Core Viewpoint - Hangzhou Bank is actively engaging with various domestic and international institutions to communicate its operational strategies and future plans, particularly in light of the upcoming maturity of a significant amount of time deposits in 2026 [1] Group 1: Deposit Management and Retention - The bank has maintained a high overall deposit retention rate and has not observed significant "deposit migration" despite the upcoming maturity of time deposits [1] - To strengthen its liability base, the bank plans to control the scale of high-interest deposits, enhance business scenarios to increase settlement deposits, and improve pricing management for existing high-interest deposits [1] Group 2: Net Interest Margin (NIM) - Hangzhou Bank has stabilized its net interest margin through meticulous control of funding costs and active asset deployment since the beginning of the year [2] - The sustainability of the improving trend in net interest margin will depend on macroeconomic conditions, monetary policy, and competitive dynamics in the industry [2] - The bank aims to maintain a reasonable level of net interest margin by adjusting its asset-liability structure and optimizing funding costs [2] Group 3: Asset Quality Management - The bank's core asset quality indicators remain superior compared to peers, although there has been a slight increase in non-performing loans due to external economic factors [3] - To further solidify asset quality, the bank is implementing targeted measures such as managing mortgage intermediary channels, optimizing small and micro loan processes, and controlling the scale of online loan business [3] Group 4: Strategic Development Goals - Hangzhou Bank aims to become a "value-leading bank in China" and is focusing on deepening its service to national and regional strategies [4] - The bank's new five-year strategic plan (2026-2030) includes a "three-three-six-six" framework, emphasizing customer focus, scale, and efficiency, while enhancing capabilities in talent, risk control, and technology [4]

金融是实体经济的血脉，风控是金融发展的生命线。滨海农商银行坚守金融服务实体经济本源，以精准 信贷投向赋能重点领域，以严密风控体系筑牢资产质量防线，以创新清收举措化解不良风险，以专业队 伍建设夯实发展根基，交出了质效双升的信贷工作答卷，为地方经济高质量发展注入金融动力。 精准施策 信贷活水精准滴灌实体沃土 该行锚定涉农、小微、民营、科创、绿色等重点领域，优化信贷资源配置，实现信贷投放量质齐升。 2025年，涉农及小微企业贷款较年初增长14.96亿元，增幅8.32%；普惠型农户及小微企业贷款增长8.41 亿元，增幅8.73%，为个体工商户、新型农业经营主体等送去金融"及时雨"。民营企业、制造业、科技 型企业贷款分别增长19亿元、2.66亿元、13.28亿元，增速均跑赢各项贷款增幅，为产业升级、科技创新 注入动能。绿色信贷余额增长1.06亿元，增幅26.16%，以金融力量助力绿色发展。该行以实际行动让信 贷活水精准流向经济发展的薄弱环节和重点领域。 精耕细作 多维管控筑牢资产质量防线 该行将风险管控贯穿信贷全流程，通过精细化管理提升资产质量。逾欠息管控成效显著，2025年平均自 动扣息率在全省名列前茅。针对关注类贷 ...

转自：新华财经 五年来，工行宁波市分行坚守金融工作的政治性、人民性，将服务国家战略和地方发展摆在首要位置，服务实体主力军作用充分彰显，信贷投放总量由2745 亿元增长至4513亿元，年均增长达到10%，持续保持区域市场领先地位。 全力保障港口、交通、能源、城市更新等重点项目融资需求，为区域重大战略实施注入强劲金融动能。精准滴灌重点领域，在支持先进制造业发展、服务科 技创新企业、加力绿色低碳转型、深耕普惠金融服务、助力民生福祉改善等领域持续发力，服务覆盖面与质效大幅提升，有效满足不同类型市场主体的融资 需求。 服务民营与开放经济成效突出，积极贯彻落实促进民营经济发展壮大政策精神，将支持民营经济作为重要战略方向，持续加大民营企业支持力度，同时深化 与工商联战略合作，推动金融服务下沉。深度融入宁波高水平对外开放，在稳外贸稳外资、支持跨境贸易新业态、推动人民币国际化、优化跨境金融服务等 方面取得多项区域首创性突破，跨境金融服务能力持续增强。 助力共同富裕与乡村振兴扎实推进，聚焦重点县域发展和乡村全面振兴，创新推出系列特色涉农产品，积极搭建产融对接平台，涉农贷款投放力度持续加 大，有力支持农业农村现代化。至"十四五"期 ...

（来源：经济参考报） 近期，各地金融监管局2026年监管工作会议密集召开。从中小金融机构改革化险到加快行业改革转型步 伐，从聚焦区域重大战略到优化科技金融服务，从强化"五大监管"到科技监管升级……各地立足区域发 展实际，围绕防风险、强监管、促高质量发展工作主线推出一系列举措，筑牢金融安全底线，推动金融 监管与区域发展深度融合。 精准施策筑牢金融安全防线 回望2025年，各地风险防范化解取得实效。例如，河南金融监管局持续推进中小金融机构改革化险、减 量提质，农信系统两批吸并顺利完成，河南农商银行挂牌开业，加力推进城市房地产融资协调机制扩围 增效，助力"保交房"任务全面完成；湖南实现高风险机构如期脱困出列，农村信用社改革有序推进，中 小机构减量提质不断深化，不良资产处置力度加大；湖北金融监管局坚持分类施策，紧盯苗头隐患，构 建"清单化管理+闭环式落实+标志性成果"工作机制。 2026年，各地将持续巩固中小金融机构改革化险成果，统筹支持化解房地产、地方政府债务风险，严密 防范和打击非法金融活动，坚决守住不"爆雷"底线。 记者注意到，多地金融监管局结合区域实际推出特色化举措，让风险防控更具针对性和实效性。在推进 中小 ...

广州银行在公告中表示，广州银行信用卡中心佛山、东莞、中山、惠州、珠海、江门、深圳分中心终止 营业后，信用卡服务（包括信用卡申请、激活、额度调整、账单查询、分期办理、 还款等）将由广州 银行统一管理。 广州银行信用卡业务后续如何调整？对此，《华夏时报》记者于2月3日致电该行披露电话，并同步致函 披露邮箱进行采访，但截至发稿前未获回复。 本报（chinatimes.net.cn）记者李明会 北京报道 信用卡退潮持续蔓延。 近日，广州银行发布的一份临时信息披露公告显示，根据该行战略调整，经国家金融监督管理总局各派 出机构批准，广州银行信用卡中心佛山、东莞、中山、惠州、珠海、江门、 深圳七家信用卡分中心终 止营业及金融许可证注销。 根据广州银行2024年财报，该行共有7家信用卡分中心，也就是说，广州银行信用卡分中心全面关停。 Wind数据显示，2025年以来，全国已有超60家信用卡分中心关停，部分银行机构加速布局调整。 中国邮政储蓄银行研究员娄飞鹏对《华夏时报》记者表示，信用卡分中心关停后，业务逐步由总行集中 运营转向属地分行承接，信用卡服务深度融入零售综合金融体系。同时，银行强化线上渠道与AI技术 应用提升服务效率 ...

Core Viewpoint - The "14th Five-Year Plan" period is crucial for China's financial sector, particularly for small and medium-sized banks (SMBs) to transition from "scale expansion" to "quality improvement" amidst various challenges and opportunities [1] Group 1: Strategic Positioning - SMBs must align their new strategies with national directives, focusing on technology finance, green finance, inclusive finance, pension finance, and digital finance to avoid homogenization [2] - Emphasis on local core customer groups and unique industries is essential, moving away from a "big and complete" expansion mindset to a "small, beautiful, specialized, and precise" differentiation strategy [2] - SMBs should balance policy guidance with market demand, prioritizing quality and risk control while defining business boundaries and development priorities [2] Group 2: Supply-Side Reform - Optimizing the shareholder structure is key for SMB governance, focusing on reducing the number of natural person shareholders and introducing strong strategic investors [3] - Rural SMB reforms should follow a "one province, one policy" approach, integrating resources to enhance risk resistance and service levels [3] - Strengthening shareholder management and transparency is vital to improve governance and decision-making efficiency [3] Group 3: Policy Opportunities - SMBs should actively pursue core licenses, particularly for wealth management companies, to enhance non-interest income and competitiveness [4] - Collaboration with licensed wealth management firms can help SMBs maintain market share while developing differentiated financial products [4] - Expanding into fund sales, insurance agency, and consumer finance licenses will diversify business and improve profitability [4] Group 4: Digital Transformation - Digital transformation is essential for SMBs to enhance service efficiency and reduce operational costs, focusing on practical applications rather than just technology [5][6] - Prioritizing the digitalization of high-frequency services like retail loans and payments will improve customer service efficiency [5] - Building a digital risk management system using big data and AI will enhance risk assessment and monitoring capabilities [8] Group 5: Capital Supplementation - Capital adequacy is critical for SMBs, with IPOs being a primary focus for capital supplementation during the "14th Five-Year Plan" [7] - SMBs must improve governance and asset quality to meet IPO requirements while exploring other capital tools like perpetual bonds and preferred shares [7] Group 6: Risk Management - Enhancing risk management capabilities through digital means is crucial for SMBs facing various risks [8] - Establishing a comprehensive digital risk control system will facilitate real-time monitoring and risk assessment [8] - Focusing on key risk areas and developing differentiated risk standards will help manage credit and operational risks effectively [8] Group 7: Scene Finance - Scene finance is vital for SMBs to achieve differentiation and enhance customer loyalty by integrating financial services with everyday scenarios [9] - Targeting high-frequency areas like education and healthcare will improve customer engagement and service accessibility [9] - Collaborating with local governments and enterprises to create a financial ecosystem will expand customer reach and enhance service offerings [9] Group 8: Pension Finance - The aging population presents a significant opportunity for SMBs to develop pension finance products tailored to different customer segments [10][11] - Offering a range of pension products and services will cater to varying customer needs and enhance customer retention [10] - Integrating pension finance with community services will create a comprehensive service model that boosts customer loyalty [11] Group 9: Local Industry Development - SMBs should leverage local government support to align with regional economic development and enhance their service offerings [12] - Focusing on local industries and customizing financial products to meet specific needs will strengthen SMBs' market position [12] - Participating in local financial ecosystems will enhance brand influence and foster a mutually beneficial relationship with the community [12] Group 10: Channel Optimization - Physical branches must evolve from transaction-focused to service-oriented spaces, enhancing customer experience [13] - Implementing smart technologies in branches will streamline operations and improve service quality [13] - Creating specialized branches that cater to local needs will increase customer traffic and engagement [13]

Core Viewpoint - The People's Bank of China Beijing Branch and the State Administration of Foreign Exchange Beijing Branch reported on the implementation of monetary policy and financial support for the capital's economic development, highlighting the effectiveness of their measures in promoting high-quality growth in Beijing's economy [1] Financial Growth and Credit Structure - In 2025, Beijing's financial total grew reasonably, with a social financing scale increase of 1,898.43 billion yuan and a year-end RMB loan balance of 12.09 trillion yuan, reflecting a 4.9% year-on-year growth [2] - Corporate loans increased by 5.8% year-on-year, with an addition of 505.82 billion yuan, while household loans grew by 4.0% [2] - The financial support for key sectors and weak links was precise and effective, with significant growth in loans for scientific research and technology services, information transmission, and business services [2] Monetary Policy Tools - Structural monetary policy tools played a crucial role, with over 800 billion yuan injected into Beijing's financial system in 2025, including a reserve requirement ratio cut releasing nearly 50 billion yuan [3] - The average interest rate for newly issued general loans was 2.88%, down 25 basis points year-on-year, while the corporate loan rate was 2.34%, down 31 basis points [3] Special Policy Funds - The Beijing Branch of the People's Bank of China launched a series of special policy funds totaling 66.7 billion yuan to support key areas of the capital's economy [4] - Over 280 billion yuan was allocated to support agriculture, small enterprises, and private sectors, with a significant increase in loans in these areas [4] Financial Services Adaptability - Financial institutions were guided to enhance the adaptability of financial services and products, with innovations such as "equity pledge loans" and "R&D loans" introduced [5] - By the end of 2025, enterprises in Beijing issued technology innovation bonds totaling 361.2 billion yuan, ranking among the top in the country [5] Green Finance Initiatives - The State Administration of Foreign Exchange introduced a pilot program for green foreign debt, allowing non-financial enterprises to access increased cross-border financing limits [8] - The risk conversion factor for green foreign debt was reduced from 1 to 0.5, significantly lowering the capital requirement for enterprises [9] - The pilot program aims to support projects that meet green or low-carbon transformation criteria, with initial successful registrations for green foreign debt exceeding 60 million yuan [9]

1月27日，中国人民银行北京市分行、国家外汇管理局北京市分局举行2026年第一季度新闻发布会，介 绍2025年北京市金融统计数据及多项政策落实情况，并答记者问。 总体看，2025年北京金融体系运行平稳，社会融资规模创历史新高，融资成本持续下降，金融"五篇大 文章"贷款余额达6.8万亿元，实现了总量、成本与结构的的"一升一降一优化"，为首都经济高质量发展 提供有力支持。 社会融资规模增量创新高，直接融资占比大幅提升 其中，企（事）业单位贷款余额同比增长5.8%，增速比上年末高0.4个百分点，全年新增5058.2亿元， 同比多增626.2亿元；住户贷款余额同比增长4.0%，增速比上年末高0.3个百分点。 从信贷结构看，刘前进介绍，人民银行北京市分行有效落实各类结构性货币政策工具，加大对科技创 新、重点优势产业的支持，实现对金融"五篇大文章"各领域的全覆盖。2025年末，科学研究和技术服务 业贷款余额同比增速为29.8%，信息传输、软件和信息技术服务业贷款增长28.2%，租赁和商务服务业 贷款增长14.2%。 截至2025年11月末，北京金融"五篇大文章"贷款去重后余额6.8万亿元，同比增长7.9%，金融供给侧结 ...

2025年，我国实施更加积极有为的宏观政策，有效化解外部环境变化的不利影响，为经济平稳运行筑牢 根基。国民经济稳中有进，全年国内生产总值首次跃上140万亿元新台阶，展现出高质量发展的底色。 产业结构优化升级，科技创新与产业创新深度融合，促进新质生产力发展。这背后凸显出企业盈利水平 整体改善，尤其在新旧动能加速转换中，一批批来自新能源、高端装备制造等新兴产业的公司发展壮 大，为资本市场带来具备长期增长潜力的优质投资标的。 ■ 邢萌 日前，银行业理财登记托管中心发布的《中国银行业理财市场年度报告(2025年)》显示，截至2025年 末，银行理财市场存续规模首次突破33万亿元大关，达到33.29万亿元，刷新历史峰值。 这一突破，是我国资产管理行业实现系统化跃升的缩影。同在2025年，公募基金规模突破37万亿元，信 托规模超过32万亿元，私募基金规模站上22万亿元，各主要资管子行业规模均创历史新高，共同印证了 中国财富管理市场全业态扩容、规模化进阶的发展新图景。 在全球经济格局深度演变、挑战机遇交织的当下，这份成绩尤显可贵，既展现了资管行业发展的坚实底 蕴，也彰显了财富管理市场强劲的内生动力。回望近年来的政策脉络与市 ...

Group 1 - The core viewpoint of the news is the approval of the acquisition of Zhejiang Anji Jiaoyin Village Bank by Bank of Communications, which aims to enhance financial services in rural areas through the establishment of new branches [1] - Village banks are independent legal entities established to provide financial services primarily for local agriculture and small enterprises, addressing the low coverage and supply issues in rural financial institutions [1] - Recent challenges faced by village banks include limited economic scale, a narrow customer base, and weak technology and risk control capabilities, leading to difficulties in profitability and sustainability [1] Group 2 - Rural commercial banks and other small financial institutions are also accelerating the "village-to-branch" transformation, exemplified by the recent opening of four new branches by Shunde Rural Commercial Bank [2] - The transformation allows for direct sharing of systems, funds, and risk control resources from the main initiating bank, significantly enhancing survival capabilities and optimizing regional financial layouts [2] - Small rural banks play an irreplaceable role in serving county economies, with initiatives like "Grain Farmer Loans" to alleviate financing difficulties for grain producers [2] Group 3 - The central government's policy emphasizes the need for orderly reform and restructuring of village banks to enhance risk resistance and operational capabilities, as outlined in the 2025 Central No. 1 Document [3] - The recent Central Economic Work Conference highlighted the importance of reducing the number of independent legal entities while improving quality through concentrated management to mitigate operational risks [3] - The focus is on balancing reduction and quality improvement, ensuring that financial service coverage is not diminished while enhancing the efficiency of financial services [3]