2021 ESG Report
11 2021 ESG Report
Macroeconomic Stress Test
CRCBANK 12
CSRC Bank conducts annual stress tests on the default rate of corporate clients and macroeconomic factors, and
the results show a negative correlation between the default rate of the Bank's public clients and macroeconomic
indicators, GDP and M2. Since 2019, the macroeconomic indicators are at historically low values, but the measures
introduced by the government to reduce taxes and fees and financial services in response to the COVID-19 have
effectively alleviated the difficulties in customers' operations. Overlaid with the relatively fast economic recovery and
stable growth rate of CSRC Bank's operating regions, the default rate of public customers has remained stable.
Risk Management
Case
Digital risk control efficiently supports online loan business
In 2021, the Bank set up a digital risk control taskforce and a model review taskforce to improve the full
lifecycle management mechanism of risk control models and enhance the independence of risk control.
•
Maintain the agility and effectiveness of
risk control models
°
Progressively empower the digital
risk control middle office
During the reporting period, CSRC Bank formulated and issued Risk Preference Statement, Risk Management Work
Opinions, Approach to Emergencies and Information Security Continuity Plan, and improved the Public Health Incident
Continuity Plan. We clearly required the entire CSRC Bank to prevent and resolve major financial risks, optimize credit
resource allocation, focus on risk prevention and control, and build a comprehensive risk control system.
"Regime+System",
Strengthening
the Pre-Event
Preventaion
☐
Guided by 37 risk preferences, 168 limit management and implementation
rules, we have built various system control platforms to achieve
comprehensive joint prevention of systems and systems in credit
management, risk warning, non-zero internal evaluation, operational risk,
compliance and internal control, asset and liability management, etc.
.
Continuously integrate and update risk control
models: iterated 138 risk control rules throughout
the year, formed 607 risk control rules and 2
scorecard models for online products, and served 9
online products with 84,800 people using the credit
Validated and optimized 5 types of internal
evaluation models
Explore new applications of credit scoring
. Use credit scoring to analyze and calculate the
future default rate of personal business and improve
quantitative analysis capability
Carry out unified management and
monitoring of risk models
Carry out risk model support
Carry out risk data analysis support
and optimizing applications
Regular monitoring of online
⚫ business operations
"Three+Three+Two"
Mode, Strengthening
Control over the
Events
"Point+Surface",
Strengthening Post-
Event Inspection
☐ We have dynamically managed the "three lists", namely the customer
grading list, gray and black list, and associated customer list.
☐ The three key points of "large amount, small amount and stock" are tightly
grasped and categorized to control large amount, enhance small amount
and stratify stock.
☐ We have innovated joint review mode of "stagnation point risk review" and
"expert risk review", cultivating 45 industry experts in 17 key industries to
work in parallel.
☐ We have established a dynamic reporting and evaluation mechanism
to regularly monitor and report comprehensive, special, major and
unexpected risk reports.
☐ We have implemented regular risk inspections, realizing the organic
combination of risk warning information push, daily annual inspection
of post-loan management, and special inspection of business
management.
☐ We have implemented dynamic risk assessment and dynamically adjust
the ten-level classification results, customer classification results and
credit programs depending on the risk inspection.
Party-building Leading
CSRC Bank has always placed a prominent
position in strengthening the overall leadership of
the Party, written the leadership of the Party into
the Articles of Incorporation, and strictly regulated
the working rules of the Party Committee to
establish the importance of the Party's leadership
and Party building in the corporate governance.
On the occasion of the centenary of the founding
of the Party, we launched a joint party building
campaign with the themes of "I do practical work
for the public", "Think, do together for better or for
worse", etc. We have been also working on the
theme of Building New Strength, "Study the Party's
history, Understand its theories, Do practical work
and Make new advances" to deeply integrate
Party building with business and lead business
development with Party building.
In the year of 2021, the Party building work of
our bank achieved significant results. The Party
Committee of the Head Office was awarded as
"Suzhou Advanced Base-Level Party Organization".
Three Base-Level Party organizations of the Head
Office were awarded as Advanced Grass-roots Party
Organizations of the Provincial Federation, two
Base-Level Party organizations were awarded as
Advanced Base-Level Party Organizations of Changshu
City, and the Secretary of the Party Committee Zhuang
Guangqiang was awarded as "Advanced Individual of
Jiangsu Province for Rural Revitalization" by Jiangsu
Provincial Party Committee and Provincial Government,
and "Communist Party Member of the New Era" by
Changshu City. Our Exhibition Pavilion "A Hundred Years
of Golden Years, Feiyan Building Dreams" was selected
as the activity point of the New Era Civilization Practice
in Changshu City.
予熱送
常熟市“党建引 金融商民 助力乡村振兴。
"Party-Led Development, Financial Benefit to the People,
Helping Rural Revitalization" Special EventView entire presentation