Since the beginning of this year, the Lüliang branch of the Industrial and Commercial Bank of China (ICBC) has closely revolved around key work objectives, actively updated its internal control work concepts, continued to strengthen the intensity of internal control management, effectively improved its ability to prevent internal control risks, and at the same time provided a safeguard for the development of various businesses, achieving steady growth in operating benefits. In the first three quarters, it realized pre-provision profit of 2.1918 billion yuan, an increase of 1.1306 billion yuan over the same period last year; interest income was 1.6248 billion yuan, an increase of 52.56 million yuan over the same period last year.
Firstly, people-oriented and reasonable allocation. The bank continuously optimized the allocation of human resources, implemented fixed-position and fixed-compilation, and evaluated the promotion methods to promote the optimization of human resources; conducted a comprehensive inspection of key positions, authority cards, and labor employment within the entire jurisdiction, promptly notified and rectified the problems found; further standardized the qualification review procedures for branch managers, improving work efficiency; organized training and examinations for customer managers, business managers, hall managers, and other personnel, enhancing the overall quality of all employees.
Secondly, raising awareness and updating concepts. The bank paid attention to enhancing the ideological concepts of managers at all levels, improving their understanding of the importance of internal control work, firmly establishing the "internal control first" business philosophy, treating internal control construction as an indispensable part of management work, seriously discussing the current situation of internal control management work in their own departments and branches, finding weak links, formulating effective improvement measures, and enhancing the contribution capacity of internal control work to the overall operating benefits of the bank. In each branch, there was a widespread thought education activity with themes of ideals and beliefs, situation and tasks, laws and regulations, and professional ethics, further guiding employees to establish correct worldviews, life views, and values.
Thirdly, sorting out systems and integrating them comprehensively. In order to standardize employee behavior and improve the operability of various systems, the bank organized all departments to comprehensively sort out and summarize the latest document requirements of the superior bank, timely update the parts that have changed, supplement and perfect the incomplete parts, forming a complete set of rules and regulations, ensuring the timeliness and operability of the rules and regulations, making it convenient for employees to follow and execute.
Fourthly, improving mechanisms and promoting rectification. To further improve the effect of inspections and rectifications, the bank further improved the rectification mechanism and responsibility pursuit mechanism, formulated and issued the "Internal Control Management Reward and Punishment Measures" and the "Management Layer Internal Control Detailed Implementation Rules"; strictly pursued the responsibility of those who failed to conscientiously perform or incorrectly performed their internal control management duties and committed violations according to regulations. On this basis, it organized and carried out a special inspection of "checking violations, plugging loopholes, preventing cases, and standardizing operations". Regarding the problems found during the inspection, it criticized and economically punished 18 relevant responsible persons.
(Responsible Editor: Jiang Zuhua)