I. First Commercial Bank
The first bank was established on 1899 1 1 26th, when it was named "Taiwan Province Savings Bank". In the first year of the Republic of China, it merged with Taiwan Province Industrial and Commercial Bank, still using the name of Taiwan Province Industrial and Commercial Bank; In the Republic of China 12, Chiayi and Gaoxin Bank merged. In 36 years, it was reorganized and renamed as Industrial and Commercial Bank of Taiwan Province Province, and 1949 was renamed as the First Commercial Bank of Taiwan Province Province.
In order to strengthen the international business strategy, 1976 was renamed as the first commercial bank, and on 1 22, 1998 was transformed from a public bank to a private bank. On October 2nd, 2003, First Financial Holding Co., Ltd. was formally established and subsequently merged into the subsidiary of First Financial Holding Group. It has been running for more than one hundred years.
Second, the size of the bank.
The bank's existing capital exceeds NT$ 38.2 billion, and its total assets and tier-one capital rank among the top 200 in the world. At present, there are more than 6700 employees. In addition to the business department of the head office, there are 177 branches, 6 simple branches and 16 securities brokers in the province.
In addition, 13 foreign branches, 2 offices, 1 1 sub-bank and 3 branches have been stationed in international metropolises, financial and business centers to meet the needs of customers and all-round financial services of Taiwanese enterprises.
Third, business philosophy.
Yiyin has grown sturdily with the social economy of Taiwan Province Province for a hundred years, and has always adhered to the business philosophy of "customer first, service first" to create more value for customers' wealth and trust. It is expected to become the core bank of one of the three major financial groups in Taiwan Province Province, the most representative international bank among Chinese, and the priority bank for Taiwanese trade financing in the three places across the Taiwan Strait; Give customers the most satisfactory financial services, give shareholders the most abundant and stable profits, and give employees the best career development space.
To implement "customer-centric", we must further promote the transformation of business model. Due to historical reasons, CCB has formed a business model that pays too much attention to large customers, deposits and loans, and interest income, but lacks understanding of small and medium-sized customers, retail business, consumer finance, and intermediary business. We have guided the Bank to unify its thinking and shifted more and more financial resources and human resources to strategic business and emerging service models.