2026年开年，一纸大额罚单将浙江民泰商业银行（以下简称"民泰银行"）推上风口。1月12日，上海金融监管局披露的信息显示，因涉及十项违法违 规行为，民泰银行上海分行被处以715万元重罚，违规事项横跨存款、贷款、票据、信息报送等核心业务链条，暴露出内控体系的系统性"短板"。这 并非孤例，近两年来，该行多地分支机构曾遭处罚，贷款分类失准、员工行为失察、授信管理松懈等问题更是反复出现。作为台州小微"三杰"之 一，近年来，民泰银行虽保持营收增长，但净利润已出现下滑，2024年同比降幅超14%，在大型银行下沉挤压、利差收窄、数字化转型加速的多重 压力下，如何在合规底线与商业可持续之间找到新的平衡点，已成为民泰银行能否穿越周期、守住区域金融阵地的关键命题。 开年715万重罚落地 开年重罚的落地，让民泰银行的合规问题被置于聚光灯下。1月12日，上海金融监管局公布了对多家银行的处罚信息，其中，民泰银行上海分行的罚 单尤为醒目，715万元的罚款金额、多达十项的违规事由，剑指该行业务链条上的"失守"。 | | | | 未按规定报送统计资料、未 按规定合理承担保险费用、 流动资金贷款贷后管理严重 | | | | --- | --- ...

● 李玉敏 李蕴奇 中国证券报记者根据金融监管总局网站"金融许可证信息"栏目披露的信息统计，2025年，共有超1.1万 家银行线下网点获准退出，超8400家线下网点获准设立。这意味着，2025年银行网点数量净减少逾2000 家。 业内人士分析，银行网点数量减少主要由中小金融机构改革化险和银行主动关闭低效网点两方面因素所 导致。在降本增效的同时，银行也需积极承担社会责任，构建"线上+线下+移动"的立体服务网络。 农村信用社网点减少逾2000家 记者统计发现，2025年银行网点的减少主要由农村信用社、村镇银行网点减少所导致。其中，农村信用 社网点减少2200家左右，村镇银行网点减少近1000家，农村合作银行网点减少近100家。 业内人士表示，这与2025年省级农商银行改制推进和村镇银行等中小金融机构通过"村改分""村改支"等 形式合并重组有关。 2025年，中央一号文件连续第六年强调，"一省一策"加快农村信用社改革，稳妥有序推进村镇银行改革 重组。目前已有十余个省份的省联社改制路径明确，河南、内蒙古、甘肃、新疆、吉林等省份推行了统 一法人模式改革，即成立省级农商行，吸收合并地方农村金融机构。此外，多家国有大行在2 ...

Group 1 - Postal Savings Bank of China (PSBC) has received approval from the National Financial Regulatory Administration to absorb and merge its wholly-owned subsidiary, Postal Bank of China Huinong Bank, marking the end of the latter's operations [2][4] - The merger aims to integrate operational experience and optimize resource allocation, effectively reducing management costs and enhancing overall operational efficiency [4] - Postal Bank of China Huinong Bank, established in January 2022 with a registered capital of 5 billion yuan, focused on serving agriculture, small and micro enterprises, and promoting inclusive finance, but struggled to achieve profitability [4] Group 2 - Financial data indicates that Postal Bank of China Huinong Bank's revenue from 2022 to 2024 was 101 million yuan, 355 million yuan, and 243 million yuan, with net losses of 162 million yuan, 263 million yuan, and 415 million yuan respectively [4] - The independent direct bank model is gradually being overshadowed by the overall digitalization trend in the banking sector, with only one independent direct bank license remaining in China after the closure of Postal Bank of China Huinong Bank [5]

Core Insights - The digital transformation is crucial for the banking industry, with a significant focus on the restructuring of digital talent, particularly the Chief Information Officers (CIOs) [1][2] Group 1: Changes in CIO Positions - In 2025, several major banks experienced changes in their technology leadership, with the CIOs of China Construction Bank (CCB) and Bank of China (BOC) resigning [2][4] - CCB's former CIO, Jin Panshi, resigned due to age reasons after serving for four years [2][3] - BOC's former CIO, Meng Qian, also resigned for age reasons after a 38-year tenure, during which she held multiple senior positions [4][6] - The Industrial and Commercial Bank of China (ICBC) also saw its technology leader, CTO Lv Zhongtao, leave at the end of 2025 [7][8] Group 2: New Appointments and Trends - In 2025, 21 new CIOs were appointed, primarily in small and medium-sized banks, with many being external hires [10][11] - Notable new CIOs include Gong Weihua at Huaxia Bank and Wang Fenghui at Xiamen International Bank, both of whom were brought in from outside the banking sector [11][12] - The trend indicates a shift towards external recruitment for CIO positions, with 48% of the new appointments being external hires [16] Group 3: Recruitment Trends in Smaller Banks - Many small and medium-sized banks have publicly announced CIO recruitment in 2025, including Xiamen International Bank and Zhengzhou Bank [18][19] - Recruitment criteria often include age limits and specific experience requirements, such as a minimum of six years in information technology and four years in senior management roles [18][20] - The trend reflects a growing emphasis on digital leadership within smaller banks, as they seek to enhance their technological capabilities [18][19]

在不少银行人看来，这种互助是无奈之举，"每天下班前要在工作群里发当天企微添加情况的截图""一 天要加十几个，完不成会通报"…… 不仅如此，既然是考核，便会伴随相应的奖惩机制。华夏银行华南地区某分支机构的客户经理告诉记 者，他们要求企微每个月需添加50人，若达不到数量则会被扣减300元。据了解，类似的指标考核在业 内并不鲜见，例如"少一个扣50元""未达到一个季度扣1000元"，令不少银行员工感到压力山大。 银行为何要求考核企业微信添加？在行业整体面临零售"阵痛"的当下，以企微为代表的私域运营是否真 的能够带动零售业务破局？ 奖惩并施之下，社交平台涌现银行企微"互助" 每经记者｜李玉雯 每经编辑｜廖丹 刚刚过去的2025年末，银行人再次为指标"疯狂"，这次不是存贷款、信用卡等司空见惯的任务，而是企 业微信添加考核。 记者注意到，工行、农行等多家银行客户经理在朋友圈晒出自己的企业微信二维码"求加"，不仅如此， 社交平台更是涌现出大量银行企微"互加"的帖子，不同银行员工之间互相以自己的个人微信添加对方的 企业微信。 与之相随的还有"真金白银"的奖惩措施。 一位贵州农信机构的员工称，他们对企业微信客户添加的指标进行计 ...

来源：行长要鉴 定量新增企微客户或成银行人的考核新指标？ 岁末年初，银行人朋友圈讨论热烈，围绕的话题除了"开门红"、年终奖之外，还有悄然诞生的又一硬性 考核指标——企业微信添加量。 日前，有网友晒出某银行企微月度考核标准。通知显示，该行将添加企微纳入按月考核，自2025年9月 起，要求支行正副行长、客户经理每人100个，柜员每人50个。未完成者，按每个10元扣减计价费用。 简单算一下，客户经理等干部每月100个，一年就要新增1200个；基层柜员每月50个，一年也要600个。 完不成任务，动辄就是上千甚至上万元的扣款。 面对如此巨大的考核压力，员工的应对策略显得尤为无奈。社交媒体上，"求互加企微"、"银行人帮银 行人"的帖子随处可见，不同机构的员工互扫二维码，只为凑够数，免于被扣钱。 银行人help 银行人 有没有银行员工 互相加企业微信 实名制的困困困 大家一起互助 银行企业微信任务 有没有银行员工互相加企业微信实名制的晶晶晶 大家一起互助#银行工作 #银行 #银行人的日常 企 业微信#客户经理 #金融行业 2025-12-16 江苏 哪位好心人可以添加我的企业微信 真没招了 银行人help银行人 求求大家了 ...

记者注意到，近期工行、农行等多家银行客户经理在朋友圈晒出自己的企业微信二维码"求加"，不仅如此，社交平台更是涌现出大量银行企微"互加"的帖 子，不同银行员工之间互相以自己的个人微信添加对方的企业微信。 临近年末，银行人再次为指标"疯狂"，这次不是存贷款、信用卡等司空见惯的任务，而是企业微信添加考核。 在不少银行人看来，这种互助是无奈之举，"每天下班前要在工作群里发当天企微添加情况的截图""一天要加十几个，完不成会通报督导"⋯⋯ 不仅如此，既是考核，便会伴随相应的奖惩机制。华夏银行华南地区某分支机构的客户经理告诉记者，他们要求企微每个月需添加50人，若达不到数量则 会被扣减300元。据了解，类似的指标考核在业内并不鲜见，例如"少一个扣50""未达到一个季度扣1000"，令不少银行员工感到压力山大。 银行为何要求考核企业微信添加？在行业整体面临零售"阵痛"的当下，以企微为代表的私域运营是否真的能够带动零售业务破局？ 每经记者｜李玉雯 每经编辑｜何小桃 廖丹 银行员工在社交平台上求助，以完成企微指标考核 奖惩并施之下 社交平台涌现银行企微"互助" "不骚扰不推产品，只为完成任务"——某银行员工在社交媒体上发帖求加企 ...

临近年末，银行人再次为指标"疯狂"，这次不是存贷款、信用卡等司空见惯的任务，而是企业微信添加考核。 记者注意到，近期工行、农行等多家银行客户经理在朋友圈晒出自己的企业微信二维码"求加"，不仅如此，社交平台更是涌现出大量银行企微"互加"的帖 子，不同银行员工之间互相以自己的个人微信添加对方的企业微信。 在不少银行人看来，这种互助是无奈之举，"每天下班前要在工作群里发当天企微添加情况的截图""一天要加十几个，完不成会通报督导"⋯⋯ 不仅如此，既是考核，便会伴随相应的奖惩机制。华夏银行华南地区某分支机构的客户经理告诉记者，他们要求企微每个月需添加50人，若达不到数量则 会被扣减300元。据了解，类似的指标考核在业内并不鲜见，例如"少一个扣50""未达到一个季度扣1000"，令不少银行员工感到压力山大。 银行为何要求考核企业微信添加？在行业整体面临零售"阵痛"的当下，以企微为代表的私域运营是否真的能够带动零售业务破局？ 奖惩并施之下 社交平台涌现银行企微"互助" "不骚扰不推产品，只为完成任务"——某银行员工在社交媒体上发帖求加企微，以达到每天15人的添加数量。这并非个例，记者注意到，不少银行员工晒 出自己的企业微信 ...

Core Viewpoint - The trend of integrating credit card apps into main banking apps is gaining momentum among Chinese banks, with Postal Savings Bank being the second state-owned bank to announce the closure of its independent credit card app, following Bank of China [1][3][4]. Group 1: Bank Actions - Postal Savings Bank announced the integration of its "Postal Credit Card App" services into the "Postal Bank App," ceasing the use of the independent app [3]. - Bank of China previously announced a similar move, planning to migrate services from its "Bountiful Life" app to the main "Bank of China" app [3]. - Over the past two years, more than ten banks, including Beijing Rural Commercial Bank and Shanghai Rural Commercial Bank, have also closed or merged their credit card app services [3]. Group 2: Market Trends - Experts indicate that the closure of independent credit card apps reflects a broader trend in the banking industry aimed at reducing costs and improving efficiency [4][8]. - The integration of apps is seen as a response to the declining profitability and operational costs associated with maintaining separate credit card apps [4][8]. - The digital transformation in banking is shifting focus from standalone functionalities to a more integrated and user-friendly experience through main banking apps [6]. Group 3: Strategic Considerations - Different types of banks have varying motivations for app integration; state-owned banks focus on creating a unified ecosystem, while joint-stock banks aim for differentiated competitive advantages [7]. - Smaller banks prioritize efficiency and survival, using app integration primarily to reduce costs and enhance local service offerings [7]. - The operational burden of maintaining multiple apps, including development and maintenance costs, is a significant factor driving this trend [8]. Group 4: Future Outlook - The future of credit card services may not be limited to main banking apps, as new service formats like mini-programs and embedded lifestyle platforms could emerge [8]. - Banks are encouraged to strengthen their "one bank" digital strategy, enhancing online integration based on business characteristics and user preferences to improve user experience [8].

Core Viewpoint - The trend of integrating credit card services into main banking apps is accelerating as banks face slowing user growth and rising customer acquisition costs, leading to the closure of independent credit card apps [2][3][6] Group 1: Bank Actions - Postal Savings Bank of China announced the gradual cessation of updates to its "Postal Savings Credit Card App," migrating functions to the "Postal Savings Bank App" [3] - China Bank was the first major state-owned bank to close its independent credit card app, integrating services into the "China Bank App" [3] - Several smaller banks, including Jiangxi Bank and Beijing Rural Commercial Bank, have also shut down or integrated their credit card apps into main mobile banking platforms [4] Group 2: Market Dynamics - The credit card industry has shifted from rapid expansion to a phase of stock competition, with growth in card issuance slowing and some banks experiencing declines in card volume [6] - The operational costs of maintaining independent credit card apps have become unsustainable due to overlapping functionalities and the need for continuous updates and security measures [6][7] Group 3: User Experience and Regulatory Influence - Users prefer a unified app experience, as managing multiple apps for different services leads to a fragmented service experience [7] - Regulatory guidance has emphasized the need for banks to optimize or terminate underperforming apps, supporting the trend towards app consolidation [7] Group 4: Future Trends - The integration of credit card services into main apps is seen as an upgrade in service delivery rather than a reduction in credit card offerings [8] - Future banking strategies will focus on enhancing user experience through data-driven personalized services and integrating financial services with everyday life [8][9] - Banks are expected to face challenges in technology integration and user adaptation during this transition, necessitating investments in IT infrastructure and security [8]