First, various deposits have increased significantly and the financial strength has been continuously enhanced. *** Increased deposits by 500 million yuan, accounting for 4.29% of the total deposits of the Agricultural Bank of China in 21 years of recovery, and the balance reached 1.165 billion yuan. Not only did it repay 230 million yuan of loans within and outside the system, but its deposits with higher-level banks also reached more than 50 million yuan, and the liability structure was optimized.

Second, credit management has become more standardized and loan structures have been continuously optimized. *** Increased loans by more than 110 million yuan, issued a total of more than 400 million yuan in loans, and issued a total of more than 300 million bank acceptance bills, all of which were invested in enterprises with high credit ratings and used for small pledge loans. At the same time, non-performing loans have dropped significantly. After deducting the removal factors, the total number of non-performing loans was 136 million yuan, and the quality of loans has been greatly improved.

Third, new businesses develop rapidly and service areas continue to expand. After four years of hard work, the international business has grown from small to large, accounting for half of Donggang City. By the end of XX, the foreign currency deposit balance reached 3.95 million US dollars, and the international settlement amount reached more than 12.1 million US dollars. Intermediary businesses such as collection, payment and agency services have also grown from scratch and are constantly developing. Through rectification, the credit card business has embarked on a stable and standardized road, with the number of cards issued reaching 3,771 and the deposit balance reaching 9.73 million yuan.

Fourth, the operating situation continues to improve, and economic benefits increase year by year. Especially in the past two years, the extent of loss reduction has continued to increase, and the effect of increasing revenue and reducing expenditure has been remarkable. In 1999, it achieved interest income of 30.79 million yuan and reduced losses by 10.23 million yuan, which was awarded by the provincial bank. In XX, after divesting more than 200 million yuan of credit assets, it achieved interest income of 20.5 million yuan, a loss of 21.59 million yuan less than the previous year.

Fifth, the construction of spiritual civilization has made great progress. The Party Committee of the bank was awarded the "Advanced Party Committee" by the Municipal Party Committee, and the Municipal Branch was awarded the title of Advanced Unit for Correcting Work Style, Model Unit for Safety and Civilization, and Model Unit for Hygiene by Donggang City and Dandong City Government many times. The Central Savings Office of the Sales Department has been awarded the titles of "Top Ten Savings Banks in the Country" and "National Youth Civilized Number" by the head office. The Sales Department has been awarded the title of "Advanced Window Service Unit" by the Provincial Bank of China, and won the title of "March 8th Community Service Post" by the Provincial Women's Federation; Gushan The savings bank was awarded the Youth Civilization Award by the provincial bank, and the Gushan office was rated as the winning unit of the window civilized and high-quality service competition by the municipal branch; and so on.

Looking back on the experience of fighting and struggling with everyone over the past few years, we have gone through an extremely difficult journey. Below, I will summarize my work over the past few years from three aspects.

1. Clarify work ideas and establish business strategies

Do a good job in publicity and mobilization, and unify the thinking of the whole bank

In early 1997, due to the establishment of the Agricultural Development Bank, The impact of the decoupling of credit unions has destabilized the entire bank and made employees depressed. I organized a group of people from the party committee to conduct a careful review of past work. While fully affirming the experience and achievements, I also identified problems such as loose internal management and the absence of a common goal. On the basis of gathering opinions from all aspects, the overall guidelines for various tasks were put forward, namely, "strengthen management, strictly govern, lay a solid foundation, and create."

In order to unify the thinking of the whole bank, in the past few years, we have issued to the whole bank at the employee congresses "strengthen management, strictly govern the business, lay a solid foundation, create new ideas, and comprehensively create new work in all aspects." situation"; at the deposit work conference, the battle slogan of "aiming at the advanced, tapping potential, regrouping, working hard, and seizing the commanding heights of deposits with a new mental outlook and attitude" was issued to the entire bank; at the all-party member meeting, the He gave a loud call for "Communist Party members to stand up, stand at the forefront of the construction of two civilizations, and stand in the front row of employees." At the mobilization meeting for professional ethics education attended by all employees, strict requirements were issued to "love your job, be dedicated to your job, abide by disciplines and laws, and be a qualified ABC employee." Through mobilization at all levels, the cadres and employees of the whole bank saw hope, enhanced their sense of urgency and crisis, and fully realized that only by hard work can they survive.

Leaders must be upright, employees must be ambitious, the team must have morale, and ABC must be famous. The understanding must be firmly rooted in the hearts of every employee; ABC must fight with its back against the wall, its people must be tough, the team of ABC must be strong, and ABC must be strong. The determination to highlight this brand is translated into the practical actions of every employee.

2. Clarify the main goals and implement strategies

Highlight work priorities and promote business development

(1) Use savings deposits as a breakthrough and strive to improve the liability structure

At the beginning of 1997, there were two difficulties restricting our bank’s business operations. First, insufficient funds, severe position situation, and imbalanced deposit-to-loan ratio. At that time, the system's internal and external borrowings were more than 230 million yuan, and the loan-to-deposit ratio was as high as 100. Second, the quality of credit assets is low and the interest rate is not high. At the beginning of the year, I organized members of the leadership team to conduct a careful analysis of the situation at that time, and finally reached a consensus, determined the business idea of ??"using savings deposits as a breakthrough to drive the development of various business operations", and proposed an implementation strategy. The loud slogan, combined with the actual situation at that time, gave the connotation of three simple contents, namely: building image, increasing functions and improving efficiency.

Based on the above ideas, we started by strengthening the software and hardware construction of savings offices, and successively renovated five savings offices including the central savings office of the sales department, which greatly improved the business environment and conditions. At the same time, high-quality and civilized services have been strengthened. We have formulated rules for civilized and high-quality service at business windows, and strictly regulated everything from environmental facilities, appearance and behavior, language cultivation to quality and efficiency. Taking the Central Savings Office of the Sales Department as a breakthrough point, we have carried out all-round innovation and transformation from service hours to service facilities, from service environment to service methods.

Subsequently, various places launched innovative initiatives one after another, making bold innovations in terms of service concepts, environment, facilities, functions, means, time, etc. The "China Urban and Rural Finance" newspaper once reported our bank's work in a long headline on the second page, calling Donggang Agricultural Bank of China "a golden brand in the hearts of depositors." The Financial Times also reported on this story.

Through the implementation of the strategy, our bank's savings deposit work quickly opened up and continued to maintain a high growth rate. In the past four years, *** has increased deposits by more than 500 million yuan, paid off 230 million yuan of loans within and outside the system, and controlled the loan-to-deposit ratio at a relatively ideal level. During this period, we also created many firsts in the financial system of Donggang, Dandong City and even the Agricultural Bank of China in Liaoning Province. For example, it was the first to launch 24-hour service and bulletproof vehicle door-to-door service in the financial system of Dandong City, and the central savings office was the first county-level bank in the province's Agricultural Bank of China system to enter the ranks of a billion-yuan savings office, etc.

(2) Focus on credit management, strengthen infrastructure construction, and strictly standardize management

First of all, strictly follow rules and regulations and act in strict accordance with regulatory requirements. Over the past few years, we have strictly implemented the loan approval process and strictly controlled every step. *** was pushed back to the credit management department more than 60 times to re-perform procedures or fill out approval materials, and was pushed back to the credit management department more than 20 times by the vice president and president.