On April 29, Bank of Nanjing convened its 2025 Annual and 2026 First Quarter Performance Briefing. Chairman Xie Ning elaborated on the "quality bank" development concept and the institution's future pathway. Xie Ning stated that following the formation of the bank's new leadership team two years ago, a nearly year-long bank-wide discussion on high-quality development was initiated. The theme of this initiative was "Understanding Responsibilities, Bearing Burdens, and Promoting High-Quality Development at Bank of Nanjing with New Development Concepts." This year marks a new beginning and a critical juncture as the bank recommits itself upon reaching its 30th anniversary. Building on the earlier high-quality development discussions, Bank of Nanjing launched a bank-wide thematic discussion on "quality bank" at the end of last year. This discussion focuses on core issues such as defining a quality bank, identifying existing gaps, and outlining steps for steady progress towards that goal. In Xie Ning's view, a "quality bank" possesses common characteristics: first, sound corporate governance; second, a prudent operational posture; and third, a strong reputation and positive evaluations. Xie Ning emphasized that banks are long-cycle operating institutions requiring a cross-cycle development mindset, dedicated to building a century-old enterprise and fostering sustained and sound operations. Firstly, the bank insists on balancing scale with quality, implementing high-quality development requirements to achieve an organic unity of improved development quality and reasonable scale growth. It will eschew extensive expansion and blind competition for size to avoid significant operational volatility. Secondly, the bank adheres to balancing short-term and long-term considerations. Current development reflects operational performance, while long-term accumulation builds a solid foundation for future growth. Strategic investment is a key support for long-term development. While upholding the principle of cost reduction and efficiency enhancement, the bank explicitly states that stringent cost control will not reduce strategic investments or weaken the cultivation of customer resources, thereby continuously strengthening the foundation for development. Finally, the bank maintains structural balance, pursuing coordinated development across business segments, customer groups, and regional layouts to avoid lopsided development and comprehensively enhance its ability to navigate economic cycles. Regarding how to steadily advance towards the "quality bank" development goal, Xie Ning stated that building a quality bank is not an overnight task but requires long-term persistence and sustained effort. The entire bank, based on its practical situation, has defined its action direction and is steadily promoting implementation. Bank of Nanjing, considering its own development reality, has identified five key focal points. First, maintain strategic resolve and deepen the effective implementation of high-quality development. The four core tenets established during the high-quality development phase—better serving the real economy, achieving greater value creation, adapting more swiftly to era changes, and more substantively balancing development with security—remain unchanged. Subsequently, the bank will continue to strengthen strategic communication, strategic decoding, and strategic supervision, increasing strategic resource allocation to ensure the development strategy is implemented at all levels and executed effectively. Second, stimulate a spirit of transformation and deepen multi-dimensional integrated development. The next step will focus on organizational and business transformation, comprehensively advancing three major integrations. Third, establish scientific management to全面提升全面提升comprehensively enhance operational and management efficiency. The bank will continuously optimize its management system, combining objective management with process management, responsibility definition with incentive compatibility, and self-driven transformation with leveraging external expertise. Through scientific and refined management, it aims to fully unleash operational efficiency, business performance, and team capability. Fourth, forge a first-class team to solidify the strategic support of talent development. Talent strategy will be prioritized. Internally, the bank will conduct systematic talent assessments and improve the entire management chain of selection, cultivation, management, and utilization to ensure talents are fully leveraged. Fifth, shape a distinctive corporate culture to consolidate endogenous development动力. The bank will continue to promote the resilient, upright, and pioneering "plum blossom spirit," strictly practice the Chinese-characteristic financial culture concept of "Five Do's and Five Don'ts," and fully integrate cultural development into corporate governance and daily operations. It aims to unite development efforts through advanced corporate culture, guiding all employees to strive forward with determination and innovation. Xie Ning emphasized that the entire bank will proactively act as builders and practitioners of a quality bank. Through practical action, professional capability, and developmental wisdom, it will actively explore a distinctive, differentiated, and sustainable development path for regional banks, contributing the strength of Bank of Nanjing to the high-quality development of the industry.
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