From January 16 to 18, China's Industrial Bank (CIB) held its 2025 work conference in Fuzhou. The conference thoroughly studied and implemented the spirit of the Third Plenary Session of the 20th CPC Central Committee, the Central Economic Work Conference, and the Central Financial Work Conference. It reviewed the work of 2024, analyzed the current internal and external environment, planned for the work of 2025, and outlined reform and innovation measures to accelerate the pace of transformation and open a new chapter of high-quality development. Lyu Jiajin, Party Secretary and Chairman attended and delivered a speech, and Chen Xinjian, Deputy Party Secretary and President presented the work report. Party Committee members and leaders responsible for specific fields provided detailed plans for key tasks.
The conference highlighted that in 2024, guided by Xi Jinping's Thought on Socialism with Chinese Characteristics for a New Era, the bank earnestly conducted diligent Party discipline education, fully advanced high-quality development, integrated the "Five Major Topics" with the "Five New Finance Sectors" and "Three Business Pillars," strengthened efforts to prevent and mitigate risks in critical areas, focused on enhancing the "Five Core Capabilities" to achieve its goal of becoming a value-driven bank, effectively addressed complex internal and external challenges, achieved steady business growth, maintained stable asset quality, continually enhanced market reputation, and delivered strong operational performance.
The conference emphasized that in 2025, the bank should adhere to Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era as its guide, strengthening confidence, deepening reforms, and striving for advancement, fully promote high-quality development, strive to achieve annual goals and tasks, lay a solid foundation for a successful start to the 15th Five-Year Plan, and contribute to the construction of Chinese-style modernization with its own strength. The bank will strengthen development confidence, adhere to the general principle of pursuing progress while maintaining stability, further promote the implementation of income enhancement and cost reduction, advance the construction of the "Three Basics" and "Three Modernizations," empower grassroots and lessen their burden, and rely on reforms to stimulate vitality and innovation to overcome challenges, thereby injecting strong momentum into high-quality development. To build a mainstream bank, CIB should seize opportunities from new productive forces, focus on the "Five Major Topics," effectively link new and traditional growth drivers, deepen the "region + industry" approach, enhance distinctive competitive advantages in the "commercial banking + investment banking" market, promote the integrated development of corporate and retail banking, and continuously improve services for mainstream industries and client groups. In response to the global trend, CIB should take greater strides in international operations to build a five-in-one international business service system encompassing domestic and overseas, online and offline, local and foreign currencies, offshore and onshore, as well as investment and commercial banking, and should also prioritize risk management and talent development to support international business growth. The bank should strengthen technological empowerment to accelerate and enhance efficiency in digital transformation as it transitions from the construction phase to the harvest phase, and should continue to focus on leveraging digital operations for efficiency gains and exploring new technologies for future growth, while cultivating and selecting tech talent to support digital transformation. The bank should establish a strong bottom-line mindset, comprehensively strengthen risk compliance and internal control management, improve the compliance management system, fortify compliance barriers, optimize the risk management system, and take proactive measures to manage and control risks to ensure steady and long-term progress. The bank should strengthen the Party's leadership to reinforce the fundamental guarantee for high-quality development, conscientiously implement the main responsibility and supervisory responsibility of the overall strict governance of the Party, continuously enhance the ability to uphold discipline and combat corruption, and improve the integrity, professionalism, and capability of the team, and guide high-quality development through high-quality Party building.
The conference outlined the key operational and management tasks for 2025, emphasizing the need to actively address challenges, seize opportunities, ensure steady progress, and promote the "three transitions" in development models, operational models, and asset strategies., manage the "four relationships" between tapping potential and expanding scope, liabilities and assets, off-balance-sheet and on-balance-sheet activities, and risk control and short-term profitability, persistently build its unique identity of a value-driven bank. To stabilize growth and optimize structure, the bank should promote the integrated development of the "Five Major Topics" and the "Five New Finance Sectors," consolidate and optimize its core business, deepen the "region + industry" approach, prudently develop large-scale retail asset construction, and accelerate the establishment of an asset structure aligned with China's economic framework. To increase scale and reduce costs, the bank should meticulously implement its network expansion strategy, strengthen scenario-based finance, optimize product strategies, and actively expand low-cost liabilities, firmly establishing liability management as its core operational principle. To enhance asset management and wealth services, the bank should strengthen the coordinated operation of "big investment banking, big asset management, and big wealth management," focus on serving the real economy, improve asset organization capabilities, and build a full-chain value cycle from financing to investment, further enhancing its reputation of wealth banking. To optimize systems and strengthen compliance, the bank should reinforce risk prevention responsibilities, improve risk resolution efficiency, address emerging risks, and comprehensively enhance risk management capabilities. To enhance coordination and promote progress, the bank should drive improvements in strategic execution, reinforce integrated line management, support the growth of key regional branches, improve technological support capabilities, enhance the quality and efficiency of capital management, continuously strengthen foundational work, and make every effort to build a refined management system.
The conference emphasized that the entire bank must earnestly implement the spirit of the conference, strengthen confidence, build consensus, and foster strong cohesion and execution throughout the organization, persistently striving to build a value-driven bank and vigorously opening up new prospects for high-quality development.
During the conference, commendations were announced for the advanced units in 2024 operating performance, relevant thematic reports and presentations by exemplary institutions were arranged, and participating representatives were engaged in group discussions to unify thinking, clarify tasks, and drive implementation.
The conference was held in a combined on-site and video format, with the on-site attendance of the head office leadership team, directors, supervisors, major leaders of subsidiaries, branches, and head office departments, and the online attendance of members of the leadership teams and major department heads of subsidiaries, tier-one and tier-two branches, and branch managers via video.