英文： about Bank of Communications
Well-defined development strategy
BOCOM began strategic transformation1 of its management and development in 2005 in light of its sizeable achievements in shareholding2 system reform, in order to accommodate the rather complicated external operational environment, the increasingly rigid3 capital restriction4 and the ongoing5, gradual interest rate reorientation towards the market. Strategically, BOCOM aims at developing itself into an international, innovative6, integrated, operation-intensive, and highly regulated first-class modern bank.
Perfected corporate7 governance
BOCOMs equity8 structure has become more persified9 after the banks introduction of mainland and overseas strategic investors10 like HSBC, Social Security Fund and China SAFE Investments Ltd. into its business. At the same time, BOCOM has set up a fundamental system and structure for implementing11 its corporate governance measures and formed wellbalanced boards of directors and supervisors12. The Board of Directors, the senior management, and the Board of Supervisors have been proven to adequately fulfill13 their duties of decision-making, operations and management, and supervision14 respectively. A basic system has been set up for the efficient operation and coordination15 of general meetings, board of directors, board of supervisors and the senior management.
中文：交行概况
明确的进步策略
面对复杂的外部经营环境、日趋刚性的资本约束和逐步推进的利率市场化改革，基于深化股份制改革已获得阶段性成就、进步已经迈上新的历史台阶，交通银行从2005年开始推行管理和进步的策略转型。交通银行的策略目的是朝着国际公众银行、革新型银行、综合性银行、经营集约化银行、管理先进型银行的目的迈进，努力创办一流现代金融企业。
健全的公司治理
在成功引进汇丰银行、全国社保基金理事会、中央汇金公司等境内外策略投资者后，交通银行股权结构愈加多样化。同时，健全公司治理的基本规范已经确立，健全的公司治理构造基本建成，董事会的策略决策用途、高级管理层的营运管理职责和监事会的监督职责都得到充分发挥，股东大会、董事会、监事会和高级管理层之间各自发挥好效能、又相互制衡的机制基本形成。