今年以来，农信改革加速推进，年内已有河南、内蒙古、江苏、江西等四地农村信用社省级机构挂牌营 业，往前追溯，国内由农信改革而生的新省级机构已达10家。 券商中国记者发现，近期，浙江、辽宁、海南、江西等地的多家农村信用社省级机构均发布社会招聘公 告，"海选"高管、金融科技、公司金融等相关人才，涵盖多个业务领域。此外，在挂牌营业一年半后， 山西农商联合银行首届党委领导班子也于近期"出炉"。 业内人士指出，各地农村信用社省级机构陆续筹备落地，经营状态也将从"挂牌运营"走向"治理完善"， 相应的人才队伍特别是金融科技人才，急需补充和储备，以此来提升差异化服务、数字化风控等能力， 预计未来市场化招聘高管也将成趋势。 多家银行发布招募令 7月底，浙江农商联合银行发布公告，面向全省市场化选聘系统内农商银行经理层岗位人员，具体选聘 岗位为桐庐农商银行副行长1名、嘉善农商银行副行长1名、龙游农商银行副行长1名。 浙江农商联合银行成立于2022年4月，由浙江省农村信用社联合社改制设立，也是全国深化农信社改革 的"第一单"，采用"下参上"的股权模式。目前，浙江农商联合银行下辖82家县(市、区)农商银行、农信 联社，本次招募副行长的三 ...

Core Viewpoint - The article highlights the accelerated reform of rural credit cooperatives in China, with multiple provinces establishing new provincial-level institutions and a growing demand for financial technology talent to support digital transformation and governance improvements [1][5]. Group 1: Reform Progress - Since the beginning of the year, rural credit reform has advanced rapidly, with four provincial-level rural credit cooperatives established in Henan, Inner Mongolia, Jiangsu, and Jiangxi, bringing the total to ten new institutions [1]. - Various provinces, including Zhejiang, Liaoning, Hainan, and Jiangxi, have initiated social recruitment for high-level positions and financial technology talent, indicating a shift from mere operational setup to improved governance [2]. Group 2: Recruitment Trends - Zhejiang Rural Commercial Bank has announced market-oriented recruitment for managerial positions across its branches, reflecting a broader trend of hiring experienced professionals in the sector [3]. - Liaoning Rural Commercial Bank is also actively recruiting management personnel, with a focus on various departments, including financial markets and risk management [3]. - Hainan and Jiangxi rural banks have similarly released recruitment announcements for various roles, emphasizing the need for specialized skills in technology and finance [4]. Group 3: Demand for Financial Technology Talent - A total of ten provinces have seen the establishment of new rural credit institutions, with a notable emphasis on recruiting financial technology talent to enhance digital capabilities [5]. - The increasing demand for financial technology professionals is attributed to the deepening digital transformation within the industry, as well as the historical lack of such talent compared to larger national banks [6]. - The new provincial institutions are expected to adopt a dual-track talent strategy, focusing on both high-level technology management roles and expanding the number of entry-level technology positions [6][8]. Group 4: Market-Oriented Recruitment - The trend towards social recruitment for high-level positions is driven by regulatory requirements for improved corporate governance and the need for rapid team formation during the establishment phase of these institutions [8][9]. - The reliance on external recruitment is expected to increase, as the existing leadership often lacks experience in digital transformation and cross-regional risk management [9]. - The introduction of external talent is seen as a way to break the internal cycle and bring in new management ideas and resources to compete effectively against larger state-owned banks [9].

Core Viewpoint - The reform of rural credit cooperatives in China is accelerating, with new provincial-level institutions established in multiple regions, highlighting a growing demand for talent, particularly in financial technology [1][3]. Group 1: Reform Progress - As of now, 10 new provincial-level rural credit cooperative institutions have been established in regions such as Henan, Inner Mongolia, Jiangsu, and Jiangxi [1]. - The operational status of these institutions is transitioning from "registered operation" to "improved governance," necessitating the recruitment of skilled personnel, especially in financial technology [1]. Group 2: Talent Recruitment - Zhejiang Rural Commercial Bank has initiated a market-oriented recruitment process for managerial positions across its member banks [2]. - Liaoning Rural Commercial Bank is also actively recruiting, with a total of 19 positions available across various departments [2]. - Other provinces, including Hainan and Jiangxi, have similarly announced recruitment drives for positions in information technology and financial management [2]. Group 3: Demand for Financial Technology Talent - A total of 10 provincial-level rural credit cooperative institutions have been established, with a notable emphasis on recruiting financial technology talent [3]. - The need for financial technology professionals is driven by the digital transformation of the industry and the historical lack of such talent compared to larger national banks [4]. Group 4: Strategic Talent Development - The talent strategy of newly established rural credit cooperative institutions is increasingly focused on digitalization and specialization, with a dual approach of high-level leadership and grassroots expansion [4][5]. - There is a growing trend towards market-oriented recruitment for senior management positions, driven by regulatory requirements and the need for rapid team formation [6]. Group 5: Future Trends in Recruitment - The reliance on social recruitment for talent acquisition is expected to increase, with a balanced approach between internal development and external hiring [5][6]. - The introduction of external talent is seen as essential for addressing gaps in digital transformation and enhancing competitive capabilities against larger banks [6].

Core Viewpoint - The establishment of Jilin Rural Commercial Bank marks a significant step in the reform of rural financial institutions in China, representing the fifth provincial-level rural commercial bank with a unified legal entity in the country [1][2]. Group 1: Reform and Structure - The reform of the Jilin rural credit system and the establishment of the provincial-level rural commercial bank aim to address governance and operational issues associated with the two-tier system of rural credit cooperatives, enhancing risk management and operational efficiency [2]. - The unified legal entity model of Jilin Rural Commercial Bank is expected to concentrate resources, improve capital strength, and enhance brand image, making it a stronger local financial institution in Jilin province [1][2]. Group 2: Advantages and Strategic Focus - The new bank will have advantages in various aspects such as governance, capital strength, risk prevention, and technological advancement compared to previous structures, positioning it as the most powerful local financial institution in Jilin [2]. - The reform is seen as a combination of "subtraction + reconstruction," focusing on differentiated strategic positioning, risk management, talent development, and digital transformation to enhance internal capabilities for development and risk control [2].

今日，"2025年吉林省政府支持中小银行发展专项债券（一期）-2025年吉林省政府专项债券 （九期）"完成招标。这笔资金将注入正在筹备中的吉林农商银行，成为2025年全国首单中 小银行专项债。 根据《2025年吉林省政府支持中小银行发展专项债券 吉林农村商业银行股份有限公司资本 补充项目收益与融资自求平衡方案》（以下简称《方案》），吉林省将对2021年已使用的86 亿元专项债券和2023年1月获批但尚未使用的260亿元专项债券用途进行调整，合计346亿元 全部注入新组建的吉林农商银行。 7月15日，吉林省财政厅在中国债券信息网公布2025年第六批吉林省政府债券信息披露文 件，宣布将于7月22日招标发行260亿元支持中小银行发展专项债券，利率预估2.10%，期限 10年。 | 债券名称 | 2025年吉林省政府支持中小银行发展专项债券(一期)一 | | | | --- | --- | --- | --- | | | 2025年吉林省政府专项债券(九期) | | | | 计划发行规模 | 260 亿元 | 实际发行规模 | 260 亿元 | | 发行期限 | 10年 | 票面利率(%) | . 1.76 | | ...

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].

刘丰表示，农信改革是一项系统工程，不要认为挂了牌，改革就圆满收官，不要认为靠熬、靠拖、靠别 人帮，就能让新机构变成一家好银行，不要认为依靠过去的惯性思维和传统路径，就能躺平躺赢。 刘丰强调，改革就是要动真碰硬、解决问题、脱胎换骨，特别是在完善公司治理结构、强化风险防控体 系、树立合规经营理念、推动业务加快发展、解决历史遗留问题等方面还有很长的路要走、很多的关要 闯，必须下更大功夫、拿出更多举措、形成更好结果。一要围绕稳客拓客统筹推进资产业务加快发展和 负债业务成本管控，以更加务实的举措，确保年度经营目标的实现。二要紧盯员工、公职人员不良贷款 清收化解工作，依法维权，一视同仁，秉公办理，务必做到债权债务清楚、清收履职尽责、清收方案落 地、清收承诺兑现。三要强化条线管理，确保授权科学，打通业务流程堵点。四要以更加积极主动的态 度，解决股东答疑、信访问题和原农信机构遗留事项、涉法涉诉问题。五要敢于说真话，勇于坚持原 则，旗帜鲜明地维护国有资本安全和广大股东权益。坚持市场化、法治化原则，依法合规经营，稳健快 速发展，严厉打击给机构造成损失、拒不配合追赃挽损的债务人，绝不辜负各级各部门对农信改革的倾 力投入和巨大付出。 ...

2025年5月27日，内蒙古农村商业银行股份有限公司（下称"内蒙古农商行"）正式挂牌开业。 内蒙古自治区党委常委、自治区人民政府常务副主席黄志强出席开业仪式时表示，内蒙古农商行创造了全国农信改革时间最短、速度最快纪录，提供了"一 步到位将121家涉改机构组建为统一法人农商银行"的"内蒙古样板"，标志着具有70多年历史的内蒙古农村合作金融事业揭开了崭新篇章。 2025年3月14日，国家金融监督管理总局发布公告，批复同意内蒙古农商行筹建，批复 落款时间为2025年2月26日。也就是说，从获批筹建到正式挂牌开 业，内蒙古农商行仅用了90天。 根据内蒙古农商行官网信息，该行是在内蒙古自治区农村信用社联合社和93家旗县级法人农信机构及其发起设立的26家区内村镇银行的基础上，以新设合并 方式组建的具有独立法人资格的地方性股份制银行业金融机构。 2024年8月3日，内蒙古农商行筹建工作小组等联合发布公告称：内蒙古自治区农村信用社联合社、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，审议通过了以新设合并方式组建内蒙古农商行相关事项并形成决议。这拉开了内蒙古农商行的筹建工作。 内蒙古农商 ...

值得注意的是，内蒙古农商行的高管团队基本沿用了原内蒙古省联社的高管成员，原党委书记、理事长 刘丰出任董党委书记、董事长。5月21日，刘丰在呼和浩特中心支行机构座谈会上表示，该支行作为首 府地区的金融机构代表，也是全行的标杆，要在改革发展中走前列、作示范，在新起点上闯出发展新路 来，包括找准痛点、做实做实、鲜明导向、严守规矩、不搞形式。 5月17日，内蒙古农商银行正式成立，注册资本高达 580.17 亿元，法定代表人为刘丰。企业预警通显 示，内蒙古农商行的股东结构较为分散，共有147位股东，其中前五大股东是内蒙古自治区财政厅 （21.82%）、内蒙古自治区农村金融学会（19.01%）、内蒙古金融资产管理有限公司（12.93%，注： 内蒙古自治区财政厅是内蒙古金融资产管理有限公司的实控人）、鄂尔多斯市财政局（12.73%）、内 蒙古自治区人民政府国有资产监督管理委员会（7.91%）。 据内蒙古农商银行官网介绍，新组建的内蒙古农商银行，总行内设职能部门23个、区域审计中心3个， 下辖14家盟市中心支行、103家旗县级支行，2192个营业网点，员工3万余人。开业后120家机构解散， 相关债权债务由内蒙古农商银行承继。 ...