Core Insights - The article highlights a strategic restructuring in the banking sector, where despite the closure of 7,871 offline branches, there is a net increase of 623 branches in 2025, marking the first positive growth in three years [1][2]. Group 1: Branch Closures - The closed branches typically exhibit characteristics of "three lows and one high": low customer density, low daily productivity, low value business ratio, and high operational costs due to factors like lease expiration and aging properties [2]. - A significant portion of branch closures is attributed to passive shutdowns resulting from institutional consolidations, with 377 banks closing due to mergers or dissolutions, including 218 village banks and 79 rural commercial banks [2]. - The decision to close branches is a strategic response to the pressures of narrowing net interest margins and the acceleration of digital transformation, aiming to eliminate inefficiencies and redirect resources to more valuable areas [2]. Group 2: New Branch Openings - The increase in new branches reflects a structural re-evaluation of the value of offline channels, emphasizing that online services cannot fully replace the warmth and precision of in-person interactions [3]. - New branches are designed to meet specific customer needs and situational contexts, focusing on underserved areas and creating specialized branches for themes like elderly finance and technology finance [3][4]. - The growth in new branches is driven by regulatory requirements and regional rebalancing, with 63% of new branches located in rural areas, and the expansion of consumer finance licenses necessitating physical storefronts [4]. Group 3: Branch Transformation - The new generation of branches has undergone comprehensive upgrades in form, function, and technology, transitioning from "transaction counters" to "scene plugins" [5]. - New branches average 186 square meters, equipped with advanced technology such as 8.4 smart screens and 3.2 cash recycling machines, while staffing has been reduced from 9 to 3.5 employees [6]. - The selection logic for new branches has shifted to a "15-minute community living circle," enhancing customer flow conversion rates by 2.6 times, indicating a focus on integrating banking services into daily life [6].

Core Viewpoint - The Agricultural Bank of China Shanghai Branch launched the "Farmers' Respect for the Elderly Festival" activity, providing heartfelt holiday greetings and professional financial services to elderly clients, particularly those who are elderly, living alone, or have mobility issues [1][2][3] Group 1: Activities and Initiatives - The "Farmers' Respect for the Elderly Festival" involved multiple service teams visiting communities and homes to offer financial services and support to elderly clients [1] - The Shanghai Branch's "3+3" special action for elderly finance was successfully concluded, which included internal service system optimization and external community outreach [3] Group 2: Client Stories - The story of Mr. Jiang, a centenarian veteran, highlights the bank's commitment to providing personalized services, including assistance with paying a special party fee of 200,000 yuan [1] - Mr. Zhang, a retired entrepreneur, has been a client since 1988, showcasing the long-term relationship and continuous financial planning services provided by the bank [2] - Mr. Ding, a 95-year-old veteran, receives regular visits and tailored financial solutions, demonstrating the bank's dedication to elderly care and communication with family members [2] Group 3: Future Plans - The Agricultural Bank of China Shanghai Branch aims to deepen the "3+3" special action, combining professional financial services with genuine human care to create an elderly-friendly urban living environment [3]