China Merchants Bk Co H

Analysts, friends from the media, good morning. CNB 2025 Annual Result Announcement will now begin. I am Head of the Office of the Board of Director of China Merchants Bank, Xiaoyang Fang. We have released the 2025 Annual Result last Friday. And this conference will be carried out both offline and online webcasting Now, please allow me to introduce the attendee of today's on-site meeting. Sitting on the podium, they are Mr. Miao Jianmin, Chairman, Mr. Wang Liang, President, Mr. Peng Jiawen, Executive Vice President, CFO, and Secretary of the Board of Directors, Mr. Xu Mingjie, Executive Vice President and SHIBRIS co-officer, Mr. Zhou Tianhong, Chief Information Officer. Joining on-site and online, we also have non-executive director, Mr. Zhu Liwei, independent director, Mr. Tianhong Qi, Mr. Li Chaoxian, Ms. Li Li, Mr. Huang Yushan, and Mr. Lu Liping, and also relevant head of departments of CNB. On behalf of CNB, I would like to extend a warm welcome to your participation. and thank you for your long attention, support, and investment in CNB. Today's meeting will have two sessions. One, we will invite Mr. Miao and Mr. Wang to introduce the bank's 2025 result, which takes around 30 minutes. And the second part is the Q&A session, which takes around 1 hour and 30 minutes. The meeting will be provided with Chinese to English simultaneous interpretation. Now we will have the floor to Chairman Miao and President Wang on CNB's 2025 performance. Dear investors, analysts, friends from the media, good morning. Welcome to CNB's 2025 annual result announcement. Today's result announcement will be introducing contents of three parts. First, I will introduce the group's 2025 annual results, and then I'll give the floor to President Wang to introduce the operational information, and then I will briefly introduce our outlook and strategy for the year 2026. In 2025, we seek to quality, efficiency, and scales coordinated development and strive to build a world-class value creation bank and speed up our transformation towards the full initiative development and promote high-quality development. Maintain good operation amid stability and strong resilience and innovation vitality, which was reflected in five parts. First, we remain steady in terms of our operation and we cope with the downward trend of the interest rate, insufficient demand, and growth pressure, our revenue and profit realize both a dual growth. ROAA and ROAE maintain leading in the industry. Net operating income, $337.2 billion, up by 0.05%. Net profit attributable to the bank's shareholder, 150.2 billion yuan, up by 1.21%. ROAA, 1.19%, ROAE, 13.44%, down by 0.09 ppt and 1.05 ppt year-on-year. Net interest income, 215.6 billion yuan, up by 2.04%. NIM was established. 1.87%, down by 11 bips year-on-year, with a narrower reduction and maintain a leading level in the industry. Influenced by the fluctuation in the bond market, non-interested net income, 121.7 billion yuan, down by 3.31% year-on-year, among which net fee and commission income increased by 4.39% year-on-year, which is recording the first With positive growth since the year 2020-22, we seek to refine management and continue to promote reduction in cost and maintain a cost-to-income ratio of 32.01%. Secondly, we maintain growth in asset and liability and maintain our advantages in low funding costs. Assets exceeding 13 trillion yuan, total loans and advances 7.26 trillion yuan, up by 5.37%. General loans 6.94 trillion yuan, up by 6.57%. Total liability 11.79 trillion yuan, up by 7.98%. Total customer deposit 9.84 trillion yuan, up by 8.13%. Demand deposits' daily average balance account for 49.4% remain at a high level. Interest-bearing liabilities average cost ratio 1.26%, down by 38 bps year-on-year. And we maintain our advantages in low funding costs. Thirdly, we consolidate our structural advantages and have strong capital strength. Non-interest income accounts for 36.08% maintained leading in the industry. Net fee and commission income accounts for 61.85% of the total non-interest income. Retail finance makes over half of the contribution. It's net operating income and pre-tax profit accounts for 56 and 50% of the total. And We also maintain quite good level of CAR. Under the advanced measurement approach, core Tier 1 CAR, Tier 1 CAR and CAR were 14.16%, 16.51%, and 18.27% down by 0.7, 0.97, and 0.81 percentage point compared with the end of last year. Under the weighted approach, the core Tier 1 CAR Tier 1 CAR and CAR were 11.92%, 13.9%, and 15%, down by 0.51%, 0.73%, and 0.73% compared with the end of last year. All levels of CAR's decrease was mainly influenced by the interim dividend payout and the reduction of OCI. Fourth, asset quality remains stable and risk compensation capability remains to be robust. NPR balance 68.2 billion up by 2.6 billion yuan. NPR ratio 0.94% down by 0.01 percentage point. Credit cost 0.6% down by 0.05 percentage point. Allowance coverage ratio 391.79% down by 20.19 percentage point. Loan loss reserve, 3.68%, down by 0.24 percentage point, maintaining a high level of risk compensation capability. Fifthly, we strive to build a digital and intelligent CMB and actively practice CSG philosophy. We focus on AI, increased IT input, and talent reserve. In 2025, our IT input was $12.9 billion, accounting for $4.6 Through 1% of the bank's net operating income, R&D personnel exceeded 11,000 people, accounting for over 9% of our total employee. We have an open mindset and embrace cutting-edge technology, rollout, and implement application and strive to build up our AI systematic advantage. We construct a leading intelligent computing infrastructure. Model performance and computation efficiency continue to increase. Our core computing rate, our token cost, has reached an industry-leading level. Our average token throughput has increased by 10.1 times compared with that of 2024. Our bank-wise large model developers exceed 10,000 people, and we continue to introduce a cutting-edge model. Implement domain-specific model as many as 183. Our average iteration cycle significantly shortened as well. We deeply implement this technology into our business ecosystem and implement over 800 applications and realize both tech and business value. We build our intelligent eras, organizations and teams and construct talent pipeline that are cross-functional. We promote deep integration of technology and business and build such an intelligent organizational ecosystem. We incorporate ESG philosophy into the bank's development strategy and decision making and promote sustainable development. We promote the development of green finance and enhance our green operation capability. Green loan, green leasing balance grew by 21% and 23.89%. We assist enterprises to issue nearly 100 ESG bonds and raise their funds to support energy conservation, clean production, clean transportation, and other industries. We attach great importance to green investment. Our companies and subsidiaries are holding more and more balance of green loans, green bonds, and ESG products We continue to strengthen our green operation and deepen the carbon emission reduction and enhance our own carbon management refined level. We continue to enhance the quality and efficiency of serving real economy. Tech, green, inclusive and manufacturing loan balance have taken up more and more proportion and the Minsheng ESG rating has received the highest level of AAA rating for two consecutive years. This is my brief overview of the 2025 result. Now I will give the floor to President Wang on the bank's operational information. Thank you, Chairman Miao. Now I will introduce the bank's 2025 operational information. The year 2025 is an extraordinary year, facing multiple challenges. Under the leadership of the Board of Directors, we have withstood pressure, maintained determination and promote the international, comprehensive, differentiated and intelligent transformation and maintain a good trend of operational results and our business are moving towards new and better direction and building up our own strength and competitiveness which were mainly reflected in the following five parts. We continue to consolidate our customer base and our business development are both a are both directing towards good volume and quality. We remain customer-centric and strengthen high-quality customer acquisition and strive to build ourselves into a client's principal bank and first bank to approach. Retail customers totaled 224 million, up by 6.67%, among which Golden Sunflower and above clients 5.93 million, up by 13.29%. Customers holding wealth products amount to 64 million, up by 10.15%. For corporate customer, it was totaled 3.62 million, which was up by 14.4%, among which corporate customers newly acquired reached 657,000, serving tech clients as many as 350,000. And for corporate withholding customers, their amount was 1.53 million. We also optimized category asset allocation, total loans and advances, accounts for 55% of the total asset. Retail Loan accounts for 51% of the total loans and advances. And Investment Assets accounts for 31.77% of the total assets. Interbank Assets accounts for around 7.36% down by 0.02%. Bonus Counting accounts for 4.43% down by 1.09%. We continue to strengthen liability management and enhance the proportion of high-quality liability. Total deposits account for 83.43% of the total liability, up by 0.12 percentage point. Core deposits daily average balance accounts for... 87% of the total customer deposits daily average balance up by 1.17 percentage point. Interbank deposit grew rapidly. Its demand deposit accounts for 93.77%. Customer deposit cost ratio 1.17% down by 37 bps. Interbank deposit cost ratio 1.02% down by 29 bps. Secondly, our four major segments are developing in a balanced and coordinated manner, and we are showing stronger development resilience. First, we secured the dominant position of retail finance, and our leading advantage was further consolidated. Retail AUM balance exceeded 17 trillion yuan, up by 14.44%. Year-round increment reached 2.16 trillion yuan, hitting a record high. Retail customer deposit total 4.5 trillion yuan up by 11%. Retail demand deposit daily average balance accounts for 47% of the total. Retail low end 3.72 trillion yuan up by 2.07%. Market share growing steadily. We strive to overcome adverse factors such as weak demand and consumption. Our credit card business continues to grow in their market share. Active credit card users surpass 70 million develop against the trend. The transaction value was 4.08 trillion yuan down by 7.62%. Credit card loan amount to 939.1 billion down by 0.92%. The credit card transaction value and loan balance remain leading in the industry. And secondly, we speed up to build our characteristic in corporate finance and build up our strength in specialized segments. The FBA balance was 6.73 trillion yuan, up by 11.08%. Corporate loan balance, 3.22 trillion yuan, up by 12.29%. We focus on modern industrial system. We prioritize our loan granting in tech, green, inclusive, manufacturing and other industries and increase our competitiveness. Corporate deposit balance 5.34 trillion yuan up by 5.46%. Corporate deposits are accounting for 50% of the total. And retirement finance improved in both quality and efficiency. Annuity entrusted surpassed 300 billion. Pension fund under custody 1.55 trillion yuan. Private pension accounts exceeded 15 million. And contribution was among the top in the industry. Transaction banking focused on the trade finance and treasury management needs of the corporate customers. The number of customers using treasury management cloud further specialized. Third, investment banking and global market business further specialized and innovate. FPA contributed by IB business grew by 10.38%. The bank as lead underwriter, that instrument was 579.16 billion yuan. Number of clients in GM business of client flow trading and transaction volume both grow. RMB bond investment transaction value grew by 1.96 times. Bill discounting business grew by 12.89%, ranking second in the market. Fourth, wealth management and asset management continued to expand. We enhanced asset allocation capability, grasped opportunities arising from the capital market, and the wealth management business experienced robust growth. Tree asset allocation clients was amounted to 11.76 million, up by 13.31%. Retail wealth management product balance grew by 12%. Agency distribution of non-money market fund, trust scheme, and insurance premium grew by 18.13%, 150.65%, and 25.93%. Corporate wealth management product balance reached $524.9 billion, up by 31.28%. Asset management business growth totaled 4.71 trillion yuan up by 5.13%, as a custody scale rank among the top in the industry, reaching 26.09 trillion yuan. Extensive wealth management income grew by 16.91%, top for the past three years. and accounting for 52% of the total fee and commission income and increased by 5.78%. Fifth, we speed up the business development in key regions and enhance the contribution brought by the branches in these areas. We have 16 branches in key areas and their customer base AUM core deposits and other key indicators are having higher level of growth than the average level of other branches. And the Retail AUM's proportion increased by 0.79 percentage point, and the corporate loan balance account's proportion was up by 0.12 percentage point. Third, for international and comprehensive development, we actively built up our new strength. We actively serve Chinese enterprises going global and residents' needs of making global allocation of their assets enhance our service capability. The overseas contributions are making more and more contribution. Their total asset grew by 12.88% and the net operating income grew by 33.78%. Institutions in Hong Kong grasp opportunities and make good performance. Their total assets grew by 13.84%, net operating income grew by 36.36%, net profit grew by 63%, and CNB Wing Lung Bank's retail AOM grew by 22.14% for CNBI. The number of Hong Kong IPO underwritten and sponsored actually ranked No. 2 and No. 4 respectively. For cross-border business, it showed strong momentum. Number of corporate customers in respect of international BOP exceeded 100,000, and the volume of international BOT grew by 12%. We deepened our comprehensive development, and subsidiaries delivered various performing highlights. Their total asset was 952.8 billion yuan, up by 11%. Operating income accounted for 12.26% of the group's total, up by 1.96 percentage point. Net profit, 16.38 billion, up by 41%. CNB Leasing focused on new energy, new infrastructure, new tech, new mobility, and new intelligent manufacturing and new material, a.k.a. the sixth new industry, to build their service mechanism. Their total asset was $325.3 billion, up by 5%. CNB Wealth Management's product scale, 2.64 trillion, up by 6.88%, maintained the top in the industry, and the equity-related products, actually increase in their market share. CNB Fund has managed a total scale of 961.5 billion, up by 9.29%. Cigna and CMAM Insurance Fund under fiduciary management, 223.3 billion, up by 23%. CNB Investment commenced operations, and we make new breakthrough in the layout of our comprehensive development. Fourth, We upheld bottom line of risk and compliance, enhanced risk management capability, and have an even stronger solid foundation for development. We strictly classify assets and fully expose risks, actively resolve risk assets, and maintain a good management of credit, market, operational, liquidity, and compliant risks and other type of risks. Our asset quality remains stable. Special mentioned loan ratio 1.43% up by 0.14 percentage point. Overdue loan ratio 1.25% down by 0.08 percentage point. NPL to loans overdue for 60 days ratio was 1.18. NPL formation ratio 1.03% down by 0.02 percentage point. As we are facing with the Profound adjustment of the real estate market and rising individual risk. Some mismatch in supply and demand in some industries. We stick to risk-oriented approach and dynamically adjust risk strategy and resolve risk in key indicators. Corporate NPL ratio 0.89% down by 0.17%. Property NPL ratio 4.78% down by 0.16%. Manufacturing NPR ratio, 0.43%, down by 0.06 percentage point. Retail NPR ratio, 1.06%, up by 0.1 percentage point. Residential mortgage NPR ratio, 0.51%. Retail SME NPR ratio, 1.22%, and credit card loan ratio, NPR ratio 1.74% and consumption law and NPR ratio 1.02% all remain at a relatively low level in the industry. Fifth, we strengthen management and innovation to promote high quality development and we have stronger momentum for future growth. First, on one hand we consolidate our foundation and conduct refined management. We consolidate our management to strengthen as a liability for cost operations, service and team management so as to guarantee our high quality development. On the other hand, we continue to promote our innovation capability and maintain a leading technological capability. We consolidate our technological foundation. The overall accessibility or availability of the cloud has surpassed 99.99%. We use hybrid deployment, elastic scaling, and other technologies to increase the input-output ratio of cloud. Big data service has covered over 76% of the business personnel. We have implemented a large model in four business scenarios and saving 15.56 million manual working hours and effectively enhance our efficiency. We upgrade retail Xiao Zhao intelligence service and construct AI Xiao Zhao service for the corporate clients. we speed up to build our AI organization. Over 98% of the personnel has already passed the preliminary level of competency certificates and adapt to the change of the technological risk condition in the AI era. The above mentioned is the major operational information of the year 2025. Now I'll give the floor to Chairman Miao on the 2026 outlook and operational strategy. Now, I will briefly introduce the company's outlook and strategy of 2026. Looking into 2026, for the banking industry, challenges and opportunities coexist. On the one hand, the external environment are exerting greater impact, and we see uprising risk in geopolitical condition. The world economy are sluggish, multilateralism, free trade are under severe threat. The new and growth driver continue to switch and there are strong imbalance between supply and demand. The market expectation tend to be weak and the bank are continue to face with the three low low interest rate low interest rate and low fee rate and they're taking pressures in their profitability. On the other hand. For Chinese economy, the supporting condition and the future condition has not changed that the economy will continue to be developing in a good momentum. Along with more proactive fiscal policies and monetary policies, we seek to make domestic demand in the dominant position, build up strong domestic market, and we believe that there will be more favorable factors for the operation of commercial bank. In the year 2026, we will stick to our value creation bank strategy and continue to promote our three capabilities of wealth management, digital and intelligent technology and risk, expand our moat and explore a new layout of high-quality development. Firstly, we will maintain our strategic determination and follow the developing principle of the banking industry, focusing on high-quality tech self-reliance, strengthening the domestic market and high level of opening up and other key areas to seize opportunities and seize the customer need, strengthen the capability of innovation and promote professional, differentiated, comprehensive financial service to clients and maximize our value that we can bring to customers, employees, shareholders, partners, and the society. Secondly, we will focus and sell through the cycle and maintain our competitive edge. In the low interest rate cycle, we will make sure that we will pay more attention to stabilizing the NIM and maintain an industry-leading level. Secondly, we will build up our strength and make up for what we are not good at and strengthen our asset allocation capability, maintain our strength in wealth management business. Third, we pay special attention to the pricing and risk management of credit assets and maintain good asset quality. Fourth, we will promote the reasonable growth of RWA, optimize the capital allocation and maintain high level of CAR. Thirdly, we will seize opportunity to speed up the transformation of the full initiative and build up the new strength, speed up international development and promote overseas institutions to achieve high quality development, build up our cross-border business and help enterprises going global, promote the comprehensive development of our subsidiaries and increase their contribution to the bank. build up our differentiated competitive edge, consolidate our systematic advantages in retail finance, and speed up to form a new growth pole in key areas. And we will also speed up our digital and intelligent transformation, stick to AI first philosophy, and build up an intelligent bank, realize the model upgrade, and construct our new mode in the new era of AI. Fourth, we will build up our resilience to promote the balanced and coordinated development of the four business segments. We'll consolidate the dominant position of retail finance, build up our strengths in corporate finance, and promote a stronger and better IB and global markets business, and speed up the development of wealth management and asset management business, and promote these four segments. to promote each other and support each other in a higher level and construct a more resilient and competitive business development layout. Fifthly, we will guard our bottom line to consolidate a fortress-style risk and compliance management system. We will stick to a prudent and steady risk culture, enhance our capability to understand the market, prevent credit risk, market risk, operational risk, liquidity risk and other risks, and strengthen AML and internal control management to make sure that CNB could remain steady and resilient in the path of high-quality development. Thank you. Thank you, Chairman and President. Now we will enter into the Q&A session. We will have the questions from the investors and then from the media. As we have many participants today, please follow the instruction given by the operator to raise your question. And please limit your question to one only. Please raise your name and the agency you represent before having the question.

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The first question, please, from this gentleman. Thank you for giving me this opportunity. I'm Richard Shi from China. Morgan Stanley and congratulations first for the brilliant results that you have achieved in 2025 and also you have achieved very good results in retail even within this very turbulent external environment. So my question is for the chairman first. So this year is the start year of the 15th five-year plan and what is the plan or strategic vision or expectation from the board to China Merchants Bank? And nowadays we have seen very fierce competition among the banking sector. So against this backdrop, how can the board ensure the market-oriented mechanism of China Merchants Bank so as to expand its competitive advantage? Thank you. Currently, I think the banking sector is still in a downward cycle, so banks are facing very down mounting challenge. And during the 15th five-year plan, our requirement from the board to China Merchants Bank is to stick to the high quality development and accelerate innovation It means that high-quality development and stay to the true cause. It means to be professional, to be market-oriented road. And this is the key to the high-quality development. And also at the same time, need to have innovation. so as to consolidate our strength and also to be differentiated from the peers and also to accelerate the transformation so as to responding to the challenges which has been brought out by the downward cycle of the market and also what we have seen is to be internationalized and to be more comprehensive operation and also digitalization, intelligent banking and also to be differentiated from the peers. These are very four key elements of the banks. In terms of internalization, we have achieved quite obvious results in the past two years. In terms of the comprehensive operating management, the subsidiaries of the banks are contributing more to the banks operating income So this is a very good advantage of CNB as well. And differentiated positioning is also CNB's advantage. From the board, the business model for CNB will be we have advanced business model and also innovation-driven. and also to have the distinctive feature and also to be the first class bank which can create value for create value. So this is very important, also the mode for CNB. Finally, that will be the digitalization intelligent bank. In the past, we have been advanced and also better than peers in terms of technology. Now, we want to build up the first digitalization bank among the industry. And later on, we will have our chief information officer who can supplement more. So market-oriented mechanism is the backbone of CNB. And I think that the reforms of the remuneration system will not affect CNB's market-oriented system. So for CNB, the gene is the corporate culture of CNB. So this is the mode of CMB. And in the past, some of our analysts and also customers are expecting or thinking that CMB has different modes, such as the low-cost funding source. Some say that is retail. But I think the very basic one of our mode is the customer-centric culture, and this has been our corporate culture and is the key, our foundation of our business. Because we are customer-centered and customers have good experience with the bank, that is why they want to bank with CNB and also deposit with CNB. And they deposit with CNB doesn't mean that they only want to put some money in CNB, but they want to do the financial trading and financial asset management with CNB. That is why we have the lowest funding cost among the banks. We have the highest demand-deposit ratio. among the banking peers. So the board's requirement is to deepen reformation and accelerate internalization and also differentiation. to be intelligent and to be comprehensive operation so this is very important for CNB and then I would like to invite Mr. Joe to say something more for the intelligent banking so for the past years we one of the very key issue strategy for CNB is to have technology leading bank and from last year we also have made a plan for the next five years technology development so and we have fully arrangement plan for the next five years and I think in the next five years, the key is to be technology leading is one of our key strategy. And we all know that AI has been a very important trend. And from the end of 2022, the chairman has a requirement for CNB is to build itself into one of the first intelligent bank among the industry. have made quite a lot of efforts on that front. Now, in terms of a large model, we have made quite good achievement in 2024. We have more explorations and have gathered experiences. Mr. Wang Liang put out the idea of the AI-first strategy, saying that among the whole bank to expand the application and also the mindset of the AI-first strategy. So firstly, we have upgraded our organization and team, which are more applicable to the AI era. And especially large model is a very big breakthrough in the technology history. But it cannot substitute fully the human intelligence. And to some extent it can be a replacement. So we have a kind of analyze about what people are more good at and what AI models are better at and how AI can assist or to be separately work together with our human staff. We have analyzed around 1,580 projects. and to analyze how AI can assist and how AI can help with the work and we have quantitative data on that and some are say high value projects and some are for mid value and some are low value so for those high value projects which AI can assist more then we will have more resources to put on so 69% of them have been already implemented And altogether, there will be 856 projects that have been implemented, or we can call it a scenario, that have already been applied among the whole bank. And just now, we have in the results announcement brief, the chairman said we have already implemented these applications in 856 scenarios. And now we are accelerating the pace. so as to analyze and improve the important business procedures. And secondly, I think that AI development is very, have a very big difference to the traditional software, engineer software. So it means that there will be high, uncertainties when we are upgrading AI model. So for CNB's experience that we think that six times of upgrading before we can really put the large model into practice, into real work or into real practice. So last year we have made quite good results in the application of the large model. The upgrading period has been shortened to around eight days of this model. which means that it's faster for us to apply this large model. And for 2025, so we have achieved quite results in 2024, which shows that for the large model application in CNB, the depth and the width of the application of AI has been expanded in a very fast manner. And I also would like to share with you one important data in this regard. In 2024, the daily throughput of the token is around 10.1 times of what we have in 2024 so it's a very fast speed and daily average token throughput is 25.6 billion And in important areas, the AI, the application of the large model has already taken effect, is serving around 10,000 Sunflower customers. And we have over 10,000 assistants for our Sunflower relationship manager and also for how our corporate manager help them to improve the customer reach-out ratio by around 14% and also for corporate credit loan business and also the AI model is also helping them before loan granting and during the loan lending and also after that especially for microloans around 82% of the microloan loan submission and also credit approval is done by AI enlarged model And they also accelerated the approval process of the microloans, which is 44% faster than what we had last year. And also, in the past, for how we can implement the credit approval process, a conclusion in the past that has been done by human beings, by the human staff, but now it's assisted by the AI enlarged model and the system will kind of follow how the credit approval conclusion has been really implemented and also it has speed up of our early warning system that is also better than our human staff and I think the early warning is 42 days faster than what we have in the past so which can see that it's both helping us in all fronts improving business development quality and also improving efficiency in terms of improving efficiency for the whole year You have saved around 15.56 million working hours. You have saved that. So this is an improvement of the efficiency. We all know that AI is improving or is kind of upgrading in a very fast manner, but there is illusion, there is a fault that the models are doing. So banks are an area that is highly regulated and needs very prudent risk management. So we are fully kind of alert to the illusion of the AI. So and controlling risk is a very important aspect of AI. So very importantly, we need to be very prudent in developing AI models which can be reliable. And also we have achieved quite results in 2025. In 2026, I think we will move on and doing more efforts in this regard. better to implement our digitalization and intelligent banking strategy thank you the second question please thank you thank you for giving me these opportunity I made from UBS. First of all, congratulations on the very good results in 2025, especially against this very complex environment. And last year, our operating income and profit both have recorded positive growth. It's very good. My question is if we look into 2026 or even forward, how we can expect the growth rate of the operating income and the profit growth such as to be accelerated to around 3% to 5%. And also another question is about our ROE. I know CNB's ROE has been higher than other banks last year. It's around 13.44%. The average banking level is around 9% to 10%. So in the past years for the ROE side, we are seeing that ROE has been declining for CNB as well. So if we look ahead for the next two or three years, how will you expect the ROE's bottom? So will the bottom be around 10% to 11%? So my question is for Mr. Wang Liang. Thank you. Thank you. Thank you for your confirmation of our 2024 results. Before going into your question, I think this year is the 20th year when we first IPO-ed in H-Share. We have financed around $31.3 billion in our H-Share market, raised funds fund. And our total dividend payout is around 2.6 times of the funds financing that we have getting the edge share market. And the total car ratio of the share pricing is around 15.07%. So I think that even though there is volatility of our share price, especially during the financial crisis, But I think for long-term investors, I think you can make quite a good return from CMB. And also, we continue to be very firm in creating value for our customer and also to have the return for the investors. And thank you for the long-term trust and long-term investment for the shareholders in CMB. and that is why we can see our H-Share SPB is higher than our H-Share SPB and thank you very much for the overseas investors especially for our H-Share investors and just now your question was about how we expect the operating and profit growth of our in 2026 I think that for the past years for operating income we have been facing very big pressure for the past years and this year is 0.01% growth rate is kind of the first time that we have recorded a positive income from 2023 and 2024. Finally, it's a positive growth, even though it's a very small growth, but it's a very hard-earned one. The small growth can also illustrate or demonstrate that we have been very resilient in our business growth. And this year, while we are facing such a big challenge or pressure, I think one of that is that our traditional advantage lies in retail, but retail business has been highly affected by the policy side and also highly affected by the external environment. So we try to make up the shortfall from the retail sector by moving up or have more growth on the other business sectors. And this year we have a slight positive growth this year. But whether we can continue to... have a 3% or 5% growth in the next years. I think from the business indicators, we will be very proactive and to make efforts to achieve growth and also such as for the customer base growth and also asset and liability growth as well as especially AOM growth. So these are the preconditions for how we can make growth on the financial data. In terms of the financial data for this year, our expectation is that we think that we will have stable growth, and also we want to make improvement. We will try to make improvement in the stable growth. Whether we can achieve that goal is hard to tell, but we will make efforts to own that. Such as in the NIM sector, last year was stood at 1.87%, 11 bps year-on-year decline, and this year I think that the year... on-year decline of the NIM will be stable will be a stable decline, but the magnitude of the decline will be smaller last year. Last year was a young year decline of 11 bps. The decline will be smaller than that. The main reason is that from the policy side, I think that we are expecting more rate cuts and also the RR cut this year. If there will be more rate cuts, it means that it will affect our asset yield as well. And the second reason is that when we are looking on the credit side, we are seeing that quite weak credit demand there's very fierce challenge or competition for the credits. So people are trying to grow more volume, banks are trying to grow more volume to make up the shortfall from the decline interest rate. That is why we cannot see the end to rebound of the interest rate, so this will also pose challenge to our interest income. And the other factor is on the liability side. On the liability side, last year the funding cost has been down by 38 bps, and last year funding cost is already one of the lowest among banks. But among the peers, the room for us to further decline will be smaller, and that is why we are still facing pressure on the NIM side. In terms of the non-interest income, last year we have seen fast growth of the wealth management fee income to make up the shortfall from other non-interest income. But this year we will continue to see other fee rate cut policies such as mutual funds. So this will also affect our fee income from the agency sales of mutual funds. and challenge that is also a challenge on the fee-based income and also the third uncertainty comes from risk sector for the corporate sector is under control and also stability declining but still we are facing mounting pressure on the retail side especially for micro-loan consumption loan So we try to control the risk so as to reduce the credit cost and to maintain a stable profit growth. These are the negative factors that we are facing. And while I say that growth on the operating income and also profit side, we are still under pressure. But last year we are trending into a better direction. It's more kind of contributed by our active, what we have actively tackled the challenges, how we have responded to that. So we have quite good results last year, which you are seeing is stably turning into a better trend. And as for the question about your also asked about the ROE, these years we have slower profit growth, but the growth rate for our equity, and after the dividend payout, we still have quite a big volume of the equity, which supplemented to the existing one. That is why equity's growth rate is faster than the profit growth rate, which leads to a decline on our ROE side. And ROE this year is 13.44%. and from the board and also from the senior management we highly emphasize the level of the ROE as long as we have high ROE we can have a relatively stable return to our shareholder we are strengthening the management on our ROE to improve the return on our capital but my judgment is that still we are facing the pressure on ROE decline or the trend will continue Whether it will bottom out at around 10% or 11%, I think we will control the speed of ROE. I think 10% will be, depending on the future external circumstances and also interest rate, I think that 10% will be a bottom for us to have a better control of our ROE. because I think a bank if can maintain a ROE of 10%, it means a good return for the shareholder. But we also compare that our banks ROE and also the advanced banks in the world, we think that CNB is still in a leading position. So I think that we will try hard to maintain a sustainable ROE. And for 2026 and for the next few years, I would like to of CNB is better than Pierce. No matter it's in a downward cycle or upward cycle, I think we are trending toward a better trend. And thirdly, we still have our existing advantage during this cycle, even though our business cycle is in the same trend with the sector's trend. But marginally, we can see we are improving. And also, we have very obvious advantage. This is a conclusion of our performance This is my conclusion for CNB's performance in 2026 and continue forward.

We'll have another question from the on-site participant. Thank you, senior management. I am Gary from HSBC. I have a question about NIM, Outlook. We noticed that in the fourth quarter, Your NIM was experiencing quarter-on-quarter growth, which is for the first time for the past three years. I would like to learn from the senior management. Do you expect the trend to continue in 2026? And when do you expect the turning point of NIM to be up here? How do we understand that? Thank you. Thank you for your question. So just now, President Wang, has mentioned a bit about the judgment about NIM. I fully commit that the direction is correct. In 2025, NIM was 1.87 percent, down by 11 bps. To see from quarter-on-quarter change, quarter one, 1.9 1.91, 1.86, and 1.83, and 1.83 in quarter 1, 2, 3, 4, there are some characteristics of our NIM. The declining trend continued, but the magnitude actually shortened. In 2025, the reduction was 70 bps. In the annual operation of our NIM, we see some rebounds in the fourth quarter. There are 3 bps up. on quarter-on-quarter change. And for the group-wise, that was 2 bps. You can also see from our external change of the interest rate environment, there are some contributions given by these factors about our NIM. So there are a quarter-on-quarter increase for the bank-wise in terms of the NIM in the fourth quarter. In asset and liability management of the bank, we have made great achievement. In pricing, we have been quite following the self-managing mechanism and we have strictly followed the principle to give the loan pricing. So generally, we have improving the loan pricing condition. The second perspective is that we have made achievement in improving our structure. we have increased the proportion of assets that are earning higher asset yields. Even though in the demand side, we are experiencing some pressure, but we strive our best to promote the growth in assets, and it has also contributed to the final results. In the fourth quarter, for instance, for some low-earning assets, for instance, like bills, we have been reducing its proportion So all in all, that factors contribute to the rebounds of our NIM in the fourth quarter. You just asked about us whether this trend will be continued in the year 2026. So generally, I think our judgment of the development of 2026, we believe that NIM will still decline, but we are having this wish and we are having this judgment that the magnitude of decline will be smaller I think this is a trend for the past several years as well. You may expect to see the first quarter data that also was the beginning of the year, but when it comes to our judgment, generally speaking, the NIM will be somewhat lower than that of the quarter four indicator. The mainly influencing factors are still those external factors such as weak demand in assets. It further leads to the declining in the loan pricing, and there are also some technical reasons behind. Last May, there was some LPR cut, and we have some floating pricing loans that will be repriced in the first quarter. That accounts for around 78%. There are around 78% of the loans that are to be repriced in the first quarter. So in the first quarter, it will be a concentrated period of time when we see the most amount of loans to experience repricing. The other part is that deposits. The deposit repricing has not yet completed for the past year. But just now, President Wang also mentioned that deposit repricing for CNB, we should not neglect that CNB has quite a high proportion of demand deposit. We have not that much room to further decline in our deposit cost so that in the liability side, the cost reduction will contribute less, comparatively speaking. in 2026 name will continue to reduce decline but the magnitude of decline will be better than that of the past year we will take further measures of liability and asset management we have made a very accurate and very comprehensive management we have been asked by our board to maintain a leading level in the name and we aim to achieve these goals in the year 2026 the first is to realize the magnitude of decline of NIM to be smaller than that of the past year. And the second is to achieve the stability of NIM as soon as possible. We wish that we could achieve this goal in the second half of the year. And third, we can maintain a leading level in industry about our NIM. Thank you. Thank you, President Peng. Let's just wait a second, and we have also got some questions from online, and I think the next question will be given to an online participant from Guotai Haitong Security, Zhu Chenxi. Can you hear me? Thank you, senior management, for giving me this opportunity. I have a question for President Wang. You have just mentioned that CMB has been listed for over 20 years and you have take us go through the history for the past 20 years such a long period of time CMB is actually begin to develop but think about its development model ever since the financial crisis in 2006 I think by that time you actually penetratedly choose retail and wealth management as your development And as we take a look back, this choice has made CNB a leading position ahead of our peers around one decade. We have deeply plotted our choice. to deeply develop retail finance, and we have experienced the glory brought by the retail strategy in the year 2017 to 21, which was also shown in the evaluation in the capital market. We have also experienced some pressure due to the change in the external environment. Standing in this time point and looking into the future, we are now in a new phase of economic development. How do you consider, how does CNB consider a new competitive edge for yours in the future? Thank you for your question. As you say, CNB has been listed, has been adopting the retail strategy since the year 2004. We have forged our systematic strengths and this strategy has bring us a lot of contribution in our overall development and retail finance has made over half of the contribution for us in terms of net operating income in terms of profit and etc and of course we have overcome some difficulties and experience some pressure the retail credit and the credit card business they are all under external environment pressure and wealth management business the agency distribution of fund management and about insurance policies, we are also experiencing challenges brought by the fee reduction. So this year for CNB, how to adjust ourselves, how to adapt to this new environment and maintain sustainable development, we need to have some new mindset. So on one hand, we have been developing a coordinated and balanced development of the four major segments. The four major segments are retail, corporate, investment banking, and global markets, and also wealth management and asset management. So by consolidating the systematic advantages brought by retail finance, we will consolidate its contribution to CMB and speed up to build up our strength in corporate finance and corporate finance, especially for cross-border finance, manufacturing finance, tech finance, etc. They have all made good achievements. For IB and global markets business, they are becoming our new growth pole. As a management and wealth management business, they are all showing good growth momentum. So these four major segments, they are coordinated and balanced and supporting each other. And for the second aspect, we will speed up our full initiative development, especially for the international development. For CNB, we propose to develop cross-border business, overseas business, FX business. These three business will be the pillar of our cross-border finance development, our international development. In comprehensive development, We will give full play of our full licensed characteristic and enlarge our subsidiaries development and to make sure that these subsidiaries are the top players in their areas. We have also made good results in these fields. Fourth, we are also sticking to our differentiated regional development philosophy. Beijing, Shanghai, and Shenzhen used to be the three core cities that makes the most contribution to us. We will be driven by these three core cities and transform into the three major regions, Yangtze River Delta, the Greater Bay, and the Bohai Rim. The three key regions will serve to be the new three core regions of our business development so as to make us more sustainable in development. we can make sure that by developing these three regions, the business in these three regions, we can maintain a good momentum in the future development. I think by leveraging on these several aspects, we can transform from the previous retail-driven strategy to a multi-segment balanced and coordinated development of our new development model so that they can support each other, promote each other, for the past two years all our domestic and overseas branches our subsidiary branches have both have all realized profit-making and our business tend to be more balanced more sustainable and we are walking towards an era with multiple contribution given by different sources of revenue and to answer your question I think These are the measures that we have been taken and the positive results that we have achieved. We have a question from on-site participant. Thank you, senior management. I am from Goldman Sachs. I noticed that you have been experiencing fast in retail finance, I noticed some risk in the retail loan business. For the second half of 2024, you have quite a fast growth rate of the non-mortgage loan, and I would like to understand the risk about this part of loans, and could you further elaborate? And could you also provide more details about the provision in this part of loans? Thank you for your question. So just now President Wang have mentioned that the retail credit as a quality since 2019 after the pandemic happened, credit card risk begin to arise. And then till the year 2022, we observed that the corporate property loan risk begin to expose and then it continues to rise in terms of its risk. Excluding the credit card loan, the rest of the retail loan, for instance, the mortgage, the consumption, the microloan, ever since the year 2024, we also see their risk begin to rise. Until now, the rising pace of their risk tend to be slower. so for some specific number I think I will leave it behind but for special mention NPR and overdue loan their balance and the ratio both increase in terms of microloan for consumption loan its NPR ratio decreased a bit compared with the end of last year special mention loan ratio rise a little bit? Well, in terms of the future outlook, in the short run, the property market is still under a deep adjustment so that the residents' income, whether or not it could be improved for consumption, for microfinance loan, they are still under pressure. Well, along with the path that the government are playing a bigger role in terms of their proactive fiscal policy and monetary policy and with the external environment tend to be trending towards a good direction. Ever since this year, microfinance loan and consumption loans and balance increment are now tend to be slower. marginally. In the low interest rate environment, some profit-making products, they're actually experiencing some slowdown in the profit-making level, in their risk-bearance level. So in the following pace, we will further optimize our structure and stick to a collateral-based business, especially for consumption low-end and consumption low and we will strictly guard our bottom line of onboarding this client and further optimize our customer structure which will have early warning, early risk exposure and take proactive measure to lower the risk of arising from a retail credit and to guarantee that the retail asset tend to be good, maintain good in its asset quality. For allowance and provision, For the past year, the allowance coverage ratio was down by 20 PPTs compared with that of last year. The main reason is the NPL balance increased. The NPL balance increased by 2.5 billion yuan, a growth rate of 4%. provision balance tend to be lower so the numerator decrease and the denominator increase so that the allowance coverage ratio decrease for personal credit but for personal loan in classification we tend to follow our strict manner in the overdue days entering into the doubtful level, into the subdued level, we still keep our very strict classification management. In provision, we are making the provision one case by one case. The main reason is that the overall balance of the personal loan continue to increase and the allowance the provision tend to decrease that is the major reason so looking into the future the major reason is that the MPL balance need to decrease so that our allowance coverage ratio could be better so actually this indicator is quite sensitive to its numerator if CMB under this external environment. If we can control our balance of retail NPL, we could maintain a good condition of this allowance coverage ratio. We are still under challenges in the year 2026. Retail credit risks are a market problem, an industry challenge that every banking peers are facing. the retail assets are under pressure so that it's not just CNB are facing this question. By responding to these challenges, we will maintain and take proactive measures to guarantee the retail asset quality to be stable. We will conduct very strict asset classification and make very adequate and accurate provision. Our Allowance coverage ratio is now 391%, which is 20 percentage points lower than that of the previous year, but the absolute level of this indicator is still higher than that of our peers. We will maintain a very steady and prudent provision strategy and make sure that we have abundant coverage of our NPL to guarantee that we are having a good provision level compared with our peers.

Thank you. I'm from CICC Zhang Shuai. My question is about the intelligent follow-up question just now. I think the Chairman and also President and also Mr. Zhou has already have very specific answers on that. And I see that we have more disclosures on the intelligent part. So my question is, From the financial data, how we can evaluate the effect from the application of the investment into AI because you have put a lot of resources in AI. And another question is that you want to build up into the first intelligent bank. So how we can evaluate that, how we can compare you with other Chinese banks? Now, CNB want to do more, and I want to be the best among the banking industry. How can we evaluate the advantage of CNB in this spectrum? As for the large model, from its birth to now is three years. So it's not a long period. The application of this technology every day we can see news from the media that it's improving. And I think the real impact of the technology on the society is still in the process currently. The industry which has been deeply reformed by the AI technology don't have much. We don't have much industries on that. but overly we can say there is not many industry that have been differently reformed by the AI technology and banking sector is quite a different sector and the regulators attitude towards the application of AI in banks not only the Chinese regulator but the overseas regulators such as Singapore regulators they are quite prudent on that front. and such as the Singapore authority, they have also made very strict regulations on the application of AI. So for the Chinese regulator, the requirement is that The apply of the AI technology should be taken account from the human staff. So it means that the application of the AI among the banks should be human staff plus AI application. It's a requirement from the regulator as well. And from CNBs, we think that in the width and depth of the application of AI, we are faster than peers. Currently, for 45 kind of the areas, we have analyzed what human staffs are doing. For the projects that human staffs are doing, it's around 3,400 done by human staff, but among it, around 1,500 could be assisted by AI. So it's a dynamic process that we are kind of analyzing and also improving. And from the very micro perspective, we see that AI is taking effect in many areas. But I know that the question you have raised is also something that I'm thinking about. What changes or big changes that the AI application has been done to CMB? I think there are some changes, but still in the process. there's changes in the macro size, such as for the sunflower customer, the customer reaching out ratio has been improved by 14% for our relationship manager. So it's taking effect. And for customer, transaction volume has been increased by 20%. So it's also quite a good number. So overly, I think it's taking effect. But from this kind of up, So we think that the technology is still improving and moving forward. There's great potential on that. And we are firm in this AI-first strategy. This is to your first question. Second question is, well, how can we say that, how can we evaluate intelligent bank? This is something we are done. And I think that we are studying what are the indicators that can evaluate, how we can evaluate digital intelligent bank. the first intelligent bank in terms of I think that from these aspects such as for the application of the large model like the research technology and research capability in terms of the application we are ahead of the peers and also we need to improve the efficiency of the usage of chips and in China we are more use the domestic chips and how we can better improve the efficiency and how we can improve the computing efficiency. We're still improving, but it's not very mature yet. We rely on the entity that is using the chips. We are very strong in terms of cloud, and we have around a team of 300 people who are engaging in the cloud technology.

And also we have a reasoning platform as well.

And for the computing, around 35% are done by ourselves. It's quite the level of the top Internet companies. It's like 90%. of us to make use of a cluster of chips and responding very fast and do not have much delay. There are many difficulties in technology, but we have done quite well. And the width of the application, we have already applied large model to 859 scenarios and more of them are concentrated in the high-value scenarios. So we have a very big width on that. And for CMB, we have a special area. Even compared with the advanced banks in the world, we have a very good fusion of technology and business. and technology could be better applied to business. So CNB has done quite well in the fusion integration of business and technology. And there are some concerns that maybe AI can substitute human being. So I think the people who will be phased out in the future are the ones who cannot use AI. So we are encouraging our staff to use AI. So that is why we can see a very fast speed of the usage of token. And people, staffs in our bank have been very open-minded. And they're trying to use the new technology. So we are ahead of the peers in this regard. But what can we say about the... What is the... What is the intelligent bank? I think we are still studying how we can evaluate that. And just now I mentioned about the illusion, and these are also challenges we are... kind of input more to put more investment on that and what we are trying to do is to reduce the illusion and to build a more reliable agent And for CMB, we think there are some top companies like the OpenAI and Asopic. They are not open sourcing, and they do not say anything about that. So how we can limit the illusion of AI applications, and there's less talk on that. It means that we need to input by ourselves, and we have made quite good progress on that, especially in the past six months. and also we have made quite a good target on that. Thank you. From the investment and output perspective, because if you want to build an intelligent bank, there will be much impact for CNB. Our investment is to optimize the resources allocation. It's not the same as other companies. Other banks may have not invested in this regard and need to increase a lot of capex in this regard. But for CNB, we have been continuously increasing resources into that. So we are optimizing resources. It doesn't mean to increase much capital investment into that. So it doesn't have much impact on the cost side. So banks, IT can see that we are, in terms of business perspective, we have already built up our advantage. So next phase, we are building our advantage and our mode in a technology area so that CNB can have a long-term and sustainable competitive edge. And I have one more point for that. I think a good question is better than a good answer. This is the same question that I asked Mr. Zhou. So today, I think that he has answered my question before, but it's not a very good point and doesn't satisfy me. Today, I think he made quite a good point today. Now, Ms.

Xiao Feifei, thank you for giving me this opportunity just now.

My question is about the retail business for these years, both for exercise and also for asset quality. And CNB is regarded as the best retail bank among the industry. How you can continue to grow your retail business and also consider the change of the environment to upgrade your retail business? Could you please explain from the perspective of the retail credit and also for the retail credit business how you can, what is your short-term and mid- and long-term change and also how you can arrange that? Thank you for your question and as you mentioned that just now I mentioned that CNB's retail business is facing quite big challenge and we have tried to be more comprehensive operating so as to make up the shortfall but even though we are growing our other business we didn't forget retail. Retail continue to be our strength and can be our advantage. So everyone in the CNB talks about retail and knows about retail and does retail business. So this culture has been embedded into CNB, embedded in the mind of everyone of CNB. So we will continue to expand our advantage on the retail front. So for these years, the retail contribution to our income has been quite stable. It's not growing very fast like in the past. But the business actually have changed in terms of structure, such as you can see the customer base, like that we have a very big retail base, 2.224 million, especially the high-end customer growing faster. Secondly, our AOM is growing very fast. Last year, reaching around $17 trillion. and up by $2.6 trillion. So the growth rate is a high ratio. In the past years, annually, increment is around over $1 trillion, but last year it's over $2 trillion. And thirdly, even though we have seen quite a big decline in the growth rate of our retail credit growth, but last year we are continuing to see more market share in the market share in terms of the retail credit. So this shows that the strength of our CNBC retail business is actually expanding. In order to consolidate our strength of our retail business, we continue to expand the customer base. Secondly, to improve the product system. Thirdly, to upgrade the service system, like we are combining online and offline service channels to improve the customer's experience with us and also fourthly is to build up an ecosystem such as we work with mutual funds and also trust companies as well as management companies to build up our friendship with our ecosystem so we have more better products that we can provide to our customer and create value for the customer and fourthly very important is to prevent risk to improve our systemic kind of strength in the retail side so that we can see the contribution from the retail side is still around 50% to our operating income and also profit. Just now you also mentioned about the retail credit and also the wealth management business. For retail credit, we have the credit card, we have a mortgage, we have consumption loan and a microloan, the four major products. So last year, we have negative growth on credit card and But our strategy is that we maintain a stable and low volatility trend to prevent the risk. So we think that some of the decline in our revenue or the business growth in order to maintain a stable asset quality. Last year, the credit cards NPO ratio is around 1.74%. It has been stable for the past years and be better than the peers. In terms of mortgage, we continue to grow the secondary housing facing the decline in the demand side and so that is why we have slight growth on the mortgage side. The growth rate cannot be compared with the fast growth rate in the past. So for microloan, we are doing inclusive financing and So inclusive financing and also microloan, 80% of them have collateral with the property as collateral. So the overall risk is under control. And consumption loan, we think that we're centered on the retail customer that we have already salary payout and also AOM. and this kind of short-term demand for us. So the asset quality is also stable. So for our total rate of credit quality totalling around 3.6 trillion and around 50% of our total asset. So it continues to be an important area that we allocate our credit resources for. We will continue to namely to kindly to take advantage of the advantage of retail credit. There is more a small ticket size and also the risk is more diversified. These are the advantage of the retail credit card credit business. In terms of wealth management business, I think that we will seize the opportunity brought by the capital market. especially people's demand to allocate more of their assets to the financial products. So for product side, we need to be more advanced. We have mutual private fund and also for precious metal and also overseas investment and also wealth management products. We have different product lines. And also we need to upgrade our product system to better satisfy our customers' needs. And secondly, very important is how we can improve the service, how we service our customer online together with the offline is combining them together, very important. These years we are we are more allocating our offline customer relationship manager service the service the high-end customer and this is a better resources allocation of the relationship manager so in terms of wealth management we will continue to maintain our fast growth strength so the total income of the wealth management can also continue to grow and I have a goal for CNB, namely for a restart of the retail business and also faster growth of the corporate business. So for retail, it means that wealth management should be strong and also continue to maintain One is to improve the asset quality and secondly is to maintain the solid advantage of the funding source and also to strengthen our advantage in wealth management.

We'll have a next question from an on-site participant. I am from JP Morgan. Thank you for giving me this opportunity. I have a question regarding the capital. We have noticed that in 2025, CNB's RWA growth rate was 10%, which was faster than the 8% asset growth rate. I would like to understand the underlying reason behind. Is it a one-off reason or is it a normalized influencing factor that will continue? Looking ahead, how do we look at the RWA growth rate, asset and loan growth rate for the future one to two years and what is the trend of the CAR? Will it continue to face downward pressure? What's the influence to return of the shareholder and also the cash dividend payout? Thank you for your question. I will answer first on RWA. So every year when we are discussing about RWA, We have been emphasizing that we aim to lower the volatility and maintain stability. So for many years, our RWA, the level of it was around 9% to 8%. And it's overall stable, but we will adjust it a little bit according to the external environment. It's more or less around 9%. So just now you mentioned that in the year 2025, the RWA growth rate, 8.8% under the weighted approach, 9.5% under the advanced approach. Generally, it's following our philosophy. But compared with our asset growth, you might think that it would be a little bit higher. So I would like to explain more a little bit. So I think the influencing factors are In the year 2024, the SWIFT from the new capital regulation is actually conserving some capital for us. So that will be having a low base effect comparing the year 2024 and 2025. And the second reason is that when the credit loans are under pressure, the corporate loans are taking higher proportion and these type of loans are having higher risk weights. So to some extent, it will enhance the RWA And then the three influencing factor is that as we have quite strong capital strength, we could use it to support some off-sheet business, for instance, the bill discounting business and etc. And the fourth reason is that In bond investment, we have enhanced our bond investment and enhanced the market risk assets. So these four reasons above mentioned generally contribute to our higher growth rate of RWA. But I once again want to emphasize our philosophy. We would like to lower the volatility of our asset allocation, and I think it's also a capability to help us to sell through the cycle. We will maintain our mid-level of RWA growth to 9% to 10%, and there will be some slight changes according to the external environment. We have also noticed that our CAR experienced some slight decrease, but the reason is is mostly about some one-off reasons. For instance, we had one interim dividend payout in the year 2025, and last year, due to the market volatility, we have experienced some volatile influence in our OCI account. This is also another factor influencing our capital strength. But excluding this factor, our CAR continue to be stable. But when our CAR tend to be more and more abundant, and when we are facing more and more pressure from the capital, it's quite difficult for us to see a continuous increase in the CAR. But even though I still wish that we can leverage our own efforts to achieve a balance in business development, capital growth, and etc. So I think that for the dividend payout question, I have also just answered that we tend to be stable. I think it's a triangle balance that we aim to achieve, that is business development, dividend payout, and capital strength. We will have another question. Thank you, senior management. I am from CSA. I have an asset quality question. We noticed that in the fourth quarter, CNB's NPR formation has been increased. I would like to understand the reason behind. Is it because of the micro or consumption low you mentioned before? Is it about some quarterly reasons? And we also noticed that, President Xu, you have mentioned about the decrease of the allowance coverage ratio and our principle to manage this indicator. I would like to understand that how do we balance the profit growth and allowance coverage ratio, how to achieve the balance between them two. So for the fourth quarter, our NPR formation was $21.1 billion. there are some slight increase compared with the third quarter, an increment of 5.9 billion, mostly from corporate loan, that is 4.6 billion yuan. So corporate loan NPL formation saw an increment of 4.3 billion compared with that of the of the third quarter and for retail loan the NPL formation was around the 6.3 billion and for credit card the new formation is 10 billion so generally the fourth quarter the increase in the fourth quarter in terms of NPL formation are mostly from corporate for corporate loan so the corporate loan So these NPR formation loans are mostly from corporate property industry. Some existing risk, identified risks. And there are some exposure of individual cases and individual clients. And some individual event cases or clients, risk exposure, they will cast influence on the NPR formation for clients. for a single quarter so there will be some fluctuation during quarter on quarter indicator but overall speaking if you take a look at our corporate NPL Loan we are experiencing some improvement so for us since the year 2022 we begin to expose risk in the real estate sector Ever since the year 2022, the real estate NPL, NPL formation tend to decrease. And in the year 2025, our real estate NPL formation continue to decrease. And it's also at the lowest point for the past five years. To see from the first quarter of 2026, the corporate loan asset quality remains stable. and they're in order. For those risks that have already been exposed, especially for those real estate groups, we have made quite adequate and abundant provision. The average level of LLR was three times higher than the average level of those of the general corporate loan. You have mentioned about the allowance coverage ratio. In the year 2025, The figure is 391%, which is 20 percentage points lower than that of the previous year. The fourth quarter MPL, we have made some provision, 14.14% higher than that of the previous quarter, but you can still see that the absolute level of our allowance-carpet ratio is still quite leading in the industry. So making provision is being influenced by many factors. We will make provision case by case, and we should take several factors into consideration. First, scale. The product structure, the corporate loan, and the retail loan will be different in terms of their weighted risk and customer quality. and the customer's internal rating are still factors that will influence the provision we made, including how do we take a look at the external macro environment. If we consider the external environment tend to be stable, or do we expect there are more uncertainties in the future, we will also consider this factor and to make this consideration and then to make a relevant provision. One very important factor is that during the phase of the post-pandemic era and the deep adjustment of the real estate property, these two periods of time are the major reason why we have been making abundant provision. So generally speaking, these two adverse factors They are fading out. The real estate markets are hitting the bottom, are in the process of hitting the bottom. So we don't see the necessity to make even more provision for this industry. You can also take a look at our absolute level of the provision. It's quite abundant. In the year 2021, the figure was 37 billion yuan. and for the last year, the level was 42.6 billion yuan. But compared with our loan scale, the ratio experienced a slight decrease. The allowance coverage ratio is not figured that we use to balance profit. It is calculated based on our expected credit loss, based on our loan scale, based on our internal credit rating. So we will still make very abundant provision. But if the MPL balance increase, it will cast influence on our provision. If one day our MPL balance stop to increase, I think we will see some uptick in our provision and in our allowance coverage ratio. Thank you. In order to ensure the rights of the individual participant, we have collected beforehand through email about their questions. And as most of the questions actually overlap with what we have also discussed previously, so we will have one representative question read out by our staff. The question is... CNB last year have received approval to establish AIC. I would like to understand what is the major business of this company. And except for debt to equity transfer business, do you consider to make equity investment? What is the function of this company's role in CNB's comprehensive development?

Thank you for the question. Last year approved by the regulator that we have set up our investment company, namely the AIC. And last year we have opened the AIC successfully. And this is a very important milestone of our comprehensive operation in order to have a better integration of investment banking and also commercial banking to better service those startup companies. and now we can provide more comprehensive service and have coordinated business in terms of investment banking and also commercial banking according to the regulator that want this to In 2018, there is a policy that in 2018, there was a batch of the AIC companies that have been set up to do the business, namely to convert the debt into equity. And nowadays, business are also changing, so more are doing toward in the equity investment directly. So CNB's AIC will be both for the conversion to equity business and also at the same time equity investment services. So for commercial banking doing equity investment is kind of a very big transition of the business model. So we need to have right person and right business model in place and right purpose in place. So from the regulator's perspective, they are for newly opened AIC the regulator need to have new approval for the business qualification on that and we are also have conversation with the regulator and communicating with the regulator because we have very good foundation in terms of equity investment like we have the CMB International and also CMB International Capital we have done equity investment in the past we have around a team of 200 people we have many successful investment in the past and many of the enterprises have been successfully IPO so and have done quite good results so for equity investment if we can get the approval from the from from the regulator then means that AIC together with CNB Leasing can have a better integration of the business and to based on the business foundation that we have and the team that we have to better have a development of our AIC. Thank you. And now for second section for a question from the media. Yes please. I'm from the Security Times. My question is for the chairman. Just now you mentioned about the mode. You have mentioned that for many times and also in your speech in the annual report you also say we need to have a differentiated mode. So a follow-up question about the mode is that in the past people are talking about retail service and brand name. These are the mode and also funding source of CNB. So entering into the new era, what will be the difference of the new mode for CNB? Will that be technology, talent, or ecosystem? If you have some keywords to conclude CNB's next five years core competitiveness, what would you quote? Which keywords will you use? so the so-called mode is the core competitive means what we are in which area that we are stronger than other people and which we are far ahead of other people so just now I mentioned in the past the mode for CMB many people are saying is retail is the mode and fintech was the mode but I think the real mode is that our philosophy, namely customer-centric, which has been integrated, already internalized into our corporate culture and has become a routine of our staff. This is the biggest difference between CNB and other enterprises. If you go to the branches of CNB, after the working hour, if you After working hours, you go to the branches there. You can see the difference between CMB and other people. Our staffs never off work on time. Just now before the results, I asked the office of the board. So after the results announcement, they have passed the information to me about the information they get for the communication between them and the investors. So I think this is the culture and this is the biggest mode that we have. And no matter is the concept, no matter is the philosophy or technology, it's all done by human beings. Even without this culture, without this dedication spirit to work other mode, it's nothing. That would be fall down. This is a keystone that supports our mode, that CNB is customer-centric. It's the most that we have built up, no matter if it's talent, no matter if it's technology or other co-competitiveness. I think the keystone is the culture. As long as culture is there, then we have mode. So one day we changed our culture, customer-centric culture, then I think the other mode will also be diminished. So in the past, in the downward cycle of the banking industry, we also have seen some downturn, but still we are better, continue to have a better performance than it appears. This relies on the culture of CMB. Thank you, Chairman. The next question. Thank you. I'm from the 21st century. My question is about for the deposit movement. There are many institutions saying that in 2029 there will be around 5 to 7 billion deposits and mature in 2026. Some may go to wealth management, fixed income and other things. products. So from the liability perspective, whether you are facing some pressure. So when these kind of term deposits mature, what is your observation whether there will be go to other aspects? Just now you mentioned about your subsidiaries and how you can get the deposits which are matured in 2026. Thank you for your question. Recently, there's a lot of talks and discussions on that. My understanding on that is currently for the matured term deposit, the outflow of the matured term deposit, there will be two key elements, how much will mature and second, whether it will be an outflow. for the media have calculated an amount and for CNB for the amount that will be mature the term deposit this year will be a little bit higher than what we have in the last year but it's not an extraordinary number I think it's still in the normal range and I think more people are more caring about in this low interest rate environment If the deposit rate cannot satisfy customers' demand on the asset yield, so where the deposit will go? Some say it may go to the capital market, some say it may go to wealth management and also mutual fund products. There are many discussions on that. So for the outflow of deposit, I think from a different angle is that from the customer's perspective, If the deposit outflow, where it will go? If it goes to the wealth management or mutual fund products, then we think that we can provide service to maintain the AOM with CNB. Maybe it may not be shown as a liability, but it's still the customer funds is with us, so we can say that outflow of deposit, but it's not an outflow of customer. and that is why we emphasize the definition of AOM so that is why you see last year our AOM is up to 17 trillion and a growth rate of 14 percent so this is also a way of retention of the deposit and we are not worried about that and the second line goal that can provide is from the funding perspective some funding are going from the deposit to go to capital market as the stock, which in return can be a deposit as the third party deposit with us. So these are recorded as interbank deposit for us. So from the funding perspective, if we can provide a service and then can continue to have an inflow from the interbank market. It means that outflow of deposits by funding is not outflowing. So from this perspective, from these two perspectives, outflow or maturing of the term deposit is not a terrible thing. The first one what we are trying to do is not to prevent an outflow of deposits, namely to have abundant product in place and also to prevent the deposit outflow. Secondly, if deposit really outflows, then we have product in place. to come return the customers AOM with us just now you mentioned about the subsidiary of CNB we have wealth management subsidiary this is also test of the professionalism of our subsidiary and it means that to taking the funding to continue to be within the bank and secondly we will service the our financial institution customer namely the fund can in return inflow into CNB from the capital market and fourthly very important I think the upload of the deposit is also a reshuffle of the banking sector for if we can use our volunteers and service and product to retain or regain the market share with us to have more funding from the market. This is something that we are working for. Thank you. Thank you. Next question. I'm from Xin Dao report. The first one is for cross-border business in 2025 for CNB has actually has a The funding between the CNB and also the overseas money can have a connection on that. So what is the plan for CNB's plan for the Bay Area in 2026, how you can use the platform in Hong Kong to... have a better cooperation with the institution in Hong Kong. Secondly, it's for wealth management. My question is for Mr. Peng. Wealth management is regarded as an area of the growth of CNB. So how do you expect the fee income from wealth management and also the overall fee income for 2026? Thank you for the question. I will answer your first question. Just now I mentioned that CNB highly emphasized on the cross-border business and highly emphasized the Bay Area, economic integration of the Bay Area, and we want to have a bigger play in the Bay Area. So CNB's headquarter is in Shenzhen, and for the medium and large-sized enterprises, we are the very few banks that have headquarters in Shenzhen. And secondly, in Hong Kong, we have a Weilong Bank, we have CNB International, and we have CNB branch. And also in Macau, we also have our branch. So we have covered major cities in the Bay Area. This is our geographical advantage. And thirdly, from the national policy also supports the growth of the Bay Area and to improve the influence of the Bay Area and to have a better connection between the three cities in the Bay Area, especially the funding connection between the cities. and it means that we can have more business in this area such as for the Wealth Connect and our market share of the Wealth Connect of CNB is leading And also we are promoting the capital market to strengthen, such as Hong Kong is improving stance and positioning as a financial center. So we are strengthening our cooperation with the financial institutions in Hong Kong. So that many China domestic enterprises are going up here in each share. So our CNB International is playing a bigger role on that. such as for IPO and IPO underwriting and IPO sponsor. They are leading the market. And also for commercial banks, we have Winon Bank. And also Winon Bank can also be a collection bank for the IPO. So this is the comprehensive service that we can provide to the enterprises that go into the overseas market. And also domestic residents are having more investments in Hong Kong because Hong Kong, the overseas products have a better yield for customers. Some of the customers would like to allocate, have some overseas allocation. And we are strengthening our capability in this regard. And I think that these are also paying off and taking quite good results. So these are the advantages that we have taken from the external environment and also from what we have, our own institution. I do think that in the future there will be a very big opportunity, especially in the major big areas in the world. There will be top... in financial institutions which will merge. In Bay Area, there are already some very leading financial institutions among the Bay Areas. CNB, even though have only a history of 39 years old, but I think we have the advantage in terms of geographical advantage, and we have coordination between the domestic and also overseas platforms, so we will have a better play in this regard to support the integration of the Bay Area to support the prosperity of Hong Kong. a brief answer to your second question. Last year, fee income was up by over 4%, and this is mainly driven by wealth management products, which is up by 21%. The contribution was from the agency sales of the wealth management, up by 19%, and 40% for mutual funds, and also we have seen growth on other other agency sales of the trust products, there is a small decline on the agency sales fee of the insurance products. It's mainly because of the change of our product structure. If you look at the premium, it's up by 27% up, but due to the structural change, the realization of the fee income that we get from the insurance products is changing, namely from we are That is what has led to a decline on that front. So I think the external environment has been quite beneficial to the income of wealth management. So in 2026, we are more optimistic on that, especially from the national policy also regarded consumption as very important, have played a key role in the future. So these are the positive factors for iffy income, but there are also challenges as well. As you can see, geographical conflicts are having quite a posting risk to the economy. And also secondly, there is a policy side for the fee rate cut for mutual fund as well. And also thirdly, from the consumption side, even though there are many policies, but still depending on the real effect, whether you can drive our credit card fee income or not. So we think that the fee income from the, we hope that it will be better than last year, but there are also structural problems like the credit card is still facing great pressure on that. We hope that the decline of our credit card magnitude will be better than last year. And also for fee-based income, we hope that it can continue to have a good growth. Thank you. Due to the time constraint, I think the last question from the media.

Dear senior management, I am Shanghai Security, Xu Xiaoxiao. I have a question for Mr. Wang. In such a backdrop of narrowing NIM, you proposed a value creation bank strategy and deepened the full initiative transformation. I would like to understand these strategies and what changes have it brought for CNB in specific business development. Thank you for your question. So in the interest rate declining environment, fee reduction, and narrower NIM, these challenges have brought pressure for our development. We proposed a value creation bank strategy, and that is our philosophy to create value for customer, shareholder, partners, and the society, and to realize common prosperity of all. This is a philosophy. It's also... guiding principle for us to serve as the underlying principle to create value instead of expanding scale separately. It requires us to provide better service to our clients, to increase volume, increase value, to make a good judgment of what business is good business and how to cash our business development into return to the society so this will contribute to the bank's sustainable development so value creation bank strategy is bringing changes for us in our methodology in our philosophy of operation we are more reasonable and we tend to respect the principle of banking operation In international development, in comprehensive development, we all see contribution brought by these initiatives. In financial indicators, the full initiative have also contributed to our capability of making sustainable development. I think a digital and intelligent development and comprehensive development, these will help us to find our strength and to make up for what we are not good at. So the full initiative bring us business returns, but also enhance our capability. Thank you. Thank you, President Wang. Due to time limit, we have now conclude today's meeting. information and details, you may refer to the annual report we released online. If you have more questions or comments, you are more than welcome to contact the CNB IR team. Thank you again. Goodbye.