Illuminating the Path Ahead with a LanternResonating the New Era with Our CommitmentIn 2024, Huaxia Bank suppoed the "Coloul Lantern GardenPay in Beijing" to boost the cultural development of the
capital while energizing local economic vitality
About This RepoRepoing ScopeRepoing Period: Unless otherwise stated, the repo covers the periodbetween Janua 1 to December 31, 2024.Organizational Boundary: The report discloses the information of theHuaxia Bank Co., Limited and its major subsidiaries.Release Cycle: This is an annual report. (The most recent report wasissued on April 30, 2024.)
Preparation Basis
The report was prepared in accordance with the Guidelines onEnvironmental Information Disclosure for Financial Institutions issued bythe People's Bank of China, the Opinions on Strengthening the CorporateSocial Responsibility of Banking Institutions issued by the former ChinaBanking Regulatory Commission (CBRC), the Guidelines on CorporateSocial Responsibility for Financial Institutions in China's Banking Sector byChina Banking Association, and the Guidelines No.1 for Self-Regulationof Listed Companies - Standardized Operation issued by Shanghai StockExchange (SSE), and by referring to the GRI Sustainability ReportingStandards (GRI Standards) issued by Global Sustainability StandardsBoard (GSSB) and the IFRS S2 Climate-related Disclosures issued byInternational Sustainability Standards Board(ISSB).
Reference"Huaxia Bank Co., Limited" is referred to as "Huaxia Bank", "the Bank" or"We/our"; "Huaxia Wealth Management Co., Ltd." is referred to as "HuaxiaWealth Management", and Huaxia Financial Leasing Co., Ltd. is referredto as "Huaxia Financial Leasing" in the repo.
Data SourcesThe financial data in this report comes from the 2024 financial report,audited by Ernst&Young Hua Ming Ceied Public Accountants (SpecialGeneral Partnership) according to domestic auditing standards. Otherdata mainly comes from the Bank's internal systems and the statisticaldata of our branches. Unless otherwise specied, all moneta amountsare in Chinese RMB. Some content and data may also be traced back toprevious years.LanguagesThe repo is available in simplied Chinese and English versions. In caseof any discrepancy, the simplied Chinese version shall prevail.Formats
The report is available in both print and electronic formats, with theelectronic version accessible on our official website (https:// www.hxb.com.cn).Contact InformationHuaxia Bank Co., LimitedAddress:No. 22 Jianguomennei Street, DongchengDistrict, BeijingPostal code: 100005Tel: 010-85237056Fax: 010-85239000E-mail: zhshzr@hxb.com.cn
CONTENTS
Message from the President 02About Us 04CSR Management 08
Contributing to Regional Development 22Suppoing Key Sectors of the Economy 38Developing New Quality Productive Forces 42Contributing to Opening-Up 44
Improving Top-Level Design 48Addressing Climate Change 50Protecting Biodiversity 58Developing Green Financial Products 61Deepening Green Finance Cooperation 65Advocating Green Operations 66
Improving the People's Well-being 72Providing Quality Seice 77Strengthening Consumer Rights and InterestsProtection 80Engaging in Social Welfare 88Caring for Employee Growth 92
Upholding the Pay Leadership 100Improving Corporate Governance 103Strengthening Risk Management 109Adhering to Compliance 112
Spotlight
Advancing the "Five Priorities" of Finance 12
Appendixes 118
CSR Peormance 118UN SDGs 120Content Index 121Independent Assurance Repo 125Feedback Form 128
Development20Environmental46Social70Governance98
Message from the President
In 2024, the People's Republic of China marked its75th anniversary, a crucial year for achieving theobjectives and tasks laid down in the 14th Five-YearPlan. Huaxia Bank made signicant strides in linewith the banking sector's high-quality developmentrequirements and its own five-year developmentplan. The Bank carefully studied and implementedthe guiding principles from the Third PlenarySession of the 20th CPC Central Committee andthe Central Economic Work Conference. Adheringto the general principle of pursuing progress whileensuring stability, we fully and faithfully applied thenew development philosophy on all fronts to fullysupport Chinese modernization. The year endedwith a total operating revenue of RMB 97.146billion, a net profit of RMB 27.676 billion, and acapital adequacy ratio of 13.44%.
In 2024, the Bank demonstrated a strong commitment to corporateresponsibility, aligning with national policies and regional developmentstrategies. As of year-end, our corporate loan balance in key regionslike Beijing-Tianjin-Hebei, the Yangtze River Delta, and the Guangdong-Hong Kong-Macao Greater Bay Area totaled RMB 1,526.503billion. Focused on supporting the real economy, we increased ourmanufacturing loan balance by 9.31% year-on-year. We also enhancedour support for specialized SMEs, with loans to strategic emergingindustries growing by 35.30%. Additionally, we advanced initiativeslike "integrated onshore-offshore services," "domestic-foreign tradesynergy," and "settlement + financing + treasury solutions". With 635correspondent banks in BRI markets, we played a key role in drivinghigh-standard opening-up.In 2024, the Bank made notable progress in green finance andsustainable development. We actively seize opportunities in greennance and accelerate the creation of a comprehensive green nancialecosystem spanning loans, investment, debt financing underwriting,leasing, wealth management, and consumer nance. achieving a 12.45%year-on-year increase in green loan balances. Our climate financingreached RMB 294.495 billion, with ESG wealth management productsgrowing to RMB 31.138 billion in assets under management and greeninvestments accumulating RMB 26.327 billion. While continuing to seeleading traditional energy companies, we also strengthened suppo forclean energy R&D, investment, commercialization, and the developmentof a new energy system. Through these eos, we advanced the Bank'shigh-quality growth while contributing to global environmental, social,and governance (ESG) sustainability.In 2024, the Bank remained focused on meeting public needs andfostering collaborative community development. We expanded suppofor micro and small enterprises (MSEs) with an RMB 601.526 billion loanportfolio while achieving dual growth targets for both inclusive MSElending volumes and customer numbers. Our inclusive agriculture-
related loan balance reached RMB 198.116 billion, increasing by RMB
17.351 billion year-on-year as we contributed to all-round rural
vitalization. To address evolving retirement needs, we enhanced ourpension ecosystem, attracting over 590,000 personal pension accountopenings. Beyond nancial seices, we allocated RMB 28.9093 millionto social causes to promote inclusive development. We also protectedemployee rights while fostering professional growth through trainingprograms that reached 651,861 paicipants annually.
In 2024, the Bank reaffirmed its commitment to prudent operationsas the foundation of sustainable development. Through the Group-wide Refined Management Year initiative, we proactively identifiedand mitigated risks, thereby strengthening our group-level risk andcompliance governance system. By optimizing coordination across allthree lines of defense—front, middle, and back oces—and ensuringcollaboration among the Head Oce, branches, and sub-branches, weestablished a cohesive approach to risk management. Our accelerateddigital transformation of risk control, coupled with a strong focus ondeveloping a robust risk culture and maintaining strict compliancestandards, yielded significant results: the non-performing loan ratioimproved to 1.60%, a decrease of 7 basis points year on year, while ourloan loss provision coverage ratio increased by 1.83 percentage points.Our journey continues with unwavering determination, bolstered bya resolute call to action. In 2025, Huaxia Bank will fully implement thedirectives of the CPC Central Committee, regulato authorities, and theBeijing Municipal Committee of the CPC and Municipal Government.We will steadfastly pursue progress while ensuring stability, tacklingchallenges head-on. By balancing innovation with prudence, weaim to achieve tangible results through focused execution. With astrong commitment, we will advance the "Five Priorities," addressingdevelopment needs and public demands with high-quality financialseices, thus contributing to China's goal to build a great count andadvance national rejuvenation.
Qu Gang, Deputy Pay Secreta and President
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Social Responsibility Repo 2024Message from the President
About Us
Governance
Propoion of independent directorsin the Board of Directors
%
Paicipants in compliancetraining125,054
Non-peorming loan ratio
%
1.60
Provision coverage ratio
%
161.89
An Oveiew of 2024 in DataEconomicTotal assetsRMB4,376.491 billion
Total loansRMB 2,366.317 billion
Total deposits
RMB 2,151.370 billion
Net prot
RMB 28.196 billion
Social
Balance of loans in suppo ofmanufacturing industRMB
256.067 billion
Balance of loans for micro andsmall enterprises (MSEs)RMB 601.526 billion
Balance of agriculture-relatedloansRMB 198.116 billion
Total public welfare donationsRMB 28.9093 million
Environmental
Green credit balanceRMB
302.799 billion
Balance of climate-relatednancing business
RMB 294.495 billion
Balance of green leasing
RMB 81.130 billion
E-transactions10,502.9922 millionWith the support of Deng Xiaoping, the chief architect of China'sreform and opening-up, Huaxia Bank Co., Limited was established inOctober 1992 in Beijing, where its headquaers is situated. Huaxia Bankis a nationwide commercial bank and was founded as a fully ownedsubsidiary of Shougang Corporation (now rebranded as ShougangGroup Co., Ltd.). It stands as the only joint-stock commercial bankinitiated and established by a manufacturing company in China. In April1996, Huaxia Bank completed the joint-stock transition. On September12, 2003, the Bank was ocially listed on the Shanghai Stock Exchange(stock code: 600015), making it the fth listed bank in China. By the endof 2024, the Bank had a registered capital of RMB 15.915 billion.Huaxia Bank fully implements the decisions, plans, and regulatoryrequirements outlined by the Central Committee of the CommunistParty of China (CPC), the State Council, and the Beijing MunicipalCommittee of the CPC and Municipal Government. We driving forward"innovative, coordinated, green, and open development with sharedbenets." Dedicated to seing the real economy and creating value forour customers and shareholders, we provide corporate and institutionalclients with specialized, distinctive, and comprehensive financialservices. These include deposits, loans, investment banking, tradenance, green nance, digital nance, and cash management solutions.We offer individual customers a wide array of financial productsand services, such as deposits, loan, debit and credit cards, wealth
management, private banking, digital banking, and pension nance, tofully address their diverse nancial needs. Rooted in the principles ofcompliance and innovation-driven development, we have consistentlyfostered the coordinated and stable development of nancial markets,asset management, and asset custody. This commitment strengthensour capacity to better see the real economy and meet the evolvingneeds of our customers.As of the end of the reporting period, Huaxia Bank's total assetsamounted to RMB 4,376.491 billion, achieving a net prot attributableto the shareholders of listed companies totaling RMB 27.676 billion. TheBank operates a network of 963 business outlets, establishing 44 Tier-1branches and 78 Tier-2 branches in 120 cities at or above the prefecturallevel nationwide. Fuhermore, strategically developing an institutionalframework, the Bank has established its presence in developed citieswhile extending its reach across the entire count. Notably, the Bankhas opened a branch in Hong Kong and acquired controlling stakes inone nancial leasing company, one wealth management company, andtwo rural banks, earning recognition as a systemically impoant bank.In the global ranking of the top 1,000 banks by The Banker, publishedin July 2024, Huaxia Bank secured the 49th position globally in terms ofTier 1 capital, maintaining its position among the top 50 global banksfor three consecutive years.
0504
Social Responsibility Repo 2024About Us
Honors and Awards
Minist of Indust and Information Technology"Outstanding Case in Digital Inclusive Finance" atthe 6th China Digital Inclusive Finance Conferenceduring the 2024 Small- and Medium-sized Enterprise
CampaignChina Quality Management Association for
Electronics IndustNational User Experience Innovation Exempla Case
in 2024The Beijing Committee of the Communist Youth
League of Chinathe Youth League Committee of Huaxia Bank wasrecognized as a 2024 "Beijing May Fouh Red Flag
Youth League Committee."
Minist of FinanceRated "Excellent" for eight consecutive years inthe comprehensive assessment of central non-tax
revenue collection agency seices
Shanghai Stock ExchangeRecognized as an Excellent Bond Investment
Institution for 2023
State-owned Assets Supeision and AdministrationCommission of People's Government of Beijing Municipality
Rated "Good" in the 2023 rural vitalization assessment
China Association for Public Companies2024 Best Practices in Sustainable Development for ListedCompanies and Best Practices of Board of Directors' Oce
Award
PYSTANDARDOutstanding Wealth Management Bank andOutstanding Private Banking at the "4th Golden
Reputation Awards".
Global Finance MagazineThe 17th "China Star" Most Innovative Private Banking
Award
China Financial MediaExempla Case in Risk Prevention and Control(Establishing an ESG Risk Management System for
Credit Operations)
ComprehensiveSocial
People's Bank of ChinaSecond Prize of the FinTech Development Award
2023
China Banking AssociationOutstanding Achievement Award for BankingDevelopment Research in China (2024)
China Financial Ceication Authority (CFCA)"Best Digital Banking Innovation Award" at the "2024Special Edition of the 20th Joint Promotion of Digital
Finance Event"
Governance
Environmental
China Financial MediaTop 20 Banks in Comprehensive ESG Peormance
0706
Social Responsibility Repo 2024About Us
CSR Management
As a founding signato to the United Nations Principles for Responsible Banking and a suppoer of the Task Force on Climate-related FinancialDisclosures (TCFD), we adhere to our brand philosophy of "Sustainability for a Better Future." We integrate sustainability across all areas of ouroperations, enhancing our social responsibility management system. Actively engaging in CSR practices, we aim to maximize economic, social, andenvironmental value and work towards our vision of "Harmony brings a bright future and Huaxia continues with its public spirit."
CSR Philosophy
Senior management is responsible for planning and promoting social responsibility initiatives,including green nance, climate change mitigation, consumer rights protection, rural vitalization,and volunteer seices. They conduct training programs to raise awareness of social responsibilityamong all employees and integrate these principles into eve aspect of the Bank's operations.Management
Depaments at the Head Oce, branches, and subsidiaries are tasked with implementing the socialresponsibility plans set by management, ensuring timely completion of all tasks while meetingspecied requirements. They organize initiatives that align with stakeholder needs and expectations,providing regular updates on social responsibility practices, peormance indicators, and exemplacases.Execution
Management SystemWe actively implement social responsibility principles and continually optimize our management system. Oursocial responsibility management framework operates at three levels: decision-making, management, andexecution. By tightly integrating these eos with our business operations, we ensure both standardizationand long-term sustainability.
Harmony brings a bright future
The Bank pursues harmonious co-existence, opencooperation, sharing of benets with stakeholders, andworks towards balance between economic, environmentaland social benets, making its contribution to aharmonious socialist society
Huaxia continues with its public spirit
Leveraging on its advantages in specialty, location andresources, the Bank takes the initiative to shouldereconomic, environmental and social responsibilities, andstrives to bring benets to eve corner of China and eveChinese
Sustainable
It is an action guide that incorporates the concept ofsustainability into business activities
Wondeul
It is the goal to realize people's aspirations for a better lifethrough nancial seices to promote common prosperity
Vision of CSR fulllmen
China's culture is at the core of the Bank's development and prosperity, and the
value created shall be shared by all people of the Chinese nationHarmony brings a bright future and Huaxia continues with its public spirit
Brand philosophy
Collaborate with individuals, businesses, governments, international organizations and otherstakeholders to promote sustainable development and create a better future together
Sustainable, Wondeul
CSR goalsCSR practicesCSR principlesCSR priorities
Openness and transparencyCross-over thinkingResource integrationStakeholder Communication
Seing the real economyPracticing inclusive nancePromoting ecological progressPursuing safe and steady developmentAdvancing digital transformationPutting people rst
Maximizingcomprehensive valueAchieve commonprosperity
Practices for economic responsibilityPractices for environmental responsibility
Practices for social responsibility
0908
Social Responsibility Repo 2024CSR Management
Stakeholder Communication
StakeholderCore ExpectationsMain Response
Government
Implementing national strategiesSeing the real economyDeveloping inclusive nanceAdvancing the "ve priorities" of nanceSuppoing rural vitalizationPaying tax in full according to laws
Seing coordinated regional developmentSuppoing China's opening-upSuppoing the growth of private micro- and small-sizedenterprisesAdvancing rural vitalizationStudying and implementing the relevant nancial policiesProactively paying taxes in fullRegulatoauthorities
Operational complianceEnforcing strict risk managementMaintaining nancial stabilityCaring out nancial knowledge popularizationand education
Implementing regulato policiesReceiving supeisionStrengthening risk prevention
Customers
Safeguarding customer rightsAccelerating product innovationImproving customer experience
Strengthening the protection of consumer rightsEnhancing nancial innovationProviding high-quality and ecient seicesAdvancing digital transformationShareholders andinvestors
Improving corporate governanceEnsuring sustained and stable returnProtecting shareholders' rights and interestsAchieving transparent operation
Improving corporate governanceRealizing stable operationCreating values for shareholdersAccurate information disclosureHolding Shareholders' Meeting
Employees
Protecting employees' rights and interestsEnsuring compensation and benetsImproving the working environmentMaking career development plans
Protecting the basic rights and interests of employeesFacilitating career development channelsProviding job skills trainingCaring out diverse cultural and spos activitiesStrengthening care for employees' physical and mental well-beingHolding workers' congressesPaners
Realizing win-win cooperationCommitting to contract fulllment with integrity
Strengthening exchanges and cooperationImproving procurement management to be open andtransparentCommunities
Spreading nancial knowledgeSuppoing community developmentEngaging in social welfare
Publicizing nancial knowledgeOrganizing community seice activitiesEncouraging employees to engage in volunta activitiesPaicipating in charitable activitiesEnvironment
Facilitating green developmentProtecting biodiversityFocusing on climate change
Developing green nancePromoting green ocesPaicipating in eco-friendly public activities
Materiality AnalysisWe prioritize stakeholder interests by gathering topics through various methods and prioritizing their materialitybased on their impacts on both external and internal stakeholders. This process helps us identify material topicsrelevant to Huaxia Bank and its stakeholders.
Materiality Matrix
Impact on internal stakeholders
Impact on external stakeholdersImpoantExtremely impoant
Extremely impoant
Suppoing community developmentProtecting customers' rights and interests
Promoting indust developmentPracticing green operations
Promoting nancial knowledge
Improving seice qualityDeveloping FinTechAddressing climate change
Caring for employees' life
Deepening technology nance
Contributing tonational strategies
Optimizing corporate governanceSuppoing rural vitalizationGuarding against
nancial risks
Deepening digital nance
Promoting inclusive nance
Developing pension nance
Helping employees grow
Dedicating to charity
Devoting more eosto green nance
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Social Responsibility Repo 2024CSR Management
Huaxia Bank fully embraces the guiding principles from the 20th National Congress of the Communist Pay of China and the Central Financial WorkConference. We deeply understand the political consciousness and people-centered philosophy of nancial work, focusing on dierentiated, distinctive,and specialized development paths to advance the "Five Priorities." These eos contribute to building China into a nancial powerhouse and shapingnancial development with Chinese characteristics.
Technology Finance
To implement the policy of the Central Committee of the Communist Pay of China ("CPC") and the StateCouncil on the reinforcement of nancial suppo for tech companies, the Bank has established task forces,rened credit policies, and established working mechanisms. With a stronger team development, we keepenhancing product innovation and optimizing resource allocation. These efforts are all aimed at boostingtechnology nance.At the end of 2024Balance of loans to tech companiesRMB
159.1 billion
Advancing the "Five Priorities" of Finance
Huaxia Bank has formulated the Huaxia Bank Action Plan for Enhancing Financial Seices to tech companiesand the Huaxia Bank Roadmap for Advancing the Development of Technology Finance. These documents integratetechnology nance into the Bank's Five-Year Development Plan, with clearly dened objectives.At both the HeadOce and branches, we have established dedicated seice teams to develop special action plans.
Top-level design
We have formulated the Full-Lifecycle Product and Seice Plan for tech companies, and launched a rangeof tailored nancial products, including "Express Tech Loan," "Inclusive Tech Loan," "Option-Based Loan,""Hybrid Investment Loan," "R&D Loan," "M&A Loan," and "Easy Digital Loan," to empower tech companies.Additionally, we have rened our nancial seice and product system tailored to tech companies.Promoting productinnovation
We have streamlined our credit approval procedures by introducing credit approval guidelines and creating anegative list of due diligence exemptions for tech companies. Additionally, we have improved our credit ratingsystem tailored for tech companies and prioritized credit suppo for technology-focused small and medium-sized enterprises ("SMEs"), high-tech enterprises, specialized and sophisticated SMEs that produce novel andunique products, National Technology Innovation Demonstration Enterprises, as well as national manufacturingsingle-product champion enterprises.Credit suppo
Through internal coordination, we oer high-quality tech companies comprehensive "debt + equity" nancialseices to ensure diversied nancial suppo at eve stage of their growth.Group-wide synergy
We have formulated the Huaxia Bank Management Measures for Technology Finance Centers, Technology Sub-branches and Technology-Specialized Sub-branches to accelerate the construction of a dual-center frameworkcovering the Beijing-Tianjin-Hebei region and the Guangdong-Hong Kong-Macao Greater Bay Area. At the sametime, we continue to expand our network of technology and technology-specialized sub-branches in regions witha high concentration of tech companies.
The seice system
Nanning Branch granted a credit limit of RMB 37.5 million to a Guangxi-based materials company to support its raw material purchases fornano calcium carbonate production. The company has been recognizedas a manufacturing single-product champion enterprise, one of the Top100 High-Tech Enterprises in Guangxi, a specialized and sophisticated"little giant" enterprise and a National High-Tech Enterprise. To fuhersupport tech companies, Nanning Branch has also introduced a fast-track approval channel for credit applications from technology sub-branches for projects of such enterprises.
CaseSuppoing the specialized and sophisticated"little giant" enterprise
The Wuhan Branch has extended a credit limit of RMB 65.5 millionto a technology company to support innovation and R&D insemiconductor light sources. This company holds independentintellectual property rights covering the entire process from chipdesign to packaging, with over 100 core patents, more than 50% ofwhich are invention patents.
CaseSuppoing the development of the high-endchip indust
Spotlight
1312
Social Responsibility Repo 2024 CSR Practices
Green Finance
The Bank has positioned "promoting characterized green nance" as a core strategic initiative, aligning with ESG principles to develop a comprehensiveproduct system. We constantly drive innovation in low-carbon nancial products, accelerating the establishment of a diverse green nance ecosystemspanning loans, investment, debt nancing underwriting, leasing, wealth management, and consumer nance. These eos consistently enhance thedepth and scale of green nance operations.At the end of 2024Balance of green loansRMB
302.799 billion
Increase in green credit balancecompared to the beginning of theyear
%
12.45
Inclusive Finance
The Bank is dedicated to enhancing people's livelihoods, bolstering the real economy, and suppoing national strategies. By leveraging the inherentstrengths of inclusive nance and focusing on key priorities, we aim to establish a comprehensive seice framework for inclusive nance—one denedby universal deployment, enriched content, intensive management, and digital innovation.At the end of 2024Balance of MSEs loansRMB
601.526 billion
MSEs customers received loanswith a credit limit of RMB 10million or less
404,700
Balance of MSEs loans with acredit limit of RMB 10 millionor lessRMB
182.633 billion
The Bank has formulated detailed work plans to drive high-quality growth in inclusivenance. These plans outline clear business directions and implementation strategiesto empower seice expansion. A tailored branch management strategy has beenimplemented—developing region-specic business paths—while a coordinated nancingmechanism for micro and small enterprises has been established to ensure promptengagement, ecient credit disbursement, and timely outcomes.Optimizingmanagement mode
The Bank oers digital products such as Quick Business Loans, Merchant Loans,and Market Loans, on its personal mobile banking. The "Inclusive Finance Connect"product suite has earned recognition as one of the "2024 Excellence Financial SeiceCases for Small and Medium-Sized Commercial and Circulation Enterprises in China".
Leveraging digital andintelligent technologies
By harnessing big data and aicial intelligence, the Bank continuously enhances productadaptability to meet diverse nancing needs. Customized "inclusive nance packages"for micro, small, and medium enterprises (MSEs) have paved a distinctive new path fortailored nancial seices.
Driving productinnovation
Through peormance assessments, targeted credit allocation, and preferential pricing,the Bank provides robust nancial suppo to sophisticated and specialized SMEs. Creditaccess thresholds have been signicantly reduced to improve loan availability for techcompanies. With a dedicated credit product system, integrated nancial seice solutions,and pilot sub-branches oering focused suppo, the Bank is committed to enhancingseice quality and eciency, ensuring optimal use of funds for technology rms.
Suppoing the growthof sophisticated andspecialized SMEs
With core objectives of "precise grassroots outreach, streamlined processes, andcompetitive interest rates", the Bank has forged strong ties with local governmentsand nancial regulators. A large-scale outreach initiative has been launched—visitingindustrial parks, urban communities, and rural areas—to gain comprehensive insightsinto the operational realities and nancing needs of micro, small enterprises (MSEs)and individual businesses.
Implementing a nancingcoordination mechanism forMSEs
By thoroughly analyzing the unique characteristics and nancial needs ofrural economies, we have innovatively developed a suite of credit productsthat comprehensively meet rural nancing demands. Focusing on the entireagricultural value chain and employing strategies like supply chain nance, theBank delivers targeted and ecient nancial seices to various stakeholders inthe agricultural sector.
Suppoing ruralvitalization
The Wuhan Branch secured World Bank refinancing for a major provincial initiative—300-megawattcompressed air energy storage (CAES) demonstration project—obtaining a credit line of RMB 1.56 billion witha 15-year term. This project is the world's largest single-unit CAES installation and achieves the highest energystorage efficiency to date. By enabling large-scale physical energy storage, the project helps to improvepower quality and grid stability. The project sees as a model for integrating renewable energy into China'sconstruction of a modern power grid.
CaseSuppoing China's largest compressed air energy storage project
The Guangzhou Branch extended an RMB 100 million credit facility to a Foshan-based solid waste treatmentcompany, eectively meeting its funding needs. Specializing in household waste compression and transfer,waste-to-energy incineration (WtE), and sludge treatment, the company processes up to 5,380 tons ofwaste daily. With nancial backing from the Bank, the company has accelerated its growth, strengtheningenvironmental management and green development eos in Foshan.
CasePromoting the development of the environmental protection indust
The Bank is committed to rening its top-level green nance strategy and governance framework,creating a structured and well-integrated system. This framework follows a top-down approach,where the Board of Directors, senior management, and executive teams incorporate green nanceas a key responsibility and work collectively to drive progress.
Improving the top-level design
In response to national climate change policies, we are enhancing our green nancial policies andsystems. We have developed the Guiding Opinions on the Credit Business Environment and Social RiskManagement for Corporate Clients and the Guiding Opinions on Financial Suppo for BiodiversityConseation, while rening the Administrative Measures for Green Finance. These eos collectivelyadvance the development of green industries, leveraging nance to suppo climate changemitigation and promote green, low-carbon development.
Enhancing Regulato Framework
Focusing on the goal of "developing green nance as a new characteristic," all levels of professionaldepaments and branches of the Bank have worked together to come up with standardized businessprocesses to promote the rapid development of green nance.Optimizing implementation mechanisms
1514
Social Responsibility Repo 2024 CSR Practices
Pension FinanceThe Bank is dedicated to implementing the national strategy foraddressing an aging population. Guided by the "Sustainable,Wonderful" brand philosophy, we have made pension finance acentral strategic focus, accelerating its development. By directingresources toward this area, we are creating innovative digital,ecological, and tailored service models that address the diverseneeds of our clients. Additionally, we are actively building a pensionecosystem and aiming to create a comprehensive, impactfulapproach to pension finance.
We have launched the "Eldercare Manager," a sma pension seiceplatform oering features like telemedicine, family care, intelligentcompanionship, health management, investment and wealthmanagement, and remote banking. This comprehensive solutionaims to provide sma home-based elderly care. By leveraginginternal resources, collaborating with quality third-pay providers,and strengthening government panerships, we have establishedan integrated Government-Bank-Company (G-B-C) elderly seiceecosystem. Together with various sectors of society, we are activelyshaping this new ecosystem for elderly seices.
As one of the rst commercial banks to oer personal pensionseices, we are accelerating the development of privatepensions as the third pillar and improving the customeraccount opening experience. We have expanded our personalpension product oerings, introducing savings options withlower minimum investment thresholds and a wider range ofterms. Our commitment to delivering high-quality pensionnancial solutions remains strong.
Building an ecosystem for elder seicesOptimizing seices
We have formulated and released the Yiyangban VCareToolkit for Pension Asset Allocation Seice to extend theconcept of pension asset allocation to planning processes,core strategies, allocation scenarios, and implementationapproaches. In addition, we are promoting a healthier pensionnance environment, raising awareness about personalpensions, and oering educational tools through our mobilebanking app. Initiatives like lectures, policy discussions,and expe talks help develop customers' pension planningawareness and encourage rational investment habits.
We are continually improving the accessibility of our digitalchannels for elderly customers by developing specialized versionsof mobile and online banking, enabling them to benet fromadvancements in nancial technology. We have also enhancedour exclusive seices for elderly groups and oer "face-to-face"video seices to create an "ecient and direct" seice window.
Creating a seice systemEnhancing dedicated deliveries
Qingdao Branch has diversified its product offerings by launchingservices including Tobacco Business Loans, Market Loans, MerchantLoans, Small Micro Propey Mogage Loans, and Sma Benet Loans.Through cross-business collaboration, the branch has actively promotedindustrial digital nance and trade nance products. Its business unitshave organized mass marketing initiatives in "parks, circles, and chains,"integrating 16 high-volume customer acquisition channels. Five projectshave been successfully executed—one Small Micro Propey MogageLoan disbursed RMB 8.9 million, and one Market Loan in an aquaticproducts market disbursed RMB 11.5 million. Additionally, the branchhas deployed a "Settlement + Credit" model, resulting in six MerchantLoans in the Qingdao used car market, and strengthened synergies inindustrial digital finance and trade loan, achieving disbursements ofRMB 97.78 million (industrial nance), RMB 12.38 million (online loans),and RMB 38.85 million (digital factoring).
Case
Expanding the toolkit forinclusive nance
We have introduced the "Brilliant Life Card" for customers aged 55and older, oering premium benets like fee waivers and value-addedseices akin to those of gold cards. To better see our senior clients,we developed care-oriented versions of our mobile and online bankingapps, featuring larger text and voice-assisted functionalities. Theseenhancements focus on frequently used services such as balanceinquiries, fund transfers, deposits, and bill payments, ensuring thatessential information is easily readable and navigation is intuitive. Weare dedicated to providing comprehensive, considerate, and user-friendly seices that help seniors overcome the "digital divide."
CaseContinuously enhancing seices forelderly customers
Chengdu Branch has positioned sma elderly care, institutional elderlycare, senior pharmaceuticals, smart wearable devices, and other keyindustries as marketing priorities. Through the integrated "CommercialBanking + Investment Banking + Industrial Digital Finance" marketingmodel, the Branch delivers end-to-end, one-stop, and comprehensivenancial seices, spanning cash management, fund custody, nancing,and investment adviso, to empower the growing elderly care indust.In 2024, the Branch extended nancing seices to 11 customers in theelderly care industry, achieving a year-on-year increase of RMB 500million in nancing volume.
CaseProviding tailored nancing seices forcustomers in the elderly care indust
Shenzhen Branch focuses on core business district scenarios, steadilyenhancing support for micro and small enterprises (MSEs) andindividual businesses in specialized markets such as a clothing mall, ajewel mall, commercial centers, and community seice areas. To seeeligible small and micro customers, the branch introduced the "MarketLoan" product—providing credit loans for daily operations through afully digital process from application to repayment.
CaseIncreasing suppo for MSEs
Xining Branch has developed the "Plateau e-Loan," a product tailored toregional characteristics and the branch's operating context. Leveragingthe agricultural market at the Qinghai-Tibet Plateau AgriculturalProducts Distribution Center —managed by a local agriculturaland commercial firm that is an existing credit client—the branchcollaborates with the market operator to identify and recommend high-quality merchants. This enables the provision of rental loan products topremium merchants, eectively meeting the practical nancing needsof local MSEs, individual businesses, and the emerging new citizendemographic.
CaseLaunching the "Plateau e-Loan"
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Social Responsibility Repo 2024 CSR Practices
Digital Finance
Focusing on the suppo for the development of the digital economy and the digital transformation of businesses, we have formulated the DigitalFinance Action Plan to rene our digital customer management system and strengthen our intelligent operations and seice capabilities, therebycontributing to the high-quality growth of the digital economy. We are committed to building a full-stack, digital nance seice model.At the end of 2024Value generated through digitalproducts
RMB
3.612 billion
Employees received digital skilltraining16,104
Upgrading customer management. We have upgraded treasu management functions, oeringintegrated nancial seices for enterprises, including account management, payment settlements,and centralized treasu management. Relying on an enterprise-level platform oering seicesto digital customers, we have built a business system to provide tailored seices to customersat dierent levels. Through a professional business model targeting key customer segments, thisplatform has improved our ability to see 5.09 million customers and increased nancial assetsby RMB 62.1 billion. We have also driven nancial innovation with data assets, contributing tothe development of the Beijing Data Infrastructure Pioneer Zone and oering data asset-backedmogage loans.Improving operation and management quality and eciency. To improve our managementprocesses, we've updated our digital multimedia app for lobby seices. We also have diversied ourRobotic Process Automation (RPA) scenarios, and launched the "Sui e Ban" remote banking brand,while oering multilingual and sign-language seices. Additionally, our upgraded intelligent riskcontrol system and the optimized "Dragon Shield" big data risk identication and early warningsystem allow Huaxia Bank to receive over 78.6 of risk ales related to enterprises facing newchallenges, such as overdue payments and write-os.Strengthening digital nance application. Huaxia Bank is steadily enhancing its digital technologysuppo for business operations. We continue to improve our corporate management and controlsystems while accelerating the implementation of enterprise-level blueprints. To enhance customerseice quality and ecacy, we actively advance AI large-model technology and applicationdevelopment. We have published the White Paper on the Basic Capabilities of Digital Technology tofacilitate the transformation of digital innovations.Tapping the potential of data elements. Huaxia Bank operates under the principle of separatingdata ownership, use, and management, and has launched the "Data-driven Development"cooperation project as pa of our innovative eos to explore a new model of separated datamanagement and operation.Growng the digital talent pool. We are providing comprehensive training for digital talent acrossthe Bank, covering digital management, applications, and technology. We have established ninerelevant majors, including digital planners, data analysts, and data managers. In 2024, we willconduct four unied examinations for digital talent across the Bank.
Business digital transformation
In 2024Customers from key sectors ofthe digital economy93,658
Increase from the end of theprevious year
%
1.45
Balance of loans invested in keysectors of the digital economyRMB
81.8 billion
Increase from the end of theprevious year
%
30.56
Integrating into the transformation of traditional industries with digital technologies. Wesuppo the development of digital industrial clusters in the automotive sector through our "ExpressDigital Loans for Distributors" seice, which oers fully online functions such as digital modelapproval, online disbursement, and repayment. In the sma education sector, we promote the"Bank + School" model, connecting with sma education platforms to expand online payment andacquisition seices.
Suppoing the development of the digital indust. We are committed to the development of thedigital indust, integrating into the construction of Beijing's Data Pilot Zone and driving nancialinnovation in data assets. Our branches in Beijing, Zhengzhou, and Chongqing have successfullyimplemented data asset-related collateralized loans. We focus on international settlement and tradenancing, launching a comprehensive seice platform for international businesses to enhance ourdigital nancial seices.
Suppoing the development of the digital economy
The Kunming Branch has launched the "Pingtai Tongbao" system for the Vegetable Trading Center in YunnanProvince to address asymmetric capital and information flows during transactions. This system enhancessettlement seices across various production and sales stages, providing reliable nancial guarantees forboth buyers and sellers.
CaseEmpowering the digital transformation of traditional industries
The Xiamen Branch has deeply explored the commodity indust ecosystem, leveraging digital technology todevelop digital supply chain nancial products. Focusing on a local company's commodity supply chain, thebranch launched the "Express Digital Loan for Distribution," enhancing ecosystem synergies and improvingindust-specic digital nance seices for the real economy.
CasePromoting indust-specic digital nance with greater eos
1918
Social Responsibility Repo 2024 CSR Practices
The Bank closely aligns with China's key strategic priorities and activelysuppos national and regional development initiatives. We are committedto higher-standard opening-up and rmly believe that seing the realeconomy is the nancial sector's core mission. At the same time, we seizeemerging opportunities from new quality productive forces, integratedeeply into the capital's new development framework, and continue toexplore innovative models and pathways for nancial seices.At the end of 2024
Balance of loans to manufacturing
RMB
256.067 billion
Balance of loans issued in the Beijing-Tianjin-Hebei regionRMB
529.624 billion
Balance of loans issued in the Yangtze River DeltaRMB
726.525 billion
Balance of loans for the Guangdong-Hong KongMacao Greater Bay AreaRMB
270.354 billion
Correspondent banks opened in BRI markets
Development
About RMB 37.2 billion
Suppoing Beijing-based central SOEs. We have developed a dedicated plan focusing onthe establishment of and collaborative access to the treasu management system of centralSOEs, and established direct "headquaers-to-headquaers" engagements with central SOEsin Beijing, oering proactive credit, medium-term working capital loans, and underwriting ofmedium-term notes.Driving the development of municipal SOEs. We've crafted special nancial seice solutions toenhance strategic panerships and provision of seices such as fund supeision, corporatedigital RMB wallet opening, and foreign currency loans.
Contributing to Regional Development
Staying true to national and regional development strategies, the Bank actively embeds itself in the regional economic mainstream. We areconstructing a new collaborative development paradigm for sub-branches led by branches in the three prima regions (Beijing-Tianjin-Hebei, YangtzeRiver Delta, and the Guangdong-Hong Kong-Macao Greater Bay Area). This approach will foster mutual reinforcement, complementa advantages,and orderly progress toward high-quality regional development.
Seing the capital's development
Guided by the capital's strategic urban positioning, we have issued the 2024 Work Plan for Serving theEconomy in the Capital and Coordinated Development of the Beijing-Tianjin-Hebei Region. we actively suppothe development of the "Four Centers" and integrate into Beijing's "Five Key Initiatives" and its evolvingdevelopment framework. Through these eos, we are dedicated to suppoing high-quality growth in thecapital's nancial sector.In 2024RMB
443.2 billion
Financing seices provided forMSEs in Beijing
Suppoing economic developmentThe Bank has embedded key capital initiatives into the annual decision-making and oversight agenda of its PayCommittee. Beijing's deposit and loan targets now form pa of our Pay Committee's strict self-governance and theBank's core operational priorities. At the same time, we continue to enhance our investment and nancing suppofor critical projects while increasing resource allocation to the capital. Driven by a strong sense of mission andresponsibility, we remain committed to advancing the economic development of the capital.
We have rolled out the Work Plan for Suppoing Beijing in Building an International ConsumptionHub, intensifying suppo for high-volume consumption sectors—such as new energy vehiclesand electronics—to drive new momentum in digital, green, and health consumption.Creating a better payment environment. In line with the State Council's Opinions on FuherOptimizing Payment Seices and Enhancing Payment Convenience, we have deployed foreigncard acceptance systems to alleviate payment challenges for foreign visitors and other groups inBeijing. Other initiatives include discounted fuel programs, mobile banking campaigns for 12306ticket purchases, and the promotion of themed credit cards (e.g., those focusing on Shijingshan).Promoting credit card consumption through marketing initiatives. To boost credit card usage,we have launched innovative campaigns such as "Half-Priced Luckin Coee" and panered withtop e-commerce platforms to oer initial card-binding discounts and shopping rebates, thusstimulating the growth of the capital's consumer market.
Suppoing Beijing's development as an international consumption hub
Suppoing major
projects
We have established connections with all 678 key municipal anddistrict-level projects in Beijing—including those under the BeijingMunicipal Development and Reform Commission's "3 Sets of 100"initiative.We have provided loan suppo for key district- and municipal-levelprojects in Beijing, including integrated transpoation hubs, outlettowns, a digital po project, and a headquaers building project ofan SOE.Actively paicipating in the capital's urban renewal and transformation.We've responded to capital urban renewal eos by addressingnancing needs for aordable housing and urban renewal projects,closely connecting with the nancing coordination mechanism for thereal estate sector.
Empowering key enterprises
Diverse nancing seices oeredin Beijing
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DevelopmentSocial Responsibility Repo 2024
Advancing technology nanceWe are committed to driving technological nance by rening business models and seice mechanisms whilefostering greater integration between the digital and real economies. Through consistent nancial suppo, weempower tech enterprises in Beijing, reinforcing the city's position as a global technology innovation hub anda leader in the digital economy.
RMB
39.1 billion
In 2024Investment and nancing seicesprovided for tech companies inBeijing
Developing digital nance
Engaging in digital RMBpilot programs for municipalSOEs in Beijing. Weimplemented the MunicipalState-Owned EnterprisesDigital RMB Pilot Program,introducing "Digital RMB +Sala Subsidies" and otherscenarios.
Accelerating the digitaltransformation of manufacturing.We introduced a digital factoringproject for a supply chainnancial platform and advancedinitiatives such as express digitalloans for invento collateral,while providing non-recourserefactoring seices.
We have paicipated inkey projects at the BeijingInternational Big DataExchange, including the"State-Owned EnterpriseData Ent" and "PilotProgram for FinancialInnovation in State-Owned Enterprise DataAssets." Establishing anew model for data trusts.
We have deepened our panership with theBeijing Financial Loan Seice Center to broadencoverage for MSEs in the capital.
We have fuher advanced the "Shopping BasketSupply Assurance Loan" program to provide merchantswith critical credit suppo, ensuring a reliable supplyof essential goods for the community.
Suppoing the growthof micro and smallenterprises
Assisting aected enterprisesThe Bank has launched a dedicated "green channel" for credit applications from businesses in disaster-aected areas and allocateda special disaster relief loan quota to ensure that impacted enterprises receive priority funding. We have also oered preferentialpricing to help alleviate nancial strain on aected MSEs.Suppoing post-disaster reconstructionOur post-disaster recove eos include issuing an emergency loan of RMB 29.99 million to a water utility in Fangshan Districtfor water system reconstruction, extending an RMB 800 million credit line to enterprises in the same district for post-disasterreconstruction, and managing RMB 3.6 billion in special funding for ood control projects across 18 companies. Fuhermore, we haveestablished a long-term nancial suppo mechanism aimed to empower sustained recove with the Fangshan District governmentto focus on rebuilding critical infrastructure, such as roads.
Suppoing disaster relief and reconstruction in Beijing
Suppoingkey projects
From 2023 to 2024, we allocatedRMB 63.875 million in dedicatedfunding to suppo the InternationalConference on Basic Sciencessuccessfully held in Beijing.
Funding the InternationalConference on Basic Sciences
As both a "strategic paner"and "indust paner," we haveprovided RMB 10 million insponsorship funding to suppothe ZGC Forum.
Sponsoring the Zhongguancun(ZGC) Forum
Our Head Oce has signed a master strategiccooperation agreement with a leading groupcompany in Beijing, while our branches haveestablished bank-enterprise cooperationagreements with its subsidiaries andaliated rms.
Leveraging group-based nancial seices
Beijing Branch has introduced a dedicatedevaluation system for growth-stage sci-techcompanies, complemented by a scorecardmodel to suppo valuation assessments.
Enhancing sci-tech lending solutions
We continue to connect with majortechnology platform platforms in Beijing,including science parks and intellectualpropey seice providers, and paicipatein matchmaking events within key scienceand technology parks.
Broadening nancial suppo fortechnology enterprises
We collaborated with a Beijing-based techcompany to launch the "Business Loan"project and suppoed a Beijing-basedinternet company to successfully roll outthe AI digital human project.
Deepening panerships with leadingtech rms
Suppoing Beijing's livelihood improvementEnhancing bank-governmentcooperationThe Bank has deepened its cooperationwith municipal and district-levelgovernment agencies, promotingthe implementation of digital andspecialized nancial seices.
Suppoing the capital'slivelihood initiativesWe have expanded mobile paymentsolutions for Beijing's medicalinsurance system and introducedonline OTC drug purchasing.
Enriching pension nancial seicesWe have organized the "Yi Yang BanVCare" Pension Asset Allocation salon,developing premium retirement plansfor our clients with strong expeiseand tailored seices.
Empowering sophisticated and specialized SMEs and tech enterprises
Beijing Branch has been designated as a pilot bank for digital currency payments of non-tax revenue by the Beijing Municipal Finance Bureau. Bylaunching a municipal non-tax revenue system and corporate digital RMB applications, the branch enabled municipal enterprises to remit RMB 1.819billion in state-owned capital earnings using digital RMB.
CaseSuppoing key livelihood initiatives in the capital
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DevelopmentSocial Responsibility Repo 2024
Driving cultural developmentThe Bank has developed a specialized nancial seice model for cultural and creative industries, advancingthe "Time-Honored Brand Action Plan" and introducing the "Huaxia Masterpiece" product series targetingcentu-old brands. These initiatives oer a comprehensive nancial suite—including payment and settlement,cash management, and investment and nancing—to suppo the sustainable growth of centu-old brands.By integrating nancial and non-nancial solutions, we contribute to establishing Beijing as a national culturalhub.
Facilitating international exchangesWe continue to develop specialized cross-border nancial seices and actively paicipate in the developmentof the "Two Zones" and "Four Platforms" initiatives. Our efforts support Beijing's transformation into an"International Exchange Center" and contribute to high-level opening-up.
Suppoing the development of the BMC
We align with the strategic blueprint and core industries of the Beijing Municipal Administrative Center (BMC),capitalizing on oppounities from the relocation of non-essential capital functions. Our comprehensive, multi-tiered nancial seices will drive high-quality development in the area.
We've established the HoushayuSub-Branch within the China(Beijing) Pilot Free Trade Zoneand a sub-branch in the DaxingAirpo Area of the China (Hebei)Pilot Free Trade Zone, expandingour seice reach and enhancingoutlet capabilities.
We deliver cross-bordernancial seices to businesseswithin the free trade zones,facilitating international tradeand investment eciency.
At the 2024 ZhongguancunForum, we showcased 14 projects,including the Huaxia FinancialCloud Platform. Additionally, atthe 2024 China International Fairfor Trade in Seices (CIFTIS), wepromoted key oerings such ascross-border RMB seices.
Improving the institutionallayout of the "Two Zones"
Promoting Free TradeZone development
Boosting Beijing's "Four Platforms"
Responding to
governmentdecisions and
policies
The construction of our new Head Oce Building in the BMC is progressingrapidly, with the main structure now under full development.
Optimizingorganizational
distribution
In 2024, we opened a new branch at Universal Studios Beijing. By then, we hadopened six branches in the BMC.
Empowering SOEsdirectly under theSASAC of TongzhouDistrict
We have established nancial panerships with all rst-tier SOEs directlysupeised by the SASAC of Tongzhou District.We have assisted these enterprises in issuing bonds to secure funding, optimizetheir nancing structure, and lower nancing costs.
Deepeningcooperation andcommunication
We have opened a zero-balance account for the scal authority of TongzhouDistrict, and successfully introduced municipal and district-level treasucentralized payment seices for the Administrative Committee of the BMC.We have panered with the Industrial Guidance Fund of the BMC toprovide "Investment-Loan Linkage" nancial seices for tech companiesin Tongzhou District.
Strengtheningnancial suppofor key projects
We have reinforced our strategic panership with Tongzhou District Government todeepen our business collaboration.By actively suppoing major projects in the BMC, we have engaged in early-stageresearch on key projects and state-owned enterprise reforms. In 2024, we extendednearly RMB 10 billion in new credit suppo to major projects of the district.
Bringing integrated nancial seices into cultural parks, we create a comprehensive cooperationplatform to facilitate bank-enterprise cooperation and deliver tailored nancial seices for park-based cultural enterprises.We've provided credit, investment, and nancing seices to leading tourism enterprises, oeringnancial backing to a leading cultural indust company to drive the integrated development of"channels + content + IP" within the sector.
Driving the growth of the cultural indust
We have organized and invited time-honored brands to paicipate in a special temple fair event,"Welcoming the Year of the Dragon: A Festive Temple Fair," demonstrating our concrete suppo forthese legacy businesses.In Hong Kong, we've hosted the "Beijing-Hong Kong Collaboration: Shaping the Future" campaign toassist Beijing's historic brands in expanding their global presence.
Suppoing Beijing's time-honored brands
We've contributed to Beijing's Central Axis UNESCO World Heritage nomination by sponsoring BeijingTV's Singing for the Central Axis of Beijing program with a total investment of RMB 74 million. Inrecognition of our eos, we received the "Guardian of the Central Axis" award from the BeijingMunicipal Cultural Heritage Bureau and Beijing Radio & Television Station.
Suppoing key initiatives
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DevelopmentSocial Responsibility Repo 2024
Seing Regional Development StrategiesWith a deep understanding of the government's regional development strategies, Huaxia Bank has clearlydened and consistently implemented dierentiated regional development strategies. This strategy prioritizesthe Beijing-Tianjin-Hebei region, the Yangtze River Delta, and the Guangdong-Hong Kong-Macao Greater BayArea, while also driving progress in the Great Western Development Strategy and providing nancial suppofor the growth of the Yangtze River Economic Belt.
In alignment with our Action Plan for the Regional Development of the Yangtze River Delta 2021-2025, we havemade suppoing this region a strategic priority. Specically, we have established a database of key projects in thecoordinated development of the Beijing-Tianjin-Hebei region and strengthened our nancial seices to enhance theregion's economic integration.
Coordinated development of the Beijing-Tianjin-Hebei RegionAt the end of 2024Balance of loans issued in theBeijing-Tianjin-Hebei regionRMB
529.624 billion
In 2024Total investment and nancingseices rendered to key projectsin the coordinated developmentof the Beijing-Tianjin-Hebei regionRMB
86.9 billion
We've invested in the corporate bond of a major group company in Xiong'an New Area, becomingthe only joint-stock bank to launch credit cooperation with the company. We've also deepened ourpanership with a nancial leasing company under a central SOE and other key enterprises in the area.We are actively engaged in the Xiong'an New Area Blockchain Laborato, collaborating on the"Blockchain System for Fund Management of Engineering Projects" as one of three bankingpaners involved in this initiative.We have gained approval to manage housing provident fund seices in Xiong'an New Area,earning commendation from the Administrative Committee for our nancial contributions with aletter of appreciation.
Contributing to the development of Xiong'an New Area
Seing key enterprises in the regionWe've suppoed rail transit enterprises in debt nancing instrument underwriting, becoming the rstjoint-stock bank to handle bond underwriting for a Hebei key enterprises.We've promoted products, such as investment-oriented loans and option loans in the Beijing-Tianjin-Hebei region, to meet businesses' comprehensive "equity + debt" nancing needs.
Increasing suppo for key indust clusters
We've completed the Express Digital Loan for Receivables project of a Tianjin-based steel companyand the Express Digital Loan for Distributors project of a Hebei-based company in the steel sector.We've made progress in multiple projects, including the Express Digital Loan for Orders forindustrial goods of a Hebei-based steel enterprise, the Express Digital Loan for Distributors of agroup company in Hebei, and the Order Loan of a platform company in Hebei.Promoting regional green developmentWe've sueyed a wind farm in Cangzhou City and a green, low-carbon development project in aIndustrial Park, Handan City. We've also paicipated in the World Bank's symposium on China's airpollution control initiatives.We've issued the rst bank loan in Hebei province linked to carbon neutrality, providing nancialbacking for a solar-re hydrogen storage integrated multi-energy demonstration project of a powercompany.We've invested in green bonds issued by entities in the Beijing-Tianjin-Hebei region and oerednancing and leasing suppo for photovoltaic projects seing green leasing customers in the area.
We have actively implemented the Outline of the Integrated Regional Development of the Yangtze River Deltaand our Action Plan for the Regional Development of the Yangtze River Delta (2021-2025), continuouslydriving growth and fostering innovation. By capitalizing on opportunities in city cluster development,major infrastructure projects, advanced manufacturing, high-tech industries, green finance, and retailbusiness transformation, we provide comprehensive nancial solutions to suppo the region's high-qualitydevelopment.RMB
726.525 billion
At the end of 2024Balance of loans issued in theYangtze River Delta
Integration of the Yangtze River Delta region
We've provided loan suppo for a cold chain logistics distribution center in Shijiazhuang. Leveragingthe People's Bank of China's re-lending policy for sci-tech innovation and technological upgradingprojects, we've also nanced a high-end non-woven fabric production project and an Internet ofVehicles terminal application project in Hebei Province.
Engaging in key regional projects
Strengthening cross-regional collaboration. We have deepened indust research, andaccelerated product and seice innovation.Optimizing regional innovation mechanisms. We've expanded suppo for sci-tech enterprisesby piloting specialized technology-nance institutions, improving nancial seices fortechnological innovation.Promoting regionally integrated application of indust-specic digital nance. Followingthe ecological customer account seice coordination mechanism, we provide seamless cross-regional and cross-branch corporate and personal settlement account seices, including accountsetup and post-seice suppo.Facilitating integrated operations across regional branches. We have streamlined syndicatedlending processes for Yangtze River Delta branches, eliminating the need for the Head Oce toapprove lead branches.
Enhancing the regional integration mechanism
Expanding the coverage of the underwriting business. We have expanded the coverage ofunderwriting business by enhancing the "commercial bank + investment bank" collaborationmechanism and strengthening suppo for M&A transactions and syndicated loans.Meeting the personalized nancing needs of customers. We've promoted investment-orientedloans, option loans, and other tailored products for tech companies. With integrated investmentand lending seices, we suppo enterprises in the entire lifecycle to meet their comprehensiveequity and debt nancing needs.Diversifying scenarios of livelihood-related consumption nance. We've advanced privatebanking product development, sales, and wealth management. We've also accelerated theestablishment of a private banking center at the Shanghai Branch while expanding engagementwith pension nance customers to broaden nancial seices and panerships.
Upgrading seices through innovation
Tianjin Branch continues to advance its green nance strategy through innovative product development. Aspa of these eos, it has suppoed a Tianjin-based environmental company in issuing the rst carbon-neutral bond in the waste-to-energy sector within the Beijing-Tianjin-Hebei region. This initiative hasdiversied funding sources for the company.
CaseContributing to the green development of the Beijing-Tianjin-Hebei region
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DevelopmentSocial Responsibility Repo 2024
Development of the Guangdong-Hong Kong-Macao Greater Bay AreaStrictly adhering to the directives of the CPC Central Committee and the State Council on enhancingfinancial support for the Greater Bay Area, Huaxia Bank has carried out the Outline Development Plan forthe Guangdong-Hong Kong-Macao Greater Bay Area, seizing opportunities for regional development. Byintroducing specialized nancial products and seices tailored to strategic indust clusters, we contribute tothe Greater Bay Area's goal of becoming a world-class city cluster and a leading international bay area.
The Great Western Development StrategyActively responding to the Great Western Development Strategy, we provide investment banking solutions toclients in the region, facilitating nancial market access. We contribute to the development of the Chengdu-Chongqing economic circle with a full suite of financial services, including bond underwriting, syndicatedloans, standardized bond investments, non-standardized asset investments, and indust fund matchmaking.RMB
270.354 billion
At the end of 2024Balance of loans for theGuangdong-Hong Kong-MacaoGreater Bay Area
We have increased credit supply forlocal mainstream industries.Our multi-tiered nancial seicesystem continues to evolve, withinnovations in the "commercialbank + investment bank" modelto integrate loans, bill nancing,and bond nancing, suppoingindustrial transformation andintegrated industrial chaindevelopment.In green nance, we haveintroduced xed-income ESGnancial products, with over 80% offunds invested in environmentallysustainable industries. Paneringwith Shanghai Clearing House andGuangzhou Emissions Exchange,we've launched China's rst carbonemission pledge nancing digitalproject, successfully implementingthe "Carbon Reduction Loan",beneting multiple new energyequipment manufacturers.
Hong Kong Branch has secured aninsurance intermedia license, andpiloted private wealth seices.We have enabled a one-stopnancial seice platformfor investment, transactions,nancing, bond underwriting,wealth management, andasset management, enablingmainland enterprises to expandinternationally, mitigate overseasrisks, and enhance globalcompetitiveness.
We have rened and optimizedsuppoive policies anddierentiated managementapproaches tailored to localconditions. This includesstrengthening resource allocation,technological empowerment,operational suppo, and brandpromotion to enhance nancialseices.We've studied and formulatedspecial nancial seice plans tofacilitate key initiatives such ascross-border wealth management,Hainan QDLP (QualiedDomestic Limited Panership)and QFLP (Qualied ForeignLimited Panership) projects,and Hong Kong's oshore bondunderwriting business.
Development of the Yangtze River Economic BeltIn line with the Opinions on Policy Measures for Fuher Promoting High-Quality Development of the YangtzeRiver Economic Belt, we provide nancial suppo for key areas such as infrastructure, industrial transformation,and ecological conseation, driving green, low-carbon, and high-quality development in the Yangtze RiverEconomic Belt.
Creating a pilotdemonstration areafor comprehensivelydeepening reforms
Improving thesupply side of theregional nancial
market
Assisting in theconstruction ofan internationalnancial center
To support the new energy vehicle (NEV) sector, we've designed a comprehensive digital financial servicesolution for a new energy vehicle brand under an automobile group in Guangzhou. By introducing the "DigitalGovernment Procurement Loan," we've facilitated end-to-end financial services across the entire industrychain, eciently addressing the procurement nancing needs of downstream dealers.
Case
Financial seices for the development of the newenergy vehicle sector in the Greater Bay Area
Nanchang Branch has granted a RMB 10 million loan to a new energy development company in Ji'an Cityfor solar energy infrastructure construction and operations. The project helps reduce pollution from energyproduction and enhances environmental quality in the Yangtze River Economic Belt.
CaseImproving the ecological environment
Kunming Branch, leveraging its strategic position as a "radiation center," focuses on funding infrastructureprojects in Yunnan, including railways, highways, ports, logistics, and urban transportation. By utilizing adiverse range of financial products, the branch has supported major transportation projects in Zhaotong,Chuxiong, Yuxi, and Honghe. In collaboration with Huaxia Financial Leasing, it issued a RMB 1 billion nanciallease for a highway project.
CaseSuppoing infrastructure construction in the western region
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DevelopmentSocial Responsibility Repo 2024
Spotlight
As a nancial institution under the Beijing Municipal Government, Huaxia Bank has actively suppoed the coordinateddevelopment of the Beijing-Tianjin-Hebei region. Over the past decade, we have strengthened our role as a keyfinancial service provider in the region, aligning our efforts with major initiatives to drive integrated growth. Ourcommitment to delivering nancial solutions has led to signicant achievements.
Chaing a New Era: A Decade ofCoordinated Development of theBeijing-Tianjin-Hebei Region
The Bank suppoed energyconseation, emission reduction, andclean energy projects in the region byestablishing the "Blue Skies and ClearWaters" investment-directed assetmanagement plan. Over 1.58 millionETC cards were issued across Beijing,Tianjin, and Hebei.
In 2015
We formulated the Action Plan for the Development of theBeijing-Tianjin-Hebei Region 2021-2025, enhancing ourposition as "a major nancial seice provider for the Beijing-Tianjin-Hebei region." We outlined nine priority tasks for the14th Five-Year Plan period, focusing on indust upgradesand suppoing the "2+4+N" strategic cooperation zones, whilecontributing to transpoation infrastructure for the Beijing2022 Winter Olympics.
In 2021
We established "a major nancialseice provider for the Beijing-Tianjin-Hebei region" as one of sixcorporate strategies for the 2017-2020planning period. The Head Oce setup the Cultural & Creative IndustriesCenter and the Beijing Cultural FinanceDivision to deliver tailored nancialseices to local cultural and creativeenterprises through innovative creditmanagement solutions.
In 2017
We have begun to annually update ourPlan on Seing the Capital Economyand the Coordinated Developmentof the Beijing-Tianjin-Hebei Region,outlining clear goals and actions ofthe year. We held a headquaer-to-headquaer signing ceremonytitled "Contributing to EconomicDevelopment in Beijing and RegionalCoordination," establishing strategicagreements with nine SOEs under theBeijing SASAC, and signed specializedagreements with ve more SOEs at aSOE cooperation conference.
In 2019
We launched the Collaborative Marketing Roadmap for theBeijing-Tianjin-Hebei Region to enhance nancial suppo forkey sectors in the coordinated development of the area. Tobolster nancial backing for the construction of the BMC, weintroduced the Work Plan for the Development of the BMC.Additionally, we signed strategic cooperation agreementswith the Tongzhou District government and China BeijingGreen Exchange, along with a long-term Memorandum ofUnderstanding with the Green Development Institute of BMC.During the inaugural joint meeting of the State-Owned AssetsSupeision and Administration Commission for Beijing, Tianjin,and Hebei, we also signed a strategic cooperation agreementwith Tianjin Infrastructure Investment Group and ChinaXiong'an Group.
In 2023
Our Head Oce set up a work group topromote the coordinated developmentof the Beijing-Tianjin-Hebei region,suppoed by corresponding taskforces set up by branches in the threeareas. The work group released the"Beijing-Tianjin-Hebei CoordinatedDevelopment Card," the rst bankcard dedicated to regional integration,issuing 103,800 cards in the rst year.
In 2014
The Bank joined the World Bank'sprogram under the Beijing-Tianjin-Hebei Air Pollution Prevention andControl Financing Innovation Project.This initiative allowed us to nanceprojects focused on energy eciency,renewable energy, and pollutioncontrol in the region.
In 2016
We formulated the Implementation Plan on SuppoingXiong'an New Area in Developing Innovative Financial Seices.We launched Chain Link Xiong'an, a blockchain-based supplychain nance product, marking the rst SME order-basednancing project using blockchain technology in the area.
In 2020
We sponsored the Beijing 2022 Winter Olympics and issuedcommemorative theme credit cards. We also relocated ourHead Oce to the BMC, achieving land acquisition andconstruction commencement within the year while vigorouslysuppoing the development of the BMC
In 2022The Head Oce set up the Ocefor Coordinating the CoordinatedDevelopment of the Beijing-Tianjin-Hebei Region, suppoed by the WorkPlan on the Coordinated Developmentof the Beijing-Tianjin-Hebei Region todeliver integrated nancial solutionsacross the region.
In 2018
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DevelopmentSocial Responsibility Repo 2024
By optimizing our institutional presence and resource allocation, we are expanding nancial seice coverageand driving the construction of key projects, signicantly contributing to the coordinated development of theBeijing-Tianjin-Hebei region.
Boosting high-quality coordinated development
Expanding the coverage of regional financial servicesIn Xiong'an New Area, we established Anxin Sub-branch, the rst banking institution in the areaafter its founding, in August 2017. In 2020, we launched the Xiong'an Branch (Hebei) and BeijingMunicipal Administrative Center (BMC) Branch.In September 2020, Huaxia Wealth Management became the rst Beijing-registered wealthmanagement subsidia of a joint-stock bank based in Tongzhou District, Beijing.We've established Tianjin Free Trade Zone Sub-branch, Beijing International Business Seices AreaSub-branch, and Beijing High-End Industries Area Sub-branch.
Strengthening support for key projects
Since 2016, we've provided over RMB 520 billion in investments and nancing for key projects in theBeijing-Tianjin-Hebei region, facilitating their construction.
Through five key measures—establishing competent organizations, aligning with development strategies, strengthening policy support, ensuringeffective implementation, and fostering bank-government cooperation—the Bank effectively supports the Beijing-Tianjin-Hebei coordinateddevelopment strategy, providing strong nancial backing for the region.
Adhering to a holistic and coordinated approach
We have introduced multiple policies to enhance suppofor the Beijing-Tianjin-Hebei region since 2014, focusing onbusiness authorization, credit approvals, and other key areas.Since 2019, we have begun to roll out Beijing-Tianjin-HebeiCoordinated Development Work Plan each year, outliningclear objectives and concrete measures.
In August 2014, Huaxia Bank formed a Beijing-Tianjin-HebeiCoordination Task Force. In December 2018, we establishedthe Beijing-Tianjin-Hebei Coordinated DevelopmentCoordination Oce to oversee the implementation of keypolicies and decisions.
Strengthening policy suppoEstablishing competent organizations
We have established a collaboration mechanism withgovernment depaments across the region and signedstrategic cooperation agreements with the Tianjin MunicipalPeople's Government, Tongzhou District People's Governmentof Beijing Municipality, Binhai New Area People's Governmentof Tianjin Municipality, and Miyun District People's Governmentof Beijing Municipality.
From 2017 to 2020, positioning ourselves as a leadingnancial seice provider for the Beijing-Tianjin-Hebei regionis one of our six core strategic goals. During the 14th Five-Year Plan period, we have fully integrated suppo for theregion's coordinated development into our long-term plans.
Promoting bank-government cooperationFollowing the development strategy
We have prioritized capital city economic development asa key oversight area for our Head Oce Pay Committee,conducting monthly follow-ups and quaerly repos. Regularpromotion meetings are held to help address challenges inthe region's coordinated development.
Facilitating the implementation of initiatives
In 2020, as the sole lead underwriter, the Bank independently underwrote and fully invested in the rst RMB1 billion debt nancing project for the coordinated development of the Beijing-Tianjin-Hebei region for theintegration and upgrading of the regional economy.
CaseSuppoing the rst RMB 1 billion debt nancing project for thecoordinated development of the Beijing-Tianjin-Hebei region
A Hebei-based agricultural logistics park project was selected as one of the Top 10 Projects for theCoordinated Development of the Beijing-Tianjin-Hebei Region (2014-2024), recognized as the region's largestnon-staple food project. In 2017, the Bank provided an operating propey loan, followed by a technologicalupgrade loan in 2024 for its "Sma Cold Chain Industrial Park Project," enhancing supply chain stability andagricultural growth.
CaseSuppoing key projects in the Beijing-Tianjin-Hebei region
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DevelopmentSocial Responsibility Repo 2024
We spare no effort in supporting major events in the Beijing-Tianjin-Hebei area. As a sponsor of the Beijing 2022 Winter Olympics, we issuedcommemorative credit cards. Leveraging the construction of facilities for the Games, we provided nancing solutions to Zhangjiakou-based companiesinvolved in public transpoation, roads, bridges, and highway maintenance, enhancing local infrastructure. We also sponsored the Miyun Eco Marathonin 2021 and 2023, boosting the economic vitality of Miyun District, Beijing.
Building up soft power
Anchored in the planning and construction of the BMC and Xiong'an New Area, we have propelled their development through credit suppo andstrengthened bank-enterprise collaboration, driving the coordinated growth and economic prosperity of the Beijing-Tianjin-Hebei region.
Speeding up the development of the BMC and Xiong'an New Area
In 2022, we signed a custody agreement with the BMCIndustrial Fund and provided credit suppo for the inauguralCommunity Hub project, establishing a model for futureinitiatives.
We actively engage with key construction entities, signinga strategic cooperation agreement with a Xiong'an-basedgroup and investing in its rst bond issuance. Additionally,we provide a Bank-Lease Loan to a nancial leasingcompany, fully suppoing the growth of central SOEs'subsidiaries in the region.
Suppoing the BMC's developmentPaicipating in the development of Xiong'an New Area
Aligned with the "Five Priorities" of finance in the region, we have pushed for the launch of several regional projects, generating significantenvironmental and social benets for coordinated development..Seing key sectors
We have developed a specialized "1+16+N" system for theZhongguancun Management Depament and, in 2023,launched a dedicated program targeting specialized, high-end, and innovation-driven micro and small enterprises(MSEs).
Technology nance
We have enhanced suppo for SMEs and initiated loanrenewals without requiring principal repayment. In 2023,we launched the exclusive "Food Supply Assurance Loan," adigital inclusive nance product.
Inclusive nance
We actively engage in major data infrastructure projects inBeijing, and have launched the "Beijing Medical InsuranceMobile Payment Project." We have also implemented amunicipal-level digital RMB non-tax payment system toenable customers to make non-tax payments using digitalRMB. In 2023, we introduced our industrial digital nancebrand, "Digital Wing Pass."
Digital nance
We suppo multiple photovoltaic and wind power projectsand have sponsored the Beijing Municipal AdministrativeCenter Green Development Forum. In 2016, we collaboratedwith the World Bank on the Innovative Financing for AirPollution Control in Jing-Jin-Ji Project.
Green nance
Selected as the exclusive pilot bank for long-term careinsurance in Beijing, we provide nancial seices for elderlyresidents in Shijingshan District. In 2022, we introduced the"Huaxia Yi Yang" pension product.
Pension nance
In December 2019, we became a Diamond Partner of "ExperienceBeijing" Winter Sport Events,, facilitating venue infrastructuredevelopment for the Olympics and suppoing the capital in hosting thisprestigious event. Our integrated nancial seices contributed to thegrowth of the ice and snow indust and promoted ice and snow sposin China, enhancing the development of the capital's spos and culturalsectors.
CaseThe Beijing 2022 Winter Olympics
In May 2021, we launched our partnership with marathon events byhosting the inaugural Huaxia Bank Miyun Eco Marathon under thetheme "Ecological Miyun, Happy Miyun Eco Marathon."In May 2023, the Huaxia Bank Miyun Eco Marathon featured multiplecompetitions, including a full marathon, half marathon, and minimarathon, attracting 10,000 participants. As the title sponsor, wecontributed RMB 10 million, significantly boosting local economicdevelopment. We also set up a marketing booth at the "Miyun EcoMarathon Market" to promote consumption in dining, accommodation,cultural tourism, and related sectors.
CaseHuaxia Bank Miyun Eco Marathon
3736
Social Responsibility Repo 2024Development
The Bank is dedicated to implementing national development strategies by prioritizing the transformation and upgrading of traditional industriesand the promotion of advanced manufacturing in our policies. We have continuously strengthened and optimized nancial suppo in key sectors,ensuring that nancial seices eectively see the real economy. This approach aims to enhance the competitiveness and innovation capacity of vitalindustries, thereby driving high-quality economic development.
Facilitating the transformation and upgradingof traditional enterprisesWe have made the transformation and upgrading of traditional industries a priority. By rening credit policies,optimizing resource allocation, and enhancing service quality and efficiency, we focus on supporting keyareas such as equipment upgrading, technological innovation, production capacity optimization, industryconsolidation and restructuring, and the transition to green and low-carbon development. Leveraging our dualstrengths in commercial and investment banking, we are committed to driving the high-quality developmentof traditional enterprises.
At the end of 2024RMB
256.067 billion
Balance of loans to manufacturing
Suppoing Key Sectors of the Economy
The Bank is committed to driving breakthroughs incore technologies and advancing the industrializationof critical innovations. We suppo the developmentand application of the rst set of major technicalequipment, the initial use of key new materials, andthe localization of critical components.We continuously enhance supply chain nancialseices, with a paicular focus on leading enterprisesthat anchor indust chains. By suppoing leadingenterprises' initiatives to stabilize and strengthensupply chains, fostering integration across industries,and promoting national demonstrations for supplychain innovation, we facilitate collaborative growthamong businesses of all sizes across the value chain.
Bolstering the industrial and supply chains
Drawing on in-depth research into manufacturingindust policies, market dynamics, and developmenttrends, we have formulated and issued approvalguidelines for key sectors, including new energyvehicles, 5G, photovoltaic manufacturing,pharmaceuticals, and construction machine. Theseguidelines help our operational units deliver targetednancial seices, enhancing our ability to suppomanufacturing clients in their transformation andupgrading eos.
Strengthening policy research
We have developed option loans and investment-linked loan products, encouraging our branches toadopt these new oerings. This initiative strengthensour ability to provide integrated nancial seicesthrough a combination of debt and equity solutions.By leveraging a diverse range of nancial productsand seices—including xed asset loans, M&Aloans, syndicated loans, bill pools, commercialacceptance bill discounts, conrmed warehousenancing, factoring, accounts receivable pledges,guarantees, cash management, and nancial marketsolutions—we eectively address the nancialneeds of manufacturing enterprises. These seicessuppo businesses in expanding production capacity,upgrading and modernizing technology, managingliquidity, paicipating in project bidding, facilitatingasset restructuring, and optimizing group settlements.
Enhancing product innovation
We align our strategies with national policy directivesand leverage the People's Bank of China's re-lendingprograms for equipment upgrades and technologicalinnovation to suppo tech companies in product R&Dand equipment modernization.Enhancing resource allocation
Hefei Branch has suppoed the People's Bank of China's rst re-lendingprogram for equipment renewal and technological transformation byissuing a general xed-asset loan of RMB 75 million to a new materialscompany. The funding is designated for the workshop renovation,helping the company reduce energy consumption and enhance productpeormance.
CaseAdvancing technological upgradesof a new materials company
Chengdu Branch has successfully implemented a wastewatertreatment center project for a Baijiu company. The project treats high-concentration organic industrial wastewater to make it comply withClass A urban discharge standards. The purified biogas is convertedinto biomethane that meets national standards, enabling the ecientutilization of green energy.
Case
Suppoing the green transformationof the Baijiu indust
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DevelopmentSocial Responsibility Repo 2024
Suppoing advancedmanufacturingIn alignment with China's strategy to strengthen its manufacturingand quality leadership, we have established a dedicated approvalmechanism for manufacturing loans. We focus on key enterprises incritical sectors, expanding medium- and long-term financing whileproviding specialized nancial seices to the advanced and high-techmanufacturing industries.
We oer internal fund transfer pricing (FTP) discountsfor manufacturing loans. Clients on the "indust + client"white list receive 30 basis points o at the Head Oce leveland 20 basis points o at the branch level for newly issuedmanufacturing loans. Additionally, an extra 5 basis pointsFTP discount is provided for newly issued medium- andlong-term loans in the manufacturing sector.
Ensuring resource suppo
In our Credit, Investment, and Financing Policy for 2024, wehave designated manufacturing and tech companies aspriority sectors. While ensuring eective risk management,we have increased loan allocations to the manufacturingindust.We are committed to advancing the transformation andupgrading of traditional manufacturing while fosteringadvanced manufacturing clusters that drive collaborativeinnovation, talent concentration, cost eciency, andproductivity gains to achieve economies of scale andcompetitive edge. Our strategy prioritizes the developmentof "high-end industries" and "high-end industrial sectors",with a focus on aviation, spacecraft and equipmentmanufacturing, high-end machine, pharmaceuticalsand medical devices, electronics and communicationequipment, as well as new energy and environmentalprotection equipment.
Enhancing operational mechanismsIdentifying key seice priorities
We have implemented a parallel workow for marketingand risk control. Using the "iron triangle" model—whichintegrates credit approval, business depaments, andoperational units—we embed risk management atthe early stages of project assessment. This proactiveapproach enhances risk control and signicantly improvesproject execution eciency.We have introduced a dierentiated approval andauthorization framework for manufacturing loans. Inaddition to the bank-wide unied authorization system, wehave raised the baseline authorization levels for branchesin the Yangtze River Delta region, a key hub for advancedmanufacturing. This adjustment ensures comprehensivecoverage of major credit products and aligns authorizationlevels with regional economic needs.
We have selected pilot enterprises and institutions todevelop and analyze ecosystem maps. By focusing onhigh-quality core enterprises in the manufacturing sector,we leverage supply chain nance, indust-specic digitalnance, and cash management platforms to drive high-quality growth for ecosystem paicipants.To drive the creation of new quality productive forces, wehave developed comprehensive ecosystem solutions for 13key industries including new energy, aicial intelligence,robotics, computer manufacturing, and integrated circuits,covering 174 sub-sectors across the entire indust chain.
Driving the ecosystem-based transition of customers
The Huzhou Sub-Branch under the Hangzhou Branch extended a RMB 100 million credit line to a Zhejiang-based automobile company. Addressing the company's needs for exible nancing and timely payments, thesub-branch facilitated nancing through a mix of solutions.
CaseSuppoing the transformation and upgrading of the traditional automobile sector
To support the financing needs of regional advanced manufacturing enterprises, Wenzhou Branch hasapproved a credit line of RMB 200 million for a domestic supplier of parts for commercial vehicles. Thisinitiative helps the company improve the quality and eciency of its products.
CaseAccelerating growth in the automotive pas sector
Focusing on the nancing needs of manufacturing enterprises, Changzhou Branch has provided a workingcapital loan of RMB 80 million to a digital energy company. This initiative enhances the company's marketcompetitiveness.
CaseAdvancing high-quality growth in emerging manufacturing industries
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DevelopmentSocial Responsibility Repo 2024
The Bank actively implements national strategic initiatives and follows the directives of the Beijing Municipal Pay Committee, Municipal Government,and regulato authorities. With a focus on enhancing the quality and eciency of nancial seices for the real economy, we prioritize key areassuch as suppoing specialized and sophisticated SMEs. Also, we have strengthened nancial seices for clients in strategic emerging industries andcontinuously innovate nancial seice models to create seamless connections between the industrial and nancial sectors, driving the accelerateddevelopment of new quality productive forces.
Developing New Quality Productive Forces
Strengthening loan pricing suppo. We continueto oer preferential FTP pricing policies for loansto specialized and sophisticated SMEs. For newlyissued loans, we provide FTP pricing discounts of30 BP for national-level "little giants" and 20 BPfor provincial-level specialized and sophisticatedSMEs. Additionally, we oer fuher discounts forprojects under the People's Bank of China's re-lending program for technological innovation.Streamlining business processes and improvingapproval eciency. We have incorporatedspecialized and sophisticated SMEs, high-techMSEs, and technology-based MSEs into the "fast-track credit approval channel". Additionally, wehave developed an online scoring model tailoredfor specialized and sophisticated SMEs andgranted dedicated credit approval authority tobranches for these clients.
In our Credit, Investment and Financing Policy for2024, we have identied China's self-reliance andstrength in science and technology as a key seicefocus. By leveraging the "commercial banking +investment banking" model, we aim to delivercomprehensive nancial solutions to high-qualitytech companies.We have introduced the Action Plan for EnhancingFinancial Seices to Technology Companies and theWork Plan for Promoting Technology Finance. Theseplans establish clear frameworks for operationalmechanisms, marketing strategies, resourceallocation, peormance incentives, productinnovation, risk control, and team development tobetter suppo tech companies.We have developed the Credit Approval Guidelinesfor Specialized and Sophisticated SMEs andthe Credit Approval Guidelines for TechnologyCompanies, outlining key marketing priorities,approval criteria, and tailored credit strategies forthese businesses.
At the Head Oce level, we have establisheda Technology Finance Leadership Group,led by senior bank executives. The groupconsists of depament heads from CorporateBusiness, Inclusive Finance, Planning andFinance, and Credit Approval. Similarly,Technology Finance Working Groups havebeen set up at the branch level.
We continue to introduce exclusive nancialproducts for technology companies,including option loans, investment-linkedloans, and R&D loans, fuher enhancingnancial seices for specialized andsophisticated SMEs and tech companies. Byrening a comprehensive lifecycle nancialseices system—encompassing traditionalcredit, equity investment, and bondnancing—we provide integrated nancialsolutions tailored to the evolving needs oftech companies.
We have conducted in-depth research atbranches in Beijing, Shenzhen, and Hefei, aswell as among select indust peers. Basedon the insights gathered, we have developedand released the Management Measuresfor Technology Finance Centers, TechnologySub-branches, and Technology-focusedSub-branches (Trial). This initiative aimsto establish a comprehensive, bank-wideorganizational framework for technologynance and enhance branch-level expeisein seing tech companies.
Enhancing
productinnovation
Acceleratingteam building
Establishingspecializedleadership andworking groups
Strengtheningpolicy guidance
Enhancing
resourceallocation
Hangzhou Branch conducted an in-depth assessment of a leading energy company and developed a tailoredfinancial solution to meet its specific needs. By providing a diversified portfolio of financial products, thebranch extended RMB 4.76 billion in credit suppo, delivering strong nancial momentum to drive the steadygrowth of this domestic photovoltaic indust leader.
CaseSuppoing the photovoltaic indust in developing new quality productive forces
Changzhou Branch, in collaboration with the Changzhou Municipal Bureau of Industry and InformationTechnology, hosted a dedicated salon event titled "Empowering Technology, Thriving with Innovation" forspecialized and sophisticated SMEs. Additionally, the branch organized the "Embarking on a New Journeyof Intelligent Manufacturing with Inclusive Finance" customer salon event. National and provincial-levelspecialized and sophisticated SMEs were invited to a coordination meeting focused on facilitating MSEfinancing. Through these initiatives, the branch is supporting Changzhou's efforts to develop new qualityproductive forces.
CaseEmpowering specialized and sophisticated SMEs
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DevelopmentSocial Responsibility Repo 2024
Huaxia Bank fully implements the Pay Central Committee's directives to advance higher-standard nancial sector opening-up and actively alignswith national strategies for global integration. By addressing the needs of both domestic and international clients, we continuously enhance thequality and efficiency of cross-border financial services. We provide strong financial support for enterprises participating in the Belt and RoadInitiative (BRI) and those expanding internationally, while steadily promoting the internationalization of the RMB.
Contributing to Opening-Up
Cross-border nancial seices
We have steadfastly implemented policies aimed at stabilizing foreign trade and investment by establishinga robust "settlement + financing" product ecosystem. Our integrated financial services for enterprisesencompass ecient international settlement seices, international and domestic trade nancing, cross-borderguarantee-backed nancing, credit enhancement seices, and tailored comprehensive solutions. At the sametime, we have advanced the development of digital nancial seices to enhance product accessibility andutilization.
In 2024RMB
123.086 billion
RMB cross-border paymentsUSD 60.049 billionCross-border payments andreceipts
Suppoing the Belt and Road developmentWe have enhanced the promotion and application of import-export trade financing and cross-borderguarantee products. By oering solutions such as expo credit insurance nancing, international factoring,and cross-border guarantees, we provide financial support to enterprises expanding globally and thosepaicipating in the BRI.
Contributing to RMB internationalization
Firmly supporting policies and initiatives for RMB internationalization, we actively promote trade andinvestment facilitation while adhering to the principle of local currency priority and aligning with major trends.We have advanced digital nancial seices by launching cross-border RMB remittance features for corporatemobile banking, expanding the application scenarios for RMB internationalization. These eos enhance theconvenience of cross-border RMB settlements for domestic and international clients while oering a morediversied range of currency options.
As of the end of 2024Correspondent banks opened inBRI markets
Correspondent banks set up1,200Covering306 citiesIn 99 countries and regions
Capitalizing on Hong Kong's advantages as an international financial hub, Hong Kong Branch providesfinancial services to the Overseas Capital Management Center of Central SOEs Headquartered in Beijing,facilitating efficient fund allocation and enhancing the overseas capital management capabilities of largecentral SOEs. As of the end of 2024, the branch has established comprehensive business panerships withmore than 30 central SOEs, with a total credit commitment exceeding HKD 12 billion.
CaseSuppoing overseas operations with nancial seices
Haikou Branch has actively engaged in cross-border securities investment, asset transfers, and derivativetrading. It has invested in various asset securitization projects, including green electricity fee collection rights,green corporate bonds, land contract fee securitization, talent apament REITs, and overseas bonds. Theseeos exemplify the branch's commitment to establishing a Hainan model for suppoing enterprises in theirglobal expansion.
CaseEmpowering Hainan Free Trade Po enterprises to go global
Shanghai Branch has established a comprehensive RMB settlement seice framework covering all productsand processes in cross-border financial scenarios. To support business needs such as trade facilitationsettlement, cross-border cash pool utilization by multinational companies, cross-border financing, cross-border guarantees, and direct investment, the branch has developed RMB facilitation settlement, bilateral localcurrency settlement, cross-border nancing, and cross-border guarantee seices. These initiatives enhancethe overall satisfaction of foreign-related corporate clients with cross-border RMB settlement seices.
CaseExpediting the internationalization of RMB
To address payment diculties faced by foreigners in China, Suzhou Branch has launched a payment seiceoptimization campaign. The branch has proactively distributed informational materials, including the PaymentGuide for Foreigners in China and the Account Service Guide for Foreigners in China, introducing variouspayment methods available in the count. Through multiple initiatives, the branch has worked to eliminatepayment seice bottlenecks for foreign customers.
CaseFacilitating payment for foreign nationalsCapitalizing on growth in the shipbuilding sector, the Nanjing Branch expanded its cross-border guaranteeoerings, issuing USD 371 million in prepayment guarantees for vessel construction to ve clients, including amajor Jiangsu shipyard. This set a new benchmark in prepayment guarantees for vessel construction.
CaseEmpowering shipbuilding with cross-border guarantee solutions
Leveraging the promotion of risk neutrality, Hefei Branch analyzed exchange rate fluctuation trends andshared case studies on exchange rate risk management. To address the practical challenges faced by anagricultural technology company in Anhui in foreign exchange transactions, the branch proposed tailoredsolutions and established a green channel for exchange rate risk hedging. Through RMB and foreign exchangeswap products, we help clients hedge risks and presee capital value.
CaseAssisting enterprises in strengthening their defense against exchange rate risks
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DevelopmentSocial Responsibility Repo 2024
At the end of 2024RMB
302.799 billion
Balance of climate nance seices
RMB
294.495 billion
AUM of ESG wealth management productsRMB
31.138 billion
Electronic transactions completed10,502,992,200
To advance green development, the Bank has deepened its greenfinance strategy and introduced an action plan to strengthen supportfor green and low-carbon transformation. We have made progress andinnovations in green nance seices and mechanisms, integrated seiceoerings, international cooperation, biodiversity protection, and ESG riskmanagement—fuher enhancing the impact of our "Green Growth for aBetter China" brand.
Environmental
Balance of green loans
The Bank continues to strengthen top-level design for green finance by setting goals, defining a green transition roadmap, and refining policyframeworks—laying a strong foundation for the sector's rapid development.
Improving Top-Level Design
Green nance management structure
The Bank has improved its green nance governance structure and enhanced the coordinating role of the Green Finance Management Committee, thusboosting management quality and eciency while advancing its commitment to green and sustainable development.Green nance management structure
Governance
The Board of Directors and its subcommittees are responsible for setting the Bank's green nance strategy,policies, and goals. They review the annual social responsibility and green nance implementation repos,and oversee senior management's execution of the green nance strategy.They also formulate risk management policies that address environmental and climate-related risks, andassess green nance development and ESG risk management, oering recommendations for improvement.
Execution
The Oce of the Green Finance Management Committee handles the committee's daily operationsand leads Bank-wide eos in green nance management, marketing, product development, brandbuilding, and ESG risk management.
Management
A Green Finance Management Committee has been established under senior management to coordinatethe Bank's green nance operations and make decisions on major related matters.The committee includes heads of 14 business depaments and the Green Finance Center, chaired by theVice President in charge of the Bank's nance.
Development mechanism for green nance
Guided by the goal of "striving to develop green finance as a new hallmark," the Bank integrates green finance with carbon peaking and carbonneutrality eos, implementing the directives of the Board and the Green Finance Management Committee. We continue to rene work mechanisms,standardize business processes, strengthen cross-depamental collaboration, and expand international cooperation—seizing oppounities in greenand low-carbon development while suppoing steady, sustainable business growth.
The policy system for green nance
Developing green nance is essential to advancing ecological progress and achieving high-quality development. In suppo of China's goals for carbonpeaking and carbon neutrality, we are rening green nance policies, enhancing ESG risk management, actively engaging with domestic and globalinitiatives, and improving the quality and eciency of green nance—contributing nancial strength to the broader transition toward a green economyand society.
Each depament carries out tasks such aspolicy execution, product innovation, incentivedesign, and brand development according toits responsibilities, working together to promotegreen nance, carbon peaking and carbonneutrality goals.
Branches have formed green nance leadershipteams to foster tailored seices, strengthen talentand product specialization, and advance greennance locally. Key branches have establishedgreen nance depaments and dedicated sub-branches, creating a comprehensive, multi-levelgreen nancial seice system.Suppoingmechanism
In Janua 2024In Februa 2024In Februa 2024In April 2024In May 2024In July 2024In August 2024In October 2024
Aligned with the 2021–2025 Huaxia Bank Development Plan and the goal of "building a new distinctive strength in green nance," the Bankimproves its long-term development mechanism for green nance and strengthens the ESG risk management system to boost risk controlcapabilities. We also rene credit and investment policies, dene future seice directions, and increase credit suppo. Eos are made tostreamline approvals and issue indust guidelines for key green and high-carbon sectors. The Bank also improves incentive and restraintmechanisms, enhances business processes, resource allocation, and peormance evaluation, as well as intensies audit and supeision toensure compliance and legitimacy in green nance operations.
External policies
Internal management standards
the CPC Central Committee and the State Council issued the Opinions on Comprehensively Promoting the Developmentof a "Beautiful China".the National Development and Reform Commission (NDRC) released the Catalogue of Industries for Green and Low-carbon Transition (2024 Edition).the Minist of Indust and Information Technology (MIIT) and six other depaments issued the Guidelines onAccelerating the Green Transformation of the Manufacturing Sector.the People's Bank of China (PBOC) and six other depaments jointly released the Guidelines on Strengthening FinancialSuppo for Green and Low-Carbon Development.the National Financial Regulato Administration (NFRA) published the Guidelines on Advancing the "Five Priorities" of Financein the Banking and Insurance Industries.the CPC Central Committee and the State Council issued the Notice on Accelerating the Comprehensive Green Transitionof Economic and Social Development.the People's Bank of China (PBOC) and seven other depaments released the Guidelines on Fuher Improving FinancialSuppo for Green, Low-Carbon, and High-Quality Development of the Yangtze River Economic Belt.the PBOC and three other depaments issued the Opinions on Leveraging Green Finance to Suppo the Beautiful ChinaInitiative.
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EnvironmentalSocial Responsibility Repo 2024
The Bank places high importance on climate change by improving its climate governance mechanism and actively identifying, assessing, andmanaging the risks and oppounities it brings. Climate-related risk management is embedded into the Bank's risk preference system, and climatestress testing is conducted to help reduce environmental impact and generate long-term value for both the environment and society.
Addressing Climate Change
Identication and assessment of climate risks and oppounitiesThe Bank prioritizes environment-related risk management and incorporates ESG risks—including climate risks—into its overall risk preference system.We closely monitor sho-, medium-, and long-term environmental and climate risks and oppounities, using nancial technology to identify, assess,and manage ESG risks.
Environmental and climate risks identiedPhysical risks
Acute risks
Extreme weathersuch as oods,typhoons,blizzard andextreme heat
Business risk? Climate change increases the frequency of extreme weather, causing physical damageto assets like homes, farmland, and infrastructure in aected areas. This leads to assetdepreciation, disrupted production, and higher customer default risk.Operational risk? Extreme weather may raise temperatures and reduce water availability, leading tohigher energy use and insucient water pressure for daily operations. In southerncoastal areas, frequent typhoons and heavy rain may cause seawater intrusion,disrupting branch operations and seices.
Duration? Sho-term/medium-term /
long-termPotential nancial impacton the Bank? Decline in asset quality? Decreased income? Increased costs for disasterresilience and relatedoperationsChronic risks
Rise in averagetemperature
Business risk? Rising global temperatures drive up energy consumption, especially for cooling.Temperature-sensitive sectors like cold chain logistics and fresh produce face risingcosts, increasing default risks.Operational risk? Higher temperatures may increase the Bank's energy use, operational and maintenanceexpenses, and reduce eective business hours—aecting operational continuity.
Duration? Long-termPotential nancial impacton the Bank? Decline in asset quality? Decreased income? Increased operating and
maintenance costs
Physical risks
Sea level rise
Business risk? Sea level rise may damage coastal real estate and infrastructure, lowering asset valuesand disrupting customer operations—raising default risks. It may also prompt residentand business relocation, reducing deposit sources in coastal branches.Operational risk? Oces, branches, and back-oce facilities like data centers may also be aected bysea level rise, with equipment at risk of erosion or corrosion, disrupting operations andraising maintenance costs.
Duration? Long-term
Potential nancial impacton the Bank? Decline in asset quality? Decreased income? Increased operating andmaintenance costs
Transition risks
Policy risks
New environmentalpolicies
Business risk? If customers fail to keep up with climate-related policy changes or implement properresponses, they may face declining revenue, rising costs, and reduced protability—raising their risk of default.Operational risk? New government climate policies may require banks to incorporate climate factorsmore actively. Failure to respond adequately may raise management costs andhinder achievement of sustainability targets.
Duration? Sho-term/ long-term
Potential nancial impacton the Bank? Decline in asset quality? Decreased incomeRegulato risks
Stricter regulatorequirements
Business risk? If the Bank fails to properly assess the environmental compliance of borrowers,pollution incidents could result in legal and credit risks.Operational risk? Tighter regulato requirements—such as climate risk disclosure and assessment—may expose the Bank to compliance risks if it does not promptly adjust operationaland management processes.
Duration? Sho-term / long-term
Potential nancial impacton the Bank? Decline in asset quality? Decreased income
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EnvironmentalSocial Responsibility Repo 2024
Transition risks
Technology risks
Transition to low-carbon technology
Business risk? The rise of clean technologies may erode the competitiveness of high-emission
rms, raising transformation costs and credit risks for high-carbon industries.Clients in low-carbon tech R&D may also default if innovations fail to yield returns.Operational risk? Fintech and digital transformation can reduce resource use and emissions. If theBank fails to adopt the latest technologies for digital transformation and energysaving and emissions reduction in time, it may face rising operational costs.
Duration? Medium-term / long-term
Potential nancial impacton the Bank? Decline in asset quality? Increased operating costs
Market risks
Carbon pricevolatility, customerpreferencesand investmentbehavior
Business risk? Rising carbon prices and reduced free quotas may weaken enterprise protability orcause asset depreciation, increasing default risk.? At the Bank level, falling demand for high-carbon indust products—especiallyfossil fuels—may lead to sharp price volatility. If the Bank fails to meet shiftingdemand with suitable green products, it risks customer loss and reduced businessvolume.
Duration? Medium-term / long-term
Potential nancial impacton the Bank? Decreased market share? Decreased income? Reduced protReputation risks
Negative publicopinion
Business risk? If nanced or invested clients persistently pollute or emit high levels of greenhousegases, the Bank may be implicated, leading to negative media coverage, reputationdamage, investor divestment, customer loss, and even litigation.Operational risk? Environmental harm or delayed climate action during Bank operations may trigger
negative reactions from the public, media, and stakeholders, damaging the Bank'sreputation.
Duration? Medium-term / long-term
Potential nancial impacton the Bank? Decline in asset quality? Reputation damage
Environmental and climate oppounities identiedEnvironmental and climate oppounities identied
Green products and seices? The Bank can meet diverse customer needs, expand market share, and increase revenue by oering nancialproducts and seices aligned with low-carbon goals—such as carbon-neutral nance and climate riskmanagement.? Ongoing innovation in green nance products and seices improves the adaptability and eectiveness ofthe nancial seice system.? Green development and low-carbon transition create new business oppounities. As market demand
grows in areas like clean energy, environmental protection, clean production, ecological restoration, greeninfrastructure upgrades, and transition nance, the Bank gains access to broader market space and newincome sources.
Duration? Medium-term / long-termPotential nancial impacton the Bank? Improve asset quality? Increase in operatingincome
Resource eciency and energy source
? In daily operations, the Bank reduces electricity and water use through energy-ecient upgrades, employee
behavior management, and circular technologies—lowering operating costs.? Where feasible, the Bank replaces fossil fuels with renewables by installing distributed photovoltaics and
purchasing green electricity, suppoing a shift to clean, low-carbon energy.
Duration? Medium-term / long-termPotential nancial impacton the Bank? Decrease in operatingcosts? Enhance social image
Application of low-carbon technology
? By adopting green, low-carbon technologies such as digital platforms, sma buildings, and green data
centers, the Bank can reduce carbon emissions and operating costs, strengthening its sustainability.
Duration? Medium-term / long-termPotential nancial impacton the Bank? Decrease in operatingcosts? Enhance social imageClimate data seice
? The Bank suppos customers in understanding and managing climate risks by oering climate data analysis
and technical solutions such as risk assessments, sustainability consulting, and advanced environmental
data tools.
Duration? Medium-term / long-termPotential nancial impacton the Bank? Increase in operatingincome? Enhance social image
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EnvironmentalSocial Responsibility Repo 2024
Response to climate risksWhile strengthening our climate risk management system, we identify key transmission risks and takes action based on impact analyses aligned withthe current operations and nancing and investment distribution.
RisksBusinesses involvedImpactsMeasuresCredit risks
Financing andinvestment business
? The low-carbon transition of high-emission industries may lead to rising
costs and declining prots, increasing default risk and putting pressure onthe Bank's asset quality and structural adjustment.
? We actively suppo energy-saving, environmental protection, and clean energy industries; promote low-carbon transformation in transpoand building sectors; and expand green and transition nance supply.? We also strengthen credit and investment management for high-energy, high-emission sectors. With a focus on the impact of low-carbon
transition on industrial operations, we adjust indust and customer structures and proactively mitigate risks of phased-out enterprisesduring carbon peaking and neutrality eos.
Market-related risks
Industries in thecarbon emissionrights trading market
? Failure to develop green products in time may result in customer loss anddeclining product and seice demand.? Rising carbon prices and fewer free quotas may reduce customer protabilityor cause asset devaluation.
? We timely develop products and seices that meet the low-carbon and environmental protection needs of customers and consumers.
Operational risksThe Group
? Extreme weather may lead to water/power outages, oce damage, casualties,
and transpo disruptions, causing business interruptions and asset losses.
? We improve end-to-end business continuity management, establish response plans for emergencies and disasters, optimize repoing
procedures, and strengthen Group-wide coordination. Regular emergency drills are conducted to enhance response capacity.? We choose premises that meet national technical standards and requirements for natural disaster prevention. We prepare in advance toprotect sta, customers, and key assets such as equipment and cash.? Under a "three centers in two places" structure, we ensure full disaster recove coverage for key systems and continuously update the setup
to maintain long-term eectiveness.? We mitigate operational risks through strategic insurance coverage, including Propey All Risks Insurance and Machine Breakdown
Insurance, to eectively reduce potential losses from risk events.Liquidity riskThe Group
? Insucient liquidity may constrain both customer operations and the Bank'sown business.
? We closely monitor and assess climate-related risk impacts, integrate them into liquidity management, and strengthen risk prevention and control.
Reputation risks
Based on the Sourceof Reputation Events
? Negative environmental impacts in operations and business management
may trigger public, media, or stakeholder criticism, damaging the Bank'sreputation.
? We reinforce corporate culture and brand building, foster a positive public image, embrace public oversight, and ensure timely, accurate
disclosure.? We also conduct regular risk reviews and respond to reputational issues proactively, comprehensively, and eectively to eliminate or minimize
damage.Compliance risksThe Group
? Failure to track and implement national green and environmental policiesmay lead to additional costs, operational disruption, nes, or lawsuits.
? We stay updated on green and environmental policy developments, enabling timely implementation of responsive measures.? We execute all nancial transactions according to relevant regulations and properly handle reputational, compliance, and legal dispute risks.
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Climate risk stress tests
In 2024, we developed climate risk stress test scenarios aligned with the internationally recognized Network of Central Banks and Supeisors forGreening the Financial System (NGFS). We also expanded test coverage to key industries and conducted our rst physical risk stress test. Climate riskanalysis has become more scientic, systematic, and actionable, and is now integrated into risk identication and monitoring.
Climate transition risk stress tests
Three scenarios, mild, moderate, and severe interms of carbon price and free carbon quotasin China from 2025 to 2030, are designed.Three high-carbon industries, thermal power,steel, and cement, are selected for tests ofcarbon emission rights price. The EEIO modelis utilized to batch process carbon emissionsof undisclosed enterprises.
Thermal power faces signicantly morepressure under the severe scenario thansteel and cement. However, these industriesrepresent a small share of the Bank's loanpofolio, so the decline in their asset qualityhas limited impact on the overall default rate.
We are adjusting indust and customerstructures in high-carbon sectors such asthermal power, steel, and cement to proactivelyprevent forced downsizing or exit during thecarbon peaking and neutrality process, whilesuppoing these clients in their green and low-carbon transition.
Scenario designTest resultsMeasures
Climate physical risk stress tests
The Bank applies the natural disaster risk assessment model from the United Nations International Strategy forDisaster Reduction (UNISDR) to evaluate how extreme climate events may aect risk exposure related to realestate collateral. Using 2023 as the base year, the assessment covers projections for 2030 and 2050.
Net Zero 2050
Global warming is limited to
1.5°C through strict climate
policies and technologicalinnovation, achieving net zeroemissions by 2050.
Delayed TransitionIf annual emissions do notdecrease until 2030, strongpolicies are needed to limitclimate warming to below2°C, with limited negativeemissions.
Current PoliciesExisting climate policiesremain in eect, but theimplementation has not beeneectively strengthened.
Three scenarios
Scenario design
Loans with medium-to-high physical risk exposure in real estate collateral make up a small share overall, resultingin minimal impact on the Bank's capital adequacy. Among disaster types, oods pose a more signicant threat tocollateral value than typhoons or landslides.Test results
For projects in high-risk areas, catastrophe insurance is recommended for long-term loans or older propeies.Customers are encouraged to adopt climate adaptation measures to strengthen their disaster resilience.Measures
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The Bank has been actively advancing its green and sustainable development strategy. Guided by Xi Jinping Thought on Socialism with ChineseCharacteristics for a New Era, we rearm our commitment to green nance as emphasized in the 19th CPC National Congress Repo. Upholdinga green, ecology-centered development approach, we aim to promote harmonious coexistence between humans and nature and fulll our socialresponsibility in biodiversity conseation.
Protecting Biodiversity
In 2024, to strengthen nancial suppo for biodiversity protection, avoid, reduce, restore, and compensate for biodiversity impacts from nancingactivities, and manage nancial risks arising from biodiversity loss, the Bank formulated and issued the Huaxia Bank Guidelines on Financial Suppoto Biodiversity. This aligns with the Opinions on Leveraging Green Finance to Suppo the Beautiful China Initiative jointly issued by the PBOC andthree other depaments. It also reects our commitment to the Global Joint Initiative on the Panership of Biodiversity and Finance (PBF) and theJoint Declaration by Banking and Financial Institutions in Suppo of Biodiversity Conseation at COP15. The Guidelines reinforce our capabilityand determination at the institutional level to suppo biodiversity protection.
Institutional guidance
Focusing on ecosystem protection and restoration, sustainable use of biological resources, and pollution control, the Bank will expand itsbiodiversity-related nancial oerings. We aim to enhance our suppo capacity, mitigate biodiversity risks associated with economic activitiessuppoed by us, and improve transparency and capacity building in biodiversity-related nance.
Goals
The Bank has developed its Scope of Biodiversity-Friendly Investment and Financing Activities based on the People's Bank of China's greenloan classication, alongside relevant national and provincial strategies, laws, regulations, and action plans for biodiversity protection. Keyreferences include the UN Convention on Biological Diversity (CBD), the China Biodiversity Conseation Strategy and Action Plan (2011–2030),and the Green Bond Principles (GBP) issued by the International Capital Market Association (ICMA), which guide environmental disclosures forbiodiversity-related projects. Qualifying activities mainly include: conseation of terrestrial, river, and marine ecosystems; habitat protection;establishment of nature resees; natural infrastructure development; aorestation and reforestation; and the sustainable development offorest, agriculture, and sheries.
Scope of key suppo
The Bank has compiled a Biodiversity-Sensitive Sectors List (Trial), identifying industries that signicantly impact ecosystem seices, car highbiodiversity risk, or heavily depend on ecosystem functions. To enhance full-process risk management in lending to these sectors, the Bankfocuses on resource dependencies—such as suace and groundwater use—and ecological impacts, including GHG emissions and pollution ofwater, air, and soil. For highly sensitive sectors, biodiversity risk mitigation measures are clearly dened and applied.
Biodiversity-sensitive sectors list (trial)
The Bank is committed to managing biodiversity risks associated with investment and nancing by proactively identifying, evaluating, andaddressing them, while also preventing nancial risks caused by biodiversity loss. We continue to enhance assessment methods, tools, andsystems for evaluating biodiversity impacts. This includes analyzing the sensitivity of the project's economic sector, ecological vulnerabilityof its location, and the client's dependencies and impacts on biodiversity, using standardized tools. We assess whether clients have preparedmitigation plans based on ecological impact assessments and evaluate post-implementation eects on biodiversity. These eos aim tomaximize the avoidance, reduction, restoration, and compensation of biodiversity-related impacts from nancial activities.
Risk management processes
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EnvironmentalSocial Responsibility Repo 2024
Huzhou sub-branch of Hangzhou Branch granted a loan of RMB 200 million and RMB 30 million respectivelyto a travel company and a cultural tourism enterprise. The loans suppo biodiversity conseation throughbiological protection, maintenance, and operations of a national wetland park and the MoganshanInternational Tourist Reso.
CaseGreen loans for biodiversity protection
Nanjing Branch issued a carbon sink loan of RMB 100 million to suppo a laver farming project on mudats.By leveraging the future income rights from carbon reduction and sequestration generated through lavercultivation, the project integrates "nance", "marine ecological product value realization", and "carbon sink"elements. The carbon sink value was successfully used as collateral, opening a green finance channel formonetizing marine ecological resources. To date, the project has reduced and sequestered 85,700 tons ofcarbon.
CaseEcosystem carbon sink loan
Nanning Branch granted a biodiversity loan of RMB 28 million to a group in Guangxi Province,assisting the said group in exploring forest resource cultivation.CaseForest resources protection
Developing Green Financial Products
Aligned with the goal of "striving to develop green nance as a new hallmark," we continue to expand green nancial resource supply and diversifygreen nancial seices. Based on the analysis of nancing characteristics of green projects in dierent elds, we have established a product systemincluding green loans, green leasing, green investment, and underwriting of green debt nancing instruments, in the four elds of energy eciencynancing, clean energy nancing, environmental protection nancing, and green equipment supply chain.
Green loansIn line with China's green development strategy, we continue to broaden our green loan oerings and increasethe volume of green credit issued.RMB
302.799 billion
At the end of 2024Balance of green loans1,037,200 tonsEquivalent to
2,582,800 tonsCarbon dioxide emissions reducedStandard coal saved
7,835,900 tonsWater saved
Upon learning about a new 100MW distributed photovoltaic project by an asset management company,Hangzhou Branch applied preferential green credit policies—such as the PBOC's carbon reduction suppotool and fast-track approval channels—to extend a total loan of RMB 300 million, including RMB 100 million inthe rst round. The nancing provides the company with low-cost, long-term development capital. The projectis expected to generate 3 TWh of green power over its lifetime, save approximately 40,000 tons of standardcoal annually, and reduce emissions of carbon dioxide and sulfur dioxide by around 110,000 tons.
CaseAssisting the construction of a distributed photovoltaic project
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EnvironmentalSocial Responsibility Repo 2024
Green bondsIn pursuit of innovation, we keep expanding nancing channels for green real enterprises through green bondproducts and facilitate the implementation of various green bond projects. We have raised RMB 10 billion for80 green-indust projects through green bonds.
Green leasing
We are committed to green development and continue expanding green leasing seices, with strong suppofor environmental infrastructure and air, water, and soil pollution control. Focusing on green energy sectorslike wind and solar power, we actively explore innovative areas such as energy storage, green shipbuilding,and charging infrastructure to drive business growth through green initiatives.At the end of 2024Balance of green leasingRMB
81.130 billion
Green business ecosystem
In cooperation with leading enterprises,we suppo the development of urbanwater, electricity, gas, and heating supply,as well as rail transit—promoting greentravel, clean energy substitution, andeco-friendly urban waste treatment.
Urban livelihood
We've expanded into the new energyvehicle and ship markets, paneringwith BAIC, BYD, and others to suppoindustrial upgrading. A new energy eethas been developed—including bulkcargo ships, oil tankers, gas carriers, andoshore engineering vessels—to drivethe transition from traditional to greenintelligent manufacturing.
Transpoation
While scaling up onshore wind turbinehoisting capacity, we actively invest inbuilding vessels across the oshore windpower chain, such as installation, crane,and cable-laying ships.
Wind power installation
We've launched innovative leasingproducts for both user and grid sides,helping MSMEs reduce power costs,ensuring stable grid operations, andunlocking the environmental and economicvalue of clean energy.
Energy storage business
Xi'an Branch invested RMB 200 million in green bonds to suppo the construction of Metro Line 8. The linelinks multiple city sectors, forming a one-hour rapid transit loop in Xi'an's central area. It is expected to easetrac congestion, improve the transpo structure, and reduce travel-related carbon emissions.
CaseSuppoing the optimization of the transpoation structure
Huaxia Financial Leasing continues to enhance its "product + region" strategy by building an extensivemarketing network and collaborating with over 2,000 agents, effectively boosting both upstream anddownstream segments of the indust chain. To date, over RMB 52 billion has been invested in householdPV projects, with operations spanning 24 provinces and total installed capacity nearly reaching 15 GW—accounting for 10% of the national total. A total of 520,000 installed power stations have generated over 27.8TWh of clean electricity, saving 11.43 million tons of standard coal and achieving over 28.5 million tons ofcarbon dioxide equivalent (CO2e) reductions.
CaseDeveloping household PV leasing business
RMB 6.898 billion
At the end of 2024Balance of green credit bondsinvestment
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EnvironmentalSocial Responsibility Repo 2024
Green wealth managementFollowing the principles of ESG investing, Huaxia Wealth Management sets high standards and strictrequirements to accelerate the transformation of ESG research results into strategies. A diversified ESGstrategy matrix—featuring screening and thematic approaches—has been established to build a specialized,rened, stable, and high-quality full-spectrum ESG product system.At the end of 2024RMB
31.138 billion
AUM of ESG wealth managementproducts
RMB
1.68 billion
ESG non-standard asset creationIn 2024
ESG products issued
About RMB 1 billionIssuing scale
Deepening Green Finance Cooperation
The Bank is deepening green finance cooperation with international institutions such as the World Bank, Agence Fran?aise de Développement,and the Asian Development Bank, introducing long-term external funding to provide targeted financial support for China's green industries.These efforts support the achievement of carbon peaking and carbon neutrality goals and promote high-quality, green economic and socialdevelopment. In 2024, we launched in cooperation with the Asian Development Bank the Promoting Industrial Park Green and Low-CarbonDevelopment Project, introducing the equivalent of USD 200 million to support low-carbon transition and climate-resilient investments inindustrial parks across China.In 2024, Huaxia Wealth Management issued ESG green nancial products, with over 80% of funds allocated togreen-related industries. The company expands green assets, low-carbon transition assets, and sustainableassets to provide nancial suppo for the green economy.
CaseESG green nancial products launched
In July 2024, Huaxia Wealth Management successfully registered and opened a trading account on China'snational volunta GHG emission reduction platform. The company obtained registration and trading rightsfor China Ceied Emission Reduction (CCER) credits, laying a strong foundation for achieving institutionalcarbon neutrality and innovating in green, low-carbon investment.
CasePaicipating in the volunta GHG emission reduction market
In December 2024, Huaxia Wealth Management and The Chinese University of Hong Kong (Shenzhen)jointly released the 2024 Annual Report on ESG Investing in China's Asset Management Industry,highlighting the latest progress in driving sustainable economic and social development.
CaseESG investment and development research repo released
In November 2024, the Bank paicipated in the Beijing Municipal Administrative Center Green Development Forum and hosted a parallel forum themed"Green Finance Injects New Momentum into Urban Development". In the parallel forum, we invited leading experts from regulators, the industry,academia, and international nancial institutions, to exchange insights on various topics, including the latest green nance policies, transition nancesystem development, practices of multilateral international nancial institutions, commercial banks' green nance innovations, practices of green bondsand transition bonds, China's carbon market development, and sustainability risk management for nancial institutions. These discussions fuherstrengthened Huaxia Bank's inuence in green nance.
CaseHosting a green nance forum
In October 2024, Huaxia Bank participated in a series of Sino-Germansustainable finance and climate investment seminars in Germany andBelgium. We held multiple discussions with ocials and expes from theGerman Climate Policy of Federal Foreign Office, European Commission'sDirectorate-Generals for Climate Action and Economic and Financial Aairs,the Association of German Banks, and DZ Bank. These exchanges enhancedmutual understanding of sustainable nance frameworks, standards, andglobal initiatives, and advanced cooperation between China, Germany, andthe EU in sustainable development and climate nance.
Case
In November 2024, Huaxia Bank joined the Energy Storage PanershipStakeholder Forum and Paner Meeting in Morocco, co-hosted by theWorld Bank and the Moroccan Agency for Renewable Energy (Masen).We were invited to deliver a speech on "Huaxia Bank's Contributionto the Development of the Energy Storage Industry," presenting ourrenewable energy and battery storage initiatives, analyzing industrychallenges, and sharing insights. We also explored the feasibilityand financing models of new energy storage projects with financialinstitutions from Saudi Arabia, Morocco, and others, from perspectivesincluding banking, insurance, and investment funds.
CaseAttending the Energy StoragePanership Forum MeetingPaicipating in a series of seminars onnancial sustainability
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EnvironmentalSocial Responsibility Repo 2024
Greentravel
A strict review and registration system is in place to manage the responsible useof ocial vehicles. Employees are encouraged to opt for low-impact commutingoptions such as public transpoation, walking, or cycling.Wastesoing
Waste soing facilities have been set up across all oce and business locations.Employees are guided to follow proper soing practices, and awareness ispromoted through signage and banners in common areas.Reduction offood waste
The "Clean Plate Campaign" has been introduced to promote mindfulconsumption. Sta restaurants follow a meal-on-demand policy, and employeesare encouraged to avoid food waste both at work and in their personal lives.
EnergySaving
We continue to upgrade and optimize equipment across our oces. LED lightinghas been installed throughout work areas, and employees are encouraged to turno lights when leaving. Air conditioning use is optimized by setting upper andlower temperature limits to lower energy consumption. In addition, centralizedprinting has been promoted to reduce both the number of printers and the useof printing supplies.
Advocating Green Operations
Committed to green operations, the Bank continues to standardize practices across its businessand actively promotes initiatives such as green office practices, sustainable procurement, eco-friendly travel, and the development of green data centers. These eos aim to reduce our carbonfootprint and move steadily toward carbon neutrality in daily operations.
Green oce
Guided by the principle of environmental responsibility, we have introduced the Huaxia Bank EnergyConseation and Low Carbon Guidelines. These guidelines suppo low-carbon practices across theBank, encourage sustainable behavior among employees, and help advance our broader goal ofgreen development.In 2024
145,300 tC02e
Total GHG emissions
④
141,700 tC02eIndirect GHG emissions
②(Scope 2)2,700 tC02eDirect GHG emissions
①(Scope 1)
900 tC02eValue chain GHG emissions
③ (Scope3)
1,098,200 tonsTotal oce water consumptionacross the Bank
219,053,800 kWhTotal oce electricity consumptionacross the Bank
586,915.27 litersTotal fuel consumption of ocialvehicles across the Bank36,400 tons of standard coalTotal energy consumption
502.39 tons
Total oce paper consumptionacross the Bank
① Direct GHG emissions: Emissions generated by sources that are controlled or owned by an enterprise.② Indirect GHG emissions: Emissions generated by the consumption of purchased electricity, steam, heating, or cooling.③ Value chain GHG emissions: Indirect emissions produced across the Bank's value chain, including both upstream and downstream activities.④Carbon emission accounting bounda: The Bank's carbon accounting covers the head oce, all branches, and subsidiaries. It currently tracks onlycarbon dioxide emissions and does not include other types of greenhouse gases.Emissions from natural gas, gasoline, diesel, liqueed petroleum gas, coal, and heat are calculated using default emission factors outlined in theRequirements of the Greenhouse Gas Emission Accounting and Reporting—Public Building Operation Units (Enterprises) (Trial Implementation),issued by the National Development and Reform Commission. For electricity-related emissions, the factors used by institutions in mainland Chinaare based on the Announcement on the Release of the 2022 Electricity CO? Emission Factors, jointly issued in 2024 by the Minist of Ecology andEnvironment and the National Bureau of Statistics. For institutions in Hong Kong, emission factors are taken from Emissions Factors 2023: AnnualGHG Emission Factors for World Countries from Electricity and Heat Generation (English version).
The building materials used in the Bank's new headquarters meet low-VOC green standards and haveearned WELL Platinum ceication. The facility is equipped with a sma energy management system anda centralized solar power system to improve energy efficiency and reduce overall consumption. Seasonallandscaping has been thoughtfully arranged to create a pleasant and dynamic environment, offeringemployees a workspace that is energy-ecient, functional, and comfoable.
CaseGreen new headquaers
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Social Responsibility Repo 2024Environmental
Green data centers
Following a green development approach focused on eciency, low carbon, and circular use, we are actively implementing national standards forbuilding green data centers. We continue to upgrade and optimize data center infrastructure to minimize environmental impact.
Green procurement
We have developed over ten internal systems, including the Administrative Measures for Centralized Procurement, the Administrative Measures forTendering, Bidding, and Procurement, and the Implementation Rules of E-commerce Platforms Procurement Management. These frameworks aim tostrengthen centralized procurement by promoting "openness, fairness, justice, green, digital intelligence, and economy". Supplier management hasalso been reinforced. Environmental protection, social responsibility, and other ESG-related criteria have been added as key conditions for supplieradmission, encouraging suppliers to take pa in advancing green development.
Following the concept ofgreen procurement, wecontinue to rene theend-to-end design of ourprocurement platform,ensuring transparencythrough system-basedtracking and records.
We have optimized thee-commerce managementand agreement mallmodules to make orderingstandard items andsholisted products moreecient.
We hold centralizedprocurement committeemeetings and projectreview meetings online toreduce paper consumption.
New features such as onlinesupplier onboarding andone-click risk monitoringhave been developedto enhance supplierqualication reviews andstrengthen risk control.
Greener and moreenergy-ecient
Improving IT eciency. We continue topromote the construction of our private cloudinfrastructure, with more than 5,000 cloud nodesand over 30,000 cloud hosts now in operation.Currently, over 90% of the Bank's systems runon cloud platforms, signicantly increasingequipment utilization.
Upgrading hardware. We prioritize thepurchase of green, energy-ecient IT equipmentto suppo energy-saving goals across our datacenters. Outdated and energy-intensive devicesare being phased out. In 2024 alone, nearly 240units were decommissioned, resulting in anestimated savings of 500,000 kWh of electricity.
Paicipating in green electricity trading. To improve energy eciency, the Nanfaxin DataCenter maintains a power usage eectiveness (PUE) coecient of 1.3. We also entrustoutsourcing suppliers to paicipate in green ceicate trading, carbon trading, and otherinitiatives to oset carbon emissions, and have indirectly achieved the 100% use of greenelectricity.
Eco-friendly activities
We participate in green public welfare activities, encourage green travel, and promote sustainable living habits, contributing to a harmoniousrelationship between people and nature.
Optimizing the online procurement platform
In Janua 2024, the Hong Kong branch donated to a local volunteerorganization and participated in the Green Power Hike organized bythe group. The event aimed to provide paicipants with a green hikingexperience, encourage public awareness of Hong Kong's natural ecology,and promote Leave No Trace hiking. Four employees represented thebranch in the 25 km challenge, completing the course in six hours andearning the Green Merit Award.
CaseGreen Power Hike
In March 2024, under the guidance of the Shenzhen Office of theNational Financial Regulatory Administration, the Shenzhen branchhosted the launch ceremony of the Learn-from-Lei Feng VolunteerService Month themed "Protecting Mangroves with the Strength ofShenzhen's Financial Industry" and the "Migratory Bird ProtectionCampaign" activity. Focusing on safeguarding migratory birds andmaintaining the ecological balance of mangrove habitats, the initiativeaimed to raise public awareness of bird conseation and explore newmodels for long-term protection eos.
CaseGreen public welfare activities
In 2024, the Bank carried out the "Jinghua Volunteer" tree planting activity at the "Love Farm" in Miyun. Employees and their families took pa in parent-child activities and fruit picking, creating meaningful moments through hands-on paicipation. The farm, a "model shared farm" co-developed by theBank and Liuheyu Village, has been recognized by the State-owned Assets Supeision and Administration Commission of Beijing, the Beijing MunicipalCommission of Rural Aairs, and local authorities for its positive impact.
Case"Love Farm" building
In 2024, the Bank's Centrin Data Center upgraded its cooling systemand improved energy conversion. Distributed photovoltaic systems,waste heat recovery, and other energy-saving technologies wereinstalled and put into operation, bringing the park's average PowerUsage Eectiveness (PUE) below 1.4 for the year. At the GDS NanfaxinData Center, the supplier adopted a range of advanced energy-saving
Case
In-depth cooperation with leasing suppliers of data centers
technologies listed in the National Catalogue of Recommended IndustrialEnergy-saving Technologies. Daily operations and maintenance wereoptimized to improve efficiency, with real-time control of equipmentsettings based on actual load conditions. An intelligent lighting systemwas also implemented to fuher reduce carbon emissions.
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EnvironmentalSocial Responsibility Repo 2024
At the end of 2024Customer credit balance
RMB
111.22 billion
Total workers38,306
Employee training sessions held
8,280
Huaxia Bank embraces a people-centered approach. We understandthat finance is more than just numbers — it is about people, andimproving the quality, and efficacy of financial services. This meansprotecting customer rights and interests, fostering a highland for talentdevelopment, and supporting initiatives that contribute to social well-being. By working hand in hand with communities and paners, we striveto build a more "sustainable and better" society.
Social
In 2024Total public welfare donationsRMB
28.9093 million
Improving the People's Well-being
Driven by the goal of suppoing people's aspirations for a better life, Huaxia Bank continues to expand investment in key areas that impact evedayliving. We remain committed to supporting agriculture, rural development, and farmers, while advancing comprehensive rural vitalization. Ourgoal is to make nancial seices more accessible, oering quality products that genuinely improve the nancial well-being and satisfaction of ourcustomers.
Suppoing rural vitalizationTo align with the directives of the Party Central Committee and the State Council on advancing ruralvitalization, we formulated the 2024 Implementation Plan for Promoting Comprehensive Rural Vitalization. Thisplan strengthens nancial mechanisms for rural development and delivers targeted initiatives designed tobring tangible, lasting improvements.At the end of 2024Balance of agriculture-relatedloans
RMB
198.116 billion
Strengthening high-level coordination and strategic planning. We uphold the leadership of the PayCommittee in driving rural vitalization and integrate it into the Pay's key agenda. Our commitment isclear: to maintain consistent suppo, sustained eo, and stable mechanisms in our assistance work.We ensure that all of the related responsibilities, policies, suppo, and oversight remain in place toprovide comprehensive suppo to the regions we see.
Promoting communication and exchanges through discussions. This includes visits with villageleaders, community interactions, and eld research on local industries. These eos help build a strongerplatform for industrial cooperation and ensure that our suppo measures are eectively implemented.
Continuing to emphasize theoretical learning. Regular study sessions are held across leadershiplevels, focusing on key policy documents related to rural development. These sessions aim to deepenpolitical awareness, improve understanding, and enhance execution.
Improving our organizational structure. We have established a leadership group and a specializedtask force to guide our rural vitalization eos.
Deepening organizational leadership
Achieving key objectives
We work to achieve our goals for agricultural and inclusive agricultural lending, as well as credit supeision in areas lifted out of povey.Annual credit and investment policies have been more closely managed, with policy targets clearly embedded into our operational plans.
We have stepped up our eos to suppo economically disadvantaged villages in Beijing by introducing tailored assistance plans aimedat boosting local income. Through these eos, we have helped communities develop industries that align with their unique needs andresources. This approach has strengthened the progress already made in reducing economic hardship and has allowed us to meet ourannual income suppo goals.We have allocated additional credit resources toward the development of beautiful rural villages, deepening our collaboration withnational initiatives and actively contributing to Beijing's rural vitalization eos. By identifying and suppoing high-quality projects, weaim to foster green, livable communities that suppo eveday life, work, and tourism. We have encouraged our branches to implementvillage-wide credit solutions through new product designs and exible guarantee models that respond to local needs.
Our eos to advance east-west collaboration and targeted suppo in Beijing have remained a priority. By concentrating resourceswhere they are most needed, we have suppoed development in key paner regions such as Inner Mongolia, Xinjiang, Qinghai, Xizang,Zhangjiakou and Chengde in Hebei, and areas connected to the South-to-Noh Water Diversion Project.
Nanning Branch launches a donation campaign to suppo rural vitalization eos
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SocialSocial Responsibility Repo 2024
Promoting pension nance
To align with the overarching requirements of building a robust system and enhancing welfare, we are increasing investment in pension financeresources. We are actively expanding our pension nance seices to help drive the development of the silver economy.
We have continued to strengthen the assessment of rural vitalization work by linking it with both Pay building and peormance. Ruralvitalization eos have been included in the comprehensive task list for strict Pay governance and inspections.We have claried the roles of lead depaments responsible for various assistance initiatives. A monthly repoing system was introducedto track the progress of rural vitalization eos and gather suppoing materials. This mechanism helps ensure timely insights intoimplementation and allows for the prompt resolution of challenges as they arise.We have implemented dierentiated credit resource allocation policies for agricultural loans. Dedicated credit plans were developed forgeneral agricultural and inclusive agricultural loans. For inclusive agricultural loans, we applied an internal fund transfer pricing discount of80 basis points (BP), while credit seices in key national rural vitalization assistance counties received a 20 BP discount.
Strengthening mechanism guarantees
In August 2024, Urumqi Branch continued to deepen its partnership with the Hotanregion by donating RMB 2 million to suppo local development. Of this amount, RMB 1.5million was directed toward education-focused rural vitalization projects. These eosaimed to improve school facilities and establish scholarships and grants, advancing thedual goals of fostering both "aspiration and intelligence suppo."Additionally, RMB 300,000 was allocated to suppo local Pay infrastructure, providejob training, and create public seice roles under rural vitalization eos. Another RMB200,000 went toward building the Yiliqi Township demonstration project, continuing tosee as a key link between Beijing enterprises and development work in Xinjiang.
CaseSuppoing rural vitalization in the Hotan regionPromoting industrial assistance. We have enhanced agriculture-focused nancial products. Our eos include increasing the issuanceof loans and investing in rural vitalization-themed bonds. To fuher suppo rural vitalization, we have leveraged asset-backed securitiesproducts. To broaden nancial suppo, we have also utilized asset-backed securities as a tool to channel resources toward ruraldevelopment. We have suppoed the construction of the "two bases" in Inner Mongolia and assisted in constructing national-levelmodern agricultural industrial parks. In the Xinjiang region, we have boosted the development of key industries such as ecologicaltourism, characteristic agriculture and animal husband, and textile and clothing. In Qinghai, we have suppoed the development ofthe "Yushu Yak" brand.Strengthening our eos in employment assistance. In our online and oine recruitment activities, priority has been given tocandidates from rural backgrounds, individuals lifted out of povey, those at risk of falling back into povey, and college graduatesfrom suppoed rural areas when qualications are equal. Our suppo extends to employment for farmers in cooperative regions suchas Inner Mongolia, Xinjiang, Qinghai, Xizang, Changzhi in Shanxi province, and Zhangjiakou and Chengde in Hebei province. Guidedby an indust-driven employment approach, we have helped industrial projects in these regions absorb more rural labor and suppoindividuals transitioning out of povey. Additionally, we have suppoed key branches in creating public welfare job oppounities to helpthose with limited work capacity nd employment close to home.Consolidating consumption assistance. We coordinate targeted procurement for corporate cafeterias and trade unions. The Head Ocehas continued to routinely purchase agricultural and sideline products from Beijing's key assistance areas and the Beijing ConsumptionAssistance Innovation Center, encouraging branches to expand their direct sourcing eos. Pay branches at all levels have beenencouraged to organize themed Pay Day activities at innovation centers and in economically disadvantaged villages, promoting theidea of "buying instead of helping" and "purchasing instead of donating" as a practical way to suppo local economies We have alsoactively paicipated in the "Coloul Western Products in Beijing" campaign, helping expand market access for distinctive, high-qualityproducts from assisted regions. These eos contribute to steady income growth for farmers and suppo the long-term developmentof sustainable rural industries.Remaining committed to public welfare assistance. With a focus on key paner regions such as Inner Mongolia, Qinghai, and Xinjiang,we have actively carried out assistance work in education, culture, and healthcare, forming a long-term assistance model. Branchesacross the bank have launched ongoing public welfare initiatives aimed at improving basic living conditions in suppoed areas. At thesame time, we continue to monitor and build on projects initiated during the povey alleviation phase, strengthening dynamic oversightto ensure that suppo remains eective and responsive to local needs.
Implementing diverse assistance
At the Head Oce level, a pension nance leadership group led by the bank president has been established. Each rst-level branch hasestablished a working group, led by the respective branch president.Pension nance has been incorporated into the 2021-2025 Huaxia Bank Development Plan, clearly outlining the overall strategy, quantitativegoals, and practical steps to guide its progress.
Strengthening organizational leadership
We have clearly dened the objectives and policy orientation for pension nance in our 2024 Credit and Investment Policy, emphasizing thelevel of policy suppo for the pension nance business.We have strengthened credit approval suppo by introducing credit approval guidelines for industries within the pension nance sector, suchas pharmaceutical manufacturing and medical devices. Projects in the pension nance eld on the emergency business list are given prioritythrough a green channel.
Optimizing credit policy
We have established cooperation and communication mechanisms with government depaments, indust associations, and otherorganizations to share information, coordinate resources, and create more oppounities to grow our pension nance seices.We have improved the coordination of social pension seice resources and enhanced information sharing across industries. Our value-addedseices for pension clients continue to evolve, forming a pension value-added seice system with Huaxia Bank's unique characteristics.
Building a business platform
We have launched the "Huaxia Yiyang" pension nancial business series to provide a full range of seices for clients in the pension sector.This includes collection and payment accounts, cash settlement, capital preseation and growth tools, as well as both on- and o-balance-sheet nancing options.We have created a one-stop pension nancial product supermarket. It features savings products with low ent points and exible terms. Wehave also continued to expand our oerings for individuals, including pension target funds, wealth management products, insurance plans,and time deposits tailored for retirement.
Enriching the product system
Conducting regional collaboration
Engaging in the Beijing-Tianjin-Hebei counterpa assistance program. Eos were directed toward consolidating and expanding theachievements of povey alleviation in the suppoed regions. At the same time, we worked to ensure ecient suppo for rural vitalization andcontributed to the long-term improvement and sustainability of the local ecological environment.Continuing to strengthen regional cooperation. This included the careful coordination of counterpa collaboration for the South-to-NohWater Diversion Project, as well as panerships in the Beijing-Shenyang and Beijing-Changchun regions. We also remained committed tosuppo initiatives in Badong County, Hubei Province. These eos have helped expand credit access for businesses in the assisted areas, witha paicular focus on sectors such as electronic information, biomedicine, and renewable energy.
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SocialSocial Responsibility Repo 2024
Providing Quality Seice
Huaxia Bank has always prioritized a customer-centric approach. We continuously enhance our seice ability, transform and upgrade our outlets, andimplement elderly-friendly initiatives. Besides, we rene our customer seice ecosystem, and provide attentive, intelligent, and high-quality customerseices.
Upgrading seice channelsWith the concept of "Simplicity + Intelligence + Scenarios", we promote the standardization, intelligence,and scenario-based construction of our outlets. To optimize the overall layout, we drive an intelligenttransformation, and upgrade existing seices and facilities to provide customers with a smaer and moreconvenient nancial seice experience.At the end of 2024Self-seice bank branches
Intelligent teller machines
3,989
Small denomination cash packsissued
①
215,635
①Small denomination cash pack: By placing a ceain denomination of RMB cash into specic smalldenomination cash packs, we facilitate cash exchange seices for customers. This seice aims to meet thepublic's demand for cash exchange and help business entities maintain adequate change for transactions.
Promoting consumer nance
We adhere to a "dual-engine" approach, driving both new and traditional consumption. Guided by the "FiveNew Directions"—new market positioning, product innovation, seice experience, marketing channels, andbrand development—we have continued to deliver quality financial services that benefit a wide range ofhouseholds.At the end of 2024RMB
111.22 billion
The balance of personal loans(excluding credit cards)
RMB
543.683 billion
Credit amount for the "NewCitizen Elite Loan"RMB
98.347 million
Scan to watch the 2024 Beijing
Mid-autumn & National Day
Lantern Garden Pay
We have upgraded the Huacai Life app by working with major e-commerce platforms and well-known brands to launch campaigns oering payment discounts.To suppo the growing "night economy," we have teamed up with popular dining merchants to createthemed dining events and promotions.We have also tapped into travel-related consumption by running marketing activities tied to tourismscenarios and customer travel behavior.In response to national eos around trade-in programs and old home renovations, we introduced adedicated installment plan for home improvement spending.During the 2024 Beijing Mid-Autumn Festival and National Day Lantern Festival, we rolled out anationwide promotion under the "Splendid China, Great Beautiful Huaxia Tourism Season" campaign,oering consumption-based discounts.
Developing benecial consumer activities
We have launched the "Wondeul Shijingshan, Turn Stone into Gold" themed credit card, with 32,000new cards issued in the same year.We have linked travel seice consumption scenarios by oering promotions such as fuel discountsand limited-time deals across Beijing.
Innovating in regional consumption
We have collaborated with Luckin Coee to issue the Huaxia-Luckin co-branded credit card, whichincludes a perk of "up to 100 free drinks a year."To capture the growth in outbound travel, especially among younger customers, we issued the LuckinVISA credit card, designed for use abroad.
Focusing on youth consumption
We have launched the Huaxia-Xinbai Environmental Co-branded Credit Card under the theme "GreenConsumption, Better Life," oering ve key benets: "trade-in" vouchers for depament stores, "low-carbon living" rewards, dining discounts, appliance vouchers, and "Benet Life" payment discounts.Promoting green consumption
We have launched a co-branded dual card product with the KPL Kings Dream Team, combiningbot "Debit Card + Credit Card." This card oers benets across spending, payments, and wealthmanagement, fully meeting the diverse needs of users.Cultivating new types of consumption
We have optimized the customer seice features of the "Hall Manager" system and deepened theinteractive scenarios with sma screens. By leveraging multi-dimensional customer data, we updatecustomer proles and rene seice chains to enhance our ability to accurately identify customersand provide diversied nancial seices. We actively expanded the seices and features of self-seice terminals to improve the accessibility and convenience of nancial seices. Additionally,we enriched the business features of intelligent teller machines to enable the complete self-seiceprocessing of high-frequency personal banking business, thereby creating a streamlined one-stopseice experience.
Intelligent transformation
We have promoted the standardized and normalized management of elderly-friendly seices byestablishing "green channels" in our business outlets for the elderly and introducing a dedicatedseice queue with priority calling for elderly customers. Additionally, our outlets were equipped withno fewer than six types of elderly-friendly facilities and clearly marked couesy seating. We haveensured that couesy seats make up at least 20% of the total seats in the waiting area.
Elderly-friendly transformation
We adhere to expanding the coverage of our nancial seices and lling seice gaps by continuallygrowing our outlet network in key economic hubs such as the Beijing-Tianjin-Hebei region, theYangtze River Delta region, and Guangdong-Hong Kong-Macao Greater Bay Area. At the sametime, we have optimized our outlet distribution in Noheast China and Central and WesternChina. Throughout the year, 12 new outlets were established, and 35 were relocated, renamed, ortransformed.
Layout optimization
Consumer credit balance
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SocialSocial Responsibility Repo 2024
Promoting the application of the e-CNYHuaxia Bank actively fullls its responsibilities and missions as a state-owned nancial enterprise under Beijing's jurisdiction and diligently implementsthe relevant requirements of the CPC Beijing Municipal Committee for the pilot program of the e-CNY. We continuously enhance our systemdevelopment and e-CNY seice capabilities to contribute to Beijing's establishment as a global benchmark city for the digital economy.
Optimizing customer seice
We have optimized financial service channels, enhanced customer experience, and expanded service offerings. Besides, we improved operationaleciency and quality, boosted customer satisfaction and earned their trust through exceptional seices.
We have compiled the Business Outlet Standardized Seice Manual (2024 Edition) to strengthen the standardizedmanagement of seices at our business outlets.We have compiled the best practices for seices in physical outlets and shared them across the Bank to foster acoueous and standardized seice image.We have developed the Bilingual (Chinese-English) Guide to Coueous Seice Expressions at Business Outlets tostandardize coueous English-language seice.Improving
seicemanagement
We have optimized the procedures for opening corporate accounts by integrating cutting-edge technologies such asautomatic image recognition, facial recognition, and Robotic Process Automation ("RPA"). By introducing preliminaaccount review and pre-recording, online gathering and verication of corporate information required for account opening,and online verication of account-related seices, we signicantly reduced the time customers spend at the counter.We have enhanced account opening procedures by upgrading online verication for non-resident IDs and enablinginternational bank card acceptance at cash self-seice machines. We also introduced the Account Seice Guide forForeign Nationals in China to assist international customers with banking procedures.Streamlining
seiceprocedures
For entrepreneurs of businesses that use specialized and sophisticated technologies to produce novel and uniqueproducts, we launched the "Hui Xin" seice to create a novel seice model featuring "Wealth + Fund + Expeise". Thismode provides one-stop seices covering wealth management, nancing, professional consultation, and other needsfor personal development, family business management, and enterprise development.For customers in Beijing, we introduced the third-generation social security card, which integrates features such associal security, healthcare, transpoation, cultural tourism, subsidy collection, and nancial seices into a single card.For customers with needs for USD savings, we launched "Hui Xiang Ying", an online deposit seice with dierentiatedUSD pricing.For personal loan and credit card customers, we launched "Huan Kuan Bao" deposit seice series tailored to dierentrepayment cycles, which combines personal structural deposits with exible-term deposit products.
Strengthening
productinnovation
We upgraded our end-to-end customer loyalty points system. Besides, we continuously optimized the customer valuegrowth system driven by both "Energy Points" and "Premium Value", enhanced the personalized seices on the "EnergyStop" points platform for personal customers, and upgraded the new interactive experience of "Little Dragon's TreasureHunt" activity. We also launched exclusive payroll customer benets under "Vitality Sala Days", oering half-priceredemptions on popular rewards and lucky draws for wealth management product purchases.The Huaxia UP Credit Card is designed to cater to the diverse nancial needs of young customers in areas such asemployment, housing, education, and healthcare. It oers multiple special benets including high cashback, repaymentsubsidies, and installment discounts.Upgradingrewards system
We provide contactless nancial seices, launching Mobile Banking app 6.0 to expand video seice scenarios.We provide sign language video seices to improve the experience of customers with disabilities and other specialneeds.We oer seices in multiple languages such as English and Japanese to enhance convenience for internationalcustomers.
Providingdiverse seices
We strengthen data self-seice applications and enhance the use of and suppo for operational data. By continuouslyimproving the ECIF platform and the data governance system, we have promoted omnichannel sharing of customerinformation.We advance the application of digital technological achievements by coordinating the Bank-wide building andapplication of the RPA system. Moreover, we actively expand the innovative operation of AI and other technologies incustomer seice at outlets.We have accelerated the Bank-wide promotion of digital conrmation, with full-scale promotion staing in Janua2024, to comprehensively improve the quality and eciency of the conrmation process.
Developingdigital seices
We enhanced the convenience and security of sma devices for elderly users through features such as video-assistedverication, outbound risk ales, and one-click calling.We introduced an elderly-friendly mode for "Huacai Life" app, which features a streamlined inteace, simpliedfunctions, and enlarged, clearer text. It prioritizes core seices such as bill inquiries, repayment, card management, andcustomer seice hotlines.The intelligent voice system of our credit card center's customer seice hotline can automatically identify elderlycustomers and directly transfer them to human representatives.
Improvingelderly-friendly
seices
We completed the establishment of e-CNY corporate walletsfor rst-tier enterprises (those directly under the State-owned Assets Supeision and Administration Commissionof the State Council) and all second-tier enterprises (thesubsidiaries or branches of the rst-tier enterprises) inBeijing. Additionally, we encouraged our employees to opene-CNY personal wallets, laying a foundation for scenarioswhere salaries and subsidies are paid in e-CNY. We alsoenabled sala payments via e-CNY through three channels:
Counter seices, corporate online banking, and Fang XinGuan Jia.
We explored the application of e-CNY in corporate fundsweeping and launched a product pofolio that combinesfund sweeping with automatic transfer-back in e-CNY. Thisallows the automatic sweeping of e-CNY from subsidiaries'digital wallets into the Group's account, ensuring a seamlessexperience for customers throughout the fund sweepingprocess.
In Janua 2024, Huaxia Bank became the rst bankingpaner to successfully roll out bank card registration indigital wallets, streamlining the procedures for customers'digital wallet top-up transactions and enhancing thecustomer experience.
In June 2024, Huaxia Bank became qualied for the BeijingState-owned Assets Supeision and AdministrationCommission's program for using e-CNY to pay corporateprots (local non-tax revenue), facilitating the use of e-CNYto pay state capital income.
Enriching theapplication scenariosof e-CNY
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SocialSocial Responsibility Repo 2024
Strengthening Consumer Rights andInterests ProtectionHuaxia Bank places signicant emphasis on safeguarding customer rights and interests. In line with the requirements set by the National FinancialRegulato Administration and indust associations, we have continued to rene our consumer protection framework. This eo has been embeddedinto our overall corporate governance, ensuring that customer protection is considered at eve level of decision-making.
Improving the consumer protection systemHuaxia Bank strictly follows all applicable Chinese laws, regulations, and relevant regulato requirements, including the Civil Code, the Law on theProtection of Consumer Rights and Interests, the Personal Information Protection Law, the Adveising Law, and the Measures for the Administration of theProtection of Consumer Rights and Interests by Banking and Insurance Institutions. We have made consumer rights protection a key pa of our businessstrategy and continue to improve the systems and processes that suppo it. With a range of measures in place, we oversee the full process to ensureeve nancial consumer is treated fairly, ethically, and with respect throughout our operations.
The President's Oce Meeting,Standing Committee of the PayCommittee, Board SpecializedCommittees, and Board of Directorshave reviewed and deliberatedfour specialized repos: the2023 Consumer ProtectionImplementation Repo, 2024 WorkPlan, and Study & ImplementationRepos on Regulato ConsumerProtection Circulars. These seniordecision-making bodies guideand oversee the Bank's consumerprotection eos across ve mainareas: strengthening policies,improving how we handlecomplaints, increasing awarenessand implementation of consumerprotection, reinforcing internaloversight, and suppoing thedevelopment of related systems.
We have strengthened internalsta training across the bank toensure full coverage across all rolesand levels. Through a series offocused sessions and assessments,we aim to deepen employees'understanding of regulatorequirements, internal policies, andconsumer protection practices. Thetraining is structured around clearthemes, with tailored content basedon role and responsibility. Key areasof focus include: recurring issuesidentied in Head Oce compliancereviews, branch-level operationalpriorities suppoed by casestudies, and guidance on handlingcomplaints. Training is directed atHead Oce consumer protectionspecialists, branch managers, andfrontline sta involved in complaintresolution. Fuhermore, we haveimplemented specialized programsfor retail lending sta and newemployees to build consumerprotection knowledge and skillsacross business lines.
We have continuously improvedour ex-ante consumer protectionreviews, making sure that relevantdepaments follow through onreview recommendations. Thisreview system is closely integratedwith our daily operations,management routines, andbusiness innovation, ensuring itruns smoothly across the bank.Each review includes professionalevaluations of policies, businessguidelines, pricing models, contractlanguage, and marketing materials,with consumer protection principlesbuilt into eve layer. This forward-looking process helps identify andaddress risks early on.
We place great impoance on thecustomer experience, continuouslyimproving how we respond tofeedback and market needs. Atthe same time, we work to buildgreater awareness of consumerprotection across the organization.Leveraging insights from the "Voiceof Customer" program, we reneour products, seices, and internalprocesses. When complaints arise,we conduct thorough root-causeanalysis and implement correctiveactions to prevent recurrence. Oureos are suppoed by regularcustomer satisfaction sueys. Theresults are not only collected—they are analyzed, discussed, andtranslated into actionable stepsto improve the way we operate.These initiatives often involvecollaboration across depaments,ensuring that improvements areboth targeted and sustainable,helping us strengthen both thecustomer experience and our brandreputation.
To strengthen oversight of issuetracking and corrective actions,we have conducted one-on-one guidance sessions with 40domestic Tier-1 branches. We alsolaunched the Consumer ProtectionManagement Enhancement Plan,outlining eleven targeted measures,from clearer accountability tofocused improvements in high-riskareas. Key priorities include systemupgrades, stronger data protection,and more consistent standards inmarketing and seice delive.
We uphold a customer-centricseice philosophy by integratingeos across the front, middle,and back oces to resolve issuesmore eectively. Leveraging"Voice of Customer" insights, wedrive improvements in systems,processes, and seice capabilities.We maintain a scientic, dynamic,and rigorous monitoring framework.Each month, we track correctiveactions, process updates, andseice upgrades, making sureconsumer protection, operationalstandards, and customer experienceare integrated into all businessareas. This proactive and structuredapproach helps us identify risksearly, apply timely and long-termsolutions, ne-tune our seices,and steadily improve the customerexperience at eve touchpoint.
Strengthening thetop-level designof consumer
protection
Enhancing ex-ante consumerprotection reviews
Enhancing rootcause analysis and
remediation ofconsumer protectionissues
Enhancingtraining and
guidance
Enhancing closed-
loop "Voiceof Customer"management
Enhancing theseice oversight
system
Huaxia Bank meeting on promoting the protection of consumer rights and interests
8180
SocialSocial Responsibility Repo 2024
Safeguarding customer personal information
We strictly follow regulato requirements for protecting personal nancial information, while also working to raise employee awareness and ensureproper handling of customer data. All use of customer information is carried out in line with legal standards to safeguard their nancial data.
Combating telecom and online fraud
Guided by the principle of "precise analysis, meticulous execution, andtargeted inteention," we have built an end-to-end fraud preventionsystem covering stages before, during, and after a transaction. Ourupgraded transaction monitoring models now allow for real-timedetection of suspicious accounts and high-risk transactions. Theseeos are suppoed by an integrated anti-fraud platform capable ofintercepting fraudulent activities across multiple channels. Throughthe anti-fraud task force platform of the People's Bank of China, wehave further improved the accuracy of blocking transactions linkedto suspected fraudulent accounts. We have continued to strengthenour capabilities in accurately identifying and preventing fraud-relatedrisks, fully upholding our responsibility for targeted governance. Thesemeasures help maintain normal business operations and protectessential nancial seices for the public. We adjust payment limits fornon-counter transactions based on each customer's risk level and realpayment needs. To make it easier for customers to raise their limitsin dierent regions, we've improved the application process. We alsosend SMS ales when limits are set by the system and have made iteasier to understand how to remove these limits through our mobilebanking app and other channels. These steps help us provide better,faster seice.
As pa of our core responsibility, we have fully implemented measuresto combat telecom and online fraud in line with the Anti-Fraud Law.We combine wide-reaching public education with targeted outreach,using diverse communication methods and expanding our channelsto deliver clear, eective messages. We organize anti-fraud activitiesfor government bodies, rural communities, schools, businesses, andother groups. Educational videos and graphics are shared throughour ocial website, social media, and video platforms, suppoed bytailored awareness campaigns. By encouraging public involvement,we've helped build a collaborative fraud prevention network thatpromotes a "whole-society" approach, strengthening overallawareness and resilience against scams.We have established a "pyramid" structure for data security, built around three key levels: "decision-making, coordination and management,and execution." This framework helps ensure that our data security eos are well-organized, consistent, and sustainable. The DataInformation Depament leads the coordination of data security across the Bank, while the Information Technology Depament sees as thecore technical unit, responsible for building and maintaining data protection systems.
Building an organizational structure for data security
Huaxia Bank has established the Personal Information Protection Policy to guide the collection, storage, and use of personal data. We strictly followthe principles of "business necessity" and "minimum authorization." We actively paicipate in compliance evaluations for mobile nancial applications,and all customer-facing apps have obtained the required ceications. In 2024, we carried out two rounds of privacy compliance audits to alignwith personal privacy protection standards. Any discrepancies identied—such as inconsistencies between actual data practices and stated privacypolicies—were promptly corrected to ensure robust safeguards for customer information.
Ensuring more secure personal information gathering
We have deployed an email data loss prevention (DLP) system that scans outgoing messages for sensitive content, including ID numbers andbank card details. Our real-time API monitoring tools help detect and block unauthorized access, while our desktop control system monitorsdata distribution. This includes logging USB transfers, scanning les for sensitive keywords, and enabling full traceability of le movements.
Strengthening technological means for personal information protection
The Bank has established and updated a series of data security policies, including the Administrative Measures for Data Security, ImplementationRules for Data Security Management, Implementation Rules for Production Data Management of Information Systems, and Implementation Rulesfor Network and Data Security Risk Assessments in Third-Pay Collaborations. Moreover, we have fuher improved how data is classied andgraded, and strengthened security management throughout the entire data lifecycle. Controls over production data within our informationsystems have been reinforced. At the same time, we have standardized risk assessments related to data security in third-pay collaborationsand set clear management requirements for data handling, transfer security, and related processes. These eos have helped build a strongerfoundation for protecting personal information.
Improving data security policies
We have introduced a new risk control featurecalled "Huo Yan" on our mobile banking app,designed to block abnormal transactions in realtime. For elderly customers making unusually largetransfers, the system triggers a dual inteentionthat combines AI-powered phone ales withmanual sta reminders to help prevent potentialfraud.
We have introduced the "Security Guardian" featureon our mobile banking app, which allows childrensuppoing elderly parents to monitor their parents'accounts after mutual consent. This helps preventoverseas scam transactions. In 2024, we stopped21,350 suspicious transfers and protected 4,861customers.Enhancing theprotection of elderlycustomers' accounts
Fuzhou Branch has conducted regular anti-fraud campaigns to helpprevent telecom and online scams. Its eos include targeted initiativessuch as the "Whole-Society Anti-Fraud in Action" awareness month,special programs to protect elderly residents, intergenerational activitiesthat educate both seniors and youth, and campus-based awarenessevents. Together, these campaigns have reached more than 160,000people across various community groups.
CaseImplementing the "Whole-Society Anti-Fraud Mobilization" initiative
8382
SocialSocial Responsibility Repo 2024
Customer complaint management
We continue to strengthen our complaintmanagement and redress systems by rening ourprocesses and improving root-cause correctionmechanisms. These efforts reflect our ongoingcommitment to consumer protection and ensurethat valid financial complaints are resolved ina timely manner. We are working to improvedispute resolution across multiple channels andare exploring more effective mediation options.By integrating with nancial consumer protectionplatforms and linking referred cases directly intoour enterprise ticketing system, we've created aclosed-loop management approach that improvesboth response speed and resolution quality. Wehave enhanced oversight of complaints receivedthrough the remote banking, while expandingscenarios where issues can be resolved directly—boosting our rate of first-contact resolution.We have established a long-term managementmechanism for complaint resolution specialists,and conducted targeted training programs in bothcomplaint handling and professional development.Furthermore, We've also built specialist teamswith stronger expertise, which has led to betteroverall efficiency and a more positive customer
experience. As a result, the average resolutiontime has dropped to under three days. Leveragingour knowledge management platform, we havedeveloped the "Complaint Resolution KnowledgeCloud" module to share innovative solutions andoutstanding cases to raise service standards andsuppo a high-eciency seice ecosystem acrossthe Bank.During the reporting period, the Bank received226,200 customer complaints and successfullyhandled 100% of customer complaints within 15days. We conducted in-depth complaint analysisin areas with high volumes, such as credit cardrepayment negotiations, personal loan repayments,and debt collection, by addressing both immediateissues and underlying causes. Our approach aimsto resolve problems at the source and apply long-term, systematic improvements. We also carriedout targeted oversight in key business areasthat directly impact the customer experience.These efforts focused on strengthening servicemanagement in weaker areas, addressing commonpain points, and protecting the legitimate rightsand interests of nancial consumers.
In 2024Customer satisfaction of 95577customer seice center
%
99.68
Settlement rate of complaintslodged through 95577 customerseice center
%
95577 call-backs1,311,773
The center has expanded complaint resolution channels to suppo more exible and diverseways of handling disputes. A multi-tier intake system has been established, oering both onlineand in-person options. Customers can submit complaints through phone, email, mobile clientand WeChat ocial account, or by visiting physical seice counters—making the process moreaccessible and convenient.We have strengthened coordinated management to suppo the "Immediate Response toComplaints" initiative. Guided by the Pay Committee, we established a clear accountability systemthat assigns responsibilities across depaments and designated personnel. This structure reinforcesour core commitment to delivering fast and eective complaint response seices in Beijing, whilealso ensuring all procedures, from registration and dispatch to resolution and follow-up, arestandardized and well-managed. Our team maintains 24/7 readiness, ensuring that complaints areacknowledged within 10 minutes and resolved within one day. This mechanism has also enabledthe development of a notication system that helps us identify seice gaps and operational issues,allowing us to make continuous improvements and enhance overall customer satisfaction.
Improved eciency and quality of the credit Card Center in handling customer complaints
Qingdao Branch has co-produced Shou Hu (Guardian), the city's firstmusic video focused on consumer protection, and collaborated witha local television station to host a financial rights program. Duringthe broadcast, branch executives appeared alongside a well-knownQingdao TV host to discuss how to protect seniors from telecom fraud,highlighting Huaxia Bank's innovative approaches and progress inconsumer protection. The program aired on local news as well as ChinaCentral Television's digital platforms, drawing strong public interest andengagement.
CasePioneering new approaches toanti-fraud awareness
Taiyuan Branch partnered with 16 local organizations to provide financialand anti-fraud education at a lively open-air market. Interactive gameson scam prevention allowed participants to learn risk management skillsthrough hands-on experience. The event also blended traditional paper-cutting and sugar painting with nancial literacy, highlighting Shanxi's Jinmerchant heritage and its long-standing values of honesty and integrity inbusiness.
CaseBlending anti-fraud educationwith folk culture
In September 2024, the Bank partnered with Plan B, a program on theFinancial Channel of Beijing Radio and TV Station (BRTV), to launch the"New Mission: Consumer Protection County Tour" initiative. The initiativebrought together police officers, psychologists, and bank representativesto help rural communities better understand and guard against financialscams. Police shared real-life fraud cases and demonstrated how to spot andrespond to scam tactics. Psychologists explained how fraudsters manipulateemotions and pointed out common psychological traps. Bank sta oeredpractical advice on telecom fraud prevention, and legal rights protection,and answered personal nancial questions. Through this collaboration, ruralresidents gained the knowledge to use nancial seices securely and avoidscams.
CaseLaunching a multi-stakeholdernancial education campaign
Financial experts from the Bank were invited by BRTV to join theprogram Comprehensive Reading of the General Provisions of the CivilCode, in an episode titled "Case Studies: Guarding Against AI-PoweredScams." The panel explored common high-tech fraud methods, analyzedreal-life AI deepfake cases, and shared practical tips for prevention. Ourexpes also demonstrated how banking professionals detect fraud andguide customers through protective measures.
CaseSharing insights on the "Comprehensive Reading ofthe General Provisions of the Civil Code" program
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SocialSocial Responsibility Repo 2024
Financial knowledge promotion and education
We are committed to improving nancial awareness through ongoing education and outreach. As pa of thiseo, we launched a group-wide lecture series titled "Advancing Integrity Building and Practicing FinancialCulture with Chinese Characteristics." The series is open to all employees and encourages a strong cultureof integrity across the Bank. To better see the public, we also encourage our branches and sub-branchesto connect with local communities through both online and offline campaigns. These activities focus onkey groups such as the elderly, new residents, and people with disabilities, helping them better understandfinancial products, consumer rights, and investment basics. Across our national branch network, we haveorganized events like the Bank President's Lecture on Customer Protection and Bank President's ReceptionDay. We've also set up dedicated nancial education zones and hosted themed sessions such as Mini-Lectureson Government Bonds, turning our commitment to "nance for the people" into real actions.
In 2024Investment in nancial educationfor the publicRMB
6.97 million
Financial education for the public21,325 sessions
Total paicipants in nancialeducation for the public102,510,000
Under the theme "Cash Payments: More Convenience, Greater Safety," we carried out practical,multi-level initiatives to raise awareness about counteeit currency. The campaign promoted theuse of small change wallets and provided information on handling damaged or unt banknotes.Through online + oine, centralized publicity initiatives with local characteristics, we strengthenedpublic awareness of counteeit risks and helped improve their ability to recognize and guard againstcurrency fraud.
Anti-Counteeit Currency Publicity Month
During the World Consumer Rights Day (March 15) period,we intensied our education and outreach eos to protectnancial consumers' rights and interests. We promoted keyinitiatives such as the Financial Literacy Outreach Programand Financial Education Awareness Month. Through bothonline and oine campaigns, we helped the public betterunderstand nancial products, improve their nancial literacy,and strengthen their awareness of nancial risks.
"Financial Consumer Rights Protection Education andPublicity Month" Activities
With our business outlets as key channels, we activelypromoted the Bank's policies aimed at improving paymentseices. We shared updates on these improvements throughnew media platforms such as our ocial WeChat accounts,and published related aicles across mainstream media,including Xinhua Net, People's Daily Online, Financial Times,and Beijing Youth Daily. These aicles also appeared onthe websites of indust associations like the Hubei andGuangdong Banking Associations. The content highlightedour eos under the "Enhancing Payment Seices forGreater Convenience" initiative, showcasing the tangibleresults achieved.
Promoting our eos in optimizing payment seices
With support from a local volunteer association, Wenzhou Branchlaunched the "Happy Neighborhoods, Warm Sunset Years" volunteerinitiative. The event included free health check-ups by medicalprofessionals and introduced the Bank's latest developments inpension-related nancial seices.
CasePension nance promotion
Chongqing Branch organized a "Financial Knowledge Mobile Exhibition"tour in former revolutionary base areas, offering on-site financialconsultations, distributing educational materials, and conducting one-on-one sessions to help residents strengthen their awareness of fraudrisks and improve their nancial safety skills.
Case
Financial knowledge publicity inold revolutiona base areas
Hohhot Branch's rural vitalization task force extended financialeducation to counties with large ethnic minority populations. In KulunTown, the team delivered customized programs to around 1,000Mongolian villagers, covering topics such as agricultural loan policies,personal credit systems, and dispute resolution options for financialconsumers.
Case
Promoting nancial knowledge inethnic minority communities
Shenzhen Branch, panering with local media, launched the "Spread Financial Knowledge as Junior Financial Repoers" initiative. About 50 primaand seconda school students were recruited as "Junior Financial Repoers" and took pa in a series of workshops designed to help young peopleunderstand and stay ale to nancial safety issues.
CasePromoting nancial knowledge among youth
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Engaging in Social Welfare
We strongly suppo the development of public welfare initiatives, focusing on charity, volunteer seices, and humanitarian aid. By harnessing thepotential of nance for social good, we encourage all sectors of society to uphold the principles of volunteerism and become active contributors inthis new era.
Charity activitiesWe organize public welfare programs and volunteer activities focused on elderly care assistance andpublic education, demonstrating our commitment to social welfare and spreading Huaxia Bank's warmth incommunities.In 2024Volunteer activities conducted1,896
Employee volunteers21,062
Total volunteer seice hours
18,785.50
Public welfare donations
We provide essential resources to children and underprivileged communities, suppo the development ofeducation, and contribute to inclusive growth in urban and rural areas.In 2024Total public welfare donationsRMB
28.9093 million
Huaxia Bank Hohhot Branch donated RMB 1 million to Chahar Right Rear Banner in Ulanqab City
Huaxia Bank donated RMB 12 million to the Tsinghua University Education Foundation to support theInternational Congress of Basic Science. The congress, themed "Advancing Science for Humanity", focused onglobal collaboration in three basic sciences i.e. mathematics, theoretical physics, and theoretical computing& information sciences. Its goal was to promote international scientific exchange, advance basic research,create a platform for leading scientists, attract top scientists to China, and enhance the count's innovationcapabilities.
CaseSuppoing the International Congress of Basic Science
Huaxia Bank, in collaboration with the Beijing Municipal Committee of the Communist Youth League and theBeijing Youth Development Foundation, organized the "Spring Rain Initiative: Nourishing Young Minds AcrossXinjiang with the Gift of Knowledge" charity donation campaign. We donated desks, books, school bags, lovebookmarks, and other supplies to Arel Prima School in Hotan City, Xinjiang. We have donated school bagsto six schools in Dorbod Banner, Ulanqab. Since 2022, we have launched the "Delivering Love to Schools"initiative for three consecutive years to provide charitable donations to more than 3,000 teachers and studentsacross ve schools.
CaseMaking charitable donation to school
Huaxia Wealth Management focuses on children's education and well-being, building a distinctive "nance +welfare" brand that deeply integrates welfare concepts with nancial seices. In panership with the ChinaChildren and Teenagers' Fund, we launched the "Building Dreams for Children" themed wealth managementproduct, with all excess returns donated to suppo the care, development, and education of children andadolescents. This initiative explores diverse welfare collaboration models based on the principles of "commonprosperity" and "third distribution."
CaseExploring new models of common prosperity
Dalian Branch partnered with the Dalian Youth Development Service Center and Dalian Youth DevelopmentFoundation to organize the "Lighting Up Starry Skies, Huaxia Bank's Love for Children with Special Needs"volunteer event at Dalian Dongxin Special Children Seice Center.
CaseExploring a new model for common prosperity-caring for children with special needs
The Shaoxing Branch has been running the "Love Station" seice for years. In addition to providing rest areasand cool shelters for outdoor workers like sanitation sta and couriers, they also oer free bread and mineralwater for workers.
CaseBuilding "Love Stations"
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Urumqi Branch's rural work team distributed school suppliesto students in need
Changzhou Branch carried out "one-to-one" pairedassistance and educational suppo activities.
The Zhengzhou Branch in partnership with the Henan Charity Federation launched the "Huaxia Branch Takes You to See the World" publicwelfare event. Through this program, left-behind children were invited to participate in an educational tour of Mount Song and SongyangAcademy, providing them with meaningful opportunities for learning and personal growth.
CaseCaring for left-behind children
Targeted assistance
We conduct special assistance projects in key areas to stimulate local economies, suppo industrial growth, and promote job creation and incomeimprovements.
The Haikou Branch has excelled in grassroots pay building. The branchundertakes projects such as improving local living conditions andsuppoing rural consumption. Utilizing regional resources, we adopteda development model combining "village collectives + farmers +company." This approach promotes local industries, including egg-layingchicken and yellow cattle farming. We also car out outreach activities,visiting key households to establish personalized assistance. Ourbranch's consistent and eective work has been awarded the highestrating, "Excellent," for four consecutive years in Hainan Province'stargeted povey alleviation assessments.
CaseMultiple measures for targeted assistance
In May 2024, the Shenyang Branch conducted an in-depth field visitto Nanping'an Village, Haeao Town, Zhangwu County, its designatedassistance site. The team toured local businesses such as the HaeaoBazaar, community cooperatives, and an online agricultural productlive-streaming platform. By engaging directly with local residents, theteam gained insights into daily life, market conditions, and specificcommunity needs. Based on these findings, the branch developeda procurement plan for local agricultural products, leading to totalpurchases exceeding RMB 80,000 for the year. In August, the branchdonated RMB 95,000 to suppo village infrastructure projects, includingthe construction of new public toilets and roads.
CaseConducting on-site researchfor targeted assistance
Disaster relief
We actively respond to regional natural disasters, including oods, droughts, and eahquakes, by ensuring prompt nancial suppo and assisting inreconstruction eos to help aected communities recover quickly.
Since July 2024, severe weather triggered sudden ooding in ZhashuiCounty, Shangluo City, Shaanxi Province. Donggou Village, CaopingTown, which is under targeted assistance, experienced a total disruptionof water, electricity, and communication, leading to an urgent shoageof essential supplies for residents' daily life and recove eos, leadingto an urgent shortage of essential supplies for residents' daily lifeand recovery efforts. Upon learning of the disaster, the Xi'an Branchresponded immediately, convening a special meeting to coordinate
CaseProviding urgent assistance to disaster-stricken communities
emergency relief eos. We promptly allocated dedicated relief fundsand gathered disaster relief supplies valued at over RMB 20,000.Despite heavily damaged roads and challenging travel conditions, ourteam delivered relief materials directly to aected areas. Our sta alsovisited key monitored households and households receiving the FiveGuarantees, providing personal assistance and reassurance to villagersduring this dicult time.
In 2024, Wenchang City was severely aected by Typhoon "Yagi." Following instructions from the Hainan provincial government, the Haikou Branchimmediately assembled a team composed of pay members and traveled to Fengpo Town in Wenchang to evaluate the situation. The team swiftlypurchased essential items, including mineral water and milk woh RMB 20,000, and delivered them to the town government on the same day, promptlymeeting the urgent needs of the residents.
CaseSuppoing emergency disaster relief
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SocialSocial Responsibility Repo 2024
Caring for Employee Growth
We uphold a "people-oriented" corporate philosophy, recognizing talent as the prima driver of our high-quality development. We are committedto strengthening our talent strategy, protecting employee rights, supporting career growth, and promoting employee well-being. By creating asuppoive and motivating work environment, we work hand in hand with our employees to build a strong foundation for talent development.
In 2024Workers' congresses held
Paicipants in total7,221
Sta meetings held
Grassroots employees attended5,458
Safeguarding employees' rightsWe strictly comply with the Labour Law and the Labor Contract Law, and other relevant Chinese laws andregulations. We continually strengthen our internal policies to prevent any form of child or forced labor. Ourpolicies promote equal employment oppounities and equal pay for equal work, eliminate discrimination,protect the rights of female employees, and rmly prohibit any violations of human rights.
Incentive and restraint mechanismWe have rened a peormance-based incentive system that rewards employee contributions andachievements, motivating our team members to excel in their work.
Democratic management systemIn accordance with our Management Measures for the Employee Congress, we fully suppo the roleof the employee congress in democratic management and supeision. Through this, we safeguardour employees' rights to information, paicipation, expression, and oversight.
Sala and benets system
We maintain reasonable working hours and ensure full and timely wage payments. All employeesreceive statuto holidays and paid leave, and any form of forced labor is strictly prohibited. Wesign labor contracts in compliance with the law and provide complete social insurance coverage toprotect employees' rights and interests.
Promoting equality and diversity in recruitmentWe uphold the principles of openness, fairness, and impaiality in employee recruitment. Through variouschannels, including social recruitment and campus hiring, we actively attract talented candidates whileensuring the timeliness, eectiveness, and transparency of recruitment information. Our recruitment practicesprohibit discrimination based on gender, ethnicity, or any other factors, ensuring our hiring process is fair,transparent, and unbiased. We leverage technology and digital tools to streamline hiring practices, protectcandidate privacy, and enhance applicants' overall experience. We also place paicular emphasis on recruitingrecent graduates, bringing in diverse talent with varied skills and perspectives.
At the end of 2024Total workforce
38,306
Percentage of female employees
%
53.24
Ethnic minorities1,899
Labor contract signing rate
%
Social insurance coverage rate
%
Percentage of master's degreePercentage of bachelor's degreePercentage of junior college or below
Percentage of aged 35 and belowPercentage of aged 36-45Percentage of aged 46-55Percentage of aged 56 and above
16.65%16.70%
66.65%
The Head Oce convenes the second Employees' Congress
12.84%
41.91%
1.5%
43.75%
Employeeeducationalbackground
structure
Employeeage structure
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SocialSocial Responsibility Repo 2024
Empowering employee career developmentWe are committed to providing a supportive environment for employees' career growth, helping thembuild their capabilities while contributing to our business goals. We ensure that all employees have equaloppounities for career advancement and clear pathways to promotion. Through customized managementpractices and structured training programs, we oer targeted career guidance and professional development.This enables employees to achieve personal growth, fulfill their potential, and contribute effectively tocorporate success.
At the end of 2024Employee training program8,280 sessions
Paicipants in total651,861
Training sessions on CSR2,539 sessions
Training sessions onenvironmental protection
Paicipants in total256,812
Paicipants in total14,461
Through the Pay School, we continuouslystrengthen the training of middle andsenior management. These programsare designed according to managementlevels and job functions, aligning closelywith market trends and practical businessneeds. We organize specialized training formiddle-level managers, rotational trainingfor deputy middle-level managers, anddevelopment programs for young andmiddle-aged cadres. These initiativesaim to build stronger leadership teamsand continuously improve the ideologicaland political literacy, pay spirit, andcomprehensive management abilities ofmanagers at all levels.
We also provide standardized onboardingtraining for all new employees acrossthe Group. Using a variety of innovativetraining methods, including centralizedcourses, simulation exercises, andmentorship suppo, we equip new hireswith essential knowledge about HuaxiaBank's histo, business operations, andkey skills. This helps new employeesquickly adjust to their roles, smoothlytransitioning from students into condentbanking professionals.
Aligned with the Bank's overall developmentstrategy, operational transformation, andcore professional skills required acrossdierent sectors, we prioritize training inkey business areas, including digitization,corporate nance, retail nance, nancialmarkets, risk management, and operationsmanagement. We design specializedtraining programs that directly addresspractical challenges and critical issuesencountered during business growth,continuously strengthening employees'professional and innovative capabilities.
We have launched the Hua Xia College, adigital knowledge reposito platform. Theplatform delivers personalized learningcontent based on each employee's specicrole and learning pace, enabling themto respond swiftly to market changesand meet evolving business needs. Ourintegrated training system combinesfeatures such as knowledge management,training courses, live streaming, onlineexams, and self-learning tools. Accessiblethrough both internal and externalnetworks, it eectively suppos thediverse learning needs of all employees.
Management training
New employee onboarding training
Specialized skills training
Digital training
Shenyang Branch conducts employee training
Guangzhou Branch holds a business skills competition
In September 2024, the headquaers hosted the "Huaxia Bank's Histo Through Young Voices, Dreams in Flight" themed event, which featured twokey segments i.e. "Youth Learning Huaxia Bank's Histo: Practical Training" and "Youth Learning Huaxia Bank's Histo: Challenge Competition". ThePractical Training session included a detailed oveiew of the Bank's signicant milestones, impoant events, and accomplishments. External expesexperienced in exhibition narration were invited to guide and train young employees, building a skilled team of historical narrators. The ChallengeCompetition included three interactive segments-"Youth Voices: Telling Huaxia Bank's Sto", "Quest for Wisdom: Historical Puzzle Challenge" and "YouthElegance: I Am the Chief Youth Narrator." Additionally, the event included an online public vote. At the end of the competition, awards were given to one"Most Popular Narrator," one "Best Team," and ve "Five-Star Narrators." All paicipants received ocial ceication as "Young Bank Histo Narrators."
Case"Huaxia Bank's Histo Through Young Voices, Dreams in Flight" Themed Event
In September 2024, the Changchun Branch held its 13th "Skills, Elegance and Development" themed competition. Foueen teams paicipated, includingoperations managers, tellers, and lobby managers. The event aimed to enhance lobby service skills and was divided into three segments: lobbymarketing examples, eectively handling complaints from special customer groups and addressing consumer rights protection, and preventing telecomfraud. Through this competition, the branch sought to strengthen the professional knowledge and seice quality of its lobby sta.
CaseEmployee skills competition
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SocialSocial Responsibility Repo 2024
Improving employee well-being
We prioritize the physical and mental well-being of our employees by improving the Home of Employees,organizing a variety of cultural and recreational activities, and creating a suppoive and inclusive workplace.Special attention is given to female employees, retirees, and those experiencing diculties, enhancing theirsense of belonging and overall well-being.In 2024Employees in need helped
Medical subsidies distributedRMB282,000
Living allowances distributedRMB705,700
RMB 11,000
Spos competitions andactivities organized
At the end of 2024Homes of Employees built in totalincluding
Model Homes of Employees
Qualied Homes of Employees
Our corporate health insurance providershave also expanded on-site seminarsand wellness seices to branch oces,raising employees' awareness of healthissues.
We revised the Model Worker Selectionand Management Measures, carried outmodel worker selection, inspected 8branch model worker innovation studios,and reviewed 23 new qualied Home ofEmployees.
Safeguarding employee healthBuilding Home of Employees
We organized various activities tosuppo employees' well-being andcultural development, such as healthworkshops, academic seminars,and networking events for youngprofessionals. Additionally, we held aYouth Fun Spos Day specically forheadquaers employees.
On occasions such as China's YouthDay and International Women's Day, wefacilitated discussions between seniormanagement and young and femaleemployees, actively listening to theirfeedback and addressing their concerns.We regularly suppo model workers,employees facing diculties, and thoseworking during holidays. Fuhermore,we visit retired employees, improvemedical reimbursement policies, andorganize cultural events, ensuring theircomfo and peace of mind.
Engaging activitiesEmployee care and suppo
Huaxia Cup Badminton Invitation Tournament
organized by Hong Kong Branch
"Lantern DIY" Lantern Festival Themed Event
organized by Nanjing Branch
College Application Guidance Seminar
for Employees' Children organized by
Shijiazhuang Branch
The Harbin Branch has continuously advanced the building of qualified and model Homes of Employees. Werelocated the headquaers' Home of Employees to better utilize previously idle branch propeies. As pa of thisrelocation, we created cultural walls to promote closer collaboration among the Pay, trade union, and youth groups.We also established a yoga room, specically catering to female employees, which is now operational. By 2024, allsub-branches had established their own Homes of Employees, including seven qualied and two model locations.
CaseImproving the building of Home of Employees
In May 2024, the Bank organized the 2nd Football Tournament forBeijing-based units, bringing together 120 employees from theheadquarters, Beijing Branch, and other affiliated institutions. Overthe course of 17 competitive matches, the Beijing Branch claimed thechampionship, reecting the strong sense of teamwork and cooperationamong paicipants.
CaseOrganizing the 2nd FootballTournament for Beijing-based Units
The Hohhot Branch hosted the "Fragrant Women's Day, Dream ofBeautiful Women in Huaxia Bank" themed event for InternationalWomen's Day. A well-known orthopedic specialist was invited to thestaff center to provide medical consultations and health advice. Theexpe peormed on-site bone density screenings and provided tailoredguidance, especially for employees with long desk hours, raisingawareness around bone health and preventive care.
Case
Women's Day Health Check andThemed Event
The Chengdu Branch has developed a variety of cultural and sportsactivities tailored to employee interests. Building on the popularity of itstraditional Tai Chi class, the branch has made it a regular oering andintroduced street dance sessions, giving employees space to expresstheir creativity and personal style. To raise the quality of programs,professional instructors were brought in to lead calligraphy and artclasses. The branch also supported its subsidiaries in purchasingtness seices, encouraging wider paicipation in physical wellness. Inaddition, the branch took pa in basketball and football tournamentsorganized by the Sichuan Provincial Financial Trade Union, and wasrecognized with the "Best Elegance Award" at the 2024 SichuanFinancial Sector Employee Basketball Competition.
CaseHosting a variety of unique cultural and spos activities
Disaster relief disbursed
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SocialSocial Responsibility Repo 2024
Huaxia Bank firmly adheres to the centralized and unified leadershipof the Party Central Committee over financial work, and continuouslyimproves its corporate governance mechanisms. We uphold compliancewith laws and regulations as the foundation for our operations anddevelopment. Our efforts for stronger risk prevention capabilities andbetter risk management in key areas solidify the foundation for stableand prudent operations.
Governance
In 2024Training sessions on compliance3,277
Training sessions on anti-money laundering3,280
Legal training sessions
Strengthening the Pay's overall leadership
While upholding and strengthening the centralized, unified leadership of the CPC Central Committee, we haveactively implemented the Pay building directives from the Beijing Municipal Committee of the CPC and the PayCommittee of the State-owned Assets Supeision and Administration Commission of the People's Government ofBeijing Municipality (SASAC of Beijing Municipality). Guided by the Pay's political construction as our fundamentalprinciple, we have systematically strengthened our capacities in political judgment, comprehension, and execution.Firmly integrating Pay leadership into corporate governance. We strictly implement the "two-wayent and cross-appointment" leadership mechanism. Pay building requirements are incorporated intoour Aicles of Association, arming the Pay Committee's role in our governance structure. We haveestablished guidelines for equity investments and management of subsidiaries, mandating that allsubsidiaries form Pay organizations and revise their governing documents accordingly.Developing the Pay Committee's pre-deliberation mechanism. We have revised the Pay Committee'srules of procedure and developed the Pay Committee Guidelines for Prior Review and Discussion of MajorMatters. These improvements enhance decision-making processes for "major policy determinations, keypersonnel assignments, signicant investment projects, and substantial capital allocations", enabling thePay Committee to eectively guide strategic direction and oversee operations.Actively facilitating the operations of the Shareholders' Meeting , Board of Directors, Board ofSupeisors, and senior management. Through collaborative eos, these entities have established agovernance structure with well-dened roles, transparent authority, and strong checks and balances,ensuring the eective execution of the Pay Committee's resolutions.
Upholding the Pay Committee's leadership
Work system of the Pay Committee. The Pay Committee's working regulations and implementation guidelines for decision-makingon "major policy decisions, key personnel placements, signicant investment initiatives, and large capital allocations" have been improved.Additionally, we have strengthened the correspondent bank system and guidelines for Pay aairs disclosure, implementing standardizedpre-deliberation processes for major decisionLeadership system and mechanism for Pay building. The Pay Committee's leadership framework has been reinforced, incorporating thePay Committee's leading group for rigorous Pay self-governance (Pay building) along with its oce, Organization Depament, PublicityDepament, and United Front Work Depament. These bodies follow a strict meeting schedule to systematically promote initiatives relatedto Pay self-governance (Pay building).The "1+1+N" system for ideological work. We have implemented the "1+1+N" system for ideological and publicity work, focusing onconsultation, situation repoing, risk management, and supeision. We enhance source-level prevention of public opinion and reputationalrisks while conducting risk investigations on ideological security.
Optimizing management systems
Responsibility for exercising full and rigorous Pay self-governance. We've established annual task plans and accountability lists forexercising full and rigorous Pay self-governance targeting the Pay Committee (including prima-level Pay organizations), secretaries,and leadership team members, subjecting them to inspections and assessments linked to peormance evaluations.Responsibility for prima-level Pay building. We've implemented a supeision mechanism for prima-level Pay building and conductannual inspections of prima-level Pay committees, strengthening oversight and standardizing inspection practices.Responsibility for improving the integrity of Pay conduct and Pay building. We have launched a comprehensive integrity educationprogram, including disciplina warnings and special rectication eos, to implement the central Pay leadership's eight-point decision onimproving conduct. Through regular anti-corruption education, we enhance self-discipline and oversight of leading ocials, or the "key few."
Fullling the prima responsibility
Strengthening institutional governance. We've strengthened institutional governance by upgrading key policy documents, including theExecutive Personnel Management Regulations, Executive Promotion Guidelines, Executive Selection and Appointment Procedures, and StaPrivate Overseas Travel Policy, thereby standardizing all dimensions of executive governance.Focusing on personnel selection and appointment. We have enhanced comprehensive analyses and assessments of all leadership teamsand managerial personnel. A multi-channel selection system, including internal nominations, public recruitment, competitive internalplacements, and open merit-based selections, has been put in place to ensure scientic and eective appointments. This structuredapproach fosters a highly professional leadership team.Suppoing personnel development. Through the Talent Pool Development Plan, we have established a dual-track recommendation systemthat integrates bottom-up and top-down approaches. This framework has successfully identied and selected managerial and specialisttalent, creating a pool of over 4,500 qualied professionals and enhancing the Bank's leadership pipeline to suppo long-term organizationalcapability building.
Suppoing the development of the executive team
Enhancing organizational coverage. Pay committees have been set up for all Tier-1 branches, and general or Pay branches for all Tier-2branches, achieving comprehensive coverage of Pay organizations and activities.Strengthening systemic suppo. Building on Huaxia Bank's Pay School, we have developed a training framework for Pay aairs andconducted various training programs and exercises.
Strengthening the organizational system
Upholding the Pay LeadershipFollowing the principles of Xi Jinping Thought on Socialism with Chinese Characteristics, we have thoroughly studied and implemented the directivesfrom the 20th CPC National Congress and the Third Plena Session of the 20th CPC Central Committee. We adhere to the overall requirements forPay building in the new era and the Pay's organizational line. While exercising full and rigorous Pay self-governance, we have established acomprehensive framework that includes strengthening organizational, accountability, and institutional systems, integrating Pay leadership withcorporate governance, and developing a high-caliber cadre of ocials. We also conduct rigorous Pay discipline education to suppo high-qualitydevelopment.
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GovernanceSocial Responsibility Repo 2024
Persevering with full and rigorousPay self-governance
Improving Corporate Governance
We strictly comply with Chinese laws and regulations such as the Company Law, the Law on Commercial Banks, the Securities Law, the Code ofCorporate Governance for Listed Companies, the Corporate Governance Rules of Banking and Insurance Institutions, and the Work Guidelines for theSupeiso Board of Commercial Banks. In doing so, we continuously enhance our corporate governance framework, with a strong focus on reningour Aicles of Association and the rules of procedure governing the Shareholders' Meeting, the Board of Directors, and the Board of Supeisors.We emphasize the foundational, guiding, and leading role of the Aicles of Association in the corporate governance system. The Aicles take eectupon approval by the National Financial Regulato Administration, while revisions to the procedural rules of the Shareholders' Meeting, the Boardof Directors, the Board of Supeisors, and specialized committees come into force simultaneously. To fuher strengthen corporate governance,we optimize our governance structure, advance Group-wide and refined management practices, enhance investor communication, and improveinformation disclosure. Centered on the goal of continuously enhancing governance capabilities and eectiveness, we remain committed to exploringbest practices in corporate governance, thereby driving sustainable improvements in governance quality and eciency.
Governance structureWe have established a comprehensive governance framework comprising the Shareholders' Meeting, the Board of Directors, the Board of Supeisors,and the senior management. In this structure, the statuto role of the Pay organization is fully integrated, with clearly dened responsibilities for thePay Committee and the governance bodies. Each entity peorms its designated functions eectively, ensuring coordinated and ecient operations.To maintain stability and continuity in governance, we oversee the orderly re-election of the Board of Directors and the Board of Supeisors. The NinthBoard of Directors and the Ninth Board of Supeisors were elected at the Shareholders' Meeting and the Workers' Congress following which the Boardof Directors appointed the senior management team in accordance with governance procedures.
Senior Management
Oversight CommitteeNomination CommitteeCredit Approval CommitteePeormance ManagementCommitteeCondentiality CommitteeData Governance CommitteeRisk Management and InternalControl CommitteeCommittee for External DataIntroduction Review
Oce of theBoard of Directors(Securities AairsDepament)
Oce of the Boardof Supeisors
Shareholders' Meeting
Strategy and Asset Management CommitteeRisk Compliance and Consumer RightsProtection CommitteeRelated Pay Transaction Control CommitteeNomination and Compensation AssessmentCommittee
Nomination Committee
Credit, Investment and Financing PolicyCommitteeAsset Liability Management CommitteeInformation Technology ManagementCommitteeAsset Risk Disposal CommitteeAudit Depament
Board of DirectorsBoard of Supeisors
Product Management Committee
Headquaers DepamentsBranches and Sub-branches
While advancing development through Pay building, we have made signicant strides in exercising full andrigorous Pay self-governance. We have established a comprehensive framework that includes "strengtheningorganizational, accountability, and institutional systems; integrating Party leadership with corporategovernance and integrating Pay building with business development; developing a high-caliber, professionalcadre of ocials."In 2024Editions of educational columnaicles on improving Payconduct and upholding integrity
Training sessions on anti-corruption
Paicipants involved9,000
We rigorously implement the centralPay leadership's eight-point decisionon improving conduct and its associatedregulations, closely monitoring keyareas to strengthen Pay conduct andintegrity. Additionally, we consistentlyconduct daily integrity educationand share warning education contentthrough platforms such as the Payconduct and integrity education column.We have implemented the 2024Special Action Plan for Deepeningthe Development of a Clean FinancialCulture, aiming to advance full andrigorous Pay self-governance acrossall fronts, with a focus on key annualtasks to enhance Pay conduct andbuilding integrity.We have enacted the Measures toFuher Tackle Pointless Formalitiesand Ease Burdens on Prima-LevelOrganizations.
We are dedicated to advancingthe work system for exercising fulland rigorous Pay self-governance(Pay building), ensuring that Payorganizations at all levels develop andexecute their annual task plans whilerequiring Pay committee members tofulll their assigned responsibilities.We have optimized the meetingmechanisms for the Pay Committee'sleading group on self-governanceand its oce. At the same time, wehave strengthened coordinationacross oversight forms and fuherstandardized the evaluation ofresponsibility fulllment by prima-level Pay committees.
Increasing eos to build integrity andimprove conduct
Implementing the work system for exercisingfull and rigorous Pay self-governance
The Lanzhou Branch organized a Pay Day event themed "Study Pay Histo, Understand Pay Discipline,and Strengthen Party Spirit." Through studying the history of the Party's disciplinary construction, Partymembers gained a deeper understanding of the impoance of adhering to Pay discipline.
CaseOrganizing Pay building events
Hohhot Branch organizes a Pay Day event
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GovernanceSocial Responsibility Repo 2024
At the end of 2024
Directors in the Board
Executive directors
Non-executiveequity directors
Non-executiveindependent directors
External supeisors
Employee supeisors
Supeisors
Shareholder supeisors
In 2024Shareholders' Meetingheld
Board of Directorsmeetings held
Resolutionsadopted
Resolutionsadopted
Board of Supeisorsmeetings held
Resolutions adopted
The Pay Committee plays a leading role in setting the direction, managing the overall situation, and promoting implementation. It focuseson the political direction, the Pay building leadership team, basic policies, and major decisions to eectively assume responsibility forstrict self-supeision and self-governance. It deliberates and discusses major operational and management matters before makingdecisions.The Shareholders' Meeting eectively sees as the decision-making authority. The Bank's shareholding structure is clear and stable, withshareholders compliant with laws and regulations. Major shareholders actively suppo the Bank's operations and development, fulllingtheir responsibilities and obligations. Small and medium-sized shareholders paicipate in the decision-making process by attending theShareholders' Meeting and other channels, collectively maintaining our stable development foundations.The Board of Directors focuses on strategy setting, decision-making, and risk prevention, continuing to exercise strategic leadership andscientic decision-making. It has established eective risk management mechanisms, as well as reasonable incentive and constraintsystems, while actively fullling its social responsibilities and safeguarding the lawful rights and interests of stakeholders.The Board of Supeisors peorms its supeiso functions, conducting inspections aligned with supeiso goals while consideringthe Bank's overall business. It fullls its statuto supeiso duties objectively and impaially, in a scientic and eective manner. Wefocus on supeision and inspection in areas such as strategic management, nancial activities, risk management, internal control, andthe peormance of duties by the Board of Directors and senior management, all in the best interests of the Bank and its shareholders, toprotect stakeholders' lawful rights and interests.The senior management concentrates on operations, implementation, and management. It conducts activities strictly according tothe Aicles of Association and under the authorization of the Board of Directors. The senior management diligently implements theresolutions of the Shareholders' Meeting and the Board of Directors, proactively accepts the supeision of the Board of Supeisors, andleads sta at all levels to complete the year's operational and developmental tasks.
Building on the foundation ofthe annual board meeting planmechanism, we have establisheda compliance suppo system toenhance the Board of Directors'ability to fulll its duties. Weregularly review newly issuedor revised laws, regulations, andregulato requirements relatedto the compliance obligations oflisted banks' boards of directors.Through self-assessments, wecompare these regulations withthe board's actual peormance,identify any unimplementedrequirements, and developtargeted action plans. We thenoversee their execution to ensurethat the Board of Directorscontinuously, comprehensively,and eectively fullls its ultimateresponsibilities in corporategovernance and operationalmanagement.
We continuously optimize thestructure and responsibilitiesof special committees. Basedon the appointment of newdirectors and their professionalbackgrounds, we adjust thecomposition of each committeeto enhance its decision-makingsuppo function and improvegovernance eectiveness.We have established a dedicatedsuppo mechanism for specialcommittees by assigningcorresponding functionaldepaments to each committee.These depaments attend allcommittee meetings, take thelead in implementing resolutionsand recommendations, andcontribute to enhancing theoperational model of the specialcommittees.
We continuously enhancethe peormance platformfor independent directors byestablishing a dedicated meetingmechanism. Regular meetingsare held between independentdirectors and senior management,as well as annual meetings withauditors, ensuring eectiveoversight of potential majorconicts of interest. Independentdirectors provide objective opinionson relevant matters in accordancewith regulato requirements.We organize independentdirectors to paicipate inspecialized research initiatives,focusing on strategic execution,operational management, riskcontrol, and key regulatoconcerns. We carefullyimplement the requests andrecommendations proposed byindependent directors to ensureeective governance oversight.
Improvingcompliancefulllment of
the Board
Optimizingthe structureof specializedcommittees
Leveragingthe role ofindependent
directors
Among them
Among them
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Social Responsibility Repo 2024Governance
We have strengthened unied and eective Group-wide control while maintaining the independent legalentity status and corporate governance structure of eachinstitution within the Group, ensuring modern governanceacross the entire organization.
We have established Group-wide management systems,including the Equity Investment Management Measuresand the Equity Investment and Subsidia ManagementImplementation Rules.Within the framework of Group-wide management, weprovide guidance on the management of subsidiainstitutions based on depamental responsibilities. Majormatters are reviewed, deliberated, and collectively decidedby the authorized decision-making bodies.We have implemented term-based appointments,contractual management mechanisms, and a professionalexecutive system to strengthen Group-wide oversight andsuppo functions, promoting integrated management toenhance operational synergy.
Group management
We fully leverage existing institutions and licenses, strengthening the management model through comprehensive renement and advancing strategicexecution as a key driver. By optimizing resource allocation and enhancing operational eciency, we improve the integration and coordination ofnancial resources, ensuring the group's steady and sustainable development.
Rened management
With value creation at its core, we continuously enhance rened management and drive the implementation of annual plans. We focus on streamliningbusiness management, cost management, and capital management to achieve stable growth, an optimized structure, and higher quality and eciency.By deepening internal potential exploration and expanding external oppounities, we remain fully committed to advancing high-quality development.
Implementing rened management of interest spreads. Incentive mechanisms for interest spread improvement have been strengthened,including special incentives and the bank-wide "1 Basis Point (BP) Action" to enhance interest spreads, with peormance incorporated intobranch assessments. Liability costs are strictly controlled, with resource allocation favoring low-cost deposits, while high-cost depositsare subject to quota management. Internal and external pricing policies have been adjusted multiple times to reinforce price guidance.Additionally, we mitigate the decline in asset yields by optimizing resource allocation, enforcing strict approval for low-priced loans,enhancing the collection of overdue interest, and ensuring full recove of receivables.We have implemented a strict management plan for intermediate business income to accelerate the development of high-value products.
Optimizing prot framework
We have strengthened the assessment of customer acquisition and engagement, promoted scenario-based customer inow and activation,and transformed customer expansion strategies to drive eective customer growth.We have implemented a dual-standard assessment model based on peormance and customer seice volume for relationship managers,strengthening their eectiveness in customer management.We have strengthened collaborative assessment mechanisms to enhance comprehensive customer seice capabilities and expand revenuechannels.We have incorporated "individual production eciency" into branch peormance assessments, enhancing branch and personnel eectivenessby focusing on per capita deposits and per capita prots.
Improving customer growth quality and eciency
Promoting internally sustainable capital development. We integrate new capital regulato requirements into marketing, risk management,approval processes, and operations. Structural adjustments are intensied to suppo the growth of light capital and asset businesses,with strengthened return requirements for high-consumption assets to enhance value contribution. Additionally, we have established amultidimensional capital eciency evaluation mechanism, improved the economic capital management system, and enhanced the qualityand eectiveness of capital utilization.Enhancing internal potential exploration. We have developed 44 targeted initiatives across six key areas—structure, eciency, quality,capital, customers, and personnel—to drive continuous value optimization and maximize internal potential.
Adhering to light capital and asset operations
Fully implementing an operational scheduling mechanism. A comprehensive system of over 100 indicators—covering scale, structure,eciency, products, and customers—has been established, encompassing the head oce, business lines, branches, and subsidiaries toenhance engagement and proactiveness across all levels. Process control is reinforced through a structured approach of weekly scheduling,monthly summaries, and quaerly adjustments.
Strengthening operational scheduling
We have implemented propoional control of expenditures and incorporated it into peormance assessments to align with cost reductionand eciency enhancement requirements.We have implemented strict controls on large expenditures, enforced rigorous budget management, and strengthened project approval processesand standardization measures.We have strengthened input-output assessments, dened benchmarking requirements, and promoted the application of post-evaluationresults to achieve closed-loop management.
Conducing strict cost control
Enhancing governance structureImproving operational mechanisms
We suppo subsidia institutions in rening marketoperation mechanisms based on customer needs andtheir unique characteristics, enabling distinctive anddierentiated development.
We implement nancial supply-side structural reforms byfacilitating the transformation of rural banks through strategicacquisitions and the establishment of new branches within theGroup.
Enhancing management coordinationUnleashing the eciency of the Group-wide operations
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Protection of investor rights
Strengthening Risk Management
The Bank has enhanced comprehensive risk management by rening its risk appetite transmission mechanism, improving foresight in risk control,and strengthening its ability to address various risks. We have established a three-line defense system for risk management, characterized by clearlydened responsibilities, streamlined and ecient processes, and comprehensive oversight, ensuring the prevention of systemic nancial risks.
Risk management organizational structure
We have continuously strengthened investor relations management, rigorously implemented our InvestorRelations Working Regulations, and leveraged multiple channels and methods to enhance interaction andcommunication with investors and analysts.
In strict compliance with laws, regulations, regulato requirements, and internal policies, we standardize dailyinformation disclosure to ensure the timely and eective transmission, consolidation, and release of signicantinformation, safeguarding investors' right to be informed. We uphold principles of timeliness, fairness, andtransparency, ensuring that all disclosed information is accurate, complete, and truthful to protect investors'interests. During the repoing period, we enhanced proactive information disclosure, optimized the structureand content of periodic reports, and continuously improved the voluntary information disclosure indexsystem to increase transparency and engagement. Additionally, we published an annual repo infographicto meet market demand for visualized periodic repos, improving readability and usability. Over the year, wesuccessfully prepared and disclosed four periodic repos and 49 interim announcements, providing investorswith timely updates on key matters such as resolutions from the Shareholders' Meeting, the Board of Directors,and the Board of Supervisors, as well as changes in senior management, performance updates, relatedtransactions, and prot distribution. We also reinforced the management of insider information by maintainingstrict condentiality protocols and ensuring proper registration of insiders.
We hold shareholder meetings andpeormance briengs, activelypaicipate in online and oineresearch activities, and responddiligently to inquiries via the SSEE-interactive platform, investorhotlines, and emails. We proactivelycommunicate the Bank's core valuesand strengths to the capital market,enhancing market understandingand fostering constructiveinteractions.
We have paicipated in the2024 investor rights knowledgequiz competition, Here ComeShareholders, to promote awarenessof investor rights protection andstrengthen investors' understandingof rational investment.
Investor relations
Depaments specializing in risk and compliance management, such as the Risk ManagementDepament, the Credit Approval Depament, the Special Asset Management Depament, thePlanning and Finance Depament, and the Legal and Compliance Depament, see as the secondline of defense. They are responsible for formulating policies and procedures, as well as monitoringand managing risks.
Each business depament, functioning as the rst line of defense in risk management, bears directresponsibility for identifying and managing risks.
The Audit Depament, as the third line of defense, is responsible for auditing the peormance of bothbusiness depaments and risk management functions.Branches have established their own Risk Management and Internal Control Committee, Risk ManagementDepament, and specialized risk management units to ensure the eective coordination and execution ofrisk and internal control management responsibilities.
The Bank's Board of Directors holds ultimate accountability for overall risk management, while the Board of Supeisors isresponsible for oversight. Senior management assumes responsibility for implementing comprehensive risk management.To facilitate eective deliberation and decision-making on major risk matters, we have established specialized committees,including the Risk Management and Internal Control Committee, the Credit, Investment, and Financing Policy Committee, theCredit Approval Committee, and the Asset Risk Disposal Committee.In daily risk management operations, the Bank has established a "Three Lines of Defense" framework, comprising businessdepaments, risk and compliance management depaments, and the audit depament. These entities work in a coordinatedand collaborative manner to ensure the eective implementation of comprehensive risk management.
GovernanceSocial Responsibility Repo 2024
Comprehensive risk managementWe have fuher reinforced comprehensive and coordinated risk management by continuously enhancing the Group-wide risk management systemand advancing the quantitative transmission of risk preferences. At the same time, we have strengthened oversight in critical risk areas, acceleratedthe transition to digital risk management, and fostered a strong risk culture to ensure stable and sound operations.
Cybersecurity and data security managementWith a strong sense of responsibility—being accountable, taking charge, and fulfilling our duties—werigorously implement the cybersecurity responsibility system. By enhancing protective measures andstrengthening security monitoring, we continuously reinforce our cybersecurity foundation, ensuring thesecure and stable operation of our network and critical information systems. As a result, no cybersecurityincidents occurred throughout the year.In 2024Cybersecurity training sessions
Paicipants in total30,000+
Emergency drills for informationsecurity
We successfully launched the rst phase of the specialasset management system, and later it will enablinge dailymanagement of corporate special assets, customer proling,asset tracking, and automated account monitoring. We alsoupgraded our risk measurement models, completing theannual calibration of the internal credit risk assessment modelfor non-retail businesses. Based on the actual risk peormanceof dierent customer groups, we adopted a phased approachto iteratively enhance the internal assessment model forretail businesses, improving its applicability. Additionally,we optimized the market risk and counterpay credit riskmanagement system, ensuring the smooth implementation ofrisk measurement under the new regulato framework.
Accelerating the digital transformation of risk control
Focused on key areas such as retail nance, special assetreforms, and post-loan management, we have implementeda new round of adjustments to the risk managementorganizational structure, aiming to establish a well-dened,orderly, and comprehensive risk management framework.
We adhere to the guiding principle of "pursuing progress whileensuring stability and promoting stability through progress"in our business development. Our approach maintains anoverall "prudent and stable" risk preference while followingthe principle of risk-return trade-o. At the same time, weaim for a "moderate to above-average" return expectation,ensuring a rm commitment to preventing systemic risks.
Optimizing the risk management structureImproving the risk preference transmission mechanism
We have continuously enhanced our end-to-end capabilitiesfor identifying, measuring, monitoring, repoing, andcontrolling individual risks. A well-functioning operationalmechanism, characterized by "dynamic monitoring, processmanagement, and timely corrective actions," has beenestablished. All risk indicators consistently operate withinregulato requirements and predened risk preferenceboundaries.
We have improved the evaluation methods for comprehensiverisk management at the branch level and the professionalassessment framework for Chief Risk Ocers, continuouslyoptimizing incentive and constraint mechanisms. Additionally,we have strengthened the professional training system forrisk management by conducting training on comprehensiverisk concepts and typical cases for commercial banks, oeringonline "biweekly topic" training on approval guidelines forkey industries, and organizing the "Boshi 365, ApprovalSkills Enhancement" labor competition. These initiativesfuher enhance employees' risk awareness and professionalcapabilities.
Strengthening the management of risk warning andcorrection processes
Deepening the cultivation of a risk-aware culture
Optimizing the cybersecurityprotection systems. We have enhancedour enterprise-level integrated defensesystem, covering three centers acrosstwo locations, establishing a multi-layered defense line from the perimeterto the core. By strengthening securityprotections and traceability capabilities,we ensure the eective safeguarding ofthe Bank's systems.
Conducting specialized cybersecuritydrills. To mitigate cybersecurity risksand vulnerabilities, we have conductedcomprehensive crowd sourced securitytesting across the Bank's systems. Thisinitiative identies weaknesses anddrives improvements, reinforcing thefoundation for secure system operations.
Ensuring cybersecurity. We haveensured robust cybersecurity protectionduring critical periods, achieving zerocybersecurity incidents.
Enhancing capabilities of cybersecurity and information security management capabilities
Cybersecurity and information security governance system
Dening the prima cybersecurity responsibilities of Pay Committees at all levels. HuaxiaBank has issued the Measures for the Accountability of Cybersecurity by Pay Committees at AllLevels, clearly stipulating that Pay Committees at each level bear the prima responsibility forcybersecurity. Heads of the Pay Committees are the rst to be held responsible when problemsoccur in their eld of responsibility, while designated cybersecurity supeisors assume directresponsibility.Fullling cybersecurity responsibilities. The senior management ensures full implementation ofnational policies and regulato requirements, while also reviewing and assessing cybersecurityrepos. The Information Technology Management Committee oversees cybersecurity andinformation management functions, coordinating and executing various cybersecurity tasks.Enhancing the cybersecurity policy framework. We have established 24 cybersecurity-relatedpolicies, including the Technology Security and Risk Management Strategy and the AdministrativeMeasures for Technology Security, to standardize and guide the Bank's cybersecurity management.To ensure eective accountability, cybersecurity peormance has been incorporated into thepeormance assessments of all branches and depaments, reinforcing responsibility at eve level.Strengthening data security control. We have fully implemented regulato requirements andenhanced our data security management system. To improve coverage and accuracy, we haveconducted data classication and grading. Focusing on critical and sensitive data, we have carriedout security assessments and specialized risk investigations, organized self-inspections and targetedaudits, optimized emergency response plans, and conducted drills. These eos continuouslystrengthen our data security protection capabilities.Strengthening the cybersecurity team. We have established dedicated depaments to enhancethe Bank's overall cybersecurity management and strengthen security oversight in informationsystem applications. Each branch has appointed full-time information security ocers, whiledepaments at the Head Oce, branches, and sub-branches have designated pa-time informationsecurity ocers. Through a variety of cybersecurity training sessions—including in-person lectures,video conferences, and livestreams—we have improved employees' awareness of cybersecurity riskprevention and data security protection.
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GovernanceSocial Responsibility Repo 2024
Adhering to Compliance
Recognizing the political significance and public-serving nature of financial work, we strictly adhere to lawful and compliant operations. Wecontinuously strengthen awareness of internal controls and risk prevention, enhancing oversight in key areas such as employee misconduct, anti-money laundering, and intellectual propey protection. By maintaining rigorous safeguards against major incidents and risks, we secure safe andstable operations and development.
Improvement of Compliance management systemWe actively enhance the compliance management system, strengthening its foundation to safeguard stableoperations and sustainable development.In 2024Training sessions on compliance3,277
Paicipants in training sessionson compliance125,054
Advancing the transformation of system management
We fully implement a Group-wide rened management strategy, continuously conducting policyformulation, compliance reviews, and systematic sampling and re-inspections. This ensures theseamless integration of external regulato requirements with business development in deployment,planning, and execution.Enhancing supeision and inspectionWe continuously rene our supeision and inspection mechanism, implementing a framework of"dynamic monitoring, process control, and timely correction." By identifying key inspection needs, wedrive rectication and standardization, with a focus on internal control weaknesses and prominentrisk areas. Compliance inspections in critical internal control domains are also conducted to ensureongoing improvements in the quality and eectiveness of oversight.Improving the quality and eectiveness of recticationWe have established a comprehensive rectication mechanism that addresses issues at theirroot and ensures long-term eectiveness. By embedding rectication into regular operationsand deepening its impact, we drive sustained improvements. Additionally, we have strengthenedtechnological suppo for rectication eos, ensuring that all business activities remain legallycompliant and aligned with our core mission.Strengthening accountability for credit risk
We have developed and revised policies on credit due diligence, the appeals system, and resultidentication standards to enhance the applicability and operability of the credit due diligenceframework. By shifting due diligence to an earlier stage and improving its timeliness, we maximizeits role in risk warning and sta education, reinforcing a strong culture of compliance and adherenceto regulations.Strengthening a culture of rigorous governance and disciplineWe have established an "accountability matrix" that aligns disciplina actions with the severity ofviolations, maintaining strict oversight and a zero-tolerance approach to misconduct. Additionally,we conduct periodic reviews of accountability cases to verify outcomes and make necessaadjustments, reinforcing a culture of strong governance and discipline across the Bank.
Tight employee management
We have developed robust processes for managing employee conduct, including proactive investigationsinto unusual behaviors. Additionally, we conduct regular business ethics training through diverse formats andtailored content to strengthen ethical awareness and compliance.In 2024Lectures and training sessions onanti-nancial crimes organized
Legal training sessions held
Paicipants in total33,090
Paicipants in total36,121
We promptly release updates on operational risk information, conduct self-assessments of employeebehavior, and emphasize the analysis and rectication of identied issues. This ensures the eectiveimplementation of professional ethics and behavioral standards across the organization.Employee behavior management
Through videos, livestreaming, and in-person sessions, we provide training on anti-moneylaundering and credit due diligence. We strive to foster a compliance culture where "eveoneembraces, proactively upholds, and meaningfully adheres to regulations," while actively fullling oursocial responsibility to promote legal awareness.
Compliance and legal training
We have intensied eos to detect and investigate abnormal employee behavior, mapped externalinformation sources for monitoring such activities, and developed a management manual forhandling irregular conduct. Additionally, we proactively examine potential illegal nancial activitiesrelated to credit, settlement, and other nancial seices.
Investigation of abnormal behavior
Holding the "Compliance First" knowledge competition
In June 2024, 62 leaders and employees from the Shenyang Branch visited a prison in Fushun for an on-site warning education session. They toured production workshops, kitchens, and prison cells, watcheddocumentaries featuring real-life cases of corruption, and observed inmate labor rehabilitation up close.This "zero-distance" exposure to life behind bars—surrounded by high walls and electric fences—seed as apoweul reminder of legal and ethical boundaries. The experience deepened their awareness of compliance,reinforced their sense of discipline, and strengthened their commitment to upholding the law.
CaseOrganizing a compliance awareness and risk prevention event
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Social Responsibility Repo 2024Governance
Prevention and control of case,operational, and legal risks
We have strengthened risk prevention and control measures across various types of cases, enabling us tomitigate operational risks, resolve conicts more eectively, and enhance our ability to manage legal risks.
Anti-money laundering eos
We have continuously enhanced our internal anti-money laundering (AML) control systems, strengtheningthe assessment and monitoring of money laundering risks. Additionally, we have optimized AML systemfunctionalities and actively conducted training and awareness programs, signicantly improving the overallquality and eectiveness of our AML eos.In 2024AML training sessions held3,280
Paicipants in total131,562We have implemented new regulations for operational risk and capital management, establisheda robust governance framework, and developed a three-tier operational risk management systemcomprising policies, procedures, and implementation guidelines.Guided by a risk appetite framework, we have strengthened end-to-end management of operationalrisks, including identication, assessment, monitoring, early warning, and repoing.We have continuously upgraded system functionalities by implementing three key tools:
operational risk and control self-assessment, key risk indicator monitoring, and loss datacollection. Additionally, we have successfully rened historical loss data management,signicantly improving data quality.By proactively managing operational risks, we have kept them within acceptable thresholds andsuccessfully achieved our "prudent" risk appetite target.
Strengthening operational risk management
We have revised policies on case risk prevention and employee abnormal behavior management,establishing a comprehensive, end-to-end risk prevention and control system.All employees are required to sign the Case Prevention Target Responsibility Agreement, reinforcingaccountability and ensuring strict adherence to case risk prevention and control responsibilities.We have expanded and rened methods for detecting abnormal employee behavior, enhancedmonitoring models for identifying unusual account transactions, and conducted targeted riskassessments in key areas to eectively uncover and mitigate potential case risks.We have established a reward mechanism for case interception, encouraging employees toproactively identify and repo case-related clues. Additionally, we have strengthened casewarning education by using real-life cases to reinforce vigilance, caution, and adherence to ethicalboundaries, eectively mitigating case risks.
Preventing and controlling criminal case risks
We continuously provide proactive guidance on legal risk prevention and control. This includespromptly issuing interpretations of the new Company Law and the Supreme Cou's judicialexplanations on the Contract Section of the Civil Code, along with risk adviso documents tostrengthen legal risk management in business transactions.We have strengthened civil litigation management by establishing and rening mechanisms forsupeising major litigation cases and ensuring closed-loop rectication of identied issues. Toproactively mitigate potential risks, we conducted our rst comprehensive risk assessment of civillegal disputes. Additionally, we reviewed risk issues related to standard contracts in key business areas,enhancing the quality and eectiveness of legal risk management for standardized contracts.We are steadily optimizing the legal aairs management system by developing mobile approvalfunctionalities to enhance operational eciency and suppo the digital transformation of businessmanagement.We have successfully fullled all tasks assigned by the SASAC of Beijing Municipality to strengthenlaw-based governance, achieving outstanding evaluation results.
Improving legal risk management
We have revised the Self-Assessment Management Measures for Institutional Money Laundering andTerrorist Financing Risks, the Assessment and Categorized Management Measures for Product MoneyLaundering and Terrorist Financing Risks, and other AML internal control policies. These updatesenhance Group-wide AML risk management and reinforce the foundation of our AML framework.
Improving the AML internal control system
We have continuously rened the money laundering risk assessment models for both customers andproducts, expanded the assessment indicator system, and optimized system functionalities. Theseenhancements improve the accuracy of assessment results, standardize processes, and enhanceoverall operational eectiveness.
Strengthening money laundering risk assessment
We conduct targeted AML training for directors, supeisors, senior management, AML ocers,and new employees to enhance their compliance capabilities and risk awareness. Additionally, weactively promote AML awareness among the public by leveraging various platforms, including bankbranches, community outreach programs, and online channels. Through these eos, we foster astrong culture of "Money laundering prevention is eveone's responsibility."
AML training and awareness campaigns
We have designed and developed transaction monitoring models tailored to new business types,evaluated and optimized existing models, and improved the accuracy of risk ales and identication.Additionally, we have enhanced AML system functionalities, strengthening its suppo for moneylaundering risk management.
Enhancing monitoring and early warning capabilities
We closely monitor internal and external risks, issue timely risk ales, and disseminate moneylaundering risk information across the Bank and its aliated institutions to enhance our overall riskprevention capabilities.Strengthening risk information transmission and risk prevention
In 2024, the Shijiazhuang Branch conducted five large-scale anti-money laundering (AML) awarenesscampaigns. Following the principles of "engaging the public, diversifying approaches, and emphasizingpractical impact," the branch organized quarterly initiatives focused on 12 key themes, including"Understanding Anti-Money Laundering to Safeguard Your Finances," "Protecting Personal Information toPrevent Fraud, Combat Gambling, and Fight Money Laundering," and "Vigilance Against Money LaunderingTraps to Defend Your Rights." These eos aimed to educate the public on AML laws and regulations, highlightthe risks associated with money laundering and related crimes, and foster a strong societal commitment tocombating money laundering and its upstream oenses.
CaseConducting anti-money laundering awareness campaigns
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GovernanceSocial Responsibility Repo 2024
Chengdu Branch launches an anti-money laundering awareness campaign
IPR protection
In compliance with intellectual property laws and regulations in China, including the Trademark Law,Copyright Law, and Patent Law, we have strengthened intellectual property rights(IPR) management,reinforced rights protection, and mitigated compliance risks.
Administrative
policies
Protectionmeasures
Adhering to the principles of uniedmanagement, division of labor andcooperation, and eective protection,we have established an organizationalframework where the designatedmanagement depament collaborateswith specialized intellectual propeymanagement units, ensuringcomprehensive protection ofintellectual propey rights.We have formulated the Measures forthe Use of Others' Intellectual PropeyRights to standardize the use of third-pay intellectual propey and mitigatethe risk of infringement.We have implemented policies forsoftware asset management and theassessment of licensed software usage.To ensure compliance, we conductregular audits and monthly inspections.Additionally, we provide trainingand examinations, incorporating theresults into employees' peormanceevaluations.
We prioritize the timely protectionof intellectual propey generatedthrough business operations andnancial technology development,suppoing both brand growth andtechnological advancement.We strengthen intellectual propeymaintenance and monitoring tomitigate the risk of third-payinfringement on the Bank's intellectualpropey rights.We provide strong suppo throughdedicated personnel, funding, andprofessional seices. By organizingIP awareness campaigns, trainingsessions, and assessments, we enhanceintellectual propey protectionawareness and strengthen riskmanagement capabilities.
2024 Huaxia Bank AML Practical Training Camp
The Xiamen Branch developed specialized anti-money laundering (AML) lectures and printed educationalmaterials to raise awareness among teachers and students. Through engaging real-life case studies andinteractive Q&A sessions, paicipants gained a comprehensive understanding of AML laws and regulations,learned to identify money laundering activities, and acquired essential AML techniques. In 2024, the branchorganized 38 awareness events, reaching over 23,000 paicipants.
CaseLaunching the "Anti-money Laundering Knowledge on Campus" initiative
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Appendixes
CSR Peormance
EconomicIndexUnit202220232024
Total assetsRMB billion3,900.1674,254.7664,376.491RevenueRMB billion93.80893.20797.146Total protRMB billion33.58335.43935.879Net protRMB billion25.49026.84528.196Total depositsRMB billion2,063.8742,129.9452,151.370Total loansRMB billion2,272.9732,309.5832,366.317Balance of loans to MSEsRMB billion565.470584.973601.526Balance of loans in suppo of strategic emerging industriesRMB billion104.587103.623140.200Balance of loans in suppo of manufacturing industRMB billion212.827234.265256.067Balance of agriculture-related loansRMB billion271.538180.765198.116CAR%13.2712.2313.44Provision coverage ratio%159.88160.06161.89ROA%0.670.660.65ROE%9.008.718.84NPL ratio%1.751.671.60Environmental
IndexUnit202220232024
Balance of green loansRMB billion247.035269.273302.799Increase of green loans from the beginning of the yearRMB billion38.55822.23833.526CO
equivalent reduced by green loans10,000 tons278.59260.84258.28Balance of climate-related nancing businessRMB billion252.145265.105294.495Balance of green investment businessRMB billion21.11122.30226.327AUM of ESG wealth management productsRMB billion28.96929.50431.138Number of e-transactionsmillion4,052.59046,303.285310,502.9922
Governance
IndexUnit202220232024
Directors in the Boardheadcount171610Supeisorsheadcount999Shareholders' Meetings heldtime312Board meetings heldtime14812Meetings of the Board of Supeisors heldtime847Compliance trainingtime3,6243,3293,277Paicipants of compliance trainingheadcount118,533122,641125,054Training on anti-money launderingtime3,7343,9963,280Paicipants of training on anti-money launderingheadcount137,755127,291131,562Training on anti-nancial crimestime496429421Paicipants of training anti- nancial crimesheadcount32,57333,87233,090Legal trainingtime200228241Paicipants of legal trainingheadcount39,74142,47236,121Emergency drills for information systemtime97125133
Social
IndexUnit202220232024
Number of outlets-987982963Number of rural outlets-109108104Number of online corporate banking transactions10,0002,661.082,947.603,051.95Number of online personal banking transactions10,0001,597.291,661.751,778.0995577 call-backs-580,7101,104,5921,311,773Customer satisfaction rate for 95577 customer seice center%99.6399.6599.68Employee training sessionstime6,9137,8298,280Paicipants of employee training headcount640,050622,620651,861Total workforceheadcount39,93840,29338,306Percentage of female employees%51.3951.5753.24Total charitable donationsRMB million21.385370.579328.9093
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Social Responsibility Repo 2024Appendixes
UN SDGs
In September 2015, the United Nations Sustainable Development Summit adopted the 2030 Agenda for Sustainable Development. The agenda covers17 Sustainable Development Goals (SDGs), chaing a shared course toward peace and prosperity for both humanity and the Eah across current andfuture generations. Focusing on the vision of building a modern nancial group that is large and strong with stable and excellent peormance, the Bankevaluates from two dimensions of materiality and impoance, distinguishes 9 core goals and 8 related goals, and devotes resources to core targets torealize sustainable development goals.
In July 2019, we joined the UN Environment Programme Finance Initiative (UNEP FI); and in September, we became one of the rst banks globally to signthe Principles for Responsible Banking (PRB), led by UNEP FI. Since then, we have strictly adhered to various requirements and continuously integratedthe PRB into our operations, contributing to the UN Sustainable Development Goals (SDGs). In 2024, we issued our inaugural standalone PRB Self-assessment Repo.
Promoting CSR
Practices
Since 2020, we have consistently compiled and disclosed our PRB implementation progress, demonstrating to capitalmarkets and the public our ongoing commitment to sustainable, high-quality development as a responsible bank.We actively paicipate in PRB-related working meetings organized by UNEP FI and regulators, where we share ourpractical achievements and experience in implementing the Principles for Responsible Banking with UNEP FI, regulators,and fellow nancial institutions.
Core goalsRelated goals
GRI Content IndexGlobal Repoing Initiative(GRI)GRI Sustainability Repoing Standards (GRI Standards) 2021 Repoing IndexGRI standardDisclosure itemPage/ Remarks
GRI 1: Foundation 2021GRI 2: General disclosures 2021
2-1Organizational detailsP42-2Entities included in the organization's sustainability repoingP12-3Repoing period, frequency and contact pointP12-4Restatements of information-2-5External assuranceP128-1292-6Activities, value chain and other business relationshipsP42-7EmployeesP92-972-9Governance structure and compositionP1032-10Nomination and selection of the highest governance bodyP2-32-11Chair of the highest governance bodyP42-12Role of the highest governance body in overseeing the management of impactsP82-13Delegation of responsibility for managing impactsP82-14Role of the highest governance body in sustainability repoingP92-15Conicts of interestP112-16Communication of critical concernsP82-17Collective knowledge of highest governance bodyP82-19Remuneration policiesP2-42-20Process for determining remuneratio-2-22Statement on sustainable development strategyP112-23Policy commitmentsP92
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GRI standardDisclosure itemPage/ Remarks
302-4Reduction of energy consumptionP66-67302-5Reductions in energy requirements of products and seicesP66
GRI 304: Biodiversity
304-2Signicant impacts of activities, products and seices on biodiversityP58304-3Habitats protected or restoredP59
GRI 305: Emissions305-1Direct (Scope 1) GHG emissionsP66305-2Energy indirect (Scope 2) GHG emissionsP66305-3Other indirect (Scope 3) GHG emissionsP66SocialGRI 401: Employment401-2Benets provided to full-time employees that are not provided to tempora or pa-time employeesP70GRI 403: Occupational Health and Safety403-1Occupational health and safety management systemP96403-3Occupational health seicesP96403-6Promotion of worker healthP96
GRI 404: Training and Education404-2Programs for upgrading employee skills and transition assistance programsP94GRI 405: Diversity and Equal Oppounity405-1Diversity of governance bodies and employeesP93GRI 406: Non-discrimination406-1Incidents of discrimination and corrective actions takenP93GRI 416: Customer Health and Safety416-1Assessment of the health and safety impacts of product and seice categoriesP80-87
GRI 417: Marketing and Labeling417-1Requirements for product and seice information and labelingP80-87
GRI standardDisclosure itemPage/ Remarks
2-24Embedding policy commitmentsP82-25Process for correcting negative impactsP82-26Mechanisms for seeking advice and raising concernsP92-27Compliance with laws and regulationsP112-28Membership associationsP82-29Approach to stakeholder engagementP82-30Collective bargaining agreementsP2-4GRI 3: Material Topics3-1Process to determine material topicsP103-2List of material topicsP103-3Management of material topicsP10EconomicGRI 201: Economic Peormance201-1Direct economic value generated and distributedP5201-2Financial implications and other risks and oppounities due to climate changeP50-53201-3Dened benet plan obligations and other retirement plansP92GRI 203: Indirect Economic Impacts203-1Infrastructure investments and seices suppoedP22-24203-2Signicant indirect economic impactsP22-24GRI 205: Anti-corruption205-2Communication and training about anti-corruption policies and proceduresP113GRI 207: Tax 2019207-3Stakeholder engagement and management of concerns relatedP11EnvironmentalGRI 302: Energy302-1Energy consumption within the organizationP66
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A member firm of Ernst & Young Global Limited
| 独独立立鉴鉴证证报报告告 安永华明（2025）专字第70013365_A01号 华夏银行股份有限公司 华华夏夏银银行行股股份份有有限限公公司司董董事事会会：： 我们接受委托，对华夏银行股份有限公司（以下简称“华夏银行”或“贵行”）编制的《华夏银行股份有限公司2024年社会责任报告》（简称“《社会责任报告》”）中选定的2024年度绩效信息发表有限保证鉴证意见。 一一、、绩绩效效信信息息 本报告就以下选定的2024年度绩效信息实施了有限保证鉴证程序： ? 支持制造业贷款余额（亿元） ? 支持战略性新兴产业贷款余额（亿元） ? 跨境人民币收付金额（亿元） ? 涉农贷款余额（亿元） ? 小微企业贷款余额（亿元） ? 绿色贷款余额（亿元） ? 营业机构数量（个） ? 农村营业网点数量（个） ? 公司网银动账交易笔数（万笔） ? 个人网银动账交易笔数（万笔） ? 电子交易笔数（万笔） ? 95577 客户回访数量（人次） ? 95577 投诉解决率（%） ? 本行从业人数（人） ? 女性员工比例（%） ? 员工参与培训人次（人次） ? 员工培训项目数（期） ? 反洗钱内容培训次数（次） ? 反洗钱内容培训覆盖人次（人次） ? 法律培训次数（次） ? 法律培训覆盖人次（人次） ? 温室气体排放总量（万吨二氧化碳当量） ? 温室气体排放量（范围一）（万吨二氧化碳当量） ? 温室气体排放量（范围二）（万吨二氧化碳当量） ? 温室气体排放量（范围三）（万吨二氧化碳当量） ? 公益捐赠总额（万元） 我们的鉴证工作仅限于《社会责任报告》中选用的2024年度的绩效信息，《社会责任报告》所披露的其他信息、2023年及以前年度信息均不在我们的工作范围内。 二二、、华华夏夏银银行行选选用用的的标标准准 贵行编制《社会责任报告》绩效信息所采用的标准列于本报告“附录：绩效信息编制基础”（简称“编制基础”）中。 | ||||||||
DimensionNo.TopicsAiclePage
Environmental
1Climate responseAicles 21-28P50-57, P662Pollutant dischargeAicle 30Not applicable3Waste disposalAicle 31Not applicable4Ecosystem and biodiversity protectionAicle 32P58-605Environmental compliance managementAicle 33P496Energy utilizationAicle 35P66-687Water resources utilizationAicle 36P678Circular economyAicle 37P67-68
Social
9Rural vitalizationAicle 39P15, P72-7410Social contributionsAicle 40P88-9111InnovationAicle 42
P12-13, P18-19,P25, P38-4312Ethics of science and technologyAicle 43Not applicable13Supply chain securityAicle 45P6814Equal treatment of SMEsAicle 46P15-1615Product and seice safety and qualityAicle 47P75-77, P8516Data security and customer privacyAicle 48P82, P11117EmployeesAicle 50P92-97
Sustainabilityrelatedgovernance
18Due diligenceAicle 52P109-11519Stakeholder engagementAicle 53P1120Anti-commercial bribe and anti-corruptionAicle 55P102, P112-11721Fair competitionAicle 56P80-91, P117
Independent Assurance RepoContent Index of the Guidelines No. 14 of Shanghai Stock Exchange for Self-Regulation of ListedCompanies—Sustainability Repo (Trial)
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A member firm of Ernst & Young Global Limited
独独立立鉴鉴证证报报告告（（续续））
安永华明（2025）专字第70013365_A01号
华夏银行股份有限公司三
三、、华华夏夏银银行行的的责责任任
选用适当的编制基础，并按照编制基础的要求编制《社会责任报告》中的2024年度绩效信息是贵行管理层的责任。这种责任包括设计、执行和维护与编制绩效信息相关的内部控制，在编制绩效信息的过程中做出准确的记录和合理的估计，以使该等内容不存在由于舞弊或错误而导致的重大错报。
四
四、、我我们们的的责责任任
我们的责任是根据我们所执行的程序对《社会责任报告》中的2024年度绩效信息发表有限保证鉴证结论。我们按照国际审计与鉴证准则理事会发布的《国际鉴证业务准则第3000号（修订）——历史财务信息审计或审阅以外的鉴证业务》（简称“ISAE3000”）的规定执行了鉴证工作。ISAE3000要求我们计划和实施鉴证工作，以对我们是否注意到为了使《社会责任报告》中的2024年度绩效信息依据编制基础进行编制而需要作出重大修改发表结论。鉴证程序的性质、时间和范围的选择基于我们的判断，包括对由于舞弊或错误而导致重大错报风险的评估。我们相信获取的证据充分、适当，为形成有限保证鉴证结论提供了基础。
五
五、、我我们们的的独独立立性性和和质质量量管管理理
我们遵守国际会计师职业道德准则理事会颁布的国际会计师职业道德守则中对独立性和其他道德的要求。我们的团队具备此次鉴证任务所需的资质和经验。本事务所遵循《国际质量管理准则第1号——会计师事务所对执行财务报表审计或审阅、其他鉴证或相关服务业务实施的质量管理》，设计、实施和运行质量管理体系，包括与遵守职业道德要求、专业标准和适用的法律和法规要求相关的书面政策或程序。
六
六、、鉴鉴证证工工作作程程序序
有限保证鉴证所实施的程序的性质和时间与合理保证鉴证不同，且范围较小。因此，有限保证鉴证业务的保证程度远低于合理保证鉴证。我们没有执行合理保证的其他鉴证中通常实施的程序，因而不发表合理保证鉴证意见。虽然在设计鉴证程序的性质和范围时，我们考虑了管理层相关内部控制的有效性，但我们并非对内部控制进行鉴证。我们的鉴证工作不包括与信息系统中数据汇总或计算相关的控制测试或其他程序。有限保证鉴证程序包括询问负责编制《社会责任报告》的核心人员，实施分析性复核以及其他适当的程序。
在我们的工作范围内，我们仅在华夏银行总行层面开展工作，工作内容包括：
1) 与相关人员进行访谈，了解华夏银行的业务及报告流程；
2) 与关键人员进行访谈，了解报告期内绩效信息的收集、核对和报告流程；
3) 检查计算标准是否已根据“附录：绩效信息编制基础”中所述的方法准确应用；
4) 实施分析程序，并询问管理层以获取针对所识别的重大差异的解释；
5) 对基础信息实施抽样检查，以检查数据的准确性；
6) 我们认为必要的其他程序。
| 2 独独立立鉴鉴证证报报告告（（续续））安永华明（2025）专字第70013365_A01号 华夏银行股份有限公司 三三、、华华夏夏银银行行的的责责任任 选用适当的编制基础，并按照编制基础的要求编制《社会责任报告》中的2024年度绩效信息是贵行管理层的责任。这种责任包括设计、执行和维护与编制绩效信息相关的内部控制，在编制绩效信息的过程中做出准确的记录和合理的估计，以使该等内容不存在由于舞弊或错误而导致的重大错报。 四四、、我我们们的的责责任任 我们的责任是根据我们所执行的程序对《社会责任报告》中的2024年度绩效信息发表有限保证鉴证结论。我们按照国际审计与鉴证准则理事会发布的《国际鉴证业务准则第3000号（修订）——历史财务信息审计或审阅以外的鉴证业务》（简称“ISAE3000”）的规定执行了鉴证工作。ISAE3000要求我们计划和实施鉴证工作，以对我们是否注意到为了使《社会责任报告》中的2024年度绩效信息依据编制基础进行编制而需要作出重大修改发表结论。鉴证程序的性质、时间和范围的选择基于我们的判断，包括对由于舞弊或错误而导致重大错报风险的评估。我们相信获取的证据充分、适当，为形成有限保证鉴证结论提供了基础。 五五、、我我们们的的独独立立性性和和质质量量管管理理 我们遵守国际会计师职业道德准则理事会颁布的国际会计师职业道德守则中对独立性和其他道德的要求。我们的团队具备此次鉴证任务所需的资质和经验。本事务所遵循《国际质量管理准则第1号——会计师事务所对执行财务报表审计或审阅、其他鉴证或相关服务业务实施的质量管理》，设计、实施和运行质量管理体系，包括与遵守职业道德要求、专业标准和适用的法律和法规要求相关的书面政策或程序。 六六、、鉴鉴证证工工作作程程序序 有限保证鉴证所实施的程序的性质和时间与合理保证鉴证不同，且范围较小。因此，有限保证鉴证业务的保证程度远低于合理保证鉴证。我们没有执行合理保证的其他鉴证中通常实施的程序，因而不发表合理保证鉴证意见。虽然在设计鉴证程序的性质和范围时，我们考虑了管理层相关内部控制的有效性，但我们并非对内部控制进行鉴证。我们的鉴证工作不包括与信息系统中数据汇总或计算相关的控制测试或其他程序。有限保证鉴证程序包括询问负责编制《社会责任报告》的核心人员，实施分析性复核以及其他适当的程序。 在我们的工作范围内，我们仅在华夏银行总行层面开展工作，工作内容包括： 1) 与相关人员进行访谈，了解华夏银行的业务及报告流程； 2) 与关键人员进行访谈，了解报告期内绩效信息的收集、核对和报告流程； 3) 检查计算标准是否已根据“附录：绩效信息编制基础”中所述的方法准确应用； 4) 实施分析程序，并询问管理层以获取针对所识别的重大差异的解释； 5) 对基础信息实施抽样检查，以检查数据的准确性； 6) 我们认为必要的其他程序。 | A member firm of Ernst & Young Global Limited3 |
202570013365_A01
2024
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Social Responsibility Repo 2024
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