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招商银行（以下简称“招行”）于1987年在中国改革开放的最前沿----深圳经济特区成立，是中国境内第一家完全由企业法人持股的股份制商业银行，也是国家从体制外推动银行业改革的第一家试点银行。

成立27年来，招行伴随着中国经济的快速增长，在广大客户和社会各界的支持下，从当初只有1亿元资本金、1家营业网点、30余名员工的小银行，发展成为了资本净额超过2900亿、资产总额超过4.4万亿、全国设有超过800家网点、员工超过5万人的全国性股份制商业银行，并跻身全球前100家大银行之列。凭借持续的金融创新、优质的客户服务、稳健的经营风格和良好的经营业绩，招行现已发展成为中国境内最具品牌影响力的商业银行之一。在银监会对商业银行的综合评级中，招行多年来一直名列前茅。同时荣膺英国《金融时报》、《欧洲货币》、《亚洲银行家》、《财资》（TheAsset）等权威媒体授予的“最佳商业银行”、“最佳零售银行”“中国区最佳私人银行”、“中国最佳托管专业银行”多项殊荣。在英国《银行家》杂志2011年公布的世界千强银行榜单上位列第56名，在美国《财富》杂志2014年发布的“世界500强企业”排行榜上列第350位。本公司以品牌价值68亿美元位居MillwardBrown发布的2012年度BrandZ最具价值中国品牌榜第14位。

目前，招行在中国大陆的110余个城市设有113家分行及943家支行，1家分行级专营机构（信用卡中心），1家代表处，2,330家自助银行，在香港拥有一家分行（香港分行）；在美国设有纽约分行和代表处；在新加坡设有新加坡分行；在伦敦和台北设有代表处。此外，招行还在中国大陆全资拥有招银金融租赁有限公司，控股招商基金管理有限公司，持有招商信诺人寿保险有限公司50%股权；在香港全资拥有永隆银行有限公司和招银国际金融有限公司。招行已成为一家拥有商业银行、金融租赁、基金管理、人寿保险、境外投行等金融牌照的银行集团。截止2013年末，本集团实现净利润517.43亿元，同比增长14.30%。

招行将“服务、创新、稳健”作为核心价值观，坚持效益、质量、规模、结构协调发展，在国内同业中逐渐脱颖而出。在公司治理上，一开始就将所有权和经营权分离，较早地建立了董事会、监事会和经营班子分工明确、相互制衡的现代企业治理结构。在人员管理上，率先打破当时国内企业普遍存在的“铁饭碗、铁交椅、铁工资”的“三铁”制度，实行“人员能进能出、干部能上能下、待遇能高能低”的了“六能”机制。在信息化上，领先同业构建了全行统一的IT平台，创建了国内第一个电话银行，较早实现了客户资金的通存通兑和零在途汇划。在产品开发上，招行不少创新业务产品具有比较明显的市场竞争优势。

一卡通是是国内第一张基于客户号管理的银行借记卡，目前累计发卡超过6400万张，卡均存款1.22万元，远超全国平均水平，被誉为客户最喜爱的银行卡之一；2013年，招行个人手机银行继续保持高速发展，荣膺《亚洲银行家》“中国最佳手机银行产品”大奖，推出国内首家全新概念的“微信银行”，把移动互联网的金融服务延伸至客户黏度更高的日常通讯应用，建立了多层次、多样化的智能客服模式，提供了轻便易用的业务办理渠道，推动国内银行业微信银行的创新热潮和快速发展。2013年，招行零售电子渠道综合柜面替代率达92.50%，公司电子渠道综合柜面替代率达到54.65%，网上企业银行交易结算替代率达到92.42%；信用卡是国内第一张符合国际标准的双币信用卡，目前发卡量超过5100万张，被哈佛大学编写成MBA教学案例；金葵花理财是国内首个面向高端客户的理财产品，在高端客户中享有很高的美誉度；私人银行服务在国内股份制银行中率先推出，被国内外权威媒体多次评为“中国最佳私人银行”；跨银行现金管理在国内同业首开先河，成为大型企业集团资金管理的首选。此外，个人储蓄存款、个人消费贷款、资产托管、企业年金、离岸金融等业务，在股份制银行中居于领先地位。招行的风险管理也一直为业界称道，资产质量始终保持良好水平。截至2014年3月末，本公司不良贷款率为0.92%，不良贷款拨备覆盖率为率262.79%。

步入世纪之交，招商银行在妥善处理了离岸资产业务被叫停、个别分行发生挤提的严重流动性风险，以及前期快速发展中累计的不良资产风险的基础上，抓住信息化、全球化的机遇，前瞻性地制定并成功地实施了科学的战略。首先是利用在互联网面前大小、新老银行都处于同一起跑线的有利时机，大力发展网上银行、电话银行、手机银行、自助银行等电子渠道，有效地弥补了物理网点不及大型银行的明显劣势，并锁定了大量高素质、高价值客户。其次是分别于2002年和2006年在上海、香港上市，不仅满足了快速发展的资本需求，而且推动了内部管理脱胎换骨式的转变。再次是积极稳妥地推进国际化发展，在我国政府的有力促进下，经过艰苦努力，打破了美国17年来对中资银行市场准入的封锁，率先在纽约设立了分行并在此次金融危机最严重的2008年10月正式开业，被纽约市长彭博先生比喻为“华尔街冬天里的春风”；同年，还斥资300余亿港币收购了具有75年历史的香港本土第四大银行永隆银行，整合后开始取得良好的协同效应，被英国《金融时报》评述为“不可复制的案例”。

2004年，招行在国内同业中率先实施经营战略调整，加快发展零售业务、中间业务和中小企业业务，逐步形成了有别于国内同业的业务结构与经营特色。当前，招行正迈入新的战略发展阶段。为有效应对来自内外部经营环境的各种变化，持续增强竞争优势，招行将在深入推进经营战略调整的基础上，全面实施以降低资本消耗、提高贷款定价、控制财务成本、增加价值客户、确保风险可控为主要目标的二次转型，着力推进经营方式向内涵集约型转变，真正走上集约化经营的道路。

招商银行，因您而变。在未来的岁月里，我们愿为广大客户和各界朋友提供更新更好的金融服务，为将招行打造成为具有国际竞争力、中国最好的商业银行而不懈努力。

China Merchants Bank (hereinafter referred to as "CMB") was founded in 1987 in Shenzhen Special Economic Zone, the forefront of China's reform and opening up. It is the first joint-stock commercial bank wholly owned by enterprise legal person in China, and also the first trial bank for the country to promote banking reform from outside the system. Since its establishment 27 years ago, with the rapid growth of China's economy, with the support of customers and all sectors of society, CMB has developed from a small bank with a capital of only 100 million yuan, a business outlet and more than 30 employees to a national joint-stock commercial bank with a net capital of more than 290 billion yuan, total assets of more than 4.4 trillion yuan, more than 800 outlets and 50000 employees nationwide , and ranked among the top 100 banks in the world. With continuous financial innovation, high-quality customer service, stable business style and good business performance, CMB has developed into one of the most influential commercial banks in China. In the comprehensive rating of commercial banks by CBRC, China Merchants Bank has been at the top for many years. At the same time, it has won many awards such as "the best commercial bank", "the best retail bank", "the best private bank in China" and "the best custody professional bank in China" awarded by authoritative media such as the financial times, European currency, Asian Banker and the asset. Ranked 56th on the list of the world's top 1000 banks published by the British banker magazine in 2011, and 350th on the list of the world's top 500 enterprises published by the US Fortune magazine in 2014. The company ranked 14th in 2012 brandz's most valuable Chinese brands list released by Millward Brown with a brand value of US $6.8 billion. At present, China Merchants Bank has 113 branches and 943 sub branches in more than 110 cities in mainland China, one branch level franchise (Credit Card Center), one representative office, 2330 self-service banks, and one branch (Hong Kong Branch) in Hong Kong; New York branch and representative office in the United States; Singapore branch in Singapore; and representative offices in London and Taipei. In addition, China Merchants Bank also wholly owns China Merchants Bank Financial Leasing Co., Ltd., holding China Merchants Fund Management Co., Ltd., holding 50% of the equity of China Merchants Cino Life Insurance Co., Ltd., and wholly owns Wing Lung Bank Co., Ltd. and China Merchants Bank International Finance Co., Ltd. in Hong Kong. China Merchants Bank has become a banking group with commercial banks, financial leasing, fund management, life insurance, overseas investment banks and other financial licenses. By the end of 2013, the group had achieved a net profit of 51.743 billion yuan, an increase of 14.30% year on year. CMB takes "service, innovation and stability" as its core values, adheres to the coordinated development of efficiency, quality, scale and structure, and gradually stands out among domestic peers. In corporate governance, the ownership and management rights are separated from each other at the beginning, and a modern corporate governance structure with clear division of labor and mutual checks and balances among the board of directors, the board of supervisors and the management team has been established earlier. In terms of personnel management, we took the lead in breaking the "three iron" system of "iron rice bowl, iron chair and iron salary" which was prevalent in domestic enterprises at that time, and implemented the "six energy" mechanism of "personnel can enter and exit, cadres can go up and down, and treatment can be high and low". In terms of informatization, leading banks have built a unified IT platform for the whole bank and established the first telephone bank in China, which has realized the deposit and exchange of customer funds and zero in transit remittance earlier. In product development, many innovative business products of CMB have obvious market competitive advantages. One card is the first bank debit card based on customer number management in China. At present, more than 64 million cards have been issued, with an average deposit of 12200 yuan, far exceeding the national average level, and it is known as one of customers' favorite bank cards. In 2013, CMB's personal mobile banking continued to maintain high-speed development, won the "China's best mobile banking products" award of "Asian Banker" and pushed abroad The first new concept "wechat bank" in China extends the financial service of mobile Internet to the daily communication application with higher customer viscosity, establishes a multi-level and diversified intelligent customer service mode, provides a light and easy-to-use business processing channel, and promotes the innovation upsurge and rapid development of wechat bank in domestic banking industry. In 2013, the comprehensive counter replacement rate of retail e-channel of China Merchants Bank reached 92.50%, the comprehensive counter replacement rate of corporate e-channel reached 54.65%, and the replacement rate of online corporate banking transaction settlement reached 92.42%; the credit card is the first dual currency credit card that meets international standards in China, with the current issuing volume of more than 51 million, which has been compiled into an MBA teaching case by Harvard University; sunflower financial management is the first one in China Financial products for high-end customers enjoy a high reputation among high-end customers; private banking services are first launched in domestic joint-stock banks, and have been rated as "China's best private bank" by authoritative media at home and abroad for many times; cross bank cash management is the first in domestic industry, becoming the first choice for capital management of large enterprise groups. In addition, personal savings deposits, personal consumer loans, asset custody, enterprise annuity, offshore finance and other businesses are in a leading position in joint-stock banks. CMB's risk management has also been praised by the industry, and the asset quality has always maintained a good level. By the end of March 2014, the company's non-performing loan ratio was 0.92%, and the provision coverage rate of non-performing loans was 262.79%. At the turn of the century, China Merchants Bank, on the basis of properly handling the serious liquidity risk of offshore asset business being stopped, individual branches being squeezed and raised, and the accumulated non-performing asset risk in the early rapid development, seizing the opportunity of informatization and globalization, has formulated and successfully implemented a scientific strategy in a forward-looking way. First of all, by taking advantage of the favorable opportunity of running the same line in front of the Internet, new and old banks, vigorously develop online banking, telephone banking, mobile banking, self-service banking and other electronic channels, effectively make up for the obvious disadvantages of physical outlets less than large banks, and lock a large number of high-quality and high-value customers. Secondly, it was listed in Shanghai and Hong Kong in 2002 and 2006 respectively, which not only met the rapid development of capital demand, but also promoted the transformation of internal management. Thirdly, we have actively and steadily promoted international development. With the strong promotion of the Chinese government, through hard work, we have broken the US blockade on market access of Chinese banks in the past 17 years. We took the lead in setting up branches in New York and officially opened business in October 2008, the most serious financial crisis. Mr. Bloomberg, the mayor of New York, compared it to "spring wind in the winter of Wall Street"; in the same year, we also criticized With more than 30 billion Hong Kong dollars, Yonglong bank, the fourth largest bank in Hong Kong with a history of 75 years, has acquired a good synergy effect after integration, which has been described as "an unrepeatable case" by the financial times. In 2004, CMB took the lead in implementing business strategy adjustment among domestic peers, accelerated the development of retail business, intermediary business and small and medium-sized enterprise business, and gradually formed a business structure and management characteristics different from domestic peers. At present, China Merchants Bank is entering a new stage of strategic development. In order to effectively cope with various changes from the internal and external business environment and continuously enhance its competitive advantage, CMB will, on the basis of in-depth promotion of business strategy adjustment, comprehensively implement the secondary transformation with the main objectives of reducing capital consumption, improving loan pricing, controlling financial costs, increasing value customers and ensuring risk control, and strive to promote the transformation of business mode to the intensive one We are on the road of intensive management. China Merchants Bank, because of you. In the years to come, we are willing to provide customers and friends from all walks of life with newer and better financial services, and make unremitting efforts to build China Merchants Bank into the best commercial bank in China with international competitiveness.

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