中国建设银行公布2009年中期业绩
中国建设银行公布2009年中期业绩
坚持积极稳健经营 各项业务扎实推进
资产总额破九万亿，经营业绩保持稳定。截至
受存贷款基准利率下调、个人住房贷款利率浮动下限放宽及其他不可比因素影响，全行上半年实现经营收入1,314.7亿元，较上年同期下降3.15%；税前利润、净利润为724.7亿元、558.4亿元，同比分别下降4.2%和4.9%，盈利水平符合预期。同期，建行年化平均资产回报率、年化平均股东权益回报率分别为1.34%和22.54%，较上年全年分别提高0.03和1.86个百分点，整体盈利趋势向好。上半年，建行进一步加强全面成本管理，千方百计增收节支，成本收入比较上年全年再降1.64个百分点至35.13%，保持在较低水平。
面对新的形势，建行加快推进金融产品服务创新，大力发展中间业务。截至
信贷投放总量适度，业务结构不断改善。今年上半年，建行严格执行适度宽松的货币政策，增强信贷业务经营的主动性，确保信贷投放总量适度、结构得当、节奏合理、质量良好，充分发挥信贷对实体经济的支持作用。截至
上半年，建行新增贷款主要集中在拉动内需、改善民生的基础设施建设及其他重要行业领域。投向基础设施行业贷款新增2,884.2亿元，增速达24.3%，新增额在公司类贷款新增额中占比达56.1%。个人贷款余额达到9,484.5亿元，较上年末新增1,269.2亿元；其中个人住房贷款余额7,149.2亿元，余额、增加额继续保持同业领先地位。上半年新增贷款支持了国家四万亿经济刺激计划项目462个，共发放贷款2,265亿元，投放国家十大振兴产业贷款余额达8,043亿元。新增贷款前五大板块是与拉动内需密切相关的租赁和商务服务业，制造业，水利环境和公共设施管理业，交通运输、仓储和邮政业，电力、燃气及水的生产和供应业，在全部新增贷款中的占比达76.42%。
建行坚持“有保有压”，严控对“两高一资”、产能过剩行业的新增贷款，果断从风险较大、不良率较高的行业中退出，同时合理控制票据业务规模。截至
服务“三农”和小企业，推进民生领域业务发展。建行将小企业和“三农”金融服务作为信贷业务重点，有效满足小企业和“三农”客户的信贷需求。今年上半年，建行小企业业务专业化经营取得新进展，成立了一级部建制的小企业金融服务部，专门负责全行小企业金融服务工作；“信贷工厂”模式小企业经营中心新增26家达104家，增幅为三分之一；创新推出面向小企业的小额无抵押贷款、助保金贷款等新产品，加大“e贷通”网络银行贷款业务推进力度，通过网络银行业务向921家企业发放1,059笔贷款，金额达22.4亿元。截至
建行加大支持“三农”力度，截至
根据政策导向和市场发展，建行抓住时机拓展民生领域业务，推出“民本通达”系列新的服务品牌，为教育、医疗、社保、环保事业发展提供金融支持，受到市场欢迎和肯定。同时，建行还将支持灾区基础设施建设作为服务民生的重点之一，上半年累计向地震灾区发放灾后重建贷款119亿元。
全面加强风险管理，资产质量稳步提升。针对上半年信贷运行中的新情况、新问题，建行将强化风险管控和抓住业务发展机遇有机结合起来，防范各类风险，实现了信贷业务经营从注重数量速度到注重质量结构的转变，资产质量进一步优化。截至
在信贷投放中，建行严格信贷准入和审批标准，加强重点客户和重点领域风险排查，改善信贷结构和客户结构。建行还着力强化贷后管理，对公预警客户跟踪管理系统全面上线，优化贷后管理自评估和流程，做好风险预警和处置。同时，建行以大额关注类客户和大额不良客户为重点，加大不良贷款处置力度，处置不良贷款196亿元，比去年同期多处置63亿元。
在继续减持高风险的外币资产的同时，建行加强海外机构风险管理。外币债券投资组合账面价值较上年末减少59.9亿美元，外汇敞口较上年末大幅缩减，并加强了对海外机构业务经营和风险控制的统一管理。
为提高抵御风险能力，建行坚持均衡稳定地计提资产减值准备。截至
海外布局取得突破，渠道建设全面推进。上半年，建行国际化战略取得了突破性进展，伦敦子银行、纽约分行于今年6月相继开业。目前，建行已在全球重要金融市场开设7家分行、2家子银行和1家投资银行，全球金融服务能力不断增强。
在完善海外业务网络的同时，建行境内服务渠道更加优化，服务水平和市场拓展能力有了进一步提升。随着网点转型持续深化，建行已有12,333 家零售网点实现功能转型，占零售网点总数的92%，另有百余家网点完成二代转型，营销服务能力不断增强；安装运行自动柜员机33,713台，较上年末新增1,817台。高端客户差别化服务渠道体系逐步完善，建成并开业理财中心达2,198家，财富中心109家，私人银行中心3家。电子银行服务平台发展迅速，上半年个人网上银行交易额 1.11万亿元，企业网上银行交易额10.15 万亿元；在线手机银行实现跨越式发展，客户数达到887 万户，完成交易额和交易量位居国内同业前列。电子银行与柜面交易量之比为64%，较上年末提高19个百分点。
建行的经营管理业绩受到众多媒体和机构的充分肯定，被国际权威媒体《欧洲货币》、《亚洲货币》杂志评为“中国最佳银行”。获得美国《环球金融》杂志、新加坡《亚洲银行家》杂志、香港《资本》杂志、《上海证券报》、中国扶贫基金会等媒体和机构授予的“最佳公司贷款银行”、“中国风险管理成就奖”、“中国杰出零售银行”、“最佳理财品牌”、“中国扶贫基金会20年特别贡献奖”等多项荣誉。
今年下半年，建行将继续贯彻落实国家宏观调控政策，做好支持经济建设、服务大局的各项工作，把握好信贷投放重点、力度和节奏，进一步推进结构调整，保持对基础设施建设和中小企业、“三农”等重点领域的金融支持力度，加强风险监控和贷后管理，努力实现全行各项工作目标，为巩固经济企稳回升势头、促进经济平稳较快发展做出更大贡献。
China Construction Bank Corporation Announces 2009 Interim Results Proactive & Prudent Operating Approach Maintained Solid Progress in All Lines of Business Made 21 August, 2009 - China Construction Bank Corporation (“CCB” or “the Bank”) announced its 2009 interim results today. In the first half of this year, CCB thoroughly implemented the Central Government overall policies of “Expanding Domestic Demand, Guaranteeing Growth and Adjusting Economic Structure”. In doing so, a proactive yet prudent operating approach was adopted, operational risk was strictly monitored, credit supply tempo was reasonably controlled, business structure adjustments were entrenched and integrated customer service standards were continuously raised. Thus, while contributing towards the stabilisation and revival of the national economy, the Bank was able to achieve its predetermined operational and management objectives. Total assets exceed RMB9 trillion while operating results remain stable. As of 30 June 2009, CCB’s total assets reached RMB9,110.17[] billion (unless otherwise stated, the Group’s data set forth herein are reported in RMB in accordance with the International Financial Reporting Standards on a consolidated basis), representing an increase of RMB1,554.72[] billion or a 20.6[]% growth over the end of the previous year. In the same period, total customer deposits bankwide rose by RMB1,234.11[] billion or 19.4[]% to RMB7,610.02[] billion, laying a sound liquidity foundation for business development. As a result of downward adjustments in benchmark deposit and lending interest rates, a relaxation of the floating minimum interest rates for residential mortgage loans and other non-comparable factors, an operating income of RMB131.47[] billion was achieved for the first half of 2009, which was a decline of 3.15[]% from the same period in the previous year. Profit before tax and net profit were RMB[]72.47 billion and RMB55.84[] billion, which were respectively a year-on-year decrease of 4.2[]% and 4.9[]%, and such profitability was in line with expectation. In the same period, CCB’s annualised return on average assets and annualised return on average equity were 1.34[]% and 22.54[]%, up 0.03[] and 1.86[] percentage points respectively over corresponding figures for the whole of last year. Thus the Bank’s overall profitability was trending upward. In the first half of 2009, comprehensive cost management in CCB was further intensified and every possible means of increasing revenues and minimising expenditures was employed. As a result, its cost-to-income ratio was maintained at a rather low level: there was a further drop of 1.64[] percentage points from that of the whole last year to 35.13[]%. In view of new circumstances, CCB has quickened its pace of introducing new and innovative financial products and services and expanded its intermediary businesses vigorously. As of 30 June, a net fee and commission income of RMB23.42[] billion was achieved, which was a year-on-year increase of RMB3.25[] billion or a growth of 16.1[]% over the same period in the previous year. The portion of net fee and commission income in operating income reached 17.82[]%, representing an increase of 2.96[] percentage points over the same period last year. Thus, the contribution of net fee and commission income to the overall profitability of the Bank was further increased. Concurrently, emerging products and services such as investment banking, asset custody, enterprise annuity and electronic banking all witnessed rapid development, leading to a significant strengthening of CCB’s market competitiveness. Moderate total credit supply, but relentless business structure optimisation. In the first half of 2009, by strictly implementing a moderate easing of monetary policy, boosting initiatives in credit business operations, CCB ensured that total credit supply was moderate in its total amount, appropriate in structure, reasonable in tempo and sound in quality, and a full support was given to the real economy. As of 30 June, its total loans and advances to customers amounted to RMB4,525.36 [] billion, an increase of RMB731.41 [] billion or 19.3[]% from the end of last year, a record high rate for years. In the first half of 2009, CCB’s new loans were mainly used in infrastructure construction and other key industrial sectors involved in stimulating domestic demand and improving people’s livelihood. New loans extended to the infrastructure industry grew 24.3[]% to RMB288.42[] billion, accounting for 56.1% in the new corporate loans. The balance of personal loans increased by RMB126.92[] billion from the end of last year to RMB948.45[] billion, of which the balance of residential mortgage loans was RMB714.92[] billion. CCB was the leader in the residential mortgage business in terms of balance amount and additional amount. CCB’s new loans of RMB226.5[] billion in the first half of 2009 were involved in supporting 462[] projects in the State’s RMB4 trillion stimulus package, while the balance of loans used in the stimulation of 10 key industries amounted to RMB804.3[] billion. The top five sectors receiving the new loans were all contributors to stimulating domestic demand: leasing and commercial services; manufacturing; water, environment and public facility management; transportation, warehousing and postal services; and power, fuel gas and water generation and supply. Together, these five sectors accounted for 76.42[]% of all new loans. CCB has been adhering to the policy of “guaranteeing loans to some industries while suppressing loans for some others” by restricting new loans to “high pollution, high energy consumption, resource-dependent” and overcapacity industries and withdrawing from industries with high risks or high non-performing loan ratios while keeping the scale of its bill business under reasonable control. As of 30 June, CCB voluntarily retracted RMB29.43[] billion in loans while its new discounted bills amounted to RMB88.57[] billion, accounting for 12.1[]% of all new loans—a relatively low level among major commercial banks in China. Providing services to “Three Rurals” & small enterprises and fostering business development in livelihood sectors. By making financial services for small enterprises and the “Three Rurals” (farming industry, farmers and rural areas) the focus of its credit business, CCB has effectively met their credit demand. In the first half of 2009, progress was made in the specialised operating of CCB’s small-enterprise business. A small-enterprise financial services department was formed to take charge of all small enterprise financial services of the Bank. Furthermore, the number of small-enterprise business centres operating under “Credit Factory” mode was increased by 26 to 104—a one-third increase. New and innovative products such as small amount unsecured loans and loans for social security payments targeting small enterprises were also launched. In addition, promotion of the “e-Loan Channel”, an online-banking loan business, was intensified, and as much as 1,059[] loans totalling RMB2.24[] billion were extended to 921 enterprises. As of 30 June, new loans to small and medium enterprises grew 18.1[]% to RMB186.3[] billion, comprising 31[]% of all new corporate loans. In stepping up support for the “Three Rurals” clientele, CCB’s agriculture-related loans increased by 25.2[]% or RMB107.38[] billion as of 30 June 2009. Following the establishment of Hunan Taojiang Jianxin Rural Bank, a second one—Zhejiang Cangnan Jianxin Rural Bank—was set up in May. In addition, promotion of small amount loans for farming households was carried out in provinces such as Xinjiang and Heilongjiang, resulting in new loans of RMB1.71[] billion and accounting for one-third of such loans in large-scale banks, in the first half of the year. In accordance with policy orientation and market development, CCB has seized the moment for the development of livelihood sector business. A series of services under a new brand name with the “social welfare” theme were launched to provide financial support for the development of businesses in education, healthcare, social welfare and environmental protection, which were well received and recognized by the market. At the same time, support for infrastructure construction in disaster areas has been made a key direction for CCB to provide livelihood services. In the first half of 2009, the Bank issued a cumulative total of RMB11.9[] billion in post-disaster reconstruction loans to earthquake-stricken areas. Comprehensive strengthening of risk management & steady improvement of asset quality. In view of the new situation and new issues associated with credit operations in the first half of 2009, CCB has integrated its efforts in strengthening risk management and control with its focus on seizing opportunities for business development. Subsequently, it has succeeded in the prevention of various types of risk and achieved a switch from focusing on quantity and speed to focusing on quality and structure in its credit business, thereby further optimising its asset quality. As of 30 June, it had non-performing loans of RMB77.21[] billion, a decrease of RMB6.67[] billion from the end of last year. Since its non-performing loan ratio of 1.71[]% was 0.50[] percentage points lower than at the end of last year, CCB was able to maintain a “dual lowering” trend in these two indicators. In supplying credit, CCB has been vigorous in carrying out its credit access and approval standards. In addition, in a bid to improve its credit structure and customer structure, risk investigations of key customers and key sectors have been stepped up. Special efforts have also been paid to intensify post-lending management. CCB’s monitoring and management system for corporate customers that have triggered early warning are fully operational while the self-assessment and workflow of post-lending management have been optimised for enhanced early warning and risk handling. At the same time, with particular focus on customers with large special-mention loans and large non-performing loans, the Bank has increased efforts in disposing of non-performing loans. During the first half of 2009, the amount of non-performing loans disposed was RMB19.6[] billion, an increase of RMB6.3[] billion compared to the same period last year. While continuing to reduce its stake in high-risk foreign currency assets, CCB has been strengthening risk management in its overseas branches. In the first half of 2009, the carrying amount of the foreign currency debt securities investment portfolio held by CCB was reduced by US$5.99[] billion compared to the end of last year, resulting in a drastic reduction in foreign currency exposure. There were also increased efforts to integrate the management of business operations and risk control in CCB’s overseas branches. In order to enhance its risk mitigation capabilities, CCB insists on a balanced and steady charging of allowances for impairment losses on assets. As of 30 June 2009, CCB’s provision coverage was 150.51[]%, which was 18.93[] percentage points higher than at the end of last year and at a relatively high level in the domestic banking sector. During the same period, with a capital adequacy ratio of 11.97[]% and core capital adequacy ratio of 9.30[]%, capital adequacy was maintained at steady levels. Breakthrough in overseas deployment; comprehensive advancement in channel construction. CCB’s internationalisation strategy saw a breakthrough in the first half of this year with the opening of a subsidiary bank in London and a branch in New York in June. Currently, with seven branches, two subsidiary banks and one investment bank set up in major financial markets around the world, CCB’s capability in providing global financial services is being continuously enhanced. While CCB’s overseas business network is expanding, its domestic service channels have further improved and its service standards and market expansion capabilities have been raised. As the Bank continues with the execution of its branch transformation project, 12,333 or 92% of its branches have already undergone functional transformation. On top of this, more than 100 of the branches have completed a second generation of transformation, resulting in continued strengthening of their marketing service capability. The number of ATMs installed and in operation increased by 1,817 from the end of last year to 33,713. With 2,198 financial management centres, 109 wealth management centres and 3 private banking centres set up and in operation, CCB’s system of channels for providing differential services for high-end customers is taking shape gradually. Its electronic banking service portal has also witnessed rapid development. In the first half of 2009, the transaction amount for personal online banking was RMB1.11 trillion,[] while the transaction amount for corporate online banking was RMB10.15 trillion[]. With the number of customers reaching 8.87 million[], CCB’s mobile phone banking business is developing in leaps and bounds. It is leading the domestic banking industry in terms of completed transaction amounts and transaction volume. During the period, the ratio of transaction volume through electronic banking to that through front desk reached 64%, an increase of 19[] percentage points over the end of last year. CCB’s operating and management performance is fully recognised by leading media outlets and institutions. It was awarded the “Best Bank in China” by Euromoney and the “Best Domestic Bank in China for In the second half of this year, CCB will continue with the thorough implementation of the State’s macroeconomic control policies and do a good job of supporting economic construction while serving the overall interests of the country. To this end, CCB will manage its credit focus, the magnitude and tempo of credit supply properly, further drive structural adjustments, maintain financial support to key areas such as infrastructure construction, small and medium enterprises and the “Three Rurals”; and intensify risk monitoring and control as well as post-lending management. By endeavouring to achieve all these bankwide objectives, CCB will be able to contribute more in gaining the momentum of the economic rebound and fostering the stable, yet brisk economic development.
