01 利息收入"以量换价"，监管罚款超2000万 元 文/曹萌 在资产质量方面，截至2024年末，徽商银行的不良贷款率降至了1%以下，但零售业务不良贷款金 额却增加明显，提升了后续处置不良资产的成本及难度，加之该行贷款仍存在质量下迁风险且收购的 原包商银行资产处置工作尚未完成，未来徽商银行很难再出现不良贷款率大幅下降的情况。 日前，作为第二家赴港上市的内地城商行，徽商银行披露了2024年财报。虽然在2024年，徽商银行 的资产规模依旧保持了两位数增长，但在以扩大信贷规模对冲净息差收窄的操作中，该行违规行为也 随之增多。 财报显示 ，截至2024年末，徽商银行的资产总额为20137.53亿元，较年初增加2076.09亿元，增 长11.49%，目前该资产规模位于我国上市城商行的第 七位。 具体来看，徽商银行资产规模的进一步提升，离不开该行信贷业务的不断扩张。数据显示，截至 2024年末，徽商银行的客户贷款及垫款总额为10021.66亿元，较年初增加1279.43亿元，增长 14.64%，而这一信贷规模增速不仅高出2023年0.28个百分点，更明显高于徽商银行2024年整体资 产规模的增速。 通过梳理以往财报数据获 ...

齐鲁晚报·齐鲁壹点 王赟 作为一家最早进行股改的商业银行，华夏银行曾一度是国内股份行的"领头羊"。 这个春天，华夏银行一直延续着去年不断收罚单的节奏，这个4月，罚单与年报齐至。 涉"贷款管理不到位"又被罚 上周，国家金融监督管理总局江西监管局出具的一则行政处罚信息公开表显示，因贷款管理不到位，江西监管局对华夏银行南昌分行罚款80万 元。 今年初，1月27日，即2025年春节前最后一个工作日，华夏银行发布公告称，李民吉因个人原因，辞去本行董事长、执行董事及董事会专门委员 会相关职务，李民吉的辞职自2025年1月24日起生效。 值得注意的是，2024年12月，华夏银行召开董事会，李民吉被选举为第九届董事会董事长，本次突然辞职距离其连任董事长仅一个多月。 李民吉已任职董事长7年。2017年，李民吉正式加入华夏银行并被选举为董事，同年4月14日，其董事及董事长职位获核准。 董事长"闪辞"后不久，2月份，国家金管局核准杨宏担任该行首席合规官、刘小莉担任首席风险官的任职资格获批。 去年，华夏银行经历了频繁的人事变动，副董事长、董事、行长、副行长、监事会主席、监事均轮番离任。 不良资产处置背后的困境 2003年9月华夏银行 ...

单家消费金融公司的数据同样印证了整体趋势。 以4月为例，消费金融公司的不良资产处置动作较为密集。4月14日，招联消费金融披露了两期个人不良 贷款(个人消费贷款)转让项目公告，这两期项目涉及的不良贷款规模巨大，未偿本息总额分别高达6.79 亿元和10.7亿元，加权平均逾期天数分别为1072.73天和1269.72天。 4月以来，还有5家消费金融公司挂牌转让不良资产项目。捷信消费金融、南银法巴消费金融、幸福消费 金融、平安消费金融、金美信消费金融总计挂牌7期不良资产转让项目。 众多消费金融公司挂牌转让的不良资产价格普遍处于低折扣区间，部分项目的起拍价甚至不到账面价值 的1折。 例如，金美信消费金融转让的不良资产包未偿本息总额为1.8亿元，起拍价仅仅为479.1万元，折扣约为 0.26折。 在当前金融市场环境下，消费金融领域的不良资产处置动态备受关注。 近日，招联消费金融、捷信消费金融等多家消费金融公司密集挂牌转让不良资产包，且转让价格低于一 折。 4月15日，银登中心发布《2025年一季度不良贷款转让业务统计》报告。从不良贷款转让业务参与主体 结构来看，消费金融公司是机构中的一大"主力"。 2025年一季度，银登 ...

董希淼认为，长期以来，金融资产管理公司主要服务全国性金融机构，对中小金融机构重视不够、服务 不足。金融资产管理公司应转变理念、提升服务能力，加大对中小银行、消费金融公司等中小金融机构 不良资产收购、管理和处置力度，助力拓宽中小金融机构不良资产处置渠道，为一体推进中小金融机构 风险化解和转型发展提供更多支持。 近年来，作为国有金融资产管理公司之一的中国中信金融资产管理股份有限公司，不断加快深耕不良资 产经营、金融服务业务以及资产管理和投资业务。近3年来，该公司收购不良资产债权超5000亿元，位 居同业前列。中信金融资产相关负责人介绍，中信金融资产切实加强对重点领域和薄弱环节的金融服 务，巩固实体经济发展基础。2024年，该公司积极参与24省市中小金融机构风险化解，收购不良资产包 债权规模同比增长约54%，有效维护区域金融环境稳定。2022年以来，通过房企纾困保障商品房按期交 付6.6万套，支付上游材料供应商欠款超113亿元，带动其他金融机构613亿元存量项目风险化解，推动 超2240亿元货值的项目复工复产。 董希淼认为，金融资产管理公司应以《指导意见》的出台为契机，更好地助力金融机构盘活存量资产， 加快处置不良 ...

Core Viewpoint - The recent guidelines issued by the Financial Regulatory Bureau aim to enhance the regulation of financial asset management companies, promoting their high-quality development through 16 specific measures focusing on governance, risk management, and operational efficiency [1][11]. Group 1: Focus on Core Responsibilities - Financial asset management companies are urged to concentrate on their primary functions, particularly in the acquisition and disposal of non-performing assets, to address the increasing demand for asset resolution [3][4]. - The guidelines emphasize the importance of financial asset management companies in mitigating risks for small and medium-sized financial institutions and the real estate sector, thereby reinforcing their role in the economy [4][5]. Group 2: Risk Management and Internal Controls - Continuous enhancement of risk management and internal control mechanisms is mandated, with a focus on managing existing risk assets and controlling new business risks [7][8]. - The guidelines advocate for a balanced approach to asset-liability and liquidity management, discouraging reckless expansion driven by liabilities [8]. Group 3: Regulatory Framework and Compliance - The guidelines call for the improvement of the regulatory system, emphasizing the need for robust supervision and enforcement against illegal activities within the sector [9][10]. - A multi-layered and differentiated regulatory framework will be developed to adapt to the unique characteristics of financial asset management companies [9]. Group 4: Support for Small and Medium-sized Financial Institutions - Financial asset management companies are encouraged to enhance their service capabilities towards small and medium-sized financial institutions, facilitating the acquisition and management of their non-performing assets [5][6]. - The guidelines highlight the necessity for collaboration between financial asset management companies and local asset management firms to create a more effective ecosystem for asset resolution [5].

Core Viewpoint - The ongoing theme in the banking industry is the "clean-up of non-performing assets," as evidenced by the annual reports and management statements from listed banks for 2024 [1] Summary by Sections Non-Performing Asset Transfer Trends - In 2024, the total amount of non-performing loans (NPLs) listed for transfer reached 286.19 billion yuan, an increase of 80.2% compared to 2023, with the number of listed projects growing over 40% [4] - The banking industry is expected to see significant growth in non-performing asset disposal, driven by an increase in participating institutions and market demand [2] Key Participants in NPL Transfers - Joint-stock banks accounted for nearly half of the total transaction volume, with a total of 112.54 billion yuan in non-performing loans, representing 49.83% of the total [4] - Consumer finance companies and state-owned banks followed, with transaction volumes of 41.44 billion yuan and 35.25 billion yuan, respectively [4] Characteristics of NPL Transactions - The bulk of personal business transactions, including personal consumption loans, accounted for 70% of the total NPL transaction volume, with personal consumption loans making up 66.6% of this category in Q4 2024 [4] - The average discount rate for NPLs decreased to 4.8%, down 20 basis points year-on-year, while the average principal recovery rate fell to 7.3%, down 50 basis points [7] Role of Local Asset Management Companies (AMCs) - Local AMCs have become the primary buyers of non-performing loans, acquiring 163.95 billion yuan, which constitutes 70% of the total transaction volume [8] - The active participation of local AMCs is often backed by local government support, enhancing their capacity to manage and acquire distressed assets [9] Market Expansion and Future Outlook - Over 20 commercial banks have announced NPL transfers in 2024, with total uncollected principal and interest exceeding 60 billion yuan, significantly higher than the previous year [11] - The number of institutions involved in NPL transfer has reached 1,015, indicating a broadening market landscape [11] Challenges and Innovations in NPL Management - The need for innovation in traditional business models is pressing, as the sources of non-performing assets are expected to diversify, leading to longer disposal cycles [12] - Local AMCs must enhance their risk management capabilities and explore new methods for asset recovery, such as digital collection and asset securitization [12][13]