In accordance with the deployment of the Provincial Party Committee, from April 15 to June 6, 2024, the Eighth Inspection Team of the Provincial Party Committee conducted an inspection of the CIB Party Committee and provided feedback on the inspection findings on August 6, 2024. In compliance with the regulations on Party affairs transparency and the requirements of inspection work, the progress of inspection rectification is hereby reported as follows.
I.Organization and Implementation of Rectification by the Party Committee and Principal Leaders
(I) The Party Committee Resolutely Fulfills Its Responsibility for Inspection Rectification and Completes This Major Political Task
1.Enhancing Political Awareness and Strengthening the Consciousness for Rectification. The CIB Party Committee has always regarded inspection rectification as a major political task. On the day of receiving the inspection feedback, the Party Committee convened a meeting to thoroughly convey and study the speeches made by Provincial Party Secretary Zhou Zuyi and Provincial Standing Committee Member, Secretary of the Provincial Commission for Discipline Inspection, and Director of the Provincial Supervision Commission Chi Yaoyun during the report session on the fourth round of inspections of provincial financial institutions under the 11th Provincial Party Committee. The Party Committee deeply grasped the significance of inspection rectification, requiring the entire bank to thoroughly study the inspection feedback and, with a high degree of political, ideological, and action-oriented consciousness, strictly fulfill its responsibility for rectification and resolutely complete the rectification tasks.
2.Strengthening Organizational Leadership and Consolidating Rectification Responsibilities. A leading group for the implementation of inspection feedback rectification was established. The Party Committee of the Head Office holds monthly meetings to review the progress of inspection rectification. The Party Committee Secretary bears primary responsibility for rectification, while other committee members shoulder dual responsibilities for their respective areas. Subsidiaries, branches, and departments of the Head Office are responsible for rectification in their respective field. The Head Office Party Committee Office leads the rectification efforts, and conducts regular follow-up and supervision by reminding units lagging behind in progress and supporting those facing difficulties. The disciplinary inspection and supervision team stationed at the bank fulfills its oversight duties. During the concentrated rectification period, seven Party Committee meetings, two thematic meetings, and one special democratic life meeting were held to study inspection rectification, effectively ensuring the progress and quality of rectification across the bank.
3.Learning from One Case to Address Others and Linking Inspection with Internal Audits. Internal audits are an extension and supplement of inspection work at the grassroots level and an important tool for promoting inspection rectification. In line with the principle of no restricted zones in intra-Party supervision and the requirement to achieve full coverage of inspections and audits, the CIB Party Committee deployed the third round of internal audits, forming six audit teams to inspect 12 institutional Party committees. By linking inspections with audits and learning from one case to address others, the audited units were urged to strengthen rectification, effectively expanding the results of inspection rectification.
4.Promoting Rectification Through Inspections and Advancing Transformational Development. Adhering to the inspection principle of “identifying problems, creating deterrence, driving reform, and promoting development,” the CIB Party Committee firmly leverages reform as a key measure, strengthens accountability, and focuses on the “Five Major Topics” to continuously build distinctive features in serving the real economy. By restructuring the balance sheet, a more balanced business structure was formed. By the end of 2024, total assets increased by 3.44% year-on-year to RMB 10.51 trillion, operating income rose by 0.66% to RMB 212.2 billion, and net profit grew by 0.12% to RMB 77.2 billion, placing the bank’s performance at a relatively high level among joint-stock banks.
(II) The Party Committee Secretary Earnestly Fulfills Primary Responsibility as the First Responsible Person, Taking the Lead in Promoting Comprehensive Rectification of Inspection Feedback Issues
1.Upholding Political Leadership and Shouldering Primary Responsibility. The Party Committee Secretary took the lead in deeply studying and comprehending General Secretary Xi Jinping’s important directives on inspection work and the deployment requirements of the provincial Party committee, resolutely shouldering the primary responsibility for inspection rectification by taking overall and principal accountability for the rectification efforts while setting an example through personal leadership. Among the 45 issues identified in the inspection feedback, the Secretary took charge of 27, accounting for 60%. The Secretary personally oversaw the deployment, inquiry, coordination, and supervision of the rectification work, ensuring its thorough and meticulous implementation. All issues led by the Secretary have now been fully rectified.
2.Leading the “Dissection of Sparrows” to Identify Root Causes. The Party Committee Secretary presided over a special democratic life meeting, conducting a review examination on behalf of the head office’s Party Committee leadership while taking the lead in self-criticism, thoroughly implementing the principle of “putting oneself into the examination, putting work into the examination, and putting responsibilities into the examination” to deeply analyze root causes and accurately identify problem sources, clearly pointing out issues including incomplete business development strategies and insufficiently detailed supervision and promotion. The democratic life meeting further consolidated the consensus on rectification across the bank, clearing ideological obstacles for genuine, substantive, and thorough reform.
3.Enforcing Strict Accountability to Uphold Discipline. The Party Committee Secretary led the implementation of General Secretary Xi Jinping’s strategy of “strict governance of the bank,” continuously improving the “comprehensive supervision” framework, actively exploring a collaborative mechanism involving auditing, inspection, and discipline, and maximizing supervisory synergy through information sharing, resource pooling, and outcome integration. Adhering to the principle that errors must be corrected and accountability must be strict, the bank held 205 individuals accountable and regularly compiled and circulated typical cases bank-wide. This has firmly established and sustained a culture of strict standards, measures, and atmosphere.
II.Rectification of Issues Identified in the Inspection Feedback
(I) Regarding Insufficient Fulfillment of Primary Responsibility for Inspection Rectification and Inadequate Utilization of Outcomes
1.Regarding Issues in Primary Responsibility for Inspection Rectification
First, the Party Committee Secretary took the lead in overseeing the bank-wide inspection rectification efforts, personally spearheading 27 out of the 45 tasks (60%), while convening monthly Party Committee meetings to review progress reports on rectification work; members of the Party Committee earnestly fulfilled their “dual responsibilities,” overseeing rectification tasks within their respective domains and organizing over 30 meetings to study and deploy rectification work based on their assigned duties; the Party Committee Office coordinated the inspection rectification efforts, while the Discipline Inspection and Supervision Team stationed at the bank was responsible for supervision. Second, a special democratic meeting on inspection rectification has been convened. Third, a notice on further strengthening daily supervision of inspection rectification was issued to enhance routine oversight.
2.Regarding Issues in Utilization of Outcomes
Accountability and the utilization of inspection outcomes were strengthened, adhering to the principle of combining “immediate rectification” with “long-term institutionalization” to establish a robust long-term mechanism for inspection rectification. First, regarding the eight issues of repeated violations during and after rectification, except for the problem of “relatively lagging technological empowerment, where the foundation of IT operations and maintenance urgently needs strengthening,” which is nearly resolved, all others have been rectified; infrastructure-related projects involved have been initiated in 2024 and are progressing as scheduled. Second, the 2024 implementation plan for coordinated supervision involving “audit, inspection, and discipline” was issued, and pilot coordinated supervision and on-site inspections for three institutions, including the Ningbo Branch, have been completed. Third, serious accountability measures were taken for issues identified in the supervision of credit financing, procurement, and financial expenses. Fourth, in response to key areas of integrity risks highlighted in the inspection, risk alerts were issued to establish a normalized, long-term mechanism for integrity risk prevention and control.
(II) Regarding Inadequate Efforts in Implementing General Secretary Xi Jinping’s Important Expositions on Financial Work and Advancing the High-Quality Development of CIB
3.Regarding Issues in Implementation of General Secretary Xi Jinping’s Important Speeches on Financial Work and CPC Central Committee’s Decisions and Deployments
First, since the inspection team’s arrival, 13 study sessions have been conducted on General Secretary Xi Jinping’s important speeches and the CPC Central Committee’s decisions and deployments, with corresponding policies and measures introduced; a 2024 political supervision ledger has been established to regularly monitor and ensure the implementation of General Secretary Xi Jinping’s important instructions and directives. Second, the Party Committee’s theoretical study center group learning system has been issued. Third, a notice on studying, publicizing, and implementing the spirit of the Third Plenary Session of the 20th CPC Central Committee has been issued, promoting learning and implementation across the bank. Online “Aofeng Lecture Hall” sessions were organized to study courses by Xie Chuntao, Vice President of the Party School of the CPC Central Committee (National Academy of Governance).
4.Regarding Issues in Layout of Five New Finance Sectors
As of the end of 2024, the credit balance of the Five New Finance Sectors increased by RMB 467.2 billion year-on-year, a growth of 15.2%, higher than the bank’s overall loan growth rate. A mechanism for promoting the Five New Finance Sectors has been established and continuously optimized, with clear responsible entities and annual incremental targets for each track, along with regular progress updates and supervision. Policies and measures have been introduced to fully support the development of the Five New Finance Sectors, continuously optimize their product systems, and enhance financial service capabilities.
5.Regarding Issues in Corporate Client Structure
By the end of 2024, the total number of CIB’s corporate clients and mid-tier clients rose to the third position among comparable joint-stock banks, with the proportion of non-top corporate clients’ average daily deposits steadily increasing compared to the beginning of the year. First, a corporate client marketing and service guideline has been issued, establishing standardized marketing practices. Second, corporate WeChat operational activity tools have been developed, integrating with the data middle office to obtain enterprise client tags and CRM sandbox models, improving middle office operational efficiency. Third, corporate deposit portfolio products have been introduced to enhance the competitiveness of deposit offerings.
6.Regarding Issues in Retail Cornerstone
By the end of 2024, the bank’s total domestic personal loan balance reached RMB 1.54 trillion, an increase of RMB 49.3 billion from the beginning of the year. Among this, mortgage loans amounted to RMB 186.1 billion, ranking third among comparable joint-stock peers. Business loans and consumer loans increased by RMB 26.4 billion and RMB 11.3 billion, respectively, from the beginning of the year, with increments exceeding the median of comparable peers.
7.Regarding Issues in Corporate Finance Concentration
First, the bank actively implemented the real estate financing coordination mechanism to ensure steady development of real estate business. By the end of 2024, the growth rate of corporate real estate loans and loans to the real economy achieved effective balance, meeting rectification targets. Second, efforts were intensified to build assets in key areas of the real economy. By the end of 2024, loans to technology-based enterprises, inclusive small and micro businesses, and green finance all showed steady growth compared to the beginning of the year.
8.Regarding Issues in Intra-industry Business Scale
Continue to promote business structure adjustment and reasonably control the proportion of intra-industry assets. By the end of 2024, the proportion of intra-industry assets to total assets decreased by 1.9 percentage points from mid-year.
9.Regarding Issues in Increasing Output Without Increasing Income
In 2024, the group’s operating income reached RMB 212.2 billion, with net profit at RMB 77.2 billion, achieving growth in both revenue and profit while maintaining strong profitability. First, the average daily scale of interest-earning assets in 2024 increased by 6.02% year-on-year, driving interest income growth. The deposit interest payment rate was 1.98%, down 26 basis points year-on-year, reflecting continued reductions in liability costs. Second, non-performing asset control targets were set, focusing on managing new risks and reducing existing ones. By the end of 2024, the non-performing loan ratio stood at 1.07%, maintaining a favorable level among peers. Third, the Phase II system for asset impairment measurement has been launched, providing effective support for branch accounting and business operations while reducing risk costs. Fourth, the requirement to “tighten belts” was implemented, with benchmarks set for office expenses and detailed optimization measures for five areas, including outsourced labor, to promote cost reduction and efficiency improvement from the source. The cost-to-income ratio decreased by 0.47 percentage points in 2024.
(III) Regarding Gaps in Returning to Origins, Focusing on Main Business, and Advancing the “Five Major Topics”
10.Regarding Issues in Serving Technology-Based Enterprises and Loans for Fujian’s Manufacturing Sector
Comprehensive financial support was provided to technology-based enterprises through equity, bonds, and loans. By the end of 2024, the outstanding balance of loans to technology-based enterprises reached RMB 598.378 billion, an increase of RMB 68.674 billion from the beginning of the year. The number of potential and above clients reached 112,312, up by 21,741 from the start of the year. The outstanding balance of loans to the manufacturing sector in Fujian Province grew by 8.23%, 4.56 percentage points higher than the overall loan growth rate. First, a three-tier operational system (head office, branches, and sub-branches) was established. Second, 35 policy documents were formulated, covering specialized research, ecosystem partnerships, product services, risk strategies, and performance evaluation, with the foundational framework largely implemented. Third, a notice was issued to clarify the special resource allocation plan for corporate finance in Fujian branches, specifying relevant financial support policies. Fourth, in 2024, Fujian branches utilized over RMB 10 billion in technological transformation financing support and over RMB 3 billion in technological transformation relending, ranking first in the province in both categories.
11.Regarding Issues in Equity-Debt Linkage
Tailored service plans were developed for specialized, sophisticated, distinctive, and innovative clients and equity-debt linkage clients, with strengthened process management to accelerate marketing efforts. The online product “Xingsu Loan” (exclusive for high-quality tech enterprises) saw optimized eligibility processes and standards, and a whitelist management feature was introduced to enhance service capabilities. Asset deployment was intensified, with the outstanding balance of three innovative products, including equity-debt linkage loans, reaching RMB 9.513 billion by the end of 2024, an increase of 18.79%.
12.Regarding Issues in Green Finance
A green finance product series was launched to built a three-tier product and service portfolio featuring “diversified group products + specialized carbon-neutrality services + industry-specific solutions.” Guidelines for promoting high-quality green finance development were issued to expand green finance deployment. By the end of 2024, the scale of green finance financing reached RMB 2.19 trillion, growing by 15.88%, outpacing the group’s total asset growth. The carbon finance product portfolio was enriched, with the outstanding balance of carbon finance loans exceeding RMB 10 billion by year-end.
13.Regarding Issues in Credit Facility Implementation
In 2024, credit facilities for private enterprises in Fujian Province totaled RMB 376.4 billion, with RMB 179.8 billion utilized, an increase of RMB 20.5 billion from 2023. First, all Fujian branches established dedicated client segment teams. Second, a notice was issued to adjust and optimize the 2024 performance evaluation indicators for Fujian branches, clarifying relevant support policies. Third, a review of large credit facilities and delegated credit policies was conducted, with branch self-inspections and head office re-inspections carried out for credit business assessments in Fujian.
14.Regarding Issues in Loans to Private Enterprises and Proportion of Inclusive Online Financing
By the end of 2024, the outstanding balance of loans to private enterprises reached RMB 1.4068 trillion, an increase of RMB 101.1 billion from the beginning of the year, growing by 7.74%, which is 2.64 percentage points higher than the overall loan growth rate. The proportion of inclusive online financing steadily increased compared to early 2024. First, monthly reviews were conducted on changes in private enterprise loans, with commendations and critiques issued to branches based on performance. Second, quarterly comprehensive evaluations of private enterprise-related work were performed and publicly disclosed. Third, guidelines were issued to vigorously promote the sustainable and healthy development of financial services for the private economy. Fourth, a notice was released to clarify financial support policies for corporate and retail banking, encouraging the growth of online financing. Fifth, the “Xingsu Loan” online financing management measures for SMEs were issued, accelerating the digitalization of mainstream products like quick business loans to strengthen online financing. Sixth, the implementation rules for inclusive credit business due diligence exemptions were revised and issued in line with regulatory requirements.
15.Regarding Issues in Elderly Care Finance System
First, a group-wide elderly care finance coordination mechanism was established, including a leadership group and guiding opinions to clarify business boundaries, responsibilities, and development goals. Second, a hexagonal retail client service system was built to enhance elderly care finance service capabilities. Third, by the end of 2024, the full-scale financing balance for the pension industry reached RMB 104.7 billion, an increase of RMB 10 billion from the beginning of the year, growing by 10.56%, exceeding the group’s average asset growth rate.
16.Regarding Issues in Digital Finance Transformation
First, continuous improvements were made to the technology governance framework, with the Digital Transformation Committee overseeing integrated management. Architecture functions were consolidated under the Technology Management Department, operational functions centralized in the Technology Operations Center, and quality management migrated to CIB FinTech. The innovation resources was centrally managed by the Financial Research Academy. Second, data empowerment capabilities were enhanced, with the launch of Phase I of the Data Analytics Platform, EDIP quasi-real-time data file integration, and the Data Application Store. Third, the 2024 IT budget saw steady growth compared to 2023, with over 300 new tech professionals hired and 1,600 additional staff converted. Fourth, the Platform Operations Center was merged into the Digital Operations Department. By the end of 2024, mobile banking monthly active users reached 26.6403 million, a year-on-year increase of 18.26%.
(IV) Regarding Insufficient Precision in Preventing and Resolving Financial Risks
17.Regarding Issues in Non-performing Assets
The working mechanism of agile teams have been improved to enhance their coordination and response capabilities. In 2024, the bank’s asset quality indicators remained stable, with a non-performing loan (NPL) ratio of 1.07%, ranking among the better levels of peer banks, though still suggesting significant management pressure. First, multiple measures were taken to diversify recovery methods, resulting in notable progress in non-performing asset disposals in 2024. Second, centralized monitoring and early warning were implemented. In 2024, big data algorithms were used to monitor 80,698 corporate clients, identifying 1,810 actual risk cases, with 1,253 accurately flagged, which represents a hit rate of 69.23%. Third, newly incurred credit card NPLs in 2024 decreased significantly compared to the previous year. Fourth, management of mortgage loan partners was strengthened to mitigate risks of second-hand housing fraud. A centralized telephone collection team was established at the head office, achieving significant results in cash recoveries and NPL rollbacks in 2024. Fifth, components such as due diligence in the risk management system have been launched, incorporating credible data sources to improve verification efficiency and enhance the digitalization and intelligence of the credit approval process. Sixth, an agile team for written-off yet recoverable loans was formed, recovering RMB 14.471 billion in 2024, a year-on-year increase of 1.75%.
18.Regarding Issues in Real Estate Loans
Efforts to resolve risks in real estate business continued to intensify. By the end of 2024, the disposal amount of non-standard NPLs in real estate, financing balances, and special-mention non-standard balances all decreased compared to the beginning of the year. First, the three-category risk resolution strategy was consistently advanced, with regular risk assessments conducted. Second, the real estate agile team mechanism was refined, with a focus on resolving large-scale real estate risk projects. Third, policies such as the “16 Financial Measures” and the urban real estate financing coordination mechanism were fully utilized to facilitate risk resolution. The bank ranked among the top joint-stock banks in approving and implementing projects on the white list under the urban real estate financing coordination mechanism.
19.Regarding Issues in Local Government Debt
By the end of 2024, the bank’s balance of implicit local government debt continued to decline, with NPLs effectively controlled. First, a leading group for financial support in resolving local debt risks was established, clarifying debt resolution targets and requirements while strengthening organizational and coordination efforts. Second, a government financing agile team was formed, designating branches with higher risks as key targets and identifying priority projects for intensive debt resolution efforts. Third, credit ratings were conducted for 31 provincial-level governments and 333 prefecture-level governments, continuously improving risk management in local government financing. Fourth, an implicit debt inquiry function was launched, enabling linked queries with the Ministry of Finance’s monitoring platform to track client and business-related implicit debt, thereby enhancing risk monitoring.
20.Regarding Issues in Credit Cards
In 2024, newly incurred credit card NPLs decreased significantly compared to the previous year, with the NPL ratio for overdue payments exceeding 90 days at 3.59%, down 0.3 percentage points from the beginning of the year, demonstrating effective containment of the NPL uptrend. First, control strategies were optimized, refining risk stratification and labeling to improve client risk differentiation and continuously reduce credit exposure for high-risk clients. Second, core risk control models were iteratively upgraded. Model A further enhanced risk differentiation; Model B improved differentiation capabilities for out-of-limit installment businesses; and Model C’s collaborative scoring model was launched. Third, a full-process risk indicator monitoring system was completed, establishing a three-tier early warning mechanism and adding a risk supervision office to strengthen end-to-end risk control. Fourth, the recovery rollback rate further improved year-on-year by the end of 2024. As a result of coordinated efforts between headquarters and branches enhancing recovery efficiency, NPL recoveries increased by 15.67% year-on-year. Fifth, credit card issuance and approval strategies were continuously optimized, adjusting client group structures to improve the quality of new cardholders. By the end of 2024, early-stage risk indicators for new card issuance showed significant declines, with risks well under control.
(V) Regarding “Obstacles and Bottlenecks Remained in Deepening Financial Reforms”
21.Regarding Comprehensive Evaluation Methodology
The 2025 comprehensive evaluation system emphasizes the principles of efficiency, effectiveness, and development quality. First, it adheres to the purpose of financial services supporting the real economy, deepens the connotation of the “Five Major Topics,” and integrates the requirements of financial supply-side structural reform into the evaluation system. Second, it maintains a customer-centric approach, focusing on settlement for corporate clients to ensure high-quality customer acquisition, while implementing tiered and categorized assessments for retail clients and improving the upward referral mechanism for retail customers. Third, it strengthens the orientation of providing integrated financial services combining “direct financing + indirect financing,” guiding institutions to explore customer-centric financial service needs and promoting coordinated development of direct and indirect financing. Fourth, it upholds the transformation direction of “light capital, light assets,” encouraging institutions to pay greater attention to development quality. It also emphasizes risk and compliance to safeguard the bottom line of financial risk management.
22.Regarding Efforts of Branches in Devising Solutions and Policies from Supply-Side and Structural Reform Perspectives
The head office has incorporated supply-side reform requirements into the 2025 evaluation system, strictly implementing a tiered management mechanism and an approval system for branch evaluation methods to ensure alignment between the head office and branches. First, it reinforces the orientation of providing integrated financial services combining “direct financing + indirect financing,” guiding institutions to explore customer-centric financial service needs and promoting coordinated development of direct and indirect financing. It deepens the connotation of the “Five Major Topics” and enhances the quality and efficiency of serving the real economy through evaluation guidance. Second, it strictly enforces the approval system for branch evaluation methods, strengthens the management of performance evaluation policies for branches, and intensifies supervision. All branch evaluation methods are issued only after approval by the head office to ensure alignment between the head office and branches.
23.Regarding Risk Monitoring, Early Warning, and Intervention Mechanisms
Accountability is strengthened, and the construction of a risk early warning and monitoring system is accelerated to comprehensively enhance risk monitoring and early warning capabilities across compliance management, due diligence components, and fund flow monitoring. First, inspection reference manuals for key areas were issued, and professional warning clues from departments such as wealth management were incorporated into the enterprise-level employee misconduct platform. Second, over 50 business strategy or management recommendation reports were issued throughout the year, along with 33 new shared industry analyses and 25 industry research reports, providing timely guidance on business development directions or potential risks. Third, the due diligence component of the risk early warning and monitoring system was launched, incorporating external credible data sources to improve the quality and efficiency of authenticity verification and enhance due diligence standards. Fourth, centralized monitoring of fund flow violations was conducted, identifying and rectifying 411 suspected violations in 2024. Fifth, collateral monitoring and early warning management were strengthened, with batch revaluation functionality for residential collateral developed to enhance alerts for collateral value fluctuations exceeding thresholds and declines in collateral loan-to-value ratios.
(VI) Regarding Insufficient Implementation of the Important Requirement of “Strict Governance of the Bank”
24.Regarding Issues in Sense of Primary Responsibility
The responsibility list for comprehensively and strictly governing the Party was refined, with requirements for heart-to-heart talks and norms for reporting on duties and integrity clarified. Party-building assessment results were incorporated as a prerequisite for evaluating and commending Party-member cadres, thereby improving the responsibility system for comprehensively and strictly governing the Party. First, a special Party committee meeting was convened to hear reports on the implementation of the responsibility for comprehensively and strictly governing the Party, and study the special inspection plan for implementing this responsibility in 2024. Second, the special inspection plan for implementing this responsibility in 2024 was issued, with on-site inspections conducted on the Party committees of 12 subordinate institutions. The implementation of this responsibility was included in Party-building assessments. Third, the third round of inspection work was completed and findings were reported to the Party committee of the head office. Common issues were summarized and inspection recommendation letters were sent to 16 head office departments to promote thorough rectification. Fourth, a notice was issued to further standardize Party committee members’ participation in dual organizational life, with requirements for heart-to-heart talks clarified. A total of 542 heart-to-heart talks were conducted throughout the year. Fifth, requirements were issued for drafting reports on duties, responsibilities, and integrity, with the “six musts” for reporting specified to ensure implementation of Party governance principles. Sixth head office Party committee members adhered to dual responsibilities, holding over 30 meetings to study inspection and rectification work. Notices were issued requiring participation of head office Party committee members in Party branch activities as ordinary members.
25.Regarding Issues in Strict Governance of the Bank
Disciplinary measures were accurately determined and accountability precision was effectively enhanced through professional training, special supervision, and research. First, two comprehensive training sessions on discipline inspection were organized, with requirements from the “Regulations on Disciplinary Actions of the Communist Party of China” disseminated. Second, special supervision was conducted on the review of internal and Party/administrative disciplinary actions to improve accountability precision. Third, research was conducted on coordination between administrative and Party disciplinary actions and accountability mechanisms. Findings were used to refine the accountability system and enhance grassroots case-handling capabilities. Fourth, the 2024 Party-building assessment plan was issued, with the discipline inspection assessment plan improved and case-handling quality indicators established. Fifth, branch accountability management was reviewed, with supplemental measures implemented where deficiencies were identified.
26.Regarding Issues in Organization of Centralized Warning Education
Party discipline education was carried out, with warning education methods enriched and the scope and classification of disciplinary violation notifications reasonably determined to enhance pertinence and effectiveness. First, four centralized warning education sessions were conducted through discipline inspection meetings and the “Aofeng Lecture Hall” to strengthen awareness of rules and laws. Second, a clean financial culture promotion month was organized to advance the “Five Integrity Projects” and enhance Party-member cadres’ self-discipline awareness. Third, internal warning education videos were produced, and a “4+2” series of micro-Party lectures on integrity was conducted to continuously improve conduct and discipline. Fourth, a circular was issued to clarify management requirements for determining confidentiality levels and readership of disciplinary decisions at branches, improving the targeted nature of warning education. Fifth, a handbook on criminal case warnings for bank employees was distributed and studied bank-wide.
27.Regarding Issues in Case Clue Handling
Re-inspections of cases identified during inspections were completed, and case handling capabilities were improved through case review and professional training. First, through branch reviews and supervision by the resident discipline inspection team, no evidence was found that Xi XX engaged in irregular loan issuance or interest collection. Second, a comprehensive case clue review was conducted through self-inspections and targeted sampling, identifying 11 issues involving 7 institutions, with 8 case review materials supplemented. Third, two discipline inspection training sessions were held to enhance professionals’ capabilities.
28.Regarding Issues in Special Supervision
First, a “review” special supervision was conducted to strengthen case filing reviews and improve supervision effectiveness. Second, a circular was issued announcing case quality evaluation results, clarifying case handling procedures to improve case investigation quality. Third, routine evaluations were conducted on filed cases submitted by subordinate discipline inspection agencies, with issues promptly identified and rectification urged.
29.Regarding Issues in Credit Violations
First, accountability for all 17 misconduct cases identified during inspections had been completed earlier. Second, management of review and approval personnel was strengthened, with professional approver management measures issued to prohibit improper interference in credit approvals and strengthen performance evaluations. Third, prevention and control guidelines were introduced for critical integrity risk points including procurement, strengthening targeted safeguards against misconduct. Fourth, pre-appointment integrity talks were held with 28 heads of subordinate institutions. Fifth, audits of 10 institutions including China Industrial International Trust were completed, examining credit risk management and key approval processes.
30.Regarding Issues in Integrity Discipline
Through inspections, disciplinary violations were strictly investigated to eliminate corruption risks. First, accountability for inspection-identified issues was completed, signaling strict Party and bank governance. Second, a special campaign was conducted, with five Party and administrative disciplinary actions and one administrative penalty imposed, leaving these cases as warnings for all staff. Third, a notice on further strengthening discipline in credit operations was issued, enhancing compliance management, strictly enforcing recusal mechanisms, and targeting the eradication of corruption vulnerabilities Fourth, detailed reward regulations were established for employees who report and resist major violations in infrastructure and procurement management, with incentives provided for exposing significant misconduct cases. Fifth, a special campaign targeting employee misconduct was launched, with enhanced monitoring of anomalous activities and strict enforcement against policy violations.
31.Regarding Issues in Project Management
Targeted rectifications were implemented for each inspection-identified issue, with institutional frameworks refined and procurement standards strictly enforced to elevate project management standards. First, the inspection of the floor renovation project was completed, the bulk commodity procurement management measures were revised, and the requirements for single-source procurement were standardized. Second, internal regulations were revised to specify that the general contracting model should be adopted in principle for consolidating the awarding of decoration projects, thereby strengthening compliance management in engineering projects. Third, the rectification work for the final settlement of the 14 decoration projects identified during the inspection has been fully completed. Fourth, the verification of the projects with issues identified during the inspection has been completed, with a total of 11 individuals held accountable. Fifth, the regulations on the purchase and construction of business office premises were revised to strictly control property acquisitions and standardize the construction process of self-built projects. Sixth, three key construction projects were selected for full-process tracking audits, and through information sharing and complementary strengths, a joint supervision mechanism was established.
32.Regarding Issues in Procurement Project Management
First, immediate corrective actions were taken for problems identified during the inspection, and a re-examination of problematic projects was conducted, with strict accountability for any issues uncovered. Second, four regulations including the “Bulk Commodity Procurement Management Measures” were revised, eliminating continuous procurement and clarifying applicable scenarios for various procurement methods to enhance the bank’s overall procurement management. Third, open sourcing for procurement was promoted by issuing supplementary provisions on “Supplier Solicitation and Recommendation.” Except for sporadic purchases, confidential, or sensitive projects, all others must openly solicit suppliers. Fourth, procurement management and integrity training sessions were organized, covering topics such as bidding standards for procurement projects and disciplinary compliance. Fifth, violations such as improper interference in infrastructure project bidding activities were listed as key integrity risk concerns, with strengthened monitoring, early warning, and resolution measures.
33.Regarding Issues in Office Space Utilization
First, inspections were conducted at 69 institutions, and corrective actions were urged for problems such as related-party transactions in venue leasing identified during the checks. Second, the office space allocation management measures were revised, with resource quotas for office spaces assigned to each institution by 2025, urging branches to optimize idle or non-compliant properties. Third, notices were issued requiring problematic institutions to formulate rectification plans, with continuous follow-up to ensure accountability.
34.Regarding Issues in Expense Management
First, nine individuals were held accountable for lax expense management issues identified during the inspection. Second, expense inspections were expanded to other areas, and institutions were required to conduct regular financial reviews to improve management standards. Third, guidelines on strengthening expense management were issued to enforce stricter controls.
Fourth, a “Financial Compliance Awareness Month” campaign was launched, featuring training sessions on financial compliance management to promote fiscal discipline and expense management policies. Fifth, financial accounting functions were centralized to strengthen financial review controls, with standardized reimbursement approval norms and procedures implemented.
35.Regarding Issues Related to “Four Forms of Decadence”
First, investigations and accountability actions for problems identified during the inspection have been completed. Second, continuous efforts were made to address the “Four Forms of Decadence,” with strict penalties for violations of the Eight-Point Decision. Third, circulars on typical violation cases were issued to educate Party-member cadres, reinforcing discipline awareness through case studies. Fourth, vehicle use and driver management regulations were issued, along with training sessions to clarify requirements for official vehicle use.
(VII) Regarding Insufficient Implementation of the Party’s Organizational Line in the New Era
36.Regarding Issues in Implementing the “Three Major and One Important” Decision-Making System
First, the implementation rules for the “Three Major and One Important” decision-making system were revised to include all budget approval matters involving single amounts exceeding RMB 100 million (inclusive) within the scope of Party Committee deliberation. Second, the expense management measures were revised, stipulating that expense budgets for single items exceeding RMB 100 million (inclusive) must be submitted to the Party Committee for study and decision. Third, the Administrative and Logistics Department strengthened procurement review controls by verifying whether project approvals and budgets have undergone authorized approval procedures, with finalized submissions presented to the Party Committee for deliberation.
37.Regarding Issues in Democratic Life Meetings
A special democratic life meeting plan for inspection rectification was formulated, collecting 14 opinions and suggestions through various channels and providing feedback to Party Committee members. The special democratic life meeting for inspection rectification was convened, during which the Party Committee of the Head Office focused on prominent contradictions and issues such as high-quality development identified during the inspection as key points for self-examination, conducting criticism and self-criticism.
38.Regarding Issues in Party Branch Organizational Life Meetings
First, a notice was issued to further standardize the participation of Party Committee members in dual organizational life, urging Party Committee members at all levels to participate in their respective Party branch activities as ordinary members. Second, the implementation of dual organizational life by Party Committee members was incorporated into grassroots Party building evaluations and the assessment of Party organization secretaries’ performance in grassroots Party building work.
39.Regarding Issues in Talent Reserve
First, certification examinations have been conducted for the Ten Thousand Talents Program targeting technology and green finance professionals, the Talent Doubling Plan for investment banking specialists, and the International Talent Development Program. The Ten Thousand Talents Program for wealth management has been successfully completed, while the Thousand Talents Program for modeling professionals has implemented intensive training and on-the-job mentoring. Second, the Employee Recruitment Management Measures were revised to encourage the recruitment of digital, industrial, and international talents, thereby expanding talent acquisition channels. Third, the Outline for Cadre and Employee Education and Training Planning was issued to promote talent exchange. In 2024, 118 cadres and employees participated in exchange programs, with competitions serving as training platforms to identify and nurture outstanding talents. Fourth, by the end of 2024, the professional qualification certification and appointment systems for risk management, technology, and capital operations were established. The number of senior-level and above appointees increased from 98 to 161 (a 64% growth), raising their proportion to 3.3%.
40.Regarding Issues in Cadre Appointment Qualifications
First, the Party Committee convened a special theoretical study session for its organizational and personnel team, taking the lead in studying relevant requirements to strictly enforce appointment standards. Second, two leading cadres whose Party membership duration had not met the 3-year requirement within the rectification period were removed from their Party positions. Third, the Party Committee’s Organization Department held a special organizational life meeting to conduct in-depth reviews and self-criticism regarding inspection-identified issues. Fourth, self-inspections on Party membership duration were conducted across all Party committees in the group, with strict rectifications for identified problems. Fifth, the “Cadre Selection and Appointment Management Regulations” were revised to standardize qualification requirements, specifying that Party committee members at all levels must have at least 3 years of Party membership. Sixth special training sessions were organized to communicate the newly revised appointment regulations and clarify eligibility criteria for Party committee members.
41.Regarding Issues in Daily Cadre Management
First, one cadre who unlawfully obtained permanent Hong Kong residency was penalized with removal from Party position and administrative dismissal. Second, all eight individuals identified during inspection as improperly holding restricted positions were rectified through role adjustments or division of responsibilities. Third, a group-wide review of “naked officials” (family members residing abroad) revealed similar issues at four institutions, two resolved and two under rectification. Fourth, special training sessions reinforced policy awareness, strengthening Party-member cadres’ discipline and compliance consciousness. Fifth, the Expatriate Personnel Management Measures were introduced to enhance the expatriate management system and prevent unauthorized acquisition of foreign residency rights.
42.Regarding Issues in Regularization of Contract Workers
First, a comprehensive review of contract worker regularization was conducted to strictly standardize the process, with enhanced assessment and dynamic management of regularized staff to improve procedural compliance. Second, the Contract Worker Regularization Management Measures were formulated to strictly regulate the process, with subsidiaries required to implement accordingly, supplemented by specialized training and policy dissemination. Third, contract worker regularization was integrated into the monitoring platform, which automatically alerts non-compliant cases to ensure strict policy enforcement.
43.Regarding Issues in Articles of Association Amendments
The in-depth study and implementation of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era were incorporated into the bank’s Articles of Association, approved by the Party Committee, with subsequent regulatory approvals being pursued for formal enactment.
44.Regarding Issues in Annual Assessment of Party Organization Secretaries
First, the Implementation Rules for Annual Performance Evaluation of Senior Executives were revised to include grassroots Party building performance as a key assessment metric, stipulating that secretaries failing to achieve “Good” ratings in Party building evaluations are ineligible for “Grade A” annual assessments. Second, the Party Building Work Evaluation Measures were issued, making Party building assessment results a prerequisite for commendations and awards.
45.Regarding Issues in Party Organization Structure
First, standardized criteria for Party branch establishment were defined through the Notice on Further Promoting Standardized Party Branch Development, leading to the dissolution of 23 cross-regional joint Party branches for non-compliance. Second, all secondary branches now have full-time Party affairs staff, with four training sessions conducted at the Provincial Party School to enhance professional competencies.
III. Handling of Case Clues and Petition Letters
(I) Handling of Case Clues and Petition Letters Transferred During Inspection
The provincial Party inspection team transferred petition letters to the discipline inspection and supervision team stationed at CIB, resulting in disciplinary actions against 27 cadres and employees. Among them, 18 cases were handled under the first type of disciplinary action, 6 cases under the second type, and 3 cases under the third type. In addition, there is still one petition letter under investigation. If any issues are identified, they will be addressed in accordance with regulations, discipline, and the law. The petition letters transferred by the provincial Party inspection team to the CIB Party Committee Office were related to business complaints, and have all been resolved.
(II) Cadre Dispositions Based on Inspection Findings
As of February 6, 2025, the CIB Party committee has dealt with 178 cadres in accordance with regulations, discipline and laws based on the inspection feedback. Among them, 20 received Party disciplinary and administrative sanctions, while 158 received other forms of disciplinary action.
IV.Work Measures for Next Stage
(I) Continue to strengthen problem rectification and strengthen rectification responsibilities. First, continue to enhance technological empowerment and advance the construction of data centers in Fuzhou and Gui’an as planned. Second, strengthen financial risk prevention and control by establishing and improving the agile team working mechanism, enhancing the coordination and response capabilities of agile teams, and driving breakthroughs in key branches and key projects. Third, complete the handling of the remaining petition letters as soon as possible.
(II) Continue to strengthen learning and maintain vigilance in thought. CIB Party Committee will continue to adhere to the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, persistently study General Secretary Xi Jinping’s important expositions and directives on inspection rectification as well as economic and financial work, uphold inspection rectification as a major political task, and focus on serving the real economy, preventing financial risks, and deepening financial reform to ensure the implementation of rectification measures.
(III) Continue to promote regular rectification and consolidate the outcomes of rectification. Integrate inspection rectification with studying, propagating and implementing the spirit of the Third Plenary Session of the 20th CPC Central Committee and General Secretary Xi Jinping’s important speech during his inspection in Fujian, combine it with consolidating and deepening the achievements of Party discipline education, continuously advance the normalization of inspection rectification, ensure effective application of rectification results, and amplify the effectiveness of rectification.
(IV) Continue to deepen reform and promote high-quality development. Take inspection rectification as an opportunity to further advance comprehensive reforms by optimizing organizational structures and implementing innovative changes in policies, systems, processes, and products, thereby facilitating the implementation of major national and provincial Party committee decisions, driving our own high-quality transformation and development, building a value-creating bank, and contributing CIB’s strength to advancing the great rejuvenation of the Chinese nation.
We sincerely welcome oversight from all cadres and the public regarding the progress of our inspection rectification work. Should you have any comments or suggestions, please feel free to contact us promptly. Tel: 0591-87839338; Mailing Address: CIB Party Committee Office, Industrial Bank Building, No. 398 Jiangbin Middle Avenue, Taijiang District, Fuzhou City, Fujian Province (Postal Code: 350014); Email: xyyhbgs@cib.com.cn
China’s Industrial Bank Committee of the Communist Party of China
June 23, 2025