中国联通(香港)股份有限公司公布2012年业绩

第一篇：中国联通(香港)股份有限公司公布2012年业绩

中国联通（香港）股份有限公司公布2012年业绩 要点：

• 收入增速行业领先：服务收入增长超行业4.1个百分点，市场份额同比提升1.5个百分点。

• 业务结构持续优化：移动业务占服务收入达60.0%，非语音占服务收入达53.1%。• 重点业务规模增长：3G服务收入同比增长82.6%，宽带服务收入同比增长11.8%。• 盈利水平快速提升：EBITDA占服务收入比同比提升0.5个百分点，净利润同比增长68.5%。

• 网络能力显著增强：3G基站全部升级HSPA+，FTTH/B占宽带接入端口比同比提升14个百分点。

附注：

1.除非特别指明，全文提供的所有财务数据均不包含固网初装费递延收入（2011年为0.15亿元）。

2.由于存在不可分摊项目，营业收入不等于移动营业收入和固网营业收入之和，移动、固网营业收入为外部营业收入。

3.由于存在不可分摊项目，服务收入不等于移动服务收入和固网服务收入之和。4.包含固网初装费递延收入后，2011年净利润为人民币42.27亿元。5.每股盈利数据包含固网初装费递延收入。

中国联合网络通信（香港）股份有限公司(香港联交所编号: 0762、纽约证交所编号：CHU)今天公布2012年度业绩。

2012年，本公司收入增长继续保持行业领先，市场份额进一步扩大，发展结构持续优化，经营效益显著提升。

2012年，本公司实现营业收入人民币2,489.3亿元，同比增长19.0%（剔除上年同期固话初装费递延收入影响，除非特别说明，全文同上）。其中，服务收入人民币2,101.3亿元，同比增长13.1%。EBITDA达到人民币726.6亿元，同比增长14.6%；EBITDA占服务收入比率为34.6%，同比提高0.5个百分点；净利润达到人民币71.0亿元，同比增长68.5%；每股基本盈利人民币0.301元。

基于本公司2012年财务状况，并考虑到未来移动通信、固网宽带等业务的发展需要，董事会建议就截至2012年12月31日止财政年度派发末期股息每股人民币0.12元。

2012年，本公司紧紧围绕扩大规模和提升份额，加快3G、固网宽带等重点业务发展，收入实现快速增长。移动用户同比增长19.9%，达到23,931.2万户；移动业务服务收入同比增长22.0%，达到人民币1,260.4亿元。移动业务用户与收入结构进一步改善，3G用户对移

动用户渗透率达到31.9%，同比提高11.9个百分点；3G收入对移动收入的贡献达到47.4%。

本公司积极发挥产业链优势，强化流量经营，推动3G业务规模发展。全年3G用户累计净增3,643.7万户，达到7,645.6万户；3G服务收入同比增长82.6%，达到人民币598.0亿元；手机补贴占3G服务收入的比例由上年同期的17.7%下降至10.2%，营销资源使用效率进一步提升。GSM用户全年累计同比增长2.0%，达到16,285.6万户；GSM服务收入为人民币662.4亿元，同比下降6.1%。收入下降主要源于语音、短信等传统业务的下滑。本公司积极加强产业链合作，进一步提升智慧终端性价比，持续开展体验营销，实施移动业务融合经营，驱动移动数据业务快速增长，全年移动数据流量同比增长92%。

固网业务平稳发展，服务收入同比增长1.9%，达到人民币832.1亿元，其中非语音业务收入贡献达到70.0%，业务结构持续改善。本公司继续实施宽带升级提速，着力提升宽带服务体验。固网宽带用户全年累计同比增长14.8%，固网宽带服务收入同比增长11.8%，达到人民币393.7亿元，占固网业务服务收入的比例达到47.3%。

2012年，本公司积极打造面向未来的高速宽带网络，网络能力显著提升。截至2012年底，本公司全年新增3G基站9.2万个，总数达到33.1万个，3G网络覆盖东、中部乡镇和西部发达乡镇；3G基站全部升级到HSPA+，下行峰值速率可达21Mbps，继续保持网络速率领先优势。本公司以深入实施宽带升级提速工程为契机，继续推进宽带光纤网建设，提升宽带网络的竞争优势。固网宽带接入端口全年同比增长23.9%，达到10,646万个，其中FTTH/B端口占比达到59%，同比提高14个百分点。

展望2013年，中国宏观经济将继续保持平稳增长，新型工业化、信息化、城镇化、农业现代化同步发展步伐明显加快，国家实施扩大内需、保障民生等重大举措给信息通信业发展带来新的机遇。移动互联网产业链更加成熟，数据业务需求高速增长，信息化应用向社会各领域加速渗透，3G和宽带等业务仍处于高速增长期。2013年仍是中国联通发展的重要战略机遇期。

2013年，本公司的主要发展目标是：3g收入增长继续保持行业领先，盈利能力得到进

一步提升，投资占收比显著下降，继续保持网络领先优势，信息化应用水平明显提升。中国联通将紧紧抓住重要战略机遇，充分发挥差异化优势，加快规模效益发展，同时，高度关注并积极应对LTE、市场开放、移动通信转售业务试点带来的市场新机会.

第二篇：中国建设银行公布2009经营业绩

中国建设银行公布2009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.

第三篇：中国联通股份有限公司西安市分公司固网代理商协议范文

协议编号NO：

312428456

中国联合网络通信有限公司 西安市分公司代理协议

第一章 合同双方资格和权限

第一条 合作双方基本情况

甲方： 中国联合网络通信有限公司 通讯地址： 邮编： 联系人：

乙方： 通讯地址： 邮编： 联系人：

第二条 双方法律权限

（一）甲方作为中国联合网络通信有限公司的下属公司，是依法设立并有效 存续的公司，正在运营覆盖本协议项下地区的电信网络，并希望进一步开拓业务市场，向更多客户提供相关服务。

(二)乙方是依法设立并有效存续的公司，具备代理本协议所约定业务的能力，并希望向甲方提供本协议项下代理服务。乙方负责人身份证号码：，联系电话：，营业执照注册号： ,账号：。

第三条 声明及承诺

（一）甲、乙双方特别同意并声明：甲、乙双方作为独立合同主体，将依法妥善履行其在本协议项下的权利和义务，并自行承担相应的法律责任和后果。

（二）乙方保证，乙方具备作为本协议项下甲方授权业务的指定渠道代理商，从事相关代理活动所必需的能力和资质。乙方同时承诺，将在本协议项下约定的权利义务范围内，最大限度保障甲方合法利益，并全力配合甲方的市场拓展及销售工作。

（三）乙方承诺接受甲方为规范与本协议项下代理业务相关的各项事宜而制订的业务制度、服务规章、资费标准、宣传方案和优惠政策等规范性要求，同意甲方拥有自主修正上述规范性要求的权利。同时，乙方保证将自觉执行甲方制定的上述规范性要求及其修正。

（四）乙方同意，甲方修正后的上述各项制度、规章及其相关各种信息，自甲方书面通知乙方，并经乙方签收之日起生效。乙方自收到甲方通知之日起3日内未予签收且未提出书面异议的，视为同意，所通知事宜自上述期限到期之日的次日起生效执行。

第二章

合作原则及范围

第四条 甲方授权乙方代理甲方业务的方式为：

（一）业务代理方式：

□ 移动业务代理商 □ 固定业务代理商

（二）实体渠道方式：

□ 合作营业厅 □ 卖场 □ 专营店 □ 普通零售店

□ 便民服务站

第五条 甲方授权乙方代理业务的经营地域范围为：（市、区/县、街道/乡镇、学校）

第六条 甲方有权按市场情况及经营策略的需求，适时对本协议项下代理地区及代理业务的类型、内容、政策、制度和资费标准等，自主进行调整。如乙方需要对本协议和/或其附件内容进行修改、补充和变更，应至少提前 30 日向甲方书面提出，经双方协商一致并予以书面确认后，方可调整。

第七条

就本协议项下所有代理事项，乙方均不得以任何方式将其全部或部分，转委托/转授权给其他任何第三方完成。否则，甲方有权单方解除本协议，终止乙方的代理资格，乙方并应向甲方退还因其转委托/转授权而获得的全部收益，同时赔偿甲方由此遭受的全部损失。

第三章

合作内容

第八条 代理商准入资格

(一)乙方须具有合法的通信终端设备以及通讯设备经营许可资格。(二)乙方须无违法、违规经营的不良记录。

(三)乙方须具有通信产品销售实力和经验，自身拥有发展较稳定的销售网络和较好的商业道德规范和营业服务水准。

（四）乙方须拥有 营业场所（详细地址）用于代理甲方业务。

（五）乙方须提交以下资料，并保证其真实有效：

1、营业执照、税务登记证、组织机构代码证复印件(加盖公章)

2、负责人身份证复印件

3、业务保证金收据复印件

4、对营业场所拥有产权或使用权的证明文件。

5、代理商签约资质审核表 第九条 代理业务内容

甲方授权乙方代理甲方以下业务：

□ GSM移动业务入网 □ 固定业务受理 □ 代收话费 □ 营业厅基础业务受理 第十条 保证金

（一）乙方根据代理业务的种类以及代理业务规模向甲方提交保证金。其 中，代理GSM移动业务入网的保证金 元人民币，固定业务受理的保证金 元人民币，代收话费保证金 元人民币，保证金合计 元人民币。保证金应在代理协议生效后3个工作日内汇入甲方指定账户。同时，乙方不得将此项保证金费用转嫁给客户。

（二）除非本协议相关附件另有明确约定或双方另有书面正式协议，否则乙方不得以其已在代理甲方其他业务时，另行实际缴纳了相应的业务代理保证金为由，要求就其代理本协议项下业务所应缴纳的保证金总额予以优惠，或是和前述已实际缴纳的保证金予以部分或全部共享。

（三）甲方可根据乙方的业绩及客户投诉情况以及相关的规范性要求，调整乙方应支付的保证金金额。如甲方要求乙方增加保证金，乙方应在甲方书面通知要求的期限内付清。乙方自收到甲方通知之日起3个工作日内未提出书面异议的，视为默认。

（四）如果乙方发展的客户发生拖欠费用或呆坏帐，甲方有权从乙方支付的保证金中直接予以扣除。保证金不足以承担的部分，由乙方继续承担。

（五）本协议届满终止或提前解除后，甲方在扣除乙方所欠款项（包括但不限于在本协议履行过程中实际发生且乙方尚未支付的各项费用、违约金，以及甲方根据本协议及其附件的约定有权扣除的其他款项），结清甲、乙双方间全部应收应付账款后，将剩余的保证金（无息）返还乙方，返还的标准是在三个月内先退还保证金的60%，剩余的40%于协议终止6个月后退还。

第十一条 代理佣金

代理佣金是指乙方为甲方发展用户、销售电信产品以及提供售后服务后，甲方支付给乙方的代理酬金。

（一）代理移动业务入网佣金具体由月基本佣金、发展客户话费分成构成。具体标准及考核办法以甲方业务通知为准，并由乙方签字确认。针对佣金标准甲方有权依据国家政策及市场情况保留随时调整的权利，涉及调整的内容，甲方将以业务通知的形式告知乙方，由乙方签字确认。并依据调整后的标准执行。

（二）固定业务受理佣金及支付方式由双方协商，在本协议的基础上签订阶段性的结算协议（详见附件《中国联合网络通信有限公司西安市分公司固定业务

受理佣金结算协议》），如遇国家资费调整，双方另行协商确定。

（三）甲方按乙方代收话费的 %支付乙方代收话费佣金。（如果乙方参与甲方的营业厅星级评定，则甲方按照乙方达到的星级营业厅标准，支付乙方代收话费佣金）。

第十二条 甲方的权利与义务

(一)甲方确保乙方发展的正常用户在协议期内正常使用中国联通业务，保证正常用户使用的业务达到国家通信主管部门规定的服务质量标准。

(二)甲方应按协议规定及时向乙方支付佣金。

(三)甲方负责对所经营电信业务进行宣传推广，并向乙方提供有关业务的宣传品。

(四)甲方应为乙方提供有关电信业务的培训及技术支持。

(五)甲方通过定期或不定期拜访、培训、召开会议等各种方式与乙方沟通信息。

(六)甲方负责对乙方的业务发展情况、服务质量情况进行考核。考核的基本内容主要为乙方的经营能力和成长能力，如乙方在考核期内所发展的用户数、该批用户带来的收入、该批用户的离网率和有效率、该批用户对联通的贡献率、该批用户的欠费情况等项内容，并依据考核情况对乙方作出相应的奖励或责扣。

(七)甲方有权对乙方的违规行为予以制裁和处罚。对乙方原因发生违反甲方有关规定造成客户投诉、新闻曝光等损害甲方利益和信誉的行为，甲方有权对乙方进行处罚和索赔的权利。

(八)除非甲、乙双方有明确约定，本协议项下乙方的代理资格为非独家代理，甲方有权就本协议项下代理业务在代理地区内指定任何第三方进行代理。乙方不得对此进行干涉或提出异议。

(九)甲方指定专门渠道管理人员与乙方相关人员对接，协调双方有关业务规定和业务流程问题。

（十）甲方在与乙方续签本协议时，应明确说明乙方所付押金的续签转移使用情况。

第十三条 乙方的权利与义务

（一）完成甲方下达的业务发展计划，接受甲方的业务管理、业务监督检查和考核评比。

（二）乙方有权按本协议相关约定要求甲方支付代理佣金，并应自行承担相应税费。

（三）做好客户服务工作，接受甲方的服务监督检查，并及时妥善处理客户 5 的投诉。

（四）乙方在开展业务时，应积极主动地维护甲方的企业形象，并应遵守国家的各项法规政策，同时还应严格服从甲方有关代理商管理相关规定要求。同时还应严格遵守甲方的其他各项业务管理规定。

（五）在代理协议执行期内，乙方所属企业及其分（子）公司、或其他分支机构，不得与其他电信运营商进行任何形式的策划、宣传、销售等合作。

（六）乙方应妥善履行其保密义务，对相关客户资料采取充分的保密措施，不得为任何目的以任何形式用于任何本协议约定范围外的其他用途。

（七）开拓市场，宣传和营销甲方授权业务，向客户提供业务咨询，协助用户办理入网手续。

（八）组织业务人员认真学习掌握甲方委托代理的业务知识。

（九）按照甲方的要求使用和管理有关票据。

（十）及时、准确登记客户资料，按月向甲方提供用户的名单、数量、申请业务情况等报表。

（十一）乙方不得以任何方式使用或允许、提供给任何第三方使用公司的商标、服务标志、标识和其他知识产权(包括其中英文字、字样或其名称的一部分)及与此相类似的商标、服务标志或标识、知识产权，除非事先得到甲方的同意。

（十二）乙方针对其所代理的业务自行开展的市场宣传推广活动，事前必须及时报经甲方审查批准，并应在得到甲方书面同意并办理相关手续后方可进行。甲方有权监督检查乙方一切相关活动。对于乙方所代理业务所在市场有关的信息、营销业务等情况，乙方应定期向甲方通报。

（十三）乙方不得利用电话信息网络制作、复制、发布、传播含有下列内容的信息：

1、发布反对宪法所规定的基本原则的；

2、危害国家安全，泄露国家机密，颠覆国家政权，破坏国家统一的；

3、损害国家荣誉和利益的；

4、煽动民族仇恨、民族歧视，破坏民族团结的；

5、破坏国家宗教政策、宣传邪教和封建迷信的；

6、散布谣言，扰乱社会秩序，破坏社会稳定的；

7、散布淫秽、色情、赌博、暴力、凶杀、恐怖或者教唆犯罪的；

8、侮辱或诽谤他人，侵害他人合法权益的；

9、含有法律、行政法规禁止的其他内容的。

（十四）凡甲方给乙方报销或制作的门头及背景墙，使用期（从核准的门头及背景墙制作完成时开始计算）应在一年以上。若乙方在半年以内无论何种原因拆掉门头及背景墙，须退还甲方全额报销或制作费用。若乙方在半年以上一年以内无论何种原因拆掉门头及背景墙，须退还甲方报销或制作费用的50%，该笔费用从佣金或押金中扣除。

第四章

违约责任

第十四条 乙方违反本协议之任何条款经甲方通知后，在[3]日内未纠正其违约行为，甲方有权终止本协议：

第十五条 乙方有下列违约行为的，甲方有权终止双方的合作，并不再对乙方核发佣金且不再计发违约前所发展用户的话费分成，由乙方承担全部法律责任并赔偿甲方全部损失。

（一）乙方不遵守甲方统一的资费标准和资费政策，或违背甲方规定的服 务标准和市场宣传准则。

（二）所发展用户产生高额欠费或引发重大投诉而给甲方造成重大损失。

（三）向任何第三方透露其在经营过程中获得的任何与甲方及其业务相关的机密信息/商业信息。

（四）超出甲方授权业务范围办理业务，损害甲方企业形象，给甲方造成重大损失。

（五）为套取代理佣金而在代理过程中弄虚作假或提供虚假资料。

（六）损害甲方形象和声誉，或与甲方的其他代理商互相串通进行损害甲方利益活动的。

（七）与甲方及其他代理商进行恶意竞争，造成市场秩序混乱或严重影响甲方与其他代理商的形象及利益。

（八）有其它违反法律法规及国家、地方政策规定，或者严重违反本协议规定、甲方业务管理规定的行为。

第十六条 任何一方的违约行为造成本协议的终止，守约方有权要求违约方赔偿其因此造成的全部经济损失。

第十七条 任何一方对另一方违约行为给予的改正宽限期限，均不应视为放弃对违约方的追究和索赔的权利，也不应视为对该等违约行为的认可。

第五章

免责条款

第十八条 如遇法律规定的不可抗力事件发生，本协议自行中止，直到不可抗力事件解除之日起恢复执行本协议，本协议的期限相应顺延。遇到不可抗力一方应在不可抗力事件结束后五个工作日内向协议另一方出具有关机关的不可抗 力证明方可免责。

第十九条 因不可抗力因素造成的通信中断和工期延误，甲方无需承担责任。

第六章

争议的解决

第二十条 对于因履行本协议发生的任何争议，双方如无法协商解决，任何一方有权将该争议提交有管辖权的人民法院通过诉讼解决。

第七章

协议的生效、变更和解除

第二十一条 本协议自 年 月 日起生效，终止于 年 月 日。

第二十二条 本协议一式五份，甲方持三份，乙方持两份，具有同等法律效力。经双方法定代表人或其授权代表签字并加盖公章之日起正式生效。

第二十三条 本协议执行过程中，所有补充协议以及有关文件经甲、乙双方签字盖章后即成为本协议不可分割的有效组成部分。

第二十四条 本协议未尽事宜由双方另行协商解决，商定的内容以协议、纪要、附件、洽商等形式，经双方签字盖章后与本协议具有同等法律效力。

第二十五条 乙方在协议解除时需履行如下义务：

（一）在协议解除前两周将全部的客户资料完整交给甲方，并承诺两年内保守甲方的客户资料、经营信息、商业秘密和技术秘密。

（二）在协议解除前两周将甲方发给的代理证书、代理标志牌、授权书等证明标志及文书交还给甲方。

第八章

其他

第二十六条 本协议的附件作为本协议不可分割的部分，与本协议具有同等效力。协议双方亦应严格遵守。

第二十七条 在本协议有效期内，如遇国家法律、法规、政策影响到本协议有关条款的执行，则双方应按照国家有关规定进行相应调整。

甲方：中国联合网络通信有限公司西安市分公司 负责人(签字)： 盖章：

日期： 年 月 日

乙方： 负责人(签字)： 盖章：

日期：

年 月 日

第四篇：许昌远东传动轴股份有限公司2012业绩快报[模版]

本公司及董事会全体成员保证信息披露内容的真实、准确和完整，没有虚假记载、误导性陈述或重大遗漏。

特别提示：

本公告所载2012的财务数据仅为初步核算数据，已经公司内部审计部门审计，未经会计师事务所审计，与报告中披露的最终数据可能存在差异，请投资者注意投资风险。

一、2012主要财务数据和指标

单位：元

项目

本报告期

上年同期

增减变动幅度（％）

营业总收入

864，049，468.18

1，030，748，518.36

-16.17%

营业利润

129，718，012.41

230，036，709.98

-43.61%

利润总额

138，951，957.24

231，162，636.96

-39.89%

归属于上市公司股东的净利润

120，860，479.71

197，242，564.18

-38.72%

基本每股收益（元）

0.43

0.70

-38.57%

加权平均净资产收益率

6.04%

10.42%

-4.38%

本报告期末

本报告期初

增减变动幅度（％）

总资产

2，197，261，117.47

2，101，119，258.15

4.58%

归属于上市公司股东的所有者权益

2，033，338，241.52

1，968，577，761.81

3.29%

股本

280，500，000.00

280，500，000.00

归属于上市公司股东的每股净资产（元）

7.25

7.02

3.28%

二、经营业绩和财务状况情况说明

由于受国内宏观经济不景气的影响，国内商用车及工程机械市场持续低迷，市场需求量与去年同期相比下滑较大，公司营业收入及利润较去年同期有所下降。

报告期内，公司实现营业总收入864，049，468.18 元，较去年同期下降16.17%；营业利润、利润总额和归属于上市公司股东的净利润分别比去年同期下降43.61%、39.89%、38.72%。

三、与前次业绩预计的差异说明

本次业绩快报披露的经营业绩与2012 年10月23日披露的《2012年第三季度报告》中对2012经营业绩预计不存在差异。

四、业绩泄漏原因和股价异动情况分析

第五篇：海南瑞泽新型建材股份有限公司2014业绩快报

海南瑞泽新型建材股份有限公司2014业绩快报

证券代码：002596 证券简称：海南瑞泽 公告编号：2015-011 海南瑞泽新型建材股份有限公司2014业绩快报

本公司及董事会全体成员保证信息披露内容的真实、准确和完整，没有虚假记载、误导性陈述或重大遗漏。

特别提示：

本公告所载2014的财务数据仅为初步核算数据，经公司内部审计部门审计，未经会计师事务所审计，与报告中披露的最终数据可能存在差异，请投资者注意投资风险。

一、2014主要财务数据和指标 单位：（人民币）元

注：2014年年末，公司完成对高要市金岗水泥有限公司的收购工作。根据《企业会计准则第20 号—企业合并》、《企业会计准则第33号—合并财务报表》相关规定，本公司收购高要市金岗水泥有限公司属于非同一控制下企业合并，购买日确认为2014年12月31日，故本公司将高要市金岗水泥有限公司资产负债表纳入合并范围，高要市金岗水泥有限公司的收入、费用、利润、现金流量未纳入合并范围。

二、经营业绩和财务状况情况说明

1.2014年公司实现营业收入1,121,308,508.28元，较上年同期增长1.75%；利润总额32,215,984.08元，较上年同期下降42.25%；归属于母公司的净利润17,898,126.44元，较上年同期下降53.88%。主要原因分析如下：（1）公司受宏观经济调控的影响，面对经济持续下行的压力，在整体客户需求量不增反降的情况下，公司采取优化客户结构、主动选择销售项目和客户等销售策略，销售收入保持常态持续增长，较上年同期增长1.75%。

（2）公司营业成本较上年同期增长1.47%，2014年公司的营业成本仍然受主要原材料采购价格持续上涨等因素制约，公司通过多渠道有效的压缩成本，抵消了原材料价格上涨的影响，公司的销售毛利率同比略有上升；但是，公司发行公司债券计提的债券利息使得财务费用较去年同期有较大的增长，因此使得公司2014年期间费用同比增加29.88%，导致营业利润较上年同期下降40.64%；利润总额较上年同期下降42.25%；归属于母公司所有者的净利润较上年同期下降53.88%。

2.基本每股收益同比减少55.56%，主要是因为归属于母公司所有者的净利润较上年同期下降和发行股份购买资产使公司总股本增加的共同影响所致。

3、加权平均净资产收益率较上年同期下降2.41%，主要是因为归属于母公司所有者的净利润较上年同期下降。

4.公司年末总资产较上年同期增长26.02%，主要是因为2014公司非同一控制下企业合并高要市金岗水泥有限公司导致年末总资产总额增加所致。

5.归属于上市公司股东的每股净资产较上年同期上升19.38%，主要是因为本公司本年非同一控制下企业合并高要市金岗水泥有限公司导致年末所有者权益总额增加所致。

三、与前次业绩预计的差异说明

公司在《证券时报》、《证券日报》、《上海证券报》、《中国证券报》以及巨潮资讯网（www.xiexiebang.com）上披露了《2014业绩预告修正的公告》（公告编号：2015-004）。本次业绩快报披露的经营业绩与公司2014业绩预告修正公告中披露的业绩不存在差异。

四、备查文件 1.经公司现任法定代表人张海林、主管会计工作负责人张艺林、会计机构负责人于清池签字并盖章的比较式资产负债表和利润表；

2.经公司内部审计机构负责人陈国兰女士签字的内部审计报告。特此公告。

海南瑞泽新型建材股份有限公司 董 事 会

二一五年二月十六日

以上内容由上海毓闽建筑装饰材料生态木（www.xiexiebang.com）收集整理参考。