Qingdao Bank Holds 2025 Performance Briefing: Drawing a New Three-Year Strategic Blueprint with High-Quality Development

On April 2, 2026, Qingdao Bank successfully held its 2025 annual performance briefing, attracting numerous securities analysts, institutional investors, and professional financial media representatives. Led by Qingdao Bank’s President Wu Xianming, the management team attended the meeting, engaging in in-depth discussions with participating guests, analysts, and the media around the bank’s 2025 operating performance and future development.

President Wu Xianming delivered remarks on behalf of the management and expressed thanks to friends from all sectors of society who have long cared about and supported Qingdao Bank’s development. He said that 2025 is the closing year for fully implementing the “14th Five-Year Plan,” and it is also the decisive year for Qingdao Bank’s three-year strategic plan. Qingdao Bank has stayed steadfast in its pursuit amid the sweeping tides of the times, delivering a high-quality response characterized by “stable and growing scale, improved profitability, and improving quality.”

At the briefing, the Board Secretary Zhang Qiaowen provided a comprehensive summary of Qingdao Bank’s key operating performance in 2025 across multiple dimensions, including business scale, profitability, customer segment development, business mix, asset quality, and group coordination. In 2025, Qingdao Bank adhered to the overall work tone of making progress while maintaining stability. Its balance-sheet and liability size maintained steady growth; operating performance and efficiency continued to improve; and asset quality remained on a steady-to-improving trajectory. On the corporate side, Qingdao Bank continued to advance tiered customer operations and built an industry-focused, specialized service model, with a total number of corporate customers exceeding 300,000. On the retail side, it built a tiered operational system around scenarios such as communities, payroll disbursement, and social security, with more than 6.3 million debit customers. In terms of group synergy, subsidiaries such as Qingyin Financial Leasing and Qingyin Wealth Management developed steadily, and an integrated financial service system was continuously improved.

In serving the real economy, Qingdao Bank continued to increase lending support for key areas. Focusing on the “Five Major Articles” and the “Eight Tracks,” it continued to drive efforts in fields including technology finance, green finance, inclusive finance, pension finance, the marine economy, high-quality manufacturing, public utilities, and rural revitalization. The outstanding balance of technology-finance loans exceeded RMB 31.4 billion; the outstanding balance of green loans exceeded RMB 58.8 billion; inclusive loans exceeded RMB 53.2 billion; loans related to agriculture, rural areas, and farmers exceeded RMB 48.1 billion; and blue ocean loans exceeded RMB 22.7 billion—using financial strength to support regional industrial structure upgrading and improvements in people’s livelihood.

In innovation-driven development, Qingdao Bank continued to improve agile organizational operation mechanisms and promote the building of cross-functional, end-to-end coordination systems, achieving efficient integration of business, technology, and data. In the technology finance sector, it established a “finance + non-finance” comprehensive service paradigm. In the green finance sector, it delved deeper into the “Green Finance Qingyin” brand. In the inclusive finance sector, it implemented the “Forging Sword 3.0 Action.” In the pension finance sector, it used “Pension Enterprise Easy Loan” as a lever to expand a full-ecosystem of customer groups. For digital scenario development, the transaction banking business built a one-stop financial service system covering both onshore and offshore, domestic and foreign currencies, on-balance-sheet and off-balance-sheet, and online and offline services, becoming the first local corporate bank in Shandong Province to obtain direct participant qualification in the Renminbi Cross-Border Payment System (CIPS).

In risk management, Qingdao Bank continued to improve its comprehensive risk management system and promoted the transformation of risk monitoring from “experience-driven” to “data-driven.” At the end of 2025, the non-performing loan ratio was 0.97%, the ratio of “non-performing + watchlist” loans was 1.53%, and the allowance coverage ratio was 292.30%. Asset quality continued to remain steady-to-improving, and risk credit enhancement capacity increased steadily.

During the segment for communication with investors and the media, Qingdao Bank’s management team held in-depth discussions with participating guests on issues of public concern, including the new three-year strategic plan, asset quality control, net interest margin, and retail wealth management. This exchange further enhanced understanding of Qingdao Bank’s business and development among all sectors of society and earned greater recognition, while helping establish a good brand image for Qingdao Bank in the capital markets.

Looking ahead, Qingdao Bank will adhere to its regional positioning of “anchoring in Qingdao, deepening in Shandong, and radiating nationwide.” It will thoroughly implement the political and people-centered nature of financial work, and by comprehensively executing an opening campaign for the “15th Five-Year Plan” and the new three-year strategic plan through differentiated deep cultivation and specialized operations, it will repay the trust and support of investors and all sectors of society with sound and solid development results.

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