It is a strategic choice to enhance the core competitiveness of financial enterprises.
Through in-depth study and implementation of Theory of Three Represents and the spirit of the 16th National Congress of the Communist Party of China, the Third and Fourth Plenary Sessions of the 16th Central Committee, and careful study of the advanced experience and development trend of corporate culture construction of successful enterprises at home and abroad, our party committee team has enhanced its knowledge of * * *. As the main body of China's financial industry, building an advanced corporate culture can not only enhance its core competitiveness and become a modern commercial bank, but also promote China's economic and financial development, safeguard national financial security and social stability, and consolidate the party's ruling position.
By summarizing and reviewing the development process of CCB in the past 50 years, we can understand the formation process of CCB's corporate culture, so that the employees of the whole bank can truly understand the supporting role of advanced culture in the different historical stages of CCB's start-up, growth and commercial transformation, guide everyone to cherish the spiritual and cultural wealth created by CCB people, and enhance their sense of historical mission and responsibility in inheriting CCB's culture.
Through the promotion of a large number of advanced models that have withstood severe tests, we have achieved advanced experience of no major economic cases, no major accidents, no major illegal operations, good asset quality, good operating efficiency and good service quality for many years, and guided employees of the whole bank to fully understand the cohesion, encouragement and restraint role of advanced corporate culture in the new stage of reform and development, further stimulating everyone to learn advanced experience and promoting the enthusiasm and creativity of corporate culture construction.
Through a profound analysis of the increasingly fierce competition situation brought about by the full opening of the financial industry, and drawing lessons from the advanced management experience of excellent enterprises at home and abroad, we can guide the staff of the whole bank to realize that cultural advantages are the magic weapon to keep the enterprise's foundation evergreen and stand out, deeply realize that the joint-stock reform of CCB must solve major problems such as changing concepts, establishing a standardized corporate governance structure, and fully realize that it is an inevitable choice to consciously promote the construction of corporate culture to cope with new opportunities and challenges and enhance its core competitiveness, so as to enhance its execution.
Because of this, we believe that all mature and excellent enterprise leaders and managers must understand, attach importance to and be good at corporate culture construction. The kind that regards corporate culture construction as a "soft" task, says "core competitiveness" and does "marginalization"; Or just as the work of leaders and specific departments, or even as "words, documents, walls, advertisements", it is obviously urgent to overcome and correct.
To build an advanced corporate culture, it is important to put it into practice and infiltration.
In management, work is internalized into thinking mode and behavior habit.
The vitality of corporate culture lies in practice. To build an advanced corporate culture, the most important thing is to put cultural elements such as core values and their ideas into practice and penetrate into management, transform them into employees' professional ideals and beliefs, and internalize them into ways of thinking and behavior habits. Enterprise culture can be divorced from enterprise management activities, or even ignored in enterprise management activities, which is the inertia thinking and concrete manifestation of cultural lag. In recent years, we have paid attention to preventing and overcoming these problems and made active exploration and practice.
In promoting the establishment and implementation of the core values of CCB, we pay attention to building a dynamic, open and socially advanced corporate culture, introduce the concept of "stakeholders", adhere to both internal and external training, constantly strengthen the core values of "maximizing value" through regular study, education and training, and always adhere to the goal of efficiency, strive to achieve the best return on investment of shareholders and achieve a win-win situation for CCB and customers. Based on this, we learn from the successful experience of modern commercial banks, actively explore the business philosophy of resource allocation and performance evaluation, strengthen capital constraints, and create maximum benefits with limited resource investment, and penetrate into various management decisions such as input-output analysis, resource allocation, performance evaluation, etc., so as to make the past focus on speed, light efficiency, light expansion, light quality, light development, light risk, light short-term benefits and light long-term benefits.
Interests and other concepts and ways of thinking have been changed and corrected.
In building an advanced risk management culture, we believe that financial enterprises are high-risk enterprises engaged in money and credit, and we must always insist on effectively controlling risks as an important prerequisite for realizing core values. The New Basel Accord officially published in June this year puts forward new standards and requirements for the risk management of commercial banks. We insist on cultivating advanced risk management culture and improving risk management level and internal control ability as the top priority of corporate culture construction. Focus on strengthening the concept that asset quality is the lifeline of banks and prudent and steady operation, and promote the construction of basic institutional mechanisms such as separation of examination and loan, hierarchical authorization and mutual restraint. In July 2003, the "Risk Management Platform Project" was implemented in the whole bank, and the internationally mature standardized management ideas and management systems were introduced into the field of risk management, and a risk management model of "unified management standards, relatively independent system, and combination of centralized decision-making and decentralized control" was established in the whole bank. This is a major breakthrough in the Bank's risk management culture and system innovation. On June 5438+ 10 this year, the Bank, Citibank and Wuhan University jointly held the "Forum on Risk Management and Internal Control of Commercial Banks" in Beijing, which further expanded the new thinking of risk management culture and enhanced the sense of urgency in establishing a risk management and internal control system. Since July this year, we have systematically carried out the "risk management culture construction" activity in the whole bank, and implemented the "internal credit rating project" in combination with the tough battle of "reducing unhealthy practices, preventing cases, grasping management and promoting development". Through a series of study, publicity, education and practice activities, we will constantly strengthen the awareness of risk management, standardize risk management behaviors, improve the level of risk management, and gradually explore and establish a risk management culture that meets the requirements of modern commercial banks.
In terms of building a good service brand culture, in recent years, China Construction Bank has persisted in carrying out the activities of "civilized and standardized service", organized employees to study and implement the Outline of Citizen's Moral Construction, Measures for Handling Employees' Violation of Rules and Regulations of China Construction Bank, and formulated and implemented a series of assessment and reward methods that match civilized, high-quality and standardized services. Starting from me, the middle and senior managers of the head office and branches serve as chief account managers to provide personalized and differentiated financial services for key enterprises and key customers. By holding the "Home Cup" marketing planning competition, employees are encouraged to strengthen their marketing awareness and improve their planning innovation ability and service efficiency. Pay attention to innovative financial products and service means, build a service brand with CCB characteristics, and successively launch and improve product brands such as "Longka" series products, "Le Jia", "Huideying", "Ledang" and "Su Huitong", and establish national famous service brands such as "Licaitong" and "Xiangdang Workstation" which are widely used in China.
While providing fast, efficient and high-quality services, major customers gradually enhance the visibility and reputation of CCB's service brand.
Of course, as leaders and managers of financial enterprises at all levels, it is very important whether they can become active advocates, excellent organizers and conscious practitioners of corporate culture construction. Because their comprehensive quality and values are the basic elements of corporate culture; Their practice and active advocacy are the decisive factors to promote the construction of corporate culture. Therefore, our leaders and managers at all levels should take the lead in learning and mastering the scientific laws of corporate culture construction, constantly enhance their consciousness of self-consciousness, responsibility, practice and example, persist in consciously practicing corporate culture and its values in specific work such as operation, management, decision-making, employment, distribution and service, and give full play to its functions of advocacy, demonstration, promotion and innovation.
Three, the construction of advanced corporate culture, we must adhere to the system and mechanism.
Only by combining innovation organically can we maintain vigorous vitality.
Building an advanced corporate culture is not only a process of continuous practice and accumulation, but also a process of continuous innovation, enrichment and development. The development strategy and management mode of an enterprise are an organic part of the enterprise culture, and the advanced enterprise culture determines the advanced nature of the enterprise strategy, objectives and management mode. Only by constantly innovating and building a vibrant corporate culture can we ensure that CCB formulates and implements a correct development strategy and ensures the realization of our vision, mission and goals.
At the end of 2003, the State Council made the decision that China Construction Bank should carry out the pilot joint-stock reform, requiring us to firmly grasp the central link of standardizing the governance structure, reforming the management system, transforming the operating mechanism and promoting the performance progress, and strive to build China Construction Bank into a modern financial enterprise with international competitiveness. This is not only a great historical opportunity for the reform and development of CCB, but also an important opportunity for the cultural integration, innovation and promotion of CCB.
Based on this understanding, we incorporated the overall strategic thinking and basic framework of promoting corporate culture construction into the development strategic planning and management reform overall planning of China Construction Bank Co., Ltd., and set up a special project for corporate culture construction. We clearly put forward that the basic goal of the corporate culture construction of CCB is to seize the great historical opportunity of the shareholding system reform and corporate culture reconstruction, and build an advanced CCB culture according to the basic requirements of modern commercial bank management. Adhere to the people-oriented, comprehensive, coordinated and sustainable Scientific Outlook on Development, strive to promote the all-round progress and development of employees, transform the "core values" of CCB into the professional ideals and beliefs of employees of the whole bank, promote the continuous improvement of management level, promote the continuous enhancement of risk prevention and control ability, promote the continuous improvement of asset quality and service quality, and enhance core competitiveness, so as to provide strong cultural support for realizing the strategic objectives of CCB's development.
We firmly believe that under the correct leadership of the CPC Central Committee and the State Council, and with the strong support from all walks of life, CCB will persistently implement the corporate culture strategy, constantly enhance its core competitiveness, and will certainly be able to successfully complete all the tasks of the pilot joint-stock reform, build CCB into the most valuable and creative modern commercial bank, and provide better services to the country and people.