2023 Annual Report of the Provincial Branch of the Bank (3023 words).
Dear X, all those who have the right to assess:
Next, I report on behalf of XX.
In 2023, in the face of the external environment of increasing complexity, severity and uncertainty, under the correct leadership of the Party Committee of the head office, the X Provincial Branch will closely focus on the strategic goal of "X line, consulting and empowerment", advance in the face of difficulties, face difficulties, be unswerving, work hard, and successfully complete the tasks set at the beginning of the year, which are briefly summarized as follows.
1. Branch operation and management.
1) The achievement of performance targets.
First, new breakthroughs have been made in business income. The gross income for the year was 4474580,000 yuan, the plan completion rate is 105, and the per capita gross income is 5050,000 yuan, a year-on-year growth rate of 9; Net income of 701200000000 yuan, the plan completion rate is 102, the per capita net income is 460,000 yuan, a year-on-year growth rate of 12, and the balance of receivables by the end of 2023 is 3.06 million yuan, accounting for 16, which is lower than the upper limit of the proportion of 20 for the headquarters; The balance of receivables aged by the branch for more than one year is 10180,000 yuan, accounting for 32, mainly due to the restructuring of the group investment limited liability company, the receivables of more than one year 600,000 yuan have not been recovered, and the branch will continue to maintain communication with the company to recover the money as soon as possible.
Second, the scale of business has been improved. We continued to strengthen the dual account manager mechanism, paid close attention to customer service docking, and successively signed cost business contracts with China Rongtong, China First Heavy and other units, which effectively expanded the business increment. At the same time, it pays attention to the development of self-operated mode, and has signed shortlisted contracts for cost business with COFCO, the Provincial Taxation Bureau of the State Administration of Taxation, the Municipal Finance Bureau, the Municipal State-owned Assets Management Bureau and other units, and realized business cooperation, further strengthening the project reserve of cost consulting business.
Third, new results have been achieved through innovation and win-win results.
2) Implementation of high-quality development.
First, adhere to the guidance of party building.
The second is to strengthen multi-party linkage. Focusing on "mother-child linkage and child-child linkage", we strengthened communication and docking with provincial branches, Northeast College of CCB University, CCB Housing Leasing, CCB Life Insurance, CCB Pension and other units, deepened pragmatic cooperation in various fields, and achieved 100% coverage of business products and undertakings; Actively provide whole-process cost consulting services for the outlets and office buildings of the Provincial Bank, and make positive contributions to the accelerated development of the Provincial Bank.
The third is to strengthen team building.
Fourth, deepen standardized management.
Second, the construction of a clean government.
First, we should persistently promote the work of clean government. Systematically carry out employee integrity education, sign a letter of commitment to integrity, require employees to strictly implement the rules and regulations of the state and the company, strengthen daily work supervision, and ensure that each employee is honest and honest.
The second is to take multiple measures to strengthen system building.
The third is to be strict and strictly abide by the red line of the bottom line.
Third, there are problems and the direction of efforts.
a) Existing problems.
First, the share of the parent bank's linkage business is not enough.
Second, the linkage marketing mechanism of the parent bank is not complete enough.
Third, the work synergy of the business department is not strong enough.
Fourth, the comprehensive quality of business personnel is not high enough.
Fifth, the maintenance work of existing customers is not good enough. In 2023, the branch took multiple measures and made unremitting efforts to successfully shortlist more than 10 customer units, but due to its own management and personnel shortcomings, the maintenance of existing customers was not in place, resulting in slow business progress with some shortlisted units.
2) Specific measures and objectives to be taken in response to deficiencies in the institution.
The first is to further clarify the market positioning. Clear service content and clear service objects are the prerequisites for the company's high-quality development. In the next step, we will clarify two business models, one is to establish comprehensive services for customers, and the other is to optimize the existing unilateral business services, two-wheel drive, two wings in one, and constantly improve our competitiveness.
The second is to further strengthen the linkage between parent banks.
The third is to further strengthen personnel training.
Fourth, we should do a better job in self-construction.
Due to limitations, the full text is cut and shown in the figure below.