A few slogans about risk compliance operations at the ICBC counter

Risk prevention measures for bank counter business: Improve the institutional system, strengthen system implementation, and strengthen the construction of the rules and regulations system. Comprehensively sort out, update and merge the management methods, operating procedures, operating details, etc. scattered in documents over the years to form a systematic, normalized, standardized and complete business rules and regulations system to facilitate the inquiry of all personnel in the bank and reference. On the basis of sorting out the existing rules and regulations, we will compile an internal control manual to clarify business operation procedures and job responsibilities, reveal risk points, and strive to achieve "one post, one book" as soon as possible. Strengthen business guidance and inspection of branches. After launching new businesses and promulgating new regulations, the head office promptly investigates and understands the actual business development and operations of the sub-branches, helps the sub-branches correctly understand and implement the system regulations of the head office, and corrects improper business management and operations to achieve The purpose of risk control beforehand. At the same time, the operability and applicability of the new regulations will be evaluated based on the investigation, and the rules and regulations will be further improved. Improve inspection methods for accounting, savings, and cashier systems. Analyze and report typical cases throughout the bank, and also promote advanced experience; the head office organizes mutual inspections, unannounced inspections, and follow-up inspections among branches, and issues audit opinions to branches that do not meet the requirements, points out the problems, requires rectification within a time limit, and reports to the head office. Carry out follow-up inspections based on this; guide branches and branches to strengthen daily dynamic inspections, improve inspection methods and methods, make system inspections flexible and diverse, leave no "dead corners" and no rules to follow, and truly achieve inspection results. Strengthening the functions of branch management. The bank will gradually carry out evaluations of middle-level managers in charge of foreign exchange deposits in branches, urge them to find gaps, spur themselves on, continuously enhance the awareness of prioritizing internal control and taking the lead in execution, and improve business quality and management capabilities. Supervise branch and branch management to strengthen the management of grassroots outlets, pay special attention to the management of key positions, understand the ideological trends of staff in key positions, and regularly implement job rotation and compulsory leave systems. In particular, lessons should be learned from cases, requiring branch management to promptly prevent control "blind spots" in deposit and exchange business operations, put forward suggestions for improvement, and continuously improve internal control "firewalls" in the construction of a new generation of core business systems. In addition, the bank also strengthened training on the operational skills and procedures for branch deposit personnel. Regular job certification training and follow-up training are held to enable counter staff to master the process and strengthen risk prevention awareness. Recently, in the process of handling business, the bank's outlet counter staff relied on their high awareness of prevention and excellent prevention skills to strictly follow relevant regulations and carefully identify the authenticity of bills and seals, and successfully intercepted several counterfeit cashier's checks. , checks, seals and other cases. Supplementary answers

Internal control and compliance work 1. The internal control system is gradually improved. First, organizational constraints have been strengthened. County branches have established decision-making and deliberative bodies such as financial management committees and loan review committees to be responsible for decision-making consultation, review and coordination of internal control. Second, the construction of the “three lines of defense” internal control system has been strengthened and a regulatory synergy has been initially formed. As the first line of defense, job restrictions at the business operation level have become more stringent and standardized; the performance of responsibilities of the second line of defense, which is mainly based on self-regulation of business departments, has been further strengthened; the third line of defense, which is mainly based on auditing and supervision, has been improved and strengthened The Bank evaluated the internal control status of county branches and intensified risk warnings and rectification efforts. 2. Internal control measures are gradually improved. In order to strengthen the operational risk management and control of county business, effective measures have been taken to effectively improve the level of internal control management. First, in view of counter business and operational risks, business operating procedures have been standardized so that the handling of various businesses can be placed under strict mutual constraints; second, the authorization management and monitoring hardware equipment construction of counter business have been strengthened to effectively prevent Operational risks; third, strengthen risk warnings, increase accountability, further improve the supervision mechanism, and improve the internal control risk awareness of all employees. 3. Team building is gradually strengthened. Internal control supervisory personnel have been recruited and daily supervision of operational risk implementation has been strengthened.