行政及非行政职能支持服务共享框架协议项下拟进行的交易将使本集团凭借交通银行集团的资源，提升 其整体运营效率及成本效益。通过整合若干行政及非行政支持职能，本集团可减少资源重复及降低对基 础设施、系统及人力的固定投入，从而实现规模经济并降低其运营成本。 智通财经APP讯，交银国际(03329)发布公告，于2026年2月3日，本公司与交通银行订立行政及非行政职 能支持服务共享框架协议，据此，交通银行集团同意向本集团提供行政职能支持服务及非行政职能支持 服务。行政及非行政职能支持服务共享框架协议须自根据适用上市规则获得独立股东批准行政及非行政 职能支持服务共享框架协议项下拟进行的交易及相关建议年度上限之日起生效至2028年12月31日止(包 括首尾两日)，并且此后连续三年将自动续期，惟须遵守届时适用上市规则的规定。 ...

Group 1 - The core point of the article is the personnel adjustment at the Bank of Communications' Credit Card Center, with He Bo appointed as the new general manager, pending regulatory approval [1] - He Bo previously served as the deputy general manager of the Zhejiang branch and has held various positions within the bank, including senior manager and deputy general manager of the personal financial business department [1] - The former general manager, Han Dong, has been reassigned to the Ningbo branch, with his appointment officially approved by the Ningbo Financial Regulatory Bureau [1] Group 2 - As of the end of the reporting period, the Bank of Communications reported a credit card overdraft balance of 532.58 billion yuan and a total card issuance of 60.10 million [1] - The cumulative consumption amount for credit cards during the reporting period reached 1,096.6 billion yuan [1]

FF301 股份發行人及根據《上市規則》第十九B章上市的香港預託證券發行人的證券變動月報表 | | | 致：香港交易及結算所有限公司 FF301 | | 法定/註冊股份數目 | 面值 | | | 法定/註冊股本 | | --- | --- | --- | --- | --- | --- | | 上月底結存 | 450,000,000 | RMB | 100 | RMB | 45,000,000,000 | | 增加 / 減少 (-) | | | | RMB | | | 本月底結存 | 450,000,000 | RMB | 100 | RMB | 45,000,000,000 | 公司名稱: 交通銀行股份有限公司 呈交日期: 2026年2月3日 I. 法定/註冊股本變動 | 1. 股份分類 | 普通股 | 股份類別 | H | | | 於香港聯交所上市 (註1) | | 是 | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | 證券代號 (如上市) | 03328 | 說明 | H股 | | | | | | | | | | 法定 ...

转自：新华财经 结合奶制品消费端实际，交通银行吴忠分行积极发挥金融机构提振消费职能作用，联合地方商务部门， 制定《"金融助力，乳业振兴"交通银行支持奶产业纾困、提振消费力行动方案》，开展"1元换购100元 乳制品优惠活动"，从消费端贡献"交行力量"。吴忠市利通区政府相关负责人评价："交通银行助企纾 困、提振消费的做法，是积极响应稳增长促发展决策部署的具体实践，通过创新奶产业金融产品和服 务，丰富金融消费场景，为地方奶产业高质量发展贡献了金融力量。"（王学红） 编辑：赵鼎 交通银行吴忠分行积极探索农业设施产权抵押贷款业务路径，主动对接吴忠市政府奶产业纾困基金政 策，联合市农业农村局、市财政局及国有担保公司建立"政策共研、风险共担、信息共享"机制。通过政 银企座谈会、产业链调研等方式，精准掌握企业融资痛点，定向支持奶牛养殖场购置饲草饲料、升级环 保设施，保障奶源供应和牧场日常运营。 该行通过"政府风险补偿基金+银行信贷+担保增信"组合模式，降低企业融资门槛，在每年8月、9月青 贮采购关键节点，开辟绿色审批通道，对经营正常但暂时遇困的企业做到"应贷尽贷、应续尽续"，切实 维护产业链稳定。截至2025年末，该行新增纾 ...

FF301 股份發行人及根據《上市規則》第十九B章上市的香港預託證券發行人的證券變動月報表 | | | 致：香港交易及結算所有限公司 公司名稱: 交通銀行股份有限公司 呈交日期: 2026年2月3日 I. 法定/註冊股本變動 | 1. 股份分類 | 普通股 | 股份類別 | H | | | 於香港聯交所上市 (註1) | | 是 | | | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | | 證券代號 (如上市) | 03328 | 說明 | H股 | | | | | | | | | | 法定/註冊股份數目 | | | 面值 | | | 法定/註冊股本 | | | 上月底結存 | | | 35,011,862,630 | RMB | | | 1 RMB | | 35,011,862,630 | | 增加 / 減少 (-) | | | | | | | RMB | | | | 本月底結存 | | | 35,011,862,630 | RMB | | | 1 RMB | | 35,011,862,630 | | 2. 股份分類 | 普通股 | ...

中国经济网北京2月3日讯 国家金融监督管理总局网站昨日公布的佳木斯监管分局行政处罚信息公开表（佳金监罚决字〔2026〕1、2号）显示，交 通银行（601328）股份有限公司佳木斯分行迟报漏报案件风险事件信息被罚款20万元，刘海（时任交通银行股份有限公司佳木斯分行行长）被警 告。 | 序 | 当事人名称 | 行政处罚 决定书文 | 主要违法违规行为 | 行政处罚 | 作出决定 | | --- | --- | --- | --- | --- | --- | | 름 | | | | 内容 | 机关 | | | | 름 | | | | | 1 | 交通银行股 份有限公司 佳木斯分行 | 佳金监罚 决字 | | 罚款20 | | | | | [2026] | | 万元 | 佳木斯金 | | | | 1号 | | | 融监管分 | | | 刘海(时任 | | 识报漏报案件风险事 | | 局 | | | 交通银行股 | 佳金监罚 | 件信息 | | | | 2 | 份有限公司 | 洪字 | | 营告 | | | | 佳木斯分行 | [2026] | | | | | | 行长) | 2号 | | | | 国家金融监督管理总局 ...

中国经济网北京2月3日讯 国家金融监督管理总局网站昨日公布的佳木斯监管分局行政处罚信息公开表（佳金监罚决字〔2026〕1、2号）显 示，交通银行股份有限公司佳木斯分行迟报漏报案件风险事件信息被罚款20万元，刘海（时任交通银行股份有限公司佳木斯分行行长）被警告。 | 序 | 当事人名称 | 行政处罚决 | 主要违法违规 | 行政处罚 | 作出决定 | | --- | --- | --- | --- | --- | --- | | 름 | | 定书文号 | 行为 | 内容 | 机关 | | 1 | 交通银行股份有限公 司重庆合川支行 | 合川金管罚 焚 字 (2026) 1 | 贷款"三查" 不尽职 | 罚款30万 元 | 合川金融 监管分局 | | | 刘协力(时任交通银 | | | | | | 2 | 行股份有限公司重庆 合川支行副行长) | 름 | 贷款"三查" 不尽期 | 营告 | | 1月6日，国家金融监督管理总局网站公布陕西监管局行政处罚信息公示表显示，交通银行股份有限公司陕西省分行及相关责任人员存在以下 主要违法违规行为：发放固定资产贷款不审慎、银行承兑汇票授信后管理不到位、超过借款人实际需求发放流 ...

近日，交通银行上海市分行与上海交通大学国家大学科技园举行全面战略合作签约仪式。双方将紧扣国家科技创新、服务上海"五个中心"建设等开展深入合 作。 上海交通大学党委副书记、校长、中国科学院院士丁奎岭表示，交通银行与上海交通大学有着良好合作基础，此次签约标志着双方合作迈入新阶段。他指 出，大学科技园作为学校重要的科创服务平台，在推动科技成果转化方面具有重要作用。当前学校正在推动国家大学科技园改革重塑，期待交通银行的科技 金融有力赋能园区及科创企业，加速金融资本与科技创新的结合，为上海国际科创中心、金融中心建设提供更大支持。 交通银行党委副书记、行长张宝江指出，交通银行与交通大学有着特殊的渊源，本次签约是深化双方合作，助力科技强国建设的又一有力举措，交通银行将 尽己所能提供更加优质的全方位金融服务，通过聚焦重点产业、赋能园区建设、服务在园企业，助力前沿科技走出校园、引领产业、创造未来，书写"教育- 科技-金融"良性循环的新篇章。 转自：新华财经 签约仪式上，上海交大企业发展集团总裁蒋宏与交通银行上海市分行行长杨勇签署《全面战略合作协议》。根据协议，双方将依托上海交大科研人才优势与 交行金融资源禀赋，联合共建科创孵化 ...

Core Viewpoint - The "15th Five-Year Plan" emphasizes the development of inclusive finance, focusing on technology finance, green finance, and digital finance, while addressing the challenges of achieving accessibility, risk control, and financing costs in serving the inclusive finance sector [1][4]. Group 1: Development of Inclusive Finance - The "15th Five-Year Plan" highlights the need for a multi-faceted investment approach to enhance rural revitalization and inclusive finance [1]. - The transition of inclusive finance from broad coverage to precision and high-quality development is crucial [1]. - The persistent "impossible triangle" in inclusive finance presents challenges in balancing credit accessibility, risk control, and financing costs [1]. Group 2: Digital Risk Control System - The digital risk control system has significantly improved the accessibility and convenience of inclusive finance services, particularly for small and micro enterprises [4]. - The compound annual growth rate of inclusive loans for small and micro enterprises at the bank has exceeded 20%, with good asset quality maintained [4]. - The bank has established a digitalized, intelligent risk control system that integrates various data sources to enhance credit risk management [6]. Group 3: Components of Digital Risk Control - Data governance involves breaking down data silos and creating comprehensive customer profiles through the integration of internal and external data [6]. - Model construction utilizes AI algorithms to quantify risks and enhance risk prediction capabilities, supporting various stages of the lending process [7]. - Strategy application focuses on lifecycle management, with automated decision-making and risk alerts covering nearly 90% of overdue customer risk warnings [8]. Group 4: Measures for Small and Micro Enterprises - The bank employs a dual approach of product innovation and policy support to enhance financing accessibility for small and micro enterprises [9]. - The introduction of the "Science and Technology Innovation Knowledge Property Loan" allows for credit assessments based on intellectual property rather than physical collateral [9]. - The proactive renewal mechanism ensures seamless transitions for loans nearing maturity, enhancing service quality for enterprises [10][11]. Group 5: Proactive Credit Granting - The proactive credit granting service leverages digital technology to streamline the financing process for small and micro enterprises [11]. - The service significantly improves efficiency by allowing pre-approved credit limits to be offered directly to clients [12]. - The use of data-driven credit evaluations helps to alleviate traditional financing challenges faced by small enterprises [13]. Group 6: AI Integration in Risk Control - The bank is integrating AI technologies to enhance the efficiency and effectiveness of its inclusive finance risk control systems [14]. - AI assistants are being developed for credit strategy optimization, report generation, and post-loan management, improving overall risk assessment capabilities [15][16].

Core Insights - The banking industry is leveraging digital transformation to address long-standing pain points in the electricity sector, such as complex payment reconciliation and financing challenges for small and micro enterprises [1] - The "Electric Grid Pass" comprehensive financial service solution developed by the Bank of Communications aims to provide innovative financial services across the entire electricity value chain, covering key processes from procurement to payment [1][3] Group 1: Service Offerings - The "Electric Grid Pass" integrates six core service scenarios, including "Electric Easy Collection," "Electric Easy Payment," "Electric Easy Procurement," "Electric Easy Construction," "Electric Easy Sales," and "Electric Easy Charging," to meet specific business needs [2] - The service includes innovative products like "Electric Fee Quick Loan" and "Green Order Financing," which convert data into actual assets, and utilizes technology to enhance efficiency, reducing processing times from days to seconds [2] Group 2: Data-Driven Innovation - The Bank of Communications has achieved a deep integration of data insights, technology empowerment, and business implementation, with over 3,800 enterprises served and financing exceeding 78.6 billion yuan by the end of 2025 [3] - The bank has established a comprehensive service network covering major power grid groups, enhancing collaboration with State Grid, Southern Power Grid, and Inner Mongolia West Power Grid [3] Group 3: Collaborative Mechanisms - The "Electric Grid Pass" addresses common industry pain points, such as mismatched payment amounts, by implementing an intelligent reconciliation mechanism that has garnered positive customer feedback and attracted new clients [4] - The bank's approach emphasizes cross-departmental collaboration, breaking down internal barriers to provide customer-centric services that enhance the overall electricity industry ecosystem [4] Group 4: Competitive Advantages - The bank differentiates itself by offering a systematic and comprehensive service solution that leverages a more integrated and digital approach to serve the entire enterprise ecosystem, rather than focusing solely on individual clients [5] - The "Electric Grid Pass" allows the bank to connect financial services throughout the entire ecosystem, improving customer acquisition and retention in the electricity sector [5] Group 5: Empowering Retail Business - The model also supports retail business by breaking down boundaries between business lines, with services extending to personal users in scenarios like electric fee collection and charging stations [6] - The strategy follows a "B2B first, then B2C" approach, integrating value-added services for personal users through partnerships with operators [6]