On March 20, Ping An Bank released its 2025 annual report, with CEO Ji Guangheng delivering a statement. He emphasized that the bank will actively seize strategic opportunities during the "16th Five-Year Plan" period, integrating banking development with broader economic trends to identify new growth drivers. The bank will capitalize on technological revolution by deepening its technology strategy, strengthening digital infrastructure, advancing digital transformation, and enhancing tech empowerment to establish technology as a core competitive advantage.
The year 2025 marks the conclusion of China’s "14th Five-Year Plan" and the preparatory phase for the "16th Five-Year Plan." China’s economy maintained stable growth with steady progress, while reform and opening-up advanced further. New productive forces developed steadily, and high-quality development was solidly promoted. The banking sector continued to operate soundly, with an enhanced capacity to support the real economy.
Ping An Bank adhered to the political and people-centered nature of financial work, fully implementing the guiding principles of the 20th National Congress of the Communist Party of China and subsequent plenary sessions. The bank remained committed to serving the real economy, deepening efforts in five key financial areas, and steadfastly advancing digital transformation. Through prudent operations and practical action, the bank maintained stable growth with improved quality and efficiency. By the end of 2025, total assets reached 5,925.777 billion yuan, an increase of 2.7% from the previous year. Due to changes in market interest rates and business structure adjustments, operating income for 2025 was 131.442 billion yuan, down 10.4% year-on-year. Meanwhile, the bank continued to reduce costs and enhance efficiency, improving operational effectiveness and strengthening risk controls, resulting in a net profit of 42.633 billion yuan, a decrease of 4.2% from the prior year. As strategic reforms deepened, some operational indicators showed positive trends, laying a solid foundation for sustained healthy development.
Throughout the year, the bank steadfastly maintained its development direction, continuously deepening Party-building leadership. It upheld and strengthened the Party's comprehensive leadership, integrating Party leadership into corporate governance, Party construction into management practices, and Party principles into cultural conduct. Major decisions and deployments from the Central Committee and the State Council were translated into concrete actions and tangible outcomes, guiding high-quality development with high-quality Party building and ensuring aligned, effective, and coordinated progress.
The bank remained dedicated to serving the real economy, focusing on the five key financial areas. Through systematic thinking, it improved service systems, and through innovation, enriched product offerings. It fully advanced technology finance, green finance, inclusive finance, pension finance, and digital finance, channeling financial resources to precisely support the real economy and promote high-quality economic and social development.
— In technology finance, the bank supported self-reliance and strength. It established a comprehensive lifecycle service system for technology enterprises, launching specialized products such as "Sci-Tech Innovation Loans" and "IPO Loans," offering integrated financial solutions through a "commercial banking + investment banking + investment" model. By the end of 2025, the number of technology enterprise clients reached 31,917, up 21.1% year-on-year, while technology loan balances grew to 306.582 billion yuan, an increase of 9.8%.
— In green finance, the bank facilitated the dual-carbon transition. It expanded its presence in green sectors, actively supporting key projects in clean energy, energy conservation, environmental protection, and green infrastructure upgrades, building green finance services covering customer industrial chains, supply chains, and ecosystems. Green loan balances reached 266.433 billion yuan by year-end, rising 12.2%.
— In inclusive finance, the bank achieved precise support. It improved management systems and mechanisms, deepened engagement with small and micro enterprises, and offered tailored financing solutions through "cluster, chain, and platform" scenarios to address funding challenges for small businesses and support rural revitalization. By the end of 2025, the number of inclusive small and micro enterprise loan accounts reached 909,400, with loan balances totaling 484.522 billion yuan. Cumulative funding for rural revitalization amounted to 203.365 billion yuan.
— In pension finance, the bank safeguarded the well-being of older adults. It accelerated the development of personal pension services, expanded pension financial products, increased credit support for the pension industry, and enhanced age-friendly financial services to improve customer satisfaction. By year-end, it offered 243 personal pension products across three categories: pension savings, pension wealth management, and pension funds.
— In digital finance, the bank enhanced efficiency and user experience. It strengthened its digital finance foundation, promoted the application of technological achievements, reduced internal operating costs, and improved external customer experiences. It bolstered basic technological capabilities, built new tech infrastructure, and increased the availability of key business systems. Technology risk controls were reinforced, maintaining a record of zero major technology incidents.
Throughout the year, the bank persisted in upgrading its operational systems to invigorate development momentum. Guided by problem-solving, objectives, and results, it advanced strategic upgrades, structural adjustments, cost reduction, efficiency improvements, technology empowerment, and risk management, continuously enhancing core competitiveness and sustainable development capacity.
— Strategic upgrades focused on strengthening core businesses. Retail banking emphasized quality and efficiency improvements, customer segmentation, and product optimization. Corporate banking prioritized industry specialization, client refinement, and product excellence, directing resources to key sectors, regions, and projects. Interbank operations maintained professional management, boosting investment research capabilities and comprehensive service levels. The three business segments progressed synergistically, highlighting their respective strengths.
— Structural adjustments optimized operational quality. The bank proactively responded to market trends, balancing asset and liability development, and continuously refining asset and liability structures to achieve dynamic equilibrium in volume, price, and risk. Retail loans stabilized, with ongoing improvements in customer and asset structures. General corporate loans grew steadily, with deeper industry-focused operations. Efforts to attract low-cost deposits increased the proportion of current deposits, reducing liability costs. In 2025, the average deposit interest rate was 1.65%, down 42 basis points from 2024, while the net interest margin narrowed to 1.78%, a decrease of 9 basis points, with a noticeably slower decline.
— Cost reduction and efficiency improvements tapped internal potential. The bank enhanced comprehensive cost control, implementing refined management in business marketing and administration. Digital transformation boosted operational efficiency, achieving cost savings. Business and administrative expenses in 2025 were 38.196 billion yuan, down 5.9% year-on-year.
— Technology empowerment built digital advantages. The bank developed a new-generation distributed core system to support future needs for "billions of accounts and billions of daily transactions." It extensively applied AI technology across marketing, service, operations, risk control, and management, driving business model innovation and efficiency gains.
— Risk controls reinforced safety margins. The bank adhered to prudent operations, monitored key risk areas, intensified non-performing asset disposal, and maintained strict standards for new asset quality. By year-end, the non-performing loan ratio was 1.05%, down 0.01 percentage points, while the NPL formation rate fell 0.17 percentage points. The provision coverage ratio stood at 220.88%, remaining at a sound level. The bank also upheld liquidity safety, consumer rights protection, and reputation risk management to ensure secure and stable operations.
Throughout the year, the bank maintained strict governance, fostering integrity and discipline. It embedded rigorous compliance and disciplined operations across all processes, strengthening conduct, internal controls, and compliance culture. A strict approach created a clean, upright, and proactive environment, continuously optimizing the operational atmosphere and solidifying the foundation for high-quality development.
The year 2026 marks the beginning of the "16th Five-Year Plan" period. The Fourth Plenary Session of the 20th Central Committee emphasized accelerating the development of a strong financial sector and promoting financial institutions to "focus on core businesses, improve governance, and pursue differentiated development." At this new historical starting point, the bank recognizes that progress comes from adapting to trends and strength from evolving with the times. It will fully implement the spirit of the Fourth Plenary Session, leverage its inherent advantages, concentrate on core banking activities, enhance corporate governance, optimize mechanisms, upgrade strategies, and achieve differentiated growth.
In the coming year, the bank will uphold "two commitments," implement "two focuses," and concentrate on "two priorities" to continuously improve operational efficiency and advance high-quality development.
The bank will steadfastly adhere to "two commitments" to solidify the foundation for high-quality development. It will maintain strategic focus, unwaveringly pursuing "strengthening retail, refining corporate banking, and specializing in interbank operations," fully implementing reform measures, and advancing strategic upgrades. It will persist in cost reduction, efficiency improvements, and strict governance to elevate management standards and enhance profitability.
The bank will pragmatically implement "two focuses" to strengthen forward-looking operational planning. It will actively seize strategic opportunities during the "16th Five-Year Plan," integrating banking development with contemporary trends to uncover new growth drivers. It will capitalize on the technological revolution, deepening its technology strategy, reinforcing digital infrastructure, advancing digital transformation, and empowering operations through technology to build technology as a core competitive driver.
The bank will diligently concentrate on "two priorities" to boost sustainable development momentum. It will reinforce bottom-line thinking, prioritizing stable operations and sustainable growth, upgrading risk control systems, strengthening compliance management, and enhancing handling of complaints, consumer protection, public opinion, and reputation risks to ensure stable management. Customer-centric approaches will drive synergy across business segments, deepen collaboration, and enhance head office-branch coordination to inject strong momentum into the bank’s development.
With determination and responsibility, Ping An Bank will remain true to its original aspirations, continuously enhancing its ability to serve the real economy, strengthening financial risk prevention, improving management standards, and maintaining stable operations. It will strive to create greater value for the nation, society, shareholders, clients, and employees, contributing to a successful start of the "16th Five-Year Plan" through concrete actions.
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