Creaform公布2013年上半年财务业绩

第一篇：Creaform公布2013年上半年财务业绩

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Creaform公布2013年上半年财务业绩 作者：

来源：《CAD/CAM与制造业信息化》2013年第08期

2013年7月24日，Creaform公司发布了2013年上半年财务业绩报告，报告称公司2013年上半年销售额与2012年相比增长了41%。“我们对公司在2013年上半年的销售业绩十分满意，如果下半年我们还能保持这样的增长速度，那么超额完成2013年的年度销售目标就不成问题。我们投入了大量的资源，开发了广泛的便携式精确测量技术产品，方便QC（质量控制）检查员在生产车间进行检测。现在，我们所有的辛勤付出都取得了丰厚的回报。”Creform公司CEO Martin Lamontagne这样说。据悉，MetraSCAN 3D扫描仪和HandyPROBE光笔便携式三坐标都具有TRU accuracy特性，确保操作人员在生产车间实现高精确测量，同时可避免人为误差。到目前为止，两款产品在2013年的销售额与2012年同期相比增长了58%。

第二篇：财务工作业绩

本人自2004年5月，通过全国统考，取得会计师专业技术资格。自2001年3月在金车公司财务部负责管理销售、税务、会计电算化及财务决算管理的及核算工作。自2010年 5 月在劳服公司监察审计部负责审计工作。2013年10月始，本人受劳服公司委派担任聚龙公司经理助理负责全面财务管理工作。不同的工作经历，给了我很好的锻炼机会，丰富了我的阅历，开阔了我的眼界，并促使我不断努力学习，掌握最新的财务会计知识，以出色地完成所担负的工作。下面，我重点就最近2 年来在聚龙公司管理财务期间所形成工作思路及完成的工作，做业务总结。

一、加强制度建设，拟定和完善公司财务管理和会计核算制度。

加强企业的财务管理工作，其目的是要为企业的效益服务。公司聚龙公司商贸等几个行业。各项业务的经营方式有所差异，会计处理各有特点。我在对公司营运情况及日常财务工作深入了解的基础上，认为当时的制度已不能很好适应公司管理上的需要。要想公司管理上台阶，首先应从制度上下功夫。因此，我从审批程序、资金运作、会计核算、审计监督几个方面入手，先后主持出台了四个制度，基本完善了财务管理内部制度体系：

1、拟定《浙江××公司开支审批暂行办法》，规范了审批权限和程序。要求公司所有成本、费用支出必须经财务审核并签字确认，改变了以往多头审批，财务监督不力的状况。经过两年的运行，2003年我又重新修订和完善了《浙江××公司开支审批办法》，进一步明确了责权。

2、根据国家新出台的财务、会计政策法规，结合本公司的经营特点和管理要求，执笔修订了《浙江××公司财务管理暂行办法》和《浙江××公司内部会计核算暂行办法》。并就“两个办法”的贯彻执行作了具体安排。每年对所属经营单位执行“办法”情况进行了检查，对存在的问题出具书面整改通知，逐步规范了公司财务管理和会计核算行为。

3、为完善公司内部监督管理制度，充分发挥二级核算体制的优势，针对公司各经营单位不同的行业特性，确保公司各项会计数据的真实、完整，于2003年6月重新起草了《浙江××公司内部审计暂行办法》，现正报公司审批，以切实加强对国有资产的监管。

预算是企业借以设定一定时期所想要完成的特定目标，完成目标所使用的资源，以及衡量目标是否达到的标准，是现代企业管理的一项重要工具。集团公司对预算管理也作为工作考核的一项重要内容。基于对预算管理工作重要性的认识，我积极推动公司预算管理工作，理清工作思绪，将应收帐款的回收及开辟公司新的经济增长点作为工作重点。以此为契机，逐渐转变了公司偏重会计核算，轻财务管理的局面，促进公司管理上台阶。

1、重视预算编制的可行性和科学性。具体负责牵头编制了公司2001、2002和2003的公司财务预算。在预算编制过程中，依据各经营单位近几年的实际经营情况，以及对未来市场经营环境变化的预测，充分考虑各种有利和不利因素，通过二上二下的协调沟通，汇总编制预算草案，报公司预算管理委员会通过，最终确定公司预算目标，确保各项预算指标的合理性。

2、以预算为依据，积极控制成本、费用的支出，并在日常的财务管理中，倡导效益优先，注重现金流量、货币的时间价值和风险控制，充分发挥预算的目标作用，不断完善事前计划、事中控制、事后总结反馈的财务管理体系。在公司整体对外投资效益不佳的情况下，力主压缩银行贷款，2001年3月和2002年1月，压缩了公司长期银行贷款4000万元，有效地控制了财务费用的支出，提高了资金的使用效益。

3、实抓应收帐款的管理，预防呆账，减少坏账，保全企业的经营成果。2000年8月上任始，公司帐面应收账款2512.49万元，占公司流动资产的24.75%.针对现状，重新制定了公司的信用政策，对客户的信用程度作出评估，要求各经营单位按客户信用程度的高低，决定应收账款数额的高低，控制坏账风险。对信用程度较低的单位，如××公司，尽管是集团内的兄弟单位，管理政策一视同仁，加大现收比率，控制应收账款额;同时加大应收账款的催收力度，有难度的客户，亲自上门参预催讨，起到了一定效果，减少了坏账损失。2003年7月止，公司账面应收款1834.5万元，占公司流动资产的12.14%，比三年前减少了677.99万元，占流动资产比例下降了12个百分点。

4、积极参预，配合经营单位开拓新的经济增长点。××是公司业务发展的重点，而××经营权的取得必须经公开招投标，针对不同的招标，带领财务人员深入调研，做出合理的营运可行性分析，确保公司投标书的质量，为开展有效营运打好基础。2002年浙江省××招投标，公司投标中得3条××经营权;2003年分别参加省和市××招投标，公司投标综合得分均为第一，中得了2条跨地区××经营权和3条地区××的经营权，××投入营运给公司带来了很好的经济效益。

通过上述工作，切实提高了财务管理工作的成效，一定程度上促进了公司经济效益的不断提高，2000年公司实现净利润118.2万元，2001年实现净利润925.25万元，2002年实现利润1896.42万元，每年的利润增长都超过了100%.三、明确责职，提高工效。

为提高工作效率，首先，通过几次内部调整，定人定岗，明确职责，减少工作中的磨擦，发挥出团队作用，调动起内部每个员工的工作积极性。其次，树立服务意识。身为经理的我带头转变工作观念，主动配合业务部门，在切实加强全公司的收入、成本、费用、利润等的日常会计核算工作的基础上，做好月度财务分析;为一线经营及时提供真实、准确的财务信息。由于工作较为出色，财务审计部被评为公司2001先进部室(综合测评第一)。

与此同时，积极推动公司的会计电算化进程。2001年初，公司本部会计电算化软、硬件配置完成，同时派出业务骨干参加会计电算化知识培训。同年6月，完成了会计电算化初始工作，通过二年多的平稳运行，电算化已能满足公司本部的核算要求，极大地提高了公司会计核算效率。根据公司对财务信息和会计核算的进一步要求，以及各分公司分散经营的状况，我计划年内在所有分公司推行会计电算化，并与公司本部实现联网，实施方案正在拟定中，以提高公司整体财务管理和会计核算工作的质量和效率。

四、发挥专长，做好参谋。

我的工作重点之一，是通过对月度、的财务分析，及时并动态地掌握公司营运和财务状况，发现工作中的问题，并提出财务建议，为领导决策提供可靠的财务依据。针对××分公司亏损的现状，提出了《关于××分公司经营思路》，供领导决策参考。

对公司的投资项目，能使用较为科学的方法做财务可行性测算，在××更新等项目的测算上，充分考虑货币的时间价值和风险控制，改变已往静态的，不注重现金流量的决策方法，较好地控制了投资风险，为领导决策提供了财务依据。根据掌握的财务信息，汇总三年资料编写了《公司三年经营状况的分析报告》，对公司各经营单位现状进行了评述，提出自己的观点，为公司三年规划的编制工作，尽了自己的努力。

五、加强业务培训，提高工作能力。

坚持执行会计人员继续再教育的规定，认真组织本部门及下属各单位会计人员参加每年一次的专业培训。结合会计电算化的推行，组织了电脑培训。本人率先通过了计算机应用能力考试，提高了计算机的实际操作能力。

鼓励会计人员根据自身不同的学历层次和岗位需求，继续进行在职专业学习。2003年7月，我参加由香港国际商学院开设的，为期半年的财务总监(CFO)高级培训班，学习财务管理的最新理论知识。通过自身的学习来带动所在部门人员的学习热情，目前，公司财会人员中，2人正在进修本科，1人进修研究生，2人取得注册会计师资格，2人正参加注册会计师资格考试。通过学习，不断充实了自身的专业知识，提高了业务能力和综合素质。

注意对下属单位会计人员的工作指导，通过日常的工作检查及时向他们传达工作要求及方法。通过年终考核来促进他们完成工作目标。

经过这三年的努力，取得了一定的工作成绩，也存在着不足。但是这三年工作实践给了我巨大的空间来提高自已观察问题、分析问题、处理问题的能力，使我的政策水平和工作能力得到了长足的锻炼，今后，我将更加注意学习，努力克服工作中遇到的困难，进一步提高职业道德修养，提高业务学识和组织管理水平，工作上新台阶，为企业作出新贡献。

第三篇：财务工作业绩

财务工作业绩范文

大体描述一年来的工作，包括指导思想和职业操守，如：正确履行会计职责和行使权限,认真学习国家财经政策、法令，熟悉财经制度;积极钻研会计业务，精通专业知识，掌握会计技术方法;热爱本职工作，忠于职守，廉洁奉公，严守职业道德;严守法纪，坚持原则，执行有关的会计法规.在局会计工作规范化检查评比标准中荣获第一名.2 工作跟进以及与其他部门的配合，做好财务工作，如：按照上级规定的财务制度和开支标准，经常了解各部门的经费需要情况和使用情况，主动帮助各有关部门合理使用好各项资金.公司上半年曾一度出现资金短缺,会计室通过努力,保证了职工工资按时足额发放及其他各项急需资金的落实.工作中的具体细节，如：工作中审核一切开支凭证，及时结算记账，做到各项开支都符合规定，一切账目都清楚准确，财务工作业绩范文。对经费的使用情况和存在问题，经常向有关领导请示汇报。是否充分做好财务工作的汇报，如：按照规定编造全年、每季、每月的各种预算报表统计资料和月度结算，做到准确无误，并及时报告分管领导。

5关于财务凭证的处理，如：所有财务凭证，及时整理、装订和保存。财务处理一个重要环节，是否和其他部门充分合作，并推进工作，如：经常与各部门管财产的同志联系，建立必要的手续，做到各单位的财产和全校的总账相符合.7 与机关单位的合作，如：配合、督促各有关单位，及时处理一切暂收、暂付款项。配合出纳的工作，如:指导和帮助出纳工作。总的概括及2010展望。

财务主管工作总结体现以下素质能力

道德素质，如：诚信第一、操守为重、敬业爱岗、同舟共济、以企业为家

知识素质，如：微观与宏观经济学知识、熟练掌握会计知识、相关的专业知识、了解企业各方面全盘知识

职业素质：对上司：要认真的担负起自己的责任;尊重并执行上司的决定;欢迎上司的指导与培养;以自己的实际工作为上司排忧解难。

对下属：要予以帮助、扶持、给他们以成长和锻炼的机会、搞好与下属的关系，提倡团队精神、充分调动他们的工作积极性，共同完成理财重任、协助下属达到他们的工作目标、保持充沛精力，乐观与自信，让你的下属在困难情况下保持昂扬的斗志，工作总结《财务工作业绩范文》。体现以下能力

1)理财能力决策能力表达能力组织能力领导能力

2)应变能力意志能力创新能力协调能力专业能力

3)在主办职位上，从能力方面哪些较为重要?

4)做好财务主管应讲求艺术

5)领导艺术授权艺术开会艺术运筹艺术批评艺术

6)调节艺术沟通艺术激励艺术语言艺术表扬艺术

7)做好财务主管应有的观念

8)竞争观念“物竞天择，适者生存”

在竞争激烈的市场中，在两位老总的正确指导下，我公司上半年销售业绩比去年同期有着大幅度的提升，也是公司突飞猛进的阶段，从而也确定了我公司在西南同行业中的地位。

一、公司的销售业绩稳居西南地区第一。在两位老总的领导下，作为西南地区的家用、商用、笔记本的分销商，各类产品的销量始终保持稳中有升，今年总计销售万元，与去年相比上升%，从而确保了公司在这个地区这个行业中的商业地位，为明年的销售起了一个好的开端。

二、公司的内部管理较往年有进一步的提升。在内部管理上，公司的人员结构作了合理的调整和增加，为各部门工作的开展提供了充足的马力，使他们更有充足的干劲为客户服务为公司服务;在人事管理上加强了员工思想素质和业务素质的培训，经过培训是他们的综合素质得到更高层次的提升，从而更进一步的提高了公司的对外品牌形象;在办公设备上，不断的更新设施设备，切实做到了为员工创造了一个良好的工作环境，这样也为他们能更好的为客户为公司服务提供了有力的保障。

三、财务管理工作上，做好财务工作计划，加强财务管理，杜绝一切不合理的开支，增收节支，开源节流。在公司规模不断扩大的这一年，门市的开张，产品的增多，在无形中增加了财务的工作量，对财务工作提出了更高的要求。在应收款、费用及各项开支不断增大的同时，我部门在加强财务管理上制定了一些措施，主要措施有：

(1)严格执行财务制度，规范财务行为，坚持收支两条线，加强财务核算和财务监督，杜绝不合理开支，加强应收款项的回收，尽量减少不必要的损失，为公司增收节支。在实际工作中做到每周出应收报表，各类流水帐目做到日清月结，与产品部人员紧密配合，积极有效的回收资金，为订单的执行作好配合工作，使各类产品的存储趋于合理化，为销售人员搭建起一个好的供货平台。

(2)各项收支做到帐帐相符，帐实相符，支出要考虑合理性，做到出有凭，入有据，费用报销具有实效性，做到监督有力。在实际工作中，大额报销实行提前早通知，报销金额与票据符合，对于不合理的开支完全杜绝。

(3)公司的利益高于一切，增强员工的主人翁责任感，人人为增收节支，开源节流做贡献。明白一个简单的道理，公司与员工是同呼吸共命运的，公司的发展离不开大家的支持，大家的利益是通过公司的成长来体现的。在销售旺季，大家的努力也得到了回报，这是有目共睹的，事实胜于雄辩，这是一个不争的事实。四.坚持以人为本，加强经营管理公司在今年的销售过程中，虽然取得了良好的成绩，但是随着人员的增加，各类费用与开支也在增大，使得公司的利润得不到体现，而且还出现了一系列的问题，那么在市场经济条件下，怎样才能提高公司效益，提高员工的收益，是今年一直以来在探讨的一个问题。从内部来看，员工的积极性不高，出现了相互攀比工资高低的心理，工作不专心、不敬业，使得部门之间的协调性降低;从外部条件来看，不管是客户资源还是供方给予的支持，公司是具备获得更大利润这个条件的;怎样才能解决员工的问题，1、就是要从根本上来寻求一个合理的机制，“奖勤者，罚懒者”，做到奖罚分明，激励机制健全，才能调动起大家的积极性，但是这是一个渐进的过程，必须要依靠公司骨干分子起带头作用;

2、加强管理，要以实际行动树立榜样，要做到上梁正下梁才不歪，加强管理的重点是实行岗位责任制，岗位责任制的优点是责，权、利的统一原则，这样有利于调动员工的积极性，但是一定要确定具体工作任务、工作质量和完成时间，切实做到事前有准备、事中有协调、事后有汇报，总之，老总和部门负责人对下属员工的工作只看结果不看过程;

人、责任到岗。大家的干劲有了，公司的效益才会增长，正所谓有了大家才有小家，最终员工有了利益，这才是公司与员工最满意的结果。这是我的个人看法和一点小小的建议，如有不足之处，恳请领导与各位同事的指正与批评。下半年中我部门一定继往开来，做好下半年工作计划同时切实做好后勤保障的工作，为我公司在新的一年中能取得更好的经济效益和社会效益付出应尽的一点微薄之力。

第四篇：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.

第五篇：IFC51期助教财务公布

IFC51期助教财务公布

6.15收入：阳黎红请事假乐捐200

6.16收入：生活费74人*100=7400

6.17收入：生活费滕艳100

6.17收入：蒋理退出之前迟到乐捐：200

6.17支出：早餐合计：335

6.18支出：早餐合计：881

6.19收入：曾歆然迟到乐捐：200

6,19收入：张小波死挡（曾歆然）乐捐：400

6.19支出：早餐合计：949

6.19统计：收入合计8500

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剩余合计6335

7.11收入：新早餐8人*100=800

7.10---7.12新收：罚款500

7.10支出：早餐合计：1211

7.10支出：晚上改卷矿泉水和面包合合计：254

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7.12支出：早餐合计：895

7.14统计：收入合计1300+6.19剩余合计6335=7635支出合计3512

剩余合计4123