第一篇：中國建設銀行2008年一季度業(yè)績優(yōu)良

中國建設銀行2008年一季度業(yè)績優(yōu)良

2008年4月25日，中國建設銀行股份有限公司對外發(fā)布了2008年一季度業(yè)績。業(yè)績公告顯示，2008年一季度，建行認真貫徹落實科學發(fā)展觀，嚴格執(zhí)行國家宏觀調(diào)控政策，繼續(xù)推進業(yè)務結構調(diào)整，強化風險管理和優(yōu)化客戶服務，戰(zhàn)略轉(zhuǎn)型的成效進一步顯現(xiàn)，各項業(yè)務保持穩(wěn)健快速發(fā)展態(tài)勢，經(jīng)營業(yè)績優(yōu)良。

綜合盈利能力持續(xù)增強，收入結構不斷改善。2008年一季度全行實現(xiàn)營業(yè)收入649.10億元（文中數(shù)據(jù)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(xù)費及傭金收入快速增長，實現(xiàn)利息凈收入544.36億元，手續(xù)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(xù)擴大，一季度凈利差達3.12%，凈利息收益率為3.26%。

資產(chǎn)負債規(guī)模穩(wěn)健增長，存貸款業(yè)務結構進一步優(yōu)化。截至2008年3月31日，建行總資產(chǎn)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(diào)控政策為契機，進一步加快優(yōu)化信貸結構，優(yōu)先滿足重點優(yōu)質(zhì)客戶及年初南方冰雪受災地區(qū)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(wěn)，儲蓄存款增長較快。年初以來，全行緊緊抓住春節(jié)營銷旺季，以開展“奧運服務年”活動、提升服務質(zhì)量為契機，加大對北京、上海、廣州等地區(qū)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(yè)務功能，開展理財營銷活動等，為客戶提供優(yōu)質(zhì)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(yè)務發(fā)展迅猛，保持快速增長態(tài)勢。一季度中間業(yè)務收入占營業(yè)收入之比顯著提高，截至2008年3月31日，手續(xù)費及傭金凈收入在營業(yè)收入中占比達16.5%。收入在2億元以上的產(chǎn)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(yè)務、代銷保險、結售匯和代客衍生金融工具等7個產(chǎn)品收入超過6億元。投資銀行業(yè)務實現(xiàn)收入較上年同期增長約2倍。承銷短期融資券10期，業(yè)務增速明顯。設計發(fā)行“利得盈”、“建行財富”、“乾圖理財”等各類理財產(chǎn)品250多期，募集資金是上年同期的16倍。金融市場業(yè)務快速良性發(fā)展，產(chǎn)品創(chuàng)新能力與營銷力度不斷加強；本外幣代客交易業(yè)務快速發(fā)展，其中代客結售匯、外匯買賣業(yè)務、代客外匯衍生產(chǎn)品交易的交易量和經(jīng)營收入大幅增長。

資產(chǎn)質(zhì)量繼續(xù)提升，相關指標持續(xù)向好。一季度全行不良貸款余額和不良貸款率繼續(xù)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(yè)貸款質(zhì)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(yè)社會責任。2008年初，我國南方大部分地區(qū)出現(xiàn)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(qū)群眾搶險救災；建行廣大員工也自發(fā)向災區(qū)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(fā)放速度，在依法合規(guī)的前提下，先后發(fā)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(diào)整網(wǎng)點營業(yè)時間和員工力量，確保全力為災區(qū)企業(yè)和群眾提供及時、優(yōu)質(zhì)的金融服務，受到了社會各界好評。

建設銀行將繼續(xù)認真貫徹落實國家宏觀經(jīng)濟政策，進一步深化體制機制改革，持續(xù)推進戰(zhàn)略轉(zhuǎn)型和結構調(diào)整，強化風險管理、客戶服務和業(yè)務創(chuàng)新，在一季度優(yōu)良業(yè)績的基礎上，努力完成2008年確定的全年經(jīng)營目標。

第二篇：中國建設銀行公布2009經(jīng)營業(yè)績

中國建設銀行公布2009經(jīng)營業(yè)績

服務大局促發(fā)展 穩(wěn)健經(jīng)營創(chuàng)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(fā)布了2009經(jīng)營業(yè)績報告。2009年，在國際金融危機蔓延、國內(nèi)經(jīng)濟發(fā)展極為困難的形勢下，建行認真貫徹國家宏觀經(jīng)濟政策，堅持積極審慎的經(jīng)營方針，科學統(tǒng)籌業(yè)務發(fā)展、風險防范和結構調(diào)整，取得了好于預期的經(jīng)營業(yè)績，出色地完成了全年經(jīng)營目標。

行長張建國表示：“在過去的一年里，建行以改革創(chuàng)新精神服務國家經(jīng)濟發(fā)展大局，堅持積極審慎的經(jīng)營方針，始終牢牢把握住風險控制的主動權，在復雜的經(jīng)營環(huán)境中贏得了市場先機，各項業(yè)務扎實穩(wěn)步推進，為未來的可持續(xù)發(fā)展奠定了堅實基礎?！?/p>

經(jīng)營規(guī)模再創(chuàng)新高

發(fā)展質(zhì)量穩(wěn)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(fā)展戰(zhàn)略，加大對經(jīng)濟和民生領域的金融支持力度，存貸款新增創(chuàng)歷史新高，資產(chǎn)規(guī)模持續(xù)增長。截至2009年12月31日，建行資產(chǎn)總額為96,233.55億元（以下數(shù)據(jù)除特別注明外均按國際財務報告準則計算，為本集團數(shù)據(jù)，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(yè)務發(fā)展質(zhì)量和效益，獲得了良好的業(yè)績回報。全年實現(xiàn)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(diào)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(chuàng)新產(chǎn)品、拓展市場及 優(yōu)化投資交易策略，非利息收入實現(xiàn)了28.11%的增長，其中手續(xù)費及傭金凈收入增長25.00%至480.59億元，保證了全行經(jīng)營收入與上年基本持平。平均資產(chǎn)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(yè)銀行中位于前列。

資產(chǎn)質(zhì)量持續(xù)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(jīng)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(wěn)健經(jīng)營和持續(xù)發(fā)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(yè)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(jīng)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(jīng)濟社會發(fā)展大局與調(diào)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(jīng)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(chǎn)業(yè)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(yè)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(jīng)濟處于最低谷、企業(yè)最急需資金時，建行根據(jù)此前儲備優(yōu)質(zhì)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(diào)整投放節(jié)奏，恢復到穩(wěn)定常態(tài)速度上來，贏得了市場先機和風險控制主動權。

小企業(yè)、“三農(nóng)”和民生領域是建行信貸投放重點之一。建行小企業(yè) 業(yè)務實現(xiàn)了跨越式增長，小企業(yè)授信客戶新增近萬家，小企業(yè)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(yè)經(jīng)濟發(fā)達的長三角、珠三角和環(huán)渤海地區(qū)。組建“信貸工廠”模式操作的小企業(yè)經(jīng)營中心已達140家，聯(lián)貸聯(lián)保、法人賬戶透支、小額無抵押貸款以及“e貸通”網(wǎng)絡銀行等產(chǎn)品服務日益豐富，探索解決小企業(yè)“融資難”問題有了初步成效。涉農(nóng)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(nóng)戶貸款新模式，幫助當?shù)靥岣咿r(nóng)業(yè)生產(chǎn)科學化、集約化水平；新設和籌建村鎮(zhèn)銀行7家，“三農(nóng)”服務進一步向廣大縣城和村鎮(zhèn)延伸。教育、衛(wèi)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(xié)議52個，支持經(jīng)濟適用房和限價房項目506個，為12.2萬戶居民發(fā)放保障房商業(yè)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(huán)境，建行在控制總量的前提下，按照國家產(chǎn)業(yè)政策和市場情況調(diào)整資源配置，合理把握信貸投放的節(jié)奏和力度，既保證了全年信貸投放的均衡性和平穩(wěn)性，又以信貸結構調(diào)整促進國家產(chǎn)業(yè)結構優(yōu)化升級。全年貸款增速低于同業(yè)平均，貸款新增額在四行中最少，但信貸投放的均衡性、平穩(wěn)性卻高于同業(yè)平均水平。重點調(diào)控“兩高一?！毙袠I(yè)、房地產(chǎn)業(yè)，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(yōu)化，內(nèi)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(zhuǎn)變業(yè)務發(fā)展方式

中間業(yè)務快速增長

2009年，建行積極適應經(jīng)濟形勢和金融市場變化，加大自主創(chuàng)新和研發(fā)力度，拓展新興業(yè)務，培育新的利潤增長點，在實現(xiàn)利潤目標的同時，為長遠發(fā)展打下穩(wěn)固的基礎。全行完成產(chǎn)品創(chuàng)新313項,創(chuàng)建 業(yè)內(nèi)首家產(chǎn)品創(chuàng)新實驗室。建行推出一批新興業(yè)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(mào)企業(yè)，設計出“內(nèi)貿(mào)通”系列產(chǎn)品和服務，涵蓋國際貿(mào)易融資、供應鏈融資和人民幣結算，為近千家外貿(mào)企業(yè)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(yī)療、社保、環(huán)保領域的“民本通達”綜合金融服務方案，包括優(yōu)化全日制高校銀行負債和結構，使6,600萬人的養(yǎng)老金在全國范圍內(nèi)自由領取等。此外，順應市場的保理預付款、并購貸款、網(wǎng)絡銀行貸款等其他新興貸款業(yè)務也快速增長。

在傳統(tǒng)生息業(yè)務受到嚴峻挑戰(zhàn)的情況下，建行中間業(yè)務有了強勁增長。全年實現(xiàn)手續(xù)費及傭金凈收入480.59億元，手續(xù)費及傭金凈收入對經(jīng)營收入比率達17.84%。財務顧問、債務融資工具承銷、理財?shù)葮I(yè)務開展活躍，帶動全行境內(nèi)外投資銀行業(yè)務收入較上年增長48.22%；銀團貸款、國內(nèi)保理等業(yè)務收入分別實現(xiàn)了116%、300%的高速增長；企業(yè)年金個人賬戶達192.54萬戶，較上年增長194.04%；獨具同業(yè)優(yōu)勢的造價咨詢業(yè)務，實現(xiàn)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(yè)第一；證券投資基金托管資產(chǎn)凈值6,421億元，成為大型國有商業(yè)銀行中唯一一家市場占比持續(xù)提高的托管銀行。

銀行卡業(yè)務發(fā)展迅速，運行效率大幅提高。借記卡發(fā)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(xiàn)手續(xù)費收入45.36億元，較上年增長14.76%；理財卡發(fā)卡總量達489.50萬張，較上年末新增122.54萬張。信用卡業(yè)務持續(xù)健康發(fā)展，累計客戶2,024萬戶，累計發(fā)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(chǎn)質(zhì)量保持良好，累計客戶、交易額、貸款新增、資產(chǎn)質(zhì)量四項指標均居同業(yè)首位。優(yōu)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(yè)化、差別化的客戶服務體系，服務效率和質(zhì)量有了新的提升。零售網(wǎng)點已基本實現(xiàn)從交易核算為主導向營銷服務為主導的功能轉(zhuǎn)型，大大增加了柜員與客戶交流的時間，轉(zhuǎn)型后網(wǎng)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(zhì)量的第二代網(wǎng)點轉(zhuǎn)型項目正穩(wěn)步推進。同時，繼續(xù)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(yè)前列。個人網(wǎng)上銀行客戶數(shù)達到3,959萬戶，較上年增加1,268萬戶，個人網(wǎng)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(xiàn)跨越式發(fā)展，客戶數(shù)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(yè)信貸、財富管理、投資銀行、企業(yè)年金中心等各類專業(yè)化經(jīng)營機構928個；大型企業(yè)客戶集中經(jīng)營格局逐步形成，更多資源被釋放投向中小企業(yè)客戶服務。為減少管理層級、提高管理效能，建行平穩(wěn)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?yōu)楝F(xiàn)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(xiàn)了零售網(wǎng)點直管。新組建了一大批從事市場營銷、產(chǎn)品開發(fā)、后臺管理等業(yè)務的專業(yè)化團隊。

建行服務質(zhì)量有了明顯提升。2009年下半年，針對營業(yè)網(wǎng)點服務質(zhì)量的定期“神秘人”調(diào)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(diào)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(yè)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(yè)務發(fā)展，建行當年儲蓄存款增速、網(wǎng)均在國內(nèi)大型銀行中均為第一。

2009年是建行海外機構網(wǎng)絡布局獲得突破的一年。倫敦子銀行、紐約分行相繼開業(yè)，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?shù)乇O(jiān)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(qū)擁有信用卡業(yè)務平臺，完善了港澳地區(qū)業(yè)務布局。截至2009年12月31日，建行海外機構資產(chǎn)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(nèi)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(yè)務精細化運作能力。推進貸前平行作業(yè)集約化和專業(yè)化管理，規(guī)范貸后平行作業(yè)操作流程，完善平行作業(yè)機制。進一步細分行業(yè)，將十幾個行業(yè)門類細分到90多個行業(yè)大類，業(yè)務經(jīng)營方向目標更清晰。堅持行業(yè)的限額管理和名單制管理，對“兩高一?！钡?6個行業(yè)全部實現(xiàn)了名單制管理。同時，將海外分行納入全行風險管理統(tǒng)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(xié)議為契機，建行規(guī)劃設計了完整的風險管理應用架構，逐步夯實風險管理數(shù)據(jù)基礎，推進風險計量工具的建設和運用，持續(xù)優(yōu)化對公評級模型及零售評分卡系統(tǒng)，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(yè)化、精細化水平顯著提升，更好地契合全行戰(zhàn)略轉(zhuǎn)型、業(yè)務發(fā)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(xiàn)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(fā)商不予貸款。此外，加強衍生產(chǎn)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(yè)公民責任

2009年，建行在完善民主管理、創(chuàng)建和諧企業(yè)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(yè)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(guī)章制度和重大事項。從優(yōu)化業(yè)務流程入手，通過完成柜面業(yè)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(yè)技術和經(jīng)辦崗位職務序列體系，為員工開辟了多條職業(yè)發(fā)展通道。同時，全年共舉辦境內(nèi)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(jīng)費開支的情況下，員工培訓投入持續(xù)增加。近期調(diào)研結果表明，建行員工總體滿意度達到94%。

在經(jīng)營業(yè)績穩(wěn)步提升的同時，建行還不忘積極履行企業(yè)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(shù)民族大學生成才計劃獎（助）學金”，將連續(xù)五年在內(nèi)蒙古、新疆、西藏、廣西、寧夏等16個少數(shù)民族相對集中聚居的省、自治區(qū)內(nèi)，資助品學兼優(yōu)的少數(shù)民族貧困大學生。2009年，建行被國內(nèi)《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(yè)獎”。

董事長郭樹清表示：“2010年，建行的改革發(fā)展仍會面臨困難與挑戰(zhàn)。我們將繼續(xù)貫徹落實科學發(fā)展觀，加大支持服務經(jīng)濟結構調(diào)整和小企業(yè)、三農(nóng)、民生領域發(fā)展力度，堅持穩(wěn)健經(jīng)營策略，繼續(xù)強化風險管控，進一步提升經(jīng)營管理的專業(yè)化和精細化水平，力爭創(chuàng)造更好的業(yè)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(jīng)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(yè)銀行業(yè)務及相關的資產(chǎn)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(nèi)地設有分支機構13,384家，在香港、新加坡、法蘭克福、約翰內(nèi)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(lián)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 “l(fā)imited 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 “l(fā)ist 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2009年第一季度業(yè)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(fā)布了2009年第三季度報告。2009年第三季度，建行繼續(xù)堅持積極穩(wěn)健的經(jīng)營方針，加快業(yè)務結構調(diào)整，推進全面風險管理，同步實現(xiàn)了凈利潤的穩(wěn)健增長和不良貸款額、不良貸款率的持續(xù)“雙降”。

資產(chǎn)利潤穩(wěn)健增長，績效指標總體企穩(wěn)。今年第三季度，盡管受到利差收窄等因素影響，建行仍實現(xiàn)凈利潤303.21億元(以下數(shù)據(jù)除特別注明外均按國際財務報告準則計算，為本集團數(shù)據(jù)，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(xiàn)凈利潤861.62億元，同比增長2.25%；實現(xiàn)手續(xù)費及傭金凈收入357.63億元，較上年同期增長20.94%。同期，資產(chǎn)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(xiàn)可持續(xù)發(fā)展奠定了堅實基礎。

在資產(chǎn)規(guī)模和經(jīng)營利潤穩(wěn)健增長的同時，建行主要績效指標總體保持穩(wěn)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(jié)奏合理，結構調(diào)整取得實效。今年以來，建行認真貫徹執(zhí)行適度寬松的貨幣政策，合理把握信貸投放規(guī)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(diào)結構”作為信貸管理重點，將鞏固傳統(tǒng)優(yōu)勢業(yè)務與加快發(fā)展創(chuàng)新業(yè)務有機結合，信貸資源配置進一步優(yōu)化。截至9月30日，投向基礎設施行業(yè)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(nèi)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(yè)領先。

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

作為信貸結構調(diào)整的重要舉措，建行嚴控對“兩高一資”、產(chǎn)能過剩行業(yè)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(chǎn)結構得到優(yōu)化。

風險監(jiān)控力度不斷加大，貸后管理全面強化。今年前三季度，面對經(jīng)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(jiān)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(xù)保持“雙降”態(tài)勢。其中，境內(nèi)分行個人住房貸款不良率為0.58%，貸款質(zhì)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(yè)精細，質(zhì)量效率穩(wěn)步提升。建行將提高客戶服務的精細化、專業(yè)化水平作為重要目標。今年9月，建行引進美國銀行的經(jīng)驗技術，在境內(nèi)銀行業(yè)中首家創(chuàng)辦產(chǎn)品創(chuàng)新實驗室，收集和篩選來自客戶等各方面的產(chǎn)品創(chuàng)意，為業(yè)務創(chuàng)新提供重要依據(jù)。在滿足客戶需求方面，建行新增及優(yōu)化手機銀行多項功能，手機銀行客戶數(shù)突破1000萬，繼續(xù)領先境內(nèi)同業(yè)；推出個人網(wǎng)上銀行短信驗證服務及“E路護航網(wǎng)銀安全組件”，提升了網(wǎng)上銀行安全性，并率先推出通過網(wǎng)上銀行向手機銀行客戶轉(zhuǎn)賬功能，電子銀行與柜面交易量之比持續(xù)提升；信用卡發(fā)卡總量達2300余萬張，消費交易額、新增貸款額位居境內(nèi)銀行前列。

在綜合化服務方面，建行積極推進以優(yōu)化中高端客戶服務流程為核心的零售網(wǎng)點二代轉(zhuǎn)型項目，截至9月30日，已有770余家網(wǎng)點 實現(xiàn)二代轉(zhuǎn)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(yè)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(qū)業(yè)務布局。

當前，全球經(jīng)濟金融形勢仍然十分復雜，國內(nèi)經(jīng)濟正處于企穩(wěn)回升的關鍵時期,監(jiān)管機構對商業(yè)銀行的經(jīng)營管理提出了更高的要求。建行將認真研究銀行經(jīng)營管理中面臨的挑戰(zhàn)，進一步推進業(yè)務結構調(diào)整，科學把握信貸投放節(jié)奏，完善風險管理長效機制，努力完成今年各項發(fā)展目標，繼續(xù)為鞏固經(jīng)濟平穩(wěn)較快發(fā)展良好勢頭做出貢獻。

第四篇：2014年一季度中國石油產(chǎn)業(yè)業(yè)績分析

2014年一季度中國石油產(chǎn)業(yè)業(yè)績分析

從2014年第一季度的世界經(jīng)濟形勢來看，發(fā)達國家經(jīng)濟復蘇得到鞏固但增速并不顯著，據(jù)預測2014年第一季度受天氣原因拖累美國經(jīng)濟增速或降至2%以下，遠低于去年第四季度的2.6%；新興經(jīng)濟體的增速也有所放緩，對全球經(jīng)濟拉動作用趨于減弱，統(tǒng)計數(shù)據(jù)顯示2014年第一季度我國出口下降了6.1個百分點，GDP增速降至7.4%，英國共識公司預計俄羅斯、印度和南非的一季度增速也將放緩。

總體而言，2014年的世界經(jīng)濟復蘇進程仍將艱難曲折，加之我國經(jīng)濟結構調(diào)整也步入快車道，未來不確定性和不平衡性因素進一步增多，因此我國經(jīng)濟發(fā)展將從過去的高速增長期進入發(fā)展速度的換擋期、發(fā)展模式的轉(zhuǎn)換期，而這種變化也會影響到我國油氣產(chǎn)業(yè)的整體發(fā)展。

中經(jīng)石油產(chǎn)業(yè)景氣指數(shù)報告顯示，在中國經(jīng)濟穩(wěn)增長調(diào)結構的大背景下，2014年一季度中經(jīng)石油產(chǎn)業(yè)景氣指數(shù)較去年第四季度下降0.2個百分點；中經(jīng)石油產(chǎn)業(yè)預警指數(shù)較去年第四季度下降3.3點，但仍在“綠燈區(qū)”運行。從整體發(fā)展態(tài)勢來看，石油產(chǎn)業(yè)經(jīng)濟運行盡管已經(jīng)筑底企穩(wěn)，但由于市場需求未呈現(xiàn)出明顯的增長勢頭以及受經(jīng)濟結構調(diào)整帶來的經(jīng)濟增速放緩的影響，石油產(chǎn)業(yè)的產(chǎn)品產(chǎn)量、銷售增長量、投資增長量都趨于平穩(wěn)回落，預計未來一段時間我國石油產(chǎn)業(yè)都將延續(xù)這種增長乏力的趨勢。但相關石油企業(yè)如果能夠適時推動石油行業(yè)的深化變革和技術創(chuàng)新，迎來一個新的重大發(fā)展機遇期也是完全有可能的。

根據(jù)中經(jīng)石油產(chǎn)業(yè)監(jiān)測預警數(shù)據(jù)顯示，2014年第一季度石油產(chǎn)業(yè)生產(chǎn)合成指數(shù)較去年第四季度下降0.7點，同比增長的產(chǎn)品按增速由高到低順序排列依次是：煤油、天然氣、汽油和天然原油，增速在19.6%到0.3%之間；而柴油同比下降3.6%。

就總體趨勢來看，第一季度生產(chǎn)合成指數(shù)延續(xù)了去年第四季度的回落走勢，但基本與去年同期增長水平持平，各主要產(chǎn)品的增速盡管有所放緩，但是增長態(tài)勢沒有發(fā)生逆轉(zhuǎn)，僅柴油出現(xiàn)了同比下降的情況。對此，可從以下方面來解讀：

第一，受國內(nèi)經(jīng)濟結構調(diào)整的影響，加之國際市場需求乏力，企業(yè)“去庫存化”活動還將持續(xù)，我國制造業(yè)投資增速將進一步放緩，生產(chǎn)能力過剩問題短期難以得到根本解決，這在一定程度上抑制了對石油、天然氣等能源的需求。不過與此同時，隨著我國2014年對鐵路建設投資6300億元方案的出臺以及新型城鎮(zhèn)化建設的穩(wěn)步推進，新一屆政府正在試圖通過拉動內(nèi)需的方式實現(xiàn)經(jīng)濟的持續(xù)發(fā)展。

因此盡管短期的市場需求增長乏力導致了石油產(chǎn)品的增幅下滑，但從一個較長時期看，這種增幅的下滑并不會改變石油產(chǎn)品生產(chǎn)規(guī)?？傮w保持增長的趨勢。

第二，中國制造業(yè)的經(jīng)營形勢從去年12月開始持續(xù)下滑，3月開始有所好轉(zhuǎn)，但基礎尚不穩(wěn)固，大型企業(yè)的情況相對較好，中小型企業(yè)仍處于衰退邊緣。中國物流與采購聯(lián)合會、國家統(tǒng)計局服務業(yè)調(diào)查中心發(fā)布的2014年3月份中國制造業(yè)采購經(jīng)理指數(shù)（PMI）為50.3%，較2月份上升0.1個百分點，扭轉(zhuǎn)了繼去年12月份開始的連續(xù)下滑趨勢。

總的來看，當前市場交易開始啟動，說明制造業(yè)企業(yè)對未來的生產(chǎn)經(jīng)營活動預期持樂觀態(tài)度，這對作為上游產(chǎn)品供應方的石油產(chǎn)業(yè)而言，具有積極意義。因

此，盡管第一季度石油產(chǎn)業(yè)生產(chǎn)合成指數(shù)延續(xù)了去年第四季度的下滑態(tài)勢，但是與去年同期相比基本持平，隨著3月份制造業(yè)企業(yè)的開工率的上升，相信這種增幅回落的趨勢會在第二季度得到扭轉(zhuǎn)。

第三，第一季度適逢元旦和春節(jié)等節(jié)假日聚集的時間，石油產(chǎn)業(yè)的企業(yè)因大修、年檢等因素開工率相對較低，這種節(jié)日休假因素也在一定程度上影響了石油產(chǎn)業(yè)的產(chǎn)品增速，進而體現(xiàn)為石油產(chǎn)業(yè)生產(chǎn)合成指數(shù)的回落。

根據(jù)中經(jīng)石油產(chǎn)業(yè)監(jiān)測預警數(shù)據(jù)顯示，2014年第一季度我國石油產(chǎn)業(yè)生產(chǎn)者出廠價格總水平同比下跌2.6個百分點；在價格回落的同時，庫存增長加快，截至一季度末，石油產(chǎn)業(yè)產(chǎn)成品資金同比增長了18.5個百分點；石油產(chǎn)業(yè)利潤總額同比下降6個百分點。

從上述數(shù)據(jù)而言，我國石油產(chǎn)業(yè)2014年第一季度整體表現(xiàn)稍顯疲軟，在需求放緩的同時，煉油產(chǎn)能擴張過快的后果逐步顯現(xiàn)，出廠價格持續(xù)下跌，產(chǎn)品庫存增幅明顯，進而導致石油產(chǎn)業(yè)利潤總額同比由增轉(zhuǎn)降。這一變動說明我國石油產(chǎn)業(yè)的發(fā)展態(tài)勢盡管在去年初已經(jīng)筑底企穩(wěn)，并且全年表現(xiàn)出了一定的回升趨勢，但是基礎尚十分薄弱，受今年1-2月國內(nèi)經(jīng)濟出現(xiàn)小幅下滑的影響，石油產(chǎn)品的需求也明顯下降，因此導致了庫存的大幅增長，說明短期內(nèi)石油產(chǎn)業(yè)的發(fā)展動力仍然明顯不足。

尤其值得注意的是，石油產(chǎn)業(yè)上下游之間的利潤走勢出現(xiàn)了分化，據(jù)中經(jīng)石油產(chǎn)業(yè)監(jiān)測預警數(shù)據(jù)顯示今年前2個月，石油和天然氣開采業(yè)利潤總額同比下降

9.9個百分點，而精煉石油產(chǎn)品制造業(yè)同比增長48.3個百分點。這種反差說明，受環(huán)保、節(jié)能減排和產(chǎn)業(yè)結構調(diào)整等政策因素的影響，上游開采行業(yè)的利潤在進

一步削弱，而受國內(nèi)油品升級、國際油價持續(xù)低位波動、生產(chǎn)成本下降等利好因素的影響，下游煉化行業(yè)在扭虧為盈的基礎上實現(xiàn)了較快增長。

基于上述變化趨勢可以發(fā)現(xiàn)，盡管第一季度石油產(chǎn)業(yè)的整體景氣趨于回落，但上下游業(yè)務的發(fā)展則出現(xiàn)了明顯分化。面對這種新形勢，我國石油行業(yè)需積極把握機遇，加快產(chǎn)業(yè)結構的調(diào)整，在淘汰落后產(chǎn)能和發(fā)展清潔能源的同時，進一步完善在石油產(chǎn)業(yè)中下游的布局，而上游的開采業(yè)則需要抓好國內(nèi)和國際兩個市場，利用存量技術優(yōu)勢拓展海外業(yè)務，從而尋找新的利潤增長點。

我國石油產(chǎn)業(yè)的增長乏力除了市場的原因，也有著體制和機制方面的原因。李克強總理在2014年的政府工作報告中再次強調(diào)了深化改革開放、激發(fā)市場活力的重要性，要求在金融、石油、電力、鐵路、電信、資源開發(fā)等領域，進一步向非國有資本開放，實現(xiàn)市場的充分競爭。

因此，石油產(chǎn)業(yè)的大型國有企業(yè)需要積極應對這種變化，主動參與到市場變革中，在充分發(fā)揮自身優(yōu)勢的同時，加快與民營資本的合作，通過引入競爭機制倒逼國有大型石油企業(yè)的體制和機制變革，增強企業(yè)自身的發(fā)展實力。

目前，中國石化表示繼下游銷售業(yè)務開放后，頁巖氣產(chǎn)業(yè)鏈也將引入混合所有制，中國石油也已搭建了6個合資合作平臺。預計隨著改革的深入，各大石油企業(yè)將加速全產(chǎn)業(yè)鏈的對民營資本的開放，在市場需求短期難以提振的情況下，利用體制和機制創(chuàng)新尋找內(nèi)生動力，從而為整個石油產(chǎn)業(yè)的加速發(fā)展創(chuàng)造條件。

回顧2014年第一季度的情況，世界經(jīng)濟仍處于緩慢復蘇階段，發(fā)達國家的經(jīng)濟增速有望加快，新興經(jīng)濟體的經(jīng)濟增速則會進一步回調(diào)，但仍會保持一個較高增速，而不確定性風險也依然存在，例如美國量化寬松政策何時以何種方式退出，將直接影響到未來經(jīng)濟走勢。國內(nèi)產(chǎn)業(yè)結構調(diào)整將走向深化，改革開放的步伐也將加快，尤其是石油產(chǎn)業(yè)作為向民營資本開放的重要領域，將面臨一系列的風險和挑戰(zhàn)。

鑒此，預計今年石油產(chǎn)業(yè)的經(jīng)濟運行依然面臨一定的不確定性，但波動較為平緩，隨著石油行業(yè)全產(chǎn)業(yè)鏈對民營資本的開放力度的加大，會進一步推動我國石油產(chǎn)業(yè)內(nèi)部的體制和機制變革，在保障國家能源安全的基礎上逐步實現(xiàn)石油行業(yè)的充分競爭，從而推動石油產(chǎn)業(yè)有質(zhì)量有效益可持續(xù)地健康發(fā)展。

第五篇：從現(xiàn)金流量表中尋找業(yè)績優(yōu)良公司

從現(xiàn)金流量表中尋找績優(yōu)公司

從財務報表角度考慮，除資產(chǎn)負債表、利潤表外，投資者閱讀的重點是現(xiàn)金流量表。上市公司在生產(chǎn)經(jīng)營、投資或籌資活動過程中，其現(xiàn)金流量的大小，反映出其自身獲得現(xiàn)金的能力。一般情況下，經(jīng)營性現(xiàn)金流量多，說明上市公司的銷售暢通，資金周轉(zhuǎn)快，產(chǎn)品或項目不但有市場，而且處于良好的發(fā)展時期，反之則反。

我國《企業(yè)財務會計報告條例》第十一條指出：“現(xiàn)金流量是反映企業(yè)會計期間現(xiàn)金和現(xiàn)金等價物流入和流出的報表?，F(xiàn)金流量應當按照經(jīng)營活動、投資活動和籌資活動的現(xiàn)金流出類分項列出”。因此，現(xiàn)金流量表對資產(chǎn)負債表和利潤表，是一個有益的補充。

通常，現(xiàn)金流量的計算不涉及權責發(fā)生制，會計造假不容易。就如虛假的合同能夠簽出利潤，但簽不出現(xiàn)金的流量。在關聯(lián)交易操作利潤時，往往也會在現(xiàn)金流量方面暴露有利潤而沒有現(xiàn)金流入的情況。所以，利用每股經(jīng)營活動現(xiàn)金流量凈額去分析公司的獲利能力，比每股盈利更加客觀。

不過，每股稅后利潤和現(xiàn)金流量凈額是相輔相成的，有的上市公司有較好的稅后利潤指標，但現(xiàn)金流量則不充分，這就是典型的操作利潤的關聯(lián)交易所導致的。隨著年報公布家數(shù)量增多，這種現(xiàn)象會被凸現(xiàn)出來。有的上市公司在內(nèi)變賣資產(chǎn)，而出現(xiàn)現(xiàn)金流大幅增加的現(xiàn)象，也不一定是好事，這將影響上市公司可持續(xù)發(fā)展。投資者最好選擇每股稅后利潤和每股現(xiàn)金流量凈額雙高的個股，作為理性的中線投資品種。如近期已經(jīng)公布2002報表的中興通訊，招商局，晨明紙業(yè)，TCL通訊，民生銀行等，它們不但每股收益和資產(chǎn)收益均有不同程度的增長，而且每股經(jīng)營性現(xiàn)金流量基本在1.60元以上。

如果從經(jīng)典的股票定價理論來看，上市公司股票價格是由公司未來的每股收益和每股經(jīng)營性現(xiàn)金流量的凈現(xiàn)值來決定的。盈虧已經(jīng)不是決定股票價值唯一重要因素。單從財務報表所反映的信息來看，現(xiàn)金流量日益取代凈利潤，成為評價公司股票價值的一個重要標準。如果形象地把現(xiàn)金看作是企業(yè)日常生產(chǎn)經(jīng)營運作的“血液”，那么現(xiàn)金流量表就像是一張上市公司的“驗血報告單”。通過這個報告單，可以清楚地判斷上市公司日常生產(chǎn)經(jīng)營運轉(zhuǎn)是否健康。

除了上述的分析現(xiàn)金流量指標外，同時應該關注應收帳款周轉(zhuǎn)率和存貨的周轉(zhuǎn)率，結合資產(chǎn)負債和利潤表提供的各方面信息綜合起來加以分析，才能較客觀地評價某個上市公司是如何獲得現(xiàn)金，又如何去運用現(xiàn)金的。在此基礎上，進一步深入分析公司的財務狀況，收益質(zhì)量，從中發(fā)現(xiàn)潛伏的重大財務風險，或者找出具有高質(zhì)量盈利的績優(yōu)上市公司。