中国建设银行公布2009年度经营业绩（含五篇）

第一篇：中国建设银行公布2009年度经营业绩

中国建设银行公布2009年度经营业绩

服务大局促发展 稳健经营创佳绩

2010年3月28日，中国建设银行股份有限公司（以下简称建行）发布了2009年度经营业绩报告。2009年，在国际金融危机蔓延、国内经济发展极为困难的形势下，建行认真贯彻国家宏观经济政策，坚持积极审慎的经营方针，科学统筹业务发展、风险防范和结构调整，取得了好于预期的经营业绩，出色地完成了全年经营目标。

行长张建国表示：“在过去的一年里，建行以改革创新精神服务国家经济发展大局，坚持积极审慎的经营方针，始终牢牢把握住风险控制的主动权，在复杂的经营环境中赢得了市场先机，各项业务扎实稳步推进，为未来的可持续发展奠定了坚实基础。”

经营规模再创新高

发展质量稳步提升

2009年，在国家实施应对国际金融危机一揽子计划的大背景下，建行结合自身发展战略，加大对经济和民生领域的金融支持力度，存贷款新增创历史新高，资产规模持续增长。截至2009年12月31日，建行资产总额为96,233.55亿元（以下数据除特别注明外均按国际财务报告准则计算，为本集团数据，币种为人民币），较上年末增长27.37%，其中客户贷款和垫款净额为46,929.47亿元，较上年末增长27.40%；负债总额为90,643.35亿元，较上年末增长27.88%，其中客户存款增长25.49%至80,013.23亿元。

建行注重提高业务发展质量和效益，获得了良好的业绩回报。全年实现税前利润1,387.25亿元，较上年增长15.85%，净利润首破千亿元,达1,068.36亿元，增长15.32%，超额完成全年利润计划。虽然受存贷款基准利率下调及市场利率下行等因素影响，净利息收益率比上年同期下降0.83个百分点至2.41%，但通过创新产品、拓展市场及 优化投资交易策略，非利息收入实现了28.11%的增长，其中手续费及佣金净收入增长25.00%至480.59亿元，保证了全行经营收入与上年基本持平。平均资产回报率、平均股东权益回报率分别为1.24%和20.87%，在国际大型商业银行中位于前列。

资产质量持续改善，不良贷款率降至1.50%，较上年末下降0.71个百分点；风险抵御能力进一步增强。减值准备对不良贷款比率提至175.77%，较上年末提高44.19个百分点；资本充足率为11.70%，核心资本充足率为9.31%，均符合管理目标。全行严控成本管理，经营费用增幅为2005年上市以来最低水平，员工成本增幅低于税前利润和净利润的增幅。

稳健经营和持续发展的成果，进一步提升了建行的形象和品牌价值。在英国《银行家》“全球商业银行品牌十强”中，建行位居第二位，列中资银行之首；被英国《欧洲货币》、香港《亚洲货币》评为“中国最佳银行”。

服务经济社会大局

信贷投放适度均衡

2009年，建行按照国家决策部署，主动将服务经济社会发展大局与调整信贷结构相结合，加大对关系国计民生领域和项目的信贷支持力度，客户贷款和垫款总额较上年增加10,258.30亿元，为实体经济和民生改善输送了急需的资金“血液”。其中,向符合国家信贷导向的14个信贷重点投放领域全年投放贷款5,763亿元，占同期新投放对公贷款的20.41%；参与支持国家四万亿投资项目446个，十大振兴产业贷款新增1,451亿元，占全行对公贷款新增的22.3%。投向基础设施行业领域的贷款为15,398.98亿元，新增额在公司类贷款新增额中的占比达到53.12%。特别是2009年前2个月在经济处于最低谷、企业最急需资金时，建行根据此前储备优质项目的情况，及时投放了3,582亿元贷款用于基础设施和重点项目建设，随后就主动调整投放节奏，恢复到稳定常态速度上来，赢得了市场先机和风险控制主动权。

小企业、“三农”和民生领域是建行信贷投放重点之一。建行小企业 业务实现了跨越式增长，小企业授信客户新增近万家，小企业贷款增幅达47.10%，高于公司类贷款平均增幅 22.51个百分点，新增贷款大部分集中在中小企业经济发达的长三角、珠三角和环渤海地区。组建“信贷工厂”模式操作的小企业经营中心已达140家，联贷联保、法人账户透支、小额无抵押贷款以及“e贷通”网络银行等产品服务日益丰富，探索解决小企业“融资难”问题有了初步成效。涉农贷款新增1,630.96亿元，比上年增长38.25%；在新疆、黑龙江、吉林等地推广小额农户贷款新模式，帮助当地提高农业生产科学化、集约化水平；新设和筹建村镇银行7家，“三农”服务进一步向广大县城和村镇延伸。教育、卫生等重点民生领域贷款余额达1,904.12亿元，增幅达48.56%，远高于公司类贷款平均增幅。个人消费贷款较上年增加36.87亿元，增幅为4.92%。个人住房贷款较上年增加2,493.84亿元，增幅为41.35%；其中，着力支持居民保障性住房需求，累计与地方政府主管部门签署保障性住房合作协议52个，支持经济适用房和限价房项目506个，为12.2万户居民发放保障房商业按揭和公积金贷款208亿元。

面对信贷资金快速增长的市场环境，建行在控制总量的前提下，按照国家产业政策和市场情况调整资源配置，合理把握信贷投放的节奏和力度，既保证了全年信贷投放的均衡性和平稳性，又以信贷结构调整促进国家产业结构优化升级。全年贷款增速低于同业平均，贷款新增额在四行中最少，但信贷投放的均衡性、平稳性却高于同业平均水平。重点调控“两高一剩”行业、房地产业，相关贷款余额占比分别比年初下降了2.89、1.24个百分点；全年主动退出公司类贷款767亿元。客户结构进一步优化，内部评级A级及以上客户贷款余额占比达到91.98%，较上年提高2.64个百分点。

转变业务发展方式

中间业务快速增长

2009年，建行积极适应经济形势和金融市场变化，加大自主创新和研发力度，拓展新兴业务，培育新的利润增长点，在实现利润目标的同时，为长远发展打下稳固的基础。全行完成产品创新313项,创建 业内首家产品创新实验室。建行推出一批新兴业务，为客户“雪中送炭”:针对深受国际金融危机冲击和影响的外贸企业，设计出“内贸通”系列产品和服务，涵盖国际贸易融资、供应链融资和人民币结算，为近千家外贸企业客户融资余额超过150亿元；针对民生领域建设，推出了面向教育、医疗、社保、环保领域的“民本通达”综合金融服务方案，包括优化全日制高校银行负债和结构，使6,600万人的养老金在全国范围内自由领取等。此外，顺应市场的保理预付款、并购贷款、网络银行贷款等其他新兴贷款业务也快速增长。

在传统生息业务受到严峻挑战的情况下，建行中间业务有了强劲增长。全年实现手续费及佣金净收入480.59亿元，手续费及佣金净收入对经营收入比率达17.84%。财务顾问、债务融资工具承销、理财等业务开展活跃，带动全行境内外投资银行业务收入较上年增长48.22%；银团贷款、国内保理等业务收入分别实现了116%、300%的高速增长；企业年金个人账户达192.54万户，较上年增长194.04%；独具同业优势的造价咨询业务，实现收入同比增长106%；证券投资基金新获批53只，新托管47只，均为同业第一；证券投资基金托管资产净值6,421亿元，成为大型国有商业银行中唯一一家市场占比持续提高的托管银行。

银行卡业务发展迅速，运行效率大幅提高。借记卡发卡总量达2.52亿张，消费交易额为7,906.63亿元，较上年同期增长77.24%，实现手续费收入45.36亿元，较上年增长14.76%；理财卡发卡总量达489.50万张，较上年末新增122.54万张。信用卡业务持续健康发展，累计客户2,024万户，累计发卡量增至2,424万张，新增553万张，全年消费交易额增至2,927.81亿元，贷款余额达363.32亿元，资产质量保持良好，累计客户、交易额、贷款新增、资产质量四项指标均居同业首位。优化服务资源配置

客户服务再上水平

2009年，建行深入推进“以客户为中心”的理念机制建设，充分了解客户关切，满足客户需要，进一步完善专业化、差别化的客户服务体系，服务效率和质量有了新的提升。零售网点已基本实现从交易核算为主导向营销服务为主导的功能转型，大大增加了柜员与客户交流的时间，转型后网点交易效率提高近39%，客户平均等候时间下降40.86%。目前，针对提高理财中心客户服务质量的第二代网点转型项目正稳步推进。同时，继续强化自助和电子渠道建设，投入运营的自助银行增至8,128家；自动柜员机（ATM）较上年末增长12.93%达36,021台，居全球银行业前列。个人网上银行客户数达到3,959万户，较上年增加1,268万户，个人网上银行交易额 3.01万亿元，较上年增长118％；在线手机银行实现跨越式发展，客户数达到1,428万户，较上年增加935万户。电子银行与柜面交易量之比达到74.89%。

在细分客户、细分市场的基础上，建行新建小企业信贷、财富管理、投资银行、企业年金中心等各类专业化经营机构928个；大型企业客户集中经营格局逐步形成，更多资源被释放投向中小企业客户服务。为减少管理层级、提高管理效能，建行平稳推进机构扁平化改革，100个中心城市分行中绝大部分由以前的三级变为现在的两级或两级半管理，三分之一取消了综合型支行设置，一半以上实现了零售网点直管。新组建了一大批从事市场营销、产品开发、后台管理等业务的专业化团队。

建行服务质量有了明显提升。2009年下半年，针对营业网点服务质量的定期“神秘人”调查得分93.5分，较上年同期高出2.1分。独立第三方机构的调查显示，建行的个人客户满意度为63.9%，比上年提升2.2个百分点，高出同业平均水平3.5个百分点。综合客户服务水平的提高带动了业务发展，建行当年储蓄存款增速、网均在国内大型银行中均为第一。

2009年是建行海外机构网络布局获得突破的一年。伦敦子银行、纽约分行相继开业，使建行在国际主要金融中心的海外机构布局基本 完成。胡志明市分行也获得当地监管机构批准。建行位于香港的全资子公司建行亚洲收购美国国际信贷（香港）有限公司，从而在港澳地区拥有信用卡业务平台，完善了港澳地区业务布局。截至2009年12月31日，建行海外机构资产总额增至2,344.60亿元，较上年增长92.82%。

实施精细化管理

风险内控能力增强

2009年，建行坚持以效益为中心，以市场为导向，不断提高风险管控水平与业务精细化运作能力。推进贷前平行作业集约化和专业化管理，规范贷后平行作业操作流程，完善平行作业机制。进一步细分行业，将十几个行业门类细分到90多个行业大类，业务经营方向目标更清晰。坚持行业的限额管理和名单制管理，对“两高一剩”的16个行业全部实现了名单制管理。同时，将海外分行纳入全行风险管理统一框架，进一步完善海外机构风险管控机制。

以实施新资本协议为契机，建行规划设计了完整的风险管理应用架构，逐步夯实风险管理数据基础，推进风险计量工具的建设和运用，持续优化对公评级模型及零售评分卡系统，扎实推进全面风险管理体系建设，提升核心竞争力。风险管理的专业化、精细化水平显著提升，更好地契合全行战略转型、业务发展和风险控制的需要。

建行密切跟踪政策和市场变化，针对新的风险苗头果断采取应对措施。当市场上出现对政府融资平台贷款超常增长时，建行及时出台措施加强管理，停止对县级政府融资平台客户贷款投放，严控对财力弱的地方政府融资平台提供信贷支持，控制政府融资平台贷款增长。建行明确对不计成本竞拍“地王”、圈地不建的开发商不予贷款。此外，加强衍生产品交易风险控制，风险敞口不断压缩。

加强员工民主管理

全面履行企业公民责任

2009年，建行在完善民主管理、创建和谐企业方面取得新的进展。广大员工通过职工代表大会制度参与企业管理，全行各级分支机构已 成立职代会1,760个，召开大会2,029次，审议涉及员工切身利益的规章制度和重大事项。从优化业务流程入手，通过完成柜面业务前后台分离和后台集中改革，在提高整体服务水平的同时，降低了柜员操作的复杂程度，有效地减轻了一线员工的工作强度和压力。

建行视员工为最宝贵资源，为他们成长提供广阔平台。健全管理、专业技术和经办岗位职务序列体系，为员工开辟了多条职业发展通道。同时，全年共举办境内外各类培训24,486期，培训131万人次，分别比去年同期增长10.67%、27.16%。在压缩其它经费开支的情况下，员工培训投入持续增加。近期调研结果表明，建行员工总体满意度达到94%。

在经营业绩稳步提升的同时，建行还不忘积极履行企业公民责任。全年共实施了13个与社会公益相关的项目，投入总金额约7,274万元人民币。其中，捐款6,000万元人民币，设立了“中国建设银行少数民族大学生成才计划奖（助）学金”，将连续五年在内蒙古、新疆、西藏、广西、宁夏等16个少数民族相对集中聚居的省、自治区内，资助品学兼优的少数民族贫困大学生。2009年，建行被国内《银行家》杂志评为“最佳履行社会责任银行”，被中国红十字基金会授予“改革开放三十年·最具责任感企业奖”。

董事长郭树清表示：“2010年，建行的改革发展仍会面临困难与挑战。我们将继续贯彻落实科学发展观，加大支持服务经济结构调整和小企业、三农、民生领域发展力度，坚持稳健经营策略，继续强化风险管控，进一步提升经营管理的专业化和精细化水平，力争创造更好的业绩。” 公司简介：

中国建设银行股份有限公司（以下简称建行）在中国拥有长期的经营历史，其前身中国人民建设银行于1954年成立，1996年更名为中国建设银行。中国建设银行股份有限公司由原中国建设银行于2004年9月分立而成立，继承了原中国建设银行的商业银行业务及相关的资产和负债。建行总部设在北京。截至2009年12月31日，建行在中国内地设有分支机构13,384家，在香港、新加坡、法兰克福、约翰内斯堡、东京、首尔、纽约设有分行，在悉尼设有代表处，拥有建行亚洲、建银国际、建行伦敦、建信基金、建信金融租赁、建信信托等多家子公司，拥有员工约30万人，为客户提供全面的金融服务。

建行于2005年10月在香港联合交易所挂牌上市（股票代码939），于2007年9月在上海证券交易所挂牌上市（股票代码601939）。截至2009年12月31日，建行市值约2,014亿美元，居全球上市银行第2位。China Construction Bank Announces 2009 Annual Operating Results

Promoting development for the greater good Delivering outstanding results from prudent operation March 2010-China Construction Bank Corporation(“CCB” or “the Bank”)released its 2009 annual operating results today.In 2009, at a time when the global financial crisis was spreading around the world and domestic economic development was extremely difficult, CCB earnestly implemented national macroeconomic policies;relentlessly pursued a proactive yet prudent operational strategy;and scientifically coordinated its business development, risk prevention and structural adjustment tasks.The Bank subsequently achieved better than expected operating results and attained its annual business objectives outstandingly.Zhang Jianguo, president of the Bank, said, “In the past year, CCB had been serving the greater good of the national economy in a spirit of reform and innovation.We have been relentless in pursuing a principle of proactive yet prudent operation, while firmly taking initiatives in controlling risks.Consequently, despite the complicated business environment, we were able to seize market opportunities and achieve solid advancement in all segments of our business, thereby laying a firm foundation for sustainable development in future.”

Operation scale sets a new record Development quality improves steadily

In 2009, against the backdrop of the national package programme to face the global financial crisis combined with CCB‟s development strategy, the Bank redoubled financial support efforts in economic and livelihood areas while it registered historical records in new deposits and loans and sustained asset growth.As of 31 December 2009, the Bank‟s total assets were RMB9.623355 trillion(unless otherwise stated, the data hereinafter are calculated in accordance with International Financial Reporting Standards on a consolidated basis and are reckoned in RMB), a growth of 27.37% from the end of the previous year.Of this, net loans and advances to customers were RMB4.692947 trillion, up 27.40% from the previous year-end;total liabilities were RMB9.064335 trillion, up 27.88% from the previous year-end, of which deposits from customers grew 25.49% to RMB8.001323 trillion.CCB‟s focus on raising the quality and efficiency of business development was rewarded with excellent business results.In the year, it realised profit before tax of RMB138.725 billion, a growth of 15.85% from the previous year;its net profit exceeded RMB100 billion for the first time to reach RMB106.836 billion, growing by 15.32% to exceed the annual target for profit.As benchmark interest rates for deposits and loans were revised downwards and market interest rates dropped, the Bank‟s net interest margin dropped 0.83 percentage points from the same period in the previous year to 2.41%.However, through innovation of products, expansion of markets and optimisation of investment trading strategies, non-interest income grew by 28.11%, of which net fee and commission income increased 25.00% to RMB48.059 billion, guaranteeing that the Bank‟s operating income was basically on a par with that of the previous year.CCB's return on average assets and return on average equity of 1.24% and 20.87% respectively were in leading positions among major international commercial banks.Sustained improvements were obtained in the Bank‟s asset quality: its non-performing loan ratio decreased to 1.50%, representing a drop of 0.71 percentage points from the end of the previous year.The Bank‟s capability in withstanding risks was further enhanced.CCB raised its allowances to non-performing loan ratio to 175.77% or an increase of 44.19 percentage points from the end of the previous year.It had a capital adequacy ratio of 11.70% and a core capital adequacy ratio of 9.31%, both meeting management targets.As a result of stringent cost tightening throughout the Bank, the increase in operating expenses was the lowest since its listing in 2005, while the growth in staff costs was lower than the growth in profit before tax and net profit.The results of CCB‟s prudent operation and sustained development have further enhanced its corporate image and brand value.The Bank ranked second in the “Commercial Banking Top 10” by the Banker, a UK magazine, among which CCB ranked first in all Chinese banks.It was also named the “Best Bank in China” by both Euromoney magazine in the UK and Asiamoney magazine in Hong Kong.Serves greater economic good Credit placement in a balanced and appropriate manner In 2009, in accordance with national decisions and planning, CCB proactively combined the serving of the greater economic good with the adjustment of its credit structure.By doing so, it boosted credit support to areas and projects related to the national economy and the people‟s livelihood.Gross loans and advances to customers increased by RMB1.02583 trillion compared to the previous year, injecting urgently needed “capital blood” to the real economy and the improvement of people‟s livelihood.In particular, lending to 14 key credit placement areas meeting the State‟s credit policies amounted to RMB576.3 billion for the whole year, which made up 20.41% of all new corporate loans in the same period.The Bank also participated in the support of 446 of the State‟s RMB4 trillion investment projects, while new loans to the 10 industries marked for revitalisation were RMB145.1 billion or 22.3% of all new corporate loans.Loans to infrastructure industries amounted to RMB1.539898 trillion.Such new loans made up 53.12% of new corporate loans.Specifically, during the economic trough in the first two months of 2009, when businesses were in dire need of funds, the Bank issued RMB358.2 billion in loans in time for the construction of infrastructures and key projects, based on situations of previous quality reserve projects.Afterwards, it proactively adjusted its tempo of credit placement back to the usual steady rate, thus pre-empting market opportunities and taking the initiative in risk control.Small enterprises, the “Three Rurals”(the agricultural industry, rural areas and farmers)and livelihood areas are key targets for CCB‟s credit placement.The Bank‟s business in the small enterprise segment witnessed dramatic growth: almost 10,000 additional small enterprise clients were provided with credit lines and the growth of small enterprise loans was 47.10%.The growth in small enterprise loans was 22.51 percentage points higher than the average growth in corporate loans, and most of the new loans were concentrated in the Yangtze River Delta, the Pearl River Delta and the Bohai Rim areas where small and medium enterprise economies are flourishing.CCB has established 140 small enterprise operations centres in the form of “credit factories”.Products and services such as “Joint Loan & Joint Guarantee”, overdraft facilities for corporate accounts, small amount unsecured credit loans and “e-loans” through Internet banking are multiplying.Solutions to meet the financing difficulties of small enterprises have been met with initial success.The agriculture related loans were increased by RMB163.096 billion or 38.25% from last year.A new model for small amount farming household loans was promoted in Xinjiang, Heilongjiang and Jilin to help raise scientific and intensity levels of local agricultural production.In addition, 7 rural banks were established or planned to further extend the Bank‟s “Three Rural” services to the multitude of counties and villages around the country.The balance of loans to key livelihood areas such as education and healthcare reached RMB190.412 billion—this represented a growth of 48.56%, far exceeding the average growth of corporate loans.Personal consumption loans increased by RMB3.687 billion from the previous year, with a growth of 4.92%.Residential mortgage loans increased by RMB249.384 billion or 41.35% from last year.In particular, in endeavouring to meet the demand for subsidised housing, CCB entered into a total of 52 cooperation agreements for subsidised housing with local government authorities.It also provided support for 506 projects in “affordable housing” and “limited price housing” and issued RMB20.8 billion in commercial mortgages for subsidised housing and in provident fund loans for 122,000 households.Under a market situation in which credit funds were growing rapidly, CCB adjusted its resource allocation in accordance with national industrial policies and market conditions and reasonably regulated the pace and degree of credit placement on the basis of retaining control of overall credit.It was able to guarantee the balance and steadiness of its credit placement for the whole year, while promoting the optimisation and upgrading of the national industrial structure by credit structure adjustment.CCB‟s loan growth for the whole year was below the average for the domestic banking industry and its amount of new loans was the lowest among China's four major commercial banks.Yet in terms of the evenness and steadiness of credit placement it was above the industry average.By focusing on restricting loans to industries with high energy consumption, high pollution or overcapacity(the “two highs one over” sector)and to the real estate sector, the Bank was able to lower corresponding balance of loans by 2.89 and 1.24 percentage points compared to the beginning of the year and, for the whole year, RMB76.7 billion in corporate loans were withdrawn.CCB's customer structure also saw further improvements: the balance of its loans granted to customers with internal ratings of A and above accounted for 91.98% of total loans, up 2.64 percentage points over the preceding year.Switching business development mode Rapid growth in intermediary business

In 2009, in proactively adapting to economic conditions and changes in the financial market, CCB intensified its efforts in independent innovation and research and development.By forging into emerging businesses and nurturing new profit growth points, the Bank was able to lay down a solid foundation for long-term development, while achieving its profit targets.In the year, the Bank completed 313 product innovation projects and established the first product innovation laboratory in the banking industry.A range of emerging businesses was launched to help customers out in their times of need.For foreign trade enterprises deeply affected by the global financial crisis, CCB designed a series of products and services under the brand name of “Domestic Trade Pass” covering international trade financing, supply chain financing and Renminbi settlement.As a result, the balance of financing nearly 1,000 or so foreign trade enterprises exceeded RMB15 billion.To help strengthen livelihood areas, the Bank launched a series of “Livelihood Oriented Products” integrated financial service programmes to address needs from education, medical, social insurance and environmental protection sectors.These programmes resulted, for instance, in the improvement in the liabilities and financial structures of banks in full-time institutions of tertiary education and the unimpeded withdrawal of pension funds throughout China by 66 million pensioners.Moreover, other new lending businesses launched in response to market needs such as factoring advances, M&A loans and Internet banking loans grew rapidly.At a time when traditional interest-earning businesses were under serious challenges, CCB‟s intermediary business witnessed robust growth.For the whole year, the Bank realised net fee and commission income of RMB48.059 billion.The ratio of net fee and commission income to operating income was 17.84%.Businesses in financial advisory, underwriting of debt financing instruments and wealth management flourished throughout the year, driving a growth in income of 48.22% for the Bank‟s domestic and overseas investment banking business from the previous year.Income from syndicated loans and domestic factoring achieved rapid growth rates of 116% and 300% respectively.The number of personal accounts for enterprise annuities in CCB was 1.9254 million, a growth of 194.04% from the year before.In engineering cost advisory service in which CCB has a unique edge over its peers, income rose 106% on a year-on-year basis.The Bank was granted permission to launch 53 new securities investment funds and take custody of 47 new funds, which were the highest figures in the banking industry.With the net value of securities investment funds under its custody reaching RMB642.1 billion, CCB was the only major state-owned commercial bank whose market share as a custodian bank increased continuously.CCB‟s bank card business developed swiftly while operating efficiency was raised substantially.The total number of debit cards issued was 252 million and the amount of consumption transactions totalled RMB790.663 billion, representing a year-on-year growth of 77.24%.Fee income from this area was RMB4.536 billion, a growth of 14.76% from the previous year.The total number of “wealth management cards” issued was 4.895 million, an increase of 1.2254 million over the end of the preceding year.The Bank‟s credit card business continued to develop healthily: the cumulative number of customers was 20.24 million and the cumulative number of cards issued was 24.24 million.With a total of 5.53 million new cards issued, with total spending through credit cards increasing to RMB292.781 billion, with the balance of credit card loans reaching RMB36.332 billion and with asset quality remaining sound, CCB was the leader in the banking industry in terms of the four indexes of cumulative number of customers, transaction amounts, incremental loan balance and asset quality.Service resource allocation optimized Customer services reached new level

In 2009, CCB further advanced the development of a system to adopt the customer-focused philosophy.In its endeavour to fully understand and serve the concerns of its customers and improve the system to provide professional, differential and personalised customer services, CCB achieved further enhancements to its service efficiency and service quality.The Bank‟s retail outlets basically completed the transformation from a transaction and accounting oriented function to a marketing and service oriented function, which resulted in a considerable increase in teller-client interaction time.Specifically, in retail outlets which had undergone the transformation, transaction efficiency rose by nearly 39%, while the average customer waiting time fell by 40.86%.A programme of second generation of retail outlet transformations to enhance service quality in wealth management centres is progressing steadily.Meanwhile, the Bank continues to build up self-service and electronic channels, which has resulted in an increase in the number of self-service banks to 8,128, while the number of ATMs has increased by 12.93% from the previous year-end, to 36,021—one of the leading figures in the world.CCB had 39.59 million personal online banking customers in 2009, an increase of 12.68 million over the previous year.The amount of personal online banking transaction reached RMB3.01 trillion, a growth of 118% over the previous year.Mobile phone banking developed in great strides: there were 14.28 million customers over the year, an increase of 9.35 million over the previous year.The ratio of transaction volumes through electronic banking compared to that through front desk was 74.89%.On the basis of customer and market segmentation, CCB newly established 928 specialised operating centres to cater to small enterprise loans, wealth management, investment banks and enterprise annuity, etc.As large corporate customers are increasingly served centrally, more resources are being released to provide services to small and medium enterprises.In order to reduce management layers and raise management efficiency, CCB is implementing the reform of organisational flattening in a steady manner.Of the 100 central city branches, the majority have switched from a three-level management structure to the current two or two-and-a-half level management structure.One-third have eliminated the setting up of integrative branches and more than half are now practising direct management of retail outlets.Moreover, a large number of professional teams have been formed to carry out duties in marketing, product development and back-office management, etc.There was marked improvement in CCB‟s service quality.In the second half of 2009, the score from a periodic “mystery customer” survey that dealt with service quality in retail outlets was 93.5 points, an increase of 2.1 points from the same period during the previous year.Surveys carried out by an independent third party revealed that satisfaction from personal customers was 63.9%, an increase of 2.2 percentage points from the previous year and 3.5 percentage points higher than the industry average.The improvement in integrated customer service has brought about the development of business.In the year, CCB ranked first among Chinese major banks in terms of both the growth rate of savings deposits and the average amount of deposits taken by each retail outlet.2009 was also one in which CCB achieved breakthroughs in the development of its overseas network.The successive opening of a subsidiary bank in London and a branch in New York basically completed the Bank‟s layout of overseas organizations in major international financial centres.The establishment of the Ho Chi Minh City branch was also granted approval from the local regulatory authority.With the acquisition of AIG Finance(Hong Kong)Limited by China Construction Bank(Asia), a wholly owned subsidiary of CCB, the Bank now owns a platform for credit card business in Hong Kong and Macau, thereby completing its business layout in these two special administrative regions.As of 31 December 2009, the total assets of CCB‟s overseas organisations grew to RMB234.46 billion, up 92.82% from the year before.Implementation of precision management Enhancement of internal risk control capability

In 2009, in its continuous improvement of risk control and precision management capabilities, CCB focused on efficiency and orienting towards the market.It improved on the mechanism of parallel operations by advancing the intensified and professional management of pre-lending parallel operations and standardising the processes of post-lending parallel operations.It carried out deeper industry segmentation by further classifying a dozen or so sector categories into more than 90 industrial sectors, making the directions and objectives of its business operations clearer.For industry management, credit quota and a “list system” approach was adopted and 16 industrial sectors falling under the characteristic of “two highs and one over” were managed under the list system.Meanwhile, by including all its overseas branches into a centralised framework for risk management, CCB succeeded in further improving the risk management mechanism for these overseas branches.Capitalising on the implementation of the New Basel Capital Accord, CCB has planned and designed a complete application framework for risk management.With this, the Bank has been able to gradually build up a data base for risk management, advance the development and application of risk measurement tools and continue the optimisation of its corporate rating model and retail scorecard system.Consequently, CCB has been advancing sure-footedly in the development of its overall risk management system, thereby enhancing its core competencies in the process.The professional and precision level of risk management in CCB have also been significantly raised, and this has helped to better serve its needs in implementing a bank wide strategic transformation, business development and risk control.CCB had been closely monitoring changes in policies and market situations and has taken measures to counteract new incipient risks.When abnormal growth in lending to government financing platforms appeared in the market, CCB was able to introduce new measures in time to strengthen up management and control the loan growth of government financing platforms by stopping further lending to county-level government financing platforms and tightening up credit support to financing platforms of financially weak local governments.CCB had been unequivocal in not lending to developers who had bid up prime sites regardless of the cost and built up land reserves without developing.In addition, the Bank reinforced its risk control in derivative transactions and its risk exposure in this area had been reduced continuously.15 Strengthening employee democratic management Fulfilling all-round corporate social responsibility

In 2009, CCB made new strides towards democratic management and a harmonious corporation.All its employees were able to participate in corporate management through the Staff Representative Assembly system.Throughout the Bank, 1,760 staff representative committees were formed and 2,029 staff representative meetings were held by branches and sub-branches at various tiers to deliberate on rules and regulations related to the vital interests of employees and other matters of importance.Starting with the optimisation of business processes, separation of front-and back-office operations of counter businesses and the centralisation of back-office operations were completed.This was instrumental not only in raising overall service standards, but also in simplifying front desk operations and effectively alleviating the job intensity and pressure of the front-line staff.CCB regards its staff as the most precious resource and has provided them with an extensive platform for growth.By setting up a sound system of managerial, technical and operational position series, it opened up a large number of career development paths for its staff.In the year, 24,486 training sessions were held both domestically and overseas, involving the participation of 1.31 million person times.These figures were respectively 10.67% and 27.16% higher than those in the same period of the preceding year.Investment in staff training was increased continuously at a time when other expenses were being cut.The results of a recent survey indicated that the total employee satisfaction at CCB is at 94%.As it achieved steady improvements in operating results, CCB continued to undertake its corporate social responsibility.During the year, it implemented 13 social welfare related projects which involved a total investment of RMB72.74 million.Among this, RMB60 million was donated towards the setting up of a “CCB Ethnic Minority Undergraduate Scholarship(Grant)” for sponsoring needy ethnic minority students with outstanding moral character and academic records.The scholarship will run for five consecutive years in 16 provinces and autonomous regions such as Inner Mongolia, Xinjiang, Tibet, Guangxi and Ningxia, in which ethnic minorities are relatively concentrated.In 2009, CCB was named the “Best Bank with Corporate Social Responsibility” by Banker magazine in China and awarded the honour of being the “Most Responsible Enterprise in China‟s 30 Years of Reform and Opening Up” by the Chinese Red Cross Foundation.Guo Shuqing, chairman of CCB, said, “In 2010, CCB will still face difficulties and challenges in its reform and development.We shall continue the implementation of the scientific viewpoint of development and intensify our support and service for economic structure adjustment as well as the development of small enterprises, the „Three Rurals‟ and livelihood areas.In striving to create even better business results, we shall maintain our strategy of prudent operation, continue to strengthen risk management and further enhance the professional and precision competencies of our operations and management.”

Background Information:

The history of the China Construction Bank Corporation(“the Bank”)dates back to 1954 when the People‟s Construction Bank of China was founded.This entity was renamed China Construction Bank in 1996.China Construction Bank Corporation was formed in September 2004 when it separated from its predecessor, China Construction Bank, and assumed its commercial banking business and related assets and liabilities.Headquartered in Beijing, CCB had a network of 13,384 branches and sub-branches in Mainland China, and maintained overseas branches in Hong Kong, Singapore, Frankfurt, Johannesburg, Tokyo, Seoul and New York as well as a representative office in Sydney as of 31 December 2009.The Bank has a number of subsidiaries, including China Construction Bank(Asia)Corporation Limited, CCB International(Holdings)Co., Ltd., CCB(London)Limited, CCB Principal Asset Management Co., Ltd., CCB Financial Leasing Corporation Ltd.and Jianxin Trust Co., Ltd.The Bank has a total of approximately 300,000 staff, and provides comprehensive financial services to its customers.The Bank was listed on the Stock Exchange of Hong Kong Limited(Stock Code: 939)in October 2005 and was listed on the Shanghai Stock Exchange(SSE Code: 601939)in September 2007.At of 31 December 2009, the market capitalisation of CCB reached approximately US$201.4 billion, ranking 2nd among listed banks in the world.

第二篇：中国建设银行公布2009年第一季度业绩

中国建设银行2009年第三季度净利润同比增长

18.6%

10月23日，中国建设银行股份有限公司（以下简称建行）发布了2009年第三季度报告。2009年第三季度，建行继续坚持积极稳健的经营方针，加快业务结构调整，推进全面风险管理，同步实现了净利润的稳健增长和不良贷款额、不良贷款率的持续“双降”。

资产利润稳健增长，绩效指标总体企稳。今年第三季度，尽管受到利差收窄等因素影响，建行仍实现净利润303.21亿元(以下数据除特别注明外均按国际财务报告准则计算，为本集团数据，币种为人民币)，同比增长达18.56%；每股收益0.13元，同比增长18.18%。截至9月30日，建行在前三季度已实现净利润861.62亿元，同比增长2.25%；实现手续费及佣金净收入357.63亿元，较上年同期增长20.94%。同期，资产总额较上年末增长23.80%，达到9.35万亿元；负债总额较上年末增长24.39%，达到8.82万亿元，为实现可持续发展奠定了坚实基础。

在资产规模和经营利润稳健增长的同时，建行主要绩效指标总体保持稳定。今年前三季度，净利差及净利息收益率分别为2.30%和 2.41%，虽较上年同期有所下降，但降幅已进一步收窄。同期，年化平均股东权益回报率为22.78%，较上半年提高0.24个百分点。成本收入比为35.55%，保持在较低水平。信贷投放节奏合理，结构调整取得实效。今年以来，建行认真贯彻执行适度宽松的货币政策，合理把握信贷投放规模。截至9月30日，全行客户贷款和垫款净额为45,632.08亿元，较上年末增加8,796.33亿元，增长23.88%。

建行将“调结构”作为信贷管理重点，将巩固传统优势业务与加快发展创新业务有机结合，信贷资源配置进一步优化。截至9月30日，投向基础设施行业的贷款较上年末增长27.47%至15,149.15亿元，增速高于全部对公贷款的平均增速。境内分行个人贷款余额达到10,302.86亿元，其中个人住房贷款余额8,764.11亿元，新增额及余额居同业领先。

今年前三季度，建行在小企业、“三农”等新业务领域的信贷投放持续增长。与浙江省人民政府、阿里巴巴公司等共同发起设立小企业网络银行贷款风险池，并在北京、上海、浙江等地区加速拓展“e贷通”网络银行贷款业务。“信贷工厂”模式小企业经营中心增至122家，较年初新增44家。截至9月30日，中小企业贷款新增1,693亿元，增速达16.5%。同期涉农贷款新增1,343.97亿元，增速达31.52%。

作为信贷结构调整的重要举措，建行严控对“两高一资”、产能过剩行业贷款，完善名单制管理。今年前三季度主动退出贷款558亿元，资产结构得到优化。

风险监控力度不断加大，贷后管理全面强化。今年前三季度，面对经济金融形势的新变化，建行坚持信贷审批标准，加大贷后检查力度，认真监控贷款用途，风险管理的精细化、差别化水平得到显著提 升。

截至9月30日，建行不良贷款余额为736.82亿元，较上年末减少102亿元；不良贷款率为1.57%，较上年末下降0.64个百分点，继续保持“双降”态势。其中，境内分行个人住房贷款不良率为0.58%，贷款质量良好。减值准备对不良贷款比率为161.08%，较上年末上升29.50个百分点，抗风险能力不断增强。

截至9月30日，建行股东权益总额为5,370.25亿元，较上年末增加694.63亿元，增长14.86%；核心资本充足率为9.57%，较6月底提高0.27个百分点；资本充足率为12.11%，较6月底提高0.14个百分点。

服务更趋专业精细，质量效率稳步提升。建行将提高客户服务的精细化、专业化水平作为重要目标。今年9月，建行引进美国银行的经验技术，在境内银行业中首家创办产品创新实验室，收集和筛选来自客户等各方面的产品创意，为业务创新提供重要依据。在满足客户需求方面，建行新增及优化手机银行多项功能，手机银行客户数突破1000万，继续领先境内同业；推出个人网上银行短信验证服务及“E路护航网银安全组件”，提升了网上银行安全性，并率先推出通过网上银行向手机银行客户转账功能，电子银行与柜面交易量之比持续提升；信用卡发卡总量达2300余万张，消费交易额、新增贷款额位居境内银行前列。

在综合化服务方面，建行积极推进以优化中高端客户服务流程为核心的零售网点二代转型项目，截至9月30日，已有770余家网点 实现二代转型。今年8月，建行全资子公司---中国建设银行（亚洲）股份有限公司成功收购了以信用卡、个人贷款为主要业务的美国国际信贷（香港）有限公司，进一步完善了建行在港澳地区业务布局。

当前，全球经济金融形势仍然十分复杂，国内经济正处于企稳回升的关键时期,监管机构对商业银行的经营管理提出了更高的要求。建行将认真研究银行经营管理中面临的挑战，进一步推进业务结构调整，科学把握信贷投放节奏，完善风险管理长效机制，努力完成今年各项发展目标，继续为巩固经济平稳较快发展良好势头做出贡献。

第三篇：中国建设银行公布2008年年报

中国建设银行公布2008经营业绩

迎接挑战推进科学发展

再创佳绩实现新的跨越

中国建设银行股份有限公司（以下简称建行）发布的2008经营业绩显示，2008年，建行实行积极稳健的经营方针，业务转型、结构调整和综合化经营取得明显进展，客户服务和风险管理能力持续提升，圆满完成了全年经营管理任务。

——良好的经营业绩得到巩固。2008年，实现税前利润1,197.4亿元（以下数据除特别注明外均按国际财务报告准则计算，为本集团数据，币种为人民币），较上年增长18.8%；实现净利润926.4亿元，增长34.0%；经营收入较上年增长22.2%至2,697.5亿元；资产总额历史性地突破1万亿美元，达75,554.5亿元，较上年末增长14.5%，其中客户贷款和垫款总额为37,939.4亿元，较上年末增长16.0%；负债总额为70,878.9亿元，较上年末增长14.8%，其中客户存款增长19.6%至63,759.2亿元，流动性依然充裕。

——信贷资产质量持续改善。截至2008年12月31日，不良贷款率为2.2%，较上年末下降0.4个百分点。减值准备对不良贷款比率提升至131.6%，较上年末增加27.2个百分点。

——综合盈利能力显著增强。截至2008年12月31日，净利息收益率较上年上升6个基点至3.2%；平均资产回报率、平均股东权益回报率分别达到1.3%和20.7%，较上年增长0.16和1.18个百分 1 点，居全球银行业最好水平。手续费及佣金净收入较上年增长22.8%至384.5亿元，占经营收入比重上升至14.3%，较上年提高0.06个百分点。成本费用开支继续得到有效控制，2008年成本对收入比率下降至36.8%。

——资本充足水平保持稳定。截至2008年12月31日，资本充足率为12.2%，核心资本充足率为10.2%，均保持在管理目标之内。

——社会价值和形象进一步提升。在美国《财富》杂志“2008全球企业500强”排名中，建行由上年的第230位上升至第171位，在国内同业中升幅最大，并获得境内外多家机构评选的“最佳中资银行”、“最佳商业银行”、“改革开放三十年最具责任感企业”等奖项。公司治理不断健全和完善，努力实现制衡与效率相统一，获香港上市公司商会颁发的“公司管治卓越奖”。

董事长郭树清表示：“2008年，建行以改革创新精神进一步推动科学发展实践，经受住了国内外经济形势急剧变化的考验，客户服务水平和风险管理能力持续提升，取得了令市场和投资者满意的成绩。我们相信，经过近些年的改革开放洗礼，建行能够在应对严峻挑战的过程中，进一步锤炼自身的核心竞争力和价值创造力，并为中国经济健康发展做出更大贡献。”

一、服务大局优化信贷结构，市场竞争力稳步增强

2008年，建行积极适应市场形势，将贯彻国家宏观调控政策与调整信贷结构结合起来，加大信贷资源向小企业、机构业务、涉农领 域等战略重点业务的倾斜力度。

在基础设施等传统优势行业，建行的贷款投入持续上升。截至2008年12月31日，基础设施行业贷款余额较上年末增长19.5%，新增1,941.1亿元，新增额在公司类贷款新增额中的占比达56.3%，贷款余额达公司类贷款余额的44.2%。

小企业业务专业化经营在建行取得新成果。截至2008年12月31日，成立了78家按照“信贷工厂”模式操作的小企业经营中心。小企业贷款业务继续保持快速增长势头，贷款增速明显高于全行贷款平均增速。

建行涉农贷款规模持续扩大。截至2008年12月31日，涉农贷款余额总计4,406.7亿元，较上年末增加1,052.3亿元，增幅31.4%。2008年12月，建行发起设立了湖南桃江建信村镇银行。

建行还全力为救灾和灾后重建提供金融支持。对川、甘等地震灾区信贷实施非限制性行业准入和审批标准，截至2008年12月31日，累计发放贷款276.6亿元。

同时，建行加快退出不符合国家政策和自身风险偏好的行业及项目，全年实际退出贷款达644.6亿元。信贷结构和客户结构得到优化。内部评级A级及以上客户贷款余额占比达到89.3%，较上年提高0.7个百分点。

作为国内最大个人住房贷款银行，建行高度关注民生改善。截至2008年12月31日，个人住房贷款余额增长14.3%至6,031.5亿元，贷款余额和新增均居同业第一。同期，住房公积金贷款余额为2,889.7 亿元，较上年末增加467.2亿元，国内市场占比第一。

二、客户服务水平迈上新台阶，基本建成国内一流零售银行 2008年，建行继续推进零售网点转型项目。截至2008年12月31日，全行已有11,610个零售网点实现功能转型，占全部网点总数的87%；转型后网点交易效率得到提高，客户等候时间缩短35%。建行已在北京、上海、广东成立私人银行中心，建成开业的理财中心2,068家、财富管理中心106家。

建行大力加强电子交易渠道建设。截至2008年12月31日，全行已安装运行自动柜员机（ATM）31,896台，居全球银行业首位。自助设备完成的交易额相当于柜面的103%，比上年提高61个百分点。电子银行客户达到11,182万户,较上年增长58.2％；交易额达到110.4万亿元,电子渠道与柜面交易量之比达45.0%。

建行注重客户感受和体验，在北京、上海、厦门、广州建成客户体验中心并积极建设问题解决中心，同时通过完善神秘人检查制度，从客户角度持续改进服务质量。建行坚持客户接待日制度，包括总行行长在内的各级行主管行长全年共接待各类客户2.8万余名，处理客户问题1.3万项。此外，建行还重视发挥95533电话银行作用，电话银行逐步成为营销和客户问题处理中心。

三、综合化经营扎实推进，海外业务亮点频现

建行综合化经营取得实质性进展。手续费及佣金收入增幅连续三 年居同业前列。2008年，建行为公司客户的投融资活动筹措资金2,471亿元，银团贷款和国内保理收入增长6倍以上。全年销售个人理财产品3,838亿元，是上年的5.2倍。作为国内唯一具备造价咨询资质的商业银行，审价咨询类业务经营收入同比增长149.5%。

2008年，建行海外布局取得新成果。纽约分行和伦敦子银行的设立申请获得当地监管机构批准。越南胡志明市分行和澳大利亚悉尼代表处升为分行的各项申设及筹备工作也顺利推进。同期，建行海外业务有了长足发展。截至2008年12月31日，海外经营性机构资产总额增加至1,215.9亿元。其中，建行在香港的两家经营性全资子公司——建行亚洲、建银国际进一步扩充资本，建银国际取得了成立以来的最好业绩。

四、大力加强风险内控，资产质量持续改善

建行致力于完善风险内控体制，“了解客户、理解市场、全员参与、抓住重点”的风险理念得到落实，以垂直管理和平行作业为核心的风险管理架构运行顺畅。流动性管理经受住了冰冻雪灾、汶川地震、货币政策取向调整等考验，备付水平控制合理。加大了减值准备计提力度，足额计提减值准备，进一步增强了风险抵御能力。以推进实施新资本协议为契机，全面优化了客户评级体系和评分卡系统，风险管理的精细化水平大幅提升。此外，建行成功实施了“建元2008-1”重整资产证券化项目，是国内同业在不良资产证券化领域的首次探索和实践。建行主动减持风险较大的外汇债券。截至2008年12月31日，建行所持外币债券投资组合账面价值较上年末减少223.1亿美元；外币债券占债券投资的4.96%,占资产总额的1.4%。同期，建行外汇净敞口为157.6亿元，仅占资产总额的0.2%。

五、深入开展战略合作，形成多方共赢格局

建行与美国银行全年实施战略协助项目16个，设立经验分享和培训项目42个。除双方在零售业务领域推进网点转型项目外，还在小企业业务领域合作研发了小额无抵押循环信用额度贷款产品，在电子银行业务领域将呼叫中心人工服务平均接通率提高到90%以上，在风险管控领域共同研发的住房贷款申请评分卡、信用卡申请评分卡、信用卡行为评分卡已在全行推广上线。建行在新加坡淡马锡所属的富登金融协助下推广小企业“信贷工厂”新模式，使小企业客户享受到“一站式”服务；淡马锡还在财富管理、私人银行、投资银行、风险管理等领域为建行提供咨询与培训。建行与战略投资者已建立了多方共赢的发展格局。

美国银行于2008年两次增持建行股份，对中国银行业和建行的发展前景充满信心。

六、履行企业公民责任，促进社会和谐发展

汶川地震发生后，建行推出无卡折取款等十余项特殊服务措施，发放抗震救灾和灾后重建贷款，全行累计为地震灾区捐款达1.79亿 元。建行向南方雨雪冰冻灾区捐款1,200万元。

建行将2008年定为“奥运服务年”，提供多项涉外金融服务。同时，建行严格执行环保“一票否决制”，并对利于环境保护的项目给予贷款支持，截至2008年12月31日，绿色信贷项目余额达1,541.4亿元，比年初新增289.3亿元，增长23.1%。

在支持社会公益事业方面，全年公益捐赠项目投入及员工个人捐款总额约2.11亿元。

行长张建国表示：“2009年的国际国内经济金融运行仍存在许多不确定因素，建行所面临的挑战十分严峻。建行将继续贯彻落实科学发展观，认真执行国家‘保增长、扩内需、调结构’的宏观经济政策，加大金融支持和服务经济社会发展的力度，加强风险内控，提升服务水平，沉着应对危机与挑战，努力实现各项业务快速、有效、优质、安全发展。”

公司简介：

中国建设银行股份有限公司（以下简称建行）在中国拥有长期的经营历史。其前身中国人民建设银行于1954年成立，1996年更名为中国建设银行。中国建设银行股份有限公司由原中国建设银行于2004年9月分立而成立，继承了原中国建设银行的商业银行业务及相关的资产和负债。建行总部设在北京。截至2008年12月31日，建行在中国内地设有分支机构13,374家，在香港、新加坡、法兰克福、约翰内斯堡、东京及首尔设有分行，在纽约、伦敦、悉尼设有代表处；全资拥有中国建设银行（亚洲）股份有限公司、建银国际（控股）有限公司，控股中德住房储蓄银行有限责任公司、建信基金管理有限责任公司及建信金融租赁股份有限公司，现有员工约30万人。

建行H股于2005年10月27日在香港联合交易所上市交易，股票代号为0939；A股于2007年9月25日在上海证券交易所上市交易，股票代号为601939。

主要业务范围

 公司银行业务：向公司客户、政府机构客户和金融机构客户提供包括公司类贷款、贸易融资、存款、代理服务，以及顾问与咨询、现金管理、汇款及结算、托管及担保服务等多种金融产品和服务；  个人银行业务：向个人客户提供包括个人贷款、存款、银行卡、个人理财，以及汇款和证券代理服务等金融产品和服务；

 金融市场业务：货币市场业务，包括银行间同业拆借交易及回购交易；投资组合，包括持有证券以作买卖及投资用途；进行自营式的代客交易，包括外汇及衍生工具交易。

第四篇：中国建设银行经营情况调查

中国建设银行经营情况调查

国际经济与贸易1003单文20101362

中国建设银行股份有限公司是一家在中国市场处于领先地位的股份制商业银行，为客户提供全面的商业银行产品与服务。主要经营领域包括公司银行业务、个人银行业务和资金业务，多种产品和服务（如基本建设贷款、住房按揭贷款和银行卡业务等）在中国银行业居于市场领先地位。建设银行拥有广泛的客户基础，与多个大型企业集团及中国经济战略性行业的主导企业保持银行业务联系，营销网络覆盖全国的主要地区，设有13600多家分支机构。经办国家财政拨款时期 1954年10月1日成立原名为中国人民建设银行，建设银行经中央人民政府政务院决定成立后，其任务是经办国家基本建设投资的拨款，管理和监督使用国家预算内基本建设资金和部门、单位的自筹基本建设资金。几十年来，建设银行为提高投资效益、加快国家经济建设和发展作出了卓越贡献。

国家专业银行时期

从20世纪80年代中期起，为适应经济金融体制改革和经济发展的要求，建设银行先后开办了现金出纳、居民储蓄、固定资产贷款、工商企业流动资金贷款、国际金融、住房贷款和各种委托代理业务。通过开办各种面向社会大众的商业银行业务，丰富了银行职能，为向现代商业银行转轨打下了坚实的基础。

国有商业银行时期

1994年，按照国家投融资体制改革的要求，建设银行将财政职能和政策性基本建设贷款业务分别移交给财政部和国家开发银行，从功能转换上迈出了向现代商业银行转轨的重要一步。经过近50年的改革与发展，建设银行已经具备了参与国内外市场竞争的实力。到2004年6月末，资产总规模为37228亿元，负债总规模为35223亿元。资本充足率达到8.17%。按照境内外全口径统计，全行不良贷款余额657.1亿元，不良贷款率为3.08%，达到了银监会要求的3－5%的标准。境内外营业性分支机构15401个，其中有6个海外分行，2个驻海外代表处。全行正式员工26.3万人。同时，全资拥有建新银行，并持有中国国际金融有限公司43.35%的股权，持有中德住房储蓄银行75.1%的股权。

2004年9月15日，中央汇金投资有限责任公司、中国建银投资有限责任公司、国家电网公司、上海宝钢集团公司和中国长江电力股份有限公司在京召开会议，决议共同发起设立中国建设银行股份有限公司。中国建设银行将由国有独资商业银行改制为国家控股的股份制商业银行。中国建设银行改制为国家控股的股份制商业银行后，名称为中国建设银行股份有限公司，简称中国建设银行。中国建设银行股份有限公司承继原中国建设银行商业银行业务及相关资产、负债和权益。中国建设银行股份有限公司设立后，将引入战略投资者，进一步实现股权多元化，完善公司治理结构。同时，将继续全面推进各项管理改革，促进绩效进步，努力把中国建设银行股份有限公司办成一家资本充足、内控严密、运营安全、服务和效益良好的现代化股份制商业银行。

截至2010年底，建行资产总额达人民币108,103.17亿元，突破10万亿元，较上年末增长12.33%；实现利润总额1,751.56亿元，同比增加364.31 亿元，增长26.26%；受益于业务发展、内地企业所得税税率调整，实现净利润1,350.31 亿元，同比增加281.95 亿元，增长26.39%；实现经营收入3,234.89亿元，同比增长21.07%，其中利息净收入达2,515.00亿元，手续费及佣金净收入达661.32亿元，同比分别增长18.70%、37.61%；综合盈利能力继续保持内地同业领先地位，年化平均资产回报率为1.32%，年化平均股东权益回报率为22.61%，净利息收益率为3.49%，分别较上年同期提高0.08、1.74和0.08个百分点；资本充足率为12.68%，核心资本充足率为10.40%；资产质量稳步提升，不良贷款额、不良贷款率继续双降，不良贷款率降至1.14%，较上年末下降0.36个百分点；抗风险能力进一步增强，减值准备对不良贷款比率为221.14%，比上年末提高45.37个百分点。

第五篇：中国工商银行公布2013经营情况

中国工商银行公布2013经营情况中国工商银行（股票代码SH:601398;HK:1398）今天正式公布了2013的经营情况。按照国际财务报告准则，2013年工行实现净利润2630亿元，较上年增长10.2%。实现基本每股收益0.75元，较上年增加0.07元。每股净资产为3.63元，较上年增加0.41元。

根据董事会决议，工行2013预计现金分红金额为919.58亿元人民币（每10股税前分红2.617元），比上年增加83.93亿元，预计现金分红比例为35%。上市以来，工行一直坚持长期稳定的现金分红机制，2006年至2013年为股东累计创造了4723亿元现金分红回报，2008年至2013年连续六年的现金分红率高于同期一年期定期存款利率，其中2013年的股息率高达

7.3％（按照2013年末工行股价计算），在全球上市公司中处于领先水平。在持续为投资者创造价值的同时，工行的市场地位和影响力也不断提升。2013年，工行首次入选全球系统重要性银行。在《福布斯》和《银行家》杂志公布的榜单上，工行成为全球最大企业和一级资本最大的银行。在《财富》杂志营业总收入排名中，工行列商业银行榜单首位。

2013年，面对复杂的国内外经济形势，以及更趋活跃的金融创新和主体更加多元的市场竞争格局，工行加快经营转型和业务创新，强化内部管理，提升服务竞争能力，既实现了当期业绩的稳定增长，也为未来可持续发展创造了新的优势。2013年工行的经营管理呈现出以下几个方面的特点：

一是服务实体经济提质增效，信贷经营质态持续改善。

2013年，工行注重围绕实体经济需求加大金融支持力度，尤其是注重从用好增量和盘活存量两端发力，努力在服务实体经济提质增效中改善信贷经营质态。全年工行境内分行新增人民币贷款9244亿元，增幅为11.7%。贷款累放额达8.7万亿元，同比多放9740亿元，超过了当年新增额。

从具体投向和结构看，中长期贷款主要投向在建续建项目，突出支持了先进制造业、现代服务业、文化产业和战略性新兴产业，其新增贷款占全部公司贷款增量的85%。投向生态保护、节能减排、循环经济等绿色领域的贷款余额达5825亿元，同时严格控制了高耗能、高污染和产能过剩行业贷款，并积极运用金融杠杆促进化解过剩产能。小微企业金融服务进一步优化，贷款余额达1.87万亿元，积极探索供应链融资等新模式，依托1300多家核心企业批量拓展了1万多家上下游中小微客户，实现了1：8的金融辐射和拉动效应，既促进了物流、信息流和资金流的整合，增强风险控制力，又有效地消除了资金流转中的梗阻，帮助一批企业解开了债务链。创新支持个人消费，个人类贷款和银行卡透支分别增加3734亿元和622亿元，为拉动消费、改善民生提供了金融支持。同时，工行还综合运用金融租赁、短期融资券、中期票据、银团贷款等工具，在支持实体经济多元化需求的同时，也拓展了新的市场领域。

二是改革创新步伐全面提速，可持续发展能力不断增强。

2013年，工行深入研究多层次资本市场发展、利率市场化进程加速以及互联网金融对银行经营形成的挑战和机遇，以新思维新模式全面推进业务创新，特别是研发推出了集网上购物、网络融资、消费信贷于一体的电商平台，基于居民直接消费的小额消费信贷，基于真实贸易的中小商户贷款等具有互联网金融特质的产品，提高了产品的便捷性和易用性，更好地适应了客

户金融需求的变化。零售业务以及金融资产服务等新兴业务，依靠综合化经营形成的协同创新优势以及客户广泛形成的交叉销售优势，实现较快发展。

截至2013年末，工行银行卡发卡量达到5.8亿张，消费额5.77万亿元，为全球领先，大幅超过全国的网上零售交易额。其中信用卡发卡量和消费额分别突破8800万张和1.6万亿元，分别增长14.2%和23.9%，发卡量和消费额继续稳居亚太地区双第一。产业结构调整中企业需求激增的并购重组等投资银行业务收入增长43%，共参与重组并购项目近800个，涉及并购交易规模超过2000亿元，较上年翻了一番。电子银行客户总数达3.9亿户，其中移动银行客户在国内同业中率先突破1亿户，电子银行年交易额超过380万亿元，业务占比达80%以上。私人银行管理资产5413亿元，增长14.4%；贵金属业务交易额和交易量分别达1.31万亿元和13.66万吨，分别较上年增长20.2 %和35.5%；托管资产4.6万亿元，增长16.8%；养老金受托管理基金达546亿元、管理个人账户1238万户，继续保持了同业优势地位。

与此同时，工行更加注重传统基础业务和新兴业务的协调发展，依靠创新挖掘存款、支付、结算等基础业务的增长潜力，在激烈的竞争中展现了较好的成长性。截至2013年末，不含同业存放的人民币客户存款余额达14.62万亿元，比上年末增加9779亿元，增长7.2%。

三是境外机构稳健快速发展，对集团的盈利贡献和战略协同效用日益提升。

2013年，工行持续推进跨国经营战略，不断深入当地市场，提升全球客户服务能力，海外业务保持了强劲的发展势头。截至2013年末，工行境外机构资产规模达到2091.63亿美元，较上年增长28.5%。实现税前利润22.33亿美元，较上年增长33.5%，大幅超过境内，展现了海外业务良好的成长性。同时，境外机构不良贷款率保持在0.49%的低位，资产质量处于国际领先水平，充分体现出国际化经营在稳定利润、分散风险方面的重要作用。与此同时，工行境外机构布局日臻完善，覆盖全球40个国家和地区，境外机构达300余家，并通过参股南非标准银行间接延伸至18个非洲国家，形成了横跨亚、非、拉、欧、美、澳的全球服务网络。作为海外经营网络的重要补充，工行代理行网络覆盖至全球145个国家和地区，外资代理行总数跃升至1730家。在跨境人民币业务方面，截至2013年末全行跨境人民币业务总量接近2.2万亿元人民币，同比增长近四成。工行新加坡分行成为央行首次在中国以外国家选定的人民币清算行，当年清算业务量即超过2.5万亿元。此外，工行包括基金、金融租赁、牌照类投行、保险和证券清算等在内的综合化经营体系日益完善，综合化子公司2013年的净利润增速达到164%，对集团的盈利贡献和战略协同作用进一步增强。

四是资产质量总体稳定，拨备充足，风险可控。

2013年，针对中国经济结构调整力度加大背景下银行资产质量管理遇到的新情况，工行始终坚守风险管理底线，突出加强产能过剩行业、受经济波动影响较大的小微企业贷款风险防范，保持了资产质量总体稳定，拨备充足，风险可控。截至2013年末，工行不良率不到1%，较上年末微升0.09个百分点至0.94%，拨备保持充足，覆盖率为257.19%，处于国际银行业先进水平。

在市场所关注的地方政府融资平台、房地产及产能过剩行业，工行继续加强融资总量控制，信贷质量保持良好。截至2013年末，工行融资平台贷款余额较上年下降943亿元，年内无新增不良贷款，不良率较上年下降0.24个百分点至0.15%，现金流全部覆盖与基本覆盖贷款合计占比98.5%；房地产开发贷款余额比上年下降86亿元，主要通过存量贷款收回再贷方式支持

房地产企业的合理融资需求，不良率较上年下降0.03个百分点至0.72%；产能严重过剩行业贷款余额较上年减少199亿元，不良率较上年下降0.97个百分点至0.79%。

五是服务水平显著提升，发展基础进一步夯实。

2013年，工行继续努力提升客户服务水平，实现了客户基础的进一步优化和强化，境内个人客户达4.3亿户，增长9.9%；公司客户473.5万户，增长8.1%。

在渠道建设上，启动实施网点竞争力提升工程，在城市新区、重点县域加快自助渠道建设，创新微信银行等手机银行服务，构建线上线下一体化的渠道体系。当年新投放ATM机等自助柜员机近1.5万台，全行自助柜员机数量超过8万台，自助银行2.2万家，为广大客户提供全天候、24小时不间断的服务。客户通过工行电子渠道处理的业务量已达到全部业务量的80%，不仅节约了能源，更有效提升了全社会金融效率。在流程改造上，重点优化了柜面的业务受理流程和处理流程，完成了主要业务“一次填单、一次输密、一次授权”的“三个一”功能改造，使得客户办理多笔业务只需填一次单据、输一次密码，改善了客户现场服务体验，业务处理效率提高了20%以上。在服务改进上，以大力改善窗口服务为重点，根据客户流量变化情况及时开放弹性窗口、设立简单业务快速通道、安排二线人员支援，网点服务效率进一步提升，客户单笔业务办理时间缩短了10%，绝大部分网点客户平均等候时间控制在10分钟左右。在科技支撑上，规划并启动了“信息化银行”建设，利用大数据、云计算、移动互联网等信息技术改造业务流程和管理系统，深度开发客户价值、支持开展业务竞争。

（中国工商银行 2014-03-27）