The Deloitte China Corporate Governance Research Center today released the urgent Historical Task of cultivating and shaping China'sFinanceEntrepreneur Research report (hereinafter referred to as "the report"). Special Professor and doctoral Supervisor of Zhongnan University of Economics and Law,China Construction Bank CorporationProfessor Chen Caihong, former secretary of the board of directors, pointed out that the report follows three main lines from history to the future, from domestic to international, and from spontaneity to self-consciousness. the aim is to provide some directional and systematic suggestions for the selection, training and growth of China's financial entrepreneurs.

The main body of the report consists of four chapters, about 60,000 words, covering the role and value of financial entrepreneurs, the environment for growth and behavior, selection and training mechanisms, and economic incentive and restraint mechanisms. Aiming at the key issues in the training, selection and growth of financial entrepreneurs, the report puts forward a total of 24 recommendations. The report can provide reference and reference for the relevant party and government departments and financial regulatory institutions to improve the management system and policies of leading cadres in the financial industry, and for financial corporate governance and management to improve the training and selection mechanism of senior management personnel.

Mr. Wu Weijun, part-time researcher of the Finance and Development Research Center of the National Institute of Finance of Tsinghua University and managing partner of Deloitte China Corporate Governance Research Center, summarized the five highlights of the report:

First, financial entrepreneurs should have a stable and sufficient term of office. The short tenure of state-owned financial entrepreneurs is not conducive to forming stable career expectations, and choosing the development path of professional financial entrepreneurs is not conducive to their planning for major innovations and changes. "draw a blueprint to the end" in the formulation and implementation of the strategy. For this reason, the research team suggests that the central management cadres of state-owned financial enterprises should have a relatively stable length of time to perform their duties, and consider establishing a system with a term of five years and no more than two terms of office.

Second, financial executives who are promoted internally and parachuted externally should maintain an appropriate proportion. Internal promotion and external "airborne" have their own advantages and disadvantages, and the combined use of the two methods is worthy of praise. When financial enterprises transform and change, they can consider paying more attention to external "airborne"; in normal development, it is more advantageous to focus on internal promotion and stabilize the ratio of "internal to external ratio" at 7:3 or 6:4. In view of the high degree of "airborne" selection of senior executives of large state-owned banks, it is necessary to increase the proportion of internal promotion.

Third, we should organically combine the principle of party management of cadres with the succession plan of senior executives in financial enterprises. Large financial companies have been unable to establish executive succession plans, which is related to the relationship between "party management of cadres" and the system in which executive succession plans are made by the board of directors of financial companies. It can be considered that the cadre "reserve bank" of the party and government departments can be divided into two levels, one is the "general bank" managed by the party and government departments, and the other is the "sub-bank", which is mainly established by the board of directors of financial enterprises and the party and government departments exercise the responsibility of checking and approving, using the sub-library as the realization form of the senior management succession plan. At the same time, in view of the irreplaceable role of current financial entrepreneurs in making executive succession plans, consideration should be given to defining their role in executive succession and stipulating their responsibility to recommend excellent candidates from the system.

Fourth, make up for the weakness of female leadership in China's financial enterprises. The proportion of women in senior management of Chinese financial enterprises is very low, which not only does not reflect the social requirements of the equal development of women, but also makes financial enterprises lose the special contribution of female leadership. The research team recommends a "rigid" requirement for the proportion of women in the senior management of financial companies. The first step requires all senior executives of financial enterprises to have at least one woman; when the conditions are ripe, according to the situation of different types of financial enterprises, establish the system requirement of the lowest proportion of women in senior management.

Fifth, establish a systematic and long-term prevention mechanism for the derailment of financial entrepreneurs. The derailment of Chinese financial entrepreneurs deserves great attention, which has a great negative impact on financial enterprises, industries and the whole society. The research team puts forward three major measures to prevent financial entrepreneurs from derailment, namely, high salary and clean government, salary deduction mechanism combined with "negative behavior list" and financial entrepreneur exit mechanism, and the double restriction of system and corporate culture. Mr. Wu Weijun pointed out that the dual constraints of system and culture belong to the long-term and permanent mechanism.

Professor Chen Caihong pointed out that training and shaping financial entrepreneurs is a social systematic project with huge investment and higher returns, which is urgently needed in the whole society.Financial industryWithin the scope of financial enterprises and financial practitioners, we should form conscious awareness, strategy and planning for the training of financial entrepreneurs at the multi-level of system and policy, mechanism and personal cultivation, and open up diversified practices.