As at the end of 2013, the Bank had 305,675 employees. There were 283,004 employees in Chinese mainland, which included 277,958 (containing 54,058 external contractual staff) in the domestic commercial banks; and 22,671 employees in Hong Kong, Macau, Taiwan and other countries. As at the end of 2013, the Bank beared costs for a total of 6,365 retirees.
In 2013, in line with the Group’s development strategy and annual priorities, and following the guidelines of serving the grass-roots and front-line operations, the Bank strengthened structural adjustment, improved resources allocation, stepped up the training and development of competent persons and the building of talented teams, and continuously improved its strategic, professional and service-oriented human resources management system.
The Bank strengthened control over the total number of the Group staff, maintaining it at a relatively stable level. It improved personnel allocation by prioritising the personnel demands of strategic work such as IT system development, overseas business development and diversifi ed business development. It also continued to increase staff number at grassroots outlets and frontline operations, optimise personnel structure and enhance service capacity. The Bank upgraded its personnel expense allocation mechanism and gave play to the strategic guidance role of personnel expenses. It continued to adopt a “position-related and performance-based” employee remuneration mechanism, improving the incentive and restraint mechanism for employees and promoting the application of a simple, clear, direct and effi cient incentive model, so as to enhance internal impetus.
The Bank intensifi ed personnel training and development, worked out a plan for adjusting its external contractual staff management policies and initiated the conversion of external contractual staff to offi cial staff in accordance with the Labour Contract Law. The Bank strengthened the development of its personnel training system, developed and implemented the Training Plan of Bank of China for 2013–2015, determined the working guidance and goals of its personnel training and intensifi ed personnel training efforts. In 2013, the Bank held 68,775 training courses with 2,209,789 class participants. In its overseas institutions, the Bank strengthened team building and actively pushed forward the implementation of reform planning of human resources management. It sent more employees to work abroad and enhanced the selection process of such employees. The Bank consolidated its training efforts for international and diversifi ed personnel and increased personnel-related communication among domestic and overseas institutions, commercial banks and diversifi ed business modules.
Composition of Contracted Staff in Domestic Commercial Banking Business by Age Group
51 and above
Composition of Contracted Staff in Domestic Commercial Banking Business by Education Level
Other
Composition of Staff in Domestic Commercial Banking Business by Job Function
Operation services and
The year 2014 is the fi rst year of China’s implementing the spirit of the Third Plenary Session of the 18th Central Committee of the Communist Party and deepening the reforms in an all-around way. The state will promote all the work in accordance with the steady advancement, reform and innovation.
The national economy is expected to show stronger momentum with steady growth. At the same time, with the market-oriented reforms deepening, the social fi nancing structure becoming more diversifi ed, the economic structure adjustment and growth model shift accelerating, and the convergence of internet technology and fi nancial services speeding up, traditional fi nancial services are expected to face greater challenges. Therefore, banks must be capable of quickly capturing and meeting the customer demands so as to respond to the market competition proactively.
Facing the challenges and the opportunities, the Bank will further implement the strategic development plan and more consciously integrate into the overall landscape of economic transition and social advance. The Bank will deepen the reform for further development, intensify the innovation for market share expansion, accelerate the transformation for profi ts, and manage the risks for cost control. Upholding the enterprising spirit and striving for success, the Bank is aimed at fulfi lling its social responsibilities and building itself into an excellent bank.
Focus on services — secure footholds at the grass-roots level and enhance the channels. The Bank will accelerate the reconstruction of service processes aimed at improving customer experience, optimise the processes, and integrate the products and services. It will step up channel building positioned at service effi ciency improvement, deepen the branch transformation and strengthen the unifi ed management of channels. The Bank will speed up the implementation of online banking strategy aimed at leading the market and improve the functions of online products and service system driven by integrated approaches. It will continue to upgrade the operational and service capacities with focus on improving the levels of intelligence, standardisation and automation of operations and services.
Focus on effi ciency — optimise the structure to improve output. The Bank will make great efforts to improve the return on capital and take a development road featuring capital saving. It will accelerate the optimisation of debt structure to actively respond to the challenges of interest rate liberalisation, and speed up the optimisation of credit structure to intensify the business for large-sized enterprises, strengthen the business for SMEs, refi ne the micro-fi nance business, and advance personal credit business. In 2014, the Bank’s domestic RMB loans are expected to grow by 11%. The Bank will accelerate the optimisation of revenue structure, broaden the channels of non-interest income, strengthen the development and innovation of featured services, and promote the fi nancial services that benefi t the general public.
Focus on the market — expand the advantages to win the competition. The Bank will unleash the professional advantages to further enhance the competitiveness in fi nancial markets. It will upgrade the competitiveness and sustainable development capacity of overseas businesses, strengthen the capacity of serving the “Going Global” enterprises, and enhance the level of individual cross-border fi nancial services.
The Bank will further improve the competitiveness of the business related to RMB internationalisation and strengthen the innovation, marketing, branding and promotion of RMB cross-border products. It will enhance the Group synergies continuously to improve the Group’s comprehensive operation and integrated service capabilities.
Focus on quality — implement delicate management and control the risks. The Bank will further strengthen proactive risk management, safeguard the bottom line of risk, establish a positive risk management concept and optimise management systems and processes.
It will enhance credit risk management to stabilise the asset quality and strengthen the management of market risk to improve decision-making capability in market risk management. The Bank will also strengthen asset and liability management and liquidity management to achieve a balance of asset and liability and ensure the security of liquidity. By optimising related tools and measures, it will enhance internal control and compliance management to improve internal control effi ciency.
The Bank earnestly upheld the philosophy of “Serving Society, Delivering Excellence” and dedicated itself to serving, repaying and contributing to society. In collaboration with stakeholders, it actively participated in the building of a harmonious society, supported the development of the real economy and made important contributions to earthquake relief, poverty alleviation and the development of science, education, culture and public health.