Standard number: JR/T 0173-2020
Standard name: Banking centralized operation specification
English name: Banking centralized operation specification
Standard format: PDF
Release time: 2020-01-17
Implementation time: 2020-01-17
Standard size: 1.31M
Standard introduction: This standard specifies the principles, organizational structure, service evaluation, risk management, technology application, cost management and other contents of the centralized operation of the banking industry.
This standard is applicable to the planning, implementation, evaluation, continuous optimization and management of the centralized operation of the banking industry. This standard
was drafted in accordance with the rules given in GB/T1.1-2009.
This standard was proposed by Bank of Communications Co., Ltd.
This standard JR/T 0173-2020 is under the jurisdiction of the National Financial Standardization Technical Committee (SAC/TC180). The lead drafting unit of this standard is Bank of Communications Co., Ltd.
The drafting units of this standard are: Technology Department of the People's Bank of China, Industrial and Commercial Bank of China Co., Ltd., Agricultural Bank of China Co., Ltd.
Bank of China Co., Ltd., China Construction Bank Co., Ltd., China Everbright Bank Co., Ltd., China Merchants Bank Co., Ltd., Industrial Bank Co., Ltd., and KPMG Enterprise Consulting (China) Co., Ltd.
The main drafters of this standard are: Yu Yali, Guo Mang, Li Wei, Yang Fuyu, Zhang Wanyin, Wang Haidong, Zhou Xiaolei, Dong Guangwen, Cao Wei, Zhou Hongyan, Tang Yi, Hao Xiangyang, Chen Jingxian, Zhao Jinlong, Zhang Xin, He Yanjun, Niu Jihong, Wu Jianbing, Chen Youmei, Liu Ruiqun, Qu Weimin, Li Jianwei, Chen Lei, Zhang Yang, Zhou Xian, Niu Haiqing
This standard specifies the principles, organizational structure, service evaluation, risk management, technology application, cost management and other contents of the centralized operation of the banking industry. This standard is applicable to the planning, implementation, evaluation, continuous optimization and management of the centralized operation of the banking industry.
This standard is drafted in accordance with the rules given in GB/T 1.1-2009.
This standard is proposed by Bank of Communications Co., Ltd.
This standard is under the jurisdiction of the National Financial Standardization Technical Committee (SAC/TC 180).
The lead drafting unit of this standard: Bank of Communications Co., Ltd.
The drafting units of this standard: Technology Department of the People's Bank of China, Industrial and Commercial Bank of China, Agricultural Bank of China, Bank of China, China Construction Bank, China Everbright Bank, China Merchants Bank, Industrial Bank, KPMG China. The
main drafters of this standard: Yu Yali, Guo Mang, Li Wei, Yang Fuyu, Zhang Wanyin, Wang Haidong, Zhou Xiaolei, Dong Guangwen, Cao Wei, Zhou Hongyan, Tang Yi, Hao Xiangyang, Chen Jingxian, Zhao Jinlong, Zhang Xin, He Yanjun, Niu Jihong, Wu Jianbing, Chen Youmei, Liu Ruiqun, Qu Weimin, Li Jianwei, Chen Lei, Zhang Yang, Zhou Xian, Niu Haiqing.
The following documents are indispensable for the application of this document. For any dated referenced document, only the dated version applies to this document. For any undated referenced document, the latest version (including all amendments) applies to this document.
GB/T 32312—2015 Specification of service evaluation indicators for customer service centers in the banking industry
GB/T 32315—2015 Basic requirements for customer service centers in the banking industry
GB/T 5271.28—2001 Vocabulary Part 28: Basic concepts of artificial intelligence and expert systems
GB/T 35274—2017 Information security technology Big data service security capability requirements

ICS03.060
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Financial industry standard of the People's Republic of China
JR/T0173—2020
Banking centralized operation specification
Banking centralized operation specificationIssued on 2020-01-17
Implementation on 2020-01-17
Normative reference documents
Terms and definitionsWww.bzxZ.net
Organizational structure
Service evaluation
Risk management
Technology application,
Cost management
References
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JR/T0173—2020
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This standard was drafted according to the rules given in GB/T1.1-2009. This standard is proposed by Bank of Communications Co., Ltd. This standard is under the jurisdiction of the National Financial Standardization Technical Committee (SAC/TC180). The lead drafting unit of this standard is Bank of Communications Co., Ltd. JR/T01732020
The drafting units of this standard are: Technology Department of the People's Bank of China, Industrial and Commercial Bank of China, Agricultural Bank of China, Bank of China, China Construction Bank, China Everbright Bank, China Merchants Bank, Industrial Bank, KPMG China. The main drafters of this standard are: Yu Yali, Guo Qiao, Li Wei, Yang Fuyu, Zhang Wanyin, Wang Haidong, Zhou Xiaolei, Dong Guangwen, Cao Wei, Zhou Hongyan, Tang Yi, Hao Xiangyang, Chen Jingxian, Zhao Jinlong, Zhang Xin, He Yanjun, Niu Jihong, Wu Jianbing, Chen Youmei, Liu Ruiqun, Qu Weimin, Li Jianwei, Chen Lei, Zhang Yang, Zhou Xian, Niu Haiqing. II
1 Scope
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Standards for centralized operation of the banking industry
JR/T0173—2020
This standard specifies the principles, organizational structure, service evaluation, risk management, technology application, cost management and other contents of centralized operation of the banking industry.
This standard applies to the planning, implementation, evaluation, continuous optimization and management of centralized operation of the banking industry. 2 Normative references
The following documents are indispensable for the application of this document. For any dated referenced document, only the dated version applies to this document. For any undated referenced document, the latest version (including all amendments) applies to this document. GB/T32312—2015 Specification of service evaluation indicators for customer service centers in the banking industry GB/T32315—2015 Basic requirements for customer service centers in the banking industry GB/T5271.28-—2001 Vocabulary Part 28: Basic concepts of artificial intelligence and expert systems GB/T35274-2017 Information security technology Big data service security capability requirements 3 Terms and definitions
The following terms and definitions apply to this document. 3.1
Centralized operation The act of aggregating personnel, systems, data, rules, etc. in decentralized operational activities across different organizational structures or business types to improve work efficiency and quality, reduce costs, and enhance customer experience. Note: Generally includes channel services, process operations, internal support, etc. 3.2
Channel service channel service
The act of interacting with customers in a non-contact manner through channels such as voice, video and text (online) to provide communication services or business acceptance.
Note: Generally includes customer service, marketing, collection, etc. 3.3
processoperation
Process operation
The act of segmenting, transforming and optimizing transactions or operations with the help of image recognition technology and workflow technology, separating multiple operation steps and links before and after, and implementing processing.
Note: Common process operation businesses include: bill or voucher review, transfer and remittance, manual seal verification, authorization review, post-supervision, anti-money laundering, information entry, etc. 1
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Internal support
Fcorporatesupport
Various services provided to internal institutions of the bank without directly facing bank customers. JR/T01732020
Note: Common internal support businesses include: internal financial management of the bank (such as reimbursement, payment), human resources, procurement, real estate and property management, and information technology equipment operation and maintenance.
Econsumersatisfaction research;csR Customer satisfaction
The degree of match between customer expectations and customer experience is an index obtained after customers perceive the effect of bank services and compare it with their expectations. [GB/T32312-2015, definition 2.5]
Big data bigdata
It is a data set with huge data volume, diverse types, fast flow speed, and changing characteristics, and it is difficult to effectively organize, store, calculate, analyze and manage it using traditional data architecture and data processing technology. [GB/T35274—2017, definition 3.1]
Artificial intelligence
artificial intelligence
[GB/T5271.28—2001, definition 28.01.01]4 Principles
4.1 Feasibility
The feasibility of centralized operations, including but not limited to: a) Complying with regulatory requirements,
b) Having clear, standard and replicable business processing procedures c) Suitable for homogeneous, large-scale or specialized processing. d) Supporting remote or regional centralized operations.
Necessity
The necessity of centralized operations, including but not limited to: a)
Complying with the development strategy of the Bank.
It is conducive to improving customer experience.
It is conducive to improving operation quality and efficiency.
It is conducive to cost control.
It is conducive to risk control.
5Organizational Structure
5.1Management Model
5.1.1Regional Centralized Management
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Regional centralized management refers to a management model that centralizes eligible businesses or processes in branches or sub-branches at all levels within a certain region.
5.1.2Sector Centralized Management
Sector Centralized Management refers to a management model that centralizes eligible businesses or processes within the bank according to the business sector.
5.1.3Large Operation Centralized Management
Large Operation Centralized Management refers to a management model that centralizes eligible businesses or processes within the bank. If there are multiple sites for large operation centralized management, it is generally led by a central site, which is responsible for communicating and coordinating with various business management parties externally and managing each branch site internally. Each branch site generally adopts flat management and implements specific production tasks according to the unified dispatch of the headquarters. 5.2 Site selection
In addition to meeting the needs of business development, the site selection of centralized operations should also comprehensively consider factors such as the local economic and cultural environment, human resources, operating costs, policy preferences, geographical risks, difficulty in managing remote sites, and work area environment. The work area environment should comply with the relevant content of Chapter 3 of GB/T32315-2015 on the work area environment.
5.3 Employment form
On the premise of complying with policy and regulatory requirements and the human resources planning of the bank, centralized operations can flexibly use formal staffing, labor dispatch or outsourcing and other employment forms.
5.4 Job Setting
5.4.1 Job Classification
Centralized Operation Based on the service target requirements, comprehensive consideration of factors such as business volume, cost and efficiency, use scientific methods to reasonably set the responsibilities of each position, and explore suitable employment forms based on the risk control requirements of the work content involved in each position, including but not limited to front-line positions and back-line positions.
5.4.2 Front-line Positions
-Line positions are directly responsible for the operation tasks, including but not limited to: a) Manager position: responsible for the daily operation and personnel management of the production line, and should ensure that the production operations are completed in an orderly and efficient manner b) Shift (group) leader position: on-site management of the shift (group) should be carried out to improve the work quality and efficiency of employees. c) Employee position: should follow the standard process, complete the operation tasks within the specified time, and ensure quality and quantity. 5.4.3 Back-line positions
Back-line positions are responsible for supporting and guaranteeing production operations, including but not limited to: a) Planning management position: formulate operation plans and regularly review and analyze them to improve the overall level of centralized operation business. b) Scheduling management position: configure business permissions, monitor processes, and handle emergencies to ensure the continuity of centralized operation business. c) Scheduling management position: prepare scheduling plans and monitor implementation to improve the utilization rate of various resources in centralized operation business3
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d) Risk management position: establish a centralized operation risk system to assess, monitor, and deal with various risks and reduce risks related to centralized operation business.
Quality management position: monitor and manage the quality of centralized operation to ensure the operation level of centralized operation business. e)
Training management position: establish a training system, implement training according to business needs, and improve the quality of centralized operation personnel. Data analysis post: timely statistics and analysis of centralized operation-related data, indicators, hot events, customer demands, etc., to provide reference for the continuous optimization of centralized operation g)
business, products and services. h) Work order management post: timely delivery of work orders to relevant departments, and tracking of processing, to ensure that feedback from centralized operation business is effectively resolved.
i) Knowledge base management post: timely completion of maintenance of various business data and information, to ensure the accuracy of centralized operation business data. j) Comprehensive management post: guarantee the normal development of human resources, performance management, logistics and other work 6 Service evaluation
6.1 Customer service
6.1.1 Business volume indicators
Business volume indicators refer to the quantity indicators of services provided by commercial banks to customers, usually as observation indicators, and the indicators include but are not limited to: a) Inbound call volume: the number of customer sessions initiated by customers. b) Incoming answering volume: the number of conversations initiated by customers and successfully connected by customer service personnel. Outgoing call volume: the number of customer conversations initiated by customer service personnel. c
d) Outgoing answering volume: the number of conversations initiated by customer service personnel and successfully connected by customers. 6.1.2 Quality indicators
Quality indicators refer to the level indicators of providing services to customers. As evaluation or assessment indicators for work improvement, the indicators include but are not limited to:
Customer satisfaction: statistics on the proportion of customer feedback that is "satisfied" or above, and the statistical methods include system surveys and manual surveys. The higher the value, the more satisfied the customer is with the service. Customer satisfaction = (1-
The number of samples with "unsatisfied" survey results × 100%
Survey sample size
b) Quality inspection pass rate: According to the quality inspection requirements, the percentage of samples with "qualified" or above in the customer service process is counted. The higher the value, the better the employee implements the quality inspection requirements. The sample quantity with the sampling result of "unqualified"Quality inspection pass rate = (1-
)×100%
Sample quantity for sampling
c) One-time problem solving rate: Statistics on the proportion of calls from customers who do not repeatedly initiate service requests within the specified time. The higher the value, the stronger the ability of employees to solve customer problems. One-time problem solving rate = (1-
Repeated calls from customers within the specified time
)×100%
Call volume
On-time complaint settlement rate: Statistics on the proportion of customer complaints resolved within the specified time. The higher the value, the stronger the ability of employees to solve customer complaints.
6.1.3 Efficiency indicators
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Number of complaints handled within the specified time
Rate of complaint handling on time=
Number of complaints
×100%
JR/T0173—2020
Efficiency indicators refer to the timeliness indicators for providing services to customers, which serve as the basis for planning, scheduling and scheduling. The indicators include but are not limited to:Connection rate: Statistics on the proportion of customers initiating conversations and getting responses. The higher the value, the more consistent the response to customer service needsa)
Incoming call answering volume
Connection rate=
Incoming call volume
Service level: Statistics on the proportion of customers initiating conversations and getting responses within the specified time, usually with 20s as the measurement standard. The higher the value of this numberb)
, the more sufficient the customer service capabilities are. Service Level 2
Incoming calls answered within a specified time × 100%
Incoming calls
c) Average answering speed: Count the average time from when a customer initiates a session to when they get a response. The smaller the value, the more adequate the customer service capability is.
Total queuing time + total ringing time
×100%
Average answering speed =
Incoming calls answered
d) Average session duration: Count the average time from when a customer initiates a session to when it ends within a certain period of time. This value has a reasonable interval value. If it is greater than or less than the interval value, it means that the service level in the current statistical period is abnormal. The smaller the value and the higher the customer satisfaction, the stronger the ability to handle customer needs. Average session duration:
6.1.4 Management indicators
Total session duration
Inbound call answering volume
Management indicators refer to the ability indicators to provide services to customers. They are used as the basis for evaluating on-site management. The indicators include but are not limited toa) Online rate: Statistics on the proportion of production personnel who are online. The higher the value, the more sufficient the resources for customer service. Online rate three
Number of production personnel who are online
×100%
Total number of production personnel
b) Customer-production personnel ratio: The ratio of the number of production personnel to the number of inbound customers. The higher the value, the more sufficient the resources for customer service. Customer-production personnel ratio
Number of production personnel
Number of inbound customers
Work time utilization rate: Statistics on the sum of customer session duration and post-call processing duration, and their proportion in the total online time of production personnel. The higher the value, the more sufficient the resources for customer service are. Working time utilization rate III
Total duration of conversations 10 Total duration of post-processing
×100%
Total online time
6.2 Marketing/collection
6.2.1 Process indicators
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Process indicators are progress indicators of marketing and collection. As observation indicators, the indicator content includes but is not limited to: JR/T01732020
a) Outbound call list connection rate: Statistics on the proportion of the number of successfully contacted customers in the total number of customers on the outbound call list. The larger the value, the better the implementation of the outbound call list.
Outbound call list connection rate:
Number of successfully contacted customers
Total number of outbound call list customers
b) Collection account rolling rate: Statistics on the year-on-year changes in the number of accounts at the current overdue level by level. A value greater than 0 indicates that the number of overdue accounts at this level is increasing, a value less than 0 indicates that the number of overdue accounts at this level is decreasing, and a value equal to 0 indicates no change. Collection account rollover rate =
Number of overdue accounts at the end of a certain level
Number of overdue accounts at the beginning of a certain level
1)×100%
Collection amount rollover rate: Statistics on the year-on-year changes in the amount of accounts at the current overdue level by level. A value greater than 0 indicates that the amount of overdue accounts at this level is increasing; a value less than 0 indicates that the amount of overdue accounts at this level is decreasing; a value equal to 0 indicates no change. Rollover rate of collection amount =
6.2.2 Quality indicators
Amount of overdue accounts at the end of a certain level
Amount of overdue accounts at the beginning of a certain level
-1)×100%
Quality indicators are indicators of the level of marketing and collection. As evaluation or assessment indicators for work improvement, the indicators include but are not limited to: a) Script execution rate: Statistics on the proportion of outbound calls that meet the script requirements. The higher the value, the better the employees execute the script. Sample size that meets the script requirements
Script execution rate =
Sample size for random inspection
×100%
b) Qualified rate of random inspection: According to quality inspection requirements, statistics on the proportion of samples with "qualified" or above results in random inspections during outbound calls. The higher the value, the better the employees perform the quality inspection requirements. Random inspection pass rate = (1
6.2.3 Result indicators
Number of samples with "unqualified" results in random inspection) × 100%
Number of samples in random inspection
Result indicators are revenue indicators for marketing and collection, and are used as key assessment or payment reference indicators. The indicators include but are not limited to: a) Collection account success rate: Statistics on the proportion of accounts successfully collected in a certain period of time to the total number of overdue accounts. The higher the value, the better the collection execution.
Number of accounts successfully collected
×100%
Collection success rate=
Total number of collection accounts
b) Repayment amount: Statistics on the amount of accounts successfully recovered through outbound calls within a certain period of time. A value greater than 0 indicates that the revenue of the outbound call operation is positive, a value less than 0 indicates that the revenue is negative, and a value equal to 0 indicates no change. Amount of repayment = Total amount of overdue accounts at the beginning of the period - Total amount of overdue accounts at the end of the period 6
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c) Billing cycle recovery rate: Statistics on the proportion of accounts successfully recovered within a certain period to the overdue accounts at the beginning of the period. The higher the value, the better the collection execution.
Billing cycle recovery rate = (1
Total amount of overdue accounts at the end of the period
)×100%
Total amount of overdue accounts at the beginning of the period
d) Transaction amount: Statistics on the transaction amount achieved through outbound calls within a certain period. A value greater than 0 indicates that the income of the outbound call operation is positive, a value less than 0 indicates that the income is negative, and a value equal to 0 indicates no change Transaction amount 3 Total amount of successful transactions at the end of the period 1 Total amount of successful transactions at the beginning of the period e) Intermediate income: Statistics on the amount of intermediate income achieved through outbound calls within a certain period. A value greater than 0 indicates that the revenue of the outbound call operation is positive, a value less than 0 indicates that the revenue is negative, and a value equal to 0 indicates that there is no change in the amount of intermediate income 3 Total amount of intermediate income at the end of the period 1 Total amount of intermediate income at the beginning of the period f
Promotion rate: The proportion of customers who successfully upgraded their levels through outbound calls to the total number of customers on the outbound call list within a certain period. The higher the value, the better the execution of customer promotion. Promotion rate 1
Number of customers who successfully upgraded their levels
Total number of customers on the outbound call list
×100%
g) Order placement rate: The proportion of customers who successfully traded through outbound calls to the total number of customers on the outbound call list within a certain period. The higher the value, the better the execution of outbound call transactions. Order placement rate =
6.3 Process operation
6.3.1 Business volume index
Number of customers with successful transactions
Total number of customers on the outbound call list
×100%
Business volume index is the quantitative index of process operation, which is used as a reference index for assessment, acceptance or payment. The index content includes but is not limited to: a) Business volume: the number of transactions entering the operation process. b) Task volume: the number of tasks that enter the operation process and are decomposed according to certain rules and should be processed centrally. c) Character volume: the number of characters entered during centralized processing and recorded correctly and effectively by the system. 6.3.2 Quality index
Quality index is the level index of process operation, which is used as an assessment or reference index for work improvement. The index content includes but is not limited to: a) Error rate: the proportion of tasks identified as errors in a certain period of time in the total number of tasks. The lower the value, the better the quality of centralized operation. Errors refer to situations where business risks are caused by violations of business operation regulations. Error rate =
Number of error tasks
Total number of tasks
b) Risk-weighted error rate: Statistics on the proportion of error tasks identified as different risk levels in the total number of tasks within a certain period of time. The lower the value, the lower the overall risk level of centralized operations. The risk level of a single business can be expressed by the risk coefficient indicator. Risk-weighted error rate = (
Each error × Risk coefficient corresponding to the error) × 100%
Total number of tasks
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c) Random inspection pass rate: According to quality inspection requirements, statistics on the proportion of samples with "qualified" and above in random inspections during process operations. The higher the value, the better the employee's implementation of quality inspection requirements. Sampling pass rate = (1
6.3.3 Efficiency index
Number of samples with "unqualified" sampling results) × 100%
Sampling sample size
Efficiency index is a process operation time efficiency index, which serves as the basis for centralized operation planning, scheduling and scheduling. The index content includes but is not limited to: a)
Average business processing time: Statistical average time from the initiation of business to the completion of all business processing. The smaller the value, the stronger the overall operation capability of the process operation
Average business processing time =
Total business processing time
Total business volume
b) Average task processing time: Statistical average time from the business being sent to the background to the completion of the background processing. The smaller the value, the stronger the centralized operation capability of the process operation.
Total task processing time
Average task processing time=2
Total number of tasks
c) Overflow rate: Statistics on the proportion of tasks that overflow to other work sites for processing. The smaller the value, the more sufficient the centralized operation capacity of the process operation.
Task volume overflowing to other work sites
Overflow rate=2
×100%
Total number of tasks
6.4 Internal support
The service evaluation and assessment of internal support services can be formulated based on the needs of the business management party, the attributes of the delivered business, and the timeliness and accuracy requirements.
6.5 Other service evaluation
In addition to the above indicators, under the premise of ensuring the normal operation of the business, attention should also be paid to the application of cutting-edge technologies in centralized operations, including but not limited to:
Self-service or intelligent replacement rate: Statistics on the proportion of self-service or intelligent operations replacing manual operations. The higher the value, the wider the coverage of self-service or a)
intelligent technology application.
Task volume processed by self-service or intelligent operation Self-service or intelligent replacement rate =
Total tasks
×100%
b) Technology application maturity: Statistics on the proportion of business volume that does not require human intervention in self-service or intelligent operation. The higher the value, the higher the maturity of self-service or intelligent technology application. Skill application maturity = (1
Task volume that requires human intervention
)×100%
Task volume processed by self-service or intelligent operation c) Slicing rate: Statistics on the proportion of vouchers entered after slicing in information entry operations to all vouchers. The larger the value, the higher the efficiency of information entry and the lower the response cost. 8
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The number of vouchers entered through slicing
Slicing rate=
Total number of vouchers
JR/T01732020
d) Return rate: Statistics show the ratio of the number of returned tasks among the number of tasks initiated by the business initiator within a certain period of time. The lower the value, the higher the quality of the job handover of the initiator, and the lower the job cost caused by rework.
Return rate
7 Risk management
7.1 Centralized operation risk
The number of tasks returned by a certain business
×100%
The total number of tasks initiated by a certain business initiator The main risks faced by centralized operation include but are not limited to: business continuity risk.
Operational risk.
Outsourcing risk.
d) Other risks.
2 Business Continuity Risk
7.2.1 Overview of Business Continuity Risk
Business continuity risk refers to the risk that a bank’s business is partially or entirely interrupted for some reason, resulting in the bank being unable to provide services to its customers. Business continuity risks faced by the centralized operation of the banking industry include but are not limited to: Information technology failure: information system technology failure, supporting facilities failure. a
Service interruption: inability to continue to provide services for some reason, etc. b)
Man-made sabotage: hacker attacks, terrorist attacks, etc. d)
Natural disasters: fire, lightning strikes, tsunamis, earthquakes, typhoons, major epidemics, etc. 7.2.2 Business Continuity Risk Management
Business continuity risk management for centralized banking operations includes but is not limited to: a) Organization establishment: Establishing a daily management organizational structure, such as a decision-making body, an executive body, a management body, a guarantee body, an auditing body, etc., as well as an emergency response organizational structure, such as an emergency decision-making layer, an emergency command layer, an emergency execution layer, and an emergency guarantee layer. b) Risk assessment: Analyze and determine events and factors that may cause business interruption. Assess the direct and indirect losses that may be caused, and determine the priority and time limit for recovery.
c) Develop emergency plans: Determine emergency plans for various scenarios that lead to business interruption in different situations, with the goal of restoring business and systems within the time limit to ensure the continuity of centralized operations.
d) Feedback optimization: Continuously improve counterparty risk assessment and response mechanisms. 7.2.3 Business Continuity Risk Response Measures
When business continuity risks occur, the response measures that can be taken include but are not limited to: Business outsourcing: When business continuity risks occur due to insufficient production capacity, increase the number of off-site and on-site outsourced personnel to cope with the business diversion during peak hours a
. Centralized operation model with outsourcing of business operations9
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