证券日报网1月30日讯 ，紫金银行（601860）在接受调研者提问时表示，公司坚守支农支小定位，强化 做小做散战略，一是深耕"三农"小微客群，聚焦小微企业、个体工商户、新型农业经营主体等客群，深 入推进网格化营销，围绕"走访对象、走访目标、走访标准、走访流程、过程管控及结果应用"六个维 度，依据新客户挖掘、存量客户额度提升、存量客户维护及流失客户挽回四大类别下的八项模型，加强 首季度营销走访，推进做小做散赋能；二是深化区域特色行业研究分析，不断提升业务研判和服务能 力，推动业务发展与特色产业深度融合，积聚差异化优势；三是紧扣政策导向，主动对接高新技术产 业、绿色低碳产业等战略性领域的中小微企业，以及先进制造业集群，创新产品和服务模式，赋能新质 生产力发展；四是加速供应链金融布局，依托核心企业搭建链式荐客平台，为上下游中小微链属客户提 供融资、结算、代发、理财等综合服务。 ...

Group 1: Loan Allocation Strategy - In 2026, the bank will focus on supporting the real economy, with key loan allocations directed towards "supporting agriculture and small enterprises" and increasing loans for agricultural and inclusive small micro-enterprises [2] - The bank will emphasize support for inclusive finance, green finance, and strategic emerging industries as part of its financial strategy [2] Group 2: Capital Adequacy - The bank's core Tier 1 capital adequacy ratio is on an upward trend, primarily due to the emphasis on internal capital generation through profit retention, capital reserves, and surplus reserves [2] - The bank maintains a high level of core Tier 1 capital adequacy ratio, reflecting its commitment to internal growth and high-quality development [2]

Core Viewpoint - Multiple banks are actively preparing for the "opening red" of the new year while balancing the year-end closure of the current year, emphasizing a dual focus on achieving annual goals and preparing for the next year's performance [2][3]. Group 1: Year-End and New Year Preparation - Banks are emphasizing the importance of balancing year-end performance with the preparation for the first quarter of the next year, with some banks starting their preparations two months earlier than usual [3]. - Agricultural Bank of China’s Henan branch is focusing on enhancing service capabilities and market competitiveness while planning targeted marketing activities for customer acquisition [3]. - Huaxia Bank’s Chongqing branch is pushing to meet annual targets and has identified 20 key tasks to ensure readiness for the "opening red" [3]. Group 2: Emphasis on Speed and Proactivity - The keywords "fast, early, and seize" have been highlighted by several banks, with Huaxia Bank’s Taiyuan branch stressing the need for quick responses and decisive actions to maintain a competitive edge [4]. - Donghai Bank is advocating for early planning and action to ensure a strong start for the new year [4]. - Jiangxi Rural Commercial Bank is focused on achieving its goals and accelerating progress in its operations [4]. Group 3: Support for Agriculture and Small Enterprises - Many small and medium-sized banks are reinforcing their commitment to supporting agriculture and small enterprises, with Zhuhai Rural Commercial Bank emphasizing its market positioning in this area [5][6]. - Jiangxi Rural Commercial Bank is focusing on deepening its financial services in county areas to strengthen its support for agriculture and small enterprises [6]. - Beijing Rural Commercial Bank is concentrating on ten key tasks, including increasing credit investment and enhancing service quality for agriculture and small enterprises [7]. Group 4: Risk Management and Control - Risk management remains a central theme in the recent meetings, with banks like China Agricultural Development Bank emphasizing the need for early risk correction mechanisms [10][11]. - Agricultural Bank of China’s Henan branch is focused on controlling credit risk and ensuring compliance with annual governance targets [11]. - Several banks reported significant improvements in risk management, with institutions like Huaxia Bank noting enhancements in asset quality and risk control [12]. Group 5: Performance Evaluation and Accountability - Some banks are focusing on optimizing their performance evaluation mechanisms, with Hengfeng Bank highlighting the need for a market-oriented approach to assessments [13]. - Huaxia Bank’s Taiyuan branch is closely monitoring risk-related evaluation indicators to improve performance scores [13]. - Jiangxi Rural Commercial Bank is working on enhancing its evaluation system to incorporate a more comprehensive assessment of risk management and compliance [13].

Core Insights - The article highlights the successful implementation of financial support for agricultural businesses, particularly focusing on the case of a local agricultural input seller who benefited from a tailored loan product [1][2] Group 1: Agricultural Sector - The corn harvest in Chengwu County is expected to be abundant, with local farmers preparing for the harvest season [1] - Agricultural input sellers, like Ms. Fang, are experiencing a positive influx of customers despite the end of the summer sales peak, indicating a strong demand for agricultural products [1] Group 2: Financial Support - Chengwu Rural Commercial Bank has introduced innovative financial products such as "Bole Funiang Loan" and "Bole Fushang Loan," designed to meet the specific funding needs of agricultural producers and small businesses [2] - The bank's financial support for Ms. Fang, which included a loan of 1 million yuan, exemplifies its commitment to addressing the funding challenges faced by agricultural input dealers [2] - The loan product is characterized by flexible terms, low costs, and the ability to be used cyclically, which aligns well with the seasonal cash flow needs of agricultural businesses [2]

Core Viewpoint - Changshu Bank has approved the appointment of Cheng Pengfei as Vice President, highlighting the bank's focus on nurturing talent from within and maintaining a youthful management team [1][2]. Group 1: Leadership and Management - Cheng Pengfei, born in July 1979, has a background in various roles within Changshu Bank, including positions in the funding operations center and asset management [1]. - The bank's management emphasizes a culture of innovation and compliance, with a commitment to supporting agriculture and small enterprises [2]. - The average age of the bank's management team is 47 years, indicating a youthful and dynamic leadership [2]. Group 2: Financial Performance - As of June 2024, Changshu Bank's total assets reached 401.23 billion yuan, reflecting a year-to-date increase of 9.45% [3]. - The bank reported a revenue of 6.06 billion yuan for the first half of the year, marking a year-on-year growth of 10.10% [3]. - The net profit attributable to shareholders was 1.969 billion yuan, with a year-on-year increase of 13.51% [3]. - The non-performing loan ratio stood at 0.76%, a slight decrease of 0.01 percentage points from the beginning of the year [3]. - The bank's provision coverage ratio was 489.53%, down by 10.98 percentage points compared to the start of the year [3]. Group 3: Dividend Distribution - On September 8, 2024, Changshu Bank completed its mid-term dividend distribution for 2025, with a cash dividend of 0.15 yuan per share, totaling 497 million yuan [3].

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].