2024Sustainability Report

Address: No. 1777, Zhongshan South Road, Wujiang District, Suzhou City, Jiangsu Province, ChinaTel：956111 Postcode：215200Website：www.szrcb.com

Official WeChatMobile Banking

Stock Name: SZRCB

Stock Code: 603323

DevelopmentDriving Finance Toward the Real Economy,Rooting in Inclusive Services for the People

SocialPracticing Finance for the People, ForgingToward a Better Future

Environmental

Developing Green Finance, GuardingEcological Foundation

GovernanceFortifying the Foundation of Governance,Enhancing the Resilience of DevelopmentEnhancing Governance Standards and Quality Improvements,Embarking on a Path of Steady and Sustainable Growth

Deepening Support for Agriculture and Small Businesses,Fueling the Growth of the Real Economy

Leveraging Dual Engines of Technology and Digitalization,Fortifying Lines of Defense for Cybersecurity

Innovating Green Finance, Safeguarding Climate andEcologyImplementing Sustainable Operations, Shaping BrighterFutureProtecting Consumers’ Rights and Interests, BuildingTrust-based Defense LinePracticing Finance for Positive Societal Impact, NurturingHope for People's LivelihoodsUpholding People-Centered Development, Creating aTapestry of Happy LifeAdhering to Responsible Procurement, Collaborating inValue CreationSupporting S&T Finance, Driving Industrial UpgradesInnovating Digital Finance, Stimulating Growth Momentum

Implementing Comprehensive Risk Control for Protection,Providing Precise Support for DevelopmentAchieving Compliance to Lay a Solid Foundation, LeveragingIntelligence to Empower OperationsUpholding Business Ethics to Practice Compliant Operation,Fostering Integrity to Shape a Prosperous Future

About This ReportMessage from the ChairmanAbout SZRCBPerformance in 2024Development HighlightsSustainable Development Governance

Contents

AppendixIndexesFeedback

2024 Sustainability Report

This is the !"#$%&'()*$+,-.&/-(0(*("1$+,.&2"$3)*-&$"#,$4-"$%5-")(/)0(*("1$+,.&2"6 released by Jiangsu Suzhou Rural Commercial Bank Co.,Ltd. (“the Bank”) since 2017, to disclose the Bank’s philosophies, practices and achievements in sustainable development (i.e.,environmental, social and governance (ESG)).

Reporting ScopeReporting Period:This report covers the period from January 1, 2024 to December 31, 2024 (the “Reporting Period”). To improvethe comparability and perspectiveness, the time frame of some sections in this report may extend beyond the Reporting Period.

Scope of Organization: This report focuses on Jiangsu Suzhou Rural Commercial Bank Co Ltd., including the Head Office,branches and subsidiaries. Unless otherwise specified, the scope of this report is consistent with that of the Bank’s AnnualReport.Reporting Cycle: This report is released on an annual basis, consistent with the financial year.

Appellation DescriptionFor the ease of expression and readability, “Jiangsu Suzhou Rural Commercial Bank Co Ltd.” In this report is also referred to as“Jiangsu Suzhou Rural Commercial Bank”, “SZRCB”, “the Bank” or “We”.

Data SourcesAll information and data used in this report are sourced from the official documents, statistical data and financial reports of theBank, as well as the information collected, summarized and audited by the Bank. For any discrepancy between financial dataquoted herein and that in the Annual Report, the latter shall prevail. Unless otherwise specified, all amounts in this report areexpressed in RMB.

Access to this ReportThis report, released in electronic form, is available in both Chinese and English. For any discrepancy or conflict between theChinese Version and the English Version, the Chinese Version shall prevail. You can access or download the electronic version ofthis report from the websites of the Bank (https://www.szrcb.com) or the Shanghai Stock Exchange (http://www.sse.com.cn).

Preparation BasisShanghai Stock Exchange$%,*78+,95*)"&21$:5(;,*(/,-$7&2$<(-",;$=&>.)/(,-$&/$%#)/9#)($%"&'?$@A'#)/9,$B&C$4D$E$%5-")(/)0(*("1$+,.&2"$37&2$F2()*$G>.*,>,/")"(&/6Shanghai Stock Exchange %,*78+,95*)"&21$:5(;,*(/,-$7&2$<(-",;$=&>.)/(,-$&/$%#)/9#)($%"&'?$@A'#)/9,$B&C$D$E$H2,.)2)"(&/$&7$%5-")(/)0(*("1$+,.&2"Ministry of Finance =&2.&2)",$%5-")(/)0(*("1$I(-'*&-52,$%")/;)2;-JK)-('$%")/;)2;-$37&2$F2()*$G>.*,>,/")"(&/6China Enterprise Reform and Development Society :5(;,$"&$=&2.&2)",$%&'()*$+,-.&/-(0(*("1$+,.&2"(/9$(/$=#(/)$3=L%%8@%:$MCN6OB$%5-")(/)0*,$I,P,*&.>,/"$:&)*-$3%I:-6$QNRNGlobal Reporting Initiative %5-")(/)0(*("1$+,.&2"(/9$%")/;)2;-$3S:+G$%")/;)2;-T6$3QNQ46

About This Report

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About This Report2024 Sustainability Report

01 02

Message from the Chairman2024 is a critical year for Suzhou Rural Commercial Bank to fully implement the guiding principles of the 20th CPCNational Congress. It marks the 20th anniversary of the restructuring and establishment of Suzhou Rural CommercialBank, and serves as a pivotal year in advancing our “Three-One-Five” Development Strategy. Guided by Xi JinpingThought on Socialism with Chinese Characteristics for a New Era, Suzhou Rural Commercial Bank fully implements thespirit of the 20th CPC National Congress and the Second and Third Plenary Sessions of the 20th Central Committee ofthe Communist Party of China, and follows the directives of the Central Economic Work Conference and the CentralFinancial Work Conference. We strive to become “a benchmark bank leading the industry, a value bank highlyrecognized by society, and a bank where employees gain more happiness”, and properly implement “Five MajorInitiatives”, to promote our high-quality and sustainable development.

Adhering to the Leadership in Party Building, Practicing Finance for the Well-Being of People

Jiangsu Suzhou Rural Commercial Bank Co.,Ltd. Chairman

Suzhou Rural Commercial Bank always leads high-quality development with high-quality Party building, and promotes the deepintegration between Party building and corporate governance. We give full play to the demonstration role of our “Integrity-drivenFinancial Pioneer” Party-building brand, to unite the driving forces of growth and stimulate innovation through branddevelopment. We are committed to our mission of serving the real economy with financial service, anchoring our position insupporting agriculture and small businesses, and accurately allocating financial resources to the key areas and weak links ofregional economic development. We build a multi-level, wide-coverage and sustainable rural financial service system, andinnovate products and service modes to enhance support for agriculture, rural areas, and farmers. We also continuously evolveinto a financial services steward for small-micro enterprises, construct a diversified portfolio of products and services, andprovide services covering the entire life cycle of a wide range of small and micro enterprises.

Adhering to a People-Centered Approach, Building a Stable Development MomentumThe Bank continuously optimizes employees' growth paths, fully safeguards employees' rights and interests, takes diverseactions for physical and mental care, and promotes the formation of a healthy, civilized, optimistic, and participatory growthculture, providing stable happiness for our hardworking employees. We deepen our internal control system with “three lines ofdefense”, strengthen the construction of the risk management information system, build a digital risk control system that coversthe whole Bank and runs through the whole process, and effectively improve the level of risk prevention and control. We alsoimprove the compliance management system, anchor the goal of “achieving steady progress, risk prevention and control,scientific transformation”, focus on the main line of “compliance management and case prevention”, optimize the institutionalframework, strengthen education and training, and build a firm line of defense for compliance management.Standing at a new starting point, Suzhou Rural Commercial Bank will fully strengthen the Party's leadership and deepen theintegration of corporate governance, adhere to the philosophy of "long-termism" and "value coexistence", to nourish the realeconomy with financial "vitality", empower people's livelihood and well-being with innovation, and make contributions toChinese-style modernization!

Advancing Green Finance, Support Industrial Upgrading and Transformation

The Bank thoroughly implements the philosophy of green finance and fully supports the development of the Yangtze River DeltaEco-Green Integrated Development Demonstration Zone. We are expanding our green finance toolkit and qualified by thePeople’s Bank of China to provide carbon emission reduction support tools, thus implementing the first re-lending for carbonemission reduction support tools. By promoting the green cooperation between the government and the Bank, we jointlyestablished the “Inclusive Financial Workstation for Efficient Utilization of Water Resource” and launched products such as“Water Conservation Loans” and “Water Rights Loans” to introduce financial resources for low-carbon and green regionaldevelopment. We optimize green finance service solutions and carry out activities such as the “Green and Low-Carbon FinancialServices into Enterprises of the Textile Industry”, to help the green transformation of industries and empower corporatesustainable development with financial force. In addition, we also explore service innovation, set up a specialized team to servetechnology enterprises, set up a direct team for “Industrial Cluster Breakthrough”, focus on serving the four major industrialclusters of equipment manufacturing, electronic information, medical devices, and advanced materials, and make every effort toempower the development of the local real economy.

Message from the Chairman2024 Sustainability Report

03 04

About SZRCB

Jiangsu Suzhou Rural Commercial Bank Co., Ltd. (“Suzhou Rural Commercial Bank” or “the Bank”), previously knownas “Wujiang Rural Commercial Bank”, is a financial institution with a long history of over 70 years, with the servicedating back to the 1950s. After the restructuring on August 25, 2004, the Bank became the fourth rural commercialbank in China, and went listed on the Shanghai Stock Exchange in 2016, making it China’s fourth A-share listed ruralcommercial bank. In 2019, the Bank was renamed “Suzhou Rural Commercial Bank” (Stock Name: SZRCB; Stock Code:

603323).The Bank is headquartered in Wujiang District, Suzhou, with 94 business outlets. Among them, 79 outlets are locatedin Suzhou, covering Wujiang District, Gaoxin Zone, Wuzhong District, and Xiangcheng District. The remaining 1 branchand 14 non-local sub-branches are located outside Suzhou City. In addition, as the main sponsor, the Bank initiated theestablishment of Hubei Jiayu Wujiang Village Bank Co., Ltd., and invested in four rural commercial banks in DongtaiCity, Sheyang County, Rugao City, and Qidong City in Jiangsu Province. The Bank has been implementing the“Three-One-Five” development strategy since 2023. We adhere to our market positioning of supporting agriculture andsmall businesses, and supporting the real economy. Guided by the core values of “Integrity, Pragmatism, Efficiency,Innovation, Progress” and the mission “To Be a Financial Butler and Create Worry-free Service”, we strive to build abenchmark bank leading the industry, a value bank highly recognized by society, and a bank where employees gainmore happiness”, to write a new chapter of high-quality development.

Restructured to form WujiangRural Commercial Bank

2004

Became the fourth rural commercialbank in ChinaBecame the first rural commercial bankapproved to open after the establishmentof the China Banking and InsuranceRegulatory Commission (CBIRC) (thepredecessor of China Banking RegulatoryCommission (CBRC))

Listed on the ShanghaiStock Exchange

2016

?Become the fourth A-share listed

rural commercial bank in China

Renamed to Suzhou RuralCommercial Bank

2019

Provided rural financial servicesin urban area of Suzhou City

Inaugurated the new head office

2022

Launched the East Taihuoffice building, forming a“dual-head-office” structure

2024

Total loans supporting the realeconomy have reached 20 timesthe initial level at inception

20 Anniversary of Restructuringand Establishment

Released the “Three-One-Five”Development Strategy

2023

Issued the QNQREQNQU$I,P,*&.>,/"$%"2)",91$H*)/

Company Profile

Milestones

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About SZRCB2024 Sustainability Report

05 06

Vision

Building “Three Banks”

A Benchmark Bank Leading the Industry

A Value Bank Recognized by SocietyA Bank Where Employees Gain More Happiness

Mission

To Be a Financial Butler and

Create Worry-free Service

Values

Start with FinanceRoot in Butler ServiceSupport with Service

Integrity

Practicality

Efficiency

Innovation

Process

Development Goal

Overall Strategy

During the planning period, we will adhere to the “Three-One-Five” Development Strategy, focuson customers, expand the breadth and depth of financial services, create the brand of “FinancialButler”, and work together with customers to develop the “Financial Butler” brand.

?Building “Three Banks”: a benchmark bank leading the industry, a value bank recognized by society,and a bank where employees gain more happiness.?Creating “One Mode”: Construct the overall business model of “joint asset management”, discard the“local optimization” mindset, focus on asset management, base operations on joint management,ensure innovation-driven empowerment, pursue the “global optimization” of the Bank's overalloperations, and promote the company's overall value to new heights.?Advancing “Five Major Transformations”: Fully implement five major transformation strategies:

business collaboration, ecological workshop, digital innovation, operational empowerment, anddynamic lightweight. Strive to achieve “internal coordination, external adaptability, improvedefficiency, fast branch operations, and agile asset turnover”.

Development StrategyCorporate Culture

“Three-One-Five” Development Strategy

About SZRCB2024 Sustainability Report

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2024 Honors and AchievementsHonorCategory

Awarding AuthorityHonorary Awards

HonorCategory

Awarding AuthorityHonorary Awards558th Place in the “2024 Top 1000 World Banks”2024 Knowledge Innovation Headquarters Enterprisein Yangtze River Delta Ecological and GreenIntegrated Development Demonstration Zone5A Credibility Unit of Labor Security in Suzhou2024 Top 100 Enterprises with ComprehensiveStrength of High-Quality Economic Development inWujiang District2024 “Jinyu Awards” - “Outstanding Small andMedium-sized Asset Management Rural CommercialBanks”2024 Top Ten National Rural Financial Institutionswith Comprehensive Wealth Management Ability5th Golden Bull Award of Wealth Management forthe Banking IndustryBest Practice in Investor Relations Management forListed CompaniesTianji Award for Harmonious Investor RelationsMost Promising Bank Award in 2024Third-Class Collective Merit for Internal SecurityWork of Institutions in Suzhou2024 Outstanding Tax Contribution Enterprise inWujiang District2023 Most Charitable Donor Enterprise in WujiangDistrict2023 Category II Achievement Award in ExcellentTopics from Intelligent Innovation Laboratory ofBanking and Insurance of Jiangsu Province

The BankerExecutive Committee of YangtzeRiver Delta Ecological and GreenIntegrated DevelopmentDemonstration ZoneSuzhou Bureau of HumanResources and Social SecurityCPC Party Committee of WujiangDistrict, Suzhou CityPeople’s Government of WujiangDistrict, Suzhou CityPYSTANDARD

China Securities JournalChina Association for PublicCompaniesSecurities TimesStock StarPublic Security Bureau of SuzhouCPC Party Committee of WujiangDistrict, Suzhou CityPeople’s Government of WujiangDistrict, Suzhou CityCPC Party Committee of WujiangDistrict, Suzhou CityPeople’s Government of WujiangDistrict, Suzhou CityJiangsu Regulatory Bureau ofNational Financial Supervision andAdministration

Comprehensive

Governance

Social

2024 Excellent Unit for Optimizing Payment Servicesand Enhancing Payment Convenience in Suzhou2023 Advanced Collective of Financial TechnologyWork in Suzhou City2024 Advanced Unit for E-CNY Pilot Program inSuzhou2023 Advanced Unit for Regulatory Statistical DataGovernance Work in Suzhou Banking IndustryFour Outlets Awarded the Title of “2023 Civilized andStandardized Service Elderly-Friendly Outlet inJiangsu’s Banking Industry” (among the Total 14Organizations Awarding the Title)2023 “Digital Transformation Advanced Unit” by theJiangsu Financial Association2024 Corporate Social Responsibility Award ofSSE-Golden Wealth ManagementAward of Innovation Leader for Financial Digitalization"Jiangchengyizhan" Winning the Smart CommunityInnovation Award for Best Retail Bank""Mobile Financial Client Annual Security ManagementDemonstration Institution" Award2024 Award of Leap in Growth on the Digital Financeon the Gold Award List of Digital Finance

Sustainable Development Achievement Award for KeyCultivation Projects of Suzhou Green and Low-CarbonFinance Laboratory“Shuyun e-Loan” Winning the Excellent Case Award2023 Advanced Unit in Green Finance of JiangsuProvinceExcellent Social Responsibility Product winning 2024“Jinyu Awards”

Suzhou Branch of the People's Bank ofChinaSuzhou Branch of the People's Bank ofChinaSuzhou Branch of the People's Bank ofChinaSuzhou Regulatory Sub-bureau ofNational Financial Supervision andAdministrationJiangsu Provincial Banking Association

Jiangsu Financial AssociationShanghai Securities News2024 FDS Financial Leadership Summit6th Retail Banking Leaders AnnualConference Organizing CommitteeBeijing National Financial TechnologyCertification CenterChina Financial Certification Authority(CFCA)

Suzhou Branch of the People’s Bank of China,Financial Committee Office of the CPCSuzhou Municipal Committee, SuzhouRegulatory Bureau of the National FinancialRegulatory Administration, Suzhou FinanceSocietyFinancial City-Level Service Innovationand Development Alliance in YangtzeRiver Delta Eco-Green IntegratedDevelopment Demonstration ZoneGreen Finance Committee of JiangsuProvincePYSTANDARD

Environmental

Social

About SZRCB2024 Sustainability Report

09 10

Performance in 2024

Social Contribution per Share

3.92RMB

Total Number of Employees

1,975Person

Employee Satisfaction

96%

Investment in Employee Training464RMB 10,000

Total Number of Suppliers2,398Supplier

Customer Complaint Resolution Rate

100%

Estimated Dividend Distributionfor 2024 (Tax Inclusive)

3.30RMB 100 million

Cash Dividend per 10 Shares (Tax Inclusive)

1.80RMB

Signing Rate of Integrity and Other RelatedBusiness Ethics Agreements100%

Total Assets2,139.87RMB 100 million

Total Deposits1,702.49RMB 100 million

Total Loans1,293.34RMB 100 million

Operating Income

41.74RMB 100 million

Non-performing Loan Ratio

0.90%

Provision Coverage Ratio

428.96%

Average Return Rateon Total Assets

%

Weighted Average Returnon Net Assets

%

Total Profit

21.50RMB 100 million

Net Profits

19.46RMB 100 million

Core Tier 1 Capital Adequacy Ratio

10.91%

Capital Adequacy Ratio

13.08%

Balance of Green Credit

54.56RMB 100 million

Increase in Green Credit

21.30%

Economic PerformanceEnvironmental Performance

Social Performance

Governance Performance

About SZRCB2024 Sustainability Report

11 12

Implementing Five MajorInitiatives, Creating aNew Chapter for RuralCommercial BanksFor a long time, Suzhou Rural Commercial Bank has steadfastly been embracing thephilosophy of new development, and pursuing a path of distinctive growth by focusingon key sectors and innovative product and service offerings. With a commitment to“leading the way and setting a model”, the Bank effectively advances its five majorinitiatives of “S&T finance, green finance, inclusive finance, pension finance, and digitalfinance”. These initiatives aim at continuously enhancing the adaptability, inclusivenessand competitiveness of financial services to better support the real economy, and con-tribute to the creation of a new pattern of regional development.

S&T Finance

Main Achievements

The balance of loans for sci-techenterprises exceeded RMB

18billion

The number of sci-tech enterprisesas credit clients exceeded

1,500

The Bank adheres to the principle of “small-scalelending, early-stage lending, and strict-criteria lend-ing”, and focuses on serving enterprises with leadingtechnology talents, S&T enterprises at the equityfinancing stage, and specialized and sophisticatedenterprises that produce novel and unique products inSuzhou City.

The Bank creates an organizational system featuring“professional management by head office departments,specialized expansion by direct sales teams, and dedicat-ed implementation by professional sub-branches”. Wecultivate a team of composite talents who understandboth S&T innovation and finance, and strive to solve thefinancing difficulties in the “first-mile” development jour-ney of technology enterprises in the initial stage with thecourage and wisdom of “willing to lend, able to lend, anddaring to lend”

The Bank launches the “companion growth plan” fortechnology enterprises, and focuses on technologyenterprises at early-to-mid development stage. Wecontinuously innovate products, establish a multi-di-mensional credit evaluation system, value enterpriseinnovation capabilities and growth potential, break thetraditional reliance on financial statements for bankcredit, dive into industrial research and enterprisevalue exploration, and create a differentiated andstandardized S&I finance product line.

The Bank integrates resources from various parties,and builds science and innovation service ecosystemssuch as “government, bank and enterprise”, “invest-ment and loan linkage”, “combined financing”, and“service alliance”. We innovate the “High-tech Enter-prise Cultivation Loan Product”, and become one of sixselected banks for both the “One Bank, One Brand”Tech Cultivation Loan Project of Suzhou MunicipalS&T Bureau and the “Innovation Cluster Loan” projectto provide dedicated support to the biopharmaceuticaland high-performance fiber industries in Suzhou. Inaddition, the Bank engages in the investment-loanlinkage with the Suzhou Angel FOF, and cooperates inthe “Angel Loan” Project.

Positioning customer groupsImproving the service structure

Innovating adaptable productsBuilding service ecosystems

Development Highlights

Development Highlights2024 Sustainability Report

13 14

Sustainable Development GovernanceSustainable Development VisionThe Bank remains anchored in its strategic vision of “building Three Banks”, deeply integrates the philosophy of sustainabledevelopment into corporate DNA, and adheres to promoting the organic unity of economic quality, social progress, andhumanistic care through the power of finance.

Governance Mechanism for Sustainable DevelopmentThe Bank actively integrates the philosophy of sustainable development into business management, with the Board of Directorsplaying a leading role in coordinating strategic decisions and supervision of sustainable development, incorporating coresustainable development topics such as green finance and inclusive finance into the Bank's strategic planning. The variousspecialized committees under the Board of Directors are responsible for managing specific topics, coordinating the managementefforts with senior management, ensuring an orderly division of labor, and jointly promoting the solid implementation ofsustainable development work across the Bank.To enhance ESG management capabilities and raise awareness of ESG governance, the Bank actively conducts ESG-themedtraining. The ESG-related training, including ESG concepts and policy interpretations, is incorporated into the daily training ofthe management and staff in functional departments.

In the future, the Bank will focuse on the “Three-One-Five” Development Strategy and the theme of high-quality development,and work with stakeholders to create long-term value in economic prosperity, social inclusion, and environmental friendliness, towrite a new chapter of sustainable development.

A Benchmark Bank Leading

the Industry

The Bank aims to become abenchmark for high-qualitydevelopment, take a leadershipwithin operational indicators, andachieve significant results intransformation work; becoming abenchmark for innovation in thefinancial industry, promotingreform and innovation throughfinancial technology, andenhancing brand featuresthrough thematic finance;evolving to a benchmark forservices for manufacturingsectors, targeting atmanufacturing market andpromoting transformation as themain service direction.

A Value Bank Highly Recognized

by Society

The Bank steadily creatingsocial value, injecting financialvitality into the real economy,improving service quality andeffectiveness to demonstratefinancial responsibility;carefully safeguardingcustomer value, meetingcustomers' full asset financialneeds, and protectingcustomers' comprehensivewealth growth; continuouslyachieving investment value,creating a stable investmentexperience, and generatingconsiderable investmentreturns.

A Bank Where Employees Gain

More Happiness

The Bank allowing employeesto experience care, creating ademocratic and harmoniousworking environment, andproviding rich and reliablesolid guarantees; allowingemployees to grow, openingfair and just career paths,and creating a platform fortalent development andentrepreneurship; allowingemployees to feel confident,highly consolidating theconsensus on enterprisedevelopment, and deeplyrecognizing the Su Nongbrand culture.

ESG-Themed TrainingThe Bank integrates ESG principles into risk management and decision-making processes, and strengthens the risk control inenvironmental, social, and governance aspects. We identify risk factors such as credit risk, market risk, liquidity risk, operationalrisk, money laundering and terrorist financing risk, strategic risk, and reputation risk.

Sustainable Development Governance2024 Sustainability Report

19 20

Analysis of Material TopicsThe Bank systematically sorts out stakeholder demands, improves the diversified communication mechanism, and orderlyadvances the evaluation of material topics. The Bank systematically sorts out stakeholder demands, improves the diversifiedcommunication mechanism, and orderly advances the evaluation of material topics. Based on operation characteristics,stakeholder’s concerns, and global sustainable development trends, and by reference to ESG-related guidelines and industrystandards both at home and abroad, as well as multi-dimension analysis such as questionnaire survey and peer benchmarking,we identify and assess material topics with significant impact on the sustainability of the Bank and of high concern tostakeholders.

Understanding the Bank’sActivities and Background

Analysis Process of Material Topics

Systematically organize business activities and sustainable development background;focus on national policy orientation, industry transformation dynamics, and corporatestrategic planning; review internal operational characteristics, value chain relation-ships, and external environmental factors; and accurately identify highly relevantstakeholder groups and key sustainable development challenges.

Establishing a List of

Material Topics

Conduct multi-dimensional assessments of sustainable development-related topics,and ultimately form a list of material topics by following the framework requirementsof the Shanghai Stock Exchange Self-Regulatory Guidelines for Listed Companies onShanghai Stock Exchange No. 14 – Sustainable Development Reports (Trial),anchoring the topics set by the guidelines, and combining industry attributes, expertadvice, and peer benchmarking.

Assessing the Materiality

of Topics

Reporting Topics

Assess the materiality of the topics from two dimensions of “materiality to theBank's finances” and “materiality to stakeholders” through 2024 stakeholder survey,by reference to the opinions of stakeholders and experts.

Form a matrix of material topics based on the assessment of the materiality of the topics.

Communications with StakeholdersThe Bank places high importance on the key role of stakeholder communication in sustainable development governance. Byidentifying stakeholder groups and their core concerns, we continuously optimize the construction of diversified communicationchannels. Based on regular dialogue and information feedback, the Bank accurately grasps the key concerns and developmentsuggestions of each stakeholder, and effectively incorporates substantive demands into strategic decision-making and operation-al improvements, promoting the formation of a symbiotic, shared, and win-win sustainable development ecosystem.

Protect Employee Rights and InterestsImprove Training and Promotion SystemsImprove Compensation and BenefitsPrioritize Employee Well-beingProtection of Employees’ Rights and InterestsEmployee Career DevelopmentEmployee Remuneration and BenefitsGood Working EnvironmentEmployees

Enhance Service QualityPromote Digital BankingInnovate Financial ProductsProtect Consumers’ Rights and InterestsConvenient ServicesHigh-Quality ProductsProtection of Consumers’ Rights and Interests

Customers

Maintain Compliance and Integrity in OperationsImplement Comprehensive Risk Management

Support Inclusive Finance

Innovate Financial Products and ServicesLaunch Green Finance ProductsStrengthen Communication and Cooperation

Make Lawful Tax Payment

Contribute to Rural RevitalizationSupport Charity and Public WelfarePopularize Financial Knowledge

Compliant Operation

Risk ControlService for the Real Economy

Green FinanceMaintenance of Financial Stability

Tax Contribution

Financial EducationCharitable InvestmentCommunity Development

Expectations and DemandsStakeholdersCountermeasure

Government andRegulatory Agencies

Improve Business PerformanceProtect Investor’s Rights and InterestsStandardize Information DisclosureOptimize Corporate GovernanceReturn on InvestmentTransparency in Information Disclosure

Corporate Governance

Shareholders and Investors

Adhere to Integrity in Operations

and Cooperation

Improve Supplier ManagementFair CooperationBusiness EthicsSustainable Supply ChainsSuppliers and Partners

Community and Public

Sustainable Development Governance2024 Sustainability Report

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Green FinanceResponse to Climate ChangeGreen OperationsSustainable FinancialDevelopmentFinancial TechnologyInnovationPractice of Inclusive FinanceService for Real EconomyProtection of Customers’Rights and InterestsInformation Security andPrivacy ProtectionResponsible ProcurementSocial ContributionRural RevitalizationAnti-Commercial Bribery andAnti-CorruptionFairness and CompetitionDue DiligenceCommunications withStakeholdersRisk ManagementCompliant Operations

1213

Materiality Issue Evaluation Results

Statement of

Materiality

IssuesService for the Real Economy, Practice of Inclusive Finance, Rural Revitalization, Green Finance,Financial Technology Innovation, Information Security and Privacy Protection, Protection ofCustomers’ Rights and Interests, Employees’ Rights and Development, Risk ManagementResponse to Climate ChangeCompliant Operations, Anti-Commercial Bribery and Anti-Corruption, Anti-Unfair Competition,Due DiligenceGreen Operations, Responsible Procurement, Social Contribution, Stakeholder Communication

Dual MaterialityFinancial MaterialityImpact MaterialityAverage Materiality

Materiality Issues Matrix

Materiality of Economic, Social and Environmental ImpactsHighLow

LowMateriality of Financial ImpactHigh

Sustainable Development Governance2024 Sustainability Report

23 24

Governance：

Fortifying the Foundation of Governance,Enhancing the Resilience of DevelopmentThe Bank continuously improves governance mechanisms, strengthens the strategic decision-making of theBoard of Directors and the supervisory efficiency of the Board of Supervisors, and optimizes the collaborativeoperation system of “the General Meeting of Shareholders, the Board of Directors, the Board of Supervisors, andthe Senior Management”. By building an intelligent information risk control system to strengthen the line ofdefense against risks, leveraging digital technology to deepen business and technology integration, andadvancing compliance management simultaneously, we drive the realization of the Bank’s sustainabledevelopment value through the modernization of governance capabilities.

Governance: Fortifying the Foundation of Governance,Enhancing the Resilience of Development2024 Sustainability Report

25 26

Enhancing Governance Standards and QualityImprovements, Embarking on a Path of Steady andSustainable Growth

The Bank strictly adheres to relevant laws and regulations, such as the =&>.)/1$<)Y$&7$"#,$H,&.*,\-$+,.50*('$&7$=#(/)$"#,$=&>>,2'()*$K)/?(/9$<)Y$&7$"#,$H,&.*,\-$+,.50*('$&7$=#(/), and the :&P,2/)/',$=&;,$7&2$<(-",;$=&>.)/(,-, and continues to improve the governance structure consisting of “theGeneral Meeting of Shareholders, the Board of Directors, the Board of Supervisors, and the Senior Management”. Through a series ofmanagement systems, such as the L2"('*,-$&7$L--&'()"(&/$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C$(hereinafter referred to as the “L2"('*,-$&7$L--&'()"(&/”) and the +5*,-$&7$H2&',;52,$&7$"#,$:,/,2)*$W,,"(/9$&7$%#)2,#&*;,2-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C]$we build a moderncorporate governance mechanism where each party performs its duties, assumes responsibilities, and maintains mutual checks and balances.Relying on an operational system featuring “scientific decision, efficient execution, and strong supervision”, the Bank has developed astandardized governance model covering all processes such as strategy formulation and risk management, which effectively ensures the stableoperation and sustainable development. The Bank has also been selected as a sample stock in the Shanghai Stock Exchange’s CorporateGovernance sector, and the normativity and effectiveness of our governance system have been recognized.

Standardizing the Governance through the General Meeting ofShareholders, the Board of Directors, and the Board of Supervisors

Strategy and AgricultureCommitteeRisk Management andConnected Transaction ControlCommitteeAudit CommitteeNomination andRemuneration CommitteeConsumers’ Rights and InterestsProtection CommitteeGreen Finance CommitteeIntegrity and Ethics CommitteeFinancial Technology Management and Digital

Transformation CommitteeFinancial Management Committee

Investment Review CommitteeBusiness Continuity Management Committee

Centralized Procurement Management CommitteeRisk Management and Internal Control Committee

Loan Review CommitteeAsset Liability Management Committee

Nomination CommitteeDuty Performance and Diligence

Supervision CommitteeOffice of Board of Supervisors

General Meetingof Shareholders

Board of SupervisorsBoard of Directors

Office of the Board ofDirectors

Office of Presidentin Head Office

Organizational Structure of Suzhou Rural Commercial Bank

General Meeting of ShareholdersThe General Meeting of Shareholders is the decision-making body of the Bank. In compliance with the$=&>.)/1$<)Y$&7$"#,$H,&.*,\-$+,.50*('$&7$=#(/), the L2"('*,-$&7$L--&'()"(&/, the +5*,-$&7$H2&',;52,$&7$"#,$:,/,2)*$W,,"(/9$&7$%#)2,#&*;,2-, and other legal regulations andinternal requirements, the Bank convenes and holds General Meetings of Shareholders, treat all shareholders equally, andprotect the legal rights of shareholders, including voting rights.

Board of DirectorsThe Board of Directors is the decision-making body of the Bank, accountable to the General Meeting of Shareholders andassuming ultimate responsibility for the Bank’s operations and management. The Board of Directors consists of specializedcommittees, including the Audit Committee, the Strategy and Agriculture Committee, the Risk Management and ConnectedTransaction Control Committee, the Nomination and Remuneration Committee, the Green Finance Committee, the Consumers’Rights and Interests Protection Committee, and the Integrity and Ethics Committee. Each committee performs its supervisory,decision-making, and other duties according to its working rules.

Key Performance

Convening of the 2023 Annual General Meeting of Shareholders

In 2024,the Bank held 2 General Meetings of Shareholders,at which 17 proposals were reviewed andapproved.

In 2024, the Bank held4 meetings of the Board of Directors, at which 91 proposalswere reviewed or heard, leading to 45 resolutions; 20 meetings of specializedcommittees under the Board of Directors were held, at which 125 proposals werereviewed and approved.

Corporate FinancialHeadquarters

Financial MarketsHeadquartersRetail FinancialDepartment

General OfficeSecurity DepartmentHuman Resources DepartmentPlanning and FinanceDepartmentLegal and ComplianceDepartmentCredit Management DepartmentRisk Management DepartmentRCredit Approval DepartmentDigital Banking DepartmentFinancial TechnologyDepartmentOperation ManagementDepartmentSci-tech Investment BankingDepartmentRisk Control and InvestmentResearch DepartmentAgriculture and InclusiveFinance DepartmentRetail Banking DepartmentTransaction BankingDepartmentCorporate Banking DepartmentAudit and InspectionDepartmentAsset Management DepartmentFinancial Interbank DepartmentOnline Financial DepartmentFixed Income Department

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Board of SupervisorsThe Board of Supervisors is the internal supervisory body of the Bank and is accountable to the General Meeting ofShareholders. The Board of Supervisors, following laws and regulations such as the =&>.)/1$<)Y$&7$"#,$H,&.*,\-$+,.50*('$&7$=#(/),the L2"('*,-$&7$L--&'()"(&/, the$+5*,-$&7$H2&',;52,$&7$"#,$K&)2;$&7$%5.,2P(-&2-, carefully fulfills its supervisory duties and effectivelyprotects the legitimate rights and interests of the Bank, shareholders, employees, creditors, and other stakeholders.As of the end of 2024, the Board of Supervisors has 9 members, including 3 employee supervisors, 3 external supervisors, and 3shareholder supervisors.

Senior Management

The Board of Directors of the Bank appoints one President and four Vice Presidents to form the President’s Office. ThePresident’s Office is accountable to the Board of Directors, protects the legitimate interests and rights of depositors,shareholders, and the Bank, and works with the Board of Directors and the Board of Supervisors to form a complete governancestructure. The President’s Office exercises organizational leadership for business management within the scope authorized bythe Board of Directors, fully implements the annual business management objectives agreed upon with the Board of Directors,and accepts the supervision and evaluation of the Board of Directors and the Board of Supervisors.The President’s Office has established the Financial Technology Management and Digital Transformation Committee, theFinancial Management Committee, the Investment Review Committee, the Business Continuity Management Committee, theCentralized Procurement Management Committee, the Risk Management and Internal Control Committee, the Loan ReviewCommittee, and the Asset Liability Management Committee.

Key Performance

The Bank prioritizes the development needs and values the diversity of the Board of Directors by considering factors such asthe gender, age, and educational background of the members of the Board of Directors. Each director provides reasonableopinions and suggestions for the Bank’s business decisions and standardized operations based on their professional experience.In addition, the Bank has legally established the G/;,.,/;,/"$I(2,'"&2$%1-",>, to clarify the duties of independent directors and givefull play of their roles to jointly ensure the scientificity of the decisions made by the Board of Directors.

In 2024, the Bank held4 meetings of the Board of Supervisors, at which 72 proposalswere reviewed or heard, leading to 39 resolutions. We also held 6 meetings of itsspecialized committees, at which 42 proposals were reviewed and approved.

Specialized Committees

IndependentDirectors (Person)

Non-independentDirectors (Person)

Whether the independentdirector(s) serves as Chairperson

of the committeeStrategy and Agriculture Committee

Audit CommitteeNomination and Remuneration Committee

Green Finance CommitteeIntegrity and Ethics Committee

NoYesYesYesYesNoYes

Risk Management and ConnectedTransaction Control Committee

Consumers’ Rights and Interests Protection

Committee

In 2024, the Audit Committee held 4 meetings, at which 29 proposals were reviewed, such asthe 2023 Annual Report and its Summary, the 2023 Audit Report, the Special Anti-MoneyLaundering Audit Report, the Special Audit Report on Remuneration Management andPerformance Assessment, and the Special Report on Market Risk.In 2024, the Nomination and Remuneration Committee held 2 meetings, at which 6 proposalswere reviewed, such as the 2024 Remuneration Plan for Directors and Senior Management,the 2023 Work Report of Independent Directors, and the formulation of the 2024 President'sCommitment to Business Goals.In 2024, the Green Finance Committee held 2 meetings, at which 2 proposals were reviewed,including the 2023 and 2024 Work Plans of the Green Finance Committee, and the ResearchReport on Green Finance Business Innovation.In 2024, the Consumers’ Rights and Interests Protection Committee held 2 meetings, at which3 proposals were reviewed, such as the 2023 Work Report on the Protection of Consumers’Rights and Interests.In 2024, the Integrity and Ethics Committee held 2 meetings, at which the 2023 and 2024Work Plans of the Integrity and Ethics Committee, and the 2024 Mid-Year Work Report, werereviewed.

In 2024, the Strategy and Agriculture Committee held 4 meetings, at which 41 proposals werereviewed, such as the 2023 Business Operation Report, the 2023 Report on Financial Servicesfor the Agriculture, Rural Areas and Farmers, the 2023 Social Responsibility (ESG) Report, andthe 2023 Corporate Governance Evaluation Report.In 2024, the Risk Management and Connected Transaction Control Committee held 4meetings, at which 42 proposals were reviewed, such as the 2023 Comprehensive RiskManagement Report, the 2023 Compliance Report, the 2023 Special Report on ConnectedTransaction, and the 2023 Liquidity Risk Management Report.

Integrity andEthics Committee

Consumers’ Rights andInterests ProtectionCommittee

Green Finance

Committee

Nomination and

RemunerationCommittee

Risk Management andConnected TransactionControl Committee

Strategy andAgriculture Committee

Audit Committee

As of the end of 2024, the Board of Directors of the Bank has14 members,

including 5 executive directors and 9 non-executive directors (5 of whomare independent directors). Independent directors account for 35.71%, andfemale directors account for 14.29%.

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Remuneration Management of Directors, Supervisors andOfficers

Protection of Investors Rights and InterestsCommunication with InvestorsThe Bank attaches great importance to the protection of investors' rights and interests and investor relationship management,and actively builds bridges of two-way communication and positive interaction with investors to enhance investors' recognitionof the value of the Bank. The Bank has developed the Investor Relations Management Measures, adhering to the principles of“compliance, equality, initiative, and integrity”. We treat all shareholders equally, providing convenience for shareholders,especially small and medium-sized shareholders, to participate in communication. Through performance briefings, the ShanghaiStock Exchange E-Interaction platform, investor hotlines, and other channels, we continuously demonstrate the company'sinvestment value to investors, working together with them to write a new chapter in the Bank’s high-quality development.

CaseStudy

Visit to Listed Companies and SZRCB | SZRCB Successfully Held the “Investor Exchange Day in 2023”On May 21, 2024, the “Investor Exchange Day in 2023” event of the Bank was successfully held at the Office Buildingof Dongtaihu Branch, aiming to promote mutual trust through communication and seek development throughexchange.On-site VisitDuring the event, investor representatives from more than ten investment institutions, including securities firms, funds,and insurance capitals, gathered at the Office Building of Dongtaihu Branch. They visited various our facilities, such asthe employee convenience store and the employee medical office, to experience up close the Bank's people-orientedapproach and commitment to building a “Happy Bank”. Additionally, investors, accompanied by the staff, visited theBank's e-CNY pilot branch – Dongtaihu Branch in Suzhou.Investor SeminarThe Chairman of the Board of Directors, the President of the Bank, the Secretary of the Board of Directors and theheads of relevant business departments attended the investor seminar. At the seminar, the Chairman of the Boardexpressed his warm welcome to investors, and briefly shared with them the Bank’s strategic layout as well as theexperience in characteristic businesses. During the interactive session of the seminar, investors eagerly asked questions,and the management of the Bank, based on the current industry trends and market changes, provided detailed answersto the investors' general concerns about the business plan, future growth space, asset quality outlook, performanceexpectations and other aspects.

Investor Exchange Day

The Bank's high-quality and effective investor relations management work has been continuously recognized by authoritativeinstitutions, and was awarded the “Best Practice in Investor Relations Management for Listed Companies” by the ChinaAssociation for Public Companies for the first time in 2024, and the “Tianji Award for Harmonious Investor Relations” by theSecurities Times for three consecutive years, and for the first time won the “Most Promising Bank Award” in the 2024 “Power ofCapital” Annual Awards.

“Tianji Award for Harmonious Investor Relations” by

Securities Times

Best Practice in Investor Relations Management for ListedCompanies by China Association for Public Companies

The Bank conducts performance evaluations and determines remuneration for directors, supervisors, and senior managementaccording to the$H,27&2>)/',$@P)*5)"(&/$)/;$+,>5/,2)"(&/$W)/)9,>,/"$W,"#&;-$7&2$I(2,'"&2-$)/;$^,1$H,2-&//,*, the H,27&2>)/',$@P)*5)"(&/$)/;$+,>5/,2)"(&/$W)/)9,>,/"$W,"#&;-$7&2$%5.,2P(-&2-, the$H,27&2>)/',$@P)*5)"(&/$)/;$+,>5/,2)"(&/$W)/)9,>,/"$W,"#&;-$7&2$%,/(&2$W)/)9,>,/". The Bank deeply integrates ESG governance into the operational management system, attaches importance to theimplementation of ESG concepts, and links core ESG indicators such as inclusive finance, digital transformation, and talentdevelopment to the remuneration of the President, senior management, and other core personnel, incorporates them into theannual performance assessment system, and promotes the organic integration of sustainable development and value creation.Executive directors, employee supervisors, and senior management are paid monthly basic salaries and pre-paid performancebonuses according to the Bank's remuneration system. Performance-based remuneration is paid according to annual evaluationresults (deducting pre-paid performance). Non-executive directors (including independent directors), shareholder supervisors,and external supervisors are paid allowances based on annual evaluation results. For details on the remuneration of directors,supervisors, and senior management, please refer to the 2024 Annual Report of the Bank.

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Key Performance

Key Performance

In 2024, the Bank conducted 11 investor communication events and held 3 performance briefings.

The cumulative dividends since the listing(2016-2023) amounted to RMB1,909 million,

with an estimated dividend amount of RMB 330 million for 2024.

Compliant Information DisclosureThe Bank strictly adheres to the =&>.)/1$<)Y$&7$"#,$H,&.*,\-$+,.50*('$&7$=#(/), the W,)-52,-$7&2$"#,$L;>(/(-"2)"(&/$&7$G/7&2>)"(&/$I(-'*&-52,$01$<(-",;$=&>.)/(,-, and other relevant laws and regulations. We have formulated the$G/7&2>)"(&/$I(-'*&-52,$L_)(2-$W)/)9,>,/" System to standardize our information disclosure work, strengthen the management of information disclosureaffairs, and ensure the authenticity, accuracy, timeliness, and completeness of information disclosure. In addition, in accordancewith the W)/)9,>,/"$W,)-52,-$7&2$G/-(;,2$G/7&2>)"(&/, we continue to strengthen confidentiality regarding insider information,uphold the fairness principle of information disclosure, and effectively protect the legitimate rights and interests of stakeholderssuch as investors. In 2024, the Bank disclosed 4 regular reports, 46 interim announcements and non-announcement disclosuredocuments, and was not penalized for any violation of information disclosure.

Return on Shareholders' InvestmentThe Bank values reasonable investment returns for shareholders. To further strengthen the awareness of returning value toshareholders and improve the profit distribution policy, the Bank has formulated the$QNQREQNQ`$%#)2,#&*;,2$+,"52/$H*)/, focusing onlong-term, sustainable development and strategic transformation implementation. The plan comprehensively considers factorssuch as actual operating conditions and business development capabilities, establishing a continuous, stable, and scientificreturn plan and mechanism for investors to ensure the continuity and stability of dividend distribution policies.

Implementing Comprehensive Risk Control forProtection, Providing Precise Support for Development

The Bank is committed to improving its comprehensive risk management. We ensure safe and sound operations at a reasonablelevel of risk by improving our comprehensive risk management system, continuously conducting risk identification, riskassessment and risk monitoring, and striking an appropriate balance between risk and return.The Bank has established a comprehensive risk management structure covering the Board of Directors, the Board ofSupervisors, senior management, and functional departments. Each level of the management structure performs its respectiveresponsibilities in accordance with the division of labor, and manages the various risks encountered in business management inan orderly manner according to the risk management policies, procedures, and methods.

Governance

?Formulate the overall risk management strategy, supervise the risk management and internal controlsystems, and assess the overall risk for the Bank.Board ofDirectors

?Develop comprehensive risk management policies and processes and monitor riskmanagement, and take the lead in comprehensive risk management responsibilities. The RiskManagement Department, the Credit Management Department, the Planning and FinanceDepartment, and other departments form the main functional departments of riskmanagement together, and specifically implement all risk management policies and systems.

?Assume direct responsibility for risk management, formulate management measures

and operational guidelines, and ensure consistency with risk management policies andprocedures; promote the full understanding and effective implementation of riskmanagement policies and procedures.

?The Audit and Inspection Department is responsible for conducting independentreviews of risk management and control environments.

?Supervise the Board of Directors and senior management in the fulfillment of their relevant duties,propose risk management recommendations, and urge corrective actions.?Formulate and promote the implementation of corresponding risk management policies, systems

and procedures based on the risk management strategy formulated by the Board of Directors.

?The Vice President in charge of risk management, on behalf of senior management, assumes the

responsibility of promoting comprehensive risk management, and fulfills relevant duties such aspromoting the operation of the framework and formulating policies and procedures.

?Supervise senior management’s control of various risks, regularly assess the risk status of the Bank,review the basic systems of risk management and internal control, provide suggestions for improvement,and inspect and supervise the risk management situation and report it to the Board of Directors.

Risk Managementand ConnectedTransactionControl CommitteeBoard ofSupervisors

Senior Management

Risk ManagementDepartment

Functional Departments

In accordance with the requirements of documents such as the :5(;,*(/,-$7&2$=&>.2,#,/-(P,$+(-?$W)/)9,>,/"$W,)-52,-$(/$K)/?(/9$V(/)/'()*$G/-"("5"(&/-, the Bank has formulated the W,)-52,-$7&2$=&>.2,#,/-(P,$+(-?$W)/)9,>,/"$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C] to continuously improve the comprehensive risk management level and gradually establish a comprehensive riskmanagement system for the Bank.

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First Line of DefenseSecond Line of DefenseThird Line of DefenseBusiness units, as the firstline of defense, areresponsible for promotingthat risk managementpolicies and procedures forall types of businesses andproducts are fullyunderstood and effectivelyimplemented in thebranches.

The Risk Management Departmentand each risk-specific managementdepartment, as the second line ofdefense, are responsible forformulating comprehensive riskmanagement policies andprocesses, as well as identifying,measuring, assessing, monitoring,controlling, or mitigating relatedrisks.

The Audit and Inspection Department, as thethird line of defense, is responsible forauditing the performance of the businessand risk management departments. It mainlyevaluates the comprehensiveness, reliability,adequacy, and effectiveness of the Bank’srisk management system and conductsindependent audit and supervision of thevarious components and processes of riskmanagement in the Bank.

Upholding the business philosophy of the principles of compliance, stability, steady progress and controllable risks, the Bankstrengthens the management of risks such as credit risks, market risk, liquidity risks, operational risks, money laundering andterrorism financing risks, strategic risk, and reputation risks, to continuously solidify the development foundation and build along-term and stable risk management system. In 2024, the Bank completed annual risk analysis and assessment work,generated a comprehensive risk report, and implemented precise measures targeting major risks related to credit, market,liquidity, operation, money laundering, terrorist financing and information technology, to achieve effective control over relevantrisks.

Management of Key Risks

To improve comprehensive risk management level, strengthen risk management responsibilities, and promote comprehensive,coordinated, and sustainable development, the Bank has formulated the Report on the %"2)",9('$H*)/$&7$=&>.2,#,/-(P,$+(-?$W)/)9,>,/"$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C$3QNQR8QNQU6, and established a management mechanism for tracking,evaluating, adjusting, and assessing the strategic plan for risk management, to incorporate the strategic plan into the annual keywork scope and promote the implementation of the comprehensive risk management strategy.

Strategic Planning for Comprehensive Risk ManagementStrategy

The Bank continues to improve the “three lines of defense” structure composed of the “business departments - riskmanagement departments - internal audit departments”, to advocate and establish a risk management philosophy and culturefor sustainable development.

Impact, Risk, and Opportunity ManagementImprovement in the Internal Control System

Addressing shortcomings andclarifying direction: We addressedshortcomings in the comprehensiverisk management system based onprevious efforts, and acceleratedthe establishment of a long-termmechanism for comprehensive riskmanagement.

Consolidating the foundationand realizing comprehensiveimprovement: we will furthersolidify the foundation of riskmanagement and promotethe normalization andrefinement of riskmanagement practices.

Breaking through difficulties andfocusing on long-term benefits: wewill deepen the evaluation andanalysis for comprehensive riskmanagement, identify specificdesign difficulties, take targetedactions, make key breakthroughs,cultivate a strong risk managementculture, and establish acollaborative risk managementexecution system across the front,middle, and back offices, based onthe realities of the Bank.

Phase I(2023-2024)

Phase II(2025-2026)

Phase 3(2027)

Plan Implementation for Comprehensive Risk Management

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?Establish risk appetite limit indicators, optimize the monitoring, early warning, reporting, disposal, andassessment mechanisms of such indicators, and achieve closed-loop management of the risk appetitelimit system. Hold risk management meetings to accurately and timely communicate the risk appetite.?Enrich intelligent means of risk prevention and control. Follow the direction of scenario-based,intelligent, and visualized approaches to fully promote the transformation of non-performing assetcollection and disposal work. Introduce big data models to accurately locate risk points, and effectivelyenhance proactive risk management capabilities. Create AI robots to answer questions based on a creditknowledge base and provide intelligent guidance on credit policies, processes, operations, etc.?Complete third-party verification of expected credit loss (ECL) implementation, further optimize systemmodels, improve the ECL management system, and enhance risk mitigation capabilities.

?Improve the quality and efficiency of basic credit management and improve the closed-loop creditmanagement from multiple aspects. Timely formulate and update credit management measures,improve the review mechanism, and carry out the reform in loan renewal process, etc.

Credit RiskManagement

?Optimize the construction of the market risk management system, establish an effective market riskgovernance structure and management responsibilities, and build a market risk management systemcovering basic systems, general management measures, and operating procedures.?Conduct a comprehensive review of the transaction business risk process, strengthen risk control

measures for key risk points, and establish effective risk monitoring programs.?Set up a market risk limit management system to effectively manage market risks. Sort out and set

parameters for the market risk management system, and achieve the dual management goal of business

development and risk control.?Prevent the interweaving and evolution of multiple risks. Embed the market risk limit system into the

transaction approval process, monitor and issue early warnings in real-time, use methods such as

market monitoring and stress testing to respond to risk evolution, and establish a firewall to prevent risk

contagion.

Market RiskManagement

?Formulate the$QNQD$<(a5(;("1$+(-?$L..,"(",$)/;$W)/)9,>,/"$%"2)",91, define the liquidity strategy and

corresponding liquidity risk management objectives for the year, and revise the thresholds for the tiered

early warning indicator system accordingly.?Conduct cash flow analysis and routine stress tests to ensure that cash flow gaps align with liquidity

risk limits.

?Optimize the liquidity risk management system, launch an indicator calculation module, and improve

liquidity risk management efficiency.

Liquidity RiskManagement

?Optimize the employee behavior warning model, release the =#,'?*(-"$7&2$G;,/"(71(/9$@>.*&1,,-b$L0/&2>)*$

K,#)P(&2-, and carry out credit screening, complaint-related investigation, model monitoring, and other

investigative tasks;。

?Conduct process optimization and evaluation on the connected systems and processes in the operation

compliance risk management system, and practice the principle of “one business, one system, one

process” through system control.

Operational Risk

Management

?Strengthen on-site inspections of outsourcers to enhance outsourcer risk management;?Continuously improve the network security system, build a fortress for secure business transactions,and reduce potential risks;。?Actively conduct business continuity drills at all levels, and strengthen comprehensive risk assessments.

?Conduct daily monitoring, report large transactions and suspicious cases, manage suspicious account

cases, report key suspicious cases, and adjust risk levels。?Revise relevant systems and continue to identify money laundering risks related to e-CNY andacquiring businesses.

?Enhance technical support, optimize related information systems, combine customer risk classification

work to quantify rating levels, improve ratings, refine standards, clarify processes, and empower risk

identification at business sides.

?Improve the quality and efficiency of compliance control, promote the optimization of internal control

processes, and strengthen supervisory inspections.?????????

?Conduct compliance reviews, including reviewing non-standard contracts, contract templates, systems,

measures, etc..??????????Conduct in-depth compliance education, diversify the forms of compliance training, and gradually

solidify the foundation of a compliance culture.

?Strictly adhere to information disclosure rules, complete information disclosure work with high quality,

and strengthen communication with investors.?Conduct self-inspection of public opinion risks, carry out monthly self-inspection and drills to identify

potential reputational risks and hazards, and organize online public opinion training for all information

officers of the Bank to enhance relevant capabilities.

?Uphold the principle of prudence, and advance relevant work in an orderly manner according to

specific work methods to avoid implementation risks.?Adhere to the principle of priority, focus on relevant work, clarify priorities, and allocate resources to

ensure the implementation of key matters.?Adhere to the principle of relevance, ensure the alignment of strategy implementation with

performance indicators, and promote both short-term and long-term development.

Management of MoneyLaundering andTerrorist FinancingRisks

IT Risk Management

Compliance RiskManagement

Reputation Risk

Management

Strategic RiskManagement

Measures for Risk Management in Key Fields

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The Bank continues to strengthen the construction of its comprehensive risk management mechanism, promote coordinationand cooperation of the three lines of defense, improve system documents for managing various major types of risks, and refinemanagement requirements for different types of risks to ensure that the comprehensive risk management of the Bank iscomplete and adapts to regulatory requirements and business realities. Evaluate the effectiveness of the comprehensive riskmanagement system, pay attention to the governance and implementation of the relevant performance and implementation ofthe main responsible units or individuals, and consolidate and improve the weaknesses.

Enhancement of Mechanism Construction

The Bank views the development of risk culture as an important cornerstone for sound operations. By improving systems andmechanisms and providing risk management training, we strengthen the risk control awareness of all employees, continuouslybuild a solid risk defense, and provide strong support for high-quality business development.

Development of Risk Culture

The Bank continuously enhances the level of refinement in risk management. The risk appetite is alignedwith strategic objectives and business plans to ensure that the risk-bearing capacity matches the pace ofbusiness development, and quantitative and qualitative limit indicators are set in accordance with thedimensions such as customers, industries, regions and products. These limits are communicated tobusiness lines by means such as performance evaluations and accountability, to strengthen the rigidconstraints of the full-process risk management for the whole bank.

Risk Appetiteand LimitManagement

A full-process digital risk control system covering the whole bank is established to strengthen theconstruction of the risk management information system. During the Reporting Period: first, we completedthe reconstruction and launch of the internal rating model system for retail credit customers, achieved fullcoverage of internal ratings across three business segments, and provided support for the formulation andimplementation of the credit business differentiation strategy. Second, we built a digital risk controlmanagement system for our retail credit business, sorted out500digital risk control rules in the 5systemsof the Bank nearly to remove duplicate and gather relevant information, and established 7 digital riskcontrol decision-making systems covering the entire lifecycle of retail business as per priorities, to achievethe digital configuration of high-risk long process and low-risk short process. Third, we completed theindependent migration and the credit card model migration of the Ban’ E-Loan models, realized theindependent management of risk control models for all business segments, and independently developed52 iterative optimization models throughout the year. Fourth, we also launched the retail filter, whichallows users to easily understand the risk characteristics and financing costs of first-time loan customerson mobile devices and provides digital support for the decision-making of precise pricing.

Construction of

Digital RiskControl System

During the Reporting Period, optimization measures at each stage included introducing tax risk reportsbefore loan approval, incorporating high-risk industries into long-process management, centralizing loandisbursement management for retail business during the loan process, and digitalizing post-loan servicessuch as non-principal renewal loans.Assistance inOptimization ofCredit Process

The Bank holds regular riskmanagement-related training quarterly,including credit work meetings forfrontline customer managers and thework meetings of the risk managementand internal control committee for themanagement level of the Bank.

In addition to the above regularmeetings, risk managementdepartments actively participate inexternal training programs. Thetopics covered include online loanrisk management, market risk ratingmodeling, and the construction ofdigital risk control systems inemerging technological fields.RegularMeeting

IrregularMeetings

Work Meeting for Risk ManagementExternal Training on Risk Management

The Bank builds a comprehensive risk analysis and early warning system for various types of risks, establishes a risk appetiteand risk limit management indicator system, formulates clear execution and accountability mechanisms, and monitorsimplementation in real-time. Adjustments are made as necessary to ensure the effective communication and implementation ofrisk appetites and limits. We strictly adhere to the requirements of the National Financial Regulatory Administration and localregulatory authorities, fully achieve 100% compliance with the regulatory indicators of important institutions in the agriculturalbanking system, and continuously strengthen the foundation of risk prevention and control.

Metrics and Targets

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The Bank has formulated the =&>.*()/',$W)/)9,>,/"$W,)-52,-$7&2$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C] and orderlyorganized and performed compliance management work such as rule and regulation management, compliance review, andcompliance inspection, to continuously improve the quality and efficiency of internal control and compliance management. Basedon the Compliance Evaluation Checklist, the Bank defines the evaluation criteria and formulates the corresponding workrequirements for the risk points in aspects of compliance and legal affairs management, system and process management, caseprevention management and employee behavior management, and conducts assessment on the implementation of the work topromote improvements and optimization of non-compliant issues.

Compliance Management MeasuresCompliance Risk Management and Control

Priorities of Compliant Operation in 2024 (Part)

System and Process OptimizationMaintain the review and optimization ofbusiness processes, conduct processoptimization evaluation work, performthe sorting, assessment andoptimization of key business processes,fully utilize technological means toimprove process effectiveness,continuously enhance risk controlcapabilities, and standardize businessprocess operations.

Compliance CasePrevention and InspectionEnhance risk prevention and controlthrough multi-dimensional caseprevention and inspections, advance thecompliance inspection plan on aquarterly basis and implement relevantrectifications based on the GRC system;formulate an annual internal control andcase risk inspection plan, align with thelatest inspection requirements of theJiangsu Rural Commercial United Bank,focus on plan adjustment in key fields,supervise the implementation of relevantplans through the Compliance CasePrevention Leading Group, enforce the“plan-execution-optimization”closed-loop management, and improveinternal control initiative and regulatorycoordination effectiveness.

Management of Employee Behaviors

Revise the =&;,$&7$=&>.*()/',$7&2$@>.*&1,,-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C$&/$=&>.*()/',$W)/)9,>,/"$H2)'"(',-$(hereinafterreferred to as the “=&;,$&7$=&>.*()/',$7&2$@>.*&1,,-”), establish a continuousemployee conduct evaluation andsupervision mechanism, and optimizethe employee behavior early warningmodel, to effectively standardize thebehaviors of employees. Use a varietyof methods to strengthen daily riskmonitoring and early warning,promptly identify risks related toemployees’ abnormal behaviors,effectively standardize employeebehavior, and enhance the accuracyof behavior management throughtechnological empowerment.Collaborate with local public securitybureaus, procuratorates, courts, localdiscipline inspection and supervisioncommissions, and other relevantdepartments to strengthen thesynergy of supervision efforts.

Upholding the compliance philosophy of “compliance-based establishment, compliance priority, total compliance and proactivecompliance”, the Bank deeply carries out compliance training and training, and promotes all employees to talk about, learn andpractice compliance. In 2024, the Bank offered 13 compliance-related training sessions, including a bank-wide compliancetraining, the President’s insights on compliance, on-site compliance training, compliance training for new employees, legaltraining, periodic training on business line, and thematic training, which effectively enhanced the Bank-wide awareness ofcompliance risk prevention. The Bank continuously innovates compliance training and publicity forms, and subtly embeds thefoundation of compliance culture in modes that resonate with our employees, such as weekly compliance quizzes,compliance-themed live streaming, learning point rewards, compliance slogans and video selections, and labor skill competitions.

Cultivation of Compliance Culture

Cultivation of Compliance Culture

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In strict compliance with the L/"(8W&/,1$<)5/;,2(/9$<)Y$&7$"#,$H,&.*,b-$+,.50*('$&7$=#(/), the +5*,-$7&2$L/"(8>&/,1$<)5/;,2(/9$01$V(/)/'()*$G/-"("5"(&/-, and other anti-money laundering laws, regulations, and regulatory requirements, the Bank maintains the key line ofdefense to stabilize the financial order and ensure the safety of the financial system. In the development strategy, the Bankclearly puts forward the requirement of “increasing attention to anti-money laundering work, strengthening the moneylaundering risk management, optimizing the anti-money laundering mechanism and internal division of labor, and improving thelevel of the anti-money laundering work”. In accordance with applicable laws and regulations such as the newly revisedL/"(8W&/,1$<)5/;,2(/9$<)Y$&7$"#,$H,&.*,b-$+,.50*('$&7$=#(/), the =&>.)/1$<)Y$&7$"#,$H,&.*,b-$+,.50*('$&7$=#(/), and the requirements ofthe relevant systems of the Jiangsu Rural Credit Union, the Bank has continuously improved its anti-money laundering rules andregulations and formulated a series of systems such as the c.,2)"(/9$H2&',;52,-$7&2$L/"(8>&/,1$<)5/;,2(/9$Z&2?$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C$<";C] the$W&/,1$<)5/;,2(/9$+(-?$L--,-->,/"$)/;$W)/)9,>,/"$W,)-52,-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C]and the @>,29,/'1$W)/)9,>,/"$W,)-52,-$7&2$W&/,1$<)5/;,2(/9$+(-?$@P,/"-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C] laying a solidfoundation for the development of anti-money laundering work.

Anti-Money Laundering Management

Anti-Money Laundering Risk Control

Based on systems such as the Management W,)-52,-$7&2$"#,$%,*78L--,-->,/"$&7$W&/,1$<)5/;,2(/9$)/;$F,22&2(-"$V(/)/'(/9$+(-?-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C] the Bank promotes the work mode of “centralization, specialization and systematization”,and establishes a sound anti-money laundering work mechanism and operation process that features centralized processing, riskcontrol, quality and effectiveness. We standardize anti-money laundering work such as money laundering risk assessment,customer due diligence, large transaction and suspicious transaction reporting, inspection and audit, and actively fulfill ouranti-money laundering obligations. In accordance with regulatory requirements and based on the actual needs of the Bank, wecontinuously optimize the anti-money laundering information systems to provide technical support for anti-money launderingwork such as large and suspicious transaction reporting, customer identification, and the retention of customer identityinformation and transaction records.

Training on Anti-Money LaunderingThe Bank establishes a long-term training mechanism for anti-money laundering, forms a full-coverage, multi-level anddiverse-channel anti-money laundering training system, and formulates a training plan every year to ensure that personnel at alllevels, especially those in key positions, possess the ability to fulfill anti-money laundering responsibilities and enhance thequality and effectiveness of anti-money laundering work.To further strengthen the construction of anti-money laundering team, the Bank organized 6 centralized training sessions onanti-money laundering in 2024, including bank-wide employee training, training for full-time employees, training for newemployees, and training for directors, supervisors and senior executives, which effectively enhanced the capability andprofessional skills of related personnel involved in anti-money laundering tasks.

Daily Training and Education

?The Anti-Money Laundering Leading Group holdsquarterly meetings on anti-money laundering work,and actively cooperates with and participates inrelevant anti-money laundering training organized bythe People’s Bank of China and the Jiangsu RuralCommercial United Bank;?Each branch learns AML business knowledge andAML risk tips with methods such as morningmeetings and after-shift meetings every month.

Enhancement of Diverse Training?The Bank offers a variety of training on professional

anti-money laundering, including inviting

professionals or internal trainers to deliver centralized

lectures, setting up training courses on online

platforms, etc.;?The Bank strengthens the management of s

professional sequence of anti-money laundering team

and sets up a professional anti-money laundering

team.

Promotion of Anti-Money LaunderingThe Bank continuously strengthens the anti-money laundering compliance culture and promotes the joint efforts of all parties tosafeguard financial security through multi-channel anti-money laundering publicity activities. In 2024, the Bank organized andcarried out themed publicity activities such as “3·15 Anti-Money Laundering, Anti-Voice Phishing and Anti-Online Gambling”publicity event, the Rural Credit Union Payment Settlement and Anti-Money Laundering Knowledge Competition, and the XiaoyuAnti-Money Laundering Course on the Bank’s WeChat Official Account, effectively enhancing the anti-money launderingawareness of all employees.

CaseStudy

Training on Anti-Money Laundering for All Employees

In October 2024, to further enhance the Bank’santi-money laundering management level and improveemployees’ ability to carry out anti-money launderingwork, we invited senior experts from a third-partyorganization to train all employees. The training contentcovered aspects such as theoretical knowledge onanti-money laundering and due diligence methods, andincluded a training test section to ensure that allemployees thoroughly understood the training content.

Training on Anti-Money Laundering for Directors, Supervisors and

Senior Management

Training on Anti-Money Laundering for New Employees

The Bank disseminates the philosophy of anti-money laundering in modes such as policy lecturesand risk case warnings, and utilizes channels such as official websites, Weibo Official Account andWeChat Official Account to conduct experience exchanges, publicize typical cases, create apositive work atmosphere, and enhance the anti-money laundering awareness of all employees.

Enhancement of Internal Education

External Diversified Publicity

Through diversified publicity channels for anti-money laundering in forms such as screens and TVsin branches, we actively publicize citizens’ anti-money laundering obligations to different customergroups and partners. Targeting the “low-income, low-education and low-age” populations, wepromote a series of training sessions on the dangers of selling personal information, theimplementation of punitive measures, and account service policies that benefit the public in“families, villages and schools”, to create a community-based prevention and treatmentatmosphere.

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CaseStudy

“3·15 Anti-Money Laundering, Anti-Voice Phishing and Anti-Online Gambling” CampaignIn March 2024, the Bank organized the “3.15 Anti-Money Laundering, Anti-Voice Phishing, Anti-Online Gambling”Campaign to strengthen the protection of financial consumers and better safeguard their legitimate rights andinterests. During the campaign, the Bank visited special groups such as the elderly, students, and migrant workersin rural areas and townships, and expanded the publicity coverage both online and offline, with a focus on thetheme of “being alert to the traps of money laundering to protect your own rights and interests”. This effectivelysolved problems for the public and helped create a good environment for financial consumers.

Key PerformanceUnit20232024Number of Training Sessions on Anti-Fraud

and Anti-Money-LaunderingNumber of Participants in Training onAnti-Fraud and Anti-Money LaunderingNumber of Compliance Training Sessions

Conducted

Times

Person-timesTimes

2,036

5,328

In 2024, guided by Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, the Commission for DisciplineInspection of the Bank thoroughly implemented the guiding principles of the 20th National Congress of the Communist Party ofChina and General Secretary Xi Jinping’s important thoughts on the Party’s self-reform. With firm support for the "TwoEstablishes" and resolute commitment to the "Two Upholds", and based on the decisions and deployments of the Third PlenarySession of the 20th Central Commission for Discipline Inspection and the Fourth Plenary Session of the 14th Jiangsu ProvincialCommission for Discipline Inspection, the Bank deepens the full and rigorous governance of the Party and the Bank inaccordance with the working requirements for the Discipline Inspection and Supervision Group stationed at the Jiangsu RuralCommercial United Bank as dispatched by the higher-level commissions for discipline inspection and the Jiangsu ProvincialCommission for Discipline Inspection. It has unswervingly advanced the construction of a clean and honest CPC and the fightagainst corruption, deepened the correct and clean disciplinary action against corruption, and played a better role of oversightin ensuring implementation and promoting continuous development, to provide strong political and disciplinary guarantee for theconstruction of the “Three Banks” in a “SZRCB Model”.

Anti-Commercial Bribery

Upholding Business Ethics to Practice CompliantOperation, Fostering Integrity to Shape a ProsperousFuture

Responsibility for Clean GovernanceIn the principle of “whoever is in charge is responsible”, the Bank hascomprehensively implemented the responsibility system for Party buildingand clean governance. These responsibilities are included in the annualperformance assessment targets of the President and branch heads. TheCommission for Discipline Inspection at the Head Office is responsible fororganizing supervision, inspections, and assessments. The results of theassessment will be used as an important basis for the performanceassessment, reward and punishment, selection and appointment of theprimary management team, as well as the evaluation of outstanding units.In 2024, the Party branches and other units and personnel of thebranches have all signed the Commitment to Party Integrity Construction,and the signing rate for documents related to professional integrity andbusiness ethics reached 100%.

Pre-Appointment Communication onIntegrity for Middle Management

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SpecialRemediation andSupervision

The Bank establishes and improves long-term anti-corruption mechanisms, conducts regularspecial rectification campaigns, utilizes big data to identify risks such as transactions betweenemployees and loan customers, and closely monitors the behavior of personnel in key positions.With a focus on key business areas and critical personnel, we implement multidimensionalsupervision and checks, and hold individuals accountable in strict accordance with relevantregulations.

Enhancement of Integrity Supervision

The Commission for Discipline Inspection of the Bank has faithfully fulfilled its supervisory responsibilities and unswervinglypromoted comprehensive and strict Party governance. It has taken precise and sustained actions to advance the fight againstcorruption and promote the “three non-corruptions” in an integrated manner with a “full-cycle management” approach, thusclearing obstacles and escorting the high-quality development of the Bank.

The Bank organizes integrity risk identification and prevention measures, identifies risk points fromthe three dimensions of roles, processes, and mechanisms, and evaluates and implements feasiblecontrol measures. In 2024, the cadres of the Bank have conducted in-depth self-assessments.Based on identified risk points, and efforts were made to formulate and implement controlmeasures, improve prevention manuals, strengthen systems and rules, clarify operationalguidelines, and establish a sound control mechanism.

Identification ofIntegrity Risks

Management of

Employee

Behaviors

A multi-level employee behavior management system has been established, where: first, theEmployee Compliance Code is formulated to define standards of professional ethics; second, theCommitment to Integrity is signed to reinforce contractual constraints; third, a digital disciplinarysupervision system is leveraged to enable dynamic risk monitoring; fourth, violations of integrityregulations are strictly addressed in accordance with rules such as the W,)-52,-$7&2$d)/;*(/9$@>.*&1,,$e(&*)"(&/-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C]$to create a closed-loop controlmechanism of “policy communication – behavioral constraint – technical supervision – disciplinaryenforcement”.

Discipline Enforcement and Supervision System

Management of Reporting on Integrity

To fully leverage public oversight and encourage fact-based reporting of employee misconducts, disciplinary violations, andillegal behaviors, the Bank, in accordance with the W,)-52,-$7&2$d)/;*(/9$+,.&2"-$&/$e(&*)"(&/-$(/$"#,$K)/?(/9$)/;$G/-52)/',$G/;5-"21$andother relevant regulations, and based on its actual needs, formulated the Measures for Integrity Reporting Management ofJiangsu Suzhou Rural Commercial Bank Co., Ltd., to strictly regulate the procedures for reporting, receiving, and handlingreports, protect the legitimate rights and interests of whistleblowers, and maintain the order of reporting on integrity.

Cultivation of Integrity CultureThe Bank remains committed to implementing the spirit of the 20th National Congress of CPC, and continuously strengthensParty building, Party integrity construction and corporate culture across the Bank. Through activities such as warning educationconferences, Party discipline courses, and integrity training, we have built a diversified and all-encompassing “Clean SZRCB”financial culture promotion matrix to foster a culture of integrity and positive values.

Tel.: 0512-63968207Reporting by Phone

Mailing Address: No. 10888, Dongtaihu Avenue,

Wujiang District, Suzhou

Attention: Director of the Discipline Inspection and

Supervision Office of the Party Committee, Jiangsu

Suzhou Rural Commercial Bank Co., Ltd.

Post Code: 215200Reporting by Letter

Office Address: No. 10888, Dongtaihu Avenue,

Wujiang District, Suzhou

Reception: Discipline Inspection and Supervision

Office of the Party Committee, Jiangsu Suzhou Rural

Commercial Bank Co., Ltd.

Reporting by Visit

Email：jb@szrcb.comReport by Email

ReportingChannels

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CaseStudy

Warning Education and Integrity Lectures for Middle Management

Warning Education Conference

In April 2024, to further advance the comprehensive and strict governance of the Party and raise awareness ofclean and disciplined conduct among Party members and cadres, the Bank organized warning education sessionsand integrity lectures for middle management. The Secretary of the Commission for Discipline Inspection and theChairman of the Board of Supervisors delivered a lecture titled “Adhering the 'Five Fours' Discipline Principles,Striving for Clarity and Transparency”. A total of 104 heads of departments and branches participated in the event.The Secretary of the Commission for Discipline Inspection, in line with current anti-corruption efforts in the financialsector and the requirements for building a clean culture in the new era, provided theoretical interpretations ofpolicies, Party disciplines, and laws. By analyzing publicly disclosed corruption cases in the financial sector in recentyears and linking them with real-life work scenarios, the lecture served as a strong warning to all middlemanagement.

On-site Warning Education

The Bank always adheres to the operation philosophy of fair competition and honest business practices, and integratescompliance development into its strategy and daily operations in strict compliance with the L/"(8O/7)(2$=&>.,"("(&/$<)Y$&7$"#,$H,&.*,b-$+,.50*('$&7$=#(/) and the regulatory requirements of the financial industry. The Bank continuously conducts business bylaws, respects market rules, improves internal governance, strengthens employee behavioral constraints, optimizes customerservice mechanisms, and resolutely resists unfair competition such as commercial defamation, misleading pricing, and viciouscompetition for talents. We effectively safeguard the order of the financial market and the rights and interests of consumers, topromote the healthy and sustainable development of the industry and to actively fulfill our social responsibility as a financialinstitution.

Anti-Unfair Competition

Control of TalentRecruitment

In accordance with the regulations of administration authorities regardingrecruitment in the industry, we standardize the recruitment process andprocedures, ensure that commercial defamation, inducement to breach contracts,and other unfair competition behaviors are eliminated during the recruitmentprocess, and maintain a benign ecology of talent flow in the industry.

Management ofService Pricing

In line with the W,)-52,-$7&2$"#,$L;>(/(-"2)"(&/$&7$%,2P(',$H2(',-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C]$we establish a pricing compliance mechanism, and strictlyprohibit the use of unfair pricing methods to eliminate or restrict service competition,and the false advertising or other unfair means to induce customers to accept services.We ensure all services are reasonably priced, information is open and transparent, andthe rights and interests of consumers are effectively safeguarded.

The Bank embeds the principles of fair competition in the$@>.*&1,,$=&>.*()/',$=&;,and the business management system, and clearly prohibits employees fromengaging in unfair competition practices such as commercial defamation and forcedbundling in business promotion, customer service, and other aspects, strengtheningthe awareness of compliant operation through institutional constraints.Protection throughCompliance System

Key PerformanceUnit2024Number of the Management Participating in Training onAnti-commercial Bribery and Anti-CorruptionPercentage of the Management Participating in Training on

Anti-commercial Bribery and Anti-CorruptionTotal Duration of Training on Anti-commercial Bribery and

Anti-Corruption for the ManagementNumber of Employees Participating in Training on

Anti-commercial Bribery and Anti-CorruptionPercentage of Employees Participating in Training onAnti-commercial Bribery and Anti-CorruptionTotal Duration of Training on Anti-commercial Bribery and

Anti-Corruption for Employees

Person%HourPerson%Hour

2,5411,975

5,925

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Development:

Driving Finance Toward the Real Economy,Rooting in Inclusive Services for the People

As a regional rural commercial bank born from and thriving on agriculture, and as a partner bank deeply rootedin Suzhou - a hub for private enterprises - the Bank has always adhered to its founding mission of supportingagriculture and small businesses. It remains committed to serving the real economy and small-micro enterprises,with a primary focus on rural revitalization, private enterprise support, and sustainable economic growth.Upholding the principles of “oriented toward agriculture, the real economy, and social good”, the Bank hasforged a distinctive development path, achieving synergy between its own growth, client service, and socialimpact.

——-Building a Benchmark Bank Leading the Industry

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Deepening Support for Agriculture and SmallBusinesses, Fueling the Growth of the Real Economy

As a rural financial institution rooted in "agriculture, rural areas, and farmers" and serving local communities, the Bank hasimplemented the "2023-2027 Development Strategy" since 2023. We remain committed to the market positioning of "supportingagriculture and small businesses and serving the real economy", while advocating the service philosophy of "financial steward".This comprehensively enhances the quality and effectiveness of financial services, effectively meets customers' diverse financialneeds, promotes broader social groups to enjoy high-quality financial services, and builds two key brands: "A Trusted WealthManager for the Public" and "Financial Services Steward for Small-Micro Enterprises".The Board of Directors of the Bank formulates the development strategies focusing on supporting agriculture and smallbusinesses and serving the real economy, and supervises the implementation of these strategies. The Board has established theStrategy and Agricultural Committee and the Risk Management and Connected Transaction Committee, which research andsupervise the Bank's strategic management and risk management within the scope authorized by the Board, while also providingrecommendations to the Board. The President's Office of the Bank implements the strategic plan formulated by the Board andregularly reports on its execution progress. Subcommittees have been set up under the President's Office, such as the Asset andLiability Management Committee, to assist in promoting relevant business departments in strengthening financial productinnovation, optimizing service models, increasing support for agriculture and small businesses, enhancing inclusive financesupply, and continuously guiding the flow of financial resources to key areas and weak links in regional economic and socialdevelopment.

Governance

Strategy

Identification of Risks and Opportunities

Small-micro enterprises havelower risk resilience,potentially increasingnon-performing loans.

Establish a comprehensive riskcontrol system to diversifycredit risks.Mediumand longterm

OperationsCredit risk

Inclusive finance transactionsinvolve small amounts and highservice costs, riskingprofitability.

Implement digital transformationto reduce operational costs,strengthen standardization andbatch processing, and improveservice efficiency.Short,mediumand longterm

OperationsCost risk

Risk TypeDescription of Risk

ImpactDuration

Impact onValue Chain

CountermeasuresDecrease inoperating incomeand increase inoperating costsDecrease inoperatingincome andincrease inoperatingcosts

Explanation ofFinancial Impact

Local governments andregulators have issued a seriesof policies and guidelines toencourage financial institutionsto focus on supportingsmall-micro enterprises.

Respond to policies andguidelines issued by localgovernments and regulators toprioritize support forsmall-micro enterprises.Mediumand longterm

Operations,downstream

Operations,downstream

Policyopportunities

In line with policy guidance andthe characteristics of the localeconomy, there is significantpotential for the expansion offinancial services supportingagriculture and smallbusinesses, with a market full ofgrowth opportunities.

Continuously enrich financialproducts and services tosupport agriculture and smallbusinesses and serve the realeconomy, optimize financialbusiness models, andcontribute to regionaleconomic development.

Mediumand longtermMarketopportunities

Decrease inoperatingcost

Increase inoperatingincomeRetail Finance HeadquartersCorporate Finance

Headquarters

Financial Market Headquarter

General Meeting ofShareholdersBoard of DirectorsOffice of President

in Head Office

Board of Supervisors

Risk Management and InternalControl CommitteeLoan Review Committee

Strategy and Agriculture Committee

Risk Management and Connected

Transaction Control CommitteeInvestment Review CommitteeAsset and LiabilityManagement Committee

Sci-tech InvestmentBanking DepartmentOnline FinanceDepartmentAgriculture and InclusiveFinance DepartmentRetail BankingDepartmentTransaction BankingDepartmentCorporate BankingDepartment

OpportunityType

Description of Opportunity

ImpactDuration

Impact onValue Chain

CountermeasuresExplanation ofFinancial Impact

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Optimization of Financial Products for “AGF”The Bank focuses on credit services for new agricultural business entities such as large-scale growers and breeders, familyfarms, and farmer cooperatives. It actively provides inclusive agricultural financial services to small-micro rural enterprises andindividual businesses, developing specialized credit products such as “Fast Agricultural Loan”, “SZRCB Loan”, and“Micro-Enterprise Easy Loan”. Through door-to-door marketing visits, the Bank strengthens the promotion of its financial servicesteward attributes.

Building a Professional Team Serving “AGF”

The Bank actively implements the “Party-Bank + Financial Advisor” rural revitalization service initiative led by the SuzhouSupervision Branch of the National Financial Regulatory Administration and the Suzhou Agriculture and Rural Affairs Bureau. Ithas established a 58-member financial advisory team dedicated to rural revitalization, serving as the main force for projectssuch as “Large-Scale Visits to Enterprises and Households”, “Village-Wide Credit”, and “Practical Services for Villagers”. Thisaccelerates the construction of a multi-level, wide-coverage, and sustainable rural financial service system.

The Bank is deeply committed to implementing the “Three-One-Five” development strategy blueprint, adhering to its originalmission of supporting agriculture and small businesses, and focusing on the financial service needs of “ARF” to lead ruralrevitalization efforts. The Bank prioritizes innovation in products and service models, adapting to and participating in rural socialgovernance to comprehensively enhance the quality and efficiency to serve “AGF”.

Impact, Risk, and Opportunity Management

Serving “ARF” - Leading the Charge in Rural Revitalization

Key performance

The Agricultural Loanincludes two sub-products:

“Fast Agricultural Loan” and“Koi Agricultural Loan”. It isa business loan offered bythe Bank to eligible “AGF”clients (such as family farms,large-scale growers andbreeders, farmercooperatives, agriculturalsocial service organizations,and small-micro agriculturalenterprises engaged inmoderate-scale operations).

Agricultural Loan

The Bank has established a strategic partnership with the Women’s Federation of Wujiang District to launch the “RuralRevitalization Women’s Loan” product, supporting rural women in innovation and entrepreneurship. By the end of 2024, ithad granted credit to 4,819 households, totaling 828 million yuan, with an outstanding loan balance of 351 million yuan.

Women’s Loan

The primary service targets ofthe Agricultural Machinery Loanare various new agriculturalbusiness entities operating withinJiangsu Province, such as familyfarms, large-scale growers andbreeders, and farmercooperatives. The loan can beused for daily operations ofowned agricultural machinery orthe purchase of farmingequipment, with a maximumamount of 3 million yuan. Itrequires no collateral, isconvenient and fast, supportsmultiple repayment methods, andoffers preferential interest rates.

Agricultural Machinery Loan

CaseStudy

“Agricultural Machinery Loan” Precisely Supports Rural Revitalization - Facilitating EfficientSummer Harvesting and Planting in WujiangDuring the critical period of summer harvesting and planting, theBank innovatively launched the “Agricultural Machinery Loan”product. On June 14, 2024, it successfully issued the Suzhou’sfirst “Agricultural Machinery Loan” of 200,000 yuan to Mr. Xu’sfamily farm in Wujiang District, resolving the client’s financialshortage for upgrading agricultural machinery due to newautomated irrigation facilities and expanded farmland leasing.

“Village-Wide and Enterprise-Wide Credit” Connects Farmers to a Credit “Fast Lane”

To implement the Jiangsu “Rich Farmer Easy Loan” Promotion and Enhancement ActionPlan (2023-2025) issued by the provincial association, this Bank established an “AgileFour-Pronged Team” to fully advance the village-wide credit project. It actively conductsinformation collection and credit evaluations, promotes the establishment of “CreditHouseholds” and “Credit Villages”, combines farmer ratings with credit scores to selecthigh-quality credit households, and ensures precise credit issuance for small-scaleinclusive farmer loans. By the end of 2024, the “Village-Wide Credit” project in Wujianghad served 155,900 households and 539,000 people.The Bank has established a “Three-Shaped Modeling” and public-private linkagemechanism, combining “Family Loan” and “SZRCB E-Loan” to connect with townshipenterprises and provide batch credit to employees. Enterprise-wide credit effectivelyreaches working villagers, thereby driving village-wide credit and truly creating a credit“fast lane” between the Bank and villagers. By the end of 2024, “Enterprise-Wide Credit”had added 3,242 credit users, totaling 676 million yuan.

Village-Wide Credit

Enterprise-Wide Credit

During the reporting period, the Bank’s inclusive agricultural loans reached 8.004 billion yuan, an increase of

1.117 billion yuan from the beginning of the year, with a growth rate of 16.22%. (Data from Regulatory

Authorities)

CaseStudy

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Extension of Service Channels for “ARF”The Bank continuously enhanced its convenient and beneficial services by establishing “Jiangcun Service Station” as inclusivefinancial service points. These stations integrate “government affairs + village affairs + commerce + financial services” (“FourAffairs Integration”), becoming the first batch of provincial demonstration sites under the Jiangsu Rural Credit Union (now knownas Jiangsu Rural Commercial United Bank). Through diverse scenarios and online/offline service platforms, the service stationsexpanded commercial functions. It covers farmer points redemption, agricultural product exhibitions, convenience stores, andthe “Jiangcun Fresh Supply” platform. These one-stop inclusive services enabled villagers to meet routine needs without leavingtheir villages. By the end of 2024, 51 Jiangcun Service Stations had been established, with 48 operational. 20 stations weresuccessfully recognized as provincial-level comprehensive demonstration sites by the Jiangsu Rural Credit Union (now known asJiangsu Rural Commercial United Bank), achieving a 100% completion rate of the 2024 demonstration site construction target.

Short Videos + Live Streaming of Building a New Model for Rural Revitalization

The Bank actively diversified its services for agriculture, rural areas, and farmers, injecting vitality into ruralrevitalization through innovative short video series and agricultural livestreams. During the Reporting Period, theBank launched the “Explore Township Flavors with Suzhou Rural Commercial Bank” short video series incollaboration with the district media center, aiming to create high-quality video content. The series highlightsunique local charms, featured merchants, and their stories across townships. 81 short videos were releasedthroughout the year, generating over 820,000 views.

“Explore Township Flavors with Jiangsu Suzhou Rural Commercial Bank Co., Ltd.” Short Video Series

Agricultural supporting livestream

“Four Affairs Integration” Jiangcun Service Stations

CaseStudy

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Welfare Service of “ARF” Cultural DevelopmentThe Bank actively contributed to rural cultural construction through activities such as the “Send Opera to the Countryside”program and supporting intangible agricultural heritage performances at the village “Spring Festival Gala”.

Opening of “Xie’s Specialty Service Station”On April 28, 2024, the Xie's Special Service Center, jointly establishedby the Bank, Wujiang District Supply and Marketing Cooperative, andZhong’an Cultural Tourism Cooperative under the “TripartiteCooperation Model”, officially opened. The Bank’s “Jiangcun ServiceStation” was introduced to the financial service area, adding a newcarrier for rural revitalization strategies to the vibrant rural land ofZhong’anqiao. As an innovative project of tripartite cooperation, theXie’s Special Service Center integrates financial services of “JiangcunService Station”, agricultural by-products sales, and teahouse leisureinto one complex, creating a “Four-in-One” service hub that combinesvillage affairs, government services, commercial services, andfinancial services. This initiative achieves the organic integration ofrural governance, inclusive finance, government services, andindustrial economic development, injecting greater warmth into ruralgovernance.

Premiere of “Send Opera to the Countryside”

On May 28, 2024, the Bank’s “Jiangcun Service Station · Beautiful Rural Encounters” series kicked off with thepremiere of “Send Opera to the Countryside” in Renfu Village, Shengze Town, attracting hundreds of villagers.Co-organized by collaborative units integrating “party-building public welfare + government-bank affairs”, theevent targeted 20 administrative villages with “Jiangcun Service Station”. It delivered targeted agricultural supportservices through opera performances, market stalls, and charity initiatives, fostering a harmonious rural culture. In2024, the Bank organized a total of 20 rural outreach events with the theme of "Sending Opera to theCountryside", deeply integrating financial services with cultural benefits for the public, benefiting over 8,000person-times of villagers.

Supporting Intangible Agricultural Heritage at the First “Village Spring Festival Gala” of Suzhou CityOn October 12, 2024, the “Suzhou Rural Commercial Bank Cup” First Suzhou Agricultural Intangible Heritage SportsCultural Exhibition and Suzhou’s inaugural “Village Spring Festival Gala” were held in Wuzhong District. The eventunveiled a China Important Agricultural Heritage site and featured farmer sports performances by eight agriculturalvillages. At the “Village BA” awards ceremony, the Bank presented prizes to the Suzhou team, which won therunner-up title at the 2024 Hubei Province Beautiful Rural Basketball Tournament Finals and Six-Province FarmerBasketball Invitational.

CaseStudy

CaseStudy

CaseStudy

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Meeting “Proximity Services” Needs of Civilians

The Bank continues to strengthen its responsibility for people's livelihood and deepen the construction of the financial servicessystem for people's well-being. In response to the government's call for convenient services, and leveraging our advantage of adense network of branches, extensive service coverage, and strong community ties, we have focused on advancing the "HumanResources and Social Security · Nearby Services" service network. We aim to create a unique "15-minute Human Resources andSocial Security Service Circle". We have established 32 standardized social security card service points in Wujiang District, andthrough measures such as optimizing service processes, upgrading smart devices, and enhancing staff training, we havesignificantly improved the efficiency and quality of social security card services.

Proximity Service Outlets

Practicing Inclusivity - A Trusted Wealth Manager for the Public

By the end of 2024,

Promoting the “Consumption Intention” Need of Civilians

Partnering with mainstreamplatforms like WeChat, Alipay,JD.com, TikTok, and Meituan, theBank leveraged profit-sharingsubsidies to “stimulate consumption”through channel integrations,creating a vibrant consumptionatmosphere. In 2024, a total of 1.87million yuan in cashback rewardswere provided to clients, with over100,000 participants, drivingconsumption totaling 32 million yuanaccumulatively. Collaborating with 4Sfamous auto brands like Volkswagen,Honda, and Aion, the Bank offeredspecial car purchase subsidies up to2,000 yuan per household. Joint fueldiscount campaigns with Sinopecdistributed 1.28 million yuan insubsidies, benefiting 43,000 clientsand boosting consumption by 20million yuan.

Expanding External Channels forConsumption Subsidies

Focusing on bill installment, autoloans, and renovation loans, theBank supported residents’ materialand cultural needs. As of the endof 2024, the credit card overdraftbalance of the Bank reached RMB598 million, an increase of 197%compared to the beginning of theyear. The number of credit cardtransactions reached 3.6 million, a43% increase compared to thesame period last year. SinceAugust 2014, the Bank hasleveraged the "Double Festival"consumption boom and launchedthe "Payment Carnival" campaign,effectively stimulating citizens'willingness to consume.

Enhancing Credit Card Promotions

SZRCB E-Loan represents asuccessful exploration of“government data + S&T finance”,offering online applications andflexible repayment. As of the endof 2024, SZRCB E-Loan has serveda total of 44,800 households, witha cumulative credit amount of RMB

12.045 billion. To better meet

personal consumption credit needs,the Bank introduced interest ratecoupons, providing up to 2.25percentage point discounts toamplify policy effects through feereductions.

Introducing Client Benefit Products

Launch of Direct “Flexible Employment Housing Provident Fund Services”

In May 2024, with guidance from the Suzhou Housing Provident Fund Center, the Bank became the first in Suzhouto directly handle flexible employment housing provident fund account openings and deposits via bankconnections. As the first bank in Suzhou to directly connect flexible employment housing provident fund accountopening and payment services, the Bank adheres to the “client-first” service philosophy, meticulously implementingevery detail to truly realize convenient and efficient operations for clients. We prioritize clients’ “small matters” asmajor service priorities, empowering them to “enjoy living in Suzhou”.

CaseStudy

the Bank had issued 1.2942 million socialsecurity cards, including 1.0653 millionthird-generation cards.

Best Retail Bank Smart Community

Innovation AwardThe Bank's Dongtaihu Sub-branch was honored

as one of the “Top 100 Featured Outlets” ofthe National Agricultural Credit Institution.

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Responding to the Needs of Special Groups “Easy to Handle”The Bank actively responded to the national call to strengthen financial services for special groups, deepening elderly-friendlyservices and care for the disabled community, promptly implementing policies to benefit and support enterprises, and activelyfulfilling social responsibilities.

Elderly-Friendly Service

As one of the earliest commercial banks in China to develop elderly financial services, the Bank will continue to establish“Civilized and Standardized Elderly-Friendly Service Outlets”, improve various elderly-friendly service measures, streamlineoperations, and enhance service quality. It will persistently elevate the level of elderly-friendly financial services at its outlets,providing warm and considerate services to ensure continued positive experiences.The Bank established a dedicated task force for elderly financial services, with the Party Committee Secretary and Chairmanserving as the team leader, the Deputy Party Committee Secretary and President as the executive leader, and relevant deputypresidents as deputy leaders. Various departments serve as team members. The task force office is located in the Retail BankingDepartment, acting as the lead department responsible for consolidating and coordinating the Bank's elderly financial services.All departments and branches advance key annual tasks and specific initiatives in line with the Bank’s elderly financial servicespromotion plan.

1. Issued implementation plans for

elderly-friendly services inbranches and inspection plans forhigh-quality civilized services,standardizing elderly-friendlyservice measures and supervisionsystems, optimizing branch serviceprocesses, and enhancingstandardized service levels. 2.Developed emergency responseplans for branch incidents anddetailed rules for door-to-doorservices, creating acomprehensive service list,clarifying emergency handlingmechanisms and door-to-doorservice standards to ensureservice quality and efficiency. 3.Prepared holiday banking manualsand branch micro-salon activityplans, establishing a collaborativemechanism to create marketingopportunities and improvecomprehensive coordinationcapabilities.

The super counter introduced the“Suxin Edition” module,integrating card issuance andactivation functions to improveoperational convenience. Remotebanking and client service hotlinesadded an “Elderly Exclusive”channel, offering slow-pacedcommunication and “exclusive”services like business handlingwith one-click access. The smartoperations platform added a“Elderly Finance” module,incorporating 44 standards forelderly-friendly outlets into dailybranch practices, laying thefoundation for branch atmospherecreation and data collection.

Supported by the provincialassociation’s “Operation ServiceEfficiency Year”, the Banklaunched elderly-friendlyvolunteer services, forming the“Xiaoyuan Service Team” toactively engage in communityand rural areas with publicwelfare, convenience, andmarketing services. Throughoutthe year, the Bank established8,731 client profiles, including6,198 for elderly clients, handled5,110 elderly client inquiries,conducted 738 elderly-focusedpromotions, organized 55 events,and provided 250 door-to-doorservices, with 198 specifically forelderly clients.

Standardizing Systems to Strengthen

Long-Term Service Management

Leveraging Technology to Innovate

Elderly-Friendly Service Systems

Building Volunteer Teams to Expand

Elderly-Friendly Service Reach

Recognized as Provincial “Civilized and Standardized Elderly-Friendly Service Outlets”

During the Reporting Period, the Jiangsu Banking Associationannounced the “2023 Jiangsu Banking Civilized and Standard-ized Elderly-Friendly Service Outlets” list, with the Bank’s SuzhouDongtaihu Branch, Development Zone Branch Headquarters,Zhenze Branch Headquarters, and Xiangcheng Branch makingthe list. This marks the third batch of elderly-friendly outletsestablished by the Bank since 2021. By the end of 2024, theBank had 14 outlets honored with this recognition.

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Jiangsu’s First “Suzhirong" Insurance and Futures Transaction Implemented in Suzhou“Suzhirong” is an innovative quality financing service jointly implemented by Jiangsu’s market regulatoryauthorities, financial regulators, the People’s Bank, and securities regulators. It provides quality credit, futureshedging, and insurance guarantees to enterprises with quality certifications, standards, and honors.As a key local financial institution, the Bank played a pivotal role in promoting “Suzhirong”. By deeplyunderstanding enterprise needs and collaborating with multiple financial institutions, the Bank successfullyimplemented a “quality credit + insurance guarantee + futures hedging” financing package, centered on enterprisequality. This success not only resolved concerns for Suzhou’s aquaculture enterprises but also set a referencemodel for similar businesses in Suzhou.

Worry-Free Electricity Loan: Exploring a New “Electricity + Finance” ModelTo further support small-micro enterprises in Taizhou, alleviate their electricity bill payment burdens, and ensurestable power supply, the Bank partnered with State Grid Taizhou Power Supply Company to launch the“Worry-Free Electricity Loan”, pioneering an “electricity + finance” model.The Worry-Free Electricity Loan prioritizes loan funds for prepayment of electricity bills by businesses. Theremaining loan amount can be used for other operational expenses at a low interest rate, effectively easingshort-term financial pressure. This service quickly gained traction among enterprises. At its launch, five companiessigned agreements as the first batch of participants. Since its official launch in November 2024, the Bank hasvisited over 600 clients, granting new credit approvals of RMB 26.9 million.

Optimizing “SZRCB E-Loan” Function to Enhance Financing ConvenienceLeveraging the “short, fast, and easy” funding needs of individual entrepreneurs, the Bank integrated its “individualentrepreneur profiling platform” with the “one-click loan” feature of “SZRCB E-Loan”, capitalizing on its fastdecision-making and high efficiency. This “efficient, convenient, quick review, and fast lending” approach has wonstrong client approval. By the end of the Reporting Period, “SZRCB E-Loan” had granted new credit approvals to2,686 individual entrepreneurs, with 1,632 utilizing the credit and a total loan amount of 369 million yuan.

Key Performance

Enriching the Financial Product Matrix of Small-Micro Enterprises

The Bank earnestly implements the decisions and deployments of the National Financial Regulatory Administration regardinginclusive credit, aligning with its vision of becoming “Three Banks”. It continues to serve as a “financial services steward forsmall-micro enterprises”, advancing the “Cultivation and Return Action Plan of Small-Micro Enterprises”. By introducing feereduction policies, creating specialized products, and improving service efficiency, the Bank vigorously supports small-microenterprises.

Serving the Real Economy - Acting as a Financial Services Stewardfor Small-Micro Enterprises

To reduce financing costs for SMEs, the Bank has taken multiple measures: actively utilizing central bank monetary policy toolssuch as rediscounting and relending to provide differentiated interest rate benefits through a refined tiered pricing mechanismand strictly implementing fee reduction policies, lowering charges in payment and settlement processes. During the ReportingPeriod, the Bank waived fees totaling 12.9245 million yuan for small businesses and individual entrepreneurs.By continuously innovating its credit loan product system, the Bank has developed specialized products such as “SZRCBE-Loan”, “Credit Loan” and “Suzhi Loan”. These products precisely meet the financing needs of different types of small-microenterprises. By the end of the Reporting Period, the Bank’s credit loan business had achieved rapid growth, serving over 3,000small-micro enterprises with loan disbursements totaling 11.916 billion yuan, significantly improving the accessibility andconvenience of financial services for those enterprises and effectively alleviating the challenges of “difficult and expensivefinancing”.CaseStudy

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CaseStudyDuring the reporting period, the Bank’s inclusive small-micro loans reached 35.5 billion yuan, an increase of

4.029 billion yuan from the beginning of the year, representing a growth rate of 12.80%. (Data from

Regulatory Authorities)

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Key Performance

Strategic Partnership with Wujiang’s New Generation Entrepreneurs AssociationIn 2024, the “Inheritance & Ascent” theme exchange meeting(Phase 3) of Wujiang’s Young Entrepreneurs Torch Project wassuccessfully held. The Bank signed a strategic cooperationagreement with the Wujiang New Generation EntrepreneursAssociation. It focused on entrepreneurial spirit inheritance anddigital transformation. Both parties will build a diversifiedplatform, offering priority credit support and joint theoreticallearning to provide comprehensive financial services for youngentrepreneurs.

Leveraging the "Industry Expert + Financial Steward" Advantage to Support High-Tech EnterprisesA high-tech enterprise producing electric scooters faced a temporary cash flow shortage due to concentratedfunding needs for raw material purchases and employee salary payments in the previous year. After receiving theenterprise's request, the Industrial Cluster Center immediately activated its rapid response mechanism. The teamfrom the center worked overtime to gather data and write a report, focusing on the industry characteristics andbusiness model of the smart equipment manufacturing sector. From business submission to approval and loandisbursement, it took only one week to successfully grant the enterprise a loan of RMB 20 million, promptlyresolving the urgent financial need of the enterprise and ensuring the smooth progress of its operations. Theefficient and professional service earned the high recognition by the enterprise.

Building a Financial Services Ecosystem of Small-Micro Enterprises

The Bank established a dedicated financing coordination task force for the small-micro enterprises, led by the President, withparticipation from 14 departments and 94 branches, forming a full-coverage system (1 head-office task force + 1 branch taskforce + 9 regional task forces) to ensure its orderly service advancement.The Bank has integrated the “Zhengxiang” system of the Suzhou Financial Regulatory Sub-bureau with its own grid-basedoutreach system. By systematically organizing lists of financial products and clients, and implementing initiatives such asfirst-time borrower cultivation programs and the “Thousands of Enterprises, Millions of Households” outreach campaign, theprecision and effectiveness of financing services have been enhanced through targeted outreach strategies and optimizedservice delivery.To streamline inclusive finance processes and enhance review and approval efficiency, the Bank has introduced a “137”time-bound acceptance and review and approval commitment. For new credit business with compliant credit proposals,complete documentation, and thorough content, the Bank pledges to complete the approval process within 1, 3, or 7 workingdays, depending on the tiered credit amount, providing efficient services to address urgent corporate needs.

Innovative Marketing Support and Optimized Visitation Model

In 2024, the Bank fully initiated the “Thousands of Enterprises, Tensof Thousands of Households” visitation campaign, actively engagingwith government-recommended financing lists to break informationbarriers, optimize approval processes, shorten financing chains andstrengthen digital inclusive product innovation, and accurately adaptto the financing needs of small-micro enterprises. By the end of theReporting Period, the Bank had visited over 10,000 enterprises andgranted cumulative credit exceeding 4.2 billion yuan.

Songling BranchMiaogang BranchShengze Branch

Empowering Industrial-Financial Synergistic DevelopmentIndustrial Cluster Empowerment

Against the backdrop of Suzhou’s efforts to build a modern industrial system led by advanced manufacturing and promote theintegrated development of industrial innovation clusters in the digital economy era, the Bank designated “industrial clusterBreakthrough” as a bank-wide key breakthrough project. The Party Committee’s “Industrial Cluster Breakthrough” project of theBank was successfully selected as a 2024 Suzhou Municipal Demonstration Project for party building in new economic andsocial organizations. By establishing industrial cluster centers with the core mission of supporting the growth and strengtheningof local advantageous industrial clusters, the project promotes the integration of industrial research, credit policies, risk control,service guidelines, and resource allocation. It serves as a critical bridge and platform for accelerating enterprise developmentand facilitating the continuous aggregation of various resources.

Supply Chain FinanceTo better serve local economic development and address challenges like small-micro enterprise financing, the Bank adheres to aclient-centric approach, to actively develop specialized supply chain finance solutions for small and medium banks. Based onauthentic transaction data, the Bank has created tailored credit products for upstream/downstream small-micro enterprises inindustrial chains. By integrating multi-dimensional big data (e.g., tax, export, invoice chains, local credit scores) into its approvalmodels, the Bank enables fully online corporate lending processes, featuring credit approval before account opening,collateral-free loans and flexible borrowing and repayment.

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By the end of 2024,the Bank had granted credit to 32 industrial cluster enterprises, with thecredit amount totaling 811 million yuan.

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SZRCB E-Loan (Enterprise Edition) Solved the Financing Challenges of SMEs and Activatedthe Ecosystems of Industries with Local CharacteristicsThe Bank has launched the SZRCB E-Loan (Enterprise Edition), a corporate online loan product based on supplychain scenarios, using credit, tax, transaction data and other information for online model approval combined withoffline due diligence. This product provides more convenient financing channels for small and medium-sizedenterprises (SMEs) along the industrial chain, focusing on industries with local characteristics. It establishes alocalized data system covering the upstream and downstream of the supply chain, improves the overall efficiencyof capital flow within the supply chain, promotes collaborative development of upstream and downstreamenterprises, and creates a positive cycle of "promoting production through the chain, and revitalizing the regionthrough production". As of the end of December 2024, the SZRCB E-Loan (Enterprise Edition) had 1,708 active loanaccounts and a loan balance of RMB 2.526 billion.

Extension of Cross-Border Financial ServicesGuided by its philosophy of “Being Financial Stewards, Creating Worry-free Services”, the Bank actively contributes tocross-border settlement and optimized payment services. Leveraging its “Dual-Station Model” platform, the Bank deepensregional engagement and supports high-quality foreign trade development through enhanced cross-border services.

100% ATM foreign card withdrawal coverage: All ATM equipment of the Bank support balanceinquiries and cash withdrawal services using UnionPay, Visa, and MasterCard bank cards,achieving a 100% coverage rate of foreign card cash withdrawal function across all ATMs.Focusing on “payment services for the people”, the Bank has prioritized optimizing paymentservices and enhancing payment convenience. By closely aligning with regional financialdevelopment characteristics and following the operational framework of “large-sum cardtransactions, small-sum QR code payments, digital currency leadership, and cash as a fallbackoption”, we have effectively improved payment services for foreign visitors to Suzhou. Thisinitiative supports the city's high-level opening-up to the outside world.

Developing Cross-Border Settlement Convenience Function

Foreign currency and local currency account synchronous opening: In June 2024, the Banksuccessfully launched the synchronized opening function for institutional foreign currency andlocal currency settlement accounts, supporting the simultaneous opening of up to 14 foreigncurrency institutional settlement accounts. This significantly enhances both user experience andoperational efficiency. Through a single account opening operation, clients can complete theopening of multiple currency settlement accounts simultaneously, with the system automaticallygenerating account information sequentially, greatly reducing the account opening time.

Optimizing Foreign Exchange Payment Services

Automatic valuation function for foreign exchange derivatives: In 2024, the Bank expanded itsautomatic valuation function for foreign exchange derivatives, effectively integrating client-sidederivatives transaction data from the international settlement system with financial marketmark-to-market management. This has significantly improved the quality and efficiency of the Bank’sforeign exchange derivatives exposure management. The launch of this function marks a furtherimprovement in the Bank's comprehensive online service system for foreign exchange derivatives,covering front-end, back-end, multi-scenario, and full-cycle operations. By the end of 2024, the Bankhas 145 foreign exchange derivatives contracted clients, an increase of 40.78% compared to 2023, witha contracted amount of USD 373 million, an increase of 28.62% compared to 2023.

Managing Foreign Exchange Derivatives Exposure

Launching the “One Bank, Two Stations” service model: In June 2024, the inauguration ceremonyof the Wujiang District Foreign Economic Service Station and the Bank Current Account DirectConnection Outlet was successfully held. The “Two Stations Inauguration” is an importantmilestone in the high-quality development of the Bank’s international business. This platformprovides preliminary review and guidance for current account business, accepts administrativebusiness applications and trade credit reports submitted by enterprises in the Wujiang District,answers various foreign exchange policy consultations of enterprises under current accounts,collects relevant appeals from enterprises, and provides comprehensive policy support.

Innovating Foreign Economic Service Platform

Signing ceremony of strategic cooperation with Suzhou Overseas Chinese Federation: In order tothoroughly implement the important speech and instructions of General Secretary Xi Jinping onthe work in Jiangsu Province, actively respond to provincial-level platform cooperationopportunities, and improve the financial service mechanism for overseas Chinese-fundedenterprises, in July 2024, the Bank held a strategic cooperation signing ceremony with theSuzhou Overseas Chinese Federation. The two parties agreed to carry out high-level,comprehensive, and in-depth strategic cooperation in the field of serving the real economy,leverage their respective core advantages, establish a cooperation model of “Chairman +President + Overseas Chinese Entrepreneur + Bank President”, and improve the quality andefficiency of financial services benefiting overseas Chinese.

Deepening All-round Win-win Cooperation

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Metrics and TargetsAchievement in 2024Agriculture-related and small-micro loans amounted to RMB

105.972 billion, an increase of RMB 6.782 billion from the

beginning of the year, with a growth rate of 6.84%, higher thanthe growth rate of all loans. (Data from Regulatory Authorities)Inclusive loans to rural households and small-micro enterprisesamounted to RMB 37.75 billion, an increase of 4.03 billion yuanfrom the beginning of the year, with a growth rate of 11.95%,higher than the growth rate of pure loans. (Data from RegulatoryAuthorities)The Bank supports 121.841 billion yuan of real economy loans, anincrease of 9.035 billion yuan from the beginning of the year,accounting for 94.17% of total loans. (Data from RegulatoryAuthorities)The Bank supports 79.429 billion yuan of private enterpriseloans, an increase of 6.104 billion yuan from the beginning ofthe year, accounting for 61.39% of total loans. (Data fromRegulatory Authorities)The Bank supports 37.087 billion yuan of manufacturing industryloans, an increase of 2.255 billion yuan from the beginning ofthe year, accounting for 28.66% of total loans.

Increase in Supportfor Agriculture and

Small Businesses

Increase in Supportfor the Manufacturing

Industry

Increase in

Support for Private

Enterprises

Increase in Supportfor the Real Economy

The Bank has thoroughly implemented the work plan for inclusive finance, increased creditsupport for the field of technological innovation, established a scientific quantitative indicatorsystem based on its own development reality, and clarified phased development goals. Byrefining implementation plans, improving supporting measures, and strengthening processcontrol, a comprehensive target management system has been established to ensure theorderly promotion and effective implementation of various inclusive finance tasks.

Metrics and Targets

Supporting S&T Finance, Driving Industrial UpgradesThe Bank focuses on providing credit support for small-micro technology enterprises and continues to excel in the field of“S&T finance”. With the courage and wisdom of “willing to lend, able to lend, and daring to lend”, the Bank strives to solve thefinancing difficulties of technology enterprises in the initial stage, the “first mile” of their development.

The Bank successively introduced “Talent Loan”, “Venture Capital Loan”, and “Suzhou Innovation Loan” to meet thecredit needs of various technology talent startups and enterprises in the seed/angel financing stages. Collaboratingwith the Suzhou Municipal S&T Bureau, we jointly established the “One Bank, One Brand” risk compensation productand created the “Tech Loan Cultivation Loan” to specifically support enterprises in Suzhou’s high-tech enterprisecultivation database, filling a gap in specialized technology financial products for such enterprises. By participating inSuzhou’s “Innovation Cluster Loan” initiative as one of the six selected banks, we provide dedicated support toSuzhou’s biopharmaceutical and high-performance fiber industries. As of the end of June 2024, the threeself-developed innovative S&T finance products, namely, “Talent Loan”, “Venture Capital Loan”, and “SuzhouInnovation Loan”, had served 285 clients with a total credit line of RMB 1.455 billion.

Innovating Product Systems

To focus on improving financial services for start-up technology enterprises, the Bank has established the S&T InnovationFinance Center, a directly affiliated department of the head office, and the S&T Innovation Finance Special Sub-branch, theS&T Finance Industrial Park Sub-branch, which is the first S&T Innovation Finance Center established within the ruralcommercial bank system in Jiangsu Province. To better promote business development and enhance organizational efficiency,the Bank integrates and upgrades the S&T Innovation Finance Center to the S&T Investment Banking Department, and a S&Tdirect sales team was established, forming a technology financial service structure of “professional management by headoffice departments, specialized expansion by direct sales teams, and dedicated implementation by professional sub-branches”.The Bank has clearly defined serving leading technology talent enterprises at all levels and technology enterprises in theequity financing stage as key service objects, and has built a compound talent team that understands both S&T innovation andfinance, providing “specialized and sophisticated” team services to “specialized and sophisticated” enterprises.

Perfecting Governance Structure

To further promote the development of S&T finance, the Bank has fully considered the lifecycle of technology-basedenterprises, integrated technology credit services, and continuously updated operational procedures for innovation-drivenfinancial services. In 2024, the Bank released the %")/;)2;$c.,2)"(/9$H2&',;52,$7&2$G//&P)"(&/8I2(P,/$V(/)/'()*$%,2P(',-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C to better meet the financing needs of Suzhou’s innovation-driven enterprises.

Optimizing Business Procedures

Adhering to the positioning, the Bank launched the “Companion Growth Plan” for technology enterprises, following theprinciple of “early-stage lending, small-scale lending, and growth-oriented lending”. Through continuous product innovation,the Bank has created a differentiated and standardized product line for S&T finance, providing diversified credit support tosmall-micro technology enterprises and pioneering a specialized development path for “S&T finance”.

Exploring Green Development

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At the head office level, a “S&T Finance Lab” has been established, focusing on intellectual property in the technologysector. It analyzes key technology industries’ technological chain maps, upstream/downstream development trends, andindustry characteristics, among other aspects. By adopting a cluster-and-chain mindset, the lab aims to “understand theindustry in which clients operate, and then gain an in-depth understanding of clients through the industry chain”.

Strengthening Industrial Research

Actively engage in frequent and effective two-way investment-loan linkage with external venture capital institutions,establish an external venture capital expert database, and regularly conduct project exchanges with experts from variousventure capital firms. Learn from their investment philosophies to enhance enterprise value identification and operationalrisk assessment capabilities, “reviewing credit from an investment perspective” to better control credit business risks.

Conducting Investment-loan Linkage

For credit approvals of early-stage technology enterprises, adopt a “pre-approval + intelligent approval” model, whereS&T Finance professionals evaluate the company’s technological qualifications, and dedicated approvers conductspecialized credit limit assessments. The credit approval process incorporates intelligent risk control and analyticaldecision-making platforms, refining standardized due diligence, approval, and post-loan procedures. For companies withcomplete documentation, approval can be completed on the same day.

Perfecting Professional Approval Mechanisms

Maintain close collaboration with technology industry service providers such as securities firms, accounting firms, lawfirms, intellectual property service agencies, and technology qualification application agencies to jointly providecomprehensive services for technology enterprises.

Promoting Service Sharing

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Successful Launch of the First “Angel Loan” Business

In 2024, the Bank successfully executed its first “Angel Loan” transaction.The “Angel Loan” product is a collaborative investment-loan initiativebetween the Bank, Suzhou S&T Innovation Venture Capital Co., Ltd., theSuzhou High-Tech District (Huqiu) S&T Innovation Bureau, and SuzhouHigh-Tech Venture Capital Angel Investment Management Co., Ltd.Through risk-sharing, it supports early-stage technology enterprises inSuzhou High-Tech District.The Bank’s first “Angel Loan” was granted to a Suzhou-based company. The company is an integrated devicemanufacturer specializing in product definition, chip design, and key processes, and is one of the few domesticstartups mastering ultrasonic CIS (CMOS Image Sensor) proprietary fabrication technology. While its products arestill in the R&D phase with no mass production yet, securing bank credit support was challenging. Based onSuzhou High-Tech Venture Capital Angel’s seed-round equity investment, the Bank provided a 2-million-yuan“Angel Loan”, combining equity financing and bank credit to alleviate funding constraints and boost the company’sgrowth momentum and confidence.

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“Talent Loan” – Precision Empowerment for Sci-Tech Talent EnterprisesIn the current era of sci-tech innovation-driven development, talent-led enterprises, as the most innovative and dynamicscientific and creative groups, are the key force to promote industrial upgrading. The Bank focuses on this segment bylaunching the “Talent Loan” product, offering tailored support to accelerate the growth of sci-tech enterprises.For example, a Suzhou-based biotech company specializes in microRNA-based early disease diagnostics. Despite thefounder’s strong academic background, the company was in the R&D phase with no revenue and unverified talentqualifications, making financing difficult. The Bank provided a 1-million-yuan “Talent Loan” - its first to the company - toexpedite R&D. Another case is one of the Suzhou-based medical devices companys, which focuses on cardiovascularimplantable devices and holds 105 patents. Despite the Bank’s outstanding credentials, high R&D costs and lengthyproduct approval processes limited revenue, leaving the firm reliant on equity financing. After comprehensiveconsideration, the Bank granted a 3-million-yuan “Talent Loan”, injecting strong momentum into its development.

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Enhancing the Financing Ecosystem for Tech Enterprises via Direct Financing ToolsThe Bank has successfully structured China’s first green dual-innovation debt financing plan for a Jiangsu-based newmaterial company; facilitated the issuance of innovation and entrepreneurship corporate bonds for a mediatechnology company and a Kunshan-based optoelectronics company; partnered with Dongwu Securities to createChina’s first credit protection contracts for innovation and entrepreneurship bonds, enhancing corporatecreditworthiness and reducing financing costs through market-driven mechanisms.

Key Performance

As of the end of 2024, the Bank’s Sci-Tech Direct Team has provided credit support to over 100 early-stage tech enterprises, ofwhich 90% are talent-led startups or pre-Series A equity financing firms, with first-time borrowers accounting for 30%.

The Bank serves1,548 active sci-tech enterprise borrowers, with a

sci-tech loan balance of 18.019 billion yuan, reflecting a year-on-yearincrease of 2.183 billion yuan (13.79%).

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Innovating Digital Finance,Stimulating Growth Momentum

Key Performance

the Bank conducted 41 training sessions on financial technology and digital transformation.

During theReporting Period

The Bank places high importance on fintech and digital transformation, establishing a comprehensive governance frameworkcovering the Board of Directors, Board of Supervisors, Senior Management, and business units, with clearly defined responsibilitiesat all levels. Under Senior Management, the Bank has established the Financial Technology Management and Digital TransformationCommittee, chaired by the President, to oversee the implementation of the Bank's fintech and digitalization strategies.

GovernanceGovernance Framework

The Bank has formulated the QNQDEQNQM$G/7&2>)"(&/$F,'#/&*&91$I,P,*&.>,/"$H*)/$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&$<";C, whichestablishes clear direction, objectives, and implementation pathways for the Bank’s Financial Technology and digitaltransformation over the next three years, serving as the core guiding framework for subsequent digital initiatives. The Bank hasalso formulated rules and regulations such as the H&-"8@P)*5)"(&/$W)/)9,>,/"$W,)-52,-$7&2$I(9(")*$H2&g,'"-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&$<";. and Z&2?(/9$+,*)"(&/-$7&2$%1-",>$%5.,2P(-&2-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&C]$<";C]$ providinginstitutional safeguards to support the Bank’s Financial Technology and digital transformation efforts.

Policy System

The Bank focuses on financial technology and digital transformation, building a team of innovative talents that are professional,skilled, and efficiently collaborative. By the end of 2024, the Bank will have 145 full-time employees dedicated to financialtechnology and digital transformation, with research and development personnel accounting for 7.34%. A total of 100 employeeshold mid- to senior-level professional certifications related to their work. The Bank actively responds to national incentivepolicies by formulating the “relevant innovation incentive management measures”, which encourages innovation in financialtechnology and digital transformation and motivates employees. Furthermore, the Bank has further developed and improved awell-defined honor system and implemented a variety of flexible and efficient training programs and specialized competitions toensure the ongoing innovation capacity of the Bank.

Talent Development

During the Reporting Period, the Bank has achieved remarkable results in financial technology and digital transformation, andwas awarded the title of the 2023 “Digital Transformation Advanced Unit in Jiangsu Province” by the Jiangsu FinancialAssociation and the “2023 Advanced Collective of Financial Technology Work in Suzhou City” by Suzhou Branch of the People'sBank of China. In terms of risk prevention and control, the Bank continuously optimizes the transaction anti-fraud system, andadds new risk control models such as victim models, consumer expenditure models, and private account models. Throughoutthe year, we intercepted more than 50 fraudulent transactions and effectively intercepted over 10 million yuan of defraudedfunds, receiving praise from the Suzhou Anti-Fraud Center..

External Recognition

Financial Technology Management and Digital Transformation Committee

InformationStatisticsCenter

Digital Banking DepartmentS&TManagement

Center

SoftwareR&DCenter

OperationsSupportCenter

Financial Technology Department

?As the highest decision-making body for the Bank’s fintech and digital transformation, it is responsible for

formulating strategies in fintech and digital transformation, approving or authorizing the approval of majorrelated matters.Board ofDirectors

?The Financial Technology Management and Digital Transformation Committee consists of two

executive offices: the Financial Technology Management Office (set up under the FinancialTechnology Department) and the Digital Transformation Office (set up under the Digital BankingDepartment). The Financial Technology Management Office is responsible for overseeingfinancial technology management work, covering functions such as technology governance andrisk control, project planning and product innovation, information security protection and systemoperation and maintenance, and outsourcing service management. It relies on the softwaredevelopment center, operation support center, and technology management center to providesolid technical support and security for the Bank's digital transformation through clear divisionof labor and efficient collaboration. The Digital Transformation Office is responsible for leadingthe Bank's digital transformation work, including formulating transformation plans, supervisingimplementation, organizing cross-departmental coordination, conducting assessments,regularly summarizing reports, and promoting management innovation, while coordinatingthe implementation of business operation and management digitization to ensure the deepintegration of transformation strategies and business development.

Financial TechnologyManagement Office, DigitalTransformation Office

?Take charge of driving the Bank’s fintech and digital transformation efforts, develop strategic plans,

establish working mechanisms and institutional systems, clarify responsibilities of relevantdepartments, supervise implementation of related tasks, and regularly report to the Board of Directorsand Senior Management.

Financial TechnologyManagement andDigital TransformationCommittee

?Implement the resolutions from the Board of Directors, execute digital transformation plans, coordinate

resource allocation, and manage talent strategies.

Senior Management

?Oversee and evaluate the performance of the Board of Directors and Senior Management in fulfilling their

responsibilities related to fintech and digital transformation.Board ofSupervisors

DataApplication

Center

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The widespread application ofartificial intelligence and big datatechnology in the financial sectormay lead to data leakage andtechnical vulnerabilities due tocomplex algorithms and heavyreliance on data, damaging theBank's reputation and increasingtechnology maintenance costs.

Strengthentechnological resilience,adopt advanced dataencryptiontechnologies, andestablish robust backupand emergencyresponse mechanisms.

Increase inoperatingcostsMediumandlongterm

Operations,downstreamTechnologyRisks

Insufficient talent development inbig data applications andtechnological innovation may leadto operational errors and other risks.

Enhance professionaltraining, improvingemployees'understanding andmastery of systems andtechnologies.Increase inoperating

costsShortterm

OperationsManagement

Risks

Risk TypeDescription of Risk

PotentialFinancial ImpactImpactDuration

Impacton ValueChain

Countermeasures

The application of technologiessuch as AI large models drives theupgrading of financial services,providing more convenientfinancial services to customersand reducing service costs.

Deepen the integration oftechnology and business,conduct research oncutting-edge technologies,and enhance independentinnovation capabilities.

Reducedoperationalcosts,increasedrevenueMediumand longterm

OperationsTechnologicalOpportunities

OpportunityType

Description of Opportunity

PotentialFinancial ImpactImpactDuration

Countermeasures

StrategyIdentification of Risks and Opportunities

Financial Technology Development PlanThe Bank has formulated the$QNQDEQNQM$G/7&2>)"(&/$F,'#/&*&91$I,P,*&.>,/"$H*)/$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&$<";., whichis actively being implemented. This plan is guided by national policies such as the “14th Five-Year Plan”, the People's Bank ofChina's !"#$#%"$&'()%*#+&+,-'.)/)&+01)#2'3&$#'45655756589, and the financial technology development plan of the Jiangsu RuralCommercial United Bank. It aims to deepen the application of financial data elements and adopt multiple measures to advancedigital finance construction, improve the technology governance system, strengthen financial security foundations, and efficientlyempower the high-quality development of various business operations.

Financial Technology and Digital Transformation Strategic Plan

“Regional Bank with Leading Financial Technology Capabilities”

Strategic Development Objective:

TechnologyEmpowerment

Business-TechnologyIntegration

Data-IntelligenceDriven

SecureOperations

Six Core Principles

Autonomousand Controllable

InnovationLeadership

Through continuous investment in technological resources, achieve the “five improvements”

of financial technology during the planning periodStandardizationRegulationProcessificationAutomationIntelligence

Strategic Initiatives + Resource Guarantee

TechnologyGovernanceCapability

TechnologyServiceCapability

Data-IntelligenceSupportCapability

SecurityOperationsCapability

AutonomousControlCapability

IntelligentInnovationCapability

Impacton Value

Chain

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Enhancing Technology Governance Capability

Improve the technology operation mechanism to stimulate innovation vitality; promote the transformation ofthe technical architecture into a distributed model, enhancing the enterprise-level architecture supportcapability, and building leading technical capabilities; establish a mechanism for cultivating high-quality,multidisciplinary talents; strengthen the cultivation of a technological culture.

Enhancing Technology Service CapabilityReshape customer experience and reduce operational costs through innovative business models, whilemaintaining agility to quickly adapt to the changing demands of the market and customers; perfect the agilecollaboration mechanism for the deep integration of technology and business, and jointly realize the “Suxin+Service” technology service system.Enhancing Data Support CapabilityAccelerate the enhancement of internal data capabilities, fully leverage the value of data assets, improve dataquality, and accumulate data service capabilities. Enrich data applications through the construction of channelscenarios. At the same time, prioritize risk control and data security to build a data capability systemnecessary for digital transformation and supporting rural revitalization.Enhancing Autonomous Control CapabilityEnhance the degree of autonomy in infrastructure and technology platforms, build a financial cloud platformwith SZRCB characteristics, and provide guarantees for the business development across the industry, therebyimproving autonomous control capabilities.

Enhancing Intelligent Innovation CapabilityConduct in-depth research on the innovative applications of new technologies such as AIGC in financialscenarios, and create a new generation of digital employees through AI+RPA, empowering and reducing theburden on all employees to enhance their core competitiveness.

Enhancing Security Operations CapabilityContinuously innovate and implement cybersecurity strategies, realize multi-platform coordinatedmanagement, and improve network security protection capabilities; reconstruct the operation andmaintenance support system from both management and technical aspects, strengthen business continuitymanagement, and ensure the sustainable and healthy development of business.

Orderly Promotion of Strategic Implementation

Digital Transformation Development Plan

The Central Financial Work Conference has designated digital finance as one of the “Five Major Initiatives” setting forth newrequirements for the high-quality development of digital finance. “Digital Transformation” is one of the “Three Major Projects” underthe Bank’s “Three-One-Five” Development Strategy. It serves as a crucial approach to implementing the corporate culture of“Efficiency” and represents a new quality productive force driving high-quality business development. To achieve the transformationgoals of “improving efficiency, reducing costs, and optimizing experience”, the Bank has formulated the QNQDEQNQM$V(/)/'()*$F,'#/&*&91$I,P,*&.>,/"$H*)/$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&$<";. The plan clearly positions digital transformation as one that emphasizes“business synergy, data empowerment, and moderate innovation leadership”, and it establishes four strategic approaches of“scenario-driven, process reconstruction, synergistic coordination, and technology empowerment”, aiming to promote thedevelopment of five core digital capabilities of “customer and marketing, channels and ecosystem, products and services, risk controland compliance, and management and operations.”

“Precision” – Digital Customer and Marketing“Expansion” – Digital Channels and Ecosystem

“Agility” – Digital Product Innovation“Intelligence” – Digital Risk Control

“Efficiency” – Digital Operations

“Excellence” – Data Management

and Application

“Stability” – Digital Technologyand Infrastructure

Building a “Digitalization-Drive

Smart Bank”

Build 5 Key Digital Capabilities to Empower Business through Digitalization

Strengthen2 Foundational Supports to Build aRobust Technological Foundation

Ensure Seamless Implementation through

1 Major Guarantee

“Integration” – Digital Organization and Governance

Focus on 4 Key Objectives to Promote a Shift in Digital Transformation from

“Framework Construction” to “Momentum Building”Lean ManagementScenario-DrivenStrategy

ProcessReconstructionStrategy

SynergisticCoordinationStrategy

TechnologyEmpowermentStrategy

Intelligent RiskControl

Intelligent RiskControl

Data-Intelligence

Driven

Clarify 1 Core Positioning: Business Synergy, Data Empowerment,

and Moderate Innovation Leadership

TransformationVisionValuePositioningObjectiveDirection

CoreStrategies

DigitalCapabilities

Foundational

Support

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Financial Technology Implementation Outcomes in 2024

?Empowering the front office: The Bank promotes technology personnel to enter the frontoffice and assigns specialists to business departments to focus on solving the pain points,difficulties and blockages of project demands, thereby enhancing the effectiveness oftechnology-enabled business development.? Strengthening Primary Connections: The Bank enhances the coordination between technologyand grassroots frontline staff by organizing tech personnel to conduct in-depth research atbranch offices. Over the course of the year, 68 surveys and visits were made, fully collectingbranch feedback and converting over 90 needs, with a production rate of 90%.?Optimizing Branch Service: The Bank strengthens the standardization of branch services andinformation equipment, upgrades hardware and software devices, and improves countertransaction efficiency by 20%.

Value Delivery:

Proactive ServiceEnhances User

Experience

The Bank's financial technology focuses on customers, branches, and businesslines, and continues to optimize the user experience by aligning with customerneeds and business requirements.

Business-TechnologyIntegration: Agile

and StableDual-Mode Supports

BusinessDevelopment

? Building Agile Team: The Bank has formed seven agile teams for business-technology

integration, covering seven major scenarios such as online banking, SZRCB E-loans, and smartoperations. These teams focus on quickly solving critical issues that primary branches andcustomers are concerned with. The SZRCB E-loan project, for example, achieved a flowreversal, with customer applications increasing by 280% compared to the previous year.?Unifying Technical Architecture: The Bank unifies the application technology architecture andfront-end framework, accumulating 173 front-end components, standardizing fonts and colorschemes, enabling multi-platform deployment with one development, and re-planningmanagement application architectures to achieve full-channel and full-scenario reach for theSZRCB's applet .

?Establishing Quality System: The Bank establishes a technology quality delivery system,regularly create user experience monthly reports and quality monthly reports, execute170,000 test cases, and reduce the defect rate of key projects by 50% year on year.

The Bank establishes agile teams that integrate technology with business,combining traditional centralized architecture and distributed architecture topromote business development through an agile R&D system.

Financial Technology Implementation Outcomes in 2024

? Constructing Intelligent Scenarios: The Bank strengthens intelligent scenario construction,

reconstructs smart halls, and shortens the average business processing time by 30%, significantlyimproving customer experience.

?Exploring and Practicing Large Models: The Bank keeps up with the times in advancing theexploration and practice of large models, successfully incubates the coding assistant toolDevAssist, promotes AI inclusivity, and builds private intelligent agents.? Conducting ITAI of Core Systems: The Bank promotes the localization upgrade of the "core" systemto high standards. As of the end of 2024, the localization development of all functional moduleshas been initially completed, and the localization transformation model project of UnionPaypayment and data center migration has been successfully completed, with a performanceimprovement of more than 10 times.? Applying Financial Cloud Platform: The Bank fully “constructs” the basic support role of thefinancial cloud platform, with 100% of applications going to the cloud throughout the year, andaccelerates the construction of application containerization transformation.

Scenario Innovation:

Strengthening TheFoundation Helps toCreate aDemonstrationProject.

The Bank srives for technological innovation to "lead the way and set an example",strengthen scenario innovation and autonomous control, and orderly promote thelocalization upgrade of core systems.

In 2024, guided by the “Three-One-Five” Development Strategy and the ten key annual tasks, the Bank adhered to its founda-tional principles while pursuing innovation in areas such as information technology governance, technology services, technologyefficiency improvement, independent and controllable ITAI, intelligent scenario development, and security capability enhance-ment. These efforts continuously improved the Bank's technological governance and service capabilities.

Impact, Opportunity, and Risk ManagementEnhancing Financial Technology Empowerment

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The Bank's financial technology innovation practices have yielded fruitful results, focusing on "technology R&D - scenarioverification - results incubation" with full-chain collaborative efforts, creating benchmark cases in fields such as mobile finance,digital infrastructure, and other fields, which have been recognized by a number of industry authorities, and have systematicallydemonstrated the in-depth business-technology integration.

Every year, the Bank organizes a Programmer’s Day Staff Skills Competition, showcasing its respect for technical professionalsand recognition of the value of technology.

CaseStudy

The Bank Successfully Held the 2nd “1024 Programmer’s Day” Skills CompetitionOn October 24, 2024, the Bank successfully held the 2nd Tech Staff Skills Competition in celebration of “1024Programmer’s Day.” The event not only reflected the Bank’s respect for IT professionals, but also served as a keymoment to demonstrate its progress in cultivating a strong tech-driven culture. By adopting a competition-basedformat, the event energized the professional enthusiasm of technical staff and provided a dynamic platform forenhancing the integration of technology and business.

Advancing Digital TransformationThrough the strategic coordination of the Financial Technology Management and Digital Transformation Committee, robust riskcontrol via institutional frameworks, and the strong professional support of a talent pipeline, the Bank is committed to translatingtechnological strengths into tangible business value. The Bank aims to build five core digital business capabilities, reinforce twofoundational supports of digital infrastructure, and strengthen one key guarantee mechanism for implementation—laying acomprehensive foundation for the enhancement of digital capabilities. In 2024, the Bank fully advanced 35 digital transformationprojects, initiating and implementing 22 core tasks across key areas such as core customer group management, channeloptimization and integration, intelligent risk control development, model building and scenario-based applications.

Driving Customer and Marketing Digitalization with a Focus on “Precision”

Adhering to a customer-centric approach and leveraging cutting-edge technologies such as bigdata and artificial intelligence, the Bank concentrated on areas including customer tagging andprofiling, differentiated management of core customer segments, and end-to-end closed-loopmanagement of the integrated marketing platform, aiming to build a lean customer marketingmodel. Integrated marketing drives the development of consumer finance, with a focus onbuilding a marketing system that integrates “customer tagging and profiling + marketingresource integration + marketing campaign planning + full-process marketing control +precision marketing modeling.”?In 2024, the Bank independently developed several Quick Win projects such as “Customer Value Enhancement”and “Loan-bearing Enterprise Identification”, providing frontline marketing personnel with accurate target listsand insights to identify customer acquisition entry points.?The digital upgrade of corporate banking services significantly boosted inclusive lending. By integrating coreinformation such as operational overview, task indicators, credit approval, business processing, and customercontribution, the Bank constructed a “Corporate Business Overview Dashboard” to support precisedecision-making.?The introduction of standardized mapping tools improved the efficiency of relationship managers’ visits.Additionally, the adoption of industrial cluster insight tools, along with integrated industry chain data, enabledin-depth sector research and the establishment of multi-dimensional industry analysis models and analyticalinsight capabilities, thereby enhancing the Bank’s professional service capabilities for industrial clusters.

The Bank has increased efforts for userexperience improvement and compatibilitytesting, enhancing performance in areassuch as application loading, rendering,and startup from a technical perspective.Our personal mobile banking indicatorsrank in the top tier nationally, winning the"Leap Growth Award" at the 2024 DigitalFinance Golden Award List. The mobilebanking-related experiences andmethodologies have been recognized byJiangsu Rural Commercial United Bankand shared within the system.

Innovation of MobileBanking Agile Team

The Bank's financial technologyindependently developed and designedan intelligent quality inspection platform,integrating OCR recognition and voiceequipment technology to achieveintelligent supervision and inspection ofvouchers and audio-visual business. Itwon the "Digital Intelligence ApplicationInnovation Excellent Case" in the 2024National Rural Financial InstitutionTechnology Innovation Excellent CaseSelection

Innovation of IntelligentQuality Inspection Platform

The Bank actively promotes financialscience popularization work, practicinginclusive finance as part of the " Five MajorInitiatives", producing the short videothemed “Practicing Inclusive Finance,Making Every Bit Count—The UncommonWord Transformation Approach of SuzhouRural Commercial Bank”, which wasselected for the 2024 National FinancialIndustry Science and Technology Innovationand Science Popularization Competition,fully demonstrating the Bank's technologicalinnovation capabilities and firmcommitment to social responsibility.

Innovation in Popularization of

Financial Technology

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Facilitating Channel and Ecosystem Digitalization through “Systems”

Focusing on service scenarios, the Bank accelerated the development of a channelecosystem. It established an online service system centered on the mobile banking app,supported by WeChat banking, remote banking, and intelligent customer service; and anoffline service system based on physical branches, driven by intelligent customer serviceanalytics and supported by relationship managers. This enabled a tiered marketing funnelmodel encompassing “online marketing – remote marketing – face-to-face offline marketing.”?The Bank completed the integration of the comprehensive marketing platform with related channels andlaunched innovative customer engagement models, such as AI-powered outbound calls, WeChat and SMS,significantly enhancing front-line marketing outreach.?It built an integrated online-offline service experience by linking service halls with “PAD + Smart Counters +Traditional Counters,” enabling customers to make appointments online, obtain queue numbers upon arrival,and view real-time information on large screens. PAD terminals also offered functions such as pre-filling formsand account inquiries, reducing transaction processing time and improving overall customer experience.

Driving Product and Service Digitalization with “Agility” at the Core

The Bank established a cross-public-private marketing mechanism by creating a unifiedloan access port, focusing on customer value to drive comprehensive marketingtransformation and advancing an integrated product operation and management system.?In June 2024, the Bank launched and promoted its self-developed “SZRCB E-Loan” mini-program, which

includes multiple access points such as personal business loans. This program provides full-process loanservices for individual and small business clients, supporting functions such as initial loan face-to-facesigning, online self-application with subsequent offline re-marketing, etc. The products within the SZRCBE-Loan mini-program run stably, with a smooth and easy-to-use interface. The average credit approval timeis under 5 min, and the average loan disbursement time is under 2 min.

Driving Risk Control and Compliance Digitalization with “Prevention” as the Foundation

By leveraging diverse quantitative models and risk tools, the Bank exercises full-processcontrol over various types of risk, building a strong risk barrier. Through data integrationand iterative model optimization, the Bank continuously improves the risk control decisionengine, effectively supporting the identification of credit risks in lending business andintelligent decision-making.?During the Reporting Period, the credit system automatically integrated customer smart risk reports,enabling the online visualization of risk profiles and enhancing the investigation efficiency of marketingpersonnel. The Bank continued to add and optimize 43 risk warning signals, with red signals achieving hitrates of 96.88% for newly acquired corporate customers and 97.06% for newly acquired retail customers,allowing early detection of potential risks.

Driving Operations and Business Digitalization with “Convenience” at the Core

Upholding the commitment to financial services for the public, the Bank advances thedigital transformation in the payment sector, enhancing payment convenience, exploringthe transformation of operations into a “value center,” and expanding the scope ofcomprehensive financial services, striving to be a “financial butler”.?The Bank launched the overseas card service function on its ATMs, becoming one of the first ruralcommercial banks in China to successfully implement this feature, further meeting the paymentconvenience needs of foreign nationals in China.?The Bank implemented automatic remittance refunds and intelligent account entry features, converting

93% of manual work into system-driven automation, significantly improving the processing efficiency ofcustomer payment transactions.?The Bank completed the construction and launch of the Alipay QR code payment mini-program andone-stop fast payment agreements, enhancing the customer payment experience in both acquiring andissuing cards.?The Bank pioneers and experiments in the field of digital community services, continuously optimizes

SZRCB Service Station, promote the integration of finance and communities, as well as finance andnon-finance sectors, and build an "Finance + Life" online community service platform.

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The Bank has focused on the “Three-One-Five” Development Strategy, concentrating on information technology governance,strengthening autonomous control capabilities, and other key areas. It has clearly defined relevant work goals. By adhering tothe principles of innovation with integrity, the Bank continues to optimize its technology governance system, enhance itstechnology service capabilities, and fully support the high-quality development of financial technology, ensuring the successfulimplementation of the Bank’s strategy.

Metrics and TargetsTo enhance information technology risk management and effectively prevent risks arising during the development andapplication of information technology projects, the Bank, in accordance with its W,)-52,-$7&2$W)/)9,>,/"$&7$G/7&2>)"(&/$F,'#/&*&91$+(-?-$&7$[()/9-5$%5X#&5$+52)*$=&>>,2'()*$K)/?$=&$<";. and other internal policies, has established a reliable risk management systemcovering key stages of the information technology and digital transformation project lifecycle. The Bank employs methods andprocesses for identifying, assessing, controlling, responding to, and continuously improving risks. Based on existing resourcesand capabilities, it implements specific risk management measures to control information technology risks at an appropriatelevel, ensuring the safe, sustainable, and steady operation of the Bank. This approach fosters business innovation, enhances corecompetitiveness, and promotes continuous optimization and improvement in all areas of technology management.Fully understanding the critical importance of science and technology ethics in the development of financial technology, theBank strictly adheres to science and technology ethics and integrates the management of science and technology ethicsthroughout the lifecycle of financial technology innovation activities. This ensures that the financial technology innovationactivities of the Bank are conducted in a legal and compliant manner, and strengthens the ethical line of defense for the healthydevelopment of financial technology.

Information Technology Risk Management

The Bank attaches great importance to the intellectual property protection and strictly adheres to relevant laws and regulationssuch as the$H)",/"$<)Y$&7$"#,$H,&.*,b-$+,.50*('$&7$=#(/) and the F2);,>)2?$<)Y$&7$"#,$H,&.*,b-$+,.50*('$&7$=#(/)C$The Bank continuouslyenhances its IP protection system. During the development of R&D projects, it registers IP rights for important systems in atimely manner. During external collaborations, it uses R&D contract clauses to ensure the legitimacy of third-party intellectualproperty introduced. The Bank also emphasizes the procurement of licensed software to ensure the implementation oftechnological innovation outcomes.

Protection of Intellectual Property Rights

Patent Registration Certificate of the Bank (Partial)

Key Performance

In 2024, the Bank has invested a total of RMB 224.966 million in technological innovation.

The Bank had obtained7 software copyrights, including mobile banking softwarecopyright, data asset management platform copyright, integrated marketingmanagement platform copyright, and DevAssist intelligent development assistanceplatform, as well as 3 authorized utility model patents.

As of the end of the

Reporting Period

Goal 1

?Deepen platform applications

and enhance digital customer

group management

capabilities

?Promote enterprise WeChat

applications to achieve

full-cycle marketing within

the WeChat ecosystem

Enhance clientmanagement capabilities

Goal 2

?Develop a risk control centerand strengthen the monitoringcapabilities of the three majorcenters?Optimize the risk control portalto achieve a complete riskmanagement operation cycle

Build an integrated riskcontrol system

Goal 3

?Improve Data SecurityManagement Systems andconduct data security riskassessments?Build a data security controlplatform and enhance the datasecurity governance system

Solidify data security system

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SocialPracticing Finance for the People, ForgingToward a Better Future

The Bank actively practices its commitment to financial services for the public. It has strengthened informationsecurity management across the organization to protect data security and customer privacy, ensuring the fullprotection of consumer rights. The Bank strives to be recognized as a value bank highly recognized by societywhile adhering to social responsibility. The Bank adheres to a people-centered approach, creating ademocratic, secure, and comfortable working environment. It has built multi-dimensional promotion channels tosupport talent development, providing a broad career development platform for employees. This aims to makethe Bank a place where employees gain more happiness.

——Building a Value Bank Highly Recognized by Society

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Leveraging Dual Engines of Technologyand Digitalization, Fortifying Lines ofDefense for Cybersecurity

The Bank places a high priority on the development of its information and data security management system. The FinancialTechnology Management and Digital Transformation Committee is responsible for overseeing and reviewing major matters suchas the information security strategy planning. Under the Financial Technology Management and Digital TransformationCommittee, the Financial Technology Management Office is responsible for coordinating, supervising, and monitoring theimplementation of information security measures to ensure the orderly execution of security practices. At the business executionlevel, the Financial Technology Department focuses on the information security protection of infrastructure and applicationsystems, and is responsible for network attack defense, system vulnerability repair, and operation and maintenance risk control,to consolidate the security capability of the technical base. At the same time, the Digital Banking Department, as the leadingmanagement department for data security, coordinates the Bank's data security inspection work, formulates detailed datasecurity implementation rules, and establishes a bank-wide data security training system. We integrates deeply data security intothe security management system, with a focus on promoting data classification and grading, privacy protection, and otherspecialized tasks, to achieve full lifecycle data protection.On this basis, the Bank has also implemented a cybersecurity responsibility framework, which includes a cybersecurityleadership group chaired by the Chairman, with the President serving as Vice-Chairman. The leadership group has established acybersecurity office, headed by the Executive Vice President responsible for cybersecurity, with the Chief Information Officerserving as Deputy Director. Relevant department heads are members of the group, working together to promote sharedresponsibility for information and data security.

GovernanceGovernance Framework

CaseStudy

Technical security training to enhance vulnerability handling and protection awarenessBetween March and November 2024, the Bank organized technicalsecurity training sessions for internal technology staff, coveringareas such as web security and code security. These sessionsfocused on addressing various security issues encountered inactual work, improving the ability of technology staff to handlenetwork security threats and vulnerabilities.

CaseStudy

CISP training

To further strengthen the protection of consumer personal financial information and enhance overall information securitygovernance, the Bank has enacted a series of regulations, including the !"#$%&"$'()&'!#*#+","*-')('.#-#'/"0%&1-2')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<=>'?!"#$%&"$'()&'!#*#+","*-')('.#-#'/"0%&1-2@>'!"#$%&"$'()&'!#*#+","*-')('.#-#'A)B"&*#*0"')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<=, and !"#$%&"$'()&'!#*#+","*-')('C"&$)*#7'D1*#*01#7'E*()&,#-1)*'C&)-"0-1)*'!#*#+","*-')('31#*+$%'/%45)%'6%&#7'

8),,"&01#7'9#*:'8)';-<= These measures comply with the A%1<"71*"$'()&'.#-#'A)B"&*#*0"')('9#*:1*+'D1*#*01#7'E*$-1-%-1)*$, the A%1<"71*"$'

()&'E*()&,#-1)*'F"05*)7)+2'61$:'!#*#+","*-'1*'8),,"&01#7'9#*:$, the C")G7"H$'9#*:')('851*#H$'E,G7","*-#-1)*'!"#$%&"$'()&'D1*#*01#7'

8)*$%,"&'61+5-$'C&)-"0-1)*, and other relevant laws and regulations. These efforts adhere to the principle that “those who

generate are responsible, those who transmit are responsible, those who use are responsible, and those who store areresponsible,” ensuring continuous improvement in the Bank’s information security and privacy protection system.

Policy System

The Bank’s Financial Technology Department has a dedicated cybersecurity team consisting of 5 personnel, all of whom arecertified CISP (Certified Information Security Professional). In 2024, the Bank continuously enhances the construction of networkinformation security capabilities and has offered 2 training sessions on cybersecurity awareness.

Professional Development

In April 2024, the Bank organized CISP training for securitypersonnel. This comprehensive training on information securitysystems enhanced the professional management capabilities of thestaff. All participants passed the certification examination andreceived their CISP certificate.

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The Bank is dedicated to constructing a comprehensive information security and data privacy risk management system to meetthe needs of its digital transformation and strengthen its information security capabilities. By implementing measures such ashost security development and the construction of a SOC, the Bank continues to strengthen its cybersecurity defenses toenhance the Bank’s security operations and protective capabilities, ensuring the stability and security of financial services, whilecreating a solid barrier to protect the Bank’s innovative development and client asset safety.

Impact, Risk, and Opportunity Management

Strengthening Security Measures

StrategyIdentification of Risks and Opportunities

The Bank is committed to enhancing its overall information security capabilities. To this end, it has formulated the 31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<='IJIK'L'IJIM'E*()&,#-1)*'F"05*)7)+2'."B"7)G,"*-'C7#*, which incorporates the improvement of theinformation security system into the Bank’s strategic plan, aiming to continuously improve cybersecurity defenses, ensuringbusiness continuity and healthy development. In order to better protect the Bank’s information assets and achievecomprehensive control over network assets, the Bank has established a new security technology system that integratesdetection, response, prevention, and disposal of attack behaviors. This includes embedding security standards throughout theentire application system lifecycle.

Information Security Strategy Planning

During the Reporting Period, the Bank was awarded the “DemonstrationInstitution of the Security Management of Mobile Finance Customer APP” awardby the Beijing National Financial Technology Certification Center. The Bank alsoreceived a 2C rating in the 2023 Information Technology Regulatory Assessmentby the National Financial Regulatory Administration, ranking first among ruralcommercial banks in the Suzhou region. During the Reporting Period, the Bankobtained ISO 27001 certification for its Information Security Management System.

External Recognition

In the event of aninformation security incident,the Bank could faceregulatory penalties andreputational damage.

the Bank has strengthened itsbusiness continuitymanagement, regularly conductsinformation security inspections,carries out IT risk assessments,and continuously enhances itsinformation security framework.Increase inoperatingcostsShort

andmedium

term

OperationsDownstreamLegal Risks

Risk TypeDescription of Risk

PotentialFinancialImpactImpactDuration

Impacton ValueChain

Countermeasures

By leveraging technologicalmeasures to improveinformation network securitycapabilities, the Bankenhances the safety ofbusiness operations andenhances customer trust.

Encryption techniques and accesscontrols are used to protect datasecurity, while privacy-preservingcomputing technology enablessecure and compliant datasharing, fostering businessinnovation and optimizing thecustomer experience.

Reducedoperationalcosts,increasedrevenueMediumand longterm

OperationsTechnologicalOpportunities

OpportunityType

Description of Opportunity

PotentialFinancialImpactImpactDuration

Impacton ValueChain

Countermeasures

Security Technology System Construction

Unified Log CollectionFirewallAntivirus WallIntrusionDetection

Anti-DDoSAPT Monitoring

WirelessSecurityUser BehaviorManagement

VPNEmail SecurityDNS Security

DevSecOps

ComponentAnalysisRASP

Web TamperProofingBiometricAuthentication

SecurityHardeningApplicationFirewall

Cryptographic

PlatformCode Audits

Digital

Certificate

Data Masking

Cross-NetworkFile TransferDatabaseBastion Host

Classification AndCategorizationAPIManagement

AccessGovernanceDataWatermarking

DocumentEncryptionDLP

Hardware SecurityModule (HSM)

AutomatedPenetration Testing

VulnerabilityManagementPAM

ThreatIntelligence

SecurityConfiguration

UnifiedManagementHost Vulnerability

Scanning

Web Vulnerability

Scanning

EnvironmentalMonitoring

Sever RoomInspectionsDualAuthorizationSecurity AlarmsEntry/ExitApproval

VideoSurveillanceLocal DisasterRecovery

Remote Disaster

Recovery

DesktopManagementCirtual Desktops

Self-ServiceTerminal Security

Secure Browser

Endpoint DataLoss Prevention

Zero Trust

PatchManagement

IoT Device Authentication

EndpointAdmission Control

EndpointAnti-Virus

IntrusionDetection

AntivirusMicro-Segmentation

Database

AuditingHoneypotsBastion HostsLog AuditsAccess Control

Host Vulnerability

ScanningCloud Security

Trade SecretProtection Assessment

Cyber Insurance

Classification

Protection

SecurityTraining

Mobile AppSecurity Monitoring

Attack SurfaceManagement (ASM)

VulnerabilitCrowdsourcing Testing

Critical Infrastructure

Protection

Penetration

Testing

Attack AndDefense Drills

Security Incident

Management

CybersecurityApplication SecurityData SecuritySecurity Management

Completed: 62

UnderConstruction: 11

Planned: 7

Construction Progress as of the Reporting Period End:

Physical SecurityEndpoint SecurityHost SecuritySecurity Services

Correlation Analysis

and Display

Security Automation

Arrangement

Security Operations Center (SOC)

The Bank has established a “Two Cities,Three Centers” infrastructure, enablingdual-active data centers within the samecity and offsite disaster recovery,ensuring high availability and businesscontinuity.

Controllable Infrastructure Environment

Taizhou Offsite DisasterRecovery Center

Wujiang Primary

Data CenterShengze LocalData Center

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The Bank fully respects and protects client privacy. In channels involving client information such as online banking, mobile Apps,and WeChat, the Bank strictly enforces client privacy protection policies:

Customer Privacy Protection

The Bank’s production center sever room andkey areas are equipped with environmentalmonitoring, patrol inspection, and alarmsystems for security. The sever rooms utilizefacial recognition, fingerprint scanning, andaccess cards for authentication. Accessrequires prior approval, and access controllogs and surveillance footage are retained fora specific period.

Physical Security

By means of routing control and networkisolation, firewalls are deployed withminimal access policies and networktraffic mirroring is used to detectabnormal intrusions, while an operationsaudit system manages network devices,implementing dual-factor login andoperation auditing.

Cybersecurity

In accordance with the'!"#$%&"$'()&'!#*#+","*-')('.#-#'/"0%&1-2, important data isclassified and managed at different levels.Backup and recovery strategies are in place.Data extraction and queries require approvalthrough the data asset management platform.Sensitive information is encrypted for addedsecurity.

Data Security

The Bank deploys a security operationsmanagement system on endpointcomputers, providing antivirus protection,patch management, and control overmobile storage media. The Bankinvestigates and resolves product defectsreported by regulatory authorities toensure endpoint security.

Endpoint Security

All hosts are equipped with security systemsand undergo regular vulnerability scans.Server access is managed through bastionhosts and two-factor authentication, ensuringstandardized configurations and regularchecks.

Host Security

The Bank’s business applications usemulti-factor authentication. Onlinebanking transactions are protected bydigital signatures to prevent tampering,and transaction records include customerIP and MAC addresses. Securitymanagement for applications isstrengthened through hardening andvulnerability scanning. The transactionfraud prevention system is integratedwith key business systems, deployinganti-fraud rules to enable high-risk alertsand prevent fraudulent transactions.

Application Security

The Bank continuously conducts quarterly IT risk assessments, focusing on the following key areas: information system securitymanagement; system development, testing, and maintenance management; system operation management. The assessmentshelp effectively identify and address potential risks in management processes, leading to continuous improvements ininformation technology and security management across the organization.

Based on the results of theseassessments, comprehensiverisk prevention measures areimplemented, and high-riskareas are independently andthoroughly monitored tominimize risks.

Risk Control and Response

The Risk ManagementDepartment conducts regularrisk assessments to evaluatethe potential impact of riskson business operations, thenprioritizes the risks, andassigns correspondingpreventive measures and thenecessary resources based ontheir priority.

Risk Assessment and

AnalysisThe Bank has established aprocess for identifyinginformation security risks,pinpointing areas ofvulnerability in itscybersecurity management.

Risk Identification

The Bank carries out an annual, specialized cybersecurity audit covering areas such as network cybersecurity and data security.In 2024, the Bank conducted a specialized audit on the security management of payment-sensitive information. The auditfocused on key areas such as password management and specially engaged merchant management, identifying potential risksand driving corrective actions to continuously improve information security management effectiveness.

The Bank follows the principle ofinformed consent, clearly stating inits privacy agreements the potentialuses and risks of personal data.

When clients use specific functionsfor the first time, a pop-up windowinforms them about data collectionpractices, and data is only collectedafter receiving client authorization.Each time a client logs in orconducts a transaction, the relevantdata is verified. Transaction data isdigitally signed using certificates toprevent tampering.

When a client closes their account,the Bank deletes the relevant privacydata from the backend.

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The Bank is committed to enhancing its data support capabilities and emphasizes data security as a critical focus. It hasestablished information security risk management indicators and goals, collecting relevant data to monitor and track informationsecurity risks, ensuring that these risks remain within controllable limits.

Metrics and Targets

The Bank regularly conducts cybersecurity emergency drills and specialized training to enhance the cybersecurity awareness ofits staff. These efforts strengthen the Bank’s defense capabilities and ensure that the “Three-One-Five” Development Strategy iseffectively supported.To improve the ability to handle sudden cybersecurity incidents and establish a scientific, efficient, and rapid emergencyresponse mechanism, the Bank has developed an NB"&#77'82O"&$"0%&1-2'E*01<"*-'P,"&+"*02'C7#*, and established an emergencyresponse leadership team, led by the executive responsible for technology, with participation from relevant department heads.This team is responsible for organizing, coordinating, guiding, and inspecting the Bank’s management of cybersecurity incidentresponses. The Bank regularly carries out cybersecurity emergency drills and specialized training for all staff, followed byperiodic assessments to ensure that the Bank’s business systems operate securely and stably.

Heightening Security Awareness

For the information security rights for consumers, the Bank conducts self-inspections in five key areas related to consumerinformation security rights: collection of personal information; storage and transmission of personal information; access and useof personal information; provision and deletion of personal information; third-party cooperation. The Bank treats personalinformation protection as a foundational, long-term responsibility, ensuring it is institutionalized and normalized. It strictlyenforces the main responsibility for personal information protection.

Key PerformanceDuring theReporting Period

the Bank got engaged in 2 cybersecurity drills, in particularly, participating in 1 phishingemail drill of the Jiangsu Rural Commercial United Bank and independently implementing

1 red-blue team attack and defense drill. The drills systematically verify the Bank'scapabilities in threat monitoring, emergency response, and vulnerability remediation.

Key Performance

In 2024

no information security incidents or catastrophic accidents caused by cyberattacks, nor anyunexpected interruptions in important systems, networks, or businesses, occurred in theCompany. The Bank implemented effective control of IT outsourcing risk, achieved 0 leakageof customer privacy data, and comprehensively safeguarded the safe and sound operation offinancial businesses.

Protecting Consumers’ Rights and Interests,Building Trust-based Defense Line

The Bank has established a three-tier organizational system for the protection of customers’ rights and interests: decision,management, and execution. The Board of Directors has set up a Consumer Rights and Interests Protection Committee, and theFinancial Consumer Rights and Interests Protection Leading Group, led by the Legal and Compliance Department at the HeadOffice, works together with other departments to coordinate customer protection efforts. The Consumer Rights and InterestsProtection Center, under the Legal and Compliance Department, is responsible for leading the organization, coordination,supervision and guidance of other departments and subordinate institutions to protect the rights and interests of consumers.

GovernanceGovernance Framework

Assume the ultimate responsibility for the protection of consumers’ rights and interests, undertake overallplanning and guidance for the protection of consumers’ rights and interests, and incorporate theprotection of consumers’ rights and interests into the business development strategy and corporate cultureof the Bank.Board of Directors

Promote the effective implementation of strategic goals and policies concerning the protection ofcustomers’ rights and interests, guide the establishment of an effective management system, clarify theresponsibilities of each branch and relevant departments, and improve the assessment and evaluationmechanism for the protection of customers’ rights and interests.Senior Management

Supervise and evaluate the performance of the Board of Directors and senior management in theprotection of consumers’ rights and interests.Board of Supervisors

Undertake the protection of consumers’ rights and interests in the Bank, and organize, coordinate,supervise, and guide other departments and lower-level institutions in the protection of consumers’ rightsand interests.

Consumer Rights andInterests ProtectionCenter

Carry out relevant work as authorized by the Board of Directors, discuss and decide relevant matters, andstudy major issues and important policies on the protection of consumers’ rights and interests; establishand improve the management system for the protection of consumers’ rights and interests, and ensure theeffective implementation of relevant policies and the achievement of relevant objectives.

Consumer Rights andInterests Protection

Committee

Be established under the leadership of the Legal and Compliance Department of the Head Office, andcomprise members who come from the Retail Banking Department, the Department of Agriculture,Rural Areas, Farmers and Inclusive Finance, the Network Finance Department, the Financial MarketHeadquarters, the Financial Science and Technology Department, the Planning and FinanceDepartment, the Operations Management Department, and the General Office.Take the lead in organizing and implementing the requirements of the senior management on theconsumer protection work of the Bank; formulate consumer protection systems for aspects such asproduct and service review, complaint management, internal assessment, and financial literacy publicityand education; promote the effective implementation of the Bank’s product and service managementsystems to meet the relevant requirements for the protection of consumers’ rights and interests; andupdate relevant systems promptly in accordance with supervisory requirements and changes in themarket.

Financial ConsumerRights and InterestsProtection Leading

Group

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Strategy

Identification of Risks and OpportunitiesIn strict compliance with the ;#Q')('-5"'C")G7"H$'6"G%O710')('851*#')*'-5"'C&)-"0-1)*')('8)*$%,"&$H'61+5-$'#*<'E*-"&"$-$>'-5"'E,G7","*-1*+'!"#$%&"$')('-5"'C")G7"H$'9#*:')('851*#'()&'-5"'C&)-"0-1)*')('D1*#*01#7'8)*$%,"&$H'61+5-$'#*<'E*-"&"$-$>'and other laws and regulations, theBank has formulated the !"#$%&"$'()&'-5"'R<,1*1$-&#-1)*')('-5"'C&)-"0-1)*')('D1*#*01#7'8)*$%,"&$H'61+5-$'#*<'E*-"&"$-$')('-5"'31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<=, the C"&$)*#7'D1*#*01#7'E*()&,#-1)*'C&)-"0-1)*'C)7102')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<= toestablish a sound system for the protection of financial consumers’ rights and interests and strengthen customer servicemanagement.

Policies and Systems

The Bank establishes a mechanism for assessing the performance in the protection of customers’ rights and interests,incorporates the protection of customers’ rights and interests into the performance assessment system for institutions andemployees at all levels, and ensures the implementation of efforts in the protection of customers’ rights and interests. By settingup a Compliance Evaluation Checklist, the Bank assesses and scores employee service behaviors in dimensions such as qualityservice, information disclosure, information protection, marketing, publicity, and complaint management.

Assessment Mechanism

To comprehensively improve the quality of financial services and effectively protect consumers’ legal rights and interests, theBank has offered multiple specialized training sessions and invited experts for exchange, to enhance employees’ awareness andunderstanding of the protection of customers’ rights and interests.

Capacity Training

CaseStudy

Training on the Protection of Customers’ Rights and InterestsIn July 2024, the Bank invited experts in banking service marketing and consumerprotection research to offer training for all employees on “the Interpretation ofConsumer Protection Policies and the Handling of Customer Complaints”, aiming toenhance the Bank’s performance in the protection of financial consumers’ rights andinterests and improve the overall service quality of the Bank.

Key Performance

1,609 person-times of participants received the Bank’straining on the protection of customers’ rights and interests.During theReporting Period,

Risk TypeDescription of Risk

ImpactDuration

Impacton ValueChainExplanation of

Financial

Impact

Countermeasures

Any poor performance of the Bank inthe protection of financial consumers’rights and interests may lead toregulatory penalties, damage toreputation, and other negativeimpacts, which could adversely affectthe business operations of the Bank.

Build the system andmechanism for the protectionof financial consumers’ rightsand interests, promote thepopularization of financialknowledge, and handlecustomer complaints.

Decrease inoperatingincome andincrease inoperating costs

Short,mediumand longterm

Down-

streamLegal risks

Any failure of the Bank to respondpromptly to consumers’ financialservice or product needs or meetcustomer demands may lead todifficulties in expanding creditbusiness.

Actively respond to nationalpolicy requirements and expandfinancial services and productsaccording to local realities;strengthen market research andcustomer demand analysis,optimize financial products andservice processes in a timelymanner, improve response speedand customer experience, andenhance customer feedbackmechanisms and after-salesservices.

Reduction inoperatingrevenue

Shortandmediumterm

Upstrea

m and

downst

reamMarket risks

In recent years, the concept of“financial consumers” has gainedincreasing attention, and the awarenessof the protection of financialconsumers’ rights and interests hasbeen raised. Any occurrence of seriouscustomer complaint in the Bank mayaffect the brand image and reputationof the Bank.

Strengthen employees’compliance awareness, handlecomplaints effectively, strictlyadhere to the protection ofconsumers’ rights and interestssystems formulated by the Bank,and hold individuals accountablefor violations of the Bank’sregulations.

Reduction inoperatingrevenue

Mediumandlongterm

Downs

treamReputationrisks

The rapid development of financialtechnology provides the Bank withmore technological means to protectcustomers’ rights and interests andcan effectively improve the quality ofcustomer service.

Increase investment intechnology, equip professionaltechnical staff to continuouslyinnovate service models, usetechnologies such as big data toanalyze customer needs, providepersonalized and precise financialservices, and enhance thecustomer experience.

Operations,downstreamIncreaseinoperatingincome

MediumandlongtermTechnologicalOpportunities

Opportunity

Type

Description of Opportunity

PotentialFinancial

ImpactImpactDuration

Impacton Value

Chain

Countermeasures

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Based on the Guidelines on the 61$:'C&"B"*-1)*'#*<'8)*-&)7'()&'C"&$)*#7'8%$-),"&$H'D1*#*01#7'E*()&,#-1)*'C&)-"0-1)*'8#$"$'1*'-5"'31#*+$%'6%&#7'8),,"&01#7'9#*:'/2$-", and the'R%<1-'C&#0-10"'A%1<"71*"'S)='KLR%<1-')('-5"'C&)-"0-1)*')('D1*#*01#7'8)*$%,"&$H'61+5-$'#*<'E*-"&"$-$ issuedby the Jiangsu Rural Credit Union, the Bank incorporates the protection of financial consumers’ rights and interests intocorporate governance, corporate culture, and business development strategy, fully implementing the protection of financialconsumers’ rights and interests.

Strategic Planning for the Protection of Consumers’ Rights and Interests

The Bank attaches great importance to customer service quality and has formulated the !#*#+","*-'!"#$%&"$'()&'8)*$%,"&'

8),G7#1*-'T#*<71*+')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<=, to standardize the management of consumer complaint handling

and ensure that consumer complaints are addressed in a timely and effective manner. The Bank’s consumer complaintmanagement is subject to a management system featuring “centralized management, territorial management, counterparthandling, and division of responsibilities”. The Consumer Rights and Interests Protection Center under the Legal and ComplianceDepartment undertakes the management of consumer complaints across the entire bank and is equipped with staff to handlethe complaints.

Enhancement of Customer Satisfaction

The Bank has formulated the Administrative !"#$%&"$'()&'C&1)&'6"B1"Q')('-5"'C&)-"0-1)*')('D1*#*01#7'8)*$%,"&$H'61+5-$'#*<'E*-"&"$-$')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<=, to implement prior review for the protection of financial consumers’ rights andinterests. According to the principles of precedence, independence and objectivity, relevant functional departments providingfinancial products and services should submit relevant business rules, fee pricing and agreement terms for review before newproducts and services enter the market, to protect consumers’ rights and interests throughout all aspects of product design,marketing and promotion, and product sales.By establishing a preemptive review mechanism for the protection of consumers’ rights and interests, the Bank ensures thatbusiness departments can manage and control a series of processes, such as the retention time of customer personalinformation, purchase channels, contract signing locations, and risk notifications. We disclose information that may influenceconsumer decisions, fully alert business risks, and safeguard the eight rights of financial consumers, including the right toknow, property security, and information security, thereby effectively fulfilling the obligation to protect consumers’ rights andinterests.

Review of Financial Products

The Bank has formulated the P,"&+"*02'6"$G)*$"'C7#*'()&'!#U)&'P,"&+"*01"$')('D1*#*01#7'8)*$%,"&$')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<=, to regulate the emergency response to major emergencies in the protection of consumers’ rights and interests.Internally, the Bank has established a Leading Group for Emergency Response to Major Emergencies in the protection ofconsumers’ rights and interests, with the President serving as the group leader, the leaders in charge of the protection ofconsumers’ rights and interests as the deputy group leader, and the heads of each unit as group members. The group isresponsible for the unified leadership and command of the treatment efforts related to major emergencies in the protection ofconsumers’ rights and interests, and as necessary, decide to request instructions from or report to local governments andregulatory agencies. The office of the Leading Group for Emergency Response is located in the Legal and ComplianceDepartment which is responsible for leading, organizing, coordinating, and supervising all units in the emergency response tomajor emergencies affecting financial consumers.

Emergency Management

To effectively prevent and respond to potential risks in the protection of consumers’ rights and interests work, the Bankcontinuously improves the protection of consumers’ rights and interests review mechanism. This includes measures such asstrengthening financial product reviews, improving emergency management mechanisms for unexpected events, optimizingcomplaint management and enhancing financial publicity and education, to safeguard the legitimate rights and interests ofcustomers.

Impact, Risk, and Opportunity Management

Classification ofMajor Emergencies

Based on the scope and severity of impact, majoremergencies affecting financial consumers are classifiedinto four levels: extremely severe (Level I), major (LevelII), significant (Level III), and general (Level IV).

Timely Reporting andClassified SubmissionEach unit should follow the principles of timeliness,accuracy, and completeness, and report to the businessmanagement departments and the Legal andCompliance Department of the Head Office in a timelymanner.

Development of a SpecificEmergency Response PlanA specific emergency response plan should be developedand implemented. Relevant departments should fully utilizetheir business resources and work experience to proposeemergency response suggestions and take effectivemeasures to carry out emergency response efforts.

External Reporting

The emergencies should be reported to the People’sBank of China, the National Financial RegulatoryAdministration, the Jiangsu Rural Credit Union, the publicsecurity organs, and other relevant authorities asrequired.

Establishment of an EmergencyResponse Working GroupUpon receipt of the report, the Leading Group will promptly form an Emergency Response Working Groupconsisting of relevant department heads, professional technical personnel, legal advisors, and other experts, ordesignate the leading department for emergency response.

Emergency Response Process for Major Emergencies

Acceptcomplaints

Investigateand verify

Handlebased onfindings

Providefeedback

Organizeand file

MakestatisticalanalysisDetermineresponsibility

Conductassessment and

evaluationConsumer Complaint Handling Process

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The Bank actively carries out knowledge dissemination and publicity for the protection of financial consumers’ rights andinterests. We have formulated the !#*#+","*-'!"#$%&"$')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<='for KnowledgeDissemination and Publicity for the Protection of Consumers’ Rights and Interests. The Consumer Rights and InterestsProtection Center under the Legal and Compliance Department is primarily responsible for drafting the annual financialknowledge dissemination and publicity plan, organizing various activities, and formulating the annual training plans for theprotection of consumers’ rights and interests.

Knowledge Dissemination and Publicity for the Protectionof Financial Consumers’ Rights and Interests

CaseStudy

Financial Knowledge to the Countryside, Beneficial Policies to Farm FieldsIn May 2024, the Bank held a “five-entry” event forthe centralized education and publicity on financialknowledge, and a special publicity event themed“Entry into the Countryside”. The “Five-Entry” con-centrated education and publicity event focused onbusiness scenarios and high-frequency mattersrelated to the daily lives of the public, and wascarried out in the rural areas, communities, cam-puses, enterprises and business districts. Relyingon the Bank’s “Jiangcun Service Station” inclusivefinancial service points, the “Entry into the Coun-tryside” special event, enhanced the public’s finan-cial literacy of the public and their ability to identi-fy and prevent risks, by bringing financial knowl-edge and people-friendly policies to the fields,villages and houses through on-site explanation,case analysis and other forms.

The Bank has established smooth complaint channels by integrating hotlines for the protection of consumers’ rights andinterests, account service, and elderly service, and standardizing and publicizing channels and relevant information. Additionally,the posters for the protection of consumers’ rights and interests are circulated on electronic screens in branches. Furthermore,the Bank actively organizes the “President Reception Day” activities to allow the President to listen to the urgent and pressingdemands of the public, and creates a harmonious and healthy financial environment. During the Reporting Period, the Bankreceived a total of 418 complaints from external sources and participated in 4 dispute mediation cases through the “SuzhouBanking and Insurance Dispute Mediation Platform”.

CaseStudy

“School-Bank Collaboration to Build a Line of Defense – Xiaoyuan Anti-FraudProtection for Campus” CampaignIn May 2024, the Bank dispatched the Xiaoyuan Service Team to the campus to launch an anti-telecom fraudpublicity campaign. We shared typical case studies and provided a detailed explanation of the type of frauds thatstudents in this age group might encounter. We also organized an interactive anti-fraud quiz, distributed ID cardholders with anti-fraud labels, and invited both faculty and students to in raising fraud awareness. Through these funand engaging activities. we aimed to deepen the understanding of anti-fraud knowledge among students andfaculty.

CaseStudy

Launch of the “3·15” Financial Security Publicity CampaignOn the occasion of “3·15” in 2024, the Bank launched a series of financial security publicity activities, set uppublicity boards and brochures in the public education areas of its business outlets and rural inclusive financialservice points, and utilized the screens and TVs of its business outlets to circulate publicity slogans and posters,with a view to enhancing the financial literacy of the public.To further enhance financial knowledge dissemination,the Bank cooperated with various towns to jointly carry out a series of activities themed “Seeing Beautiful Villagesin Jiangsu” and “Sending Drama to the Countryside”, to promote the financial knowledge publicity, prompt the riskof telecom fraud, guard against illegal financial activities, and protect the people’s financial security.

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The Bank, in accordance with the spirit of the Central Financial Work Conference, has formulated the following objectives andwork plan of protection of customers’ rights and interests for 2025 to improve the financial system, optimize financial services,and prevent and mitigate risks:

Metrics and Targets

Key PerformanceDuring theReporting Period

the Bank held a total of180 events for financial consumer protection education and

publicity, with a total duration of 360 hours.

Achievement in 2024GoalIndicator

100%√Customer Complaint Resolution RateResolution Rate: 100%

Enhancing the Effectiveness

of Complaint CoordinationAccording to the 8)*$%,"&'C&)-"0-1)*';1*:#+"'8)*-#0-'D)&,> theBank has clarified the personnelresponsible for complainthandling in each department andbusiness, clearly defining eachdepartment’s tasks in complainttreatment. Through a complaintregister, complaints are promptlyrecorded, accurately dispatched,assigned to dedicated personnel,and reviewed within a specifiedtime frame, with timely feedbackprovided on the results.

Resolving Disputesthrough Multiple ChannelsCustomers are encouraged tomediate disputes through theSuzhou Banking and InsuranceDispute Mediation Platform whichcan reasonably divert complaintsto reduce the total number ofredirected complaints.

Optimizing PersonalInformation ProtectionMechanismsThe Bank has revised relevantpersonal financial informationprotection policies, conductedself-checks to enhance datagovernance and securitymanagement for the entire lifecycleof personal financial information,and improved the management ofpersonal customer financialinformation security.

Practicing Finance for Positive Societal Impact,Nurturing Hope for People's Livelihoods

We always uphold our social responsibility, actively participate inpublic welfare causes, support sustainable social development,contribute to the achievement of the goal of common prosperity,and strive to become “a Value Bank Highly Recognized by Society”.As the Honorary President of the Sixth Board of Directors of theWujiang Charity Federation, the Bank remains committed to givingback to society, actively participate in charitable activities, andcontinually make contributions in the social welfare domain. Relyingon the “Rainbow Volunteers” and “Xiaoyuan Service Team” brands,we collaborate with pioneering party members and key businesspersonnel to strengthen our volunteer service efforts, includingsupport for exam candidates, elderly assistance, and communityconvenience services. We are building a standardized andsustainable public welfare service system.

Social Welfare and Charity

Honorary President of the Sixth Board ofDirectors of Wujiang Charity Federation

Charitable DonationsCaseStudy

坚守初心，新春捐赠显担当

In 2024, the Bank participated in the "Charity Donationfor New Year" event in Wujiang District. During theevent, the Bank once again demonstrated its commit-ment to love and responsibility by making a donationof RMB 2 million. This donation will be specifically usedto support charitable efforts in Wujiang District, allow-ing more people in need to feel the warmth and careof society.In addition, the Bank was awarded the title of "MostCharitable Donor Enterprise of 2023". This recognitionis not only an affirmation of the Bank’s charitableachievements over the past year but also a recognitionof the Bank's long-standing commitment to charity andactive participation in public welfare undertakings.

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CaseStudy

Protecting Beautiful Villages with Financial Knowledge

The volunteers of the Bank carried out a financial publicity activity themed "Building Beautiful Villages,Strengthening the Anti-Fraud Defense Line" at the "Jiangcun Service Station" in Kaixiangong Village, MiaogangTown. They explained the knowledge on anti-telecom fraud and demonstrated methods of identifying counterfeitcurrencies in a variety of forms.

The volunteers of the Bank also visited the Tuncun Elderly Activity Center to promote financial knowledge, andenhance the risk prevention awareness of elderly consumers by distributing leaflets, answering inquiries, andconducting scenario drills. In scenario drills, they simulated interactions between fraudsters and the elderly, anddemonstrated four major traps, allowing elderly consumers present to feel the harm of financial fraud in the scene.

The volunteers of the Bank entered Shanwan Village in Fenhu to carry out a financial knowledge publicitycampaign themed the “Entry of Financial Knowledge into the Countryside”. They introduced laws concerninganti-telecom frauds to over 200 villagers through on-site explanations, case analyses, and prize-based Q&A,analyzed five common telecom fraud cases, taught anti-fraud techniques, and helped villagers protect their money.Our volunteers also invited villagers to watch anti-fraud films to help enhance villagers’ anti-fraud awareness.

CaseStudy

Joining Hands with Hospitals to Build a Defense Line for Healthy FinanceThe volunteers of the Bank joined hands withSuzhou BOE Hospital to launch the "Bank-HospitalCooperation to Build a Line of Defense for HealthyFinance" event in Yejian Village of Tongli Town.The event provided villagers with health checkupservices and promoted financial knowledge,deepening villagers’ understanding of depositinsurance, counterfeit money prevention and otherbasic financial knowledge. The villagers activelysigned up and eagerly participated in the event.

暖心护航高考季

During the National College Entrance Examination, the volunteers of the Bank set up 17 support points for theexam season across Wujiang District, Wuzhong District, High-tech Zone, and Xiangcheng District. We provided“Love Exam Assistance” services, offering free stationery sets, photocopying services, rest seats, and anti-heatmedications to students and their families, cheering for the students and supporting their dreams.

Xiaoyuan Service Team Delivering Special Door-to-Door Services to Warm Hearts

Grandpa Lu in Tuncun Village was injured in a traffic accident and had limited mobility. The volunteers of theTuncun Branch visited Grandpa Lu to assist him with the authorized face-to-face signature process.The husband of Aunt Zhao from Xiangcheng suddenly suffered a stroke and became bedridden. The volunteers inthe Xiangcheng Branch of the Bank went to her home to verify the situation, opened a green channel, andassisted Aunt Zhao in activating the financial function of her spouse’s social security card.

CaseStudy

CaseStudy

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CaseStudy

Public Welfare Bazaar to Safeguard Workers’ MoneyOn March , 2024, the volunteers of the Bank, in collaboration with the Xiliu Social Work Service Agency in WujiangDistrict, jointly held a public welfare bazaar themed "Inheriting Lei Feng's Spirit, Continuing the Red Bloodline" toprotect the money of the worker group. At the event, volunteers patiently and carefully introduced to workers howto effectively prevent financial fraud and illegal fundraising, answered their questions regarding personal finances,and further raised their financial security awareness by distributing promotional materials and giving out small gifts,thus sending them the warm care of the Bank.

Lending a Hand with Love: Blood Donation DriveIn January 2024, the Bank actively organized a team of volunteers to participate in a voluntary blood donationcampaign, practicing social responsibility through concrete actions. Volunteers rolled up their sleeves and passedon their love with warm blood, contributing their valuable efforts to ensure the supply of blood for clinical needsand help to save lives. This vividly interprets the spirit of volunteerism of “dedication, fraternity, mutual assistanceand progress”.

IndicatorUnit2024Public Welfare and Charitable Donation FundsRMB 10,000

224.23

Support for community development

The Bank is committed to supporting community develop-ment. Given the rising expectations of residents for enhancedcommunity experience in the context of digital life, we haveestablished the “SZRCB Service Station” as part of a compre-hensive community service model. This service station blendsbanking and community ecosystems, offering both financialand non-financial services through collaborative partnershipswith local streets and communities. Through thoughtfullydesigned online and offline scenarios, we engage residents infrequent and effective interactions, collaborating with com-munities to enhance overall service levels.

Construction of Integrated Community Service Points

SZRCB Service Station Activities Snapshot

The Bank organizes and carries out ideological guidance and services for newly employed groups, launches the Party BuildingService Project themed “Bringing Warmth to the ‘Newly’ Employed Groups”, and set up the Party Building Service Alliance forNewly Employed Groups. We have held a total of 76 activities such as free health consultation, legal aid, skills training andsummer camps for children of newly employed groups, and more than 3,000 gift packs were distributed to warm the hearts ofNewly Employed Groups.

Community Services for Newly Employed Group

Warming the “Newly” Employed Groups to Move Forward TogetherIn addition, the Party Committee of the Bank has set up rest stations for new citizen groups at 14 outlets, and offered the "SixExemption Services" as a heartfelt initiative aimed at new citizen groups, providing genuine care and attention. In January 2024,as part of the "Bringing Warmth to the ‘Newly’ Employed Groups" service project, a charitable assistance fund was established.The first batch of five new industry practitioners addressed their urgent problems and worries with the fund, allowing more ser-vices to accurately benefit newly employed groups and support "steady happiness".

CaseStudy

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The Board of Directors of the Bank views human resources as the core driver of sustainable development, scientificallyformulating strategic planning for human resources to ensure that human resources management is highly aligned with anddeeply integrated into the Bank’s strategic orientation. The senior management of the Bank is responsible to the Board ofDirectors and resolutely implements the strategic deployment. Internally, we have established a comprehensive and closelylinked human resources management system that covers all functions.To ensure the smooth implementation of human resources planning, the Bank’s senior management has set up a dedicatedHuman Resources Department responsible for employee recruitment, training, development, compensation, and benefits. TheBank strictly adhere to laws and regulations such as the ;#O)&';#Q')('-5"'C")G7"V$'6"G%O710')('851*# and the ;#O)&'8)*-&#0-';#Q')('-5"'C")G7"V$'6"G%O710')('851*#, and have formulated a series of rules and regulations, including the !"#$%&"$'()&'!#*#+","*-')(';#O)&'

8)*-&#0-')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<=, !"#$%&"$'()&'!#*#+","*-')('6"0&%1-,"*-')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'

8)';-<=>'!"#$%&"$'()&'!#*#+","*-')('P,G7)2""'P<%0#-1)*'#*<'F&#1*1*+')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<=>'#*<'!"#$%&"$'()&'

!#*#+","*-')('P,G7)2""'8),G"*$#-1)*')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<= These regulations establish a full-processmanagement system that covers strict recruitment selection, precise education and training, scientifically designedcompensation and benefits, and clear and transparent promotion systems.At the same time, the Party and Mass Work Department of the Bank plays an essential role in meeting employee needs,promoting employee care, and continuously improving the working environment. Each business department deeply integratesinto the human resources management system, focusing on specialized talent development and differentiated incentives andconstraints. We systematically enhance employees’ professional skills and fully stimulate their innovative potential and valuecreation abilities. Branch offices play a crucial role in human resources management, directly managing employees and teambuilding. They strive to create a collaborative and positive team atmosphere where employees can truly feel a sense ofbelonging and value in their daily work, injecting continuous impetus into the sustainable development of the entire bank.

Governance

Upholding People-Centered Development, Creating aTapestry of Happy LifeThe Bank always adheres to a people-centered approach, committed to creating a democratic, harmonious, safe, andcomfortable working environment. We build multi-dimensional career promotion pathways, fully empowering talentdevelopment, and providing a broad career development platform for employees at various positions and stages. We aim tocreate a positive working environment where every employee can experience a sense of achievement, belonging, and happiness,transforming the Bank into an organization where employees gain more happiness.

StrategyIdentification of Risks and Opportunities

The Bank has made “building a bank where employees gain more happiness” one of the key goals of the “Three Banks”strategic vision. Guided by the Party’s innovative theories, the Bank continues to explore innovative paths for employee growth,fully safeguarding employees’ rights and interests. It has implemented numerous physical and mental well-being actions,fostering a healthy, civilized, and vibrant corporate culture that encourages full participation from employees, creating a stablefoundation of happiness for the hardworking employees at the Bank. Based on the F5&""LW"#&'T%,#*'6"$)%&0"$'."B"7)G,"*-'C7#*'()&'-5"'6%&#7'8),,"&01#7'9#*:'/2$-",')('31#*+$%'C&)B1*0", the F#7"*-'."B"7)G,"*-'C7#*'()&'-5"'XK-5'D1B"LW"#&'C7#*'C"&1)<')('31#*+$%'6%&#7'

8),,"&01#7'9#*:$, and the ."B"7)G,"*-'/-&#-"+2'C7#*'()&'31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<='(&),'IJIY'-)'IJIZ, and in light of

its own reality, the Bank has developed and implemented the T%,#*'6"$)%&0"$'C7#*'()&'31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<='(&),'IJIY'-)'IJIZ= The goal is to build “a benchmark bank leading the industry, a value bank highly recognized by society, and abank where employees gain more happiness”. The plan focuses on the all-round introduction, cultivation, utilization, andmanagement of talent, aiming to develop four high-quality talent teams specializing in operational skills, marketing, professionaltechnology, and business management. Adopting a systemic approach, the Bank continuously optimizes its recruitment, training,development, incentive, and constraint mechanisms, striving to elevate its human resources to a new height and provide strongtalent support and intellectual guarantees for the Bank’s high-quality development.During the Reporting Period, the Bank was awarded the “5A Credit Unit in Labor Security in Suzhou City” and the

“Outstanding Demonstration Member Unit for Building Harmonious Labor Relations in Suzhou City”.

Human Resource Strategy Planning

The outflow of importantmanagement personnel orprofessionals may negativelyimpact the stability ofoperations and businessdevelopment of the Bank.

?Improve recruitment andtraining mechanisms to attractand retain talented individuals;?Enhance employee care andcommunication to continuouslyboost employees’ sense ofhappiness and belonging;?Focus on employees’ needsand expectations to effectivelyimprove employee satisfaction;

Short term

Mid term

Short term

Mid term

Operations

Operations

Operational

Risks

Risk TypeDescription of Risk

Reporting

Period

Impacton ValueChain

Countermeasures

Reduction inOperatingRevenue

Focus on people-centereddevelopment and enhanceemployee skills to lay a solidtalent foundation for thelong-term development of theBank.

?Incorporate talent selection,development, utilization, andretention into the strategicplanning;?Define career developmentpaths, provide fair promotionmechanisms, and create aharmonious and inclusivecorporate culture atmosphere;?Improve corporate culturebuilding and enhanceemployee’s cultural recognition.

MarketOpportunities

Increase inoperatingincome

Explanationof FinancialImpact

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FemaleMale

Number of NewEmployees byGender

93Person

78Person

Under 30 (Exclusive) Years Old30 (Inclusive) to 40 (Exclusive) Years Old40 (Inclusive) to 50 (Exclusive) Years Old

Number of NewEmployees byAge

157Person13Person

1Person

Number of New

Employees

?The Bank actively plans andcollaborates with universities tohold campus recruitment fairs andparticipate in various recruitmentand job fairs to attract moreoutstanding graduates.

?The Bank strengthens cooperationwith key universities by establish-ing internship bases and graduatestations, expanding talentrecruitment channels.

“Looking for the Koi DreamTeam” Campus Recruitment

“Koi Dream·Fish Fry” InternshipProgram

Unique Recruit-

ment Model

Recruitment Site

The Bank places great importance on the workforce stability and continues to strengthen human resource risk prevention,effectively laying a solid foundation for its development. The Bank upholds the principle of “promoting based on performance,evaluating talent by achievements, allowing for the advancement and demotion of leaders, and enabling the free entry and exitof employees”, and applies a scientific and democratic management model. The Bank places a high value on employeedevelopment and training, establishing a comprehensive system that offers a wide range of training courses and learningopportunities. It has created “energy hubs” and “refueling stations” to support employees in their personal career growth. The“sense of fulfillment” experienced by employees is not only reflected in their career advancement and professional skilldevelopment but also in the Bank’s commitment to understanding and addressing employee needs through interviews andsatisfaction surveys. The Bank ensures personalized care for its employees, fully safeguarding their well-being, and integratesthe creation of a “happy bank” into every aspect of their work and personal lives.

Impact, Risk, and Opportunity Management

Recruitment and EmploymentRecruitment ManagementThe Bank has developed the !"#$%&"$'()&'!#*#+","*-')('6"0&%1-,"*-')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<= and other relevantsystems. Based on a comprehensive analysis and review of the Bank’s human resource needs, the Bank formulates an annualrecruitment plan to ensure the scientific and standardized nature of the recruitment process, accurately matching talent withorganizational needs. Throughout the recruitment process, the Bank treats all candidates equally and strictly executes theconditions outlined in the recruitment announcement. This ensures a fair, just, and transparent recruitment process.The Bank focuses on targeted strategies, continuously strengthening the construction of talent sources. It has established arecruitment model centered on campus recruitment, with social recruitment as a strong supplement, aiming to attract excellenttalent from various fields. The Bank actively provides employment opportunities for university students, and organizes campusrecruitment presentations, winter and summer internships, and other activities to build a bridge for students to communicatewith society. In addition, leveraging the brand advantage of “Suzhou Rural Commercial Bank”, the Bank has designed arecruitment visual system and created a recognizable brand image with the “Suxiaoyu” mascot, further enhancing the promotionand visibility of the Bank’s employer brand. The Bank actively provides employment opportunities for university students byhosting campus recruitment events, organizing summer and winter internships, and creating a bridge between students andsociety.

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Employee Diversity Structure

Employee Structure

FemaleMale

Number ofEmployees(by Gender)

947 Person

1,028 Person

Number ofEmployee (by

EducationLevel)

Below Bachelor’s DegreeBachelor’s DegreeMaster’s Degree or Above

208 Person

1,478 Person

289 Person

Under 30 (Exclusive) Years Old30 (Inclusive) to 40 (Exclusive) Years Old40 (Inclusive) to 50 (Exclusive) Years Old50 Years Old or Above

Number ofEmployees

(by Age)

455 Person

956 Person

284 Person

280 Person

IndicatorUnit2024Total Number of EmployeesSigning Rate of Employement ContractNumber of Employees of Minority NationalitiesPercentage of Employees of Minority NationalitiesProportion of Female Management

Person%Person%%

1,975

0.35

35.27

Remuneration and BenefitsRemuneration Management

To continuously motivate employees, enhance their work experience and sense of belonging, and promote the Bank’s steadyoperation and sustainable development, the Bank has developed the !"#$%&"$'()&'!#*#+","*-')('P,G7)2""'8),G"*$#-1)*')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<= In accordance with relevant requirements, employee compensation is divided into three majorcomponents: basic salary, performance-based pay, and benefits. The Bank strives to build a remuneration distributionmechanism that balances efficiency and fairness, business development and risk compliance, and short-term performance withlong-term benefits.Performance Appraisal and AppealsThe Bank has established a comprehensive and all-encompassing performance evaluation system covering all roles andfunctions. Based on its business reality, the Bank has developed an incentive mechanism that balances both short-term andlong-term goals. In the multi-dimensional and multi-layered performance management process, the Bank emphasizes thecoordinated development of scale, efficiency, structure, and risk. The Bank integrates core concepts such as social responsibilityand risk control into the appraisal system, while also including key indicators like structural optimization and efficiencyimprovement. This helps create a reasonable incentive and constraint mechanism, empower business development and drive theimprovement of the “new quality productive forces”.In terms of the appeal mechanism, the Bank places great importance on two-way communication between employees andsupervisors. By utilizing digital tools, the Bank has established a stable and efficient performance feedback system, allowingemployees to access their performance appraisal results through a mobile APP.During the Reporting Period, the Bank conducted in-depth data analysis, combined with a comprehensive grassroots research,to reshape performance management for 2024. We optimized the way performance scores are distributed, improved thethree-tier structure, and established effective links between different tiers and peers, while reasonably assigning common andindividual indicators. In 2024, 100% of employees of the Bank underwent regular performance appraisals.

Employee BenefitsThe Bank prioritizes employee needs and is committed to building an employee-oriented welfare system. It legally maintainsemployees’ social insurance and housing funds and ensures that employees enjoy statutory holidays, paid annual leave, sickleave, work injury leave, and other vacation rights. Additionally, the Bank offers employees a series of unique benefits, includingsupplementary commercial insurance, meal subsidies, health check-ups, holiday allowances, birthday benefits, and groupactivities. These benefits are designed to support employees’ work, physical and mental well-being, and overall quality of life,thus fostering strong motivation for the Bank’s long-term development.

Social Insurance Coverage Rate100%

Per Capita Paid Annual Leave

8.78Days

Number of Employees in DifficultyReceiving Assistance

14Person

Amount of Assistance for Employ-ees in Difficulty

4.1RMB 10,000

Benefits andRemuneration

2024

The Bank attaches great importance to the structural optimization and diversification of its workforce, and continues to promotethe diversification of the workforce in terms of age, gender, educational background, and professional ability, effectivelyenhancing organizational vitality and innovation capability.

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Key Performance

In 2024, the Bank conducted a “Happiness Index” survey, with a participation rate of

98.27%, and 96% of employees reported feeling happy.

Democratic Management and Employee SatisfactionDemocratic Governance

The Bank has consistently carried out democratic management for employees, strengthened the construction of trade unionorganizations, and established regular communication and home visit mechanisms. These efforts aim to gain a deep understandingof employee needs and fully ensure employees’ rights to be informed, participate, express their views, and supervise. The Bank fullyutilizes the democratic management and democratic supervision roles of employee representatives to protect their legitimate rightsand interests. By the end of the Reporting Period, the trade union membership reached 100%, covering all employees. This has trulyensured that every employee is integrated into the democratic management system, jointly building a harmonious and progressivecorporate environment.The Bank emphasizes practical action and broad public recognition, conducts mutual evaluations between departments andbranches, implements “one-on-one interviews” with employees, organizes anonymous voting for democratic evaluations ofmanagers, and pioneer the “Public Review System” to select reserve talents. These initiatives allow the exercise of employees’ rightto speak, participate, and supervise, creating a new environment where employees can rise and fall based on merit, and fostering afair and just environment for striving.During the Reporting Period, the Bank held the 16th session of the 5th Employee Representative Congress, where 16 proposalswere discussed and deliberated, including the IJIY R**%#7'[)&:'6"G)&->'-5"'IJIY'R**%#7'6"G)&-')*'P,G7)2""'/%G"&B1$)&$H'[)&:>'and the'C&)G)$#7'()&'-5"'IJIK'/#7#&2'9%<+"-. The representatives present voted on the proposals by anonymous ballot, resulting in 16 resolutions.

Employee Satisfaction

The Bank places great importance on employee happiness and conducts an annual happiness index survey to listen toemployees’ genuine voices, precisely identify and promptly address their real issues. In 2024, the Bank conducted an employeehappiness index survey by focusing on seven key dimensions including health protection, interpersonal relationships, trainingopportunities, work adaptation, compensation and benefits, self-realization, and career development. The survey results showeda 9.17% increase in employee happiness compared to 2023.

Number of Projects Approvedby the Employee Congress

16Item

Number of Projects Approvedby the Employee Congress

2Item

Proportion of Labor Unionmembers to In-service Employees100%

DemocraticGovernance

2024

Training and DevelopmentEmployee trainingThe Bank has formulated a series of policies, such as the !"#$%&"$'()&'!#*#+","*-')('P,G7)2""'P<%0#-1)*'#*<'F&#1*1*+')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<= and the !"#$%&"$'()&'!#*#+","*-')('E*-"&*#7'F&#1*"&$')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<=to advance the scientific, institutionalized, and standardized approach to education and training. With a focus on basicmanagement and capability enhancement, the Bank adheres to the principle of combining internal and external training. Usingboth online and offline teaching methods, including lectures, discussions, and practices, the Bank expands training channels,broadens the training scope, and builds a comprehensive employee training system that covers all levels, business areas, andpositions. This empowers employee growth and business development.

Promotion of the “Three Major” Training ProgramsLeadership Refinement Training

Professional SkillEnhancement Training

Empowerment andSpecialized Training

Growth Potential Cultivation Training“Koi Dream Fish Leap” Training forNew Employee Hired via Campus

Recruitment

Training for Employees via Social

Recruitment

New Client Manager Training

Creation of “Two” Course Systems

Internal CoursesExternal Courses

Internal trainer

team building

Building alearning platform

The Bank places great emphasis onthe development of its internaltrainer team, focusing on threecore areas: departmentcollaboration, trainer cultivation,and trainee experience, toeffectively improve the quality andeffectiveness of training. The Bankcurrently boasts 139 internaltrainers, with over 42% of thembeing management, achieving fullcoverage across business lines.

The Bank strengthens thetechnological support for trainingmanagement, integrating andsystematizing employee trainingrecords, internal trainer database,and external instructor resources. It

has also developed an onlinelearning management system,defining appraisal requirements to

improve the refinement andintelligence of training management.

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Internal Trainer Talent Show

CaseStudy

Internal Trainer Talent ShowFrom April to October 2024, to further explore and cultivate an outstanding team of instructors with far-reachinginfluence and broad dissemination in their professional fields, and to build a solid support system and talent guarantee,we are driving high-quality development across the Bank. We successfully held the “Internal Trainer Talent Show”,focusing on five major themes: company business, retail business, risk prevention, operations management, and openinnovation. The event attracted enthusiastic participation from employees across the Bank. Outstanding competitorsthoroughly analyzed business challenges, shared practical insights, and vividly told workplace stories, showcasing thestyle and charm of our in-house trainers from multiple dimensions. The competition saw the emergence of a group ofexcellent in-house trainers, accumulating a large number of high-quality courses. This not only improved the internaltrainer system but also achieved a closed-loop management model featuring explicit experience, structured knowledge,and systematic inheritance, injecting new momentum into the Bank's business transformation and talent development.

The Bank has built the “Koi Dream Series” distinctive training system, which is structured around four chapters: Fish Fry, FishLurk, Fish Leap, and Fish Soar. This system covers internship programs, recruitment, new employee training, and furthertraining, continuously empowering employee growth and promoting the talent pipeline development of the Bank.

Koi Dream Fish FryKoi Dream Fish LurkKoi Dream Fish LeapKoi Dream Fish Soar

Internship Program

Personnel RecruitmentNew Employee TrainingEnhancement Training

Koi Dream SeriesTraining System ofSuzhou RuralCommercial Bank

CaseStudy

“Koi Dream Fish Leap” New Employee Training CampIn January and July 2024, the Bank successfully held two sessions of the “Koi Dream Fish Leap” New Employee TrainingCamp. Through systematic teaching, the program helped new employees quickly adapt themselves to the workingenvironment, better integrate into the Bank family, and complete the transition from “campus life” to “work life”.

“Koi Dream Fish Leap” New Employee Training Camp

CaseStudy

Middle Management Training Class

In April 2024, the Bank successfully held the middle management training class. Through a combination of online andoffline training, specialized lectures, and self-learning, the program comprehensively trained high-quality middlemanagement team.

Middle Management Training Class

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CaseStudy

Focus on practical action, wisdom amassment for empowerment- management personnel and three major think tanks trainingIn October 2024, the Bank successfully held management personnel and three major think tanks training. Usingdiversified teaching methods, including case analysis, role playing, and interactive discussions, the training aimed toimprove the comprehensive quality of management and staff, empowering the Bank’s high-quality development.

Management Personnel and Three Major Think Tanks Training

Investment inemployee training464RMB 10,000

Number of trainingprograms conducted

73Item

Number of employeetraining sessions180Session

Total number ofparticipants in training52,080Person-times

Average Training Durationper Employee

134.39Hour

Employee trainingcoverage100%

Employee

training

CaseStudy

Credit Loan Marketing TrainingIn June 2024, the Bank successfully held a credit loanmarketing training program. The training focused oninnovative approaches and methods for credit loan issuance,addressing practical challenges and issues in creditoperations, optimizing credit resource allocation, andimproving credit management levels.

Credit Loan Marketing TrainingCaseStudy

Learning and Reflecting, Action with Distinction - Comprehensive Teller Rotating TrainingFrom July to August 2024, the Bank successfully held the comprehensive teller rotating training. Based on the principleof “internal training as the main focus, supplemented by external training”, the training upgraded course content,distilled practical experiences, and developed a team of comprehensive tellers with high business proficiency, strongrisk awareness, and excellent service quality.

Comprehensive Teller Rotating Training

CaseStudy

Learning and Thinking, Practicing with Dedication -

“Koi Dream - Koi” Client Manager Rotating Training

From May to July 2024, the Bank successfully held the “Koi Dream - Koi” client manager rotating training. This trainingtargeted client managers with differentiated, precise teaching methods, optimizing the training format and upgradingthe curriculum system to cultivate a client manager team with forward-thinking vision and professional capabilities.

“Koi Dream - Koi” Client Manager Rotating Training

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Focus on Female Rights Protection

The Bank is committed to protecting the rights of female employees, and gives special attention to women during pregnancy,maternity, and breastfeeding periods, ensuring they receive legal protections for special labor rights. Each year, the Bankorganizes various activities for female employees on occasions such as Mother’s Day and International Women’s Day to care fortheir physical and mental health and to celebrate the spirit of women.

Putting Employee Care into PracticeEmployee Care ManagementThe Bank is concerned with the physical, mental, and cultural well-being of employees. It has established a Party and MassActivity Center and an employee medical office, along with 13 employee clubs, to provide abundant sports facilities. Additionally,the Bank has set up an employee counseling room, offering a private and warm space for employees to express themselves. Italso provides tailored psychological health training to different employee groups to help them maintain a positive mindset. TheBank has also launched the “Know Your Employees” interview series, using home visits, one-on-one talks, and other channels togain a deeper understanding of employees’ work and life circumstances. This enables the Bank to provide the most consideratecare and support.The Bank continues to innovate its employee care methods by opening new channels for team-building activities that combineregional collaboration and branch coordination. These activities, including themed group building events, ensure timelyorganization and full participation across all employees, enhancing their sense of gain, happiness, and belonging.In 2024, the Bank, in combination with regional features with team competitions, launched the “One City, One Competition”theme group-building activity. During various holiday periods, the Bank organized a series of events, including New Year’sthemed activities, Lantern Festival riddles, talent showcases, children’s art exhibitions, employee-parent summer camps, internaltrainer skills competitions, tour guide talent showcases, and themed movie screenings. These events throughout the yearenriched employees’ leisure time, making them feel deeply cared for and valued.

Proportion ofFemale Managers

35.27%

Number of Employeeson Maternity Leave

52Person

Return Rate fromMaternity Leave100%

Protection of the Rights andInterests of Female Employees

Employee Development

The Bank adheres to the principle of “focus on practicality, performance, and responsibility”, and is committed to providing abroad development platform for all employees. The Bank implements a fair, open, and just selection process, creating multipledevelopment paths in both management and professional sequences, offering employees a stage to showcase their talent.The Bank has established a five-level job sequence system based on thenature of job positions, and has set up a position-level evaluation system fordifferent sequences. Each year, it conducts employee position evaluations,considering basic qualifications and using qualification evaluation models tocomprehensively assess employees’ positions, allowing for promotions andsalary increases. The Bank conveys a clear talent cultivation philosophythrough practice, regardless of whether employees are at the grassroots levelor in key positions. The principle of “performance determines the hero, andcontribution earns rewards” is applied, enabling employees to increase theirincome while continuously improving and growing.

ManagementSequence

FunctionalManagementSequenceProfessionalTechnologySequenceOperationalSupportSequence

BusinessMarketingSequence

Five MajorSequences

The Bank strictly follows the A%1<"71*"$'()&'-5"'/"7"0-1)*'#*<'RGG)1*-,"*-')('!1<<7"'!#*#+","*-'1*'31#*+$%'6%&#7'8),,"&01#7'9#*:$'#*<'-5"'!"#$%&"$'()&'!#*#+","*-')('!1<<7"'!#*#+","*-')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<= to create a scientifically standardized selection and appointmentprocess. It implements a comprehensive archival management and full-process supervisionmechanism, promoting the democratization, institutionalization, standardization, and scientificmanagement of talent and cadre selection. This ensures that truly capable and recognized talentstands out, injecting strong momentum into the Bank’s development.

Democratization ofTalent Selection andEmployment

The Bank adheres to the principle of “promoting the capable, accommodating the average, andremoving the incompetent” in its personnel selection, using objective performance indicators toassess the abilities of leaders. It implements mechanisms such as the “Elite Program”,“Transparent Meritocracy”, and “Trial and Probation”, providing a development platform for allemployees. The Bank has established dynamic management systems for a reserve leadershippool, an industry expert pool, and a high-level talent pool, forming the three major “SZRCB ThinkTanks”.

Striving forAdvancement andAchievement

Number of employees havingsuccessfully transitioned or appliedinternally

434Person

Percentage of employees undergoing internaltransfers or applying for internal positions

21.97%

EmployeeDevelopment

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CaseStudy

Parent-child Summer Camp for EmployeesIn July 2024, the Bank’s Calligraphy and Painting Cluborganized 20 employee families for a “Children’s HeartToward the Future” parent-child summer camp activity.During the event, children were guided by staff to visitsites such as Sanjiao Well, Zhongshan South Road, and theDongtaihu office building. In addition, under the instructionof professional instructors, employees accompanied theirchildren in calligraphy and painting creation and pastrymaking, with parental assistance. This event enriched thesummer life of employees’ children and enhancedemotional communication between parents and children.

CaseStudy

Lantern Riddle Guessing for Lantern FestivalIn February 2024, the Bank organized a “DragonSoars, Fortune Leaps, Joyful Lantern Festival” riddleguessing event for employees. This activity was heldboth online and offline, with prizes awarded toemployees who answered correctly. The event wasmet with enthusiasm, allowing everyone toexperience the charm of traditional culture, furtherpromoting the construction of the Bank as a “happybank”.

Enrichment of Employee Activities

CaseStudy

Caring for Mother’s Health on Mother’s Day - Free Health Consultation

In May 2024, the Bank’s Trade Union collaboratedwith Suzhou BOE Hospital to host a free healthconsultation event for Mother’s Day. This eventprovided female employees with professional healthadvice and consultation services, aiming to guidethem in paying more attention to their own health.

CaseStudy

“Spring Appointment, Blooming the Charm of Women” -International Women’s Day Themed Team-building Activity

In March 2024, the Bank’s Trade Union, in collaboration with the Women’s Federation, organized a Women’s Daythemed team-building event. This carefully designed event featured a spring outing to appreciate the flowers anda hands-on crafting experience. The event was held in a relaxed and joyful atmosphere, allowing participants toenjoy the festive spirit and inject new vitality into their work.

CaseStudy

“Women Empowered, Revitalizing the Path of Work” – Women’s Cadre TrainingIn March 2024, the Bank organized the “WomenEmpowered, Revitalizing the Path of Work” themedstudy and 2024 annual women’s cadre trainingactivity. The training consisted of four segments:

speeches, recognition of outstanding individuals,thematic lectures, and experiential visits, aiming tofurther unite and empower the strength of women.

CaseStudy

“Caring for Women, Creating Shared Success” | Online Training for Female Employees

In March 2024, the Women’s Federation of the Head Office, in collaboration with the Trade Union, hosted an onlinetraining program for female employees titled “Caring for Women, Creating Shared Success”. The training aimed toguide female employees to face workplace challenges with self-respect, self-confidence, independence, and resilience,enhancing their self-protection awareness and skills. After the training, female employees expressed their enthusiasmto demonstrate their strength and contribute to the high-quality development of the Bank with their “female power”.

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CaseStudy

"One City, One Competition" Themed Team Building

2024年，本行创新推出“一城一赛”主题团建模式，通过总支联动、区域协同，工会委员衔接项目走进基层职工，为不同区域职工定制开展团建，形成组织及时、覆盖全面的群众性文体团建新模式。2024年开展“一城一赛”4场，覆盖职工400余人。

In 2024, the Bank introduced an innovative "One City, One Competition" themed team-building mode. Through thelinkage cooperation of the general and subordinate Party branches and the coordination efforts across different regions,committee members of the Trade Union visited frontline employees of projects, and customized and organizedteam-building activities for employees in different regions, forming a new, timely and comprehensive mode of culturaland sports team building. In 2024, four "One City, One Competition" events were held, covering over 400 employees.

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CaseStudy

Safety Management Work MeetingIn 2024, the Bank held a safety management work meeting for the second half of 2024 to review the safety andsecurity situation of the Bank for the year, implement safety management requirements, and arrange securitymeasures for the peak season at the end of the year and beginning of the next. The meeting was attended by leaders,heads of departments and branches, and all safety officers of the Bank. At the meeting, leaders emphasized theimportance of safety awareness and management, and proposed four key requirements regarding the current securitysituation and the peak season. In addition, at the meeting, awards were given to the “Security Star” units and the“Security Vanguard” individuals in the second half of 2024.

Scene of the Safety Management Work Meeting

Employee Health and Safety

Enhancement of Safety Management

The Bank, in strict accordance with the laws and regulations such as the ;#Q')('-5"'C")G7"V$'6"G%O710')('851*#')*'[)&:'/#("-2'and theD1&"'8)*-&)7';#Q')('-5"'C")G7"V$'6"G%O710')('851*#> has established various internal regulations, including the !"#$%&"$'()&'!#*#+","*-')('D1&"'/#("-2')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<= and the P,"&+"*02'6"G)&-1*+'/2$-",'()&'!#U)&'PB"*-$'#*<'P,"&+"*01"$'#-'31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<= The Bank has set up a dedicated security department responsible for organizing safetymanagement across the entire organization. The Bank’s security is managed directly by the Head Office at the branch level, witheach branch appointing a safety administrator and a part-time safety officer responsible for implementing security measures.

Number of safety production accidents

0Case

Number of work-related deaths

0Person

The number of security emergency drills

195Session

Employee

Safety

CaseStudy

Visits and Caring Activities for Double Ninth FestivalIn October 2024, the Bank leadership visited and extended greetings to retired employees aged 90 and above,offering them respect and holiday blessings. The Bank is committed to providing thoughtful services to retiredemployees, caring for their mental well-being, and ensuring their physical needs are met. This helps foster a strongsense of organizational belonging among employees, steadily advancing toward the beautiful vision of a “happybank”.

CaseStudy

Celebrating the Anniversary of China, Hosting the First Employee Art PerformanceAt the end of September 2024, the Bank held an event themed "Towards the Future with SZRCB" to celebrate the75th anniversary of the People's Republic of China, and also the first Employee Art Performance of the Bank. Theevent provided a broad platform for talent display and inspired employees to create excellent works such as songs,sketches, and recitations centered around the agricultural credit culture. It resonated with both the inheritance ofrural credit spirit and the pulse of the times, vividly illustrating the patriotic sentiment of "advancing with thecountry, prospering with the farmers" and effectively enhancing employees' sense of belonging and valuerecognition.

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CaseStudy

Fire Safety DrillIn May 2024, the Bank conducted fire safety drills for 133 safety officers, using a combination of theoretical learningand practical exercises. The training included fire safety knowledge, a real-life demonstration of fire equipment,immersive fire escape drills, and fire-fighting operations. This greatly enhanced the emergency response capabilitiesof each participant.

Fire Safety Emergency Drills

Number of Safety Training Sessions5Sessions

Number of Participants in Safety Training

2,396Person-timesHours of Safety Training Per Capita

1Hour

Coverage Rate of Safety Training

100%

Safety Education

and Training

Protection of Employee Health

The Bank attaches great importance to employee health and safety, organizing annual health checkups for all employees. Thecheckup items are dynamically adjusted based on occupational characteristics and disease development trends. Professionalpersonnel are arranged to interpret the medical reports and provide reasonable medical advice and health management plansfor any abnormalities, ensuring employees are fully informed of their health status. In 2024, the employee checkup coveragerate reached up to 100%.The Bank has set up a staff medical room to provide comprehensive health protection for employees and their families. Themedical room offers such services as blood pressure and blood glucose monitoring, health consultations, prescriptionmedication, wound dressing changes, specialized outpatient services, and checkup report distribution and interpretation. TheBank has also set up a “green channel” to ensure that in emergencies, employees can quickly access quality external medicalresources and receive professional medical assistance promptly.

Creating a Safe EnvironmentThe Bank adheres to the safety development concept and regards fulfilling social responsibilities and obligations for work safety as acore task. In accordance with the'9#*:'/#("-2'C&"B"*-1)*'6"\%1&","*-$ (GA38-2021), security facilities have been built for key locationssuch as business premises, self-service equipment, self-service banks, networked monitoring centers, data centers, server rooms, andequipment rooms to create a compliant work safety environment. The Bank has developed the P,G7)2""'/#("-2'T#*<O)):')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)';-<= to continually improve the safety skills and awareness of all employees, laying a solid foundationfor the Bank’s work safety initiatives.The Bank continues to implement safety hazard investigations and rectification work, strengthening the construction and maintenancemanagement of physical security, technical security, and fire safety systems. The Bank has actively promoted the digitaltransformation of security and fire prevention, achieving intelligent control, analysis, early warning, and handling of key areas andcritical links in security and fire safety, creating a favorable safety environment for operations and ensuring the safety of bothemployees and clients.CaseStudy

“Emergency” Care, Immediate “Response”In June 2024, the Bank partnered with Suzhou BOE Hospital to conduct an AHA emergency response trainingprogram, aimed to popularize emergency rescue knowledge and improve the emergency response and treatmentability of the public and employees. All 104 employees in the Bank’s front-line teller positions participated in thistraining and obtained professional certification, achieving a 100% certification rate for branch front-line staff.

Investment in work-relatedinjury insurance

78.09RMB 10,000

Coverage rate of work-relatedinjury insurance for employees100%

Coverage rate of physicalexaminations for employees100%

Occupational

health

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CaseStudy

Fire Safety Emergency DrillIn December 2024, the Bank invited the team leader of the Songling Fire Department in Wujiang District, Suzhou,and safety management experts to provide training on fire safety knowledge and daily safety management forbusiness outlets. Additionally, the Bank, in cooperation with fire rescue units and the building property fire safetyteam, organized a fire safety emergency drill. Through practical simulation, the drill tested and improved the Bank’sability to swiftly respond and cooperate in the event of a fire, collectively fortifying the fire safety defenses.

Fire Safety Emergency Drills

During the Reporting Period, the Bank boasted a 100% labor contract signing rate, a 100% social insurance coverage rate, andzero labor disputes. Employee training investment was RMB 4.64 million, with 100% training coverage for employees.During the Reporting Period, the Bank achieved its goal of “zero” work safety accidents for the year, with no occurrence of worksafety accidents.

Metrics and Targets

Adhering to Responsible Procurement,Collaborating in Value Creation

The Bank has formulated and released the /%GG71"&'!#*#+","*-'/2$-",')('31#*+$%'/%45)%'6%&#7'8),,"&01#7'9#*:'8)=>';-<= to regulatethe daily management of suppliers. Adhering to the principles of “fairness, justice, openness, and integrity” we implement strictcontrol over supplier admission, regular assessment and evaluation, and supplier exit in the procurement scope. In the principlesof “whoever investigates is responsible” and “whoever reviews is responsible”, the management responsibilities of relevantdepartments and personnel are enforced to ensure the compliance and standardization of procurement work, and enhance theopenness and transparency of procurement activities.

Supplier Management

Registration of Suppliers?Enterprises register on the Bank'sprocurement platform, submit validqualification documents, and initiate anregistration application.

?The Centralized Procurement ManagementOffice of the Bank grades vendorssubmitting applications for registration andmanages the gradation of vendorssubmitting applications.

?The Centralized Procurement Management

Office of the Bank follows the principle of

“whoever uses is responsible for evaluation”,

and conducts regular annual evaluations and

performance assessments of suppliers based

on aspects such as quality, price, delivery,

and service.

?Suppliers with a D rating in the regularevaluation are disqualified from allprocurement projects.?Suppliers found to have engaged ininappropriate behavior during suppliermanagement or centralized procurementprojects are blacklisted with the approval ofthe relevant department.

Supplier Evaluation

Graded Management of Suppliers

Supplier Exit

Supplier Management Process

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Environmental:

Developing Green Finance,Guarding Ecological FoundationRooted in Wujiang District, the Bank is a listed corporate bank headquartered in the Yangtze River DeltaEco-Green Integrated Development Demonstration Zone, and one of the regional local banks that have started toexplore and implement green financial strategies at earlier stage. Under the guidance of the new developmentphilosophy, we have insisted on green finance as a key direction of its unique operation, and created a greenfinancial circle with “finance + technology”, to contribute to the construction of a regional green developmentmarket community, and comprehensively enhance our green finance capabilities.

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Innovating Green Finance,Safeguarding Climate and Ecology

To actively address climate change and protect the ecological environment, the Bank has established a “Decision - Management -Execution” three-tier organizational system. We set up a Green Finance Committee under the Board of Directors, and a Green FinanceDepartment at the management level, and appointed Green Finance Liaisons at branch offices, forming a green finance organizationalsystem where the Board of Directors provides overall leadership, functional departments offer professional guidance, and each branchimplements the green finance strategy, ensuring the advancement of green finance.

Governance

The Bank has issued multiple internal policies related to green finance, such as credit work guidance, credit approval guidelines,performance assessment plans, and risk preference statements, and formed a comprehensive and multidimensional system frameworkthat includes business processes, risk management, performance evaluation and green culture construction, to continuouslyimprove the green finance mechanism system.

Policy System

Acute Risks: Natural disasters triggered byextreme climate events may damage theassets of agricultural loan recipients andincrease the probability of default.

Strengthen research, communication,and cooperation on green finance andclimate change.Mid-termLong term

Mid-termLong term

Mid-termLong term

Mid-termLong term

Mid-termLong term

OperationsDownstream

OperationsDownstream

OperationsDownstream

OperationsDownstream

Credit Risk

Risk TypeDescription of Risk

Explanationof Financial

Impact

ValueChain LinksImpacted

CountermeasuresReduction inOperatingRevenue

Reduction inOperatingRevenue

Reduction inOperatingRevenue

Reduction inOperatingRevenue

Increase inOperatingCosts

Increase inOperating Costsand Decrease inOperating Income

Chronic Risks: Stricter environmental policiesand regulations in the future may result inhigher compliance costs and operatingpressure for customers in industries withhigh carbon emissions, and potentially leadto environmental violations that impactfinancial stability and thus increasing thecredit risk of the Bank.

Improve the green credit evaluationsystem and strengthen ESG riskmanagement for customers.

Closely monitor changes in relatedregulations and improve greenfinance systems.Failure to timely track national green finance,climate change, and related laws andregulations may result in legal disputes or fines.Legal Risks

Strengthen equipment and personnelsafety management, and enhanceemergency response capabilities.Extreme climate may damage data centers,equipment, systems, and otherinfrastructure on which the Bank relies, thusimpacting business continuity.OperationalRisk

Improve green finance products andservices to meet the transformationneeds of enterprises and reduceinvestments in high-carbonindustries.

Due to intensifying market attention toclimate change and increasingly stringentregulatory environment, high-carbonindustries are facing mounting pressurefor low-carbon transformation, leading toincreased asset price volatility.Insufficient innovation in green productsmay lead to failure to meet customers’green financing needs and result in reducedmarket competitiveness.

Short termMid-termLong term

UpstreamOperationsDownstream

UpstreamOperationsDownstream

Market Risks

Enhance environmental informationdisclosure, actively develop greenfinance, sustainable investment andother businesses to enhance brandimage.

As societal attention to climate changeissues increases, poor performance inaddressing climate change, or inadequatereview and monitoring mechanisms relatedto green finance, or financing projects heldaccountable for environmental pollution,may lead to reputational damage, or affectcustomer trust and investor confidence.ReputationRisks

Explanation ofFinancial Impact

Decision-makingLevel

?Determine bank-wide green finance development strategy or plans;?Supervise and evaluate the green finance strategy and its implementation.

Board of Directors

?Formulate the Bank’s strategies, policies and objectives related tothe development of green finance, guide the senior managementto strengthen the construction of green finance in terms of overallplanning, and incorporate the construction content related to greenfinance into the corporate governance and business developmentstrategies;?Urge senior management to effectively execute and implement relevant

green finance development work, regularly listen to reports fromsenior management on the progress of green finance development;

?Supervise and evaluate the comprehensiveness, timeliness, andeffectiveness of green finance-related work, as well as the performanceof senior management in fulfilling their duties;

Green Finance Committeeunder the Board of Directors

ExecutiveLevel

?Establish the Green Finance Department, a second-tier departmentunder the Corporate Banking Department, take the lead informulating the annual green finance work plan, perform theplacement and management of green loans, ensure that loanprojects comply with green standards, manages, guides, andserves the green finance work of grassroots branches, and isresponsible for training and team building for personnel in thedepartment and related lines.Green Finance Department

ManagerialLevel

?Assume responsibility for the management of environmental, social,and governance risks, and ensure the execution of the Board'sdecisions on environmental, social, and risk management.?Formulate the strategic plan and annual work plan for green finance,which includes aspects such as system construction, businessdevelopment, risk management, team building, brand shaping, andinternal control compliance.

Senior Management

Governance Framework

Identification of Green Finance (Climate) Risks and Opportunities

Strategy

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In the face of the severe challenge of global climate change, green finance has become an important tool for addressing climatechange risks and promoting the green and low-carbon transformation and sustainable development of the economy. Under theguidance of the new development philosophy, we are committed to giving full play to our advantages as a local corporate bank,combining our strategic transformation and differentiated brand development with the promotion of local ecological constructionand economic structure transformation. We have positioned “green finance” as a featured business and incorporated it into the“Three-One-Five” Development Strategy. We have innovatively proposed the “five major transformations” strategy, clarified the“ecological workshop strategy”, deeply implemented the concept of green finance, continuously deepened reforms and innovation,and improved the efficiency of green financial services.

Strategic Planning for Green FinanceThe government attaches greatimportance to the development ofgreen finance,issues a series of policydocuments to promote its development,andsupports the development of greenfinance through policy tools such ascarbon emission reduction supporttools.

Strengthen research on relevantpolicies, laws, and regulations,and stay informed about andgrasp relevant trends.Mid-termLong term

Mid-termLong term

Mid-termLong term

OperationsDownstreamPolicyOpportunities

OpportunityType

Description of Opportunity

Durationof Impact

ValueChain LinksImpacted

Countermeasures

Increase inOperating

Income

Increase inOperatingIncome

Increase inOperatingIncome

Strengthen the innovation andpromotion of green financeproducts and services to meetthe sustainable investmentand financing needs.Deepen regional characteristicsand inclusive green finance, andprovide precise services forgreen transformation.

With the growing environmentalawareness of investors, the promotionof government policies, and theaccelerated green transformation oftraditional enterprises, the greenfinance market is developing rapidly,the improvement in the competitivenessof products and services may bringbusiness opportunities.

OperationsProductsand Services

Strengthen attention to greenindustries and projects, andseize development opportuni-ties in the green industry.With the global concern about climatechange, enterprises in high-carbonindustries are accelerating low-carbontransformation due to policy pressure,generating demand for financing oftechnological upgrades, and usheringin development opportunities forgreen industries.

Upstream

Operations

DownstreamMarketOpportunities

PotentialFinancial Impact

ImplementationPath

Integrate the development philosophy of greenfinance into the Bank’s overall development strategy,establish the philosophy of sustainable developmentand create a green corporate culture recognized byall employees.

Promotes the construction of green financial systemin all aspects such as organizational structure, policysystem, management process, business innovation,financial technology, and green operation.

Focus on the provision of green loans, gain supportfrom both commercial banking and investmentbanking, gradually increase the proportion of greenloans across the Bank, optimize the credit assetstructure, and continuously strengthen and enrichenvironmental and social risk management measuresfor credit business.

Practice ESG management, green consumer finance,green financial technology, and other frontier areasof green finance, and explore new opportunities forbusiness development.

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Green Finance Strategy and Sustainable Development Philosophy

Green Finance Priorities

Organizational Structure for Green Finance

Green Finance Committee

Green FinanceDepartment

Green Finance LiaisonRisk ModelTechnological SupportEnvironmental and Social Risk Management

ESG Risk Research

Green Credit ProductsGreen Financial Bonds

Green OfficeGreen ServicesGreen Harmonious CultureGreen PurchasingGreen InfrastructureCustomer Credit Asset ClassificationExternal Communication and Cooperation

Green Credit SystemEnvironmental Performance Monitoring

Annual ReportSustainability ReportEnvironmental Information Disclosure Report

Environmental Benefit CalculationOne-click Access to Green Loan LedgerReporting of Regulatory Statistics

Environmental Information Disclosure by Listed Companies

Green Financial Products

ESG Index Products100-point Assessment for Green Credit Business

Green Finance Performance Management

Green OperationsEnvironmental and Social Risk ModelProject Task Outline for Green Finance Strategy

Green Finance BusinessGreen Credit Business

Green InvestmentBanking Business

Strategic Level

Strategic Level

Business Level

Tool Level

Disclosure Level

Planning for the Construction ofGreen Finance System

Feedback from PracticeGuidance and Promotion

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CaseStudy

“Su Lv Rong” - Supporting Agricultural Enterprises and Empowering GAP Certificationfor Ecological Farming UpgradesAn ecological technology company in Wujiang District of Suzhou, which was primarily engaged in fish farming and sales,actively promoted agricultural industrialization and had gradually formed an industry chain covering the production,storage, logistics, and distribution of freshwater fish, to ensure the quality of fish ingredients at each stage and obtainthe GAP certification. We provided a comprehensive credit line of RMB 4.4 million to support our “Internet + aquaticproducts sales” fish fry procurement, with RMB 2 million obtained from re-lending for supporting small enterprises. Thissolved the long turnover time of the return on accounts receivable and address the urgent needs of customers.

The Bank attaches great importance to green finance-related risk management, and promotes the integration of environmentaland climate risk management into the entire process of business and risk management. We continue to enhance our controlover the environmental, social, and governance (ESG) risks of credit customers, comprehensively evaluate their ESGperformance, and scientifically guiding internal credit resources into higher-quality green clients.In 2024, the Bank actively implemented the “2+N” structural optimization project. While deeply advancing the “deep greenfinance” and “carbon peaking & carbon neutrality” development projects, the Bank has developed an ESG evaluation guide forsmall and micro enterprises. Based on environmental, social, and governance indicators, we conduct comprehensiveassessments of businesses and prioritize providing re-lending for supporting small enterprises to companies with higher ESGratings.

Impact, Risk, and Opportunity ManagementGreen Finance Risk Management

The Bank considers green finance a key direction for specialized operations, and fully supports the construction of the YangtzeRiver Delta Eco-Green Integrated Development Demonstration Zone. We have introduced the Green Finance Service Plan toprovide customers with green service solutions such as “Su Lv Rong”, “Carbon Reduction Support Tools”, “Green Fixed AssetLoans”, “Environmental Protection Loans”, “Pollution Permit Mortgage Loans”, “Water Conservation Loans”, and “Carbon CreditFinance”. We intensify innovation in green financial products to comprehensively meet the green business development needs ofour clients, and strive to become their financial environmental consultant.

Innovation of Green Finance Products

Full-Process Management of Environmental, Social, and Governance (ESG) Risk

Key Industry Policies: Increase support for green low-carbon and traditional industry transforma-tion and upgrading; steadily increase the financing proportion for priority-supported industries,strictly implement quota management requirements, and implement the principle of “graduallyreducing total amount and enforcing structural optimization and adjustment” for controlledindustries with overcapacity or high pollution and power consumption.Entry Review: Clarify the content of environmental and social risk due diligence and require anobjective evaluation of the environmental and social risks of customers. Closely monitor the envi-ronmental credit evaluation results from the Department of Ecology and Environment of JiangsuProvince, and exclude customers with red or black environmental credit ratings.

Take the management of the customer's environmental and social risks an important basis fordetermining the disbursement of credit funds, and promptly terminate the disbursement ofcredit funds if any illegal or regulatory violations occur, such as environmental protection orsafety issues.

Focus on the environment, society, and governance, sort out key indicators such asenvironmental protection measures, employee welfare, and corporate governance struc-ture, take the environmental and social risks of our clients as an important part of thereview report, and strictly enforce the “one-vote veto system”.Green Approval Channel: Implement differentiated approval, provide green channelsand preferential policies for customers with good environmental performance in interestrate approvals, and close relevant processes within one day.

Strengthen the early warning and monitoring of customers’ environmental and socialrisks, and stay informed about enterprises’ environmental compliance, and take relevantrisk disposal measures in a timely manner in the event of major environmental and socialrisk events of clients.

Credit Due

Diligence

Credit Approval

FundDisbursement

Post-LoanManagement

In terms of technological support, the green credit system launched by the Bank integrates environmental and social risks withthe “three checks” of loans, and achieves unified management of users, clients, permissions, reports, task centers, and mo-bile-based convenient approval for green credit business. The business process arrangement for reviewing and verifying the useof green loans in the credit system has enabled the identification of green attributes in credit business, the automation of greencredit data statistics, and the management of environmental and social risks. This has provided strong support for reducing feesand providing quick approval for green financial business, while also ensuring the statistical work for green finance data.In promoting ESG risk management for financial institutions, the Bank, under the guidance of the regulators, helps small andmedium-sized banks quantify the environmental risks to which their own assets are exposed by issuing industry stress testreports for small, medium and micro customers. In addition, the Bank actively participates in the assessment of green financingentities and promotes carbon emission accounting and environmental information disclosure by banking institutions to enhancethe transparency of green finance.

Green Credit“Su Lv Rong (Suzhou Green Finance)”The Bank actively responds to the green and low-carbon development strategy, constantly improving the quality and effective-ness of green financial services in line with the Guiding Catalogue of Green Industries, and the classification and standards forkey areas of carbon emission reduction. In July 2024, we launched “Su Lv Rong” products, focusing on supporting the inclusivefinancing for small and micro customers that meet the Guiding Catalogue of Green Industries.

Management of Climate Risks

The Bank attaches great importance to the potential impact of environmental and climate risks and opportunities on overallbusiness management. Based on our actual needs, we apply the “identification - assessment - response” management processframework to identify physical risks, transition risks, and opportunities. We identify potential risks and opportunities, assess theirpotential financial impact, duration of impact, and value chain linkages impacted. We also analyze risks and opportunities thatgreen finance and climate change may bring, and based on identification and assessment results, improve and develop responsemeasures according to existing resources and capabilities.

?

?

?

?

?

?

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Signing Ceremony

The Bank adheres to the principle of “professional specialization,” maintains its positioning as a local bank, fully leveragesregional resource advantages, explores local industry strengths, and creates innovative service models. We advocate for “actingas a financial butler” by providing differentiated and comprehensive services to customers. Under the vision of becoming a“Benchmark Bank” and a “Value Bank”, through green exploration, we are expanding the experience of serving the greentransformation of the textile industry to other industries. On a broader level, we aim to contribute to the development of greenfinance and cultivate “new quality productive forces” for the construction of the Yangtze River Delta Ecological Green IntegrationDevelopment Demonstration Zone.

Optimization of Green Service Mode

CaseStudy

Carbon Emission Reduction Policy Tools - Helping Enterprises Save Energy and Reduce EmissionsIn August 2024, under the guidance of the Suzhou Branch of the People’s Bank of China, the Bank successfullylaunched the first re-lending business as a carbon emission reduction support tool, marking a significantbreakthrough in the field of green finance.A distributed PV project of a textile technology company in Suzhou became the first beneficiary case. The Bankutilized 30,000 m2 of factory rooftop to build a PV power station with a total investment of RMB 12.7 million. Thiseffort achieved an annual saving of 1,034 tons of standard coal and a reduction of 2,502 tons of carbon dioxideemissions, lowered the annual electricity cost by RMB 1.6 million, and formed a win-win result for both the economyand the environment.Against the backdrop of deepening green financial reform and with the application of more innovative tools,financial strength will continue to inject momentum into the green upgrade of the real economy, and paint a newpicture of coordinated progress between high-quality development and ecological civilization construction.

We focus on the pain points of the textile industry, government departments, industryassociations, research institutions, leading enterprises, and other stakeholders are organicallyorganized through financial links. By combining policy strength, resource advantages, platformeffects, and talent wisdom, an integrated development mechanism for government, banks, andenterprises is built, providing diversified services for the green development of enterprises.We prioritize the low-carbon transformation needs of the textile industry, we cooperate with thegovernment to carry out the “Textile Industry Green and Low-Carbon Financial Services intoEnterprises” activity, actively serving transforming customers.We have settled in the Comprehensive Enterprise Service Center of Shengze Town, effectivelycombine green and low-carbon development with financial service guarantees, and create a“Finance + Technology” service IP to drive the transformation and upgrading of the textileindustry. During the Reporting Period, we actively carried out bank-enterprise activities andserved more than 80 enterprises.

DeepeningCooperativeNetworksEnhancing ServiceQuality andEfficiency

OptimizingAccess Channels

StrengtheningService Output

Green Wealth Management

To further practice the ESG responsibility investment concept, the Bank has pioneered the “ESG for Lucid Waters and LushMountains” themed wealth management product. From the perspectives of environmental protection, social responsibility, andcorporate governance, it prioritizes investments in various green assets that meet the attributes of green finance. This effortmeets the diverse needs of customers for the allocation of wealth management products, and expands the variety of greenfinance products offered by the Bank. Since its establishment, this product has consistently been a core part of the Bank’swealth management scale. As of the end of 2024, the outstanding scale was RMB 3.083 billion.

Construction of Municipal Green Financial PlatformThe Bank is actively building the Suzhou Green and Low-Carbon Financial Laboratory (hereinafter referred to as the“Laboratory”), which is dedicated to promoting financial institutions’ innovative services and mobilizing financial resources tosupport the regional green and low-carbon transformation and development. Based on Suzhou, the Laboratory will focus onsocietal impact and serve local communities, with its core emphasis on talent development. Rooted in Suzhou’s financial sectorand networked through the city’s various functional departments and social resources, the Laboratory aims to gather financialstrength, innovate financial support models, and promote green development. The “Guide to Low-Carbon Transformation andFinancial Innovation of the Textile Industry” Project is a key project to help the Laboratory advance all tasks and assist the localtraditional textile industry in transformation and upgrading.

Carbon Reduction Support ToolsThe Bank follows the guidance of national policies and supports the green and low-carbon transformation of the real economy.In 2024, the Bank successfully obtained the Carbon Reduction Support Tools qualification from the Central Bank, and furtherexpanded green support products.

“Water Conservation Loan” and “Water Rights Loan”

The Bank deeply integrates with local green development and empowers the intensive use of water resources with innovativefinancial tools, to promote the dual collaboration of “water conservation + finance” and the green transformation andhigh-quality development of enterprises. In August 2024, the signing ceremony of the first batch of “Water Conservation Loan”and “Water Right Loan”, also the signing ceremony of the strategic cooperation agreement between the Bank and the WaterAffairs Bureau of Wujiang District in Suzhou City, was successfully held at the Bank, to inaugurate the “Inclusive FinancialWorkstation for Efficient Utilization of Water Resource” and help Wujiang District implement its green strategies of “PartyBuilding + Water Conservation”, “Finance + Water Conservation”, and “Preferential Policy + Water Conservation”. By the end of2024, the Bank had provided loans totaling RMB 373 million yuan to 15 enterprises, which introduced financial “lifeblood” tosupport low-carbon and green social development and accelerated the pace of water conservation efforts in Wujiang.

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CaseStudy

Collaborative Cooperation — “Green and Low-Carbon Financial Services into Enterprisesin the Textile Industry”On April 22, 2024, the “Green and Low-Carbon Financial Services intoEnterprises in the Textile Industry” event was held at the Government ofShengze Town in Wujiang District. Leveraging platforms such as the “SuzhouGreen and Low-Carbon Financial Laboratory”, Shengze Town organizedenterprises to carry out systematic upgrades in green development,low-carbon transformation, brand building, smart transformation, and networkconnection, etc. This effort led to the emergence of a number of exemplarydevelopment cases. A credit granting ceremony was held, at which the Bankprovided a credit line of RMB 1 billion. Through the collaboration ofgovernments, banks, and enterprises, along with expert empowerment, weaccelerated the low-carbon development of the textile industry, injectinggreen financial momentum into high-quality development. In 2024, 2 speciallectures were held at the Enterprise Service Center to empower enterprises’green development; the Shengze Branch successfully connected 332enterprises with financing needs, with a new credit granting amount of 1.831billion yuan.

Awarding Ceremony of “Excellent Case of Green Finance”

Sustainable Development Achievement Award for Key Project Cultivationby the Suzhou Green and Low-Carbon Financial Laboratory

In 2024, the Bank was awarded the “SustainableDevelopment Achievement Award” for key projectcultivation by the Suzhou Green and Low-CarbonFinancial Laboratory.

This project, through the model of “establishing a set of accounting methods, building a data platform, setting evaluationstandards, preparing a technical guide, and developing an empowerment plan”, meticulously addresses the challenges indeveloping green financial service standards for the textile industry. By conducting a “Government-Bank-Enterprise” three-partycooperation, it connects industry transformation and green finance, collaborates with government departments to conduct policypromotion, and forms a work mechanism of “Government precisely controls carbon, enterprises precisely reduce carbon, andfinance precisely supports,” guiding credit resources to support enterprises’ technological upgrades and comprehensive emissionreductions. This fills the gap in financial standards and contributes to the green development and low-carbon transformation ofthe local textile industry.

Systematically analyze the main emission links, emission reduction directions, andaccounting methods of the textile industry chain, using the “GHG Emission ReductionMethodology” unified standard to quantify the emission reductions brought about byenterprises implementing energy-saving technical transformation measures. The applicablescope, accounting boundaries, emission sources, emission reduction calculations,pre-determined parameters, and post-monitoring parameters are clearly defined, providinga solid foundation for later evaluation and monitoring, effectively filling the gap in thedomestic textile industry’s full-process carbon emission reduction accounting.

Establishment of aSet of AccountingMethods

Development of aTechnical Guide

Combine the current situation analysis of the textile industry and its carbon emissioncharacteristics, develop the Guideline of Recommended Best Applicable Technologies(BAT) for Carbon Emission Reduction of the Textile Industry in Shengze, systematicallysummarize the best energy-saving and emission reduction technologies that areapplicable, practically feasible, and facilitate to promote on a large scale before 2030,provide specific guidance for enterprises’ technological upgrading and transformation,with an expected average emission reduction of at least 350,000 tons per year.

Based on the economic and energy consumption information of the regulated textileindustry enterprises in Shengze Town, the carbon emission intensity of each unit ofproduction value in five major textile industry processes—such as chemical fiberproduction, weaving, and dyeing—is calculated. A carbon emission evaluation standardcalled “Carbon Credit Code” is established, classifying and grading the carbon emissionintensity of each unit of production value to provide a precise list for differentiatedfinancial support.

Setting of a Set ofEvaluation Standards

Formulation of anEmpowerment Plan

Collaborate with local government authorities to launch the “Carbon Credit Financing”support plan, which combines “administrative guidance” and “financial incentives.”Establish the dynamic whitelist database for enterprises under “Carbon Credit Financing”and incorporate textile enterprises’ carbon emission levels, green product certifications,energy-saving technical transformations, and digital management levels into the evaluationindicators, forming an action plan to guide the low-carbon transformation of textileenterprises.

Leveraging the advantages of the Wujiang industrial internet resources, establish the“Textile Industry Energy Consumption and Carbon Emission Monitoring Platform,” which isdivided into three parts: government side, enterprise side, and service side.The government side can oversee the distribution of energy consumption and carbonemission intensity of enterprises across the town, providing data support for thegovernment to grasp the overall sources of carbon emissions, analyze the carbonconsumption of enterprises in detail, and optimize the management of the carbonemissions in the industrial chain;The enterprise side provides each enterprise with real-time monitoring profiles of variousenergy data, conducting personalized carbon emission analysis and calculating carbonemission reduction performance;The service side publishes the latest developments in green finance and the textileindustry, providing users with references for energy-saving products, technologies, andrelated policies and regulations.

Building of a DataPlatform

Exploration of Service Model InnovationIn exploring green financial service models, the Bank, in collabo-ration with the People’s Government of Shengze Town in Wuji-ang District, initiated the “Guide to the Low-Carbon Transforma-tion and Financial Innovation of the Textile Industry” Project,explored the “Five-in-One” green financial service mode of thetextile industry, to help textile enterprises achieve technologicalupgrades and comprehensive emission reductions. In 2024, the“Financial Support for the Low-Carbon Transformation of theTextile Industry” project of the Bank was selected as an excellentcase of green finance due to its contributions to green finance.

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Environmental: Developing Green Finance,Guarding Ecological Foundation2024 Sustainability Report

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CaseStudy

Participation in the “Conference on Global Influence of Low-Carbon and SustainableTransformation of the Textile Industry” to Jointly Explore the Path to Low-Carbon SustainableDevelopment in the Textile IndustryOn October 18, 2024, the “Conference on Global Influence of Low-Carbon and Sustainable Transformation of theTextile Industry” and Suzhou “1030” Industrial Salon Special Session on Chemical Fiber were held at the RenaissanceSuzhou Wujiang Hotel. At the event, the Bank, the Government of Shengze Town in Wujiang District, the GermanSociety for International Cooperation, and the Apparel Industry Influence Research Institute jointly released thecooperation initiative for building the international influence and capacity of Shengze’s textile industry in low-carbontransformation..Domestic and international experts delivered keynote speeches on topics such as “Global Development Trends ofLow-Carbon and Sustainable Fashion Textile Industry”, “Active Leadership in the New Fashion of SustainableTransformation in the Fashion Industry—Brand Practices” and “Transformation Finance Supporting the SustainableDevelopment of Textile Industry Clusters — Green Development and Low-Carbon Transformation Project of theTextile Industry in Shengze Town. They also held themed discussions on “Green Transformation and Upgrade of theRegional Brand ‘Shengze Weaving’”. During the sharing session, speakers, focusing on themes of “Impact andRealization Path of Low-Carbon Sustainable Transformation of the Textile Industry from a Supply Chain Perspective”and “Regional Textile Industry Transformation and Financial Innovation, shared innovative practices and jointlyexplored new models of green, circular, and low-carbon transformation for the textile industry, to offer new ideasand directions for the sustainable development of the Textile Industry

Conference Site

The Bank actively participates in exchanges on green finance, strengthens researches of green finance, and solidifies the foun-dation for green development. We maintain close cooperation with multiple government departments, think tanks, and otherorganizations to jointly promote the innovation and market expansion of green finance products. During the Reporting Period,the Bank carried out 10 green finance-related interactions and exchanges with relevant social organizations, and published 12green finance-related reports in the media.For climate risk research in 2024, the Risk Management Department published the P]G7)&#-1)*')('871,#-"'61$:'!#*#+","*-'C&#0-10"$'1*'9)*<'E*B"$-,"*-$, actively exploring practices to improve risk management under climate-related circumstances.

Enhancement of Green Communication and Research

Key performance

During the Reporting Period, the Bank carried out 10 greenfinance-related interactions and exchanges with relevant socialorganizations, and published 12 green finance-related reportsin the media.

Environmental: Developing Green Finance,Guarding Ecological Foundation2024 Sustainability Report

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Under the guidance of the “carbon peaking & carbon neutrality” goal, the Banktakes green finance as the entry point, deeply integrates into the process ofindustrial low-carbon transformation, and through measures such as carbonfootprint accounting for the entire product chain and participating in compilingthe transformation finance directory for the printing and dyeing industry, weintegrate multiple resources, continuously strengthen green finance innovationcapabilities, and build a green finance resource hub. We provide tangible“finance+” services to enterprises and promote the green development ofindustries.

During the Reporting Period, the Bank fully conduct-ed research and compilation of the F)Q#&<$'IJYJ^D#O&10'8#&O)*'D))-G&1*-'C"&()&,#*0"'E,G&)B","*-'C7#*.During the Reporting Period, the Bank cooperatedwith the Economic Development Office of ShengzeTown to conduct carbon footprint accounting fortypical local export fabric products, aiming to estab-lish a standardized management system for productcarbon footprints, strengthen the green managementof upstream suppliers, promote enterprises toenhance their carbon management system, continu-ously explore energy-saving and carbon-reducingspaces, and innovate financial products, forming acomplete closed loop for improving carbon footprintperformance.During the Reporting Period, we participated in com-piling the transformation finance directory for theprinting and dyeing industry. The Bank leveraged thefoundation for the transformation and upgrading ofthe textile industry and the construction of high-endtextile industrial clusters in Wujiang. By referencingrelevant exploratory experiences inside and outsideJiangsu Province, we participated in completing thecompilation of the .1&"0-)&2')('P0)*),10'R0-1B1-1"$'Q1-5'F&#*$()&,#-1)*'D1*#*0"'/%GG)&-'1*'31#*+$%'C&)B1*0"'?()&'-5"'C&1*-1*+'#*<'.2"1*+'E*<%$-&2@, and a clear direction forthe green and low-carbon transformation paths ofniche industries.

The Bank focuses on increasing credit support for green industries and enterprises, and continuously improves the statisticalmechanism of various indicators. As of the end of 2024, the green loan balance of the Bank was RMB 5.456 billion, with anincrease of RMB 958 million or 21.30% from the beginning of the year.

Green Credit (based on the statistical data of the People’s Bank of China).

Increase in Green Credit

28.34%

21.72%

21.30%

202220232024

Proportion of Green Credit

3.32%

3.59%

4.06%

202220232024

Green Upgrade of Infrastructure (RMB 100 million)

23.18

23.35

28.05

202220232024Balance of Domestic Green Bonds within Duration (RMB 100 million)

1.88

2.34

4.20

202220232024

Energy-Saving and Green Industry (RMB 100 million)

9.93

14.49

19.08

202220232024

Clean Production Industry (RMB 100 million)

0.35

0.52

0.30

202220232024

Ecological Environment Industry (RMB 100 million)

0.96

2.09

3.64

202220232024

Clean Energy Industry (RMB 100 million)

2.47

4.44

3.41

202220232024

Balance of Green Credit (RMB 100 million)

36.95

44.98

54.56

202220232024

Metrics and Targets

Environmental: Developing Green Finance,Guarding Ecological Foundation2024 Sustainability Report

163 164

Total GHG Emissions (Scopes 1 and 2)

268.98tCO2e

Direct GHG Emissions (Scope 1)

9,961.67tCO2e

Indirect GHG Emissions (Scope 2)

10,230.65tCO2e

GHG Emission Intensity

2.45tCO2e/ RMB 1 Million (Revenue)

The Bank actively takes actions to address climate change and comprehensively promote green operation practices to makefinancial contributions to the transformation toward a low-carbon economy.

Note: Greenhouse gas (GHG) emission calculations are based on the "Guidelines for Greenhouse Gas Emission Accounting andReporting for Public Building Operators (Enterprises)" (Interim) issued by the National Development and Reform Commission(NDRC). The electricity emission factor references the 2024 Announcement on CO? Emission Factors of Electricity Generation in2022 by the Ministry of Ecology and Environment (MEE), with the East China regional factor specified as 0.5617 kgCO?/kWh.

As a pioneer in green finance, the Bank actively responds to national calls, practices the green low-carbon concept, fulfills envi-ronmental protection commitments, promotes green operating models, and integrates deeply into the national new developmentpattern with comprehensive and multi-level measures. This helps stimulate industrial transformation and upgrading momentumand supports high-quality development.In strict compliance with the requirements of laws and regulations such as the Energy Conservation Law of the People’s Repub-lic of China, the Water Law of the People's Republic of China, the Law of the People's Republic of China on the Prevention andControl of Atmospheric Pollution, the Law of the People's Republic of China on the Prevention and Control of Water Pollutionand the Law of the People's Republic of China on Prevention and Control of Environmental Pollution by Solid Wastes, the Bankattaches importance to the construction of a multi-dimensional green operation management system covering greenhousegases, energy, water resources, paper, waste and pollutants. We continuously promote low-carbon office practices, and effec-tively reduce the environmental impact of our operations. During the Reporting Period, no significant administrative penalties orliabilities were imposed on the Bank by ecological and environmental authorities for any environmental incidents.

The Bank actively advocates for the philosophy of green and low-carbon operation, and strive to improve fine managementpractices. We have adopted a series of measures, including implementing energy-saving technological transformations,promoting the use of water-saving equipment, to reasonably and effectively reduce the operational costs of the headquartersbuilding.

Resource Conservation

Energy Usage

Installing PV power generation equipment on the roof space of buildings and prioritizing the provisionof clean energy for long-term power consumption scenarios such as basement lighting.

Adopt the “human body induction” intelligent control system in areas such as office buildings inDongtaihu Branch and Zhongshannanlu Branch to realize on-demand lighting.

Implement the intelligent regulation and control of air-conditioning systems through a centralizedmanagement platform, set the operating temperature ranges in summer and winter, and unify startand stop times to avoid ineffective operation.

Measures for Energy Substitution andEnergy-Saving Technological Transformation

Implementing Sustainable Operations,Shaping Brighter Future

The server room in the Data Center was constructed with modular cold aisle technology. Through precise airflow organizationand design optimization, it achieves effective separation of hot and cold air, significantly improving the cooling efficiency of thedata center, reducing overall energy consumption and strengthening energy-saving construction at the data center.

Environmental: Developing Green Finance,Guarding Ecological Foundation2024 Sustainability Report

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AppendixIndexes

The Bank actively responds to the call for green office, and fully implements the philosophy of green office. We’re dedicated tocultivating the habit of saving every kilowatt of electricity and every drop of water, and work together to effectively reduceunnecessary waste and foster a positive and green office environment.Green Office

The Bank actively responds to biodiversity protection and gives full consideration to ecosystem and biodiversity protectionduring the construction and site selection of all offices and business outlets, to avoid or minimize negative impacts on the eco-system wherever possible. Meanwhile, the Bank is also committed to the protection of ecosystems and biodiversity, to safe-guard the natural ecology with financial power.

Biodiversity Protection

Layered ManagementMechanism

Conduct pilot work in the office building, try a layered management mechanism,implement the accountability system, and urge all employees to check the pow-er-off status of electrical equipment.Promotion ofWater-Saving Devices

Actively promote the use of water-saving faucets, toilets and other sanitaryappliances, and achieve a water-saving rate of 30% to 50% when compared withthe use of ordinary faucets and toilets, and water-saving appliances.Promotion of PaperlessOffice

Use electronic documents, email and cloud storage to replace paper documents.Digital Approval ProcessUse an office automation system (OA system) to digitize the approval process.Electronic Archiving

Scan documents and file them electronically to reduce the storage space for

paper files.

Enhanced Promotion

Strengthen the publicity of energy conservation and emission reduction, and

enhance employees’ awareness of saving resources.

Efficient andResource-SavingPrinting

Set the double-sided printing mode by default to reduce paper consumption.

Set up shared printers to reduce the number of personal printing devices.

Print informal documents in draft mode to reduce ink consumption.

Total Water Consumption

71,109Ton

Water Consumption Intensity

17.04Ton/RMB 1 million (Revenue)

2024年

Chapters and Sections

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CorrespondingSustainableDevelopment Topicsof the ShanghaiStock Exchange

Measures for Green Office

Instructions for Preparation2-1/2-2/2-3P1

Article 4Article 6

/Message from the Chairman2-22P2//About Us

Company Profile2-1/2-6P3.1/P3.3//Milestones/P3.2//Development Strategy////Corporate Culture/P3.2//Honors in 2024////Performance in 2024201-1///Development Highlights: Implementing FiveMajor Initiatives, Creating a New Chapter forRural Commercial Banks

////SustainableDevelopmentGovernance

Sustainable DevelopmentVision

3-3G1.1.7

Article 11Article 13

/Sustainable DevelopmentGovernance Mechanism

2-14

G1.1.1/G1.1.2/G1.1.4/G1.1.5/G1.1.6/G1.1.7

Article 11Article 12

/Communications withStakeholders

2-16/2-29/3-1G1.2.3/G1.3.1/G1.3.2

Article 9Article 53

Communicationswith StakeholdersAnalysis of Material Topics3-1/3-2/3-3G1.1.8

Article 5Article 52

Due Diligence

Governance:

Fortifying theFoundation ofGovernance,Enhancing theResilience ofDevelopment

Leading Values through PartyBuilding, Uniting Efforts forSustainable Progress

////Enhancing GovernanceStandards and QualityImprovements, Embarkingon a Path of Steady andSustainable Growth

2-9/2-12/2-20///Implementing ComprehensiveRisk Control for Protection,Providing Precise Support forDevelopment

207-1/207-2///Achieving Compliance toLay a Solid Foundation,Leveraging Intelligence toEmpower Operations

////Upholding Business Ethicsto Practice CompliantOperation, Fostering Integrityto Shape a ProsperousFuture

205-2

G2.1.2/G2.1.6/G2.1.7/G2.2.2

Article 54Article 55Article 56

Anti-CommercialBribery and Anti-CorruptionAnti-UnfairCompetitionDevelopment:

DrivingFinanceToward theReal Economy,Assisting inIndustryTowardInnovation-drivenDevelopment

Deepening Support forAgriculture and SmallBusinesses, Fueling theGrowth of the Real Economy

/

S1.1.1/S1.1.2/S1.1.4/

S1.1.5

Article 39Rural RevitalizationSupporting S&T Finance,Driving Industrial Upgrades

/S2.1.13Article 42

Innovation-driven

DevelopmentInnovating Digital Finance,Stimulating GrowthMomentum

/

S2.1.1/S2.1.2/S2.1.3/S2.1.4/S2.1.5/S2.1.6/S2.1.7/S2.1.8/S2.1.10/S2.1.11/S2.1.12/S2.1.13

Article 42

Innovation-driven

Development

Science Ethics

Appendix

2024 Sustainability Report

169 170

Chapters and Sections

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SustainableDevelopment Topicsof the ShanghaiStock Exchange

FeedbackThank you for reading this report. To improve SZRCB's performance in sustainable development, further enhance its sustainabledevelopment capabilities and levels, and strengthen communication with all sectors of society, we sincerely hope that you willprovide valuable feedback and suggestions on our work and this report amidst your busy schedule.

1. Your overall assessment of SZRCB’s ESG performance:

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3. How do you think SZRCB has performed in terms of communications with Stakeholders?

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4. How do you think SZRCB has performed in terms of corporate governance?

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5. How do you think SZRCB has performed in terms of service for the real economy?

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Multiple Choice Questions (Please check the appropriate box)

Contact Us

Office of the Board of Directors: 0512-63968772

Address: No.10888, East Taihu Lake Avenue, Wujiang District, Suzhou City, Jiangsu Province, China

Feedback Form

Social:

PracticingFinance forthe People,ForgingToward aBetter Future

Leveraging Dual Engines ofTechnology and Digitalization,Fortifying Lines of Defensefor Cybersecurity

3-3/418-1

S3.4.1/S3.4.2/S3.4.3/S3.4.4

Article 48

Data Security andCustomer Privacy

ProtectionProtecting Consumers’ Rightsand Interests, Building Trust-based Defense Line

3-3/417-1S3.3.1/S3.3.4/S3.3.6Article 47

Safety and Qualityof Products andServicesPracticing Finance forPositive Societal Impact,Nurturing Hope for People'sLivelihoods

413-1S1.2.1/S1.2.2Article 40

Contribution toSociety

Upholding People-CenteredApproach, Creating aTapestry of Happy Life

2-7/2-19/401-2/403-1/403-3/403-5/403-6/403-9/404-1/404-2/404-3/405-1

S4.1.1/S4.1.3/S4.1.4/S4.1.6/S4.1.7/S4.1.8/S4.1.12/S4.2.2/S4.2.4/S4.2.5/S4.3.1/S4.3.2/S4.3.3/S4.3.4/S4.3.6

Article 49Article 50

Employees

Adhering to ResponsibleProcurement, Collaboratingin Value Creation

3-3/414-1/414-2

S3.1.2/S3.1.3/S3.1.4Article 45

Supply ChainSecurityEqual Treatmentof Small AndMedium-Sized

Enterprises

Environmental:

DevelopingGreenFinance,GuardingEcologicalFoundation

Innovating Green Finance,Safeguarding Climate andEcology

3-3/201-2

E1.1.1/E1.1.2/E1.1.3/E1.1.6/E1.1.15/E2.2.3/E2.2.6/

Article 20Article 21Article 23Article 24Article 25Article 26Article 27

Response toClimate Change

Implementing SustainableOperations, Shaping BrighterFuture

302-1/3024/303-5/3063/306-

E2.2.3/E2.2.6/E3.1.1/E3.1.5/E3.2.1/E3.2.3/E3.3.29

Article 28Article 29Article 31Article 32Article 33Article 34Article 35Article 36Article 37

Environmental

ComplianceManagementWaste DisposalEnergy UtilizationWater Resource

UtilizationCircular Economy

Protection ofEcosystem and

BiodiversityAppendix

Indexes/A3Article 57/Feedback Form2-26A6Article 9/

Appendix

2024 Sustainability Report

171 172