Year 2022
(Yuanta Bank)
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(Fuhwa Bank)
Letter to Shareholders
1. Business Report for 2014
Changes in the Financial Environment
        During Year 2014, global economy slowly recovered. The steady expansion of the US economy ended the third round of Quantitative Easing in November 2014. Nevertheless, central banks of Europe and Japan announced the strengthening of the easing policies during the same period because of their low inflation and customer spending. Meanwhile, overcapacity and the cooling real estate market in China slowed its economy growth. In Taiwan, the domestic economy was impacted by the food safety crisis. However, Taiwan economy grew modestly due to the stable growth in export, domestic consumption, investment and continuous decreasing unemployment rate. According to the announcement made by Directorate General of Budget Accounting and Statistics, Executive Yuan in February 2015, the estimate for 2014 economy growth is raised to be 3.74%, outnumbering 2.23% of Year 2013.
        Major institutes all predicted that the global economy will grow in 2015, because of the steady growth of US economy will offset the slowing economic expansion of China. Benefited by enlarged investment made by the semiconductor, telecom and airline sectors, private investment may keep ascending with continuous growth of private consumption driven by better employment, Taiwan economy is expect to grow in 2015. The recent plummeting international oil prices will also boost the exports of Taiwan. DGBAS estimated 2015 economic growth to be 3.78%, hiking slightly from Year 2014.
        The financial sector was benefited by financial deregulation, booming overseas business and the stable asset quality, so the earnings before tax of total domestic banks for 2014 reached NT$ 320.1 billion, or a growth of 24% from 2013. However, global economy for Year 2015 will still be impacted by the raise of interest rates in USA, fluctuation of oil prices and the growth prospect of China economy. Therefore, the management of domestic banks should correspond to international situations and economic changes, and the premise of business expansion should lies in risk management. Because FSC strongly urges the banking sector to expand overseas business channel in Asia and deregulated OBU businesses will further drive the expansion of wealth management , and e-business development led to fruitful business opportunities, the overall scale and profits of banking industry may keep hitting a record high.
Organizational Change
1. In order to aggressively develop businesses of financial product, Treasury Marketing Product Evaluation Committee, which was founded in January 2014, and Treasury Marketing Department, added in March, are responsible for the R&D of financial products and the planning, marketing and promotion of these products.
2. The competent authorities revised Implementation Rules of Internal Audit and Internal Control System of Financial Holding Companies and Banking Industries and added the clause requiring the chief compliance offices be the responsible units. The Bank initiated the establishment of Compliance Affairs Department in June 2014 to be responsible for the planning, management and execution of the regulatory compliance system in order to ensure the effective operation of the compliance system. Meanwhile, for the consistence inside the Yuanta Financial Holdings, Legal & Compliance Department was renamed Legal Affairs Department.
3. In response to the business demand, official seals, document dispatch and secretarial affairs were reassigned to President Office, which was renamed Business Management Department in October 2014.
Actual Accomplishments in 2014
        In 2014, the Bank embraced tremendous growth in business scale and profitability. As of December 2014, the Bank’s consolidated asset achieved NT$ 698 billion, which grew by 17% from NT$ 598.4 billion of year 2013. The annual net income after tax was NT$ 4.547 billion with earnings per share of NT$ 1.21, which significantly increased by NT$ 1.495 billion, or 49%, compared to NT$ 3.052 billion in 2013. With the high profit growth of six consecutive years, the NPL ratio as 0.19% and the NPL coverage ratio as 658.94% and the loan coverage ratio as 1.27% fully manifested the Bank’s premium asset quality. The performance of main businesses are as following:
(1) Deposits:
        Through deepening customer analysis and mastering the trend of customer needs, the Bank launched deposit promotion to actively expand the general demand and foreign currency deposit, elevate the share of current demand deposits and sustain the Bank’s advantaged low funding cost.
        In 2014, the Bank embraced total deposits of NT$ 549.5 billion, an increase of NT$ 66.4 billion from NT$ 483.1 billion in 2013. Meanwhile, demand deposits increased by NT$ 32.5 billion, and time deposits increased by NT$ 33.9 billion.
(2) Loans:
        Respecting corporate banking business, the Bank founded regional centers to escalate business dynamics of sales representatives. The bank also fortified the cooperation between its corporate banking departments and the securities subsidiary of the Group to integrate resources of the Group and to fully meet customers’ demand on comprehensive financing, cash flow and financial management.
        In regards to consumer banking business, the bank targeted premium customers for mortgage loans to sustain the growth in quantity and quality. Also, the Bank steadily expanded its car loans and Stock-Secured loans to effectively maximize the market share.
        In 2014, the loan volume of the bank totaled NT$ 419 billion or an increase of NT$ 34.5 billion from NT$ 384.5 billion in 2013. This included NT$ 261.7 billion of loans through corporate banking, or 62% of total loan service, and NT$ 157.3 billion through consumer banking, or 38% of total loan.
(3) Foreign Exchange:
        Driven by the deregulation of Renminbi business and the launch of Western Union Quick Cash service, foreign exchange business of the Bank has been expanding these years. The Bank aims to persistently solidify capability of personnel, and expand the overseas correspondent banking relationships to provide professional and convenient foreign exchange service.
        In 2014, foreign exchange volume of the Bank reached USD 33.1 billion, an increase of USD 6 billion from USD 27.1 billion in 2013. Meanwhile, remittance service weighted 91%, with the import service standing for 6% and the export service for 3%.
(4) Trust Business:
        In addition to furnishing a wide variety of trust products to meet client’s demands in financial management, the Bank aggressively expanded its mutual fund custody and foreign capital custody business to increase its fee income.
        In 2014, the Bank added 1 trust fund, amounted to about NT$ 1.2 billion, 23 new custody accounts of foreign inventors, amounted to about NT$ 12.8 billion.
        In 2014, the total balance of trust assets reached NT$ 113.7 billion, an increase of NT$ 11.4 billion from NT$ 102.3 billion at the end of 2013.
(5) Wealth Management:
        The bank symbolized its wealth management brand concept with “Caring, Considerate and Sincere” in Year 2014. Meanwhile, the Bank aggressively develop its customer base, business scale and to increase fee income by expanding its wealth management team, conducting professional training , integrating resources of the Group, furnishing financial planning based on customer demand, providing real-time market and product information, tax planning and financial seminars.
        In 2014 net fee income on wealth management totaled NT$ 1.077 billion, or an increase of NT$ 218 million from NT$ 859 million in 2013.
(6) Credit Card:
        In order to broaden the customer base of credit cards, the Bank, during Year 2014, launched the highly competetive “Diamond Cashrebate Card”, and also re-positioned “Leisure Card”. Additionally, to maximize the number of active credit cards and transaction amounts, the Bank provided variety of exclusive premium services according to customers’ specific attributes and launched comprehensive discount events with quality enterprises, including receipt redemption, free gifts for purchase and repayment installation plans.
        In 2014, total credit cards in circulation reached 310,000 cards, with the active cards rate of 48% in 2014 from 36% in 2013.
Budget Implementation, Financial Status and Profitability
        In 2014, the Bank’s net income achieved NT$ 11.339 billion, including net interest income of NT$ 6.959 billion and non-interest income at NT$ 4.381 billion. Compared with the net income in 2013 at NT$ 9.369 billion, net income increased by NT$ 1.970 billion.
        Major differences between 2014 and 2013 are explicated as follows:
(1)
Net interest income: increased by NT$ 843 million from Year 2013 as a result of the increase in deposits and loans by NT$ 66.4 billion and NT$ 34.5 billion respectively, spread and interest income on securities investment.
(2)
Net non-interest income: grew by NT$ 1.127 billion from 2013 as a result of the increase in net service fee and commission income, trading and foreign exchange.
(3)
Bad debt expense in 2014 amounted to NT$ 759 million, an increase of NT$ 38 million from Year 2013. Operating expenses in 2014 was NT$ 5.568 billion or an increase of NT$ 328 million from 2013.
(4)
In conclusion, the Bank’s net income before tax in 2014 was NT$ 5.013 billion. After deducting income tax at NT$ 466 million, the net income was NT$ 4.547 billion with the budget achieving rate as 113%, or an increase of NT$ 1.495 billion from NT$ 3.052 billion in 2013.

 

Research and Development
(1)
In response to the deregulation of Third-Party Payment, the Bank launched “Yuanta e-Pay”, the cross-border online collection and payment service, to seize business opportunities.
(2)
Launched mobile payment service in cooperation with Chunghwa Telecom and Taiwan Mobile Payment Corporation to boost consumption convenience for customers.
(3)
Established Phone Banking Service for wealth management to provide customers with a more diverse transaction channel.
(4)
Launched long-term Structured Investment products in USD, RMB and ZAR to fully satisfy the asset allocation needs of customers in wealth management area.
(5)
Risk Management:
 
A.
Credit risk: The Bank persistently develop the application on credit risk data mart and the analysis platform to enhance the efficiency for the establishment of corporate credit rating model and the integrity for credit risk analysis.
B.
Market risk: Strengthened the disassembly of financial derivatives, the verification and according documentation of the valuation model, also planned to calculate capital requirement for the market risk of options in Delta-plus Approach.
C.
Operational risk: We also integrated and applied comprehensive management tools including Risk Indicator System, Risk and Control Self-Assessment and Loss Data Collection to uplift the Bank’s capability in supervising and optimizing the Bank’s operational risks.
(6)
Information system R&D and upgrade: To elevate system operation efficiency and security, important IT projects were established, including Credit Card Issue Accounts and Authorization System、3D Secure for online credit card transactions, New Consumer Credit Checking System, new-generation Cross-Platform Teller System, New Data Warehouse Project, New Corporation Internet Banking System, Cross-Border Online Collection and Payment- e-Pay, Cross-Border Collection and Payment of Tuition and Miscellaneous Expenses, New Historical Data Platform, PSP-TSM, Gold Passbook in USD Currency, and upgrade of the core system storage equipment.
2. Impacts of External Competitive, Regulative and Overall Business Environment

        Financial Supervisory Commission, thereafter FSC, adopted active and open policies and continuously deregulated various restrictions. These will lead to advantages favoring the management of the Banking sector and have positive influences on the profitability.

Also, the effects of changes in related laws and regulations are as follows:
(1)
Enforcement of U.S Foreign Account Tax Compliance Act (thereafter FATCA) :
        In response to FATCA execution, the Bank has registered itself as a FATCA foreign financial institution in U.S. IRS in June 2014 and acquired GIIN issued by U.S. IRS. The Bank commits to conduct auditing and investigation on related accounts, and will deduct 30% withholding tax from the U.S. income of the account fails to comply with this Act or foreign financial institutions did not sign the agreement. The implementation of FATCA impacts financial sector considerably. Take OBU, regard to be tax haven, as an example, the corporations whose actual shareholders with U.S citizenship will be forced to reveal themselves and the bank business will be influenced accordingly. Moreover, banks have to input extra cost and efforts to verificae client’s identity and collect the documents in comply with the FATCA requirements. Nevertheless, in avoidance of risks arising from incompliance, the Bank has revised bylaws and developed the according system.
(2)
The Amendment of The Banking Act to raise the investment limit of bank :
        To assist domestic banks for the development of overseas units in Asia area, FSC planned to amend Article 74 of The Banking Act, which was approved through the third reading by Legislative Yuan on January 22 2015. The upper limit for bank reinvestment was changed from 40% of Paid-in Capital to 40% of net worth.
        To boost its overseas business and respond to FSC’s policy, the Bank has obtained approval from FSC to acquire TONG YANG Savings Bank of Philippine and actively assess the investment targets in Asia. Upon formal enforcement of amendment of Article 74 of The Banking Act, the Bank can embrace an increase in its upper investment limit by NTD 5 billion, which will significantly increase its overseas merger and acquisition capability.
(3)
FSC deregulated restrictions against OBU financial businesses and products:
        The FSC issued a letter with Ref. No. Jin-Guan-Yin-Wai-Zi-10200293010 on Dec. 27, 2013 and another with Ref. No.: Jin-Guan-Yin-Wai-10300017351 on January 29, 2014 to deregulate financial businesses and the products of OBUs. In response to this deregulation, the Bank developed Operation Procedures on Financial Service of Offshore Business Units to regulate procedures on standards for acceptance of customers and know-your-customer review, the types and scope of products that may be provided to customers, product suitability rules, new product review mechanism, compliance matters related to recommendations, advertising, business solicitations, and promotion and money-laundry prevention. The according regulations are also amended in an effort to introduce offshore products and develop wealth management services for OBU clients.
(4)
Revised Regulations Governing the Procedures for Banking Institutions to Evaluate Assets and Deal with Non-Performing/Non-accrual Loans and required the coverage ratio of real estate loans be raised over 1.5% before the end of Year 2016:
        As of January 28 2014, FSC enforced the amended stipulations on loan loss provision and guarantee reserve in Regulations Governing the Procedures for Banking Institutions to Evaluate Assets and Deal with Non-performing/Non-accrual Loans. The minimum loan loss provision and guarantee reserve shall be the sum of 1% of the outstanding balance of Category One credit asset's claim (excluding assets that represent claims against the central and local government in Taiwan), 2% of the balance of Category Two credit assets, 10% of the balance of Category Three credit assets, 50% of the balance of Category Four credit assets, and the full balance of Category Five credit assets. As of the end of December 2014, the Bank’s account balance of loan loss provision and guarantee reserve amounted to NT$ 6.223 billion, and the provision ratio of Category One Credit Asset reached 1.17%, which complied with the requirement of the competent authorities’ policy.
        In addition, according to promulgation of Jin-Guan-Yin-Kuo-Zi. No.10300329440 from FSC, the coverage ratio, when processing loans of purchasing houses with the balance including renovation and construction and excluding policy-oriented loans added after January 1 2011 (Policy-oriented loans refer to the those with the special government-offered fund or self-owned fund in compliance with government policies), should achieve the minimum standard of 1.5% before 2016, in order to solidify the banks’ risk-bearing capabilities. As of December 31 2014, coverage ratio of the Bank for loans of purchasing houses with the balance including renovation and construction (excluding policy-oriented loans added after January 1 2011) is 1.45%. It is expected that the Bank can meet the requirement of the competent authority prior to the deadline.
(5)
Amendment of Implementation Rules of Internal Audit and Internal Control System of Financial Holding Companies and Banking Industries:
        To maximize the attention from the banking sector to legal compliance and fortify the professional training and functions of compliance offers, FSC, announced the amendment of Implementation Rules of Internal Audit and Internal Control System of Financial Holding Companies and Banking Industries on August 8 2014. The amendment clearly stipulates that the chief compliance officer of bank shall be comparable to that of vice president and adds the clause requiring the chief compliance officer and personnel of the compliance unit of bank have to attend at least fifteen (15) hours of training a year. Also, it is required that, before banks introduce a new product or service, or applies to the competent authority for approval to offer a new business, the chief compliance officer shall issue and sign an opinion statement undertaking that the new product, service or business complies with applicable regulations and internal rules. Also, a compliance unit shall assess the results of compliance self-evaluation of each bank unit.
        In response to the amendment of Implementation Rules of Internal Audit and Internal Control System of Financial Holding Companies and Banking Industries, the Bank not only raised the post of the chief compliance officer and revised Implementation Rules of Compliance System, but also founded Compliance Affairs Department to fortify the effectiveness and independence of the Bank’s compliance system.
(6)
FSC promotes Digitalize Financial Environment 3.0:
        The development of mobile communication, social media, megadata, cloud technology forces financial service to echo this trend and advance its IT development in order to elevate the convenience for consumers. FSC thereby promotes “Digitalize Financial Environment 3.0”, which will be launched in 2015.
        In respond to the said project, the bank plan to establish the procedures and security mechanism for online service application to deliver a more convenient financial service and utilize the business opportunities brought by this deregulation.
3. Latest Credit Ratings
Type of rating
Rating agency
Date
Latest Credit Ratings
Long-term
rating
Short-term
rating
Outlook
International rating
S&P
2015.02.03
BBB+
A-2
Stable
Fitch
2014.05.25
BBB+
F2
Stable
Domestic rating
Taiwan Ratings
2015.02.03
twAA
twA-1+
Stable
Fitch 2014.05.25 AA- (twn) F1+ (twn) Stable
4.Business Plan in 2015 and Outlook
        During 2015, the Bank will focus on business structure adjustment and aim to raise the efficiency of capital utilization, the share of fee income and the income of financial transaction business. Additionally, the bank will also grasp the business opportunity of mobile payment and aggressively escalate its contribution to profit. The business plan of the Bank is summarized as follows:
(1)Business Development:
A.
For different target markets, the Bank will provide various products and marketing activities, through physical and online channels, to satisfy customers’ diverse demand for financial services. Meanwhile, the bank will deepen relations with existing customers and acquire potential customers to expand the customer base and cement the Bank’s base for future development.
B.
Respecting corporate banking business, it is planned to further acquire small-and-medium business customers, integrate resources from DBU, OBU and subsidiary companies of the Group, and offer diverse cash flow services to maximize profitability of credit products and fee income.
C.
The Bank will further its consumer banking business through actively expanding car loans, stock-secured loans and consumer unsecured loans, fortifying promotion of credit cards and expeditious elevation of credit card issuance and transaction amounts.
D.
Launch the new brand identity for wealth management through Caring, Considerate and Sincere to satisfy customer’s demand for financial management and further impress customers on the Bank’s wealth management brand. Additionally, the bank will, on the foundation of professional team and diverse product, earn customer trust and acknowledgement and expand its business scale gradually.
(2)Channel Development:
        The domestic physical channels are deployed according to regional business distribution and wealth status to realize localization strategies. Head Office will periodically review its performance and practices to effectively advance performance of channel management. Moreover, the establishment of offshore offices will be actively assessed by International Business Team to seize overseas business opportunities. The electronic channels will be developed through promotion of online banking, mobile banking, Third-Party Payment and mobile payment to make the Bank’s service available everywhere.
(3)Risk Management:
        The Bank will enhance the control in the credit, market and operational risk by building the risk model and risk data mart. The Bank will also scrutinize the trend of industrial and national risk, the clients’ cash flow and their top-down transactions to minimize the Bank’s credit risk.
(4)Personnel Training :
        The Bank will reinforce the pre-job and on-the-job training, nurture multi-talented personnel through job rotation, and advance employees’ competence in foreign languages to cultivate international professionals, to solidify the basis for sustainable development.
All data and information on this page is provided for informational purposes only,
and may subject to adjustment. For more details, please refer to our official annual reports.

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No. 157, Sec. 3, Ren'ai Rd., Da'an Dist., Taipei City 106 , Taiwan
E-mail: service@yuanta.com Service Hotline: 0800-688-168