure Award by

China Securities Journal.

39 402025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Strengthening Risk Management System Strategy

Reinforcing the Safety Defense Line ▏Strategic Planning for Comprehensive Risk Management

Governance The Bank has formulated the Strategic Planning Report for Comprehensive Risk Management (2023–2027) which clarifies medium- and

long-term risk management objectives and implementation pathways. By establishing a strategic management mechanism covering the

In strict accordance with regulatory requirements such as the Guidelines on Comprehensive Risk Management of Banking Financial entire process of tracking evaluation adjustment and assessment and incorporating planning content into the annual key work plan

Institutions the Bank formulates the Measures for Comprehensive Risk Management and continuously improves a comprehensive risk for overall promotion the Bank continuously improves the level of comprehensive risk management strengthens the synergy between

management system that covers the entire Bank and spans all business lines. The Bank has established a risk management structure risk management responsibilities and strategic implementation and provides strong support for the Bank's comprehensive coordinated

composed of the Board of Directors senior management and functional departments. Each level according to its responsibilities and and sustainable development.division of duties manages various risks faced in business operations in an orderly manner in accordance with risk management policies

procedures and methods.The Board of Directors bears ultimate responsibility for comprehensive risk management.It is responsible for formulating the overall risk management strategy and risk appetite approving

major risk management policies and procedures and assessing the Bank's overall risk profile.The Risk Management and Related Party Transaction Control Committee reviews and revises the risk Phase 1 Phase 2 Phase 3

management strategic plan risk management strategies and risk appetite in accordance with the

（2027 years）

Board of Directors Bank's overall strategy.

（2023—2024）（2025—2026）The Audit Committee is responsible for supervising and inspecting the performance of duties in

comprehensive risk management urging corrective actions and providing suggestions and opinions

on the Bank's comprehensive risk management work.Addressing shortcomings and Consolidating the foundation Breaking through difficulties

clarifying direction: We and realizing comprehensive and focusing on long-term

The senior management is responsible for the implementation of comprehensive risk management. addressed shortcomings in the improvement: We will further benefits: We will deepen the

comprehensive risk manage- solidify the foundation of risk evaluation and analysis for

It implements resolutions of the Board of Directors formulates and promotes management policies ment system based on previous management and promote the comprehensive risk manage-

and procedures for various risks evaluates the status of comprehensive risks and major risk manage- efforts and accelerated the normalization and refinement ment identify specific design

ment and reports to the Board of Directors. establishment of a long-term of risk management practices. difficulties take targeted

Senior Management

mechanism for comprehensive actions make key break-

risk management. throughs cultivate a strong risk

management culture and

establish a collaborative risk

The Risk Management Department is leading the comprehensive risk management. management execution system

across the front middle and

It formulates comprehensive risk management policies and processes and continuously monitors the back offices based on the

implementation of risk appetite risk limits and risk management policies and procedures. realities of the Bank.Risk Management

Department

Impact Risk and Opportunity Management

Functional departments assume direct responsibility for risk management.They formulate various management measures and operational guidelines to ensure consistency with Improvement in the Internal Control System

risk management policies and procedures and promote the effective implementation of relevant

policies and procedures. The Bank continuously deepens the "three lines of defense" risk management structure composed of business departments risk

Functional The Audit and Inspection Department is responsible for evaluating the Bank's risk management management departments and internal audit departments advocates and establishes risk concepts and culture aligned with sustain-

Departments system and conducting independent audit oversight of the departments and processes involved in able development and promotes the integration of risk management requirements into the Bank's entire business processes.managing risks.

41 422025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Business Department

Business units are responsible for promoting that risk management Digitalization of Risk Control

policies and procedures for all types of businesses and products are

First Line of Defense fully understood and effectively implemented in the branches. Aligning with the digital transformation strategy we will solidly advance the digitalization of credit risk management with a focus

on data empowerment model-driven approaches and process efficiency. First we achieve full coverage of model-assisted

Risk Management Department and Various Risk-Specific Management

approval for retail loans across all operating outlets within the jurisdiction. Second we refine forward-looking expected credit loss

Departments

Formulate comprehensive risk management policies and processes (ECL) models establish and apply a retail-specific forward-looking model and improve the accuracy of impairment models.and undertake the identification measurement evaluation monitoring Third we launch the retail credit customer risk snapshot module which integrates customer financing trends and risk characteris-

Second Line of Defense control or mitigation of relevant risks. tics into a single-page overview and is embedded in business systems to assist with pre-loan investigations and review and

approval processes. Fourth we organize multiple rounds of discussions with peer institutions on the application of large models

Audit and Inspection Department and AI technologies in digital risk control and complete scenario-based explorations such as transaction flow analysis and

Audit the performance of the business and risk management depart- AI-assisted credit investigation report preparation.Third Line of Defense ments assess the comprehensiveness reliability adequacy and effec-

tiveness of the Bank’s risk management system and conduct indepen-

dent audit and supervision of all risk management processes of the

Bank. Optimization of Risk Control Processes

Focusing on key stages of risk prevention and control we strengthen mechanism construction to enhance control effective-

ness. First we establish a "dual alignment dual management" mechanism for large-amount loans to realize two-way

alignment between credit approval and post-loan tracking as well as post-loan inspection and renewal credit feedback. We

Management of Key Risks build a large-scale differentiated risk intelligent monitoring model and apply it in on-site inspections to implement risk

control at an early stage. Second we optimize the credit utilization review mechanism newly launch an intelligent review

Adhering to the business philosophy of compliance and prudence steady progress and controllable risks the Bank continuously model for corporate credit utilization rely on big data to identify explicit credit risks in the credit utilization process and

strengthens the management of various risks and strives to build a long-term robust risk management system. In 2025 the Bank prevent deterioration of new loans; add a retail offline loan disbursement counter accounting function to ensure the

completed annual risk analysis and assessment generated a comprehensive risk report and implemented precise measures targeting authenticity of borrower signatures and the accuracy of entrusted payments thereby comprehensively strengthening risk

major risks related to credit market liquidity banking books operation money laundering terrorist financing information technology control throughout the credit utilization process.and strategy to achieve effective control over relevant risks and solidify the foundation of the high-quality development. For details on

the Bank's various risk management practices please refer to the 2025 Annual Report of SZRCB.Enhancement of Mechanism Construction Development of Risk Culture

The Bank continuously strengthens the construction of the comprehensive risk management mechanism promotes coordinated linkage The Bank views the development of risk culture as an important cornerstone for sound operations. By improving systems and mecha-

among the three lines of defense improves institutional documents for major risk management categories refines risk control require- nisms and providing risk management training we strengthen the risk control awareness of all employees continuously build a solid risk

ments and ensures alignment between institutional systems regulatory policies and business practices. We routinely conduct effective- defense and provide strong support for high-quality business development.ness assessments of the comprehensive risk management system focusing on the performance of governance and implementation

bodies and implement targeted measures to address weaknesses and consolidate improvements.Regular The Bank holds regular risk management-related training quarterly including credit work meetings

for frontline customer managers and the work meetings of the risk management and internal control

Meetings

committee for the management level of the Bank.Risk Appetite and Limit Management

We continuously enhance the precision of risk management by deeply aligning risk appetite with strategic objectives and In addition to the above regular meetings risk management departments actively participate in

Irregular

operational plans ensuring that risk-bearing capacity matches the pace of business development. Quantitative and qualita- external training programs. The topics covered by the construction of the "GYROSCOPE" evaluation

tive limit indicators are set by dimensions such as customers industries regions and products and transmitted to business Meetings system for commercial bank stable development market risk rating modeling and digital risk control

lines through performance evaluation and accountability mechanisms to strengthen rigid constraints on risk management systems in emerging technological fields.across the entire institution and throughout all processes.

43 442025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Adhering to Compliance Standards

Empowering Stable Operations

Compliance Management

Centered on the "Year of Management Enhancement" initiative the Bank aims to build a compliance management system characterized

by "law-abiding compliance comprehensive coverage clear responsibilities and pragmatic efficiency" thereby continuously solidifying

the foundation for high-quality development. By focusing on three key links—institutional process optimization case-related risk

investigation and employee conduct management—the Bank continuously improves the compliance management institutional system

and strengthens the rigid implementation of compliance management mechanisms providing solid guarantees for the steady develop-

Training on Risk Management ment of our business.Optimizing System and Process Controls to Strengthen

Metrics and Targets the Foundation of Compliance Management

Closely follow regulatory developments and promptly carry out internalization of external regulations

The Bank continuously improves the risk analysis and early warning system for various types of risks establishes a sound risk appetite and institutional reviews to ensure the compliance and applicability of the institutional system.and risk limit management indicator system formulates clear execution and accountability mechanisms and monitors implementation

in real-time. Dynamic adjustments are made as necessary to ensure the effective communication and implementation of risk appetites Prepare a supporting question bank on policies and related explanatory videos.and limits. Accurately identify key risk points through process optimization and operational risk assessments

and simultaneously improve compliance and control effectiveness.Indicator Unit 2025

Compliance Rate of Regulatory Indicators for Important Strengthening Case-related Risk Investigation and

Institutions in the Agricultural Banking System % 100 Building a Closed-loop Control Mechanism

Major Risk Events Case 0 Revise the Administrative Measures for the Prevention and Control of Criminal Case-related Risks and

improve normalized investigation and disposal mechanisms.Refine screening standards implement quarterly rolling screenings and regular reporting mecha-

nisms and establish standardized and efficient workflows.Rely on the compliance management platform to implement closed-loop management of identified

problems through item-by-item classification confirmation and write-off.Strictly Strengthening Employee Conduct Management

and Building a Compliance Baseline for All Employees

Improve the long-term mechanism for employee conduct management revise the Administrative

Measures for the Management of Abnormal Conduct of Practitioners specify key process details and

enforce them rigorously.Focus on trends in industry-related cases and frequently occurring violations comprehensively apply

means such as credit information checks external data queries and model monitoring to promptly

identify potential risks and reinforce the compliance baseline.Cultivation of Compliance Culture

The Bank steadily promotes the construction of a compliance culture. This year focusing on the three major themes of "compliance starts

from senior management" "compliance is everyone's responsibility" and "compliance creates value" we conducted phased awareness

and education campaigns to further establish and refine a compliance culture system characterized by "top-down leadership full staff

participation and value orientation".

45 462025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Exemplary Role of Senior Management Anti-Money Laundering (AML) Management

The senior management signed the Commitment to Compliance and Case Prevention the Chairman

delivered compliance lectures and on-site warning education activities were carried out to strengthen In strict accordance with laws and regulations concerning anti-money laundering including the Anti-Money Laundering Law of the

compliance awareness among the management at all levels and promote the implementation of compli- People's Republic of China and the Measures for the Supervision and Administration of Anti-Money Laundering and Counter-Terrorist

ance responsibilities at every level. Financing in Financial Institutions as well as regulatory requirements the Bank has revised and improved 14 AML-related policies

including the Measures for the Administration of Money Laundering and Terrorist Financing Risks the Administrative Measures for

Self-Assessment of Money Laundering and Terrorist Financing Risks and the Operational Procedures for Anti-Money Laundering Work.Multi-dimensional Publicity and Education Additionally the Bank has formulated the Administrative and Assessment Measures for Departmental Anti-Money Laundering Liaison

Through themed lectures by responsible leaders rotational training across business lines and Officers to supplement internal control requirements for AML. This further clarifies the AML responsibilities of each department and

live-streamed compliance sessions we have amplified the impact of compliance culture promotion and position optimizes working mechanisms and internal divisions of labor continuously enhances the standard of AML work and strength-

enhanced the entire workforce's commitment to compliance. ens the critical defense line for maintaining financial order and ensuring the security of the financial system.▏Anti-Money Laundering Risk Control

Integration into Daily Business Operations

Through senior management compliance oversight analysis of typical cases and compliance exams we The Bank has established a money laundering risk management framework encompassing the Board of Directors senior management

have integrated compliance principles into business processes and daily management fostering a deep the Legal and Compliance Department relevant AML departments and branches. We have integrated money laundering risk manage-

integration of compliance with business operations. ment into the comprehensive risk management system. Based on the Measures for the Management of Money Laundering and Terrorist

Financing Risks we have established and continuously improved a "centralized specialized and systematized" AML working model and

established a sound AML working mechanism and operational process featuring centralized processing controllable risks and a balance

between quality and efficiency. On this basis the Bank standardizes the implementation of customer money laundering risk assessment

customer due diligence large-value and suspicious transaction reporting special AML prevention measures inspection and audit and

other tasks thereby effectively fulfilling AML obligations. In addition closely following regulatory requirements and actual business

development needs the Bank continuously optimizes the AML information system to provide technical support for the monitoring and

analysis of large-value and suspicious transactions customer due diligence and the retention of customer identity information and

transaction records.▏Training on Anti-Money Laundering

To further strengthen the Bank's AML team building the Bank has established a long-term AML training mechanism and formed a

full-coverage multi-level multi-channel AML training system. By formulating annual training plans we ensure that personnel at all

levels particularly those in key positions possess the capabilities to fulfill their AML duties and improve our AML quality and efficiency.Cultivation of Compliance Culture AML Training for Directors and Senior Management Training on Anti-Money Laundering for New Employees

47 482025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Case Study "3·15" Public Awareness Campaign on Financial Consumer Rights & Interests and Case Study Training on Anti-Money Laundering for All Employees Anti-Money Laundering

In August 2025 to further enhance the Bank’s In March 2025 the Bank organized a "3·15" publicity campaign on the protection of financial consumers' rights and the AML

anti-money laundering management level and improve efforts. Focusing on the theme "Beware of Money Laundering Traps Protect Your Rights" the campaign reached out to rural

employees’ ability to carry out anti-money laundering areas townships and specific groups such as the elderly students and migrant workers. Through both online and offline

work we invited senior experts from a third-party channels the Bank expanded publicity coverage effectively strengthened financial consumer protection solved practical

organization to offer the training on anti-money laun- problems for the public and helped build a sound financial consumption environment.dering for all employees. The training covered aspects

such as theoretical knowledge on anti-money launder-

ing and due diligence methods and included a training

test section to ensure that all employees thoroughly

understood the training content.▏Promotion of Anti-Money Laundering

The Bank continuously strengthens the anti-money laundering compliance culture. We conduct regular AML publicity and educational

activities through multiple channels to effectively raise AML awareness among all staff and promote the joint efforts of all parties to

safeguard financial security.Enhancement of Internal Education

Disseminating the philosophy of anti-money laundering in modes such as policy lectures and risk case warnings the

Bank utilizes channels such as official websites Weibo Official Account and WeChat Official Account to conduct Key Performance Unit 2024 2025

experience exchanges publicize typical cases create a positive work atmosphere and enhance the anti-money Number of Training Sessions on Anti-Fraud and

Anti-Money-Laundering Session 17 19laundering awareness of all employees.Person-times of Participation in Anti-Fraud and

Anti-Money Laundering Training Person-times 5328 6445

Number of Compliance Training Sessions Conducted Session 13 18

Expansion of External Publicity

Through diversified channels such as LED signage lobby televisions and posters leaflet distribution on-site visits

and salons the Bank actively publicizes citizens' AML obligations to different customer groups and partners.With a focus on the expansion and innovation of AML publicity channels more than 15000 publicity materials were

distributed in total effectively expanding publicity coverage and enhancing employees' and the public's risk preven-

tion awareness laying a solid foundation for building a secure financial environment.

49 502025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Upholding Business Ethics for Long-Term

Success Shaping the Future with Integrity Routinely conduct integrity risk assessments and prevention efforts systematically identify risk points from three dimensions—positions processes and mechanisms—and scientifically evaluat-

Identification ing and formulating targeted prevention measures. During the Reporting Period more than 1900

of Integrity cadres and employees conducted self-inspection and self-correction dynamically updated risk

Risks points and prevention measures revised the integrity risk prevention and control manual and

Anti-Commercial Bribery and Anti-Corruption improved long-term operating mechanisms.The Bank adheres to Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era as its guiding principle. It thoroughly

studies and implements the guiding principles of the 20th National Congress of the Communist Party of China and General Secretary Xi

Jinping's important discourses on the Party's self-revolution deeply comprehends the decisive significance of the "Two Establishes" and Carry out special supervision focusing on key areas: conduct accountability investigations for large-risk and loss-making projects and establish investigation ledgers for risk businesses

resolutely upholds the "Two Upholds". Furthermore we strictly implement the arrangements of the Fourth Plenary Session of the 20th Special exceeding RMB 50 million; carry out special supervision on asset inventory utilization to promote

Central Commission for Discipline Inspection and the Fifth Plenary Session of the 14th Provincial Commission for Discipline Inspection Remediation revitalization of idle assets and certificate processing; implement reverse-performance inspec-

as well as the work requirements of higher-level disciplinary inspection bodies. We unswervingly advance the comprehensive and strict and Supervi- tions for bidding and procurement projects and issue supervision opinions on procurement

governance of the Party and the Bank and continuously deepen the construction of Party conduct and integrity as well as the fight sion methods and acceptance issues; carry out special supervision on receipt issuance storage and inventory management of materials and supplies to standardize procurement warehousing

against corruption. By strengthening the rectification of work conduct discipline and anti-corruption efforts we effectively fulfill our role requisition inventory-taking and cost control.in supervising and ensuring implementation while promoting improved development thereby providing a strong political guarantee for

the "SZRCB Model" in comprehensively advancing the construction of the "Three Banks".A multi-level employee behavior management system has been established where: the Employee

Manage- Compliance Code is formulated to define standards of professional ethics; the Commitment to

ment of Integrity is signed to reinforce contractual constraints; a digital disciplinary supervision system is ▏Responsibility for Clean Governance Employee leveraged to enable dynamic risk monitoring; violations of integrity regulations are strictly

Behaviors addressed in accordance with rules such as the Measures for Handling Employee Violations of

In the principle of "whoever is in charge is responsible" the Bank fully implemented the responsibility system for Party conduct and Jiangsu Suzhou Rural Commercial Bank Co. Ltd. to create a closed-loop control mechanism of

integrity building and incorporated integrity construction requirements into the annual business target responsibility assessment system "policy communication – behavioral constraint – technical supervision – disciplinary enforcement".for the President and all branches. The Commission for Discipline Inspection of the Head Office is responsible for organizing supervision

inspection and evaluation. Assessment results serve as important bases for performance evaluation rewards and punishments

selection and appointment and excellence appraisal of primary leadership teams forming an effective responsibility transmission mech- Integrate integrity supervision into the entire supplier management process require 100% of

anism. cooperating suppliers to sign integrity commitment letters regularly carry out procurement and

On this basis the Bank continued to refine institutional Supplier integrity compliance training include centralized procurement behaviors within the scope of

norms and formulated supporting systems such as the Integrity audits and supervision inspections clearly define nine categories of supplier blacklist behaviors Manage-

Measures for Responding to Opinions on Party Conduct and ment include suppliers with integrity misconduct in blacklist management and form a full-chain super-

Integrity the Administrative Measures for Integrity Archives vision mechanism of "pre-commitment in-process control and post-accountability" to ensure

of Cadres and the Administrative Measures for Reporting compliance transparency integrity and efficiency in procurement work.Personal Matters by Middle-level Management Personnel

promoting normalized and institutionalized implementa-

tion of responsibilities. During the Reporting Period the

Party branches and relevant personnel of our branches

have all signed the Commitment to Party Integrity Construc- Case Study Focusing on Rectifying the "Four Malpractices" to Enhance Awareness of Integrity

tion and the signing rate for documents related to profes- and Self-Discipline

sional integrity and business ethics reached 100%. Pre-Appointment Communication on Integrity for Middle Management

During the Spring Festival of 2025 the Commission for Discipline Inspection closely monitored

frequent and high-incidence issues related to the "Four Malpractices" and conducted in-depth

special inspections on integrity supervision. Through methods such as open and covert inspec-

▏Enhancement of Integrity Supervision tions and the facilitation of reporting channels the commission focused on investigating

persistent holiday-related issues such as unauthorized dining and entertainment the improper

The Bank's Commission for Discipline Inspection faithfully fulfills its supervisory duties resolutely advances the comprehensive and strict receipt or giving of gifts and cash and the private use of official vehicles. Particular attention

governance of the Party maintains a clear-headed approach at all times and firmly upholds disciplinary standards. It intensifies efforts was paid to hidden and mutated phenomena such as "gift delivery via courier" continuously

to advance the integrated approach of ensuring officials "dare not cannot and do not want to" engage in corruption continuously sending a clear signal of strict enforcement and ensuring that sound Party conduct and working

eradicating the soil and conditions that breed corruption and clearing obstacles to safeguard the high-quality development of the ethics provide a strong guarantee for the high-quality development of the entire bank.entire Bank.

51 522025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

▏Management of Reporting on Integrity ▏Cultivation of Integrity Culture

To fully leverage public oversight and encourage fact-based reporting of employee misconducts disciplinary violations and illegal Based on local cultural characteristics and guided by the "Integrity-Driven Financial Pioneer" Party-building brand the Bank carefully

behaviors the Bank in accordance with the Measures for Handling Reports on Violations in the Banking and Insurance Industry and other cultivated the "Clean SZRCB" brand and integrated the construction of a clean financial culture brand into the entire process and all

relevant regulations and in combination with actual needs formulated the Measures for Integrity Reporting Management to strictly aspects of daily supervision and management continuously injecting "clean governance" momentum into the Bank's high-quality

regulate the procedures for reporting receiving and handling reports effectively protect the legitimate rights and interests of development.whistleblowers maintain the order of reporting with integrity and create a clean and upright business environment.Reporting Channels

Reporting by Phone Reporting by Letter

Tel.: Mailing Address: No. 10888 Dongtaihu Avenue Wujiang District Suzhou

0512-63968207 Attention: Director of the Discipline Inspection and Supervision Office of the

Party Committee Jiangsu Suzhou Rural Commercial Bank Co. Ltd.Post Code: 215200

Report by Email Reporting by Visit

Email： Office Address: No. 10888 Dongtaihu Avenue Wujiang District Suzhou

jb@szrcb.com Reception: Discipline Inspection and Supervision Office of the Party

Committee Jiangsu Suzhou Rural Commercial Bank Co. Ltd. Taking Integrity Education as a Foundation to Build a Strong Ideological Defense Against Case Study Corruption

In February 2025 the Bank's Commission for Discipline Inspection organized a study session on the guiding principles of the

Eight-point Regulations and relevant provincial implementation rules guiding cadres and employees to draw lessons from

specific cases and apply them by analogy. Simultaneously the Bank organized a centralized study session for all middle-level

cadres and Party members on the guiding principles of the Third Plenary Session of the 20th CPC Central Committee. Through

research forums and warning education sessions focused on improving the system for exercising full and rigorous Party

self-governance the Bank effectively encouraged Party members and cadres to elevate their political stance and strengthen

their integrity awareness. This helped them maintain ideological vigilance during holidays and uphold integrity standards

fostering a positive ethos of frugality and a commitment to integrity while rejecting corruption.

53 542025 Sustainability Report Governance: Improving the Governance System Consolidating the Foundation for Steady Development

Attending a Court Hearing: Sounding the Alarm for Integrity | Organizing Employees to Receive

Case Study Firsthand Integrity Education Anti-Unfair Competition

The Bank always adheres to the operation philosophy of fair competition and honest business practices and integrates compliance

In March 2025 the Bank's Commission for Discipline Inspection organized employees in key positions to attend a court hearing

development into its strategy and daily operations in strict compliance with the Anti-Unfair Competition Law of the People’s Republic of

of a loan fraud case at the People's Court of Wujiang District Suzhou City. The court hearing reproduced the illegal process of

China and the regulatory requirements of the financial industry. The Bank continuously conducts business by laws respects market rules

the defendant fabricating identity and forging certificates to fraudulently obtain loans through real cases allowing employees

improves internal governance strengthens employee behavioral constraints optimizes customer service mechanisms and resolutely

to experience the authority of the law at "close range". This activity transformed the "courtroom" into a "warning classroom"

resists unfair competition such as commercial defamation misleading pricing and vicious competition for talents. We safeguard the

clarified disciplinary rules and explained laws through cases and effectively strengthened the risk prevention awareness of

order of the financial market and the rights and interests of consumers to promote the healthy and sustainable development of the

personnel in key positions.industry. During the Reporting Period no litigation or major administrative penalties due to unfair competition occurred in the Bank.Learning from Cases to Strengthen Warnings and Promoting Integrity Through Family Values |

Case Study Suzhou Rural Commercial Bank Conducted On-site Integrity Education

In April 2025 to further advance the "Good Family Values · Good Life" integrity-focused family tradition education program

the Bank organized more than 80 participants—including members of the leadership team of the Head Office heads of Protection through Control of Talent Recruitment Management of Service Pricing

departments managers of sub-branches in Suzhou and representatives of young cadres—to visit Suzhou Prison and the Fan Compliance System

Zhongyan Memorial Hall for an "immersive" warning education. Through an educational model combining "disciplinary and The Bank embeds the principles of In accordance with the regula- In line with the Measures for the

legal warnings with cultural immersion" participants collectively reflected on the significance of family values in fostering fair competition in the Employee tions of administration authori- Administration of Service Prices of

integrity in professional conduct and were educated and guided to cultivate a sense of reverence maintain caution and Compliance Code and the business ties regarding recruitment in the Jiangsu Suzhou Rural Commercial

uphold ethical boundaries. management system and clearly industry we standardize the Bank Co.Ltd. we establish a

prohibits employees from engag- recruitment process ensure that pricing compliance mechanism

ing in unfair competition practices commercial defamation induce- and strictly prohibit the use of

such as commercial defamation ment to breach contracts and unfair pricing methods to elimi-

and forced bundling in business other unfair competition behav- nate or restrict service competi-

promotion customer service and iors are eliminated during the tion and the false advertising or

other aspects strengthening the recruitment process and main- other unfair means to induce

awareness of compliant operation ta in ing a benign ecology of customers to accept services. We

through institutional constraints. talent flow in the industry. ensure all services are reasonably

priced information is open and

transparent and the rights and

interests of consumers are effec-

tively safeguarded.Genetic Code of Integrity Through Cultural Immersion — Disciplinary and Legal Warning Behind High Walls and

"Exploring the Museum to Learn Integrity" Event at the Fan

Zhongyan Memorial Hall Iron Bars — "On-site Education" at Suzhou Prison

In 2025 the Bank attached great importance to integrity education and training and organized multi-format and multi-level training on

anti-commercial bribery and anti-corruption covering all affiliates directors management personnel and employees.Key Performance Unit 2025

Coverage Rate of Employees Participating in Training on

Anti-commercial Bribery and Anti-Corruption % 100

Average Duration of Employee Training on Anti-Commercial

Bribery and Anti-Corruption Hour/Person 3

55 56Development

Deepening Finance Fundamentals Nourishing the Real Economy

——Building a Benchmark Bank Leading the Industry

As a regional rural commercial bank born from and thriving on agriculture the Bank has consistent-

ly adhered to its market positioning of "supporting agriculture and small businesses" and serving

the real economy. Upholding the mission of "To Be a Financial Butler and Create Worry-free

Service" the Bank has thoroughly implemented the "Three-One-Five" Development Strategy. We

inject financial vitality into the rural revitalization establish a network of public welfare services

with inclusive finance empower industrial upgrading through financial innovation and revitalize

service efficiency through digital transformation. The Bank is fully committed to building itself into

"a Benchmark Bank Leading the Industry". On the journey of deepening our commitment to the

fundamentals of finance and nourishing the fertile soil of the real economy we are striving to

compose a new chapter of high-quality development.2025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Deepening Support for Agriculture and Small Opportunity Type Description of Opportunity Financial Impact Impact Impact on Duration Value Chain Countermeasures

Businesses Empowering the Growth of the

Local governments and regula- Proact ive ly a l ign with pol icy

Real Economy tory authorities have succes- guidelines effectively utilize tools sively issued a series of policies such as re-lending interest subsi-Policy Medium term Operationsand guidelines encouraging Reduction in dies and risk compensation and

Opportunities financial institutions to prioritize operating costs Long term Downstream increase credit disbursement to

support for small and micro SMEs while ensuring policy imple-

Governance enterprises. mentation.As a rural financial institution rooted in "agriculture rural areas and farmers" and dedicated to serving local communities the Bank Given policy directions and local Enrich inclusive credit products

economic characteristics there

implements the 2023–2027 Strategic Development Plan. We adhere to our market positioning of "supporting agriculture and small optimize online and offline service

Market is vast room for expansion in Increase in Medium term Operations models focus on agriculture

businesses" and serving the real economy advocate the "Financial Steward" service philosophy comprehensively enhance the Opportunitie financial services supporting SMEs and individual business

quality and efficiency of financial services effectively meet customers' comprehensive financial needs promote broader access to agriculture and small business-

operating income Long term Downstream operators and deeply cultivate

es and the market holds signifi- regional markets.high-quality financial services for the public and builds two key brands: "A Trusted Wealth Manager for the Public" and "Financial cant development potential.Services Steward for Small-Micro Enterprises".The Board of Directors is responsible for formulating development strategies centered on supporting agriculture and small businesses

and serving the real economy and for supervising the implementation of these strategies. The Board of Directors has established the

Strategy and Agriculture Committee and the Risk Management and Related Party Transactions Committee. Within the scope of their Impact Risk and Opportunity Management

respective authorizations from the Board of Directors these committees conduct research and exercise oversight regarding the Bank's

strategic management and risk management matters while also providing recommendations to the Board of Directors. The Office of the

President is responsible for implementing the strategic plans formulated by the Board of Directors and regularly reporting progress on

implementation to the Board of Directors. The Office of the President has established specialized committees and business departments Serving "Agriculture Rural Areas and Farmers" — Leading the Way in Rural Revitalization

to assist in driving relevant business departments to strengthen financial product innovation optimize service models increase support

Guided by the "Three-One-Five" Development Strategy the Bank remains committed to the original mission of supporting agriculture

for agriculture and small businesses and enhance the supply of inclusive finance thereby continuously directing financial resources

and small businesses deepens our engagement in the financial sectors related to "agriculture rural areas and farmers" and strives to

toward key areas and weak links in regional economic and social development.become a benchmark bank in serving rural revitalization. Through continuous innovation in products and service models and deep

participation in rural social governance we have comprehensively enhanced our capabilities and standards in providing financial

Strategy services to support the "agriculture rural areas and farmers".Identification of Risks and Opportunities

Risk Type Description of Risk Financial Impact Impact Impact on Duration Value Chain Countermeasures

Small and micro business custom-

ers have relatively weak risk-bear- Establish a full-process risk control

ing capacity and insufficient oper- Decrease in operating system (onboarding–credit approv-Medium term

Credit Risk ational stability making them income and increase in Operations al–post-loan monitoring) implement

prone to default and increasing the operating costs customer segmentation and credit Long term

probability of non-performing limit management and reduce con-

loans. centration risk.Inclusive finance involves small

transaction amounts high custom- Short term Reduce operating costs through

er acquisition and due diligence Increase in operating digital transformation strengthen

Cost Risk costs and significant labor input costs; decrease in net Medium term Operations standardization and batch process-

which lowers profitability per interest margin ing capabilities and improve service Long term

customer. efficiency.

59 602025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

During the Reporting Period

Building a Professional Team Serving the "Agriculture Rural Areas and Farmers"

the Bank's inclusive agriculture-related loans (based on the statistical scope of the regulators) amounted to RMB

To strengthen the foundation of rural financial services the Bank has consistently deployed personnel and services to the primary level

8.410 billion an increase of RMB 406 million from the beginning of the year. building a systematic and professional rural financial services team and establishing a three-tier service system comprising "financial

advisors on-site managers and volunteer service teams". We have assigned 58 financial advisors to serve in villages stationed 45 rural

financial service managers at rural service stations and formed 64 "Xiaoyuan Service Teams" to go deep into farmlands and fields to

promote financial literacy. This team serves as the main force for projects such as "Large-Scale Visits to Enterprises and Households"

"Village-Wide Credit" and "Practical Services for Villagers" and continuously promotes the construction of a multi-level wide-coverage

Enriching Financial Products for Serving the and sustainable rural financial service system."Agriculture Rural Areas and Farmers"

The Bank focuses on providing credit services to new

types of agricultural operators such as family farms and Financial Advisory Teams Deliver Loans to Rural Areas

farmers' professional cooperatives and vigorously

expands inclusive financial services for agriculture-re- The Bank has actively implemented the strategy of financial support for rural revitalization. The Financial Advisory Teams have

lated small and micro enterprises and self-employed visited farmlands family farms and rural markets to carry out initiatives such as "Loan Delivery to Rural Areas" and "Enterprise

individuals. It has developed specialized credit products Support Express". In response to farmers' financing characteristics of being "short-term small-amount frequent and urgent"

including the "Fast Agricultural Loan" "Beautiful Coun- the Bank promoted pure-credit and online products such as "Agriculture Revitalization Loan" and "SZRCB E-Loan" enabling

tryside Loan" and "Prosperity Entrepreneurship Loan" on-site acceptance remote approval and same-day disbursement via mobile PAD devices. Throughout the year we visited

conducts door-to-door visits and outreach to each 56 agricultural cooperatives and 123 family farms with agriculture-related loans totaling RMB 180 million granted benefiting

client and strengthens the promotion of its role as a more than 2000 farmers.financial service steward.Fast Agricultural Loan

In collaboration with Jiangsu Agricultural Financing Guarantee Co. Ltd. the Bank launched the "Fast Agricultural Loan"

product. This initiative provides specialized business loans to moderately-sized agricultural operators including family farms

large-scale crop and livestock producers farmers' cooperatives agricultural social service organizations and small and micro

agricultural enterprises leveraging the combined efforts of government banks and guarantee institutions to address financing

challenges in the "agriculture rural areas and farmers" sector.Beautiful Country-

side Loan

This is a dedicated credit product “Beautiful Countryside Loan” launched by the Bank for village collective economic organiza-

tions. Through a "village-wide credit + precise matching" model the Bank prioritizes support for rural development sectors such

as homestay construction collective land operations shared prosperity base development and rural infrastructure upgrades

helping to strengthen village collective economies and improve the rural living environment.Prosperity Entrepre-

neurship Loan

Launched in cooperation with the government the Prosperity Entrepreneurship Loan focuses on groups such as veterans

individuals facing employment difficulties registered unemployed persons migrant peasants returning hometowns to start

business and new-type agricultural business owners. Under the "government-bank cooperation" model the loan provides not

only low-cost credit funds but also value-added services such as policy consultation project matchmaking and entrepreneur-

ship guidance stimulating rural entrepreneurship and employment vitality through financial empowerment and supporting

rural revitalization and common prosperity.

61 622025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Village-Wide Credit Innovative Models for Serving "Agriculture Rural Areas and Farmers"

To thoroughly implement the Jiangsu "Rich Farmer Easy Loan"

Promotion and Enhancement Action Plan (2023-2025) the Bank has Empowering New Types of Agricultural Business Entities

efficiently advanced the establishment of credit profiles for farmers

through routine grid-based visits in combination with digital data Relying on the visit and profiling platform for new types of agricul-

collection. By the end of 2025 the "Village-Wide Credit" initiative in tural business entities the Bank conducts full-coverage precise visits

the Wujiang region had established credit profiles for 155900 to agricultural leading enterprises professional cooperatives family

households and 539000 individuals achieving a 100% coverage of farms and major planting and breeding households within the

all farmers within the jurisdiction. On this basis farmer scoring was jurisdiction establishes exclusive financial service archives and

deeply integrated with credit evaluation to optimize the "Rich provides customized comprehensive financial services including

Farmer Easy Loan" small-scale inclusive credit loan product credit settlement and wealth management. During the Reporting

supporting "one-click instant approval" and flexible borrowing and Period the Bank successfully granted credit to 57 entities totaling

repayment continuously reducing farmers' financing costs. By the RMB 239 million and disbursed loans to 48 entities totaling RMB 213

end of 2025 credit utilization under the "Rich Farmer Easy Loan" million effectively supporting the cultivation and development of

program reached 6910 households totaling RMB 776 million modern agricultural backbone forces and promoting agricultural

becoming a "household reserve fund" for farmers' daily consump- industrialization and scale-based development.tion and production operations.Enterprise-Wide Credit

The Bank has established a "Three-Shaped Modeling" and

public-private linkage mechanism launched "Alliance Chain"

public-private collaborative chain marketing strengthened

connections with township enterprises and implemented bulk

credit facilities for employees. Through enterprise-wide credit

the Bank effectively reaches working villagers using individual

cases to drive village-wide credit expansion thereby truly

opening a credit "fast lane" between the Bank farmers and new Stimulating Domestic Demand in Rural Consumption

urban residents. By the end of 2025 newly added credit utiliza-

tion under "Enterprise-Wide Credit" reached 2799 households Actively responding to the national strategy of "boosting consumption and expanding domestic demand" the Bank focuses on

totaling RMB 733 million. pain points in the rural consumption market and activates rural consumption potential through three major measures: "precise

concessions innovative activities and channel extension". In 2025 more than 100000 interest rate discount coupons were

issued directly benefiting customers by more than RMB 7 million. Signature credit card campaigns such as "Weekly Rewards"

and "Monthly Spending Bonuses" drove 477600 transactions totaling RMB 57.3914 million and delivered concessions of RMB

2.9193 million stimulating rural consumption through financial benefits and supporting the smooth circulation of the rural

economic cycle.

63 642025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Empowering Rural Financial Services Through Technology Expanding Service Channels for Supporting "Agriculture Rural Areas and Farmers"

Through distributed architecture upgrades and robotic process

automation (RPA) applications the Bank doubled business The Bank continuously strengthened convenience-oriented services and vigorously developed "Jiangcun Service Station" inclusiveprocessing efficiency and significantly improved service response financial service points. These stations promote the realization of the "four-service integration” model of "government services + village

speed using digital technology to connect the "last mile" of rural services + commercial services + financial services" ranking among the first batch of provincial demonstration service points of the

financial services. Thanks to outstanding practices in next-genera- Jiangsu Rural Commercial United Bank. Through diversified scenario-based models and both online and offline service platforms the

tion core system construction and technology management the stations expanded commercial functions covering farmer reward point redemption agricultural and sideline product exhibitions and

Bank received three honors in the 2025 Rural Financial Institution sales community convenience stores and the Jiangcun Fresh Supply Platform providing villagers with a comprehensive package of

Technology Innovation Case Competition: "Top Ten Excellent Cases inclusive agricultural support services and enabling farmers to handle routine business needs without leaving their villages. By the end

Highly Rated by Experts" "Excellent Case in Technology Manage- of 2025 our Bank had 47 "Jiangcun Service Stations" in operation of which 40 were successfully designated as all-round demonstration

ment Innovation" and "Top Ten Excellent Cases with Online sites by Jiangsu Rural Commercial United Bank achieving a 100% completion rate of the 2025 demonstration site construction targets.Influence". This has established a replicable and promotable new Concurrently the Bank innovatively introduced the "Charity Service Points Card" mechanism putting the guiding principles of inclusive

model for technology empowerment in rural financial institutions finance into practice through a "service + community" model to convey the warmth of service. We encouraged the elderly to actively

and injected strong digital momentum into rural development. participate in the convenience transactions and public welfare services offered by the "Jiangcun Service Station" allowing them to

redeem points for daily necessities cultural courses and lifestyle services. Over 1200 point cards were distributed throughout the year

helping to foster a civilized rural atmosphere of mutual aid and friendship.Case Study Short Videos + Live Streaming: Building a New Model for Rural Revitalization

In 2025 relying on short-video and livestreaming platforms the Bank explored digital pathways to serve the "agriculture rural

areas and farmers" and the real economy. A total of 42 livestream sessions were conducted throughout the year covering

financial education customer benefits lifestyle scenarios localized interaction wealth management precious metals

traditional festivals brand collaboration cultural tourism featured sub-branches and agricultural product promotion attract-

ing 106800 cumulative participants. Additionally our short video matrix released 81 original videos centered on public

concerns and local life achieving over 153000 views across all platforms with a focus on promoting high-quality merchant

partners and distinctive rural industries."Four-Service Integration" Jiangcun Service Station

"Charity Card" Issuance Event

Live Streaming for Supporting Agriculture

65 662025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Serving People?s Livelihood and Promoting Inclusive Finance — Acting as a Trusted Assisting Residents in Enhancing Wealth Value

Wealth Steward for the Public

●Innovating Deposit Products

Serving Community Residents Rooted in the original mission of inclusive finance the Bank adopted a customer-centric approach to product design and developed the

"Su Xin Bao" fixed-term savings passbook. This product consolidates previously scattered fixed-term certificates into a single passbook

Supporting Residents? Social Security and supports the printing of personalized notes significantly enhancing the convenience of household wealth management for

residents. By effectively safeguarding the public's "steady happiness" through a "small passbook" the product has become the preferred

The Bank actively responded to the initiative to disburse benefits through social security cards in the human resources and social securi- tool for elderly customers homemakers and migrant workers to manage their daily savings.ty sector and advanced the implementation of the “All-in-One Card” program to benefit the public. In 2025 43 additional “nearbyservice” outlets were newly designated to handle related services. Now there are 73 outlets across the Bank capable of processing such

business further expanding the coverage of social security and pension benefit agency payment services. As at the end of 2025 the

number of customers receiving benefits via social security cards reached 159300. In the reporting year 18300 new customers were The "Su Xin Bao" fixed-term savings passbook was officially launched in November 2025. By the end of

added for pension benefit agency payment services. 2025 a total of 538 passbooks had been issued attracting 42.94 million yuan in deposits and successfully

acquiring 248 new customers.Meeting Residents? Consumption Needs

Platform Collaboration Benefiting Consumer Consumption Credit Card Services Bringing Convenience to Daily Life ●Enriching Wealth Management Products

The Bank worked diligently to build a wealth management service system driven by both self-operated and agency distribution

The Bank deepened strategic cooperation with main- Focusing on customers' daily consumption scenarios channels featuring rich and diverse product portfolios and financial services that benefit the public. We are committed to providing

stream platforms and directly benefited residents the Bank continuously optimized credit card service investors with high-quality financial options that balance social value with investment returns.through preferential activities. In cooperation with Sin- experiences. In the first quarter preferential activities

opec fuel subsidy activities were carried out distribut- covering lifestyle themes such as specialty beverages

ing subsidies totaling RMB 1.046 million to 104700 dining movie viewing and travel were launched to To meet the wealth management needs of different customer segments the Bank has adopted a combined model of self-op-

beneficiaries and driving consumption totaling RMB help customers reduce consumption costs. In 2025 erated and agency sales to offer a wide range of wealth management products. We have established a full-spectrum product

25.1663 million. In 2025 cumulative instant discount credit card discounts totaling RMB 2.9193 million were lineup covering different risk levels investment horizons and underlying strategies. Additionally the Bank actively launches

benefits totaling RMB 5.6493 million were provided to provided through the WeChat channel. By the end of inclusive finance products and issues wealth management products with reduced fees and preferential terms for the general

customers with participation reaching 1.337 million 2025 the number of credit card transactions reached public. During the Reporting Period the Bank issued inclusive finance products totaling over RMB 150 million; and all such

person-times effectively supporting the vitality of the 4.0761 million representing a year-on-year increase products that matured during the year were redeemed at returns exceeding their performance benchmarks effectively

local consumption market. of 13.17% providing convenient payment support for helping residents preserve and grow their wealth.residents' daily consumption.The Bank remains committed to providing high-quality services with rapid response. Through a flat

transmission mechanism customer needs can be directly communicated to the issuing end establish-

ing smooth investor communication channels. By further deepening fee-reduction and benefit-shar-

ing initiatives the Bank proactively lowered service fee rates waived multiple handling charges

optimized customer-convenience service processes and provided diversified asset allocation services

through a "financial steward" service model. As of the end of 2025 the assets under wealth manage-

ment exceeded RMB 20 billion serving nearly 120000 clients. The Bank was awarded the 6th "Golden

Bull Award for Banking Wealth Management" by China Securities Journal.

67 682025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

SZRCB Ranking Among the Top Nine Nationwide in

Comprehensive Wealth Management Capability

Upgrading Elderly-Friendly Service Outlets

In PYSTANDARD's 2025 Comprehensive Evaluation of Bank Wealth Management Capabilities the Bank ranked 9th among 54

rural financial wealth management institutions nationwide.In the sustainable development of all wealth management businesses the Bank benchmarks against outstanding peer institu- The Bank has systematically advanced the elderly-friendly renovation of branches. As of the end of 2025 18 outlets have been

tions learns from their advanced experience and innovative concepts undertakes the responsibilities and mission as a small- awarded the title of "Civilized and Standardized Service Elderly-Friendly Outlet in Jiangsu's Banking Industry". Each outlet was

and medium-sized financial institution remains deeply rooted in the field of inclusive finance and provides high-quality and equipped with elderly-friendly amenities such as caring service windows reading glasses blood pressure monitors and

convenient financial services to the general public. first-aid kits. Green channels and dedicated priority service counters have been established for elderly customers to ensure

they can "see clearly hear distinctly and complete transactions smoothly".During peak pension distribution periods the Bank implemented

mechanisms such as "flexible scheduling + priority for appoint-

ments + extended service hours" effectively alleviating queuing

pressure for elderly customers. In addition mobile PAD home-vis-

it services covering 50 high-frequency services were promoted

such as account opening and password resetting. By 2025 the

Bank had conducted a cumulative total of 3363 outreach service

visits benefiting 6389 elderly customers with a service satisfac-

tion rate of 100%.Featured Case "Meimei Elderly Canteen" Social Security Card Elderly Meal Project

The Bank closely collaborated with local government depart-

ments to provide more convenient and diverse dining options for

the elderly across the region. On one hand social security card

●Providing Entrepreneurship Loans payment terminals were deployed at meal sites to retrieve the

To support residents within the service jurisdiction in achieving their employment and entrepreneurship aspirations the Bank partnered diner's identity information enabling elderly clients to pay

with local governments to promote the “Prosperity Entrepreneurship Loan” program offering entrepreneurs comprehensive support without cash or mobile phones by automatically calculating

including policy consultation project matchmaking and technical assistance. As at the end of 2025 the program had cumulatively discounts and completing real-time settlements. On the other

extended loans to 910 borrowers totaling RMB 170 million. hand digital RMB settlement functions have been integrated

into the meal service equipment to meet the diverse payment

needs of the elderly leveraging digital tools to make elderly care

Serving Special Groups more intelligent and scientific. By the end of 2025 20 canteens

had participated in the project with cumulative dining visits

exceeding 130000 person-times and total transaction amounts

In the principle of “adopting measures based on individual circumstances and providing services based on specific needs” the Bank exceeding RMB 1.78 million.actively responded to the financial service requirements of elderly customers persons with disabilities and new urban residents by

offering multi-dimensional financial support.Enhancing the Quality of Life for Senior Citizens Smoothening Financial Services Channels for Persons with DisabilitiesThe 2025 Government Work Report explicitly proposed “the active response to population aging and the improvement of policy mecha-nisms for developing elderly care programs and services”. As a key local financial institution SZRCB consistently prioritizes “servingBarrier-Freepeople’s livelihoods” and has established a Dedicated Elderly-Care Finance Working Group with the Party Secretary and the Chairman Environment Barrier-free access channels were installed at business outlets of SZRCB to ensure safe and

as Group Leaders with the Deputy Party Secretary and the President serving as Executive Group Leaders relevant vice presidents as Construction at smooth passage; outlets with suitable conditions added barrier-free parking spaces to effectively

Deputy Group Leaders and relevant departments as team members. The office of this working group is located within the Retail Banking business meet the service needs of persons with disabilities and wheelchair users.Department. Acting as the lead unit responsible for consolidating resources and advancing the Bank’s elderly-care finance initiatives in Outlets

a coordinated manner. All departments and branches implement annual key tasks and specific initiatives in accordance with the Bank’s

elderly-care finance promotion plan comprehensively enhancing service experience for senior customers and advancing the Bank’s

strategic development of elderly-care financial services.

69 702025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Case Study Promotion of the “Private Enterprise Credit Loan” Product

Prominent assistance telephone numbers and call buttons were installed at business outlets of

Supply of SZRCB along with text communication tools electronic queue-calling screens and at least one

Special Service

Facilities service device suitable for visually impaired customers ensuring smooth handling of business by In April 2025 the Jiangsu Provincial Development and Reform

customers with hearing or visual impairments. Commission and the Jiangsu Rural Commercial United Bank

held a signing ceremony of a strategic cooperation agreement.The Bank launched the "Private Enterprise Credit Loan" to

address issues such as difficulties in financing guarantees andFor special customer groups with mobility difficulties SZRCB has established 61 “Xiaoyuan complicated procedures for private enterprises. The BankService Teams” across the Bank creating an outreach service brand and establishing a long-term signed credit cooperation agreements with 2 private enterpris-

Free On-site on-site service mechanism. This extends the channels and methods of financial services and es based in Suzhou to reduce the loan turnover pressure of

Servicesdeliver them directly to customers. The Bank practices the philosophy of “going the extra mile in private enterprises improve financing convenience and providefinancial services” helping customers get a "zero-distance" access to inclusive financial services. higher-quality financial services for private enterprises.Deepening the SME Financing Coordination and Support Mechanism

Supporting the Steady Integration of New Urban Residents

To build a new inclusive financial pattern featuring “Urban–Rural Integration and Equal Access to Services” the Bank has established SZRCB is committed to enhancing the systematization and efficiency of services for small and micro enterprises. The Bank has set up a

49 “Finance + Government + Life” service outlets for new urban residents extending the radius of non-financial value-added services “SME Financing Coordination Task Force” to actively aligns with the financing coordination mechanisms of governments at all levels by

and launching an exclusively online credit model for new urban residents to precisely meet their credit needs. In 2025 loans were grant- receiving and reviewing various lists they provide. Leveraging digital tools we integrate these recommended lists with our bank’s

ed 4678 accounts of new urban residents totaling RMB 1.031 billion. “grid-based” outreach system continuously advancing our “Large-Scale Visits to Enterprises and Households” initiative. This ensures

rapid matching of SMEs with the Bank’s specialized products such as “Micro and Small Loan” and “SZRCB E-Loan” breaks information

barriers optimizes approval processes and shortens financing chains. By the end of 2025 over 30000 relevant enterprises had been

visited with a cumulative credit exceeding RMB 55.5 billion.Serving the Real Economy — Acting as a Financial Service Steward for SMEs

During the Reporting Period

The Bank has conscientiously implemented the decisions and arrangements of the National Financial Regulatory Administration regard-

ing inclusive credit and continuously advanced the "Cultivation and Return Action Plan of Small-Micro Enterprises". By introducing fee

reduction policies creating specialized products and improving service efficiency the Bank vigorously supports small and micro

the Bank's outstanding balance of loans to micro and small enterprises (based on the statistical scope of the regulators)

enterprises consistently serving as a "financial service steward for SMEs".reached RMB 107.242 billion an increase of RMB 8.127 billion from the beginning of the year

with a growth rate of 8.20%. Among these the outstanding balance of inclusive micro and small loans (based on

Expanding Financial Products and Services for Small and Micro Enterprises

the statistical scope of the regulators) reached RMB 38.274 billion an increase of RMB 2.744 billion

Through continuous innovation in the credit loan product system the Bank has focused on developing featured products such as

"SZRCB e-Loan" "Credit Loan 2.0" "Suzhi Loan" and "Youxin e-Loan" covering the financing needs of enterprises throughout their entire from the beginning of the year with a growth rate of 7.81%.lifecycle. As of the end of 2025 the Bank's credit loan business achieved rapid growth with cumulative issuance of credit loans totaling

RMB 19.526 billion to 11039 micro and small enterprises effectively improving accessibility and convenience of financial services and

alleviating the problems of "difficult and expensive financing" for micro and small enterprises.The Bank has implemented multiple measures to reduce financing costs for small and micro enterprises. On one hand we actively utilize In 2025 the Bank was awarded the title of "Top

monetary policy tools such as the central bank's rediscounting and relending facilities employing a refined tiered pricing mechanism to 10 Enterprises in the Productive Service Industry

provide differentiated interest rate discounts for small and micro enterprises. On the other hand we strictly implement policies to reduce of Wujiang District" by the Wujiang District

Development and Reform Commission.fees and pass on benefits proactively lowering fee standards in areas such as payment and settlement resulting in a cumulative reduc-

tion of RMB 21.3047 million in fees for small and micro enterprises and individual business operators throughout the year.

71 722025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Deepening the Co-construction of an Enterprise Service Ecosystem Empowering the Synergistic Development of Industry and Finance

Empowering Industrial Clusters

The Bank's Industrial Cluster Center based on Suzhou's innovation-driven urban development strategy is committed to creating a

demonstration model for breakthroughs in industrial clusters. With the core objective of building a coordinated efficient and open

innovation ecosystem and strengthening the Bank's industrial cluster development as a pillar the center has formed a marketing break-

through framework featuring "overall coordination between the Head Office and branches top-down linkage multi-party participation

and win-win cooperation" which could support the high-level high-tech development of industrial clusters.Tax-Bank Cooperation Government-Bank Services Bank-Enterprise Collaboration

By continuously advancing the systematization professionalization and branding of our industrial cluster client breakthrough initiatives

across the Bank we comprehensively enhance the core competitiveness of our corporate business for high-quality development. We

The Bank has established service The Bank has established a ser- The Bank regularly carr ied out will use practical business operations to drive industry research with a focus on industrial development policy research and industrial

stations in 8 sub-branches across vice network with village commit- themed matchmaking activities and technology thereby enhancing the professional expertise and marketing capabilities of the center's staff. Furthermore through new

villages and towns within the Wu- tees subdistrict offices and other communicated face-to-face with media such as live streaming and short videos we have provided guidance on industrial and financial policies. As of the end of 2025 the

jiang District meeting customers' relevant departments. It carries micro and small enterprises through Bank had completed nine episodes of the "Industrial Clusters: Season 1" short-video series.needs for "one-stop service out bulk credit approvals and bank-enterprise symposiums prod-

nearby service and multi-point “face-to-face visits” as marketing uct promot ion meet ings and

service". activities providing merchants financing matchmaking meetings to By the end of 2025

with loan quotas and brand pro- provide customized financial solu-

motion resources. In rural mar- tions. We promote strategic coordi-

kets it partners with village com- nation among governments banks

mittees and subdistrict offices to and enterprises by sharing informa- the Bank had granted credit facilities to50 industrial cluster clients with a total credit line of RMB1.1billion.identify key contacts and precise- tion resources such as key enter-

ly target indiv idual business prise whitelists major project librar-

owners. ies and industrial policy packages

thereby bui ld ing a long-term

stable mutually trusting and mutu- Case Study Successful Implementation of the First "Rongxin No-Guarantee" Transaction

ally beneficial community of shared

interests between banks and enter-

prises. In July 2025 under the business guidance of the Wujiang Regulatory

Sub-bureau of the National Financial Regulatory Administration and

relying on the "Rongxin No-Guarantee" cooperation mechanism led by the

People's Court of Wujiang District the Bank's Industrial Cluster Center

issued the first "Rongxin No-Guarantee" business loan to an enterprise

engaged in R&D and sales of new nanomaterials. This business provides

Case Study creditworthy micro small and medium-sized enterprises with an efficient Launch of "Suzhou Taxation · Shui Su Xin" Tax Service Station of SZRCB

low-cost litigation guarantee solution streamlining judicial procedures

and reducing the cost of legal recourse for businesses. It achieves a

In January 2025 the Bank signed a strategic cooperation agreement win-win-win outcome for banks courts and enterprises using financial

with the Taxation Bureau of Wujiang District under the State Taxation innovation to strengthen the incentive mechanism for inclusive finance

Administration and officially inaugurated the "Suzhou Taxation · Shui and creditworthiness.Su Xin" Tax Service Station of SZRCB. This strategic cooperation will

further enhance the quality and efficiency of tax–bank cooperation

fully leverage the advantages of the new electronic tax bureau in

digitalization intelligence and scenario-based tax services and

significantly improve the convenience of tax payment services.

73 742025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Supply Chain Finance

To better serve local economic development and address financing challenges faced by SMEs the Bank adheres to a customer-centric Optimizing Convenience Features for Individual Cross-Border Settlements

approach and actively explores the development of supply chain finance tailored to the characteristics of small and medium-sized banks.Leveraging authentic enterprise transaction data the Bank has developed a distinctive credit product—SZRCB E-Loan (Enterprise Edition)— Personal foreign exchange settlement and cross-border payment functions: The Bank's mobile banking app supports five major

for micro small and medium-sized enterprises across the industrial chain. By integrating a multi-dimensional big data approval model that currencies — USD EUR HKD GBP and JPY. Customers can complete foreign exchange settlement and sales overseas

combines tax records export data invoice chains and local credit scoring the product enables fully the online processing of corporate loans remittances and business inquiries online enabling the "anytime anywhere" handling of commonly used personal foreign

allowing for credit approval prior to account opening collateral-free borrowing and flexible repayment. Centered on local specialty industries exchange services and effectively expanding the service reach of personal international business.this product provides more convenient financing channels for micro small and medium-sized enterprises along the industrial chain. It builds a

localized data system covering the entire supply chain enhances the overall efficiency of capital flow within the supply chain drives the coordi- Full coverage of ATM foreign card withdrawal functions: All of the Bank's ATMs support balance inquiries and cash withdrawals

nated development of upstream and downstream enterprises and establishes a distinctive "decentralized" supply chain finance model. As of using UnionPay Visa and MasterCard achieving 100% coverage for foreign card cash withdrawal services. With a focus on

the end of 2025 SZRCB E-Loan (Enterprise Edition) had 2233 active loan customers with an outstanding balance of RMB 3.374 billion. "payment services for the people" the Bank has effectively improved payment service levels for foreign visitors to Suzhou by

following the operational framework of "large-sum card transactions small-sum QR code payments digital currency leadership

and cash as a fallback option" thereby supporting high-level opening-up.Case Study Innovatively Building the "Alliance Chain" Financial Ecosystem

The Bank has innovatively launched the "Alliance Chain" financial

ecosystem designating high-quality SMEs with stable transaction Enhancing Corporate Foreign Exchange Settlement and Investment/Financing Services

networks as "chain leaders". Using data on corporate logistics

information flow and capital flow as admission criteria the Bank has The Bank applied RPA (Robotic Process Automation) robots blockchain and other technologies to continuously optimize online

established a distinctive model comprising "supply chain operational corporate internet banking and corporate mobile banking foreign exchange functions enabling 7×24-hour foreign exchange

mapping + public-private collaborative business development + settlement and automatic delivery of foreign exchange derivatives. Our online products cover six major modules including

SZRCB E-Loan product integration". By screening 4800 existing current and capital account foreign exchange settlement and sales cross-border remittances documentary services trade

credit clients we identified 27000 high-quality upstream and financing and foreign exchange derivatives. The Bank has prioritized the development of five one-click services for online

downstream enterprises to form a supply chain map creating a international business: "inquiry remittance document submission financing and contract signing". In 2025 the online process-

visualized "operational blueprint" of "core enterprises – chain-affili- ing rate of international business exceeded 80% among which the online processing rate of trade financing and foreign

ated enterprises – potential business opportunities". Through a exchange derivatives reached 99%.comprehensive "steward-style" service package - including account

opening discounting payroll disbursement and wealth manage-

ment - we precisely address the needs of chain-affiliated enterpris-

es. During the Reporting Period the Bank successfully expanded the

client base to include 277 new chain-affiliated enterprises and Advancing Cross-Border Digital Transformation

added RMB 1.486 billion in new loans.The Bank successfully completed the first cross-border digital currency settlement business via the "mBridge" platform opening

a new efficient cross-border payment channel for regional micro small and medium-sized enterprises engaged in foreign trade.The "mBridge" platform enables instant payment settlement with multiple economies through a single access point significantly

improving efficiency and security of cross-border trade enabling rapid fund arrival full traceability and transparent transac-

"Deepening the 'Alliance Chain' Ecosystem and Writing a New tions and providing a new payment pathway for local enterprises going global.Chapter in Coordinated Development of Supply-Chain Finance"

was selected as an outstanding case in the 2025 Suzhou Practice

Large-Scale Integrated Media Promotion of Financial Empower-

ment for the Development of New-Quality Productive Forces.Establishing the Fenhu Sub-station - the First Foreign-related Economic Service Station

In March 2025 the Fenhu sub-station of the Wujiang District Foreign-Related Economic Service Station was inaugurated at the

Fenhu Branch of the Bank. As a key service window for the Yangtze River Delta Eco-Green Integrated Development Demonstra-

Expanding Cross-Border Financial Service Scenarios tion Zone the establishment of the sub-station has actively promoted the facilitation of cross-border trade and investment as

well as the integrated development of domestic and foreign currencies. It addresses common challenges faced by small and

Adhering to the mission "To Be a Financial Butler and Create Worry-free Service" the Bank actively contributes to rural commercial banking medium-sized enterprises (SMEs) in overseas financing and risk management establishes more efficient and convenient service

strength in cross-border settlement and optimization of the payment service environment. Through multiple measures to improve product and models for foreign-related enterprises and provides more professional and tailored foreign exchange services to support the

service quality and leveraging the new "One Bank Two Stations" platform the Bank has deepened regional engagement focused on cross-border trade and investment development of Fenhu enterprises helping them advance steadily on the international

high-quality development of the foreign trade economy and strengthened high-quality cross-border services. stage.

75 762025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Expanding Overseas Channels for Multi-Party Cooperation and Mutual Benefit Focusing on S&T Innovation Finance

In response to national financial opening-up policies and RMB

internationalization strategies the Bank joined hands with Zhangjiag- Empowering Industrial Upgrading

ang Kunshan and Taicang Rural Commercial Banks and Kasikornbank

of Thailand to hold the signing ceremony for a strategic cooperation

agreement on the theme of "Five Banks Working Together for a The Bank focuses on providing credit support to small and medium-sized technology enterprises continuing to advance the "technology

Win-Win Future". The five parties agreed to leverage their respective finance" initiative. With the courage and wisdom of "willing to lend able to lend and daring to lend" the Bank is dedicated to resolving

regional industrial characteristics to deepen practical cooperation the "first-mile" financing challenges faced by technology enterprises during their startup phase.through more comprehensive payment networks higher-quality

product systems and more efficient service mechanisms jointly

explore innovative pathways for financial services supporting the Belt As of the end of 2025

and Road Initiative and RMB internationalization assist enterprises in

cross-border investment and financing and international operations the Bank had1810active sci-tech enterprise loan customers and had an outstanding balance of the sci-tech innovation

and jointly write a new chapter of global financial cooperation and

high-quality development of cross-border finance. loan of RMB20.131billion an increase of RMB2.112billion from the beginning of the year with a growth rate

of11.72%.Metrics and Targets

The Bank has thoroughly implemented inclusive finance initiatives increased credit support for technological innovation formulated a Establishing a Leading Position in Sci-Tech Finance

scientific quantitative indicator system based on development realities and clarified phased development goals. Through refining imple-

mentation plans improving supporting measures and strengthening process management and control the Bank has established a To enhance financial services for early-stage technology enterprises the Bank's Sci-Tech Investment Banking Department established a

comprehensive target management system to ensure orderly advancement and effective implementation of inclusive finance initiatives. dedicated sci-tech direct-operation team and formed a sci-tech finance service structure featuring "professional management by the

Head Office specialized expansion by direct teams and focused implementation by specialized branches." Closely aligned with key

industries in Suzhou and Wujiang District the Bank focuses on entrepreneurial enterprises led by leading sci-tech talents enterprises

Targets Achievement in 2025

with equity investment specialized and sophisticated enterprises and listed or pre-listed enterprises expanding high-growth hard-tech

enterprise customer groups and improving the quality of sci-tech customer segments.Outstanding balance of agriculture-related and small-micro loans RMB 114.191 billion (based on the

statistical scope of the regulators) an increase of RMB 8.659 billion from the beginning of the year with a

growth rate of 8.21% higher than the overall loan growth rate Strengthening and Deepening Industrial Finance

Outstanding balance of inclusive loans to rural households and micro and small enterprises totaled RMB

Increase in 40.641 billion (based on the statistical scope of the regulators) an increase of RMB 2.89 billion from the

support for The Bank remains committed to the strategic positioning and strengthens industry research on key industries strategic emerging indus-beginning of the year with a growth rate of 7.66% higher than the growth rate of pure loans

agriculture tries and regional specialty industries in Suzhou. By fostering a "circle-chain" mindset we have integrated the Bank's industrial client

and small Outstanding balance of loans to micro and small enterprises (based on the statistical scope of the regula- resources and engaged in in-depth cooperation with industry associations equity investment firms and other specialized institutions to

businesses tors) RMB 107.242 billion an increase of RMB 8.127 billion from the beginning of the year with a growth rate strengthen research on meso-level industries and micro-level enterprises. This has enabled us to continuously enhance our understand-

of 8.20% ing of the industry and develop tailored financial service solutions.The balance of inclusive loans was RMB39.143 billion accounting for 28.06% of the total an increase of

RMB2.892 billion from the beginning of the year with a growth rate of 7.98% with approximately 25000

inclusive loan customers.Increase in The Bank granted a loan of RMB 131.292 billion (based on the statistic scope of the regulators) to real

support for

the real economy an increase of RMB 9.451 billion from the beginning of the year accounting for 94.13% of total

economy loans granted.Increase in The Bank grants a loan of RMB 80.292 billion (based on the statistic scope of the regulators) to the private

support for

private enterprises an increase of RMB 0.863 billion from the beginning of the year accounting for 57.57% of total

enterprises loans granted.Increase in

support for The Bank grants a loan of RMB 38.212 billion to the manufacturing industry an increase of RMB 1.125 billion

the manufac- from the beginning of the year accounting for 27.40% of total loans granted.turing industry

77 782025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

The Bank has independently developed the “Venture Capital Loan” product to provide targeted credit support for technology enterpris-

Innovative Product System es that have received investment from equity institutions. This product innovatively establishes a five-dimensional credit evaluation

system focusing on enterprise innovation capability and growth potential breaking reliance on traditional financial statements for credit

The Bank successively introduced "Talent Loan" "Venture Capital Loan" and "Suzhou Innovation Loan" to meet the credit needs assessment. Based on investment amounts from investment institutions the Bank matches corresponding credit support truly achieving

of various technology talent startups and enterprises in the seed/angel financing stages. Collaborating with the Suzhou Munici- "loan issuance upon investment".pal 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 Case Study “Venture Capital Loan” — Supporting a Technology Company to Achieve a Product Marketing Approval

industries. As of the end of 2025 the three self-developed innovative S&T finance products namely "Talent Loan" "Venture

Capital Loan" and "Suzhou Innovation Loan" had served 369 clients with a total credit line of RMB 2.067 billion.Take a pharmaceutical company in Suzhou as an example.The company's core business focuses on the R&D

production and sales of innovative formulations using

transdermal drug delivery technology. It is recognized as a

Strengthening Industrial Research potential unicorn enterprise a high-tech enterprise and a

Leading Talent Enterprise in Jiangsu Province. In recent

At the Head Office level a "Tech Finance Lab" was established. Focusing on intellectual property within the technology sector years the technology company completed four rounds of

the lab analyzes the technology chain maps upstream and downstream development and industry characteristics of key equity financing with the A+ round led by a well-known

technology sectors. By adopting a "circle-chain" mindset the Bank ensures it "understands the industry in which the client investment institution with nearly RMB 60 million. Based

operates and then gains a deeper understanding of the client through the industrial chain." on the investment implementation by this institution the

Bank provided an additional pure credit line of RMB 8

million through the “Venture Capital Loan” further

Promoting Service Sharing supporting the company’s critical growth phase. This

helped the company successfully obtain regulatory

approval for its first products in July 2025.The Bank maintains close cooperation with securities firms accounting firms law firms intellectual property service institutions

and technology qualification application agencies to jointly provide comprehensive services for technology enterprises.Conducting Investment-loan Linkage In 2025 in active response to the “Four-loan Linkage” policy proposed by the People’s Government of Suzhou City the Bank jointly

launched the “Sci-Tech Innovation Loan” product with the Suzhou Branch of PICC P&C. For the product a “Sci-Tech Innovation Score”

evaluation system was innovatively built to scientifically identify the innovation potential of small and micro tech enterprises forming aThe Bank actively carries out frequent and effective two-way investment-loan linkage with external venture capital institutions four-in-one financial service model featuring “government guidance insurance-based credit enhancement bank lending and invest-establishes an external venture capital expert pool regularly conducts project exchanges with experts from various venture ment empowerment”. Through a risk-sharing mechanism this project provided new solutions to the financing difficulties of small and

capital institutions learns from their investment concepts enhances enterprise value and operational risk identification micro tech enterprises and expanded their financing channels.capabilities and manages credit risks by "evaluating credit with an investment perspective."

Case Study "Sci-Tech Innovation Loan" — China's First Bank-Insurance Collaborative Sci-Tech Innovation Loan Project

Improving Professional Approval Processes

In December 2025 the Bank and the Suzhou Branch of PICC P&C jointly issued China’s first “Sci-Tech Innovation Loan” under the

Bank-insurance cooperation model to a local national high-tech enterprise in Suzhou. This high-tech enterprise focuses on IoT

For credit granting to early-stage technology enterprises the Bank adopts a "pre-approval + intelligent approval" model under operating systems and high-end solutions and possesses a complete independent intellectual property system and significant

which sci-tech finance professionals review enterprise technology qualifications and dedicated approval personnel profession- technological barriers. The “Sci-Tech Innovation Score” of the high-tech enterprise reached 96 with PICC P&C providing loan

ally determine credit limits. The credit approval process incorporates intelligent risk control and analytical decision-making guarantee support. The Bank quickly granted a loan of RMB 5 million timely alleviating its funding pressure for R&D investment and

platforms and improves standardized due diligence approval and post-loan processes. For enterprises with complete business expansion.documentation approval can be completed as quickly as the same day.

79 802025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Driving Digital Finance

Enhancing Service Efficiency

Financial Technology Management and Digital Transformation Committee

Governance

Financial Technology Department Digital Banking Department

?Financial Technology Management Office? ?Digital Transformation Office?

Governance Framework

S&T Management Software R&D Operations Support Data Application Information

The Bank attaches great importance to financial technology and digital transformation and has established and improved a governance Center Center Center Center Statistics Center

structure covering the Board of Directors senior management and various business departments with clearly defined management

responsibilities at all levels. We have established a Financial Technology Management and Digital Transformation Committee chaired by

the President to coordinate and advance the implementation of the Bank's financial technology and digital transformation strategies.Board of Directors

Serve as the highest decision-making body for the Bank's financial technology and digital transformation

formulate financial technology and digital transformation strategies and review or authorize the review Policy System

of major related matters.The Bank has formulated the 2024–2026 Information Technology Development Plan of Jiangsu Suzhou Rural Commercial Bank Co. Ltd.and the 2024–2026 Overall Digital Transformation Plan Report of Jiangsu Suzhou Rural Commercial Bank Co. Ltd. as the core guiding

Senior Management documents for carrying out various digital initiatives establishing clear directions objectives and implementation paths for the Bank's

Implement the resolutions of the Board of Directors execute digital transformation plans and coordinate three-year financial technology and digital transformation program from 2024 to 2026. Concurrently the Bank has established regula-

resource allocation and talent management. tions such as the Post-Evaluation Management Measures for Digital Projects of Jiangsu Suzhou Rural Commercial Bank Co Ltd. and the

Long Working Hours System for Application Software Systems providing institutional guarantees for the financial technology and digital

transformation across the Bank.Financial Technology Management and Digital Transformation Committee

Coordinate and promote the Bank's financial technology and digital transformation initiatives formulate

strategic plans improve working mechanisms and institutional systems clarify the division of responsibili-

ties among relevant departments supervise the implementation of financial technology and digital Talent Development

transformation-related work and regularly report to the Board of Directors and senior management.The Bank focuses on financial technology and digital transformation building a team of innovative talents that are professional skilled

and efficiently collaborative. By the end of 2025 the Bank had owned 150 full-time employees dedicated to financial technology and

digital transformation with research and development personnel accounting for 7.63% of the total. The Bank actively responds to

FinTech Management Office Digital Transformation Office national incentive policies by formulating relevant innovation incentive management measures to encourage independent innovation

The Financial Technology Management and Digital Transformation Committee consists of two executive among financial technology and digital transformation personnel and mobilize employee initiative. The Bank has further established and

offices: the Financial Technology Management Office (set up under the Financial Technology Department) improved a clearly oriented honor recognition system and developed diversified flexible and efficient training programs and special

and the Digital Transformation Office (set up under the Digital Banking Department). The Financial competitions to ensure sustained innovation capability.Technology Management Office is responsible for overseeing financial technology management work

covering functions such as technology governance and risk control project planning and product innova-

tion information security protection and system operation and maintenance and outsourcing service During the Reporting Period

management. It relies on the technology management center the software development center and the

operation support center to provide solid technical support and security for the Bank's digital transforma-

tion through clear division of labor and efficient collaboration. The Digital Transformation Office (set up

under the Digital Bank Department) is responsible for leading the Bank's digital transformation work the Bank organized a total of 38 sessions of training on financial technology and digital

including formulating transformation plans supervising implementation organizing cross-departmental transformation.coordination conducting assessments regularly summarizing reports and promoting management

innovation while coordinating the implementation of business operation and management digitization to

ensure the deep integration of transformation strategies and business development.

81 822025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

External Recognition

During the Reporting Period the Bank achieved remarkable results in financial technology and digital transformation received the

Impact Impact on

"Innovative Achievement in Digital Inclusive Finance Application Scenarios" Award at the National SME Service Month organized by the Opportunity Type Description of Opportunity Financial Impact Duration Value Chain Countermeasures

Ministry of Industry and Information Technology and was also awarded the honorary title of "Five-Star Security Operations Unit 2025"

by the China Academy of Information and Communications Technology. In terms of project development and application the Bank's

AI-driven automated penetration testing and vulnerability remediation project was honored as a "Smart Innovation Case" at the 5th The application of technologies Deepen the integration of technology

(2025) "Jinxintong" Financial Technology Innovation Application Selection. The self-developed core system project based on distributed such as large AI models promotes

Technological the upgrading of financial services Reduction in operat- Medium term and business conduct research on

low-latency technology won the "Top Ten Outstanding Expert-Recommended Cases of Rural Financial Institution Technology Innova- providing customers with more ing cost and increase Operations cutt ing-edge technologies and Opportunities in operating revenue Long term enhance independent innovation

tion 2025" and the DevOps technology efficiency platform construction project won the "Outstanding Case of Technology Management convenient financial services and

reducing service costs. capabilities.Innovation of Rural Financial Institutions 2025".Strategic Planning for Financial Technology and Digital Transformation

▏Financial Technology Development Plan

The Bank has formulated the 2024 - 2026 Information Technology Development Plan of Jiangsu Suzhou Rural Commercial Bank Co. Ltd.This plan is guided by national policies such as the "14th Five-Year Plan" the People's Bank of China's Financial Technology Development

Awards Related to Financial Technology and Digital Transformation of SZRCB Plan (2022–2025) and the financial technology development plan of the Jiangsu Rural Commercial United Bank. It aims to deepen the

application of financial data elements and adopt multiple measures to advance digital finance construction improve the technology

Strategy governance system strengthen financial security foundations and efficiently empower the high-quality development of various

business operations.Identification of Risks and Opportunities

Development Goal:

"a Regional Bank with Leading Financial Technology Capabilities"

Risk Type Description of Risk Financial Impact Impact Impact on Duration Value Chain Countermeasures

Six Core Principles

When artificial intelligence and big

data technologies are widely applied Technology Business-Technology Data-Intelligence Secure Operations Autonomous and Innovation

in the financial sector algorithm Strengthen technological resil- Empowerment Integration Driven Controllable Leadership

Technology complexity and data dependency Medium term Operations

ience by adopting advanced data

may lead to risks such as data Increase in encryption technologies; establish

Risks leakage and technical vulnerabilities operating costs Long term Downstream and improve backup and emer- Through continuous investment in technological resources achieve the ?five improvements? of financial technology during the planning period

potentially damaging the Bank's gency response mechanisms etc.reputation and increasing technology

maintenance costs. Standardization Regulation Processification Automation Go intelligent

Increase training efforts in rele- Technology Technology Autonomous Insufficient talent development in big Data Security Intelligent

Management Service Control data applications and technological Increase in v a n t p r o f e s s i o n a l fi e l d s t o Governance Support Operations Innovation

Risks innovation may lead to operational operating costs

Short term Operations enhance employees' understand- Capability Capability Capability Capability Capability Capability

errors and other risks. ing and mastery of systems and technologies. Strategic Initiatives + Resource Guarantee

83 842025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Orderly Promotion of Strategic Implementation

▏ Digital Transformation Development PlanI Enhancing Technology Governance Capability The digital finance has been designated as one of the "Five Major Initiatives”. In 2025 to achieve the transformation goals of

"improving efficiency reducing costs and optimizing experience" the Bank vigorously advanced the implementation of the

Improve the technology operation mechanism to stimulate innovation vitality; promote the transformation 2024–2026 Overall Digital Transformation Plan Report of Jiangsu Suzhou Rural Commercial Bank Co. Ltd. Consistently adhering to

of the technical architecture into a distributed model enhancing the enterprise-level architecture support the digital transformation positioning of "business synergy data empowerment and moderate innovation leadership" we

capability and building leading technical capabilities; establish a mechanism for cultivating high-quality thoroughly implement the four development strategies of "scenario driving process reconstruction synergistic coordination and

multidisciplinary talents; strengthen the cultivation of a technological culture. technology empowerment" aiming to promote the development of five core digital capabilities of "customer and marketing

channels and ecosystem products and services risk control and compliance and management and operations".II Enhancing Technology Service Capability

Reshape customer experience and reduce operational costs through innovative business models while

maintaining agility to quickly adapt to the changing demands of the market and customers; perfect the Transformation Visionagile collaboration mechanism for the deep integration of technology and business and jointly realize Building a Digitalization-driven Smart Bank”

the "Worry-free + Service" technology service system.Value Positioning Clarify 1 Core Positioning: Business Synergy Data Empowerment and Moderate Innovation Leadership

III Enhancing Data Support Capability

Accelerate the enhancement of our own data capabilities fully leverage the value of data assets

Focus on 4 Key Objectives to Promote a Shift in Digital Transformation from “Framework Construction” to “Momentum Building”

improve data quality consolidate data service capabilities enrich data applications through the

development of channel scenarios and prioritize risk control and data security to build the data Objective Direction Smart and Optimized

capability system required for digital transformation and serving rural revitalization. Lean Management Intelligent Risk Control Experience Data-Intelligence Driven

Process Reconstruction Synergistic Coordination Technology Empowerment Core Strategies Scenario-Driven Strategy Strategy Strategy Strategy

IV Enhancing Autonomous Control Capability

Enhance the degree of autonomy in infrastructure and technology platforms build a financial cloud

platform with SZRCB characteristics and provide guarantees for business development across the Build 5 Key Digital Capabilities to Empower Business through Digitalization

industry thereby improving autonomous control capabilities.?Precision? – ?Expansion? – Digital ?Agility? – Digital

Digital Customer Channels and Product Innovation

Digital Capabilities and Marketing Ecosystem

V Enhancing Security Operation Capability

Continuously innovate and implement cybersecurity strategies realize multi-platform coordinated ?Intelligence? – ?Efficiency? –

Digital Risk

management and improve network security protection capabilities; reconstruct the operation and Digital OperationsControl

maintenance support system from both management and technical aspects strengthen business

continuity management and ensure the sustainable and healthy development of business.Strengthen 2 Foundational Supports to Build a Robust Technological Foundation

Foundational Support

VI Enhancing Intelligent Innovation Capability ?Excellence? – Data ?Stability? – Digital

Management and Application Technology and Infrastructure

Conduct in-depth research on the innovative applications of new technologies such as AIGC in financial

scenarios and create a new generation of digital employees through AI+RPA empowering and reducing

the burden on all employees to enhance their core competitiveness.

8586

“Integration” – Digital Organization and Governance

Ensure Seamless Implementation through 1 Major Guarantee2025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Impacts Opportunities and Risk Management Evolving Through Rapid Pilots and Validation-Led Implementation

400-day Critical Period Demonstrating SZRCB's Commitment

In April 2024 a dedicated working group was established innovatively adopting a "dual-core driven" dual-track model to

Driving Fintech and Digital Transformation simultaneously promote foundational projects such as service governance restructuring. A full-lifecycle quality control system

was established to overcome technical challenges such as "concurrency control for high-traffic accounts" and "verification of

In 2025 the Bank remained committed to the core strategy of fintech and digital transformation deepening fintech empowerment

historical data migration". Technology and business departments worked closely together with all staff on 24/7 duty during

deeply advanced financial technology empowerment explored the value of data elements and achieved systematic breakthroughs in

critical phases to realize a smooth launch with "zero business perception and zero data error".key areas such as customer operations risk prevention and control technological innovation and ecosystem development. Digital

capabilities reshaped the Bank's business development model and injected strong endogenous momentum into high-quality develop-

ment achieving phased milestone results in digital transformation.Forging through Technology Empowerment and Efficiency Leap

Smart Financial Services Pioneering a New Paradigm

Through refined institutional management and an integrated multi-tier ledger system for both domestic and foreign

Advancing Self-reliance Self-motivation and Self-discipline Embracing Innovation Intelligence currencies combined with remote banking smart branch halls and digital RMB application scenarios we enhanced the

customer service experience and provided underlying support for innovative products such as "SZRCB E-Loan". The distrib-

and Future uted architecture has improved resource utilization reduced infrastructure investment costs and increased system capacity

——Successful Launch of the ITAI Upgrade Project for the Core System by 20 times forming a virtuous cycle of "technology–business" integration. Furthermore the cultivation of a talent pipeline

is of greater strategic value—the project developed interdisciplinary teams proficient in domestic GaussDB databases and

distributed architecture as well as business logic. Team members obtained multiple core technical certifications laying a

talent foundation for digital transformation.On June 14 2025 SZRCB officially launched the core system based on a "full-stack domestic substitution + distributed architecture"

becoming the first bank in Jiangsu to complete the ITAI upgrade of the core system through independent R&D. This upgrade achieved This ITAI upgrade of the core system was not only a technological

100% domestic substitution from hardware GaussDB to the application layer building an independently controllable financial technolo- architecture innovation but also a critical battle for the deep integration of

gy foundation. The new system increased average daily transaction capacity from 1 million to 10 million transactions reduced online technology and business. It demonstrated the Bank's firm determination

response time to 30 milliseconds and shortened end-of-day batch processing from 80 minutes to 18 minutes with key performance and strong execution in advancing independently controllable financial

indicators reaching industry-leading levels. technology and provided a "SZRCB Model" for financial technology

innovation among small and medium-sized banks in Jiangsu Province and

nationwide. As digital transformation continuously deepens the Bank will

continue to unleash the synergistic effects of "independent innovation +

scenario empowerment" transforming the "SZRCB Solution" for financial

technology into a force that serves the public and empowers the real

economy thereby accumulating more "technological self-reliance" experi- June 14: Successful Launch of the Core

ence for SZRCB in the financial practices of Chinese-style modernization. System Upgrade Project

Advancing through Strategy-Led Execution and Phased Breakthroughs

Phased Evolution in Digital Transformation

As early as 2020 the Bank initiated distributed technology deployment through an agile delivery model. In 2023 we took

the lead in applying the domestic GaussDB database in the central bank payment system and verified the feasibility of

domestic technologies through pilot projects such as the credit risk system cluster. The core system upgrade underwent a

three-year phased evolution—from cloud-native solutions addressing data silos to full-stack ITAI transformation of

Class-A ultra-network systems—forming a mature path of "pilot verification – process optimization – full-scale switching".This provides a replicable "SZRCB Solution" for the ITAI transformation of the Industry.

87 882025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Refined Operations Building a New Digital Customer Ecosystem

During the Reporting Period the digital transformation of the Bank has achieved remarkable results and forms a multi-level full-chain

transformation ecosystem through the "technology leadership data-driven development mechanism innovation and full staff partici-

Focusing on enhancing joint customer operation capabilities the Bank completed the construction of a full-pro- pation" four-in-one strategy creating exemplary practical benchmarks in fields such as industry-university-research collaborative

cess digital closed loop achieving integrated operations from lead discovery to performance tracking. innovation data element governance business scenario implementation and digital culture cultivation.Upgrading Platform Capability: Iterative upgrades of the integrated marketing platform and comprehensive

enhancement of mobile capabilities effectively supported frontline customer managers in outreach and services.Deepening Scenario-Based Functionality: The Bank achieved full-process digitalization of customer invitations visit

operations and product recommendations through WeCom realizing dual growth in customer scale and assets. University-Industry Collaboration for Innovation: Driving Research Outcomes through Competition

Optimizing Lobby Service: The Bank independently developed a new-generation lobby queue management system

linked with multiple platforms to enhance intelligent lobby service capabilities.The Bank deepened cooperation with Suzhou University to jointly establish the Digital Finance Innovation Research Institute

Enhancing Business Process Efficiency: The Bank refined over 300 processes increased approval efficiency by 15%

creating an integrated industry–university–research innovation platform to provide strong technical and talent support for

launched key functions such as the "Three Offices and Six Positions" credit system and boosted the single-loan

approval efficiency by 80%. We promoted "Suqi e-Manager" to support canteen fund supervision in 168 public schools digital transformation.with retained balances in special accounts exceeding RMB 170 million. The Bank won third prize in the provincial "New Quality Productivity" Youth Innovation—Data Modeling Competition for rural

commercial banks received both the "Second Prize in Scenario Application Innovation" and the "Outstanding Organizing Unit

Award" at the Jiangsu Financial Industry Digital Transformation Employee Vocational Skills Competition.Solidified Foundation Establishing an Intelligent Risk Prevention and Control System

The Bank coordinated the advancement of a bank-wide risk control middle platform management system built Specialist Dispatch for Empowerment: Enhancing Quality and Efficiency through On-Site Implementation

a full-process intelligent risk control system covering the entire "identification–monitoring–decision–control"

process to enable early risk identification early warning and rapid response.Upgrading Risk Control Platform: The Bank deepened the development of an integrated risk control platform The Bank dispatched digital specialists to multiple business departments to precisely address transformation bottlenecks and

completed the migration of core business models and system optimization and implemented lean management of challenges. As of the end of 2025 several key scenarios had been successfully launched including featured business visualization

risk variables and decision-making processes significantly improving efficiency in core areas such as credit analysis dashboards internal business line management systems customer acquisition and conversion scenarios and efficiency

and approval decisions; improvements in data backfilling for financial markets operations.Implementing Cybersecurity Reinforcement: Under the guidance of the Jiangsu Rural Commercial United Bank the The "Digital Management Project for Core Retail Customer Groups" was successfully selected as an "Innovative Achievement in

Bank spearheaded the establishment of the Suzhou Regional Security Center forming a province-wide unified Digital Inclusive Finance Application Scenarios" for the 2025 National SME Service Month.monitoring and collaborative response mechanism. We intensified research on cybersecurity topics. The joint project

with the Jiangsu Rural Commercial United Bank titled "AI-Driven Automated Penetration Testing and Vulnerability

Remediation" was successfully selected as a financial technology innovation application case by the China Academy

of Information and Communications Technology (CAICT). We participated for the first time in the People's Bank of

China business continuity stress test with all indicators outperforming peer institutions. Talent Development for Excellence: Fostering Skills and Leadership through Learning and Practice

The Bank took multiple measures to cultivate digital talent and foster an innovation culture and organized systematic CDA

Innovation-Driven Development: Strengthening the Solid Foundation for Transformation Through data analyst training covering 22 functional departments and branch units effectively strengthening the Bank's digital talent

Technology Management pipeline.The Bank hosted the first Intelligent Agent Design Competition which attracted more than 1100 employees to participate in

The Bank adhered to the dual-engine drive of technological innovation and management improvement to intelligent agent application practice supporting digital transformation and innovation culture development.continuously strengthen foundational digital transformation capabilities. The Bank actively promoted internal cultural development by organizing featured activities such as the "1024 Programmer's

Data Governance: The Bank has successfully passed the national Data Management Capability Maturity Certifica- Day" building collective momentum for innovation-driven development across the Bank.tion and upgraded the data quality control platform to achieve real-time verification of key indicators.Intelligent Anti-Fraud: The Bank has established an intelligent anti-fraud monitoring system to effectively intercept

fraudulent fund transfers and safeguard customers' assets.AI Innovation: The Bank has established an AI innovation laboratory and intelligent agent platform with 1200 users;

the self-developed coding assistant was adopted by the Jiangsu Rural Commercial United Bank and promoted to 60

rural commercial banks. 20 business scenarios including credit Q&A credit report generation and transaction

history analysis assistants have been progressively implemented.

89 902025 Sustainability Report Development: Deepening Finance Fundamentals Nourishing the Real Economy

Metrics and Targets

The Bank closely aligning with the Bank-wide "Three-One-Five" development strategy focuses on key tasks such as information

technology governance and strengthening independent and controllable capabilities and has clarified corresponding work objectives.Adhering to the philosophy of integrity and innovation we continuously optimize our technology governance system enhance

technology service capabilities and fully promote high-quality development of financial technology providing solid support for the

implementation of the overall strategy of the Bank.Digital Transformation Related Awards & Honors of SZRCB

IT Risk Management

Target 3:

The Bank continuously strengthens information technology risk management. In accordance with internal systems such as the Measures Solidify data

for Information Technology Risk Management we have established a risk control system covering the full lifecycle of information technol- Target 2:

ogy and digital transformation projects. Through the establishment of mechanisms for risk identification assessment control response security system

and continuous improvement the Bank implements precise management based on existing resources and capabilities controls informa- Build an integrated

tion technology risks at an appropriate level ensures safe and stable operations promotes business innovation and core competitive- Target 1: risk control Improve Data Security Manage-

ness enhancement and continuously optimizes technology management across all areas. Enhance client system ment Systems and conduct

management

The Bank fully recognizes the critical importance of technology ethics in financial technology development strictly complies with data security risk assessmentsDevelop a risk control center

technology ethics standards integrates technology ethics management concepts throughout the full lifecycle of financial technology capabilities and strengthen the monitoring

innovation activities ensures that innovation activities are conducted legally and in compliance with regulations and builds a solid Build a data security control Deepen platform applications capabilities of the three major

ethical foundation for the healthy development of financial technology. platform and enhance the data and enhance digital customer centers security governance system

group management capabilities

Optimize the risk control portal

Promote WeCom applications to achieve a complete risk

Protection of Intellectual Property Rights to achieve full-cycle marketing management operation cycle

within the WeChat ecosystem

The Bank attaches great importance to intellectual property protection. In strict accordance with relevant laws and regulations such as

the Patent Law of the People's Republic of China and the Trademark Law of the People's Republic of China we continuously improve our

intellectual property protection system. During R&D project development we promptly register intellectual property rights for important

systems; during external cooperation we ensure the legality of intellectual property rights of introduced third-party products through During the Reporting Period

contractual clauses; and during software use we emphasize genuine licensed procurement to ensure the implementation of innovation

outcomes.the Bank has invested a total of RMB 194.2641 million in technological innovation.As of the end of 2025 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 2 authorized utility model patents.Patent Registration Certificate of SZRCB (Part)

91 92Social

Upholding Finance for the People and Building a Better

Life Together

--- Building a Value Bank Highly Recognized by Society

The Bank actively practices the principle of "finance for the people" continuously strengthens

information security management across the entire organization fortifies the barriers for data

security and customer privacy protection and comprehensively safeguards the legitimate

rights and interests of consumers. By integrating social responsibility into all aspects of our

operations and management we strive to build "A Value Bank Recognized by Society". In

addition we adhere to a people-oriented approach create a democratic safe and comfortable

working environment establish multi-dimensional promotion channels comprehensively

support employee growth and provide a broad platform for career development striving to

become a bank that brings greater happiness and fulfillment to our employees.2025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Strengthen technology Empowerment Safe- Case Study Establishment of Regional Security Centers and Offering of Related Training

guard Information Security

From December 1 to 3 2025 relying on the Suzhou Regional Security

Center established under the guidance of the Jiangsu Rural Commer-

Governance cial United Bank the Bank organized regional security technical

capability training. The training invited security backbone personnel

from the provincial bank and surrounding rural commercial banks

such as Wuxi Jiangnan and Rugao. Through technical seminars

Governance Framework hands-on training and experience exchange the training effectively

promoted the co-construction and sharing of security technical

The Bank attaches great importance to the development of information security and data security management systems. The Financial experience within the region.Technology Management and Digital Transformation Committee is responsible for coordinating and reviewing major matters such as

information security and strategic planning. Under the Committee the Financial Technology Management Office is responsible for

coordinating supervising and inspecting information security management work to ensure the orderly implementation of all arrange-

ments.At the business execution level the Financial Technology Department focuses on the information security protection of infrastructure Case Study Internal Training Series on Security Skills

and application systems and enhances network attack defense system vulnerability repair and operation and maintenance risk control

to continuously consolidate the security capability of the technical base. The Digital Banking Department as the leading management

department for data securitycoordinates the Bank's data security inspection formulates detailed data security implementation rules From March to July 2025 the Bank organized a total of 4 training

and establishes a bank-wide data security training system. We focus on promoting data classification and grading privacy protection sessions on security skills for internal technical personnel. The training

and other specialized tasks to build a security protection system that covers full lifecycle data protection. covered multiple areas such as web security miscellaneous topics

encryption and decryption reverse engineering and Pwn effectively

To strengthen overall coordination the Bank has established a cybersecurity accountability system and set up a Cybersecurity Leader-

improving the security skills of internal technical personnel.ship Group with the Chairman serving as the Group Leader and the President of the Head Office serving as the Deputy Group Leader.The Leadership Group has established a Cybersecurity Office with the Vice President of the Head Office in charge of cybersecurity

serving as the Director of the Cybersecurity Office and the Heads of relevant departments serve as group members comprehensively

improving the joint governance level of information security and data security.Policy System

The Bank continuously improves the protection of consumers' personal financial information and strengthens information security

governance across the Bank. In accordance with regulatory requirements such as the Guidelines for Data Governance of Banking Finan- External Recognition

cial Institutions the Guidelines for Information Technology Risk Management of Commercial Banks and the Implementing Measures of

the People's Bank of China for the Protection of Financial Consumers' Rights and Interests the Bank adheres to the principle that "those During the Reporting Period the Bank's Security Operations Center received the "Second-Level Response (Millisecond Response) "2025

who generate are responsible those who transmit are responsible those who use are responsible and those who store are responsi- Five-Star Security Operations Unit Award from the China Academy of Information and Communications Technology. In the 2024

ble" and has formulated a series of rules and regulations including the Measures for the Management of Data Security the Measures information technology regulatory rating conducted by the National Financial Regulatory Administration the Bank obtained a "2C"

for the Management of Data Governance and the Measures for Management of Personal Financial Information Protection to continu- rating ranking first among rural commercial banks in Suzhou. Additionally the Bank has passed the ISO 27001 Information Security

ously improve the information security and privacy protection system. Management System Certification.Professional Development

The cybersecurity team within the Financial Technology Department consists of six full-time staff members all of whom have passed the

CISP (Certified Information Security Professional) certification. In 2025 the Bank continuously enhanced the construction of network

information security capabilities. During the National Cybersecurity Awareness Week we organized 1 cybersecurity awareness training

session for all employees 3 cybersecurity awareness training sessions for new employees 3 security skills training sessions for profes-

sional technical personnel and 1 specialized technical training session at the Suzhou Regional Security Center.

95 962025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Strategy 安安

Identification of Risks and Opportunities 安 安

Impact on

Risk Type Description of Risk Financial Impact Impact Duration Value Chain Countermeasures安安安安云云云

Strengthen business continuity 云 云安 云

If an information security incident management conduct regular

occurs it may result in regulatory Increase in operating Short term Operations information security inspections

Legal Risk 安 安

penalties reputational damage costs Medium term Downstream carry out IT risk assessments and安安

and other consequences. improve information security system 安

development. 安安安安安

Opportunity Impact on 安

Type Description of Opportunity Financial Impact

Impact

Duration Value Chain Countermeasures 安 安 安安安安安安安安

Protect data security through安安

encryption technologies access

Enhancing information network

Reduction in control and other measures. Utilize

security capabilities through

Technological operating cost and Medium term privacy computing technologies to

technological means helps Operations

Opportunities increase in Long term achieve secure and compliant data

ensure business operations and

operating revenue sharing enhance business Impact Risk and Opportunity Management

improve customer trust.innovation capabilities and optimize

customer experience.Strengthening Security Measures

The Bank is dedicated to constructing a comprehensive information security and data privacy risk management system to meet the needs of

its digital transformation and strengthen its information security capabilities. Taking measures such as host security development and SOC

construction we continues to strengthen our cybersecurity defenses to enhance our security operations and protection capabilities ensuring

Information Security Strategy Planning the stability and security of financial services while creating a solid barrier to protect our innovative development and client asset safety.The Bank has elevated information security capability building to a strategic level. The 2024–2026 Information Technology Development Plan

of Jiangsu Suzhou Rural Commercial Bank Co. Ltd. explicitly states that the Bank will continuously improve the information security system Controllable Basic Environment

strengthen cybersecurity protection capabilities and ensure business continuity and healthy development. To effectively improve the security

level of information assets achieve comprehensive control over network assets and embed security standards throughout the full lifecycle of

application systems the Bank continuously develops a new security technology system that combines detection response prevention and 连云港市

mitigation of attacks. 徐州市

Taizhou Offsite Disaster宿迁市

The "Two Locations Three Centers" Recovery Center盐城市

infrastructure enables active-active 淮安市

configurations within the same city and扬州市

off-site disaster recovery ensuring high Wujiang Primary Data Center

availability and business continuity. 泰州市 南通市南京市镇江市

Shengze Local Data常州市无锡市

Center苏州市

97 982025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

The Bank's production center server room and key areas are equipped with environmental

Physical monitoring patrol inspection and alarm systems for security. The server rooms utilize facial

Security recognition fingerprint scanning and access cards for authentication. Access requires prior

approval and access control logs and surveillance footage are retained for a specific period.Risk Identification Risk Assessment and Analysis Risk Control and Response

The Bank has established a The Risk Management Based on the results of these

process for identifying Department conducts regular assessments comprehensive

By means of routing control and network isolation firewalls are deployed with minimal access

information security risks risk assessments to evaluate risk prevention measures are

Cybersecurity policies and network traffic mirroring is used to detect abnormal intrusions while an operations

pinpointing areas of vulnerabil- the potential impact of risks on implemented and high-risk

audit system manages network devices implementing dual-factor login and operation auditing.ity in its cybersecurity manage- business operations prioritize areas are independently and

ment. risks formulate risk prevention thoroughly monitored to

measures and determine the minimize risks.priority of required resources.All hosts are equipped with security systems and undergo regular vulnerability scans. Server

Host access is managed through bastion hosts and two-factor authentication ensuring standardized

Security configurations and regular checks. The Bank has established a normalized cybersecurity audit mechanism and conducts annual special audits covering areas such as cyber-

security and data security. In 2025 the Bank carried out a special audit on the security management of payment-sensitive information.Audit procedures were implemented for key areas such as password management and merchant management to identify potential risks

and promote rectification continuously improving information security management effectiveness.The Bank's business applications use multi-factor authentication. Online banking transactions

are protected by digital signatures to prevent tampering and transaction records include

Application customer IP and MAC addresses. Security management for applications is strengthened

Security through hardening and vulnerability scanning. The transaction fraud prevention system is Customer Privacy Protection

integrated with key business systems deploying anti-fraud rules to enable high-risk alerts and

The Bank fully respects and protects client privacy. In channels involving client information such as online banking mobile Apps and WeChat

prevent fraudulent transactions.the Bank strictly enforces client privacy protection policies:

In accordance with the Measures for Management of Data Security important data is classified The Bank follows the principle of informed consent clearly stating in its privacy agreements the potential uses and risks of

Data and managed at different levels. Backup and recovery strategies are in place. Data extraction personal data.Security and queries require approval through the data asset management platform. Sensitive informa-

When clients use specific functions for the first time a pop-up window informs them about data collection practices and data

tion is encrypted for added security.is only collected after receiving client authorization.Each time a client logs in or conducts a transaction the relevant data is verified. Transaction data is digitally signed using

certificates to prevent tampering.The Bank deploys a security operations management system on endpoint computers providing When a client closes their account the Bank deletes the relevant privacy data from the backend.Endpoint antivirus protection patch management and control over mobile storage media. The Bank Third-party professional institutions are introduced to conduct privacy compliance testing of the Bank's App comprehensively

Security assigns dedicated personnel to investigate and confirm product defects reported by regulatory identifying non-compliance issues in privacy clauses and practices to ensure compliance with regulatory requirements of the

authorities. communications administration authorities.During the Reporting Period regarding consumer information security the Bank carried out self-inspections and rectifications in five

The Bank conducts routine quarterly IT risk assessments focusing on information system security management system development areas: personal information collection storage and transmission query and use provision and deletion of information and third-party

testing and maintenance management and system operation management. Risks in management are effectively identified and cooperation. Personal information protection is treated as a fundamental and long-term task to promote institutionalized and standard-

improved through assessment and analysis promoting continuous improvement in all areas of information technology management. ized operation and strictly implement accountability responsibilities.

99 1002025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Security Awareness Training Protecting Consumers Rights and Interests

The Bank continuously strengthens cybersecurity awareness among all employees regularly conducts cybersecurity emergency drills and Building a Foundation of Trust

special training and implements coordinated cybersecurity offense–defense measures to safeguard the implementation of the

"Three-One-Five" development strategy.Governance

Governance Framework

Emergency Mechanism Development

The Bank has established a "decision management and execution" three-tier organizational system for the protection of customers'

The Bank formulated the Overall Cybersecurity Incident Emergency Plan and established a cybersecurity incident emergency response rights and interests spanning the Board of Directors senior management and business departments. A Consumer Rights and Interests

leadership group led by an executive responsible for technology with participation from relevant department heads as group members. Protection Committee has been established under the Board of Directors to study major issues and important policies related to the

This group is responsible for organizing coordinating guiding and inspecting the Bank's cybersecurity incident emergency manage- protection of customers' rights and interests guide and supervise the establishment and improvement of the management system for

ment efforts. Through regular cybersecurity emergency drills specialized training and training assessments the Bank ensures the safe the protection of consumers' rights and interests and ensure the effective implementation of all related work. The Consumer Rights and

and stable operation of business systems. Interests Protection Center under the Legal and Compliance Department is responsible for leading the organization coordination

supervision and guidance of other departments and subordinate institutions to protect the rights and interests of consumers.During the Reporting Period

Assume ultimate responsibility for the protection of customers' rights and interests across

Board of the Bank formulate strategies policies and objectives conduct overall planning and

1 1 Directors guidance and supervise the performance of senior management in fulfilling the protec-the Bank got engaged in cybersecurity drill throughout the year independently carried out red–blue team attack and tion of customers' rights and interests responsibilities.

defense drill and conducted 2 rounds of internet-based trusted crowdsourced testing to systematically verify the Bank's

capabilities in threat monitoring emergency response and vulnerability remediation. Establish a sound consumers' rights and interests protection system improve 11 mecha-

nisms such as The protection of customers' rights and interests review mechanism

Senior Manage- information disclosure mechanism suitability management mechanism sales behavior

ment traceability management mechanism and personal financial information protection

mechanism to ensure sufficient human financial and material resources for

independently carrying out the protection of customers' rights and interests work.Metrics and Targets Take the lead in the protection of customers' rights and interests work coordinate

Legal and business lines and branches to designate consumer protection liaison officers promote

Compliance

The Bank focuses on improving data support capabilities and data security. We have formulated information security risk management Department the protection of customers' rights and interests across the Bank and form a comprehen-

indicators and targets and ensures risks remain controllable through dynamic monitoring and statistical analysis of information security sive responsibility system ensuring coverage across all levels and processes.risk indicators.During the Reporting Period Policies and Systems

In accordance with guidance from the Jiangsu Rural Commercial United Bank the Bank revised and improved the Measures for the

no information security incidents or catastrophic accidents caused by cyberattacks nor any unexpected interruptions in import- Protection and Management of Financial Consumers' Rights and Interests and the Measures for the Protection and Management of

ant systems networks or businesses occurred in the Company. The Bank implemented effective control of IT outsourcing risk Personal Financial Information continuously improving the institutional system for the protection of customers' rights and interests.achieved 0 leakage of customer privacy data and comprehensively safeguarded the safe and sound operation of financial In addition in accordance with regulations such as the Administrative Measures for Agency Sales Business of Commercial Banks and the

businesses. Administrative Measures for Product Suitability Management of Financial Institutions the Bank revised related institutional measures for

agency sales business to ensure implementation of consumer suitability management mechanisms and sales behavior traceability

management mechanisms.

101 1022025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Strategy

Assessment Mechanism Anchored in a "customer-centric" business philosophy the Bank integrates the protection of customers' rights and interests into corpo-

rate governance business operations and corporate culture embedding it throughout the full lifecycle of products and building a

The Bank establishes a mechanism for assessing the performance in the protection of customers’ rights and interests incorporates the protec- full-chain protection system covering "pre-event prevention in-process control and post-event optimization" safeguarding data

tion of customers’ rights and interests into the performance assessment system for institutions and employees at all levels and ensures the security and customer privacy and helping build the brand image as "a bank owned by the people of Suzhou".implementation of efforts in the protection of customers’ rights and interests. By setting up a Compliance Evaluation Checklist the Bank

assesses and scores employee service behaviors in dimensions such as quality service information disclosure information protection market-

ing publicity and complaint management.Risk Type Description of Risk Financial Impact Impact Impact on Countermeasures

Duration Value Chain

Any poor performance of the

Capacity Training Bank in the protection of financial Build the system and mechanism for the

consumers? rights and interests

Decrease in operating Short term protection of financial consumers? rights

To comprehensively improve financial service quality the Bank effectively protects consumers' legitimate rights and interests. In 2025 the Bank may lead to regulatory penalties

Legal Risk income and increase Medium term Downstream and interests promote the populariza-

invited external lecturers to conduct training on "Interpretation of Consumer Protection Policies and Complaint Handling" for all employees and damage to reputation and other in operating costs Long term tion of financial knowledge and handle

participated multiple times in the "Suzhou Banking Lecture Hall" training organized by the Suzhou Banking Association improving capabilities negative impacts which could customer complaints.in complaint handling dispute mediation and training and publicity. Each outlet carried out scenario simulations based on situations that may adversely affect the business

arise during customer service processes to enhance employees' practical capabilities in handling emergencies complex business scenarios operations of the Bank.and emotionally distressed customers.Actively responding to national policy

requirements and expanding financial

Any failure of the Bank to respond services and products according to local

During the Reporting Period promptly to consumers' financial realities. Strengthen market research

service or product needs or meet Reduction in Short term Upstream and customer demand analysis optimize

Market Risk

customer demands may lead to operating revenue Medium term Downstream financial products and service processes

difficulties in expanding credit in a timely manner improve response

6 1759 business. speed and customer experience and the Bank offered a total of training sessions on the protection of consumers' rights and interests for enhance customer feedback mecha-

participants. nisms and after-sales services.In recent years the concept of

?financial consumers? has gained

Strengthen employees? compliance

increasing attention and the

awareness handle complaints

awareness of the protection of

effectively strictly adhere to the

Reputation financial consumers? rights and Reduction in Medium term Downstream protection of consumers? rights and

Risks interests has been raised. Any operating revenue Long term interests systems formulated by the

occurrence of serious customer

Bank and hold individuals accountable

complaint in the Bank may affect

for violations of the Bank's regulations.the brand image and reputation

of the Bank.Opportunity

Type Description of Opportunity Financial Impact

Impact Impact on

Duration CountermeasuresValue Chain

Increase investment in technology

The rapid development of

equip professional technical staff to

financial technology provides the

continuously innovate service models

Training for New Employees on Protection of Customers’ Bank with more technological

Customer Service Scenario Simulations Technological Increase in operating Medium term Operations use technologies such as big data to

Rights and Interests means to protect customers' Opportunities income Long term Downstream analyze customer needs provide

rights and interests and can

personalized and precise financial

effectively improve the quality of

services and enhance the customer

customer service.experience.

103 1042025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Impact Risk and Opportunity Management Customer Satisfaction Survey

The Bank places importance on collecting customer satisfaction feedback. After lobby service branch staff proactively collect customer

satisfaction feedback through external scoring. In addition the Bank has set up a customer scoring process on mobile PAD devices

Review of Financial Products inviting customers to provide ratings after outreach services. Satisfaction scores are linked to performance evaluations monthly and

quarterly analysis reports are generated to support service optimization effectively promoting the implementation of the customer-cen-

The Bank has formulated the Administrative Measures for Prior Review of the Protection of Financial Consumers' Rights and Interests to tric service philosophy.In 2025 the Bank conducted service satisfaction surveys through Electronic Signature Terminals in business halls

implement prior review for the protection of financial consumers’ rights and interests. During the Reporting Period the Consumer Rights covering a total of 100500 customers. The results indicated an annual customer satisfaction rate of 99.85%.and Interests Protection Center conducted prior evaluation and review of products and services provided externally by the Bank across

the processes of design development pricing management institutional and agreement formulation marketing and publicity. A total

of 74 clear and specific review opinions were proposed on policies institutional rules business rules customer operation procedures

pricing and charges agreement clauses and communication scripts that may affect financial consumers in processes channels and Customer Complaint Management

scenarios. This ensured the implementation of product suitability management and protected consumers' right to be informed prevent- The Bank attaches great importance to customer service quality and has formulated the Management Measures for Consumer Complaint

ing complaints at the source. Handling to standardize the management of consumer complaint handling and ensure that consumer complaints are addressed in a

timely and effective manner. The Consumer Rights and Interests Protection Center under the Legal and Compliance Department of the

Head Office serves as the competent department for complaint management across the Bank and is staffed with personnel dedicated

to complaint handling. The consumer rights and interests protection hotline notice boards are permanently displayed at the front desks

Compliant Marketing of each branch lobby for customer convenience.Strictly implement investor suitability management requirements; comprehensively consider factors such Accept complaints Investigate and verify Handle based on Provide feedback

as customer age financial status investment experience investment objectives expected returns risk findings

preferences and risk tolerance; conduct classified customer management through risk tolerance assess-

Pre-Sales Stage ment questionnaires to ensure that the risk level of the product matches the client's risk tolerance. Estab-

lish a review mechanism for the protection of customers' rights and interests regarding products and

services conduct reviews of product rules fee structures agreement terms and marketing materials to

identify potential risks in advance and prevent situations that infringe upon consumer rights.Strengthen risk disclosure and standardized management of sales processes and through the display of

important documents and statement transcription methods ensure customers make independent Conduct assessment Make statistical Determine responsi-

and evaluation analysis

Organize and file

bility

decisions based on a full understanding of product risks. Strictly implement "dual recording" (audio and

In-Sales Stage video recording) management requirements in sales zones to ensure that the entire sales process is

documented and traceable. Conduct training and case-based education for sales personnel; strictly Consumer Complaint Handling Process

prohibit unqualified individuals from engaging in sales activities; and enhance frontline staff's compliance

awareness and professional capabilities.The Bank has established multiple channels to receive customer feedback and complaints standardizing the disclosure of channels and

information to ensure every consumer's voice can be heard. In 2025 the Bank received a total of 494 externally referred complaints (253

after removing duplicates) and achieved a complaint resolution rate of 100%. Complaints were mainly related to loans credit cards and

Establish a mechanism for continuous monitoring and inspection of sales activities conduct specialized bank card account management. In terms of regional distribution 91.70% of complaints originated from Suzhou (including 66.80% from

inspections of wealth management sales compliance using a combination of on-site and off-site Wujiang District) with the remaining 8.30% from regions outside Suzhou.methods and implement closed-loop management to rectify identified issues. Improve complaint accep- In accordance with the Opinions on Promoting the High-Quality Development of Financial Dispute Mediation the Bank has strengthened

After-Sales Stage tance and handling mechanisms establish a complaint management system covering the Head Office source prevention of conflicts and disputes early-stage resolution and checkpoint control hereby establishing a sound financial dispute

branches and sub-branches clearly define processing timelines and ensure customers' rights to express mediation mechanism. During the Reporting Period under the guidance of the Suzhou Banking Association the Bank handled a total of

demands in accordance with laws and regulations. Strengthen complaint data analysis and root-cause 15 dispute mediation cases. Among them 5 cases were resolved through agreement between both parties or were voluntarily

rectification optimize product design and service processes at the source and continuously improve withdrawn by customers after communication and consultation. This ensured that disputes were not delayed conflicts did not escalate

customer experience. and risks did not spread thereby solidifying all aspects of financial dispute mediation and enhancing the overall financial dispute media-

tion effectiveness of the Bank.

105 1062025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Emergency Management

The Bank has specially formulated the Implementation Guidelines for Emergency Response Plans for Branch Lobby Incidents to standard- Financial Consumer Protection Publicity and Education Activities

ize emergency management and handling procedures in branch lobby areas strengthen employees' preventive awareness improve

emergency response capabilities ensure timely and effective handling of emergencies safeguard the personal and property safety of

employees and customers and minimize and control risks to the greatest extent possible.In June 2025 the Bank conducted the "Suzhou

The Bank has established a total of 32 emergency response plans including those for consumer complaints telecommunications fraud Banking Industry Financial Knowledge Popular-

sudden customer illness unexpected power outages negative public sentiment customer bank runs robbery and natural disasters. ization Thousands-of-Miles Campaign." Through

These plans aim to prevent and minimize losses resulting from emergencies and safeguard the lives and property of the public. Each both online and offline channels it established an

outlet conducts emergency drills during morning or evening meetings through scenario simulations to familiarize employees with education and publicity system with broad cover-

processes for incident occurrence response and reporting. This enhances employees' awareness of potential risks upholds a preven- age across urban and rural areas enhancing

tion-first approach and ensures thorough preparedness for emergencies. financial consumers' self-protection capabilities

and providing solid safeguards for the property

security of the public.In September 2025 the Bank organized the

Knowledge Dissemination and Promotion for the Protection of Financial Consumers? "Financial Education and Publicity Week" cam-

Rights and Interests paign. Through the "Five-Entry" approach—

entering rural areas communities campuses

The Bank actively carries out knowledge dissemination and publicity for the protection of financial consumers' rights and interests. We enterprises and business districts—and by deliv-

have formulated the Management Measures for Knowledge Dissemination and Publicity for the Protection of Consumers' Rights and ering risk alerts directly to residents the Bank

Interests. The Consumer Rights and Interests Protection Center under the Legal and Compliance Department is primarily responsible for promoted the deep penetration of financial

drafting the annual financial knowledge dissemination and publicity plan organizing various activities and formulating the annual knowledge and risk warnings to primary levels

training plans for the protection of consumers’ rights and interests. and directly reached the public.Financial Consumer Protection Publicity and Education Activities

During the Reporting Period

In March 2025 the Bank launched the "3·15" the Bank offered a total of 260 events for financial consumer protection education and publicity covering

Financial Customers' Rights and Interests

Education and Publicity Campaign focusing on 84000 person times of participants with a total duration of 320 hours.safeguarding the rights and interests of financial

consumers creating a safe and reassuring

consumption environment and helping the

public enhance risk awareness.

107 1082025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Metrics and Targets Practicing Finance for Positive Societal Impact

The Bank in accordance with the spirit of the Central Financial Work Conference has formulated the following objectives and work plan

of protection of customers' rights and interests to improve the financial system optimize financial services and prevent and mitigate Deepening Care for People's Livelihoods

risks:

Social Welfare and Charity

Upholding the original aspiration of serving the public through finance SZRCB actively fulfills social responsibilities deeply engages in

public welfare and charitable causes and fully supports local livelihood development. As an Honorary President Unit of the Wujiang

Charity Federation the Bank continuously increases the investment in public welfare and solidly provides charitable donations and

targeted assistance in areas such as poverty alleviation elderly care education support and medical assistance. Leveraging the two

volunteer service brands of the "Rainbow Volunteers" and the "Xiaoyuan Service Team" the Bank regularly carries out volunteer services

focusing on key groups such as the elderly new citizens and farmers delivering inclusive services and building a long-term public

welfare service system. By giving back to local communities with the warmth of finance the Bank strives to become a value bank recog-

nized by society.Enhancing the Effectiveness of Resolving Disputes through Multiple Optimizing Personal Information

Complaint Coordination Channels Protection Mechanisms Charitable Donations

According to the Consumer Customers are encouraged to The Bank has revised relevant

Protection Linkage Contact Form mediate disputes through the personal financial information Committed to becoming a "Value Bank" SZRCB

the Bank has clarified the Suzhou Banking and Insurance protection policies conducted deeply integrates financial services with social

personnel responsible for Dispute Mediation Platform which self-checks to enhance data responsibility and actively engages in public welfare

handling complaints in each can reasonably divert complaints governance and security and charitable initiatives. As Honorary President Unit

department and business clearly to reduce the total number of management for the entire of the Sixth Council of the Wujiang Charity Federa-

defining each department's tasks redirected complaints. lifecycle of personal financial tion the Bank has donated a cumulative total of RMB

in complaint treatment. Through information and improved the 2.6263 million in 2025 including RMB 0.2 million

a complaint register complaints management of personal donated to targeted support for rural revitalization

are promptly recorded accurately customer financial information initiatives benefiting more than 400 people. Through

dispatched assigned to dedicat- security. diversified charitable contributions and targeted 2024 Most Charitable Honorary President Unit of the

ed personnel and reviewed assistance the Bank actively supported local people's Donor Enterprise in Sixth Council of the Wujiangwithin a specified time frame livelihood and was honored with the title of “2024 Wujiang District Charity Federationwith timely feedback provided on Most Caring Donor Enterprise in Wujiang District”.the results.Case Study A Heartwarming Act to Kick Off the New Year: Special Donation Supporting Local Charity Development

Indicator Targets Achievement in 2025

Customer Complaint Resolution Rate Resolution rate: 100% 100% In 2025 the Bank actively participated in the Wujiang District "Spring

Festival Charity Fundraising Campaign". With heartfelt actions

marking the beginning of the year's public welfare efforts the Bank

donated RMB 2 million to support charitable programs such as elderly

care disability assistance poverty relief and education support in

Wujiang District ensuring that more vulnerable groups feel the

warmth and care of society.

109 1102025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Case Study Committed to the "Four Supports" to Fulfill Our Mission; Financial Resources Nourishing Rural Communities Case Study Caring for Exam Takers: Safeguarding Dreams

The Bank actively fulfilled responsibilities for rural revitalization by extending charitable During the 2025 senior high school and college entrance examinations

outreach to frontline village-level economic development. In 2025 under the banner of the Bank actively responded to social initiatives and coordinated 29

"SZRCB Runqiao · Love Fills the Homeland" the Bank established deep connections with "Xiaoyuan Service Teams" across Suzhou and Wujiang to connect

Zhong'anqiao Village in Zhenze Town a municipal-level key village with which we have precisely with campuses establishing "Exam Support Service Stations" at

formed a paired assistance relationship. Focusing on the four key areas of "Assistance for 24 key examination sites. During the campaign more than 1200 bottles

the Elderly Assistance for the Needy Assistance for Education and Assistance for Meals" of drinking water nearly 150 emergency stationery kits and more than

the Bank precisely addressed the needs of diverse groups including the elderly the sick the 3000 cultural-creative fans were distributed benefiting over 10000

impoverished and students. To date we have provided assistance to over 400 villagers and candidates and parents.allocated RMB 200000 targeted assistance funds.Case Study Spreading Warmth Through Respect for the Elderly on the Double Ninth Festival; Demonstrating Commit-

ment Through Public Welfare Volunteering

During the Double Ninth Festival SZRCB practiced the "99+1" filial piety

service philosophy and carried out a series of public welfare activities

Case Study Supporting Education with Small Contributions: Warm Finance Safeguarding the Future respecting and caring for the elderly. Branches across the Bank visited

communities and rural areas to provide anti-fraud publicity and

The Bank actively participated in the provincial "Three Associations" and "Drip of Water · Building Dreams" initiatives for the heartwarming services for the elderly. They also organized the "Warmth

development of revolutionary base areas and rural communities. It provided financial support and care to 22 students from of the Double Ninth Festival: A Gathering of the Silver-Haired" themed

disadvantaged families donating RMB 66000 to safeguard their educational journey from "having access to education" to "receiving event to promote the virtue of respecting the elderly and demonstrate

a quality education". the Bank's commitment to the well-being of the community.Case Study Jiangcun Station: Beautiful Rural Encounters

Voluntary Service

In 2025 SZRCB upheld responsibilities as a local financial institution and In January 2025 Upholding the principle of "public welfare for the

actively built a distinctive volunteer service system integrating professional people" the Bank jointly organized a Party-building co-construction

financial strengths with social public welfare through volunteer service public welfare event titled "Beautiful Rural Encounters" in Wangshan

initiatives. Relying on platforms such as the "Xiaoyuan Service Team" and the Village Wuzhong District together with the CPC Committee of Wang-

"Finance + Community" model the Bank carried out volunteer services in shan Village in Yuexi Subdistrict and the Party branches of Yuexi and

areas such as exam support respect for the elderly green public welfare and Hengjing Broadcasting Stations in Suzhou Branch of Jiangsu Broadcast-

financial knowledge popularization combining financial security awareness ing Cable Information Network Corporation Limited. The event featured

promotion with public welfare commitments. Through professional services cultural performances such as the Sichuan Opera "Face-Changing" the

supporting people's livelihoods and charitable actions benefiting society the Shanghai Opera "Pan Feng" the Wuxi Opera "the Pearl Tower" and skits.Bank contributed to local livelihood development and demonstrated the Meanwhile the Bank's staff conducted financial literacy sessions deliver-

responsibility and commitment of financial enterprises in the new era. During ing financial education directly to the fields through the distribution of

the Reporting Period the Bank carried out a total of 363 volunteer and public brochures and interactive explanations. Using culture as a medium and

welfare activities with an average of 1.5 volunteer hours per person. Tongli finance as a bridge the event not only enriched the spiritual and cultural "Outstanding Xiaoyuan Service

Sub-branch of SZRCB was recognized as an "Outstanding Xiaoyuan Service life of the rural community but also allowed the warmth of inclusive Team" of Tongli Sub-branch

Team" by the Jiangsu Rural Credit Union marking provincial-level authorita- finance to take root in the fertile soil of rural revitalization.tive recognition of our primary volunteer service achievements.

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Support for Community Development

Construction of Integrated Community Service Points

Using the "SZRCB Service Station" as a key platform the Bank continuously deepens the development of a comprehensive community

service system by deeply integrating financial services with community culture social welfare and primary governance. By organizing

diverse activities such as parent-child cultural events holiday-themed programs and elderly-friendly services we continuously expand

service scenarios and extend our reach. We are dedicated to building a community service platform that is warm down-to-earth and

comprehensive effectively enhancing residents' sense of fulfillment and satisfaction and leveraging the power of finance to help build

a harmonious and beautiful home.Children’s Recreation Activities

Case Study SZRCB Service Station Hosts Pre-Made New Year Photo Session

SZRCB Service Station continued to uphold its service mission by

organizing convenient and people-benefiting activities. In the run-up

to the Spring Festival the SZRCB Service Station hosted four

pre-made New Year photo events in Aolin Qinghua Community

Gaoxin Sub-branch Zhoushan Garden Community and Qinyu

Community. Photographers were invited to take commemorative

Spring Festival photos of residents aged 8 months to 65 years and

print them on-site. The events conveyed a strong festive atmosphere

and care and received unanimous praise from residents.SZRCB Mini Classroom

Case Study Celebrating International Women's Day with Care and Commitment: Building a New Ecosystem of Community Service

Case Study Advancing Green Public Welfare and Building Community Harmony Through Volunteer Service

During International Women's Day SZRCB entered multiple communities and organize flower arrangement-themed activities. While

enriching the cultural lives of female residents the Bank also provided financial consultation services promoting the deep integra-

tion of financial services community governance and cultural self-governance continuously improving the "Finance + Community" On the Chinese Arbor Day in March 2025 the “Yujian SZRCB” Service

comprehensive service system and enhancing residents' sense of belonging and satisfaction. Station jointly established by the Bank and the Qinyu Community of

Xushuguan Economic Development Zone (Town) actively responded

to the call for “Green Finance Ecological Community” by organizing

an Arbor Day activity themed "Water a Friend Plant Spring". Through

tree planting and green protection activities combined with green

finance publicity the Bank deepened the "Finance + Community"

service model promoted the integration of financial services with

community governance and demonstrated its social responsibility

and caring commitment.

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Community Services for Newly Employed Groups Upholding People-Centered Development

SZRCB has deeply cultivated community public welfare through the initiative "Bringing Warmth to New Citizens—SZRCB Walking Safeguarding Employee Well-being

Together" linking with communities to provide targeted volunteer services for new employment groups such as delivery riders and

couriers. Relying on community outlets and SZRCB Service Station service corners were established to provide rest supplies and

anti-fraud education; Mid-Autumn Festival care activities were organized in communities alongside rights protection guidance; and

housing provident fund services were delivered directly to communities for workers in new employment forms. Through precise commu-

nity public welfare services the Bank effectively addressed the urgent needs and concerns of new employment groups.Case Study Warm Service Stations Offering Thoughtful Services to Support New Employment Groups

SZRCB focused on workers in new employment forms such as couriers and food delivery riders. Relying on the Xiaoyuan Service

Team it established 14 "Warm Service Stations for New Citizens" providing dedicated financial products and caring support. The

Bank also launches special service campaigns during key periods to precisely meet the financial needs of new urban residents

effectively enhancing their sense of fulfillment and belonging.The Bank consistently adheres to a people-centered approach. By establishing clear career development pathways a sound compensa-

tion and benefits system and diverse employee care activities it comprehensively safeguards employees' rights and interests. The Bank

is committed to creating a democratic harmonious safe and comfortable working environment enabling every employee to gain a

sense of achievement belonging and happiness at work and striving to become a "happiness bank" where employees gain more

benefits.Governance

The Board of Directors regards human resources as a core element driving the Bank's sustainable development and scientifically formu-

lates human resource strategic plans to ensure that human resource management is highly aligned with the Bank's strategic direction.On this basis senior management resolutely implements the strategic arrangements of the Board of Directors establishing a human

resource management framework with comprehensive functional coverage clear responsibilities and closely connected systems

providing solid organizational support for high-quality development across the Bank.To ensure the smooth implementation of human resource planning the Human Resources Department under senior management

coordinates recruitment training and development compensation and benefits and other human resource functions; the Party and

Mass Work Department advances employee care initiatives and continuously optimizes the workplace environment based on employee

needs; business line departments carry out targeted talent development and differentiated incentive mechanisms within their profes-

sional fields to systematically enhance employee competencies; and branches assume direct responsibility for employee management

and team building striving to create a united collaborative and positive team atmosphere and injecting continuous momentum into

sustainable development across the Bank.In terms of institutional development the Bank strictly adheres to laws and regulations such as the Labor Law of the People's Republic of

China and the Labor Contract Law of the People's Republic of China. We have formulated a series of rules and regulations including the

Measures for the Administration of Labor Contracts the Measures for the Administration of Recruitment the Measures for the Administra-

tion of Employee Education and Training and the Measures for the Administration of Employee Compensation establishing a comprehen-

sive management system covering the entire process from recruitment and hiring to education and training compensation and benefits

and promotion. Through sound governance mechanisms we safeguard employee rights and empower organizational development.

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Strategy Impact Risk and Opportunity Management

Identification of Risks and Opportunities The Bank places great importance on the workforce stability and continues to strengthen human resource risk prevention effectively

laying a solid foundation for its development. The Bank upholds the principle of "promoting based on performance evaluating talent by

achievements allowing for the advancement and demotion of leaders and enabling the free entry and exit of employees". We have

Risk Type Description of Risk Financial Impact Impact Impact on Countermeasures established a comprehensive training system to provide employees with diverse learning opportunities and support their career devel-Duration Value Chain opment. Furthermore through employee interviews and satisfaction surveys we promptly address employ应ee对 co措nc施erns and integrate the

philosophy of a "Happy Bank" into every aspect of work and life.Improve recruitment and training

mechanisms and ensure the ability to

The outflow of important attract and retain excellent talent;

management personnel

Strengthen employee care and

Operational or professionals may Reduction in Short term

negatively impact the communication and continuously Risk operating revenue Medium term Operations

stability of operations enhance employees' sense of happiness

and business develop- and belonging; Recruitment and Employment

ment of the Bank. Continuously address employees' needs

and expectations and improve employee

satisfaction. ▏Recruitment Management

The Bank has developed the Measures for Management of Recruitment and other relevant systems. Based on a comprehensive analysis

Description of Impact Impact on

Opportunity Type Opportunity Financial Impact Duration Value Chain Countermeasures and review of the Bank's human resource needs we formulate an annual recruitment plan to accurately match the talent. Throughout

the recruitment process the Bank treats all candidates equally prohibits child labor and all forms of forced labor and strictly executes

the conditions outlined in the recruitment announcement to ensure fairness impartiality and openness.Incorporate talent selection develop-

People-centered The Bank continuously strengthens talent development at the source establish a diversified talent acquisition model centered on ment utilization and retention into the

development is strategic planning; campus recruitment and supplemented by social recruitment to broadly attract outstanding talent from all fields. Regarding campus

prioritized to enhance recruitment the Bank actively fulfills the responsibility to stabilize employment by organizing campus recruitment presentations and

Market Define career development paths employee skills and Increase in Medium term provide fair promotion mechanisms and summer/winter internship programs. These initiatives serve as a bridge for students to engage with the professional world and society

lay a solid talent

Opportunities operating income

Operations

Long term create a harmonious and inclusive thereby supporting high-quality employment for college graduates. Additionally leveraging the brand strength of "SZRCB" the Bank has

foundation for the

corporate culture atmosphere;

long-term growth of meticulously developed a recruitment visual identity system featuring the "Suxiaoyu" mascot. We continue to intensify employer brand

the Bank. Improve corporate culture building and promotion efforts to continuously enhance our appeal and influence in the talent market.enhance employees' cultural recognition.Human Resource Strategy Planning

The Bank has made "building a bank where employees gain more happiness" one of the key goals of the "Three Banks" strategic vision. Guided

by the Party's innovative theories the Bank continues to explore innovative paths for employee growth fully safeguarding employees' rights

and interests. We have implemented diversified physical and mental care actions fostering a healthy civilized and vibrant corporate culture

that encourages full employee culture engagement.Based on the Three-Year Human Resources Development Plan for the Rural Commercial Bank System of Jiangsu Province the Talent Devel-

opment Plan for the 14th Five-Year Plan Period of Jiangsu Rural Commercial Banks and the 2023-2027 Development Strategy Plan of

Jiangsu Suzhou Rural Commercial Bank Co Ltd. the Bank has developed and implemented the 2023-2027 Human Resources Plan of Jiang-

su Suzhou Rural Commercial Bank Co. Ltd. The goal is to build "a benchmark bank leading the industry a value bank highly recognized by

society and a bank where employees gain more happiness". The plan focuses on the all-round introduction cultivation utilization and Recruitment Site

management of talent aiming to develop four high-quality talent teams specializing in operational skills marketing professional technology

and business management. We continuously optimize our recruitment training development incentive and constraint mechanisms striving

to elevate our human resources to a new height and provide strong talent support and intellectual guarantees for the Bank's high-quality

development.

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▏Employee Diversity Structure

The Bank attaches great importance to the structural optimization

and diversification of its workforce and continues to promote the

diversification of the workforce in terms of age gender educational

background and professional ability effectively enhancing organiza-

tional vitality and innovation capability.Number of Number of Employ-

Employees by ees by Education

Gender Background

Employee Structure

Indicator Unit 2025

Male Female Below bache- Bachelor's Master's Degree

Total Number of Employees Person 1967 lor’s degree Degree and Above

1022?Person? 945?Person? 175?Person? 1477?Person? 315?Person?

Labor Dispatch Workers Person 21

Part-time Employees Person 0

Signing Rate of Employment Contract % 100 Under 30 (exclusive) Years Old 420?Person?

30 (inclusive) to 40 (exclusive) Years Old 967?Person?

Number of Local Employees Person 1796 Number of 40 (inclusive) to 50 (exclusive) Years Old 305?Person?

Employees by 50 years old or above 275?Person?

Age

Number of Employees of Minority Nationalities Person 9

Percentage of Employees of Minority Nationalities % 0.46

Number of Veteran Employees Person 21

Remuneration and Benefits

Number of Employees by Region

▏Compensation Management

Chinese Mainland Person 1967

The Bank formulates systems such as the Measures for the Management of Employee Compensation and establishes a compensation

management system based on job grade and performance evaluation. Employee compensation consists of three components: base pay

Hong Kong Macao and Taiwan Regions Person 0 performance-based pay and benefits. Base pay is determined according to job series and grade while performance-based pay is linked

to business performance and individual achievements and is subject to deferred payment in accordance with regulations. By linking

annual performance appraisal results with salary grade and job level adjustments the Bank has established an income distribution

Overseas Person 0 mechanism that balances incentives and accountability prioritizes both business development and risk compliance and harmonizes

short-term performance with long-term interests.

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▏Performance Evaluation and Appeal

The Bank builds a full-process all-round and all-position performance evaluation system adheres to coordinated development of scale The Bank emphasizes practical action accountability and public recognition. We adhere to anonymous voting for the democratic evalu-

efficiency structure and risk and includes efficiency indicators risk compliance indicators and social responsibility dimensions in the ation of cadres and have innovated a "public review system" for selecting reserve talent fully exercising the public's right to speak

assessment system. In terms of evaluation methods KPI BSC and other evaluation models are comprehensively used with a monthly participate and supervise. Through a rigorous performance evaluation mechanism that ensures accountability we have streamlined

accounting and annual settlement evaluation frequency establishing a short-term and long-term coordinated incentive mechanism. channels for promotion and demotion continuously optimized the age structure of our workforce effectively stimulated the enthusiasm

of young talent for innovation and entrepreneurship and fostered a fair and just environment for professional development. During the

The Bank establishes a system combining real-time feedback and periodic disclosure of performance evaluation results. Employees can

Reporting Period the Bank held 3 employee congresses at which 20 proposals were reviewed including the 2024 Annual Work Report

track their rankings and performance results in real time through the performance system and results are communicated to all evaluated

and the Proposal on Formulating the 2025 Compensation Budget. Attendees voted on the proposals via secret ballot and adopted 20

personnel via the OA system. The Bank emphasizes two-way communication between employees and supervisors. Through perfor-

resolutions.mance interviews and digital feedback mechanisms employees can dynamically access evaluation results ensuring process transparen-

cy and traceability of outcomes.During the Reporting Period based on in-depth data analysis and comprehensive primary research the Bank further optimized the 2025

performance management and performance segmentation methods improved the three-level structure established effective connec-

tions between levels and peers and reasonably allocated common and individual indicators. In 2025 the proportion of employees

regularly subject to performance evaluation reached 100%.▏Employee Benefits

The Bank prioritizes employee needs establishing a benefits system oriented toward employee requirements. We contribute to the "Five

Insurances and One Fund" for employees in accordance with the law and ensure employees enjoy leave entitlements such as national

statutory holidays paid annual leave sick leave and work-related injury leave. In addition the Bank provides supplementary commercial

insurance and enterprise annuities to enhance comprehensive protection establishes employee cafeterias provides meal subsidies

organizes regular health check-ups distributes holiday allowances and birthday benefits and effectively cares for employees' lives.The 19th Session of the 5th Employee Congress and the 19th Session of the 5th Trade Union Congress

Benefits and Compensation

Indicator Unit 2025

Coverage Rate of Social Insurance % 100 ▏Employee Satisfaction

Average Paid Annual Leave Days per Employee Day 9.53 The Bank is deeply committed to employee care and places great emphasis on fostering employee well-being. We conduct an annual

employee well-being survey to listen to employees' genuine feedback prioritize their experiences and accurately identify and promptly

resolve their practical concerns. In 2025 the Bank conducted an employee happiness index survey covering seven dimensions: health

protection interpersonal relationships training opportunities job adaptation compensation and benefits self-realization and career

development. Survey results showed that 93.13% of employees felt happy reflecting the Bank's positive achievements in employee care.Democratic Governance and Employee Satisfaction

▏Democratic Governance

In 2025

The Bank consistently and firmly implements employee democratic management strengthens trade union organization and establishes

routine employee communication and home visit mechanisms to gain a deep understanding of employee concerns. We fully safeguard

employees' rights to information participation expression and supervision and fully leverage the role of employee representatives in the Bank conducted the "Happiness Index" survey with a participation rate of 96.16% and

democratic management and oversight to protect employees' legal rights and vital interests. As of the end of 2025 100% of the Bank's

employees had joined the Trade Union ensuring full coverage of the entire workforce. This truly integrates every employee into the 93.13% of employees reported feeling happy.democratic management system fostering a harmonious and dynamic corporate environment.

121 1222025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

Employee Training and Development Quality and Efficiency Evaluation Support to Drive Iterative Upgrading of Training

▏Employee Training We have further optimized the closed-loop mechanism for training program quality and efficiency evaluation — namely

“evaluation – feedback – improvement – re-evaluation” — and established an evaluation indicator system across multiple

The Bank formulated a series of systems such as the Measures for the Management of Employee Education and Training Management and dimensions including course content instructor delivery behavioral change and business impact. The evaluation results

the Measures for the Management of Internal Trainers to ensure that education initiatives are scientific institutionalized and standardized. serve as the core basis for next?phase program design content upgrading and format optimization driving continuous

Focusing on basic management and capability enhancement the Bank adheres to the principle of combining internal and external iteration and improvement of training programs and ensuring steadily enhancing training quality and efficiency.training adopts a blended online-offline teaching model and uses lectures seminars and practical training methods to broaden training

channels and expand training coverage empowering employee growth and business development.To build a full-cycle comprehensive and high-quality talent development mechanism the Bank has established five major training

systems to achieve seamless coverage of all employees the entire career lifecycle and all job sequences. Three supporting measures have

been implemented to provide comprehensive support for the implementation operation and iteration of the training system creating a

virtuous development cycle characterized by "systematic development guaranteed implementation and clear growth pathways". Case Study "Micro Responsibility Great Teaching Power" Micro-lesson Competition

Five Major Training Systems

From June to August 2025 to further enhance the professional competence of internal trainers and provide intellectual support for

the Bank's high-quality development the Bank organized the "Micro Lesson Big Impact" Competition. The competition included

"Koi Dream·Fish Fry" Program "Koi Dream Fish Leap" "Koi Dream · Fish Soar" professional and creative tracks. The professional track covered corporate marketing retail marketing risk control and operations

Internship Training System Onboarding Training System Professional Position Training System management while the creative track focused on the application of AI tools in the financial sector. The competition attracted enthu-

siastic participation with contestants producing well-designed micro-lessons that clearly explained business challenges and vividly

Management Empowerment Training System Instructor-Course Ecosystem Training System demonstrated practical insights and workplace stories showcasing the charm and capability of the Bank's internal course creators.Three Major Supporting Measures

Instructor-Course Co-construction to Solidify the Foundation of Training Resources

A "three-in-one" support system of "internal trainers + course library + training administrators" is established. We have estab-

lished a comprehensive mechanism for the selection development evaluation and incentivization of internal trainers to build a

professional internal faculty; created a dynamically updated course resource library to drive continuous iteration and optimiza-

tion of core courses; and strengthened the professional capabilities of training administrators to enhance their skills in training

planning organization execution and debriefing. This ensures that training content aligns with business needs and that

training implementation is standardized and efficient providing stable high-quality resource support for the system's opera-

tion.Digital Platform Support to Enhance Training Operational Efficiency

Focusing on the digital management needs of training we have established an integrated “four-in-one” resource manage-

ment system comprising internal trainer database course database venue database and institution database achieving

centralized aggregation and standardized management of core training resources. We fully leverage online platforms to

support functions such as specialized online learning and data statistics. Meanwhile we have incorporated a points-based

incentive mechanism including training participation course development and competition awards into the points calcula-

tion scope forming a complete “learning – assessment – incentive” closed loop. This fully stimulates the learning enthusi-

asm and growth motivation of all employees enhancing the efficiency of training organization and operation.

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Case Study "Koi Dream Fish · Leap" New Employee Training Camp Case Study Learning and Thinking Practicing with Dedication - Client Manager Rotating Training

From January to July 2025 the Bank held three sessions of the "Koi Dream Fish Leap" new employee training camp. Through From May to July 2025 the Bank conducted six sessions of the "Koi Dream - Koi" Client Manager Rotating Training. Through target-

systematic training we helped new employees build strong professional capabilities integrate quickly into teams and successfully ed category-specific instruction optimized training formats and an upgraded curriculum the program focused on building a team

transition from "students" to "professionals" marking the beginning of their career journey. of client managers equipped with both forward-looking vision and professional expertise.Case Study Mutual Growth Through Teaching and Learning: Two-Way Empowerment — 2025 Internal Trainer Development

From April to September 2025 the Bank organized a series of activities focused on building its internal trainer team including

workshop sessions teaching skills training the annual awards ceremony and a Teachers’ Day event saluting internal trainers. These

initiatives focused on enhancing internal training capabilities and team cohesion enabling internal trainers to deepen their business

understanding and broaden their perspectives while empowering others thus achieving mutual growth through teaching and

learning.Case Study Empowerment and Leadership: Shaping Professional Influence—Specialized Training for Branch Managers

In April 2025 the Bank held a middle management training program focusing on four dimensions: "accurate identification scientific

employment efficient management and intelligent leadership". DISC assessment tools were introduced to help managers under-

stand leadership styles team characteristics and differentiated communication and motivation methods improving management

efficiency and cultivating a high-quality professional management team.

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Case Study Dedicated Learning Empowering Future — Training for Management Personnel and Reserve Talents

Management Sequence

From July to October 2025 the Bank conducted training

programs for management personnel and reserve talents.Breaking away from traditional one-way instruction the

training employed diverse methods such as case studies

role-playing and interactive workshops. These approaches Business Marketing Sequence Functional Management Sequence

guided participants to gain insights into the essence of

management through immersive experiences. Through Five Major

in-depth cross-functional exchanges the program Sequences

stimulated strategic thinking and innovation while

enhancing practical skills for solving complex problems.Operational Support Sequence Professional and Technical Sequence

Employee training

Employee Development

Indicator Unit 2025

Indicator Unit 2025

Investment in Employee Training RMB 10000 371

Number of Employees Undergoing Internal Transfers or Applying For Internal Positions Person 447

Number of Training Programs Conducted Case 73

Percentage of Employees Undergoing Internal Transfers or Applying For Internal Positions % 25.41

Number of Employee Training Sessions Sessions 173

Total Number of Participants in Training Person-times 52227

Coverage of Employee Training % 100

Democratization of Talent Selection and Employment

Total Duration of Employee Training Hour 257741.75

Average Training Hours Per Employee Hour The Bank strictly follows the Guidelines for the Selection and Appointment of Middle Management in Jiangsu Rural Commer-145.53

cial Banks and the Measures for Management of Middle Management of Jiangsu Suzhou Rural Commercial Bank Co Ltd. to

create a scientifically standardized selection and appointment process. We implement a comprehensive archival manage-

ment and full-process supervision mechanism promoting the democratization institutionalization standardization and

scientific management of talent and cadre selection. This ensures that truly capable and recognized talent stands out

injecting strong momentum into the Bank's development.▏Employee Development

The Bank adheres to the principle of "focus on practicality performance and responsibility" and is committed to providing a broad

development platform for all employees. We implement fair open and impartial selection processes across the Bank and establish Striving for Advancement and Achievement

multi-channel development pathways for both management and professional tracks to provide employees with a stage to showcase

their talents. The Bank adheres to the principle of "promoting the capable accommodating the average and removing the incompetent"

Based on differences in job roles and the nature of work the Bank has established a five-tier job grade system. We have developed job in its personnel selection using objective performance indicators to assess the abilities of leaders. It implements mecha-

grade evaluation systems tailored to each track and conduct annual employee grade assessments. By evaluating basic eligibility criteria nisms such as the "Elite Program" "Transparent Meritocracy" and "Trial and Probation" providing a development platform

and applying the job qualification assessment model we comprehensively evaluate employee grades to facilitate promotions and salary for all employees. The Bank has established dynamic management systems for a reserve leadership pool an industry

increases. The Bank conveys a clear talent development philosophy through concrete actions. Whether in frontline roles or key positions expert pool and a high-level talent pool forming the three major "SZRCB Think Tanks".we adhere to the principle of "performance determines success and contributions determine compensation" enabling employees to

achieve personal income growth while continuously breaking through barriers and developing professionally.

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Implementation of Care for Employee Protection of Women's Rights and Interests

Indicator Unit 2025

The Bank always adheres to people-oriented principles and deeply integrates employee care into daily management. In terms of rights

protection we strictly enforce special labor protections for female employees establishing a robust safety net for them during pregnan- Proportion of Female Employees in Management % 33.87

cy childbirth and lactation. On the cultural and spiritual front leveraging mass organizations we regularly conduct holiday greetings Number of Employees on Maternity Leave Person 45

themed team-building activities and various cultural and sports events to foster a workplace atmosphere of respect and care. By

balancing skills training with humanistic care we have effectively enhanced employees' sense of belonging and well-being invigorated Return Rate of Employees on Maternity Leave % 100

the workforce and mobilized a warm yet resolute driving force for the Bank's high-quality development.▏Protection of Women's Rights and Interests ▏Care for Employee

The Bank strictly implements laws and regulations regarding special labor protections for female employees effectively safeguarding the The Bank has established a comprehensive system of cultural and sports activities. Through initiatives such as the "One City One

legitimate rights and interests of female employees during pregnancy childbirth and lactation. While ensuring these basic rights are Competition" themed team-building events and the Employee Sports Meet we have deepened regional collaboration and effectively

protected we also maintain a continuous focus on the comprehensive development and physical and mental well-being of female employ- strengthened team cohesion. In terms of daily platform development we leverage 12 employee clubs and holiday-themed activities to

ees. During women's holidays such as Mother's Day and International Women's Day we actively organize various themed activities to ensure high frequency and broad participation thereby substantially enriching employees' leisure lives.further promote the guiding principles of women and foster a positive atmosphere of respect care and support for women's development.Case Study "Uniting Strength for Breakthroughs and Riding the Waves to Create New Achievements – The Case Study "Embracing the Spirit of Women Uniting Forces for Progress" Training for Female Managers Second Employee Sports Meet

In anticipation of International Women's Day to promote the In 2025 the Bank successfully hosted the Second Employee Sports Meeting. Spanning two months the event featured 9 major

guiding principles of women and rally the strength to forge categories and 30 sub-events balancing competitiveness with fun and achieved new breakthroughs in both the richness of the

ahead the Bank's Women's Federation organized the 2025 program and the breadth of employee participation. Branches actively formed teams attracting over 1200 employees to enthusias-

Thematic Study and Training Program for Female Executives. tically participate. On the field athletes demonstrated perseverance and teamwork cheer squads showed enthusiasm fully reflect-

The event invited outstanding female entrepreneurs to share ing the energetic and striving spirit of employees and effectively strengthening cohesion and unity.their entrepreneurial journeys and stories of perseverance

using the power of role models to inspire all female executives

across the Bank to excel in their roles and take on greater

responsibilities.Case Study International Women's Day Team-Building Event Themed "Fragrant March Vibrant Charm"

In March 2025 the Bank's Trade Union in collaboration with the Women's Federation meticulously organized a Women's

Day-themed team-building event leading female employees on a journey of spring outings and hands-on craft experiences.Through these nature-based and hands-on activities female employees not only relaxed both body and mind but also further

ignited their enthusiasm for work and strengthened team cohesion infusing new vitality into their subsequent work.

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Case Study "One City One Competition" Employee Themed Team-Building Activities Case Study Employee Club Activities: Strengthening Skills Through Competition Building Unity Through Fun

The Bank innovatively launched the "One City One Competition" employee-themed team-building initiative tailoring team tasks to The Bank currently has 12 employee clubs dedicated to building platforms for relaxation skill improvement and communication. In

the characteristics of employees in different regions and gradually establishing a new model for mass cultural and sports activities 2025 these clubs collectively organized over 480 competitions and events with participation exceeding 4000 person-times

that are promptly organized and cover the entire workforce. By the end of 2025 the initiative had expanded to 4 cities with a total marking new breakthroughs in the scope depth and engagement of these activities. The staff soccer and badminton teams

of 6 competitions held attracting over 800 employees. It has achieved positive results in alleviating work-related stress and enhanc- demonstrated bold and tenacious play in provincial competitions both advancing to the top 16 in the provincial rural commercial

ing team collaboration and innovation capabilities injecting new vitality into internal collaboration. bank system; the Bank was awarded the "Outstanding Contribution Award" at the provincial rural commercial bank system staff

badminton tournament. In addition the tennis club introduced pickleball and the football club held its first five-a-side tournament

further enriching employees' leisure life.Case Study "Healthy SZRCB: Enjoy a 'Slim' Summer" Employee Weight Management Challenge

Case Study Diverse Cultural and Sports Activities Stimulate Team Vitality

In 2025 in active response to the national "Weight Management Year" initiative and employees' urgent need for a healthy lifestyle

Focusing on key holidays the Bank organized more than 20 the Bank innovatively launched the "Healthy SZRCB: Enjoy a 'Slim' Summer" Employee Weight Management Challenge. The

themed cultural and sports activities throughout the year. During two-month event attracted 510 participants with 401 successfully losing weight. While developing healthy lifestyle habits employ-

the New Year period a series of activities—including movie ees gained both physical well-being and self-confidence and the event received widespread acclaim.screenings mountain hikes and lantern riddle-guessing—were

organized to create a festive and harmonious atmosphere; on the

eve of May Fourth Youth Day a youth reading salon and a

micro-gathering for young talent were held to build a platform for

exchange and inspire a spirit of progress; during the summer

vacation a parent-child summer camp was launched allowing

employees to enjoy warm family time amidst their busy work

schedules.In addition the Bank continuously improves employee care mechanisms and actively provides assistance to employees facing difficulties.During the Reporting Period we provided assistance to 13 employees in need disbursing RMB 39000 in support funds conveying the organi-

zation's warmth through concrete actions and enhancing employees' sense of belonging.

131 1322025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

▏Protection of Employees? Health

Employee Health and Safety

The Bank consistently prioritizes the health and safety of employees establishing a comprehensive employee health protection system

▏Enhancement of Safety Management through meticulous health management. We regularly organize employee health checkups each year and dynamically optimize the

checkup items based on occupational characteristics and changes in disease patterns ensuring the accuracy and timeliness of screen-

ing. In response to the health checkup results we promptly arrange for experts to conduct "one-on-one" report interpretations and

The Bank in strict accordance with the laws and regulations such as the Law of the People's Republic of China on Work Safety and the

provide scientific medical guidance and personalized health management plans for employees with abnormal indicators.Fire Control Law of the People's Republic of China has established various internal regulations including the Measures for Management

of Fire Safety and the Emergency Reporting System for Major Events and Emergencies. The Bank has set up a dedicated security depart- The Bank has established an on-site medical clinic that offers a variety of health services including employee health management

ment responsible for organizing safety management across the entire organization. The Bank's security is managed directly by the Head chronic disease prevention shoulder and neck physical therapy and first aid training thereby building a comprehensive health safety

Office at the branch level with each branch appointing a safety administrator and a part-time safety officer responsible for implement- net for employees and their families. We have established a "green channel" for medical care enabling rapid access to high-quality

ing security measures. The Bank has set up a Security Department as the dedicated safety management unit comprehensively coordi- external medical resources in emergencies to ensure that professional medical assistance is provided immediately. In 2025 we launched

nating the deployment implementation and evaluation of safety management across the entire bank. The Head Office directly oversees regular TCM consultation services which were widely praised by employees and effectively served nearly 4000 employees throughout

branch operations at the first level and each branch has appointed a safety manager and a part-time safety officer. This has established the year.a comprehensive safety management network that extends "horizontally across all departments and vertically down to every level"

ensuring that safety responsibilities are assigned to specific individuals.Employee Safety Occupational Health

Indicator Unit 2025 Indicator Unit 2025

Number of Work Safety Accidents Case 0 Investment in Work-Related Injury Insurance RMB 10000 78.63

Number of Security Emergency Drills Sessions 192 Coverage Rate of Work-Related Injury Insurance % 100

Identification and Rectification Rate of Potential Hazards: % 100 Coverage Rate of Health Checkups among Employees % 100

Work-Related Fatalities Person 0

Case Study Safety Management Working Conference Case Study Prevention Through Training: Achieving Full Certification in First Aid for Front-Line Tellers

In November 2025 the Bank organized the second half-year safety management work meeting to comprehensively review the In September 2025 the Bank in collaboration with the Trade Union and the Red Cross of the Wujiang District carried out first-aid

annual security work assess the security situation and deploy key security tasks for the end of the reporting year and the beginning training to further popularize first-aid knowledge improve emergency response capabilities and build a health and safety protec-

of the following year. The meeting combined with industry cases and the Bank's actual situation clarified the security requirements tion network for employees. Through this training building on the achievements of 2024 more than 30 additional employees across

for the fourth quarter and the Spring Festival period. It also recognized the 2025 "Security Star" units and "Annual Security Pioneer" the Bank obtained Basic Life Support (BLS) certificates achieving 100% certification coverage among frontline tellers.individuals utilizing advanced role models to lead the way and improve the quality and efficiency of security work.

133 1342025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

▏Creating a Safe Environment Case Study Fire Emergency Drill

The Bank has consistently adhered to a safety-first development philosophy with the fulfillment of workplace safety responsibilities at

its core. In accordance with the Bank Security Prevention Requirements we have comprehensively advanced the construction of security During Fire Safety Month in November 2025 the Bank invited a professional organization to set up a fire escape simulation facility

facilities in key areas such as business premises self-service equipment and data centers establishing a three-pronged security protec- and organized employees to participate in simulated fire evacuation drills effectively enhancing their fire safety awareness and

tion system combining "human physical and technological defenses". We are exploring new technologies to drive the digital and intelli- emergency evacuation capabilities.gent transformation of security. Leveraging AI-powered video analytics we have achieved automated risk identification real-time alerts

and precise response upgrading traditional passive security to a new model of proactive prediction and intelligent prevention and

control thereby significantly enhancing risk response efficiency and handling capabilities.Safety Education and Training

Indicator Unit 2025

Number of Safety Training Sessions Session 6

Number of Participants in Safety Training (Person-time) Person-times 4348

Average Duration of Safety Training Hour 6

Coverage Rate of Safety Training % 100

Metrics and Targets

The Bank continuously deepens the commitment

to building "A Bank Where Employees Gain More

Case Study Training on Fire Safety Happiness". Through a series of initiatives—

including establishing clear career development

In June 2025 the Bank organized fire safety training for all safety officers. By screening thematic video for "Work Safety Month" and pathways a comprehensive compensation and

inviting industry experts from the fire department to explain accident cases and key prevention measures the Bank effectively benefits system and diverse employee welfare

strengthened the safety awareness of all safety officers and promoted a shift in employees' mindset from "passive safety compli- activities—we offer a democratic harmonious

ance" to "active safety awareness". safe and comfortable working environment

effectively enhancing employees' sense of fulfill-

ment belonging and happiness.During the Reporting Period the Bank boasted a

100% labor contract signing rate a 100% social

insurance coverage rate and 0 labor disputes.The investment in employee training totaled

RMB 3.71 million with a training coverage rate

of 100% and an employee turnover rate of

2.24%. Regarding employee health and safety

the Bank achieved the goal of "zero" accidents in

work safety for the entire year and no work

safety accidents occurred.

135 1362025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

During the Reporting Period

Adhering to Responsible Procurement

Collaborating in Value Creation

the signing rate of the Commitment to Integrity was 100%.Supplier Management

Adhering to the principles of "fairness justice openness and integrity" the Bank has developed and published the Supplier Management

System implementing registration approval hierarchical management and dynamic maintenance to promote the institutionalization

standardization process and transparency of supplier procurement activities.Centralized Procurement Management

Registration

Suppliers register on the Bank's procurement platform submit valid qualification documents and initiate an registration The Bank has formulated the Centralized Procurement Management Measures established a Centralized Procurement Management

application. Committee responsible for decision-making and oversight. This forms a management mechanism characterized by "unified oversight

hierarchical authorization categorized management and mutual checks". Adhering to the procurement principles of openness fairness

Classification and Management impartiality good faith and efficiency the Bank carries out centralized procurement-related work in an orderly manner.Based on comprehensive assessment the Bank implements tiered management to accurately match procurement needs.Dynamic Evaluation

The Bank follows the principle of "whoever uses is responsible for evaluation" and conducts regular annual evaluations and 05

performance assessments of suppliers based on aspects such as product (service) quality response speed price rationality 01 03 07Project approval

application and Procurement review Procurement result delivery efficiency and service guarantees. organizationAnnual plan review Procurement Procurement result announcement Procurement contract

compilation document issuance review signature

Exit Mechanism

020406

For suppliers that are rated D in the regular evaluation and are confirmed as unqualified after review their eligibility to

register for all projects shall be restricted.For suppliers with problematic behavior discovered during cooperation we impose penalties based on the severity of the

issue. Suppliers confirmed to have serious misbehavior will be placed on a blacklist and cooperation will be terminated. Centralized Procurement Procedure

In the procurement process we require procurement reviewers to sign a Commitment to Integrity for each project and conduct relevant

training on centralized procurement management strengthening the awareness of supplier integrity management among all employees

to control procurement risks from the source helping reduce costs and improve efficiency.For procurement items within the centralized procurement scope the Bank publicly releases centralized procurement information treats

small and medium-sized enterprises (SMEs) equally fosters an open and competitive procurement environment and ensures the

transparency of procurement activities. Additionally in strict accordance with laws regulations and regulatory requirements the Bank

Indicator Unit 2024 2025 publicly discloses information throughout the entire process—including tender announcements announcements of shortlisted bidders

and award results—to continuously optimize the procurement business environment.Total Number of Suppliers Supplier 2398 2728

137 1382025 Sustainability Report Social: Upholding Finance for the People and Building a Better Life Together

During the Reporting Period

the Bank conducted a total of 154 centralized procurement projects achieving a 100% compliance rate through-

out the entire process with no instances of overdue payments to SMEs.Digital Procurement Platform

Adhering to the core philosophy of "innovation-driven development and cost reduction with efficiency enhancement" the Bank has

deepened reforms in digital procurement management advanced the digital and intelligent upgrade of the entire centralized procure-

ment process and enhanced the quality and efficiency of procurement management with technology injecting momentum into the

sustainable development across the Bank.The Bank launched the "Procurement Management System" achieving online approval and

review for the entire procurement process —including project initiation approval bidding

Full Process and contract fulfillment— significantly improving procurement efficiency and transparency.Online By leveraging proprietary channels such as the official website and procurement platforms

Operation the Bank promptly and accurately publishes bidding information broadening the reach of

information dissemination and ensuring procurement quality.For offline bidding projects the Bank has transitioned from the "offline archiving" to the

Digital "online + offline archiving" model. By systematically recording key information of bidding

Management projects we have effectively improved the efficiency and accuracy of archive manage-

of Archives ment. By 2025 a total of 154 centralized procurement projects had been digitally

archived.Standardized Additionally the Bank actively promoted paperless and closed-loop management of

Management of guarantee deposit accounts optimized the design of process nodes and clarified opera-

Dedicated Fund tional standards at each stage effectively mitigating account management risks and

Accounts strengthening the security framework for procurement operations.

139 140Environmental

Developing Green Finance

Creating an Ecological Landscape

As a listed bank headquartered in the Yangtze River Delta Eco-Green Integrated Development

Demonstration Zone SZRCB has always embedded the philosophy of green development at the

core of the development strategy. We actively respond to the national "carbon peaking and carbon

neutrality" goals use financial resources to precisely support the green industry innovate green

credit products and service models and fully support the regional low-carbon transformation and

ecological protection. In addition we lead by example integrating green operations into our daily

practices. We are committed to resource conservation and environmental stewardship joining

hands with all stakeholders to paint an ecological landscape of blue skies green lands and clear

waters thereby injecting sustainable green momentum into high-quality development.2025 Sustainability Report Environmental: Developing Green Finance Creating an Ecological Landscape

Innovating Green Finance Supporting Policy System

Low-Carbon Development The Bank has issued multiple internal policies related to green finance such as credit work guidance credit approval guidelines perfor-

mance assessment plans and risk preference statements and formed a comprehensive and multidimensional system framework that

Governance includes business processes risk management performance evaluation and green culture development to continuously improve the green finance mechanism system.Governance Framework

To actively respond to the national call for green and low-carbon development effectively address climate change and protect the Strategy

ecological environment the Bank continuously improve the “Decision - Management - Execution” three-tier organizational system. We

set up a Green Finance Committee under the Board of Directors and a Green Finance Department at the management level and

appointed Green Finance Liaisons at branch offices forming a green finance organizational system where the Board of Directors Identification of Green Finance (Climate-Related) Risks and Opportunities

provides overall leadership functional departments offer professional guidance and each branch implements the green finance strate-

gy ensuring the advancement of green finance.Financial Duration of Value Chain

Risk Type Description of Risk Impact Impact Links Impacted Countermeasures

Determine bank-wide green finance development strategy or plans; Acute Risk: Natural disasters tr iggered by Strengthen research

Reduction

Supervise and evaluate the green finance strategy and its implementation. extreme climate events may damage the assets of Medium term Operations communication and

agricultural loan recipients and increase the in operating Long term Downstream cooperation on green

probability of default. revenue finance and climate change.Chronic Risks: Stricter environmental policies and

Formulate the Bank’s strategies policies and objectives related to the development of Credit Risk regulations in the future may result in higher

green finance guide the senior management to strengthen the construction of green Improve the green credit compliance costs and operating pressure for Reduction

finance in terms of overall planning and incorporate the construction content related Medium term Operations evaluation system and customers in industries with high carbon emis- in operating strengthen ESG risk

to green finance into the corporate governance and business development strategies; sions and potentially lead to environmental

Long term Downstream

Decision-making revenue management for custom-violations that impact financial stability and thus

Urge senior management to effectively execute and implement relevant green finance ers.increasing the credit risk of the Bank.development work regularly listen to reports from senior management on the

Increase in

progress of green finance development; Closely monitor changes in

Failure to timely track national green finance operating costs

Medium term related regulations and

Supervise and evaluate the comprehensiveness timeliness and effectiveness of green Legal risks climate change and related laws and regulations and decrease Operations

finance-related work as well as the performance of senior management in fulfilling may result in legal disputes or fines. in operating

Long term Downstream improve green finance

revenue systems.their duties;

Due to intensifying market attention to climate

change and increasingly stringent regulatory

environment high-carbon industries are facing Improve green finance

Assume responsibility for the management of environmental social and governance mounting pressure for low-carbon transforma- products and services to Reduction Short term Upstream

Market Risk tion leading to increased asset price volatility. meet the transformation risks and ensure the execution of the Board's decisions on environmental social and in operating Medium term Operations needs of enterprises and

risk management. Insufficient innovation in green products may revenue Long term Downstream reduce investments in

lead to failure to meet customers' green financing

Formulate the strategic plan and annual work plan for green finance which includes high-carbon industries.needs and result in reduced market competitive-

Management

aspects such as system construction business development risk management team ness.building brand shaping and internal control compliance. As societal attention to climate change issues

increases poor performance in addressing Enhance environmental

climate change or inadequate review and moni- information disclosure

Reputation Reduction toring mechanisms related to green finance or Medium term Operations actively develop green

Risks in operating financing projects held accountable for environ- Long term Downstream finance sustainable revenue

Establish the Green Finance Department a second-tier department under the Corpo- mental pollution may lead to reputational dam- investment and other

rate Banking Department take the lead in formulating the annual green finance work age or affect customer trust and investor confi- businesses to enhance

brand image.plan perform the placement and management of green loans ensure that loan projects dence.comply with green standards manages guides and serves the green finance work of Strengthen equipment and

Execution Level Extreme climate may damage data centers grassroots branches and is responsible for training and team building for personnel in Operational equipment systems and other infrastructure on Increase in Medium term Upstream

personnel safety manage-

ment and enhance

the department and related lines. Risk which the Bank relies thus impacting business operating Long term Operations

costs Downstream emergency response continuity. capabilities.

143144

Board of Green Finance Committee Senior Green Finance

Directors under the Board of Directors Management Department2025 Sustainability Report Environmental: Developing Green Finance Creating an Ecological Landscape

Opportunity Description of Opportunity Financial Duration of Value Chain

01 Policy System 07 Multi-Party Cooperation

Type Impact Impact Links Impacted Countermeasures

Issue the list of key tasks Peer

The national level attaches great importance Governments institutions

to the development of green finance issues Strengthen research on rele- Improve the standardiza-

Policy a series of policy documents to promote its Increase in Medium term Operations vant policies laws and regula- tion system Build a green

Opportunities development and supports the development o p e r a t i n g tions and stay informed about finance

of green finance through policy tools such as income

Long term Downstream Optimize incentive and

and grasp relevant trends. ecosystem

carbon emission reduction support tools. performance appraisal

mechanisms Industry–uni-

Strengthen the innovation and Regulators versity–research

With the growing environmental awareness promotion of green finance co l laborat ion

of investors the promotion of government products and services to meet partners

policies and the accelerated green transfor- the sustainable investment and

Products and mation of traditional enterprises the green

Increase in Medium term

Operations financing needs.services finance market is developing rapidly the

o p e r a t i n g

Long term 02 Organizational Structure 06 Talent Team

improvement in the competitiveness of income Deepen regional characteristics

products and services may bring business and inclusive green finance

opportunities. and provide precise services Head Office: Pillars for Seven Strengthen professional

for green transformation. Key Tasks

Green Finance Committee teams of green finance

With the global concern about cl imate

change enterprises in high-carbon indus- Green Finance Department

Enhance profess ional

Upstream Strengthen attention to green capab i l i t i e s o f g reen tries are accelerating low-carbon transfor-

Market Increase in Medium term industries and projects and Branches:

mation due to policy pressure generating

Opportunities o p e r a t i n g Operations

finance

seize development opportuni-

demand for financing of technological income Long term Establish dedicated posts/positionsDownstream ties in the green industry. Conduct certification and

upgrades and ushering in development Build green sub-branches e v a l u a t i o n o f g r e e n

opportunities for green industries.finance talent

03 Product and Services 05 Green Operations

Strategic Planning for Green Finance

Innovate transformation-oriented 04 Risk Management Technological Upgrades /

The Bank actively responds to the national "carbon peaking and carbon neutrality" goals and the strategic deployment of financial "Five financial services Equipment Modernization

Major Initiatives" seizing opportunities for the Yangtze River Delta integration and regional green transformation. We have formulated

Unlock the potential of green retail Due Diligence Green Office Practices /

and released the 2025-2027 Green Finance High-Quality Development Plan deeply integrating green finance into the Bank's overall

banking Compliance Investigations Green Mobility

strategy with the vision of becoming a green financial benchmark bank with local and industry influence. This plan sets clear phased

goals and seven key tasks for the next three years in areas such as policy systems product innovation risk management green opera- Provide integrated green finance Credit Approval

tions talent development and multi-party cooperation using financial power to serve the economic and social green low-carbon and solutions Post-loan Assessments

high-quality development. Explore new integrated development Information Disclosure

models for the “Five Major Initiatives”

SZRCB’s Planning Blueprint for High-Quality Green Finance Development (2025-2027)

Mission To Become a Leading Green Finance Benchmark Bank with Significant Local Influence Supporting Measures

2027

Targets

2026

2025 Integrate the Philosophy of “Green Develop-ment” into the Bank’s Long-term Strategy

Seek Incremental Growth and Innova- Contribute Experience in Green Low-car- Organizational Promotion Auxiliary Assessment and

Establish a Green Finance tion in Green Low-carbon Business bon High-quality Rural Commercial Banking Support Mechanism Resources Evaluation

Support Mechanism

Achieve a Systematic Layout for Green

Improve the Development Low-carbon Development

Model of Green Finance

145 1462025 Sustainability Report Environmental: Developing Green Finance Creating an Ecological Landscape

Impact Risk and Opportunity Management The Bank classifies clients into five categories: green blue yellow red and black. These classifications are updated in real time based on

the Measures for Environmental Credit Evaluation of Enterprises and Institutions in Jiangsu Province and the evaluation results published

on the official website of the Department of Ecology and Environment of Jiangsu Province. We will report credit information to the

Suzhou Financial Regulatory Bureau every six months. Furthermore the Bank has established a client rating and risk warning system

covering all corporate credit clients with corresponding management methods system operation processes and control measures. This

Green Finance Risk Management forms a closed-loop risk control mechanism that covers the entire process before during and after the loan providing strong support

for the stable operation of credit business.The Bank attaches great importance to green finance-related risk management and promotes the integration of environmental andclimate risk management into the entire process of business and risk management. We continue to enhance our control over the In terms of technological support the green credit system launched by the Bank integrates environmental and social risks with the “threeenvironmental social and governance (ESG) risks of credit customers comprehensively evaluate their ESG performance and scientifi- checks” of loans and supports the unified management of users clients permissions reports and task centers and the mobile-based

cally guiding internal credit resources into higher-quality green clients. convenient approval for green credit business. The business process for reviewing and verifying the use of green loans in the credit

system has enabled the identification of green attributes in credit business the automated statistics of green credit data and the

management of environmental and social risks. This has provided strong support for reducing fees and providing quick approval for

*Key Industry Policies: Increase support for green low-carbon and traditional industry transformation green financial business while also ensuring the statistical work for green finance data.and upgrading; steadily increase the financing proportion for priority-supported industries strictlyimplement quota management requirements and implement the principle of “gradually reducingtotal amount and enforcing structural optimization and adjustment” for controlled industries with Management of Climate Risks

Credit Due overcapacity or high pollution and power consumption.Diligence The Bank attaches great importance to the potential impact of environmental and climate risks and opportunities on overall business

*Admission Review: Clarify the content of environmental and social risk due diligence and require an management. Based on our actual needs we apply the “identification - assessment - response” management process framework to

objective evaluation of the environmental and social risks of customers. Closely monitor the environ- identify physical risks transition risks and opportunities. We identify potential risks and opportunities assess their potential financial

mental credit evaluation results from the Department of Ecology and Environment of Jiangsu impact duration of impact and value chain linkages impacted. On this basis we improve and develop response measures according to

Province and exclude customers with red or black environmental credit ratings. identification and assessment results as well as existing resources and capabilities.Furthermore the Bank has actively collaborated with the Suzhou Meteorological Bureau to preliminarily draft a risk assessment system

encompassing four dimensions: climate suitability disaster resilience post-disaster recovery and green and low-carbon measures. This

*Focus on the environment society and governance sort out key indicators such as environmental system comprehensively evaluates enterprises' overall capacity to withstand natural disaster risks guides business entities in optimizing

protection measures employee welfare and corporate governance structure take the environmen- capital allocation enhances financial resilience in the face of climate change and addresses the traditional challenge of agriculture being

tal and social risks of our clients as an important part of the review report and strictly enforce the "at the mercy of the weather." Based on this system the Bank implements tiered and categorized management of enterprises according

Credit “one-vote veto system”.Approval to climate-related criteria: for high-quality entities with strong disaster prevention capabilities and standardized production manage-

*Green Approval Channel: Implement differentiated approval provide green channels and preferen- ment a green channel is established to provide financing support; for entities with room for improvement in their response capabilities

tial policies for customers with good environmental performance in interest rate approvals and close the Bank relies on professional assessment reports issued by meteorological departments to help them identify weaknesses and

relevant processes within one day. optimize production management granting credit only after their overall capabilities have been enhanced.Case Study

*Take the management of the customer's environmental and social risks an important basis for deter- SZRCB Issuing the First "Climate Loan" in Suzhou

Fund

Disbursement mining the disbursement of credit funds and promptly terminate the disbursement of credit funds if

any illegal or regulatory violations occur such as environmental protection or safety issues. Under the guidance of the Suzhou Meteorological Bureau

and the Suzhou Branch of the People's Bank of China SZRCB

has issued the first "Climate Loan" of Suzhou providing RMB

1.12 million in specialized credit funds to a plantation in

Linhu Wuzhong District. These funds are earmarked for the

*Strengthen the early warning and monitoring of customers’ environmental and social risks and stay

Post-Loan winter maintenance of economic crops such as loquats

Management informed about enterprises’ environmental compliance and take relevant risk disposal measures in helping the plantation enhance its resilience against pests

a timely manner in the event of major environmental and social risk events of clients. diseases low temperatures and other adverse weather

conditions thereby providing "financial warmth" to ensure

local agricultural production stability and supply security.Full-Process Management of Environmental Social and Governance (ESG) Risk

147 1482025 Sustainability Report Environmental: Developing Green Finance Creating an Ecological Landscape

▏Supporting the Low-Carbon Transformation of Production Equipment in Enterprises

Optimization of Green Service Model

Under the guidance of the Suzhou Branch of the People's Bank of China in collaboration with Suzhou Asset Management the Bank

The Bank adheres to the principle of "professional specialization" maintains its positioning as a local bank fully leverages regional carried out the recognition and evaluation of transformation financing based on the Directory of Economic Activities with Transformation

resource advantages explores local industry strengths and creates innovative service models. We advocate for "acting as a financial Finance Support in Jiangsu Province. Through the issuance of special transition loans we have helped enterprises upgrade their produc-

steward" by providing differentiated and comprehensive services to customers. Under the vision of becoming a "Benchmark Bank" and tion equipment. During the Reporting Period the Bank provided over RMB 2 billion as credit support for organic upgrades for leading

a "Value Bank" through green exploration the Bank is expanding the experience of serving the green transformation of the textile indus- textile enterprises in Shengze and over RMB 3 billion for enterprise transformation in equipment manufacturing electronics and

try to other industries. On a broader level we aim to contribute to the development of green finance and cultivate "new quality produc- information sectors. By supporting the low-carbon upgrade of equipment the automation and digitalization levels of enterprise produc-

tive forces" for the construction of the Yangtze River Delta Ecological Green Integration Development Demonstration Zone. tion lines have been effectively improved.▏Serving the Management Intelligence of Enterprises

In line with the work arrangements of the Municipal Bureau of Industry and Information Technology and leveraging the technical

strengths of the Jiangsu Branch of the Industrial Union Research Institute the Bank actively empowered enterprises in their technologi-

cal transformation and digital transition. While providing funding the Bank also actively tapped into the value of data elements accumu-

Excellent Case Award of the Yangtze River Delta Ecological and lated during enterprises' intelligent development processes. During the Reporting Period the Bank provided over RMB 1.2 billion in

Green Integrated Development Demonstration Zone Granted for the credit funds to support Suzhou's green factory development and more than RMB 1.6 billion in credit to support the "Star-Rated Cloud“Financial Support for the Low-Carbon Transformation of the Textile Migration" initiative for small medium and micro enterprises. Through the development of data-driven financial products the Bank isIndustry” Case gradually establishing a new green financial service model characterized by "identifying enterprises through data determining risk

control through data and promoting transformation through data". This approach not only effectively addresses the issues of informa-

tion asymmetry and high reliance on collateral in traditional lending but also transforms data elements from "passive recording" to

"active empowerment." By unlocking the value of enterprise data elements we simultaneously support enterprises' green transforma-

tion.The Shengze Branch of SZRCB was awarded by the Government of

Shengze Town as a company with outstanding performance in green ▏Advancing the Standard Internationalization of the Service Industry

development in 2024 for the Wujiang High-tech Zone (Shengze

Town). By supporting enterprises in the greening of energy use the transition to low-carbon equipment and the adoption of intelligent

management the Bank is helping manufacturing enterprises align their production and operational practices with international green

standards. The Bank plays an active intermediary role facilitating connections between demand-side enterprises and certification

institutions think tanks and consulting firms. For the textile industry the Bank led the preparation of local standards for the government

such as the Greenhouse Gas Reduction Methodology for the Textile Industry the Carbon Footprint Evaluation Methods for Fabric Products

and the Best Available Technology (BAT) Guide for Carbon Reduction in the Shengze Textile Industry unifying the language to align with

The "Financial Party Building Service Embracing 'Green' Initiatives" global standards. In particular in the systematic study of the carbon footprint of typical textile fabrics and their upstream and down-

case was awarded by the Government of Suzhou as a Model Case of stream supply chains the Bank successfully created a demonstration case for localized carbon footprint management and helped

Party Building-led Financial Services Supporting the Real Economy enterprises obtain international certification from authoritative certification agencies reducing the cost and difficulty of entering the

by the People's Government of Suzhou. international market and further seizing market opportunities.Case Study Assisting Shengze Textile Enterprises in Obtaining International Product Carbon Footprint Certification

for the First Time

SZRCB based on the characteristics of the Shengze textile industry commis-

sioned professional institutions such as the German International Cooperation

Agency (GIZ) to jointly carry out the Guiding Project of Low-Carbon Transforma-

▏Promoting Green Energy Transformation in Enterprises tion and Financial Innovation in the Textile Industry. The project focuses on four-way stretch fabric a typical export product to conduct a carbon footprint

study across the entire industrial chain and assist Wujiang Rongliang Chemical

Driven by the county-wide (city and district) pilot program for rooftop distributed photovoltaic development projects such as photovol- Fiber Co. Ltd. in completing a full lifecycle carbon footprint calculation over a

taic and energy storage have been widely promoted with an increasing number of enterprises responding by converting solar energy period of 7 months successfully obtaining the ISO 14067 Greenhouse Gases -

into a steady supply of electricity. The Bank has established a green channel for the new energy industry offering financial products such Carbon Footprint of Products - Requirements and Guidelines for Quantification

issued by TüV SüD an international authority. This marks the first time a Shengze

as the "Environmental Protection Loan". We have implemented a multi-pronged approach ranging from carbon reduction support tools textile enterprise has received this international certification effectively helping

for green projects to inclusive re-lending programs that address the daily working capital needs of small and micro enterprises. During Shengze textile products overcome green trade barriers and enhance their

the Reporting Period the Bank provided over RMB 1.5 billion in green energy loans for small and micro enterprises benefiting over 120 competitiveness in the international market.companies.

149 1502025 Sustainability Report Environmental: Developing Green Finance Creating an Ecological Landscape

Case Study

Enhancement of Green Communication and Research Making Breakthroughs in Unlocking the Financial Value of Environmental Rights

The Bank actively participates in green finance exchanges builds a new ecosystem of collaboration among government banks and The Bank began laying the groundwork for financial services in the environmental rights sector at an early stage. We executed the

enterprises and maintains close cooperation with government departments think tanks and other institutions to jointly promote green province's first pollution discharge rights mortgage loan pioneered financial services in the water rights sector and actively

financial product innovation and market expansion. Additionally we are fostering consensus among financial and industry professionals collaborated with provincial and municipal environmental rights regulatory authorities to offer suggestions on addressing bottle-

in the "carbon peaking and carbon neutrality" field laying a solid talent foundation for green development. necks challenges and corporate needs during business operations.To further promote financial innovation in the environmental rights

Case Study Building a "Carbon Peaking and Carbon Neutrality" Talent Incubation Hub and Constructing a New sector through local pilot initiatives the Bank has once again Ecosystem for Government-Bank-Enterprise Collaboration partnered with the People's Government of Shengze Town. Centered

on the environmental rights trading market we are building a

The shortage of interdisciplinary talent spanning finance and industry is a major challenge in the current development of green trading system for multiple types of environmental and energy

finance. To strengthen the talent base in the "carbon peaking and carbon neutrality" field and consolidate the collaborative efforts rights while simultaneously driving innovation in financial products

of government banks and enterprises SZRCB has taken the Dongtaihu Office Building as a core hub to continuously expand such as green loans green bonds and carbon futures and options."carbon peaking and carbon neutrality" education and training develop high-quality courses and enhance the breadth and depth This provides targeted financial support for textile enterprises'

of research in related industries. By the end of 2025 over 300 personnel from government banking and enterprise sectors had low-carbon transformation and green technology R&D. By promot-

participated in the training achieving full coverage of financial institutions within the jurisdiction for the first time. This initiative has ing small-scale regional pilot programs we are accumulating practi-

facilitated the convergence of consensus and the pooling of resources among financial and industrial professionals through cal experience to connect with broader markets.exchange and collaboration thereby helping to resolve challenges in enterprise development.Metrics and Targets

The Bank actively responds to the national "carbon peaking and carbon neutrality" strategy positioning green finance as the core engine

for the Bank's overall business growth and structural adjustment. With a focus on industries such as clean energy energy conservation

and environmental protection and green transportation the Bank is committed to implementing and realizing the "grand vision" of

green finance striving to become a leading green finance benchmark bank with significant local influence.Goals by 2025 Achievement

As of the end of 2025 the green credit balance of the Bank was RMB

Green financing balance and the number of

6.677 billion with an increase of RMB 1.222 billion or 22.39% from the

accounts are expected to increase by no less

beginning of the year and we have served a cumulative total of 426

than 10%

green enterprise clients with an year-on-year increase of 36.54%.

151 1522025 Sustainability Report Environmental: Developing Green Finance Creating an Ecological Landscape

Green Credit Practicing Green Operations Co-charting

Indicator Unit 2025

Balance of Green Credit RMB 100 million 66.77 an Ecological Blueprint

Increase in Balance of Green Credit % 22.39 As a pioneer in green finance the Bank actively responds to the national call thoroughly implements the philosophy of green develop-

Proportion of Balance of Green Credit % 4.79 ment continuously deepens low-carbon operational practices and promotes the construction of an environmentally friendly bank.Through systematic and multi-level management measures the Bank actively integrates into the national new development pattern

Energy Conservation and Carbon Reduction Industry RMB 100 million 7.82 promotes industrial green transformation and upgrading and injects green momentum into high-quality development.Environmental Protection Industry RMB 100 million 2.45 In strict compliance with the requirements of laws and regulations such as the Energy Conservation Law of the People’s Republic 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

Resource Recycling Industry RMB 100 million 16.47 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 continuously improves a multi-dimensional

Green and Low-Carbon Energy Transformation RMB 100 million 4.50 green operation management system covering greenhouse gases energy water resources paper waste and pollutants. We promote

Ecological Conservation Restoration and Utilization RMB 100 million 6.97 low-carbon office practices and continuously 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 environ-

Upgrading of Green Infrastructure RMB 100 million 28.44 mental incidents.Green Services RMB 100 million 0.13

Resource Conservation

Balance of Domestic Green Bonds within Duration RMB 100 million 5.21

The Bank actively implements climate change response initiatives comprehensively advances green operational practices and is fully Energy Utilization

committed to contributing financial support to the transition toward a low-carbon economy.The Bank continuously deepens the green operation concept by establishing a comprehensive energy management system optimizing

Indicator Unit 2025 energy usage structure through energy substitution technological transformation and intelligent management reducing energy

consumption in the headquarters and office areas and improving energy efficiency.Direct GHG Emissions (Scope 1) tCO2e 265.60

Indirect GHG Emissions (Scope 2) tCO2e 10628.66

Total GHG emissions (Scopes 1 and 2) tCO2e 10894.26 Usage of Clean Energy Intelligent Lighting Control

GHG Emissions Intensity tCO2e/ RMB million 2.59 Photovoltaic power generation equipment is In the Office Buildings of Dongtaihu and Zhong-

installed on building rooftops prioritizing provid- shannanlu Sub-branches we have achieved full

Note: Greenhouse gas (GHG) emissions are calculated in accordance with the Guidelines for Greenhouse Gas Emissions Accounting and Reporting for Public

Building Operation Enterprises (Trial) the Announcement on the Issuance of 2023 Power Carbon Dioxide Emission Factors issued by the Ministry of Ecology ing clean energy for long-term fixed electricity coverage of "motion-sensing" smart lighting

and Environment in 2025 and the electricity carbon factor of 0.5617 (kgCO2/kWh) for East China Electric Power. scenarios such as basement lighting replacing control systems ensuring lights turn on as needed

traditional electricity and reducing fossil energy and turn off when no one is present thereby

consumption. eliminating unnecessary power consumption.Measures for Energy

Conservation and

Consumption Reduction

Intelligent Control of Air Conditioners Energy-saving Renovation in Data Center

A centralized air conditioning management The server room in the Data Center was construct-

platform is established to implement unified ed with modular cold aisle technology. The precise

intelligent control of air conditioning systems in all airflow organization design and equipment layout

office areas standardizing summer and winter optimization achieve effective separation of hot

operating temperatures setting a timed unified and cold air significantly improve the cooling

shutdown mechanism and turning on equipment efficiency of the server room reduce the overall

only as needed according to office requirements energy consumption and strengthen the

avoiding idle energy consumption. energy-saving construction at the server room.

153 1542025 Sustainability Report Environmental: Developing Green Finance Creating an Ecological Landscape

Indicator Unit 2025 Disposal of Wastes

Natural Gas Consumption 10000 m3 3.41

Centering on the full life-cycle management of waste the Bank has established a standardized waste disposal process comprising

Gasoline Consumption Liter 86985 "separate disposal secondary sorting zoned temperate storage and professional collection and transport". Through standardized

control categorized disposal and recycling the Bank minimizes the environmental impact of waste to the greatest extent possible.Total Purchased Electricity kWh 19324828 Waste generated by the Bank is mainly divided into three types: kitchen waste general office waste and hazardous waste (waste toner

Total Energy Consumption tce 2513.17 cartridges used batteries discarded lamps etc.) with differentiated disposal for different types.Emission from Direct Energy tce 138.15

Emission from Indirect Energy tce 2375.02 Waste Disposal Process

Energy Consumption Intensity tce/ RMB million 0.60

Note: The total energy consumption was calculated by reference to the General Rules for Calculation of the Comprehensive Energy Consumption (GB/T Classified Collection Secondary Sorting Zoned Temperate Storage Professional Waste Removal

2589-2020).

Standardized recycling A secondary sorting Before the end of the Agreements are

Water Resource Utilization bins are provided in all of waste is conducted workday all waste is signed with qualified

office areas with daily in each office transported to a municipal sanitation

The Bank attaches great importance to water conservation and efficient use employing source control technological upgrades and clearly labeled area to prevent mixed designated temporary service providers to

recycling to comprehensively prevent water waste and improve water use efficiency. openings for recycla- disposal and ensure storage room. This ensure timely and

bles and general waste accurate classifica- room is divided into compliant removal and

to guide employees in tion. separate storage areas disposal of all types of

Measures for Water proper sorting. by waste category waste. Hazardous

Resource Utilization with proper isolation waste is handled by

measures in place to qualified professional

prevent cross-con- agencies for harmless

tamination. treatment.Daily Water Usage Management Rainwater Recycling

We continuously monitor the water sys- A rainwater harvesting system has been installed

tems in office buildings and all business and put into operation at the Dongtaihu Office

locations adjust water flow rates and Building enabling the recycling of water resources.usage durations appropriately and The collected and treated rainwater is specifically

promptly identify and rectify issues such used for landscape irrigation and other applica-

as leaks spills drips and seepage to tions reducing water consumption for landscaping

reduce water wastage and pollution at by more than 60%. During the rainy season land-

the source. scape irrigation can be entirely supported by recy-

cled rainwater significantly reducing municipal

water consumption.Indicator Unit 2025 Waste Sorting Collection of Hazardous Waste

Total Water Consumption Ton 63458

Water Resource Utilization Intensity ton/RMB million 15.06

155 1562025 Sustainability Report Environmental: Developing Green Finance Creating an Ecological Landscape

Green Office Case Study Pioneering a Low-Carbon Path Driving a Greener Future— "6.25 Green Low-Carbon Experience Event"

The Bank fully implements the green office concept building a "management control technological empowerment and full participa-

tion" green office system. From details like saving electricity water and paper employees are guided to practice green office behavior On National Low-Carbon Day 2025 the Bank launched the "6.25 Green Low-Carbon Experi-

creating a low-carbon and resource-saving office environment. ence Activity" for all employees advocating practices such as "135" green travel turning off

office air conditioning shutting off unnecessary public lighting canteen "Clean Plate

Measures for Green Office Campaign" and spreading low-carbon concepts guiding employees to integrate low-carbon

awareness into daily work and life.Refinement of Electricity Management

*The office building has implemented a tiered electricity management mechanism designating responsible

personnel for each area. Daily inspections are conducted to ensure that electrical equipment is turned off

eliminating issues such as lights left on unnecessarily and equipment running idle.Widespread Adoption of Water-Saving Fixtures

*Water-saving faucets toilets and other sanitary devices are promoted in office areas and branches. Compared

with conventional devices water savings reach 30%-50% reducing water consumption at the hardware level.Promotion of Paperless Office

*Electronic documents emails and cloud storage replace traditional paper-based document transmission and

storage. OA office automation systems enable fully electronic approval processes reducing paper circulation.Office Area Leisure Space

Digitization of Document Archiving

*All office documents and business materials are scanned and electronically archived reducing storage space for Biodiversity Protection

paper documents and improving retrieval and management efficiency.The Bank continuously promotes biodiversity protection and gives full consideration to ecosystem and biodiversity factors during the

construction and site selection of all offices and business outlets to avoid or minimize negative impacts on the ecosystem wherever

possible. Simultaneously the Bank regards biodiversity finance as an important extension of green finance focusing on financial service

Conservation of Printing Consumables innovation in wetland protection sustainable fisheries and other areas.*Set the double-sided printing mode by default to reduce paper consumption. In 2025 the People's Bank of China issued the Biodiversity Finance Catalogue (Trial) providing policy guidance for banks to develop

biodiversity finance. As one of three provincial pilot banks for nature-related financial disclosures the Bank participated multiple times

*A shared printer management model is implemented to reduce the number of personal printing devices. in capacity-building activities for nature-related financial disclosure and biodiversity information disclosure laying a theoretical and

*Print informal documents in draft mode to reduce paper and ink consumption. practical foundation for developing institution-specific disclosure implementation paths.In business innovation the Bank focuses on key areas such as wetland protection and sustainable fisheries launching biodiversity

portfolio services combining "loans + insurance". During the Reporting Period the Bank implemented the "Sustainable Aquaculture

Production" comprehensive service solution with loan amounts of 104 million RMB and total coverage of 2.29 million RMB providing full

Promotion of Green Awareness support for large-scale enterprises and individual farmers in the "Pujiang Source Taihu Crab Ecological Farming Demonstration Park"

*Energy-saving emission reduction and green office campaigns are conducted. Energy-saving videos such as effectively protecting Taihu water resources and helping retired fishermen increase income and production."One Kilowatt-Hour" are played regularly on elevator screens to reinforce employee awareness and embed

green office concepts.

157 1582025 Sustainability Report Appendix

Appendix Environmental Performance

Green Finance

ESG Key Performance

Indicator Unit 2024 2025

Economic Performance Balance of Green Credit RMB 100 million 54.56 66.77

Increase in Balance of Green Credit % 21.29 22.39

Indicator Unit 2024 2025

Total Assets RMB 100 million 2139.87 2309.07 Proportion of Balance of Green Credit % 4.06 4.79

Operating Revenue RMB 100 million 41.74 42.13 Balance of Domestic Green Bonds within Duration RMB 10000 41962.15 52060.10

Total Profit RMB 100 million 21.50 23.50 Number of Green Finance–Related Reports Published

Article 12 13

in the Media

Net Profits RMB 100 million 19.46 20.43

Number of Green Finance Engagement and

Average Return Rate on Total Assets % 0.93 0.92 Exchange Activities Conducted with Relevant Social Time 10 14

Weighted Average Return on Net Assets % 11.67 10.84 Organizations

Non-performing Loan Ratio % 0.90 0.88

Response to Climate Change

Provision Coverage Ratio for Non-performing

%428.96370.17

Loans

Indicator Unit 2024 2025

Capital Adequacy Ratio (MRQ) % 13.08 12.76

Total GHG Emissions (Scope 1 + Scope 2) tCO e 10230.65 10894.26

Core Tier 1 Capital Adequacy Ratio (MRQ) % 10.91 10.65

Direct GHG Emissions (Scope 1) tCO e 268.98 265.60

Indirect GHG Emissions (Scope 2) tCO e 9961.67 10628.66

Development of Service Channels

GHG Emissions Intensity tCO e/RMB million 2.45 2.59

Indicator Unit 2024 2025 Per Capita GHG Emission tCO e/Person 5.18 5.54

Number of Domestic Business Outlets Outlet 94 94 Note: Greenhouse gas (GHG) emissions are calculated in accordance with the Guidelines for Greenhouse Gas Emissions Accounting and Reporting for Public

Building Operation Enterprises (Trial) the Announcement on the Issuance of 202 Power Carbon Dioxide Emission Factors issued by the Ministry of Ecology

Number of Outlets Equipped with Barrier-Free

Outlet 75 78 and Environment in 2025 and the electricity carbon factor of 0.5500 (kgCO2/kWh) for East China Electric Power.Access Facilities

Number of Domestic and Overseas Branches and Branches/ Sub-

9494

Sub-branches branches

Number of Domestic Self-Service Banks Bank 97 94

Number of Registered Users of Mobile Banking App Users 952987 976597

Cumulative Number of Mobile Banking Transactions 10000 Transactions 416.82 374.86

Transaction Amount of Mobile Banking RMB 100 million 1183.72 1063.47

159 1602025 Sustainability Report Appendix

Green Operations Protection of Consumers' Rights and Interests

Indicator Unit 2024 2025 Indicator Unit 2024 2025

Natural Gas Consumption 10000 m3 3.43 3.41 Financial Consumer Protection Publicity and

Session 180 260

Petrol Consumption from Mobile-Source Education Activities

Liter 88319 86985

Combustion (Official Vehicles)

Total Hours of Financial Consumer Protection

Hour 360 320

Total Purchased Electricity kWh 18564433 19324828 Publicity and Education Activities

Per Capita Electricity Consumption kWh/Person 9399.71 9824.52 Complaints Received through External Referral

Case 418 494

Channels

Total Energy Consumption tce 2421.40 2513.17

Direct Emission from Energy tce 139.83 138.15 Number of Customer Complaints Resolved Case 418 494

Indirect Emission from Energy tce 2281.57 2375.02

Customer Complaint Resolution Rate % 100 100

Energy Consumption Intensity tce/ RMB million 0.58 0.60

Clean Energy Consumption tce 45.62 45.35

Financial technology

Total Water Consumption Ton 71109 63458

Indicator Unit 2024 2025

Water Resource Utilization Intensity ton/ RMB million 17.04 15.06

Per Capita Water Consumption Ton/Person 36.00 32.26 Financial Technology Investment RMB 10000 22496.60 19426.41

Note: The total energy consumption was calculated by reference to the General Rules for Calculation of the Comprehensive Energy Consumption (GB/T Proportion of Financial Technology Investment

2589-2020). % 5.39 4.61in Main Business Revenue

Total Number of R&D Team Members Person 145 150

Social Performance

Ratio of R&D Personnel to Total Employees % 7.34 7.63

Inclusive Finance

Cumulative Number of Authorized Patents Item 3 2

Indicator Unit 2024 2025

Balance of Inclusive Loan RMB 100 million 362.51 391.43 Cumulative Number of Software Copyrights Item 7 7

Proportion of Balance of Inclusive Loan % 28.02 28.06

Growth Rate of Balance of Inclusive Loan % 9.43 7.98 Recruitment and Employment

Inclusive Micro and Small Enterprise Loan Balance RMB 100 million 355.00 382.74

Indicator Unit 2024 2025

Proportion of Inclusive Micro and Small Enterprise

%27.4427.44

Loan Balance Total Number of Employees Person 1975 1967

Growth Rate of Inclusive Micro and Small Enterprise Female Person 947 945

%10.447.81

Loan Balance By Gender

Male Person 1028 1022

Number of Clients of Inclusive Micro and Small Loans Users 23711 23873

Under 30 (exclusive) Years Old Person 455 420

Outstanding Balance of Inclusive Agriculture-Related

RMB 100 million 80.04 84.10

Loans 30 (inclusive) to 40 (exclusive) Years Old Person 956 967

Percentage of Outstanding Balance of Inclusive By Age

% 6.19 6.03 40 (inclusive) to 50 (exclusive) Years Old Person 284 305

Agriculture-Related Loans

Growth Rate of Outstanding Balance of Inclusive 50 Years Old or Above Person 280 275

%6.758.07

Agriculture-Related Loans

161 1622025 Sustainability Report Appendix

Indicator Unit 2024 2025 Employee health and safety

Number of Employees with Master 's Indicator Unit 2024 2025

Person 289 315

Degree and Above

Number of Work Safety Accidents Case 0 0

By Educational Number of Employees with Bachelor s

Person 1478 1477

Background Degree Number of Security Emergency Drills Time 195 192

Number of Employees below Number of

Person 208 175 Identification and Rectification Rate of Potential

employees (Exclusive) % 100 100Hazards:

Labor Dispatch Workers Person 21 21 Number of Work-Related Deaths Person 0 0

Part-time Employees Person 0 0

Proportion of Work-Related Deaths % 0 0

Number of Employees of Minority Nationalities Person 7 9

Number of New Occupational Diseases Case 0 0

Proportion of Female Employees in Management % 35.27 33.87

Average Paid Annual Leave Days per Employee Day 8.78 9.53 Work Injury Insurance Investment RMB 10000 78.09 78.63

Signing Rate of Employment Contract % 100 100

Coverage Rate of Work-Related Injury Insurance % 100 100

Coverage Rate of Social Insurance % 100 100

Number of Safety Training Sessions Session 5 6

Coverage Rate of Health Checkups among Employees % 100 100

Number of Participants in Safety Training

Number of New Employees Person 171 76 Person-times 2396 4348(Person-time)

Number of Employees Resigned Person 36 44 Average Duration of Safety Training Hour 1 6

Employee Turnover Rate % 1.88 2.23

Coverage Rate of Safety Training % 100 100

Note: Total Employee Turnover Rate Number of Separations during the Reporting Year / (Total Number of Employees at the Beginning of the Reporting

Year + Total Number of Employees on the End of the Reporting Year)

Social Contribution

Employee Training and Development

Indicator Unit 2024 2025

Indicator Unit 2024 2025

Charitable Donations for Public Welfare: RMB 10000 224.23 262.63

Investment in Employee Training RMB 10000 464 371

Number of Public Welfare Activities Time 235 363

Number of Training Programs Conducted Project 73 73

Number of Volunteers Person 340 527

Number of Employee Training Sessions Sessions 180 173

Number of Beneficiaries Covered by Volunteer

Total Number of Persons Trained (Person-time) Person-times 52080 52227 Person-times 17200 16150Services

Coverage of Employee Training % 100 100 Social Contribution per Share RMB 3.92 3.38

Average Training Hours Per Employee Hour 134.39 145.53 Note: Social Contribution per Share = Basic Earnings per Share + (Total Taxes Paid + Employee Remuneration + Interest Expenses + Total Public Welfare

Contributions Other Social Costs Incurred by the Company due to Environmental Pollution) / Total Share Capital

163 1642025 Sustainability Report Appendix

指标索引

Governance Performance

Shanghai Stock Exchange Corresponding

Sustainability Reporting

Governance Guide to Corporate Sustainability Self-Regulatory Guidelines for Sustainable Standards of the Global Chapters and Sections Reporting in China (CASS-ESG Listed Companies o - Development Topics

Reporting Initiative

6.0) Sustainability Report (for Trial of the Shanghai Stock

(GRI Standards)

Implementation) Exchange

Indicator Unit 2024 2025

Article 4

Notes to Report Preparation 2-1/2-2/2-3 P1 /

Article 6

General Meetings of Shareholders Convened Time 2 3

Message from the Chairman 2-22 P2 / /

Number of Proposals Reviewed and Approved at the

Item 17 24 Company Profile 2-1/2-6 P3.1/P3.3 / /

General Meeting of Shareholders

Corporate Culture / P3.2 / /

Number of Members of the Board of Directors Person 14 14 About Us Development Milestones / P3.2 / /

Development Strategy / / / /

Proportion of Independent Directors % 35.71 35.71

2025 Honor Achievements / / / /

Performance in 2025 201-1 / / /

Proportion of Female Directors % 14.29 7.14

Development Highlights: Deepening the "Five Major

Initiatives" Charting a New Blueprint for Rural / / / /

Meetings of the Board of Directors Convened Time 4 7 Commercial Banks

Sustainable Development Article 11

3-3 G1.1.7 /

Proposals Reviewed and Approved at the Meetings of Vision Article 13

Item 45 69

the Board of Directors Sustainable Development G1.1.1/G1.1.2/G1.1.4/G1.1.5/ Article 11

2-14/

Governance Mechanism G1.1.6/G1.1.7 Article 12

Sustainable Development

////

Compliant Operations Sustainable Capacity Building

Development

Governance Sustainable Development

////

Indicator Unit 2024 2025 Achievement and Recognition

Communications with Article 9 Communications

2-16/2-29/3-1 G1.3.1/G1.3.2

Stakeholders Article 53 with Stakeholders

Number of Compliance Training Sessions Conducted Session 13 18

Article 5

Analysis of Material Topics 3-1/3-2/3-3 G1.1.9/G1.2.3 Due Diligence

Article 52

Number of Training Sessions on Anti-Fraud and Anti-

Session 17 19

Money-Laundering Forging Party Building for

Industry Leadership Uniting

////

Efforts for Sustainable

Person-times of Participation in Anti-Fraud and Anti-

Person-times 5328 6445 Development

Money Laundering Training

Standardizing Corporate

Governance for Efficiency 2-9/2-11/2-12/2-

Improvement Safeguarding 18/2-19/2-20/2- / / /

Anti-Commercial Bribery and Anti-Corruption Steady Progress towards New 27/405-1Horizons

Governance:

Improving the

Indicator Unit 2024 2025 Strengthening Risk Governance Management System

System 207-1/207-2 / / /Reinforcing the Safety Defense

Consolidating

Percentage of Directors Receiving the Training on Anti- Linethe Foundation

%100100

commercial Bribery and Anti-Corruption for Steady Development

Adhering to Compliance

Standards Empowering Stable / / / /

Number of Lit igat ion Cases of Corruption and Operations

Case 0 0

Embezzlement

Anti-Commercial

Upholding Business Ethics for Article 54 Bribery and Anti-

Signing Rate of Integrity and Other Related Business G2.1.1/G2.1.2/G2.1.3/G2.1.4/

% 100 100 Long-Term Success Shaping 2-23/2-27/205-2 Article 55 CorruptionG2.1.5G2.1.6/G2.1.7/G2.2.2

Ethics Agreements the Future with Integrity Article 56 Anti-Unfair

Competition

165 1662025 Sustainability Report Appendix

Shanghai Stock Exchange Corresponding

Sustainability Reporting

Guide to Corporate Sustainability Self-Regulatory Guidelines for Sustainable Feedback

Standards of the Global

Chapters and Sections Reporting in China (CASS-ESG Listed Companies o - Development Topics

Reporting Initiative

6.0) Sustainability Report (for Trial of the Shanghai Stock

(GRI Standards) Thank you for reading this report. To improve SZRCB's performance in sustainable development further enhance its sustainable devel-

Implementation) Exchange

opment capabilities and levels and strengthen communication with all sectors of society we sincerely hope that you will provide

Deepening Support for Rural Revitalization

Agriculture and Small Article 39 Safety and Quality valuable feedback and suggestions on our work and this report amidst your busy schedule./ S1.1.1/S1.1.2/S1.1.4/S1.1.5

Businesses Empowering the Article 47 of Products and

Growth of the Real Economy Services

Development:

Deepening Multiple Choice Questions (Please check the appropriate box)Focusing on S&T Innovation

Finance Finance Empowering / S2.1.13 Article 42 Innovation-driven

Fundamentals Industrial Upgrading 1.Your overall assessment of SZRCB’s ESG performance:

Nourishing the

Real Economy

S2.1.1/S2.1.2/S2.1.3/S2.1.4/

Innovation-driven □ Very Good □ Good □ Average □ Below Average □ Poor

Driving Digital Finance S2.1.5/S2.1.6/S2.1.7/S2.1.8/

/ Article 42 Ethics of Science

Enhancing Service Efficiency S2.1.10/S2.1.11/S2.1.12/

and Technology

S2.1.13 2.Your overall assessment of this report:

Strengthen technology Data Security and □ Very Good □ Good □ Average □ Below Average □ Poor

Empowerment Safeguard 3-3/418-1 S3.4.1/S3.4.2/S3.4.3/S3.4.4 Article 48 Customer Privacy

Information Security Protection

3.How do you think SZRCB has performed in terms of communications with stakeholders

Protecting Customers Rights Safety and Quality

and Interests Building a 3-3/417-1 S3.3.1/S3.3.4/S3.3.6 Article 47 of Products and □ Very Good □ Good □ Average □ Below Average □ Poor

Foundation of Trust Services

Practicing Finance for Positive 4.How do you think SZRCB has performed in terms of corporate governance

Social

Social: Societal Impact Deepening 413-1 S1.2.1/S1.2.2 Article 40 Contribution

Upholding Care for People's Livelihoods

Finance for the □ Very Good □ Good □ Average □ Below Average □ Poor

People Building S4.1.1/S4.1.3/S4.1.4/S4.1.6/

a Better Life 2-7/2-19/401-Upholding People-Centered S4.1.7/S4.1.8/S4.1.9/S4.1.12/

2/403-1/403-3/403- Article 49 5.How do you think SZRCB has performed in terms of service for the real economyTogether Development Safeguarding S4.2.2/S4.2.4/S4.2.5/S4.3.1/ Employees

5/403-6/403-9/404- Article 50

Employee Well-being S4.3.2/S4.3.3/S4.3.4/S4.3.5/

1/404-3/405-1

S4.3.6 □ Very Good □ Good □ Average □ Below Average □ Poor

Supply Chain 6.How do you think SZRCB has performed in terms of green finance

Security

Advancing Responsible

Equal Treatment

Procurement Collaborating in 204-1/414-1 S3.1.2/S3.1.3 Article 45

of Small and □ Very Good □ Good □ Average □ Below Average □ Poor

Value Creation

Medium-Sized

Enterprises 7.How do you think SZRCB has performed in terms of customer service

Article 20

Article 21 □ Very Good □ Good □ Average □ Below Average □ Poor

Innovating Green Finance Article 23 Climate Change

E1.1.1/E1.1.2/E1.1.3/E1.1.6/

Supporting Low-Carbon 3-3/201-2 Article 24 Tackling

E1.1.15/E2.2.3/E2.2.6/ 8.How do you think SZRCB has performed in terms of the protection of employees’ rights and interests

Development Article 25 Due Diligence

Article 26

Article 27 □ Very Good □ Good □ Average □ Below Average □ Poor

Environmental:

Developing

Green Finance Environmental

Article 28 Compliance 9.How do you think SZRCB has performed in terms of voluntary service for public welfareCreating an

Ecological Article 29 Management

Landscape Article 31 Waste Disposal □ Very Good □ Good □ Average □ Below Average □ Poor

Practicing Green Operations Article 32 Energy Usage

302-1/3024/303- E2.2.3/E2.2.6/E3.1.1/ E3.1.5/

Co-charting an Ecological Article 33 Usage of Water

5/3063/306-5 E3.2.1/E3.2.3/ E3.3.29

Blueprint Article 34 Resources 10.What are your opinions and suggestions on SZRCB’s ESG performance and this report

Article 35 Circular Economy

Article 36 Ecosystem and

Article 37 Biodiversity

Protection

ESG Key Performance

/ A2 Article 6 /

Indicators

Contact Us

Appendix Indexes / A3 Article 57 /

Office of the Board of Directors of SZRCB: 0512-63968772

Feedback Form 2-26 A6 Article 9 / Address: No. 10888 Dongtaihu Avenue Wujiang District Suzhou Jiangsu China

Feedback Form

167168