Executive Summary 1
Part Ⅰ The Economic Situation 9
Ⅰ．Complex and uncertain economic trends and significant operational diversities among business enterprises 10
Ⅱ．Uncertainties in the real estate market bring huge pressure on bankers 13
Ⅲ．Bankers recognize the effects of macroeconomic policy but give low score to industrial policy 15
Ⅳ．Transformation of economic development model and adjustment of industrial structure as the external environment factors that draw the most attention of Chinese bankers 16
Ⅴ．Financial ecological environments are better,and the construction of the credit environment and the legal environments are at the core 22
Part Ⅱ Development Strategies 24
Ⅰ．Fierce horizontal competition and increasing pressure in attracting customer deposits identified as biggest challenges in bank operations 25
Ⅱ．Transformation of the business structure as the top priority in the bank's strategy adjustment 26
Ⅲ．SME financial service,the important orientation for transformation of the bank's customer base 27
Ⅳ．Attention to rural financial services incrementally increasing 33
Ⅴ．Insurance industry,the first-choice for comprehensive operations 38
Ⅵ．Seize opportunities and implement the"going global"strategy to first set foot in surrounding countries and regions 43
Part Ⅲ Business Development 49
Ⅰ．Infrastructure and new energy industry arouse attention and the credit supply is curbed in"high-pollution,high-energy-consumption,and overproduction"industries 50
Ⅱ．Developing investment banking services to cope with challenges from financial disintermediation 56
Ⅲ．Wealth management as the key for the development of personal financial services 61
Ⅳ．Personal mortgage loan standards are increasingly tightened,and the cultivation of credit card brand characteristics is taken as the core 66
Ⅴ．"Expanding the e-banking channel and promoting the transformation of outlet functions"regarded as the key in channel construction 68
Part Ⅳ Risk Management 69
Ⅰ．Non-performing loans likely to rise periodically but unlikely to increase structurally 70
Ⅱ．Attitude to the real estate-related business development is cautious,and the concern about its associated risk is paramount 72
Ⅲ．Difficulties in learning about the local government's overall debt situation is a bottleneck for the risks involved in managing government-financing platforms 77
Ⅳ．Reinforcement of risk management contributes to business development 83
Ⅴ．Credit risk is also most critical,and compliance risk attracts more concerns 86
Ⅵ．Improving the risk quantification level is the key to implementing the New Basel Capital Accord 88
Part Ⅴ Corporate Governance 90
Ⅰ．Large room for improvement for incentive and monitoring mechanisms 91
Ⅱ．Satisfaction with present"head office and branch"management structures 93
Ⅲ．Relatively healthy information disclosure system,consistently improving internal management transparency 98
Part Ⅵ Information Systems 100
Ⅰ．Information systems continue to draw attention from bankers 101
Ⅱ．Different priorities when building information systems,and large commercial banks have better information systems 103
Ⅲ．Data mining and information integration are top priorities of future information system construction 104
Part Ⅶ Human Resources 105
Ⅰ．Growth of employee numbers expected to slow down;unlisted banks to expand rapidly 106
Ⅱ．Talent succession planning,salary systems,and training mechanisms await improvement 107
Part Ⅷ Corporate Culture 108
Ⅰ．Promotional slogans highlight the core values and operational philosophies 109
Ⅱ．Corporate culture construction universally emphasized 110
Part Ⅸ Assessment of Regulatory Policies 111
Ⅰ．Regulatory policies universally recognized 112
Ⅱ．Counter-cyclical capital regulation and leverage ratio regulation recognized by bankers 114
Ⅲ．Improved differentiation of regulatory indicators and development of diversified capital replenishment channels 117
Ⅳ．New lending rules widely accepted and overall implementation in good order 119
Ⅴ．Balance between financial stability and financial innovation to define good regulation 121
Ⅵ．Tax policies should take full account of the banking industry's development needs 122
Part Ⅹ The Bankers 124
Ⅰ．Strategic management and business development abilities viewed as bankers'foremost qualities 125
Ⅱ．Urgency in improving innovation capacities at the phase of transformation 126
Ⅲ．All-round talent competition mechanism to cultivate more good bankers 127
Part Ⅺ Forward-looking Opinions 128
Ⅰ．Projection of income growth and profit 129
Ⅱ．Projection of non-performing loan ratios and provision coverage 131
Ⅲ．CAR projection 132
Appendix 133
Introduction of the project background and its implernentation 134
Top 30 banks in the Chinese banking industry 139
Working together to deliver success 140
Interview NotesInterview Notes Ⅰ From economic transformation to financial transformation 18
Interview Notes Ⅱ SME financial services advanced to a strategic height 30
Interview Notes Ⅲ Go to the countryside! 35
Interview Notes Ⅳ On boosting comprehensive business operations 40
Interview Notes Ⅴ Accumulate strength to promote globalization 45
Interview Notes Ⅵ The optimization and upgrading of the industrial structures boost the adjustment of the credit structures 52
Interview Notes Ⅶ Actively expanding investment banking 58
Interview Notes Ⅷ Private banking struggles to get going 63
Interview Notes Ⅸ Looking out for the real estate market's short-term risks 74
Interview Notes Ⅹ The risk associated with local government-financing platform loans is manageable overall,but potential risks require attention 79
Interview Notes Ⅺ Exploring the scientific organizational structures and performance evaluation mechanisms 95