中国建设银行前三季度业绩继续保持良好态势
在国际金融形势剧烈动荡之际，中国建设银行股份有限公司24日对外发布了2008年第三季度报告。报告显示，2008年前三季度，建设银行资产负债规模稳健增长，业务结构调整进一步深化，综合盈利能力和风险管理能力持续提升，各项业务保持良好发展势头，核心绩效指标继续处于国内外同业领先地位。今年前三季度，建设银行经营收入达1,995.78亿元（以下数据除特别注明外均按国际会计准则计算，币种为人民币），同比增长25.11%；实现净利润842.67亿元，同比增长47.58%；每股盈利0.36元，同比增长44.00%。截至
资产负债规模稳健增长，信贷结构进一步优化。截至
改善内部管理流程，拓展战略合作维度。建设银行努力将“以客户为中心”经营理念嵌入全部制度和流程，从客户的角度对银行经营活动进行评估，改革内部管理架构，优化各项业务流程。2008年前三季度新启动流程优化项目305个，继续深化前后台分离、机构扁平化等组织结构再造项目。全行经营的专业化水平不断提升，截至9月底，共建成并开业85家财富中心、2家私人银行、50家小企业经营中心、272家个贷中心，以及一大批大客户服务团队和产品直销团队。同时，建设银行着眼于提升客户服务能力和风险管理水平，进一步拓展与美国银行战略合作的广度和深度。今年以来共实施13个战略合作项目、11个经验分享项目和7个咨询项目，合作领域涉及零售业务转型、金融租赁和信用卡等方面。截至2008年9月底，全行已有10,275家零售网点完成转型，占网点总量的79%；成立了5家客户体验中心，改进VIP客户销售与服务流程，有效改善客户服务体验；启用按揭贷款和信用卡评分卡，有力地推动了全行零售风险标准的统一和风险管控水平的提升。
传统业务巩固发展，涉农及小企业业务快速增长。今年前三季度,建设银行基础设施贷款和信用卡业务发展态势良好，个人住房类贷款稳步增长，房地产开发类贷款季度新增持续回落；涉及国家宏观调控行业的不良贷款额及不良贷款率实现双降；全行AA级及以上客户贷款余额占比79.56%，较年初提高3.62个百分点。同时，建设银行适应新农村建设多元化的金融服务需求，加大产品服务创新力度，“三农”相关贷款大幅增长。截至2008年8月底，涉农贷款余额达4,114亿元，比年初增加760亿元，增幅为22.64%。为支持小企业健康发展，建设银行持续推进小企业金融服务体系建设，为小企业客户提供专业化金融服务。截至
收入结构和盈利模式持续改善，综合盈利能力不断增强。建设银行在严格执行国家政策的同时，积极推进战略转型，努力实现多种业务并重、国内外市场兼顾、收入来源多元化和盈利能力持久化。截至
强化基础管理和风险内控，资产质量不断提升。建设银行按照科学发展观要求，深入贯彻落实风险管理理念，加大风险内控体制机制创新力度，不断提升风险管理的专业化和计量化水平。截至2008年9月底，建设银行不良贷款余额较上年末减少66.33亿元，不良贷款率2.17％，较上年末下降0.43个百分点；减值准备对不良贷款比率119.41％，较上年末提高15.00个百分点。核心资本充足率10.20%，资本充足率12.10%，保持良好水平。
积极应对国际金融市场动荡，提高稳健经营能力。今年以来，建设银行密切关注全球金融危机发展情况，主动压缩外币债券投资规模，择机减持部分风险较大的机构债、公司债和抵押支持债券，有效地降低了信用风险敞口。截至9月底，建设银行所持外币债券账面价值较年初下降约186亿美元；持有外币债券总额占总资产的1.8%，其中持有美国国债及其他正常外币债券占外币债券总额的88.5%，持有美国次级按揭贷款相关债券和雷曼兄弟控股公司相关债券分别占外币债券总额的1.25%和0.98%，债券的市场价值波动对全行盈利影响不大。近期，建设银行本着审慎原则，对所持外币债券充足计提了减值准备。
投身抗震救灾和奥运金融服务，积极履行企业公民责任。在实现业务稳健发展的同时，建设银行积极落实“为社会承担全面的企业公民责任”的企业使命，高度重视履行企业社会责任。汶川特大地震发生后，建设银行已累计向灾区捐款1.76亿元。面对汶川特大地震和今年初南方严重雨雪冰冻等自然灾害，建设银行创新多种措施，特事特办，以优质高效的金融服务全力支持抗灾救灾和灾后重建工作，确保灾后重建贷款足额保证、及时投放。截至2008年9月底，累计发放灾后重建贷款457.35亿元，其中针对汶川特大地震灾区贷款217.12亿元，针对南方雨雪冰冻灾区贷款240.23亿元。建设银行积极投身奥运金融服务，推出了95533多语种电话银行服务功能；与美国银行合作开发的ATM取现互免手续费业务，使持有美国银行借记卡和信用卡的运动员和游客在建设银行ATM享受到免服务费取现的服务。同时，建设银行继续推进“建设未来－中国建设银行资助贫困高中生成长计划”、“中国贫困英模母亲建设银行资助计划”等公益项目。
面对急剧变化的国际金融市场和国内经济运行中出现的新情况、新问题，建设银行将以科学发展观为指导，按照国家相关政策要求，总结汲取经验教训，沉着应对，积极采取相应举措，继续促进客户服务和风险管理水平的提高，加快经营模式的战略转型，切实完成好年度工作目标，努力实现全行各项业务又好又快发展。
CCB Reports Steady & Rapid Growth in Results
For the First Three Quarters
24 October 2008 -- China Construction Bank Corporation (“CCB” or “the Bank”) today announced its 2008 third quarter business results amid the volatile global financial situation. According to the report, in the first three quarters of 2008, CCB achieved steady growth in its assets and liabilities; further entrenchment of its business structure fine-tuning; and continued increase of its overall profitability and risk management capability. Additionally, CCB was able to maintain momentum in the development of all its business lines and all its core performance indicators remained among the best in the industry both domestically and internationally. CCB's operating income for the first three quarters this year was 199.578 billion (The monetary figures mentioned below are calculated in accordance with the International Accounting Standards and are denominated in RMB unless otherwise specified.), an increase of 25.11% over the same period last year. Meanwhile, its net profit reached 84.267 billion, an increase of 47.58% compared with the same period over the previous year, while earnings per share rose by 44.00% to RMB0.36 over the same period last year. As at 30 September 2008, CCB’s weighted annualised return on average equity was 24.91% and net interest margin was 3.30%, respectively an increase of 2.81 and 0.15 percentage points over the same period last year. CCB’s risk mitigating capability continued to strengthen: its ratio of allowances to non-performing loans was 119.41%, an increase of 22.4 percentage points over the same period last year, while its non-performing loan ratio was 2.17%, a decrease of 0.66 percentage points compared with the same period last year.
Steady growth in assets and liabilities; further optimisation in credit structure
As of 30 September 2008, CCB’s total assets reached 7.32 trillion, an increase of 725.5 billion or 10.99% over the end of last year. At the same time, its total liabilities amounted to 6.84 trillion, an increase of 668.2 billion or 10.82% over the end of last year. While duly implementing the macroeconomic control policies of the State and operating prudently in compliance of laws and regulations, CCB was able to reasonably allocate its credit resources, adjust its credit structure, increase its resource skewing efforts and commit itself to the healthy and speedy development of the national economy. As at the end of September, its net loans and advances to customers totalled 3.53 trillion, an increase of 350.0 billion or 10.99% over the end of the previous year. Deposits from customers, meanwhile, amounted to 6.11 trillion, an increase of 782.3 billion or 14.68% over the end of last year.
Improvement of internal management processes; expansion of strategic cooperation dimensions
CCB had been striving to instil its “customer-centric” corporate culture into all its systems and processes by carrying out evaluation of its banking operation activities from the viewpoint of its customers, by reforming its internal management structure and by improving its business processes. In the first three quarters of 2008, CCB had initiated 305 process optimisation projects while continuing its efforts in reengineering projects to separate front and back office operations and to achieve a flatter organisation structure. CCB’s professional operation level was on the rise. As at the end of September, it had set up and started operating 85 new wealth management centres and 2 private banks, 50 small-business operating centres and 272 personal loan centres. It has also established a major-customer service team and a direct sales team. Meanwhile, CCB had further increased the breadth and depth of its strategic cooperation with the Bank of America with the view to improve its customer service and risk management capabilities. So far this year, it had implemented 13 strategic cooperation projects, 11 experience sharing projects and 7 consulting projects covering areas such as the transformation of retail business, financial leasing and credit card business, etc. As at the end of September, it had already completed the transformation of 10,275 or 79% of its retail outlets. CCB had effectively improved customer experience by setting up five customer experiencing centres and by revamping its sales and service processes for VIP customers. With the implementation of scorecards for mortgage lending and credit cards, it had made a major step in unifying bank-wide standards in retail risk and in raising its risk management levels.
Steady development of established business; rapid growth of agriculture-related and small enterprise businesses
In the first three quarters of this year, while CCB’s infrastructure loan business and credit card business recorded sound development, its personal residential mortgage loans registered steady growth, the quarterly growth of its real estate development loans witnessed continued decline, and both the amount and the ratio of non-performing loans for industries affected by the state’s tightening macroeconomic controls dropped. For CCB as a whole, the balance of loans to customers with credit ratings of AA and above accounted for 79.56% of all loans, which was an increase of 3.62 percentage points from the beginning of the year. Meanwhile, to meet the diversified financial needs of China’s new rural construction, the Bank strengthened its efforts in developing innovative new products and services. Subsequently, loans related to agriculture, rural areas and peasantry surged. As of the end of August 2008, agriculture-related loans amounted to 411.4 billion, representing an increase of 76.0 billion or 22.64% since the beginning of this year. In support of robust development of small enterprises, CCB had been advancing the construction of a financial service system to provide them with professional services. As of 30 September 2008, the balance of loans to small enterprises amounted to 254.8 billion, an increase of 40.5 billion since the start of the year.
Continued improvement in income structure and profit model; sustained strengthening of overall profitability
While rigorously implementing national policies, CCB had been actively driving its strategic transformation. CCB also made considerable efforts to focus on various lines of business simultaneously that cater to both the domestic and overseas markets, diversify income sources and sustain its profitability. As of 30 September 2008, it realised a net profit of 84.267 billion, of which 84.233 billion was attributable to shareholders. These amounts were respectively 47.58% and 47.71% higher than those in the same period a year earlier. On the other hand, net interest spread was 3.17% and net interest margin was 3.30%, respectively a rise of 0.13 percentage points and 0.15 percentage points over the same period a year before. Net interest income was 168.170 billion, a growth of 20.73% over the same period in the previous year. With the continued rapid development of its intermediary business, CCB registered net fee and commission income of 29.572 billion, an increase of 28.99% over the same period last year.
Strengthening of basic management, risk management and internal controls; continued enhancements in asset quality
In accordance with the requirements of the scientific outlook on development, CCB has implemented the risk management concepts in detail, through innovations in its internal risk control mechanisms and focused efforts to raise the professionalism and quantification level of its risk management. As at the end of September 2008, the balance of its non-performing loans was 6.633 billion less than that at the end of last year and the non-performing loan ratio of 2.17% was a decrease of 0.43 percentage points compared with the year end of 2007. CCB’s ratio of allowances to non-performing loans was 119.41%, which was an increase of 15.00 percentage points over the end of last year. Its core capital adequacy ratio of 10.20% and capital adequacy ratio of 12.10% were maintained at decent levels.
Actively responding to the international financial market turmoil; reinforcing its prudent operating capabilities
Since this year, as CCB was monitoring the development of the ongoing global financial market crisis, it had voluntarily minimised the amount of its foreign currency debt securities investments and took opportunities to reduce some of its holdings in institutional debts, corporate debts and mortgage backed debt securities with relatively higher risks. This way, it had effectively reduced its risk exposures. As at the end of September, the book value of the foreign currency debt securities held by CCB was reduced by about US$18.6 billion from the beginning of this year. The total amount of foreign currency debt securities held was just 1.8% of its total assets. The amounts of US Treasury Bonds and other normal foreign currency debt securities accounted for 88.5% of the total amount of foreign currency debt securities, whereas the amounts of securities backed by US sub-prime mortgage loans and Lehman Brothers Holdings Inc. related bonds were respectively 1.25% and 0.98% of the total amount of foreign currency debt securities. Thus the volatility of market values in the debt securities market had only minimal effects on CCB profits. Recently, in accordance with prudence principles, CCB had sufficiently charged against allowances for impairment losses on its foreign currency debt securities holdings.
Commitment to disaster relief and Olympic financial services and to undertake corporate social responsibility
While achieving steady development, CCB had been proactive in implementing its mission of “assuming full responsibility as a corporate citizen”. Since the Sichuan earthquake, CCB had already donated a cumulative total of 176 million to the affected areas. Confronted with natural disasters like the earthquake and the severe snowstorm that affected southern China early in this year, CCB developed numerous innovative measures to support these communities. By employing special handling procedures to deal with various special circumstances, it was able to offer quality and efficient financial services to support disaster relief and reconstruction efforts. As a result, the full amount of post-disaster reconstruction funds was dispensed in a timely manner. As of the end of September, CCB extended post-disaster reconstruction loans totalling 45.735 billion, of which 21.712 billion went towards the Sichuan earthquake and 24.023 billion were directed towards the snowstorm disaster in southern China. CCB also committed to providing financial services for the Beijing Olympics this summer. In addition to launching the 95533 multi-lingual phone-banking services, it also collaborated with the Bank of America in developing a service allowing athletes and tourists holding Bank of America debit cards or credit cards to make free-of-charge cash withdrawals at CCB ATMs. Meanwhile, CCB continued to advance various charity projects such as the “Sponsorship Programme for Impoverished High School Students" and the “Financing Programme for Impoverished Mothers of Heroes & Exemplary Workers in China”, etc.
In view of the turbulence in international financial markets and the various situations and issues that arise when operating in the domestic economy, CCB will rely on the scientific viewpoint on development as guidance. CCB will also abide by the requirements of related national policies in gleaning lessons from its experience. It will continue to respond calmly and adopt corresponding measures actively with the aim to continually raise its customer service standards and risk management capabilities. CCB will speed up its pace of strategic transformation and will conscientiously fulfil its annual goals to ensure that all lines of CCB business develop soundly and quickly.
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