银行业“反内卷”进行时：贷款利率、存款定价、房贷“返点”全规范……

Core Viewpoint - The banking industry is implementing a "de-involution" strategy to regulate competition, particularly focusing on loan and deposit pricing, aiming to eliminate unhealthy competitive practices such as "rebates" in housing loans and excessive marketing incentives [2][3][4][8]. Group 1: De-involution Strategy - The "de-involution" initiative requires banks to adhere to a self-regulatory pricing mechanism for loans, ensuring that rates do not fall below the established lower limit [4][6]. - Banks are encouraged to develop more private enterprise clients to balance the competitive landscape and meet business growth needs while adhering to the "de-involution" guidelines [2][5]. - The Ningbo Banking Association has initiated measures to standardize personal housing loan practices, explicitly banning any form of "rebate" to prevent unhealthy competition [8]. Group 2: Market Dynamics - The current competitive environment has led to a significant price war among banks, particularly in the corporate lending sector, where rates have been driven down to unsustainable levels [5][6]. - The focus on state-owned enterprises has resulted in a highly competitive pricing scenario, with banks competing aggressively for these clients, which has led to a distortion in risk pricing mechanisms [6][10]. - The banking sector is experiencing a shift towards targeting earlier-stage enterprises, as banks seek to diversify their client base and reduce reliance on traditional state-owned enterprises [10][11]. Group 3: Employee Impact - Despite the "de-involution" measures, employee performance metrics and workloads remain unchanged, with staff still facing high-pressure environments to meet performance targets [12][13]. - Employees report increased workloads and pressure to achieve sales targets, indicating that while the competitive landscape is being regulated, internal performance expectations remain intense [12][13]. - There is a call for a restructured evaluation system that balances short-term performance with long-term risk management, suggesting a need for a more sustainable approach to employee performance metrics [14].