On August 28, at the bank's 2026 interim results conference, ICBC Vice President Wang Jingwu provided an update on asset quality. He noted that the non-performing loan (NPL) ratio stood at 1.29% at the end of June 2026, a decrease of 2 basis points from the start of the year, further solidifying the foundation for high-quality development.
In the corporate lending segment, asset quality continued to improve. The NPL ratio for domestic branch corporate loans fell to 1.22% at the end of June, marking a further decline of 9 basis points following a 21 basis point reduction in the prior year. ICBC remains focused on supporting the construction of a modern industrial system, conducting in-depth research on industrial planning and supporting policies, and fully backing the development of advanced manufacturing. The bank has established a manufacturing investment and financing policy framework covering seven major sectors and 22 key areas, while proactively positioning itself in the AI and technology innovation supply chain. It is also actively aligning with major projects under the 15th Five-Year Plan, including the "Six Networks" initiative.
On the retail and inclusive finance front, ICBC has implemented national policies on stabilizing growth, expanding domestic demand, and preventing risks in recent years. The bank has balanced high-quality retail business development with robust risk prevention, focusing on inclusive finance. A series of measures have been adopted across institutional mechanisms, full-process optimization, and multi-dimensional risk control to ensure the steady growth of retail and inclusive finance operations.
At the institutional level, ICBC has optimized its organizational structure and performance assessment frameworks, continuously cultivating high-caliber talent to meet the demands of transformation in the new era. The bank has strengthened coordinated management across all fronts, introduced centralized post-lending management, and built an integrated collection system for retail and inclusive finance. This has created a unified risk management force across front, middle, and back offices, as well as among head office, branches, and various business segments.
Regarding intelligent risk control transformation, Wang stated that ICBC has been continuously iterating and upgrading its enterprise-level intelligent risk control platform, enhancing the overall coherence, coordination, and systematization of risk management. In 2025, the platform shifted from a focus on construction to a balanced emphasis on both construction and application. In the first half of 2026, the bank refined platform functions, deepened AI technology applications, and expanded business scenario coverage to bolster asset quality monitoring and risk prevention capabilities.
First, risk control tools and signals have been upgraded to strengthen monitoring of retail asset quality, including inclusive finance and various card products. Cross-business-line cross-default alerts have been enhanced to improve risk screening efficiency, while risk control strategy deployment has been optimized to boost early warning capabilities for retail and inclusive finance risks.
Second, AI technology applications have been deepened for risk management. AI agents now serve as risk officers for the first line of defense, providing risk knowledge Q&A, customer health checks, and risk data analysis. This has effectively reduced the operational burden on frontline staff.
Third, full-scenario coverage has been strengthened. The enterprise-level intelligent risk control platform is now deployed across all domestic branches, comprehensive subsidiaries, and overseas institutions. It covers 323 business scenarios, including fund trading, product access, channel touchpoint risk resolution, and various stages of the credit process such as product entry, lending, and collection. The platform has delivered substantial results in risk prevention and asset recovery efforts.