岁末年终，银行业步入收官冲刺与开局蓄力的双重阶段，一方面紧锣密鼓地推进2025年度财务决算，另一方面抢先布局2026年旺季营销，同步打响年度收官的“决胜战”与来年开局的“先手战”。分析人士称，这种“双线发力”是银行业年度经营中承上启下的关键举措，既体现精细化管理诉求，也彰显前瞻性布局思维。两项工作看似一“收”一“放”，实则目标一致：前者通过夯实资产质量、平衡各项指标来“稳盘”，后者通过提前布局市场来“起势”，共同服务于银行的可持续稳健经营。 **“年终收官大考”启幕** 12月7日，北京商报记者梳理发现，作为检验全年经营成效的“重头戏”，三峡农商银行、荆州农商银行、海南银行、海南农商银行等多家中小银行近期密集召开2025年度财务决算工作会议。多家银行强调，此次决算不仅是对内提供决策依据、对外展现社会形象的关键，更是谋划来年发展的重要基础，全行上下需凝聚共识、部门联动，确保决算工作圆满收官。 在核心要求上，各家银行精准发力、各有侧重。三峡农商银行明确年终决算需紧扣“准确反映经营成果、客观评价财务合规、科学管控各类风险”三大方向，以做实利润、关注指标、统筹考核、兼顾发展为重点，聚焦薪酬考核、监管评级、股金分红等具体任务，做好收支清查、资产盘点、账务核对等基础工作，确保账实相符、账账相符、系统间相符；荆州农商银行则针对性提出要精准算好“考核账、评级账、质量账、利润账、分红账、税收账”六本账，落实“全面清查收支、全面盘点资产、全面核对账务”三大要求，更明确各级纪委、审计部门全程参与监督，杜绝虚增业绩、违规列支等行为，确保决算数据真实反映经营实际。 海南银行则在2025年营运条线年终决算暨风险管理推进会上提出，营运条线作为风险防控第一道防线，要秉持“不踩红线，不越底线”理念，摒弃惯性思维，紧盯柜面操作、账户管理等关键环节，早发现、早处置风险苗头；聚焦新型支付、跨机构合作等新场景，完善管理流程的同时强化风险防控。 为保障年终决算工作顺畅推进，部分银行已对部分业务进行暂时调整。1 December, the Lanzhou Branch of Huaxia Bank announced that due to the need for year-end financial accounting, several activities such as "fuel top-up and instant discount" and "50% discount on bus rides" for credit cards, as well as related preferential activities such as "fuel top-up and instant discount" and "phone bill top-up and instant discount" for debit cards, will be suspended on December 20 and are expected to resume in mid-late January 2026. The specific time will be subject to subsequent announcements; Hami Commercial Bank announced that in order to carry out the fund settlement for the rights and interests merchant activities, various car wash and shopping rights and interests activities in the Hami region will be suspended starting from December 10; Xishui Rural Commercial Bank issued an announcement to suspend the weekend rotation of business outlets. Starting from now, all outlets will suspend weekend rotation and operate normally on Saturdays and Sundays. Su Shang Bank's special researcher Wu Zewei said that the core of the bank's year-end financial accounting is to accurately confirm and present the annual operating results in terms of finance, which is not only to meet the external requirements of regulatory audits, but also an internal need for the bank to conduct internal inventories, expose problems, and assess risks to solidify the foundation for future development. During this critical period, some banks' service adjustments such as suspending some preferential offers and extending business hours are a pragmatic and targeted resource optimization strategy. **布局抢滩 “旺季营销”** 在年终决算冲刺的同时，银行业2026年旺季营销的“预热战”同步打响。北京商报记者梳理发现，武汉农商行、泉州银行宁德分行、枣庄银行济宁分行、柞水农商银行等多家中小机构密集召开旺季营销动员会，以早部署、快行动抢占来年市场先机。 以武汉农商行为例， on December 6, Zhou Yuping, the党委书记、董事长 of the bank,明确 at the mobilization meeting that December is not only the "last window period" for the annual closing but also the "best energy storage period" for the start of the next year, and it is necessary to fight the peak season marketing battle with every minute. The bank has arranged from three dimensions: First, customer-centered, by creating a strong marketing scene, boosting the morale of all employees, and introducing targeted incentive policies, to strive for outstanding performance; Second, market-oriented, the whole bank adheres to "steady progress while maintaining stability", shoulders the responsibility of "stabilizing the overall market", adheres to the principle of "scale with quality and investment with efficiency", empowers the grass-roots level to solve marketing pain points, and the retail line focuses on cultivating customer groups and product innovation to create the "main engine" of growth; Third, benefit-oriented, by strengthening risk prevention and control, optimizing the allocation of effective assets, and increasing the intensity of risk disposal, to achieve the goal of "obtaining benefits from risk prevention and control, obtaining benefits from effective assets, and obtaining benefits from risk disposal". Institutions such as the Jining Branch of Zaozhuang Bank, the Ningde Branch of Quanzhou Bank, Zhenba Rural Commercial Bank, and Qingjian Rural Commercial Bank also凝聚攻坚合力 through signing "military order forms" and "target responsibility forms" and carrying out oath-taking speeches. Wu Zewei said that the "dual-line effort" of the banking industry to synchronously promote financial accounting and peak season marketing at the end of the year is a key operation that connects the past and the future in the annual operation, which not only reflects the requirements of refined management but also demonstrates forward-looking layout thinking. Starting the peak season marketing in advance is mainly to seize the opportunity in the fierce competition, achieve a "good start" in the coming year, and reserve customer and project resources for the annual growth. Regarding the potential contradiction between the short-term performance pursuit and the long-term development goal that is likely to exist in the "dual-line effort", Wu Zewei建议 that banks need to establish a scientific and dynamic resource allocation mechanism and assessment orientation. At the tactical level, the compliance and risk control resources required for accounting and the business expansion resources required for marketing should be separated and specially guaranteed to avoid mutual crowding; at the strategic level, through assessment guidance, focus on medium- and long-term value. For example, in marketing, in addition to the short-term increase in deposits and loans, more attention should be paid to indicators such as deepening customer relationships and building scenario ecosystems.

（文章来源：北京商报）

原标题：岁末攻坚正酣！银行业密集部署年终决算与2026年旺季营销工作

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