Setting Our Sights on a New Journey, Striving for a New Decade—Anrong Ratings Holds the 2026–2035 Strategic Planning Conference

On the afternoon of January 9, 2026, Anrong Credit Rating Co., Ltd. convened its second-decade strategic planning conference, systematically reviewing the achievements and experience gained over the company’s first decade of development, and clarifying the strategic direction, core objectives, and implementation path for 2026–2035. Guided by a renewed reflection on corporate culture, the meeting united consensus across the organisation and mapped out a blueprint for high-quality development over the next ten years, laying a solid foundation for the company to deepen its presence in the credit rating field, expand domestic and overseas markets, strengthen its compliance footing, and enhance professional capabilities. More than 80 mid-level and above personnel from the company headquarters, branches and subsidiaries across various locations, representative offices, and Anrong (Hong Kong) Credit Ratings Co., Ltd. attended the meeting.

At the outset, the meeting reaffirmed Anrong Ratings’ mission and core corporate culture, which will serve as the fundamental guidelines for development over the next decade. The meeting called on all employees to always keep in mind the mission of “independence, objectivity, fairness, consistency, and prudence,” and to always bear in mind the company’s core corporate culture: first, to uphold the operational bottom line of abiding by laws and regulations, operating legally and in compliance, and being honest and trustworthy—this is the foundation on which a credit rating agency stands; second, to maintain a development mindset of avoiding arrogance and impatience, staying humble and prudent, and making steady progress for long-term success, keeping clear-headed in industry competition and advancing all work steadily; third, to practice the professional code of building one’s standing on expertise, being loyal and accountable, and being diligent and conscientious, empowering the market with professional competence and earning trust through responsibility and commitment.

Centered on the core guiding principles, the meeting defined specific strategic plans across six major dimensions, outlining a clear development path and quantified targets.

In terms of business qualifications and licensing, the company established a development strategy of “full-domain coverage, advancing both domestically and internationally.” It will continue to cover all domestic rating-related business qualifications and licenses to achieve comprehensive expansion across business areas; focus on breakthroughs in relevant overseas qualifications and certifications, and actively enter international markets, concentrating on the EU, Singapore, and countries along the “Belt and Road,” building an international business layout, increasing participation in global markets, and finding the company’s positioning within the broader context of RMB internationalization and the coordinated development of international bond markets.

Compliance management was placed at the core of strategic development. The meeting set strict compliance targets for the next decade: first, resolutely prevent major administrative penalties such as criminal punishment, large-amount fines, and revocation of business permits, as well as any self-regulatory sanctions at or above the level of warning; ensure there are no investigations arising from suspected illegal operations, crimes, or violations of credit rating-related regulations, and ensure every employee can perform duties safely; second, keep the cumulative number of various penalties and sanctions—including administrative penalties, administrative regulatory measures, and self-regulatory sanctions—within a certain limit; third, promote a steady rise in market-based evaluation results by national self-regulatory organizations, ensuring at least a mid-tier level and striving to reach the upper tier, firmly bearing in mind that “legal compliance is the fastest and shortest path,” and protecting the company’s brand and reputation through lawful and compliant operations.

The building of core rating capabilities will be advanced in stages to achieve stepwise improvement. The company will continue to increase investment in and development of rating methodologies, rating models, databases, and rating systems, ensuring that investment in these areas as a proportion of operating revenue steadily increases on the 2025 baseline—surpassing 15% by 2030 and aiming for 20% by 2035. Over the next five years, the company’s rating methodologies, models, databases, and systems will reach a domestically leading level; over the next ten years, it will enter the ranks of internationally leading players, empowering high-quality development of rating business through technological innovation and system upgrades.

Human resources planning will focus on team building and energising vitality. For the cadre team, the company will further optimise the age structure of management, increase efforts to cultivate younger managers, and steadily promote cross-department and cross-line rotation and exchanges for managers, as well as central–local exchanges, to enhance comprehensive managerial capabilities. Headcount will expand steadily from the 2025 baseline, increasing by 50% by 2035. The ratio of market personnel to analysts will be maintained within a reasonable range; expansion of middle- and back-office staff will be appropriately tightened; compliance and quality control staffing will expand neutrally, moderately staying ahead of the pace of business development, thereby building a talent team with a more reasonable structure and greater professional efficiency.

In business expansion, the company set multidimensional development goals. For operating revenue, it will strive for steady annual growth from the 2025 baseline, achieving a milestone breakthrough by 2035. In terms of project volume, it will achieve scale, broad coverage, and steady growth; in terms of regional coverage, it will achieve full business coverage of all provincial-level administrative units in 2026, while continuously intensifying deep cultivation in key regions. By 2035, the annual number of projects in each provincial-level administrative unit will form a tiered configuration, reaching established targets. Bond market service capacity will continue to improve: the cumulative scale of bonds successfully issued with the company’s rating will, on the 2025 baseline, exceed the threshold of quadrupling by 2030, and aim to double once again by 2035. In serving the real economy and the private sector, the company will ensure that the proportion of real-sector enterprise clients and private enterprise clients steadily rises from the 2025 baseline—exceeding 20% by 2030 and aiming for 30% by 2035.

In research, the company will continue to increase investment to build a professional think-tank advantage. The number of full-time researchers will increase year by year; by 2030, the research team will more than double its current size, and by 2035 it will more than triple its current size. The number of articles publicly published in journals and books authored/published will steadily rise year by year, reaching 20 articles (books) per year by 2035. The company will found its own professional journal, creating a platform for showcasing and exchanging professional research results, further enhancing industry influence.

Lu Dan, President of Anrong Ratings, stated that the formulation of the company’s second-decade strategic plan is an important strategic deployment grounded in industry development trends and aligned with the company’s actual development conditions. Over the next ten years, guided by corporate culture and using the strategic plan as a blueprint, the company will unite efforts and deliver results through hard work, continuously strengthening compliance operations, professional enhancement, talent development, and business expansion, striving to achieve high-quality development and contribute more professional strength to the healthy development of the capital market and the upgrading and efficiency improvement of the real economy.

At the end of the meeting, a signing ceremony for the 2026 annual target responsibility statements was held. The heads of various departments, branches/subsidiaries, and representative offices received and signed the “Annual Basic Task Target Responsibility Statement” one by one, officially launching Anrong Ratings’ second decade!