第一篇：Creaform公布2013年上半年財務業(yè)績

龍源期刊網(wǎng) http://.cn

Creaform公布2013年上半年財務業(yè)績 作者：

來源：《CAD/CAM與制造業(yè)信息化》2013年第08期

2013年7月24日，Creaform公司發(fā)布了2013年上半年財務業(yè)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%。“我們對公司在2013年上半年的銷售業(yè)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年的年度銷售目標就不成問題。我們投入了大量的資源，開發(fā)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(xiàn)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(jù)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(xiàn)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%。

第二篇：財務工作業(yè)績

本人自2004年5月，通過全國統(tǒng)考，取得會計師專業(yè)技術資格。自2001年3月在金車公司財務部負責管理銷售、稅務、會計電算化及財務決算管理的及核算工作。自2010年 5 月在勞服公司監(jiān)察審計部負責審計工作。2013年10月始，本人受勞服公司委派擔任聚龍公司經(jīng)理助理負責全面財務管理工作。不同的工作經(jīng)歷，給了我很好的鍛煉機會，豐富了我的閱歷，開闊了我的眼界，并促使我不斷努力學習，掌握最新的財務會計知識，以出色地完成所擔負的工作。下面，我重點就最近2 年來在聚龍公司管理財務期間所形成工作思路及完成的工作，做業(yè)務總結。

一、加強制度建設，擬定和完善公司財務管理和會計核算制度。

加強企業(yè)的財務管理工作，其目的是要為企業(yè)的效益服務。公司聚龍公司商貿等幾個行業(yè)。各項業(yè)務的經(jīng)營方式有所差異，會計處理各有特點。我在對公司營運情況及日常財務工作深入了解的基礎上，認為當時的制度已不能很好適應公司管理上的需要。要想公司管理上臺階，首先應從制度上下功夫。因此，我從審批程序、資金運作、會計核算、審計監(jiān)督幾個方面入手，先后主持出臺了四個制度，基本完善了財務管理內部制度體系：

1、擬定《浙江××公司開支審批暫行辦法》，規(guī)范了審批權限和程序。要求公司所有成本、費用支出必須經(jīng)財務審核并簽字確認，改變了以往多頭審批，財務監(jiān)督不力的狀況。經(jīng)過兩年的運行，2003年我又重新修訂和完善了《浙江××公司開支審批辦法》，進一步明確了責權。

2、根據(jù)國家新出臺的財務、會計政策法規(guī)，結合本公司的經(jīng)營特點和管理要求，執(zhí)筆修訂了《浙江××公司財務管理暫行辦法》和《浙江××公司內部會計核算暫行辦法》。并就“兩個辦法”的貫徹執(zhí)行作了具體安排。每年對所屬經(jīng)營單位執(zhí)行“辦法”情況進行了檢查，對存在的問題出具書面整改通知，逐步規(guī)范了公司財務管理和會計核算行為。

3、為完善公司內部監(jiān)督管理制度，充分發(fā)揮二級核算體制的優(yōu)勢，針對公司各經(jīng)營單位不同的行業(yè)特性，確保公司各項會計數(shù)據(jù)的真實、完整，于2003年6月重新起草了《浙江××公司內部審計暫行辦法》，現(xiàn)正報公司審批，以切實加強對國有資產的監(jiān)管。

預算是企業(yè)借以設定一定時期所想要完成的特定目標，完成目標所使用的資源，以及衡量目標是否達到的標準，是現(xiàn)代企業(yè)管理的一項重要工具。集團公司對預算管理也作為工作考核的一項重要內容。基于對預算管理工作重要性的認識，我積極推動公司預算管理工作，理清工作思緒，將應收帳款的回收及開辟公司新的經(jīng)濟增長點作為工作重點。以此為契機，逐漸轉變了公司偏重會計核算，輕財務管理的局面，促進公司管理上臺階。

1、重視預算編制的可行性和科學性。具體負責牽頭編制了公司2001、2002和2003的公司財務預算。在預算編制過程中，依據(jù)各經(jīng)營單位近幾年的實際經(jīng)營情況，以及對未來市場經(jīng)營環(huán)境變化的預測，充分考慮各種有利和不利因素，通過二上二下的協(xié)調溝通，匯總編制預算草案，報公司預算管理委員會通過，最終確定公司預算目標，確保各項預算指標的合理性。

2、以預算為依據(jù)，積極控制成本、費用的支出，并在日常的財務管理中，倡導效益優(yōu)先，注重現(xiàn)金流量、貨幣的時間價值和風險控制，充分發(fā)揮預算的目標作用，不斷完善事前計劃、事中控制、事后總結反饋的財務管理體系。在公司整體對外投資效益不佳的情況下，力主壓縮銀行貸款，2001年3月和2002年1月，壓縮了公司長期銀行貸款4000萬元，有效地控制了財務費用的支出，提高了資金的使用效益。

3、實抓應收帳款的管理，預防呆賬，減少壞賬，保全企業(yè)的經(jīng)營成果。2000年8月上任始，公司帳面應收賬款2512.49萬元，占公司流動資產的24.75%.針對現(xiàn)狀，重新制定了公司的信用政策，對客戶的信用程度作出評估，要求各經(jīng)營單位按客戶信用程度的高低，決定應收賬款數(shù)額的高低，控制壞賬風險。對信用程度較低的單位，如××公司，盡管是集團內的兄弟單位，管理政策一視同仁，加大現(xiàn)收比率，控制應收賬款額;同時加大應收賬款的催收力度，有難度的客戶，親自上門參預催討，起到了一定效果，減少了壞賬損失。2003年7月止，公司賬面應收款1834.5萬元，占公司流動資產的12.14%，比三年前減少了677.99萬元，占流動資產比例下降了12個百分點。

4、積極參預，配合經(jīng)營單位開拓新的經(jīng)濟增長點?！痢潦枪緲I(yè)務發(fā)展的重點，而××經(jīng)營權的取得必須經(jīng)公開招投標，針對不同的招標，帶領財務人員深入調研，做出合理的營運可行性分析，確保公司投標書的質量，為開展有效營運打好基礎。2002年浙江省××招投標，公司投標中得3條××經(jīng)營權;2003年分別參加省和市××招投標，公司投標綜合得分均為第一，中得了2條跨地區(qū)××經(jīng)營權和3條地區(qū)××的經(jīng)營權，××投入營運給公司帶來了很好的經(jīng)濟效益。

通過上述工作，切實提高了財務管理工作的成效，一定程度上促進了公司經(jīng)濟效益的不斷提高，2000年公司實現(xiàn)凈利潤118.2萬元，2001年實現(xiàn)凈利潤925.25萬元，2002年實現(xiàn)利潤1896.42萬元，每年的利潤增長都超過了100%.三、明確責職，提高工效。

為提高工作效率，首先，通過幾次內部調整，定人定崗，明確職責，減少工作中的磨擦，發(fā)揮出團隊作用，調動起內部每個員工的工作積極性。其次，樹立服務意識。身為經(jīng)理的我?guī)ь^轉變工作觀念，主動配合業(yè)務部門，在切實加強全公司的收入、成本、費用、利潤等的日常會計核算工作的基礎上，做好月度財務分析;為一線經(jīng)營及時提供真實、準確的財務信息。由于工作較為出色，財務審計部被評為公司2001先進部室(綜合測評第一)。

與此同時，積極推動公司的會計電算化進程。2001年初，公司本部會計電算化軟、硬件配置完成，同時派出業(yè)務骨干參加會計電算化知識培訓。同年6月，完成了會計電算化初始工作，通過二年多的平穩(wěn)運行，電算化已能滿足公司本部的核算要求，極大地提高了公司會計核算效率。根據(jù)公司對財務信息和會計核算的進一步要求，以及各分公司分散經(jīng)營的狀況，我計劃年內在所有分公司推行會計電算化，并與公司本部實現(xiàn)聯(lián)網(wǎng)，實施方案正在擬定中，以提高公司整體財務管理和會計核算工作的質量和效率。

四、發(fā)揮專長，做好參謀。

我的工作重點之一，是通過對月度、的財務分析，及時并動態(tài)地掌握公司營運和財務狀況，發(fā)現(xiàn)工作中的問題，并提出財務建議，為領導決策提供可靠的財務依據(jù)。針對××分公司虧損的現(xiàn)狀，提出了《關于××分公司經(jīng)營思路》，供領導決策參考。

對公司的投資項目，能使用較為科學的方法做財務可行性測算，在××更新等項目的測算上，充分考慮貨幣的時間價值和風險控制，改變已往靜態(tài)的，不注重現(xiàn)金流量的決策方法，較好地控制了投資風險，為領導決策提供了財務依據(jù)。根據(jù)掌握的財務信息，匯總三年資料編寫了《公司三年經(jīng)營狀況的分析報告》，對公司各經(jīng)營單位現(xiàn)狀進行了評述，提出自己的觀點，為公司三年規(guī)劃的編制工作，盡了自己的努力。

五、加強業(yè)務培訓，提高工作能力。

堅持執(zhí)行會計人員繼續(xù)再教育的規(guī)定，認真組織本部門及下屬各單位會計人員參加每年一次的專業(yè)培訓。結合會計電算化的推行，組織了電腦培訓。本人率先通過了計算機應用能力考試，提高了計算機的實際操作能力。

鼓勵會計人員根據(jù)自身不同的學歷層次和崗位需求，繼續(xù)進行在職專業(yè)學習。2003年7月，我參加由香港國際商學院開設的，為期半年的財務總監(jiān)(CFO)高級培訓班，學習財務管理的最新理論知識。通過自身的學習來帶動所在部門人員的學習熱情，目前，公司財會人員中，2人正在進修本科，1人進修研究生，2人取得注冊會計師資格，2人正參加注冊會計師資格考試。通過學習，不斷充實了自身的專業(yè)知識，提高了業(yè)務能力和綜合素質。

注意對下屬單位會計人員的工作指導，通過日常的工作檢查及時向他們傳達工作要求及方法。通過年終考核來促進他們完成工作目標。

經(jīng)過這三年的努力，取得了一定的工作成績，也存在著不足。但是這三年工作實踐給了我巨大的空間來提高自已觀察問題、分析問題、處理問題的能力，使我的政策水平和工作能力得到了長足的鍛煉，今后，我將更加注意學習，努力克服工作中遇到的困難，進一步提高職業(yè)道德修養(yǎng)，提高業(yè)務學識和組織管理水平，工作上新臺階，為企業(yè)作出新貢獻。

第三篇：財務工作業(yè)績

財務工作業(yè)績范文

大體描述一年來的工作，包括指導思想和職業(yè)操守，如：正確履行會計職責和行使權限,認真學習國家財經(jīng)政策、法令，熟悉財經(jīng)制度;積極鉆研會計業(yè)務，精通專業(yè)知識，掌握會計技術方法;熱愛本職工作，忠于職守，廉潔奉公，嚴守職業(yè)道德;嚴守法紀，堅持原則，執(zhí)行有關的會計法規(guī).在局會計工作規(guī)范化檢查評比標準中榮獲第一名.2 工作跟進以及與其他部門的配合，做好財務工作，如：按照上級規(guī)定的財務制度和開支標準，經(jīng)常了解各部門的經(jīng)費需要情況和使用情況，主動幫助各有關部門合理使用好各項資金.公司上半年曾一度出現(xiàn)資金短缺,會計室通過努力,保證了職工工資按時足額發(fā)放及其他各項急需資金的落實.工作中的具體細節(jié)，如：工作中審核一切開支憑證，及時結算記賬，做到各項開支都符合規(guī)定，一切賬目都清楚準確，財務工作業(yè)績范文。對經(jīng)費的使用情況和存在問題，經(jīng)常向有關領導請示匯報。是否充分做好財務工作的匯報，如：按照規(guī)定編造全年、每季、每月的各種預算報表統(tǒng)計資料和月度結算，做到準確無誤，并及時報告分管領導。

5關于財務憑證的處理，如：所有財務憑證，及時整理、裝訂和保存。財務處理一個重要環(huán)節(jié)，是否和其他部門充分合作，并推進工作，如：經(jīng)常與各部門管財產的同志聯(lián)系，建立必要的手續(xù)，做到各單位的財產和全校的總賬相符合.7 與機關單位的合作，如：配合、督促各有關單位，及時處理一切暫收、暫付款項。配合出納的工作，如:指導和幫助出納工作?？偟母爬?010展望。

財務主管工作總結體現(xiàn)以下素質能力

道德素質，如：誠信第一、操守為重、敬業(yè)愛崗、同舟共濟、以企業(yè)為家

知識素質，如：微觀與宏觀經(jīng)濟學知識、熟練掌握會計知識、相關的專業(yè)知識、了解企業(yè)各方面全盤知識

職業(yè)素質：對上司：要認真的擔負起自己的責任;尊重并執(zhí)行上司的決定;歡迎上司的指導與培養(yǎng);以自己的實際工作為上司排憂解難。

對下屬：要予以幫助、扶持、給他們以成長和鍛煉的機會、搞好與下屬的關系，提倡團隊精神、充分調動他們的工作積極性，共同完成理財重任、協(xié)助下屬達到他們的工作目標、保持充沛精力，樂觀與自信，讓你的下屬在困難情況下保持昂揚的斗志，工作總結《財務工作業(yè)績范文》。體現(xiàn)以下能力

1)理財能力決策能力表達能力組織能力領導能力

2)應變能力意志能力創(chuàng)新能力協(xié)調能力專業(yè)能力

3)在主辦職位上，從能力方面哪些較為重要?

4)做好財務主管應講求藝術

5)領導藝術授權藝術開會藝術運籌藝術批評藝術

6)調節(jié)藝術溝通藝術激勵藝術語言藝術表揚藝術

7)做好財務主管應有的觀念

8)競爭觀念“物競天擇，適者生存”

在競爭激烈的市場中，在兩位老總的正確指導下，我公司上半年銷售業(yè)績比去年同期有著大幅度的提升，也是公司突飛猛進的階段，從而也確定了我公司在西南同行業(yè)中的地位。

一、公司的銷售業(yè)績穩(wěn)居西南地區(qū)第一。在兩位老總的領導下，作為西南地區(qū)的家用、商用、筆記本的分銷商，各類產品的銷量始終保持穩(wěn)中有升，今年總計銷售萬元，與去年相比上升%，從而確保了公司在這個地區(qū)這個行業(yè)中的商業(yè)地位，為明年的銷售起了一個好的開端。

二、公司的內部管理較往年有進一步的提升。在內部管理上，公司的人員結構作了合理的調整和增加，為各部門工作的開展提供了充足的馬力，使他們更有充足的干勁為客戶服務為公司服務;在人事管理上加強了員工思想素質和業(yè)務素質的培訓，經(jīng)過培訓是他們的綜合素質得到更高層次的提升，從而更進一步的提高了公司的對外品牌形象;在辦公設備上，不斷的更新設施設備，切實做到了為員工創(chuàng)造了一個良好的工作環(huán)境，這樣也為他們能更好的為客戶為公司服務提供了有力的保障。

三、財務管理工作上，做好財務工作計劃，加強財務管理，杜絕一切不合理的開支，增收節(jié)支，開源節(jié)流。在公司規(guī)模不斷擴大的這一年，門市的開張，產品的增多，在無形中增加了財務的工作量，對財務工作提出了更高的要求。在應收款、費用及各項開支不斷增大的同時，我部門在加強財務管理上制定了一些措施，主要措施有：

(1)嚴格執(zhí)行財務制度，規(guī)范財務行為，堅持收支兩條線，加強財務核算和財務監(jiān)督，杜絕不合理開支，加強應收款項的回收，盡量減少不必要的損失，為公司增收節(jié)支。在實際工作中做到每周出應收報表，各類流水帳目做到日清月結，與產品部人員緊密配合，積極有效的回收資金，為訂單的執(zhí)行作好配合工作，使各類產品的存儲趨于合理化，為銷售人員搭建起一個好的供貨平臺。

(2)各項收支做到帳帳相符，帳實相符，支出要考慮合理性，做到出有憑，入有據(jù)，費用報銷具有實效性，做到監(jiān)督有力。在實際工作中，大額報銷實行提前早通知，報銷金額與票據(jù)符合，對于不合理的開支完全杜絕。

(3)公司的利益高于一切，增強員工的主人翁責任感，人人為增收節(jié)支，開源節(jié)流做貢獻。明白一個簡單的道理，公司與員工是同呼吸共命運的，公司的發(fā)展離不開大家的支持，大家的利益是通過公司的成長來體現(xiàn)的。在銷售旺季，大家的努力也得到了回報，這是有目共睹的，事實勝于雄辯，這是一個不爭的事實。四.堅持以人為本，加強經(jīng)營管理公司在今年的銷售過程中，雖然取得了良好的成績，但是隨著人員的增加，各類費用與開支也在增大，使得公司的利潤得不到體現(xiàn)，而且還出現(xiàn)了一系列的問題，那么在市場經(jīng)濟條件下，怎樣才能提高公司效益，提高員工的收益，是今年一直以來在探討的一個問題。從內部來看，員工的積極性不高，出現(xiàn)了相互攀比工資高低的心理，工作不專心、不敬業(yè)，使得部門之間的協(xié)調性降低;從外部條件來看，不管是客戶資源還是供方給予的支持，公司是具備獲得更大利潤這個條件的;怎樣才能解決員工的問題，1、就是要從根本上來尋求一個合理的機制，“獎勤者，罰懶者”，做到獎罰分明，激勵機制健全，才能調動起大家的積極性，但是這是一個漸進的過程，必須要依靠公司骨干分子起帶頭作用;

2、加強管理，要以實際行動樹立榜樣，要做到上梁正下梁才不歪，加強管理的重點是實行崗位責任制，崗位責任制的優(yōu)點是責，權、利的統(tǒng)一原則，這樣有利于調動員工的積極性，但是一定要確定具體工作任務、工作質量和完成時間，切實做到事前有準備、事中有協(xié)調、事后有匯報，總之，老總和部門負責人對下屬員工的工作只看結果不看過程;

人、責任到崗。大家的干勁有了，公司的效益才會增長，正所謂有了大家才有小家，最終員工有了利益，這才是公司與員工最滿意的結果。這是我的個人看法和一點小小的建議，如有不足之處，懇請領導與各位同事的指正與批評。下半年中我部門一定繼往開來，做好下半年工作計劃同時切實做好后勤保障的工作，為我公司在新的一年中能取得更好的經(jīng)濟效益和社會效益付出應盡的一點微薄之力。

第四篇：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，資產規(guī)模持續(xù)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(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。

資產質量持續(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(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”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?shù)靥岣咿r業(yè)生產科學化、集約化水平；新設和籌建村鎮(zhèn)銀行7家，“三農”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，按照國家產業(yè)政策和市場情況調整資源配置，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，又以信貸結構調整促進國家產業(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。重點調控“兩高一?！毙袠I(yè)、房地產業(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(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。全行完成產品創(chuàng)新313項,創(chuàng)建 業(yè)內首家產品創(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企業(yè)，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(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，帶動全行境內外投資銀行業(yè)務收入較上年增長48.22%；銀團貸款、國內保理等業(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(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型，大大增加了柜員與客戶交流的時間，轉型后網(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量的第二代網(wǎng)點轉型項目正穩(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、產品開發(fā)、后臺管理等業(yè)務的專業(yè)化團隊。

建行服務質量有了明顯提升。2009年下半年，針對營業(yè)網(wǎng)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(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(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“兩高一剩”的16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，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《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)濟結構調整和小企業(yè)、三農、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(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.

第五篇：IFC51期助教財務公布

IFC51期助教財務公布

6.15收入：陽黎紅請事假樂捐200

6.16收入：生活費74人*100=7400

6.17收入：生活費滕艷100

6.17收入：蔣理退出之前遲到樂捐：200

6.17支出：早餐合計：335

6.18支出：早餐合計：881

6.19收入：曾歆然遲到樂捐：200

6,19收入：張小波死擋（曾歆然）樂捐：400

6.19支出：早餐合計：949

6.19統(tǒng)計：收入合計8500

支出合計2165

剩余合計6335

7.11收入：新早餐8人*100=800

7.10---7.12新收：罰款500

7.10支出：早餐合計：1211

7.10支出：晚上改卷礦泉水和面包合合計：254

7.11支出：早餐合計：1152

7.12支出：早餐合計：895

7.14統(tǒng)計：收入合計1300+6.19剩余合計6335=7635支出合計3512

剩余合計4123