Core Viewpoint - The establishment of Inner Mongolia Rural Commercial Bank marks a significant reform in rural financial services, creating a unified legal entity from 121 involved institutions, which is expected to enhance financial service capabilities and support regional economic development [1][2][3]. Group 1: Institutional Reform - Inner Mongolia Rural Commercial Bank has achieved the fastest reform timeline in the country, consolidating 121 rural financial institutions into a single entity, setting a precedent for rural financial reform [1]. - This consolidation includes various rural credit institutions and village banks, which is a first for the region, indicating a major shift in the structure of rural banking [1]. Group 2: Financial Resource Optimization - The integration into a provincial-level rural commercial bank allows for better resource allocation, enabling effective fund integration and optimization, which is crucial for supporting key industries and infrastructure in rural areas [2]. - By centralizing funds from various village banks, the provincial bank can provide more precise financial support to critical sectors, enhancing overall economic development [2]. Group 3: Enhanced Financial Services - The provincial bank's platform will improve the financial service capabilities of the village banks, offering a wider range of financial products and services, leveraging advanced financial concepts and models [2][3]. - The presence of a more robust financial product development system and professional teams will facilitate the introduction of innovative financial solutions to the newly formed institutions [2]. Group 4: Risk Management Improvements - The provincial bank's comprehensive risk management framework will enhance the risk control capabilities of the smaller village banks, which typically face significant risks due to their size and operational structure [2]. - A unified risk monitoring platform will allow for real-time risk assessment and early warning systems, helping to identify and mitigate potential risks effectively [2]. Group 5: Brand and Market Competitiveness - The integration into a unified provincial bank will elevate the brand recognition and market credibility of the village banks, allowing them to share resources and improve their market presence [3]. - The provincial bank's influence will facilitate better coordination with government and financial institutions, creating more opportunities for collaboration and resource optimization in the region [3]. Group 6: Broader Implications - This large-scale integration of village banks into a provincial framework represents an innovative approach to rural financial reform, with the potential to serve as a model for other regions [3]. - The initiative is expected to contribute significantly to the implementation of rural revitalization strategies and the coordinated development of regional economies [3].

Core Viewpoint - The establishment of Inner Mongolia Rural Commercial Bank represents a significant advancement in rural financial reform, showcasing a rapid and efficient integration of multiple financial institutions into a unified entity, which may serve as a model for other provinces [2][3]. Group 1: Establishment and Structure - Inner Mongolia Rural Commercial Bank was formed by integrating 121 rural financial institutions into a single legal entity, achieving the fastest reform timeline in the country [2][3]. - The bank aims to support local economic development and rural revitalization, with a focus on modernizing its financial services and management practices [2][3]. - The bank's registered capital is 58.017 billion yuan, with a diverse shareholder structure including government, state-owned enterprises, private companies, and individual investors [4][5]. Group 2: Advantages of the Integration Model - The "one-step" integration model allows for optimized resource allocation, enhancing the bank's competitiveness and ability to support local economic needs [3][4]. - This model improves reform efficiency, consolidates resources from numerous small institutions, and enhances overall management and risk resilience [3][5]. - The unified structure facilitates better capital and resource management, enabling the bank to meet diverse financial demands and support agricultural and small business financing [3][5]. Group 3: Focus on Non-Performing Loans - The bank prioritizes the recovery of non-performing loans, holding multiple meetings to strategize on this critical issue before its official opening [6][7]. - Effective management of non-performing loans is seen as essential for improving asset quality, enhancing risk management capabilities, and boosting profitability [6][7]. - The bank's proactive approach in addressing non-performing loans is intended to build market confidence and improve its credit rating and funding costs [7].

Core Viewpoint - The Inner Mongolia Rural Commercial Bank emphasizes that the reform of rural credit institutions is a systematic project that requires substantial efforts and cannot rely on past practices or external assistance to succeed [1][2]. Group 1: Reform and Governance - The bank's chairman, Liu Feng, highlights the need for genuine reform to address issues such as improving corporate governance, strengthening risk control systems, and promoting business development [2]. - Liu Feng stresses the importance of actively resolving historical issues and maintaining the safety of state capital and shareholder rights [2]. Group 2: Operational Strategy - The bank aims to balance asset growth and liability cost control to achieve annual operational goals [2]. - There is a focus on the collection and resolution of non-performing loans, particularly from employees and public officials, ensuring clarity in debt obligations and accountability in recovery efforts [2]. Group 3: Establishment and Efficiency - The Inner Mongolia Rural Commercial Bank has set a record for the fastest establishment of a provincial rural commercial bank, consolidating 121 institutions into a unified legal entity [3]. - The efficiency of the bank's establishment is attributed to strong policy support, reform motivation, and thorough preparatory work, aided by local government and regulatory guidance [4]. Group 4: Advantages of Provincial Rural Commercial Banks - Provincial rural commercial banks possess strong integration capabilities, optimizing resource allocation across previously fragmented rural credit institutions [4]. - They provide extensive financial services to local economies through numerous urban and rural branches, tailored to meet local needs [4]. - The banks can innovate products and establish unified risk monitoring mechanisms to identify and mitigate potential risks effectively [4].

Core Viewpoint - Inner Mongolia Rural Commercial Bank officially opened on May 27, 2025, marking a significant milestone in the reform of rural financial institutions in China, achieving the fastest establishment record in the country [2][4]. Group 1: Establishment and Structure - The bank was established in just 90 days after receiving approval from the National Financial Supervision Administration on February 26, 2025 [2]. - Inner Mongolia Rural Commercial Bank was formed through the merger of 121 rural credit institutions and 26 village and town banks, creating a unified legal entity [2][3]. - The bank has a registered capital of approximately 58.017 billion yuan [5]. Group 2: Financial Background - As of the end of 2024, the asset scale of the Inner Mongolia rural credit system reached 883.3 billion yuan, with total deposits amounting to 743.5 billion yuan [6]. - Prior to the reform, several institutions underwent asset evaluations, with Baotou Rural Commercial Bank reporting a "0 yuan withdrawal" of shares [6]. Group 3: Shareholding Structure - The bank's shareholding structure is dominated by state-owned capital, with 80.99% held by legal entities and 19.01% by individual shareholders [7]. - Key shareholders include Inner Mongolia Financial Asset Management Co., Ltd., Erdos Municipal Finance Bureau, and Inner Mongolia Autonomous Region Finance Department, each holding significant stakes [7]. Group 4: Leadership - Liu Feng has been appointed as the chairman, and Xing Aize as the president of Inner Mongolia Rural Commercial Bank, both of whom have extensive experience in the financial sector [8][9].

Core Points - Inner Mongolia Rural Commercial Bank has officially opened, marking a significant milestone in the region's financial landscape [1][2] - The bank was established with a registered capital of 58.017 billion yuan and has a diverse shareholder structure [2] - The leadership aims to transform the bank into a modern financial institution while focusing on agricultural and rural development [3][4] Company Overview - Inner Mongolia Rural Commercial Bank was formed through the merger of the Inner Mongolia Rural Credit Cooperative Union and 93 local financial institutions [1][2] - The bank has 23 internal departments, 3 regional audit centers, and over 2,192 service outlets, employing more than 30,000 staff [2] - The bank's establishment involved the dissolution of 120 previous institutions, with all related debts and assets being inherited by the new bank [2] Strategic Goals - The bank aims to strengthen its governance by integrating party leadership into its management and operational frameworks [3] - It will focus on supporting agriculture, livestock, and small enterprises, while innovating financial products and enhancing service capabilities [3][5] - The leadership emphasizes the importance of professional talent development and strict adherence to regulations and discipline [3][5] Leadership and Management - The executive team largely consists of members from the former Inner Mongolia Rural Credit Cooperative, with Liu Feng as the chairman [4] - The management is committed to addressing key operational challenges and ensuring a unified approach to achieving the bank's objectives [5] - There is a strong emphasis on maintaining discipline and avoiding superficial practices in the bank's operations [5] Historical Context - The establishment of the bank comes in the wake of a significant anti-corruption campaign within the rural financial system in Inner Mongolia, which saw several high-ranking officials investigated [6] - The previous leadership faced scrutiny, with notable cases highlighting issues of corruption and mismanagement within the financial sector [6]

Core Viewpoint - The establishment of Inner Mongolia Rural Commercial Bank marks a significant milestone in the financial landscape of Inner Mongolia, representing the largest local bank in terms of scale, number of branches, and service reach [1] Group 1: Establishment and Structure - Inner Mongolia Rural Commercial Bank was officially established with a registered capital of 58.017 billion yuan, making it the largest local legal entity bank in Inner Mongolia [1] - The bank was formed through the merger of 120 institutions, including the Inner Mongolia Rural Credit Cooperative Union and 93 rural credit legal entities, along with 26 local village banks [1] Group 2: Historical Context and Reform Process - The reform process began in August 2024, with the approval of the merger by the involved institutions, leading to the establishment of Inner Mongolia Rural Commercial Bank [1] - In March 2025, the National Financial Supervision Administration approved the establishment of Inner Mongolia Rural Commercial Bank, indicating regulatory support for the reform [1] Group 3: Management and Leadership - Liu Feng, the legal representative of Inner Mongolia Rural Commercial Bank, has extensive experience in the banking sector, having held various positions in major banks and served as the deputy mayor of Baotou City [2] - Liu Feng emphasized the importance of risk prevention and the bank's commitment to supporting agriculture, animal husbandry, and small enterprises in its operational strategy [2]

为做好内蒙古农商银行挂牌开业等重点工作，确保新机构有序稳健运行，日前，内蒙古自治区农村信用 社联合社（简称"内蒙古农信联社"）党委书记、理事长（提名）刘丰，参加和林格尔支行（筹）主持召 开的内蒙古农商银行统一法人改革基础工作推进会并讲话。 会上，基层和一线员工首先围绕系统建设、上下贯通、授权体系、职责权限、数据报送及客户服务等方 面存在的堵点、卡点、痛点谈看法、提意见。 据记者了解，内蒙古农商银行筹建工作于2024年启动。2024年8月3日，内蒙古农商银行筹建工作小组等 联合公告称，内蒙古农信联社、93家内蒙古农信法人机构及其发起设立的26家区内村镇银行已分别完成 内部公司治理程序，审议通过以新设合并方式组建内蒙古农商银行相关事项并形成决议。在推动改革的 过程中，此次明确分管领导牵头负责各项工作，将使其改革进程中的各环节衔接更加通畅、效率更高。 （文章来源：证券日报） 从近年来各省级农信联社改革进程看，组建省级农商银行相对复杂，所耗费的时间较长。整合现有资 源、处置老股东股权、升级核心业务系统等，都需协调内外部机构完成。尽早明确各项工作的分管领 导，有助于推动改革进程有序开展，这也是农信改革进程中常用的举措之 ...