理查德·杰克逊先生(Richard Jackson) 就员工的近期提问进行了集中回答，现摘录如下（中文翻译由官方提供，如有与本人理解出入处，以本人理解为准）：
a) Will PAG impose insurance culture on our Bank?
PAG culture is not specifically an insurance culture. It is a modern management culture based on three core principles – accountability, performance and transparency. These principles are applied to PAG businesses in a way that specifically recognizes the reality of the different industries in which PAG operates – life insurance, P&C insurance, securities, trust, banking, asset management, annuity etc. At SDB for the last few years these same principles have begun to take root already – we already have KPIs, 360 degree assessments, unit and individual ranking as part of our annual assessment processes. Learning from the experience of PAG we can further improve the effectiveness of these processes and better recognize those of our staff who perform well. This is not a radical change it is a natural development of what we already do, and is similar to the approach taken at other leading Banks in China (Minsheng for example is also quite advanced with this approach).
e) Does PAG really understand Bank, is it an Insurance Company?
PAG is not an Insurance Company, it is an Integrated Financial Group covering most sectors of the financial industry (Banking now represents half of PAG assets!). It has successfully built industry leading businesses in each area by having a good strategy, assembling good teams, establishing clear plans, providing adequate resources, implementing well, having a culture that recognizes good performance, continuously learning from outside, and paying great attention to the market. At the Bank we have a clear strategy in “Best Bank”, we have a good team, we are now working on clear plans. In the future we will concentrate on implementation, building our recognition for good performance, and ensuring we improve relative to the market. This is nothing to be frightened about, it is normal if we are to develop. We all want to develop, and we all want the Bank to do better….this is how we do it! On the contrary PAG will be a huge positive resource for us in the future in respect for support for customer resources, infrastructure improvement and capital resources.
g) Should I be concerned about the future, how can I be sure about all the above?
PAG has been main shareholder now for six months, we can look at the changes that have taken place so far and with the strategy that has been developed for the future of the bank. Based on this we can draw the following conclusions….
– changes that have been made so far are positive and reflect what many of our colleagues already recognized and suggested
– the future strategy of the bank has been established, based on reality
– capital resources have been improved, market share has started to grow
– credit card cross-selling is in the final stages of preparation for launch in January, which will begin to provide us with great customer resources support
So on the evidence to date PAG has had a positive impact on the Bank, there is no reason to believe why this will not continue in the future. Indeed right now the future of the bank looks better and brighter than it has done for several years because we now have certainty about direction, about shareholding and strategy.