On September 8th, Zhejiang Shaoxing Ruifeng Rural Commercial Bank Co.,Ltd. announced that it recently held the finals of its 2025 Interest Margin Management Case Competition. Sixteen qualifying units took the stage to showcase excellent cases and experiences in interest margin management from branches, village banks, and business lines. Wu Zhihui, Party Secretary and Chairman of Zhejiang Shaoxing Ruifeng Rural Commercial Bank, attended the meeting and delivered a speech, while Chen Gangliang, Deputy Party Secretary and President, presided over the meeting. Bank leadership, branch and department heads, as well as branch business supervisors, accounting supervisors, and operations supervisors participated in the event.
During the finals, Wu Zhihui fully recognized the performance of participating contestants and the bank's dedicated efforts in interest margin management. He emphasized that the entire bank must optimize mechanisms, clarify responsibilities, and strengthen execution to enhance the practical results and effectiveness of interest margin management. He outlined three key requirements for interest margin management:
First, results must be institutionalized to transform "best practices" into "better actions." The bank should accelerate systematic organization, in-depth research, and comprehensive evaluation of excellent cases emerging from the competition. It should strengthen institutional development as the foundation and accelerate results transformation; enhance capability building as the basis to achieve integrated learning and application; and strengthen technological empowerment as the guarantee to reinforce system support, allowing case "results" to become institutional "solutions" that benefit branch interest margin management.
Second, responsibility must be internalized to establish the business mindset that "everyone is a profit center." There must be clear recognition of the importance and urgency of interest margin management. Headquarters should assume primary responsibility, middle management should play a "hub" role, and frontline staff should strengthen the "frontline position." Interest margin management should be integrated into every business operation, every process, and every employee's daily actions, creating a positive atmosphere where "everyone cares about interest margins and everyone contributes to interest margins."
Third, execution must be externalized in actions to ensure "persistent efforts" demonstrate practical results and effectiveness. The bank should maintain the mindset of "success need not be attributed to me" and the commitment of "success must include my contribution," applying continuous effort and working persistently. It should adhere to problem-oriented approaches, identifying root causes to prescribe appropriate solutions. It should strengthen closed-loop execution by formulating clear improvement plans and implementation timelines, decomposing responsibilities, strengthening assessments, and conducting regular feedback evaluations. It should create a strong atmosphere by continuously strengthening publicity, training, and communication regarding interest margin management, establishing regularized exchange and sharing mechanisms, and encouraging mutual learning among branches and departments to achieve refined management and value creation.
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