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近年来，北京农商银行作为北京市属国有金融企业，秉承“稳健可持续全面发展”的经营理念，认真贯彻落实宏观调控政策和金融监管要求，着力打造“流程银行、特色银行、精品银行”，持续调整结构、夯实基础、提升质效，规模、效益、质量实现协调发展，经营质态呈现持续向好的良好势头，开启“深化改革、创新发展”崭新阶段。

经营规模突破8000亿元，综合经营实力迈上新台阶。截至2017年末，全行资产余额达到8158.98亿元，较年初增加924.87亿元、增长12.78%；全行资本充足率达到14.57%；五级不良贷款率0.55%，拨备覆盖率599.07%。

牢牢把握首都城市战略定位，成为支持经济转型升级和提质增效的重要金融力量。围绕首都“四个中心”定位和新版城市总体规划，遵循“立足首都、面向津冀、融通城乡、服务客户”的市场定位，主动融入城市副中心建设，紧盯京津冀协同发展、冬奥会筹备、新机场、雄安新区建设等领域，积极跟进轨道交通、生态环保等民生类重大工程，加大对文创、科技和棚户区改造支持力度，不断强化金融支持实体经济力度，满足市场主体多层次、多样化的融资需求。

坚持与时俱进，高水平助推城乡一体化建设。把握北京“都市型农业”发展特点和趋势，围绕信贷资金支持、改善农村金融服务功能进行一系列探索，打造全市覆盖范围广的金融服务网络，实现全市首笔集体资产经营权质押业务落地，以直融方式支持大兴区集体经营性建设用地入市项目，创新推出盘活农宅金融服务，近5年来累计发放各类涉农贷款2000余亿元，推动首都城乡一体化发展迈向更高层次。

突出服务民生，推行普惠金融。围绕“大众创业、万众创新”，组建中小企业专营团队，健全中小微金融风险管理体系，近5年来累计发放小微企业贷款2000多亿元。围绕服务京津冀协同发展，联合津冀两地同业创新推出京津冀“农银通”卡，实现了三地个人客户资金的跨区域无成本流通。围绕服务民生，代理政府各类补贴业务达43种，与市民政局联合开发养老助残卡，打造“金色时光”养老金融专属产品与服务体系，成为北京市机关事业单位养老保险开立银行账户中标银行，为市民百姓提供实实在在的便捷金融服务。

强化创新驱动，再造经营模式和业务流程。坚持以科技创新为支撑，统筹推进组织管理体制创新、渠道建设创新、流程优化再造、业务与产品创新。近5年，共投产各类科技项目超过2000个，应用系统增加到155个，研发投产金融新产品和服务项目超1000项，建立起涵盖零售、公司、涉农条线共计46个大类、300余个细类的业务产品体系，综合金融服务能力和市场竞争能力明显提升。深入推进“3110”工程建设，布局互联网金融，打造多层次的服务渠道，不断完善网上银行、电话银行、手机银行、微信银行、智能银行等全天候、立体化的服务网络，客户体验改善。积极推进“流程银行”和网点智能化建设，实现了票据提入集中、授权集中、后督集中、参数集中的“四集中”工程，服务便捷化、智能化水平进一步提升。

坚持从严治行，实现稳健合规经营。深入推进质量管理建设，内控管理向标本兼治纵深推进。确立了覆盖“信用风险、市场风险、操作风险、流动性风险、科技风险、声誉风险”的风险管理体系框架，强化“制度、流程、系统”的“三位一体”建设，实现了对关键风险环节的系统“硬控制”，风险管理水平大幅提升。稳步实施分层授权，突出坚持“从严治贷”，认真贯彻宏观调控政策、产业政策和监管要求，优化授信审批模式，严把授信准入关和贷后管理关，信贷资产质量持续保持优良水平。建立内部控制评估管理机制，完善全行内控组织架构，不断强化员工行为规范和问责管理，健全内部审计制度体系，有效提升了“三道防线”联动防控水平，经受住了复杂形势下各类风险交织的严峻考验。

In recent years, Beijing Rural Commercial Bank, as a state-owned financial enterprise of Beijing Municipality, adheres to the business philosophy of "steady and sustainable development in an all-round way", conscientiously implements the macro-control policies and financial supervision requirements, strives to build "process bank, characteristic bank and boutique bank", continuously adjusts the structure, consolidates the foundation, improves the quality and efficiency, and achieves coordinated development in scale, efficiency and quality The business and quality situation showed a good momentum of continuous improvement, opening a new stage of "deepening reform, innovation and development". The business scale has exceeded 800 billion yuan, and the comprehensive business strength has reached a new level. By the end of 2017, the bank's asset balance had reached 815.898 billion yuan, an increase of 92.487 billion yuan or 12.78% over the beginning of the year; the bank's capital adequacy ratio had reached 14.57%; the level-5 non-performing loan ratio was 0.55%, and the provision coverage rate was 599.07%. Firmly grasp the strategic positioning of the capital city, and become an important financial force to support the economic transformation and upgrading and improve quality and efficiency. Focusing on the positioning of the "four centers" of the capital and the new urban master plan, following the market positioning of "based on the capital, facing Tianjin Hebei, integrating urban and rural areas, serving customers", actively integrating into the construction of the city's sub centers, focusing on the coordinated development of Beijing Tianjin Hebei, preparations for the Winter Olympics, the construction of the new airport, xiong'an new area and other fields, actively following up major projects of people's livelihood such as rail transit, ecological environmental protection, etc We will give greater support to cultural and creative industries, science and technology, and shantytown transformation, continue to strengthen financial support for the real economy, and meet the multi-level and diversified financing needs of market entities. We should keep pace with the times and promote urban-rural integration at a high level. Grasp the development characteristics and trend of "urban agriculture" in Beijing, carry out a series of explorations around the support of credit funds and the improvement of rural financial service function, build a wide financial service network in the city, realize the first pledge business of collective asset management right in the city, support the collective operating construction land entry project in Daxing District by direct financing, and innovate and activate the rural housing fund Financial services: in recent five years, more than 200 billion yuan of various agricultural related loans have been issued to promote the development of urban-rural integration in the capital to a higher level. We will focus on serving the people's livelihood and promote inclusive finance. Focusing on "mass entrepreneurship and innovation", a franchise team for small and medium-sized enterprises was set up, and the risk management system for small and medium-sized micro finance was improved. In recent five years, more than 200 billion yuan of small and micro enterprise loans have been issued. Focusing on serving the coordinated development of Beijing, Tianjin and Hebei, the Bank launched the Beijing, Tianjin and Hebei "nongyintong" card in combination with the innovation of the same industry in Tianjin and Hebei, realizing the cross regional cost-free circulation of personal customer funds in the three regions. Around serving the people's livelihood, acting as an agent for 43 kinds of government subsidy businesses, jointly developed with the Municipal Civil Affairs Bureau the elderly disabled card, built the "golden time" endowment financial exclusive products and service system, became the winning bank for Beijing municipal government institutions to open bank accounts for endowment insurance, and provided real and convenient financial services for the people. We should strengthen the drive of innovation and reengineer business models and business processes. Adhere to the support of scientific and technological innovation, and comprehensively promote the innovation of organizational management system, channel construction, process optimization and reengineering, business and product innovation. In the past five years, more than 2000 scientific and technological projects have been put into production, 155 application systems have been added, and more than 1000 new financial products and service projects have been developed and put into production. A business product system covering 46 categories and more than 300 categories of retail, corporate and agricultural lines has been established, which significantly improves the comprehensive financial service ability and market competitiveness. Further promote the construction of "3110" project, lay out Internet finance, create multi-level service channels, constantly improve the all-weather and three-dimensional service network of online banking, telephone banking, mobile banking, wechat banking, intelligent banking, and improve customer experience. Actively promote the construction of "process bank" and network intelligence, realize the "four centralization" project of centralized bill withdrawal, centralized authorization, centralized post supervision and centralized parameters, and further improve the service convenience and intelligence level. We will adhere to strict management and practice to achieve sound and compliant operation. We will further promote the construction of quality management, and deepen internal control management to address both symptoms and root causes. The risk management system framework covering "credit risk, market risk, operation risk, liquidity risk, technology risk and reputation risk" has been established, the "Trinity" construction of "system, process and system" has been strengthened, the system "hard control" of key risk links has been realized, and the risk management level has been greatly improved. We will steadily implement hierarchical authorization, stress the principle of "strictly governing loans", conscientiously implement macro-control policies, industrial policies and regulatory requirements, optimize the mode of credit approval, strictly control credit access and post loan management, and keep the quality of credit assets at an excellent level. The bank has established an internal control evaluation management mechanism, improved the bank wide internal control organizational structure, continuously strengthened employee behavior standards and accountability management, improved the internal audit system, effectively improved the "three lines of defense" linkage prevention and control level, and withstood the severe test of various risks interwoven under complex situations.

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