Development Strategy 
Fact Sheet 
Share Performance 
Dividend Information 
2021-2025 is the strategic period for the Bank, which is divided into two development stages. The first stage (2021-2022) is the period to consolidate foundation, during which, the Bank will transform the growth pattern by laying sound foundation and consolidating the basics of businesses. The second stage (2023-2025) is the period of continuous growth, during which, the Bank will enhance its market competitiveness and achieve high-quality and sustainable development by strengthening capabilities and improving quality and efficiency.
Serving the public, caring about people’s livelihood
Becoming a time-honoured bank
Customer first——
Integrity, innovation, efficiency, win-win, and stability
A first-class commercial bank with distinctive features, continuous innovation,increasing value and steady operation.
A bank for the NSOEs. The Bank sticks to the customer positioning and strategic choice it has followed over the past 26 years, and keeps its distinctive features unchanged. The Bank continues to leverage the advantages of system and mechanism as a non-state-owned bank, wholeheartedly support the development of the real economy, and strives to become a bank with the best services for the NSOEs and build a golden brand of China Minsheng Bank in the field of financial services to medium, small and micro customers, so as to truly implement the mission of “serving the public, caring about people’s livelihood”.
An agile and open bank. Following the development trend of digital economy, the Bank promotes continuous innovation and seeks for breakthroughs in technology-driven eco-bank to optimise comprehensive services such as scenario integration and ecosystem co-construction. The Bank creates value for customers and grows together with them by empowering the whole production process and life journey of large, medium and small customers as well as individual customers. The Bank strives to push the data-driven smart banking to a new level and elevate the digital intelligence level of operation and management in all aspects, in a bid to provide agile and efficient comprehensive services with the ultimate customer experience.
A bank with considerate services. The Bank stays customer-centric and puts special emphasis on its service origins, business basics and steady compliance. Based on the deep understanding of customer needs, the Bank strives to build up trust through professional services, enhance experience through optimised procedures, strengthen customer stickiness through value creation, and maintain security through risk management and control, so as to unite with customers and partners, become customers of each other, grow together and achieve common prosperity.
The Company adheres to the strategic positioning of “a bank for the NSOEs, an agile and open bank, and a bank with considerate services”, and strives to build it into “a first-class commercial bank with distinctive features, continuous innovation, increasing value and steady operation”.
Firstly, adopting a long-term perspective and reinforcing its foundation. The Bank will establish enduring confidence and embrace a countercyclical operational philosophy. Respecting the market and maintaining resilience, the Bank will, in the transition from old to new growth drivers, foster new momentum and explore innovative arenas, and grow together with customers.
Secondly, respecting customers and pursuing common development. The Bank will pay more attention to basic customers and services, integrated operations and one-stop services, in order to improve customer satisfaction and create value for customers.
Thirdly, following cultural guidance and making steady progress for long-term development. Adhering to the philosophies of being honest and trustworthy, generating ethical profits, being prudent and cautious, and putting people first, the Bank will unite ordinary efforts to create extraordinary outcomes, and spread the positive energy of China Minsheng Bank.
Fourthly, financial markets business will be strengthened. Taking customer group management as the centre point, focusing on the four core strategies including all-round customer marketing, full-spectrum product supply, full calibre asset coordination and full-market asset allocation, the Company will develop first-class investment transaction and asset management capabilities, establish strong product supply platform, in an aim to facilitate the transformation to light capital and reshape the business development model of “low leverage, light capital, optimal structure and high return”.
Fifthly, digital transformation will be accelerated. Assuring the direction of transformation to digital finance, the Company sees systematic and comprehensive digital transformation as a new starting point for its future business layout. Through speeding up the establishment of a scenario-based eco-bank, the Company strives to seamlessly connect customers’ economic activities with their financial needs. By building up a more intelligent smart bank, the Company strives to comprehensively apply new technologies to all fields of commercial banking services and management to establish a brand new development model. In addition, the Company aims to build an agile and efficient digital bank with ultimate customer experience and increasing value with supporting mechanism including organisational structure adjustment, business structure and data base optimisation and resource input.
Sixthly, development in key regions will be more focused. Based on the positioning of the four key regions, which include Guangdong-Hong Kong-Macau Greater Bay Area, the Yangtze River Delta, Beijing-Tianjin-Hebei, and Chengdu-Chongqing in the map of China’s economic development, the Company will actively implement national strategies, make coordinated planning with scientific layout and match to differentiated policies and mechanisms, in an aim to make the four key regions primary drivers for high-quality business development of the whole Bank, thus to advance the high-quality and sustainable development of the whole Bank.
Seventhly, overall risk management will be further improved. The Company will improve the overall risk management system and establish the risk control synergy mechanism of three lines of defense to strengthen full coverage of all types of risks, improve risk preference transmission mechanism, and create core competitiveness of compliant operation. The Company will continue to enhance risk management capabilities, create an all-round digital risk control model, develop a more professional and efficient approval mechanism, improve the forward-looking risk prevention and control system, and build strong risk systems and teams. The Company will also address and intensify the collection and disposal of problem assets, strictly control new non-performing assets, thus to steadily improve the asset quality of the whole Bank.
Eighthly, system and mechanism support will be enhanced. The Company will optimise governance structure, and emphasise value growth and sustainable development. It will build platforms and mechanisms for innovation and develop a proactive, inclusive and responsible innovation culture. The Company will build an efficient synergy mechanism to form unified and strong power of action. Staying strategy-oriented, the Company will establish a forward-looking, professional and delicate resource allocation model. It will establish a new talent management system to stimulate organisational vitality. A streamlined and efficient organisational system will be developed to improve organisational efficiency. A long-term and stable evaluation and incentive mechanism will be in place to promote steady and sustainable development. The Company will also strengthen the guidance of Party building, practice social responsibility and build a “trustworthy and respectable” brand image.