2026 年 2 月 27 日│中国内地 区域性银行 证券研究报告 宁波银行 (002142 CH) 管理层平稳过渡，业绩增长动能强劲 2 月 26 日，宁波银行完成董事会换届选举，董事会公告陆华裕先生因到龄 离任，选举庄灵君先生为新任董事长，并聘任冯培炯先生为新任行长，二人 任职资格尚待宁波金融监管局核准。本次换届平稳过渡，新班子以内部培养 干部为主力，我们预计将有利于保持战略定力，新任管理层依托宁波地处经 济活跃区的区位优势，继续深化专业化、数字化经营，持续积累差异化比较 优势，看好公司的长期投资价值，维持买入评级。 新老交替有序，继任平稳履新 陆华裕先生自 2005 年起出任宁波银行董事长，执掌帅印长达 21 年，带领 宁波银行从一家地方区域性银行成长为总资产超 3.6 万亿、经营稳健、特色 鲜明的系统重要性银行，其奠定的扎实家底和优秀企业文化为公司的长远发 展构筑了坚实根基。而庄灵君先生则为内部培养的 75 后"老宁波人"，现年 47 岁，自 2006 年加入公司，历任多个核心岗位，并于 2022 年起担任行长， 深度参与了近年的经营管理，对宁波银行的风控体系和文化理念理解深刻， 预计其履新后将能快速 ...

证券研究报告 2026 年 2 月 27 日│中国内地 区域性银行 2 月 26 日，宁波银行完成董事会换届选举，董事会公告陆华裕先生因到龄 离任，选举庄灵君先生为新任董事长，并聘任冯培炯先生为新任行长，二人 任职资格尚待宁波金融监管局核准。本次换届平稳过渡，新班子以内部培养 干部为主力，我们预计将有利于保持战略定力，新任管理层依托宁波地处经 济活跃区的区位优势，继续深化专业化、数字化经营，持续积累差异化比较 优势，看好公司的长期投资价值，维持买入评级。 新老交替有序，继任平稳履新 陆华裕先生自 2005 年起出任宁波银行董事长，执掌帅印长达 21 年，带领 宁波银行从一家地方区域性银行成长为总资产超 3.6 万亿、经营稳健、特色 鲜明的系统重要性银行，其奠定的扎实家底和优秀企业文化为公司的长远发 展构筑了坚实根基。而庄灵君先生则为内部培养的 75 后"老宁波人"，现年 47 岁，自 2006 年加入公司，历任多个核心岗位，并于 2022 年起担任行长， 深度参与了近年的经营管理，对宁波银行的风控体系和文化理念理解深刻， 预计其履新后将能快速进入角色，保持管理层交接的平稳有序。 宁波银行 (002142 CH ...

本报讯 （记者张敏）2月24日，广东松炀再生资源股份有限公司（以下简称"松炀资源"）在回复互动易 投资者问题时表示，经与控股股东方核实，实控人近期无转让实际控制权意愿。 该公司相关人员表示，公司将持续深耕主业，加强内控治理，积极回报股东。 收缩多元化布局 松炀资源成立于2008年，是一家集废纸回收、环保造纸及涂布成型于一体的高新技术企业，已通过 ISO9001质量体系认证、ISO14001环境体系认证，拥有"广东省工程技术研究中心""广东省资源综合利 用企业"等多项资质认定。 公开信息显示，2025年下半年以来，松炀资源启动了多笔资产处置。2025年11月份，公司发布公告，拟 挂牌转让全资子公司汕头市松炀新材料特种纸有限公司100%股权。公告显示，公司本次出售为优化业 务结构，聚焦主业发展，增强公司可持续发展的内生动力，降低运营成本，避免继续亏损。同时，为了 降低运营成本，减少亏损，维护公司及全体股东利益，公司管理层经过审慎考虑，决定对松炀新材公司 实施停产。 随后公司再次公告，以1元的对价转让控股子公司松炀乐彩（北京）运营管理有限公司51%股权（对应 认缴出资额10，200，000元，实缴出资额0元）。该子 ...

Core Insights - Small businesses must focus on niche markets to thrive in a competitive landscape dominated by large corporations [3][5][15] Group 1: Challenges Faced by Small Businesses - A local Japanese grocery store, once unique, has struggled due to the emergence of a larger supermarket offering similar products, highlighting the challenge small businesses face against giants [3] - The trend of large companies entering markets previously occupied by small businesses is accelerating due to globalization and digital sales channels [3][4] Group 2: Necessary Transformations for Survival - Small businesses need to undergo three fundamental shifts in their operational models to survive and thrive [5] - Transition from being generalists to specialists, focusing on a narrow field to create a competitive advantage that large companies cannot replicate [6] - Shift from viewing customers as mere buyers to building a community around shared interests, enhancing customer loyalty and engagement [7][8] - Move from corporate jargon to authentic human connection, leveraging unique personality traits to differentiate from larger competitors [9] Group 3: Actionable Steps for Small Businesses - Identify and map out the top ten core customers to understand their unique needs and values, which can reveal areas of competitive advantage [11] - Make the difficult decision to stop offering certain products or services that detract from the core expertise, allowing for a more focused approach [12][13] - Present the business in a genuine manner on social media platforms, sharing authentic insights and experiences to build a connection with customers [14] Group 4: Future Outlook - The local grocery store must make counterintuitive choices, such as narrowing its focus and reducing its scale, to ensure long-term survival in a market dominated by larger players [15][16]

Core Viewpoint - The insurance industry is undergoing a significant transformation, shifting from diversification to specialization, as regulatory policies tighten around non-insurance subsidiaries, leading to the exit of many such entities from the market [1][10]. Group 1: Company Actions - 21 small loan companies, including Chongqing Renbao Microfinance Company, have exited the industry, with Renbao Microfinance voluntarily applying for deregistration [2][3]. - China Pacific Insurance has deregistered three non-insurance subsidiaries this year, while Taikang Insurance Group has also reported the cancellation or transfer of over 20 non-insurance subsidiaries [1][3]. - Dajia Insurance Group is also divesting its non-insurance assets, such as the planned transfer of its third-party payment company [4]. Group 2: Industry Trends - As of June 2023, 36 insurance companies collectively held approximately 690 non-insurance subsidiaries, with an average investment exceeding 700 million yuan per subsidiary [6]. - The majority of these non-insurance subsidiaries are involved in sectors like healthcare, real estate, investment management, and technology [7]. - Regulatory policies have become increasingly stringent, leading to a rapid decline in the establishment of new non-insurance subsidiaries, with fewer than five being formed annually since 2022 [8]. Group 3: Regulatory Environment - The tightening of regulations aims to push financial institutions back to their core businesses and prevent regulatory arbitrage and financial risks [9][10]. - The regulatory framework has evolved to focus on risk isolation and efficient collaboration within the financial ecosystem, marking a strategic shift from quantity expansion to quality improvement in the financial sector [10][11].

Core Insights - The conference "Starting New Paths for Steady and Long-term Development" highlighted the importance of diversification and high-quality development in business strategy, as emphasized by Wang Junhao, President of Junyao Group [1] Group 1: Business Strategy - Junyao Group adheres to a strategy of "diversified investment and specialized operation," believing that diversification is essential for long-term stability amid industry cyclicality [1] - The company maintains a strict principle of not using cash flow from its main business to fund diversified ventures, ensuring financial integrity [1] Group 2: Health Industry - Junyao Group entered the health sector in 1994 with Junyao Milk and successfully transformed during the 2008 milk crisis by focusing on probiotics, leading to the establishment of the "Junyao Health" brand [2] - The company has developed over 50,000 strains of bacteria through collaboration with universities and has received international patents, with products now sold in over 80 countries [2] Group 3: Technology and Manufacturing - The company has achieved international certification for its pilot simulator, matching the standards of Boeing 737 and 787, and has successfully exported to France [2] - In the electric vehicle sector, Junyao Group emphasizes a rational development approach, prioritizing quality over scale [2] Group 4: Aviation and Education - Junyao Group's airline, Junyao Airlines, operates over 100 aircraft and has established significant international competitiveness [3] - The education sector focuses on non-profit institutions, with a high percentage of graduates gaining admission to top global universities, and is integrating AI technology to enhance educational outcomes [3] Group 5: Cultural Initiatives - Junyao Group aims to promote Chinese culture globally, exemplified by hosting a guqin concert in Serbia and establishing a cultural exchange center for the ancient instrument [4] - The company emphasizes the importance of cultural heritage and aims to make Chinese civilization more accessible to the world [4]