China Banking Association released "Top 100 Banking Companies in China in 2022", and 2/kloc-0 rural commercial banks were listed, including Chongqing Rural Commercial Bank, Shanghai Rural Commercial Bank, Guangzhou Rural Commercial Bank, Beijing Rural Commercial Bank, Chengdu Rural Commercial Bank, Dongguan Rural Commercial Bank, Shenzhen Rural Commercial Bank, Shunde Rural Commercial Bank, Jiangnan Rural Commercial Bank, Tianjin Rural Commercial Bank, Qingdao Rural Commercial Bank, Hangzhou United Bank, Wuhan Rural Commercial Bank, Nanhai Rural Commercial Bank, and Shenzhen Rural Commercial Bank.
In this year's list, 2 1 listed rural commercial banks are: Chongqing Rural Commercial Bank, Shanghai Rural Commercial Bank, Guangzhou Rural Commercial Bank, Beijing Rural Commercial Bank, Chengdu Rural Commercial Bank, Dongguan Rural Commercial Bank, Shenzhen Rural Commercial Bank, Shunde Rural Commercial Bank, Jiangnan Rural Commercial Bank, Tianjin Rural Commercial Bank, Qingdao Rural Commercial Bank, Hangzhou United Bank, Wuhan Rural Commercial Bank, Nanhai Rural Commercial Bank, Changshu Rural Commercial Bank, Xiaoshan Rural Commercial Bank, etc.
The following is a list of the top 100 banks in China in 2023:
Since 20021,under the background of the continuous strengthening of financial services to the real economy, commercial banks are facing multiple challenges, such as the downward market interest rate, the increase of credit asset allocation and the forward-looking response to the rising pressure of non-performing loans in the future. Endogenous capital replenishment is challenged, which puts forward higher requirements for external capital replenishment. At the same time, in order to enhance the capital replenishment ability of commercial banks, the State Council and the regulatory authorities have repeatedly issued policies to encourage commercial banks to expand diversified capital replenishment channels and improve their ability to resist risks and serve the real economy. The threshold for perpetual bonds issuance has been continuously relaxed, the relevant institutional arrangements for preferred stock issuance have been continuously optimized, and the order of loss absorption of capital replenishment tools has been gradually improved, creating a good capital replenishment environment for commercial banks. In addition, the capital replenishment methods of small and medium-sized banks are constantly innovating, and the replenishment channels are increasingly broadened, including allowing local government special bonds to replenish the capital of small and medium-sized banks, resolving risks through mergers and acquisitions, capital injection and equity participation, and further consolidating the foundation for small and medium-sized banks to serve the real economy. Through multi-channel joint efforts, the pressure of capital replenishment of commercial banks has eased. By the end of 20021,the capital adequacy ratio, tier-1 capital adequacy ratio and core tier-1 capital adequacy ratio of commercial banks were 15. 13%, 12.35% and 10.78%, respectively, up by 0.43% compared with the end of 2020.
In the future, with the economic development facing the triple pressures of shrinking demand of commercial banks, supply shocks, weakening expectations and increasing credit supply, and the liberalization of the capital framework of systemically important banks, the capital pressure of the banking industry still exists, and the framework of total loss absorption capacity also puts forward higher regulatory requirements for large banks. It is expected that the capital replenishment demand of commercial banks will continue to grow. In the long run, commercial banks should make full use of external capital to supplement policy dividends, and at the same time constantly improve the ability of endogenous capital replenishment to achieve long-term sustainable development by building core competitiveness. On the one hand, it is necessary to formulate and constantly improve the medium-and long-term capital replenishment plan that is suitable for its own development strategy and management ability, improve the level of capital management, optimize asset allocation, and pay special attention to the dynamic matching and balance of capital and risk-weighted assets to ensure the economic and effective use of capital. On the other hand, we should seek a development model that is lighter than capital, expand businesses that consume less capital, such as wealth management, retail finance and inclusive finance, and improve profitability and level.
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