Core Insights - The article discusses the implementation of a new "village regulations and agreements" in Gu Gao Town, aimed at enhancing rural revitalization through the establishment of a points-based reward system for villagers [1][2] - The focus is on improving the capabilities of rural revitalization instructors, promoting effective village governance, and ensuring long-term management through structured systems and performance evaluations [2] Group 1: Capability Enhancement - The initiative emphasizes the training of rural revitalization instructors through "weekend classes" and expert-led sessions to address pressing issues like village income and conflict resolution [1] - A "immersive" field study approach is adopted, allowing instructors to learn from advanced regions and apply successful experiences to their local contexts [1] - A regular communication mechanism is established, with monthly meetings to track progress on livelihood projects and foster a culture of mutual learning and competition among instructors [1] Group 2: Role Implementation - The article highlights the importance of deepening rural governance and promoting civilized rural customs by revising village regulations to include specific clauses on sanitation, public order, and social customs [2] - A points management system is introduced to encourage self-management and service among villagers, effectively guiding community behavior [2] - The strategy includes planning for industrial development by assessing local resources and setting comprehensive income targets tailored to village conditions [2] Group 3: Long-term Management - A robust management framework is established, detailing responsibilities and creating a closed-loop management system with annual plans, monthly meetings, quarterly exchanges, and year-end evaluations [2] - The allocation of instructors is dynamically optimized based on village needs and individual performance, ensuring that the right skills are matched to the right roles [2] - Performance in village work is linked to annual evaluations and promotions, fostering a competitive environment that encourages instructors to excel in their roles [2]

Core 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].