Agricultural Bank of China (ABC) has been recognized as an outstanding institution in financial consumer protection. The bank was honored for its successful initiative to deeply integrate the principle of "whole-bank management of consumer protection, with every employee taking responsibility" into its operations.
The bank actively upholds the political and people-oriented nature of consumer protection work, adhering to a "people-first" value system. It has strengthened high-level guidance from the Party Committee, Board of Directors, senior management, and Board of Supervisors, comprehensively advancing the establishment of a broad framework for consumer protection. This philosophy is now woven throughout the bank's development strategy.
In terms of senior management, ABC's Party Committee, Board and its special committees, and senior management deliberated on over 60 key consumer protection matters in 2025. These included expanding financial services to townships, serving specific customer groups, and integrating customer channels and rights. The Chairman and other bank leaders made specific deployments at bank-wide meetings regarding service attitude, quality issue resolution, complaint management, and sales compliance. Leadership teams conducted more than 100 grassroots research and supervision visits, resolving numerous pressing issues for the public.
The bank implemented robust, tiered employee training programs covering all staff. In 2025, it conducted 7,461 training sessions, reaching 1.66 million participants. Knowledge tests and awards for outstanding consumer protection teams and individuals were organized to foster a positive, competitive learning environment, ensuring the core principle becomes deeply ingrained.
ABC maintains a commitment to sincerity, continuously improving its products and services. Upholding "finance for the people," it enhances the quality of rural financial services and builds a warm, sustainable pension finance system. Service coverage has been expanded by tilting branch resources toward counties and establishing nearly 20,000 "rural revitalization service pioneer teams." Mobile service vehicles provided over 3,000 services to thousands of townships. The bank increased agricultural loans and promoted functions like "one-click loan renewal." It upgraded its mobile banking pension service, offering 282 investable products for pension accounts and providing information on social security and healthcare. Over 22,000 branches underwent age-friendly renovations, with 3,000 designated as model branches, facilitating millions of door-to-door services annually. The remote banking "care hotline" handled over 7 million direct transfers to agents. The bank also implemented special actions to support consumption, introducing credit services for replacing old goods and ten consumer-friendly credit card measures. It ensured the effective implementation of financial subsidy policies with timely announcements and strengthened loan authenticity reviews.
In responding to customer needs, ABC improved its mechanisms for addressing public appeals and handling complaints promptly. It conducted emergency drills for major complaint scenarios, such as services for vulnerable groups and unauthorized account openings, covering all primary branches. Post-drill analyses were performed to drive corrective actions, forming a distinctive emergency response practice. The bank formulated a complaint traceability and rectification management method, leading to the optimization of over 200 products and services. Enhancements were made to personal account fund ledger functions for precise control and easier customer self-service. Communication channels and marketing strategies for individual customers were integrated to reduce disruptions.
For personal information protection, ABC established a comprehensive "1+2+N" institutional framework, centered on one primary method supplemented by detailed rules and operational guidelines. It conducted annual specialized risk assessments covering eight key risk scenarios, such as the illegal collection and use of personal data. Targeted "drip-irrigation" training and regular case studies were organized throughout the year.
In financial literacy, ABC built an integrated education system combining scenarios, services, public welfare, technology, and culture. During the previous year's Consumer Rights Day, it launched a 3D digital exhibition hall on mobile banking. The bank carried out "Financial Education Rural Tours" in 832 formerly impoverished counties and used "Rural Finance Lectures" to educate farmers. Risk prompts were integrated into counter and remote channel services, particularly warning vulnerable groups about new types of fraud. Innovative campaigns, including a music video and micro-films, received regulatory praise. In 2025, the bank conducted over 175,000 centralized awareness activities, reaching approximately 1.906 billion consumers.
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