For reference only:

In order to further strengthen the dynamic management of employee behavior, move the case prevention gate forward, and effectively eliminate the hidden risks of cases. We have always adhered to the responsibility mechanism of "one position, two responsibilities, hierarchical responsibilities", organically combined business management with personnel management, combined regular inspections with irregular inspections, and carried out the investigation of abnormal employee behavior through multiple channels and forms to ensure that the workforce The thinking is stable and the results are relatively obvious.

1. Strengthen daily inspections and understand employees’ ideological trends. First, the bank gives full play to the advantages of direct and frequent contact between branch and department heads and employees, and observes and grasps the ideological trends of employees through daily business processing, work exchanges, mutual interactions, daily performance, etc. The second is that managers conduct individual conversations with employees regularly and irregularly to understand the thoughts, work, study and living conditions of employees under their jurisdiction; the third is to hold small-scale employee symposiums, special inquiries, questionnaires, etc., to understand employees' Dynamics of thought and behavior.

2. Strengthen family visits and establish a contact mechanism. Based on branches and departments, the bank establishes employee family contact information, regularly visits the families of employees under its jurisdiction, and conducts regular exchanges and discussions with employees’ spouses, parents, children, relatives, etc., to understand employees’ family situations and their lives outside of eight hours. Behavioral dynamics. .

3. Strengthen social visits and eliminate hidden dangers in a timely manner. The Bank’s Employee Behavior Dynamic Management Team Office organizes dedicated personnel to regularly visit local public security bureaus, procuratorates, courts, industrial and commercial bureaus, tax bureaus, microfinance companies, guarantee companies and other relevant units to establish working contacts and systematically understand whether employees under its jurisdiction have violated the law. Whether there are disciplinary violations, legal disputes and adverse anomalies; whether there is business and enterprise behavior; whether there is participation in private lending, whether there are illegal guarantees; whether there is personal gain by taking advantage of one's position, etc., and accurately grasp employees' social interactions, investment and consumption, compliance Discipline and law-abiding, etc.

4. Strengthen monitoring and analysis and strengthen system implementation. The bank strengthened monitoring and analysis of employee behavior dynamics through multiple channels. The first is to understand employees’ participation in organizational activities through mass organizations such as trade unions and the Communist Youth League; the second is to review and use the supervision and inspection system, read various inspection reports at all levels, and understand employees’ work abilities, system implementation, rewards and punishments ; The third is to discover, collect and verify employee behavior dynamics and abnormal transactions through the business operation risk management system, anti-money laundering risk monitoring system, video surveillance system, credit card illegal overdraft information, etc. Classify, analyze and investigate the collected information to strengthen prevention and control in advance.

5. Broaden supervision channels and increase supervision intensity. First, the bank used the 95588 customer complaint system to understand employees' service quality and performance of responsibilities; second, it set up a reporting hotline on the bank's online communication and set up reporting mailboxes at each business outlet to accept reports and complaints from employees and customers, and broaden Supervision channels; the third is to establish a dynamic management account of employee behavior throughout the jurisdiction, submit dynamic management information on employee behavior on a regular basis, actively build a normal mechanism for dynamic management of employee behavior, and promote cadres and employees across the jurisdiction to abide by rules and disciplines, work with integrity, and operate in accordance with the law. .