中国建设银行公布2006年度业绩五大亮点显示强劲发展势头
中国建设银行公布2006年度业绩五大亮点显示强劲发展势头
- 经营收入上升17.78%，为人民币1,515.93亿元
（二零零五年为人民币1287.14亿元） - 税前利润上升18.70%，为人民币657.17亿元
（二零零五年为人民币553.64亿元） - 调整后净利润上升18.02%，为人民币463.19亿元 ( 1）
（二零零五年为人民币392.48亿元） - 平均资产回报率为0.92%
（二零零五年为1.11%） - 平均股东权益回报率为15.00%
(二零零五年为21.59%) - 净利息收益率为2.79%
(二零零五年为2.78%) - 资产总额上升18.81%，为人民币54,485.11亿元
（二零零五年年末为人民币45,857.42亿元） - 二零零六年拟派年度现金股息为每股人民币0.092元
（二零零五年末期股息为每股人民币0.015元） - 资本充足率为12.11% （2）
（二零零五年年末为13.59%） - 核心资本充足率为9.92% （2）
（二零零五年年末为11.08%） - 成本对收入比率为43.97%
（二零零五年为45.13%） - 不良贷款率为3.29%
(二零零五年年末为3.84%)
注 1.按照净利润扣除2005年中国政府给予本行作为重组一部分的所得税税收优惠计算。
2.按照中国银行业监督管理委员会颁布的指引和按照中国财政部颁布的《企业会计准则》、《金融企业会计制度》（2001年）及其它相关规定编制的综合财务报表计算。
2007年4月16日，中国建设银行股份有限公司(「建设银行」) (股票代号：0939)正式对外发布2006年年度业绩。2006年是建设银行完成公开上市后第一个完整经营年度。建设银行遵守《公司法》、《商业银行法》等相关法律法规，认真执行股东大会和董事会决议，依靠广大员工共同努力，取得了良好的经营业绩。全行业务快速增长，战略转型初见成效，业务结构明显优化，各项改革有序推进，基础管理和风险内控不断完善，资产质量稳步提高，盈利能力大幅提升，实现了对投资者和市场的承诺。截至2006年12月31日，建设银行资产总额达人民币54,485.11亿元，较上年增长人民币8,627.69亿元，增幅18.81%；资本充足率为12.11%；实现税前利润人民币657.17亿元，较上年增加人民币103.53亿元，增幅18.70%。建设银行每股盈利为人民币0.21元(2005年:人民币0.24元)；平均资产回报率为0.92%，平均股东权益回报率为15.00%。董事会建议向股东派发2006年度现金股息每股人民币0.092元。
业务全面快速发展 战略转型取得成效
2006年，在建设银行保持传统优势业务稳健增长的同时，加速实施业务战略转型，加快发展零售业务、中间业务、小企业业务和海外业务，使各项业务得到快速发展，为经营收入获得较快增长奠定了基础。2006年实现经营收入人民币1,515.93亿元，较上年增长17.78%；实现净利息收入人民币1,403.68亿元，较上年增长20.43%。
继续发扬在基本建设领域的传统优势，大力支持基础设施、基础产业和支柱行业项目建设，并且为客户提供了项目评估、造价咨询、工程决算等全程专业化服务。2006年末，全行固定资产贷款余额人民币10,382.40亿元，在对公贷款中占比为50.45%，比年初增加人民币1,958.25亿元。
个人类金融业务的集约化经营、专业化营销、流程化操作的水平进一步提高，业务快速发展。个人贷款余额和当年新增额均居国内同业首位。住房按揭贷款业务在贷款期限、还款方式、贷款选择等方面实行了10项新的服务措施，满足了客户的多样化需求。截至2006年12月31日，个人贷款余额人民币5,850.85亿元，增幅28.90%，其中个人住房贷款余额人民币4,280.39亿元，增长22.92%。
中间业务发展良好。中间业务管理与销售体系逐步完善，信用卡业务规模在同业中保持领先，信用卡（含准贷记卡）发卡量在国内首家突破1,000万张。其中，双币种信用卡累计发卡634万张，消费交易额达人民币404.67亿元，发卡量、消费交易额都实现同比翻倍增长。电子银行业务主要业务指标翻番增长，实现交易额同比增长227%，交易额达到人民币30.7万亿元。全行完成国际结算业务量1,903亿美元，比上年同期增长35.05%。理财类业务在创新中发展，连续成功发售多期“利得盈”、“汇得盈”理财产品，吸引了一大批优质客户。适时推出QDII，实现了代客境外理财业务零的突破。托管业务规模快速扩大，2006年新增托管基金20只，并列国内同业第一位。
各项新兴业务发展迅速。获得了“首批人民币银行间市场结售汇做市商”、“最佳中小企业融资方案”等成果与荣誉。全年承销短期融资券人民币657.75亿元，较上年增长56.24%，继续居国内市场第一。代客外汇买卖、结售汇业务量为1,233亿美元，同比增长27.51%。小企业贷款在严格风险控制的前提下得到长足发展，贷款增速达到26.43%，呈现出健康发展的良好势头。
坚持审慎经营和科学发展 资产结构进一步优化
2006年，建设银行根据国家宏观调控和产业政策，审慎发放贷款，优化了贷款结构。2006年底，基础设施、基础产业和支柱行业的基本建设贷款余额为人民币7,114.56亿元，占全行贷款的24.76%。同时，修订了行业准入、退出政策，压缩产能过剩和潜在过剩行业贷款，将回收的贷款资金用于基础设施和优质客户的贷款需求。贷款结构有所优化，内部信用评级A级(含)以上对公客户贷款占比为83.56%，比上年提高5.7个百分点。全行个人类贷款占各项贷款余额比重已经上升到20.36%，比上年提高1.90个百分点。
建设银行严格遵守商业银行规定，在流动性过剩的情况下，将富余资金用于上存准备金、购买央行票据、金融债等低风险产品，严禁用于投资房地产、流入股市或者违规拆借。2006年末，债券投资达到人民币18，997.75亿元，增加人民币4，975.76亿元，超过贷款增量，增幅达35.49%。
金融创新活力展现 中间业务收入增幅创历史新高
建设银行践行“以客户为中心”的经营理念，探索建立全员参与、积极合作的创新文化和创新机制。实行业务部门、管理部门、科技部门组成的专业化研发团队的模式，建立了个人金融开发中心、电子银行开发中心等专业化研发机构。市场反应速度和创新能力明显提高，推动了中间业务的发展。当年全行实现净手续费及佣金收入人民币135.71亿元，增幅60.51%。净手续费及佣金收入占全行经营收入比率达到8.95%，较上年提高2.38个百分点。
在个人金融服务和理财方面，率先推出人民币个人存款全国通存通兑业务，客户可在境内任何一家建设银行营业网点直接存取现金、转账、账户查询；与美国银行合作推出了ATM免费取现和直联汇款业务，深受客户欢迎；成功发售19期人民币理财产品“利得盈”；滚动发行17期个人外币结构性存款产品“汇得盈”；基金首发代销33只，首发代销额达到人民币646亿元，继续保持市场份额第一。在公司金融服务方面，成功开办了非上市股份公司股份转让的资金结算业务；成为首家标准仓单贷款试点行，获准在期货交易所开办质押席位；成功获得B股客户交易结算资金银行第三方存管的唯一试点银行资格。资产托管等业务市场竞争力进一步提升，2006年托管费收入较上年增长56%；通过开展这些创新性业务，公司银行业务的净手续费和佣金业务收入达到56.35亿元，较上年增长77.42％。
深化内部管理改革 管理能力不断提升
2006年，建设银行内部管理改革向纵深推进，提高了风险控制和成本管理能力。2006年，建设银行信贷资产质量持续提升，不良贷款额和不良贷款率分别较上年末减少人民币0.70亿元和下降0.55个百分点。成本对收入比率为43.97%，较上年下降1.16个百分点。
推行了风险管理体制改革，初步建立起了全面风险管理体系。形成了从总行首席风险官到一级分行风险总监、二级分行风险主管以及县级支行风险经理的垂直报告风险管理框架，建立了风险管理的垂直报告路线、风险经理和客户经理“平行作业”的机制。
对审计系统进行了优化整合，形成了8个审计分部和30个总审计室的机构布局，审计机构直接对总行负责。审计体系的完善，进一步提高了审计质量，提供了多项重大审计信息。
实行会计和业务运营管理体制改革，实现柜台业务处理前后台
分离，批量业务由后台集中专业化处理，既释放了前台营销和服务功能，使柜面服务质量和客户满意度稳步提升，又提高了后台业务批量处理的能力，节约了大量的人力、物力。
推进人力资源管理改革。总行本部启动了新的人力资源管理体制改革，在过去以职务层级管理为主的体制中引入岗位管理，朝着建立市场化人力资源管理模式迈出了重要一步。积极借鉴现代企业人力资源管理的先进方法，加强员工培训。2006年，举办各类脱产培训项目7，071期，培训40.22万人次，员工队伍整体素质有一定程度的提高。
战略合作取得新成果 海外并购迈出新步伐
2006年，建设银行加强与美国银行、淡马锡及亚洲金融控股私人有限公司战略投资者的合作，取得阶段性成果。与美国银行重点在零售业务、风险管理和IT等方面实施了20个合作项目，已完成6个项目，收效明显。在江苏、四川试点的网点转型项目，对岗位设置、业务流程和环境功能等方面实施了32项改进措施，试点网点日均客户量增长25%，96%的客户等候时间在10分钟以内。同时，学习分享了美国银行、淡马锡在资金交易、全球现金管理等方面的管理经验；引进“六西格玛”管理方法的合作进展顺利。
在海外并购方面，建设银行亦取得重大突破。作为海外战略的
重要一步，2006年，建设银行以97.10亿港元成功收购了美国银行（亚洲）有限公司。12月份，美国银行（亚洲）股份有限公司正式更名为中国建设银行（亚洲）股份有限公司。完成并购后，建设银行在香港的业务规模迅速扩大为原来的两倍，客户贷款额由原来的第16位升至第9位，并快速搭建起建设银行在港澳地区的零售业务发展平台，为增强对港澳地区以至东南亚地区的客户服务能力和市场竞争力打下了良好的基础。
总体回顾与展望
中国建设银行行长张建国表示:“2006年，建设银行继续保持传统优势业务的稳健增长，同时积极拓展零售业务、国际业务、资金及理财等业务，推进中小企业和新兴业务发展，业务全面快速增长，资产、负债和收入结构调整成效显著，履行了建设银行在上市路演时对潜在投资人和市场的承诺。”
郭树清董事长表示：“新的一年里，我们将继续贯彻落实‘以客户为中心'的经营理念，深化各项管理体制改革，强化风险管理和内控措施，加快业务转型、结构调整和产品创新。坚信在广大客户、股东和社会各界人士的支持下，经过董事会、监事会、管理层和全体员工的共同努力，本行定能把握机遇，再创佳绩！”
公司简介：
中国建设银行股份有限公司（以下简称“本行”）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，于1996年易名为中国建设银行，是中国的四大国有商业银行之一。本行由原中国建设银行于2004年9月分立而成立，承继了原中国建设银行的商业银行业务及相关的资产和负债。目前，建行总部设在北京，截至2006年年末，在境内设有13,629个分支机构，并在香港、新加坡、法兰克福、约翰内斯堡、东京及首尔设有分行，在伦敦、纽约设有代表处，全资拥有中国建设银行（亚洲）股份有限公司，持有中德住房储蓄银行75.1%的股权和建信基金65%的股权，拥有员工297,506人。
2006年7月，在英国《银行家》杂志公布的按照一级资本排名的2005年世界1000强银行排名中，建行列第11位，在国内银行中居首位。2006年9月11日，建设银行正式入选恒生指数成份股，首开H股公司“染蓝”先河。2006年11月，在《21世纪经济报道》、香港中文大学工商管理学院和北京大学光华管理学院共同发布的“2006亚洲银行竞争力排名”中，建设银行名列亚洲第四位，在入选的中国内地商业银行中排名第一，被评为中国内地银行中最具竞争力的商业银行。在由《中国新闻周刊》和中国红十字基金会联合主办的全国评选活动中获“2006最具责任感企业”奖。同时，被香港《财资》杂志评为“2006年度最佳本地银行”。
建行主要经营以下三类业务：
公司银行业务：向公司客户、政府机构客户和金融机构客户提供包括公司类贷款、贸易融资、存款、代理服务，以及顾问与咨询、现金管理、汇款及结算、托管及担保服务等多种金融产品和服务；
个人银行业务：向个人客户提供包括个人贷款、存款、银行卡、个人理财，以及汇款和证券代理服务等金融产品和服务；
资金业务：管理货币市场活动，包括银行间同业拆借交易及回购交易；管理投资组合，包括持有证券作买卖及投资用途；以及进行自营式的代客，包括外汇及衍生工具交易；
建行股票于2005年10月27日在香港联合交易所上市交易，股票代号为0939。
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前瞻性陈述
此新闻稿包含若干对集团财务状况、经营业绩及业务的前瞻性陈述。前瞻性陈述包含集团对未来事件的信念及期望，涉及已知、未知及不明朗因素。务请注意，多种因素均可导致实际结果偏离任何前瞻性陈述所预期或暗示的情况，在某些情况下甚至会出现重大偏差。某些字词例如「潜力」、「预期」以及这些字词的其它组合形式及类似措辞，均可视为「前瞻性陈述」。
China Construction Bank Corporation Announces 2006 Annual Results Highlights in five areas show growth momentum
Operating income rose 17.78% to RMB151.593 billion
(2005: RMB128.714 billion)
Profit before tax rose 18.70% to RMB65.717 billion
(2005: RMB55.364 billion)
Adjusted net profit increased 18.02% to RMB46.319 billion（1）
(2005: RMB39.248 billion)
Return on average assets of 0.92%
(2005: 1.11%)
Return on average equity of 15.00%
(2005: 21.59%)
Net interest margin of 2.79%
(2005: 2.78%)
Total assets increased by 18.81% to RMB5,448.511 billion
(As at 31st December 2005: RMB4,585.742 billion)
Proposed cash dividend per share for 2006 is RMB0.092
(Final dividend per share for 2005: RMB0.015)
Capital adequacy ratio of 12.11% （2）
(As at the end of 2005: 13.59% )
Core capital adequacy ratio of 9.92% （2）
(As at the end of 2005: 11.08%)
Cost-to-income ratio of 43.97%
(2005: 45.13%)
Non-performing loan ratio of 3.29%
(As at the end of 2005: 3.84%)
Note: (1)Calculated by excluding the effect of the tax exemption in 2005 granted by the People’s Republic of China (“PRC”) government in relation to the restructuring of the Bank from the net profit. (2) Calculated in accordance with the guideline issued by the China Banking Regulatory Commission (the “CBRC”) and the consolidated financial statements prepared in accordance with the Accounting Standards for Business Enterprises, the Accounting Regulations for Financial Enterprises (2001) and other relevant regulations issued by the Ministry of Finance of the PRC.
Hong Kong, 16 April 2007 – China Construction Bank Corporation (“CCB” or the “Bank“) (Stock Code:0939) today announced its 2006 annual results. 2006 was the first complete year of operations for the Bank after its listing in Hong Kong. In 2006, CCB achieved good operating results by executing resolutions made in the general meeting of shareholder and by the Board of Directors (the “Board”) according to applied laws and regulations, such as “Corporate Law” and “Law on Commercial Banks”, strengthening unity and relying on the efforts of all employees. CCB delivered rapid growth in its business, preliminary positive results from business strategy transformation, significant improvements in operational structure, a gradual progress in reforms, continuous improvements in basic management and internal risk control, a stable enhancement in asset quality, as well as a considerable increase in profitability, fulfilling its commitments to investors and the market. As of 31 December 2006, the total assets of CCB were RMB5,448.511 billion, an increase of RMB862.769 billion or 18.81% from 2005. Capital adequacy ratio was 12.11%. Profit before tax rose by RMB10.353 billion or 18.70% from 2005 to RMB65.717 billion in 2006. The Bank’s earnings per share for 2006 were RMB0.21 (2005: RMB0.24), with return on average assets at 0.92% and return on average equity at 15.00%. The Board has recommended a cash dividend of RMB 0.092 per share for 2006.
Rapid Business Growth and Results in Strategy Transformation
In 2006, CCB not only maintained traditional advantages to drive stable growth in its operations, but also accelerated the transformation of its business strategy and the development of businesses in retail banking, fee-based services, small-sized corporate business and overseas operations. This led to a rapid and comprehensive development in the Bank’s operations and, as a result, set a solid foundation for a faster increase in operating income. During the year, the Bank achieved an operating income of RMB 151.593 billion, an increase of 17.78%, and recorded a net interest income of RMB 140.368 billion, an increase of 20.43%, compared to 2005.
CCB continued to enhance its traditional strengths in the infrastructure loan business and provided great support to infrastructure projects and corporations as well as basic and pillar industries. In addition, the Bank offered its clients a complete set of professional services for project assessment, consultation of project costs and final accounts upon completion of construction. At the end of 2006, the Bank’s fixed assets loan balance was RMB1,038.24 billion, which represented an increase of RMB195.825 billion compared to the beginning of 2006 and accounted for 50.45% of the Bank’s corporate loans.
CCB achieved rapid development in the business of personal-finance services as its standards were further enhanced in its centralized operation, professional sales and marketing activities and operating workflow. Both the balance and the increment for 2006 of personal loans topped those of other Chinese banks. In the residential mortgage business, the Bank launched 10 new repayment services, including new choices of loans and repayment methods to respond to various needs from clients. As of 31 December 2006, the Bank’s personal loan balance rose by 28.90% to RMB585.085 billion, of which the residential mortgage loan balance was RMB428.039 billion, an increase of 22.92% from 2005.
The Bank’s fee-based services showed sound development, where management and sales systems were optimized. CCB maintained its leading position among other banks in China in the credit-card business, and was the first Chinese bank to attain a credit-card (including semi-debit card) circulation above 10 million, of which 6.34 million were dual-currency credit cards, with a total card spending of RMB40.467 billion in 2006. The number of new cards issued and card spending in 2006 doubled those of the preceding year. In the electronic banking business, CCB doubled its business in several major service sectors. The transaction amount of electronic banking reached 30.7 trillion in 2006, representing a year-on-year growth of 227% . Compared with the same period in 2005, the Bank’s international settlement volume grew by 35.05% to US$190.3 billion. Driving the growth of its wealth-management sector with innovations, CCB successfully marketed a series of "Profit from Interest" and "Profit from Exchange" products which attracted a number of premium clients. Furthermore, the launch of services in response to the QDII scheme was a breakthrough in representing clients wishing to manage offshore investments. With a rapid expansion in custodial operations, CCB launched 20 custodial funds in 2006, one of the highest among the players nationwide.
Rapid development was also seen in the Bank’s emerging banking services, as highlighted by the recognition of CCB as one of the first dealers for exchange, settlement and sales among banks in the renminbi business, as well as the receipt of the award of best financing solution for SMEs. CCB secured the largest domestic market share in commercial paper underwriting, recording a total of RMB65.775 billion, an increase of 56.24% over the preceding year. Our customer-driven foreign exchange trading as well as purchases and sales of foreign exchange reached the volume of US$123.3 billion, 27.51% higher than in 2005. Loans to small businesses developed rapidly, reaching a growth of 26.43% while maintaining stringent risk control. It represented healthy development in the Bank’s loan business.
Cautious Operation, Continuous Development and Optimized Asset Structure
Complying with the macro-control measures and industrial policies enforced by the Chinese government, CCB granted loans cautiously in 2006, and optimized structure of its loans. At the end of 2006, loan balance for infrastructure projects and corporations as well as basic and pillar industries was RMB711.456 billion, accounting for 24.76% of the bank’s total loans. In addition, CCB revised its policies of industrial entry and withdrawal, to reduce excessive productivity and potential excess of industrial loans, while allocating repaid loans to demand from borrowers in the infrastructure as well as quality clients. With these structural improvements in its loan business, 83.56% of the Bank’s corporate lending was rated class “A” and above in its internal credit-rating system, advancing 5.70 percentage points when compared with 2005. Meanwhile, the weight of personal loans in all sorts of loans rose by 1.90 percentage points to 20.36%.
Under excessive liquidity, CCB, having been complying regulations for commercial banks, retained its abundant capital as reserves and used it for investment in low-risk products, such as central bank bills and bonds, and prohibited the use of capital in investing the real estate and stock markets, or irregular call loans. At the end of 2006, the Bank’s investment in bonds reached RMB1,899.775 billion, an increment of RMB497.576 billion, or 35.49%, for the year. Incremental bond amount surpassed the amount of loans in 2006.
Innovative Financial Services and Historical High Increment in Intermediary Business
CCB is committed to its “customer-focused” philosophy, establishing an innovation-focused corporate culture with the involvement and co-operation of all of its employees. The Bank developed a professional R&D team, comprise of members from each of its operation units, management and technology departments, and established institutes for the research and development of the personal finance and e-banking businesses. CCB's fee -based services were boosted by its quick response to the market and its capability for innovation. In 2006, the Bank’s net fee and commission income amounted to RMB 13.571 billion, an increase of 60.51% when compared with 2005. With an advance of 2.38 percentage points, this revenue amounted for 8.95% of the total operating income of the Bank.
In the segments of personal finance and wealth management services, CCB was a pioneer, launching a countrywide reminbi business for bank deposits and cash withdrawal, which allows clients to make cash deposits and withdrawals, transfers and account inquiries at any of the Bank's domestic outlets. Through a collaboration with Bank of America, we concluded the free cash withdrawal project at ATMs, and launched direct remittance services, which have benefited customers of both banks. The Bank successfully launched 19 batches of the “Profit from Interest” RMB wealth management products, and 17 batches of “Profit from Exchange” personal foreign currency deposits products. In addition, CCB acted as a retail agency for the initial offerings of 33 funds in 2006 with a total fund size of RMB64.6 billion, maintaining the largest market share in China.
In corporate finance, CCB developed a settlement business for the equity transfer of non-listed companies, became the first bank to pilot a program in the loan business of standardized warrants, and obtained permission to operate collateral business in the futures exchanges, and was the only bank selected to conduct pilot programs on the third-party custody of settled funds in the B-share market. The Bank’s market competitiveness for asset-management services was further strengthened. In 2006, income from management fees rose by 56% from a year earlier. By engaging in these innovative business sectors, the Bank delivered a 77.42% increase in net fees and commission income to RMB5.635 billion.
Improved Internal Management Reforms and Boost in Management Capability
The Bank progressed in its international management reforms in 2006 to further enhance its risk and cost management ability. As a result, the Bank’s credit and asset quality saw a continuous improvement in 2006, with the amount of non-performing loans dropping by RMB70 million and the non-performing loan ratio dropping by 0.55 percentage points year-on-year. Cost-to-income ratio was 43.97%, down 1.16 percentage points when compared with 2005.
Reforms in risk management helped set up a preliminary framework for a comprehensive risk control system, creating a vertical reporting mechanism that runs from the Chief Risk Officer, to risk supervisors at tier-one and tier-two branches, to risk managers in County branches. A parallel operation system of risk managers and client managers was also established.
Optimization and integration of auditing systems gave rise to eight auditing branches and 30 auditing departments, all of which report directly to the headquarters. The comprehensive auditing system provided substantial important auditing information to the Bank and hence enhanced its auditing standards.
CCB restructured the accounting and operational management by segregating core operations into front and back office functions. Centralized handling of batch businesses at its back-office not only improved the service quality of front-office and increased customer satisfaction by releasing front-office’s sales and servicing ability, but also helped save a large amount of manpower and other resources by boosting the back-office’s ability to handle batch businesses.
The Bank’s headquarters debuted a new round of human resources management system reforms last year. The introduction of post management to the Bank’s original level-based management system marked an important advancement to a market-based human resources management mode. The Bank also actively referred to the latest human resources management methods to reinforce its staff training. In 2006, the Bank offered a total of 7,071 off-the-job training sessions to 402,200 enrolments, boosting the overall quality of its staff force.
New Heights in Strategic Partnership and Overseas M&A
In 2006, CCB enhanced its partnership with two strategic investors, namely Bank of America and Temasek Holdings (Private) Limited (“Temasek”), with milestone results. Among the 20 joint projects with Bank of America that focused on retail banking, risk management and information technology, six were duly completed, showing impressive performance. In addition, 32 improvement measures in staff deployment, business processes, and the branch environment were implemented as part of the Bank’s network transformation project at pilot branches in Jiangsu and Sichuan provinces. As a result, the average daily number of customers at the pilot branches recorded a 25% increase, and the waiting time for 96% of customers was reduced to within 10 minutes. Furthermore, CCB took reference from the management expertise of Bank of America and Temasek in capital transaction and global cash management. The management principles of “Six Sigma” were also introduced and implemented successfully with a collaborative effort.
CCB also achieved a significant breakthrough in overseas expansion. Taking an important leap in its overseas development strategy, CCB acquired Bank of America (Asia) Limited for HK$9.71 billion in 2006, and renamed the bank as “China Construction Bank (Asia) Corporation Limited” in December 2006. After completing the acquisition, CCB successfully doubled the scale of its business in Hong Kong, with its total amount of customer loans jumping from the 16th to the 9th highest in the city. The acquisition also enabled CCB to rapidly build up a retail-banking platform covering Hong Kong and Macau, thus laying a solid foundation for the Bank to enhance its customer service capabilities and market competitiveness in Hong Kong, Macau and Southeast Asia.
Overall Review and Prospects
“Over the past year, while we maintained a healthy growth in our traditional core business as we also actively expanded our retail, international, treasury and wealth management businesses, thus boosting the development of our small-and- medium-sized enterprise business, as well as other emerging business segments,” said Mr. Zhang Jianguo, President of CCB. “This further accelerated our business growth, which, together with the remarkable results in the optimization of our asset, liability and income structures, fulfilled our promises to prospective investors and the market made in our pre-listing roadshow.”
“Looking forward to the coming year, we will persist in our commitment to a ‘customer-focused’ philosophy, with an aim to uplift our management-system reforms, enhance our risk management and internal controls, as well as speed up our business transformation, structural adjustment and product innovation,” said Mr. Guo Shuqing, Chairman of CCB. “Thanks to the support of our customers, shareholders and the community, together with the combined efforts of our Board of Directors, Board of Supervisors, Management and staff force, we are confident that we can leverage upcoming opportunities to strive for even better results.”
Background Information:
The history of the China Construction Bank Corporation (“the Bank”), today one of the four largest commercial banks in China, 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 13,629 branches and sub-branches in Mainland China as of the end of 2006, and maintained overseas branches in Hong Kong, Singapore, Frankfurt, Johannesburg, Tokyo and Seoul, representative offices in London and New York. The Bank holds 100% interest of China Construction Bank (Asia) Corporation Limited, 75.1% interest of Sino-German Bausparkasse, and a 65% interest in CCB Principal Asset Management Co. Ltd. It has a total of 297,506 staff.
In July 2006, the Bank was ranked first among all Mainland Chinese banks and 11th among all banks worldwide on the “Top 100 Banks in China” and “Top 1000 World Banks” listings complied by The Banker magazine, based on the tier-one capital of the banks worldwide. It became the first H-share constituent of the Hang Seng Index on September 11, 2006. In November 2006, the Bank was ranked fourth in the “2006 Asian Banks Competitiveness Ranking” jointly announced by 21st Century Business Herald, the Faculty of Business Administration of the Chinese University of Hong Kong, and Guanghua School of Management of Peking University – making it the most competitive bank in mainland China. The Bank also won the “Most Responsible Corporate Citizen in China 2006” in an event hosted by China News Weekly and the Red Cross Society of China Foundation, and was recently named “Best Domestic Bank in China 2006” by the Asset Magazine.
The business of CCB consists of three principal business segments:
-Corporate banking, which provides financial products and services to corporations, government agencies and financial institutions, including corporate loans, trade financing, deposit taking, agency services, consulting and advisory, cash management, remittance, settlement, custody and guarantee services;
-Personal banking, which provides financial products and services to individual customers, including personal loans, deposit taking, bank cards, personal wealth management, remittance and securities agency services; and
-Treasury operations, which manages money market activities, consisting of inter-bank transactions and repurchase transactions; manages our investment portfolio, including securities held for both trading and investment purposes; and conducts trading on behalf of customers, including foreign currency and derivatives trading on their accounts.
Shares of CCB began trading on the Stock Exchange of Hong Kong Limited on 27 October 2005 (Stock Code: 0939).
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Forward Looking Statements
This press release contains certain forward-looking statements regarding the Group's financial condition, operating results and businesses. Such forward looking statements represent the Group's expectations of or beliefs in future events, and involve known or unknown risks and uncertain factors that may lead to material deviations of actual results, performance or events from the results, performance or events explicitly stated or implied in such statements. Certain statements, e.g., those containing words such as "potential”, "estimate", and similar wordings or different expressions of such wording, may all be considered "forward looking statements".
