下面是范文网小编整理的中国建设银行经营情况调查3篇 建设银行经营现状，供大家品鉴。
中国建设银行经营情况调查1
中国建设银行国际化经营战略研究报告
[摘 要] 商业银行国际化经营是当今世界银行业改革和发展的一个必然趋势。随着近几年来中国逐步解除金融政策壁垒,与国际资本市场接轨。在各家外资银行不断进入国内市场开展业务的同时,也激发了国内银行进军海外探索国际化经营战略之路。本文以建设银行为研究对象，对其国际化战略进行了简单的研究、分析。
[关键词] 建设银行 国际化战略
一、建设银行国际化经营发展现状
中国建设银行是植根于中国的一家大型商业银行，市值与盈利水平均居全球上市银行第二位，ROA、ROE全球领先；ATM拥有量位居同业首位，中长期基建贷款、个人住房按揭贷款国内同业第一，风险管理能力、综合服务能力和盈利能力均在国内名列前茅。截至2009年一季度末，建设银行资产总额达12,亿美元（人民币86,亿元），不良贷款率为％，拨备覆盖率达到%，今年一季度净利润为亿美元（人民币亿元）。
随着国际金融资本市场和国际贸易的逐年发展，国内商业银行在国际化经营上已经形成了一定的规模。其实现形式主要有两种方式，一是通过资本市场控股海外当地的一些金融企业，直接进入当地市场。这样既可以借助该收购金融企业在当地的机构网络和已有人力资源迅速的开展业务，同时也避免了在海外创办企业在企业文化和市场开拓上的难题。另一种方式是通过在海外设立分支机构，直接纳入总行的分行管理系统管理，便于与国内分行进行业务的直接连通。这部分分支机构主营业务多在国际结算、外汇清算等境内业务的延伸范围内。
（一）建设银行的主要境外附属公司
1、建行亚洲
建行亚洲是香港注册的持牌银行，主要为客户提供多元化的个人及商业银行服务。2008 年，建行亚洲加强网点扩充及各种电子渠道建设的步伐，在港澳地区零售网点数量已增加到36 间，并开发14 项新的电子渠道服务以及“乐年理财”、“黄金买卖”、“人民币支票户口”等18 项新产品。
2、建银国际
作为建设银行设立于香港并面向全球开展投资银行业务的全资子公司，建银
国际通过与建设银行总部及境内机构联动，主营业务覆盖IPO、上市公司回购与增持、买壳上市、兼并收购、资产管理、产业基金等，取得成立以来的较好业绩。
3、中德住房储蓄银行
中德住房储蓄银行成立于2004 年2 月，由建设银行和德国施威比豪尔住房储蓄银行股份公司共同出资设立，建设银行出资比例为%。2008 年中德住房储蓄银行的业务范围，在原有住房储蓄业务的基础上增加开办吸收公众存款，发放个人住房贷款，发放以支持经济适用房、廉租房、经济租赁房和限价房开发建设为主的开发类贷款，发行金融债券，代理发行、兑付和承销政府债券，代理收付款项，代理销售基金，代理保险业务，由单一从事住房储蓄业务的储蓄银行转型为专业经营住房信贷业务的商业银行。
（二）建设银行境外分支机构
建设银行在香港、新加坡、法兰克福、约翰内斯堡、东京、首尔设有分行，在伦敦、纽约和悉尼设有代表处。2008 年末，海外经营性机构资产总额为1, 亿元，实现利润总额 亿元，其中海外分行实现利润总额 亿元。受国际金融市场动荡影响，不良贷款率较上年上升 个百分点,但仍保持在较低的%。
2009年6月5日，中国建设银行纽约分行在美国纽约隆重开业。纽约分行是建设银行在美洲设立的第一家分行,它的成功开业不仅进一步完善了建设银行的全球金融服务网络,也标志着建设银行的国际化经营战略取得了重大突破。主要从事接受大额存款、贷款、贸易融资、美元清算、资金交易等商业银行业务。
二、国有商业银行国际化进程中存在的问题
（一）境外分支机构覆盖力度尚待加强，业务结构单一
作为集团国际化经营硬件基础设施的建设银行海外网点多在香港、新加坡、法兰克福、约翰内斯堡、东京、首尔等地，2009年在纽约设立分行，是建设银行建立全球金融服务网络的重要一步。但同时，可以看到伦敦和悉尼只设立了代表处，对业务的开展造成了一定的局限性。从其他全球性金融机构成功的经验来看，通过在各大洲的经济金融中心建立全面的业务处理中心，以此协调全球金融服务的发展，分区域做实针对性较强的金融产品是一个有效的国际化经营策略。而从目前的分支机构的业务实力来看，作为区域性的业务处理中心，协调境内外
业务的发展还有很大的距离。
分支机构主要依靠于自身网点机构循序渐进式的发展,成果与收益较慢,不利用迅速提升国际知名度,在国际资本市场中易处于劣势。业务的开展过于依赖传统存贷款业务和利差收入，非传统业务收入比不到20%，对中间业务的发展程度不够。因此，缺乏抵抗东道国金融政策风险的能力。
（二）海外并购合作经营经验尚显不足
建设银行目前除有兼并香港同澳门金融机构的经验外,并无实质的境外合作（如银团贷款）和并购实践。在众多的海外并购案例中，我们不难发现并购完成后的企业文化整合、人力资源的合理利用是海外并购案的难题之一。目前，我国几家国有商业银行虽都不同程度的通过海外并购控制海外金融机构，但并购后的企业文化差异和业务开展的惯性作用，使得这些海外并购多停留在资本结构控制的层面，在企业文化整合，业务融合等方面尚待深入的研究。
（三）境外分支机构金融产品研究创新能力较低
由于境外分支机构大部分的收益均来源于传统的存贷利差，造成银行内部产品陈旧，变通极少。而对分支机构绩效考核的实质性缺位导致其在新兴的个人信用卡市场和投资银行业务上较其他跨国银行起步晚，发展慢，难以拥有持久的核心竞争力。同时，境外分支机构承担了一大部分境内机构的接待培训任务，很多时候都把自己的位置放在了配合境内银行开展业务上，造成了金融产品开发的主动性下降。
（四）海外机构绩效考核方式不到位，跨国经营管理人才匮乏
对于海外机构的管理人员多采用总行选派的制度，其绩效考核方在总行相应的职务序列中，并没有与其管理的海外机构绩效高度挂钩，同时，三年一换，外派人员刚熟悉业务就被调走，又换新人，造成了管理层不熟悉海外业务，不能较好的指导境外机构和附属公司的业务，只能依赖于当地核心员工的业务能力和境内机构的业务支持。
三、建设银行国际化经营战略的建议
（一）加强与战略投资者在国际金融服务领域的交流和合作
从建设银行2004年股改上市引进美国银行为其战略投资者以来，建设银行与美国银行开展了深度的金融领域的交流与合作。建设银行始终坚持积极稳妥的海外发展战略，逐步扩大海外机构和设施，拓宽服务渠道，丰富金融产品，全面提升为客户提供国际化全面金融服务的能力。战略投资者为建设银行的国际化经营提供了有力支持，如何利用好战略投资者这个海外资源是国际化经营战略的重要内容。
建设银行与战略投资者合作三年多来，取得一系列实质性成果。与美国银行在零售与公司银行业务、电子银行、信息技术、风险管理等领域实施战略协助项目16 个，设立经验分享和培训项目42 个。其中，在成功推广零售网点转型的基础上，理财中心、财富管理中心改进试点获得成功并开始推广，个人业务网点服务与销售流程全面优化，专业化、差别化服务水平明显提高；网上银行客户体验改进项目以代理保险业务为试点，在国内银行业中率先实施产品和服务发布前的客户可用性测试，提高了客户使用的有效性、效率与满意度；小额无抵押循环信用额度贷款产品研发项目的实施，加快了中小企业产品和服务创新；数据管控、信息技术战略规划、网络转型、灾备建设等方面开展的合作项目，促进了本行基础管理水平的提高。因此，建议银行在借鉴和引进先进的技术、方法、流程和产品的同时，积极促进试点推广、经验转化和人才培养。
（二）明确国际化战略的市场定位
跨国银行是以国际业务为主并采取跨国经营方式的银行。建设银行资本雄厚，现已经具备了国际性银行发展潜力和必要条件，可定位于海外的多元化市场。集团经营重心逐渐向海外转移，先按照规范化和标准化的原则，在国际金融市场上形成具有相对竞争优势的基础类产品和服务，初步创建建设银行的优势品牌，争取在5年的范围内达到境外业务收入占到集团总收入的四分之一左右这一目标。根据建设银行全行海外发展战略要求，各海外机构努力优化资产及收入结构，积极推进业务转型，大力拓展国际结算、外汇清算、投资银行等中间业务，深化境内外业务联动，实现了境内外业务发展的双赢。
（三）加强国际化经营管理人才建设
为解决国际化经营人才短缺现象，建设银行一方面可以以优厚待遇从外资银行或海外高等学府引进专业人员，同时也可以依托在香港、新加坡等地的子公司，建立起金融专业培训中心。凭借两地的国际区域金融中心地位、完善的金融基础设施和交易清算系统，以及语言文化上的中西合璧，既能有效缩短进修培训人员的适宜环境过程，又能很好地接触国际金融市场和业务，提高学习的效率和深度。
（四）增进海外并购企业文化和业务整合能力
世界经济一体化使得国际金融竞争更加激烈。为了与跨国金融机构相抗衡，建设银行采取并购的方式是最快最有效的选择。这是因为海外并购相对投入较少,但见效快,投资回收期短,还可以继续利用被收购银行原有的健全的组织结构、专业技术人才、关系网络和业务渠道等资源,利于避开东道国有关政策限制，迅速进入新市场开展工作。在现有的海外并购的经验基础上，应着力并购以后企业文化整合和与境内机构及其他境外分支机构的业务整合，并利用并购的金融机构进行集团内部的人员培训，提高海外并购的价值。
四、结语
建设银行作为我国金融行业内国际化经营的先进力量，在面对国际金融行业日益激烈的竞争压力和严峻挑战下，不仅要充分利用和强化现有的国际化经营业务水平和硬件设施，更应该通过内部自上而下的革新使自身的企业体制、运行机制、产品和服务人员在尽可能短的时间内迅速向国外银行的先进水平靠拢。
通过现阶段实施立足集团现实、充分利用已有资源的国际化经营战略,既能有效提升建设银行的核心竞争力和收益能力,更能进一步满足我国外向型经济发展服务的现实需求,完成提升我国国有商业银行的综合竞争能力，维护本国金融经济安全的战略目标。
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李洪梅:四大国有商业银行国际化的现状及推进策略[J].时代经贸(下旬刊),2007,(09)
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中国建设银行经营情况调查2
中国建设银行公布2009经营业绩
服务大局促发展 稳健经营创佳绩
2010年3月28日，中国建设银行股份有限公司（以下简称建行）发布了2009经营业绩报告。2009年，在国际金融危机蔓延、国内经济发展极为困难的形势下，建行认真贯彻国家宏观经济政策，坚持积极审慎的经营方针，科学统筹业务发展、风险防范和结构调整，取得了好于预期的经营业绩，出色地完成了全年经营目标。
行长张建国表示：“在过去的一年里，建行以改革创新精神服务国家经济发展大局，坚持积极审慎的经营方针，始终牢牢把握住风险控制的主动权，在复杂的经营环境中赢得了市场先机，各项业务扎实稳步推进，为未来的可持续发展奠定了坚实基础。”
经营规模再创新高
发展质量稳步提升
2009年，在国家实施应对国际金融危机一揽子计划的大背景下，建行结合自身发展战略，加大对经济和民生领域的金融支持力度，存贷款新增创历史新高，资产规模持续增长。截至2009年12月31日，建行资产总额为96,亿元（以下数据除特别注明外均按国际财务报告准则计算，为本集团数据，币种为人民币），较上年末增长%，其中客户贷款和垫款净额为46,亿元，较上年末增长%；负债总额为90,亿元，较上年末增长%，其中客户存款增长%至80,亿元。
建行注重提高业务发展质量和效益，获得了良好的业绩回报。全年实现税前利润1,亿元，较上年增长%，净利润首破千亿元,达1,亿元，增长%，超额完成全年利润计划。虽然受存贷款基准利率下调及市场利率下行等因素影响，净利息收益率比上年同期下降个百分点至%，但通过创新产品、拓展市场及 优化投资交易策略，非利息收入实现了%的增长，其中手续费及佣金净收入增长%至亿元，保证了全行经营收入与上年基本持平。平均资产回报率、平均股东权益回报率分别为%和%，在国际大型商业银行中位于前列。
资产质量持续改善，不良贷款率降至%，较上年末下降个百分点；风险抵御能力进一步增强。减值准备对不良贷款比率提至%，较上年末提高个百分点；资本充足率为%，核心资本充足率为%，均符合管理目标。全行严控成本管理，经营费用增幅为2005年上市以来最低水平，员工成本增幅低于税前利润和净利润的增幅。
稳健经营和持续发展的成果，进一步提升了建行的形象和品牌价值。在英国《银行家》“全球商业银行品牌十强”中，建行位居第二位，列中资银行之首；被英国《欧洲货币》、香港《亚洲货币》评为“中国最佳银行”。
服务经济社会大局
信贷投放适度均衡
2009年，建行按照国家决策部署，主动将服务经济社会发展大局与调整信贷结构相结合，加大对关系国计民生领域和项目的信贷支持力度，客户贷款和垫款总额较上年增加10,亿元，为实体经济和民生改善输送了急需的资金“血液”。其中,向符合国家信贷导向的14个信贷重点投放领域全年投放贷款5,763亿元，占同期新投放对公贷款的%；参与支持国家四万亿投资项目446个，十大振兴产业贷款新增1,451亿元，占全行对公贷款新增的%。投向基础设施行业领域的贷款为15,亿元，新增额在公司类贷款新增额中的占比达到%。特别是2009年前2个月在经济处于最低谷、企业最急需资金时，建行根据此前储备优质项目的情况，及时投放了3,582亿元贷款用于基础设施和重点项目建设，随后就主动调整投放节奏，恢复到稳定常态速度上来，赢得了市场先机和风险控制主动权。
小企业、“三农”和民生领域是建行信贷投放重点之一。建行小企业 业务实现了跨越式增长，小企业授信客户新增近万家，小企业贷款增幅达%，高于公司类贷款平均增幅 个百分点，新增贷款大部分集中在中小企业经济发达的长三角、珠三角和环渤海地区。组建“信贷工厂”模式操作的小企业经营中心已达140家，联贷联保、法人账户透支、小额无抵押贷款以及“e贷通”网络银行等产品服务日益丰富，探索解决小企业“融资难”问题有了初步成效。涉农贷款新增1,亿元，比上年增长%；在新疆、黑龙江、吉林等地推广小额农户贷款新模式，帮助当地提高农业生产科学化、集约化水平；新设和筹建村镇银行7家，“三农”服务进一步向广大县城和村镇延伸。教育、卫生等重点民生领域贷款余额达1,亿元，增幅达%，远高于公司类贷款平均增幅。个人消费贷款较上年增加亿元，增幅为%。个人住房贷款较上年增加2,亿元，增幅为%；其中，着力支持居民保障性住房需求，累计与地方政府主管部门签署保障性住房合作协议52个，支持经济适用房和限价房项目506个，为万户居民发放保障房商业按揭和公积金贷款208亿元。
面对信贷资金快速增长的市场环境，建行在控制总量的前提下，按照国家产业政策和市场情况调整资源配置，合理把握信贷投放的节奏和力度，既保证了全年信贷投放的均衡性和平稳性，又以信贷结构调整促进国家产业结构优化升级。全年贷款增速低于同业平均，贷款新增额在四行中最少，但信贷投放的均衡性、平稳性却高于同业平均水平。重点调控“两高一剩”行业、房地产业，相关贷款余额占比分别比年初下降了、个百分点；全年主动退出公司类贷款767亿元。客户结构进一步优化，内部评级A级及以上客户贷款余额占比达到%，较上年提高个百分点。
转变业务发展方式
中间业务快速增长
2009年，建行积极适应经济形势和金融市场变化，加大自主创新和研发力度，拓展新兴业务，培育新的利润增长点，在实现利润目标的同时，为长远发展打下稳固的基础。全行完成产品创新313项,创建 业内首家产品创新实验室。建行推出一批新兴业务，为客户“雪中送炭”:针对深受国际金融危机冲击和影响的外贸企业，设计出“内贸通”系列产品和服务，涵盖国际贸易融资、供应链融资和人民币结算，为近千家外贸企业客户融资余额超过150亿元；针对民生领域建设，推出了面向教育、医疗、社保、环保领域的“民本通达”综合金融服务方案，包括优化全日制高校银行负债和结构，使6,600万人的养老金在全国范围内自由领取等。此外，顺应市场的保理预付款、并购贷款、网络银行贷款等其他新兴贷款业务也快速增长。
在传统生息业务受到严峻挑战的情况下，建行中间业务有了强劲增长。全年实现手续费及佣金净收入亿元，手续费及佣金净收入对经营收入比率达%。财务顾问、债务融资工具承销、理财等业务开展活跃，带动全行境内外投资银行业务收入较上年增长%；银团贷款、国内保理等业务收入分别实现了116%、300%的高速增长；企业年金个人账户达万户，较上年增长%；独具同业优势的造价咨询业务，实现收入同比增长106%；证券投资基金新获批53只，新托管47只，均为同业第一；证券投资基金托管资产净值6,421亿元，成为大型国有商业银行中唯一一家市场占比持续提高的托管银行。
银行卡业务发展迅速，运行效率大幅提高。借记卡发卡总量达亿张，消费交易额为7,亿元，较上年同期增长%，实现手续费收入亿元，较上年增长%；理财卡发卡总量达万张，较上年末新增万张。信用卡业务持续健康发展，累计客户2,024万户，累计发卡量增至2,424万张，新增553万张，全年消费交易额增至2,亿元，贷款余额达亿元，资产质量保持良好，累计客户、交易额、贷款新增、资产质量四项指标均居同业首位。优化服务资源配置
客户服务再上水平
2009年，建行深入推进“以客户为中心”的理念机制建设，充分了解客户关切，满足客户需要，进一步完善专业化、差别化的客户服务体系，服务效率和质量有了新的提升。零售网点已基本实现从交易核算为主导向营销服务为主导的功能转型，大大增加了柜员与客户交流的时间，转型后网点交易效率提高近39%，客户平均等候时间下降%。目前，针对提高理财中心客户服务质量的第二代网点转型项目正稳步推进。同时，继续强化自助和电子渠道建设，投入运营的自助银行增至8,128家；自动柜员机（ATM）较上年末增长%达36,021台，居全球银行业前列。个人网上银行客户数达到3,959万户，较上年增加1,268万户，个人网上银行交易额 万亿元，较上年增长118％；在线手机银行实现跨越式发展，客户数达到1,428万户，较上年增加935万户。电子银行与柜面交易量之比达到%。
在细分客户、细分市场的基础上，建行新建小企业信贷、财富管理、投资银行、企业年金中心等各类专业化经营机构928个；大型企业客户集中经营格局逐步形成，更多资源被释放投向中小企业客户服务。为减少管理层级、提高管理效能，建行平稳推进机构扁平化改革，100个中心城市分行中绝大部分由以前的三级变为现在的两级或两级半管理，三分之一取消了综合型支行设置，一半以上实现了零售网点直管。新组建了一大批从事市场营销、产品开发、后台管理等业务的专业化团队。
建行服务质量有了明显提升。2009年下半年，针对营业网点服务质量的定期“神秘人”调查得分分，较上年同期高出分。独立第三方机构的调查显示，建行的个人客户满意度为%，比上年提升个百分点，高出同业平均水平个百分点。综合客户服务水平的提高带动了业务发展，建行当年储蓄存款增速、网均在国内大型银行中均为第一。
2009年是建行海外机构网络布局获得突破的一年。伦敦子银行、纽约分行相继开业，使建行在国际主要金融中心的海外机构布局基本 完成。胡志明市分行也获得当地监管机构批准。建行位于香港的全资子公司建行亚洲收购美国国际信贷（香港）有限公司，从而在港澳地区拥有信用卡业务平台，完善了港澳地区业务布局。截至2009年12月31日，建行海外机构资产总额增至2,亿元，较上年增长%。
实施精细化管理
风险内控能力增强
2009年，建行坚持以效益为中心，以市场为导向，不断提高风险管控水平与业务精细化运作能力。推进贷前平行作业集约化和专业化管理，规范贷后平行作业操作流程，完善平行作业机制。进一步细分行业，将十几个行业门类细分到90多个行业大类，业务经营方向目标更清晰。坚持行业的限额管理和名单制管理，对“两高一剩”的16个行业全部实现了名单制管理。同时，将海外分行纳入全行风险管理统一框架，进一步完善海外机构风险管控机制。
以实施新资本协议为契机，建行规划设计了完整的风险管理应用架构，逐步夯实风险管理数据基础，推进风险计量工具的建设和运用，持续优化对公评级模型及零售评分卡系统，扎实推进全面风险管理体系建设，提升核心竞争力。风险管理的专业化、精细化水平显著提升，更好地契合全行战略转型、业务发展和风险控制的需要。
建行密切跟踪政策和市场变化，针对新的风险苗头果断采取应对措施。当市场上出现对政府融资平台贷款超常增长时，建行及时出台措施加强管理，停止对县级政府融资平台客户贷款投放，严控对财力弱的地方政府融资平台提供信贷支持，控制政府融资平台贷款增长。建行明确对不计成本竞拍“地王”、圈地不建的开发商不予贷款。此外，加强衍生产品交易风险控制，风险敞口不断压缩。
加强员工民主管理
全面履行企业公民责任
2009年，建行在完善民主管理、创建和谐企业方面取得新的进展。广大员工通过职工代表大会制度参与企业管理，全行各级分支机构已 成立职代会1,760个，召开大会2,029次，审议涉及员工切身利益的规章制度和重大事项。从优化业务流程入手，通过完成柜面业务前后台分离和后台集中改革，在提高整体服务水平的同时，降低了柜员操作的复杂程度，有效地减轻了一线员工的工作强度和压力。
建行视员工为最宝贵资源，为他们成长提供广阔平台。健全管理、专业技术和经办岗位职务序列体系，为员工开辟了多条职业发展通道。同时，全年共举办境内外各类培训24,486期，培训131万人次，分别比去年同期增长%、%。在压缩其它经费开支的情况下，员工培训投入持续增加。近期调研结果表明，建行员工总体满意度达到94%。
在经营业绩稳步提升的同时，建行还不忘积极履行企业公民责任。全年共实施了13个与社会公益相关的项目，投入总金额约7,274万元人民币。其中，捐款6,000万元人民币，设立了“中国建设银行少数民族大学生成才计划奖（助）学金”，将连续五年在内蒙古、新疆、西藏、广西、宁夏等16个少数民族相对集中聚居的省、自治区内，资助品学兼优的少数民族贫困大学生。2009年，建行被国内《银行家》杂志评为“最佳履行社会责任银行”，被中国红十字基金会授予“改革开放三十年·最具责任感企业奖”。
董事长郭树清表示：“2010年，建行的改革发展仍会面临困难与挑战。我们将继续贯彻落实科学发展观，加大支持服务经济结构调整和小企业、三农、民生领域发展力度，坚持稳健经营策略，继续强化风险管控，进一步提升经营管理的专业化和精细化水平，力争创造更好的业绩。” 公司简介：
中国建设银行股份有限公司（以下简称建行）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，1996年更名为中国建设银行。中国建设银行股份有限公司由原中国建设银行于2004年9月分立而成立，继承了原中国建设银行的商业银行业务及相关的资产和负债。建行总部设在北京。截至2009年12月31日，建行在中国内地设有分支机构13,384家，在香港、新加坡、法兰克福、约翰内斯堡、东京、首尔、纽约设有分行，在悉尼设有代表处，拥有建行亚洲、建银国际、建行伦敦、建信基金、建信金融租赁、建信信托等多家子公司，拥有员工约30万人，为客户提供全面的金融服务。
建行于2005年10月在香港联合交易所挂牌上市（股票代码939），于2007年9月在上海证券交易所挂牌上市（股票代码）。截至2009年12月31日，建行市值约2,014亿美元，居全球上市银行第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 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 Bank subsequently achieved better than expected operating results and attained its annual business objectives 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 have been relentless in pursuing a principle of proactive yet prudent operation, while firmly taking initiatives in controlling , 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 of 31 December 2009, the Bank?s total assets were RMB9. 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 % from the end of the previous this, net loans and advances to customers were RMB4. trillion, up % from the previous year-end;total liabilities were trillion, up % from the previous year-end, of which deposits from customers grew % to ?s focus on raising the quality and efficiency of business development was rewarded with excellent business the year, it realised profit before tax of billion, a growth of % from the previous year;its net profit exceeded RMB100 billion for the first time to reach billion, growing by % to exceed the annual target for benchmark interest rates for deposits and loans were revised downwards and market interest rates dropped, the Bank?s net interest margin dropped percentage points from the same period in the previous year to %.However, through innovation of products, expansion of markets and optimisation of investment trading strategies, non-interest income grew by %, of which net fee and commission income increased % to billion, guaranteeing that the Bank?s operating income was basically on a par with that of the previous 's return on average assets and return on average equity of % and % respectively were in leading positions among major international commercial improvements were obtained in the Bank?s asset quality: its non-performing loan ratio decreased to %, representing a drop of percentage points from the end of the previous Bank?s capability in withstanding risks was further raised its allowances to non-performing loan ratio to % or an increase of percentage points from the end of the previous had a capital adequacy ratio of % and a core capital adequacy ratio of %, both meeting management 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 results of CCB?s prudent operation and sustained development have further enhanced its corporate image and brand Bank ranked second in the “Commercial Banking Top 10” by the Banker, a UK magazine, among which CCB ranked first in all Chinese was also named the “Best Bank in China” by both Euromoney magazine in the UK and Asiamoney magazine in Hong 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 doing so, it boosted credit support to areas and projects related to the national economy and the people?s loans and advances to customers increased by trillion compared to the previous year, injecting urgently needed “capital blood” to the real economy and the improvement of people?s particular, lending to 14 key credit placement areas meeting the State?s credit policies amounted to billion for the whole year, which made up % of all new corporate loans in the same 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 billion or % of all new corporate to infrastructure industries amounted to RMB1. new loans made up % of new corporate , during the economic trough in the first two months of 2009, when businesses were in dire need of funds, the Bank issued billion in loans in time for the construction of infrastructures and key projects, based on situations of previous quality reserve , 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 enterprises, the “Three Rurals”(the agricultural industry, rural areas and farmers)and livelihood areas are key targets for CCB?s credit 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 %.The growth in small enterprise loans was 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 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 to meet the financing difficulties of small enterprises have been met with initial agriculture related loans were increased by billion or % from last 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 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 balance of loans to key livelihood areas such as education and healthcare reached billion—this represented a growth of %, far exceeding the average growth of corporate consumption loans increased by billion from the previous year, with a growth of %.Residential mortgage loans increased by billion or % from last 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 also provided support for 506 projects in “affordable housing” and “limited price housing” and issued billion in commercial mortgages for subsidised housing and in provident fund loans for 122,000 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 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 ?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 in terms of the evenness and steadiness of credit placement it was above the industry 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 and percentage points compared to the beginning of the year and, for the whole year, billion in corporate loans were 's customer structure also saw further improvements: the balance of its loans granted to customers with internal ratings of A and above accounted for % of total loans, up percentage points over the preceding 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 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 the year, the Bank completed 313 product innovation projects and established the first product innovation laboratory in the banking range of emerging businesses was launched to help customers out in their times of 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 a result, the balance of financing nearly 1,000 or so foreign trade enterprises exceeded RMB15 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 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 , other new lending businesses launched in response to market needs such as factoring advances, M&A loans and Internet banking loans grew a time when traditional interest-earning businesses were under serious challenges, CCB?s intermediary business witnessed robust the whole year, the Bank realised net fee and commission income of ratio of net fee and commission income to operating income was %.Businesses in financial advisory, underwriting of debt financing instruments and wealth management flourished throughout the year, driving a growth in income of % for the Bank?s domestic and overseas investment banking business from the previous from syndicated loans and domestic factoring achieved rapid growth rates of 116% and 300% number of personal accounts for enterprise annuities in CCB was million, a growth of % from the year engineering cost advisory service in which CCB has a unique edge over its peers, income rose 106% on a year-on-year 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 the net value of securities investment funds under its custody reaching billion, CCB was the only major state-owned commercial bank whose market share as a custodian bank increased ?s bank card business developed swiftly while operating efficiency was raised total number of debit cards issued was 252 million and the amount of consumption transactions totalled billion, representing a year-on-year growth of %.Fee income from this area was billion, a growth of % from the previous total number of “wealth management cards” issued was million, an increase of million over the end of the preceding Bank?s credit card business continued to develop healthily: the cumulative number of customers was million and the cumulative number of cards issued was a total of million new cards issued, with total spending through credit cards increasing to billion, with the balance of credit card loans reaching 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 resource allocation optimized Customer services reached new level
In 2009, CCB further advanced the development of a system to adopt the customer-focused 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 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 , in retail outlets which had undergone the transformation, transaction efficiency rose by nearly 39%, while the average customer waiting time fell by %.A programme of second generation of retail outlet transformations to enhance service quality in wealth management centres is progressing , 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 % from the previous year-end, to 36,021—one of the leading figures in the had million personal online banking customers in 2009, an increase of million over the previous amount of personal online banking transaction reached trillion, a growth of 118% over the previous phone banking developed in great strides: there were million customers over the year, an increase of million over the previous ratio of transaction volumes through electronic banking compared to that through front desk was %.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, large corporate customers are increasingly served centrally, more resources are being released to provide services to small and medium order to reduce management layers and raise management efficiency, CCB is implementing the reform of organisational flattening in a steady 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 have eliminated the setting up of integrative branches and more than half are now practising direct management of retail , a large number of professional teams have been formed to carry out duties in marketing, product development and back-office management, was marked improvement in CCB?s service the second half of 2009, the score from a periodic “mystery customer” survey that dealt with service quality in retail outlets was points, an increase of points from the same period during the previous carried out by an independent third party revealed that satisfaction from personal customers was %, an increase of percentage points from the previous year and percentage points higher than the industry improvement in integrated customer service has brought about the development of 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 was also one in which CCB achieved breakthroughs in the development of its overseas 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 establishment of the Ho Chi Minh City branch was also granted approval from the local regulatory 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 of 31 December 2009, the total assets of CCB?s overseas organisations grew to billion, up % from the year 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 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 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 industry management, credit quota and a “list system” approach was adopted and 16 industrial sectors falling under the characteristic of “two highs and one over” were managed under the list , 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 on the implementation of the New Basel Capital Accord, CCB has planned and designed a complete application framework for risk 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 , CCB has been advancing sure-footedly in the development of its overall risk management system, thereby enhancing its core competencies in 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 had been closely monitoring changes in policies and market situations and has taken measures to counteract new incipient 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 had been unequivocal in not lending to developers who had bid up prime sites regardless of the cost and built up land reserves without addition, the Bank reinforced its risk control in derivative transactions and its risk exposure in this area had been reduced Strengthening employee democratic management Fulfilling all-round corporate social responsibility
In 2009, CCB made new strides towards democratic management and a harmonious its employees were able to participate in corporate management through the Staff Representative Assembly 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 with the optimisation of business processes, separation of front-and back-office operations of counter businesses and the centralisation of back-office operations were 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 regards its staff as the most precious resource and has provided them with an extensive platform for setting up a sound system of managerial, technical and operational position series, it opened up a large number of career development paths for its the year, 24,486 training sessions were held both domestically and overseas, involving the participation of million person figures were respectively % and % higher than those in the same period of the preceding in staff training was increased continuously at a time when other expenses were being 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 the year, it implemented 13 social welfare related projects which involved a total investment of 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 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 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 Shuqing, chairman of CCB, said, “In 2010, CCB will still face difficulties and challenges in its reform and 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 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 entity was renamed China Construction Bank in 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 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 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 Jianxin Trust Co., Bank has a total of approximately 300,000 staff, and provides comprehensive financial services to its 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: )in September of 31 December 2009, the market capitalisation of CCB reached approximately US$ billion, ranking 2nd among listed banks in the world.
中国建设银行经营情况调查3
关于中国建设银行的调查报告
班级：财务管理10-2成员：
中国建设银行成立于1954年10月1日（当时行名为中国人民建设银行，1996年3月26日更名为中国建设银行）。这次的调查主要是通过银行调查和网上搜索来主要了解中国建设银行的主要业务，大概了解到中国建设银行的业务有人民币存款贷款结算业务，人民币储蓄业务以及经中国人民银行批准的代理业务（涉及许可经营的项目凭许可证经营）。最终根据相关资料总结出调查结果，最后形成调查报告。
一、资产业务
资产业务，是商业银行的主要收入来源。
（一）、放款业务
1：信用放款
信用放款，指单凭借款人的信誉，而不需提供任何抵押品的放款，是一种资本放款。主要包括
1、普通借款限额
2、透支放款3．备用贷款承诺4．消费者放款5．票据贴现放款 2：抵押放款
抵押贷款有以下几种类型：1．存货贷款2．客帐贷款，银行发放的以应收帐款作为抵押的短期贷款，称为“客帐贷款”。3．证券贷款4．不动产抵押贷款
3：保证书担保放款
保证书担保放款，是指由经第三者出具保证书担保的放款。保证书是保证人为借款人作贷款担保，与银行的契约性文件，其中规定了银行和保证人的权利和义务。银行只要取得经保证人签过字的银行拟定的标准格式保证书，即可向借款人发放贷款。所以，保证书是银行可以接受的最简单的担保形式。
4：贷款证券化
贷款证券化是指商业银行通过一定程序将贷款转化为证券发行的总理资过程。具体做法是：商业银行将所持有的各种流动性较差的贷款，组合成若干个资产库，出售给专业性的融资公司，再由融资公司以这些资产库为担保，发行资产抵押证券。这种资产抵押证券同样可以通过证券发行市场发行或私募的方式推销给投资者。出售证券所收回的资金则可做为商业银行新的资金来源再用于发放其它贷款。
（二）投资业务
建设银行的投资业务是指银行购买有价证券的活动。投资是建设银行一项重要的资产业务，是银行收入的主要来源之一。
建设银行的投资业务，按照对象的不同，可分为国内证券投资和国际证券投资。国家政府发行的证券，按照销售方式的不同，可以分为两种，一种是公开销售的证券，一种是不公开销售的证券。
建设银行购买的政府证券，包括国库券、中期债券和长期债券三种。
二、负债业务
负债是银行由于受信而承担的将以资产或资本偿付的能以货币计量的债务。存款、派生存款是银行的主要负债，约占资金来源的80％以上，另外联行存款、同业存款、借入或拆入款项或发行债券等，也构成银行的负债。
主要包括1.活期存款2． 定期存款3． 储蓄存款5.可转让支付命令存款帐户7.掉期存款
三、中间业务
中间业务又称表外业务，其收入不列入银行资产负债表。
中间业务包括:结算业务：是由商业银行的存款业务衍生出来的一种业务, 信用证业务,信托业务, 租赁业务, 代理业务, 银行卡业务, 咨询业务等。
说明和分析：
一、资金业务分析：
随着资金业务规模增长和收益率的提高，利息净收入较上年同期强劲增长%；手续费及佣金净收入保持快速增长，较上年同期增长%；随着外币债券市场持续好转，资产减值损失出现回拨，受上列因素影响，资金业务利润总额较上年同期大幅度增长%，对中国建设银行的利润贡献度上升至%。
二、投资分析
于2011年6月30日，投资总额.78亿元，较上年末减少亿元，可提供出售金融资产、持有至到期痛殴自分别较上年末减少亿元、亿元，主要是对中央银行所发型的票据投资大幅减少。应收款项债券投资较上年末增加亿元，主要是对银行及非银行金融机构债券增加。
三、资产负债表分析
于2011年6月30日，中国建设资产总额.66亿元，较上年末增加亿元，增幅为%，主要是由客户贷款和垫款、现金及存放中央银行款项，买入返售金融资产等增长。客户贷款和垫款净额占总资产额的%，较上年末下降个百分点；投资占比为%，下降个百分点；现金及存放中央银行款项占比为%，上升个百分点；买入返售金融资产占比为%，上升个百分点。