"十四五"以来，中小金融机构改革化险工作力度明显加大、节奏明显加快。据金融监管总局发布的数据，"十 四五"时期处置不良资产较"十三五"时期增长超过40%，行业抵御风险的资本和拨备总规模超过50万亿元。目前， 高风险机构数量和高风险资产规模较峰值已大幅压降，在金融体系中占比处于低位，整体风险完全可控。相当部 分省份已实现高风险中小金融机构"动态清零"。 改革化险的最终目的，并非简单压降中小金融机构数量或处置不良资产，而是让中小金融机构更好服务实体 经济。改革是否提升了银行服务中小企业的质效？银行自身发展是否更具备可持续能力？金融服务是否更优质、 更稳定？这些问题的答案，不仅关乎着金融体系的健康程度，更直接影响着经济高质量发展的根基。近日，《金 融时报》记者深入宁夏，探寻当地中小银行的改革蜕变轨迹。 试金石一：服务中小企业能力提升了吗？ "小银行变好银行、大银行，我们企业也跟着升级，更安心了。"这是许多曾与贺兰回商村镇银行有业务往来 的中小企业负责人的共同感受。 作为曾经宁夏规模最大的村镇银行——贺兰回商村镇银行，如今已通过宁夏银行受让其股权并改建为宁夏银 行分支机构的改革化险路径，实现了全新蜕变。 "我们紧紧抓 ...

Core Viewpoint - The reform and risk management of small and medium-sized banks in Ningxia serve as a model for national financial reform, focusing on enhancing financial stability and supporting local economic development during the "14th Five-Year Plan" period [1][2][3]. Group 1: Financial Reform and Risk Management - The "14th Five-Year Plan" emphasizes the importance of preventing and resolving financial risks, particularly for small and medium-sized banks, with a focus on tailored strategies for different regions [2][3]. - The total scale of capital and provisions in the industry has exceeded 50 trillion yuan, with a more than 40% increase in the disposal of non-performing assets compared to the previous five-year period [2]. - The number of high-risk small and medium-sized banks has significantly decreased from its peak, with some provinces achieving a "dynamic zero" for high-risk institutions [2]. Group 2: Case Study of Shizuishan Bank - Shizuishan Bank faced challenges such as rising credit risks and capital replenishment pressures but has made progress through a reform path that includes enhanced supervision and collaboration with stakeholders [4][5]. - The bank has implemented a dual approach to capital replenishment, combining internal and external sources, and has developed a structured management mechanism for large-risk clients [4][5]. - The bank's governance has been improved by increasing the number of independent directors and establishing a comprehensive compliance management framework [7]. Group 3: Case Study of Helan Huishang Village Bank - The reform of Helan Huishang Village Bank involved its acquisition by Ningxia Bank and transformation into a branch, which was more complex than typical village bank mergers [8][9]. - The reform process included cross-provincial coordination and the establishment of a working mechanism to ensure effective risk management and service capability enhancement [9]. - Following the merger, the new branch has seen significant growth in asset scale and has diversified its product offerings, enhancing customer service experiences [10][11]. Group 4: Future Outlook - The practices of Shizuishan Bank and Helan Huishang Village Bank exemplify Ningxia's efforts to deepen financial reform and maintain risk control, aiming to reshape the financial ecosystem and refocus on serving the real economy [11]. - The ongoing reforms are expected to lead to further specialization and differentiation in the development of small and medium-sized banks, with a focus on technology finance, green finance, and inclusive finance [11].

Core Viewpoint - The reform and risk management of small and medium-sized banks in Ningxia serve as a model for national financial reform, focusing on enhancing financial stability and supporting local economic development during the "14th Five-Year Plan" period [1][2][3]. Group 1: Financial Reform and Risk Management - The "14th Five-Year Plan" emphasizes the importance of preventing and resolving financial risks, particularly for small and medium-sized banks, with a focus on tailored reform strategies for different regions [2][3]. - The total scale of capital and provisions in the industry has exceeded 50 trillion yuan, with a more than 40% increase in the disposal of non-performing assets compared to the previous five-year period [2][3]. - The number of high-risk small and medium-sized banks has significantly decreased from its peak, with some provinces achieving a "dynamic zero" for high-risk institutions [2][3]. Group 2: Case Study of Shizuishan Bank - Shizuishan Bank faced challenges such as high credit risk and capital replenishment pressure but has made progress through a reform path that includes enhanced supervision and collaboration with stakeholders [3][4]. - The bank implemented a "project-based" management approach for large-risk clients, establishing a monitoring mechanism to effectively manage and dispose of non-performing assets [4][5]. - The bank's governance has been improved by increasing the proportion of independent directors and enhancing compliance management, leading to significant improvements in operational indicators and risk management [6][5]. Group 3: Case Study of Helan Huishang Village Bank - The reform of Helan Huishang Village Bank involved its acquisition by Ningxia Bank and transformation into a branch, which was complex due to its previous status as the largest village bank in the region [7][8]. - The reform process included a three-party agreement to determine equity transfer and governance procedures, ensuring a smooth transition and risk resolution [8][9]. - Post-reform, the new branch has seen a significant increase in asset scale, with deposits surpassing 5 billion yuan, and has shifted towards a more comprehensive business model [9][10]. Group 4: Future Outlook - The ongoing reforms are expected to further enhance the focus on specialized and differentiated development in small and medium-sized banks, particularly in areas like technology finance and green finance [10].