中国建设银行公布2010年度经营业绩
推进发展方式转变 经营业绩持续向好
2011年3月27日,中国建设银行股份有限公司(以下简称建行)发布了2010年度经营业绩报告。2010年,建行认真执行国家宏观经济政策,继续坚持稳健发展策略,业务发展平稳协调,基础管理扎实有效,服务质量不断提升,取得良好经营业绩。
资产规模突破十万亿 发展质量大幅提升
2010年,在国内外经济金融形势复杂多变的情况下,建行结合自身发展战略,加大对经济社会发展和民生领域的金融支持力度,资产规模持续增长。截至2010年12月31日,资产总额为108,103.17亿元,(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12.33%,其中客户贷款和垫款净额为55,260.26亿元,较上年末增长17.75%;负债总额为101,094.12亿元,较上年末增长11.53%,其中客户存款增长13.42%至90,753.69亿元。
全年实现税前利润1,751.56亿元,较上年增长26.26%,净利润达1,350.31亿元,增长26.39%。生息资产规模适度增长,推动净利息收入较上年增加396.15亿元,增幅达18.70%,净利息收益率为2.49%;积极开展服务与产品创新,净手续费及佣金收入保持良好增长态势,较上年增加180.73亿元,增幅37.61%。平均资产回报率、平均股东权益回报率为1.32%、22.61%,分别较上年提高0.08个百分点和1.74个百分点,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1.14%,较上年末下降0.36个百分点。减值准备对不良贷款比率提至221.14%,较上年末提高45.37个百分点,风险抵御能力进一步增强。成功完成A+H 配股后,资本充足率、核心资本充足率分别升至12.68%、10.40%,巩固了资本基础。继续推进全面成本管理,成本产出效率进一步提高,成本对收入比率较上年下降1.79个百分点至37.25%。
建行稳健经营的成果获得外部市场高度肯定,分别被英国《银行家》、香港《亚洲金融》、香港《财资》杂志评为“中国最佳银行”,在《财富》全球500强排名升至116位,在《福布斯》发布的“2010中国品牌价值50强”中列银行业首位。
服务经济社会大局 信贷结构持续优化
2010年,建行认真执行国家宏观经济政策,配合转变发展方式和产业结构调整,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的信贷支持,公司类贷款余额39,768.65亿元,较上年增长18.67%,重点保障了小企业、三农、民生领域贷款需要,支持西部大开发,为保障性住房建设安排专项资金。
中小企业贷款余额达到15,852.2亿元,增幅达28.6%,大幅高于整个公司类贷款增速。网络银行业务取得新突破,为超过7000家客户提供网络银行融资服务,贷款余额增幅达到470%。涉农贷款余额8,221亿元,新增2,326亿元;已发起设立9家村镇银行,贷款总额达到13.43亿元,均无不良贷款,对推动县域经济发展起到有力的促进作用。个人住房贷款方面,重点支持居民购买自住住房,增长27.99%至10,911.16亿元;公积金个人住房贷款余额增长24.66%至5,167.33亿元,市场份额继续保持同业领先;为住房公积金支持保障性住房建设项目贷款试点提供配套金融服务,取得全部28家试点城市承办资格。支持民生领域建设的“民本通达”品牌获各方认同,推广以来累计新增客户5,457户。“内贸通”产品已累计为2,166家国内外贸企业在内销转型中提供全方位的金融服务,信贷余额达1,225亿元。
配合国家产业结构调整,严控产能过剩行业贷款投放。按国家宏观调控要求,对“6+1”产能过剩行业信贷余额和贷款余额实现双降。对政府投融资平台贷款,按照监管要求,稳步推进平台解包还原、清查整改相关工作。严格执行名单制管理,房地产贷款新增低于公司类贷款增幅6.33个百分点。2010年实施主动信贷退出1,045亿元。同时,确保新发放贷款主要用于普通住宅类项目,大力支持政府保障性住房建设。
新兴业务发展强劲 综合化经营取得新突破
2010年,建行加大自主创新和研发,拓展新兴战略业务,推进综合化经营步伐。全年完成产品创新316项。
中间业务强劲增长,手续费及佣金净收入全年实现661.32亿元,在经营收入中的占比达20.30%。投资银行业务快速增长,短期融资券承销、新型财务顾问、并购贷款等多项业务同业排名第一。金融市场业务有序推进,货币市场交易额共计13.75万亿元,较上年增长16.72%。国内保理业务收入较上年增长227%。代理保险业务收入创历史新高,达到36.64亿元。投资托管业务规模达到13,079.42亿元,增幅31.31%。企业年金基金托管规模366.47亿元,跃居国内市场第二位。现金管理客户同比增长了90.00%。
银行卡业务发展迅速,运行效率大幅提高。借记卡、信用卡分别实现消费交易额13,036.53亿元、4,065.21亿元,同比分别增长64.88%、38.85%;信用卡贷款余额554.40亿元、增长52.30%,累计客户数、消费交易额、贷款余额和资产质量等信用卡核心业务指标保持同业领先地位。
建行已基本完成综合化经营的战略布局,2010年,在已有基金、信托、金融租赁和投行等非银行金融机构的基础上,实施并购保险公司股权项目。同时,积极发展住房储蓄银行、村镇银行及境外的零售银行建设。子公司资产总额1,539.93亿元,较上年增长48.36%,实现净利润21.66亿元。
改善资源配置 提高专业化精细化水平
2010年,建行进一步完善专业化、差别化客户服务体系,服务效率和质量有了新的提升。境内营业机构总计13,415个,较上年末增长31个,已安装运行自动柜员机39,874台,自助银行9,677家,分别较上年增长10.70%、19.06%。电子银行与柜面交易量之比达142%,比年初增加67个百分点。其中,个人网上银行客户达5,705万户,实现交易额8.75万亿元,同比增长191%。手机银行客户新增816万户,实现交易额4,910亿元,同比增长99%。
零售网点全部完成向营销服务转型,已完成二代转型的网点达4,000家。深入推进高端客户服务,高端客户总数较上年增长34%,在个人客户金融资产中的占比由上年的8%提高至11%。私人银行客户较上年增长近50%,目前拥有财富管理中心192家、私人银行10家。
海外网络布局继续获得突破。继越南胡志明市分行、澳大利亚悉尼分行相继成立,建行在海外已拥有12家分行和全资子公司,营业机构数量逾60家。海外机构资产总额2,728.29亿元,较上年增长16.36%。全年共完成国际结算量6,670.26亿美元,较上年增长43.42%,增幅在四大行中排名第一。
基础管理日趋扎实 风险内控不断增强
2010年,建行以实施巴塞尔新资本协议为契机,推进全面风险管理体系建设,支持业务发展和创新。继续细化“进、保、控、压、退”信贷政策框架,针对性强化贷后、押品、表外、海外、并表等环节基础管理。
创新和丰富风险管理技术手段,形成覆盖公司、小企业、零售客户的信用评级体系。立足于中国市场和自身积累的数据,自主研发和建立了内部评级模型和系统。针对不同客户群的特点,分别建立了27个对公客户和小企业客户信用评级模型、9张零售评分卡,完成系统上线运行。优化经济资本计量,并运用到业务经营和管理中。加快市场风险计量工具和系统建设,完善风险限额管理,建立新产品审批制度。
基础管理再上一个新台阶。实施新资本协议总体规划提出的50多个项目建设已基本完成。内部评级基本覆盖全行所有客户。完成了20个现有系统的改造、6个新系统的建设,组合风险管理系统、金融市场业务风险管理系统、操作风险管理信息系统等相继上线,搭建起全行风险管理的综合平台。建立数据质量管控机制,制定操作风险损失数据管理制度,大大提升了数据基础管理水平。
加大信用风险、流动性风险、市场风险、操作风险、声誉风险管理及并表管理。着力强化操作风险自评估,做好关键风险点监控检查,建立统一的操作风险管理应用平台和综合分析信息平台,使全年涉案宗数较上年大幅下降。强化持续性管理、应急响应及灾难恢复等制度建设,完善应急预案并组织开展演练,以保障业务平稳运行。颁布实施声誉风险管理办法,全年未发生重大声誉风险事件。
履行企业公民责任 促进社会和谐发展
建行始终视员工为最宝贵资源,大规模开展员工培训。全年共举办境内外各类培训26,393期,培训122.5万人次。其中,选派51名中层管理人员赴美国银行参加4期跟岗培训,与美国银行开展65项经验分享和短期培训项目。
建行还积极履行企业公民责任,重组改制以来累计向国家缴纳税金、分红等合计6,912.33亿元。2010年共实施与社会公益相关的项目22个,投入总金额9,527.99万元,其中员工捐款2,939万元。在应对玉树地震、南方旱灾、舟曲泥石流及部分地区的洪涝灾害中,捐款达5,313.15万元。“中国建设银行资助少数民族地区贫困大学生成才计划”已资助97所高校4,259名少数民族贫困大学生,发放奖助学金1,203万元。出资1.2亿元实施的“建设未来——贫困高中生成长计划”已累计资助5.13万人次。出资5,000万元设立的“中国贫困英模母亲资助计划”已累计资助5,425人次。2010年,建行被中国红十字会总会、中国妇女发展基金会、中国新闻社、人民网、新华网等授予“中国红十字杰出奉献奖章”、 “中国妇女慈善奖”、“最具责任感企业”等一系列重要奖项。
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2010年12月31日,建行在中国内地设有分支机构13,415家,在香港、新加坡、法兰克福、约翰内斯堡、东京、首尔、纽约、胡志明市及悉尼设有分行,在莫斯科设有代表处,拥有建行亚洲、建信租赁、建银国际、建信信托、中德住房储蓄银行、建行伦敦、建信基金等多家子公司,拥有员工31万人,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2010年12月31日,建行市值约2,200亿美元,居全球上市银行第2位。
China Construction Bank Announces 2010 Annual Results
Driving changes in development mode
Sustained excellence in operating results
On 27 March 2011, China Construction Bank Corporation (“CCB” or “the Bank”) announced its 2010 operating results. During the year, national macro-economic policies were conscientiously carried out and a strategy of prudent development was upheld. Under effective management, business development was smooth and well-coordinated, service quality was continually enhanced and operating results were excellent.
Asset size exceeded RMB10 trillion
Development qualities substantially rose
In 2010, domestic and international financial situations were complicated and volatile. Capitalising on its own development strategy, CCB provided increased financial support for economic and social development as well as livelihood areas. A sustained growth in asset size was achieved. As of 31 December 2010, total assets amounted to RMB10.810317 trillion (unless otherwise stated, the data herein are calculated in accordance with the International Financial Reporting Standards on a consolidated basis. The data specified is the data of the Group and is denominated in RMB), up 12.33% from the end of the previous year. Net loans and advances to customers stood at RMB5.526026 trillion or a growth of 17.75% year-on-year. Total liabilities were RMB10.109412 trillion, up 11.53% year-on-year. In particular, deposits from customers grew by 13.42% to RMB9.075369 trillion.
For the whole year, CCB realised profit before tax of RMB175.156 billion, an increase of 26.26% year-on-year. Net profit reached RMB135.031 billion, representing a growth of 26.39%. A moderate increase in interest-earning assets resulted in growth of RMB39.615 billion or 18.70% in net interest income and resulted in a net interest margin of 2.49%. By actively pursuing service and product innovations, net fee and commission income kept on with a healthy growing trend and reported an increase of RMB18.073 billion or 37.61% from the previous year. Return on average assets at 1.32% and return on average equity of 22.61% represented an increase of 0.08 and 1.74 percentage points respectively over the previous year, representing the best performance among all major international commercial banks.
With sustained improvement in asset quality, CCB’s non-performing loan ratio dropped by 0.36 percentage points from the previous year end to 1.14%. With the ratio of allowances to non-performing loans raised by 45.37 percentage points from the previous year end to 221.14%, risk mitigation capability was further enhanced. After the A+H share rights issue, the Bank’s capital adequacy ratio and core capital adequacy ratio were raised to 12.68% and 10.40% respectively, thus strengthening its capital base. With the continued implementation of comprehensive cost management, cost output efficiency was further raised and cost-to-income ratio decreased by 1.79 percentage points to 37.25%.
CCB’s achievements in prudent operations won high recognition in external markets. Over the year, it was acclaimed as the “Best Bank in China” by The Banker in UK as well as FinanceAsia and The Asset magazine in Hong Kong. The Bank’s ranking in the Fortune’s “Global 500” rose to 116th while it topped the banking sector in the list of the “Top 50 Most Valuable Chinese Brands” released by Forbes.
Serving the overall socio-economic situation
Credit structure optimised continuously
In 2010, CCB conscientiously implemented the State’s macro-economic policies. In accordance with the country’s changing pattern of development and industrial structure adjustment, the Bank took the initiative of combining its efforts in serving the overall socio-economic situation with adjustment in its own credit structure. This was achieved by providing greater credit support to areas related to national development and people’s livelihood. In the year, the balance of CCB’s corporate loans rose by 18.67% year-on-year to RMB3.976865 trillion. Specifically, the credit demands from small enterprises, the “Three Rurals” (the agricultural industry, rural areas and farmers) and other livelihood areas was met; development of the western regions in China was further supported and special funds to finance subsidised housing were arranged.
The balance of CCB’s loans to small and medium-sized enterprises grew by 28.6% and reached RMB1.58522 trillion, which surpassed the growth rate of corporate loans by a wide margin. A new breakthrough in online banking business was achieved and provided online banking financing services to over 7,000 customers with the growth in the balance of loans reaching 470%. The balance of agriculture-related loans was RMB822.1 billion, including a newly added amount of RMB232.6 billion. In the year, the establishment of nine rural banks was initiated to boost economic development at the county level. Total loans from these banks were RMB1.343 billion with no non-performing loans so far. In personal mortgage loans, the focus was to support the purchasing of owner-occupied housing. Loans in this area grew by 27.99% to RMB1.091116 trillion in the year. The balance for provident fund personal mortgage loans grew by 24.66% to RMB516.733 billion and maintained the leading market share in the industry. The Bank was qualified in all 28 pilot cities involved in providing services using housing provident funds to support subsidised housing construction in pilot cities. Its series of “livelihood-oriented” financial products for supporting construction in various livelihood areas were well received by different parties and 5,457 customers were added since these products were first promoted. The series of “Domestic Trade Express” products have cumulatively provided comprehensive financial services to 2,166 domestic foreign traders in their transformation into domestic traders. Over the course of all this, a credit balance of RMB122.5 billion was extended.
In response to the national policy to adjust the industrial structure, CCB placed the issuance of loans to sectors with overcapacity under strict control. In response to the State’s call for macro-economic control, CCB’s credit balance and loan balance to the “6+1” sectors with overcapacity were both lowered. The Bank also followed the request from regulatory bodies to help with restoring proper order to loans for government financing vehicles by thorough checks and restructuring of excessive loans. By strictly categorising customers into different priority lists for receiving loans, new lending in real estate loans was lower than the growth in corporate loans by 6.33 percentage points. Over the year, the Bank voluntarily withdrew credit amounting to RMB104.5 billion. Meanwhile, it ensured that newly issued loans were used mainly in ordinary residential housing projects so as to support the construction of government subsidised housing.
Emerging businesses developed robustly
New breakthroughs in integrated operation
In 2010, CCB redoubled its independent innovation and R&D efforts, expanding into emerging strategic businesses and accelerating the pace of integrated operation. A total of 316 product innovations were completed in the year.
The Bank’s intermediary business grew strongly, resulting in a net fee and commission income of RMB66.132 billion, which accounted for 20.30% of the total operating income. Its investment banking business grew rapidly, in terms of short-term financing bill underwriting, modern financial advisory services and M&A loans, CCB was the industry leader. The Bank’s financial market business advanced at a good tempo, with money market transactions growing by 16.72% to RMB13.75 trillion year-on-year. In domestic factoring, a year-on-year growth of 227% was recorded. Income from the insurance agency business reached a record-breaking RMB3.664 billion. The size of the investment and custodian business grew by 31.31% to RMB1.307942 trillion while the size of the corporate annuity scheme grew to RMB36.647 billion, propelling the Bank to the second place in the domestic market. The number of cash management accounts increased by 90.00% over the previous year.
The Bank’s card business grew rapidly with substantial rises in operating efficiency. Debit and credit card transactions totalled RMB1.303653 trillion and RMB406.521 billion, representing growths of 64.88% and 38.85% respectively and the balance of its credit card loans grew by 52.30% to RMB55.44 billion. The Bank led the industry in terms of core credit card business indices including number of card accounts, transaction volume of consumption, loan balance and asset quality.
CCB has essentially completed its strategic deployment for integrated operation. In 2010, on top of its non-banking institutions in funds, trust, financial leasing and investment banking, a project in the merger and acquisition of equities in insurance companies was implemented. At the same time, it was active in developing housing savings banks, rural banks and overseas retail banks. In the year, the total assets of CCB’s subsidiaries increased by 48.36% to RMB153.993 billion while a net profit of RMB2.166 billion was realised.
Improved allocation of service resources
Raising Professional and Dedicated Standards
In 2010, CCB succeeded in further improving its specialised and differentiated customer service system resulting in new enhancements in service efficiency and quality. The Bank had a network of 13,415 branches and sub-branches in Mainland China, an increase of 31 over the previous year-end. It had 39,874 installed and operative ATMs and 9,677 self-service banks, up 10.70% and 19.06% respectively from the previous year. The ratio of e-banking transactions to over-the-counter transactions reached 142%, an increase of 67 percentage points from the beginning of the year. Specifically, the Bank can boast 57.05 million personal online banking accounts and an online banking transaction total of RMB8.75 trillion, a 191% growth over the previous year. The Bank’s mobile phone banking recorded 8.16 million new accounts and realised a transaction amount of RMB491.0 billion or a 99% growth year-on-year.
In the year, all CCB retail outlets had completed marketing service transformation and 4,000 outlets had completed a second generation of transformation. Inroads in high-net-worth customer services were made and the number of high-net-worth customers grew 34% from the previous year. The financial assets of these high-net-worth customers accounted for 11% of the total financial assets of all personal customers, as compared to the 8% share in the previous year. There was a growth of almost 50% in the number of private banking accounts. At present CCB owns 192 wealth management centres and 10 private banks.
There were continuous breakthroughs in CCB’s overseas network deployment. Following the setting up of its Ho Chi Minh City Branch in Vietnam and Sydney Branch in Australia, the Bank now has 12 branches and wholly-owned subsidiaries, with more than 60 business organisations overseas. The total assets of the overseas subsidiaries amounted to RMB272.829 billion or a growth of 16.36% from the previous year. In the year, CCB carried out international settlements valued at US$667.026 billion, a growth of 43.42% on the year, representing the largest growth among China’s four major state-owned commercial banks.
Basic management becoming increasingly sound
Internal risk control continually strengthened
In 2010, CCB used the implementation of the New Basel Capital Accord as an opening to advance the development of a total risk management system to bolster its business development and innovation. By further refining its credit policy framework of “starting to provide credits to certain sectors and guaranteeing credits to others while controlling, suppressing or withdrawing credits from yet others”, CCB managed to strengthen specifically basic areas of post-lending, collateral, off-balance sheet, overseas and consolidation management.
By innovating and enriching its risk management methods, CCB succeeded in forming a credit rating system which covers its corporate, small enterprises and retail customers. An internal rating model and system were also developed independently with reference to the realities of the Chinese market and the accumulated data of the Bank. In accordance with the characteristics of different customer groups, 27 credit rating models for corporate and small enterprise customers, and 9 retail banking score cards were established and adopted. Quantification of economic capital was optimised and applied to the Bank’s business operations and management. In addition, the pace of development of market risk measurement tools and systems were accelerated, risk limit management was perfected and an approval system for new products was established.
In the year, the Bank’s basic management was enhanced to a new level. Over 50 projects listed in the overall planning for the implementation of the New Capital Accord were basically completed. The Bank’s internal rating was able to cover all customers. With the completion of the reconstruction of 20 existing systems and the development of 6 new systems, and with successive launches of a portfolio risk management system, financial market business risk management system and operational risk management information system, an integrated platform for bankwide risk management was set up. Also, by setting up a data quality control mechanism and establishing a management system for operational risk loss data, the standards for basic data management were substantially raised.
Management for credit risk, liquidity risk, market risk, operational risk and reputational risk as well as balance sheet consolidation management were strengthened. There was a drastic drop in the number of criminal cases as a result of bolstering self-assessment of operational risk, thorough monitoring and inspection of critical risk points and by setting up a centralised operational risk management application platform and an integrated information analysis platform. The smooth running of the Bank’s business was guaranteed by strengthening business continuity management policies, fortifying emergency responses and disaster recovery systems, improving contingency planning as well as undertaking regular drills. By promulgating measures in reputational risk management, no major reputational risk incidents took place over the year.
Undertaking corporate social responsibility
Promoting the harmonious development of society
Insofar as CCB employees are always regarded as CCB’s most valuable resources, large-scale staff training was conducted. Over the whole year, 26,393 different training sessions were conducted domestically and overseas, involving the participation of 1.225 million person-times. In particular, 51 middle-level managers were sent to the Bank of America to participate in 4 sessions of business training. 65 experience sharing or short-term training sessions were also conducted jointly with Bank of America.
CCB has been actively undertaking corporate social responsibility practices. Since the Bank’s shareholding restructuring, it has paid a total of RMB691.233 billion of taxes and bonuses to the State. The Bank implemented 22 projects related to social welfare causes over the year and contributed a total sum of RMB95.2799 million, of which RMB29.39 million was donated by its employees. In response to the earthquake in Yushu County, the drought in the south, the mudslide in Zhouqu of Gansu and floods in various regions, a total of RMB53.1315 million was donated. Under the “CCB Scholarship and Grants for College Students from Ethnic Minorities”, 4,259 minority students from 97 colleges were sponsored and a total of RMB12.03 million in scholarships and assistantships were granted. Under the “Build for the Future—CCB Sponsorship Programme for Impoverished High School Students”, a total of RMB120 million was invested and a cumulative sponsorship of 51,300 person-times was made. Through the “Sponsorship Programme for Impoverished Mothers of Heroes and Exemplary Workers in China”, a total of RMB50 million was invested and financial support for 5,425 person-times was provided. In 2010, the Bank was recognised by the Red Cross Society of China, China Women’s Development Foundation, People’s Daily Online and Xinhua Net with the “China Red Cross Outstanding Contribution Award”, “China Women Charity Award”, “Most Responsible Enterprise Award 2010” and the “China Outstanding Enterprise in Corporate Social Responsibility Award” etc.
Background Information:
The history of the China Construction Bank Corporation (“the Bank”) dates back to 1954 when the Peoples 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 13,415 branches and sub-branches in Mainland China, and maintained overseas branches in Hong Kong, Singapore, Frankfurt, Johannesburg, Tokyo, Seoul, New York, Ho Chi Minh City, and Sydney, as well as a representative office in Moscow as of 31 December 2010. The Bank has a number of subsidiaries, including China Construction Bank (Asia) Corporation Limited, CCB International (Holdings) Co., Ltd., CCB Financial Leasing Corporation Ltd., CCB Trust Co. Limited, Sino-German Bausparkasse Co. Ltd, CCB (London) Limited, and CCB Principal Asset Management Co., Ltd. The Bank has a total of approximately 310,000 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 2010, the market capitalisation of CCB reached approximately US$220 billion, ranking 2nd among listed banks in the world.