ABJ ISS-92(PG1-47).indd - The Asian Banker

1 ISSUE 92 The Asian Banker

Sustainability strainedThe annual defi nitive ranking and survey of Asia Pacifi c’s largest and strongest banks

The Asian Banker 3002009-2010 Edition

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S P E C I A L E D I T I O N I S S U E 9 2 S E P T E M B E R 2 0 0 9

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2 ISSUE 92The Asian Banker

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CONTENTSThe Asian Banker Journal is published ten times a year by

Incorporated in Singapore as T.A.B. International Pte Ltd

12

The Asian Banker 300Chinese banks have surged while Japanese banks are in decline

57

Asia Pacifi c’s Strongest BanksBanks in emerging markets are in a better positionto pull in deposits and push out loans

72

Country CapsulesWe assess the performance of the banking markets in14 countries in the Asia Pacifi c region

Founder and PresidentEmmanuel Daniel [email protected]

DirectorCharmaine [email protected]

Director and PublisherCaroline Grimont [email protected]

Managing EditorPeter Hofl ich phofl [email protected]

Writer David Hendrickson [email protected]

Research ManagersChristian Kapfer [email protected] Liu [email protected]

ResearchersNancy Duan [email protected] Yuandong [email protected] Zink [email protected]

Research AnalystAldo Joson [email protected]

Graphics & LayoutValen Siew Tel: (65) 6236 [email protected]

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Printed in Singapore byPrint & Print Pte Ltd

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The Asian Banker 3002009-2010 EditionSustainability strainedThe annual defi nitive ranking and survey of Asia Pacifi c’s largest and strongest banks

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THE ASIAN BANKER

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The Asian Banker (incorporated as TAB Inter-national Pte Ltd in Singapore) is a research and intelligence company dedicated to providing com-plete and up-to-date information on strategic de-velopments in the fi nancial services industry in the Asia Pacifi c region. The company offers a unique combination of the skills of researchers and writers to develop a keen perspective on strategic issues and drivers in the industry through three key divi-sion entities:

The Asian Banker Journal is the fl agship regional pub-lication covering industry best practices. The publication has become the defi nitive commentator on develop-ments in Asia Pacifi c’s fi nancial services industry.

Asian Banker Research offers a wide range of in-telligence-based reports and research products for the banking and fi nancial services community. It is designed to provide senior management with critical business intelligence to secure a market leader posi-tion in the industry.

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WHO WE ARE

SUBSCRIPTION FORM6 An important note Metamorphosis now

8 Trendwatch Honing the edge

17 List of Asia Pacifi c’s largest banks

22 Ranking of Asia Pacifi c’s largest banks

48 The largest banks in Greater China

50 The largest banks in South and Southeast Asia

51 Performance rankings

54 List of Asia Pacifi c’s strongest banks

60 Ranking of Asia Pacifi c’s strongest banks

94 The Final Word



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THE ASIAN BANKER


AN IMPORTANT NOTE

Metamorphosis now

It gives me great pleasure to announce that Peter Hoflich has been appointed the managing editor

for all of The Asian Banker publications businesses. He also carries the prestigious title of editor

of The Asian Banker Journal. Peter takes over from Elena Torrijos, who saw the print publication

through the most recent phase of its development as the leading banking publication representing

the Asia Pacific region, and definitely one of the leading publications of its kind—this is not what

we say about ourselves, this is what our readers and the industry at large say about us.

Peter takes over the publication business at a momentous time in the revolution taking place in

the publication industry as a whole. When we say “all of The Asian Banker’s publications,” we refer

not just to The Asian Banker Journal, but to The Asian Banker Interactive, The Banking Conversation

and a host of data-driven publications we are driving online. The format of The Asian Banker Journal

is already being changed to accommodate this transformation that is taking place in the way readers

procure and access intelligence in the industry.

We have also become great users of Twitter, LinkedIn and even Facebook to keep our community

highly personal, informing readers of upcoming interviews with leading personalities around the

world. Visitors to our main website www.theasianbanker.com would immediately recognise how The

Asian Banker brand name has grown, and the fact that we have unparalleled access to leaders from

around the world.

Peter is, of course, no stranger to the industry. He has been with The Asian Banker since 2003 and

I am the first to recognise that he has become the most connected person in the industry, surpass-

ing the goodwill that even I had in the early years. I depend on him for insights on the background

of personalities he knows personally, as well as on trends in the industry.

His incredible sense of organisation (derived from his German heritage) and his affability (being

Canadian, of course) makes him a great journalist. It prepares him uniquely for this new phase in

the publication industry, where foundation work is more crucial than ever before when the publica-

tion industry was just print. I enjoy working with him and have a tremendous regard for his sense

of ownership over the information that he provides his readers.

In the meantime, my own role in the publication business is limited to being the anchor of the world-

wide interviews we do on a new initiative you can visit on www.thebankingconversation.com. Even here,

Peter plays a crucial role in selecting the people we choose to interview. I would encourage readers to

visit our related sites to see how we have transformed and how the new media is confirming something

that we suspected all along—that The Asian Banker is a world class publication, and now with a world

class editor. Please join me in congratulating Peter in this new phase in his professional life!




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THE ASIAN BANKER


The Asian Banker 300 (AB300) has been a product for The Asian Banker for eight years, and this

is the fifth that I’ve seen it assembled. Every year the process is an amazing thing to behold,

as the research team brings the numbers together, gives them a life of their own—and then forces

them to tell their stories.

But this year the experience has been different in many ways. Externally, we are seeing the first

set of mid-crisis performance numbers for Asian banks that can help us assess the state of Asia’s

banks relative to that of their suffering peers in the US and Europe, and gauge their strengths and

weaknesses. Internally, we are also seeing a new AB300 team forming around senior research analyst

Yi Yuandong, who has not only designed powerful analytical tools to

crunch the numbers with, but is gearing up to expand the list to 500

banks for a new online edition that will for the first time compare

the banks of Australia, East Asia, South Asia and Southeast Asia

with the banks of the Middle East and Central Asia. The expanded

ranking will also include countries like Bangladesh, Cambodia

and Sri Lanka, whose largest banks have always been too small to

make it onto our traditional list of 300 banks, but whose inclusion

allows us to apply them to our strength formula and evaluate them

alongside the other banks.

This year we have also updated our strength scorecard to include

liquidity, a strength measure that has always been important, but

never more so than in these troubled times. But as we add it to our

scorecard, and reduce the value of assets and non-interest income

to total income accordingly, we give it no more than a 5% weight-

age, keeping in mind that while liquidity may be a buffer against serious financial attacks, it is also

expensive to sit on, and impacts long-term profitability.

As we look at the stories that this year’s AB300 tell us, we do see banks coming from a position

of strength, albeit with a few cracks forming in their veneer. Net profits of the AB300 banks may

have doubled from the $51.5 billion that they had in 2004, but they’ve come down 39% from the

$162.5 billion that they showed a year ago. Banks in Australia and Korea may figure high in the top

100 by size, but a sharp rise in NPLs is worrying. Chinese banks may be enjoying a 67% share of

the profit pool, the largest-ever for a single country in the history of the AB300, but nobody knows

how soon their boost in lending will turn into a wave of fresh NPLs—and plummeting profits. And

then there are the banks of Japan and Taiwan, which represent the bulk of this year’s 67 loss-mak-

ing institutions—what lies in store for them?

And so, with the weakness of Asia’s developed market banks, it is no surprise that this year’s

strength ranking favours emerging markets banks, which dominate the asset growth, loans growth

and deposit growth categories that factor 22.5% of the strength scorecard. But it seems hard to

believe that even this is sustainable, and they are unlikely to be able to keep these spots for very

long, especially if deposit growth doesn’t keep up with asset and loan growth and if NPLs rear their

ugly heads, particularly in export- or commodities-led economies. It seems that this year’s AB300

may have thrown up more questions than answers.

TRENDWATCH

Honing the edge

Chinese and Japanese banks are not giants in liquidity

Source: Asian Banker Research

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CO - PUBL I SHED ART ICLE

ISSUE 92The Asian Banker10

Enabling client success with value-added services in a challenging environmentBy leveraging Deutsche Bank’s FX4Cash, fi nancial institutions are able to benefi t from increased business and revenue opportunities by offering value-added services to their corporate clients.

With weak market fundamentals and profi tability, many banks have been scaling back on investments in new product innovation and technology. FI clients are also

reassessing their strategic investments in technology and infrastructure to determine whether they can sustain ongoing investments or consider the option of outsourcing to a strong global provider. However, Deutsche Bank is bucking the trend and continues to invest in the latest technology to expand its suite of innovative cash management prod-ucts globally while ensuring that onshore clients across 17 markets in Asia have access to bespoke services and solutions. “We need to stay on top of clients’ requirements and Deutsche Bank has been proactive in addressing recent challenges with increased focus on technological advancements,” says John Ball, Head of Cash Management Financial Institutions, Asia-Pacifi c.

One product which has been gaining popularity among FI clients is the bank’s cross- currency payment platform, FX4Cash. Launched in the second half of 2008, the solution was designed to enable FI clients to transact large numbers of cross-currency transactions with ease. The FX4Cash platform has recently been enhanced to include 50 additional currencies. “This allows our clients to effect payments in more than 125 currencies via one base account,” says Ball.

Leveraging on its Global Markets’ foreign exchange and Global Transaction Bank-ing’s payments processing expertise, the FX4Cash platform - which is integrated with autobahnFX, the bank’s proprietary foreign exchange trading platform, and the bank’s award-winning Money Transfer New Architecture (MTNA) - was designed to offer cost and effi ciency benefi ts to corporate and FI clients. “FX4Cash is a marriage of Deutsche Bank’s leadership in foreign exchange and its leading cash management capabilities,” said Kefei Chang, Head of FX4Cash, Asia-Pacifi c.

Deutsche Bank’s leadership in foreign exchange further enhances this value proposi-tion. The bank was recently named leading FX bank globally by Euromoney for the fi fth consecutive year, accounting for 20.96% of all market turnover.

In the cash management space where competition is intense, Deutsche Bank is quick to access the potential growth in Asia’s payment space - where local currencies are increas-ingly gaining importance in transaction settlement. The bank is also acutely aware of the multiple regulatory jurisdictions governing FI client requirements across Asia. “FX4Cash is positioned to help our clients increase effi ciencies and minimise costs in cross-currency

John BallHead of Cash Management

- Financial Institutions,

Asia Pacifi c

[email protected]


ISSUE 92 The Asian Banker 11

settlements across geographies. As a one-stop solution for cross-border currency pay-ments worldwide, clients are drawn to the solution’s benefi ts as it streamlines, automates and controls payables, simplifi es the number of accounts maintained, and minimises as-sociated costs and reconciliation efforts. Clearly, this solution offers clients access to FX price transparency and reduces manual intervention,” added Chang.

Since the launch of FX4Cash in the third quarter of 2008, more than 100 clients have gone live on the platform and have used the solution. One of the early adopters of the FX4Cash platform is Bank CIMB Niaga (CIMB Niaga). With over 655 branches across Indonesia, CIMB Niaga is one of the country’s largest banks and serves a wide range of corporate and retail clients. “FX4Cash has enabled CIMB Niaga to generate additional business and revenue opportunities, reduce costs, create new effi ciencies and gain access to greater choices in managing their cross-currency payments. The benefi ts of FX4Cash will now be available to more corporates through CIMB Niaga’s broad network across Indonesia,” says Chang.

To this end, technological capabilities, scale and network reach remain key success factors for cash management banks. Deutsche Bank’s market leadership has also been confi rmed by recent award wins: Asian Banker Achievement Award for Cash Management and Treasury Services for

Banks and Corporates in The Asian Banker Leadership Awards 2009 Best Overall Cash Management Bank in Asia (2003-2008) as voted by fi nancial institu-

tions in the 2009 Asiamoney Cash Management Poll of Polls.Beyond meeting clients’ requirements, Ball believes in exercising due diligence to iden-

tify opportunities for them in this challenging environment. “FX4Cash will help our clients optimise the effi ciencies in their value chain. Starting last year, clients have been seeking alternative revenue sources with shrinking retail and trading activities. One of their primary concerns is managing thinner margins in the current market environment. By leveraging FX4Cash, our clients stand to benefi t from increased business and revenue opportunities by offering value-added services to their corporate clients,” says Ball.

Kefei ChangHead of FX4Cash Asia Pacifi c

[email protected]

FX4Cash improves effi ciency, saves cost and mitigates risk.


THE ASIAN BANKER


Although The Asian Banker 300 (AB300) has

a somewhat different story to tell every year,

the story invariably will involve China, Asia’s most

dynamic economy. With the region beginning to

suffer economic jitters, China’s banks have clearly

demonstrated the benefit of operating in a large and

protected market: while the Chinese banks only had

37 banks in the AB300 this time—a distant second in

the ranking after Japan, which has 120 entrants—they

stood out in the AB300 for profitability, taking 67%

of the 300 banks’ profits. This was on the back of

having only a 26.8% share of the 300 banks’ assets,

30.7% of the deposits and 24% of the loans.

This growth is relative: the AB300 figures reflect a

currency conversion to US dollars in order to ground

the results in a single currency, and the various in-

terest rate fluctuations render it impossible to make

true apples to apples comparisons. But across the

countries in the Asian Banker 300, the currency trend

was that the Chinese renminbi and the Japanese yen

appreciated against the dollar over their respective

reporting periods, while the Hong Kong dollar and

New Taiwan dollar were flat-ish; the rest of Asia’s cur-

rencies weakened. In keeping with this trend, a very

good year for Chinese banks was amplified not only

by the renminbi strengthening relative to the dollar,

but other countries’ softness to it.

In parallel with the boosting of Chinese banks’

standing in the survey, the help that a strengthening

yen gave Japan’s banks only made their atrocious

results less dismal, as a weakening economy and over-

exposure to stock markets led them to a cumulative

annual loss that represented 25% of the profit pool

of the 300 banks.

Making moneyAs western banks stumble and declare losses, profit-

ability has become a key indicator of business model

sustainability, as well as a litmus test of the secu-

rity of size. This year, 233 of Asia’s banks declared

profit, while 67 showed losses. Among these banks,

56 were Japanese, nine Taiwanese, and one each

from Australia and Hong Kong. Loss-making seemed

chronic at the Taiwanese lenders, seven of which had

also lost money the previous year (likewise, seven

Japanese banks went from a loss to a loss, but they

Justifying sizeChina is the only country that can still demonstrate that size matters—but for how long?

By Peter Hofl ich



are anomalies as the 49 other loss-making banks had

at least been profitable in 2007). Nevertheless, for

banks that declared losses in 2007 at the height of

the economic cycle, continuing losses in 2008 may

indicate the start of a death spiral. This is particularly

worrisome for Taiwan, which has already seen a round

of failing lenders sold to foreign banks.

Keeping it all relativeThe long-term trends in the AB300 show what a roller

coaster Asia’s banks have been on. In 2007, Japan

and Australia were close in their profitability, exceeded

somewhat by China, while in 2006 and 2005, Japa-

nese banks had been the most profitable by a clear

margin (Australia, China, Hong Kong and Japan are

the only countries that have ever seen their share of

profits in the double digits).

Although Japanese financial institutions will be

the largest for some time to come—the 120 Japanese

banks in the listing hold 43% of the region’s assets, the

only country in the listing besides China to have ever

held a double-digit percentile—they may never again

have the percentage of profitability that they once

had. Even with their disadvantaged currencies, and the

heavy profitability of the Chinese banks, most of the

other countries in Asia gained ground in profitability in

this year’s ranking. Exceptions were South Korea, which

suffered a mini funding and currency crisis, Pakistan,

which suffered severe political problems in a year rife

with political assassination and unrest, and New Zea-

land, which went into recession earlier than any other

country in the Asia Pacific region. Japanese banks also

trail all of the countries in terms of its liquidity as well

as percentage of non-interest income.

But it is not just Japan that has suffered, the

entire region has seen total profits stagger, dropping

to only $99 billion, a level not seen since 2004. And

while assets and deposits continue to grow, loans

have fallen too. With the drop in lending, and with

margins tightening in aggressive lending markets

such as China, profits in 2009 will probably continue

to weaken.

What is The Asian Banker 300?Now in its eighth year, The Asian Banker 300 (AB300) is an annual study of the financial and business per-

formance of the commercial banking industry in the Asia Pacific region. The study comprises two different

lists: the first ranks the top 300 banks in the region by asset size, while the second ranks the same 300 banks

by strength—an evaluation that is based on a belief that a strong bank demonstrates long-term profitability

from its core businesses.

Which banks are included?The Asian Banker ranks financial institutions by asset size and focuses on Asia Pacific banks east of Iran. We

publish online an expanded version of this list, The Asian Banker 500, which includes banks from the Middle

East and Central Asia as well. The focus of the list is on commercial banks and financial holding companies

with a significant proportion of activity in commercial banking; the AB300 does not include central banks,

policy banks or finance companies.

How do we collect and treat the data? Bank annual reports and statistics provided by central banks or industry associations are our main sources

of data. In the absence of up-to-date annual reports, we contact banks directly to source financial results.

Consolidated figures are used for banking groups, except when non-banking activities account for a substantial

portion of the consolidated figures. All figures are converted into US dollars using rates current at the end

of the banks’ respective financial years.

Who puts The AB300 together? The team of researchers who created the AB300 is led by Yi Yuandong. With quantitative

analytical skills honed by a background in consulting, Yuandong has guided the team in

scouring a broad range of data sources for robust figures, while also constructing a powerful

analytical platform that will be expanded to all of the 500 banks in the ranking’s interactive

online version.

(Continued on page 16)




Banks that have spent large amounts of money acquiring new customers report that up to 30% of these are lost in the fi rst year. Given that acquiring new customers is a

far more expensive process than keeping existing ones, the key question must be: “Why do people change banks and how can you minimise the chances of them leaving?”

A recent Forrester report highlights the importance of consistent, high quality customer service when it states that “each interaction represents an opportunity to keep or lose your most important customers”.

For a bank, those interactions could be with real people (at the branch or call centre) or with self-service channels (ATMs and online). At the branch, a bad experience could mean a rude member of staff or having to wait in line. At an ATM, it could be the machine being ‘down’ or a particular service not being available.

In all cases, the frustrated customer leaves with a lower opinion of the bank and will be more receptive to a competitor’s timely piece of marketing. With a lost opportunity goes an entire customer relationship with all the cross-selling opportunities involved.

The bottom line is that a large bank could experience a swing in revenue by as much as $242 million, depending on the level of customer experience it provides.

The good news is that the channel through which banks can most easily differentiate themselves is also the most visible and most likely to attract the customers of other fi nancial institutions—the ATM network.

Other banks’ customers may never walk into your branches, visit your website or ring your call centre. But they may use your ATMs once a week or more, making them the public face of your brand.

The average customer uses an ATM fi ve times a month. That’s fi ve opportunities to impress. For banks that have failed to keep pace with the latest technology developments, it could also represent fi ve situations where the customer will leave dissatisfi ed, either with the range of services, the speed of the transaction or with the availability of the ATM to complete the transaction they require.

Today’s ‘iPhone lifestyles’ mean consumers expect quick, slick services to be available wherever and whenever they want them.

For an institution that wishes to differentiate itself from the competition the message is simple: your self-service channel needs to do more, be more attractive, easier to use, faster and more reliable.

A recent Aite study demonstrated that “the age of banks’ ATMs affects ATM channel service performance.” They found 75% of bank executives who managed a network with an average ATM age of less than fi ve years ranked their network in the top quartile, whereas only 55% of bankers with an ATM channel more than six years old did so.

Our own latest generation of ATMs—NCR SelfServ—provides banks with a key com-petitive advantage in delivering the services customers require. Whether it’s in terms of functionality, delivery, ease of use, speed, reliability or enhanced security, the new ATMs have incorporated customer needs into the design.

Retaining customers with modern self-service

The latest generation of ATMs delivers the key services sought by banks’ customers

“Each interaction

represents an

opportunity to keep

or lose your most

important customers”.

Forrester



Functionality. Adding new features and functionality are of key importance. As well as providing the services customers increasingly require, such as automated deposit and bill payment, another key ele-ment of customer service is personalisation of ATM transactions. Speed to market for new ATMs and new transactions is vital to ensuring best in class service. Looking forward, as new payment mechanisms evolve, it is also important that developments such as contactless cards and mobile payments can be integrated.

Availability. Availability is about delivering transactions that are 100% successful every time and thereby ensuring satisfi ed customers. Equally important is ensuring this is done in a cost-effective manner, using com-prehensive performance information to enable best practice management of the self service network.

In order to ensure maximum ATM availability remote servicing is key, avoiding time consuming call-outs. Firmware updates and ‘soft’ upgrades are downloadable to the ATM without the need for a site visit. And these days that’s not all—NCR SelfServ is the only ATM to offer self-healing capabilities, providing an automatic return to service for ‘soft’ failures, reducing downtime from two to three hours, to 10 to 15 minutes. In busy locations, where every minute counts, this is a massive advance.

An examination of ATM downtime reveals that over half of all downtime is due to low-level maintenance tasks such as clearing card or paper jams. With NCR SelfServ, this has been addressed by the introduction of interactive full motion video allowing on-the-spot training and speeding up the process.

“Our ATM channel plays a key part in how our customers perceive us, and maintaining the highest levels of availability is key to providing exceptional customer service” says Fatih Bektasoglu, business unit manager at Garanti Bank in Turkey. “With unique technologies, NCR has enabled us to provide 24/7 availability and provide superior service to our customers”.

Confi dence. It is essential that customers are confi dent in using the ATMs. The intro-duction of superior security features limits customer exposure to fraud and, for the bank, lessens the possibility of being targeted for attack, with the attendant negative publicity. The latest generation of NCR ATMs has a unique portfolio of security features to protect the ATM at every possible point of compromise.

Convenience and Speed. Though such measures are not always clear to customers, one more obvious benefi t is improvements in the ease of use and speed of transactions. China Bank’s SelfServ ATMs in the Philippines have cut cash withdrawal times by a third, to about 30 seconds, reducing queues and improving the customer experience.

Carol L. Chua, assistant vice president and head of China Bank’s ATM center division, says, “This new technology from NCR is already enhancing our customers’ experience. Almost immediately after we installed our fi rst SelfServ machine, we got customer feedback saying this machine was far, far faster than its predecessor. We’re very pleased.”

Responsibility. One other thing that customers increasingly expect from their banks is a sense of corporate responsibility, adopting policies to reduce environmental impact. SelfServ ATMs deploy dual-roll two-sided thermal printing technology (2ST). This is patented to print on both sides of a thermal paper receipt, reducing paper consumption up to 45%. The dual roll also means no more ‘out of paper’ calls and eliminates up to 20% waste per roll.

In the current environment, customer loyalty is paramount, and at a time when only exceptional service will suffi ce, NCR’s technologically advanced SelfServ ATMs exceed expectations, enabling broad functionality, high levels of availability, fast, secure transac-tions and low operating costs. Smart capital expenditure can generate the exceptional service that will help your customers remain your customers.

Stuart ButtarManaging Director

NCR South-East Asia

[email protected]

Contact details: Stuart ButtarManaging DirectorNCR South East [email protected]

Other banks’ customers

may never walk into

your branches or visit

your website, but they

may use your ATMs once

a week. Your ATM,

are your public face.


THE ASIAN BANKER


THE ASIAN BANKER


Chinese banks were the most profi table by far

1,858.4

6,697.2

1,074.3

956.9

115.3

10,951.8

391.4

108.3

27.8

55.1

465.3

1,187.7

851.3

228.9

56.2

25,026

12.6%

67.5%

11.1%

9.5%

1.9%

-25.3%

4.7%

1.1%

0.5%

0.4%

4.6%

6.3%

2.0%

2.4%

0.6%

100%

12.5

66.9

11.0

9.4

1.9

-25.1

4.7

1.1

0.5

0.4

4.5

6.2

2.0

2.4

0.6

99

4.3%

30.7%

4.3%

4.0%

0.5%

44.0%

1.6%

0.3%

0.1%

0.2%

1.6%

3.4%

3.6%

1.0%

0.2%

100%

748.50

5,313.71

749.05

696.55

93.28

7,619.51

285.64

59.62

20.22

43.01

282.01

593.97

619.51

171.81

39.25

17,336

9.1%

24.0%

3.0%

4.0%

0.5%

44.0%

1.7%

0.6%

0.1%

0.2%

1.6%

5.8%

3.9%

1.2%

0.3%

100%

1,214.3

3,194.3

403.5

538.1

61.3

5,871.9

226.7

86.6

15.8

24.5

219.8

772.5

514.2

155.2

36.2

13,335

7.4%

26.8%

4.3%

3.8%

0.5%

43.8%

1.6%

0.4%

0.1%

0.2%

1.9%

4.7%

3.4%

0.9%

0.2%

100%

Australia

China

Hong Kong

India

Indonesia

Japan

Malaysia

New Zealand

Pakistan

Philippines

Singapore

S.Korea

Taiwan

Thailand

Vietnam

TOTAL

13

37

15

27

6

120

16

2

3

4

4

14

26

9

4

300

CountryNumber of banks in AB300

Total Assets ($bn)

Share of Total Assets

Total Loans ($bn)

Share of Total Loans

Share of Total Deposits

Total Net Profit ($bn)

Share of TotalNet Profit

Total Deposits ($bn)


Getting realIn 2008, it was typically banks in emerging markets

that focussed on the fundamentals of banking: taking

deposits and dispersing loans. This makes greater

sense these days anyway, now that the call for “back-

to-basics, boring” banking has become deafening.

The highest-growing banks in deposits were typi-

cally the Chinese banks, and 39 of the fifty fastest-

growing banks are from emerging markets. Among the

developed market banks, Korean institutions were the

most aggressive in gathering deposits, with several

large Korean banks such as Standard Chartered Korea

and Woori Financial Group engaged in significant de-

posit-gathering exercises. Standard Chartered Bank

also aggressively sought deposits in Hong Kong, its

second-largest market after South Korea.

(Continued from page 13)

AB300 online version will expand coverage to 500 banksw w w . t h e a s i a n b a n k e r . c o m

The story is even more polarised in the case of

loans, where developed market banks hold only six

of the top fifty positions, and where Indian banks like

HDFC Bank—which took over Centurion Bank of Pun-

jab—and Central Bank of India, Indian Bank, Axis Bank

and Bank of Baroda pushed out loans at percentages

from 34% to 56% greater than the previous year.

With banks in developed markets laying low in

lending, it remains to be seen where aggressive lend-

ing will lead Asia’s emerging market banks in this era

of economic uncertainty. But this will surely start to

become apparent by next year’s AB300.



A Affi n Bank Malaysia 267Agricultural Bank of Taiwan Taiwan 227Agricultural Bank of China China 6Aichi Bank Japan 139Akita Bank Japan 154Allahabad Bank India 177Alliance Financial Group Malaysia 294AMMB Holdings Malaysia 147Andhra Bank India 248ANZ National Bank New Zealand 60Aomori Bank Japan 159Aozora Bank4 Japan 65Ashikaga Bank Japan 92Australia and New Zealand Banking Group Australia 14Awa Bank Japan 138AXIS Bank India 133

B Banco de Oro Unibank Philippines 195Bangkok Bank Thailand 89Bank Central Asia Indonesia 168Bank CIMB Niaga5 Indonesia 268Bank Danamon Indonesia 263Bank for Investment and Development of Vietnam Vietnam 217Bank Kerjasama Rakyat Malaysia Malaysia 241Bank Mandiri Indonesia 129Bank Negara Indonesia Indonesia 185Bank of Ayudhya Thailand 171Bank of Beijing China 74Bank of Baroda India 90Bank of Communications China 12Bank of China China 7Bank of Dalian China 235Bank of East Asia Hong Kong 80Bank of East Asia (China) China 191Bank of Fukuoka Japan 49Bank of Hangzhou China 212Bank of Ikeda Japan 140Bank of India India 93Bank of Iwate Japan 144Bank of Jiangsu China 123Bank of Kochi Japan 265Bank of Kyoto Japan 59Bank of Maharashtra India 239Bank of Nagoya Japan 124Bank of Nanjing China 224Bank of New Zealand New Zealand 114Bank of Ningbo China 208Bank of Okinawa Japan 199Bank of Queensland Australia 174Bank of Saga Japan 170Bank of Shanghai China 78Bank of Taiwan Taiwan 40Bank of the Philippine Islands Philippines 220Bank of the Ryukyus Japan 196Bank of Tianjin China 209Bank of Western Australia2 Australia 94Bank of Yokohama Japan 30Bank Rakyat Indonesia Indonesia 167Beijing Rural Commercial Bank China 142Bank SinoPac Taiwan 131Bendigo and Adelaide Bank1 Australia 125BIMB Holdings Malaysia 296

List of Asia Pacifi c’s Largest Banks

Biwako Bank Japan 243BOC Hong Kong Holdings Hong Kong 29Bumiputra-Commerce Holdings Malaysia 76Busan Bank S.Korea 166

C Canara Bank India 96Cathay United Bank Taiwan 104Central Bank of India India 150Chang Hwa Commercial Bank Taiwan 100Changsha City Commercial Bank China 292Chiba Kogyo Bank Japan 161Chiba Bank Japan 39China Bohai Bank China 272China CITIC Bank China 25China Construction Bank China 5China Development Financial Holding Taiwan 253China Everbright Bank China 34China Merchants Bank China 20China Minsheng Banking Corporation China 27China Zheshang Bank China 238Chinatrust Commercial Bank Taiwan 84Chinese Mercantile Bank China 270Chong Hing Bank Hong Kong 277Chugoku Bank Japan 69Chukyo Bank Japan 186Chuo Mitsui Trust Holdings Japan 26Citibank (Australia) Australia 225Citibank (Hong Kong) Hong Kong 211Citibank (India) India 193Citibank (Japan) Japan 62Citibank (Korea) S.Korea 87Citibank (Malaysia) Malaysia 226Citibank (Singapore) Singapore 122CITIC Ka Wah Bank Hong Kong 202Commonwealth Bank of Australia2 Australia 13Corporation Bank India 188

D Daegu Bank S.Korea 173Dah Sing Banking Group Hong Kong 214Daisan Bank Japan 182Daishi Bank Japan 91DBS Group Singapore 24Dena Bank India 261Deutsche Bank (Australia) Australia 189Dongguan City Commercial Bank China 271

E eBANK Japan 276Ehime Bank Japan 187Eighteenth Bank Japan 149EnTie Commercial Bank Taiwan 282EON Capital Malaysia 234Evergrowing Bank China 203E. Sun Commercial Bank Taiwan 155

F Far Eastern International Bank Taiwan 254First Bank of Toyama Japan 251First Commercial Bank Taiwan 82Fubon Bank (Hong Kong) Hong Kong 281

Name Country Rank Name Country Rank



THE ASIAN BANKER

List of Asia Pacifi c’s Largest BanksName Country Rank Name Country Rank

Fukui Bank Japan 160Fukuoka Financial Group Japan 35

G Gifu Bank Japan 279Guangdong Development Bank China 53Gunma Bank Japan 68

H Habib Bank Pakistan 266Hachijuni Bank Japan 66Hana Financial Group S.Korea 33Hang Seng Bank Hong Kong 48HDFC Bank6 India 109Higashi-Nippon Bank Japan 179Higo Bank Japan 106Hiroshima Bank Japan 64Hokkaido Bank Japan 101Hokkoku Bank Japan 121Hokuetsu Bank Japan 158Hokuhoku Financial Group Japan 42Hokuriku Bank Japan 73Hokuto Bank Japan 246Hokuyo Bank Japan 61Hong Leong Financial Group Malaysia 157Hongkong and Shanghai Banking Corporation Hong Kong 9HSBC Bank (China) China 165HSBC Bank (India) India 204HSBC Bank (Malaysia) Malaysia 206Hua Nan Commercial Bank Taiwan 85Hua Xia Bank China 41Huishang Bank China 181Hyakugo Bank Japan 98Hyakujushi Bank Japan 105

I Ibaraki Bank Japan 285Ibarakiken Credit Cooperative Japan 244ICICI Bank India 46Indian Bank India 213Indian Overseas Bank India 153Industrial and Commercial Bank of China China 3Industrial and Commercial Bank of China (Asia) Hong Kong 152Industrial Bank China 28Industrial Bank of Korea S.Korea 38Industrial Bank of Taiwan Taiwan 275ING Bank (Australia) Australia 126Iyo Bank Japan 79

J Japan Trustee Services Bank Japan 228Jammu and Kashmir Bank India 300Jiangnan Rural Credit Cooperatives of Wuhan China 284Joyo Bank Japan 52Juroku Bank Japan 95

K Kagawa Bank Japan 223Kagoshima Bank Japan 119

Kansai Urban Banking Corporation Japan 110Kanto Tsukuba Bank Japan 219Kasikornbank Thailand 113Keiyo Bank Japan 116Kirayaka Bank Japan 237Kita-Nippon Bank Japan 231Kiyo Holdings Japan 107Kookmin Bank S.Korea 21Korea Exchange Bank S.Korea 50Korean Federation of Community Credit Cooperatives S.Korea 247Kotak Mahindra Bank India 287Krung Thai Bank Thailand 108Kumamoto Family Bank Japan 232Kwangju Bank S.Korea 236Kyongnam Bank S.Korea 197

L Land Bank of the Philippines Philippines 289Land Bank of Taiwan Taiwan 72

M Macquarie Group Australia 43Maybank Malaysia 55Mega International Commercial Bank Taiwan 70Metropolitan Bank and Trust Philippines 198Michinoku Bank Japan 178MIE Bank Japan 192Minato Bank Japan 132Mitsubishi UFJ Financial Group Japan 1Miura Fujisawa Shinkin Bank Japan 295Miyazaki Bank Japan 175Mizuho Financial Group Japan 2Momiji Bank Japan 135Musashino Bank Japan 111

N Nagano Bank Japan 264Nagano Shinkin Bank Japan 293Naganoken Credit Cooperative Japan 288Nanto Bank Japan 86Nanyang Commercial Bank Hong Kong 201National Bank of Pakistan Pakistan 258National Australia Bank Australia 10Nishi-Nippon City Bank Japan 57Norinchukin Bank Japan 8

O OCBC Bank (Malaysia) Malaysia 222Ogaki Kyoritsu Bank Japan 102Oita Bank Japan 136Oriental Bank of Commerce India 162Orix Corporation Japan 47Oversea-Chinese Banking Corporation Singapore 32

P Ping An Bank China 172Public Bank Malaysia 77Punjab and Sind Bank India 280Punjab National Bank India 83



The branch as the key delivery channel for retail banks

Integrating the branch into Wincor Nixdorf’s ProClassic/Enterprise Retail Banking Solution Suite creates a versatile service platform for innovative retail banks



Contact details: Kasten KemnaRegional Marketing DirectorBanking Division Asia Pacifi cWincor Nixdorf2 Kallang SectorSingapore 349277Phone (65) [email protected]

Innovative Wincor Nixdorf branch design

Case Study: In May 2009, Baden-Württembergische Bank (BW-Bank), deployed ProClassic/Enter-prise Retail Banking Solution Suite (PC/E) in its 200 branches. The bank also rolled out new software to tailor offers to customers’ individual needs via its self-service, online banking and telephone banking channels.

BW-Bank has been operating 330 self-service terminals with PC/E since 2003. In 2006, the bank asked Wincor Nixdorf to extend its use of PC/E to include management of its ATS that will emulate front-offi ce processes . The bank plans to use the Teller Operations solution to handle processes such as teller account management and account transactions.

The use of standard software means that the bank will be able to implement fur-ther developments and changes resulting from legal stipulations or process changes at greater speed than before. In late 2009, BW-Bank will pilot one-to-one marketing software, PC/E Direct Marketing, to establish and personalise contact with customers across all its delivery channels.

Source: Wincor Nixdorf, press release, “BW-Bank adds direct marketing and front-offi ce processes to ProClassic Enterprise”

ProClassic/Enterprise (PC/E) Retail Banking Solution Suite is a modular software suite that focuses on sales and service processes in retail banks. It combines channel delivery,

security, management and optimization, and banking business capabilities, and allows banks to render themselves future-proof and expandable by transforming their IT architectures.

The suite’s net-centric concept ensures that new services and functions are quickly implemented and centrally managed. The packages are based on a service-oriented multi-channel concept that allows individual functions and services to be reused across all delivery channels. Focussing on branches, the following innovative modules are available to optimize processes and maximize return on investment: Teller Operations: Caters to transactions around cash-handling and account-related

services at the counter. This solution makes customer transactions leaner and more effi cient, and eases processes in the branch, such as end-of-day teller closing.

ATS Manager: Smoothly connects the automated teller safe (ATS, also known as TAU or TCR) device with the teller application to ensure secure cash-in and -out transactions at the teller to streamline cash processes in the branch. The software consolidates all cash transactions, linking them to individual customers and teller operators.

Peripheral Management: Optimizes the connection and management of the multiple peripherals that typically exist in a branch, such as card readers, document printers or signature pads. From a central management console, the software can react fl exibly when devices are out of order and provides alternative access.These three software products help banks streamline teller operations and maximize

customer service levels, providing bank staff a seamless and modern user interface to allow time for sales and consulting services.



THE ASIAN BANKER

List of Asia Pacifi c’s Largest BanksName Country Rank Name Country Rank

R Resona Holdings Japan 11RHB Capital Malaysia 134Rokinren Bank Japan 88Rural Credit Cooperatives Union of Shunde China 259

S Saikyo Bank Japan 291San-In Godo Bank Japan 103Sapporo Hokuyo Holdings Japan 54Sendai Bank Japan 283Senshu Bank Japan 156Shanghai Commercial and Savings Bank Taiwan 130Shanghai Commercial Bank Hong Kong 218Shanghai Rural Commercial Bank China 151Shanghai Pudong Development Bank China 23Shenzhen Development Bank China 63Shiga Bank Japan 97Shikoku Bank Japan 143Shimizu Bank Japan 210Shinhan Financial Group S.Korea 22Shinkin Central Bank Japan 16Shinkumi Federation Bank Japan 99Shinsei Bank4 Japan 36Shinwa Bank Japan 169Shizuoka Bank Japan 45Shoko Chukin Bank Japan 37Shonai Bank Japan 260Siam City Bank Thailand 242Siam Commercial Bank Thailand 117Sony Bank Japan 205St George Bank3 Australia 44Standard Chartered Bank (China) China 216Standard Chartered Bank (India) India 207Standard Chartered Bank (Korea) S.Korea 75Standard Chartered Bank (Malaysia) Malaysia 233Standard Chartered Bank (Taiwan) Taiwan 215Standard Chartered Bank (Thailand) Thailand 286Standard Chartered Bank (Hong Kong) Hong Kong 56State Bank of India India 17Suhyup Bank S.Korea 200Sumitomo Mitsui Financial Group Japan 4Sumitomo Trust and Banking Japan 18Suncorp-Metway Australia 67Suruga Bank Japan 120Syndicate Bank India 141

T Ta Chong Bank Taiwan 262Taichung Commercial Bank Taiwan 278

Taiko Bank Japan 221Taipei Fubon Commercial Bank Taiwan 115Taishin International Bank Taiwan 148Taiwan Business Bank Taiwan 118Taiwan Cooperative Bank Taiwan 58Taiwan Shin Kong Commercial Bank Taiwan 240Tajima Bank Japan 273Takinogawa Shinkin Bank Japan 297Thanachart Bank Thailand 255TMB Bank Thailand 194Tochigi Bank Japan 146Toho Bank Japan 128Tokushima Bank Japan 229Tokyo Shinkin Bank Japan 298Tokyo Star Bank Japan 180Tokyo Tomin Bank Japan 145Tomato Bank Japan 269Tottori Bank Japan 274Towa Bank Japan 184Trust and Custody Services Bank Japan 290

U UCO Bank India 164Union Bank of India India 127Union Bank of Taiwan Taiwan 256United Bank Pakistan 299United Bank of India India 252United Overseas Bank (Malaysia) Malaysia 245United Overseas Bank Singapore 31

V Vietnam Bank for Agriculture and Rural Development Vietnam 183Vietnam Bank for Foreign Trade Vietnam 249Vietnam Bank for Industry and Trade Vietnam 250

W Westpac Banking Corporation3 Australia 15Wing Hang Bank Hong Kong 190Wing Lung Bank Hong Kong 230Woori Financial Group S.Korea 19

Y Yachiyo Bank Japan 163Yamagata Bank Japan 176Yamaguchi Financial Group Japan 51Yamanashi Chuo Bank Japan 137Yuanta Commercial Bank Taiwan 257

77 Bank Japan 71

Bank-specifi c footnotes: • 1. Adelaide Bank and Bendigo Bank merged in November, 2008. • 2. Bank of Western Australia was acquired by Commonwealth Bank of Australia in December, 2008. • 3. Westpac Banking Corporation and St George Bank will complete their merger in late 2009. • 4. Aozora Bank and Shinsei Bank will merge in early 2010. • 5. Lippo Bank and Bank Niaga have been merged into Bank CIMB Niaga. • 6. HDFC Bank acquired Centurion Bank of Punjab.



THE ASIAN BANKER

The Region’s Largest Banks

1 t

o 5

0 (A

)

2,086,8051,639,4851,427,6101,275,5781,105,4711,026,3001,017,130

685,248549,652455,030430,916392,554337,790326,325304,608302,117269,286233,466231,040229,976211,560209,656191,588178,375173,844167,539153,651149,372148,012128,200127,113126,032125,319124,636124,243124,231119,095114,671109,638108,397107,049103,675103,327102,105

99,65599,61699,11898,33293,76885,207

1,014,544778,078649,052737,309538,960441,135466,692119,244165,933262,437289,362190,030250,296232,218200,251

59,631154,858132,484151,967124,770156,666132,264

99,67987,88495,327

100,45594,58471,69259,92398,35369,37255,45381,38566,06485,27365,20298,39783,96976,00459,95950,57674,65034,23367,70169,59554,92363,71842,46266,98652,067

3.7%-0.6%12.4%7.8%14.5%32.2%16.0%2.3%7.8%14.4%0.1%27.1%10.8%19.9%16.4%4.2%27.1%-3.8%16.6%19.9%19.5%19.6%43.1%10.2%17.5%4.5%14.2%19.9%7.5%0.6%4.6%3.9%25.0%15.2%n.a.

4.2%1.5%18.2%2.3%7.4%23.5%-0.5%-10.8%17.2%0.5%-0.6%9.6%2.2%5.9%26.4%

3.6%7.7%12.1%5.3%15.7%11.3%15.8%11.4%6.1%12.5%2.0%19.9%14.5%16.0%14.0%-7.4%24.4%9.5%15.0%30.3%16.0%13.7%27.1%16.6%15.0%8.0%16.9%24.7%11.8%5.4%7.7%11.9%16.0%14.0%n.a.

8.0%0.4%16.1%4.9%3.5%15.8%1.1%

-11.5%8.7%7.4%5.9%4.7%6.7%7.5%19.3%

1243576

211498

131011124416181720151923282622273443253646313929402430324254337637354841623853

JapanJapanChinaJapanChinaChinaChinaJapan

Hong KongAustralia

JapanChina

AustraliaAustraliaAustralia

JapanIndia

JapanS.Korea

ChinaS.KoreaS.Korea

ChinaSingapore

ChinaJapanChinaChina

Hong KongJapan

SingaporeSingapore

S.KoreaChinaJapanJapanJapan

S.KoreaJapan

TaiwanChinaJapan

AustraliaAustralia

JapanIndia

JapanHong Kong

JapanS.Korea

General footnotes: • Whenever possible, consolidated figures were used. • In cases where non-banking activities account for a substantial portion of the consolidated figures, unconsolidated figures were used. • Data pertain to financial years ended through Mar 31 the following year (cut off date for inclusion was middle August 2009). • Only banks whose financial data are available for either financial year 2007 or 2008 or both were included in our ranking.• When 2007 financial year data were used, we denote banks with *. • All figures (except percentages) are quoted in US$ and 2008 year end exchange rates. • All percentage changes are calculated using original currency values. • Assets are the sum of cash and bank balances, marketable securities and other short-term investments, net loans and mortgages, long-term investments, fixed assets and other assets. • Deposits are demand, saving, and time deposits received from non-bank customers. • Loans are commercial, consumer and other loans lent out to non-bank customers (net of reserves). • Net interest income: insurance-related interest was excluded from interest income and expense where it has been disclosed separately. Dividend income is included as interest income. Dividends on all preference shares as well as any other instrument classified as a hybrid security are classified as an interest expense item. • Non-interest operating income includes net gains/losses on trading and derivatives, net gains/losses on other securities, net gains/losses at fair value through the income statement, net insurance income, net fees and commissions and other operating income such as rental income, etc. • Total operating income is the summation of net interest income and non-interest operating income. • Operating expenses are staff

Mitsubishi UFJ Financial GroupMizuho Financial GroupIndustrial and Commercial Bank of ChinaSumitomo Mitsui Financial GroupChina Construction BankAgricultural Bank of ChinaBank of ChinaNorinchukin BankHongkong and Shanghai Banking CorporationNational Australia BankResona HoldingsBank of CommunicationsCommonwealth Bank of AustraliaAustralia and New Zealand Banking GroupWestpac Banking CorporationShinkin Central BankState Bank of IndiaSumitomo Trust and BankingWoori Financial GroupChina Merchants BankKookmin BankShinhan Financial GroupShanghai Pudong Development BankDBS GroupChina CITIC BankChuo Mitsui Trust HoldingsChina Minsheng Banking CorporationIndustrial BankBOC Hong Kong HoldingsBank of YokohamaUnited Overseas BankOversea-Chinese Banking CorporationHana Financial GroupChina Everbright BankFukuoka Financial Group*Shinsei BankShoko Chukin BankIndustrial Bank of KoreaChiba BankBank of TaiwanHua Xia BankHokuhoku Financial Group*Macquarie GroupSt George BankShizuoka BankICICI BankOrix Corporation*Hang Seng BankBank of FukuokaKorea Exchange Bank

123456789

1011121314151617181920212223242526272829303132333435363738394041424344454647484950

123456789

101115121314191618n.a.2217n.a.31232524303526363234n.a.40n.a.38442841394843n.a.374633n.a.424945

AB300Rank2009

AB300Rank2008

Commercial Bank CountryAssets

$million ChangeLoans

$million Change Rank(Local Currency)(Local Currency)



123456789

1011121314151617181920212223242526272829303132333435363738394041424344454647484950

35,92019,69845,38623,74939,46830,87433,491-5,40316,032

8,5967,728

11,3079,5377,8947,543-467

10,4164,8225,4448,1266,5339,2125,0574,1735,9072,8085,0854,3533,2932,6283,6202,8682,2953,6141,9632,1101,4523,3331,688

8242,5772,0894,1442,3891,7317,7735,3093,0781,4582,724

23,19113,14316,31711,71814,33613,81516,721

1,2746,7434,9524,2373,7964,5593,8213,565

4945,4842,3263,2062,9763,5125,9761,8871,8861,9451,6402,2051,5402,6681,2271,4321,2831,8451,2181,2402,199

8451,383

959541

1,0681,0662,669

982953

5,8172,930

877892

1,113

-7.0%8.9%21.2%2.4%22.2%17.7%17.4%

-316.1%1.6%

-20.1%-4.7%23.1%8.3%5.8%7.7%

-144.3%19.4%7.6%-7.2%35.3%-9.3%-1.5%33.6%-2.2%44.4%-12.1%37.9%35.2%-6.3%1.5%7.9%0.5%

-20.3%23.2%n.a.

-22.3%-6.6%2.1%

-13.2%-80.5%23.5%1.1%

-14.7%7.3%9.0%10.1%-1.4%-6.3%-2.1%11.2%

3716254

3008

13179

111518

2981025211419122427203723263240293544305448733162

11342492843601622337139

-2.5%6.1%19.8%8.5%12.0%57.2%29.0%1.6%10.8%-0.6%-0.4%19.9%14.7%11.9%13.7%-5.3%11.0%4.0%9.0%41.7%5.1%89.8%32.4%-5.8%36.2%6.9%28.8%30.1%108.8%8.7%1.5%9.4%18.8%29.8%n.a.

16.5%4.1%5.4%0.9%

-85.8%26.6%3.4%

-27.9%4.3%4.3%4.2%7.0%2.2%6.1%5.6%

1,323,963850,463

1,203,208832,722932,888892,141746,702413,144348,630155,454353,805271,526182,696137,983119,944207,215203,653131,229127,924182,988128,820

83,496138,603118,023138,389

98,118114,976

92,530104,698111,936

82,11065,36974,21388,545

108,40766,25234,29932,36793,67881,41871,01491,91015,15039,79678,24650,626

n.a.76,37377,33343,425

-1.0%1.3%19.0%4.0%19.4%15.3%16.0%-3.4%4.5%10.2%1.5%20.4%20.4%13.9%13.6%1.0%30.7%0.3%38.2%32.5%14.2%20.1%23.4%11.1%20.2%9.0%17.1%25.3%1.5%1.9%10.5%6.0%16.9%11.9%n.a.

15.0%17.2%8.2%1.5%21.1%10.6%-0.4%38.6%18.9%1.3%-7.0%n.a.

8.3%3.2%36.4%

15263478

10169

1115192312132022142134172418292531282635474033274699

10330364432

174833762n.a.393872

21,62611,56638,48614,63132,90928,36223,840

-81110,047

7,4685,6079,6495,5055,4074,963

8355,9961,9184,9196,8605,8785,8434,6142,9955,2811,2434,4253,8322,6172,1022,5011,9432,4073,2681,6582,2371,3112,7731,624

7141,9741,488

6301,6961,4292,0151,3322,1051,2742,001

7.0%0.6%17.2%10.9%16.7%23.1%6.7%

-135.4%16.9%13.8%-2.6%22.1%12.9%7.4%14.4%17.2%23.3%7.6%19.2%38.3%4.8%11.7%30.4%4.6%37.9%8.8%33.9%25.6%4.5%3.4%20.4%23.7%11.6%25.7%n.a.

48.1%-8.3%13.6%4.4%38.3%20.0%-0.7%10.3%12.6%8.3%17.2%0.2%10.4%5.3%17.7%

5716234

3008

10159

161719891238201113142125186422232733283729244331582644

1043648

11442513455326135

expenses and other non-interest operating expenses. • Operating profit = net interest income + total non-interest operating income - total non-interest expenses + equity-accounted profit/ loss (operating) + change in fair value of own debt - loan impairment charge - other credit impairment charges. • Net profits are recorded after non-operating items, provisions and taxes and include minority interest. • Operating return on assets is the ratio of operating profits over average assets. • Return on assets and return on equity are net profit divided by average assets and total equity respectively. • Τhe Non interest income ratio is the ratio of non-interest operating income over total operating income. • In the change in operating and net profit columns, P-L: profit to losses; L-P: loss to profit; L-L: losses to losses; n.a.: not available or not meaningful • Total Capital Adequacy Ratio is the risk weighted capital ratio. Risk capital is the summation of Tier 1 and Tier 2 capital less investment in subsidiaries, where Tier 2 capital includes cumulative preference shares, revaluation reserves, subordinate and other long term debts. • Tier 1 Capital Ratio is the core capital ratio which includes common stock, disclosed reserves, retained earnings, and minority interest in equity or associates. • All data in this table are collected and updated to the best of our knowledge. • Weprovide this service with no warranty whatsoever as to the currency, accuracy, or applicability of the data for any purposes. • Due to an oversight in the bank screening process, six small banks from Japan, two from Korea and one from Hong Kong that do not fit the traditional criteria have been included in this listing. These banks will not be included in future print or online versions, and have been marked next to the far right column with a #.

AB300Rank2009

Operating Expenses$million Change

Deposits$million Change Rank

Total Operating Income$million Change Rank

Net Interest Income$million Change Rank

94,44246,13388,75950,81868,41142,51071,67727,46926,48919,49224,00121,96117,25417,79213,490

2,88315,40013,92911,36111,67313,83113,871

6,10214,04713,997

7,5867,8737,173

10,9067,8699,429

10,1437,3844,8626,4268,4577,5075,7295,9256,7444,0123,0936,5434,5107,1909,914

14,4265,9216,7865,307

162547389

1210111413228315192423212042171833313725322826355341303447433963764054362716443849

Shareholder’s Equity$million Rank

(Local Currency) (Local Currency) (Local Currency) (Local Currency)



THE ASIAN BANKER


1 t

o 5

0 (B

)

6,372656

23,7273,556

19,8289,553

14,312-7,3738,7331,7711,4885,9474,3342,9743,332

-1,2403,6941,396

8864,5221,4162,4082,6261,7953,019

8671,9362,339

540368

1,6981,278

4501,476

402-1,611

-119869263256792714288

1,206396

1,0252,0131,807

143948

-46.6%-80.7%24.9%-63.2%19.8%-26.3%-0.3%P-L

-8.6%-66.0%-53.7%16.9%-4.4%-23.1%-5.6%P-L

28.0%-33.8%-63.3%31.3%-57.8%-57.1%42.2%-12.1%35.7%-44.9%17.5%29.8%-76.8%-70.4%-9.7%-23.5%-66.0%1.6%n.a.P-LP-L

-31.9%-70.4%-35.2%9.5%-1.2%-67.9%3.8%

-33.3%19.3%-19.2%-23.2%-72.1%-19.7%

6521

11243

2995

222479

1412

2951027388

261615211341191759812329662573

29627640

1091124548983076321820

15935

JapanJapanChinaJapanChinaChinaChinaJapan

Hong KongAustralia

JapanChina

AustraliaAustraliaAustralia

JapanIndia

JapanS.Korea

ChinaS.KoreaS.Korea

ChinaSingapore

ChinaJapanChinaChina

Hong KongJapan

SingaporeSingapore

S.KoreaChinaJapanJapanJapan

S.KoreaJapan

TaiwanChinaJapan

AustraliaAustralia

JapanIndia

JapanHong Kong

JapanS.Korea


Operating Profit$million Change RankCountry

Mitsubishi UFJ Financial GroupMizuho Financial GroupIndustrial and Commercial Bank of ChinaSumitomo Mitsui Financial GroupChina Construction BankAgricultural Bank of ChinaBank of ChinaNorinchukin BankHongkong and Shanghai Banking CorporationNational Australia BankResona HoldingsBank of CommunicationsCommonwealth Bank of AustraliaAustralia and New Zealand Banking GroupWestpac Banking CorporationShinkin Central BankState Bank of IndiaSumitomo Trust and BankingWoori Financial GroupChina Merchants BankKookmin BankShinhan Financial GroupShanghai Pudong Development BankDBS GroupChina CITIC BankChuo Mitsui Trust HoldingsChina Minsheng Banking CorporationIndustrial BankBOC Hong Kong HoldingsBank of YokohamaUnited Overseas BankOversea-Chinese Banking CorporationHana Financial GroupChina Everbright BankFukuoka Financial Group*Shinsei BankShoko Chukin BankIndustrial Bank of KoreaChiba BankBank of TaiwanHua Xia BankHokuhoku Financial Group*Macquarie GroupSt George BankShizuoka BankICICI BankOrix Corporation*Hang Seng BankBank of FukuokaKorea Exchange Bank

123456789

1011121314151617181920212223242526272829303132333435363738394041424344454647484950

123456789

101115121314191618n.a.2217n.a.31232524303526363234n.a.40n.a.38442841394843n.a.374633n.a.424945

-2,199-6,42016,274-3,48013,555

7,5289,641

-6,3067,0931,928

9804,1683,3412,2732,674

-2,0552,306

201467

3,0651,1581,6081,8311,4721,954-969

1,1461,666

38889

1,3371,251

3841,070

20-1,427

-9607141246449411621814159697

1,6621,819

320621

P-LP-L

35.2%P-L

34.0%17.5%6.2%P-L

-15.8%-47.4%-68.1%39.6%7.2%

-20.9%11.8%

P-L21.3%-79.2%-73.3%37.5%-46.1%-18.2%127.6%-12.9%60.5%

P-L23.6%32.6%-81.0%-88.5%-9.8%-16.0%-63.2%45.2%n.a.P-LP-L

-35.1%-72.6%-33.6%46.1%-4.6%-50.3%0.9%

-60.6%8.5%

-20.6%-24.2%54.9%-18.6%

295300

1298

243

2995

132567

119

2941097478

2218141912

292231657

16520215824

20629323838

1228251543627

1153117156835

Net Profit$million Change Rank

AB300Rank2009

AB300Rank2008

Commercial Bank(Local Currency) (Local Currency)



123456789

1011121314151617181920212223242526272829303132333435363738394041424344454647484950

-2.3%-13.8%19.2%-6.5%20.3%

n.a.14.0%

-21.1%24.1%

8.9%17.2%20.2%19.9%13.9%20.7%

-42.6%16.3%

1.4%3.9%

27.9%8.7%

11.4%35.9%

9.9%14.8%

-13.1%14.8%25.9%

3.3%1.1%

12.3%11.3%

5.1%25.3%

n.a.-14.7%

-0.1%11.1%

2.3%3.5%

16.8%12.3%

9.0%17.7%

2.1%7.2%

11.7%27.8%

5.6%11.7%

76.6%91.5%53.9%88.5%57.8%49.4%62.5%28.9%47.6%

168.8%81.8%70.0%

137.0%168.3%167.0%

28.8%76.0%

101.0%118.8%

68.2%121.6%158.4%

71.9%74.5%68.9%

102.4%82.3%77.5%57.2%87.9%84.5%84.8%

109.7%74.6%78.7%98.4%

286.9%259.4%

81.1%73.6%71.2%81.2%

226.0%170.1%

88.9%108.5%

n.a.55.6%86.6%

119.9%

4.5%2.8%6.2%4.0%6.2%4.1%7.0%4.0%4.8%4.3%5.6%5.6%5.1%5.5%4.4%1.0%5.7%6.0%4.9%5.1%6.5%6.6%3.2%7.9%8.1%4.5%5.1%4.8%7.4%6.1%7.4%8.0%5.9%3.9%5.2%6.8%6.3%5.0%5.4%6.2%3.7%3.0%6.3%4.4%7.2%

10.0%14.6%

6.0%7.2%6.2%

64.6%66.7%36.0%49.3%36.3%44.7%49.9%

n.a.39.6%57.6%54.8%33.6%47.8%46.9%47.3%

n.a.52.7%48.2%58.9%36.6%53.8%64.9%37.3%44.6%32.9%58.4%43.4%35.4%81.0%46.7%38.8%44.7%80.4%33.7%63.2%

104.2%58.2%41.5%56.8%64.1%41.5%51.0%63.6%41.1%55.1%74.8%55.2%28.5%61.2%40.8%

39.8%41.3%15.2%38.4%16.6%

8.1%28.8%

n.a.37.3%13.1%27.4%14.7%42.3%31.5%34.2%

n.a.42.4%60.2%

9.6%15.6%10.0%36.6%

8.8%28.2%10.6%55.7%13.0%12.0%20.5%20.0%30.9%32.3%

n.a.9.6%

15.5%n.a.

9.7%16.8%

3.8%13.4%23.4%28.8%84.8%29.0%17.4%74.1%74.9%31.6%12.6%26.6%

7.8%6.4%

11.0%8.2%

10.2%8.0%

10.8%9.6%

10.3%7.4%9.9%9.5%8.2%7.7%7.8%

15.0%n.a.

7.6%n.a.

6.6%9.9%

n.a.5.0%

10.1%12.3%

8.7%6.6%9.0%

10.9%9.6%

10.9%14.9%

7.7%6.0%5.1%6.0%7.7%7.4%

10.2%11.4%

7.5%7.5%

n.a.6.6%

13.8%10.3%

n.a. 9.5%9.2%8.8%

11.8%10.6%13.0%11.5%12.2%

9.4%13.4%15.6%13.4%10.9%13.5%13.5%11.6%11.1%10.8%22.9%

n.a.12.1%

n.a.11.3%13.2%

n.a.9.1%

14.0%14.3%12.1%

9.2%11.3%16.2%10.9%15.3%15.2%11.8%

9.1%8.8%8.4%8.9%

11.5%11.7%11.6%11.4%10.4%

n.a.10.4%14.1%14.7%

n.a. 12.5%11.1%12.7%

81.3%66.7%

150.0%69.6%

131.8%65.1%

118.5%90.0%80.0%

133.3%65.4%

115.8%250.0%200.0%175.0%

83.3%n.a.

87.5%150.0%227.3%130.8%

n.a.191.7%100.0%142.9%

43.8%150.0%237.5%100.0%

37.4%110.0%111.8%168.3%150.0%

58.1%69.6%70.3%

126.7%40.2%64.4%

155.6%39.1%44.8%

200.0%38.6%52.8%

n.a.60.0%

n.a.141.7%

1.6%1.8%2.0%2.3%2.2%4.3%2.7%2.0%1.0%0.6%2.6%1.9%0.2%0.5%0.4%0.6%

n.a.1.6%1.2%1.1%1.3%

n.a.1.2%1.5%1.4%1.6%1.2%0.8%0.5%3.3%2.0%1.7%1.2%2.0%5.3%4.6%3.7%1.5%2.2%0.9%1.8%3.8%2.9%0.2%3.3%3.6%n.a.

1.0%n.a.

1.2%

-0.1%-0.4%1.2%

-0.3%1.3%0.8%1.0%

-1.0%1.3%0.5%0.2%1.2%1.0%0.8%1.0%

-0.7%1.0%0.1%0.2%1.5%0.6%0.8%1.2%0.8%1.2%

-0.6%0.8%1.2%0.3%0.1%1.1%1.0%0.3%0.9%

n.a.-1.1%0.0%0.6%0.1%0.2%0.5%0.4%0.5%0.9%0.2%0.7%1.7%1.9%0.4%0.8%

0.3%0.0%1.7%0.3%1.9%1.1%1.5%

-1.1%1.6%0.4%0.3%1.7%1.3%1.0%1.2%

-0.4%1.5%0.6%0.4%2.2%0.7%1.2%1.7%1.0%1.9%0.5%1.3%1.7%0.4%0.3%1.3%1.0%0.4%1.3%

n.a.-1.3%-0.1%0.8%0.2%0.3%0.8%0.7%0.2%1.3%0.4%1.0%2.1%1.9%0.2%1.2%


Return onEquity Assets

Loan toDepositRatio

Equity toAssetsRatio

Cost to IncomeRatio

Non-interestIncome

Ratio

Loan Loss Reserve toGross NPLs

Gross NPLRatio

9.2%9.1%1.0%4.3%0.7%0.6%2.4%

n.a.30.9%

3.2%1.3%0.8%5.9%3.2%9.0%1.0%

n.a.5.1%5.7%

11.6%16.1%

3.4%n.a.

26.7%0.7%0.3%0.4%1.0%

27.3%0.5%

18.3%22.2%

3.4%1.5%0.1%3.3%0.2%1.4%3.9%1.8%0.7%0.1%6.1%

32.8%0.7%

n.a.n.a.

30.9%0.0%3.0%

LiquidAsset /

Total Asset

Capital Adequacy RatioTier 1 Total

OperatingReturn on

Assets

AB300Rank2009



THE ASIAN BANKER


51

to

10

0 (A

)

82,31881,38579,89079,00677,68577,23875,70175,60973,50371,10670,73969,73769,41768,14366,66366,42465,24065,00664,62461,84461,80761,73261,20561,01660,11059,68156,62953,80553,78253,57453,56053,24752,33550,99050,60550,52250,08649,85748,04347,94447,79147,77646,71545,81445,71545,43145,06244,49043,01742,127

54,80854,09043,65353,32447,57527,55053,29855,43739,45756,50745,024

4,11141,21948,34337,18244,98937,86441,97737,06039,31336,62246,69945,89627,46228,78233,88634,17624,52136,69029,73336,67535,00132,70127,79833,85631,05722,970

1,74032,21630,19227,05835,15429,57840,16432,88028,55429,61626,899

4,36929,497

2.4%0.4%24.7%-2.9%4.8%24.3%0.8%3.1%0.7%14.0%7.0%n.a.

34.6%2.6%

-16.2%-0.3%11.2%-0.6%1.9%5.3%-0.2%6.9%0.1%n.a.

42.0%13.1%12.6%19.0%1.8%5.4%3.2%6.7%24.8%6.3%3.0%1.0%33.2%7.6%5.1%26.8%5.7%2.5%26.3%12.4%0.9%21.7%0.2%2.1%1.2%6.5%

4.9%6.8%23.8%2.7%17.0%19.0%2.4%6.0%5.0%11.2%5.3%n.a.

31.0%2.1%

-20.3%6.5%21.9%8.6%5.3%9.1%7.4%7.9%1.7%n.a.

6.8%22.4%19.2%14.9%3.9%5.6%4.5%8.3%30.3%5.2%6.5%6.7%3.4%

-46.0%15.0%34.7%6.1%1.9%26.0%14.0%5.0%28.6%6.4%8.5%

-15.4%7.7%

4950615156985247664559

2806455696068637067735758

100957877

1127187727581977983

1182938284

101749065809689

10327592

JapanJapanChinaJapan

MalaysiaHong Kong

JapanTaiwanJapan

New ZealandJapanJapanChinaJapanJapanJapan

AustraliaJapanJapan

TaiwanJapan

TaiwanJapanChina

S.KoreaMalaysiaMalaysia

ChinaJapan

Hong KongJapan

TaiwanIndia

TaiwanTaiwanJapan

S.KoreaJapan

ThailandIndia

JapanJapanIndia

AustraliaJapanIndia

JapanJapanJapan

Taiwan


Yamaguchi Financial Group*Joyo BankGuangdong Development BankSapporo Hokuyo HoldingsMaybankStandard Chartered Bank (Hong Kong)Nishi-Nippon City Bank*Taiwan Cooperative BankBank of KyotoANZ National BankHokuyo Bank*Citibank (Japan)*Shenzhen Development BankHiroshima BankAozora BankHachijuni BankSuncorp-MetwayGunma Bank Chugoku Bank Mega International Commercial Bank77 Bank Land Bank of TaiwanHokuriku Bank*Bank of BeijingStandard Chartered Bank (Korea)Bumiputra-Commerce HoldingsPublic BankBank of ShanghaiIyo BankBank of East AsiaYamaguchi Bank*First Commercial BankPunjab National BankChinatrust Commercial BankHua Nan Commercial BankNanto BankCitibank (Korea)Rokinren Bank*Bangkok BankBank of BarodaDaishi BankAshikaga Bank*Bank of IndiaBank of Western AustraliaJuroku BankCanara BankShiga BankHyakugo BankShinkumi Federation Bank*Chang Hwa Commercial Bank

51525354555657585960616263646566676869707172737475767778798081828384858687888990919293949596979899

100

n.a.536351525956505747n.a.5880615460556466626865n.a.7867697489797277737582768471

10281839187867090859296

11394

AB300Rank2009

AB300Rank2008






515253545556575859606162636465666768697071727374757677787980

81#

828384858687888990919293949596979899

100

1,375919

2,591-964

2,7802,0401,5111,0521,0501,9101,113

8072,1191,091

-791,1242,8161,0971,008

801903726

1,1581,7981,5332,2351,5991,432

890862862946

2,0871,671

962624

1,604317

2,0191,698

7531,0001,6801,043

7811,458

673601160623

936822962885

1,228979921567606835687604764690529743

2,340658646427682384564423909

1,217517545547796530435877878440585826206986766539457649629579673550510

58360

28.1%-18.2%43.2%

-171.1%8.8%-2.1%-5.3%-0.3%1.0%7.0%

-12.5%n.a.

33.5%-10.2%-119.0%-11.1%15.4%-4.5%-7.5%-26.4%-10.4%-3.5%-2.4%n.a.

34.1%-14.2%8.4%27.8%-7.6%-29.5%7.3%-4.5%31.4%2.0%

-11.9%9.6%17.5%-11.1%6.2%30.9%-0.5%-0.9%27.5%32.4%-13.6%16.0%-3.8%-9.3%48.0%-9.4%

7510441

29938516989905582

1164786

29681368595

117106127805868466674

107109110100506499

14865

2205261

125966392

12072

136154276150

25.8%3.7%17.5%4.7%12.3%7.6%-1.6%3.8%2.4%8.5%5.6%n.a.

24.2%-1.3%-7.9%6.6%66.9%4.2%1.4%-2.9%-1.8%-2.9%2.9%n.a.

20.8%-1.2%5.8%48.1%5.4%34.1%-2.6%1.7%19.4%-2.7%-1.7%9.0%5.1%8.1%6.8%21.6%2.1%18.4%15.5%18.2%-0.1%13.5%4.1%11.1%-1.9%2.9%

72,07872,14858,02971,02554,01661,51467,17658,02960,91344,62361,15158,59551,15057,99328,93258,92014,95857,96455,64339,29553,57249,74453,78146,21225,69844,29146,84738,97346,14541,77645,62841,73742,30026,21441,75843,90318,70942,52937,89036,95042,44846,44037,62334,91741,13737,78340,27339,92740,69133,620

3.0%3.3%15.4%0.6%14.3%33.0%2.5%5.2%9.9%10.1%3.2%n.a.

27.9%1.7%11.0%1.8%13.6%0.1%3.2%7.5%2.0%7.9%-0.3%n.a.

47.6%20.9%16.9%20.6%3.3%13.9%5.1%9.9%25.3%-26.7%6.7%1.2%6.5%8.2%3.5%26.6%3.0%-1.4%26.0%9.8%2.8%21.8%1.7%3.4%2.6%9.5%

4241534358484554506949526155

11551

17656578460635966

1237064856776687875

1217771

156738791746590957989818280

100

1,1571,1582,3001,0921,8041,2941,276

823968

1,3271,093

4001,843

978613967

1,457964876808843548844

1,6221,1371,3661,2511,358

831876728741

1,486890771699

1,131159

1,5171,110

616798

1,144813688980633572144553

18.8%-2.1%38.8%-14.7%5.0%-0.9%-5.4%11.6%11.6%1.8%4.5%n.a.

31.1%-4.5%6.1%-3.8%48.3%1.1%-2.2%19.4%-2.4%6.8%-1.5%n.a.

17.9%4.8%15.1%23.9%-0.8%11.8%-1.8%9.6%26.3%-7.8%0.7%-2.6%16.6%-14.3%12.6%29.9%3.7%-3.1%30.3%37.0%-2.0%24.4%-2.5%-1.4%-19.1%5.5%

6766307440596091785673

1773977

119795080849388

1338745695363549083

103102498296

10670

2684772

118946892

10776

113128273132


AB300Rank2009





4,3194,1312,8682,5695,8004,3142,9153,2634,0245,6732,6132,9892,4002,9425,8364,4818,5673,6323,8244,2733,3272,9901,8194,9472,8475,2432,9532,7573,6044,1913,7022,6983,2403,4652,3521,7923,7732,7225,0322,7502,372

-3,7102,8402,1012,2252,5682,4132,3071,4842,431

566184964657827262489578

103814555296864597177

1245285508089696066927470

10612965915190

10529986

11611097

102107146101





THE ASIAN BANKER


51

to

10

0 (B

)

434-67625

-2,4241,319

898385286312964331202285145

-2,078110434351212176

60228378

1,107323796918606119

-6332332

1,000413368-85438110845494121509877

-15917

400-143977

214

L-PP-L

-26.4%P-L

4.7%-21.3%-31.6%-21.3%-20.2%-2.3%-31.8%

n.a.-57.5%-48.3%

L-L-61.0%-59.1%-15.6%-38.2%-64.1%-69.9%-1.2%-4.6%n.a.

8.8%-25.2%5.8%-2.2%-66.4%

P-L28.1%-29.7%41.9%-4.3%0.7%P-L

-13.8%-33.8%3.3%1.5%

-24.1%-4.7%60.6%

P-L-79.7%7.7%L-L

-74.9%268.4%-35.5%

7026454

29828377899933488

1281011572971806985

124139202120793191443656

1732478786337182

26668

1794362

1706139

28522674

248211190123


MalaysiaHong Kong

JapanTaiwanJapan

New ZealandJapanJapanChinaJapanJapanJapan

AustraliaJapanJapan

TaiwanJapan

TaiwanJapanChina

S.KoreaMalaysiaMalaysia

ChinaJapan

Hong KongJapan

TaiwanIndia

TaiwanTaiwanJapan

S.KoreaJapan

ThailandIndia

JapanJapanIndia

AustraliaJapanIndia

JapanJapanJapan

Taiwan



Yamaguchi Financial Group*Joyo BankGuangdong Development BankSapporo Hokuyo HoldingsMaybankStandard Chartered Bank (Hong Kong)Nishi-Nippon City Bank*Taiwan Cooperative BankBank of KyotoANZ National BankHokuyo Bank*Citibank (Japan)*Shenzhen Development BankHiroshima BankAozora BankHachijuni BankSuncorp-MetwayGunma Bank Chugoku Bank Mega International Commercial Bank77 Bank Land Bank of TaiwanHokuriku Bank*Bank of BeijingStandard Chartered Bank (Korea)Bumiputra-Commerce HoldingsPublic BankBank of ShanghaiIyo BankBank of East AsiaYamaguchi Bank*First Commercial BankPunjab National BankChinatrust Commercial BankHua Nan Commercial BankNanto BankCitibank (Korea)Rokinren Bank*Bangkok BankBank of BarodaDaishi BankAshikaga Bank*Bank of IndiaBank of Western AustraliaJuroku BankCanara BankShiga BankHyakugo BankShinkumi Federation Bank*Chang Hwa Commercial Bank

51525354555657585960616263646566676869707172737475767778798081828384858687888990919293949596979899

100

n.a.536351525956505747n.a.5880615460556466626865n.a.7867697489797277737582768471

10281839187867090859296

11394

29259

407-2,363

867742165223119673274271

9090

-2,69614

383133

98103

82183238793245581757450133

13227270646380301

-243338100582494

85547636-96-91401

-1705058

146

L-P-62.1%3.8%P-L

-7.7%-22.0%-44.1%-24.3%-49.3%6.5%-9.7%n.a.

-76.8%-64.0%

P-L-93.6%-47.4%-42.5%-52.9%-75.6%-40.4%-4.8%13.3%n.a.

10.1%-30.9%19.1%4.9%

-35.8%-97.5%10.2%-25.5%47.0%13.4%15.2%

P-L-9.0%-8.1%5.1%53.7%-25.1%-36.3%57.0%

P-LP-L

7.7%P-L

-50.6%17.8%-32.8%

7218155

2962630

11290

139327375

16316429721359

130157154173106862883402950

1292148876336071

28366

1563944

1694134

26726456

279188182120


AB300Rank2009

AB300Rank2008




515253545556575859606162636465666768697071727374757677787980

81#

828384858687888990919293949596979899

100

6.4%1.3%

15.8%-80.0%14.9%18.0%

5.5%7.0%2.5%

12.5%8.3%

n.a.4.2%2.9%

-44.0%0.3%4.5%3.5%2.5%2.4%2.2%6.1%

13.1%n.a.

9.5%11.8%26.1%18.3%

3.4%0.3%5.9%

10.0%22.0%11.4%12.1%

-11.9%10.1%

3.8%11.9%19.6%

3.4%n.a.

25.3%-5.0%-3.7%16.6%-6.5%2.0%3.8%6.9%

76.0%75.0%75.2%75.1%88.1%44.8%79.3%95.5%64.8%

126.6%73.6%

7.0%80.6%83.4%

128.5%76.4%

253.1%72.4%66.6%

100.0%68.4%93.9%85.3%59.4%

112.0%76.5%73.0%62.9%79.5%71.2%80.4%83.9%77.3%

106.0%81.1%70.7%

122.8%4.1%

85.0%81.7%63.7%75.7%78.6%

115.0%79.9%75.6%73.5%67.4%10.7%87.7%

5.2%5.1%3.6%3.3%7.5%5.6%3.9%4.3%5.5%8.0%3.7%4.3%3.5%4.3%8.8%6.7%

13.1%5.6%5.9%6.9%5.4%4.8%3.0%8.1%4.7%8.8%5.2%5.1%6.7%7.8%6.9%5.1%6.2%6.8%4.6%3.5%7.5%5.5%

10.5%5.7%5.0%

-7.8%6.1%4.6%4.9%5.7%5.4%5.2%3.5%5.8%

68.1%89.5%37.1%

n.a.44.2%47.9%61.0%53.9%57.7%42.3%61.7%74.9%36.1%63.2%

n.a.66.1%82.9%60.0%64.1%51.9%75.5%52.9%48.7%23.5%59.3%54.5%32.3%38.0%61.5%92.4%61.5%46.0%42.0%52.5%45.8%93.7%51.5%64.9%48.8%44.8%71.5%45.7%38.3%60.4%74.1%45.9%81.7%84.9%36.6%56.7%

15.8%n.a.

11.3%n.a.

35.1%36.6%15.5%21.8%

7.8%30.6%

1.8%50.4%13.0%10.4%

n.a.14.0%48.3%12.1%13.1%

n.a.6.6%

24.5%27.2%

9.8%25.8%38.9%21.8%

5.2%6.6%

n.a.15.5%21.7%28.8%46.8%19.9%

n.a.29.5%50.0%24.9%34.6%18.3%20.2%31.9%22.0%11.9%32.7%

6.0%4.8%9.7%

11.3%

8.0%11.6%

6.7%6.5%

10.6%n.a.

5.9%6.5%8.6%8.1%6.9%

14.6%5.3%7.1%

12.6%12.2%

8.0%9.5%

12.0%9.0%

12.6%7.5%7.1%

16.4%n.a.

11.4%8.3%9.1%9.3%9.1%

10.5%7.1%9.2%

19.8%6.1%8.6%

10.6%20.5%11.2%

n.a. 10.8%

-11.6%9.0%7.5%7.4%n.a.

8.7%8.8%

17.3%7.5%

10.5%12.9%11.6%

9.8%14.5%

n.a.9.2%

10.6%12.0%11.7%

8.4%14.6%

8.6%11.0%11.6%12.8%10.4%11.3%12.0%11.2%13.1%10.8%10.3%19.7%

n.a.n.a.

13.7%11.3%10.6%13.8%10.7%10.9%14.3%16.2%10.2%10.1%12.7%20.3%13.8%12.9%12.7%

-11.7%13.1%11.1%10.1%

n.a. 10.3%11.0%13.3%10.6%

63.9%29.4%

148.3%56.2%

100.0%n.a.

32.0%n.a.

35.2%233.3%

44.9%93.1%

100.0%36.1%75.5%55.7%42.9%55.3%63.7%93.8%45.1%

128.6%33.2%

175.0%145.5%

89.8%160.0%135.2%

46.6%n.a.

59.4%53.7%82.4%82.8%57.9%37.9%

138.5%n.a.

109.5%n.a.

31.6%48.2%70.6%

n.a.51.0%

n.a.43.8%37.5%10.8%81.5%

3.8%2.5%2.9%4.1%3.8%

n.a.4.8%

n.a.3.3%0.3%3.3%0.3%0.7%2.7%4.9%4.7%0.7%2.9%3.1%1.0%3.9%0.8%3.8%1.6%1.1%4.9%1.0%2.3%2.5%

n.a.3.2%1.5%1.7%1.5%1.7%3.4%1.3%n.a.

4.7%n.a.

3.6%4.5%1.7%n.a.

3.9%n.a.

2.2%3.2%3.7%1.7%

0.4%0.1%0.6%

-3.0%1.2%1.1%0.2%0.3%0.2%1.0%0.4%

n.a.0.1%0.1%

-3.7%0.0%0.6%0.2%0.2%0.2%0.1%0.3%0.4%

n.a.0.5%1.0%1.4%0.9%0.3%0.0%0.4%0.5%1.4%0.8%0.6%

-0.5%0.8%0.2%1.2%1.2%0.2%1.2%1.5%

-0.2%-0.2%1.0%

-0.4%0.1%0.1%0.4%

0.5%-0.1%0.9%

-3.0%1.8%1.3%0.5%0.4%0.4%1.5%0.5%

n.a.0.5%0.2%

-2.8%0.2%0.7%0.5%0.3%0.3%0.1%0.4%0.6%

n.a.0.6%1.4%1.7%1.2%0.2%0.0%0.6%0.7%2.1%0.8%0.7%

-0.2%1.0%0.2%1.8%1.2%0.3%1.1%2.1%

-0.4%0.0%1.0%0.0%0.1%0.2%0.5%



Loan toDepositRatio


Cost to IncomeRatio

Non-interestIncome

Ratio


Gross NPLRatio

0.1%0.1%0.6%0.1%0.3%2.9%0.1%

n.a.n.a.

5.5%0.1%3.4%

n.a.0.5%6.2%0.5%6.0%0.1%0.1%1.6%0.7%0.2%0.1%4.0%2.0%5.0%5.8%1.9%0.0%1.4%0.1%1.5%

n.a.10.0%

2.0%0.1%0.5%

n.a.13.5%

n.a.0.1%0.1%

n.a.8.7%0.0%

n.a.0.0%0.0%

n.a.1.0%

LiquidAsset /

Total Asset


OperatingReturn on

Assets

AB300Rank2009



THE ASIAN BANKER


10

1 t

o 1

50

(A)

42,06541,96141,26541,20440,23040,08938,43238,12237,85037,79637,78137,49837,35337,14537,03735,84735,57435,05034,71234,58034,23033,76733,70133,50033,27033,26233,22233,00232,73432,05331,60331,45830,48130,17729,03328,61328,60228,35527,91927,82526,88226,72826,64526,59926,54326,00825,95125,87425,68725,613

29,26529,50223,07424,71825,67424,74624,51328,99220,43730,08129,69825,87525,09430,06822,73524,19625,14426,76522,47525,98123,312

7,06019,30622,44627,51927,01819,92222,20914,85316,12820,42224,38916,83117,49318,68317,69616,52017,98916,93018,074

n.a.13,83317,85415,30317,42016,89516,44015,50313,89115,091

-1.3%2.6%2.9%4.8%1.0%2.5%5.8%9.7%38.1%2.6%0.7%-2.0%31.1%13.9%11.6%4.5%6.5%5.4%0.9%1.2%0.7%4.6%26.4%1.2%

182.5%14.0%29.8%5.1%12.3%5.5%0.0%2.3%34.8%-0.6%0.8%0.5%0.2%4.1%0.9%-6.4%21.6%18.1%-0.5%1.9%-0.3%0.9%8.1%-4.0%-0.5%33.3%

0.1%6.9%0.2%6.8%-0.6%4.0%8.0%9.6%56.1%0.2%3.4%5.6%18.7%10.2%14.7%5.6%6.5%6.2%1.6%3.0%0.7%7.5%27.3%3.8%

188.4%13.8%30.0%9.8%29.6%13.1%4.8%0.3%37.1%11.1%5.2%0.9%0.8%2.5%3.4%3.9%n.a.

33.8%3.2%4.7%-0.2%3.2%8.6%-8.0%-4.8%40.7%

9391

11711110711011394

1238588

10610986

11911510810412010511622812612199

102125122154144124114139134128132141130137129n.a.164131148136138142145163150

JapanJapanJapan

TaiwanJapanJapanJapan

ThailandIndia

JapanJapanJapan

ThailandNew Zealand

TaiwanJapan

ThailandTaiwanJapanJapanJapan

SingaporeChinaJapan

AustraliaAustralia

IndiaJapan

IndonesiaTaiwanTaiwanJapanIndia

MalaysiaJapanJapanJapanJapanJapanJapanIndia

ChinaJapanJapanJapanJapan

MalaysiaTaiwanJapanIndia


Hokkaido Bank*Ogaki Kyoritsu BankSan-In Godo BankCathay United BankHyakujushi Bank*Higo BankKiyo Holdings*Krung Thai BankHDFC BankKansai Urban Banking CorporationMusashino BankKiyo BankKasikornbankBank of New ZealandTaipei Fubon Commercial BankKeiyo BankSiam Commercial BankTaiwan Business BankKagoshima BankSuruga BankHokkoku BankCitibank (Singapore)*Bank of JiangsuBank of NagoyaBendigo and Adelaide BankING Bank (Australia)Union Bank of IndiaToho BankBank MandiriShanghai Commercial and Savings BankBank SinoPacMinato BankAXIS BankRHB CapitalMomiji Bank*Oita BankYamanashi Chuo BankAwa BankAichi BankBank of IkedaSyndicate BankBeijing Rural Commercial Bank*Shikoku BankBank of IwateTokyo Tomin BankTochigi BankAMMB HoldingsTaishin International BankEighteenth BankCentral Bank of India*

101102103104105106107108109110111112113114115116117118119120121122123124125126127128129130131132133134135136137138139140141142143144145146147148149150

n.a.97

1009599

101n.a.10311211110710412488

109116106108115117119n.a.141122n.a.98

120125110118114126129n.a.135137136142139130133140144146145148151128147121

AB300Rank2009

AB300Rank2008






101102103104105106107108109110111

112#

113114115116117118119120121122123124125126127128129130131132133134135136137138139140141142143144145146147148149150

845661821655675634692

1,5952,239

727576570

1,7451,109

772682

1,903471608821527982

1,063507533318

1,099522

1,821632400646

1,3631,008

487483442514408342715681241264490294944764486624

449473452435533439430852

1,166407412410886443382389896285429475394397383388359129457409862257364388593437354341315336313321354325330312419299493463389361

1.3%-2.0%27.6%-17.7%4.2%-0.3%6.9%2.7%42.6%-8.7%-10.6%-15.8%15.2%5.3%-5.6%1.3%11.9%-15.0%-4.3%-11.0%-12.8%28.3%49.0%-3.7%49.6%17.3%28.5%-0.2%23.4%-20.2%-22.7%-1.8%50.2%1.5%

-10.0%-2.5%-12.2%-4.6%-9.0%n.a.

16.9%28.0%-48.6%-33.5%-19.6%-29.3%-3.4%-13.5%-14.2%2.2%

1121371141391351451316745

1261571605983

12213356

1831521151689888

17516721984

17157

1461961437694

179181187172194212129134250239178231102123180149

3.5%1.8%-2.0%1.6%1.0%0.7%-2.0%7.9%47.6%4.7%3.8%-0.1%20.3%3.5%2.3%3.7%2.9%-3.1%7.8%4.8%0.8%19.4%38.0%7.5%45.5%24.0%39.0%0.3%14.9%-2.2%0.1%2.7%32.6%-6.3%1.6%2.1%5.1%2.1%2.4%9.1%14.8%12.6%-2.5%0.9%3.1%5.7%1.8%0.9%-5.0%3.6%

38,44537,78536,63833,20234,39436,53034,42830,46628,94531,22934,93034,31327,73714,99529,18033,21026,11830,71330,77932,07230,69516,50929,24130,30116,37813,02527,69630,07126,40325,47625,57428,85224,22021,35226,48625,04925,34324,64725,36524,780

n.a.24,79724,71923,62524,33024,57214,61519,07522,25622,208

-0.4%4.1%2.6%5.5%4.5%2.2%4.5%6.3%42.7%3.1%4.3%-0.4%23.5%7.2%18.5%4.6%7.2%7.7%1.5%0.9%2.3%4.8%23.3%2.8%95.3%-6.9%33.6%4.7%16.9%11.5%1.1%2.6%41.3%-2.4%-0.6%1.3%1.7%4.9%2.4%2.8%n.a.

27.3%1.1%2.4%0.5%1.6%6.0%-4.8%0.3%33.1%

868892

102979396

1091141059498

117175113101122107106104108168112110169192118111120125124116135143119128127132126130n.a.129131136134133182154137138

623579617639538566573

1,3131,529

659578586

1,216769542626

1,270415513867477478

1,013444379310787473

1,396469444515760643423425413456388460537662390387392409513427401460

-5.0%4.2%-1.7%-2.5%-0.4%3.5%2.3%4.0%41.7%1.4%-0.4%3.6%13.4%10.4%4.6%3.3%13.1%6.8%-1.7%0.7%-2.1%21.1%57.1%-3.0%51.4%19.1%33.6%0.8%19.5%-4.2%-6.7%0.2%42.4%5.7%

-11.5%1.5%-2.6%0.4%-0.9%33.8%25.5%33.3%-5.3%-0.5%-7.5%0.7%8.9%

-12.4%-2.0%-10.1%

1161251171121351301275746

1101261246597

13411562

16713885

14514475

15718720995

14652

14815813799

111164163168153182152136109180184178173139161176150


AB300Rank2009





7791,6572,8322,5432,6662,1601,2342,9693,1241,2921,6291,1613,2572,0152,3951,8163,6651,1902,5062,0701,9822,1521,8131,6802,1351,3431,8041,2732,7892,6841,732

9782,1042,2641,2211,1861,6171,6061,593

635n.a.

1,028854

1,340850

1,1242,2841,1821,0021,237

220138879894

1111707975

16214018073

12010412567

17499

1171211121261361131551271648893

132198115109172175141142143239n.a.191209157210182108177194169





THE ASIAN BANKER


10

1 t

o 1

50

(B)

33062

304203

98149171451685

-371-54180636618245151865

8173286-22560526111176179484

75722285

-128-90376411131

-222126

7477

-127212194

-204-112-146-107352

-168-57134

-6.7%-54.8%

2114.2%-19.5%8.8%10.1%28.8%110.5%44.7%

P-LP-L

2.3%3.6%4.5%63.7%-44.0%21.1%-77.5%23.4%-32.5%

P-L37.4%83.2%20.3%48.2%6.3%26.2%-16.7%27.3%-40.8%

L-LP-L

10.4%25.1%

L-PP-L

214.6%-57.3%-27.1%

L-L2.0%42.6%

P-LP-LP-LP-L

2.0%P-LL-L

12.0%

8919996

1271851541436550

2932581375355

11515242

2351411002505860

17814013864

19247

1022782688072

16428916819319127712513228827228327183

287259162

JapanJapanJapan

TaiwanJapanJapanJapan

ThailandIndia

JapanJapanJapan

ThailandNew Zealand

TaiwanJapan

ThailandTaiwanJapanJapanJapan

SingaporeChinaJapan

AustraliaAustralia

IndiaJapan

IndonesiaTaiwanTaiwanJapanIndia

MalaysiaJapanJapanJapanJapanJapanJapanIndia

ChinaJapanJapanJapanJapan

MalaysiaTaiwanJapanIndia



Hokkaido Bank*Ogaki Kyoritsu BankSan-In Godo BankCathay United BankHyakujushi Bank*Higo BankKiyo Holdings*Krung Thai BankHDFC BankKansai Urban Banking CorporationMusashino BankKiyo BankKasikornbankBank of New ZealandTaipei Fubon Commercial BankKeiyo BankSiam Commercial BankTaiwan Business BankKagoshima BankSuruga BankHokkoku BankCitibank (Singapore)*Bank of JiangsuBank of NagoyaBendigo and Adelaide BankING Bank (Australia)Union Bank of IndiaToho BankBank MandiriShanghai Commercial and Savings BankBank SinoPacMinato BankAXIS BankRHB CapitalMomiji Bank*Oita BankYamanashi Chuo BankAwa BankAichi BankBank of IkedaSyndicate BankBeijing Rural Commercial Bank*Shikoku BankBank of IwateTokyo Tomin BankTochigi BankAMMB HoldingsTaishin International BankEighteenth BankCentral Bank of India*

101102103104105106107108109110111112113114115116117118119120121122123124125126127128129130131132133134135136137138139140141142143144145146147148149150

n.a.97

1009599

101n.a.10311211110710412488

109116106108115117119n.a.141122n.a.98

120125110118114126129n.a.135137136142139130133140144146145148151128147121

171-70100140121

52148352465

-270-4336

439454182

63610

378

115-108475325

32119126356

22485226-83

-104374303137

-249632324

-414188

50-238

-51-126-140254

-118-165112

-33.5%P-L

7.8%-29.2%-27.5%-35.7%73.4%91.5%41.4%

P-LP-L

-63.2%2.2%14.9%79.5%-59.1%21.8%-91.0%-27.3%-39.6%

P-L35.3%165.2%-59.0%40.7%6.3%24.5%-57.5%22.3%-40.5%

L-LP-L

71.2%27.7%

L-PP-L

38.5%-75.6%-49.9%

L-L7.6%

-39.0%P-LP-LP-LP-L

8.3%P-LP-L

7.7%

1102571551241371851196548

2872471945249

10717937

2301741442724667

19614013363

2044589

2612706170

12728517820219929010118928224927527680

274278146


AB300Rank2009

AB300Rank2008




101102103104105106107108109110111

112#

113114115116117118119120121122123124125126127128129130131132133134135136137138139140141142143144145146147148149150

22.3%-3.9%3.5%5.6%4.3%2.3%

12.3%12.3%17.1%

-21.4%-2.5%3.8%

14.4%22.2%

7.8%3.3%

17.9%0.2%3.1%5.6%

-5.1%24.6%20.4%

1.8%7.3%9.4%

21.5%1.7%

18.0%8.5%

-4.6%-10.0%19.1%14.1%12.0%

-17.5%3.7%1.3%1.4%

-91.0%n.a.

4.9%-22.9%

-3.4%-13.0%-11.6%11.6%-9.1%

-14.3%11.1%

76.1%78.1%63.0%74.4%74.6%67.7%71.2%95.2%70.6%96.3%85.0%75.4%90.5%

200.5%77.9%72.9%96.3%87.1%73.0%81.0%75.9%42.8%66.0%74.1%

168.0%207.4%

71.9%73.9%56.3%63.3%79.9%84.5%69.5%81.9%70.5%70.6%65.2%73.0%66.7%72.9%

n.a.55.8%72.2%64.8%71.6%68.8%

112.5%81.3%62.4%68.0%

1.9%3.9%6.9%6.2%6.6%5.4%3.2%7.8%8.3%3.4%4.3%3.1%8.7%5.4%6.5%5.1%

10.3%3.4%7.2%6.0%5.8%6.4%5.4%5.0%6.4%4.0%5.4%3.9%8.5%8.4%5.5%3.1%6.9%7.5%4.2%4.1%5.7%5.7%5.7%2.3%

n.a.3.8%3.2%5.0%3.2%4.3%8.8%4.6%3.9%4.8%

53.2%71.5%55.1%65.3%79.0%69.4%62.1%52.8%52.1%56.1%71.5%71.9%50.7%40.0%48.2%57.1%47.1%59.9%70.5%57.9%74.9%40.4%36.0%76.5%65.1%40.8%41.6%78.4%47.3%41.4%91.0%60.1%43.5%43.3%72.6%70.6%71.2%65.4%76.7%94.0%49.6%47.8%

137.1%118.2%

85.6%101.7%

52.3%60.5%80.1%57.8%

26.2%12.4%24.9%

2.4%20.2%10.7%17.2%17.7%31.7%

9.2%n.a.n.a.

30.3%30.7%29.8%

8.2%33.2%11.9%15.7%

n.a.9.4%

51.3%4.7%

12.5%28.9%

2.4%28.4%

9.4%23.3%25.7%

n.a.20.2%44.3%36.2%13.1%12.0%

6.5%11.3%

4.9%n.a.

24.8%2.8%

n.a.n.a.

19.9%n.a.

45.7%44.1%17.6%26.2%

7.8%6.4%

14.7%8.7%9.0%

11.4%7.8%9.7%

10.6%5.8%7.5%0.0%9.8%8.1%9.5%

10.1%11.0%

5.5%12.3%10.6%11.2%13.1%

7.3%9.4%7.5%8.6%8.2%8.3%

12.8%12.2%

8.7%5.2%9.3%n.a.

5.9%8.1%

13.6%9.7%

10.5%5.2%n.a.

8.3%5.6%

11.5%6.3%9.4%n.a.

6.9%8.1%n.a.

10.2%9.5%

15.3%11.2%11.0%12.3%10.7%13.1%15.8%10.2%10.2%10.5%15.1%10.8%11.2%11.0%15.2%

9.7%13.6%11.1%13.1%13.2%10.5%10.3%10.4%12.8%13.3%10.8%15.7%14.0%11.0%

9.4%13.7%

n.a. 8.5%9.2%

14.2%11.6%11.2%

9.4%11.4%

8.3%8.7%

12.8%10.2%10.0%

n.a. 10.0%10.7%

n.a.

42.7%51.3%68.5%

141.7%26.7%51.4%35.9%41.4%70.0%26.5%31.6%

n.a.88.0%

125.0%74.4%34.3%83.2%48.7%47.1%47.2%34.2%37.5%94.4%35.5%

200.0%14.3%80.0%43.8%

138.8%186.9%

94.0%44.9%90.9%91.1%68.8%65.2%49.7%40.9%18.7%41.7%

n.a.44.9%32.2%37.8%45.5%49.2%75.6%

147.2%60.4%

n.a.

3.8%3.5%3.3%0.7%3.8%2.2%5.1%8.2%2.0%5.5%2.9%n.a.

3.7%0.4%0.8%2.4%5.5%1.9%2.8%3.0%4.5%0.8%1.8%3.0%0.1%0.7%2.0%3.3%4.9%0.6%1.2%3.8%1.1%4.5%4.8%5.4%4.4%2.5%3.6%2.7%n.a.

6.9%3.7%2.9%5.4%3.1%4.1%1.3%6.0%n.a.

0.4%-0.2%0.2%0.3%0.3%0.1%0.4%1.0%1.4%

-0.7%-0.1%0.1%1.4%1.3%0.5%0.2%1.8%0.0%0.2%0.3%

-0.3%1.4%1.1%0.1%0.4%0.4%1.2%0.1%1.7%0.7%

-0.3%-0.3%1.4%1.0%0.5%

-0.9%0.2%0.1%0.1%

-1.5%0.8%0.2%

-0.9%-0.2%-0.5%-0.5%1.0%

-0.4%-0.6%0.5%

0.8%0.1%0.7%0.5%0.2%0.4%0.5%1.2%2.1%

-1.0%-0.1%0.5%2.0%1.8%0.7%0.4%2.5%0.0%0.5%0.8%

-0.1%1.7%1.7%0.3%0.7%0.6%1.6%0.2%2.5%0.9%

-0.4%-0.3%1.4%1.4%0.5%

-0.8%0.4%0.3%0.3%

-0.4%0.9%0.8%

-0.8%-0.4%-0.5%-0.4%1.4%

-0.6%-0.2%0.6%



Loan toDepositRatio


Cost to IncomeRatio

Non-interestIncome

Ratio


Gross NPLRatio

0.1%0.1%0.0%2.9%0.0%0.0%0.1%

24.3%n.a.n.a.

0.0%0.2%

17.0%4.4%0.8%0.0%7.5%0.1%0.0%

n.a.0.0%2.6%0.9%

n.a.3.0%1.7%

18.7%0.0%1.9%2.6%3.2%0.0%6.4%5.1%

n.a.0.0%

n.a.0.1%0.0%0.0%

n.a.n.a.

0.0%n.a.

0.0%0.0%1.6%0.8%

n.a.n.a.

LiquidAsset /

Total Asset


OperatingReturn on

Assets

AB300Rank2009



THE ASIAN BANKER


15

1 t

o 2

00

(A)

25,36025,10224,98724,93024,81124,29724,13423,94923,60323,50523,34123,23423,08023,04522,52022,48422,47322,42622,34921,43121,36221,35121,04320,62820,38320,31220,19019,97719,60319,30319,21219,03618,93418,72718,42418,17718,10517,93317,47317,34017,27017,26717,26217,25016,89016,87316,52416,10615,89415,818

13,35217,56015,45514,743

n.a.18,82210,13014,07515,29816,76916,29514,13714,89214,200

7,88915,46513,98210,17812,51613,32515,08510,51813,91317,49113,04312,81412,13513,55314,87513,32610,93912,05614,50112,729

9,71212,98214,02210,012

6,40010,32811,91812,092

7,92010,937

7,94112,95011,233

7,10812,00011,671

10.1%1.2%18.9%2.3%8.0%4.5%8.3%3.6%1.1%1.0%1.9%24.1%3.4%24.4%7.8%7.7%20.8%12.6%-3.4%1.8%14.3%3.0%10.1%48.6%-0.3%1.2%17.7%-1.7%-1.6%-5.6%24.6%-0.6%34.8%-0.3%10.0%0.7%-0.7%30.6%6.8%-3.8%18.6%2.0%26.5%-3.2%29.9%0.9%7.6%6.8%3.3%11.5%

12.2%12.4%23.9%4.6%n.a.

6.9%9.1%10.5%1.7%0.1%4.8%25.5%0.3%24.9%-9.3%8.6%43.1%35.8%-10.2%2.7%26.2%16.9%10.4%43.4%0.1%9.9%18.3%0.2%-2.2%-2.4%37.2%2.3%35.8%1.2%27.8%0.1%-0.9%23.8%38.9%7.2%16.5%3.1%16.8%-8.4%34.5%2.8%10.0%18.6%2.1%11.0%

166133147155n.a.127190159149140143158152157216146161188174168151185162135169172175165153167182177156173193170160192244186179176215183214171181224178180

ChinaHong Kong

IndiaJapan

TaiwanJapan

MalaysiaJapanJapanJapanJapanIndia

JapanIndia

ChinaS.Korea

IndonesiaIndonesia

JapanJapan

ThailandChina

S.KoreaAustralia

JapanJapanIndia

JapanJapanJapanChinaJapan

VietnamJapan

IndonesiaJapanJapanIndia

AustraliaHong Kong

ChinaJapanIndia

ThailandPhilippines

JapanS.Korea

PhilippinesJapan

S.Korea


Shanghai Rural Commercial BankIndustrial and Commercial Bank of China (Asia)Indian Overseas BankAkita BankE. Sun Commercial BankSenshu BankHong Leong Financial GroupHokuetsu BankAomori BankFukui BankChiba Kogyo BankOriental Bank of CommerceYachiyo Bank*UCO BankHSBC Bank (China)Busan BankBank Rakyat IndonesiaBank Central AsiaShinwa BankBank of SagaBank of AyudhyaPing An BankDaegu BankBank of QueenslandMiyazaki BankYamagata BankAllahabad BankMichinoku BankHigashi-Nippon BankTokyo Star BankHuishang BankDaisan BankVietnam Bank for Agriculture and Rural Development*Towa BankBank Negara IndonesiaChukyo BankEhime BankCorporation BankDeutsche Bank (Australia)*Wing Hang BankBank of East Asia (China)MIE BankCitibank (India)*TMB BankBanco de Oro UnibankBank of the RyukyusKyongnam BankMetropolitan Bank and TrustBank of OkinawaSuhyup Bank

151152153154155156157158159160161162163164165166167168169170171172173174175176177178179180181182183184185186187188189190191192193194195196197198199200

183143138154149159n.a.161157158163152162153n.a.n.a.156150160172171170131189175178165176179174251182168185169188186187155180207192164177195194167184204173

AB300Rank2009

AB300Rank2008






151152153154155156157158159160161162163164165166167168169170171172173174175176177178179180181182183184185186187188189190191192193194195196

197#

198199200

757458907358283430650292300388298585430550787783

2,0121,481

329372863570

2,960387235178686258379555653208946306

1,229304379579197359423254

1,245618774342512718332306

274162401308250299273289295285280285322302463354990622299270534270

2,586243275257289296253339253250445243660239267207448201175217450455587243221510216178

18.7%11.1%27.6%-14.4%6.3%4.7%11.5%-26.3%-13.2%-2.8%-30.5%27.0%-3.6%17.9%92.1%13.8%19.3%30.5%-22.5%-4.8%16.5%8.7%

221.8%24.9%-19.5%-50.0%25.0%-33.2%-5.9%-2.6%62.5%-37.0%44.3%-6.7%16.1%-6.9%-10.6%30.2%8.5%

-17.0%85.5%-17.9%49.7%-1.0%-4.0%-4.3%25.2%-4.9%-8.8%0.9%

1241861052092371901422332281992291551911641181195370

21720510815934

20025327013224020216214125710122479

22620315626220819224378

151121213173128215225

9.0%10.3%30.7%4.2%10.8%10.2%12.6%-3.2%3.8%6.1%3.0%28.1%1.8%12.0%64.3%4.2%21.0%15.7%-1.7%-1.6%7.2%25.8%336.6%23.1%0.1%2.7%20.9%-5.9%4.2%-4.3%64.4%-0.5%45.7%-3.0%-5.2%0.3%2.7%12.3%1.1%19.5%88.8%1.8%17.6%-53.5%12.5%0.5%6.7%9.1%1.6%6.7%

21,31617,82820,32622,175

n.a.20,32117,91621,68221,51020,91621,33320,22321,47519,12914,64511,79818,40519,13520,36819,46815,39815,62813,42613,88117,96918,50117,29518,90618,15617,23714,66817,94013,76217,36414,90116,73116,34214,177

n.a.14,859

9,73214,832

9,48712,90313,25215,609

9,35012,32614,266

9,017

15.1%0.5%18.6%0.8%n.a.

4.2%10.6%1.0%1.9%1.5%2.1%26.5%2.8%24.8%28.0%8.4%21.7%10.8%-3.8%1.6%7.6%-5.5%35.4%57.5%2.1%3.8%18.2%-0.6%-1.1%-5.5%26.2%2.0%45.7%-1.7%11.6%1.1%0.1%28.7%n.a.

1.1%83.3%2.0%21.6%-3.3%42.2%0.4%25.4%10.5%6.1%9.3%

145163148139n.a.149162140141146144150142153181209158152147151173171189186160157165155159166180161187164177167170185n.a.178228179231194190172234198184238

756389592363283370403317350331371412392339460674

1,7131,128

338325761558600292308285448338359422480304702281905289342352141316379232754453486308412479305274

22.8%26.0%19.0%-0.3%6.3%1.4%18.5%-0.6%-2.4%3.2%0.9%19.5%0.7%10.3%71.7%18.6%17.0%29.0%-14.0%-0.2%35.4%11.9%8.6%31.1%-2.9%-3.2%20.9%-1.0%-5.7%-7.8%50.0%-7.3%30.5%-5.6%32.7%-1.0%-5.1%16.2%179.5%1.2%64.7%-3.7%35.9%-3.9%7.5%1.8%24.2%8.0%-0.3%9.0%

1001811231932241911752061972031901711791991511084171

20220498

13112121921222215620019416614221510522581

220198196275207186241101155141210170143214228


AB300Rank2009





1,7041,7981,4761,2601,394

8161,775

691739

1,1021,1661,5281,083

8171,7041,3072,0422,126

928948

2,4461,2641,2691,163

6941,0541,246

5151,0841,1251,749

383626421

1,412830790

1,020263

1,3681,506

8141,887

7201,111

886989

1,3191,096

622

135128147167149213130234224184178144187212134161119114202201100166165179233189168264186181131276241270148211218192288151145214123229183206196160185245





THE ASIAN BANKER


15

1 t

o 2

00

(B)

44137389-37n.a.31

323-20

-134-96-32239108118321308762700

2715

156260281127

-243-115163

-117-128

71273

-163304

-3171-9142

186-245

63235

6658

187865

222140

8028

-64.4%-45.1%16.8%

P-Ln.a.

-37.2%13.6%

P-LP-LP-LP-L

-7.9%-21.4%21.4%146.9%-1.9%10.5%21.1%

L-P-74.6%

L-P-8.9%-3.1%28.1%

L-LP-L

-20.5%P-LP-L

-47.6%18.3%

P-L254.6%

P-L47.9%

P-L-31.2%20.0%

L-L-76.2%171.5%-94.0%105.0%

L-P-60.9%82.7%24.1%12.7%-39.8%-76.8%

20716177

254n.a.21690

24928027025311618217592944649

21922715011010316729127314727427919410628695

24414426920913629219811923951

225189197121160187218

ChinaHong Kong

IndiaJapan

TaiwanJapan

MalaysiaJapanJapanJapanJapanIndia

JapanIndia

ChinaS.Korea

IndonesiaIndonesia

JapanJapan

ThailandChina

S.KoreaAustralia

JapanJapanIndia

JapanJapanJapanChinaJapan

VietnamJapan

IndonesiaJapanJapanIndia

AustraliaHong Kong

ChinaJapanIndia

ThailandPhilippines

JapanS.Korea

PhilippinesJapan

S.Korea



Shanghai Rural Commercial BankIndustrial and Commercial Bank of China (Asia)Indian Overseas BankAkita BankE. Sun Commercial BankSenshu BankHong Leong Financial GroupHokuetsu BankAomori BankFukui BankChiba Kogyo BankOriental Bank of CommerceYachiyo Bank*UCO BankHSBC Bank (China)Busan BankBank Rakyat IndonesiaBank Central AsiaShinwa BankBank of SagaBank of AyudhyaPing An BankDaegu BankBank of QueenslandMiyazaki BankYamagata BankAllahabad BankMichinoku BankHigashi-Nippon BankTokyo Star BankHuishang BankDaisan BankVietnam Bank for Agriculture and Rural Development*Towa BankBank Negara IndonesiaChukyo BankEhime BankCorporation BankDeutsche Bank (Australia)*Wing Hang BankBank of East Asia (China)MIE BankCitibank (India)*TMB BankBanco de Oro UnibankBank of the RyukyusKyongnam BankMetropolitan Bank and TrustBank of OkinawaSuhyup Bank

151152153154155156157158159160161162163164165166167168169170171172173174175176177178179180181182183184185186187188189190191192193194195196197198199200

183143138154149159n.a.161157158163152162153n.a.n.a.156150160172171170131189175178165176179174251182168185169188186187155180207192164177195194167184204173

108125274-2324-4

239-93

-152-83-90187

84115263218544527-17

1140239207

88-247

-63163

-296-101

4184

-308266-43112-24-32186

92150149

16372

154734

1679730

6

99.9%-39.8%10.3%

P-L-69.8%

P-L14.5%

P-LP-LP-LP-L

156.3%-14.0%35.3%152.0%1.6%23.2%28.7%

L-L-98.8%

L-P3.3%0.2%43.8%

P-LP-L

-20.5%P-LP-L

-97.5%43.0%

P-L307.9%

P-L36.0%

P-LP-L

20.0%1601.3%-42.9%245.2%-75.3%100.5%

L-P-65.9%122.2%30.6%-36.1%-58.0%-91.4%

15013574

24220123685

26627726026310317114378924243

2412331238496

16628425211428826922810528977

24614724324410416111711821062

211190195111158197225


AB300Rank2009

AB300Rank2008




151152153154155156157158159160161162163164165166167168169170171172173174175176177178179180181182183184185186187188189190191192193194195196

197#

198199200

6.5%6.6%

22.1%-1.7%1.7%

-0.5%14.0%

-12.7%-18.0%

-7.2%-13.8%13.7%

8.3%16.2%16.1%17.6%29.3%26.9%-1.9%0.1%6.0%

21.9%17.8%

9.5%-29.4%

-5.4%14.1%

-42.8%-10.1%

0.3%15.8%

-50.3%68.4%

-11.6%7.9%

-2.6%-3.8%19.5%34.4%10.9%10.7%

1.7%23.3%

1.2%4.0%4.2%

19.4%7.2%2.8%1.0%

62.6%98.5%76.0%66.5%

n.a.92.6%56.5%64.9%71.1%80.2%76.4%69.9%69.3%74.2%53.9%

131.1%76.0%53.2%61.5%68.4%98.0%67.3%

103.6%126.0%

72.6%69.3%70.2%71.7%81.9%77.3%74.6%67.2%

105.4%73.3%65.2%77.6%85.8%70.6%

n.a.69.5%

122.5%81.5%83.5%84.8%59.9%83.0%

120.1%57.7%84.1%

129.4%

6.7%7.2%5.9%5.1%5.6%3.4%7.4%2.9%3.1%4.7%5.0%6.6%4.7%3.5%7.6%5.8%9.1%9.5%4.2%4.4%

11.5%5.9%6.0%5.6%3.4%5.2%6.2%2.6%5.5%5.8%9.1%2.0%3.3%2.2%7.7%4.6%4.4%5.7%1.5%7.9%8.7%4.7%

10.9%4.2%6.6%5.2%6.0%8.2%6.9%3.9%

36.2%35.3%44.2%86.1%

69.6%42.1%98.9%98.4%73.5%93.7%48.8%75.0%54.9%58.9%45.2%49.2%42.0%91.0%72.5%61.8%47.4%87.4%62.7%

117.2%144.7%

42.1%114.6%

66.7%61.1%38.7%

120.3%47.1%79.4%53.7%78.5%70.7%35.7%

220.9%56.1%41.5%85.5%36.1%73.6%75.8%71.2%43.2%71.0%65.2%58.1%

0.1%15.1%34.7%

n.a.n.a.

13.9%38.0%

n.a.n.a.

14.5%n.a.

29.6%8.9%

38.3%41.6%13.9%14.9%23.8%

n.a.12.6%11.8%

2.0%79.7%24.7%

n.a.n.a.

34.6%n.a.

5.2%24.0%26.4%

n.a.25.8%

8.1%26.4%

5.0%9.8%

39.3%28.1%11.9%10.4%

8.7%39.4%26.7%37.2%

9.8%19.5%33.2%

8.0%10.2%

12.0%7.3%7.9%

10.9%

7.2%n.a.

6.4%7.8%8.3%8.6%9.1%

10.4%n.a. n.a.

8.5%n.a.

15.3%6.4%7.3%

12.4%10.5%

8.0%7.2%6.6%

12.4%n.a.

6.1%8.8%7.7%

13.6%4.3%4.8%4.4%

10.5%7.5%5.7%8.9%n.a.

8.4%n.a.

9.0%11.2%10.1%

9.0%8.2%7.8%

10.0%11.0%

n.a.

11.8%13.6%13.2%11.7%10.6%10.2%

n.a. 9.4%

10.8%11.0%

9.5%13.0%11.6%

n.a. n.a.

13.3%13.2%15.8%10.1%10.7%14.9%10.7%12.0%11.0%

9.7%13.0%

n.a. 8.8%

10.7%9.0%

15.8%7.4%7.2%7.4%

13.5%10.5%

9.2%13.8%

n.a. 15.4%

n.a. 10.6%12.0%13.9%13.5%

9.8%11.8%13.4%11.6%

n.a.

84.2%71.4%40.0%50.0%

n.a.58.4%

104.3%31.2%28.3%35.6%36.0%60.0%23.0%

n.a.83.3%

115.4%n.a.

416.7%n.a.

59.4%58.0%

160.0%123.1%100.0%

54.0%38.6%

n.a.54.4%44.1%50.4%

210.7%57.7%

n.a.25.3%

104.1%52.5%33.8%81.8%

n.a.71.4%

n.a.35.3%38.1%65.1%72.6%41.1%

155.6%75.6%50.7%

n.a.

1.9%0.7%2.5%4.7%0.9%2.0%2.3%3.1%3.8%4.1%3.7%1.5%5.3%n.a.

0.6%1.3%n.a.

0.6%n.a.

3.5%10.0%

0.5%1.3%0.1%3.5%2.8%n.a.

4.7%6.4%5.7%1.2%2.7%n.a.

8.5%4.9%4.3%4.0%1.1%n.a.

0.7%n.a.

2.4%2.1%

16.5%5.5%1.8%0.9%4.5%2.7%n.a.

0.4%0.5%1.2%

-0.1%0.1%0.0%1.0%

-0.4%-0.6%-0.4%-0.4%0.9%0.4%0.6%1.2%1.0%2.7%2.6%

-0.1%0.0%0.7%1.1%1.0%0.5%

-1.2%-0.3%0.9%

-1.5%-0.5%0.0%1.1%

-1.6%1.6%

-0.2%0.7%

-0.1%-0.2%1.2%0.5%0.8%0.9%0.1%2.4%0.1%0.3%0.2%1.0%0.6%0.2%0.0%

0.2%0.5%1.7%

-0.2%n.a.

0.1%1.4%

-0.1%-0.6%-0.4%-0.1%1.1%0.5%0.6%1.5%1.4%3.8%3.4%0.1%0.1%0.8%1.2%1.4%0.7%

-1.2%-0.6%0.9%

-0.6%-0.6%0.4%1.6%

-0.9%1.8%0.0%1.0%

-0.5%0.2%1.2%

-1.4%0.4%1.5%0.0%4.3%0.1%0.5%0.4%1.4%0.9%0.5%0.2%



Loan toDepositRatio


Cost to IncomeRatio

Non-interestIncome

Ratio


Gross NPLRatio

n.a.0.8%0.6%

n.a.n.a.n.a.

5.8%0.0%0.0%0.0%0.0%

23.2%0.0%

n.a.18.9%

0.8%4.3%4.9%0.0%3.4%

27.9%2.7%

n.a.n.a.n.a.

0.0%n.a.

0.0%n.a.n.a.

1.9%0.1%

10.4%n.a.

2.5%0.0%0.0%

n.a.51.8%

2.2%n.a.n.a.n.a.

0.8%39.2%

n.a.0.9%0.7%

n.a.1.8%

LiquidAsset /

Total Asset


OperatingReturn on

Assets

AB300Rank2009



THE ASIAN BANKER


20

1 t

o 2

50

(A)

15,80015,71515,71015,59215,54915,24715,15715,10915,02814,64214,58914,57514,50714,50014,47014,35514,27314,15914,05714,03813,83413,82013,80613,71213,50813,31913,26313,10413,05812,97812,90112,88512,71812,53512,51712,48612,46612,26212,18412,16112,05712,03412,01611,97411,95911,80211,68311,65811,59311,403

8,4399,5146,6636,1805,3228,5796,8837,0915,872

10,2933,7858,3738,2257,7608,7548,1499,0816,419

10,0976,7449,2578,711

10,1455,715

10,6825,7301,275

n.a.9,5145,5899,0939,4195,9418,5566,5668,4659,2327,4287,0778,4548,7007,5898,9796,5117,9647,4631,7017,0665,5926,986

-0.8%10.0%88.9%38.2%16.6%9.7%24.7%36.8%26.5%2.3%12.0%43.8%25.1%-3.1%12.1%n.a.

20.3%1.6%-3.1%4.6%0.7%13.5%2.0%23.2%6.1%0.9%24.6%-15.5%1.3%7.7%1.2%-3.2%5.1%5.6%12.1%2.9%-1.2%46.2%22.6%4.5%19.6%2.2%1.2%0.3%15.0%-1.7%-5.9%18.8%17.4%16.5%

5.5%10.0%28.0%29.4%38.6%14.3%10.8%34.5%17.1%2.9%18.0%43.0%37.2%-1.3%-0.7%n.a.

21.8%8.3%2.4%17.0%3.6%13.4%0.6%31.0%6.5%-3.2%

214.1%n.a.

3.3%3.3%2.1%-4.9%5.3%5.0%14.8%12.2%0.8%50.7%17.1%1.3%31.4%11.6%0.3%-1.1%10.3%-3.4%

101.9%22.8%45.2%18.0%

209194236247266205231225253187282210211217202212200243191234197203189258184257295n.a.195262199196252206240207198223226208204219201242213222294227261230

Hong KongHong Kong

ChinaIndia

JapanMalaysia

IndiaChinaChinaJapan

Hong KongChinaIndia

Hong KongTaiwanChina

VietnamHong Kong

JapanPhilippines

JapanMalaysia

JapanChina

AustraliaMalaysia

TaiwanJapanJapan

Hong KongJapanJapan

MalaysiaMalaysia

ChinaS.Korea

JapanChinaIndia

TaiwanMalaysiaThailand

JapanJapan

MalaysiaJapan

S.KoreaIndia

VietnamVietnam


Nanyang Commercial BankCITIC Ka Wah BankEvergrowing Bank*HSBC (India)*Sony BankHSBC Bank(Malaysia)Standard Chartered Bank (India)*Bank of NingboBank of Tianjin*Shimizu BankCitibank (Hong Kong)*Bank of HangzhouIndian Bank*Dah Sing Banking GroupStandard Chartered Bank (Taiwan)*Standard Chartered Bank (China)*Bank for Investment and Development of VietnamShanghai Commercial BankKanto Tsukuba BankBank of The Philippine IslandsTaiko BankOCBC Bank (Malaysia)Kagawa BankBank of NanjingCitibank (Australia)Citibank (Malaysia)Agricultural Bank of Taiwan*Japan Trustee Services BankTokushima BankWing Lung BankKita-Nippon BankKumamoto Family BankStandard Chartered Bank (Malaysia)EON CapitalBank of DalianKwangju BankKirayaka BankChina Zheshang BankBank of MaharashtraTaiwan Shin Kong Commercial BankBank Kerjasama Rakyat MalaysiaSiam City BankBiwako Bank*Ibarakiken Credit Cooperative*United Overseas Bank (Malaysia)Hokuto BankKorean Federation of Community Credit Cooperatives*Andhra Bank*Joint Stock Commercial Bank for Foreign Trade*Vietnam Bank for Industry and Trade

201202203204205206207208209210211212213214215216217218219220221222223224225226227228229230231232233234235236237238239240241242243244245246247248249250

n.a.201197214282206209240n.a.211n.a.n.a.181n.a.196199215205210193213221217238191212n.a.n.a.226224228220223n.a.271190229270222225237219233n.a.241234n.a.202n.a.235

AB300Rank2009

AB300Rank2008






201#

202203204205206207208209210211212213214215216217218219220221222223224225226227228229230231232233234235

236#

237238239240241242243244245246247248249250

330238278

1,049120708

1,031498351236847460643389525341502377200627203439233461998563

20322206

90208256523405435352229314363247655541194242360139

1,258415383508

143171104443119292423200

92194330149290285315206194130226386162172192120657226

14314160135163202208215128178198141199181190316151159146192

1,113195110292

-21.4%41.2%73.5%46.1%-0.8%10.8%33.7%51.7%20.1%-9.6%27.3%44.3%18.0%1.7%32.7%n.a.

8.9%-18.9%-33.2%-8.5%-11.9%18.2%-12.7%67.3%9.2%7.5%10.8%-9.0%-17.1%-71.5%-12.8%-9.7%20.7%2.7%29.5%9.2%-4.1%39.4%16.4%-25.9%29.4%11.5%-8.5%-3.0%-2.4%-40.5%28.5%7.7%23.4%31.4%

21625123891

29013093

17721125211118514419816921417620426014725918825418497

16129421825829325624217019518921025522120624514016626324920728577

193201174

27.8%12.4%21.1%35.4%27.9%5.7%46.1%66.7%-1.2%2.7%8.6%42.0%12.3%-4.3%42.6%n.a.

24.7%3.2%5.9%0.0%0.6%9.4%-0.7%40.4%2.9%12.9%8.9%-5.6%1.5%41.7%0.0%0.0%12.1%13.7%39.3%8.1%-7.4%42.0%15.2%-22.0%33.2%-7.1%4.1%-2.6%12.5%-0.9%6.1%1.2%38.1%79.2%

12,44712,299

9,5498,772

14,60411,823

7,51411,15212,26313,42611,85511,95712,38610,62611,469

6,8669,795

11,55113,15211,37912,92610,59212,453

9,1784,3158,542

11,823517

12,07110,73412,12011,879

9,5298,694

10,3146,979

11,80810,45710,77610,737

9,3869,850

11,14511,414

8,66411,167

8,74410,176

8,5297,165

3.6%13.5%57.2%22.7%15.9%12.8%7.8%37.3%19.1%0.8%4.7%35.7%29.0%4.1%8.6%n.a.

20.3%10.7%-1.2%5.2%1.3%16.6%2.8%23.2%n.a.

2.5%23.6%-28.0%3.1%17.0%2.1%-3.8%7.4%11.9%3.5%0.6%-1.5%54.9%25.6%9.3%19.3%3.1%1.4%0.8%22.8%-1.7%-11.9%19.2%28.0%8.2%

196199229243183207266215200188205203197220211275227210191213193221195236288250206294202219201204230246223274208222217218233226216212247214245224251272

302200258612

73338567423325203454388413286272241374256224410219284249380432352

2525

243170217246241277404306221308260188595371160238278177

-7294259425

-2.7%2.8%64.3%29.1%30.1%4.9%14.8%40.2%16.1%-2.9%9.9%33.1%11.5%6.5%18.5%n.a.

29.9%-3.3%-10.0%2.7%-2.5%15.2%-5.3%32.7%10.7%2.5%

136.6%4.5%-3.6%-13.5%-4.0%-6.4%-10.4%9.1%24.4%14.4%5.3%47.9%2.3%-2.0%35.0%6.2%

-11.6%-2.5%10.9%-5.9%n.a.

0.3%13.6%54.0%

216254233120293201129165205253154183169221229239188234242172246223235185160195297296237262247236238227174213244211231257122189266240226261299218232162


AB300Rank2009





2,0461,230

2911,670

501989

1,7271,288

811677797704

1,0341,057

719987587

1,915334

1,345601902812

1,6531,357

969560624624

1,342530581603925771730346630521621

1,3771,183

18478862185424644703727

118171286137265195133163216236217231190188230197253122281154252205215139153199258243244156262255250203221225279240263246150176298266207292269238232228





THE ASIAN BANKER


20

1 t

o 2

50

(B)

15118

118443

-1351586260161

7493264217

19-3289

126200-67201

21237-51280190300

58

-77-141

-6056

27860

198115

13130

788

399164

40-59150

-141145191192148

-51.2%142.8%156.3%48.6%

P-L18.0%35.9%34.3%78.6%-75.1%44.3%25.0%28.3%-69.2%

L-Ln.a.

1.8%-38.9%

P-L-26.6%-60.3%17.4%

L-L66.0%10.7%38.7%10.2%-63.2%

P-LP-LP-LL-P

29.2%-27.8%-9.8%-3.3%L-P

20.1%14.0%-82.5%64.4%

L-P-21.2%

L-L-21.5%

L-LL-P

17.8%-9.6%64.3%

15122417467

2428457

11114823763

10812222325218616913026312922111725710413597

24023626528226220410520113117622816618823375

146210260153281156134133155

Hong KongHong Kong

ChinaIndia

JapanMalaysia

IndiaChinaChinaJapan

Hong KongChinaIndia

Hong KongTaiwanChina

VietnamHong Kong

JapanPhilippines

JapanMalaysia

JapanChina

AustraliaMalaysia

TaiwanJapanJapan

Hong KongJapanJapan

MalaysiaMalaysia

ChinaS.Korea

JapanChinaIndia

TaiwanMalaysiaThailand

JapanJapan

MalaysiaJapan

S.KoreaIndia

VietnamVietnam



Nanyang Commercial BankCITIC Ka Wah BankEvergrowing Bank*HSBC (India)*Sony BankHSBC Bank(Malaysia)Standard Chartered Bank (India)*Bank of NingboBank of Tianjin*Shimizu BankCitibank (Hong Kong)*Bank of HangzhouIndian Bank*Dah Sing Banking GroupStandard Chartered Bank (Taiwan)*Standard Chartered Bank (China)*Bank for Investment and Development of VietnamShanghai Commercial BankKanto Tsukuba BankBank of The Philippine IslandsTaiko BankOCBC Bank (Malaysia)Kagawa BankBank of NanjingCitibank (Australia)Citibank (Malaysia)Agricultural Bank of Taiwan*Japan Trustee Services BankTokushima BankWing Lung BankKita-Nippon BankKumamoto Family BankStandard Chartered Bank (Malaysia)EON CapitalBank of DalianKwangju BankKirayaka BankChina Zheshang BankBank of MaharashtraTaiwan Shin Kong Commercial BankBank Kerjasama Rakyat MalaysiaSiam City BankBiwako Bank*Ibarakiken Credit Cooperative*United Overseas Bank (Malaysia)Hokuto BankKorean Federation of Community Credit Cooperatives*Andhra Bank*Joint Stock Commercial Bank for Foreign Trade*Vietnam Bank for Industry and Trade

201202203204205206207208209210211212213214215216217218219220221222223224225226227228229230231232233234235236237238239240241242243244245246247248249250

n.a.201197214282206209240n.a.211n.a.n.a.181n.a.196199215205210193213221217238191212n.a.n.a.226224228220223n.a.271190229270222225237219233n.a.241234n.a.202n.a.235

1311766

246-13260352195104-70415187217

25-1550

105153

-110138

12173-50213137223

44

-77-105

-667

20739

13182

-528678

7317118

19-64112

-201121120141111

-50.6%20.6%179.4%41.0%

P-L22.1%25.1%40.0%57.0%

P-L46.6%50.7%28.4%-76.4%

L-Ln.a.

10.8%-46.1%

P-L-35.9%-49.9%21.2%

L-L60.1%12.4%30.6%-13.1%-63.6%

P-LP-LP-LL-P

34.7%-39.9%2.1%-8.3%L-L

59.6%14.2%-84.0%61.5%

L-P-60.1%

P-L-19.5%

L-LL-P

8.0%-7.1%63.6%

13120917681

2397964

10015325653

10293

19824018715211627312521610924894

12691

22922725827125522295

19213217225016817522369

141207253145281136138121148


AB300Rank2009

AB300Rank2008




201#

202203204205206207208209210211212213214215216217218219220221222223224225226227228229230231232233234235

236#

237238239240241242243244245246247248249250

6.5%1.3%

25.0%17.0%-3.1%28.6%24.1%16.0%13.4%-9.7%54.3%29.5%23.6%

2.1%-2.6%

n.a.19.0%

8.0%-25.3%10.0%

2.0%21.5%-5.8%13.7%10.8%25.8%

0.6%0.7%

-11.2%-7.1%

-10.8%1.6%

38.5%4.3%

19.1%12.3%

-16.1%18.2%17.5%

1.1%25.0%10.8%59.3%

-12.4%13.7%

-90.0%33.7%18.6%21.8%16.3%

67.8%77.4%69.8%70.4%36.4%72.6%91.6%63.6%47.9%76.7%31.9%70.0%66.4%73.0%76.3%

118.7%92.7%55.6%76.8%59.3%71.6%82.2%81.5%62.3%

247.5%67.1%10.8%

n.a.78.8%52.1%75.0%79.3%62.3%98.4%63.7%

121.3%78.2%71.0%65.7%78.7%92.7%77.0%80.6%57.0%91.9%66.8%19.5%69.4%65.6%97.5%

13.0%7.8%1.9%

10.7%3.2%6.5%

11.4%8.5%5.4%4.6%5.5%4.8%7.1%7.3%5.0%6.9%4.1%

13.5%2.4%9.6%4.3%6.5%5.9%

12.1%10.0%

7.3%4.2%4.8%4.8%

10.3%4.1%4.5%4.7%7.4%6.2%5.8%2.8%5.1%4.3%5.1%

11.4%9.8%0.1%4.0%7.2%1.6%3.6%5.5%6.1%6.4%

43.3%71.7%37.3%42.2%99.2%41.3%41.0%40.2%26.3%82.1%39.0%32.3%45.2%73.3%60.1%60.6%38.6%34.3%

113.0%61.5%79.6%39.1%82.2%25.4%65.8%40.1%70.1%97.6%77.4%

150.1%78.5%78.7%39.8%53.0%29.4%50.7%86.6%44.9%54.8%73.2%29.1%58.5%77.8%65.8%40.5%

137.9%88.5%47.0%28.7%56.8%

8.5%16.1%

7.4%41.7%38.7%52.3%45.0%15.1%

7.4%13.9%46.4%15.8%35.8%26.6%48.2%29.4%25.5%32.1%

n.a.34.7%

n.a.35.4%

n.a.17.7%56.7%37.5%

n.a.92.1%

n.a.n.a.n.a.

4.0%53.9%31.8%

7.1%13.1%

3.5%2.0%

28.4%23.9%

9.2%31.3%17.3%

1.5%22.7%

n.a.n.a.

29.1%32.4%16.3%

15.9%9.6%4.9%9.7%

12.8%9.2%8.2%n.a.

11.1%8.2%

13.7%n.a.

11.7%6.8%5.2%

12.3%7.1%

18.0%5.6%

12.7%8.8%7.7%8.5%

20.7%12.4%11.3%

8.9%35.6%

7.7%12.0%

7.6%7.0%8.6%9.2%9.0%7.6%5.6%7.6%n.a.

7.1%n.a.

9.7%5.8%n.a. n.a.

4.9%n.a.

8.6%10.0%

n.a.

17.1%14.7%

7.0%10.6%13.3%13.4%10.6%

n.a. 11.5%

9.5%14.3%

n.a. 13.2%13.6%

8.8%13.4%

6.6%19.0%

8.2%14.2%11.4%11.6%

9.8%24.1%12.4%13.7%

8.9%35.6%

8.8%13.8%

9.7%9.2%

13.8%12.6%10.9%12.1%

8.7%10.0%

n.a. 10.6%

n.a. 10.4%

9.6%n.a. n.a.

8.4%n.a.

11.6%12.0%

n.a.

150.0%36.8%

n.a.73.9%45.0%

150.0%36.4%

155.6%103.8%

47.3%100.0%166.7%

50.0%81.8%41.6%

750.0%196.2%

32.0%41.5%59.0%33.4%85.3%51.5%

175.0%n.a.

109.7%n.a.n.a.

47.3%200.0%

41.5%n.a.

96.2%83.3%46.7%

160.0%37.9%

300.0%n.a.

78.0%96.5%65.1%53.3%33.3%71.4%40.2%

n.a.n.a.

30.6%100.0%

0.6%1.9%n.a.

2.3%0.2%1.6%2.2%0.9%2.6%3.5%0.6%0.9%1.2%1.7%1.8%0.2%2.6%2.5%5.8%3.9%3.9%3.4%6.2%1.6%n.a.

3.1%n.a. n.a.

4.6%0.2%3.9%n.a.

2.6%4.8%7.5%1.0%6.7%0.4%2.3%1.6%5.7%8.8%3.4%

11.1%4.2%6.6%n.a. n.a.

14.4%1.8%

0.8%0.1%0.6%1.8%

-0.1%1.7%2.6%1.5%0.8%

-0.5%3.0%1.5%1.7%0.2%

-0.1%n.a.

0.8%1.1%

-0.8%1.0%0.1%1.3%

-0.4%1.7%1.0%1.7%0.0%0.0%

-0.6%-0.8%-0.5%0.1%1.6%0.3%1.1%0.7%

-0.4%0.8%0.7%0.1%2.9%1.0%0.2%

-0.5%1.0%

-1.7%1.0%1.1%1.3%1.0%

1.0%0.1%1.0%3.3%0.0%2.4%4.3%2.0%1.2%0.0%3.6%2.1%1.7%0.1%

-0.2%n.a.

1.0%1.4%

-0.5%1.5%0.2%1.8%

-0.4%2.3%1.4%2.3%0.0%0.1%

-0.6%-1.1%-0.5%0.4%2.2%0.5%1.7%0.9%0.1%1.3%0.7%0.1%3.6%1.4%0.3%

-0.5%1.3%

-1.2%1.2%1.8%1.8%1.4%



Loan toDepositRatio


Cost to IncomeRatio

Non-interestIncome

Ratio


Gross NPLRatio

27.5%80.9%

n.a.n.a.n.a.

6.6%n.a.

1.5%n.a.

0.0%65.0%

3.3%n.a.

2.2%n.a.n.a.

29.5%48.7%

0.0%5.2%

n.a.1.2%0.1%8.3%3.8%6.9%

n.a.n.a.

0.0%14.1%

n.a.n.a.

8.4%0.1%2.0%0.3%0.0%1.5%

n.a.n.a.

0.8%19.0%

n.a.n.a.n.a.

0.0%n.a.n.a.

1.6%0.4%

LiquidAsset /

Total Asset


OperatingReturn on

Assets

AB300Rank2009



THE ASIAN BANKER


25

1 t

o 3

00

(A)

11,25111,20211,00310,85610,83210,78810,67910,36810,24110,10910,001

9,8629,7969,7719,7419,5829,5309,4249,3579,3579,3329,1069,0359,0299,0038,9338,8228,6028,5938,5378,4698,4298,3948,3828,3438,3238,3038,1978,1148,0908,0588,0218,0087,9917,9687,9637,8897,8607,8417,779

7,5585,7492,6756,3547,7085,4267,0235,2225,1807,5875,9606,5735,9626,5956,8315,7695,6346,6516,8286,2563,7985,0266,5556,6692,308

-214,2746,0845,8665,0804,2625,4445,3582,3466,0502,4404,6432,8272,727

9955,6822,6733,3784,5434,5382,6143,6774,1564,7834,320

2.5%28.4%-1.8%-0.4%25.6%-0.2%2.2%7.3%

-22.1%5.3%25.9%1.8%20.0%1.4%-2.4%9.5%3.5%10.0%0.7%24.3%26.6%91.6%0.6%1.7%-3.0%55.0%-1.0%8.6%-3.1%33.7%8.3%-3.9%2.3%10.2%1.5%28.0%-0.9%9.1%5.9%46.3%0.9%60.8%1.4%4.9%2.7%22.3%-5.3%3.2%13.4%15.1%

2.3%25.7%15.6%-5.6%20.1%-12.5%-1.7%21.2%8.5%9.5%25.4%1.4%26.0%-1.5%-4.8%18.9%15.8%23.5%2.2%51.7%18.5%91.5%0.6%2.2%17.5%n.a.

4.9%4.8%-2.1%34.2%4.9%-2.2%2.8%20.9%1.8%14.3%2.3%2.7%12.6%80.6%-0.4%21.2%-2.0%18.2%1.5%7.8%1.5%-0.9%22.7%10.8%

221256287245218264229267268220251239250238232255260237233246281270241235292297277248254269278263265291249290272285286296259288284273274289283279271276

JapanIndia

TaiwanTaiwan

ThailandTaiwanTaiwan

PakistanChinaJapanIndia

TaiwanIndonesia

JapanJapan

PakistanMalaysia

IndonesiaJapanChinaChinaChinaJapanJapan

TaiwanJapan

Hong KongTaiwanJapanIndia

Hong KongTaiwanJapanChinaJapan

ThailandIndia

JapanPhilippines


MalaysiaJapan

MalaysiaJapanJapan

PakistanIndia


First Bank of ToyamaUnited Bank of India*China Development Financial Holding*Far Eastern International BankThanachart BankUnion Bank of TaiwanYuanta Commercial BankNational Bank of PakistanRural Credit Cooperatives Union of Shunde*Shonai BankDena BankTa Chong BankBank DanamonNagano BankBank of KochiHabib BankAffin BankBank CIMB NiagaTomato BankChinese Mercantile BankDongguan City Commercial Bank*China Bohai BankTajima Bank*Tottori BankIndustrial Bank of TaiwaneBANK*Chong Hing BankTaichung Commercial BankGifu BankPunjab and Sind BankFubon Bank (Hong Kong)EnTie Commercial BankSendai BankJiangnan Rural Credit Cooperatives of WuhanIbaraki BankStandard Chartered Bank (Thailand)Kotak Mahindra BankNaganoken Credit Cooperative*Land Bank of the Philippines*Trust and Custody Services BankSaikyo BankChangsha City Commercial Bank*Nagano Shinkin Bank*Alliance Financial Group*Miura Fujisawa Shinkin Bank*BIMB HoldingsTakinogawa Shinkin Bank*Tokyo Shinkin Bank*United BankJammu and Kashmir Bank

251252253254255256257258259260261262263264265266267268269270271272273274275276277278279280281282283284285286287288289290291292293294295296297298299300

243208n.a.231260232236216n.a.258245244248257252230246n.a.261n.a.259n.a.263267247n.a.256268269n.a.272253276n.a.275285288n.a.277n.a.279n.a.n.a.n.a.n.a.289n.a.n.a.254265

AB300Rank2009

AB300Rank2008






251252253254255256257258259260261262263264265266267268269270271272273274275276277278279280281282283284285286287288289290291292

293#

294 295#

296 297#

298#

299300

158283575188602191132660283149301242940176183554293547179312246188161109146-53165170106287199139121144168314

1,090133396251140180147294140243

-426140473257

130186312136430162154249223161151172538132155277142319136

3884

113114118

80154100

94104137150188117

55140134815

95277216113

7895

136104184

88101221

97

-21.5%-8.4%-19.4%-19.3%50.0%-17.7%-34.5%15.8%35.4%-26.1%11.5%-25.7%13.6%-4.1%-0.1%20.5%7.5%3.1%-2.6%

102.3%36.4%110.7%6.6%

-32.0%-10.0%-162.3%-20.2%-8.9%-25.4%26.2%-0.8%-8.6%-2.3%46.4%-5.7%-6.5%-9.9%12.5%8.2%1.8%5.7%21.0%8.4%10.2%1.2%26.1%

-486.1%0.2%18.5%18.0%

27723615826515326428813823527822724810327126716323216526922324626627529128029527427229223426128628928127322287

287197244284268279230282247297283182241

1.1%16.0%17.1%-3.9%50.0%-10.5%-1.0%35.1%36.1%3.5%12.2%-1.0%30.3%-0.6%-3.0%21.2%2.9%14.3%5.8%75.0%31.5%88.7%2.7%-0.9%9.3%55.6%20.1%3.0%-0.1%18.5%16.0%-68.0%-7.5%14.6%1.2%0.4%-3.5%0.6%1.9%3.2%-4.6%21.8%-1.9%-4.8%2.9%19.0%-7.3%0.5%15.4%16.7%

9,8819,477

4168,9357,7378,3768,8816,5278,9448,8338,5457,3336,7559,2239,0337,4667,2837,6768,7492,4306,6807,1198,5678,3602,1538,3777,6647,8087,7146,6746,1926,5487,9103,1467,9593,7112,7737,7286,049

3997,5985,7587,2576,1647,6575,9287,5167,3946,2246,811

3.3%26.8%197.8%5.5%42.9%5.2%12.1%-3.2%7.6%2.9%28.5%10.1%28.0%2.4%-2.7%14.1%7.5%11.3%1.3%91.9%6.8%

112.0%0.6%3.1%15.7%57.4%-1.5%8.9%-4.6%36.6%15.7%3.7%2.6%18.6%2.0%41.0%2.6%10.4%7.3%6.2%0.2%40.8%2.0%11.7%2.2%18.1%-0.6%3.5%19.4%15.4%

225232295240258253241281239242249269277235237267270261244292278273248254293252262257260279283280256290255289291259285296264287271284263286265268282276

167187104115315215137471212156220158860157181465193438160270222145134138

7028

113164126209129101140144165206490127299

19138106131185131190130131364212

-2.5%-24.1%45.0%-10.6%37.5%-2.0%-20.3%10.2%38.3%-4.4%23.8%-15.4%18.7%-4.7%-4.3%17.4%7.0%11.4%-1.3%

139.4%29.0%91.7%-2.2%-5.0%

162.1%38.9%-10.7%1.9%-5.7%24.0%13.8%-18.8%-5.2%45.3%-2.6%-20.9%29.6%2.6%8.1%

112.5%-11.1%46.2%-1.4%11.4%1.4%25.6%-1.5%-7.8%16.1%23.5%

26325829128820824827914725027124526986

270260149255159267230243272280278294295289265287251285292276274264252140286217298277290281259283256284282192249


AB300Rank2009





620543

4,292585602395562

1,321345316448728

1,015383303950782855360

1,338396730379292

1,210172769468265400609551177

57179671

1,359410908613229208689749231560125326624541

24726058

254251274256159280283268227193275284200219208278158273226277285173295222267287272249259294297293237152271204248290291235223289257296282242261





THE ASIAN BANKER


25

1 t

o 3

00

(B)

766

251-9057

-59-119272

61-45112

-2236

12-5

160131121

33247169

4329

-2544

-22619

8-44121

9-156

45212

100210

37107

352669-5

14510

110-517

36172130

-88.5%5.7%

-44.0%L-L

0.0%L-LL-L

-16.6%33.1%

P-L88.5%

L-L-26.6%

L-PL-L

25.1%41.1%-37.2%14.4%86.3%101.5%228.2%220.6%

P-L-42.3%

L-L-70.7%-87.6%

P-L16.3%-86.6%

L-LL-P

44.7%-11.7%11.3%-27.7%68.1%13.2%-5.9%L-P

47.1%P-L

232.7%-68.2%37.3%

P-L13.2%24.2%9.7%

238196113267203261275107200256177243118229245149163172215114145208217251206290222234255171232284241205230184126212183214220195246158231181294213142165

JapanIndia

TaiwanTaiwan

ThailandTaiwanTaiwan

PakistanChinaJapanIndia

TaiwanIndonesia

JapanJapan

PakistanMalaysia

IndonesiaJapanChinaChinaChinaJapanJapan

TaiwanJapan

Hong KongTaiwanJapanIndia

Hong KongTaiwanJapanChinaJapan

ThailandIndia

JapanPhilippines


MalaysiaJapan

MalaysiaJapanJapan

PakistanIndia



First Bank of ToyamaUnited Bank of India*China Development Financial Holding*Far Eastern International BankThanachart BankUnion Bank of TaiwanYuanta Commercial BankNational Bank of PakistanRural Credit Cooperatives Union of Shunde*Shonai BankDena BankTa Chong BankBank DanamonNagano BankBank of KochiHabib BankAffin BankBank CIMB NiagaTomato BankChinese Mercantile BankDongguan City Commercial Bank*China Bohai BankTajima Bank*Tottori BankIndustrial Bank of TaiwaneBANK*Chong Hing BankTaichung Commercial BankGifu BankPunjab and Sind BankFubon Bank (Hong Kong)EnTie Commercial BankSendai BankJiangnan Rural Credit Cooperatives of WuhanIbaraki BankStandard Chartered Bank (Thailand)Kotak Mahindra BankNaganoken Credit Cooperative*Land Bank of the Philippines*Trust and Custody Services BankSaikyo BankChangsha City Commercial Bank*Nagano Shinkin Bank*Alliance Financial Group*Miura Fujisawa Shinkin Bank*BIMB HoldingsTakinogawa Shinkin Bank*Tokyo Shinkin Bank*United BankJammu and Kashmir Bank

251252253254255256257258259260261262263264265266267268269270271272273274275276277278279280281282283284285286287288289290291292293294295296297298299300

243208n.a.231260232236216n.a.258245244248257252230246n.a.261n.a.259n.a.263267247n.a.256268269n.a.272253276n.a.275285288n.a.277n.a.279n.a.n.a.n.a.n.a.289n.a.n.a.254265

2266

232-8157

-42-98198

51-8487-2

1656

-92197

9662

3178116

1910-8

-60-260

86

-659013

-1741

37-358

135119221154511

1107

125-444

24107

85

-33.8%19.3%-48.3%

L-L100.0%

L-LL-L

-19.2%41.7%

P-L17.5%

L-L-20.6%

L-PL-L

54.8%42.5%-54.8%-79.6%58.3%132.9%177.7%-12.3%

P-LP-LL-L

-88.0%-88.3%

P-L14.3%-78.2%

L-LL-P

22.5%P-L

15.6%-31.9%-47.2%1.6%0.0%L-P

70.1%-28.6%253.9%-64.2%-51.4%

P-L-3.4%-8.6%13.8%

20317787

25918424526898

18626216723411322626599

159180231108142208219237251286220224254162215280232193235183128218160205212191217149221134291200151170


AB300Rank2009

AB300Rank2008




251252253254255256257258259260261262263264265266267268269270271272273274275276277278279280281282283284285286287288289290291292

293#

294 295#

296 297#

298#

299300

3.1%12.7%

5.1%-14.0%

9.5%-9.9%

-16.0%13.9%15.7%

-21.2%22.1%-0.3%16.2%

1.4%-25.5%22.5%12.7%

9.2%0.7%

14.3%32.3%

2.6%2.5%

-2.4%-4.8%

-88.4%1.0%1.3%

-34.8%21.7%

2.3%-35.5%

0.8%31.8%-1.6%9.0%

10.5%2.5%

11.2%3.5%6.7%

23.6%1.6%

16.2%3.2%

24.5%-134.6%

7.3%17.1%16.6%

76.5%60.7%

643.8%71.1%99.6%64.8%79.1%80.0%57.9%85.9%69.7%89.6%88.3%71.5%75.6%77.3%77.4%86.6%78.0%

257.4%56.8%70.6%76.5%79.8%

107.2%-0.2%55.8%77.9%76.0%76.1%68.8%83.1%67.7%74.6%76.0%65.7%

167.4%36.6%45.1%

249.4%74.8%46.4%46.5%73.7%59.3%44.1%48.9%56.2%76.8%63.4%

5.5%4.8%

39.0%5.4%5.6%3.7%5.3%

12.7%3.4%3.1%4.5%7.4%

10.4%3.9%3.1%9.9%8.2%9.1%3.8%

14.3%4.2%8.0%4.2%3.2%

13.4%1.9%8.7%5.4%3.1%4.7%7.2%6.5%2.1%0.7%2.1%8.1%

16.4%5.0%

11.2%7.6%2.8%2.6%8.6%9.4%2.9%7.0%1.6%4.1%8.0%7.0%

82.2%65.9%54.3%77.4%71.4%88.1%

116.7%37.7%78.5%

108.0%50.1%71.2%57.2%74.8%84.8%50.1%48.4%58.3%76.1%12.1%34.2%60.4%70.9%

108.6%54.8%

n.a. 60.5%54.4%98.5%47.7%75.5%

135.2%96.8%38.5%83.5%42.7%74.8%71.3%69.9%86.0%81.1%43.3%64.2%46.2%73.9%63.2%

n.a. 71.9%46.6%37.8%

n.a.34.0%82.0%38.8%47.6%

n.a.n.a.

28.6%25.3%

n.a.26.9%34.9%

8.6%10.8%

1.1%16.0%34.0%19.9%10.6%13.4%

9.9%22.8%16.9%

n.a.51.9%

n.a.31.3%

3.4%n.a.

27.3%35.1%27.2%

n.a.n.a.

2.0%34.4%55.0%

4.3%24.6%92.5%

1.3%41.1%11.1%37.0%

6.9%21.8%

n.a.6.5%

23.0%17.5%

11.0%n.a. n.a.

8.4%8.0%4.9%8.5%

14.1%n.a.

7.3%6.0%

12.0%15.1%

8.4%5.7%

11.5%10.1%12.0%

7.1%23.9%

n.a. 13.2%10.3%

7.9%15.1%10.0%12.6%

7.9%6.2%7.0%7.6%

11.2%5.7%n.a.

4.9%12.1%

0.0%n.a. n.a.

48.1%7.9%n.a. n.a.

11.5%n.a.

11.3%n.a. n.a.

6.1%12.8%

14.5%n.a. n.a.

10.6%11.0%

8.5%11.3%16.9%15.3%

8.9%10.7%12.0%14.0%

9.0%7.8%

13.6%13.1%15.6%

9.6%24.0%11.6%13.2%11.0%12.0%15.4%10.9%15.6%

9.3%8.5%

11.9%14.0%11.7%

9.0%n.a.

7.8%12.5%22.8%

n.a. 14.3%48.1%11.3%

n.a. n.a.

16.4%n.a.

13.2%n.a. n.a.

10.5%13.5%

46.3%n.a.

33.6%95.3%

100.0%63.3%

176.3%79.7%

n.a.32.8%47.6%

104.9%109.1%

49.9%51.2%69.9%68.5%88.0%36.3%50.0%

108.3%366.7%

21.1%42.4%

193.8%n.a.

133.3%102.9%

31.9%42.9%75.0%

101.1%21.0%74.2%37.4%

136.9%47.2%37.8%

144.6%n.a.

43.4%n.a.

29.4%80.0%15.2%71.7%10.9%32.4%68.5%50.0%

3.1%n.a.

7.2%1.5%3.0%2.5%1.4%

12.3%n.a.

3.5%2.1%1.8%2.2%5.3%7.8%8.3%5.4%2.5%3.9%0.8%2.4%0.3%3.2%2.4%0.5%n.a.

0.3%1.4%5.7%0.7%1.2%1.9%4.7%6.2%5.6%2.4%3.6%3.7%5.6%n.a.

4.2%n.a.

9.7%7.0%7.4%

18.7%4.4%7.0%7.3%2.6%

0.2%0.7%2.1%

-0.7%0.6%

-0.4%-0.9%2.0%0.4%

-0.9%1.0%0.0%1.9%0.1%

-0.9%2.1%1.0%0.9%0.0%2.1%1.4%0.3%0.1%

-0.1%-0.6%-3.5%0.1%0.1%

-0.7%1.2%0.2%

-2.0%0.0%0.5%0.0%0.8%1.6%0.1%1.2%0.3%0.2%0.7%0.1%1.4%0.1%1.7%

-5.5%0.3%1.4%1.2%

0.1%0.7%2.2%

-0.8%0.6%

-0.5%-1.1%2.8%0.5%

-0.5%1.2%0.0%2.7%0.1%0.0%1.7%1.4%1.7%0.4%2.9%2.0%0.6%0.3%

-0.3%0.5%

-3.0%0.2%0.1%

-0.5%1.6%0.1%

-1.8%0.0%0.6%0.1%1.4%2.5%0.5%1.4%0.5%0.3%1.1%

-0.1%1.9%0.1%1.5%

-6.4%0.5%2.3%1.8%



Loan toDepositRatio


Cost to IncomeRatio

Non-interestIncome

Ratio


Gross NPLRatio

0.0%n.a.n.a.

1.9%3.0%2.0%

11.4%n.a.n.a.

0.0%9.2%1.5%2.2%

n.a.0.2%

n.a.0.4%1.5%0.0%

n.a.8.6%2.3%0.1%

n.a.34.3%

n.a.37.1%

0.1%0.0%

16.9%31.0%

n.a.n.a.n.a.

0.1%41.1%

n.a.n.a.

0.1%n.a.

0.0%n.a.n.a.

0.4%0.0%0.3%

n.a.0.0%

n.a.0.2%

LiquidAsset /

Total Asset


OperatingReturn on

Assets

AB300Rank2009




In an age of internationalisation and standardisation in the fi nancial services industry, many banks are now turning to “standard” platforms after having developed their own systems for

a long time. Adopting standard platforms has provided banks with the resources necessary to develop processes and products that allow differentiation in a competitive environment.

Within a short period of time, Zurich-based Avaloq has grown to be market leader in the provision of premier and standard integrated front-to-back solutions to the private and retail banks in Switzerland. More than 40% of the total number of work desks in the Swiss banking industry is supplied with the Avaloq Banking System. The Avaloq Banking System has also been adopted internationally. It was introduced by Swiss banks to locations such as Germany, Luxemburg, Liechtenstein, Andorra, UK, Bahrain, Hong Kong and Singapore.

Affi rming the system’s global appeal, two Asian banks chose to implement the Avaloq solution for their business needs in Asia, tapping into the rich experience and compre-hensive offering of the company, and taking full advantage of a multi-entity platform with standardised processes across entities. This led to extremely high quality standards at the banks.

Supporting the clients’ business with an international presence

Avaloq takes internationalisation seriously. The company approaches this not only with the Avaloq Banking System, but also with its sales and support organisations. The Avaloq Group has full support offi ces in Zurich, Geneva, Luxembourg and Singapore. Avaloq’s development centre is in Switzerland, manned by over 500 employees with banking and technology backgrounds, which this keeps the quality of the Avaloq Banking System at a very high level in both disciplines.

In Singapore, the Avaloq offi ce of 25 staff is the hub to the rest of Asia, supporting the company’s clients. This support structure is enhanced by a network of almost 100 qualifi ed consultants across Avaloq and its partners.

Avaloq’s “follow the client” approach to internationalisation means that future offi ces in other Asian cities are likely to follow.

Supporting the clients’ business with a network of excellence

Avaloq has brought not only its expertise, support and experience to Singapore, but it has also established an Asian Avaloq Community. The Avaloq Community has a long tradition of being a competence-sharing forum for the company’s clients and partners. The members of this “network of excellence” jointly develop innovative and effective solutions at various levels, brainstorm on new business models and collaborate on projects if they wish.

Setting standards in banking—the Avaloq way

Two Asian fi nancial institutions embrace Zurich-based core banking provider’s solutions



Community members can take an active or passive role, depending on whether they elect to be leaders or followers. This approach has been the cornerstone to the high sat-isfaction levels of Avaloq’s clients.

Supporting the clients’ business with an integrated and future-proof solution

It is always a tough decision for banks when deciding on a suitable platform that will meet the requirements of their challenging business plans. In the “now”, they address issues

of effi ciencies, compliance, customer acquisitions, running costs and maintain-ability. In the “future”, banks think of the expansion of their product offering,

increasing their business units or branches, scalability and sustainability. Avaloq has been used widely by the most demanding of banks for their

core banking needs in both the retail and private banking areas. In the same vein, Avaloq has also been used by other (as demanding) banks for their point solutions (full front-to-back securities process-ing, for example). Thanks to its modular design, single components can be neatly integrated into existing environments.

Most interestingly, Avaloq’s clients have been long-time users of the Avaloq Banking System. This clearly demonstrates how the system was able to meet their current requirements at the time and

also “grow” with the banks in providing the functionality and platform for their future needs.

The Avaloq Banking System is a comprehensive, mature and yet evolving system, in most part due to the Avaloq Community. New

value-adding modules are rolled out on a yearly basis with a clear focus on increasing process effi ciency and customer servicing quality, with the fol-

lowing, examples: The integrated Portfolio Management module not only covers classic portfolio man-

agement subjects like fi nancial needs analysis, automatic investment proposals and rebalancing but also offers the advantage of a seamless integration with back offi ce processing of the transaction. Hence, a client advisor knows precisely the status of each current and historical transaction of the client, at any time.

“We evaluated a number of leading systems. In the end, the decisive factor was the integration into Avaloq. The development and operation of interfaces can be eliminated, the data quality and consistency is improved in a sustainable way and additional service level agreements causing further efforts and costs are avoided.” – Mr. Arnfried Ossen, Head IT Application Management, Bank Sarasin & Cie AG.

Structured products are here to stay—and the best approach to structured products is to ensure that the system that handles these products and their related positions is able to meet the processes, risk and compliance requirements. Not only does the Avaloq Banking System handle these from end to end, but new products or hybrids are easily generated in order to react quickly to market needs.

With the design of the fl exible Avaloq Asset Model and the comprehensive components providing a myriad of permutations, new products can be easily built, with the help of the parameterisation technology of the system.

Ultimately, the success of the banks that run with Avaloq demonstrates that the Avaloq way of setting standards in banking is indeed the path that will ensure sustainable results.

Contact details: Avaloq Singapore Pte LtdOne Phillip Street #06-01Singapore 048692Tel: +65 6438 1017Fax: +65 6438 1167E-Mail: [email protected]



THE ASIAN BANKER

Commercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

AB300Rank2009

3

5

6

7

9

12

20

23

25

27

28

29

34

40

41

48

53

56

58

63

70

72

74

78

80

82

84

85

100

104

115

118

123

130

131

142

148

151

152

155

165

172

181

190

191

201

202

203

208

209

Industrial and Commercial Bank of China

China Construction Bank

Agricultural Bank of China

Bank of China

Hongkong and Shanghai Banking Corporation

Bank of Communications

China Merchants Bank

Shanghai Pudong Development Bank

China CITIC Bank

China Minsheng Banking Corporation

Industrial Bank

BOC Hong Kong Holdings

China Everbright Bank

Bank of Taiwan

Hua Xia Bank

Hang Seng Bank

Guangdong Development Bank

Standard Chartered Bank (Hong Kong)

Taiwan Cooperative Bank

Shenzhen Development Bank

Mega International Commercial Bank

Land Bank of Taiwan

Bank of Beijing

Bank of Shanghai

Bank of East Asia

First Commercial Bank

Chinatrust Commercial Bank

Hua Nan Commercial Bank

Chang Hwa Commercial Bank

Cathay United Bank

Taipei Fubon Commercial Bank

Taiwan Business Bank

Bank of Jiangsu

Shanghai Commercial and Savings Bank

Bank SinoPac

Beijing Rural Commercial Bank

Taishin International Bank

Shanghai Rural Commercial Bank

Industrial and Commercial Bank of China (Asia)

E. Sun Commercial Bank

HSBC Bank (China)

Ping An Bank

Huishang Bank

Wing Hang Bank

Bank of East Asia (China)

Nanyang Commercial Bank

CITIC Ka Wah Bank

Evergrowing Bank

Bank of Ningbo

Bank of Tianjin

Country ROEROANet Profit

($m)Assets($m)

China

China

China

China

Hong Kong

China

China

China

China

China

China

Hong Kong

China

Taiwan

China

Hong Kong

China

Hong Kong

Taiwan

China

Taiwan

Taiwan

China

China

Hong Kong

Taiwan

Taiwan

Taiwan

Taiwan

Taiwan

Taiwan

Taiwan

China

Taiwan

Taiwan

China

Taiwan

China

Hong Kong

Taiwan

China

China

China

Hong Kong

China

Hong Kong

Hong Kong

China

China

China

1,427,610

1,105,471

1,026,300

1,017,130

549,652

392,554

229,976

191,588

173,844

153,651

149,372

148,012

124,636

108,397

107,049

98,332

79,890

77,238

75,609

69,417

61,844

61,732

61,016

53,805

53,574

53,247

50,990

50,605

42,127

41,204

37,037

35,050

33,701

32,053

31,603

26,728

25,874

25,360

25,102

24,811

22,520

21,351

19,212

17,340

17,270

15,800

15,715

15,710

15,109

15,028

16,274

13,555

7,528

9,641

7,093

4,168

3,065

1,831

1,954

1,146

1,666

388

1,070

246

449

1,819

407

742

223

90

103

183

793

450

13

270

380

301

146

140

182

3

325

226

-83

50

-118

108

125

24

263

239

184

150

149

131

17

66

195

104

1.2%

1.3%

0.8%

1.0%

1.3%

1.2%

1.5%

1.2%

1.2%

0.8%

1.2%

0.3%

0.9%

0.2%

0.5%

1.9%

0.6%

1.1%

0.3%

0.1%

0.2%

0.3%

n.a.

0.9%

0.0%

0.5%

0.8%

0.6%

0.4%

0.3%

0.5%

0.0%

1.1%

0.7%

-0.3%

0.2%

-0.4%

0.4%

0.5%

0.1%

1.2%

1.1%

1.1%

0.8%

0.9%

0.8%

0.1%

0.6%

1.5%

0.8%

19.2%

20.3%

n.a.

14.0%

24.1%

20.2%

27.9%

35.9%

14.8%

14.8%

25.9%

3.3%

25.3%

3.5%

16.8%

27.8%

15.8%

18.0%

7.0%

4.2%

2.4%

6.1%

n.a.

18.3%

0.3%

10.0%

11.4%

12.1%

6.9%

5.6%

7.8%

0.2%

20.4%

8.5%

-4.6%

4.9%

-9.1%

6.5%

6.6%

1.7%

16.1%

21.9%

15.8%

10.9%

10.7%

6.5%

1.3%

25.0%

16.0%

13.4%

CAR(Total)

13.0%

12.2%

9.4%

13.4%

13.4%

13.5%

11.3%

9.1%

14.3%

9.2%

11.3%

16.2%

9.1%

11.6%

11.4%

12.5%

11.6%

n.a.

10.6%

8.6%

11.2%

10.8%

19.7%

11.3%

13.8%

10.9%

16.2%

10.2%

10.6%

11.2%

11.2%

9.7%

10.5%

14.0%

11.0%

8.3%

10.0%

11.8%

13.6%

10.6%

n.a.

10.7%

15.8%

15.4%

n.a.

17.1%

14.7%

7.0%

n.a.

11.5%

GrossNPL Ratio

2.0%

2.2%

4.3%

2.7%

1.0%

1.9%

1.1%

1.2%

1.4%

1.2%

0.8%

0.5%

2.0%

0.9%

1.8%

1.0%

2.9%

n.a.

n.a.

0.7%

1.0%

0.8%

1.6%

2.3%

n.a.

1.5%

1.5%

1.7%

1.7%

0.7%

0.8%

1.9%

1.8%

0.6%

1.2%

6.9%

1.3%

1.9%

0.7%

0.9%

0.6%

0.5%

1.2%

0.7%

n.a.

0.6%

1.9%

n.a.

0.9%

2.6%

The Largest Banks in Greater China



Sibos 2009HongKong14-18 September

The global financial forumthat influences yourbusiness success

Sibos is the global event where you make essentialbusiness connections.

Once a year, it brings together the financial industry tocreate opportunities for individuals, organisations andthe community as a whole. It is a unique forum fornetworking, doing business and keeping in touch withwhat is going on in the industry.

Facilitated and organised by SWIFT for financialinstitutions, corporates, application and middlewarevendors and public institutions, it creates the stimulusfor learning, for collaborating, for developing newbusiness, for defining future strategies and for takingcollective action that can shape the future of our industry.

Find out more at www.sibos2009.com



THE ASIAN BANKER

Commercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

AB300Rank2009

17

24

31

32

46

55

76

77

83

89

90

93

96

108

109

113

117

122

127

129

133

134

141

147

150

153

157

162

164

167

168

171

177

183

185

188

193

194

195

198

204

206

207

213

217

220

222

226

233

234

State Bank of India

DBS Group

United Overseas Bank

Oversea-Chinese Banking Corporation

ICICI Bank

Maybank

Bumiputra-Commerce Holdings

Public Bank

Punjab National Bank

Bangkok Bank

Bank of Baroda

Bank of India

Canara Bank

Krung Thai Bank

HDFC Bank

Kasikornbank

Siam Commercial Bank

Citibank (Singapore)

Union Bank of India

Bank Mandiri

AXIS Bank

RHB Capital

Syndicate Bank

AMMB Holdings

Central Bank of India

Indian Overseas Bank

Hong Leong Financial Group

Oriental Bank of Commerce

UCO Bank

Bank Rakyat Indonesia

Bank Central Asia

Bank of Ayudhya

Allahabad Bank

Vietnam Bank for Agriculture and Rural Development

Bank Negara Indonesia

Corporation Bank

Citibank (India)

TMB Bank

Banco de Oro Unibank

Metropolitan Bank and Trust

HSBC (India)

HSBC Bank(Malaysia)

Standard Chartered Bank (India)

Indian Bank

Bank for Investment and Development of Vietnam

Bank of The Philippine Islands

OCBC Bank (Malaysia)

Citibank (Malaysia)

Standard Chartered Bank (Malaysia)

EON Capital

Country ROEROANet Profit

($m)Assets($m)

India

Singapore

Singapore

Singapore

India

Malaysia

Malaysia

Malaysia

India

Thailand

India

India

India

Thailand

India

Thailand

Thailand

Singapore

India

Indonesia

India

Malaysia

India

Malaysia

India

India

Malaysia

India

India

Indonesia

Indonesia

Thailand

India

Vietnam

Indonesia

India

India

Thailand

Philippines

Philippines

India

Malaysia

India

India

Vietnam

Philippines

Malaysia

Malaysia

Malaysia

Malaysia

269,286

178,375

127,113

126,032

99,616

77,685

59,681

56,629

52,335

48,043

47,944

46,715

45,431

38,122

37,850

37,353

35,574

33,767

33,222

32,734

30,481

30,177

26,882

25,951

25,613

24,987

24,134

23,234

23,045

22,473

22,426

21,362

20,190

18,934

18,424

17,933

17,262

17,250

16,890

16,106

15,592

15,247

15,157

14,507

14,273

14,038

13,820

13,319

12,718

12,535

2,306

1,472

1,337

1,251

697

867

581

757

646

582

494

636

401

352

465

439

610

475

356

485

374

303

188

254

112

274

239

187

115

544

527

140

163

266

112

186

372

15

47

97

246

260

352

217

105

138

173

223

207

39

1.0%

0.8%

1.1%

1.0%

0.7%

1.2%

1.0%

1.4%

1.4%

1.2%

1.2%

1.5%

1.0%

1.0%

1.4%

1.4%

1.8%

1.4%

1.2%

1.7%

1.4%

1.0%

0.8%

1.0%

0.5%

1.2%

1.0%

0.9%

0.6%

2.7%

2.6%

0.7%

0.9%

1.6%

0.7%

1.2%

2.4%

0.1%

0.3%

0.6%

1.8%

1.7%

2.6%

1.7%

0.8%

1.0%

1.3%

1.7%

1.6%

0.3%

16.3%

9.9%

12.3%

11.3%

7.2%

14.9%

11.8%

26.1%

22.0%

11.9%

19.6%

25.3%

16.6%

12.3%

17.1%

14.4%

17.9%

24.6%

21.5%

18.0%

19.1%

14.1%

n.a.

11.6%

11.1%

22.1%

14.0%

13.7%

16.2%

29.3%

26.9%

6.0%

14.1%

68.4%

7.9%

19.5%

23.3%

1.2%

4.0%

7.2%

17.0%

28.6%

24.1%

23.6%

19.0%

10.0%

21.5%

25.8%

38.5%

4.3%

CAR(Total)

n.a.

14.0%

15.3%

15.2%

14.7%

14.5%

n.a.

13.7%

14.3%

13.8%

12.9%

13.1%

n.a.

13.1%

15.8%

15.1%

15.2%

13.2%

13.3%

15.7%

13.7%

n.a.

11.4%

n.a.

n.a.

13.2%

n.a.

13.0%

n.a.

13.2%

15.8%

14.9%

n.a.

7.2%

13.5%

13.8%

12.0%

13.9%

13.5%

13.4%

10.6%

13.4%

10.6%

13.2%

6.6%

14.2%

11.6%

13.7%

13.8%

12.6%

GrossNPL Ratio

n.a.

1.5%

2.0%

1.7%

3.6%

3.8%

4.9%

1.0%

1.7%

4.7%

n.a.

1.7%

n.a.

8.2%

2.0%

3.7%

5.5%

0.8%

2.0%

4.9%

1.1%

4.5%

n.a.

4.1%

n.a.

2.5%

2.3%

1.5%

n.a.

n.a.

0.6%

10.0%

n.a.

n.a.

4.9%

1.1%

2.1%

16.5%

5.5%

4.5%

2.3%

1.6%

2.2%

1.2%

2.6%

3.9%

3.4%

3.1%

2.6%

4.8%

The Largest Banks in South and Southeast Asia



Performance Rankings

Largest Profi tNet

ProfitChange

Commercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50



Bank of China




Commonwealth Bank of Australia


Westpac Banking Corporation

State Bank of India

Australia and New Zealand Banking Group

China CITIC Bank

National Australia Bank


Hang Seng Bank

Industrial Bank

Orix Corporation

Shinhan Financial Group

DBS Group



Kookmin Bank



Resona Holdings

Maybank

St George Bank

Bank of Beijing

Public Bank


ICICI Bank

ANZ National Bank


Bank of India

Korea Exchange Bank

Macquarie Group


Industrial Bank of Korea

Bangkok Bank


Ashikaga Bank


Bank Central Asia

Bank of Baroda

Bank Mandiri


Woori Financial Group

HDFC Bank

Bank of New Zealand

Bank of Shanghai

AB300Rank2009

35.2%

34.0%

6.2%

17.5%

-15.8%

39.6%

7.2%

37.5%

11.8%

21.3%

-20.9%

60.5%

-47.4%

127.6%

-24.2%

32.6%

-20.6%

-18.2%

-12.9%

-9.8%

-16.0%

-46.1%

23.6%

45.2%

-68.1%

-7.7%

0.9%

n.a.

19.1%

-22.0%

8.5%

6.5%

47.0%

57.0%

-18.6%

-50.3%

21.8%

-35.1%

5.1%

-30.9%

-36.3%

23.2%

28.7%

53.7%

22.3%

35.3%

-73.3%

41.4%

14.9%

4.9%

16,274

13,555

9,641

7,528

7,093

4,168

3,341

3,065

2,674

2,306

2,273

1,954

1,928

1,831

1,819

1,666

1,662

1,608

1,472

1,337

1,251

1,158

1,146

1,070

980

867

814

793

757

742

697

673

646

636

621

621

610

607

582

581

547

544

527

494

485

475

467

465

454

450

3

5

7

6

9

12

13

20

15

17

14

25

10

23

48

28

47

22

24

31

32

21

27

34

11

55

44

74

77

56

46

60

83

93

50

43

117

38

89

76

92

167

168

90

129

122

19

109

114

78

Country

China

China

China

China

Hong Kong

China

Australia

China

Australia

India

Australia

China

Australia

China

Hong Kong

China

Japan

S.Korea

Singapore

Singapore

Singapore

S.Korea

China

China

Japan

Malaysia

Australia

China

Malaysia

Hong Kong

India

New Zealand

India

India

S.Korea

Australia

Thailand

S.Korea

Thailand

Malaysia

Japan

Indonesia

Indonesia

India

Indonesia

Singapore

S.Korea

India

New Zealand

China

NetProfit($m)

Largest Gain in Profi tNet

ProfitChange

Commercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50







China CITIC Bank

Bank of China

Industrial Bank

State Bank of India



Bank of India




Bank of Jiangsu


Citibank (India)

Bank of Baroda

Krung Thai Bank

HSBC Bank (China)

AXIS Bank

Hua Xia Bank

HDFC Bank

Citibank (Hong Kong)


Public Bank

Bank Kerjasama Rakyat Malaysia

Bank Central Asia


Bank of Fukuoka




Bank Mandiri

Deutsche Bank (Australia)


Bank of Nanjing

Alliance Financial Group

HSBC (India)


Union Bank of India

Habib Bank

Dongguan City Commercial Bank

RHB Capital

Chinese Mercantile Bank

Bank of Hangzhou

Kiyo Holdings

Bank of New Zealand

AB300Rank2009

35.2%

34.0%

39.6%

17.5%

127.6%

37.5%

60.5%

6.2%

32.6%

21.3%

45.2%

11.8%

57.0%

7.2%

23.6%

47.0%

165.2%

307.9%

100.5%

53.7%

91.5%

152.0%

71.2%

46.1%

41.4%

46.6%

35.3%

19.1%

61.5%

28.7%

156.3%

54.9%

21.8%

245.2%

23.2%

22.3%

1601.3%

79.5%

60.1%

253.9%

41.0%

25.1%

24.5%

54.8%

132.9%

27.7%

58.3%

50.7%

73.4%

14.9%

4,239

3,438

1,183

1,122

1,027

836

736

564

410

405

333

283

231

225

219

207

203

201

187

173

168

159

156

142

136

132

124

122

121

118

114

113

109

106

102

88

87

80

80

79

72

71

70

70

66

66

66

63

63

59

3

5

12

6

23

20

25

7

28

17

34

15

93

13

27

83

123

183

193

90

108

165

133

41

109

211

122

77

241

168

162

49

117

191

167

129

189

115

224

294

204

207

127

266

271

134

270

212

107

114

Country

China

China

China

China

China

China

China

China

China

India

China

Australia

India

Australia

China

India

China

Vietnam

India

India

Thailand

China

India

China

India

Hong Kong

Singapore

Malaysia

Malaysia

Indonesia

India

Japan

Thailand

China

Indonesia

Indonesia

Australia

Taiwan

China

Malaysia

India

India

India

Pakistan

China

Malaysia

China

China

Japan

New Zealand

GainProfit($m)



THE ASIAN BANKER


Largest Growth in LoansLoans

ChangeCommercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

Agricultural Bank of Taiwan

Bendigo and Adelaide Bank

Korean Federation of Community Credit Cooperatives

China Bohai Bank

Trust and Custody Services Bank

HDFC Bank*


China Zheshang Bank

Joint Stock Commercial Bank for Foreign Trade

Bank of Queensland


Bank of Hangzhou

Central Bank of India


Sony Bank

Huishang Bank

Indian Bank

AXIS Bank


Bank Central Asia

AB300Rank2009

214.1%

188.4%

101.9%

91.5%

80.6%

56.1%

51.7%

50.7%

45.2%

43.4%

43.1%

43.0%

40.7%

38.9%

38.6%

37.2%

37.2%

37.1%

35.8%

35.8%

1,275

27,519

1,701

5,026

995

20,437

6,256

7,428

5,592

17,491

13,982

8,373

15,091

6,400

5,322

10,939

8,225

16,831

14,501

10,178

227

125

247

272

290

109

270

238

249

174

167

212

150

189

205

181

213

133

183

168

Country

Taiwan

Australia

S.Korea

China

Japan

India

China

China

Vietnam

Australia

Indonesia

China

India

Australia

Japan

China

India

India

Vietnam

Indonesia

Loans($m)

Largest Growth in DepositsDepositsChangeCommercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

China Development Financial Holding

China Bohai Bank




Bank of Queensland

eBANK

Evergrowing Bank

China Zheshang Bank

Standard Chartered Bank (Korea)


Thanachart Bank

HDFC Bank*


AXIS Bank

Standard Chartered Bank (Thailand)

Changsha City Commercial Bank

Macquarie Group


Bank of Ningbo

AB300Rank2009

197.8%

112.0%

95.3%

91.9%

83.3%

57.5%

57.4%

57.2%

54.9%

47.6%

45.7%

42.9%

42.7%

42.2%

41.3%

41.0%

40.8%

38.6%

38.2%

37.3%

416

7,119

16,378

2,430

9,732

13,881

8,377

9,549

10,457

25,698

13,762

7,737

28,945

13,252

24,220

3,711

5,758

15,150

127,924

11,152

253

272

125

270

191

174

276

203

238

75

183

255

109

195

133

286

292

43

19

208

Country

Taiwan

China

Australia

China

China

Australia

Japan

China

China

S.Korea

Vietnam

Thailand

India

Philippines

India

Thailand

China

Australia

S.Korea

China

Deposits($m)

Highest Return on Assets

ROACommercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20





Bank Central Asia

Citibank (India)

Habib Bank



National Bank of Pakistan

Hang Seng Bank

Bank Danamon

HSBC (India)


HSBC Bank(Malaysia)

Orix Corporation

BIMB Holdings

Bank of Nanjing

Citibank (Malaysia)

Indian Bank

AB300Rank2009

3.0%

2.9%

2.7%

2.6%

2.6%

2.4%

2.1%

2.1%

2.1%

2.0%

1.9%

1.9%

1.8%

1.8%

1.7%

1.7%

1.7%

1.7%

1.7%

1.7%

211

241

167

207

168

193

266

270

253

258

48

263

204

117

206

47

296

224

226

213

Country

Hong Kong

Malaysia

Indonesia

India

Indonesia

India

Pakistan

China

Taiwan

Pakistan

Hong Kong

Indonesia

India

Thailand

Malaysia

Japan

Malaysia

China

Malaysia

India

Highest Return on Equity

ROECommercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20


Biwako Bank





Korean Federation of Community Credit Cooperatives


Jiangnan Rural Credit Cooperatives of Wuhan

Bank of Hangzhou


HSBC Bank(Malaysia)


Hang Seng Bank

Bank Central Asia

Public Bank

Industrial Bank

Citibank (Malaysia)

Bank of India


AB300Rank2009

68.4%

59.3%

54.3%

38.5%

35.9%

34.4%

33.7%

32.3%

31.8%

29.5%

29.3%

28.6%

27.9%

27.8%

26.9%

26.1%

25.9%

25.8%

25.3%

25.3%

183

243

211

233

23

189

247

271

284

212

167

206

20

48

168

77

28

226

93

34

Country

Vietnam

Japan

Hong Kong

Malaysia

China

Australia

S.Korea

China

China

China

Indonesia

Malaysia

China

Hong Kong

Indonesia

Malaysia

China

Malaysia

India

China

* HDFC Bank in 2008 acquired Centurion Bank of Punjab * HDFC Bank in 2008 acquired Centurion Bank of Punjab




Lowest Cost to Income RatioCost-to-Income

Ratio (%)Commercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20


Bank of Beijing

Bank of Nanjing

Bank of Tianjin

Hang Seng Bank

Joint Stock Commercial Bank for Foreign Trade


Bank of Dalian

Bank of Hangzhou

Public Bank

China CITIC Bank




Shanghai Commercial Bank


Industrial Bank

Corporation Bank


Bank of Jiangsu

AB300 Rank2009

12.1%

23.5%

25.4%

26.3%

28.5%

28.7%

29.1%

29.4%

32.3%

32.3%

32.9%

33.6%

33.7%

34.2%

34.3%

35.3%

35.4%

35.7%

36.0%

36.0%

270

74

224

209

48

249

241

235

212

77

25

12

34

271

218

152

28

188

3

123

Country

China

China

China

China

Hong Kong

Vietnam

Malaysia

China

China

Malaysia

China

China

China

China

Hong Kong

Hong Kong

China

India

China

China

Highest Non-Interest Income toTotal Operating Income Ratio

Non-Interest Income

RatioCommercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20


Japan Trustee Services Bank

Macquarie Group


Daegu Bank

Orix Corporation

ICICI Bank

Sumitomo Trust and Banking

Citibank (Australia)

Chuo Mitsui Trust Holdings

Kotak Mahindra Bank


HSBC Bank(Malaysia)

Industrial Bank of Taiwan


Citibank (Japan)

Rokinren Bank

Suncorp-Metway

Standard Chartered Bank (Taiwan)

Thanachart Bank

AB300Rank2009

92.5%

92.1%

84.8%

82.0%

79.7%

74.9%

74.1%

60.2%

56.7%

55.7%

55.0%

53.9%

52.3%

51.9%

51.3%

50.4%

50.0%

48.3%

48.2%

47.6%

290

228

43

253

173

47

46

18

225

26

287

233

206

275

122

62

88

67

215

255

Country

Japan

Japan

Australia

Taiwan

S.Korea

Japan

India

Japan

Australia

Japan

India

Malaysia

Malaysia

Taiwan

Singapore

Japan

Japan

Australia

Taiwan

Thailand

Lowest Gross NPL RatioGrossNPLRatio

Commercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20


Bank of Queensland


St George Bank

Standard Chartered Bank (China)

Wing Lung Bank

Sony Bank

Citibank (Japan)

China Bohai Bank

Chong Hing Bank

ANZ National Bank


China Zheshang Bank

Bank of New Zealand



Ping An Bank



HSBC Bank (China)

AB300Rank2009

0.10%

0.10%

0.20%

0.20%

0.20%

0.20%

0.20%

0.29%

0.30%

0.30%

0.30%

0.40%

0.40%

0.40%

0.48%

0.50%

0.50%

0.50%

0.60%

0.60%

125

174

13

44

216

230

205

62

272

277

60

15

238

114

275

14

172

29

10

165

Country

Australia

Australia

Australia

Australia

China

Hong Kong

Japan

Japan

China

Hong Kong

New Zealand

Australia

China

New Zealand

Taiwan

Australia

China

Hong Kong

Australia

China

Highest Capital Adequacy RatioCapitalAdequacy

RatioCommercial BankRank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20



Bank of Nanjing


Shinkin Central Bank

Kotak Mahindra Bank

Rokinren Bank

Bank of Beijing




Alliance Financial Group



Huishang Bank

HDFC Bank

Bank Central Asia

Bank Mandiri

Chong Hing Bank

Bank CIMB Niaga

AB300Rank2009

48.1%

35.6%

24.1%

24.0%

22.9%

22.8%

20.3%

19.7%

19.0%

17.1%

16.9%

16.4%

16.2%

16.2%

15.8%

15.8%

15.8%

15.7%

15.6%

15.6%

290

228

224

270

16

287

88

74

218

201

258

294

29

84

181

109

168

129

277

268

Country

Japan

Japan

China

China

Japan

India

Japan

China

Hong Kong

Hong Kong

Pakistan

Malaysia

Hong Kong

Taiwan

China

India

Indonesia

Indonesia

Hong Kong

Indonesia



THE ASIAN BANKER

List of Asia Pacifi c’s Strongest Banks

Australia Westpac Banking Corporation 15 9 1Bendigo and Adelaide Bank 125 32 2Commonwealth Bank of Australia 13 40 3Australia and New Zealand Banking Group 14 51 4St George Bank 44 54 5Bank of Queensland 174 90 6ING Bank (Australia) 126 100 7National Australia Bank 10 110 8Suncorp-Metway 67 114 9Citibank (Australia) 225 117 10Macquarie Group 43 176 11Bank of Western Australia 94 207 12Deutsche Bank (Australia) 189 231 13

China Bank of Nanjing 224 4 1China CITIC Bank 25 6 2China Construction Bank 5 10 3Bank of Ningbo 208 13 4China Merchants Bank 20 14 5Industrial Bank 28 20 6Huishang Bank 181 22 7Industrial and Commercial Bank of China 3 26 8Hua Xia Bank 41 27 9Bank of China 7 31 10Bank of Communications 12 33 11Bank of Tianjin 209 38 12Chinese Mercantile Bank 270 43 13China Minsheng Banking Corporation 27 46 14Shanghai Pudong Development Bank 23 47 15Bank of Shanghai 78 57 16Bank of Jiangsu 123 58 17Bank of Hangzhou 212 62 18Bank of Beijing 74 64 19HSBC Bank (China) 165 67 20Dongguan City Commercial Bank 271 78 21China Everbright Bank 34 82 22China Bohai Bank 272 85 23China Zheshang Bank 238 87 24Shanghai Rural Commercial Bank 151 89 25Changsha City Commercial Bank 292 94 26Shenzhen Development Bank 63 107 27Guangdong Development Bank 53 114 28Evergrowing Bank 203 146 29Bank of East Asia (China) 191 148 30Agricultural Bank of China 6 152 31Ping An Bank 172 158 32Standard Chartered Bank (China) 216 162 33Beijing Rural Commercial Bank 142 166 34Jiangnan Rural Credit Cooperatives of Wuhan 284 172 35Rural Credit Cooperatives Union of Shunde 259 195 36Bank of Dalian 235 204 37

Hong Kong Citibank (Hong Kong) 211 17 1Hang Seng Bank 48 30 2Hongkong and Shanghai Banking Corporation 9 39 3Shanghai Commercial Bank 218 72 4Nanyang Commercial Bank 201 87 5Industrial and Commercial Bank of China (Asia) 152 97 6Standard Chartered Bank (Hong Kong) 56 98 7BOC Hong Kong Holdings 29 123 8CITIC Ka Wah Bank 202 146 9Wing Hang Bank 190 152 10Chong Hing Bank 277 156 11Fubon Bank (Hong Kong) 281 169 12Wing Lung Bank 230 210 13Bank of East Asia 80 220 14Dah Sing Banking Group 214 223 15 India HDFC Bank 109 1 1Punjab National Bank 83 2 2Union Bank of India 127 7 3Corporation Bank 188 11 4Bank of India 93 18 5AXIS Bank 133 19 6Citibank (India) 193 28 7HSBC (India) 204 36 8State Bank of India 17 42 9Indian Bank 213 48 10Indian Overseas Bank 153 50 11Bank of Baroda 90 55 12Standard Chartered Bank (India) 207 80 13Canara Bank 96 91 14Oriental Bank of Commerce 162 100 15Dena Bank 261 105 16Punjab and Sind Bank 280 105 16ICICI Bank 46 119 18Jammu and Kashmir Bank 300 128 19UCO Bank 164 132 20Andhra Bank 248 142 21Allahabad Bank 177 160 22Kotak Mahindra Bank 287 179 23Bank of Maharashtra 239 184 24Central Bank of India 150 185 25Syndicate Bank 141 202 26United Bank of India 252 219 27

Indonesia Bank Central Asia 168 5 1Bank Mandiri 129 52 2Bank Negara Indonesia 185 94 3Bank Rakyat Indonesia 167 117 4Bank Danamon 263 123 5Bank CIMB Niaga 268 181 6

Name AB300 Rank2009

Strength Rank2009

Strength Rank

(in the country)

Name AB300 Rank2009

Strength Rank2009

Strength Rank

(in the country)

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List of Asia Pacifi c’s Strongest BanksName AB300

Rank2009

Strength Rank2009

Strength Rank

(in the country)

Name AB300 Rank2009

Strength Rank2009

Strength Rank

(in the country)

Japan San-In Godo Bank 103 64 1Sumitomo Trust and Banking 18 75 2Shinkumi Federation Bank 99 82 3Citibank (Japan) 62 85 4Rokinren Bank 88 99 5Yamaguchi Bank 81 103 6Shizuoka Bank 45 121 7Chugoku Bank 69 125 8Yamanashi Chuo Bank 137 128 9Shoko Chukin Bank 37 134 10Higo Bank 106 137 11Bank of Kyoto 59 139 12Kagoshima Bank 119 141 13Sumitomo Mitsui Financial Group 4 143 14Gunma Bank 68 145 15Bank of Fukuoka 49 150 16Chiba Bank 39 152 1777 Bank 71 152 17Iyo Bank 79 158 19Yamaguchi Financial Group 51 160 20Mitsubishi UFJ Financial Group 1 162 21Bank of Yokohama 30 162 21Daishi Bank 91 165 23Hachijuni Bank 66 166 24Orix Corporation 47 168 25Chuo Mitsui Trust Holdings 26 169 26Resona Holdings 11 172 27Suruga Bank 120 175 28Hiroshima Bank 64 177 29Keiyo Bank 116 178 30Mizuho Financial Group 2 180 31Bank of Nagoya 124 183 32Tajima Bank 273 185 33Shinkin Central Bank 16 187 34Norinchukin Bank 8 188 35Sony Bank 205 189 36Hyakujushi Bank 105 191 37Toho Bank 128 191 37Hokuriku Bank 73 193 39Kiyo Holdings 107 194 40Awa Bank 138 196 41Hokuhoku Financial Group 42 197 42Nishi-Nippon City Bank 57 197 42Fukuoka Financial Group 35 199 44Joyo Bank 52 199 44Bank of the Ryukyus 196 201 46Naganoken Credit Cooperative 288 203 47Hyakugo Bank 98 205 48Hokuyo Bank 61 206 49Bank of Okinawa 199 208 50Trust and Custody Services Bank 290 208 50First Bank of Toyama 251 213 52Hokkaido Bank 101 215 53Aozora Bank 65 216 54Japan Trustee Services Bank 228 216 54Bank of Saga 170 218 56

Taiko Bank 221 221 57Juroku Bank 95 225 58Shinsei Bank 36 226 59Ogaki Kyoritsu Bank 102 228 60Akita Bank 154 228 60Momiji Bank 135 232Aichi Bank 139 233 63Musashino Bank 111 235 64Tokyo Shinkin Bank 298 235 64Ashikaga Bank 92 238 66Hokkoku Bank 121 238 66Nagano Shinkin Bank 293 242 68MIE Bank 192 244 69Senshu Bank 156 245 70Bank of Iwate 144 246 71Shiga Bank 97 247 72Minato Bank 132 248 73Nagano Bank 264 249 74Nanto Bank 86 251 75Yachiyo Bank 163 252 76Yamagata Bank 176 254 77Kiyo Bank 112 255 78Kansai Urban Banking Corporation 110 256 79Sapporo Hokuyo Holdings 54 258 80Tottori Bank 274 258 80Tokyo Star Bank 180 261 82Sendai Bank 283 262 83Tomato Bank 269 263 84Tochigi Bank 146 264 85Fukui Bank 160 265 86Chukyo Bank 186 266 87Saikyo Bank 291 267 88Eighteenth Bank 149 268 89Chiba Kogyo Bank 161 268 89Shinwa Bank 169 268 89Hokuetsu Bank 158 271 92Oita Bank 136 272 93eBANK 276 273 94Higashi-Nippon Bank 179 274 95Ehime Bank 187 274 95Miyazaki Bank 175 276 97Miura Fujisawa Shinkin Bank 295 277 98Bank of Ikeda 140 278 99Kagawa Bank 223 279 100Kita-Nippon Bank 231 279 100Kumamoto Family Bank 232 279 100Tokyo Tomin Bank 145 283 103Tokushima Bank 229 284 104Biwako Bank* 243 284 104Shikoku Bank 143 286 106Aomori Bank 159 286 106Kirayaka Bank 237 286 106Shimizu Bank 210 289 109Shonai Bank 260 289 109Daisan Bank 182 291 111Ibarakiken Credit Cooperative 244 292 112Michinoku Bank 178 293 113Takinogawa Shinkin Bank 297 294 114

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THE ASIAN BANKER

List of Asia Pacifi c’s Strongest Banks

Kanto Tsukuba Bank 219 295 115Hokuto Bank 246 296 116Towa Bank 184 297 117Gifu Bank 279 298 118Ibaraki Bank 285 299 119Bank of Kochi 265 300 120 Malaysia Public Bank 77 3 1HSBC Bank(Malaysia) 206 12 2Maybank 55 14 3Standard Chartered Bank (Malaysia) 233 36 4Hong Leong Financial Group 157 40 5Citibank (Malaysia) 226 45 6OCBC Bank (Malaysia) 222 49 7Bank Kerjasama Rakyat Malaysia 241 56 8Affi n Bank 267 61 9RHB Capital 134 63 10Alliance Financial Group 294 73 11Bumiputra-Commerce Holdings 76 77 12United Overseas Bank (Malaysia) 245 131 13AMMB Holdings 147 139 14EON Capital 234 143 15BIMB Holdings 296 189 16

New Zealand ANZ National Bank 60 7 1Bank of New Zealand 114 14 2 Pakistan National Bank of Pakistan 258 102 1Habib Bank 266 114 2United Bank 299 125 3 Philippines Land Bank of the Philippines 289 96 1Metropolitan Bank and Trust 198 113 2Bank of The Philippine Islands 220 135 3Banco de Oro Unibank 195 174 4

Singapore United Overseas Bank 31 21 1Oversea-Chinese Banking Corporation 32 24 2DBS Group 24 33 3Citibank (Singapore) 122 53 4

South Korea Kyongnam Bank 197 29 1Citibank (Korea) 87 60 2Korea Exchange Bank 50 67 3Busan Bank 166 70 4Kookmin Bank 21 75 5

Standard Chartered Bank (Korea) 75 79 6Industrial Bank of Korea 38 80 7Daegu Bank 173 107 8Shinhan Financial Group 22 112 9Woori Financial Group 19 133 10Hana Financial Group 33 138 11Kwangju Bank 236 151 12Korean Federation of Community Credit Cooperatives 247 249 13Suhyup Bank 200 253 14 Taiwan Taipei Fubon Commercial Bank 115 35 1Shanghai Commercial and Savings Bank 130 59 2Hua Nan Commercial Bank 85 69 3First Commercial Bank 82 70 4Land Bank of Taiwan 72 73 5Bank of Taiwan 40 92 6Chinatrust Commercial Bank 84 103 7Industrial Bank of Taiwan 275 109 8Chang Hwa Commercial Bank 100 122 9Mega International Commercial Bank 70 125 10Cathay United Bank 104 171 11Taiwan Cooperative Bank 58 181 12E. Sun Commercial Bank 155 210 13China Development Financial Holding 253 212 14Taishin International Bank 148 214 15Far Eastern International Bank 254 222 16Bank SinoPac 131 223 17Taiwan Business Bank 118 227 18Ta Chong Bank 262 230 19Standard Chartered Bank (Taiwan) 215 233 20Yuanta Commercial Bank 257 237 21Agricultural Bank of Taiwan 227 240 22Taichung Commercial Bank 278 241 23Taiwan Shin Kong Commercial Bank 240 257 24EnTie Commercial Bank 282 260 25Union Bank of Taiwan 256 279 26

Thailand Bangkok Bank 89 23 1Kasikornbank 113 24 2Siam Commercial Bank 117 44 3Krung Thai Bank 108 66 4Standard Chartered Bank (Thailand) 286 82 5Bank of Ayudhya 171 120 6Thanachart Bank 255 136 7Siam City Bank 242 149 8TMB Bank 194 242 9 Vietnam Vietnam Bank for Agriculture and Rural Development 183 93 1Vietnam Bank for Industry and Trade 250 110 2Vietnam Bank for Foreign Trade 249 128 3Bank for Investment and Development of Vietnam 217 156 4

115115116116117117118118119119120120

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Name AB300 Rank2009

Strength Rank2009

Strength Rank

(in the country)

Name AB300 Rank2009

Strength Rank2009

Strength Rank

(in the country)



Due to the 22.5% weightage given to asset, loan

and deposit growth in The Asian Banker 300

(AB300) strength formula, this year’s strength ranking

seems to heavily favour banks in emerging markets.

Where last year there were 10 banks in the top 20

from developed markets of Australia, Hong Kong,

Singapore, South Korea and Taiwan, this year only

Citibank (Hong Kong) and Westpac Banking Corpora-

tion from Australia made it onto the list from these

markets (two banks from New Zealand also crept

up). Hongkong and Shanghai Banking Corporation,

Oversea-Chinese Banking Corporation and Hang Seng

Bank, which last year were in the top three spots, are

this year at positions 39, 24 and 30 respectively.

The rearranging of these three banks has oc-

curred because of their low scores in loan growth

and deposit growth, and they have been replaced in

the top 20 by banks that have grown aggressively in

these areas, such as the fastest-growing financial

institutions in India (six, including the top two),

China (six), Malaysia (three) and Indonesia (one).

Banks in these markets scored high in either asset

growth, loan growth, deposit growth, profit growth

or all four indicators.

But important questions remain now about

whether strong growth in assets and loans will re-

main a sign of true strength going forward as the

economies of the region react to the global eco-

nomic slowdown. Asset growth, in particular, is not

on a rolling scale that penalizes overly high growth

as it would low asset growth, although this may be

included in future scorecards. But doing this will be

difficult, given the fact that export-led economies

operate on different dynamics from the many markets

in the Asia Pacific region that are fuelled by internal

demand. A major economy like China, meanwhile,

No time to stand stillThis year’s strength ranking separates banks that are growing from the ones that are waiting

By Peter Hofl ich


THE ASIAN BANKER


Notes: 5 = Highest, 0 = Lowest We have changed the ranking formula to include liquidity indicators.* Risk Index = [E(ROA) + Equity / Assets] / Std. Dev. (ROA).

E(ROA) is the expected return on assets, calculated as the average ROA in the past 5 financial years. Std. Dev (ROA) is the standard deviation of ROA which measures the variability of profitability.

The Risk Index measures how much a bank's earnings can decline until book value becomes negative. Expressed in units of standard deviation of ROA. The Risk Index gauges banks' ability to absorb accounting losses.

Parameters for comparison - Scoring #

5.0Weight 4.04.5 2.02.5 1.01.5 0.00.53.03.5

Measurement range

Assets

YoY Growth in Loans

YoY Growth in Deposits

Risk Index

Capital Adequacy Ratio (CAR)

YoY Growth in Operating Profits

Return on Assets Ratio (ROA)

Cost-to-Income Ratio (CIR)

Non-interest Income / Total Operating Income

Loan Loss Reserve / Gross Non-performing Loans

Non-performing Loan Ratio (NPL)

Liquid Asset / Total Asset

Scale

Liquidity

Balancesheetgrowth

Risk profile

Profitability

Assetquality

> US$100 Bn

No. 1-25

No. 1-25

> 80

> 18%

> 50% & L-P

> 1.6%

< 35%

45-55%

> 100%

< 0.5%

> 24%

US$50-100 Bn

No. 26-50

No. 26-50

60 - 80

16 - 18%

40 - 50%

1.4- 1.6%

35 - 40%

40 - 45% or55 - 60%

90 -100%

0.5 - 1.0%

11.2 - 24%

US$35-50 Bn

No. 51-75

No. 51-75

45 - 60

14 - 16%

35 - 40%

1.2 - 1.4%

40 - 45%

35 - 40% or60 - 65%

80 - 90%

1.0 - 1.5%

6.1 - 11.2%

US$30-35 Bn

No. 76-100

No. 76-100

35 - 45

12 - 14%

30 - 35%

1.1 - 1.2%

45 - 50%

30 - 35% or65 - 70%

70 - 80%

1.5 - 2.5%

3.4 - 6.1%

US$25-30 Bn

No. 101-125

No. 101-125

30 - 35

11 - 12%

25 - 30%

1.0 - 1.1%

50 - 55%

25 - 30% or70 - 75%

60 - 70%

2.5 - 3.5%

1.8 - 3.4%

US$20-25 Bn

No. 126-150

No. 126-150

25 - 30

10 - 11%

20 - 25%

0.9 - 1.0%

55 - 60%

20 - 25% or75 - 80%

50 - 60%

3.5 - 5.0%

0.8 - 1.8%

US$15-20 Bn

No. 151-175

No. 151-175

20 - 25

9 - 10%

15 - 20%

0.7 - 0.9%

60 - 65%

15 - 20% or80 - 85%

40 - 50%

5.0 - 7.5%

0.3 - 0.8%

US$10-15 Bn

No. 176-200

No. 176-200

15 - 20

8 - 9%

10 - 15%

0.5 - 0.7%

65 - 70%

10 - 15% or85 - 90%

30 - 40%

7.5 - 10%

0.1 - 0.3%

US$5-10 Bn

No. 201-225

No. 201-225

10 - 15

6 - 8%

5 - 10%

0.3 - 0.5%

70 - 75%

5 - 10% or90 - 95%

20 - 30%

10 - 12.5%

0.05 - 0.1%

< US$5 Bn

No. 226-250

No. 226-250

5 - 10

0 - 6%

0 - 5%

0 - 0.3%

75 - 80%

0 - 5% or95 - 100%

10 - 20%

12.5 - 15%

0 - 0.%

n.a.

No. 251-300

No. 251-300

< 5

< 0%

< 0% &P-L & L-L

< 0%

> 80%

< 0%

< 10%

> 15%

n.a.

12.5%

5.0%

5.0%

15.0%

10.0%

7.5%

7.5%

10.0%

7.5%

7.5%

7.5%

5.0%

Asia Pacifi c’s Strongest Banks Scorecard


operates on dynamics that are increasingly difficult

to comprehend—or believe.

Comparisons between last year’s AB300

strength ranking and this year’s are somewhat

relative, given one key change in the formula: the

addition of the proportion of liquid assets to total

assets with a 5% weightage (although this factor

has not impacted the scores of last year’s top

banks, as they all earned high marks for liquid-

ity). To balance this new category, we dropped our

weighing of asset growth to 12.5%, from 15%, so

as to give less of a penalty to small banks, and the

proportion of non-interest income to total operation

income to 7.5%, from 10%.

The value of liquidityGiven the emphasis that liquidity has played in the way

markets view banks, it would be impossible to keep it

out of the strength ranking, and we have decided to

introduce an evaluation of banks’ percentage of liquid

assets to total assets into the scorecard this year.

But liquidity ratio is also a double-edged sword;

high liquidity may give clients and investors reas-

surance that a bank is watertight, but investors are

now beginning to wonder when banks will begin

to deploy capital more efficiently (or strategically)

instead of using it as a buffer against potential

troubles. The banks in Singapore, Thailand, India,

Vietnam and Hong Kong, which lead the region in



the level of liquid assets to total assets, will see

their profitability affected as long as they continue

to sit on expensive capital cushions.

The point about deploying tightly-held capital

was made at the 1H results briefing of Singapore’s

DBS Holdings, which raised $2.7 billion in a rights

issue in January; it was a question that the bank’s

chairman Koh Boon Hwee could not answer. The

four Singapore’s banks in the AB300 have shown the

highest average liquidity ratio, at 17.5% (it is much

higher for local banks, which range from 18.3% to

26.7%). Other markets that have average bank liquid-

ity ratios in the double digits are Thailand (14.1%),

India (10.7%) and Vietnam (10.5%).

The tendency for Asian banks to be thrifty has

been shown not just by the recent slowdown in some

of their lending in but also in the near total lack of

acquisitions by banks around the region, especially

since capital-raising exercises began. Even by the

end of the first half of 2009, the only Asia Pacific

bank to make an acquisition of any real size has been

ANZ Group, which bought 54 of RBS’ branches in six

markets for $550 million, a move it has been waiting

many years to make. But given the general behaviour

of banks around the region, we expect capital and

liquidity to remain important priorities for banks and

may even see the liquidity ratio of Asia’s banks grow

by the end of the year.

Similarly, banks around Asia have kept very high

capital. And while the country in the region with banks

holding the highest total CAR is Indonesia, where the

average is 14.6%, it is closely followed by familiar

face Singapore, at 14.4%. Other markets where the

banks hold very high capital averages are Hong Kong

(14.3%), the Philippines (13.9%), and Malaysia and

Thailand (both with 13.3%).

Country to countryWith emerging market banks that still have strong loan

and deposit growth forming the top of the ranking,

the more developed markets are filling out more of

the bottom rankings. Given their low growth in any of

the asset, loan, deposit or profit growth categories, it

is no surprise that Japanese banks fill out the bottom

of the strength ranking—76 banks in the bottom 100

are from Japan—as they do with other indicators such

as cost to income ratio, non-interest income to total

income, ROA and ROE. Taiwanese banks are also par-

ticularly weak, with 14 of the 26 banks in the AB300

sitting in the bottom 100 for strength ranking.

Profits for banks all around the region will also

be highly affected by the expected rise of fresh NPLs

resulting from trade contractions at Asia’s many ex-

port-driven economies, or from the impact a fall in

commodities prices will have on the region’s natural

resources producers. Bad loans are expected to crop

up in China, where banks in a single quarter in 2009

have given out nearly as many loans as they have in all

of 2008. But NPLs have yet to rear their ugly heads

in this ranking, with only five banks reporting bad

loan ratios in the double digits (one each in Japan,

Malaysia, Pakistan, Thailand and Vietnam). When

they do, they will come from a low base and are not

expected to impact core capital significantly.

It is mostly the banks of Australia and Hong Kong

that are at the top end of the NPL growth chart, with

sharp rises in Korea as well, although it is clear that

the numbers are creeping up steadily around the

region as a whole—the banks at the 20th position in

the NPL chart this year have levels of 0.6%, while one

year ago they showed half of that figure.

Not as bad as 1997Chatter coming from the West has compared the cur-

rent situation to the Great Depression of the 1930s,

with battle-hardened CEOs crying that they’ve never

seen things as bad as this. With memories of the

Asian Financial Crisis fresh in Asian bankers’ minds,

it is clear that 2009 has not been as bad as either

1997 or 1930. There are even indications that some

Japanese banks may become profitable in 2010. But

with the country’s population aging, reforms stalling,

and the banks groaning under some of the highest

cost-to-income ratios in the region, it is unlikely that

they will ever regain their former highs.

Things also look tough for China’s banks, which

have experienced the price competition and margin

compression that comes with aggressive loan growth;

next up one could expect a hit to profitability as

well when lending inevitably slows (not to mention

the inevitable surge in NPLs). Given these special

circumstances, China’s banks may also never be as

profitable again as they have been this year. And so,

if Asia has two tarnished giants in 2010, whose turn

will it be to shine next?

It is mostly the banks of Australia and Hong Kong that are at the top end of the NPL growth chart.




THE ASIAN BANKER

Asia Pacifi c’s Strongest Banks

*Risk Index = [E(ROA) + Equity/Assets] / Std. Dev. (ROA) • E(ROA) is the expected return on assets, calculated as the average ROA in the past fi ve fi nancial years. • Std. Dev. (ROA) is the standard deviation of ROA which measures the variability of profi tability. • The Risk Index measures how much a bank’s earnings can decline until book value becomes negative. Expressed in units of standard deviations of ROA, the Risk Index gauges banks’ ability to absorb accounting losses. • Scores are only shown to two decimal places, but rankings refl ect full information.

1

2

3

4

5

6

7

7

9

10

11

12

13

14

14

14

17

18

19

20

21

22

23

24

24

26

27

28

29

30

31

32

33

33

35

36

36

38

39

40

40

42

43

44

45

46

47

48

49

50

HDFC Bank


Public Bank

Bank of Nanjing

Bank Central Asia

China CITIC Bank

ANZ National Bank

Union Bank of India



Corporation Bank

HSBC Bank(Malaysia)

Bank of Ningbo


Maybank

Bank of New Zealand

Citibank (Hong Kong)*

Bank of India

AXIS Bank

Industrial Bank


Huishang Bank

Bangkok Bank


Kasikornbank


Hua Xia Bank

Citibank (India)*

Kyongnam Bank

Hang Seng Bank

Bank of China



DBS Group


HSBC (India)*


Bank of Tianjin*



Hong Leong Financial Group

State Bank of India



Citibank (Malaysia)



Indian Bank*

OCBC Bank (Malaysia)

Indian Overseas Bank

37,850

52,335

56,629

13,712

22,426

173,844

71,106

33,222

304,608

1,105,471

17,933

15,247

15,109

229,976

77,685

37,145

14,589

46,715

30,481

149,372

127,113

19,212

48,043

126,032

37,353

1,427,610

107,049

17,262

16,524

98,332

1,017,130

33,270

392,554

178,375

37,037

15,592

12,718

15,028

549,652

337,790

24,134

269,286

9,357

35,574

13,319

153,651

191,588

14,507

13,820

24,987

4.0

4.5

4.5

1.5

2.5

5.0

4.5

3.5

5.0

5.0

2.0

2.0

2.0

5.0

4.5

4.0

1.5

4.0

3.5

5.0

5.0

2.0

4.0

5.0

4.0

5.0

5.0

2.0

2.0

4.5

5.0

3.5

5.0

5.0

4.0

2.0

1.5

2.0

5.0

5.0

2.5

5.0

1.0

4.0

1.5

5.0

5.0

1.5

1.5

2.5

56.1%

30.3%

19.2%

31.0%

35.8%

15.0%

11.2%

30.0%

14.0%

15.7%

23.8%

14.3%

34.5%

30.3%

17.0%

10.2%

18.0%

26.0%

37.1%

24.7%

7.7%

37.2%

15.0%

11.9%

18.7%

12.1%

15.8%

16.8%

10.0%

6.7%

15.8%

188.4%

19.9%

16.6%

14.7%

29.4%

5.3%

17.1%

6.1%

14.5%

9.1%

24.4%

51.7%

6.5%

-3.2%

16.9%

27.1%

37.2%

13.4%

23.9%

42.7%

25.3%

16.9%

23.2%

10.8%

20.2%

10.1%

33.6%

13.6%

19.4%

28.7%

12.8%

37.3%

32.5%

14.3%

7.2%

4.7%

26.0%

41.3%

25.3%

10.5%

26.2%

3.5%

6.0%

23.5%

19.0%

10.6%

21.6%

25.4%

8.3%

16.0%

95.3%

20.4%

11.1%

18.5%

22.7%

7.4%

19.1%

4.5%

20.4%

10.6%

30.7%

91.9%

7.2%

2.5%

17.1%

23.4%

29.0%

16.6%

18.6%

India

India

Malaysia

China

Indonesia

China

New Zealand

India

Australia

China

India

Malaysia

China

China

Malaysia

New Zealand

Hong Kong

India

India

China

Singapore

China

Thailand

Singapore

Thailand

China

China

India

S.Korea

Hong Kong

China

Australia

China

Singapore

Taiwan

India

Malaysia

China

Hong Kong

Australia

Malaysia

India

China

Thailand

Malaysia

China

China

India

Malaysia

India

5.0

4.5

4.0

5.0

5.0

3.5

2.5

4.5

3.0

3.5

4.0

3.0

5.0

4.5

3.5

2.5

3.5

4.5

5.0

4.5

2.0

5.0

3.5

3.0

4.0

3.0

3.5

3.5

2.5

2.0

3.5

5.0

4.0

3.5

3.0

4.5

1.5

3.5

1.5

3.0

2.5

4.5

5.0

2.0

0.0

3.5

4.5

5.0

3.0

4.0

483.51

51.64

51.60

31.08

75.70

28.72

139.46

35.60

88.86

44.98

100.88

59.65

90.75

14.27

77.29

79.61

n.a.

15.41

n.a.

18.21

33.67

36.62

136.96

41.27

54.12

28.38

93.90

42.57

113.95

29.16

42.03

37.95

16.36

27.36

30.82

29.18

32.29

62.48

24.49

n.a.

201.33

109.13

n.a.

26.02

35.06

43.79

13.34

34.23

52.81

74.66

5.0

4.0

4.0

3.0

4.5

2.5

5.0

3.5

5.0

3.5

5.0

4.0

5.0

1.0

4.5

4.5

1.5

1.5

1.5

1.5

3.0

3.5

5.0

3.5

4.0

2.5

5.0

3.5

5.0

2.5

3.5

3.5

1.5

2.5

3.0

2.5

3.0

4.5

2.0

1.5

5.0

5.0

1.5

2.5

3.5

3.5

1.0

3.0

4.0

4.5

5.0

4.5

3.5

4.0

3.0

4.0

3.0

4.5

3.0

4.0

4.5

3.0

5.0

4.5

3.5

2.0

2.0

4.5

5.0

4.5

3.0

4.5

1.5

2.0

4.0

3.5

3.0

4.0

4.5

2.5

3.5

5.0

4.0

3.0

3.5

4.0

2.0

3.5

2.0

4.0

3.0

4.5

5.0

2.0

1.0

3.5

4.0

4.5

3.5

3.5

1.4%

1.1%

1.5%

1.1%

2.5%

0.8%

1.1%

1.1%

1.0%

1.2%

1.2%

1.6%

1.4%

1.0%

1.3%

1.3%

n.a.

0.9%

n.a.

0.8%

1.3%

0.8%

1.3%

1.2%

1.6%

0.8%

0.4%

2.0%

1.0%

2.1%

0.9%

0.7%

0.8%

0.9%

0.3%

1.5%

1.3%

0.7%

1.5%

n.a.

1.0%

0.9%

n.a.

1.9%

1.4%

0.6%

0.7%

1.4%

1.2%

1.3%

8.3%

6.2%

5.2%

12.1%

9.5%

8.1%

8.0%

5.4%

4.4%

6.2%

5.7%

6.5%

8.5%

5.1%

7.5%

5.4%

5.5%

6.1%

6.9%

4.8%

7.4%

9.1%

10.5%

8.0%

8.7%

6.2%

3.7%

10.9%

6.0%

6.0%

7.0%

6.4%

5.6%

7.9%

6.5%

10.7%

4.7%

5.4%

4.8%

5.1%

7.4%

5.7%

14.3%

10.3%

7.3%

5.1%

3.2%

7.1%

6.5%

5.9%

0.02%

0.14%

0.13%

0.42%

0.16%

0.31%

0.06%

0.18%

0.06%

0.16%

0.07%

0.14%

0.11%

0.42%

0.11%

0.08%

n.a.

0.46%

n.a.

0.31%

0.26%

0.27%

0.09%

0.22%

0.19%

0.25%

0.04%

0.30%

0.06%

0.28%

0.19%

0.19%

0.39%

0.32%

0.22%

0.42%

0.19%

0.10%

0.26%

n.a.

0.04%

0.06%

n.a.

0.47%

0.25%

0.13%

0.29%

0.25%

0.15%

0.10%

Strength Rank 2009

E(ROA)Commercial Bank Country Equity-to-Asset Ratio

Score(15%)

RiskIndex

Std. Dev. (ROA)

Score(12.5%)

$million

AssetsScore(5%)

Change

LoansScore(5%)

Change

Deposits Risk Index*

109

83

77

224

168

25

60

127

15

5

188

206

208

20

55

114

211

93

133

28

31

181

89

32

113

3

41

193

197

48

7

125

12

24

115

204

233

209

9

13

157

17

270

117

226

27

23

213

222

153

AB300 Rank 2009

1 t

o 5

0



1

2

3

4

5

6

7

7

9

10

11

12

13

14

14

14

17

18

19

20

21

22

23

24

24

26

27

28

29

30

31

32

33

33

35

36

36

38

39

40

40

42

43

44

45

46

47

48

49

50

4.0

4.0

3.5

5.0

4.0

4.0

3.0

3.5

2.5

3.5

3.5

3.5

1.5

3.0

4.0

2.5

4.0

3.5

3.5

3.0

4.0

4.0

3.5

4.0

4.0

3.5

3.0

3.5

3.0

3.5

3.5

2.5

3.5

4.0

3.0

2.5

3.5

3.0

3.5

3.0

1.5

1.5

5.0

4.0

3.5

2.0

2.0

3.5

3.0

3.5

4.5

4.5

1.0

5.0

2.5

4.0

0.0

3.0

0.0

2.0

2.5

2.0

3.5

3.5

0.5

0.5

4.5

5.0

1.5

3.0

0.0

2.0

0.5

0.0

0.5

2.5

1.0

5.0

2.5

0.0

0.0

4.5

2.0

0.0

5.0

4.5

3.0

5.0

0.0

0.0

1.5

3.0

5.0

2.5

4.0

2.0

4.5

3.0

2.0

2.0

4.5

4.0

4.5

5.0

5.0

4.0

3.0

4.0

2.5

4.0

3.5

5.0

4.5

4.5

3.5

4.0

5.0

4.5

4.5

4.0

3.0

3.0

4.0

2.5

4.0

3.5

1.0

5.0

3.0

5.0

3.0

1.0

3.5

2.0

1.5

5.0

5.0

2.0

4.0

3.0

3.0

2.5

5.0

5.0

5.0

2.0

3.5

5.0

4.0

3.5

3.0

4.0

5.0

5.0

4.0

5.0

4.0

4.0

3.5

4.5

4.5

4.0

4.0

4.5

4.0

4.5

4.5

4.5

4.0

4.5

4.5

4.5

3.5

4.0

3.0

4.5

4.0

4.5

4.0

5.0

3.5

1.5

5.0

4.0

3.5

4.0

4.5

5.0

4.5

3.5

4.0

3.0

5.0

3.5

4.0

4.0

4.5

3.5

4.5

4.0

3.5

3.0

2.5

2.0

2.5

1.5

3.5

3.0

3.5

2.0

4.0

5.0

2.0

2.0

4.0

3.5

5.0

3.5

4.5

1.5

3.5

3.0

2.5

3.5

3.5

2.0

2.5

4.0

2.0

3.5

3.0

3.0

1.5

3.0

3.0

4.5

5.0

1.0

4.0

4.5

4.0

4.5

1.5

3.5

4.0

1.5

1.0

4.0

4.0

3.5

3.5

4.0

5.0

5.0

5.0

5.0

5.0

4.0

5.0

5.0

4.0

5.0

5.0

5.0

5.0

5.0

5.0

3.5

4.5

5.0

5.0

5.0

5.0

5.0

4.0

5.0

5.0

1.5

5.0

3.0

5.0

5.0

5.0

5.0

3.5

3.5

4.5

5.0

4.0

5.0

5.0

1.5

2.5

4.0

5.0

5.0

5.0

2.5

4.0

2.0

3.5

3.5

4.0

3.5

4.5

4.0

5.0

3.5

5.0

3.5

4.0

3.5

4.5

4.0

2.5

5.0

4.5

3.5

4.0

4.5

3.5

4.0

2.5

3.5

2.5

3.5

3.5

3.5

4.5

4.0

3.0

5.0

3.5

3.5

4.5

3.5

3.0

3.0

4.0

5.0

3.5

1.5

4.5

2.0

3.0

4.0

4.0

4.0

3.0

3.0

15.8%

14.3%

13.7%

24.1%

15.8%

14.3%

11.7%

13.3%

10.8%

12.2%

13.8%

13.4%

n.a.

11.3%

14.5%

10.8%

14.3%

13.1%

13.7%

11.3%

15.3%

15.8%

13.8%

15.2%

15.1%

13.0%

11.4%

12.0%

11.8%

12.5%

13.4%

10.4%

13.5%

14.0%

11.2%

10.6%

13.8%

11.5%

13.4%

11.6%

n.a.

n.a.

24.0%

15.2%

13.7%

9.2%

9.1%

13.2%

11.6%

13.2%

44.7%

41.9%

5.8%

66.0%

21.1%

35.7%

-2.3%

26.2%

-5.6%

19.8%

20.0%

18.0%

34.3%

31.3%

4.7%

4.5%

44.3%

60.6%

10.4%

29.8%

-9.7%

18.3%

3.3%

-23.5%

3.6%

24.9%

9.5%

105.0%

24.1%

-23.2%

-0.3%

48.2%

16.9%

-12.1%

63.7%

48.6%

29.2%

78.6%

-8.6%

-4.4%

13.6%

28.0%

86.3%

21.1%

38.7%

17.5%

42.2%

28.3%

17.4%

16.8%

1.4%

1.4%

1.4%

1.7%

2.6%

1.2%

1.0%

1.2%

1.0%

1.3%

1.2%

1.7%

1.5%

1.5%

1.2%

1.3%

3.0%

1.5%

1.4%

1.2%

1.1%

1.1%

1.2%

1.0%

1.4%

1.2%

0.5%

2.4%

1.0%

1.9%

1.0%

0.4%

1.2%

0.8%

0.5%

1.8%

1.6%

0.8%

1.3%

1.0%

1.0%

1.0%

2.1%

1.8%

1.7%

0.8%

1.2%

1.7%

1.3%

1.2%

52.1%

42.0%

32.3%

25.4%

42.0%

32.9%

42.3%

41.6%

47.3%

36.3%

35.7%

41.3%

40.2%

36.6%

44.2%

40.0%

39.0%

38.3%

43.5%

35.4%

38.8%

38.7%

48.8%

44.7%

50.7%

36.0%

41.5%

36.1%

43.2%

28.5%

49.9%

65.1%

33.6%

44.6%

48.2%

42.2%

39.8%

26.3%

39.6%

47.8%

42.1%

52.7%

12.1%

47.1%

40.1%

43.4%

37.3%

45.2%

39.1%

44.2%

31.7%

28.8%

21.8%

17.7%

23.8%

10.6%

30.6%

28.4%

34.2%

16.6%

39.3%

52.3%

15.1%

15.6%

35.1%

30.7%

46.4%

31.9%

44.3%

12.0%

30.9%

26.4%

24.9%

32.3%

30.3%

15.2%

23.4%

39.4%

19.5%

31.6%

28.8%

28.9%

14.7%

28.2%

29.8%

41.7%

53.9%

7.4%

37.3%

42.3%

38.0%

42.4%

13.4%

33.2%

37.5%

13.0%

8.8%

35.8%

35.4%

34.7%

70.0%

82.4%

160.0%

175.0%

416.7%

142.9%

233.3%

80.0%

175.0%

131.8%

81.8%

150.0%

155.6%

227.3%

100.0%

125.0%

100.0%

70.6%

90.9%

237.5%

110.0%

210.7%

109.5%

111.8%

88.0%

150.0%

155.6%

38.1%

155.6%

60.0%

118.5%

200.0%

115.8%

100.0%

74.4%

73.9%

96.2%

103.8%

80.0%

250.0%

104.3%

n.a.

50.0%

83.2%

109.7%

150.0%

191.7%

50.0%

85.3%

40.0%

2.0%

1.7%

1.0%

1.6%

0.6%

1.4%

0.3%

2.0%

0.4%

2.2%

1.1%

1.6%

0.9%

1.1%

3.8%

0.4%

0.6%

1.7%

1.1%

0.8%

2.0%

1.2%

4.7%

1.7%

3.7%

2.0%

1.8%

2.1%

0.9%

1.0%

2.7%

0.1%

1.9%

1.5%

0.8%

2.3%

2.6%

2.6%

1.0%

0.2%

2.3%

n.a.

0.8%

5.5%

3.1%

1.2%

1.2%

1.2%

3.4%

2.5%

3.99

3.91

3.84

3.83

3.83

3.76

3.70

3.70

3.68

3.66

3.65

3.64

3.64

3.63

3.63

3.63

3.59

3.55

3.54

3.53

3.53

3.53

3.51

3.51

3.51

3.49

3.48

3.45

3.45

3.43

3.40

3.40

3.39

3.39

3.36

3.35

3.35

3.35

3.35

3.34

3.34

3.33

3.31

3.30

3.29

3.29

3.28

3.28

3.26

3.26

Strength Rank 2009

AggregateStrength

Score 2009Score(7.5%)

Ratio

Non-interest IncomeScore(7.5%)

Change

Operating Profit Operating CostReturn on Assets (ROA)Score(10%)

Cost toIncomeRatio

NII to Total Operating Income (%)

Capital AdequacyScore(10%)

Total Score(7.5%)

Loan Loss CoverageLoan LossReserve toGross NPLs

Score(7.5%)

Loan QualityGross

NPL RatioScore(7.5%)

1.5

1.5

3.5

4.0

3.5

2.0

3.5

4.5

4.0

2.0

1.5

4.0

2.5

4.5

1.5

3.5

5.0

1.5

4.0

2.5

4.5

3.0

4.5

4.5

4.5

2.5

2.0

1.5

2.5

5.0

3.0

3.0

2.5

5.0

2.5

1.5

4.0

1.5

5.0

3.5

3.5

1.5

1.5

4.0

4.0

2.0

1.5

1.5

2.5

2.0

n.a.

n.a.

5.8%

8.3%

4.9%

0.7%

5.5%

18.7%

9.0%

0.7%

n.a.

6.6%

1.5%

11.6%

0.3%

4.4%

65.0%

n.a.

6.4%

1.0%

18.3%

1.9%

13.5%

22.2%

17.0%

1.0%

0.7%

n.a.

0.9%

30.9%

2.4%

3.0%

0.8%

26.7%

0.8%

n.a.

8.4%

n.a.

30.9%

5.9%

5.8%

n.a.

n.a.

7.5%

6.9%

0.4%

n.a.

n.a.

1.2%

0.6%

LiquidityLiquid Assetto Total Asset

Score(5%)



THE ASIAN BANKER



51

to

10

0

51

52

53

54

55

56

57

58

59

60

61

62

63

64

64

66

67

67

69

70

70

72

73

73

75

75

77

78

79

80

80

82

82

82

85

85

87

87

89

90

91

92

93

94

94

96

97

98

99

100


Bank Mandiri

Citibank (Singapore)*

St George Bank

Bank of Baroda


Bank of Shanghai

Bank of Jiangsu

Shanghai Commercial and Savings Bank

Citibank (Korea)

Affin Bank

Bank of Hangzhou

RHB Capital

Bank of Beijing

San-In Godo Bank

Krung Thai Bank

Korea Exchange Bank

HSBC Bank (China)

Hua Nan Commercial Bank

First Commercial Bank

Busan Bank


Land Bank of Taiwan

Alliance Financial Group*

Sumitomo Trust and Banking

Kookmin Bank


Dongguan City Commercial Bank*

Standard Chartered Bank (Korea)

Industrial Bank of Korea

Standard Chartered Bank (India)*


Shinkumi Federation Bank*

Standard Chartered Bank (Thailand)

Citibank (Japan)*

China Bohai Bank


China Zheshang Bank

Shanghai Rural Commercial Bank

Bank of Queensland

Canara Bank

Bank of Taiwan

Vietnam Bank for Agriculture and Rural Development*

Bank Negara Indonesia

Changsha City Commercial Bank*

Land Bank of the Philippines*



Rokinren Bank*

ING Bank (Australia)

326,325

32,734

33,767

102,105

47,944

12,057

53,805

33,701

32,053

50,086

9,530

14,575

30,177

61,016

41,265

38,122

85,207

22,520

50,605

53,247

22,484

14,159

61,732

7,991

233,466

211,560

59,681

9,332

60,110

114,671

15,157

124,636

43,017

8,323

69,737

9,106

15,800

12,262

25,360

20,628

45,431

108,397

18,934

18,424

8,021

8,114

25,102

77,238

49,857

33,262

5.0

3.5

3.5

5.0

4.0

1.5

4.5

3.5

3.5

4.5

1.0

1.5

3.5

4.5

4.0

4.0

4.5

2.5

4.5

4.5

2.5

1.5

4.5

1.0

5.0

5.0

4.5

1.0

4.5

5.0

2.0

5.0

4.0

1.0

4.5

1.0

2.0

1.5

3.0

2.5

4.0

5.0

2.0

2.0

1.0

1.0

3.0

4.5

4.0

3.5

16.0%

29.6%

7.5%

8.7%

34.7%

31.4%

14.9%

27.3%

13.1%

3.4%

15.8%

43.0%

11.1%

n.a.

0.2%

9.6%

19.3%

-9.3%

6.5%

8.3%

8.6%

8.3%

7.9%

18.2%

9.5%

16.0%

22.4%

18.5%

6.8%

16.1%

10.8%

14.0%

-15.4%

14.3%

n.a.

91.5%

5.5%

50.7%

12.2%

43.4%

28.6%

3.5%

35.8%

27.8%

21.2%

12.6%

12.4%

19.0%

-46.0%

13.8%

13.9%

16.9%

4.8%

18.9%

26.6%

19.3%

20.6%

23.3%

11.5%

6.5%

7.5%

35.7%

-2.4%

n.a.

2.6%

6.3%

36.4%

28.0%

6.7%

9.9%

8.4%

10.7%

7.9%

11.7%

0.3%

14.2%

20.9%

6.8%

47.6%

8.2%

7.8%

11.9%

2.6%

41.0%

n.a.

112.0%

3.6%

54.9%

15.1%

57.5%

21.8%

21.1%

45.7%

11.6%

40.8%

7.3%

0.5%

33.0%

8.2%

-6.9%

Australia

Indonesia

Singapore

Australia

India

Malaysia

China

China

Taiwan

S.Korea

Malaysia

China

Malaysia

China

Japan

Thailand

S.Korea

China

Taiwan

Taiwan

S.Korea

Hong Kong

Taiwan

Malaysia

Japan

S.Korea

Malaysia

China

S.Korea

S.Korea

India

China

Japan

Thailand

Japan

China

Hong Kong

China

China

Australia

India

Taiwan

Vietnam

Indonesia

China

Philippines

Hong Kong

Hong Kong

Japan

Australia

3.5

4.5

2.0

2.5

5.0

5.0

3.0

4.5

3.0

1.0

3.5

5.0

2.5

1.5

0.0

2.5

4.0

0.0

2.0

2.5

2.5

2.5

2.0

4.0

2.5

3.5

4.0

4.0

2.0

3.5

2.5

3.0

0.0

3.0

1.5

5.0

1.5

5.0

3.0

5.0

4.5

1.0

5.0

4.5

4.0

3.0

3.0

4.0

0.0

3.0

29.07

13.25

n.a.

n.a.

49.48

32.70

34.56

15.24

29.78

45.80

75.78

15.84

43.72

n.a.

155.39

33.42

8.50

n.a.

83.20

69.45

52.69

31.72

57.79

11.48

30.55

15.06

28.58

11.71

32.45

21.27

20.22

19.21

142.86

15.25

n.a.

n.a.

33.41

24.71

77.98

n.a.

53.37

48.44

n.a.

12.19

47.62

97.83

37.45

25.31

574.05

172.38

2.5

1.0

1.5

1.5

4.0

3.0

3.0

1.5

2.5

4.0

4.5

1.5

3.5

1.5

5.0

3.0

0.5

1.5

5.0

4.5

4.0

3.0

4.0

1.0

3.0

1.5

2.5

1.0

3.0

2.0

2.0

1.5

5.0

1.5

1.5

1.5

3.0

2.0

4.5

1.5

4.0

4.0

1.5

1.0

4.0

5.0

3.5

2.5

5.0

5.0

3.0

3.5

2.0

3.5

4.5

4.0

4.0

4.0

3.0

2.0

2.5

5.0

0.0

1.5

1.5

2.0

5.0

4.5

2.0

2.5

2.5

3.0

2.5

3.0

0.0

3.5

4.0

2.0

5.0

2.5

2.5

3.0

1.5

5.0

1.5

5.0

1.5

5.0

3.5

5.0

4.0

4.0

5.0

3.0

5.0

2.0

0.0

4.5

2.5

0.0

1.0%

1.3%

n.a.

n.a.

0.9%

2.3%

0.8%

0.6%

1.1%

0.8%

0.8%

1.1%

0.7%

n.a.

0.3%

1.0%

1.5%

n.a.

0.6%

0.7%

1.0%

1.8%

0.3%

0.6%

0.4%

0.9%

1.1%

0.7%

0.3%

0.8%

2.5%

0.6%

0.1%

1.4%

n.a.

n.a.

1.5%

0.7%

0.3%

n.a.

1.1%

0.4%

n.a.

1.2%

0.6%

1.1%

0.8%

1.4%

0.2%

0.4%

5.5%

8.5%

6.4%

4.4%

5.7%

11.4%

5.1%

5.4%

8.4%

7.5%

8.2%

4.8%

7.5%

8.1%

6.9%

7.8%

6.2%

7.6%

4.6%

5.1%

5.8%

13.5%

4.8%

9.4%

6.0%

6.5%

8.8%

4.2%

4.7%

5.0%

11.4%

3.9%

3.5%

8.1%

4.3%

8.0%

13.0%

5.1%

6.7%

5.6%

5.7%

6.2%

3.3%

7.7%

2.6%

11.2%

7.2%

5.6%

5.5%

4.0%

0.22%

0.74%

n.a.

n.a.

0.13%

0.42%

0.17%

0.39%

0.32%

0.18%

0.12%

0.38%

0.19%

n.a.

0.05%

0.26%

0.90%

n.a.

0.06%

0.08%

0.13%

0.48%

0.09%

0.87%

0.21%

0.49%

0.35%

0.42%

0.16%

0.27%

0.69%

0.23%

0.03%

0.62%

n.a.

n.a.

0.43%

0.24%

0.09%

n.a.

0.13%

0.14%

n.a.

0.72%

0.07%

0.13%

0.21%

0.28%

0.01%

0.03%

Strength Rank 2009


Score(15%)

Risk Index

Std. Dev. (ROA)

Score(12.5%)

$million

AssetsScore(5%)

Change

LoansScore(5%)

Change


14

129

122

44

90

241

78

123

130

87

267

212

134

74

103

108

50

165

85

82

166

218

72

294

18

21

76

271

75

38

207

34

99

286

62

272

201

238

151

174

96

40

183

185

292

289

152

56

88

126

AB300 Rank 2009



51

52

53

54

55

56

57

58

59

60

61

62

63

64

64

66

67

67

69

70

70

72

73

73

75

75

77

78

79

80

80

82

82

82

85

85

87

87

89

90

91

92

93

94

94

96

97

98

99

100

3.0

4.0

3.5

2.5

3.5

1.5

3.0

2.5

4.0

3.5

3.5

1.5

1.5

5.0

4.0

3.5

3.5

1.5

2.5

2.5

3.5

5.0

2.5

4.5

3.5

3.5

1.5

3.0

1.5

3.0

2.5

2.0

3.5

3.5

4.0

3.5

4.5

2.5

3.0

3.0

1.5

3.0

1.0

3.5

1.5

4.0

3.5

1.5

5.0

3.5

0.0

3.0

4.0

0.5

0.5

5.0

0.0

5.0

0.0

0.0

4.5

2.5

3.0

1.5

5.0

5.0

0.0

5.0

0.5

0.0

0.0

0.0

0.0

5.0

0.0

0.0

0.0

5.0

1.0

0.0

4.0

0.5

5.0

1.5

1.5

5.0

0.0

2.5

0.0

3.0

1.0

0.0

5.0

4.5

4.5

1.5

0.0

0.0

0.0

1.0

2.0

5.0

4.5

2.0

3.5

5.0

2.5

3.0

2.0

2.0

3.0

4.5

3.0

1.5

0.5

2.5

2.0

4.0

1.5

1.5

3.0

3.0

1.0

4.5

0.5

1.5

3.0

4.0

1.0

1.5

5.0

2.5

0.5

2.0

1.5

0.5

2.0

2.0

1.0

1.0

2.5

0.5

5.0

1.5

1.5

3.5

1.0

3.5

0.5

1.0

3.5

3.5

4.0

4.0

4.0

5.0

4.5

4.5

4.0

3.0

3.5

5.0

4.0

5.0

2.5

3.0

4.0

2.5

3.5

3.5

3.5

5.0

3.0

3.5

3.5

3.0

3.0

5.0

2.5

4.0

4.0

5.0

4.5

4.0

1.0

2.0

4.0

4.0

4.5

2.0

3.5

2.0

3.5

3.0

4.0

1.5

4.5

3.5

2.0

4.0

3.5

2.5

5.0

3.0

3.5

1.0

1.0

0.5

3.0

3.0

3.5

2.0

4.0

1.0

2.5

2.0

3.0

4.5

2.0

2.5

1.5

3.5

2.5

4.0

4.0

1.5

4.0

1.0

3.0

2.0

5.0

1.0

1.0

3.5

5.0

2.5

1.0

0.5

0.5

2.5

3.5

1.5

3.0

3.0

4.5

2.5

2.0

4.0

5.0

0.5

5.0

5.0

1.5

5.0

1.5

4.5

5.0

4.5

5.0

5.0

3.0

5.0

4.5

5.0

3.0

2.0

5.0

4.0

2.5

2.5

5.0

1.5

5.0

4.0

4.0

5.0

4.0

5.0

5.0

5.0

1.5

5.0

0.5

5.0

4.5

5.0

5.0

5.0

4.0

5.0

1.5

3.0

1.5

5.0

1.5

5.0

3.5

1.5

1.5

0.5

4.5

2.5

4.5

5.0

1.5

2.0

3.5

3.5

4.5

4.0

2.0

4.5

2.5

3.5

3.0

1.5

4.0

4.5

3.5

4.0

4.0

3.0

4.5

2.0

3.5

4.0

2.5

3.5

4.0

3.5

3.5

3.5

2.5

3.5

5.0

5.0

4.5

5.0

3.5

5.0

1.5

4.5

1.5

2.5

1.5

2.0

4.5

1.5

1.5

4.5

11.1%

15.7%

13.2%

10.4%

12.9%

n.a.

11.3%

10.5%

14.0%

12.7%

13.1%

n.a.

n.a.

19.7%

15.3%

13.1%

12.7%

n.a.

10.2%

10.9%

13.3%

19.0%

10.8%

16.4%

12.1%

13.2%

n.a.

11.6%

n.a.

11.5%

10.6%

9.1%

13.3%

12.5%

14.6%

13.2%

17.1%

10.0%

11.8%

11.0%

n.a.

11.6%

7.2%

13.5%

n.a.

14.3%

13.6%

n.a.

20.3%

12.8%

-23.1%

27.3%

37.4%

3.8%

1.5%

64.4%

-2.2%

83.2%

-40.8%

-13.8%

41.1%

25.0%

25.1%

n.a.

2114.2%

110.5%

-19.7%

146.9%

0.7%

-29.7%

-1.9%

-38.9%

-1.2%

232.7%

-33.8%

-57.8%

-25.2%

101.5%

8.8%

-31.9%

35.9%

1.6%

268.4%

11.3%

n.a.

228.2%

-51.2%

20.1%

-64.4%

28.1%

7.7%

-35.2%

254.6%

47.9%

47.1%

13.2%

-45.1%

-21.3%

-33.8%

6.3%

0.8%

1.7%

1.4%

0.9%

1.2%

2.9%

0.9%

1.1%

0.7%

0.8%

1.0%

1.5%

1.0%

n.a.

0.2%

1.0%

0.8%

1.2%

0.6%

0.5%

1.0%

1.1%

0.3%

1.4%

0.1%

0.6%

1.0%

1.4%

0.5%

0.6%

2.6%

0.9%

0.1%

0.8%

n.a.

0.3%

0.8%

0.8%

0.4%

0.5%

1.0%

0.2%

1.6%

0.7%

0.7%

1.2%

0.5%

1.1%

0.2%

0.4%

46.9%

47.3%

40.4%

41.1%

44.8%

29.1%

38.0%

36.0%

41.4%

51.5%

48.4%

32.3%

43.3%

23.5%

55.1%

52.8%

40.8%

58.9%

45.8%

46.0%

45.2%

34.3%

52.9%

46.2%

48.2%

53.8%

54.5%

34.2%

59.3%

41.5%

41.0%

33.7%

36.6%

42.7%

74.9%

60.4%

43.3%

44.9%

36.2%

62.7%

45.9%

64.1%

47.1%

53.7%

43.3%

69.9%

35.3%

47.9%

64.9%

40.8%

31.5%

23.3%

51.3%

29.0%

34.6%

9.2%

5.2%

4.7%

25.7%

29.5%

34.0%

15.8%

36.2%

9.8%

24.9%

17.7%

26.6%

41.6%

19.9%

21.7%

13.9%

32.1%

24.5%

37.0%

60.2%

10.0%

38.9%

9.9%

25.8%

16.8%

45.0%

9.6%

9.7%

34.4%

50.4%

22.8%

8.5%

2.0%

0.1%

24.7%

32.7%

13.4%

25.8%

26.4%

41.1%

24.6%

15.1%

36.6%

50.0%

2.4%

200.0%

138.8%

37.5%

200.0%

n.a.

96.5%

135.2%

94.4%

186.9%

138.5%

68.5%

166.7%

91.1%

175.0%

68.5%

41.4%

141.7%

83.3%

57.9%

53.7%

115.4%

32.0%

128.6%

80.0%

87.5%

130.8%

89.8%

108.3%

145.5%

126.7%

36.4%

150.0%

10.8%

136.9%

93.1%

366.7%

150.0%

300.0%

84.2%

100.0%

n.a.

64.4%

n.a.

104.1%

n.a.

144.6%

71.4%

n.a.

n.a.

14.3%

0.5%

4.9%

0.8%

0.2%

n.a.

5.7%

2.3%

1.8%

0.6%

1.3%

5.4%

0.9%

4.5%

1.6%

3.3%

8.2%

1.2%

0.6%

1.7%

1.5%

1.3%

2.5%

0.8%

7.0%

1.6%

1.3%

4.9%

2.4%

1.1%

1.5%

2.2%

2.0%

3.7%

2.4%

0.3%

0.3%

0.6%

0.4%

1.9%

0.1%

n.a.

0.9%

n.a.

4.9%

n.a.

5.6%

0.7%

n.a.

n.a.

0.7%

3.25

3.24

3.23

3.21

3.19

3.18

3.16

3.15

3.15

3.11

3.10

3.10

3.09

3.05

3.05

3.05

3.04

3.04

3.01

3.00

3.00

2.99

2.99

2.99

2.98

2.98

2.98

2.96

2.96

2.95

2.95

2.91

2.91

2.91

2.90

2.90

2.89

2.89

2.88

2.85

2.85

2.84

2.83

2.81

2.81

2.81

2.80

2.80

2.79

2.78

Strength Rank 2009

AggregateStrength


Ratio


Change


Cost toIncomeRatio



Total Score(7.5%)


Score(7.5%)

Loan QualityGross


3.0

3.0

3.0

5.0

1.5

2.5

3.0

2.5

3.0

2.0

2.0

3.0

3.5

3.5

0.5

5.0

3.0

4.5

3.0

2.5

2.5

5.0

1.5

2.0

3.5

4.5

3.5

4.0

3.0

2.5

1.5

2.5

1.5

5.0

3.0

3.0

5.0

2.5

1.5

1.5

1.5

3.0

4.0

3.0

1.5

1.0

2.5

3.0

1.5

2.5

3.2%

1.9%

2.6%

32.8%

n.a.

0.8%

1.9%

0.9%

2.6%

0.5%

0.4%

3.3%

5.1%

4.0%

0.0%

24.3%

3.0%

18.9%

2.0%

1.5%

0.8%

48.7%

0.2%

0.4%

5.1%

16.1%

5.0%

8.6%

2.0%

1.4%

n.a.

1.5%

n.a.

41.1%

3.4%

2.3%

27.5%

1.5%

n.a.

n.a.

n.a.

1.8%

10.4%

2.5%

n.a.

0.1%

0.8%

2.9%

n.a.

1.7%


Score(5%)



THE ASIAN BANKER



10

1 t

o 1

50

100

102

103

103

105

105

107

107

109

110

110

112

113

114

114

114

117

117

119

120

121

122

123

123

125

125

125

128

128

128

131

132

133

134

135

136

137

138

139

139

141

142

143

143

145

146

146

148

149

150



Yamaguchi Bank*


Dena Bank

Punjab and Sind Bank

Shenzhen Development Bank

Daegu Bank



Vietnam Bank for Industry and Trade

Shinhan Financial Group

Metropolitan Bank and Trust

Guangdong Development Bank

Suncorp-Metway

Habib Bank


Citibank (Australia)

ICICI Bank

Bank of Ayudhya

Shizuoka Bank

Chang Hwa Commercial Bank


Bank Danamon

Chugoku Bank

Mega International Commercial Bank

United Bank

Yamanashi Chuo Bank

Joint Stock Commercial Bank for Foreign Trade*

Jammu and Kashmir Bank

United Overseas Bank (Malaysia)

UCO Bank


Shoko Chukin Bank

Bank of The Philippine Islands

Thanachart Bank

Higo Bank

Hana Financial Group

Bank of Kyoto

AMMB Holdings

Kagoshima Bank

Andhra Bank*

Sumitomo Mitsui Financial Group

EON Capital

Gunma Bank

CITIC Ka Wah Bank

Evergrowing Bank*


Siam City Bank

Bank of Fukuoka

23,234

10,368

53,560

50,990

10,001

8,537

69,417

21,043

9,003

455,030

11,403

209,656

16,106

79,890

65,240

9,582

22,473

13,508

99,616

21,362

99,655

42,127

148,012

9,796

64,624

61,844

7,841

28,602

11,593

7,779

11,959

23,045

231,040

119,095

14,038

10,832

40,089

125,319

73,503

25,951

34,712

11,658

1,275,578

12,535

65,006

15,715

15,710

17,270

12,034

93,768

2.5

1.5

4.5

4.5

1.5

1.0

4.5

2.5

1.0

5.0

1.5

5.0

2.0

4.5

4.5

1.0

2.5

1.5

4.5

2.5

4.5

4.0

5.0

1.0

4.5

4.5

1.0

3.0

1.5

1.0

1.5

2.5

5.0

5.0

1.5

1.5

4.0

5.0

4.5

3.0

3.5

1.5

5.0

1.5

4.5

2.0

2.0

2.0

1.5

4.5

25.5%

21.2%

4.5%

5.2%

25.4%

34.2%

31.0%

10.4%

17.5%

12.5%

18.0%

13.7%

18.6%

23.8%

21.9%

18.9%

43.1%

6.5%

5.9%

26.2%

7.4%

7.7%

11.8%

26.0%

5.3%

9.1%

22.7%

0.8%

45.2%

10.8%

10.3%

24.9%

15.0%

0.4%

17.0%

20.1%

4.0%

16.0%

5.0%

8.6%

1.6%

22.8%

5.3%

5.0%

8.6%

10.0%

28.0%

16.5%

11.6%

7.5%

26.5%

-3.2%

5.1%

-26.7%

28.5%

36.6%

27.9%

35.4%

15.7%

10.2%

8.2%

20.1%

10.5%

15.4%

13.6%

14.1%

21.7%

n.a.

-7.0%

7.6%

1.3%

9.5%

1.5%

28.0%

3.2%

7.5%

19.4%

1.7%

28.0%

15.4%

22.8%

24.8%

38.2%

17.2%

5.2%

42.9%

2.2%

16.9%

9.9%

6.0%

1.5%

19.2%

4.0%

11.9%

0.1%

13.5%

57.2%

83.3%

3.1%

3.2%

India

Pakistan

Japan

Taiwan

India

India

China

S.Korea

Taiwan

Australia

Vietnam

S.Korea

Philippines

China

Australia

Pakistan

Indonesia

Australia

India

Thailand

Japan

Taiwan

Hong Kong

Indonesia

Japan

Taiwan

Pakistan

Japan

Vietnam

India

Malaysia

India

S.Korea

Japan

Philippines

Thailand

Japan

S.Korea

Japan

Malaysia

Japan

India

Japan

Malaysia

Japan

Hong Kong

China

China

Thailand

Japan

4.5

4.0

1.0

1.5

4.5

5.0

5.0

2.5

3.5

3.0

4.0

3.0

4.0

4.0

4.0

4.0

5.0

2.0

1.5

4.5

2.0

2.0

3.0

4.5

1.5

2.5

4.0

0.0

5.0

2.5

2.5

4.5

3.5

0.0

3.5

4.0

1.0

3.5

1.5

2.5

0.5

4.0

1.5

1.5

2.5

2.5

4.5

3.5

2.5

2.0

19.19

34.48

78.86

9.91

14.00

7.24

11.54

36.35

14.87

15.38

22.42

40.00

47.64

9.76

25.33

27.87

n.a.

142.74

50.20

18.35

60.32

37.26

11.16

11.94

75.63

18.75

24.61

100.14

n.a.

26.54

46.20

30.44

14.36

83.65

33.05

n.a.

73.02

16.22

50.93

18.87

163.61

23.03

9.13

35.49

55.77

15.07

22.00

n.a.

14.19

94.72

1.5

3.0

4.5

0.5

1.0

0.5

1.0

3.5

1.0

1.5

2.0

3.5

4.0

0.5

2.5

2.5

1.5

5.0

4.0

1.5

4.5

3.5

1.0

1.0

4.5

1.5

2.0

5.0

1.5

2.5

4.0

3.0

1.0

5.0

3.0

1.5

4.5

1.5

4.0

1.5

5.0

2.0

0.5

3.5

4.0

1.5

2.0

1.5

1.0

5.0

4.5

0.0

2.0

0.0

4.5

5.0

4.5

5.0

3.5

3.0

2.5

4.0

3.0

3.5

3.0

3.5

4.0

1.5

0.0

2.5

0.5

2.5

1.0

4.5

1.5

2.5

4.0

1.0

4.5

3.5

4.0

4.5

5.0

3.5

2.0

5.0

1.0

3.5

2.5

2.0

1.0

4.0

1.5

3.0

0.0

3.0

5.0

5.0

1.5

1.5

0.9%

2.5%

0.3%

0.6%

0.7%

0.8%

0.4%

1.0%

0.9%

0.8%

0.6%

1.0%

0.9%

0.2%

1.3%

1.8%

n.a.

1.1%

0.9%

0.4%

0.4%

0.5%

1.2%

2.9%

0.3%

0.8%

1.8%

0.2%

n.a.

0.9%

1.3%

0.5%

0.9%

0.1%

1.6%

n.a.

0.2%

0.8%

0.3%

0.6%

0.3%

1.4%

0.2%

0.6%

0.3%

0.7%

0.4%

n.a.

0.8%

0.4%

6.6%

12.7%

6.9%

6.8%

4.5%

4.7%

3.5%

6.0%

13.4%

4.3%

6.4%

6.6%

8.2%

3.6%

13.1%

9.9%

9.1%

10.0%

10.0%

11.5%

7.2%

5.8%

7.4%

10.4%

5.9%

6.9%

8.0%

5.7%

6.1%

7.0%

7.2%

3.5%

4.9%

6.3%

9.6%

5.6%

5.4%

5.9%

5.5%

8.8%

7.2%

5.5%

4.0%

7.4%

5.6%

7.8%

1.9%

8.7%

9.8%

7.2%

0.39%

0.44%

0.09%

0.74%

0.37%

0.75%

0.33%

0.19%

0.96%

0.33%

0.31%

0.19%

0.19%

0.39%

0.57%

0.42%

n.a.

0.08%

0.22%

0.65%

0.13%

0.17%

0.76%

1.11%

0.08%

0.41%

0.40%

0.06%

n.a.

0.30%

0.18%

0.13%

0.41%

0.08%

0.34%

n.a.

0.08%

0.41%

0.11%

0.50%

0.05%

0.30%

0.46%

0.23%

0.10%

0.57%

0.10%

n.a.

0.75%

0.08%

Strength Rank 2009


Score(15%)

RiskIndex

Std. Dev. (ROA)

Score(12.5%)

$million

AssetsScore(5%)

Change

LoansScore(5%)

Change


162

258

81

84

261

280

63

173

275

10

250

22

198

53

67

266

167

225

46

171

45

100

29

263

69

70

299

137

249

300

245

164

19

37

220

255

106

33

59

147

119

248

4

234

68

202

203

191

242

49

AB300 Rank 2009



100

102

103

103

105

105

107

107

109

110

110

112

113

114

114

114

117

117

119

120

121

122

123

123

125

125

125

128

128

128

131

132

133

134

135

136

137

138

139

139

141

142

143

143

145

146

146

148

149

150

3.5

4.5

2.5

4.5

2.5

3.0

1.5

3.5

4.0

2.5

1.5

1.5

3.5

3.0

2.5

3.5

3.5

3.5

4.0

4.0

4.0

2.5

4.5

4.0

3.5

3.0

2.5

4.0

3.5

3.5

1.5

1.5

1.5

1.5

4.0

3.0

3.5

3.0

3.5

1.5

3.5

3.0

3.0

3.5

3.0

4.0

1.0

1.5

2.5

3.0

0.0

0.0

3.0

0.0

5.0

2.0

0.0

0.0

0.0

0.0

5.0

0.0

1.5

0.0

0.0

3.0

1.5

1.5

2.0

5.0

0.0

0.0

0.0

0.0

0.0

0.0

2.5

5.0

0.0

1.0

0.0

2.5

0.0

0.0

0.0

0.5

1.5

0.0

0.0

0.5

2.5

2.0

0.0

0.0

0.0

5.0

5.0

5.0

5.0

0.0

2.0

5.0

1.0

2.0

2.5

4.0

0.5

3.0

0.0

1.0

3.0

2.0

1.5

1.5

1.5

5.0

5.0

3.0

1.5

1.5

0.5

1.0

0.5

5.0

0.5

0.5

4.5

0.5

4.0

3.5

2.5

1.5

0.5

0.0

3.0

1.5

0.5

1.0

0.5

3.0

0.5

3.5

0.0

1.0

0.5

0.5

1.5

2.5

2.5

1.0

3.5

4.5

2.0

3.0

3.0

3.5

4.5

0.0

3.0

2.5

2.5

2.0

1.0

4.5

0.0

3.0

3.5

1.5

1.0

2.0

2.5

2.5

0.0

2.5

2.0

3.0

3.5

1.0

5.0

4.5

4.0

3.0

2.5

2.5

2.0

1.0

1.5

0.0

2.5

3.0

1.0

3.5

3.5

3.0

2.5

1.0

4.5

4.0

2.5

2.0

3.0

3.0

2.0

5.0

3.0

3.0

1.5

2.5

5.0

1.5

2.0

4.0

3.5

1.5

5.0

2.0

1.5

4.5

3.0

1.5

2.0

1.5

2.5

1.0

1.5

1.5

2.5

1.0

3.5

2.0

2.5

4.0

1.0

1.0

3.5

5.0

1.5

1.5

1.0

5.0

2.0

3.0

4.0

3.5

1.5

2.0

1.0

1.5

3.5

1.5

3.0

3.5

2.5

4.0

2.0

2.0

5.0

5.0

5.0

5.0

5.0

1.5

3.5

5.0

2.0

3.0

1.5

1.5

2.5

2.5

1.5

4.0

5.0

5.0

3.0

4.5

3.0

2.0

1.5

2.5

3.5

1.5

5.0

3.5

2.5

5.0

2.5

5.0

1.5

3.5

2.0

1.5

3.0

4.0

2.5

1.5

1.5

1.5

3.0

1.5

3.5

1.0

3.0

3.5

3.5

4.5

4.5

4.0

5.0

4.5

3.5

1.5

2.5

3.0

4.5

1.5

1.5

1.5

2.5

1.5

3.0

3.5

4.5

3.5

3.0

4.5

2.0

2.5

0.5

3.0

2.5

1.5

4.0

2.5

2.5

3.0

3.5

4.0

3.0

2.5

3.0

1.5

3.5

2.5

3.0

3.5

1.5

1.5

1.5

1.5

13.0%

16.9%

10.7%

16.2%

10.7%

11.9%

8.6%

12.0%

15.4%

10.9%

n.a.

n.a.

13.4%

11.6%

10.4%

13.6%

13.2%

12.4%

14.7%

14.9%

14.1%

10.6%

16.2%

14.0%

12.0%

11.2%

10.5%

14.2%

12.0%

13.5%

n.a.

n.a.

n.a.

8.9%

14.2%

11.0%

12.3%

11.8%

12.0%

n.a.

13.6%

11.6%

11.5%

12.6%

11.3%

14.7%

7.0%

n.a.

10.4%

11.1%

-7.9%

-16.6%

28.1%

-4.3%

88.5%

16.3%

-57.5%

-3.1%

-42.3%

-66.0%

64.3%

-57.1%

12.7%

-26.4%

-59.1%

25.1%

10.5%

10.7%

19.3%

L-P

-33.3%

-35.5%

-76.8%

-26.6%

-38.2%

-64.1%

24.2%

214.6%

-9.6%

9.7%

-21.5%

21.4%

-63.3%

P-L

-26.6%

0.0%

10.1%

-66.0%

-20.2%

2.0%

23.4%

17.8%

-63.2%

-27.8%

-15.6%

142.8%

156.3%

171.5%

L-P

-72.1%

0.9%

2.0%

0.4%

0.8%

1.0%

1.2%

0.1%

1.0%

-0.6%

0.5%

1.0%

0.8%

0.6%

0.6%

0.6%

2.1%

2.7%

1.0%

0.7%

0.7%

0.2%

0.4%

0.3%

1.9%

0.2%

0.2%

1.4%

0.2%

1.3%

1.2%

1.0%

0.6%

0.2%

0.0%

1.0%

0.6%

0.1%

0.3%

0.2%

1.0%

0.2%

1.1%

-0.3%

0.3%

0.2%

0.1%

0.6%

0.9%

1.0%

0.4%

48.8%

37.7%

61.5%

52.5%

50.1%

47.7%

36.1%

87.4%

54.8%

57.6%

56.8%

64.9%

71.0%

37.1%

82.9%

50.1%

49.2%

65.8%

74.8%

61.8%

55.1%

56.7%

81.0%

57.2%

64.1%

51.9%

46.6%

71.2%

28.7%

37.8%

40.5%

54.9%

58.9%

58.2%

61.5%

71.4%

69.4%

80.4%

57.7%

52.3%

70.5%

47.0%

49.3%

53.0%

60.0%

71.7%

37.3%

41.5%

58.5%

61.2%

29.6%

28.6%

15.5%

46.8%

26.9%

27.3%

13.0%

79.7%

51.9%

13.1%

16.3%

36.6%

33.2%

11.3%

48.3%

16.0%

14.9%

56.7%

74.1%

11.8%

17.4%

11.3%

20.5%

8.6%

13.1%

n.a.

23.0%

6.5%

32.4%

17.5%

22.7%

38.3%

9.6%

9.7%

34.7%

47.6%

10.7%

n.a.

7.8%

45.7%

15.7%

29.1%

38.4%

31.8%

12.1%

16.1%

7.4%

10.4%

31.3%

12.6%

60.0%

79.7%

59.4%

82.8%

47.6%

42.9%

100.0%

123.1%

193.8%

133.3%

100.0%

n.a.

75.6%

148.3%

42.9%

69.9%

n.a.

n.a.

52.8%

58.0%

38.6%

81.5%

100.0%

109.1%

63.7%

93.8%

68.5%

49.7%

30.6%

50.0%

71.4%

n.a.

150.0%

70.3%

59.0%

100.0%

51.4%

168.3%

35.2%

75.6%

47.1%

n.a.

69.6%

83.3%

55.3%

36.8%

n.a.

n.a.

65.1%

n.a.

1.5%

12.3%

3.2%

1.5%

2.1%

0.7%

0.7%

1.3%

0.5%

0.6%

1.8%

n.a.

4.5%

2.9%

0.7%

8.3%

n.a.

n.a.

3.6%

10.0%

3.3%

1.7%

0.5%

2.2%

3.1%

1.0%

7.3%

4.4%

14.4%

2.6%

4.2%

n.a.

1.2%

3.7%

3.9%

3.0%

2.2%

1.2%

3.3%

4.1%

2.8%

n.a.

2.3%

4.8%

2.9%

1.9%

n.a.

n.a.

8.8%

n.a.

2.78

2.75

2.75

2.75

2.74

2.74

2.73

2.73

2.70

2.70

2.70

2.70

2.69

2.69

2.69

2.69

2.69

2.69

2.68

2.64

2.64

2.63

2.61

2.61

2.59

2.59

2.59

2.58

2.58

2.58

2.56

2.56

2.56

2.55

2.55

2.54

2.51

2.51

2.49

2.49

2.49

2.48

2.46

2.46

2.45

2.44

2.44

2.43

2.43

2.43

Strength Rank 2009

AggregateStrength


Ratio


Change


Cost toIncomeRatio



Total Score(7.5%)


Score(7.5%)

Loan QualityGross


4.5

1.5

1.0

4.0

4.0

4.5

1.5

1.5

5.0

3.0

2.0

3.5

2.0

2.0

3.5

1.5

3.5

3.5

1.5

5.0

2.0

2.5

5.0

3.0

1.0

2.5

1.5

1.5

2.5

1.5

1.5

1.5

3.5

1.5

3.5

3.0

0.5

3.0

1.5

2.5

0.5

1.5

3.5

1.0

1.0

5.0

1.5

1.5

4.5

0.5

23.2%

n.a.

0.1%

10.0%

9.2%

16.9%

n.a.

n.a.

34.3%

3.2%

0.4%

3.4%

0.7%

0.6%

6.0%

n.a.

4.3%

3.8%

n.a.

27.9%

0.7%

1.0%

27.3%

2.2%

0.1%

1.6%

n.a.

n.a.

1.6%

0.2%

n.a.

n.a.

5.7%

0.2%

5.2%

3.0%

0.0%

3.4%

n.a.

1.6%

0.0%

n.a.

4.3%

0.1%

0.1%

80.9%

n.a.

n.a.

19.0%

0.0%


Score(5%)



THE ASIAN BANKER



15

1 t

o 2

00

151

152

152

152

152

156

156

158

158

160

160

162

162

162

165

166

166

168

169

169

171

172

172

174

175

176

177

178

179

180

181

181

183

184

185

185

187

188

189

189

191

191

193

194

195

196

197

197

199

199

Kwangju Bank


Chiba Bank

77 Bank

Wing Hang Bank

Bank for Investment and Development of Vietnam

Chong Hing Bank

Iyo Bank

Ping An Bank

Yamaguchi Financial Group*

Allahabad Bank

Mitsubishi UFJ Financial Group

Bank of Yokohama

Standard Chartered Bank (China)*

Daishi Bank

Hachijuni Bank

Beijing Rural Commercial Bank*

Orix Corporation*

Chuo Mitsui Trust Holdings

Fubon Bank (Hong Kong)

Cathay United Bank

Resona Holdings

Jiangnan Rural Credit Cooperatives of Wuhan


Suruga Bank

Macquarie Group

Hiroshima Bank

Keiyo Bank

Kotak Mahindra Bank

Mizuho Financial Group

Taiwan Cooperative Bank

Bank CIMB Niaga

Bank of Nagoya

Bank of Maharashtra

Central Bank of India*

Tajima Bank*

Shinkin Central Bank

Norinchukin Bank

Sony Bank

BIMB Holdings

Hyakujushi Bank*

Toho Bank

Hokuriku Bank*

Kiyo Holdings*

Rural Credit Cooperatives Union of Shunde*

Awa Bank

Hokuhoku Financial Group*

Nishi-Nippon City Bank*

Fukuoka Financial Group*

Joyo Bank

12,486

1,026,300

109,638

61,807

17,340

14,273

8,822

53,782

21,351

82,318

20,190

2,086,805

128,200

14,355

47,791

66,424

26,728

99,118

167,539

8,469

41,204

430,916

8,382

16,890

34,580

103,327

68,143

35,847

8,303

1,639,485

75,609

9,424

33,500

12,184

25,613

9,035

302,117

685,248

15,549

7,963

40,230

33,002

61,205

38,432

10,241

28,355

103,675

75,701

124,243

81,385

1.5

5.0

5.0

4.5

2.0

1.5

1.0

4.5

2.5

4.5

2.5

5.0

5.0

1.5

4.0

4.5

3.0

4.5

5.0

1.0

4.0

5.0

1.0

2.0

3.5

5.0

4.5

4.0

1.0

5.0

4.5

1.0

3.5

1.5

3.0

1.0

5.0

5.0

2.0

1.0

4.0

3.5

4.5

4.0

1.5

3.0

5.0

4.5

5.0

4.5

12.2%

11.3%

4.9%

7.4%

7.2%

21.8%

4.9%

3.9%

16.9%

4.9%

18.3%

3.6%

5.4%

n.a.

6.1%

6.5%

33.8%

4.7%

8.0%

4.9%

6.8%

2.0%

20.9%

34.5%

3.0%

-11.5%

2.1%

5.6%

2.3%

7.7%

6.0%

23.5%

3.8%

17.1%

40.7%

0.6%

-7.4%

11.4%

38.6%

7.8%

-0.6%

9.8%

1.7%

8.0%

8.5%

2.5%

1.1%

2.4%

n.a.

6.8%

0.6%

15.3%

1.5%

2.0%

1.1%

20.3%

-1.5%

3.3%

-5.5%

3.0%

18.2%

-1.0%

1.9%

n.a.

3.0%

1.8%

27.3%

n.a.

9.0%

15.7%

5.5%

1.5%

18.6%

42.2%

0.9%

38.6%

1.7%

4.6%

2.6%

1.3%

5.2%

11.3%

2.8%

25.6%

33.1%

0.6%

1.0%

-3.4%

15.9%

18.1%

4.5%

4.7%

-0.3%

4.5%

7.6%

4.9%

-0.4%

2.5%

n.a.

3.3%

S.Korea

China

Japan

Japan

Hong Kong

Vietnam

Hong Kong

Japan

China

Japan

India

Japan

Japan

China

Japan

Japan

China

Japan

Japan

Hong Kong

Taiwan

Japan

China

Philippines

Japan

Australia

Japan

Japan

India

Japan

Taiwan

Indonesia

Japan

India

India

Japan

Japan

Japan

Japan

Malaysia

Japan

Japan

Japan

Japan

China

Japan

Japan

Japan

Japan

Japan

3.0

2.5

1.5

2.0

2.0

4.0

1.5

1.0

3.5

1.5

4.0

1.0

1.5

1.5

1.5

2.0

5.0

1.0

2.0

1.5

2.0

0.5

4.0

5.0

1.0

0.0

0.5

1.5

0.5

2.0

1.5

4.0

1.0

3.5

5.0

0.0

0.0

2.5

5.0

2.0

0.0

2.5

0.5

2.0

2.5

0.5

0.0

0.5

1.5

2.0

33.60

10.70

32.75

169.21

28.98

24.41

89.40

13.42

n.a.

34.80

13.10

27.34

n.a.

131.96

36.04

n.a.

26.38

8.32

27.74

15.16

12.17

n.a.

11.56

46.40

19.26

48.11

44.19

23.51

8.13

27.55

14.07

49.41

19.12

n.a.

100.10

2.50

6.96

n.a.

1.53

52.67

66.08

20.57

n.a.

25.36

45.10

24.33

37.30

n.a.

39.12

3.0

1.0

3.0

5.0

2.5

0.0

2.0

5.0

1.0

1.5

3.0

1.0

2.5

1.5

5.0

3.5

1.5

2.5

0.5

2.5

1.5

1.0

1.5

1.0

4.0

1.5

4.0

3.5

2.0

0.5

2.5

1.0

4.0

1.5

1.5

5.0

0.0

0.5

1.5

0.0

4.0

4.5

2.0

1.5

2.5

4.0

2.0

3.5

1.5

3.5

0.0

3.5

1.0

1.0

0.5

4.0

0.0

1.5

0.0

1.5

3.5

0.0

1.0

1.5

1.5

1.0

4.5

1.5

2.5

3.5

2.0

1.0

3.5

5.0

0.5

5.0

1.0

2.0

1.5

0.5

2.0

3.0

1.5

4.5

4.5

0.0

0.5

0.0

3.5

3.5

1.5

2.0

0.0

2.0

2.5

2.0

0.0

1.5

1.5

1.5

0.8%

0.4%

0.4%

0.2%

1.3%

0.7%

0.4%

0.8%

n.a.

1.3%

0.3%

0.5%

n.a.

0.2%

0.3%

n.a.

1.8%

0.5%

0.5%

0.2%

0.9%

n.a.

1.2%

0.5%

1.0%

0.3%

0.4%

2.4%

0.3%

0.3%

1.8%

0.3%

0.6%

n.a.

0.2%

0.0%

0.1%

n.a.

-0.5%

0.3%

0.2%

0.2%

n.a.

0.3%

0.3%

0.3%

0.2%

n.a.

0.3%

5.8%

4.1%

5.4%

5.4%

7.9%

8.7%

6.7%

5.9%

5.2%

6.2%

4.5%

6.1%

6.9%

5.0%

6.7%

3.8%

14.6%

4.5%

7.2%

6.2%

5.6%

0.7%

6.6%

6.0%

6.3%

4.3%

5.1%

16.4%

2.8%

4.3%

9.1%

5.0%

4.3%

4.8%

4.2%

1.0%

4.0%

3.2%

7.0%

6.6%

3.9%

3.0%

3.2%

3.4%

5.7%

3.0%

3.9%

5.2%

5.1%

0.20%

0.42%

0.18%

0.03%

0.32%

0.38%

0.08%

0.50%

n.a.

0.21%

0.37%

0.24%

n.a.

0.04%

0.20%

n.a.

0.62%

0.60%

0.28%

0.42%

0.53%

n.a.

0.67%

0.14%

0.38%

0.10%

0.12%

0.80%

0.38%

0.17%

0.78%

0.11%

0.25%

n.a.

0.04%

0.37%

0.59%

n.a.

4.27%

0.13%

0.06%

0.16%

n.a.

0.14%

0.13%

0.14%

0.11%

n.a.

0.14%

Strength Rank 2009


Score(15%)

Risk Index

Std. Dev. (ROA)

Score(12.5%)

$million

AssetsScore(5%)

Change

LoansScore(5%)

Change


236

6

39

71

190

217

277

79

172

51

177

1

30

216

91

66

142

47

26

281

104

11

284

195

120

43

64

116

287

2

58

268

124

239

150

273

16

8

205

296

105

128

73

107

259

138

42

57

35

52

AB300 Rank 2009



151

152

152

152

152

156

156

158

158

160

160

162

162

162

165

166

166

168

169

169

171

172

172

174

175

176

177

178

179

180

181

181

183

184

185

185

187

188

189

189

191

191

193

194

195

196

197

197

199

199

3.5

2.0

3.0

3.5

4.0

1.0

4.0

2.5

2.5

2.5

1.5

3.0

2.5

3.5

3.5

3.5

1.5

1.5

3.5

4.0

3.0

3.5

1.5

3.5

3.0

1.5

2.5

3.0

5.0

2.5

2.5

4.0

2.5

1.5

1.5

3.0

5.0

4.0

3.5

3.5

3.0

2.5

2.5

2.5

4.0

3.0

2.5

2.0

1.5

3.5

0.0

0.0

0.0

0.0

0.0

0.5

0.0

0.0

0.0

5.0

0.0

0.0

0.0

1.5

0.0

0.0

4.5

0.0

0.0

0.0

0.0

0.0

4.5

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

2.5

1.5

1.5

5.0

0.0

0.0

0.0

4.0

1.0

0.0

0.0

3.0

3.5

0.0

0.0

0.0

1.5

0.0

1.5

2.0

0.5

0.5

2.0

2.0

0.5

0.5

3.5

1.0

2.0

0.0

0.5

1.5

0.5

0.5

0.5

5.0

0.0

0.5

1.0

0.5

1.0

1.0

1.0

1.5

0.5

0.5

5.0

0.0

1.0

2.0

0.5

2.0

1.0

0.5

0.0

0.0

0.0

5.0

1.0

0.5

1.0

1.0

1.0

0.5

1.0

0.5

1.5

0.5

3.0

4.0

2.5

0.5

2.5

4.5

2.0

2.0

3.5

1.5

4.0

2.0

3.5

2.0

1.0

1.5

3.5

2.5

2.5

0.5

1.5

3.0

4.5

0.5

2.5

2.0

2.0

2.5

1.0

1.5

3.0

2.5

0.5

3.0

2.5

1.0

1.5

1.5

0.0

2.0

0.5

0.5

3.5

2.0

0.5

1.5

3.0

2.0

2.0

0.0

1.5

1.0

0.5

1.0

1.5

3.0

3.5

1.0

0.5

2.0

3.5

4.0

2.5

3.0

2.0

1.5

0.5

3.0

4.5

4.0

0.5

3.0

1.5

4.0

1.5

2.0

1.5

1.0

4.5

4.5

2.5

2.0

1.5

3.0

3.0

2.0

1.5

1.5

4.0

2.5

2.5

1.0

3.0

2.0

3.0

1.5

3.0

2.0

2.0

1.5

5.0

3.0

2.0

2.0

3.5

5.0

5.0

2.0

5.0

3.0

1.5

4.0

1.5

5.0

1.5

2.5

2.0

1.5

2.0

3.5

5.0

3.0

3.5

3.5

2.0

2.0

1.5

1.5

2.0

3.0

1.5

4.0

1.5

1.5

1.5

1.0

4.0

4.5

2.0

3.5

1.0

2.0

1.5

1.5

1.5

2.0

1.5

1.5

2.5

1.0

4.0

2.5

3.5

2.5

4.5

3.0

5.0

3.0

4.5

2.5

1.5

3.5

3.0

5.0

2.5

2.5

2.0

1.5

3.5

4.0

4.5

3.0

2.0

2.0

3.0

3.0

3.0

3.5

2.5

3.5

1.5

3.0

3.0

3.5

1.5

3.0

4.5

3.5

5.0

0.0

2.5

3.0

2.5

2.0

1.5

3.0

2.5

2.5

2.0

3.0

12.1%

9.4%

11.7%

13.1%

15.4%

6.6%

15.6%

10.6%

10.7%

10.5%

n.a.

11.8%

10.9%

13.4%

12.7%

12.8%

8.3%

n.a.

12.1%

14.0%

11.2%

13.5%

n.a.

13.5%

11.1%

n.a.

11.0%

11.0%

22.8%

10.6%

10.6%

15.6%

10.3%

n.a.

n.a.

11.0%

22.9%

15.6%

13.3%

13.2%

11.0%

10.8%

10.3%

10.7%

15.3%

11.6%

10.4%

9.2%

8.8%

12.9%

-3.3%

-26.3%

-70.4%

-69.9%

-76.2%

1.8%

-70.7%

-66.4%

-8.9%

L-P

-20.5%

-46.6%

-70.4%

n.a.

-24.1%

-61.0%

42.6%

-19.2%

-44.9%

-86.6%

-19.5%

-53.7%

44.7%

-60.9%

-32.5%

-67.9%

-48.3%

-44.0%

-27.7%

-80.7%

-21.3%

-37.2%

20.3%

14.0%

12.0%

220.6%

P-L

P-L

P-L

37.3%

8.8%

-16.7%

-4.6%

28.8%

33.1%

-57.3%

-1.2%

-31.6%

n.a.

P-L

0.7%

0.8%

0.1%

0.1%

0.8%

0.8%

0.1%

0.3%

1.1%

0.4%

0.9%

-0.1%

0.1%

n.a.

0.2%

0.0%

0.2%

1.7%

-0.6%

0.2%

0.3%

0.2%

0.5%

0.3%

0.3%

0.5%

0.1%

0.2%

1.6%

-0.4%

0.3%

0.9%

0.1%

0.7%

0.5%

0.1%

-0.7%

-1.0%

-0.1%

1.7%

0.3%

0.1%

0.4%

0.4%

0.4%

0.1%

0.4%

0.2%

n.a.

0.1%

50.7%

44.7%

56.8%

75.5%

56.1%

38.6%

60.5%

61.5%

47.4%

68.1%

42.1%

64.6%

46.7%

60.6%

71.5%

66.1%

47.8%

55.2%

58.4%

75.5%

65.3%

54.8%

38.5%

75.8%

57.9%

63.6%

63.2%

57.1%

74.8%

66.7%

53.9%

58.3%

76.5%

54.8%

57.8%

70.9%

n.a.

n.a.

99.2%

63.2%

79.0%

78.4%

48.7%

62.1%

78.5%

65.4%

51.0%

61.0%

63.2%

89.5%

13.1%

8.1%

3.8%

6.6%

11.9%

25.5%

31.3%

6.6%

2.0%

15.8%

34.6%

39.8%

20.0%

29.4%

18.3%

14.0%

2.8%

74.9%

55.7%

35.1%

2.4%

27.4%

n.a.

37.2%

n.a.

84.8%

10.4%

8.2%

55.0%

41.3%

21.8%

19.9%

12.5%

28.4%

26.2%

16.9%

n.a.

n.a.

38.7%

21.8%

20.2%

9.4%

27.2%

17.2%

25.3%

11.3%

28.8%

15.5%

15.5%

n.a.

160.0%

65.1%

40.2%

45.1%

71.4%

196.2%

133.3%

46.6%

160.0%

63.9%

n.a.

81.3%

37.4%

750.0%

31.6%

55.7%

44.9%

n.a.

43.8%

75.0%

141.7%

65.4%

74.2%

72.6%

47.2%

44.8%

36.1%

34.3%

47.2%

66.7%

n.a.

88.0%

35.5%

n.a.

n.a.

21.1%

83.3%

90.0%

45.0%

71.7%

26.7%

43.8%

33.2%

35.9%

n.a.

40.9%

39.1%

32.0%

58.1%

29.4%

1.0%

4.3%

2.2%

3.9%

0.7%

2.6%

0.3%

2.5%

0.5%

3.8%

n.a.

1.6%

3.3%

0.2%

3.6%

4.7%

6.9%

n.a.

1.6%

1.2%

0.7%

2.6%

6.2%

5.5%

3.0%

2.9%

2.7%

2.4%

3.6%

1.8%

n.a.

2.5%

3.0%

2.3%

n.a.

3.2%

0.6%

2.0%

0.2%

18.7%

3.8%

3.3%

3.8%

5.1%

n.a.

2.5%

3.8%

4.8%

5.3%

2.5%

2.41

2.41

2.41

2.41

2.41

2.40

2.40

2.40

2.40

2.40

2.40

2.39

2.39

2.39

2.39

2.36

2.36

2.36

2.35

2.35

2.35

2.34

2.34

2.34

2.30

2.29

2.28

2.26

2.25

2.25

2.23

2.23

2.21

2.20

2.19

2.19

2.18

2.16

2.15

2.15

2.15

2.15

2.14

2.14

2.13

2.13

2.13

2.13

2.11

2.11

Strength Rank 2009

AggregateStrength


Ratio


Change


Cost toIncomeRatio



Total Score(7.5%)


Score(7.5%)

Loan QualityGross


1.5

2.0

3.5

2.0

3.0

5.0

5.0

0.5

3.0

1.0

1.5

4.0

2.0

1.5

1.0

2.0

1.5

1.5

1.5

5.0

3.0

2.5

1.5

5.0

1.5

4.0

2.0

0.5

1.5

4.0

1.5

2.5

1.5

1.5

1.5

1.0

2.5

1.5

1.5

1.5

0.5

0.5

1.0

1.0

1.5

1.0

1.0

1.0

1.0

1.0

0.3%

0.6%

3.9%

0.7%

2.2%

29.5%

37.1%

0.0%

2.7%

0.1%

n.a.

9.2%

0.5%

n.a.

0.1%

0.5%

n.a.

n.a.

0.3%

31.0%

2.9%

1.3%

n.a.

39.2%

n.a.

6.1%

0.5%

0.0%

n.a.

9.1%

n.a.

1.5%

n.a.

n.a.

n.a.

0.1%

1.0%

n.a.

n.a.

0.3%

0.0%

0.0%

0.1%

0.1%

n.a.

0.1%

0.1%

0.1%

0.1%

0.1%


Score(5%)



THE ASIAN BANKER



20

1 t

o 2

50

201

202

203

204

205

206

207

208

208

210

210

212

213

214

215

216

216

218

219

220

221

222

223

223

225

226

227

228

228

230

231

232

233

233

235

235

237

238

238

240

241

242

242

244

245

246

247

248

249

249

Bank of the Ryukyus

Syndicate Bank

Naganoken Credit Cooperative*

Bank of Dalian

Hyakugo Bank

Hokuyo Bank*

Bank of Western Australia

Bank of Okinawa


E. Sun Commercial Bank

Wing Lung Bank

China Development Financial Holding*

First Bank of Toyama


Hokkaido Bank*

Aozora Bank


Bank of Saga

United Bank of India*

Bank of East Asia

Taiko Bank

Far Eastern International Bank

Bank SinoPac

Dah Sing Banking Group

Juroku Bank

Shinsei Bank

Taiwan Business Bank

Ogaki Kyoritsu Bank

Akita Bank

Ta Chong Bank

Deutsche Bank (Australia)*

Momiji Bank*

Aichi Bank

Standard Chartered Bank (Taiwan)*

Musashino Bank

Tokyo Shinkin Bank*

Yuanta Commercial Bank

Ashikaga Bank*

Hokkoku Bank

Agricultural Bank of Taiwan*

Taichung Commercial Bank

TMB Bank

Nagano Shinkin Bank*

MIE Bank

Senshu Bank

Bank of Iwate

Shiga Bank

Minato Bank

Korean Federation of Community Credit Cooperatives*

Nagano Bank

16,873

26,882

8,197

12,517

44,490

70,739

45,814

15,894

8,090

24,811

12,978

11,003

11,251

25,874

42,065

66,663

13,104

21,431

11,202

53,574

13,834

10,856

31,603

14,500

45,715

124,231

35,050

41,961

24,930

9,862

17,473

29,033

27,919

14,470

37,781

7,860

10,679

47,776

34,230

13,263

8,602

17,250

8,008

17,267

24,297

26,599

45,062

31,458

11,683

9,771

2.0

3.0

1.0

1.5

4.0

4.5

4.0

2.0

1.0

2.5

1.5

1.5

1.5

3.0

4.0

4.5

1.5

2.5

1.5

4.5

1.5

1.5

3.5

1.5

4.0

5.0

4.0

4.0

2.5

1.0

2.0

3.0

3.0

1.5

4.0

1.0

1.5

4.0

3.5

1.5

1.0

2.0

1.0

2.0

2.5

3.0

4.0

3.5

1.5

1.0

2.8%

n.a.

2.7%

14.8%

8.5%

5.3%

14.0%

2.1%

80.6%

n.a.

3.3%

15.6%

2.3%

-8.0%

0.1%

-20.3%

n.a.

2.7%

25.7%

5.6%

3.6%

-5.6%

4.8%

-1.3%

5.0%

8.0%

6.2%

6.9%

4.6%

1.4%

38.9%

5.2%

3.4%

-0.7%

3.4%

-0.9%

-1.7%

1.9%

0.7%

214.1%

4.8%

-8.4%

-2.0%

3.1%

6.9%

4.7%

6.4%

0.3%

101.9%

-1.5%

0.4%

n.a.

10.4%

3.5%

3.4%

3.2%

9.8%

6.1%

6.2%

n.a.

17.0%

197.8%

3.3%

-4.8%

-0.4%

11.0%

-28.0%

1.6%

26.8%

13.9%

1.3%

5.5%

1.1%

4.1%

2.8%

15.0%

7.7%

4.1%

0.8%

10.1%

n.a.

-0.6%

2.4%

8.6%

4.3%

3.5%

12.1%

-1.4%

2.3%

23.6%

8.9%

-3.3%

2.0%

2.0%

4.2%

2.4%

1.7%

2.6%

-11.9%

2.4%

Japan

India

Japan

China

Japan

Japan

Australia

Japan

Japan

Taiwan

Hong Kong

Taiwan

Japan

Taiwan

Japan

Japan

Japan

Japan

India

Hong Kong

Japan

Taiwan

Taiwan

Hong Kong

Japan

Japan

Taiwan

Japan

Japan

Taiwan

Australia

Japan

Japan

Taiwan

Japan

Japan

Taiwan

Japan

Japan

Taiwan

Taiwan

Thailand

Japan

Japan

Japan

Japan

Japan

Japan

S.Korea

Japan

1.0

1.5

1.0

3.0

2.5

1.5

3.0

0.5

5.0

1.5

1.0

3.5

0.5

0.0

0.0

0.0

1.5

1.0

4.5

1.5

1.0

0.0

1.5

0.0

1.5

2.0

2.0

2.0

1.0

0.5

5.0

1.5

1.0

0.0

1.0

0.0

0.0

0.5

0.0

5.0

1.5

0.0

0.0

1.0

2.0

1.0

2.0

0.0

5.0

0.0

35.90

n.a.

78.47

12.95

70.30

31.40

12.97

46.79

54.39

10.15

9.85

110.72

2.81

15.15

3.82

164.25

32.13

19.33

16.14

100.62

18.85

12.35

14.64

20.07

7.32

4.34

19.11

39.75

5.68

n.a.

4.69

58.21

n.a.

22.07

111.19

9.47

-1.05

26.72

n.a.

5.43

0.93

269.70

37.51

12.87

22.30

19.57

13.03

3.75

16.68

3.5

1.5

4.5

1.0

4.5

3.0

1.0

4.0

4.0

0.0

1.0

0.5

5.0

0.0

1.5

0.0

5.0

3.0

1.5

1.5

5.0

1.5

1.0

1.0

2.0

0.5

0.0

1.5

3.5

0.5

1.5

0.0

4.0

1.5

2.0

5.0

0.5

0.0

2.5

1.5

0.5

0.0

5.0

3.5

1.0

2.0

1.5

1.0

0.0

1.5

0.0

1.5

3.0

1.5

1.5

1.5

2.5

2.0

2.0

1.5

3.5

5.0

1.5

0.0

0.0

3.0

0.0

1.0

4.5

3.5

0.5

2.0

0.5

1.5

1.5

3.5

2.5

1.5

0.5

2.5

1.5

0.0

1.0

2.5

1.5

1.5

3.0

0.0

1.0

4.5

2.5

0.0

1.0

1.0

1.5

1.0

1.0

1.5

0.0

1.0

0.2%

0.9%

0.2%

0.7%

0.2%

0.3%

0.2%

0.4%

0.2%

1.1%

0.8%

0.2%

-0.8%

0.4%

0.3%

0.1%

0.2%

0.9%

1.0%

0.2%

-0.5%

0.3%

0.7%

0.2%

0.2%

-0.4%

0.2%

0.1%

-1.2%

n.a.

-0.1%

0.2%

n.a.

0.3%

0.3%

-1.0%

-1.3%

0.1%

n.a.

-0.2%

-1.3%

0.1%

0.3%

0.4%

0.2%

0.1%

0.1%

0.8%

0.0%

5.2%

n.a.

5.0%

6.2%

5.2%

3.7%

4.6%

6.9%

7.6%

10.3%

39.0%

5.5%

4.6%

1.9%

8.8%

4.8%

4.4%

4.8%

7.8%

4.3%

5.4%

5.5%

7.3%

4.9%

6.8%

3.4%

3.9%

5.1%

7.4%

1.5%

4.2%

5.7%

5.0%

4.3%

4.1%

5.3%

-7.8%

5.8%

4.2%

5.4%

4.2%

8.6%

4.7%

3.4%

5.0%

5.4%

3.1%

3.6%

3.9%

0.15%

0.08%

0.07%

0.53%

0.08%

0.13%

0.37%

0.16%

0.14%

1.13%

4.04%

0.05%

1.34%

0.15%

2.38%

0.03%

0.15%

0.30%

0.55%

0.04%

0.26%

0.47%

0.55%

0.25%

0.96%

0.69%

0.22%

0.13%

1.09%

n.a.

0.87%

0.10%

n.a.

0.21%

0.04%

0.45%

8.61%

0.22%

n.a.

0.95%

3.03%

0.03%

0.13%

0.29%

0.24%

0.28%

0.25%

1.17%

0.23%

Strength Rank 2009


Score(15%)

RiskIndex

Std. Dev. (ROA)

Score(12.5%)

$million

AssetsScore(5%)

Change

LoansScore(5%)

Change


196

141

288

235

98

61

94

199

290

155

230

253

251

148

101

65

228

170

252

80

221

254

131

214

95

36

118

102

154

262

189

135

139

215

111

298

257

92

121

227

278

194

293

192

156

144

97

132

247

264

AB300 Rank 2009



201

202

203

204

205

206

207

208

208

210

210

212

213

214

215

216

216

218

219

220

221

222

223

223

225

226

227

228

228

230

231

232

233

233

235

235

237

238

238

240

241

242

242

244

245

246

247

248

249

249

2.0

3.0

1.5

2.5

2.5

1.5

3.0

3.0

5.0

2.5

3.5

1.5

4.0

2.5

2.5

3.0

5.0

2.5

1.5

3.5

3.0

2.5

2.5

3.5

2.5

1.5

2.0

2.0

3.0

3.0

1.5

1.5

3.0

1.5

2.5

1.5

3.0

0.0

3.5

1.5

2.0

3.5

1.5

2.5

2.5

3.5

2.5

2.0

1.5

2.0

5.0

0.5

5.0

0.0

0.0

0.0

0.0

0.0

0.0

1.5

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

1.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

5.0

0.0

0.0

0.0

1.5

0.0

0.0

0.0

1.5

0.0

5.0

0.0

0.0

0.0

0.0

0.0

0.0

5.0

5.0

0.5

2.0

0.5

3.5

0.5

1.0

0.0

0.5

1.0

0.5

0.0

5.0

0.5

0.0

1.0

0.0

0.5

0.5

1.5

0.5

0.5

0.0

0.0

0.5

0.0

0.0

0.5

0.0

0.0

0.0

1.5

1.0

0.5

0.0

0.0

1.0

0.0

3.5

0.0

0.5

0.5

0.5

0.5

0.5

0.0

0.0

0.0

0.0

3.0

0.5

1.0

3.5

1.0

5.0

0.0

2.0

2.0

1.5

0.0

5.0

0.0

3.0

0.0

2.0

3.0

1.5

0.0

1.0

1.5

0.0

0.5

0.5

0.0

1.0

1.0

0.0

2.5

1.0

0.0

1.0

0.0

1.0

0.5

2.0

1.0

1.0

0.0

3.5

1.0

1.0

3.0

1.0

2.0

0.0

1.5

0.0

0.0

2.0

0.0

1.0

1.0

2.5

0.5

1.0

0.5

0.5

2.5

1.0

1.0

1.5

1.5

2.0

1.5

4.5

3.0

1.5

1.0

1.5

3.5

1.5

1.5

4.0

1.5

3.0

1.5

1.5

1.5

1.5

1.5

3.5

3.0

1.5

0.5

5.0

1.5

1.0

1.5

2.5

1.0

1.5

0.5

3.0

1.5

1.0

1.5

1.5

1.0

2.5

1.5

1.5

2.0

1.5

1.5

2.0

1.5

2.0

1.5

2.5

1.5

1.5

5.0

1.5

2.0

5.0

2.0

3.5

1.5

2.5

1.5

1.5

1.5

4.5

4.5

4.0

2.5

3.0

2.0

2.5

2.5

5.0

1.5

3.0

0.5

2.0

1.5

1.5

5.0

2.0

1.5

1.5

5.0

3.0

1.0

1.5

2.5

1.5

2.0

2.0

1.5

2.0

3.5

1.5

2.5

1.5

3.0

3.0

1.5

3.0

1.5

4.5

5.0

2.0

3.0

4.0

2.5

2.5

1.5

3.0

1.5

1.5

2.5

3.5

4.0

3.5

2.5

2.5

3.5

3.0

2.5

3.5

1.5

2.5

2.5

3.5

3.0

2.0

4.0

2.5

2.5

1.5

4.0

0.0

1.5

3.5

3.5

3.0

3.5

2.5

1.5

2.0

9.8%

11.4%

n.a.

10.9%

11.0%

8.4%

11.1%

11.6%

48.1%

10.6%

13.8%

n.a.

14.5%

10.0%

10.2%

11.6%

35.6%

10.7%

n.a.

13.8%

11.4%

10.6%

11.0%

13.6%

10.1%

8.4%

9.7%

9.5%

11.7%

12.0%

n.a.

8.5%

11.2%

8.8%

10.2%

n.a.

11.3%

-11.7%

13.1%

8.9%

9.3%

13.9%

n.a.

10.6%

10.2%

12.8%

10.3%

9.4%

n.a.

9.0%

82.7%

2.0%

68.1%

-9.8%

-74.9%

-31.8%

P-L

-39.8%

-5.9%

n.a.

P-L

-44.0%

-88.5%

P-L

-6.7%

L-L

-63.2%

-74.6%

5.7%

P-L

-60.3%

L-L

L-L

-69.2%

-79.7%

P-L

-77.5%

-54.8%

P-L

L-L

L-L

L-P

-27.1%

L-L

P-L

13.2%

L-L

-4.7%

P-L

10.2%

-87.6%

L-P

P-L

-94.0%

-37.2%

P-L

L-L

P-L

L-P

L-P

0.2%

0.8%

0.1%

1.1%

0.1%

0.4%

-0.2%

0.2%

0.3%

0.1%

-0.8%

2.1%

0.2%

-0.4%

0.4%

-3.7%

0.0%

0.0%

0.7%

0.0%

0.1%

-0.7%

-0.3%

0.2%

-0.2%

-1.1%

0.0%

-0.2%

-0.1%

0.0%

0.5%

0.5%

0.1%

-0.1%

-0.1%

0.3%

-0.9%

1.2%

-0.3%

0.0%

0.1%

0.1%

0.1%

0.1%

0.0%

-0.2%

-0.4%

-0.3%

1.0%

0.1%

71.2%

49.6%

71.3%

29.4%

84.9%

61.7%

60.4%

65.2%

86.0%

150.1%

54.3%

82.2%

60.5%

53.2%

n.a.

97.6%

72.5%

65.9%

92.4%

79.6%

77.4%

91.0%

73.3%

74.1%

104.2%

59.9%

71.5%

86.1%

71.2%

220.9%

72.6%

76.7%

60.1%

71.5%

71.9%

116.7%

45.7%

74.9%

70.1%

54.4%

73.6%

64.2%

85.5%

69.6%

118.2%

81.7%

60.1%

88.5%

74.8%

9.8%

24.8%

4.3%

7.1%

4.8%

1.8%

22.0%

8.0%

92.5%

n.a.

n.a.

82.0%

n.a.

44.1%

26.2%

n.a.

92.1%

12.6%

34.0%

n.a.

n.a.

38.8%

n.a.

26.6%

11.9%

n.a.

11.9%

12.4%

n.a.

34.9%

28.1%

13.1%

4.9%

48.2%

n.a.

6.5%

n.a.

20.2%

9.4%

n.a.

3.4%

26.7%

11.1%

8.7%

13.9%

n.a.

6.0%

20.2%

n.a.

10.8%

41.1%

n.a.

37.8%

46.7%

37.5%

44.9%

n.a.

50.7%

n.a.

n.a.

200.0%

33.6%

46.3%

147.2%

42.7%

75.5%

n.a.

59.4%

n.a.

n.a.

33.4%

95.3%

94.0%

81.8%

51.0%

69.6%

48.7%

51.3%

50.0%

104.9%

n.a.

68.8%

18.7%

41.6%

31.6%

32.4%

176.3%

48.2%

34.2%

n.a.

102.9%

65.1%

29.4%

35.3%

58.4%

37.8%

43.8%

44.9%

n.a.

49.9%

1.8%

n.a.

3.7%

7.5%

3.2%

3.3%

n.a.

2.7%

n.a.

0.9%

0.2%

7.2%

3.1%

1.3%

3.8%

4.9%

n.a.

3.5%

n.a.

n.a.

3.9%

1.5%

1.2%

1.7%

3.9%

4.6%

1.9%

3.5%

4.7%

1.8%

n.a.

4.8%

3.6%

1.8%

2.9%

7.0%

1.4%

4.5%

4.5%

n.a.

1.4%

16.5%

9.7%

2.4%

2.0%

2.9%

2.2%

3.8%

n.a.

5.3%

2.10

2.08

2.08

2.06

2.06

2.05

2.04

2.03

2.03

2.00

2.00

2.00

1.99

1.96

1.96

1.93

1.93

1.93

1.91

1.89

1.89

1.86

1.84

1.84

1.81

1.80

1.79

1.78

1.78

1.78

1.76

1.75

1.75

1.75

1.75

1.75

1.73

1.71

1.71

1.70

1.70

1.69

1.69

1.69

1.68

1.65

1.64

1.61

1.60

1.60

Strength Rank 2009

AggregateStrength


Ratio


Change


Cost toIncomeRatio



Total Score(7.5%)


Score(7.5%)

Loan QualityGross


1.5

1.5

1.5

3.0

0.5

1.0

4.0

1.5

1.5

1.5

4.5

1.5

0.5

2.5

1.0

4.0

1.5

3.0

1.5

2.5

1.5

3.0

3.0

3.0

0.5

3.0

1.0

1.0

1.5

2.5

5.0

1.5

0.5

1.5

0.5

0.5

4.5

1.0

0.5

1.5

1.0

2.5

1.5

1.5

1.5

1.5

0.5

0.5

1.5

1.5

n.a.

n.a.

n.a.

2.0%

0.0%

0.1%

8.7%

n.a.

n.a.

n.a.

14.1%

n.a.

0.0%

0.8%

0.1%

6.2%

n.a.

3.4%

n.a.

1.4%

n.a.

1.9%

3.2%

2.2%

0.0%

3.3%

0.1%

0.1%

n.a.

1.5%

51.8%

n.a.

0.0%

n.a.

0.0%

0.0%

11.4%

0.1%

0.0%

n.a.

0.1%

0.8%

n.a.

n.a.

n.a.

n.a.

0.0%

0.0%

n.a.

n.a.


Score(5%)



THE ASIAN BANKER



25

1 t

o 3

00

251

252

253

254

255

256

257

258

258

260

261

262

263

264

265

266

267

268

268

268

271

272

273

274

274

276

277

278

279

279

279

279

283

284

284

286

286

286

289

289

291

292

293

294

295

296

297

298

299

300

Nanto Bank

Yachiyo Bank*

Suhyup Bank

Yamagata Bank

Kiyo Bank

Kansai Urban Banking Corporation

Taiwan Shin Kong Commercial Bank

Sapporo Hokuyo Holdings

Tottori Bank

EnTie Commercial Bank

Tokyo Star Bank

Sendai Bank

Tomato Bank

Tochigi Bank

Fukui Bank

Chukyo Bank

Saikyo Bank

Eighteenth Bank

Chiba Kogyo Bank

Shinwa Bank

Hokuetsu Bank

Oita Bank

eBANK*

Higashi-Nippon Bank

Ehime Bank

Miyazaki Bank

Miura Fujisawa Shinkin Bank*

Bank of Ikeda

Kagawa Bank

Kita-Nippon Bank

Kumamoto Family Bank

Union Bank of Taiwan

Tokyo Tomin Bank

Tokushima Bank

Biwako Bank*

Shikoku Bank

Aomori Bank

Kirayaka Bank

Shimizu Bank

Shimizu Bank

Daisan Bank

Ibarakiken Credit Cooperative*

Michinoku Bank

Takinogawa Shinkin Bank*

Kanto Tsukuba Bank

Hokuto Bank

Towa Bank

Gifu Bank

Ibaraki Bank

Bank of Kochi

50,522

23,080

15,818

20,312

37,498

37,796

12,161

79,006

9,029

8,429

19,303

8,394

9,357

26,008

23,505

18,177

8,058

25,687

23,341

22,349

23,949

28,613

8,933

19,603

18,105

20,383

7,968

27,825

13,806

12,901

12,885

10,788

26,543

13,058

12,016

26,645

23,603

12,466

14,642

10,109

19,036

11,974

19,977

7,889

14,057

11,802

18,727

8,593

8,343

9,741

4.5

2.5

2.0

2.5

4.0

4.0

1.5

4.5

1.0

1.0

2.0

1.0

1.0

3.0

2.5

2.0

1.0

3.0

2.5

2.5

2.5

3.0

1.0

2.0

2.0

2.5

1.0

3.0

1.5

1.5

1.5

1.5

3.0

1.5

1.5

3.0

2.5

1.5

1.5

1.5

2.0

1.5

2.0

1.0

1.5

1.5

2.0

1.0

1.0

1.0

6.7%

0.3%

11.0%

9.9%

5.6%

0.2%

1.3%

2.7%

2.2%

-2.2%

-2.4%

2.8%

2.2%

3.2%

0.1%

0.1%

-0.4%

-4.8%

4.8%

-10.2%

10.5%

0.9%

n.a.

-2.2%

-0.9%

0.1%

1.5%

3.9%

0.6%

2.1%

-4.9%

-12.5%

-0.2%

3.3%

0.3%

3.2%

1.7%

0.8%

2.9%

9.5%

2.3%

-1.1%

0.2%

1.5%

2.4%

-3.4%

1.2%

-2.1%

1.8%

-4.8%

1.2%

2.8%

9.3%

3.8%

-0.4%

3.1%

9.3%

0.6%

3.1%

3.7%

-5.5%

2.6%

1.3%

1.6%

1.5%

1.1%

0.2%

0.3%

2.1%

-3.8%

1.0%

1.3%

57.4%

-1.1%

0.1%

2.1%

2.2%

2.8%

2.8%

2.1%

-3.8%

5.2%

0.5%

3.1%

1.4%

1.1%

1.9%

-1.5%

0.8%

2.9%

2.0%

0.8%

-0.6%

-0.6%

-1.2%

-1.7%

-1.7%

-4.6%

2.0%

-2.7%

Japan

Japan

S.Korea

Japan

Japan

Japan

Taiwan

Japan

Japan

Taiwan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Taiwan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

Japan

2.0

0.0

2.5

2.5

1.5

0.0

0.5

1.0

0.5

0.0

0.0

1.0

0.5

1.0

0.0

0.0

0.0

0.0

1.5

0.0

2.5

0.0

1.5

0.0

0.0

0.0

0.5

1.0

0.0

0.5

0.0

0.0

0.0

1.0

0.0

1.0

0.5

0.0

1.0

2.5

0.5

0.0

0.0

0.5

0.5

0.0

0.5

0.0

0.5

0.0

12.45

34.69

11.77

19.20

14.51

7.43

3.29

1.98

29.62

1.62

14.18

10.98

28.20

12.74

16.47

23.11

6.58

8.30

15.06

1.25

10.58

7.81

0.40

14.38

24.13

5.25

31.57

1.56

19.33

12.88

1.80

3.69

9.24

12.82

-0.20

6.38

8.51

7.06

12.85

6.29

2.28

13.12

3.11

0.32

4.22

1.65

2.69

6.66

7.50

5.18

1.0

3.0

1.0

1.5

1.0

0.5

0.0

0.0

2.5

0.0

1.0

1.0

2.5

1.0

1.5

2.0

0.5

0.5

1.5

0.0

1.0

0.5

0.0

1.0

2.0

0.5

3.0

0.0

1.5

1.0

0.0

0.0

0.5

1.0

0.0

0.5

0.5

0.5

1.0

0.5

0.0

1.0

0.0

0.0

0.0

0.0

0.0

0.5

0.5

0.5

0.5

1.5

2.5

1.5

0.0

1.5

2.5

0.0

1.5

1.5

0.0

1.5

0.5

1.0

1.0

0.5

0.0

0.0

1.0

0.0

0.5

0.5

5.0

0.0

0.0

1.0

1.0

1.5

1.5

1.0

0.0

2.0

0.0

1.5

0.5

0.5

1.0

0.0

0.5

1.5

1.0

0.5

0.0

0.0

0.0

0.0

0.0

0.0

1.0

0.0

0.0%

0.3%

0.7%

0.2%

0.1%

0.1%

-0.6%

-0.3%

0.1%

-3.2%

0.8%

0.1%

0.0%

0.1%

0.1%

0.2%

-0.1%

-0.1%

0.2%

-1.6%

0.1%

0.1%

-1.1%

0.2%

0.1%

-0.1%

0.1%

-0.6%

0.0%

0.1%

-1.0%

-0.4%

0.2%

0.0%

-0.5%

0.0%

0.0%

-0.3%

-0.1%

0.0%

-0.2%

0.0%

-0.5%

-0.7%

-0.2%

-0.3%

-0.3%

0.1%

0.1%

-0.2%

3.5%

4.7%

3.9%

5.2%

3.1%

3.4%

5.1%

3.3%

3.2%

6.5%

5.8%

2.1%

3.8%

4.3%

4.7%

4.6%

2.8%

3.9%

5.0%

4.2%

2.9%

4.1%

1.9%

5.5%

4.4%

3.4%

2.9%

2.3%

5.9%

4.1%

4.5%

3.7%

3.2%

4.8%

0.1%

3.2%

3.1%

2.8%

4.6%

3.1%

2.0%

4.0%

2.6%

1.6%

2.4%

1.6%

2.2%

3.1%

2.1%

3.1%

0.29%

0.14%

0.39%

0.28%

0.22%

0.48%

1.38%

1.50%

0.11%

2.08%

0.47%

0.20%

0.14%

0.34%

0.29%

0.21%

0.41%

0.45%

0.34%

2.03%

0.28%

0.54%

2.07%

0.40%

0.19%

0.63%

0.10%

1.09%

0.31%

0.32%

1.96%

0.88%

0.36%

0.38%

1.63%

0.50%

0.37%

0.36%

0.35%

0.50%

0.79%

0.30%

0.67%

2.66%

0.53%

0.79%

0.72%

0.47%

0.30%

0.55%

Strength Rank 2009


Score(15%)

RiskIndex

Std. Dev. (ROA)

Score(12.5%)

$million

AssetsScore(5%)

Change

LoansScore(5%)

Change


86

163

200

176

112

110

240

54

274

282

180

283

269

146

160

186

291

149

161

169

158

136

276

179

187

175

295

140

223

231

232

256

145

229

243

143

159

237

210

260

182

244

178

297

219

246

184

279

285

265

AB300 Rank 2009



251

252

253

254

255

256

257

258

258

260

261

262

263

264

265

266

267

268

268

268

271

272

273

274

274

276

277

278

279

279

279

279

283

284

284

286

286

286

289

289

291

292

293

294

295

296

297

298

299

300

2.5

3.0

1.5

3.5

2.5

2.5

2.5

2.0

3.0

3.0

2.0

1.5

2.0

2.5

2.5

2.5

3.0

2.5

2.0

2.5

2.0

2.0

2.5

2.5

2.0

2.0

1.5

2.0

2.0

2.0

2.0

1.5

2.5

1.5

2.0

1.5

2.5

1.5

2.0

1.5

1.0

1.5

1.5

1.5

1.5

1.5

1.0

1.5

1.0

1.0

0.0

0.0

0.0

0.0

0.5

0.0

0.0

0.0

0.0

0.0

0.0

5.0

1.5

0.0

0.0

0.0

5.0

0.0

0.0

5.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

5.0

0.0

0.0

0.0

0.0

0.0

0.0

5.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

1.0

0.5

0.0

0.5

0.0

0.5

0.0

0.0

0.0

0.5

0.5

0.5

0.0

0.0

0.0

0.5

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.5

0.0

0.0

0.0

0.5

0.0

0.0

0.0

0.5

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.5

2.5

0.0

1.0

2.5

1.0

1.5

0.0

0.0

2.0

0.0

0.5

0.0

1.0

0.5

0.0

0.0

0.0

0.0

0.0

1.0

1.5

1.5

1.0

0.0

1.0

0.0

0.0

0.5

0.5

0.0

0.0

0.5

0.5

0.0

0.0

0.0

0.0

0.0

0.0

1.5

0.0

1.5

0.0

0.0

0.5

0.0

0.0

0.0

1.5

1.0

1.5

1.5

1.5

1.0

2.5

1.5

1.5

3.0

2.5

1.5

1.5

1.5

1.5

1.0

0.5

2.0

1.5

1.5

1.5

1.5

1.5

1.0

1.0

1.5

1.0

1.5

1.5

1.5

0.5

1.5

2.0

1.5

2.0

1.5

1.5

0.5

1.5

1.5

1.5

0.5

1.5

1.5

1.5

1.5

1.0

1.5

0.5

0.5

1.5

1.0

1.5

1.5

1.5

1.0

3.5

2.5

2.0

5.0

2.5

1.0

1.5

2.0

1.5

2.5

2.0

3.0

1.5

1.5

1.5

3.0

1.5

2.0

1.5

2.5

0.5

2.0

2.5

2.0

1.5

3.0

2.0

2.0

2.5

1.5

1.0

1.5

2.0

1.5

2.5

1.5

2.5

0.5

2.0

2.0

1.0

1.5

1.5

2.5

3.0

2.0

1.5

3.0

1.5

2.0

3.5

2.5

3.5

3.5

2.0

2.5

2.5

3.0

2.5

2.5

2.5

2.0

2.5

1.5

3.0

2.0

1.5

2.0

2.5

3.0

2.0

3.0

2.0

2.5

1.5

3.5

2.0

2.5

3.0

2.5

2.5

2.0

2.5

3.0

3.0

1.0

2.5

2.5

2.0

2.0

1.5

2.0

2.0

1.5

10.1%

11.6%

n.a.

13.0%

10.5%

10.2%

10.6%

9.8%

12.0%

11.7%

9.0%

9.0%

9.6%

10.0%

11.0%

10.5%

11.3%

10.7%

9.5%

10.1%

9.4%

9.2%

10.9%

10.7%

9.2%

9.7%

n.a.

9.4%

9.8%

9.7%

9.2%

8.5%

10.2%

8.8%

9.6%

8.7%

10.8%

8.7%

9.5%

8.9%

7.4%

n.a.

8.8%

n.a.

8.2%

8.4%

7.4%

8.5%

7.8%

7.8%

P-L

-21.4%

-76.8%

P-L

2.3%

P-L

-82.5%

P-L

P-L

L-L

-47.6%

L-P

14.4%

P-L

P-L

P-L

L-P

L-L

P-L

L-P

P-L

P-L

L-L

P-L

-31.2%

L-L

-68.2%

L-L

L-L

P-L

L-P

L-L

P-L

P-L

-21.2%

P-L

P-L

L-P

-75.1%

P-L

P-L

L-L

P-L

P-L

P-L

L-L

P-L

P-L

-11.7%

L-L

-0.5%

0.4%

0.0%

-0.3%

0.1%

-0.7%

0.1%

-3.0%

-0.1%

-2.0%

0.0%

0.0%

0.0%

-0.5%

-0.4%

-0.1%

0.2%

-0.6%

-0.4%

-0.1%

-0.4%

-0.9%

-3.5%

-0.5%

-0.2%

-1.2%

0.1%

-1.5%

-0.4%

-0.5%

0.1%

-0.4%

-0.5%

-0.6%

0.2%

-0.9%

-0.6%

-0.4%

-0.5%

-0.9%

-1.6%

-0.5%

-1.5%

-5.5%

-0.8%

-1.7%

-0.2%

-0.7%

0.0%

-0.9%

93.7%

75.0%

58.1%

144.7%

71.9%

56.1%

73.2%

n.a.

108.6%

135.2%

61.1%

96.8%

76.1%

101.7%

73.5%

78.5%

81.1%

80.1%

93.7%

91.0%

98.9%

70.6%

n.a.

66.7%

70.7%

117.2%

73.9%

94.0%

82.2%

78.5%

78.7%

88.1%

85.6%

77.4%

77.8%

137.1%

98.4%

86.6%

82.1%

108.0%

120.3%

65.8%

114.6%

n.a.

113.0%

137.9%

79.4%

98.5%

83.5%

84.8%

n.a.

8.9%

10.2%

n.a.

n.a.

9.2%

23.9%

n.a.

n.a.

27.2%

24.0%

n.a.

10.6%

n.a.

14.5%

5.0%

1.3%

17.6%

n.a.

n.a.

n.a.

12.0%

n.a.

5.2%

9.8%

n.a.

6.9%

n.a.

n.a.

n.a.

4.0%

n.a.

19.9%

n.a.

17.3%

n.a.

n.a.

3.5%

13.9%

n.a.

n.a.

1.5%

n.a.

n.a.

n.a.

n.a.

8.1%

n.a.

2.0%

1.1%

37.9%

23.0%

n.a.

38.6%

n.a.

26.5%

78.0%

56.2%

42.4%

101.1%

50.4%

21.0%

36.3%

49.2%

35.6%

52.5%

43.4%

60.4%

36.0%

n.a.

31.2%

65.2%

n.a.

44.1%

33.8%

54.0%

15.2%

41.7%

51.5%

41.5%

n.a.

63.3%

45.5%

47.3%

53.3%

32.2%

28.3%

37.9%

47.3%

32.8%

57.7%

33.3%

54.4%

10.9%

41.5%

40.2%

25.3%

31.9%

37.4%

51.2%

3.4%

5.3%

n.a.

2.8%

n.a.

5.5%

1.6%

4.1%

2.4%

1.9%

5.7%

4.7%

3.9%

3.1%

4.1%

4.3%

4.2%

6.0%

3.7%

n.a.

3.1%

5.4%

n.a.

6.4%

4.0%

3.5%

7.4%

2.7%

6.2%

3.9%

n.a.

2.5%

5.4%

4.6%

3.4%

3.7%

3.8%

6.7%

3.5%

3.5%

2.7%

11.1%

4.7%

4.4%

5.8%

6.6%

8.5%

5.7%

5.6%

7.8%

1.59

1.59

1.58

1.56

1.56

1.53

1.51

1.50

1.50

1.44

1.44

1.41

1.39

1.39

1.38

1.35

1.31

1.30

1.30

1.30

1.29

1.29

1.26

1.25

1.25

1.24

1.23

1.21

1.19

1.19

1.19

1.19

1.18

1.14

1.14

1.11

1.11

1.11

1.09

1.09

1.00

0.96

0.91

0.86

0.80

0.78

0.76

0.75

0.73

0.71

Strength Rank 2009

AggregateStrength


Ratio


Change


Cost toIncomeRatio



Total Score(7.5%)


Score(7.5%)

Loan QualityGross


1.0

0.5

3.0

0.5

1.5

1.5

1.5

1.0

1.5

1.5

1.5

1.5

0.5

0.5

0.5

0.5

0.5

1.5

0.5

0.5

0.5

0.5

1.5

1.5

0.5

1.5

0.5

0.5

1.0

1.5

1.5

3.0

0.5

0.5

1.5

0.5

0.5

0.5

0.5

0.5

1.0

1.5

0.5

1.5

0.5

0.5

1.5

0.5

1.0

1.5

0.1%

0.0%

1.8%

0.0%

0.2%

n.a.

n.a.

0.1%

n.a.

n.a.

n.a.

n.a.

0.0%

0.0%

0.0%

0.0%

0.0%

n.a.

0.0%

0.0%

0.0%

0.0%

n.a.

n.a.

0.0%

n.a.

0.0%

0.0%

0.1%

n.a.

n.a.

2.0%

0.0%

0.0%

n.a.

0.0%

0.0%

0.0%

0.0%

0.0%

0.1%

n.a.

0.0%

n.a.

0.0%

0.0%

n.a.

0.0%

0.1%

0.2%


Score(5%)


THE ASIAN BANKER


Country Capsules

0

0.2

0.4

0.6

0.8

1.0

1.2

2006 2007 2008 March 2009*

Gro

ss N

PL

rati

o (%

)

NAB

CBA

ANZ

WBC

11040519

1765411420732100

12345678910

National Australia BankCommonwealth Bank of AustraliaAustralia and New Zealand Banking GroupWestpac Banking CorporationMacquarie GroupSt George BankSuncorp-MetwayBank of Western AustraliaBendigo and Adelaide BankING Bank (Australia)

Commercial BankRank Strength Rank 2009

455,030337,790326,325304,608103,327102,10565,24045,81433,27033,262

1,9283,3412,2732,674

621814383-96119126

8.9%19.9%13.9%20.7%9.0%

17.7%4.5%-5.0%7.3%9.4%

0.5%1.0%0.8%1.0%0.5%0.9%0.6%

-0.2%0.4%0.4%

10.9%11.6%11.1%10.8%

n.a.10.4%10.4%11.1%10.4%12.8%

0.6%0.2%0.5%0.4%2.9%0.2%0.7%n.a.

0.1%0.7%

Net Profit($m) ROA ROE CAR

(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

10 13 14 15 43 44 67 94 125 126

AustraliaAustralia: 13 banks in the AB300. Total assets: $1,858.4 bn. Total net profi t: $12.5 bn


Although Australia’s golden age of banking of-

ficially ended last December when bank lending

felt its first month-on-month contraction since 1992,

its banks have weathered the storm remarkably well.

The Big Four Australian banks are firmly placed within

the top 13 ranks in The Asian Banker 300 (AB300)

ranking for biggest regional profits.

However, that does not mean that they have been

left completely unscathed by the credit crunch—the

banks’ ROA fell in 2008 to 0.61% from an average of

1.9% a year earlier, and ROE also fell to 10.84% from

an overall average of 13.74% in the same period. Again,

this can be attributed to the fall in net profit through a

surge in credit impairment charges, which trebled to

$6.8 billion in 2008, from $2.4 billion in 2007. Most

of the country’s banks managed to maintain profits,

although NAB’s 0.9% dip in annual earnings broke Aus-

tralian banks’ 15-year profit growth streak. That was

followed in December with a $139 million loss at Bank

of Western Australia; once an aggressively expanding

financial institution, loan impairment expenses of

$570 million took its toll on the HBOS-owned bank in

2008, and it was sold off to Commonwealth Bank of

Australia at the end of 2008.

The merger between Westpac Banking Corpora-

tion (Westpac) and St George Bank on December 1st,

2008 has led to the establishment of Australia’s sec-

ond largest entity by assets, and has led to pressure

on the other Big Four banks to acquire and maintain

their market dominance, although acquisition targets

remain scarce. Bendigo Bank and Bank of Adelaide

completed their merger a day before Westpac’s, to

become Bendigo and Adelaide Bank, the number 125

in the AB300 with assets of $330 billion (they had

been at positions 200 and 134, respectively, in the

previous year’s AB300).

The banks, in particular the Big Four, engaged in

continuous debt issuance for capital raising through-

Australia: the rocky ride is not over yet

NPLs are growing sharply, especially at NAB and ANZ

Source: The Asian Banker Research, Bankscope* June data for Commonwealth Bank of Australia



out the fiscal year, and since the beginning of 2008

Australia’s banks have held over 50 capital raising ex-

ercises, of both equity and debt, with the latter being

the more common method. But despite the frequency,

volumes were typically low in 2008 with the majority

of the exercises being small, frequent bond issuances,

often of only a few million dollars. The slow pace

continued into 2009, but eventually gathered pace

when NAB successfully raised $2.25 billion in July in

an underwritten share placement, while ANZ raised $2

billion in May. In both cases it seems that the capital

raising was conducted primarily to improve market

share in SME business lending, with the banks feeling

the pressure from the merger between Westpac and

St George, although ANZ eventually used $550 million

in August 2009 to buy The Royal Bank of Scotland’s

operations in six Asian markets.

The Australian banks have historically had the

lowest NPLs in the region, and the trend continued

throughout 2008 with four banks, Bendigo and Ad-

elaide Bank, Bank of Queensland, Commonwealth

Bank of Australia and St George Bank occupying

the top four places in the AB300’s gross NPL ratio

ranking, with figures of 0.1%, 0.1%, 0.2% and 0.2%

respectively. This occurred despite the average gross

NPL ratio more than trebling during the period of the

fiscal year, from 0.25% in 2007 to 0.79% in 2008,

meaning that some large banks have been hit with a

wave of bad loans. Recent figures for NAB, ANZ and

Westpac show that NPLs moved up 0.4%, 0.6% and

0.4% to 1%, 1.1% and 0.8% respectively, signalling

the clear start of a worrying trend. NPL provisions

have also been steadily rising throughout the year,

with NAB announcing $574.3 million in provisions in

July to cover credit losses and ANZ announcing $678.2

million worth of provisions to cover bad debt losses.

The Australian banks currently have a lot of re-

serves due to the capital raised throughout the year.

The average capital adequacy ratios across the banks

have risen to 12.26% in 2008 from 11.86% a year

earlier. Perhaps what will determine the performance

of the Australian banks next year will be how they put

this capital to use, and whether they actually lend or

acquire, or just sit on their capital.

26101523133144764620

12345678910

Industrial and Commercial Bank of ChinaChina Construction BankAgricultural Bank of ChinaBank of ChinaBank of CommunicationsChina Merchants BankShanghai Pudong Development BankChina CITIC BankChina Minsheng Banking CorporationIndustrial Bank


1,427,6101,105,4711,026,3001,017,130

392,554229,976191,588173,844153,651149,372

16,27413,5557,5289,6414,1683,0651,8311,9541,1461,666

19.2%20.3%

n.a.14.0%20.2%27.9%35.9%14.8%14.8%25.9%

1.2%1.3%0.8%1.0%1.2%1.5%1.2%1.2%0.8%1.2%

13.0%12.2%9.4%

13.4%13.5%11.3%9.1%

14.3%9.2%

11.3%

2.0%2.2%4.3%2.7%1.9%1.1%1.2%1.4%1.2%0.8%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

3 5 6 7 12 20 23 25 27 28

ChinaChina: 37 banks in the AB300. Total assets: $6,697.2 bn. Total net profi ts: $66.9 bn


As many of the world’s financial institutions

scramble for survival in the midst of a lingering

financial crisis, Chinese banks have over the last year

emerged as some of the world’s strongest and most

profitable. In total, 37 of the 300 largest banks by

assets in the Asia Pacific region were from China,

including the six in the top 20 that registered growth

between 12% and 43%. At the head of the pack was

Industrial and Commercial Bank of China (ICBC),

whose assets stood at $1.42 trillion, a 12.4% year-

on-year increase that solidified its third place position

overall in the region. China Construction Bank (CCB)

meanwhile ranked 5th, Agricultural Bank of China

(ABC) 6th, Bank of China (BOC) 7th, Bank of Com-

munications (BoComm) 12th and China Merchants

Bank (CMB) 20th.

China: Pushing the envelope


THE ASIAN BANKER


Country Capsules

ICBC also led all players in terms of net profit-

ability, raking in $4.23 billion or a 35.2% year-on-year

rise, followed by CCB, BoComm, ABC and Shanghai

Pudong Development Bank (SPDB), together the only

financial institutions in Asia to take in more than

$1 billion each in profits last year. All told, Chinese

banks accounted for 67% of total AB300 banking

profits—which have been converted from local cur-

rencies into US dollars, giving Chinese banks a boost

from a strengthening renminbi while other currencies

fell against the dollar—that helped them claim the

first nine out 10 profit growth rankings, while SPDB’s

earnings climbed more than any other large bank in

the country, up 127.6% year-on-year.

Robust performance is spurring heavy IT infrastruc-

ture and channel build-up in China, contrary to many

banks regionally and globally that have been forced to

clamp down spending to shore up scare capital. Chinese

banks nevertheless boasted 21 of the 30 lowest cost-to-

income ratios in the region last year. State-owned giants

are getting a lift in this area from further downsizing

their huge branch networks and staff deployments,

although an exception to this trend is ABC, which is

boosting networks due to low operat-

ing costs and social commitments in

rural areas. The bank is preparing for

its long-awaited IPO with a $19 billion

recapitalisation in October 2008.

The slump in China’s capital

markets last year impacted fund

and wealth management businesses

across the industry, and the drop

in fee income and made Chinese

banks weak among peers in The

Asian Banker 300 (AB300) in terms

of their non-interest income to total income ratios.

BOC topped the list for China at a paltry 86 (28.8%),

while like other big banks like CCB stood at 140

(16.6%), CMB at 156 (15.6%), ICBC at 160 (15.2%),

BoComm at 164 (14.7%) and ABC at 219 (8.1%).

Chinese banks have managed to control bad assets

thus far. In the ranking, nine out of China’s ten strong-

est AB300 players saw a reduction in non-performing

loans (NPLs). Industrial Bank boasted the lowest NPL

ratio of this group at 0.8%, 35th overall in the AB300

ranking, followed by CMB, 48th at 1.1%, and China

Minsheng Banking Corp and SPDB, sharing the 53rd

spot at 1.2%. Yet, an NPL surge amid market uncer-

tainty could greatly undermine the progress made by

Chinese banks reducing NPLs over the last year and

into the first half of 2009. How the industry responds

will have deep implications for its development and the

fate of the wider economy in the years to come.

But an even bigger challenge for China’s financial

institutions appears to still lie ahead as they come to

grips with an extraordinary spike in government-man-

dated lending. In the first quarter of 2009 alone, the

Chinese banking industry issued $671 billion in new

loans as part of China’s ambitious stimulus package,

exceeding 93% of the country’s $735 billion official

lending target for the entire year. Intended to boost

the domestic economy, which has been strained by the

global slowdown and reduced export demand, the torrid

pace of credit extension in China is a source of growing

concern. As such, the need to preserve capital to keep up

with lending activity and satisfy heightened regulatory

CAR requirements is likely to prevent Chinese banks

from seeking local or international acquisitions.

0%

1%

2%

3%

4%

5%

6%

2006 2007 20080

500

1,000

1,500

2,000

2,500

3,000

3,500

NP

L ra

tio

(%)

$ (

bill

ion)

Year-end total loans

Gross NPL Ratio

Total loans at 14 Chinese banks* have risen, but NPLs have fallen

Source: Asian Banker Research * ICBC, CCB, ABC, BOC, BoComm, CMB, CITIC, Hua Xia, SPDB, SDB, CMBG, Everbright, GDB and Industrial Bank

A slump in China’s capital markets last year impacted fund and wealth management businesses, and the drop in fee income made Chinese banks weak among peers in the AB300 in terms of their non-interest income to total income ratios.



Sustainability strainedThe annual defi nitive ranking and survey of Asia Pacifi c’s largest and strongest banks

The Asian Banker 3002009-2010 Edition

An indispensable research and reference support mechanism that provides banking industry analysts, fund managers and technology solutions providers with:

• In-depth metrics and indicators for balance sheet, income statement, liquidity, asset quality, capital adequacy and profi tability for 500 fi nancial institutions.

• Loan breakdown by maturity and category, customer deposits, revenue structure and important non-fi nancial information such as number of branches and employees.

• Exclusive in-depth country-level analysis of data that examines metrics pertinent and unique to 30 key countries and regions, including consolidation activities and rapid development in emerging markets.

The Asian Banker 300 Premium Edition will be delivered to you in Excel format on an interactive CD-ROM, for you to use in any way you wish. You will also be given password access to the online edition which will be updated twice yearly.

For more information, please contact:Ms Vicky SuManager, FSI Client ServicesTel: +65 6236 6517Fax: +65 6236 6530Email: [email protected]


THE ASIAN BANKER


Country Capsules

0

5

10

15

20

25

30

35

40

45

50

Non

-inte

rest

Inco

me

Rat

io (

%)

HSBC

BOC Hon

g Ko

ng H

oldings

Hang

Seng

Ban

k

Stan

dard C

harte

red

Bank

ICBC (A

sia)

Wing

Hang

2007

2008

391233098220971528714617

12345678910

Hongkong and Shanghai Banking CorporationBOC Hong Kong HoldingsHang Seng BankStandard Chartered Bank (Hong Kong)Bank of East AsiaIndustrial and Commercial Bank of China (Asia)Wing Hang BankNanyang Commercial BankCITIC Ka Wah BankCitibank (Hong Kong)


549,652148,01298,33277,23853,57425,10217,34015,80015,71514,589

7,093388

1,81974213

12515013117

415

24.1%3.3%

27.8%18.0%0.3%6.6%

10.9%6.5%1.3%

54.3%

1.3%0.3%1.9%1.1%0.0%0.5%0.8%0.8%0.1%3.0%

13.4%16.2%12.5%

n.a.13.8%13.6%15.4%17.1%14.7%14.3%

1.0%0.5%1.0%

n.a.n.a.

0.7%0.7%0.6%1.9%0.6%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

9 29 48 56 80 152 190 201 202 211

Hong KongHong Kong: 15 banks in the AB300. Total assets: $1,074 bn. Total net profi ts: $11 bn


Despite being a territory of only seven million people,

Hong Kong has more banks in the Asian Banker

300 (AB300) ranking of banks by asset size than any

country besides Japan, China, Taiwan, India and Ma-

laysia—countries with populations that range from 22

million to 1.3 billion. With only 4.3% of the total assets

of the AB300 banks, Hong Kong lenders so far had a

greater proportion of the profits with 11%, the only

domain besides Australia (12.5%) and China (66.9%)

to see its share of the wealth move into double digits.

With the blistering policy-led growth and profit-

taking across the border in China, Hong Kong’s banks

have a highly competitive neighbour next door to

stay ahead of, even as that neighbour makes inroads

into its market—Bank of China, Industrial and Com-

mercial Bank of China and China Construction Bank

have all set up shop in Hong Kong by acquiring local

lenders, and have recently been joined by China

Merchants Bank, which agreed in October 2008 to

pay $2.48 billion for a 53% stake in the struggling

family-run Wing Lung Bank, Hong Kong’s only unprof-

itable bank and its 13th-largest by assets.

In terms of profitability, the gains in this year’s

AB300 were not as good as last year’s. Indeed, even

as the whole region saw profits drop 39% (fuelled

by massive losses in Japan), so Hong Kong’s banks

saw profit fall 30% as well. In fact, only two banks

in Hong Kong saw net income growth this year—Citi-

bank’s profits of $132 million were a 46.6% boost

from the previous year’s, and CITIC Ka Wah Bank’s

measly $3 million was 20.6% better than the previ-

ous year. Other banks saw their profits reduced

from the previous year’s by various degrees, ranging

from the $47 million in the case of Fubon Bank, to a

$531 wipeout at Bank of East Asia (BEA) that repre-

sented a 97.1% reduction of what it had earned the

previous year (BEA, which had a sizeable portfolio

of securitised assets, decided to write all of them

off in one go).

Hong Kong: Shrinking profi ts, hidden dragon

Non-interest Income is slipping in Hong Kong’s biggest banks




Hong Kong banks still saw their loans growing,

though; Standard Chartered Bank led the group with

19% growth, followed by Citibank at 18% growth,

Industrial and Commercial Bank of China (ICBC) at

12%, and BOC Hong Kong Holdings at 11.8%. Only

Dah Sing Banking Group shank loans, by 1.3%. Cor-

respondingly, banks also grew their deposits, with

Standard Chartered Bank again leading the way with

33% growth—a heavy rate of liabilities gathering

that it seemed to adopt in several markets, such as

South Korea and Thailand, where it grew deposits

47.6% and 41% respectively. Following the way was

Wing Lung Bank, which grew deposits 17%, Fubon

Bank which grew them 15.7%, Bank of East Asia

grew at 13.9%, and CITIC Ka Wah Bank expanded

at 13.5%.

Perhaps the Achilles heel of the Hong Kong banks

is in their non-interest income, which fell sharply this

year, leaving only three Hong Kong banks in the top

50 banks in the measure of non-interest income to

total income. These were Citibank, at position 22 with

46.6% (where it ranked below Citibank in Australia,

Singapore and Japan, an indication of how tough the

market was in Hong Kong), HSBC at position 43 with

37.3%, and Standard Chartered Bank, at position

46 with 36.6%.

Citibank Hong Kong’s strong non-interest in-

come to total income ratio was one of the meas-

ures that helped earn it the title of strongest bank

in Hong Kong according to the AB300 strength

scorecard, and position 17 overall. In fact, its

performance helped it to earn the position of

second-highest ranked foreign bank in the entire

AB300, after HSBC (Malaysia), which is at position

12. It led Hong Kong in profit gain, ROE, where its

54.3% made it third in the overall strength rank-

ing, and ROA, where its 3% made it first in the

overall ranking.

4211925518911719202

12345678910

State Bank of IndiaICICI BankPunjab National BankBank of BarodaBank of IndiaCanara BankHDFC BankUnion Bank of IndiaAXIS BankSyndicate Bank


269,28699,61652,33547,94446,71545,43137,85033,22230,48126,882

2,306697646494636401465356374188

16.3%7.2%

22.0%19.6%25.3%16.6%17.1%21.5%19.1%

n.a.

1.0%0.7%1.4%1.2%1.5%1.0%1.4%1.2%1.4%0.8%

n.a.14.7%14.3%12.9%13.1%

n.a.15.8%13.3%13.7%11.4%

n.a.3.6%1.7%n.a.

1.7%n.a.

2.0%2.0%1.1%n.a.


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

17 46 83 90 93 96 109 127 133 141

IndiaIndia: 27 banks in the AB300. Total assets: $956.9 bn. Total net profi ts: $9.4 bn


The 2008-2009 period had been a particularly

volatile one for India. Due to the global reces-

sion and negative sentiment towards the outlook

of the Indian economy, foreign institutional invest-

ments declined to such an extent in 2008 that

the stock market lost more than 50% of its value

before climbing up back again to more stable

levels in the first half of 2009. Inflation rose to

considerable levels of 12% in July 2008, but fell

sharply thereafter, to an all-time low of 0.14% by

April 2009.

The government used various monetary and

fiscal measures to restore balance in the economy,

and due to the lack of liquidity in the markets

the Reserve Bank of India reduced both the cash

reserve ratio and the repo rate. And while inter-

bank rates still stayed high at around 20%, the

reductions in policy rates were a signal to the

privately-run banks, who lowered theirs towards

the end of 2008 while major public banks such as

State Bank of India (SBI) soon cut their interest

rates as well.

India: From a position of strength


THE ASIAN BANKER


Country Capsules

2006 2007 2008

Non

-inte

rest

inco

me

to t

otal

inco

me

(%)

NP

L ra

tio

(%)

Non-interest Income Ratio

NPL Ratio28

29

30

31

32

33

34

35

36

37

0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

Even though the impact of the global financial

crisis turned out to be much more severe than

expected, the Indian economy remained funda-

mentally strong, and commentators such as KV

Kamath, the chairman of ICICI Bank, have pre-

dicted that GDP growth for the 2009-2010 fiscal

year would be over 6%. India’s financial sector

has remained resilient compared with that of the

key developed economies in the face of the sub-

prime crisis, and in this year’s The Asian Banker

300 (AB300), the 27 Indian banks that made the

list have remained at the top of many rankings,

including the strength ranking, where six Indian

banks found themselves in the top 20 (including

the first and second positions), through their very

high asset growth, loan growth, deposit growth,

CAR, operating profit and ROA.

Indian banks as a whole have high liquidity, and

on a regional basis sit in the third position for aver-

age liquid assets to total assets after Singapore and

Thailand. There were no surprises in terms of profit-

ability, and India’s largest bank, state-owned lender

SBI, was naturally also India’s most profitable bank

and the tenth-best performer in Asia Pacific, while

its second-largest (and the largest privately-owned)

financial institution ICICI Bank was its second-most

profitable bank and the region’s 31st-most profitable

bank overall. ICICI Bank shone further by having one

of the region’s highest ratios of non-interest income

at 74%, while also turning in India’s third-highest

CAR, at 14.7%.

Indian banks had been aggressively growing

their loan portfolios for the past few years to com-

pete with the international banks that had been

entering the Indian market, resulting in higher

non-performing loans hitting the banks’ balance

sheets. After the advent of the credit crisis, which

was marked by the collapse of Bear Stearns in

March 2008, the Indian banks continued their

aggressive loan growth to meet their targets,

carrying on until September 2008. Since October

2008, banks have cooled off their loan growth

and also started following stricter underwriting

policies. NPLs have also been reducing in the

last few years, but the banks have been looking

into other means for revenues as well, especially

fee revenues.

Through its acquisition of Centurion Bank of

Punjab, HDFC Bank, determined by the strength

ranking scorecard to be the Asia Pacific region’s

strongest bank, has enjoyed India’s highest loan

growth (56.1%) and deposit growth (41.3%). It

also kept NPLs relatively low, and at 2.0% has

the eight-lowest NPLs of any Indian bank, which

was position 101 on a regional basis. However, it

was not strong on all counts—compared with its

main rival among privately-owned banks, ICICI

Bank, it had a very low non-interest income ratio

at 31.7%, the 17th-highest in India and at position

70 in the region.

Non-interest incomes ratios of the top five

private banks show that private banks, which

had ratios ranging from 74% at ICICI to 41.7% at

HSBC, have done much better than the top five

public banks, which ranged from 42.4% at State

Bank of India to 28.8% at Punjab National Bank.

But non-interest income isn’t everything—Punjab

National Bank, with strong loan and deposit growth,

became the region’s second-strongest bank, right

after HDFC Bank.

Even as Indian banks’ NPLs come down, so does their reliance on fee income


Indian banks as a whole have high liquidity, and on a regional basis sit in the third position for average liquid assets to total assets after Singapore and Thailand.

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THE ASIAN BANKER


Country Capsules

0

2

4

6

8

10

12

14

16

Indo

nesia

Sing

apor

e

Hong

Kong

Philip

pine

s

Malay

sia

Thailand

Indi

a

S.Ko

rea

China

New Z

ealand

Austra

lia

Taiw

an

Japa

n

Viet

nam

Ave

rage

tot

al C

AR

(%

)

CAR

52117594123181

123456

Bank MandiriBank Rakyat IndonesiaBank Central AsiaBank Negara IndonesiaBank DanamonBank CIMB Niaga


32,73422,47322,42618,4249,7969,424

48554452711216562

18.0%29.3%26.9%7.9%

16.2%9.2%

1.7%2.7%2.6%0.7%1.9%0.9%

15.7%13.2%15.8%13.5%14.0%15.6%

4.9%n.a.

0.6%4.9%2.2%2.5%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

129 167 168 185 263 268

IndonesiaIndonesia: 6 banks in the AB300. Total assets: $115.3 bn. Total net profi ts: $1.9 bn


Although there was a crisis going on in the world

around them, Indonesian banking looked

more like business as usual. Even with the weak-

ening of the rupiah relative to the dollar, the six

Indonesian banks in this year’s Asian Banker 300

(AB300) did see their profits increase by roughly

$100 million to $1.9 billion. Indonesia’s banks

also found themselves in the top half of several

key rankings: they were placed between positions

3 and 117 in ROA, between positions 57 and 148

in cost to income ratio, between positions 42 and

180 for net profit, between positions 34 and 112

for deposit growth, and between positions 16 and

74 for CAR. In fact, Indonesian banks had higher

average CAR than those from any other market

in Asia Pacific.

Indonesia’s banks did less well on the ranking

of liquid assets to total assets, where they were

11th of 14 markets with a 2.9% ratio, which is

far less than regional leader Singapore’s 17.5%.

They also had relatively poor non-interest income

streams at an average of 19.5%, putting them 10th

of 14 banks, and their NPLs were on the high side

as well: while Bank Central Asia (BCA) may have

been the 19th-best bank overall with only 0.6%

NPLs, Bank Mandiri’s 4.9%, Bank Negara Indo-

nesia’s (BNI) 4.9% and Bank Rakyat Indonesia’s

(BRI) 5.7%—which puts it at position 241 in the

listing—are more worrying.

Between themselves, there was also a shake-up:

privately-owned BCA, which has typically always

been the second-largest bank by assets in Indonesia

behind state-owned giant Bank Mandiri, this year

lost its position to BRI, also a state-owned lender,

which grew its assets at a rate of 20.8% compared

to BCA’s 12.6%. But this didn’t prevent BCA from

doing well in the strength ranking, where it was fifth

overall behind the strongest banks of India (2), Ma-

laysia and China; these banks all saw strong asset,

loan, deposit and net profit growth, and ahead of the

banks of Asia’s developed markets, which did poorly

in those indicators. BCA did well in the scorecard’s

loan growth, risk index, CAR, ROA, cost to income

ratio, loan loss reserve to gross NPLs, and overall

gross NPL categories.

Another upset may be in the making, with the

emergence of Bank CIMB Niaga, which was formed

Indonesia: Well-capitalised, but illiquid

Indonesian banks lead the region in average CAR




when Malaysia’s Bumiputra-Commerce Holdings

consolidated its stake in Bank Niaga and Bank Lippo

to comply with the central bank’s single presence

policy that allows a single majority owner to keep

only a single bank holding in Indonesia (owners

of multiple holdings must merge, diverge, or form

financial holding companies). While Bank Niaga has

in past years been able on its own to creep onto the

AB300’s lower reaches, or been pushed off in oth-

ers, it is now in a solid position at 268, edging close

to Bank Danamon’s 263 position. It may be some

time before it overtakes the aggressive microfinance

lender, which grew assets at 20% to Bank CIMB

Niaga’s 10%, but with time and further integration

the ambitious Malaysian group may yet push suc-

cessfully for higher growth, both through aggressive

lending or further acquisition.

But Bank Danamon, which is 58% owned by

Singapore’s Temasek Holdings and run by former

Citibanker Sebastian Paredes, may not be in its

position for long either, having raised $362 million

in an April rights issue to bring its CAR to a ridicu-

lously-high 23%—well above the central bank’s 8%

capital requirement. Sitting on an expensive capital

cushion to wait out the crisis is clearly not what

Paredes has in mind, and if ever there was an Asian

bank that was ripe for an acquisition, then Bank

Danamon is it.

Acquisition targets, however, are less apparent.

Bank Internasional Indonesia has already been

acquired by Maybank in a controversial May 2008

deal, which saw Malaysia’s largest bank overpay

tremendously for the right to own the brand, and

other foreign banks already have their hooks in

many of Indonesia’s other banks: ANZ with Panin,

Standard Chartered Bank with Permata, and Singa-

pore’s UOB with Bank Buana. But there are plenty

of small lenders for Bank Danamon to set its sights

on—Indonesia still has nearly 130 banks—and when

HSBC bought 88% of Bank Ekonomi in late 2008 it

instantly increased its branch network in the country

by 96 branches.

16218014318817218775169162199

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Mitsubishi UFJ Financial GroupMizuho Financial GroupSumitomo Mitsui Financial GroupNorinchukin BankResona HoldingsShinkin Central BankSumitomo Trust and BankingChuo Mitsui Trust HoldingsBank of YokohamaFukuoka Financial Group


2,086,8051,639,4851,275,578

685,248430,916302,117233,466167,539128,200124,243

-2,199-6,420-3,480-6,306

980-2,055

201-969

8920

-2.3%-13.8%-6.5%

-21.1%17.2%

-42.6%1.4%

-13.1%1.1%

n.a.

-0.1%-0.4%-0.3%-1.0%0.2%

-0.7%0.1%

-0.6%0.1%

n.a.

11.8%10.6%11.5%15.6%13.5%22.9%12.1%12.1%10.9%8.8%

1.6%1.8%2.3%2.0%2.6%0.6%1.6%1.6%3.3%5.3%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

1 2 4 8 11 16 18 26 30 35

JapanJapan: 120 banks in the AB300. Total assets: $10,951.8 bn. Total net profi ts: -$25.1 bn


Although they are not suffering as much as finan-

cial institutions in other large economies, Japan’s

banks are still the most bloated and least efficiently-

run financial institutions in Asia Pacific: their share

of the region’s assets, loans and deposits were by

far the largest, with China—the only contender for

scale—trailing by nearly half. But while it may have the

largest representation of banks on the chart at 120,

Japan was the only country where banks incurred

more losses than made profit: the cumulative losses

of the 120 Japanese banks in the AB300 represent

nearly one quarter of the region’s total profits. In

total, 56 of the region’s 67 loss-making banks were

Japanese, among them all of the mega-banks and

large regional banks such as Shinsei Bank; but de-

spite the bleak outlook, the fact that only seven of

them had lost money two years in a row may indicate

that the losses could still be one-offs, and there is

Japan: Ineffi cient market


THE ASIAN BANKER


Country Capsules

Num

ber

of

ban

ks in e

ach g

roupin

g

Grouping in AB300

0

10

20

30

40

50

#1-50 #51-100 #101-150 #151-200 #201-250 #251-300

size ranking

strength ranking

a chance that the country’s banks can buck the

trend and quickly return to profitability. For this to

happen, much will depend on the stock market, to

which Japanese banks are highly exposed, but they

also have incredible scale, are tied to the world’s

second-largest economy, and lending has generally

recovered from its ten-year slump.

Asset growth at Japanese banks was gener-

ally positive, with Sumitomo Mitsui Financial Group

(SMFG) showing 7.8% growth, down from 11.1% in

the previous year. Here it was better off than main

rivals Mitsubishi UFJ Financial Group (MUFG), which

only grew assets 3.7%, and Mizuho Financial Group

(Mizuho), which saw assets shrink 0.6% respectively.

Among the three Japanese mega-banks, Mizuho

came out of the year with the most blemishes, hav-

ing registered the largest loss of the three, at $6.4

billion (by comparison, SMFG lost $3.4 billion and

Strength and size are inversely proportionate at Japanese banks


The profitability of Japanese banks is generally very poor, and has been for some time: thin distribution at the top of the rankings for ROA and ROE and heavy representation in the bottom 100 of both columns were the trend.


MUFG—with the most assets of the three by far—lost

only $2.2 billion). The hapless Mizuho seems particu-

larly accident-prone among Japanese lenders, having

invested in Merrill Lynch soon before it was acquired

by Bank of America, and originated and

held large amounts of structured products

through its own ambitious/poorly timed

Wall Street operation.

There were only 11 Japanese banks

in the top-100 most profitable banks, the

healthiest of which was Orix Corporation

at position 17, and the largest of which is

Resona Holdings, the only profitable mega

bank, which had nearly $ 1 billion in prof-

its. Only eight Japanese banks showed

profit growth in 2008. Ironically, these

were all regional lenders such as Bank of

Fukuoka, which had the 32nd-highest profit jump on

a percentage basis in the region at 54%, and there

are seven other regional banks in the top 100.

The profitability of Japanese banks is generally

very poor, and has been for some time: thin distribu-

tion at the top of the rankings for ROA (only two in

the top 100) and ROE (four in the top 100) and heavy

representation in the bottom 100 of both columns (all

but 21 and all but 24 respectively) were the trend;

the same was true for the cost to income ratio, where

only five Japanese banks were among the 100 Asian

banks with the lowest cost to income ratio. Accord-

ingly, 12 of the 16 AB300 banks with more than 100%

cost to income are from Japan.

It is understandable that the cost to income ratio

at Japan’s banks would be high. The cost of funds is

increasing for the banks, and at the same time staff

costs—which have always been high—are being

exacerbated by demographics as the post-war baby

boom generation ages and retires on expensive life-

long employment packages. While these generous

terms are slowly being reduced or phased out, they

will be an increasing burden on Japanese banks for

at least another generation. This may, in part be

mitigated by opportunities for Japanese banks to

turn large pension payouts into wealth management

relationships and create a stream of annuity income,

but it will be some time before efforts to develop this

business pay off.


THE ASIAN BANKER


Country Capsules

-10%

-5%

0%

5%

10%

15%

20%

EON C

apita

l

RHB Cap

ital

Bank Ke

rjasa

ma Ra

kyat

Malay

sia

Bumip

utra

-Com

mer

ce H

oldi

ng

AMMB H

oldi

ngs

BIMB H

oldi

ngs

Affin

Ban

k

% c

han

ge

Loan Growth Change in 2008

NPL Growth Change in 2008

14773631394012494536

12345678910

MaybankBumiputra-Commerce HoldingsPublic BankRHB CapitalAMMB HoldingsHong Leong Financial GroupHSBC Bank (Malaysia)OCBC Bank (Malaysia)Citibank (Malaysia)Standard Chartered Bank (Malaysia)


77,68559,68156,62930,17725,95124,13415,24713,82013,31912,718

867581757303254239260173223207

14.9%11.8%26.1%14.1%11.6%14.0%28.6%21.5%25.8%38.5%

1.2%1.0%1.4%1.0%1.0%1.0%1.7%1.3%1.7%1.6%

14.5%n.a.

13.7%n.a.n.a.n.a.

13.4%11.6%13.7%13.8%

3.8%4.9%1.0%4.5%4.1%2.3%1.6%3.4%3.1%2.6%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

55 76 77 134 147 157 206 222 226 233

MalaysiaMalaysia: 16 banks in the AB300. Total assets: $391.4 bn. Total net profi ts: $4.7 bn


While Malaysia’s banks are not the largest in

the region—the sixteen banks in this year’s

Asian Banker 300 (AB300) are scattered between

positions 55 and 256 in our ranking of the larg-

est banks by asset size—nearly all of them punch

above their weight in the strength ranking, where

they range from positions 3 to 189, with number

294 in size Alliance Financial Group especially

well-placed at position 73 for strength. The only

exception to this is Bumiputra-Commerce Hold-

ings the listed vehicle for the CIMB Group which

holds CIMB Bank and other commercial banking

organisations, which is 76th in size, but a still-re-

spectable 77th in strength.

The Malaysian banks seem to score the highest

marks in ROA, their cost to income ratios, and the

ratio of non-interest income to total income. In terms

of ROA, eight of them are in the top 50, while with

the cost to income ratio, six of them are in the top 50.

For the ratio of non-interest income to total income,

10 Malaysian banks are in the top 50; here they are

so strong that the country’s average of 33.2% is

second regionally only to Singapore.

Foreign banks in Malaysia do better against their

local peers than any others in Asia in these three

categories, and banks like HSBC, Citi, Standard

Chartered Bank, OCBC, and UOB hold three of the

top five positions in each of these rankings. In the

strength ranking as a whole, Malaysia is also the

home of Asias strongest foreign-headquartered

bank, HSBC (Malaysia). By this measure, the bank

comes in at position 12, well above any other Ma-

laysian bank—except Public Bank, which holds

position three.

To earn its high strength ranking, Public Bank

was not only Malaysia’s second-most profitable

bank with $757 million, but it recorded the largest

profit gain of any other Malaysian bank (and this was

Malaysia: Not big, but strong

Most Malaysian banks with high NPL reduction are still growing their books




one area where Malaysian banks were particularly

weak—five of them saw profits shrink). Its cost to

income ratio is also strong—at 32.3%, it was the

ninth-best in the AB300 and second-best in Malaysia

after Bank Rakyat, while it grew loans 19.2% and

deposits 16.9%.

But the bank is also very exposed to interest in-

come: despite being stronger than most Malaysian

banks in many areas, Public Bank was second from

the bottom of the Malaysian banks with respect to

non-interest income as a proportion of total income.

At only 21%, it was respectable on a regional level,

coming in at position 127, but well below Standard

Chartered Bank’s 53.9%, HSBC Malaysia’s 52.3%,

AMMB Holdings’ 45.7%, or Bumiputra-Commerce

Holdings’ 38.9%. The only bank to have a lower ratio

in this area was Bank Rakyat, with a dreadful 9.2%

that landed it at position 212 overall.

With Malaysia an emerging market, its banks

followed the general trend of the emerging markets

in this year’s AB300 of having high deposit and

loan growth rates. UOB led deposit growth with

22.8%, while Bumiputra-Commerce Holdings saw

20.9% and Bank Rakyat saw 19.3%. Loan growth

at the Malaysian banks generally outpaced deposit

growth, and sector leader Bank Rakyat expanded

its loan book 31%, while Buiputra-Commerce Hold-

ings added 22.4%, Public Bank 19.2%, Alliance

Bank 18.2% and Maybank 17.8%. Correspondingly,

these banks also saw some of the highest NPLs in

the country, with Alliance Financial Group holding

7%, Bank Rakyat 5.7%, and Bumiputra-Commerce

Holdings 4.9%.

Malaysia’s banks have relatively high capital

adequacy ratios, with Alliance Holdings leading the

pack with 16.4%, followed by Maybank with 14.5%,

Standard Chartered Bank with 13.8% and Citibank

with 13.7%. On a regional basis, the Malaysian banks

in the AB300 are relatively well-placed, with 13.3%

average CAR. Where Malaysia does less well is in

liquidity—its percentage of liquid to total assets is

only 3.2%, where it sits in position 10 of 14 countries

with banks in the AB300, just behind China and

South Korea and well behind industry leaders such

as Singapore (17.5%), Thailand (14.1%) and India

(10.7%).

17411313596

1234

Banco de Oro UnibankMetropolitan Bank and TrustBank of The Philippine IslandsLand Bank of the Philippines


16,89016,10614,0388,114

4797

13892

4.0%7.2%

10.0%11.2%

0.3%0.6%1.0%1.2%

13.5%13.4%14.2%14.3%

5.5%4.5%3.9%5.6%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

195 198 220 289

PhilippinesPhilippines: 4 banks in the AB300. Total assets: $55.1 bn. Total net profi ts: $0.4 bn


With its four The Asian Banker 300 (AB300)

banks racking up a combined $55.1 billion,

the Philippines was one of five countries that had

four banks or less on the ranking. But despite the

four banks taking in more deposits than the three

Pakistan banks or the four Vietnamese banks on the

list, and having more assets and loans than the banks

from Pakistan, and it still was the lowest in terms of

total net profit at only $400 million.

Although the four banks—Banco De Oro Unibank

(BDO), Metropolitan Bank and Trust (Metrobank),

Bank of the Philippine Islands (BPI) and Land Bank

of the Philippines (Land Bank)—were all profitable,

only Land Bank saw its profit increase, and at a

rate of merely 1.6%. Meanwhile, BPI saw its profit

decrease 35.9%, Metrobank saw it drop 36.1%, and

BDO experienced a fall of 65.9%.

The Philippine banks also tended to rank quite

poorly on some strength indicators, such as cost

to income ratio where they ranged from 61.5% for

BPI, all the way up to 75.8% for BDO. The banks

also saw relatively high NPLs, ranging from 3.9% for

BPI, up to 5.6% for Land Bank, the country’s most

aggressive lender (but least enthusiastic deposit-

taker). Land Bank was the country’s top bank in the

AB300 strength ranking, on the merit of its strong

risk score, its high CAR, and high loan loss reserves

to gross NPLs.

Philippines: Matters of size


THE ASIAN BANKER


Country Capsules

But while Land Bank was the strongest bank

of the year in the Philippines, the most interesting

bank is still what is now the country’s largest, BDO.

But it was also the poorest-performer of the four

in the strength ranking. The bank, which several

years ago took the industry by storm by arrang-

ing the takeover of larger competitor Equitable

PCI Bank, has finally passed the once-monolithic

Metrobank to become the largest bank in the

Philippines by assets, with asset growth of 29%

that beat Metrobank’s 6.8% and BPI’s 4.6%. The

rationale of combining the legacy BDO, which was

a strong SME lender, with legacy Equitable BPI

Bank, which had a solid retail banking operation,

boded well for the creation of a more well-rounded

sustainable business.

In some ways, the gamble has paid off, with the

bank enjoying not only the industry’s highest asset

growth but also loan growth of 34.5%—nearly dou-

ble Metrobank’s 18.6%—and at 42.2% a deposit

growth rate more than four times Metrobank’s. But

integration issues have brought its cost to income

ratio up beyond acceptable levels, and the bank’s

5.51% NPLs—the second-highest of the four banks

after Land Bank—are a little on the high side. The

bank also suffered from lower trading volumes from

mark-to-market revaluations, as well as increased

provisions to cover possible losses from exposure

to the US banking sector that cut its net income

by more than half. These factors

showed up in the bank’s ROA of

0.3% and ROE of 4%, the lowest of

the Philippine banks in the AB300.

But the bank is forging ahead with

deal-making, acquiring GE Money

Bank of the Philippines—which GE

Money only set up in 2005 when

it bought the 31-branch Keppel

Bank—and forging ahead with GE

as an investment partner. It will

be interesting to see how, in the years ahead, GE

makes out with its ever-evolving Philippines strat-

egy, and how BDO leverages the new relationship

for greater cost efficiencies than it’s been able to

wring out of the acquisition.

Behind aggressive mover BDO, BPI and Metrobank

seem to be in a relative limbo. With crumbling

profitability due to provisioning on possible losses

from exposure to Lehman Brothers in the case of

Metrobank, and on expenses related to the valuation

of its retirement fund for BPI, both banks were also

relatively mediocre in loan growth, deposit growth,

ROA and ROE, as well as non-interest income to total

income. Cost to income is also a grave concern—BPI

may have the lowest of the four, but at 61% it has

much more cost cutting to do.

BDO stands in relatively good stead in its CAR

ratio, which is a respectable 13.5%, although it is

not as protected as Land Bank and BPI, with 14.3%

and 14.2% respectively. More worrying is the fact

that the Philippine banks are not as liquid as other

banks in the region, with an average liquid assets

to total assets ratio of only 2%, the second-last of

the 14 countries in the Asian Banker 300 and a

long way away from Singapore’s unassailable 17.5%

liquidity ratio.

tota

l as

sets

US

$m

illio

n

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

2005 2006 2007 2008

Metropolitan Banking and Trust

Bank of the Philippine Islands

Banco De Oro Unibank

Banco de Oro has moved far ahead of its closest rivals


Philippine banks also tended to rank quite poorly on some strength indicators, such as cost to income ratio where they ranged from 61.5% for BPI, all the way up to 75.8% for BDO.




0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

DBS UOB OCBC

NP

L le

vel (%

)

2006

2007

2008

33212453

1234

DBS GroupUnited Overseas BankOversea-Chinese Banking CorporationCitibank (Singapore)


178,375127,113126,03233,767

1,4721,3371,251

475

9.9%12.3%11.3%24.6%

0.8%1.1%1.0%1.4%

14.0%15.3%15.2%13.2%

1.5%2.0%1.7%0.8%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

24 31 32 122

SingaporeSingapore: 4 banks in the AB300. Total assets: $465.3 bn. Total net profi ts: $4.5 bn


The four Singapore banks in this year’s Asian

Banker 300 (AB300)—DBS, United Overseas

Bank (UOB), Oversea-Chinese Banking Corporation

(OCBC) and Citibank Singapore—are on average

the most liquid in the region, shoring up a dizzy-

ing 17.5% liquid assets to total assets. However,

it seems that Citibank Singapore 2.6% ratio is

bringing down the level of the others, which for

DBS, UOB and OCBC are 26.7%, 18.3% and 22.2%

respectively. The banks also have the region’s

second-highest average total CAR at 14.4%, just

behind Indonesia’s 14.6%, with Citibank once again

dragging down the numbers—but not much—with

its “underachieving” 13.2%.

While the high liquidity and total CAR ratios seem

to give banks in Singapore—which is highly exposed

to walking wounded export businesses, as well as

the recently-volatile financial services industry, and

has suffered a deep recession—fortress-like balance

sheets. But eventually the banks will need to stop

worrying about the sky falling and venture out with

their capital to aggressively grow loans again, or

make strategic acquisitions.

One chance for such an acquisition has come

and gone, with ANZ picking up RBS’ retail and/or

institutional businesses in Hong Kong, Indonesia,

the Philippines, Singapore, Taiwan and Vietnam for

$550 million, the largest acquisition in Asia up to

that point in 2009. Expansion seems particularly

traumatic for DBS, Southeast Asia’s largest bank by

assets, which overpaid for its underachieving Hong

Kong operations, has bungled expansion plans in

Thailand and India, and lost out on ill-conceived

bids for banks in China and South Korea. More

smoothly-managed has been UOB’s acquisition of

its Indonesian subsidiary operation Bank Buana,

now called UOB Buana, which was built up slowly

over many years to its current 98.997% stake and

subsequent delisting from the stock market on

November 20th, 2008.

Between Singapore’s three banks, leading lender

DBS enjoyed the best asset growth of 10.2% to take

the number 24 spot in the AB300. UOB’s 4.6% asset

growth allowed it to increase the distance between

itself and OCBC, which had narrowed precariously

in the previous AB300, but was widened when the

smaller lender only managed 3.9% asset growth; the

banks are at positions 31 and 32 respectively in the

AB300. Between the three of them, UOB damaged

its reputation as a lender who keeps lending even in

bad times by only increasing its loans 7.7%, against

Singapore: Sitting pretty on a capital cushion

Only OCBC’s NPLs have continued to drop in 2008



THE ASIAN BANKER


Country Capsules

133751121388067796070107

12345678910

Woori Financial GroupKookmin BankShinhan Financial GroupHana Financial GroupIndustrial Bank of KoreaKorea Exchange BankStandard Chartered Bank (Korea)Citibank (Korea)Busan BankDaegu Bank


231,040211,560209,656125,319114,67185,20760,11050,08622,48421,043

4671,1581,608

384607621245338218207

3.9%8.7%

11.4%5.1%

11.1%11.7%9.5%

10.1%17.6%17.8%

0.2%0.6%0.8%0.3%0.6%0.8%0.5%0.8%1.0%1.0%

n.a.13.2%

n.a.11.8%11.5%12.7%

n.a.12.7%13.3%12.0%

1.2%1.3%

n.a.1.2%1.5%1.2%1.1%1.3%1.3%1.3%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

19 21 22 33 38 50 75 87 166 173

South KoreaSouth Korea: 14 banks in the AB300. Total assets: $1,187 bn. Total net profi ts: $6.2 bn


More than any other country in the Asia Pacific

region, South Korea’s banks have been through

the wringer. Heavily exposed to short-term financing,

the export-dependent country’s banks were saved a

Northern Rock-sized debacle by massive support

from the government which helped them with their

financing through guarantees and other measures. By

allocating $100 billion to guarantee local bank foreign

debt issued between June 30th, 2008 and the 30th

of June, 2009 for a period of three years, the govern-

ment has allowed South Korean banks a breather,

during which time they may seek new sources of

long-term capital. Korean banks rely on foreign cur-

rency funding for 12% of their funding, $80 billion

of which came due in June 2009. The government

also pumped $30 billion directly into the banking

sector. The programmes have allowed the country

to avert a financial crisis that would require capital

injections or the types of complicated state-ownership

programmes that would need to bend over backwards

to avoid the appearance of full nationalisation, like

the ones applied in the US and the UK.

South Korea: Liquidity, please

11.9% for OCBC and 16.6% for DBS. But these aggre-

gate numbers sometimes don’t tell the whole story,

and since the start of the financial and economic

crisis, lending has been sporadic for the Singapore

banks. This has been the case for DBS in particular,

which since September 2008 has seen loan levels

ebb and wane, to the point that loans in the April to

June quarter 2009 were only slightly higher than the

July to September 2008 quarter.

In the 2008 financial year covered by the AB300,

a large layoff at DBS allowed the bank to chop op-

erating expenses 5.8%, while UOB saw them grow

1.5% and OCBC 9.4%. All three banks suffered in

terms of net profit, with DBS’ earnings dropping

12.9%, UOB’s 9.8%, and OCBC’s 16%. But all

three banks are still punching above their weight

in terms of where they sit on the AB300 for profit-

ability, as their reduced earnings still put them at

positions 19, 20 and 21 respectively in terms of net

earnings. This is probably by their high levels of

non-interest income, which range between 28.2%

and 30.9%, which has kept Singapore’s banks in the

lead position for average non-interest income ratio

for another year.

Singapore’s banks did reasonably well in the

strength ranking, with UOB and OCBC in higher

positions (21 and 24 respectively) compared to their

asset size position, while DBS is deeper down on the

strength list (33) than it is on the size list. UOB won

key points in the scorecard for its asset growth, CAR,

cost to income ratio, loan loss reserves to gross NPLs

and liquid assets to total assets.


THE ASIAN BANKER


Country Capsules

More recently, Korea’s six largest lenders by as-

sets—Kookmin Bank, Woori Bank, Shinhan Bank,

Hana Bank, the Industrial Bank of Korea (IBK) and

the Nonghyup agricultural cooperative—will set up a

private bad bank, capitalised with $1.2 billion, to be

run for five years to clean up $4 billion in troubled

loans. According to the Financial Services Com-

mission, Korea’s financial regulator, NPLs swelled

from 0.75% at the end of 2007 to 1.2% by the end

of 2008, before jumping to 1.5% three months later

in March 2009, when they levelled off.

Given their difficulties, which were mostly con-

centrated in the second half of the January to De-

cember 2008 financial year, it is clear that Korean

banks should have fared better in the size ranking

than in the strength ranking, and this was definitely

the case: Korea’s largest banks and banking groups

by assets in The Asian Banker 300 (AB300) are

Woori Financial Group (19), Kookmin Bank (21),

Shinhan Financial Group (22), Hana Financial Group

(33) and IBK (38), while the same banks’ respective

strength rankings are 133, 75, 112, 138 and 80.

The strongest large Korean bank is Citibank Korea

which, like its peers, scored high marks for asset

growth, but also risk index, gross NPL ratio and

loan loss reserves to gross NPLs. Korean banks on a

whole got low scores for liquid assets to total assets,

operating profits, ROA, and non-interest income to

total income. On average, the Korean banks’ average

ratio of liquid assets to total assets was low at 3.3%,

putting it right in the middle of the region’s 14 banks

at position eight, where the ratios bottom

out as they come down from Singapore’s

high of 17.5%. In terms of average CAR,

they are also mediocre, again in position

eight with 12.3%, coming in right after

Thailand and India.

But despite the difficulties Korean

banks faced in the year, none of them

declared losses, and five of them even

showed profit gains. Their asset quality, for the banks

that provide information on bad loans, is also very

high, with the highest NPL ratio only 1.5% for the

Industrial Bank of Korea.

Regarding asset size, this year’s AB300 counts

financial groups in the ranking, which has put

Woori Financial Group ahead of Kookmin Bank for

the first time. But Kookmin, which reorganised as

KB Financial only in September 2008, has been

raising money from shareholders and is clearly on

a path of building itself up again through acquisi-

tions, which could include the long-coveted Korea

Exchange Bank that it had once agreed to purchase

before being blocked by regulators. Hana Financial

Holdings has also moved beyond IBK to take up the

number four position. The top five banks all had

asset, loan and deposit growth in the double digits,

with Hana Financial Group leading asset growth at

15%, IBK leading loan growth at 16.1%, and Woori

Financial leading deposit growth at 38.2%.

Shinhan Financial Group had the largest profit of

any Korean financial institution at $1.608 billion on

the top of its strong credit card business, although

this was 46.1% smaller than it had been in the previ-

ous year. It was followed rapidly by other profitable

lenders Kookmin Bank and Korea Exchange Bank. No

Korean banks lost money in 2008, with one coming

out of a loss-making 2007.

0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

2006 2007 2008 2009 March 2009 June

Gro

ss N

PL

rati

o (%

)

NPLs have gathered pace in South Korea


Korean banks on a whole got low scores for liquid assets to total assets, operating profits, ROA, and non-interest income to total income.




Ta Chong Bank

Standard Chartered Bank

Union Bank of Taiwan


Far Eastern International Bank

Bank SinoPac

Yuanta Commercial Bank


EnTie Commercial Bank

2008

2007

2001000-100-200-300-400-500-600

9218112573701036912217135

12345678910

Bank of TaiwanTaiwan Cooperative BankMega International Commercial BankLand Bank of TaiwanFirst Commercial BankChinatrust Commercial BankHua Nan Commercial BankChang Hwa Commercial BankCathay United BankTaipei Fubon Commercial Bank


108,39775,60961,84461,73253,24750,99050,60542,12741,20437,037

246223103183270380301146140182

3.5%7.0%2.4%6.1%

10.0%11.4%12.1%6.9%5.6%7.8%

0.2%0.3%0.2%0.3%0.5%0.8%0.6%0.4%0.3%0.5%

11.6%10.6%11.2%10.8%10.9%16.2%10.2%10.6%11.2%11.2%

0.9%n.a.

1.0%0.8%1.5%1.5%1.7%1.7%0.7%0.8%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

40 58 70 72 82 84 85 100 104 115

TaiwanTaiwan: 26 banks in the AB300. Total assets: $851.3 bn. Total net profi ts: $2.0 bn


No banks in the Asia Pacific region have had a

harder time than the banks of Taiwan. The coun-

try’s been struck with earthquakes and typhoons, the

government controls the largest lenders, foreign banks

have come and bought up struggling tier II banks, while

banks like Chinatrust Commercial Bank (Chinatrust)

and Taishin International Bank (Taishin) that tried to

make ambitious acquisitions found the government

standing in their way. As if things couldn’t get any more

murky, now the new Kuomintang government of presi-

dent Ma Ying-jeow has indicated a desire to allow closer

relations with China, which includes allowing gigantic

Mainland lenders like Bank of China and Industrial and

Commercial Bank of China to open up shop in Taiwan.

It’s enough to make any self-respecting privately-run

Taiwanese bank look overseas for opportunities, which

is what some are already starting to do.

Taiwan’s banks are also the Asia Pacific region’s

least profitable. Of the 26 Taiwanese banks in the

survey, nine were loss making—of which seven had

also lost money in 2007, a year of record profits in

most markets. This compares with Japan, the other

market with a large number of loss-making financial

institutions, where—of the 120 Japanese banks in the

survey—56 were loss-making and only seven had lost

money two years in a row.

To compare itself to its regional peers in China

and Hong Kong, Taiwanese banks fill out the mid-

section of the Greater China banks in terms of size,

but their ROA is weak, with leading large Taiwanese

bank Chinatrust Commercial Bank weighing in at just

110 in the total ROA ranking, and all the other 25 Tai-

wanese banks scattered between 112 and 293. Eight

Taiwanese banks had negative ROAs. This compares

with Chinese Mercantile Bank, which had China’s best

ROA, at position eight, and Citibank (Hong Kong) and

Hang Seng Bank, which were in the top 10 in the ROA

ranking. A single Hong Kong bank had negative ROA,

and the Chinese banks were all positive.

Taiwan: polarized performance

Most of Taiwan’s loss-making banks are repeat offenders



THE ASIAN BANKER


Country Capsules

2366244412024214913682

123456789

Bangkok BankKrung Thai BankKasikornbankSiam Commercial BankBank of AyudhyaTMB BankSiam City BankThanachart BankStandard Chartered Bank (Thailand)


48,04338,12237,35335,57421,36217,25012,03410,8328,323

58235243961014015

1185758

11.9%12.3%14.4%17.9%6.0%1.2%

10.8%9.5%9.0%

1.2%1.0%1.4%1.8%0.7%0.1%1.0%0.6%0.8%

13.8%13.1%15.1%15.2%14.9%13.9%10.4%11.0%12.5%

4.7%8.2%3.7%5.5%

10.0%16.5%8.8%3.0%2.4%


(Total)Assets($m)

Gross NPLRatio

AB300Rank 2009

89 108 113 117 171 194 242 255 286

ThailandThailand: 9 banks in the AB300. Total assets: $228.9 bn. Total net profi ts: $2.4 bn


Despite significant political upheaval in Thai-

land, all nine Thai banks covered in The

Asian Banker 300 (AB300) finished the year 2008

profitably, with three banks—Bank of Ayudhya,

TMB Bank and Siam City Bank—recovering from

losses in 2007. The most outstanding growth

momentum was achieved by Thanachart Bank,

which doubled its net profits year-on-year. Krung

Thai Bank also achieved a 91% net profit growth

year-on-year of $352 million, which put the bank

Thailand: Snakes and ladders

But Taiwanese banks are still living up to their

reputation for resilience and don’t seem to be suf-

fering from high NPLs, with most of the banks still

declaring less than 2%, a sight better than the chronic

delinquencies that the Thai banks have had on their

books for the past decade, for example.

Leading in many of the indicators is Chinatrust.

Not only is it Taiwan’s largest privately run commercial

bank, it is also the island’s most profitable financial

institutions and has the biggest CAR. But it is still

dwarfed by government-owned institutions like Bank

of Taiwan and Taiwan Cooperative Bank, which are

number 40 and number 58 in the region respectively;

Chinatrust comes in at 84.

Taiwan’s largest banks be far are still government-

owned institutions, led by Bank of Taiwan (BOT).

Overall, these banks have seen strong performance in

2008, with asset growth of 3.1% to 7.4% in the case

of BOT. Loan growth was led by Mega International

Commercial Bank, which grew its book by 9.1%, while

deposits at the five state-owned mega banks grew

from 5.2% to BOT’s 21.1%. In Taiwan, banking is still

seen as a government service, and it can be expected

in a downturn for government banks, which tend to

charge few or no fees, to do much better. In the past

year, privately-owned banks like Chinatrust and Taishin

have suffered from charges of mis-selling complicated

structured products linked to Lehman Brothers, and ul-

timately returned to investors some of the money that

they had lost as a result of the investment bank’s col-

lapse. This may be one of the reasons for Chinatrust’s

25% fall in deposits. Taishin saw its assets, loans and

deposits shrink 4%, 8% and 4.8% respectively.

But Taiwanese banks still have relatively high costs,

with only four banks entering ranks of the top 100

banks with the lowest cost-to-income ratios, and their

21 peers are scattered throughout the bottom 200.

Given their low profitability and inefficiency, it does

appear that many Taiwanese banks are barely holding

on. But what will become of its least profitable insti-

tutions? A large number of foreign banks—Citibank,

DBS, HSBC and Standard Chartered Bank—have

already bought into local tier II institutions, as have

private equity players like Carlyle Group. But there

are no more likely candidates among global banks;

Taiwanese banks, fearing government intervention or

low ROIs if the institutions are too small and trouble-

some to integrate, may not be interested.



-20%

-15%

-10%

-5%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Bangk

ok

Bank

Krung

Tha

i

Bank

Kasiko

rnba

nkSi

am

Comm

ercia

l

Bank Ban

k of

Ayud

hya

TMB B

ank

Siam

City

Bank

YoY d

epos

it g

row

th r

ate

chan

ge

2004

2005

2006

2007

2008

The largest four Thai Banks have seen steady deposit growth


at the 21st position in the AB300’s largest gain

in profit category and Thailand’s biggest mover

in this category. Large lenders were profitable as

well, with number four by assets Siam Commercial

Bank (SCB) and number one by assets Bangkok

Bank achieved net profits of $610 million and $582

million respectively, entering the regional scoring

at the 37th rank and 39th rank.

The fastest growing bank in terms of size was

Kasikornbank, which grew assets 31.1%. This helped

it to finally move into the position of Thailand’s third-

largest bank by assets, passing SCB, which only

grew assets 6.5%. Kasikornbank’s strong growth in

assets, loans and deposits, and an improved loan

loss coverage and ratio of liquidity to total assets,

helped it tie with Bangkok Bank for the position of

strongest bank in Thailand in our strength ranking,

several positions ahead of SCB.

Overall deposits in Thailand grew year-on-year

at 9.2% on the back of high growth rates of above

40% for Thanachart Bank and Standard Chartered

Bank, and a respectable 23.5% for Kasikornbank.

The remaining banks achieved moderate deposit

growth between 3% and 8%. But deposit-gathering

capabilities at Thai banks have proven uneven in

the long term, with none of the country’s six largest

banks seeing five solid years of growth. Things were

less unstable at the four biggest banks, which at least

saw deposits grow during the last two or three years;

number five lender Siam City Bank only saw profits

increase year-on-year in 2008 after four years of

shrinkage, and number six TMB Bank has seen mas-

sive peaks and valleys in its deposit growth rate.

So far ING’s major buy-in at the chronically trou-

bled TNB Bank in early 2008 might have helped the

bank achieve a minor net profit of $15 million, aided

by a reduction in operating expenses

of 53%. Considering the bank had a

net loss of $1.29 billion in 2007, this

is a respectable achievement. But still

TMB Bank remains the least profitable

Thai bank in our ranking with a ROA of

1.2% and a gross NPL ratio of 16.5%.

It is also the only bank in Thailand with

shrinking asset and deposit portfolios,

which both decreased by more than 3%, while loans

dipped 8.4%.

More successful was Bank of Nova Scotia’s

engagement with Thanachart Bank. The Canadian

lender acquired an additional stake of 24% of the

Thai bank in early 2009 and now owns 49%. By

expanding its loan book 20.1% and deposit book

42.9%, net profit grew 100% to $57 million.

There is still plenty of room for further efficiency

improvement for Thailand’s banks, regarding the

fact that its average cost to income ratios of 56.4%

is still far from an international best standard, or

even the AB300 average (without Japan), which was

52.4%. Not one Thai bank made it into the Top 50 in

this category and only three banks, one of which is

foreign lender Standard Chartered Bank (Thailand),

achieved a cost to income ratio of below 50%. The

gross cost to income ratio of Thai banks still lingers

between 50 and 70%. Loan quality is even poorer,

with eight out of the nine banks in the AB300 were

ranked 150th and above in the NPL ranking, with five

of those banks having NPL ratios over 5%.

But the Thai banks in the AB300 are well capital-

ized, with capital adequacy ratios of 14.2% and an

average loans-to-deposits ratio of 87.7%. The use

of domestic deposits to fund domestic lending has

limited the fallout from the financial crisis and Thai

banks remained liquid at the end of 2008 with a

ratio of liquid assets to total assets above 13% for

six out of nine banks. Should worse come to worst,

Thai banks will be well buffered, with the second

highest country liquidity average of AB300 banks

after Singapore.

Thailand’s AB300 banks are well capitalized, with capital adequacy ratios of 14.2% and an average loans-to-deposits ratio of 87.7%.


CO - PUBL ISHED ART ICLE


PL_FISBRDD9029_PGA_Elev.indd 1 7/17/09 4:47:59 PM

The economic crisis has affected different people in dif-ferent ways. For a lot of my friends who hopped to the

hedge funds late last October, not too much has changed since they still pull in million dollar salaries and fl y Emperor

Class. I can’t do that any more since the bank I run was taken over by the govern-

ment and I got a new salary of one dollar a year. Of course, I could have gone to private equity or government, but I

decided to stick around to see if I could be a part

of history. In a way

I don’t envy them their life-style-preserv-ing moves, s i nc e t he y

still have all that stress and

pressure and need to per-

form. S inc e I’m too big to fail, I usu-ally take off at six every night: when the whistle blows, I just punch my card and go home.

Some of those guys ask me how I can make do on my new salary. It’s

pretty easy, actu-ally because of the new s o c i a l i s e d c ond i t i on s I f ind my-self in—my rent is only two cents a month, and I

Ah Phre Niah’s alter ego has a day job at The Asian Banker. He can be reached through [email protected].

can eat in the company cafeteria for one cent a month. I get a membership at the golf club for one cent a year, and my chauffeur service also costs two cents a month. Naturally, with a salary this low I don’t need to pay tax.

Since I don’t have to work weekends any more, I’ve taken up music. The CEO up the street has challenged me to duelling banjos at the end of the year. We’ve both been nationalised, and there’s been talk of us eventu-ally merging. Let’s see if we ever get around to it. But when we do merge, I suppose whoever wins the duel will get to be the CEO, while the other will have to rot as chairman. I’d better practice a bit. Maybe after I take my nap.

Of course, I still have to take business trips from time to time. I like these, because they usually qualify me for some overtime pay—it’s not much, but every bit counts. I also get to live a bit of the old life, because one of the perks of travel is that I still get to fl y Emperor Class again; they call it “Economy Plus” to disguise this disgusting luxury from the proletariat…erm…voters. Sometimes my old friends drop me an email to offer their condolences to my “reduced” circumstances. I don’t even bother to reply. Let them allocate capital effi ciently for a change.

I’ll admit it’s not easy. And sometimes I do have to dip into my savings. I remember that fi rst year; even though I was trying to keep things simple, I burned through my dol-lar in the fi rst six weeks of the year. But I don’t think that I’ve had it as hard as my wife has; she used to have nearly unlimited freedom, both personal and fi nancial, but not any more now that I’m “hovering around all the time.” Our re-acquaintance after all these years hasn’t been smooth. Also, she couldn’t take the microsalary situation, not after decades of conditioning, and has nicknamed me Bernie. I guess that’s code for “left me high and dry fi nancially.” I don’t think that’s really being fair, but she was built for high society, the sort of place where she could lord it over every executive spouse she elbowed aside on her way to the top. I couldn’t give that to her any more. She now gets alimony: half of my salary.

I hope she spends that fi fty cents a year wisely.

Double or nothing (again)




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