1. Talent Development Strategy 

The Bank adheres to the philosophy that talent is the foremost resource, practicing a talent strategy of “uniting strivers, motivating achievers, and empowering contributors”. It rigorously advances the implementation of the China CITIC Bank 14th Five-Year Talent Development Plan, establishing and refining a coordinated, efficient, and holistic talent management mechanism that integrates centralized and decentralized approaches, fosters vertical and horizontal collaboration, and drives systematic progress. The Bank continuously optimizes the structure of its talent pool, safeguards employees’ legitimate rights and interests, motivates employees to grow and excel, and cultivates a high-quality workforce to support sustainable, high-quality development. 

2. Human Capital Analysis 

The Bank closely aligns with its development strategy and business objectives, leverages digital platforms such as the human resource management system to build an indicator system, establishes and improves a sound human capital analysis system, and conducts regular analysis in the following areas:  

Total Quantity Analysis: It tracks and monitors the number of employees. In accordance with the bank’s overall strategic plans and business goals, and centering on fully implementing the requirements for the five key areas of finance—technology finance, green finance, inclusive finance, pension finance, and digital finance. It focuses on supporting the implementation of the bank’s “Five Leaderships” strategy. It analyzes and plans for talent demand, and implements a talent allocation strategy centered on value, integrating quantity, quality, structure, and efficiency in a coordinated manner to ensure the overall sufficiency and scientific rationality of human capital supply and allocation. 

Structure Analysis: Aligning with strategic development and business needs, it regularly conducts dynamic analysis and evaluation of the cadre and employee team from dimensions such as age echelons, professional backgrounds, and qualifications/certifications. It has established an annual talent inventory mechanism covering all employees, and uses mature classification tools such as the “Performance-Competence” nine-box grid to quantitatively evaluate the competence, quality, and person-job fit of the bank’s cadres and employees. It updates the talent map regularly to proactively optimize the human capital layout. 

Operations Analysis: It exercises full-process management and control over the entire cycle of human resource management (i.e., recruitment, development, employment, and retention). It continuously updates internal and external talent markets and talent pools, analyzes key information such as applicants’ experience, qualifications, and capabilities to improve recruitment and hiring efficiency. Through modules of the talent management system, it conducts accompanied and refined analysis of talents in the pool to enhance the quality and effectiveness of team building. It pays attention to the employee turnover rate, analyzes and tracks resignations of employees in key positions, conducts exit interviews, adopts improvement measures, and continuously ensures the smooth operation and flow of human capital. 

Efficiency Analysis: It establishes and continuously improves an integrated analysis system of human resource data, financial data, and business data. It conducts horizontal and vertical comparisons of operational output and per capita efficiency of business units, analyzes the value correlation between human capital and core operational results, provides references for evaluating management policies and predicting future human capital investment directions, carries out targeted work, and continuously improves the input-output efficiency of human capital. 

3.Talent Development 

With the goal of building a talent highland firmly in sight, the Bank, closely aligned with its transformation and development strategy, has optimized and formed the new “4+7+2” “Sailing a Hundred Ships” talent team system. This promotes the talent team structure to be more aligned with the Bank's overall strategy and more effectively supports high-quality development. In 2024, over 900 new talents were selected and included in the pool under the exemplary talent project. Organized efforts were made to carry out centralized training, online learning and on-the-job development for talents in the pool, so as to strengthen the integrated improvement of their capabilities and qualities. The Bank continued to improve talent work mechanisms, revised the Citic Bank Talent Team Management Measures, and gave full play to the active role of employing entities in the entire chain of talent “recruitment, development, employment and retention”. It formulated and issued talent training plans, promoting branches and subsidiaries to select and train a total of over 7,000 person-times of talents at all levels, including those in management, professional technology, and operational support, further consolidating the talent foundation across the Bank. 

●Management Trainee Program: The Bank attaches great importance to the attraction, development and retention of fresh graduates, and regards campus recruitment as an important channel for acquiring high-quality human resources. The Bank continues to implement the“Sail Program”for management trainees. Guided by the integrated development framework of “6-year, 3-stage”1model. Through progressive learning and development, the program guides trainees to explore their potential and career opportunities, accelerating the cultivation and reserve of outstanding young talents.

●Internship Program:The Bank implements internship programs tailored to practical needs. Internship positions are published through official recruitment channels.It deepens cooperation with major universities in areas including recruitment and employment, and talent development, conducts university-enterprise exchange activities, and invites current students to visit and participate in discussions. This provides students with opportunities to understand corporate operations, acquire banking knowledge, and engage in hands-on practice.

4. Career Development System 

In 2024, the Bank systematically planned and implemented reforms in human resource management, with a focus on capability and value contribution. It promoted in an integrated manner the reform and upgrading of management systems, including organizational structure, position management, performance, compensation, post management, and staffing. Efforts were made to build a career development system that is value-oriented, with unified standards and interconnected career sequences, and to improve a post management mechanism adapted to organizational structure, business processes, and staffing. The Bank continued to provide employees with a fair and just development platform, aiming to better energize the organization, motivate talents, and stimulate efficiency. 

4.1 Career Pathways 

The Bank’s position sequences include the management sequence, professional technical sequence, and operational support sequence. Clear promotion pathways are established for employees across different sequences, along with channels for transitioning between sequences and sub-sequences. 

In 2024, the Bank released the China CITIC Bank Position System Management Measures, further strengthening a competency- and value-driven talent development mechanism. A comprehensive position system was established, incorporating elements such as employee grades, sequences, job levels, and position tiers. This system broadens horizontal and vertical development opportunities across the management, professional technical, and operational support sequences, accelerating the growth of outstanding talent. Additional policy documents were issued or revised, including the China CITIC Bank Management Sequence Promotion and Demotion Management Measures, the Guidelines on Strengthening Branch Manager-Level Cadre Management and Piloting Team-Based Systems, and the China CITIC Bank Headquarters Department-Level Cadre Selection and Appointment Management Measures. These documents standardize and optimize the Bank-wide management sequence promotion and demotion mechanisms, fostering more agile organizational structures and staffing frameworks. Concurrently, the Bank conducted open selection processes for middle-level assistant positions during the year, continuously expanding talent sourcing channels and providing platforms for outstanding young cadres to demonstrate their capabilities. 

4.2 Succession System for Key Positions 

The Bank attaches great importance to the development of a cadre echelon, focusing on strengthening the coordinated planning and systematic promotion of leadership team configuration and talent teams. It continues to improve the succession mechanism for key positions, increasing efforts to cultivate, identify, and utilize outstanding young cadres to ensure a steady stream of talents and the passing on of the cause from generation to generation. On an institutional basis, the Bank implemented the “Sailing a Hundred Ships” exemplary talent project. It launched the “Voyage Program” for developing potential talents targeting middle-level principal positions, the “Endurance Program” for middle-level deputy positions, and the “Integrity Voyage Program” for department-level positions. With clear goals for the quantity and quality of talent selection and cultivation, the Bank comprehensively optimized and upgraded talent selection methods, training programs, and utilization directions. A number of outstanding cadres and talents have been promoted to higher-level management positions. Through steady and profound cultivation, and natural utilization when conditions are ripe, the cadre and talent echelon across the Bank has been continuously consolidated and strengthened. 

[1]The cultivation of management trainees adheres to the integration and parallel development of“political quality, professional competence, and comprehensive capabilities.”In the first stage, “grassroots experience” is carried out at the sub-branch; in the second stage, “business training”is carried out at the branch office; in the third stage,“specialized training”is carried out back at the head office.