齐鲁晚报.齐鲁壹点王会广通讯员朱国朝 农历八月，成武县玉米丰收在望，田间农户忙着检修农机、整饬场地，为收获做最后的准备。与此同 时，成武县南鲁集镇农资销售商方女士也迎来欣慰时刻，她经营的农资店虽已过夏季销售高峰，但老客 户纷纷前来结算货款，分享丰收喜悦。方女士表示："看着乡亲们今年收成不错，我打心眼里高兴。" 然而，此前方女士也曾为资金周转问题焦虑。当地农资行业普遍采用"赊销"模式，农户先取货，秋粮售 出后付款。为保障农户夏季灌浆期的农资供应，方女士储备了大量农药、化肥，库存占用大量资金，赊 销款又未及时回笼，陷入"有货无钱"的经营困境。 成武农商银行在"走千家、访万户、共成长"活动中，发现了方女士的难题。客户经理主动上门，实地考 察其经营状况和信用情况后，迅速为她量身定制融资方案。很快，方女士获批了额度100万元的"伯乐富 商贷"。 方女士感慨这笔信贷是"及时雨"，该贷款可随借随还、循环使用。夏季进货时她提款使用，秋收货款回 笼后随时还款，大大节约了融资成本。 成武农商银行始终坚守"支农支小"市场定位，围绕农业生产周期和资金需求特点，创新推出"伯乐富农 贷""伯乐富商贷"等普惠信贷产品。这些产品额度足、期限 ...

2024年7月，常熟银行董事长、行长任职资格获批，两人同样是从基层成长起来。其中，董事长薛文出 生于1974年3月，本科学历，硕士学位。历任常熟市谢桥信用社办事员，常熟银行谢桥支行办事员，谢 桥支行和开发区支行行长助理、副行长(主持工作)，谢桥支行行长，招商支行行长，连云港东方农村商 业银行副行长，本行党委委员、副行长、财务总监，党委副书记、行长。 行长包剑，出生于1981年10月，本科学历。历任常熟银行任阳支行柜员、信贷内勤、客户经理，业务发 展部办事员、办公室办事员、公司银行部办事员，小额贷款中心办事员、总经理助理，南京银行苏州分 行投行与同业部总经理助理、副总经理，本行投资银行部总经理，票据业务部总经理，同业金融部总经 理，公司银行总部总裁，党委委员、副行长，江南农商银行党委委员、副行长。 截至2024年6月末，常熟银行总资产达4012.27亿元，较年初增幅9.45%。上半年实现营业收入60.62亿 元，同比增幅10.10%；实现归属于上市公司股东的净利润19.69亿元，同比增幅13.51%。贷款不良率 0.76%，较年初下降0.01个百分点；拨备覆盖率489.53%，较年初下降10.98个百分点。9月 ...

Group 1: Financial Performance - As of June 30, 2025, total assets reached CNY 223.785 billion, an increase of CNY 4.877 billion, or 2.23% from the beginning of the year [3] - Total deposits amounted to CNY 175.931 billion, up CNY 9.3 billion, or 5.58% year-to-date [3] - Total loan balance was CNY 146.122 billion, increasing by CNY 8.806 billion, or 6.41% since the start of the year [3] - Operating income for the first half of 2025 was CNY 2.605 billion, a year-on-year increase of 1.72% [3] - Net profit attributable to shareholders reached CNY 999.5 million, reflecting a growth of 5.11% compared to the same period last year [3] Group 2: Customer Base and Market Position - The bank had 147,238 credit customers by June 30, 2025, ranking third among 60 rural commercial banks in the province [3] - Individual credit customers numbered 139,615, accounting for 94.82% of the total [3] - Corporate credit customers increased by 12.83% year-to-date, indicating strong growth in this segment [3] Group 3: Risk Management - The non-performing loan ratio stood at 0.94%, unchanged from the beginning of the year, indicating stable asset quality [3] - The provision coverage ratio improved to 383.98%, up by 7.95 percentage points since the start of the year, positioning the bank favorably within the industry [3] - A comprehensive risk management framework was established, including a "1+1+3" risk control team structure and a "hundred-person risk control team" [3]

Core Viewpoint - Rural commercial banks are focusing on supporting agriculture and small enterprises as a core strategy to enhance their main business and promote regional economic development [1][2]. Group 1: Industry Overview - Rural commercial banks are the main force in rural financial services, leveraging their geographical advantages to support agriculture and small enterprises [2]. - The competition in the rural financial market is intensifying, with large banks using their funding and low-interest rates to attract quality clients, posing challenges for rural commercial banks [2]. - Internal challenges such as risk control, corporate governance, and digitalization create significant hurdles for rural commercial banks compared to larger state-owned and joint-stock banks [2]. Group 2: Strategic Focus - Rural commercial banks must adhere to their commitment to support agriculture and small enterprises, returning to the essence of serving the real economy [2][4]. - There is an urgent need for rural commercial banks to address their weaknesses and seize opportunities arising from industry changes [2]. Group 3: Digitalization and Innovation - Digitalization presents an opportunity for rural commercial banks to enhance their services, particularly in mobile payments and scenario-based finance [3]. - By leveraging digital finance, rural commercial banks can address issues such as information asymmetry and collateral evaluation challenges, improving their lending capabilities [3]. - Rural commercial banks should focus on internal improvements while also innovating their organizational structures to adapt quickly to market changes [3]. Group 4: Long-term Commitment - Supporting agriculture and small enterprises is a long-term commitment that requires consistent effort and resilience from rural commercial banks [4]. - To achieve sustainable growth, rural commercial banks should consolidate their advantages, refine their services, and drive operational transformation [4].

Core Viewpoint - Rural commercial banks play an irreplaceable role in providing financial services to agriculture and rural areas, especially during the critical period of advancing the rural revitalization strategy [1][2]. Financial Support for Agriculture - The People's Bank of China has increased the re-lending quota for supporting agriculture and small enterprises by 300 billion yuan, bringing the total to 3 trillion yuan [2]. - Various rural commercial banks are innovating financial products to support rural revitalization, with Zhejiang Rural Commercial Bank providing half of the agricultural loans in the province [2]. - Tianjin Rural Commercial Bank has established a financial service plan for spring farming, ensuring timely credit support for key agricultural sectors [3]. Support for Small and Micro Enterprises - By the end of Q1 2025, the balance of inclusive loans for small and micro enterprises reached 35.3 trillion yuan, a year-on-year increase of 12.5% [5]. - Jiangsu Rural Commercial Bank aims to provide no less than 50 billion yuan in loans for rural construction throughout the year [3]. - Beijing Rural Commercial Bank has engaged in extensive outreach to support small and micro enterprises, with over 4000 credit approvals totaling more than 20 billion yuan [6]. Innovation and Digital Transformation - Rural commercial banks are focusing on digital transformation to enhance service efficiency and customer experience [7][8]. - The implementation of "silver-tax interaction" mechanisms is helping rural banks address issues like insufficient credit ratings for agricultural enterprises [7]. - Innovative products like "Science and Technology Loans" and "Intellectual Property Pledge Loans" are being introduced to meet the financing needs of technology-based small enterprises [8]. Future Directions - Experts suggest that rural commercial banks should optimize internal policies and processes to better support weak links in agricultural financing [4]. - There is a call for establishing a government-led agricultural credit guarantee system to improve the rural financial risk compensation environment [4]. - The need for enhanced policy support and a robust evaluation system for inclusive finance is emphasized to ensure sustainable growth in rural financial services [6][9].

Group 1 - The People's Bank of China (PBOC) has announced an increase in the re-lending quota for technological innovation and technological transformation by 300 billion yuan, bringing the total to 800 billion yuan [1] - The new quota will no longer separate the support for first-time loans to technology-based small and medium-sized enterprises and loans for technological transformation and equipment updating projects [1] - This move is part of the broader "Two New" policy aimed at guiding financial institutions to accelerate loan disbursement in relevant fields [1] Group 2 - The PBOC has also increased the re-lending quota for agricultural and small enterprises by 300 billion yuan to enhance financial support for agriculture, small micro, and private enterprises [2] - The agricultural and small enterprise re-lending is a long-term tool supporting inclusive finance, with the PBOC continuously increasing its support in recent years [2] - Starting from April 1, 2025, the agricultural re-lending and small re-lending will be merged into a single category, optimizing management to better leverage policy incentives [2]

Core Viewpoint - The three rural commercial banks in Guangxi, Jiangxi, and Shanxi have completed their restructuring and are focusing on enhancing their core responsibilities in supporting agriculture and small enterprises, while also promoting cost reduction and efficiency improvement in their operations [1][2][4]. Group 1: Financial Performance and Strategy - Guangxi Rural Commercial Bank achieved a historic milestone with a loan balance of 801.2 billion yuan by the end of Q1, an increase of 18.7 billion yuan from the beginning of the year, completing 117% of its incremental task [2]. - The agricultural loan balance in Guangxi reached 494.5 billion yuan, with an increase of 11.58 billion yuan compared to the beginning of the year, reflecting a year-on-year increase of 0.81 billion yuan [2]. - Jiangxi Rural Commercial Bank aims to combine its market positioning with the implementation of inclusive finance initiatives, focusing on credit allocation to innovation, agricultural supply chains, and consumption [2][3]. Group 2: Operational Focus and Management - The banks are emphasizing cost reduction and efficiency as key strategies to enhance their core competitiveness, focusing on structural adjustments, management optimization, and technological empowerment [4][6]. - Shanxi Rural Commercial Bank plans to deepen credit transformation and optimize credit operation mechanisms through the establishment of intelligent risk control platforms [3][4]. - The banks are committed to localized, professional, differentiated, and specialized operations to support high-quality development and serve the real economy and rural revitalization [5][6]. Group 3: Future Directions and Goals - The leadership of Jiangxi Rural Commercial Bank has set a goal to achieve high-quality development by focusing on key areas, addressing weaknesses, and enhancing strengths [3]. - The banks are determined to continue their grassroots service approach, aiming to become the main financial institutions for rural revitalization and small enterprises [6]. - The ongoing reforms are expected to yield significant benefits, enhancing governance structures and service capabilities to drive regional economic development [6].

Group 1: Stock Performance and Shareholder Relations - The company's stock price is low due to various factors, including macroeconomic conditions and market sentiment. The major shareholder, Balong Group, now holds less than 5% of shares and is no longer a key stakeholder [2][3] - The company aims to enhance shareholder returns and improve stock performance through better management and communication of company value [2][3] Group 2: Financial Performance and Risk Management - In Q4 2024, the company reported impairment losses of 5.1 billion RMB, a significant increase year-on-year, attributed to growing loan volumes and proactive risk management [2][3] - The non-performing loan (NPL) ratio was 1.79% at the end of 2024, slightly down from the beginning of the year, indicating stable asset quality [3][13] - The company plans to strengthen risk management and enhance its ability to absorb risks in 2025 [3][11] Group 3: Loan Growth and Market Position - The company's loan growth rate was approximately 5.5%, lower than the 10% growth seen in other regional banks, reflecting a focus on supporting small and agricultural enterprises [2][3] - The growth rate for inclusive small and micro-enterprise loans reached 11.25%, outperforming overall loan growth by 7.28 percentage points [2][3] Group 4: Dividend Policy and Profit Distribution - The company plans to distribute a cash dividend of 1.20 RMB per 10 shares for 2024, which is higher than the previous year, but aims to restore the cash dividend payout ratio to 30% in the future [2][3] Group 5: Green Finance and Sustainable Development - The green loan portfolio grew by 3.1 billion RMB, with a focus on supporting energy-saving and environmentally friendly projects [9][10] - The company is committed to enhancing its green finance strategy, including developing innovative green financial products and ensuring compliance with environmental standards [9][10] Group 6: Future Growth Strategies - The company plans to optimize its asset-liability structure and expand its intermediary business to enhance profitability [11][13] - Future innovations in agricultural loans will include the "Golden Ear" series of credit products and exploring rural property rights as collateral for financing [18]

Core Viewpoint - The establishment of three provincial rural financial institutions in China marks significant progress in rural financial reform, focusing on supporting agriculture and small enterprises, which is essential for local economic development [1][2][4]. Group 1: Establishment and Purpose of Institutions - The opening of Henan Rural Commercial Bank, Jiangsu Rural Commercial Union Bank, and Jiangxi Rural Commercial Union Bank signifies a solid step in rural financial reform [1]. - These institutions aim to enhance financial services for "three rural issues" (agriculture, rural areas, and farmers) and small enterprises, which is their fundamental mission [1][2]. - The leadership of these banks emphasizes a commitment to serving local markets and supporting rural revitalization and small business financing [1][2]. Group 2: Risk Management and Financial Stability - Risk prevention is a core mission for the newly established banks, with a focus on improving financial innovation, management capabilities, and risk control [3][4]. - The establishment of these banks is expected to help mitigate risks within the rural financial system and maintain local financial stability [4][5]. - Strategies suggested for effective risk management include merging local financial institutions, attracting quality strategic investors, and enhancing governance structures [5]. Group 3: Future Directions and Innovations - The reform of rural financial institutions is transitioning from decentralized operations to a model of provincial coordination and county-level deep cultivation [5]. - Future success will depend on balancing support for the real economy with risk prevention, with the new institutions playing a crucial role in this process [5].