Zhong Guo Zheng Quan Bao·2026-01-19 21:25Core Viewpoint - The reform of rural banks is accelerating in 2026, with a focus on improving the quality of rural financial supply rather than merely reducing the number of institutions [1][4]. Group 1: Mergers and Acquisitions - SuNong Bank announced the absorption and merger of Jiangsu Zhangjiagang Yunnong Commercial Rural Bank, planning to acquire 100% of its shares and convert it into a branch [2]. - The acquisition of Zhejiang Anji Jiaoyin Rural Bank by Bank of Communications has been approved, with plans to establish multiple branches [2]. - Since the beginning of 2026, 53 rural banks have been listed for exit, indicating a trend of consolidation in the sector [3]. Group 2: Policy and Industry Demand - The acceleration of rural bank reforms is driven by both policy guidance and the inherent needs of the industry [3]. - The 2020 notice from the former CBIRC encouraged the orderly merger and restructuring of rural banks, allowing larger banks to absorb high-risk rural banks [3]. - The 2025 Central Document No. 1 emphasized the need for innovative financing mechanisms for rural revitalization and the importance of small banks in supporting agriculture and small enterprises [3]. Group 3: Quality Improvement - The primary goal of rural bank reform is to enhance the quality of financial services provided to agriculture and rural economies [4]. - Mergers and restructuring are seen as effective methods to resolve operational risks and improve competitiveness through resource integration [4]. - Experts suggest that the focus should be on quality improvement rather than just reducing the number of institutions, aiming for more efficient and higher-quality development [4]. Group 4: Challenges in Restructuring - The process of mergers and restructuring involves complex stakeholder interests and requires careful balancing of various demands [5]. - Some rural banks face challenges with historical non-performing assets, complicating the restructuring process [5]. - Recommendations include developing reasonable disposal plans for shareholder rights and creating specialized plans for addressing non-performing assets [5].