Live coverage of Shanghai Pudong Development Bank's 2025 performance release! The chairman explains in detail the "Twenty-Word Policy," with ten strategies anchoring the new direction of digital intelligence.

On March 31, SPD Bank’s 2025 Annual Performance Briefing was held simultaneously in Beijing and Shanghai. The management responded to market concerns regarding operational performance, digital intelligence transformation, and AI strategies, and systematically interpreted the “Twenty-Word Policy” and the ten major operational strategies.

“The market has always been very concerned about whether SPD Bank can achieve sustainable development. We have provided an answer through data,” said Zhang Weizhong, Chairman of SPD Bank, at the earnings release conference. As recognition from the capital market continued to rise, the bank achieved nearly 50 billion yuan in convertible bond conversions in 2025, with a conversion ratio of 99.67%, setting the largest single conversion record in A-shares history.

Operational efficiency and quality have improved significantly, with asset size surpassing 10 trillion yuan for the first time

From the financial data, in 2025, SPD Bank continued to strengthen its operational foundation, with development quality and efficiency steadily improving, and its asset size breaking through the 10 trillion yuan mark for the first time.

By the end of the reporting period, the bank’s total assets exceeded 10 trillion yuan, reaching 100k yuan, an increase of 6.55% from the end of the previous year; in 2025, the group achieved operating income of 100k yuan, an increase of 100k yuan or 1.88% year-on-year; net profit attributable to the parent company was 50.017 billion yuan, up 173.96B yuan or 10.52% year-on-year, maintaining double-digit growth for two consecutive years.

Meanwhile, the bank’s weighted average return on net assets (ROE) was 6.76%, up 0.48 percentage points from the previous year; the cost-to-income ratio was 28.50%, down 0.66 percentage points from the previous year.

In terms of asset quality, at the end of the reporting period, the bank’s non-performing loan (NPL) balance and NPL ratio both declined compared to the previous year, with an NPL balance of 3.22B yuan, a decrease of 50.02B yuan from the end of last year; the NPL ratio was 1.26%, down 0.10 percentage points, the lowest in nearly 11 years. At the same time, the provision coverage ratio was 200.72%, up 13.76 percentage points from the end of last year, the best level in nearly 10 years.

Xie Weii, Vice Chairman and President of SPD Bank, summarized the operational approach, stating that in 2025, the bank’s core focus was on “strengthening key sectors, optimizing structure, controlling risks, and improving efficiency,” by optimizing regional, customer, and product structures, and actively managing assets and liabilities to improve their structure; simultaneously strengthening resource support for key sectors, regions, industries, and products, increasing credit issuance, optimizing issuance pace, reducing low-efficiency assets like bills, and enhancing overall asset returns.

Building “Smart SPD,” guided by the “Twenty-Word Policy” for AI transformation

“Make SPD’s technological attributes more distinctive,” said Zhang Weizhong, elaborating on the bank’s progress in digital intelligence over the past year. With a continuously growing team of versatile tech talents, the bank’s digital capabilities have been steadily enhanced, gradually transforming its professional services for the real economy into competitive advantages in digital intelligence.

As the first year of the “14th Five-Year Plan,” SPD Bank has designated 2026 as the “Year of Comprehensive Deepening” for its digital intelligence strategy. Looking back, since launching the digital intelligence strategy, the bank completed structural reforms and established the “Five Major Tracks” in 2024. In 2025, it focused on core restructuring and capability extension, shifting from single-point breakthroughs to system construction, from business empowerment to ecosystem building, aiming to create a new development paradigm of data connectivity and ecological collaboration.

“Currently, the external environment is complex and volatile, with technological change particularly prominent. AI has rapidly advanced from perception and dialogue to execution and implementation, marking the arrival of a new technological era,” Zhang Weizhong emphasized. He proposed re-examining financial services with AI-native thinking, leveraging the achievements and capabilities accumulated through digital intelligence strategies to promote comprehensive transformation of banking services, striving to build a model of a tech-driven financial enterprise and develop a high-quality value bank.

Focusing on deepening digital intelligence development, SPD Bank has clearly articulated the “Twenty-Word Policy”: “Strategy-driven, tactics aligned, technology leading, culture guaranteed, group collaboration,” and has deployed several key initiatives, such as continuous digital innovation and enhancing technological empowerment.

Currently, the bank has released the “2026 Artificial Intelligence Action Plan,” targeting process integration, engineering implementation, and large-scale application, to develop financial-specific large models and intelligent agents, and to build a comprehensive, holographic, full-chain technological system. Additionally, it aims to enhance AI’s interaction with markets, accelerate the expansion of AI from isolated scenarios to large-scale applications, improve domestically developed computing power clusters, and promote the full deployment of smart operations, intelligent marketing, and smart risk control.

Meanwhile, SPD Bank is accelerating its transformation from a traditional fund provider to an industry development partner, strengthening group collaboration and ecological operations, further enhancing its market service and customer service capabilities, and leveraging financial technology to set new standards for transformation, creating differentiated competitive advantages.

Anchoring high-quality development, ten operational strategies clarify future directions

Based on the new development stage, Zhang Weizhong explained the bank’s ten operational strategies for the next phase at the earnings briefing.

The ten strategies include: industry and sector strategies, regional strategies, customer marketing and management strategies, online transformation strategies, digital intelligence innovation strategies, diversified and differentiated competition strategies, group collaboration strategies, lean management strategies, digital intelligence risk control and pricing strategies, and precise resource allocation strategies.

Zhang Weizhong analyzed the underlying logic of these strategies from three perspectives:

The first is about how to serve the real economy—key to understanding the strategy, clarifying service directions and focus areas.

The second concerns how to improve service capabilities—centered on understanding customers and markets, building suitable methods and models to ensure precise service delivery.

The third focuses on how to ensure effective strategy implementation—by optimizing internal mechanisms and resource allocation to support the progress of various initiatives.

“We hope to use strategic alignment to effectively address the ‘multiple-choice questions,’ fully leverage our strengths, coordinate weaknesses, and achieve better arrangements through organic combinations, empowered by digitalization, and push strategies forward with precision,” said the management.

The leadership also stated that they will continue to deepen research on markets and industries, accurately grasp industry trends, map out industry landscapes, and improve integrated management systems. Furthermore, they will closely follow the national strategies for modern industrial systems and technological self-reliance, transforming the digital capabilities accumulated earlier into value-creating productivity, and achieving high-quality development.