第一篇：中國建設銀行公布2009年第一季度業績

中國建設銀行2009年第三季度凈利潤同比增長

18.6%

10月23日，中國建設銀行股份有限公司（以下簡稱建行）發布了2009年第三季度報告。2009年第三季度，建行繼續堅持積極穩健的經營方針，加快業務結構調整，推進全面風險管理，同步實現了凈利潤的穩健增長和不良貸款額、不良貸款率的持續“雙降”。

資產利潤穩健增長，績效指標總體企穩。今年第三季度，盡管受到利差收窄等因素影響，建行仍實現凈利潤303.21億元(以下數據除特別注明外均按國際財務報告準則計算，為本集團數據，幣種為人民幣)，同比增長達18.56%；每股收益0.13元，同比增長18.18%。截至9月30日，建行在前三季度已實現凈利潤861.62億元，同比增長2.25%；實現手續費及傭金凈收入357.63億元，較上年同期增長20.94%。同期，資產總額較上年末增長23.80%，達到9.35萬億元；負債總額較上年末增長24.39%，達到8.82萬億元，為實現可持續發展奠定了堅實基礎。

在資產規模和經營利潤穩健增長的同時，建行主要績效指標總體保持穩定。今年前三季度，凈利差及凈利息收益率分別為2.30%和 2.41%，雖較上年同期有所下降，但降幅已進一步收窄。同期，年化平均股東權益回報率為22.78%，較上半年提高0.24個百分點。成本收入比為35.55%，保持在較低水平。信貸投放節奏合理，結構調整取得實效。今年以來，建行認真貫徹執行適度寬松的貨幣政策，合理把握信貸投放規模。截至9月30日，全行客戶貸款和墊款凈額為45,632.08億元，較上年末增加8,796.33億元，增長23.88%。

建行將“調結構”作為信貸管理重點，將鞏固傳統優勢業務與加快發展創新業務有機結合，信貸資源配置進一步優化。截至9月30日，投向基礎設施行業的貸款較上年末增長27.47%至15,149.15億元，增速高于全部對公貸款的平均增速。境內分行個人貸款余額達到10,302.86億元，其中個人住房貸款余額8,764.11億元，新增額及余額居同業領先。

今年前三季度，建行在小企業、“三農”等新業務領域的信貸投放持續增長。與浙江省人民政府、阿里巴巴公司等共同發起設立小企業網絡銀行貸款風險池，并在北京、上海、浙江等地區加速拓展“e貸通”網絡銀行貸款業務?！靶刨J工廠”模式小企業經營中心增至122家，較年初新增44家。截至9月30日，中小企業貸款新增1,693億元，增速達16.5%。同期涉農貸款新增1,343.97億元，增速達31.52%。

作為信貸結構調整的重要舉措，建行嚴控對“兩高一資”、產能過剩行業貸款，完善名單制管理。今年前三季度主動退出貸款558億元，資產結構得到優化。

風險監控力度不斷加大，貸后管理全面強化。今年前三季度，面對經濟金融形勢的新變化，建行堅持信貸審批標準，加大貸后檢查力度，認真監控貸款用途，風險管理的精細化、差別化水平得到顯著提 升。

截至9月30日，建行不良貸款余額為736.82億元，較上年末減少102億元；不良貸款率為1.57%，較上年末下降0.64個百分點，繼續保持“雙降”態勢。其中，境內分行個人住房貸款不良率為0.58%，貸款質量良好。減值準備對不良貸款比率為161.08%，較上年末上升29.50個百分點，抗風險能力不斷增強。

截至9月30日，建行股東權益總額為5,370.25億元，較上年末增加694.63億元，增長14.86%；核心資本充足率為9.57%，較6月底提高0.27個百分點；資本充足率為12.11%，較6月底提高0.14個百分點。

服務更趨專業精細，質量效率穩步提升。建行將提高客戶服務的精細化、專業化水平作為重要目標。今年9月，建行引進美國銀行的經驗技術，在境內銀行業中首家創辦產品創新實驗室，收集和篩選來自客戶等各方面的產品創意，為業務創新提供重要依據。在滿足客戶需求方面，建行新增及優化手機銀行多項功能，手機銀行客戶數突破1000萬，繼續領先境內同業；推出個人網上銀行短信驗證服務及“E路護航網銀安全組件”，提升了網上銀行安全性，并率先推出通過網上銀行向手機銀行客戶轉賬功能，電子銀行與柜面交易量之比持續提升；信用卡發卡總量達2300余萬張，消費交易額、新增貸款額位居境內銀行前列。

在綜合化服務方面，建行積極推進以優化中高端客戶服務流程為核心的零售網點二代轉型項目，截至9月30日，已有770余家網點 實現二代轉型。今年8月，建行全資子公司---中國建設銀行（亞洲）股份有限公司成功收購了以信用卡、個人貸款為主要業務的美國國際信貸（香港）有限公司，進一步完善了建行在港澳地區業務布局。

當前，全球經濟金融形勢仍然十分復雜，國內經濟正處于企穩回升的關鍵時期,監管機構對商業銀行的經營管理提出了更高的要求。建行將認真研究銀行經營管理中面臨的挑戰，進一步推進業務結構調整，科學把握信貸投放節奏，完善風險管理長效機制，努力完成今年各項發展目標，繼續為鞏固經濟平穩較快發展良好勢頭做出貢獻。

第二篇：中國建設銀行公布2009經營業績

中國建設銀行公布2009經營業績

服務大局促發展 穩健經營創佳績

2010年3月28日，中國建設銀行股份有限公司（以下簡稱建行）發布了2009經營業績報告。2009年，在國際金融危機蔓延、國內經濟發展極為困難的形勢下，建行認真貫徹國家宏觀經濟政策，堅持積極審慎的經營方針，科學統籌業務發展、風險防范和結構調整，取得了好于預期的經營業績，出色地完成了全年經營目標。

行長張建國表示：“在過去的一年里，建行以改革創新精神服務國家經濟發展大局，堅持積極審慎的經營方針，始終牢牢把握住風險控制的主動權，在復雜的經營環境中贏得了市場先機，各項業務扎實穩步推進，為未來的可持續發展奠定了堅實基礎。”

經營規模再創新高

發展質量穩步提升

2009年，在國家實施應對國際金融危機一攬子計劃的大背景下，建行結合自身發展戰略，加大對經濟和民生領域的金融支持力度，存貸款新增創歷史新高，資產規模持續增長。截至2009年12月31日，建行資產總額為96,233.55億元（以下數據除特別注明外均按國際財務報告準則計算，為本集團數據，幣種為人民幣），較上年末增長27.37%，其中客戶貸款和墊款凈額為46,929.47億元，較上年末增長27.40%；負債總額為90,643.35億元，較上年末增長27.88%，其中客戶存款增長25.49%至80,013.23億元。

建行注重提高業務發展質量和效益，獲得了良好的業績回報。全年實現稅前利潤1,387.25億元，較上年增長15.85%，凈利潤首破千億元,達1,068.36億元，增長15.32%，超額完成全年利潤計劃。雖然受存貸款基準利率下調及市場利率下行等因素影響，凈利息收益率比上年同期下降0.83個百分點至2.41%，但通過創新產品、拓展市場及 優化投資交易策略，非利息收入實現了28.11%的增長，其中手續費及傭金凈收入增長25.00%至480.59億元，保證了全行經營收入與上年基本持平。平均資產回報率、平均股東權益回報率分別為1.24%和20.87%，在國際大型商業銀行中位于前列。

資產質量持續改善，不良貸款率降至1.50%，較上年末下降0.71個百分點；風險抵御能力進一步增強。減值準備對不良貸款比率提至175.77%，較上年末提高44.19個百分點；資本充足率為11.70%，核心資本充足率為9.31%，均符合管理目標。全行嚴控成本管理，經營費用增幅為2005年上市以來最低水平，員工成本增幅低于稅前利潤和凈利潤的增幅。

穩健經營和持續發展的成果，進一步提升了建行的形象和品牌價值。在英國《銀行家》“全球商業銀行品牌十強”中，建行位居第二位，列中資銀行之首；被英國《歐洲貨幣》、香港《亞洲貨幣》評為“中國最佳銀行”。

服務經濟社會大局

信貸投放適度均衡

2009年，建行按照國家決策部署，主動將服務經濟社會發展大局與調整信貸結構相結合，加大對關系國計民生領域和項目的信貸支持力度，客戶貸款和墊款總額較上年增加10,258.30億元，為實體經濟和民生改善輸送了急需的資金“血液”。其中,向符合國家信貸導向的14個信貸重點投放領域全年投放貸款5,763億元，占同期新投放對公貸款的20.41%；參與支持國家四萬億投資項目446個，十大振興產業貸款新增1,451億元，占全行對公貸款新增的22.3%。投向基礎設施行業領域的貸款為15,398.98億元，新增額在公司類貸款新增額中的占比達到53.12%。特別是2009年前2個月在經濟處于最低谷、企業最急需資金時，建行根據此前儲備優質項目的情況，及時投放了3,582億元貸款用于基礎設施和重點項目建設，隨后就主動調整投放節奏，恢復到穩定常態速度上來，贏得了市場先機和風險控制主動權。

小企業、“三農”和民生領域是建行信貸投放重點之一。建行小企業 業務實現了跨越式增長，小企業授信客戶新增近萬家，小企業貸款增幅達47.10%，高于公司類貸款平均增幅 22.51個百分點，新增貸款大部分集中在中小企業經濟發達的長三角、珠三角和環渤海地區。組建“信貸工廠”模式操作的小企業經營中心已達140家，聯貸聯保、法人賬戶透支、小額無抵押貸款以及“e貸通”網絡銀行等產品服務日益豐富，探索解決小企業“融資難”問題有了初步成效。涉農貸款新增1,630.96億元，比上年增長38.25%；在新疆、黑龍江、吉林等地推廣小額農戶貸款新模式，幫助當地提高農業生產科學化、集約化水平；新設和籌建村鎮銀行7家，“三農”服務進一步向廣大縣城和村鎮延伸。教育、衛生等重點民生領域貸款余額達1,904.12億元，增幅達48.56%，遠高于公司類貸款平均增幅。個人消費貸款較上年增加36.87億元，增幅為4.92%。個人住房貸款較上年增加2,493.84億元，增幅為41.35%；其中，著力支持居民保障性住房需求，累計與地方政府主管部門簽署保障性住房合作協議52個，支持經濟適用房和限價房項目506個，為12.2萬戶居民發放保障房商業按揭和公積金貸款208億元。

面對信貸資金快速增長的市場環境，建行在控制總量的前提下，按照國家產業政策和市場情況調整資源配置，合理把握信貸投放的節奏和力度，既保證了全年信貸投放的均衡性和平穩性，又以信貸結構調整促進國家產業結構優化升級。全年貸款增速低于同業平均，貸款新增額在四行中最少，但信貸投放的均衡性、平穩性卻高于同業平均水平。重點調控“兩高一?！毙袠I、房地產業，相關貸款余額占比分別比年初下降了2.89、1.24個百分點；全年主動退出公司類貸款767億元?？蛻艚Y構進一步優化，內部評級A級及以上客戶貸款余額占比達到91.98%，較上年提高2.64個百分點。

轉變業務發展方式

中間業務快速增長

2009年，建行積極適應經濟形勢和金融市場變化，加大自主創新和研發力度，拓展新興業務，培育新的利潤增長點，在實現利潤目標的同時，為長遠發展打下穩固的基礎。全行完成產品創新313項,創建 業內首家產品創新實驗室。建行推出一批新興業務，為客戶“雪中送炭”:針對深受國際金融危機沖擊和影響的外貿企業，設計出“內貿通”系列產品和服務，涵蓋國際貿易融資、供應鏈融資和人民幣結算，為近千家外貿企業客戶融資余額超過150億元；針對民生領域建設，推出了面向教育、醫療、社保、環保領域的“民本通達”綜合金融服務方案，包括優化全日制高校銀行負債和結構，使6,600萬人的養老金在全國范圍內自由領取等。此外，順應市場的保理預付款、并購貸款、網絡銀行貸款等其他新興貸款業務也快速增長。

在傳統生息業務受到嚴峻挑戰的情況下，建行中間業務有了強勁增長。全年實現手續費及傭金凈收入480.59億元，手續費及傭金凈收入對經營收入比率達17.84%。財務顧問、債務融資工具承銷、理財等業務開展活躍，帶動全行境內外投資銀行業務收入較上年增長48.22%；銀團貸款、國內保理等業務收入分別實現了116%、300%的高速增長；企業年金個人賬戶達192.54萬戶，較上年增長194.04%；獨具同業優勢的造價咨詢業務，實現收入同比增長106%；證券投資基金新獲批53只，新托管47只，均為同業第一；證券投資基金托管資產凈值6,421億元，成為大型國有商業銀行中唯一一家市場占比持續提高的托管銀行。

銀行卡業務發展迅速，運行效率大幅提高。借記卡發卡總量達2.52億張，消費交易額為7,906.63億元，較上年同期增長77.24%，實現手續費收入45.36億元，較上年增長14.76%；理財卡發卡總量達489.50萬張，較上年末新增122.54萬張。信用卡業務持續健康發展，累計客戶2,024萬戶，累計發卡量增至2,424萬張，新增553萬張，全年消費交易額增至2,927.81億元，貸款余額達363.32億元，資產質量保持良好，累計客戶、交易額、貸款新增、資產質量四項指標均居同業首位。優化服務資源配置

客戶服務再上水平

2009年，建行深入推進“以客戶為中心”的理念機制建設，充分了解客戶關切，滿足客戶需要，進一步完善專業化、差別化的客戶服務體系，服務效率和質量有了新的提升。零售網點已基本實現從交易核算為主導向營銷服務為主導的功能轉型，大大增加了柜員與客戶交流的時間，轉型后網點交易效率提高近39%，客戶平均等候時間下降40.86%。目前，針對提高理財中心客戶服務質量的第二代網點轉型項目正穩步推進。同時，繼續強化自助和電子渠道建設，投入運營的自助銀行增至8,128家；自動柜員機（ATM）較上年末增長12.93%達36,021臺，居全球銀行業前列。個人網上銀行客戶數達到3,959萬戶，較上年增加1,268萬戶，個人網上銀行交易額 3.01萬億元，較上年增長118％；在線手機銀行實現跨越式發展，客戶數達到1,428萬戶，較上年增加935萬戶。電子銀行與柜面交易量之比達到74.89%。

在細分客戶、細分市場的基礎上，建行新建小企業信貸、財富管理、投資銀行、企業年金中心等各類專業化經營機構928個；大型企業客戶集中經營格局逐步形成，更多資源被釋放投向中小企業客戶服務。為減少管理層級、提高管理效能，建行平穩推進機構扁平化改革，100個中心城市分行中絕大部分由以前的三級變為現在的兩級或兩級半管理，三分之一取消了綜合型支行設置，一半以上實現了零售網點直管。新組建了一大批從事市場營銷、產品開發、后臺管理等業務的專業化團隊。

建行服務質量有了明顯提升。2009年下半年，針對營業網點服務質量的定期“神秘人”調查得分93.5分，較上年同期高出2.1分。獨立第三方機構的調查顯示，建行的個人客戶滿意度為63.9%，比上年提升2.2個百分點，高出同業平均水平3.5個百分點。綜合客戶服務水平的提高帶動了業務發展，建行當年儲蓄存款增速、網均在國內大型銀行中均為第一。

2009年是建行海外機構網絡布局獲得突破的一年。倫敦子銀行、紐約分行相繼開業，使建行在國際主要金融中心的海外機構布局基本 完成。胡志明市分行也獲得當地監管機構批準。建行位于香港的全資子公司建行亞洲收購美國國際信貸（香港）有限公司，從而在港澳地區擁有信用卡業務平臺，完善了港澳地區業務布局。截至2009年12月31日，建行海外機構資產總額增至2,344.60億元，較上年增長92.82%。

實施精細化管理

風險內控能力增強

2009年，建行堅持以效益為中心，以市場為導向，不斷提高風險管控水平與業務精細化運作能力。推進貸前平行作業集約化和專業化管理，規范貸后平行作業操作流程，完善平行作業機制。進一步細分行業，將十幾個行業門類細分到90多個行業大類，業務經營方向目標更清晰。堅持行業的限額管理和名單制管理，對“兩高一?！钡?6個行業全部實現了名單制管理。同時，將海外分行納入全行風險管理統一框架，進一步完善海外機構風險管控機制。

以實施新資本協議為契機，建行規劃設計了完整的風險管理應用架構，逐步夯實風險管理數據基礎，推進風險計量工具的建設和運用，持續優化對公評級模型及零售評分卡系統，扎實推進全面風險管理體系建設，提升核心競爭力。風險管理的專業化、精細化水平顯著提升，更好地契合全行戰略轉型、業務發展和風險控制的需要。

建行密切跟蹤政策和市場變化，針對新的風險苗頭果斷采取應對措施。當市場上出現對政府融資平臺貸款超常增長時，建行及時出臺措施加強管理，停止對縣級政府融資平臺客戶貸款投放，嚴控對財力弱的地方政府融資平臺提供信貸支持，控制政府融資平臺貸款增長。建行明確對不計成本競拍“地王”、圈地不建的開發商不予貸款。此外，加強衍生產品交易風險控制，風險敞口不斷壓縮。

加強員工民主管理

全面履行企業公民責任

2009年，建行在完善民主管理、創建和諧企業方面取得新的進展。廣大員工通過職工代表大會制度參與企業管理，全行各級分支機構已 成立職代會1,760個，召開大會2,029次，審議涉及員工切身利益的規章制度和重大事項。從優化業務流程入手，通過完成柜面業務前后臺分離和后臺集中改革，在提高整體服務水平的同時，降低了柜員操作的復雜程度，有效地減輕了一線員工的工作強度和壓力。

建行視員工為最寶貴資源，為他們成長提供廣闊平臺。健全管理、專業技術和經辦崗位職務序列體系，為員工開辟了多條職業發展通道。同時，全年共舉辦境內外各類培訓24,486期，培訓131萬人次，分別比去年同期增長10.67%、27.16%。在壓縮其它經費開支的情況下，員工培訓投入持續增加。近期調研結果表明，建行員工總體滿意度達到94%。

在經營業績穩步提升的同時，建行還不忘積極履行企業公民責任。全年共實施了13個與社會公益相關的項目，投入總金額約7,274萬元人民幣。其中，捐款6,000萬元人民幣，設立了“中國建設銀行少數民族大學生成才計劃獎（助）學金”，將連續五年在內蒙古、新疆、西藏、廣西、寧夏等16個少數民族相對集中聚居的省、自治區內，資助品學兼優的少數民族貧困大學生。2009年，建行被國內《銀行家》雜志評為“最佳履行社會責任銀行”，被中國紅十字基金會授予“改革開放三十年·最具責任感企業獎”。

董事長郭樹清表示：“2010年，建行的改革發展仍會面臨困難與挑戰。我們將繼續貫徹落實科學發展觀，加大支持服務經濟結構調整和小企業、三農、民生領域發展力度，堅持穩健經營策略，繼續強化風險管控，進一步提升經營管理的專業化和精細化水平，力爭創造更好的業績?！?公司簡介：

中國建設銀行股份有限公司（以下簡稱建行）在中國擁有長期的經營歷史，其前身中國人民建設銀行于1954年成立，1996年更名為中國建設銀行。中國建設銀行股份有限公司由原中國建設銀行于2004年9月分立而成立，繼承了原中國建設銀行的商業銀行業務及相關的資產和負債。建行總部設在北京。截至2009年12月31日，建行在中國內地設有分支機構13,384家，在香港、新加坡、法蘭克福、約翰內斯堡、東京、首爾、紐約設有分行，在悉尼設有代表處，擁有建行亞洲、建銀國際、建行倫敦、建信基金、建信金融租賃、建信信托等多家子公司，擁有員工約30萬人，為客戶提供全面的金融服務。

建行于2005年10月在香港聯合交易所掛牌上市（股票代碼939），于2007年9月在上海證券交易所掛牌上市（股票代碼601939）。截至2009年12月31日，建行市值約2,014億美元，居全球上市銀行第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：中國建設銀行公布2008年年報

中國建設銀行公布2008經營業績

迎接挑戰推進科學發展

再創佳績實現新的跨越

中國建設銀行股份有限公司（以下簡稱建行）發布的2008經營業績顯示，2008年，建行實行積極穩健的經營方針，業務轉型、結構調整和綜合化經營取得明顯進展，客戶服務和風險管理能力持續提升，圓滿完成了全年經營管理任務。

——良好的經營業績得到鞏固。2008年，實現稅前利潤1,197.4億元（以下數據除特別注明外均按國際財務報告準則計算，為本集團數據，幣種為人民幣），較上年增長18.8%；實現凈利潤926.4億元，增長34.0%；經營收入較上年增長22.2%至2,697.5億元；資產總額歷史性地突破1萬億美元，達75,554.5億元，較上年末增長14.5%，其中客戶貸款和墊款總額為37,939.4億元，較上年末增長16.0%；負債總額為70,878.9億元，較上年末增長14.8%，其中客戶存款增長19.6%至63,759.2億元，流動性依然充裕。

——信貸資產質量持續改善。截至2008年12月31日，不良貸款率為2.2%，較上年末下降0.4個百分點。減值準備對不良貸款比率提升至131.6%，較上年末增加27.2個百分點。

——綜合盈利能力顯著增強。截至2008年12月31日，凈利息收益率較上年上升6個基點至3.2%；平均資產回報率、平均股東權益回報率分別達到1.3%和20.7%，較上年增長0.16和1.18個百分 1 點，居全球銀行業最好水平。手續費及傭金凈收入較上年增長22.8%至384.5億元，占經營收入比重上升至14.3%，較上年提高0.06個百分點。成本費用開支繼續得到有效控制，2008年成本對收入比率下降至36.8%。

——資本充足水平保持穩定。截至2008年12月31日，資本充足率為12.2%，核心資本充足率為10.2%，均保持在管理目標之內。

——社會價值和形象進一步提升。在美國《財富》雜志“2008全球企業500強”排名中，建行由上年的第230位上升至第171位，在國內同業中升幅最大，并獲得境內外多家機構評選的“最佳中資銀行”、“最佳商業銀行”、“改革開放三十年最具責任感企業”等獎項。公司治理不斷健全和完善，努力實現制衡與效率相統一，獲香港上市公司商會頒發的“公司管治卓越獎”。

董事長郭樹清表示：“2008年，建行以改革創新精神進一步推動科學發展實踐，經受住了國內外經濟形勢急劇變化的考驗，客戶服務水平和風險管理能力持續提升，取得了令市場和投資者滿意的成績。我們相信，經過近些年的改革開放洗禮，建行能夠在應對嚴峻挑戰的過程中，進一步錘煉自身的核心競爭力和價值創造力，并為中國經濟健康發展做出更大貢獻?！?/p>

一、服務大局優化信貸結構，市場競爭力穩步增強

2008年，建行積極適應市場形勢，將貫徹國家宏觀調控政策與調整信貸結構結合起來，加大信貸資源向小企業、機構業務、涉農領 域等戰略重點業務的傾斜力度。

在基礎設施等傳統優勢行業，建行的貸款投入持續上升。截至2008年12月31日，基礎設施行業貸款余額較上年末增長19.5%，新增1,941.1億元，新增額在公司類貸款新增額中的占比達56.3%，貸款余額達公司類貸款余額的44.2%。

小企業業務專業化經營在建行取得新成果。截至2008年12月31日，成立了78家按照“信貸工廠”模式操作的小企業經營中心。小企業貸款業務繼續保持快速增長勢頭，貸款增速明顯高于全行貸款平均增速。

建行涉農貸款規模持續擴大。截至2008年12月31日，涉農貸款余額總計4,406.7億元，較上年末增加1,052.3億元，增幅31.4%。2008年12月，建行發起設立了湖南桃江建信村鎮銀行。

建行還全力為救災和災后重建提供金融支持。對川、甘等地震災區信貸實施非限制性行業準入和審批標準，截至2008年12月31日，累計發放貸款276.6億元。

同時，建行加快退出不符合國家政策和自身風險偏好的行業及項目，全年實際退出貸款達644.6億元。信貸結構和客戶結構得到優化。內部評級A級及以上客戶貸款余額占比達到89.3%，較上年提高0.7個百分點。

作為國內最大個人住房貸款銀行，建行高度關注民生改善。截至2008年12月31日，個人住房貸款余額增長14.3%至6,031.5億元，貸款余額和新增均居同業第一。同期，住房公積金貸款余額為2,889.7 億元，較上年末增加467.2億元，國內市場占比第一。

二、客戶服務水平邁上新臺階，基本建成國內一流零售銀行 2008年，建行繼續推進零售網點轉型項目。截至2008年12月31日，全行已有11,610個零售網點實現功能轉型，占全部網點總數的87%；轉型后網點交易效率得到提高，客戶等候時間縮短35%。建行已在北京、上海、廣東成立私人銀行中心，建成開業的理財中心2,068家、財富管理中心106家。

建行大力加強電子交易渠道建設。截至2008年12月31日，全行已安裝運行自動柜員機（ATM）31,896臺，居全球銀行業首位。自助設備完成的交易額相當于柜面的103%，比上年提高61個百分點。電子銀行客戶達到11,182萬戶,較上年增長58.2％；交易額達到110.4萬億元,電子渠道與柜面交易量之比達45.0%。

建行注重客戶感受和體驗，在北京、上海、廈門、廣州建成客戶體驗中心并積極建設問題解決中心，同時通過完善神秘人檢查制度，從客戶角度持續改進服務質量。建行堅持客戶接待日制度，包括總行行長在內的各級行主管行長全年共接待各類客戶2.8萬余名，處理客戶問題1.3萬項。此外，建行還重視發揮95533電話銀行作用，電話銀行逐步成為營銷和客戶問題處理中心。

三、綜合化經營扎實推進，海外業務亮點頻現

建行綜合化經營取得實質性進展。手續費及傭金收入增幅連續三 年居同業前列。2008年，建行為公司客戶的投融資活動籌措資金2,471億元，銀團貸款和國內保理收入增長6倍以上。全年銷售個人理財產品3,838億元，是上年的5.2倍。作為國內唯一具備造價咨詢資質的商業銀行，審價咨詢類業務經營收入同比增長149.5%。

2008年，建行海外布局取得新成果。紐約分行和倫敦子銀行的設立申請獲得當地監管機構批準。越南胡志明市分行和澳大利亞悉尼代表處升為分行的各項申設及籌備工作也順利推進。同期，建行海外業務有了長足發展。截至2008年12月31日，海外經營性機構資產總額增加至1,215.9億元。其中，建行在香港的兩家經營性全資子公司——建行亞洲、建銀國際進一步擴充資本，建銀國際取得了成立以來的最好業績。

四、大力加強風險內控，資產質量持續改善

建行致力于完善風險內控體制，“了解客戶、理解市場、全員參與、抓住重點”的風險理念得到落實，以垂直管理和平行作業為核心的風險管理架構運行順暢。流動性管理經受住了冰凍雪災、汶川地震、貨幣政策取向調整等考驗，備付水平控制合理。加大了減值準備計提力度，足額計提減值準備，進一步增強了風險抵御能力。以推進實施新資本協議為契機，全面優化了客戶評級體系和評分卡系統，風險管理的精細化水平大幅提升。此外，建行成功實施了“建元2008-1”重整資產證券化項目，是國內同業在不良資產證券化領域的首次探索和實踐。建行主動減持風險較大的外匯債券。截至2008年12月31日，建行所持外幣債券投資組合賬面價值較上年末減少223.1億美元；外幣債券占債券投資的4.96%,占資產總額的1.4%。同期，建行外匯凈敞口為157.6億元，僅占資產總額的0.2%。

五、深入開展戰略合作，形成多方共贏格局

建行與美國銀行全年實施戰略協助項目16個，設立經驗分享和培訓項目42個。除雙方在零售業務領域推進網點轉型項目外，還在小企業業務領域合作研發了小額無抵押循環信用額度貸款產品，在電子銀行業務領域將呼叫中心人工服務平均接通率提高到90%以上，在風險管控領域共同研發的住房貸款申請評分卡、信用卡申請評分卡、信用卡行為評分卡已在全行推廣上線。建行在新加坡淡馬錫所屬的富登金融協助下推廣小企業“信貸工廠”新模式，使小企業客戶享受到“一站式”服務；淡馬錫還在財富管理、私人銀行、投資銀行、風險管理等領域為建行提供咨詢與培訓。建行與戰略投資者已建立了多方共贏的發展格局。

美國銀行于2008年兩次增持建行股份，對中國銀行業和建行的發展前景充滿信心。

六、履行企業公民責任，促進社會和諧發展

汶川地震發生后，建行推出無卡折取款等十余項特殊服務措施，發放抗震救災和災后重建貸款，全行累計為地震災區捐款達1.79億 元。建行向南方雨雪冰凍災區捐款1,200萬元。

建行將2008年定為“奧運服務年”，提供多項涉外金融服務。同時，建行嚴格執行環保“一票否決制”，并對利于環境保護的項目給予貸款支持，截至2008年12月31日，綠色信貸項目余額達1,541.4億元，比年初新增289.3億元，增長23.1%。

在支持社會公益事業方面，全年公益捐贈項目投入及員工個人捐款總額約2.11億元。

行長張建國表示：“2009年的國際國內經濟金融運行仍存在許多不確定因素，建行所面臨的挑戰十分嚴峻。建行將繼續貫徹落實科學發展觀，認真執行國家‘保增長、擴內需、調結構’的宏觀經濟政策，加大金融支持和服務經濟社會發展的力度，加強風險內控，提升服務水平，沉著應對危機與挑戰，努力實現各項業務快速、有效、優質、安全發展?！?/p>

公司簡介：

中國建設銀行股份有限公司（以下簡稱建行）在中國擁有長期的經營歷史。其前身中國人民建設銀行于1954年成立，1996年更名為中國建設銀行。中國建設銀行股份有限公司由原中國建設銀行于2004年9月分立而成立，繼承了原中國建設銀行的商業銀行業務及相關的資產和負債。建行總部設在北京。截至2008年12月31日，建行在中國內地設有分支機構13,374家，在香港、新加坡、法蘭克福、約翰內斯堡、東京及首爾設有分行，在紐約、倫敦、悉尼設有代表處；全資擁有中國建設銀行（亞洲）股份有限公司、建銀國際（控股）有限公司，控股中德住房儲蓄銀行有限責任公司、建信基金管理有限責任公司及建信金融租賃股份有限公司，現有員工約30萬人。

建行H股于2005年10月27日在香港聯合交易所上市交易，股票代號為0939；A股于2007年9月25日在上海證券交易所上市交易，股票代號為601939。

主要業務范圍

? 公司銀行業務：向公司客戶、政府機構客戶和金融機構客戶提供包括公司類貸款、貿易融資、存款、代理服務，以及顧問與咨詢、現金管理、匯款及結算、托管及擔保服務等多種金融產品和服務； ? 個人銀行業務：向個人客戶提供包括個人貸款、存款、銀行卡、個人理財，以及匯款和證券代理服務等金融產品和服務；

? 金融市場業務：貨幣市場業務，包括銀行間同業拆借交易及回購交易；投資組合，包括持有證券以作買賣及投資用途；進行自營式的代客交易，包括外匯及衍生工具交易。

第四篇：中國建設銀行2008年一季度業績優良

中國建設銀行2008年一季度業績優良

2008年4月25日，中國建設銀行股份有限公司對外發布了2008年一季度業績。業績公告顯示，2008年一季度，建行認真貫徹落實科學發展觀，嚴格執行國家宏觀調控政策，繼續推進業務結構調整，強化風險管理和優化客戶服務，戰略轉型的成效進一步顯現，各項業務保持穩健快速發展態勢，經營業績優良。

綜合盈利能力持續增強，收入結構不斷改善。2008年一季度全行實現營業收入649.10億元（文中數據均按中國會計準則計算，幣種為人民幣）；利潤總額達417.96億元，凈利潤321.29億元。凈利息收入和手續費及傭金收入快速增長，實現利息凈收入544.36億元，手續費及傭金凈收入107.24億元。受貸款收益率等因素上升影響，存貸凈利差繼續擴大，一季度凈利差達3.12%，凈利息收益率為3.26%。

資產負債規模穩健增長，存貸款業務結構進一步優化。截至2008年3月31日，建行總資產達68,750.30億元，比上年末增加2,768.53億元，增長4.20%；總負債64,266.61億元，比上年末增加2,507.65億元，增長4.06%。一季度，建行以貫徹落實國家宏觀調控政策為契機，進一步加快優化信貸結構，優先滿足重點優質客戶及年初南方冰雪受災地區基礎項目重建的信貸資金需求。截至2008年3月31日，客戶貸款及墊款凈額為33,446.60億元，較上年末增加1,614.31億元，增長5.07%。存款總量增長平穩，儲蓄存款增長較快。年初以來，全行緊緊抓住春節營銷旺季，以開展“奧運服務年”活動、提升服務質量為契機，加大對北京、上海、廣州等地區的銀行自助設備、財富管理中心投入，豐富電子銀行的代理業務功能，開展理財營銷活動等，為客戶提供優質金融服務，大力組織吸收存款。到一季度末，全行客戶存款達56,386.18億元，較上年末增加2,983.02億元，增長5.59%。

中間業務發展迅猛，保持快速增長態勢。一季度中間業務收入占營業收入之比顯著提高，截至2008年3月31日，手續費及傭金凈收入在營業收入中占比達16.5%。收入在2億元以上的產品達到了16個，其中銀行卡及收單、財務顧問、代銷基金、承諾業務、代銷保險、結售匯和代客衍生金融工具等7個產品收入超過6億元。投資銀行業務實現收入較上年同期增長約2倍。承銷短期融資券10期，業務增速明顯。設計發行“利得盈”、“建行財富”、“乾圖理財”等各類理財產品250多期，募集資金是上年同期的16倍。金融市場業務快速良性發展，產品創新能力與營銷力度不斷加強；本外幣代客交易業務快速發展，其中代客結售匯、外匯買賣業務、代客外匯衍生產品交易的交易量和經營收入大幅增長。

資產質量繼續提升，相關指標持續向好。一季度全行不良貸款余額和不良貸款率繼續雙雙下降，不良貸款余額較上年末減少91.34億元；不良貸款率2.22%，較上年末下降0.38個百分點。其中，主要對公信貸投放行業貸款質量普遍向好，不良貸款額和不良貸款率下降明顯。撥備覆蓋率為107.79%，較上年末提高3.38個百分點。資本充足率和核心資本充足率分別為12.38%和10.26%，仍維持較高水平。

全力支持抗災救災，積極履行企業社會責任。2008年初，我國南方大部分地區出現了罕見的冰雪災害天氣。建行及時主動做出響應，先后向受災嚴重的湖南、湖北、安徽、貴州等10個省份捐款1200萬元，幫助災區群眾搶險救災；建行廣大員工也自發向災區捐款捐物，其中僅北京分行員工就通過中國紅十字會捐款65萬元；及時啟動了信貸“綠色通道”，加快額度授信、貸款審批和發放速度，在依法合規的前提下，先后發放了217.26億元專項貸款用于抗災和災后重建工作。同時，周密部署做好金融服務及運營安全工作，合理調整網點營業時間和員工力量，確保全力為災區企業和群眾提供及時、優質的金融服務，受到了社會各界好評。

建設銀行將繼續認真貫徹落實國家宏觀經濟政策，進一步深化體制機制改革，持續推進戰略轉型和結構調整，強化風險管理、客戶服務和業務創新，在一季度優良業績的基礎上，努力完成2008年確定的全年經營目標。

第五篇：Creaform公布2013年上半年財務業績

龍源期刊網 http://.cn

Creaform公布2013年上半年財務業績 作者：

來源：《CAD/CAM與制造業信息化》2013年第08期

2013年7月24日，Creaform公司發布了2013年上半年財務業績報告，報告稱公司2013年上半年銷售額與2012年相比增長了41%?！拔覀儗驹?013年上半年的銷售業績十分滿意，如果下半年我們還能保持這樣的增長速度，那么超額完成2013年的銷售目標就不成問題。我們投入了大量的資源，開發了廣泛的便攜式精確測量技術產品，方便QC（質量控制）檢查員在生產車間進行檢測?，F在，我們所有的辛勤付出都取得了豐厚的回報?！盋reform公司CEO Martin Lamontagne這樣說。據悉，MetraSCAN 3D掃描儀和HandyPROBE光筆便攜式三坐標都具有TRU accuracy特性，確保操作人員在生產車間實現高精確測量，同時可避免人為誤差。到目前為止，兩款產品在2013年的銷售額與2012年同期相比增長了58%。