At the 2026 interim results conference held on September 10, Chongqing Rural Commercial Bank Co.,Ltd. Chairman Liu Xiaojun stated that the bank is persistently advancing its financial management system transformation to solidify its business foundation. "During our previous two business briefings, we have consistently noted that our intermediary business income and other non-interest income contributions remain insufficient, and our profitability still trails leading peers by a considerable margin," Liu remarked.

To counter the downward trend in intermediary business income, Liu explained that last year the bank formulated a dedicated three-year plan for wealth management business reform and transformation. Leveraging its customer base and branch network advantages, the bank aims to systematically restructure its wealth management operations. During the first half of the year, progress was made on multiple fronts. First, the bank established specialized wealth management teams by creating dedicated departments at branch levels, optimizing capability deployment, and assigning relationship managers with a tiered management approach focused on client retention and product distribution.

Second, the bank has been broadening its product offerings by forging deeper partnerships with premier domestic asset management firms. This includes collaborations in product customization, staff training, and the integration of specialized think-tank insights to continuously refine product structures and investment strategies. Third, the bank has strengthened performance assessment through elevated performance metrics, increased financial resource allocation, and transaction-based incentive mechanisms. These measures guide tiered operations and reinforce wealth product marketing, complemented by value-added services tailored to client segments, including a rights system built around family services, children's education, and leisure activities, tied to cultural tourism and rural revitalization scenarios.

Liu further emphasized that the bank's development approach is distinctive, noting, "We do not compete with large banks for premium client events. Instead, we focus on local characteristics, crafting value-added services for high-net-worth clients that are unique to a rural commercial bank." Liu stressed that the restructuring of the wealth management business is a long-term endeavor. "We must maintain patience and persistence. The full impact of this transformation may take three to five years, or even five to ten years, to materialize. However, as we anchor our goals and continue to refine our operations, wealth management will gradually emerge as a key engine for the bank's intermediary business income growth," he said.

"I anticipate that by next year, we will see relatively notable progress," Liu concluded.