Currently, the domestic and international economic environment has undergone profound changes, and agricultural and commercial banks should actively respond to the national strategy of revitalization of the countryside, adhere to the five strategies of "return to the origin, innovation and development, optimization of services, risk prevention and control, and compliance management", and continuously improve their ability and level of service to the "three rural" economy, as a promoter of economic transformation and upgrading. "The three rural" economic capacity and level, to do economic transformation and upgrading of the promoter, to promote their own sound development.
Second, adhere to the innovation development strategy, to create a "new type of farmers bank". The first is to carry out product and service innovation. The first step is to strengthen the market research, taking into account the regional characteristics and customer differences, launching products with rural characteristics and farmers' needs, and at the same time, horizontally developing the related business of deposits, credits and remittances to provide personalized product packages for the rural customers, to meet the financial needs of customers at different stages, and to enhance the service capability. Second, accelerate technological innovation. Drawing on the advantages of Internet financial interconnection and interoperability, it has created a comprehensive financial service platform and an online financial supermarket, combining financial business with different areas of life such as social security, consumption, tourism and e-commerce, and participating in the government's layout of emerging businesses such as rural revitalization, wealth and asset management, health management and life management. It also establishes a large database of farmers' financial transactions and consumption needs, strengthens the analysis and screening of data on customer demand, comprehensive contribution, and risk status, and provides data support for customer maintenance, business marketing, and operational management.
Third, adhere to the service optimization strategy to create a "warm bank". The first is to optimize the service process. Adhering to the development concept of "customer-centric and market-oriented", we have reformed the nodes and links of the business flow, realized the professional operation of business modules, reengineered the business and management processes, strengthened the intensive processing of the back-office business system, enhanced the response speed of the business, and strived to provide customers with high-quality, convenient and "one-stop" services. We strive to provide customers with high-quality, convenient "one-stop" services. The second is to build intelligent and specialized outlets. Flexibly set up outlet types according to the activity pattern of rural customers, optimize the hall design, improve the functional partitioning of outlets, open up online and offline channels with the help of Internet platforms, build financial service platforms for rural e-commerce customers, build a collaborative operation mode of channels, make bigger and stronger professional featured outlets, and achieve a high degree of integration of financial service scenarios and ecology, and further enhance the effectiveness of rural outlets and the ability to create value.
Fourth, adhere to the strategy of risk prevention and control, to create a "sustainable development bank". The first is to resolve the stock of non-performing loans. In accordance with the principle of "total control, classification and management, one policy for each household, and gradual dissolution", we make full use of the market mechanism, carry out asset disposal in an orderly manner, and actively revitalize the non-performing assets. Strengthen the monitoring and analysis of key regions, key customers and large loans, timely grasp of the guarantee capacity and collateral price fluctuations, accurate screening and measurement of customer risk categories and sizes, and efforts to prevent and control loan risks. Second, strictly prevent new non-performing loans. The company has strengthened its pre-credit investigation, credit review and post-credit management, and through the implementation of "prudent management of credit" measures, it has strictly fulfilled its credit management responsibilities, standardized its credit behavior, and promoted the healthy development of its credit business.
Fifth, adhere to the compliance management strategy to create a "compliant bank". The first is to take the "rules" as a guideline. The company's business is to strictly implement the laws and regulations formulated by the state and industry regulators, and to realize the policy of financial inclusion, on the basis of which the company has established and improved its own risk management system. Make full use of big data technology to establish an effective risk early warning system, strengthen the prevention of key business risks, strengthen risk investigation, realize the forward movement of the risk gate, and timely detection and disposal of hidden risks. Secondly, we should take "cooperation" as a guarantee. The formation of compliance culture and the staff's cultural level, professional ethics, cultivation and behavior has a direct link, to overcome the concept of passive compliance from the ideology, to cultivate staff compliance initiative, conscientiousness, the most important thing is to use advanced culture and ideas to cultivate the staff's outlook on life, values, the construction of the corporate culture and the shaping of business management mechanisms organically combined, through humanized compliance management, effective The most important thing is to combine the construction of corporate culture with the shaping of business management mechanisms, and to establish an effective compliance workflow through humanized compliance management and effective incentive mechanisms.