32 CHINA EXPORT & CREDIT INSURANCE CORPORATION 中国出口信用保险公司 深化改革 DEEPENING REFORMS 2025年，中国信保全面贯彻落实党的二十届三中、四中全会精神，科学谋划部署各项改革发展举措，推动全面深化 改革走深走实。一是完善公司深化改革顶层设计。一体推进中央巡视整改与深化改革工作，出台《中国出口信用保 险公司党委关于进一步全面深化改革推动中国特色出口信用保险高质量发展的行动方案》，研究部署至2029年的重 点改革任务。细化举措推动落实，2025年内大部分措施取得实质性进展。二是调整优化组织机构。落实总部部门、 处室设置和职责调整，完成监事会职能调整改革，设立海南营业部，组织架构更加适应重点领域改革发展需要。三 是提升精益化管理水平。贸易险重点龙头客户服务扎实有效，基层项目险市场开发支持有力，项目险承保评审管理 提升迈出重要步伐，公司级业务创新统筹进一步夯实。四是扎实推进业务架构建设。制定企业级业务架构管理办法 和IT开发业务需求管理办法，实行需求分级分类管理，数字化转型统筹协调更加高效。推动落实年度用户体验“十 件实事”，数字化赋能质效进一步提升。 In 2025, SINOSURE fully implemented the guiding principles of the third and fourth Plenary Sessions of the 20th CPC Central Committee. We mapped out and deployed reform and development initiatives, driving comprehensive deepening of reforms to achieve greater depth and tangible results. First, we refined the top-level design for deepening reform. Integrating central inspection rectification work with reform initiatives, we issued the “Action Plan for Further Deepening Reforms Comprehensively and Advancing High-Quality Development of Export Credit Insurance with Chinese Characteristics”, outlining key reform tasks extending to 2029. We detailed specific measures to ensure implementation, and achieved substantial progress within 2025. Second, we optimized the organizational structure. We implemented adjustments to the setup and responsibilities of the headquarters departments and divisions, completed the reform of Board of Supervisors’ functional positioning, and established the Hainan Business Office. This evolution better aligned the organizational structure with the requirement of reform and development in key business areas. Third, we elevated refined management capabilities. Our service delivery to key leading clients under trade credit insurance business yielded solid and effective results. Market development for project insurance provided strong support for front-line business, and major strides were made in enhancing the management of project insurance underwriting and review. Coordination of companywide business innovation was further consolidated. Fourth, we steadily advanced the development of Enterprise-level Business Architecture. We rolled out an Enterprise-level Business Architecture Management Policy and an IT Development Requirements Management Policy, streamlining a tiered and categorized approach to requirements management. We promoted implementation of the annual “Top Ten User Experience Actions”, further improving digital empowerment capabilities in both quality and efficiency.
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