英文： About Bank of Communications(3)  

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 
BOCOM’s equity⁸ structure has become more diversified⁹ after the bank’s 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(三) 

 
明确的发展战略 
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取得阶段性成果、发展已经迈上新的历史台阶，交通银行从2005年开始实施管理和发展的战略转型。交通银行的战略目标是朝着“国际公众银行、创新型银行、综合性银行、经营集约化银行、管理先进型银行”的目标迈进，努力创办一流现代金融企业。 

完善的公司治理 
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战略投资者后，交通银行股权结构更加多元化。同时，完善公司治理的基本制度已经确立，完善的公司治理架构基本建成，董事会的战略决策作用、高级管理层的经营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良好效能、又相互制衡的机制基本形成。