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Taiwan Cooperative Bank, Thanks to the Use of Its Branch Network and Its Advantage As a Local Operator, Again Created Brilliant Operating Results for the Year

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Taiwan Cooperative Bank, Thanks to the Use of Its Branch Network and Its Advantage As a Local Operator, Again Created Brilliant Operating Results for the Year Stock No: 5854 TAIWAN COOPERATIVE BANK SINCE 1946 77, KUANCHIEN ROAD, TAIPEI TAIWAN TAIWAN, REPUBLIC OF CHINA COOPERATIVE TEL: +886-2-2311-8811 FAX: +886-2-2375-2954 BANK http://www.tcb-bank.com.tw Spokesperson: Tien Lin / Kuan-Young Huang Executive Vice President / Senior Vice President & General Manager TEL : +886-2-23118811 Ext.210 / +886-2-23118811 Ext.216 E-mail: [email protected] / [email protected] CONTENTS 02 Message to Our Shareholders 06 Financial Highlights 09 Organization Chart 10 Board of Directors & Supervisors & Executive Officers 12 Bank Profile 14 Main Business Plans for 2008 16 Market Analysis 20 Risk Management 25 Statement of Internal Control 28 Supervisors’ Report 29 Independent Auditors’ Report 31 Financial Statement 37 Designated Foreign Exchange Banks 41 Service Network Message to Our Shareholders Message to Our Shareholders Global financial markets were characterized by relative instability in 2007 because of the impact of the continuing high level of oil prices and the subprime crisis in the United States. Figures released by Global Insight Inc. indicate that global economic performance nevertheless remained stable during the year, with the rate of economic growth reaching 3.8%--only marginally lower than the 3.9% recorded in 2006. Following its outbreak last August, the negative influence of the subprime housing loan crisis in the U.S. spread rapidly throughout the world and, despite the threat of inflation, the U.S. Federal Reserve lowered interest rates three times before the end of 2007, bringing the federal funds rate down from 5.25% to 4.25%, in an attempt to avoid a slowdown in economic growth and alleviate the credit crunch. The European Central Bank, the United Kingdom, Switzerland, Canada, and other countries also announced large infusions of capital and reductions of market interest rates to relieve the credit crisis. The sale by American financial institutions of subprime loans all over the world in the form of securitized products brought huge loses to investment institutions and the public in many countries, and the impact of the subprime issue is expected to continue in 2008. The ceaseless rise in international oil and raw materials prices may lead to a situation of slow growth and high prices—or so-called stagflation—which will increase the difficulty of monetary policy-making by central banks everywhere. Taiwan benefited from the stable growth of the global economy in 2007. According to figures compiled by the Directorate General of Budget, Accounting and Statistics, the island’s rate of economic growth increased to 5.7% last year, up from 4.89% in 2006. Taiwan’s import and export volumes both topped US$200 billion in 2007, for the second year in a row, reaching record highs of US$219.3 billion and US$246.7 billion, respectively. The trade surplus for the year was US$27.4 billion, up 28.4% over the 2006 figure. Beginning in June the island’s economic indicator light was mostly green, signifying stability, turning to yellow-red in September and October. With the exception of July and August, which were affected by seasonal factors, the unemployment rate stayed below 4% throughout the year. The consumer price index (CPI) was affected by rising vegetable, fruit, and international raw materials prices; it soared to 1.8% for the year, a major increase over the 0.6% recorded in 2006. The wholesale price index (WPI) was boosted by the continuing high prices of crude oil, metals, and bulk grains in the international market, and reached a three-year high of 6.45%. Whether the rise in the CPI will affect consumer confidence and 2 ANNUAL REPORT willingness to invest is an issue that bears watching. The Standard Chartered Bank raised the curtain on the acquisition of Taiwan banks by foreign investors by acquiring the Hsinchu International Bank in September 2006, and Citibank, ABN AMRO, and HSBC followed up by acquiring domestic banks in 2007. These acquisitions boosted the number of the Taiwan branches of the four foreign banks to 230, up from the original 27; this will increase the impact on, and challenge to, Taiwan’s domestic banks. The increased competitive impact will be felt especially severely in the wealth management business, which Taiwan banks see as a key area of development, and in the small and medium business market, in which local operators are seen as having the advantage. As the cash- and credit-card turbulence gradually subsides in Taiwan, the island’s banks are giving increased emphasis to the control of risk. The non-performing-loan (NPL) ratio of domestic banks remained at a low level in 2007, falling to 1.84% at the end of December. Affected by such factors as intense competition in the market and weak demand for capital, the spread between loan and deposit interest rates among domestic banks shrank to a historic low of 1.68% in the second quarter of the year. Then, thanks to repeated interest-rate hikes by the Central Bank and the implementation of a loan-pricing examination policy by the Financial Supervisory Commission, loan pricing developed in a more rational direction and the spread recovered to 1.74% in the fourth quarter. In addition, with all the banks devoting full efforts to the wealth-management business, the amount of funds under management reached NT$8.6 trillion at the end of November. This development helped to boost their profitability. In general, Taiwan’s domestic banks experienced a great improvement in return on assets (ROA) and return on equity (ROE) in 2007. The Taiwan Cooperative Bank, thanks to the use of its branch network and its advantage as a local operator, again created brilliant operating results for the year. Our pre-tax profit exceeded the NT$10.39 billion recorded in 2006 to reach NT$11.94 billion, giving us better profitability than major domestic financial holding companies. In 2008 Taiwan’s economy will be affected by the slowdown in global economic growth, which will be unfavorable to export performance, and will have to rely on warming domestic demand to support growth. Wealth management and loans to small and medium enterprises will remain the Bank’s core businesses. We will also follow the development of the offshore operations of Taiwanese companies by strengthening the deployment of our overseas business locations and expanding business opportunities as important strategies for boosting profit. In addition, we must pay close attention to the impact of the American subprime housing loan crisis, the implementation of the Consumer Insolvency Act, and trends in the domestic real estate market, and respond appropriately. Major Achievements in 2007 ✿ Expansion of number of branches to 301; the TCB has the biggest branch network in Taiwan, and the second-largest share of the deposit market. ✿ Establishment of centralized operations center. 3 Message to Our Shareholders ✿ Inauguration of telemarketing for insurance. ✿ Institution of the Huo Jin Gu guaranteed financing program. ✿ Excellent performance in coordinating with the Financial Supervisory Commission’s expansion of loans to small and medium enterprises; the TCB was chosen as a Grade-A bank in handling SME loans. ✿ Inauguration of “Ministry of The Interior 2007 Home Purchase (Improvement) Loans.” ✿ Issuance of NT$18.81 billion worth of cumulative subordinated debt without a maturity date and NT$1.36 billion worth of long-term subordinated bonds to heighten the Bank’s capital adequacy ratio. ✿ Inauguration of the commodity option. ✿ Inauguration of apartment building community fund trust products. ✿ Planning for the “Residential Mortgage Backed Securitisation” business. ✿ Establishment of the Online Financial Management Platform business and development of a marketing channel for online financial management customers. ✿ Opening of the Hong Kong Branch and submission of applications for branches in Ho Chi Minh City and Sydney. ✿ Installation of the IC debit card function, allowing customers to pay by card at online and physical stores bearing the “Smart Pay” logo. ✿ Introduction of the eATM service for nation-wide online payment of school, public utility, medical, insurance, and community management fees. ✿ Addition of the VISA/PLUS international cash-withdrawal function, enabling holders of Visa cards issued by the Bank to apply for the overseas withdrawal of local currencies at ATMs bearing the PLUS logo. ✿ Institution of the professional manager system at the headquarters securities company in Taipei as well as at the Keelung, Taichung, Tainan, Dong Taoyuan, and Lugang subsidiaries. ✿ Issuance of the Infinity wealth management card and Platinum home-loan card to attract outstanding clients and consolidate the Bank’s customer base. ✿ Inauguration of the IC debit-card invoicing business. Operating Performance ✿ Net interest income: NT$24,349,684,000. ✿ Net non-interest income: NT$10,214,607,000. ✿ Bad-debt expenses: NT$4,678,962,000. ✿ Operating expenses: NT$17,943,915,000. ✿ Income before income tax: NT$11,941,414,000. ✿ Income after income tax: NT$9,740,373,000. ✿ Net income: NT$9,740,373,000. ✿ Earnings per share: NT$2.04. 4 ANNUAL REPORT Operating Strategies for 2008 ✿ Expansion of demand deposits and heightening of the demand- deposit ratio so as to enhance operating performance and lower capital costs. ✿ Continued development of the lending business, strengthening of post-loan management and marketing promotion, and cultivation of target customer groups so as to expand sources of profit. ✿ Expansion of the wealth-management business and improvement of asset management for clients so as to increase fee income bank-wide. ✿ Vigorous development of new types of business, provision of a diversified range of quality financial services, and efficient capital allocation so as to enhance capital utilization performance. ✿ Enhancement of risk control performance, strengthening of safety management bank-wide, and establishment of a superior working environment.
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