银行改革外文文献翻译(编辑修改稿)

银行改革外文文献翻译(编辑修改稿)内容摘要：

ts, with training courses offered in SME management and financing, wealth management, fund trading, risk management, and implementation of the Basel Capital Agreements, etc. . Successful public listings After launching internal restructuring and successful attraction of reputable foreign strategic partners, state mercial banks were successful in listing their shares in the Hong Kong (H share) and Shanghai (A share) stock exchanges and hence for the first 6 time subject to the market discipline:BOCOM, June 2020。 CCB, October 2020。 BOC, June 2020。 ICBC, October 2020 (which was the first double listing in both the Hong Kong stock exchange and the Shanghai stock exchange). Public listing of bank shares together raised RMB445 billion (US$60 billion) in the open market, about 26% of bined capital. In parison, the funds raised through foreign strategic partners was US$15 billion. In 2020, two small shareholding banks were listed in the Shanghai stock exchange, bringing the total listed to seven among 12 shareholding banks. In addition, three city mercial banks based, respectively, in Beijing, Nanjing, and Ningbo were listed in the Shanghai A share market, paving the way for other city mercial banks to restructure and then seek listing in the stock exchange. Having benefited from rising share prices, ICBC, CCB, and BOC were, respectively, the first,second, and the fourth largest bank in the world by market capitalization at the end of 2020: US$ billion, US$ billion, and US$ billion. . Strengthening capital By the end of 2020, nearly 80% of banks by asset have fulfilled capital adequacy standards. The capital adequacy ratio for the four listed state mercial banks was, respectively, 13% for ICBC。 % for BOC。 % for CCB。 and for BOCOM. The core capital adequacy ratio was, respectively, 11% for ICBC。 % for BOC。 % for CCB。 and % for BOCOM. . Building risk management systems Since 2020 CCB and other large state mercial banks have begun to introduce a vertical risk management system to consolidate risk management into the hands of the newly created chief risk officer. The reform has helped to stem undue interferences in the loan decision process at the local level. At the same time, by taking advantage of information technology, banks have begun to streamline and optimize the operational processes and procedures in order to reduce operational risks. Banks have also begun to use quantitative risk models to gauge and simulate various risk scenarios facing them such as stress test. The concept of economic/risk capital has been adopted to manage risk quotas, allocate bank resources, and pricing of products. Banks have also strengthened the analysis of market and liquidity risks while controlling operational risks through improved internal control procedures by employing quantitative tools and models. Last but not least, banks have taken steps to build a new risk or credit culture. 7 . Pursuing strategic transformation of the business model Chinese banks have traditionally focused on corporate businesses, the wholesale banking so to speak. However, as the local capital market gradually matures and the ine and wealth of Chinese households continue to grow apace, the banks find growing business opportunities in consumeroriented financial services such as mutual funds, mortgage financing, wealth management, and personal loans. These are also areas of financial services where the newly arrived foreign banks aim to capture with their petitive , both for seeking new sources of profit growth and achieving a more diversified and balanced revenue base, as well as for meeting the petition from foreign banks head on, the Chinese banks are pelled to seize the opportunity and meet the challenge to embark on the path of a strategic transformation of the traditional business model toward retailing thrusts of retail banking include credit card, personal loans, and wealth management, mutual fund, insurance products and other products generating feebased ine. Retail banking, in turn, has called for greater investment in information technology to develop efficient systems in processing personal loan, inter banking, and telebanking, as well as improve the efficiency of retail works to better serve the needs of retail state mercial banks like CCB have also initiated special programs to cater to the need of small and medium enterprises, SMEs. In addition, they have started to branch out into new areas of financial services, thus gradually and steadily moving toward universal banking enpassing investment banking, issuance, securities, private banking, and financial have also started to grow overseas business either by establishing more new overseas branches or through merging and acquisitions of foreign financial entities. 4. Conclusion: Assessment of Bank Performance The strong financial performance of large state banks was carried into the first half of 2020 even as growth slowed by nearly 2 percentage points to % from the first half of 2020 due to a bination of falling external demand and tighter credit policy. In the first half of 2020, profit (profit after tax) grew, respectively, % for CCB, % for ICBC, and 36% for BOC over a year ago. Although the reduction of corporate ine tax from 33% to 25% accounted for partly the increase in profit, but 8 the key underlying factors driving profit growth remained the same as the last year. First, interest ine continued to benefit from rising interest margins as well as rapid asset growth and still is the main source of operating ine, possibly for the foreseeable future. Second, fee and mission ine again witnessed an explosive growth: CCB, %。 BOCOM, 50%, ICBC, 48%。 BOC, %, in spite of a sharply cooled stock market that has curtailed ine derived from hotselling marketbased financial products of the previous。