Xin Lang Cai Jing·2025-11-20 09:30Core Viewpoint - The China Postal Savings Bank Tianjin Branch has undergone significant transformation and achieved high-quality development over the past five years, navigating complex economic challenges and enhancing its strategic framework [1][2][3]. Strategic Evolution - The bank initiated a self-revolution in response to unprecedented challenges during the "14th Five-Year Plan" period, focusing on "customer management" and "capability enhancement" as key strategies for high-quality development [2][3]. - In 2024, the bank introduced the "Exceeding Plan," aiming for continuous improvement and fostering a proactive work atmosphere among employees [2]. Performance Breakthrough - The bank has transitioned from being a "follower" to a "competitor" in the market, achieving steady revenue growth and maintaining high profit generation despite economic downturns [4]. - The business structure has been optimized, with significant growth in corporate finance, retail finance, and inclusive finance, particularly in small business loans [4]. Risk Management - The bank has strengthened its risk compliance system, enhancing its ability to manage risks during economic downturns through comprehensive lifecycle management of loans and proactive asset recovery efforts [5][6]. Social Responsibility - The bank has actively supported regional economic development, financing nearly 270 billion yuan for various projects, including 50% of the city's subway lines and 60% of urban renewal projects [7]. - It has established strategic partnerships with local governments and enterprises, enhancing its brand influence and social responsibility recognition [4][7]. Financial Innovations - The bank has developed a comprehensive financial service ecosystem, including the "U Benefit Creation" brand for technology finance and a robust inclusive finance system, achieving significant growth in small micro-loans [8][9]. - Green finance initiatives have seen exponential growth, with green credit balances exceeding 18 billion yuan, reflecting the bank's commitment to sustainable development [8]. Internal Reforms - The "Customer Management" project has led to a substantial increase in client numbers and a transformation in operational models, enhancing the bank's service capabilities [11]. - The "Capability Enhancement" project has resulted in significant improvements in branch transformation, technology empowerment, and talent development, ensuring long-term growth [12]. Party Leadership - The bank has integrated party leadership into its operational framework, ensuring that business and party work are planned and executed in tandem, which has strengthened its organizational structure and operational effectiveness [13][14].