建设银行：完善公司治理 推进战略转型

China construction bank: perfect corporate governance promote the strategic transformation

"Share reform since listing, we always according to the requirements of the modern financial enterprise system, continuing to optimize corporate governance framework and continue to perfect the internal control system, and realized its prudent management and reward the society and investors with better performance." Recently, the China construction bank (4.63, 0.05, 1.09%) specializes in corporate governance is to report on the media.

Although through shareholding system reform, the bank of China (2.98, 0.02, 0.68%) industry has gradually established a modern commercial bank governance structure and considerable achievements, but not to stop. Profit mode, management mode and management mode transformation is still in the future three important aspects of strategic transformation, and a sound system of corporate governance is the bank the foundation of the long-term stable development.

Good governance structure to ensure stakeholders

Large state-owned Banks corporate governance model, has been the focus of financial reform. Amount of elements in the Chinese banking corporate governance, however, there are both board of directors and board of supervisors, have more members, management and shareholders' meeting. How to deal with the relationship between these elements, and make it effective for bank governance reform is tested with the wisdom of the Chinese banking industry.

"Clear between general meeting of shareholders, board of directors and management of authorization mechanism, determine the responsibilities between, is one of the important content of corporate governance reform in CCB." CCB officials today in an interview with reporters said.

In fact, it seems to many in the industry, commercial Banks corporate governance is the key point is how to deal with the relationship between members and the board of directors. For China construction bank, the central role of the political leadership of the party committee in the corporate governance, give full play to "this stems from our in accordance with the constitution, the company law, the constitution and relevant documents of the central, constant exploration to party's leading organic integration into the corporate governance mechanism." , the source said members focus on banking business development strategy, internal system reform, such as "triple a" major matters of the checks on the orientation.

In addition, nearly 90 in CCB shareholders, there are both state shares and corporate shares and individual shares; Both domestic capital stocks and foreign capital, how to deal with the relationship between shareholders and creditors, and regulators, was the key to the corporate governance of commercial bank to solve the problem.

"We through the continuous optimization of equity structure, forming a certain balance mechanism. At the same time, through various work efforts to ensure equal access to all shareholders bank information, so as to safeguard the rights and interests of all shareholders. In addition, also through various channels to maintain good relations with stakeholders, and respond to their needs and concerns." CCB officials told reporters.

It can be said that these good balance, this was based on CCB to the shareholders meeting, board of directors, board of supervisors and senior management as the main body of the mature corporate governance structure. "Scientific and efficient decision-making, execution and supervision mechanism between the three mutual coordination and mutual checks and balances, we establish a good corporate governance culture, protect and enhance shareholders' equity, maintain, investor relations, perfecting the board composition and procedural, clear the board of directors and management power and responsibility division of labor, improve the level of risk management and internal control, etc bring fruitful." These people said.

Clear strategic positioning enhance development ability for a long time

As the whole society important financing channel and the main payment system, commercial bank is stable or not is a matter of running stability of the economy as a whole. Because of this, in addition to the pursuit of self-interest maximization, commercial Banks should also take care of macroeconomic stability and robust financial system, especially for large Banks, CCB corporate governance should not only realize the maximization of the price shall also include the safety and soundness of the bank itself.

The reporter understands, in recent years, the construction bank continuously consolidate risk benefit balance ability, improve the business structure, further enhance their ability to resist risks. The relevant controller introduces, the bank's board consists of the risk management committee, risk management strategy and risk management policy, and supervise implementation. At the same time, set up a centralized, vertical risk management organizational structure, formed by the chief risk officer, director, director of risk, risk managers for the axis perpendicular to the risk management system. "This kind of management system, ensures the whole independent, professional and system and the effectiveness of risk management."

Figures show that as of September 2012, CCB assets reached 13.3 trillion yuan, non-performing loan ratio to 1.00%, down 0.09% compared with last year, provision for coverage of 262.92%, 21.48% increase from last year.

In addition to its own healthy development, the construction bank, customers, shareholders' interests in both countries at the same time, always focus on the social development, fulfill social responsibility. Data shows that the construction bank restructuring since the contribution to the nation, as of the end of June 2012, the cumulative contribution to the nation of more than 1.02 trillion yuan, including pay tax of more than 3200 one hundred million yuan, state-owned shares dividends more than 1700 one hundred million yuan, the state-owned equity market capitalisation of more than 4400 one hundred million yuan. Last year at the same time, CCB to accelerate the construction of service channel, in improve the livelihood of the people, will continue to more credit funds to small micro enterprises, "three agriculture", the green industry, the affordable housing construction, and other areas of the people's livelihood.

Notable is, to maintain bank long-term development ability, in early 2012, CCB also study identified the "comprehensive, multifunctional, intensive" strategic positioning. According to the plan, the construction bank accelerated last year set up branch offices at home and abroad and overseas m&a, and speed up, investment banking, insurance, trust fund, rental and leasing business development. Also through innovation, product innovation, service innovation to achieve the function to customer demand as the guidance of the selection. At the same time, under the concept of intensive management, further strengthen its management of the credit management and large credit, improve the control ability of financial products and development capabilities.

Clear strategic positioning bring a clearer development blueprint, also brought good business benefits. Non-bank financial license by the end of 2012, CCB kinds ahead of other big commercial Banks and subsidiaries, total assets overseas institutions compared to the rapid growth. Electronic banking, private banking, credit CARDS, investment banking and emerging business, such as precious metals have been accelerated development, constantly enrich product categories.

Perfect the internal control system to realize the steady operation

There is no doubt that the banking corporate governance mechanism, internal control system construction is a vital link. "At the moment we hand through the risk management to reduce business risk, on the other hand, we also know that to build a perfect governance structure will make the construction of internal control." These people said.

In fact, as early as in 2006, CCB can unfold the whole internal control evaluation, the evaluation content include internal control environment, risk identification and assessment, internal control measures, etc. Since 2007, the China construction bank's board of directors he carry out internal control evaluation organization, at present, the evaluation scope has covered the headquarters of all departments and overseas branches, subsidiaries, covering the main business of bank operation and management and matters.

In 2011, the construction bank's board of directors for review by the annual report disclosure major mistake responsibility to establish a major mistake responsibility system, in addition to a relatively independent and vertical internal audit management system. "Internal audit be responsible and report its work to the board of directors and the audit committee, reporting to the board of supervisors and senior management work." The construction bank concerns chief introduction.

In 2012, CCB head office set up internal control compliance department, deals with the whole internal control compliance work. That same year, CCB's board of directors by the basic rules and the internal control internal control system construction five year plan, guide the whole construction of multi-dimensional, three-dimensional, standardization, automation of the internal control management system.

Is to implement the internal control construction of comprehensive, continuous improve the effectiveness of internal control, at present, the construction bank has formed the effective risk identification and assessment of comprehensive testing system for the premise, in order to improve the content of the control system and tight control measures as the core, with strict audit supervision, and objective evaluation system for guarantee, the information system with powerful and clear channels of communication to support the internal control system.