What is the corporate culture of China Postal Savings?

Corporate culture of Postal Savings Bank: 1, enterprise spirit: dare to be the first and pursue Excellence; 2. Enterprise tenet: serving Hunan to realize value; 3. corporate vision: Building a first-class modern retail commercial bank with distinctive features and outstanding advantages; 4. Core values: responsibility, innovation and dedication.

1. Postal Savings Bank

Postal savings in China can be traced back to the postal savings business started in 19 19, which has a history of one hundred years. In March 2007, on the basis of reforming the original postal savings management system, Postal Savings Bank of China Limited was formally established. 20 12 1 month, the whole company was restructured into a joint stock limited company. From 20 15 to 12, ten domestic and foreign strategic investors were introduced. 2065438+listed on the Hong Kong Stock Exchange in September 2006. 20 19 to 12 were listed on the Shanghai Stock Exchange, and the three-step reform goal of "share reform-leading battle-listing in A and H" was successfully completed.

With nearly 40,000 outlets and serving more than 600 million individual customers, the Bank aims to serve the three rural areas, urban and rural residents and small and medium-sized enterprises, and is committed to providing services to the most dynamic customer groups in China's economic transformation, and accelerating the transformation to a new retail bank with data-driven, channel collaboration, wholesale and retail linkage and efficient operation. With excellent asset quality and remarkable growth potential, the Bank is a leading large-scale retail commercial bank in China. The Bank insists on serving the real economy, actively implements the national strategy, supports the construction of China's modern economic system, and realizes its own sustainable development. Adhere to customer-centric, build an online and offline integrated financial service system, and provide our customers with high-quality, convenient and efficient integrated financial services. Adhere to the risk orientation, constantly improve the "all-round, all-round, all-staff" comprehensive risk management system construction, and maintain the excellent level of asset quality. Adhere to the business philosophy of "benefiting the people in urban and rural areas" and actively fulfill social responsibilities in providing inclusive finance services, developing green finance, and supporting precise poverty alleviation. After 13 years' efforts, our market position and influence are increasingly prominent. In 2020, the Bank's Tier 1 capital ranked 22nd among the global 1000 banks published by Banker magazine. In 2020, Fitch and Moody's respectively gave the bank A+ and A 1 ratings consistent with China's sovereignty; Standard & Poor's Global gave the bank a rating; Standard & Poor's credit rating gives the bank AAAspc rating, and the prospect is stable. In the face of the promising period of strategic opportunities for China's economic and social development, the Bank will thoroughly implement the new development concept, comprehensively deepen reform and innovation, accelerate the transformation and development of "characteristic, comprehensive, light, digital and intensive", continuously improve the quality and efficiency of serving the real economy, focus on improving the ability to serve customers, and strive to build itself into a first-class large-scale retail commercial bank with customer trust, distinctive features, stability and safety, innovation-driven and excellent value.

Second, the service concept of Postal Savings Bank

Corporate Culture of Postal Savings Bank 1, Enterprise Spirit: Dare to be the first and pursue Excellence 2, Enterprise Purpose: Serve Hunan's Achievement Value 3, corporate vision: Build a first-class modern retail commercial bank with distinctive features and outstanding advantages 4, Core Values: Responsibility, Innovation and Dedication.

In the face of profound changes in the internal and external business environment, the Postal Savings Bank should rely on innovation to achieve transformation and upgrading, and promote innovation in mechanism, products and service models. First, establish and improve the innovation assessment and incentive mechanism to stimulate the enthusiasm of cadres and employees to participate in innovation. Second, according to the whole life cycle management process of bank products, a matrix product management organizational structure is established to form a variety of product toolboxes to improve product competitiveness. The third is to change the service mode, subdivide the service market, accelerate the service upgrade, provide customers with more personalized, professional and all-round financial services, and enhance the customer experience.