In the first half of this year CCB witnessed sound business performance and its major business basically achieved the scheduled objectives set at the beginning of the year. The bank’s daily increment of corporate customer loan and corporate savings deposit has completed 68% and 76% of the year-round plans respectively. Its business process of product pricing for key customers and economic capital readjustment is further optimized, business analysis and performance evaluation system based on daily data is initially built, small and medium-sized business operational mechanism is further improved and the interactive marketing efforts among different departments are enhanced.

In the second half of this year, CCB will, in compliance with the “customer-oriented and market-guided” business philosophy, work hard to raise “three capacities”: first, capacity of delivering professional services to customers. The business unit system will be gradually implemented to shift the focus of business process and allocation of core resources from products to customers; the negotiation mechanism for corporate business will be implemented to centralize the advantages previously dispersed in various business links so as to raise efficiency.

Second, capacity of providing differentiated services for important customers. Greater attention will be paid to important customers in the process of institutional reform. In principle, the relations with the important customers of the Headquarters and the key customers of local branches should be directly managed by the Headquarters and the primary branches. A chief customer relations manager will be appointed by the Headquarters and the branches respectively for their key customers.