今天查一个单词，看到一篇讲服装英语，妙趣横生，特摘录之。

部位部件名称terms of position&parts

衣前身 front body/front

裁片/片料 cutted pieces/cut

衣大身 bodice/body

大身衣片 body piece

口袋 pocket

挖袋 insert/slit/slash/set-in ~

贴袋 patch ~

大贴袋 roomy ~

袋鼠袋 kangaroo ~

有盖贴袋patch ~ with flap//flap jetted side ~

明贴袋 outline/out ~

开贴袋 post ~

内贴袋 sandwich ~

压片贴袋 out pleat patch ~

嵌袋 welt/piping ~

细嵌线袋 slender welt ~

一字嵌袋 wide welt ~

双嵌里袋 double welt inside ~

直袋 vertical ~

插袋/斜袋 slash/angle/insert/set-in/side ~

有盖斜袋 hacking ~

有盖袋 flap ~

平盖袋 flat ~

带纽扣的有盖带 flap and button down ~

扇型袋 scarap ~

褶裥袋 pleated ~

明/阴裥袋 box/inverted pleated ~

风琴袋/立体袋 accordion ~

风箱袋/老虎袋 bellows ~

缘饰袋 fringed ~

滚边袋 piped/tambour ~

夹层袋 bound ~

上/下袋 upper/lower ~

后袋 back ~

暗袋 concealed/hidden ~

里袋 inside/lining ~

锯齿形内袋 zigzag inside ~

裤后袋 hip ~

裤插袋 side ~/sidekick

摆缝袋 seam ~

侧缝直袋 side ~

侧缝横袋 horizontal side ~

侧缝斜袋 slant side ~

零钱袋 change ~

袋盖 pocket flap/flap

袋布 ~ piece/lining//pocketing

垫袋料 ~ stay

衬布 interlining

前身衬 front ~

滚条/帮胸衬 bias strip

胸衬条 stay tape

盖肩衬~ domett

领衬 collar ~

驳头衬 lapel ~

袖头衬 cuff ~

挂面衬 front facing ~

袋口衬 pocket-mouth ~

袋盖衬 flap ~

腰头衬 waistband ~

下腰节衬~ below waistline

下摆衬 bottom ~

襟门襟衬 left fly ~

襟里襟衬 right fly ~

裙边衬skirt hem ~

袋口牵布 ~ facing

口袋挂袢 ~ bearer

前身里子 front lining

全/半衬里 full/half lining

活动里 detachable lining

拉练脱卸里 zip-out lining

防缩衬里 shrink-proof lining

衣肩 shoulder

腰节 waistline

前过肩 front yoke

领嘴 notch

胸部 chest/breast/bosom

硬衬胸 front stiff

裤裙部位部件 trousers & skirts

前/后片 front/back leg

外长 outseam

内长 inseam

腰头 waistband

腰头侧 topside

左/右腰头 left/right topside

腰头上口 upper end of waistband

腰间门襟 front waistband

腰头搭袢 button catch

裤耳/裤带袢 belt loop/keep

裤门袢 left fly/fly

裤里襟 right/under fly//button pabel/catch

里襟里子 right facing

里襟尖嘴 button tab at right fly

裤裆/裤衩/裤底十字骨 crutch/crotch

裤裆深 crutch depth

股上 crotch length

裤直裆/裤立裆 rise

短直裆 high rise

前直裆/小裆 front rise

后直裆/落裆 back rise

下落裆 inside leg

横裆 thigh

上裆 seat

中裆 leg width

小后裆 front back crutch

小/大裤底 front/back crutch stay

裤衩布 crutch gusset

裤裆里子 crutch lining

膝盖绸 reinforcement for knee

脚口 leg opening/bottom

平脚口 plain bottom

卷边脚口 turn-up bottom/bottom with cuff

贴脚条 bottom binding/tape//heel stay

裤腰省 waistline dart

裤前褶/裤裥 trouser/waist/front pleat

裤腿折线/裤线 front crease

裙裥 skirt pleat

裙衩 placket

裙开口处腰袋 placket

前襟/前片/前幅 forepart/front panel

开襟 opening/placket/cardigan front

长开襟 deep placket

半开襟 placket front/neckline placket

对襟 front opening

偏襟 slanting front/side opening

曲襟 crank opening

门襟 top/front fly

明门襟 front strap/band//top center

贴门襟 facing strap

暗门襟 French front/plain front//wrap over front/ button panel/cover placket

假门襟 mock fly

门襟里打袢 fly tongue

里襟 under/right fly

挂面 front facing

前搭门 front overlap

门襟止口 front edge

腰身 waist

下摆/衣裾 bottom/hem/lap

平下摆square-cut hem/plain hem/flat hem

斜下摆 slant-cut bottom

弧形下摆 curve bottom

圆下摆 round bottom

罗纹下摆 rib bottom

底边/折边 hem

反折边 turnup hem

贴边 facing/welt

滚边 piped/welted edge

滚条 welt

嵌条 panel

包边 covered edge

假封边 tack edge

毛边 fringe

皱襞 jabot

领串口 gorge line

领驳口 fold line for lapel

扣眼/钮孔 buttonhole

圆头钮孔/凤眼 eyelet buttonhole

平头钮孔/直扣眼 straight/flat buttonhole

花式扣眼 fancy buttonhole

假扣眼 mock/decoration buttonhole

滚边扣眼/滚眼 welt buttonhole

扣位button stand

扣眼位buttonhole position

扣眼档 buttonhole distance

省 dart

前肩省 front shoulder dart

前腰省 front waist dart

驳口省 lapel dart

肋省 underarm/side dart

肚省 stomach dart

曲线省/刀背缝 French dart

衣后身 back body

后片/后幅 back panel

后身里 back lining

后身半衬里 half back lining

总肩 across back shoulders

小肩 shoulder line

后过肩 back yoke

后开襟 back opening

后搭门 back overlap

后半腰带 half back belt

后摆 tail/sweep/coattail

后摆省 back waist dart

后肩省 back shoulder dart

衩 vent/slit/slash/umanoir(F)

背衩 back vent

单衩 center vent

明单衩 hook vent

阴衩/暗衩 inverted vent

边衩/双开衩 side vent/split

钩形衩 hook vent

褶裥/袢 pleat/tab/crease/drape/plait

风琴褶 accordion pleats

活动褶 action/bellows ~

死褶 stayed ~//gather

横褶 tuck

皱褶 wrinkle/ruffle/pucker/goffer/crinkle

弧形褶 curved ~

波形褶襞 peplum

阳光褶襞 sun burst ~

折缝/折痕 crease

中折缝 center crease

假折缝 false crease

领袢 collar tab

领口袢 neck tab

扣袢 button tab

挂衣袢 hanger loop//tag

线袢 French tack//thread eye

耳朵皮 flange

滚条 binding/rouleau

斜布滚条 bias binding/strip/tape

嵌条 panel

压条 stitched piping

Baccalaureate address to Class of 2008

The Memorial Church

Cambridge, Mass.
June 3, 2008

As prepared for delivery

In the curious custom of this venerable institution, I find myself standing before you expected to impart words of lasting wisdom. Here I am in a pulpit, dressed like a Puritan minister — an apparition that would have horrified many of my distinguished forebears and perhaps rededicated some of them to the extirpation of witches. This moment would have propelled Increase and Cotton into a true "Mather lather." But here I am and there you are and it is the moment of and for Veritas.

You have been undergraduates for four years. I have been president for not quite one. You have known three presidents; I one senior class. Where then lies the voice of experience? Maybe you should be offering the wisdom. Perhaps our roles could be reversed and I could, in Harvard Law School style, do cold calls for the next hour or so.

We all do seem to have made it to this point — more or less in one piece. Though I recently learned that we have not provided you with dinner since May 22. I know we need to wean you from Harvard in a figurative sense. I never knew we took it quite so literally.

But let's return to that notion of cold calls for a moment. Let's imagine this were a baccalaureate service in the form of Q & A, and you were asking the questions. "What is the meaning of life, President Faust? What were these four years at Harvard for? President Faust, you must have learned something since you graduated from college exactly 40 years ago?" (Forty years. I'll say it out loud since every detail of my life — and certainly the year of my Bryn Mawr degree — now seems to be publicly available. But please remember I was young for my class.)

In a way, you have been engaging me in this Q & A for the past year. On just these questions, although you have phrased them a bit more narrowly. And I have been trying to figure out how I might answer and, perhaps more intriguingly, why you were asking.

Let me explain. It actually began when I met with the UC just after my appointment was announced in the winter of 2007. Then the questions continued when I had lunch at Kirkland House, dinner at Leverett, when I met with students in my office hours, even with some recent graduates I encountered abroad. The first thing you asked me about wasn't the curriculum or advising or faculty contact or even student space. In fact, it wasn't even alcohol policy. Instead, you repeatedly asked me: Why are so many of us going to Wall Street? Why are we going in such numbers from Harvard to finance, consulting, i-banking?

There are a number of ways to think about this question and how to answer it. There is the Willie Sutton approach. You may know that when he was asked why he robbed banks, he replied, "Because that's where the money is." Professors Claudia Goldin and Larry Katz, whom many of you have encountered in your economics concentration, offer a not dissimilar answer based on their study of student career choices since the seventies. They find it notable that, given the very high pecuniary rewards in finance, many students nonetheless still choose to do something else. Indeed, 37 of you have signed on with Teach for America; one of you will dance tango and work in dance therapy in Argentina; another will be engaged in agricultural development in Kenya; another, with an honors degree in math, will study poetry; another will train as a pilot with the USAF; another will work to combat breast cancer. Numbers of you will go to law school, medical school, and graduate school. But, consistent with the pattern Goldin and Katz have documented, a considerable number of you are selecting finance and consulting. The Crimson's survey of last year's class reported that 58 percent of men and 43 percent of women entering the workforce made this choice. This year, even in challenging economic times, the figure is 39 percent.

High salaries, the all but irresistible recruiting juggernaut, the reassurance for many of you that you will be in New York working and living and enjoying life alongside your friends, the promise of interesting work — there are lots of ways to explain these choices. For some of you, it is a commitment for only a year or two in any case. Others believe they will best be able to do good by first doing well. Yet, you ask me why you are following this path.

I find myself in some ways less interested in answering your question than in figuring out why you are posing it. If Professors Goldin and Katz have it right; if finance is indeed the "rational choice," why do you keep raising this issue with me? Why does this seemingly rational choice strike a number of you as not understandable, as not entirely rational, as in some sense less a free choice than a compulsion or necessity? Why does this seem to be troubling so many of you?

You are asking me, I think, about the meaning of life, though you have posed your question in code — in terms of the observable and measurable phenomenon of senior career choice rather than the abstract, unfathomable and almost embarrassing realm of metaphysics. The Meaning of Life — capital M, capital L — is a cliché — easier to deal with as the ironic title of a Monty Python movie or the subject of a Simpsons episode than as a matter about which one would dare admit to harboring serious concern.

But let's for a moment abandon our Harvard savoir faire, our imperturbability, our pretense of invulnerability, and try to find the beginnings of some answers to your question.

I think you are worried because you want your lives not just to be conventionally successful, but to be meaningful, and you are not sure how those two goals fit together. You are not sure if a generous starting salary at a prestigious brand name organization together with the promise of future wealth will feed your soul.

Why are you worried? Partly it is our fault. We have told you from the moment you arrived here that you will be the leaders responsible for the future, that you are the best and the brightest on whom we will all depend, that you will change the world. We have burdened you with no small expectations. And you have already done remarkable things to fulfill them: your dedication to service demonstrated in your extracurricular engagements, your concern about the future of the planet expressed in your vigorous championing of sustainability, your reinvigoration of American politics through engagement in this year's presidential contests.

But many of you are now wondering how these commitments fit with a career choice. Is it necessary to decide between remunerative work and meaningful work? If it were to be either/or, which would you choose? Is there a way to have both?

You are asking me and yourselves fundamental questions about values, about trying to reconcile potentially competing goods, about recognizing that it may not be possible to have it all. You are at a moment of transition that requires making choices. And selecting one option — a job, a career, a graduate program — means not selecting others. Every decision means loss as well as gain — possibilities foregone as well as possibilities embraced. Your question to me is partly about that — about loss of roads not taken.

Finance, Wall Street, "recruiting" have become the symbol of this dilemma, representing a set of issues that is much broader and deeper than just one career path. These are issues that in one way or another will at some point face you all — as you graduate from medical school and choose a specialty — family practice or dermatology, as you decide whether to use your law degree to work for a corporate firm or as a public defender, as you decide whether to stay in teaching after your two years with TFA. You are worried because you want to have both a meaningful life and a successful one; you know you were educated to make a difference not just for yourself, for your own comfort and satisfaction, but for the world around you. And now you have to figure out the way to make that possible.

I think there is a second reason you are worried — related to but not entirely distinct from the first. You want to be happy. You have flocked to courses like "Positive Psychology" — Psych 1504 — and "The Science of Happiness" in search of tips. But how do we find happiness? I can offer one encouraging answer: get older. Turns out that survey data show older people — that is, my age — report themselves happier than do younger ones. But perhaps you don't want to wait.

As I have listened to you talk about the choices ahead of you, I have heard you articulate your worries about the relationship of success and happiness — perhaps, more accurately, how to define success so that it yields and encompasses real happiness, not just money and prestige. The most remunerative choice, you fear, may not be the most meaningful and the most satisfying. But you wonder how you would ever survive as an artist or an actor or a public servant or a high school teacher? How would you ever figure out a path by which to make your way in journalism? Would you ever find a job as an English professor after you finished who knows how many years of graduate school and dissertation writing?

The answer is: you won't know till you try. But if you don't try to do what you love — whether it is painting or biology or finance; if you don't pursue what you think will be most meaningful, you will regret it. Life is long. There is always time for Plan B. But don't begin with it.

I think of this as my parking space theory of career choice, and I have been sharing it with students for decades. Don't park 20 blocks from your destination because you think you'll never find a space. Go where you want to be and then circle back to where you have to be.

You may love investment banking or finance or consulting. It might be just right for you. Or, you might be like the senior I met at lunch at Kirkland who had just returned from an interview on the West Coast with a prestigious consulting firm. "Why am I doing this?" she asked. "I hate flying, I hate hotels, I won't like this job." Find work you love. It is hard to be happy if you spend more than half your waking hours doing something you don't.

But what is ultimately most important here is that you are asking the question — not just of me but of yourselves. You are choosing roads and at the same time challenging your own choices. You have a notion of what you want your life to be and you are not sure the road you are taking is going to get you there. This is the best news. And it is also, I hope, to some degree, our fault. Noticing your life, reflecting upon it, considering how you can live it well, wondering how you can do good: These are perhaps the most valuable things that a liberal arts education has equipped you to do. A liberal education demands that you live self-consciously. It prepares you to seek and define the meaning inherent in all you do. It has made you an analyst and critic of yourself, a person in this way supremely equipped to take charge of your life and how it unfolds. It is in this sense that the liberal arts are liberal — as in liberare — to free. They empower you with the possibility of exercising agency, of discovering meaning, of making choices. The surest way to have a meaningful, happy life is to commit yourself to striving for it. Don't settle. Be prepared to change routes. Remember the impossible expectations we have of you, and even as you recognize they are impossible, remember how important they are as a lodestar guiding you toward something that matters to you and to the world. The meaning of your life is for you to make.

I can't wait to see how you all turn out. Do come back, from time to time, and let us know.

【本文摘自：http://www.president.harvard.edu/speeches/faust/080603_bacc.html】

在许多感动之后

——北大法学院2008年毕业欢送会致辞（2008/6/23）

苏力

无论你何种心情，这一天还是来了；居然来了；或，终于来了。

但我不打算太多关注校园，因为过去半年来扎了堆的意外！二月，冰雪冻住了南中国。三月，拉萨的浓烟；全球华人呐喊："做人不能太CNN"。四月，埃菲尔铁塔下，金晶抱着火炬，那感动了整个中国的羸弱但坚强的身姿。然后是五月和六月，撕裂大地和河流、也撕裂亿万中国人肝肠的特大地震，以及那些背着生者走出死亡、背着死者走出瓦砾的，比你更年轻的中国军人……

我们流了许多泪水，和中国一起；此刻的你，还会感动吗？

这注定是你人生中最重要的一年。情感大起大落，一场最生动的毕业教育；你更多理解了自己，理解了中国，理解了这个相当复杂，不只有温情，还有险恶、有时还很残忍的世界/自然界。银杏树叶日见浓厚的那个早上，在排队献血的长长队伍中，我看到了你，和你的选择。你的身影告诉我，你的成长；然后，学位帽的流苏一闪，你走进了这个刚刚举行了110周年校庆的大讲堂……

代表北大法学院，我欣慰地也真诚地祝贺你们毕业！

预言当下是危险的。但我还是想说，多少年后，2008年不仅是你，更可能是中国近代以来最具标志性的年份之一。不仅仅因为上述事件以及一个半月后的奥运，更因为你、我以及无数中国人在这一系列事件中的直觉、情感、思考和行动。一个利益和情感紧密交织的中国正在发生，穿越了生死于斯的村落、县乡甚或省市，也不再限于政界、商界或知识界人士。打湿中国的泪水，涌向汶川的志愿者和救灾物资，低垂的国旗和驻足的行人，以及舰、船、火车、汽车和工厂三分钟的悲鸣，重新锻造了我们每个人、这个国家以及每个个体与这个国家和世界的关系。

我看到了共和国；我看到了共同体。

这当然有，却不仅仅是人性和善良；更不因为所谓的"普世价值"。否则，死难更多的缅甸风灾为什么没有激起你我同等强烈的悲痛？奥运火炬传递为什么在各国会有如此不同的经历？以及为什么，尽管华人抗议，还是有许多美国人不知道、也没打算知道卡弗里先生究竟说了些什么？至少今天，民生与福利，民主和宪政，仍然、并只能以民族国家为边界展开。如果一个国家的民众对利益共同体缺乏认同，对共同的基本利害缺乏感知，他们就还只是法律定义上的而不是自觉的公民；所谓民主就不无可能导致战乱和分裂——想想10多年来版图一次次被切割的南斯拉夫以及今年2月间自行宣布独立的科索沃！而所谓宪政不仅可能成为一个地理国家的政治闹剧，更会是那里民众日常的生活悲剧——想想几年来爆炸声持续不断的阿富汗和伊拉克！

说这些也许boring的话，不仅仅因为你我是法律人。精神洗礼或情感升华固然重要，仅此却不足以应对当今世界，甚至不足以有效展开你个人的未来生活。需要更有穿透力地思考、感受和理解社会，智慧地洞悉幽暗的人性，看到那些也许恰恰因为情感强烈、我们才有意无意拒绝看和思考的东西，并行动。

是的，我们愤怒于某些西方媒体对中国的偏见或成见，但那非常的愤怒也暴露了我们曾有过非常不切实际的期待，而这本身就是偏见。为什么如此期待别人对自己"全面"、"客观"甚至"正确"的评价？其中难道没有一点深刻的不自信，甚或自卑？而创造者会以行动和作品创设标准！当然应当批评CNN或BBC或德国《镜报》不理解甚至妖魔化中国，但怎么可能期待他们同你我一样、甚至比你我更理解这个国家？更别说热爱了。而你我又真的理解我们自己，或他们？卡弗里先生的刻薄言辞确有种族歧视的嫌疑，但不无可能，他试图以"很黄很暴力"的语言争夺收视率；如果这一猜测不错，那么你我有理由分享的情感反应，在一定意义上，是不是又有点"很傻很天真"？即使他真的仇视中国，那也正常——你怎么可能期待世界上每个人都对中国友好？正如不可能期待每个人对你真诚一样——除非你准备上当受骗！《让世界充满爱》是期盼，恰恰因为这个世界还没有，也许永远都不会充满爱。仅仅歌声，改变不了世界！

    我们关心别人的看法，会努力沟通，必要时也将抗争。但看法，和爱情、友谊、信任乃至你未来的事业一样，不可强求；强求会使一切变质。中国和中国人的世界形象，说到底，要靠你我的长期努力。相信世界绝大多数人的善良和判断力，但首先自信：我们正在创造一个强大的、更是伟大的中国！

还回到汶川地震。灾难使我们血脉相连，但要清醒意识到，这种心心相印未必，甚至就不会持久。钱钢的《唐山大地震》曾有过生动描述；涂尔干的《社会劳动的分工》则有过理性分析。情感是来得快，可能去得也快；和灾难不一样。而一旦生活回归常规，斤斤计较、勾心斗角甚或贪婪卑下，也会如野草重新占领它的领地。灾难考验个体的选择，但它不改良人性，因此谭千秋老师安息了，而我们的一位校友"范跑跑"老师则闹出了很多动静；灾难也不是长效的道德保洁剂，否则诺亚方舟的大洪水或肆虐的黑死病早该把人类带进天国了！事实上，这次地震同样没能挡住某些罪恶的手伸向死者的财物。

而我们如此动情，相当程度上应归功于发达的媒体，特别是电视。"触目惊心"，"触景生情"，人类更多是依赖图像感知世界和自我的生物。我们很容易震惊于如山的废墟、成片的特别是儿童和孩子的尸体，乃至废墟间小郎铮的一个敬礼就让多少人潸然泪下；否则，8.0级、特大地震、近10万人死亡和失踪，在我们心中几乎就是一些抽象的文字或数字。

不是苛求或批判，但也不是宽容，我只想暴露，你我在内，人类的一些弱点。永远不要低估这些至今没多少改变的人类弱点。

甚至，我想说，地震后的许多慷慨，尽管发自内心的善良，却不仅仅因为善良，至少部分地，因为我们的人民更富裕了，国家也更强大了。许多个人才可能成百上千、甚至上万的捐款，捐出的也不再是穿旧或退出街头风景的衣物；才有人能够自行驾车甚至"打的"千里迢迢去当志愿者。中国政府才可能一个多小时即启动了，并在几天内运送了，10多万军人武警进入灾区；震后一个月就制造和调运了上百万顶帐篷和十多万套活动房。是，富裕不等于善良，但极度贫困甚至会剥夺善良。一个强大的祖国不可能仅仅是情感的，她还必须拥有巨大的物质财富！其实，我们从来善良；但只是这一次，在整个世界面前，中华民族才得以展现令我们自身也震撼的强大的善良；而正是30年来的改革开放，为我们的人性在这一刻的饱满释放奠定了坚实的基础！

这还算一个毕业致辞吗？冷酷说教中还夹带了"政治不正确"！但替代公式化毕业致辞的并非只是"柔软地想起这个校园"。面对今天的中国和世界，我们必须超越昨天和自己；我们拥抱，却不止步于感性和温情！

而且，我相信，无论如何，这都会是你心中最好的校园，留下了你的一段刻骨铭心；种种失意，哪怕是失望，时光打造，都会成为你回忆中的亲切。其实，记住这一点也就够了：贺岁之夜的广场上，这个大学的校长为你们，更为了你们，唱着"我一直有双隐形的翅膀，带我飞，给我希望……"

真的，我相信，即使流了许多泪水之后，今晚，"上元居"的散伙饭上，我仍会看见你盈盈的泪光！

2008年6月22日改定于北大法学院科研楼

【本文摘自：http://www.law.pku.edu.cn/filedb/2003915356091/2008627630533.mht】

2007 Annual Results Announcement

Press Release

11 April 2008

China Construction Bank Corporation

2007 Major Financial Indicators

(As of 31 December 2007)

• Operating income rose by 45.60% to RMB220.717 billion

  (2006: RMB151.593 billion)

   

• Profit before tax increased by 53.41% to RMB100.816 billion

  (2006: RMB65.717 billion)

   

• Net profit increased by 49.27% to RMB69.142 billion

  (2006: RMB46.319 billion)

   

• Earnings per share (basic and diluted) increased by 42.86% to RMB0.30

  (2006: RMB0.21)

   

• Return on average assets rose by 0.23 percentage points, to 1.15%

  (2006: 0.92%)

   

• Return on average equity advanced by 4.50 percentage points, to 19.50%

  (2006: 15.00%)

   

• Net interest spread rose by 0.38 percentage points, to 3.07%

  (2006: 2.69%)

   

• Net interest margin rose 0.39 percentage points, to 3.18%

  (2006: 2.79%)

   

   

• Cost-to-income ratio declined by 2.14 percentage points, to 41.83%

  (2006: 43.97%)

   

• Total assets increased by 21.10% to RMB6,598.177 billion compared to the end of last year

  (As at 31 December 2006: RMB5,448.511 billion)

   

• Capital adequacy ratio¹ increased by 0.47 percentage points, to 12.58%, compared to the end of last year

  (As at 31 December 2006: 12.11%)

   

• Core capital adequacy ratio increased by 0.45 percentage points, to 10.37%, compared to the end of last year

  (As at 31 December 2006: 9.92%)

   

• Allowances for impairment losses to non-performing loans ratio rose by 22.17 percentage points, to 104.41%, compared to the end of last year

  (As at 31 December 2006: 82.24 %)

   

• Non-performing loan ratio decreased by 0.69 percentage points, to 2.60% compared to the end of last year

  (As at 31 December 2006: 3.29%)

   

• The Board of Directors of China Construction Bank Corporation proposed a final cash dividend of RMB0.065 per share for the six months as of 1 July, 2007 to 31 December, 2007.

China Construction Bank Corporation

2007 Annual Results Announcement

Significant Achievements in Strategic Transformation with

Advancement of Financial Indicators of All Operations

Hong Kong, 11 April 2008, China Construction Bank Corporation ("CCB" or "the Bank") (Stock Code: 939) today announced its 2007 annual results. In 2007, CCB fully implemented its scientific development strategy and followed the government's macro-economic control policy, further enhanced the corporate governance structure and achieved the operating goals set in the Annual General Meeting and Board of Directors. The Bank reported historic highs in its major operating indicators, and met its phased goals in strategic transformation. Last year, the successful return of CCB shares to the A-share market constructed a new platform for capital operation, and enabled CCB to share returns with both domestic and overseas investors.

During the year, the Bank yielded a rich harvest in terms of operating results. According to the International Financial Reporting Standards ("IFRS"), as of 31 December 2007, the Bank's (the Group) profit before tax reached RMB100.816 billion (figures mentioned below is calculated according to the IFRS and in RMB unless otherwise specified), representing an increase of 35.099 billion or a growth of 53.41%, while net profit grew by 49.27% or 22.823 billion, to 69.142 billion. Operating income rose by 45.60% to 220.717 billion. Gross loans and advances to customers rose by 13.87% to 3,272.157 billion. As a result of the booming domestic securities market and the broadened investment channels for the public, the Bank's liabilities have undergone a structural change, in which the growth rate in deposit and borrowing from other banks and financial institutions was higher than that in deposits from customers. The total liabilities of CCB rose by 20.66% to 6,175.896 billion. The Bank's asset quality has been growing substantially. The non-performing loan ratio dropped by 0.69 percentage points, to 2.60%. The ratio of allowances for impairment losses to non-performing loans was 104.41%, with an increase of 22.17 percentage points compared to the end of last year, reflecting the Bank's stronger capabilities in withstanding risks.

The capital adequacy ratio of CCB continued to increase in 2007. 57.119 billion of net capital was raised from the successful A-share listing of the Bank on the Shanghai Stock Exchange on 25 September 2007, the largest A-share IPO in terms of capital raised since ever at that time. As of 31 December 2007, the capital adequacy ratio was 12.58% with an increase of 0.47 percentage points compared to 31 December 2006. The core capital adequacy ratio increased by 0.45 percentage points, to 10.37% compared to the end of 2006.

CCB secured its leading position in domestic banking market in terms of overall profitability. As of 31 December 2007, net interest spread was 3.07% while net interest margin reached 3.18%, which were the best among domestic banks. Meanwhile, the return on average assets was 1.15% and return on average equity was 19.50%, an increase of 0.23 and 4.50 percentage points respectively from last year. As of 31 December 2007, the nominal amount of U.S. sub-prime mortgage loan-backed securities acquired by the Bank was USD1 billion, 93.03% of which was with credit ratings of A or above and the allowances for impairment losses on these securities amounted to USD630 million. Hence, the fluctuation in U.S. sub-prime bond market did not have a great impact on the Bank's profitability.

CCB deepened its "customer-focused" philosophy and optimized service modes to improve customer experience. The effects of branch transformation were further demonstrated. In 2007, the deployment of retail branch transformation project, in cooperation with Bank of America, successfully standardized the service and sales mode at branches and realized service standardization and customer experience consistency. As of 31 December 2007, 5,266 retail branches of the Bank fulfilled functional transformation, accounting for 39.16% of all of its retail branches. The daily average product sales of the transformed branches reported an increase of 215%, operational efficiency rose by 30% to 40%, and the customer waiting time was shortened by 29%. At the same time, the reform of middle and back office supporting system processed steadily.

CCB's outstanding performance gained positive recognition from capital markets and investors worldwide. In 2007, the Bank was ranked 69th of the "World's 2000 Largest Public Companies" by Forbes in the U.S. and was ranked 14th on the "World's Top 1000 Banks" list, compiled by The Banker in the U.K.. CCB was also named "Best Bank in China 2007" by Global Finance magazine in U.S. and The Asset in Hong Kong, and was awarded the "Corporate Social Responsibility Award" and the "Most Responsible Enterprise Award 2007" by The Chamber of Hong Kong Listed Companies and jointly presented by China News Weekly and the Chinese Red Cross Foundation respectively.

"2007 was a fruitful year for CCB, by posting strong growth in operating results, achieving historical highs in profitability and enhancing the Bank's comprehensive competitiveness and market influence." said Mr. Guo Shuqing, Chairman of CCB.

Continuous Optimization of Corporate Governance Drove Fundamental Changes in Operational Mechanism

During 2007, the Board of Directors of CCB held 11 board meetings and discussed 64 proposals; two general meetings of shareholders and 23 meetings of committees under the Board were convened, a total of 56 proposals were reviewed or pre-reviewed and 71 reports of various kinds were heard, including proposals related to substantial reform and development issues for CCB. Last year, CCB elected a new Board of Directors, of which independent directors accounted for more than one-third of the total number of directors. This structure more closely conformed to international corporate governance practices, and further improved the decision-making capability of the Board of Directors. The Board also undertook comprehensive revision of its corporate governance documents, including the Articles of Association, the rules of procedure for the shareholders' general meeting and board of Directors and the regulations for the committees under the Board of Directors. Such revision took into consideration the difference between the PRC mainland and Hong Kong law, and optimized the existing system, and demonstrated CCB's efforts in pursuing the goal of best corporate governance.

The bank's operating mechanism gets smoother and more efficient. CCB made great efforts in standardizing the corporate governance, and as a result, enhanced multi-level communications between shareholders, Board of Directors, Board of Supervisors and senior management. The relationship between check and balance systems and efficient decision-making is appropriately handled, allowing the Bank to take pre-emptive actions in the fast-and-ever-changing market.

Within the authorized scope by the Bank's Articles of Association and the general meetings of shareholders, the Board of Directors made substantial efforts to explain and communicate major issues for the bank including revision of the Articles of Association, the Bank's annual financial budget plan, proposals for distribution of profits, and external equity investments. The Board of Directors and the senior management were supervised during the year by the Board of Supervisors. 5 meetings of the Board of Supervisors were convened, providing supervising comments on the performance of the Board of Directors, senior management and their members during the year and auditing the budget plan, profit distribution proposal and regular financial reports. A closer relationship was forged between the Board of Directors and the Board of Supervisors, and they worked together on 7 special researches on strategic topics. The communication system and channels between the Board of Directors, Board of Supervisors and senior management saw continuous improvement during 2007. The autonomy in operational management within the authorized scope of the Board of Directors was further enhanced; Directors and Supervisors frequently attended important meetings including meetings of the president's office, ensuring the effective fulfillment of their decision-making and supervisory duties. Last year, executive directors and independent directors were present in 116 various senior management meetings. Corporate governance systems successfully achieved checks and balances between different departments.

The strategic guiding position of the Board of Directors was further consolidated and enhanced within CCB's corporate governance structure. In 2007, the Board had revised the development strategy framework. The new framework laid out clearly the goals and direction for the expansion of the Bank's overseas business, the development of retail business, the promotion of intermediary businesses, the adjustment of the wholesale business structure and the promotion of integrated operations. The Board established a scientific annual operating plan and set fair levels for different operating indicators, so as to maintain the bank's sustainable development and to maximize the shareholders' returns. In the middle of last year, based on strategic investigation and research, the Board adjusted the annual operating plan, and provided more appropriate operating goals and allocation of resources. All these helped to lead the Bank to achieve higher-than-expected business growth. The Board and the management team also worked together to deepen institutional and human resources reforms, speed up channel construction, explore the building of a professional team, strengthen cooperation with strategic investors, and fulfill further changes in operating mechanisms, allowing the Bank to strive towards sound and rapid development.

The communication of the concepts of corporate governance was significantly strengthened. In 2007, the Board of Directors invited a number of senior management members and presidents of local branches to attend the meetings of the Board of Directors, so as to increase the understanding at the operational level of the resolutions made by the Board and further enhance the efficiency of communicating the concepts of corporate governance within the Bank. Meanwhile, CCB continued to promote a democratic management and supervisory structure. In 2007, CCB convened a third meeting of the First CCB Employee Representative Assembly to review proposals related to benefits for employees. CCB also emphasized and listened to fair suggestions provided by employees in its business development, and invited front office associates to participate in work meetings of the Bank. Furthermore, monitoring by the public and the media has become a key part of the Bank's corporate governance.

Continued Promotion of Internal Reform Boosting Customer Service Quality

While the Bank implemented branch transformation in full swing, it also put great effort into the establishment of professional marketing and service teams, such as wealth management and personal finance centres, forming a multi-level service system to allow CCB to provide different clients with differentiated and customized services. In 2007, CCB had opened 741 personal finance centres and 74 wealth management centres, providing medium- and high-end clients with private banking services including cash management, property purchase, investment trust, equity arrangement, as well as tax planning and children's education.

The Bank enhanced and optimized its personal loan systems and processes and significantly boosted its innovation and integration ability in personal loan services and products. In 2007, CCB launched a number of innovative offerings, such as "Safe House Trading" (房易安), a trading fund custody service; "Provident Housing Fund Long Card" (公积金龙卡) with multiple settlement functions including housing fund withdrawal and account balance inquiry; "Borrow and Save" (存贷通), a value-added personal loan account service and SMS notification for personal loan service. Furthermore, the Bank aggressively tapped the credit market for secondary housing market while growing its established home mortgage business.

The Bank continued to deepen reform in its corporate banking business, and steadily proceeded with the establishment of a product innovation system. In 2007, the Bank established a layered operational model allowing it to target different levels of customers, according to their individual demands, risk tolerance, and profitability. In order to accelerate its market responsiveness, shorten management processes, and improve customer satisfaction, tier-one and tier-two branches and selected city branches will be responsible for handling medium- and high-end clients. In terms of product innovation, CCB strengthened the research on cross-market products and made substantial achievements in innovations in strategic products such as financed lease. The development of the GTS operation system has become more rapid. The Bank's corporate product line has been further richen , following the introduction of extended products such as the non-fixed asset mortgage product series and commercial property mortgage loans. CCB also introduced "trust-based credit scale products" and preliminarily formed a relatively complete line of commercial wealth management products, in the areas of trust, bond, interest rate-linked and exchange rate-linked transactions and QDII products. The aggregate revenue from retail financial products exceeded 30 billion, fulfilling the financing needs of customers.

CCB continued to optimize procedures and improve the management of human resources, finance, information and IT, establishing multi-functional business support centres, aiming to bring the product sales and customer services functions into full play as well as to enhance the support to the Bank's business development. The Bank completed 49 out of 60 projects to fully segregate the core operations between front and back office functions and centralized the back office operations. 85% of the city branches have centralized the handling of tasks such as branch management, financing and accounting, filing and computer management at the back-office. 19 mutli-functional business support centres were established, employing 5,300 staff. A lot of operational, repetitive, non-real-time and non-trading related tasks were centralized across regions to enhance overall operational efficiency. With the centralized cash flow management covering more than 95% of the branches, the number of vaults throughout the Bank was reduced by 138 at the beginning of the year to 849 by the end of the year, and number of staff reported a reduction of 3,341 by the end of 2007.

Electronic banking attained outstanding development through innovation. The increasingly mature product portfolio and a growing client base was instrumental in reducing the burden of counter services and thus in saving the operational cost. In 2007, the ratio of transactions completed via online banking channels to those done at front offices was 36.19%, an increase of 18.53 percentage points when compared with 2006. The number of online clients grew by 63.32% to 70.6975 million, while online transaction volume leaped by 134.16% from 2006 to 1.899 billion transactions, which involved a trading amount of 119.94 trillion, up by 290.81% from 2006. Furthermore, CCB made its services more convenient and accessible by continuing expanding coverage of its self-service banking centers and ATMs. As of 31 December 2007, the Bank had 23,857 ATMs, an addition of 4,367 machines when compared with 2006, and 2,729 self-service banking centers, up by 1,083 units from 2006. There were over 100 kinds of transactions and services available at these self-service banking centers.

CCB has been improving its card products with more comprehensive functionalities, ensuring rapid development in card services. As of 31 December 2007, the total circulation of the Bank's debit cards grew by 37.4118 million year-on-year to 224 million, while consumption amount advanced by 91.73% to 407.416 billion. Meanwhile, the cumulative circulation of CCB Long Credit Card reached 12.6042 million, of which 6.2625 million cards were issued in 2007, or a growth of 98.75% when compared with 2006. The Long Credit Card generated consumption amount of 78.664 billion in 2007, a year-on-year increase of 94.39%, and a loan balance of 10.037 billion, up by 115.76% compared with last year.

Gradual Deepening of Structural Transformation and Improvement of Operational Efficiency

In 2007, the Bank proactively embraced the changes in the market, adjusted its operating strategy, optimized its credit portfolio, customer structure and revenue portfolio, entailing significant improvements.

Firstly, credit portfolio was gradually optimized. As of 31 December 2007, balance of corporate loans amounted to 2,344.757 billion, a rise of 13.94% compared to the end of 2006, while infrastructure loans increased to 846.13 billion, representing an increase of 18.93%, accounting for 46.96% of the increase of corporate loans. The Bank achieved a dual goal of controlling the amount of personal loans and optimizing the loan structure. The amount of personal loans as at the end of 2007 was 723.805 billion, representing an increase of 138.72 billion, of which residential mortgage loans increased by 23.33% or 99.849 billion when compared to last year. The Bank maintained a leading position in residential mortgage loans. In addition, the Bank obtained good results in providing financial services to small business, with an increase of 10,841 small business accounts and the balance of loans to small businesses reached 224.477 billion, up by 16.3%. The growth was contributed by the increasing popularity of financial products targeting at small enterprises such as "Quick Finance" and "Road to Growth".

Secondly, CCB further improved its customer structure, strictly upheld the entry and exit standards for credit customers, and raised the threshold for granting loans to industries with excessive production capacity, high-energy consumption and high-pollution, or in some cases even rejecting loan applications in these areas. Instead, the bank focused on new loans to leading quality companies. All these measures helped to increase the proportion of loans granted to customers with internal credit ratings of A or above to 88.61% of total corporate loans, an increase of 5.04 percentage points from the end of last year. The 128% increase of loans advanced to high-end clients, comparing to the end of the previous financial year reflected a continuous optimization of the high-end customer mix and the asset scale.

Thirdly, the income structure of CCB continued to improve. As of 31 December 2007, net interest income was 192.775 billion, up 37.34% compared to last year and was higher than the growth of gross interest-earning assets. Net fee and commission income was 31.313 billion, representing an increase of 130.73% from last year, accounting for 14.19% of the gross operating income, an increase of 5.24 percentage points year on year. Following the optimization of the business structure, the contribution from the corporate, personal and treasury businesses accounted for 60.9%, 25.9% and 13.2% of profit respectively. This shows that the profit model of the Bank is undergoing quality change following the business transformation.

The Bank has been strengthening its budget management and cost control. The efforts led to a decreasing cost-to-income ratio and continuous improvement of operation efficiency. The cost-to-income ratio declined by 2.14 percentage points compared with 2006, to 41.83%.

Capturing Opportunities, Achieving Remarkable Development in fee and commission income business

By capturing opportunities generated by the development of Mainland China's capital market, the fund distribution business of CCB showed robust growth. In 2007, the Bank acted as a sales agent for 233 funds with a sales volume of 772.751 billion, representing a sevenfold increase when compared with 2006. Realized revenue from service charges increased more than tenfold compared to 2006, reaching 11.745 billion. Furthermore, CCB marketed 242 batches of personal domestic and foreign currency wealth management products, such as "Profit from Interest" (利得盈), "Profit from Exchange" (汇得盈) and offerings designed for the QDII scheme. These products were highly valued by clients and by the market for their excellent product configuration and stable performance.

Revenue from the Bank's card business hit a record high. In 2007, revenue from debit-card service fees grew by 58.13% from 2006 to 3.723 billion, while realized fee income from credit card operations was 698 million, a growth of 154.92% when compared with 2006.

Staying abreast with capital markets, CCB created innovations in its investment fund custody business and boosted its market competitiveness. In 2007, the Bank became the first Chinese bank to launch asset regulatory service for corporate collateral bonds. As of 31 December 2007, the value of custody assets managed by CCB was 928.243 billion, representing an increase of 249.97% from 2006. CCB was the second largest bank by the net value of fund custody and obtained an income of 1.025 billion from the business, 3.9 times the 2006 amount. Meanwhile, the Bank continued to expand its cooperation with the securities and insurance sectors, as seen in the increase of the number of its contract-bound partners to 105, accounting for 98% of all domestic securities companies, with its third-party custody business for trade settlements. CCB was also the leader in the growth in deposits from securities firms, as well as the increment and growth of income from the insurance agency business.

CCB saw a rapid and healthy growth in its investment banking operations in 2007. Through short-term bond underwriting, wealth management offerings, direct investment, underwriting for IPO shares and asset securitization, the Bank helped clients deliver financing of 115.4 billion. The investment banking business generated revenue of 2.49 billion, more than doubling the 2006 amount. In addition, CCB achieved breakthroughs in its trials of integrated operations. CCB Principal Asset Management Co., Ltd. delivered rapid development with its assets under management reaching 52.7 billion at the end of 2007, and realized annual net profit of 249 million, while CCB Financial Leasing Corporation, a joint venture with Bank of America, is currently the largest financial leasing company in China in terms of registered capital.

The treasury operation has been expanding, with a steady increase in operating income and market share from transactions of local and foreign currencies. In 2007, the volume of customer-driven purchases and sales of RMB and foreign exchange transactions reached USD199.7 billion, representing a rise of 65%. Realized income amounted to 2.255 billion, with a 44% increase. Transaction volume of customer-driven foreign exchange derivatives was USD11.1 billion, increased by 25% from the previous year, and its realized income increased by 174% to 362 million.

The Bank's international operations also showed strong growth momentum. The annual international settlements increased by 49.95% to USD285.395 billion in 2007. In five performance indicators, including growth in international trade settlement, as well as the balance and income increase of foreign bank guarantees, CCB held the leading position among the big four domestic banks of China. Furthermore, CCB continued to steadily implement its overseas development strategy. In November 2007, CCB opened a representative office in Sydney, Australia. The Bank also submitted an application for the establishment of a branch in Ho Chi Minh City, Vietnam. The Bank obtained approval from the China Banking Regulatory Commission with respect to upgrading the Bank's representative office in New York to branch office, and also planned to set up a subsidiary bank in London and operational units in Dubai and Doha.

Improvement in Risk Management of All Operations and Continuous Optimization of Asset Quality

By promoting comprehensive risk management throughput the corporation, CCB saw significant enhancements in its capacity for internal controls and risk management, as well as in the quality of its assets, laying a solid foundation for business development. The non-performing loan ratio of CCB has declined for three consecutive years and has been at the lowest level among the big four domestic banks of China. Thanks to its outstanding risk control, CCB was recognized with the "Best Financial Risk Management in China 2007" awarded by Asia Risk Magazine.

Since its restructuring and listing, CCB has been committed to deepening the reform of risk management systems and fostering a culture of good risk control. As a pioneer in risk-management system reforms and management standards, CCB has implemented risk measures based on a thorough understanding of clients and the market and has shifted its focus from passive avoidance and follow-up on risk to active manipulation. In 2007, the Bank preliminarily established an overall risk-management framework and further defined a mechanism of vertical reporting. This formed a risk control system which is thoroughly applied to the whole corporation and all stages of business processes. In addition, CCB continued to employ a number of integrated qualitative and quantitative measures, including economic capital measurements, provision system and a 12-grade classification system, to accelerate the formation of a set of risk measurement metrics, such as optimization of credit rating, retail scorecard, portfolio management, as well as management and monitoring of collateral. As a pioneer in credit risk limit control based on industry, the Bank has built up a systematic alert system to identify, assess and monitor market risks, so as to lessen risks concentrated in specific industries. Furthermore, CCB has set up a tier-one branch-based, off-site monitoring system for front-office operational risks to achieve the centralization of the post-audit of accounting operations. The Bank's all-people-involved triple-level defense mechanism was also strengthened. Furthermore, CCB tightened its handling of non-performing assets and became the first domestic commercial bank of Mainland China engaged in securitization projects for non-performing assets.

To consolidate its internal controls, CCB further reformed its audit system and to complete a vertical management model, ensuring direct management of all audit operations and associates in the Bank and gradually improving the audit system of vertical report escalation in the outlet organization and also the dual reporting mechanism. This provides a reliable safeguard for the independence, authority and effectiveness of the Bank's audit operations, as well as continuing to enhance its audit capability and the standards of its integrated internal audit process. With effective prevention and control measures, CCB saw decreases in unlawful acts, decreases in the RMB amount involved, as well as decreases in the number of illegitimate incidents of at least a million RMB and the amount involved in such cases in 2007. Moreover, CCB established standardized and simplified operations after fully reviewing its main process from the views of clients. Not only did the improvements facilitate clients' activities, but they also helped control risk.

In response to the sub-prime mortgage crisis in the U.S., CCB thoroughly enhanced its risk management processes by adjusting authorization, increasing the frequency of asset evaluation, tracking risk movements, adopting precautions and accomplishing internal controls, so as to minimize the influence of the turmoil.

Dedicated to Corporate Social Responsibilities, Contributing to Harmonious Society

Apart from developing in a rapid and healthy manner, CCB is highly concerned about the common interest of its stakeholders, including the country, the community and the Bank's shareholders, staff, clients and partners. Therefore, CCB is committed to carrying out its corporate social responsibilities (CSR) and actively contributing to the progress to a harmonious society. In 2007, CCB became the first among major commercial banks of Mainland China to publish a CSR report.

After listing, CCB has established a mission to 'provide better service to customers, create higher value for our shareholders, establish a broad development platform for employees and fully execute the corporate social responsibilities. This led the Bank to review and re-define the social responsibilities as a state-owned commercial bank. CCB has put great effort into reforms and development and is committed to prudent operations, scientific development, as well as a people-oriented and considerate approach to management, so as to understand and carry out its CSR, in which the Bank has continuously contributed to the formation of a harmonious society, civic life and public welfare. In 2007, the Bank implemented 14 charitable projects with a total donation of approximately 197 million, of which 120 million were donations to help impoverished but high-potential high-school students in 28 provinces, autonomous regions and municipalities, mostly located in the central and western parts of Mainland China, to finish their studies. A donation of 50 million was allocated to the launch of the financing programme for "Impoverished Mothers of Heroes & Exemplary Workers in China", which aimed to provide aid to the livelihood of the mothers and wives of role models in the Chinese People's Liberation Army, Armed Police Force and ordinary police units. Furthermore, CCB joined forces with Bank of America to sponsor and provide financial services to the 2007 Special Olympics World Summer Games in Shanghai. CCB's enthusiasm for CSR activities is well recognized and highly appreciated by the society.

With its remarkable performance in 2007, CCB has maintained strong operations since its listing, and has further consolidated its achievements through reform. "The overall fundamentals of the global economy will still be steady in 2008, but more uncertainties of economic growth are laying ahead. Amid new challenges as well as opportunities, we will actively ride on economic and financial trends, adjust our business strategies and strengthen our competence of operation and management, so as to achieve our annual targets," said Mr. Zhang Jianguo, president of CCB.

Background Information:

The history of the China Construction Bank Corporation ("the Bank") dates back to 1954 when the People's Construction Bank of China was founded. This entity was renamed China Construction Bank in 1996. China Construction Bank Corporation was formed in September 2004 when it separated from its predecessor, China Construction Bank, and assumed its commercial banking business and related assets and liabilities. Headquartered in Beijing, CCB had a network of over 13,000 branches and sub-branches in Mainland China as of 31 December 2007, and maintained overseas branches in Hong Kong, Singapore, Frankfurt, Johannesburg, Tokyo and Seoul, as well as representative offices in London, New York and Sydney. The Bank holds a 100% interest of China Construction Bank (Asia) Corporation Limited, CCB International (Holdings) Co., Ltd., a 75.1% interest of Sino-German Bausparkasse, a 65% interest in CCB Principal Asset Management Co. Ltd and a 75.1% interest of CCB Financial Leasing Corporation Ltd. It has a total of approximately 300,000 staff.

The Bank was listed on the Stock Exchange of Hong Kong Limited (Stock Code: 939) on 27 October 2005 and was listed on the Shanghai Stock Exchange (SSE Code: 601939) on 25 September 2007.

Principal business segments:

• Corporate banking, which provides financial products and services to corporations, government agencies and financial institutions, including corporate loans, trade financing, deposit taking, agency services, consulting and advisory, cash management, remittance, settlement, custody and guarantee services;

   

• Personal banking, which provides financial products and services to individual customers, including personal loans, deposit taking, bank cards, personal wealth management, remittance and securities agency services; and

• Financial operations, which involves money market businesses, consisting of inter-bank transactions and repurchase transactions; covers investment portfolio management, including securities held for both trading and investment purposes; and conducts trading on behalf of customers, including foreign currency and derivatives trading.

温州民间信贷交易曾导致金融灾难 30万人被卷入

2008年07月02日08:38　　来源：  

　　亲历上世纪80年代温州民间金融风暴

　　编者按 随着宏观调控力度的加大，在抑制投资过热和热钱流入的同时，大批中小企业资金紧缺的问题开始凸显。从紧的货币政策导致温州民间借贷利率飙升，目前已突破历史高位。

　　民间借贷活跃引发的连锁反应也开始显现。据前段时间中央电视台在温州调查发现，当前中小民营企业从地下金融获得资金支持十分普遍，而且利息高得被戏称为只有去贩毒才借得起。尽管借贷利息这样高，但中小企业饮鸩止渴般的资金渴求依然强烈。我们由此担心，黑色或是灰色的民间金融灾难或许又将上演。经济学原理告诉我们，当需求无法通过合法的方式获得满足时，哪怕是最理智的人群也可能做出最疯狂的举动。上世纪80年代中期，也是在温州，由于国有银行的资金供应不足，致使活跃的民间借贷方式以及高额的回报，将一种被称为"抬会"的民间信贷交易演变成一场金融灾难。从1985年到1987年初，温州有30万人卷入抬会风波，会款发生额达12亿元之巨。为此，本报记者专程采访了当时的抬会清理小组负责人应健雄，请他讲述这场金融灾难的演变过程，以供监管者参考。

　　■应健雄（时任中国人民银行温州分行副行长）口述

　　建国初期，婺江商校毕业后，我被分配到温州人民银行工作，开始干临柜出纳收款员，后调任储蓄员、会计记帐员、信贷员等职，在人行岗位上干了四十个年头。1984年人、工两行分设，人民银行行使中央银行职能，承担金融监管事务，这相对过去接触的计划经济时期的银行工作，是一项全新的任务。对温州的金融发展，我一直抱着学习的态度。温州这个地方的社会经济发展模式有自己的独特格局，个体私营经济占有很大的比重，新的东西、新的花样很多，农村民间资金市场十分活跃，有些直接冲击现行的章法，也有的是无章法可循，金融监管任务很重。1986年乐清的"抬会"，平阳、苍南两县的"排会"倒会事件，引发民间信用（金融）危机和社会动乱，非正常死亡数十人，当时情景让人恐惧。这在我国金融发展史上也是罕见的一个典型事例。

　　解放后，乐清城乡流行一种叫"呈会"的民间互助筹融资方式。改革开放后，社会经济的发展，对资金需求量的扩大，"呈会"作为民间借贷的一种形式，它的性质、规模、对象等均发生了新的变化，资金投向由原先满足生活消费转向生活消费和生产经营资金的垫支相交替，由直接融资转向直接信用与间接信用并存、交叉， "呈会"种类也不断增加。据我们在乐清农村初步调查就有：聚会、摇会、标会、退会（楼梯会）、单千跟、票会、八年四、压会、啃会、抬会和摸会等10多种形式（平阳、苍南还出现"排会"）。"呈会"种类增加、规模扩大的同时，产生一些食利阶层：专司"呈会"的会主——货币经营者。

　　"抬会"就是由其中的"八年四"会演变而来的。

　　"八年四"会，其实是"百人百月百元单万会"的简称。具体说：人员组合由100个人参加；会期为100个月（8年4个月）；每月每人交纳100块钱；会款总额1万元（单万会）。当时还有个"规定"，会内利率是5厘，当你拿会款后的第一个月就要支付5厘利息（50元）。当时民间借贷利率是3分，会内与会外利差很大（差2．5分），早拿会款是赚的。因此，一般第一个拿到会款的同第二个拿到会款的或100个月后拿到会款的相比较，整个利率差别相当大。因为到了8年之后，当初的1万就不值1万，搞不好只有几千了。所以在"八年四会"发展过程，又同时产生了"压会"，就是说你不能拿走全部会款，如1万块钱，"会主"只给你拿走七八千，剩下的二三千仍然放在"会主"那里周转，由会主拿去放贷赚利差，会主按民间利率给你补差。后来这样搞也不行，改为在参加呈会人员之间前后直接搭配方式，平衡"利差"倒挂，这样就出现了"啃会"。所谓"啃会"就是硬性搭配意思。"啃会"规定，凡是前面（1、2、3、4、5、6月…）拿会款的人，要搭配后面倒数的那几个月（100、99、98、97、96、95…），以平衡利息差额，求得相应的"对等"。"压会"也好，"啃会"也好，没有从根本上解决会期时间长、人员多的矛盾。因此，根据"八年四"会系基本要求，从精简参与人员着手，改由会主和会脚两人组合，会款和利息捆绑在一起（不分利息和本金），确定每次付款金额，按月交叉付款，这样"八年四"会，就完成了向"抬会"的演变和改造。人称"抬会"是"八年四"会的变种。以他们的话来讲，就是两个人自己"抬"着干。同时，设计出四种形式（如下）：

　　第一种形式，会脚一次性付给会主会款3．08万元，从第二个月开始，会主每月付给会脚0．9万元，连续付10个月，计9万元。从第11个月开始会脚每月付给会主0．15万元，连续付90个月，计13．5万元；

　　第二种形式，会脚一次性付给会主会款5万元，第二个月开始，会主每月付给会脚0．9万元，连续8个月，计7．2万元；

　　第三种形式，会脚一次性付给会主会款1．16万元，从第二个月开始，会主每月付给会脚0．9万元，连续12个月，计10．8万元，从第13个月开始，会脚每月付给会主0．3万元，连续付88个月计26．4万元。

　　第四种形式，会脚一次性付给会主会款1．16万元（多数1．2万元），第二、三个月内（后改为一个月二次）会脚即可从会主处得到本息1．8万元（每月0．9万元），净得利0．6万元。

　　上述第二、三种形式，实际上是第一种形式派生出来的，也就是将两个"会头"（每个头3．08万元）相加金额（即6．16万元），分割为5万元和1．16万元二个部分，会主应付会脚二个"会头"共20个月，每月0．9万元，分割为12个月和8个月。根据"抬会"的"会内0．5％，会外3％"的月息粗略计息，一个3．08万元"抬会"，会主可得利7．58万元，会脚得利8．62万元；一个1．16万元"抬会"，会主可得利16．76万元，会脚得利0．952万元。第四种形式"抬会"会脚在二个月或一个月就可得到利息收入0．6万元，其月息高达25％至50％。

　　上列的四种形式，按会期又可分为长会（100个月）和短会（二三个月）。长会会期要100个月，通常都撑不到100个月，因为8年4个月以后的情况怎么样，谁也无法预料。所以一般都流行搞短会，会脚拿出来一万二，两个月共收回来一万八，赚了六千，有50％的利润，所以会就这样抬起来了。当时县里搞抬会最大最出名的是海屿乡雪湾村的李吾华。他就是搞这种短会。那时候会脚第一个月拿出一万二，第二个月拿回九千，感觉很不错，于是，他们又凑足一万二，第三个月又收回九千，这样循环，会脚就把拿来的钱又全部押进去了。

　　乐清"抬会"，始于1985年8、9月，1986年2、3月形成高潮，3月倒会。据调查，参与"抬会"活动的落会群众有五万多户，约占全县总人口的23％。据海屿、万岙、盐盘、柳市镇等13个乡（镇）调查，落会群众达18．82万人，4．18万户，分别占总人口、总户数的71．8％和72．14％。据统计全县有大小会主1346人，会款发生额高达9．8亿元以上（会款清退率达97％以上），资金总规模近2亿元（超过当时乐清银行、信用社存款总和）。"抬会"活动猖獗的地方，其触角几乎波及社会各阶层和每个家庭的成员。

　　"抬会"为什么能够在乐清县形成，而且有这么大的吸引力？我认为主要有四点原因。

　　第一，历史原因。浙南农村民间的各种"呈会"活动有较长历史，解放后一直没有中断过。"抬会"以超高利率为诱饵，迎合了一些人急于发财的心理，诱发他们一哄而上。

　　第二，经济原因。那几年乐清县的商品经济发展很快，现金投放很大，民间资本比较多，群众手中有钱后会想着怎么用钱生钱。但由于金融改革滞后，金融产品匮乏，才有后来轰轰烈烈的乐清"抬会"。

　　第三，干部原因。这种"抬会"所以能够在短时间里蔓延开，有一个非常重要的原因，就是干部参与其中。一些会主以干部或干部家属参加抬会为"政治资本"，对老百姓进行欺骗和引诱，使他们误以为抬会合法。

　　1986年春节过后，市委曾在景山宾馆开会，听取乐清县委汇报。会后我带领金管干部到乐清作专题调查。

　　"抬会"发生时，因为很隐蔽，会主与会脚单线联系，我们只知道这东西在乐清很热闹，收益高，但究竟是什么样子、怎么来处理，大家心里都没数。后来，乐清县政府颁布了一个二月"布告"，提出要"刹住歪风"和禁止、取缔，但"布告"里面也没有讲政策措施和处理办法。会主有多少，会主该不该抓，都不清楚，传说上头要抓会主，有的会主跑掉了，会主一跑，整个就乱套了。因为抬会本来就是"以会养会"，不断用后来者的入会金抵充前来者的收益，长此以往，总有资金链断掉的一刻。二月布告虽然没有明确处理方式，却在某种意义上加快了倒会的速度。

　　3月中旬，乐清县委决定，要搜查12个有名的大会主。会主听到消息就逃跑了。会主一逃，下面的会脚找不到会主，就闹得很厉害。所以那段时间乱得不得了。12个大会主基本逃走了，只抓了4个小会主。后来，根据举报我们在大会主李吾华家找到了146箱会款现金，计有2907万元。之后，整个乐清就像文化大革命一样发生了"打、砸、抢、抓"社会动乱。为了追回会款，会脚不择手段，押逼会主。会主找不到了，就把人家的房子捣掉了，东西抢了，有的把会主的家人抓来作人质。有的会脚找不到会主而寻短见，自杀身亡。

　　在我看来，乐清"抬会"的倒会是一次发生在局部地区的民间信用危机，或者说是民间金融风波。因为，"抬会"从产生的第一天起就潜伏倒会的危机。我当时曾作过测算，会主每开一个1．16万元的"会头"，到了第6个月，就要新发展22个"会头"，到了12个月要发展691个"会头"，第十八个月要发展20883个"会头"……抬会本身就是通过会主与会脚两人组合、交叉付款，和会与会的多层次交替来完成资金运转。当其中一个环节中断，以会养会无法继续下去时，会主夹款私逃就成为普遍现象，而会脚的自杀、绑架、押逼等非理性反应也是本能。

　　后来的事态发展证明，对民间信用组织存在的问题采取疏导的方针是正确的，也就是当时提出的：对凡具有经济互助性的民间"呈会"，应允许存在；具有间接信用性质经营性低利率"呈会"，按照银行管理条例加以管理：对"抬会"则必须取缔。应该说这一决策是超前的，把一大批非"抬会"会主解脱出来，对当时"抬会"会主起重要威慑作用，后来由于种种原因没有拟订具体可操作办法，成为历史的遗憾。其次，政府在处理"抬会"的问题上，是管还是不管，该怎样管，管到什么程度。当时市委明确提出"引火不烧身"的方针，是考虑到这个突发事件纯粹是民间的群众性事件，应该由民间群众自己解决，政府只能起一个协助、指导和督查的作用。既要坚决取缔"抬会"，又要保护落会群众的合法利益，但不能包办代替，按照不同的会主成立清算小组，如李吾华为会主的会由会脚代表组成，我们就把它称为李吾华抬会清算小组，并对里面的会脚进行登记处理，政府监督检查。在会款清退问题上，我们作出了"以不得利和全数清退原则"，会主退本，会脚退息，半年左右会款清退率达97％以上。当年，市委组织了调查组，由市委秘书长任组长，市政府、人民银行、公检法等相关单位领导参加，赴乐清调查督导和帮助，加快处理进度。总共花了半年左右的时间，彻底平息"抬会"引发的民间信用金融危机。有经验有教训，对这一系列针对民间金融危机引发社会动乱的处置的决策是正确的。

　　从抬会发生到处理结束，关于涉及人员的法律条款，当时的金融法规不健全，导致给李吾华判刑时，在刑法中找不到相关条款，最后只好按投机倒把罪来判。直到今天，金融法规仍有很多地方空白，对民间信用的监管仍然是盲区。

【作者：汪海宝 叶瑜 来源：中国经济时报】 (责任编辑：陈正红)

　　 1.打折卡比银行卡多
　　　　银行卡的意义在于证明你赚qian，打折卡的意义在于证明你玩qian，我们的生活不要结果，只要玩。
　　　　2.不用皮革qian包，只用帆布qian包
　　　　皮革qian包就意味着很久才换一个，意味着颜色晦暗单一，意味着qian包比里面的qian还贵，意味着不能随着心情换用。
　　　　3.服装店老板会发短信告诉你新货信息
　　　　谁还去百货公司、Mall、大卖场买衣服？每个人必须有自己独特的服装取向，自己所钟爱的服装小店。
　　　　4.长期喝一个品牌的饮料
　　　　百事可乐、可口可乐、碧悠酸奶、午后红茶、胡萝卜汁，什么都好，选准一个，一直喝下去，直到看见这款饮料就想起你。
　　　　5.有一辆很少骑但很贵的单车
　　　　小轮、可折叠，Hasan、Airwalk或者大衡都行，只用于在办公室里骑，最多晚饭后在街道上骑500米去买蛋糕。
　　　　6.至少拥有一个双肩背包
　　　　不装东西，只为了背着。
　　　　7.为接到正装出席的请柬而苦恼
　　　　没有西装，即使有，也往往只挂在衣柜里占地方，最正的衣服是长袖T shirt。
　　　　8.可以没有电视机，但一定要有微波炉
　　　　电视基本不看，但微波炉除了解决吃的问题，还有神奇用途：冬天洗热水脸，湿毛巾"叮"一分钟，搞定。
　　　　9.如果戴眼镜，一定是扁平黑框的
　　　　早就不是金丝眼镜的天下了。黑胶框眼镜不仅可以是近视，也可以是平光，甚至没有镜片只戴框。
　　　　10.永远对自己的发型不满意
　　　　发型不是身份，不是装饰，是娱乐。娱乐，就没有够，不满意就改，改了还是不满意。
　　　　11.对日.本菜，要么非常喜欢，要么非常讨厌
　　　　喜欢和讨厌都可以出自同一个理由：清淡、漂亮、仪式感、哈.日；或者没有理由，就是喜欢，就是讨厌，没有中间派。
　　　　12.在任何表面上都可以睡着，除了床
　　　　地铁和电影院容易睡着，沙发和办公桌经常睡着，开会和写报告肯定睡着，但上床之后总会跳起来打游戏、看碟。
　　　　13.所有电器都不看说明书
　　　　写说明书的人都是白痴，看说明书的人比写说明书的人更白痴。
　　　　14.生日礼物一定有安.全套
　　　　性不是性，是娱乐，是玩笑，是揶揄。收到安全.套，却并不急不可耐地用出去。
　　　　15.不喝红酒
　　　　除了味道酸，还有气质酸，所以我们不选红酒，宁肯喝伏特加，红星小二也是不错的选择。
　　　　16.去24小时便利店的时候比超级市场多
　　　　我们经常晚上出来买东西，超级市场在哪里？
　　　　17.经常骂宜家，经常去宜家
　　　　宜家有太多理由让我们不爽，但那里东西的颜色和形状总是深得我心。
　　　　18.尽量使用自助办理业务
　　　　不想排队，不想被人叫号，不想浪费时间，不想隔着玻璃扯嗓子说话，不想看人的嘴脸。
　　　　19.饿了就吃，饿了才吃
　　　　吃饭是为了活着，活着不是为了吃饭，不管饿不饿都准点吃饭是可耻的，基本上只有下午茶是准时的。
　　　　20.使用最多的称呼是同学
　　　　称呼断层的一代，只有同学才能有效地拉近陌生人的距离，进可攻退可守。
　　　　21.路过有镜面反射的地方一定会关注一下自己的容貌
　　　　容貌不仅仅给别人看的，也要让自己愉悦，注意，这不是自恋，这是素质。
　　　　22.至少两周才打扫一次卫生
　　　　让环境卫生积累到足够创造一次成就感的时候才打扫，别让乐趣变成琐事。
　　　　23.喜欢玩小孩但不喜欢生小孩
　　　　想想自己是怎么长大的，想想自己还没有长大，就知道自己负不起那个责任。
　　　　24.不屑时尚杂志，只看潮流杂志
　　　　你们看ELLE、VOGUE去吧，我们看Milk、1626、Coldtea。
　　　　25.永远不知道自己的钱花到哪儿去了
　　　　其实没买什么、其实没吃什么，但钱就是不见了。
　　　　26.可能有两个手机，但没有一个座机
　　　　座机有什么用？不要告诉我你拨号上网。
　　　　27.关我鸟事
　　　　谁能告诉我王菲生小孩的照片为什么可以卖到5万块一张？
　　　　28.只去药店，不去医院
　　　　我的身体我知道，去医院太麻烦。
　　　　29.最恨被人夸奖成熟
　　　　你把谁当小孩呢？
　　　　30.痛恨人际关系
　　　　最好大家都在家工作，去办公室只是为了打乒乓球、打游戏机、聊八卦和约饭局。
　　　　31.不喜欢西藏、丽江，但喜欢香港
　　　　别玩什么情调，假装自己很诗意，别来辞职、自省、皈依那一套。
　　　　32.早晨从中午开始
　　　　我们的生活很有规律，只不过和你们时差几小时而已。
　　　　33.不喜欢喝酒，但每喝必醉
　　　　不然喝酒干嘛？补充体液？
　　　　34.不敬酒，不敬烟
　　　　爱喝就喝，想抽就拿，别搞得大义凛然的。
　　　　35.拥有一种奇怪的固执
　　　　不吃有脸的东西，只穿白袜子，不带瓶装矿泉水不出门，看着鱼缸就发呆，总有一样让你莫名其妙地坚持下去。
　　　　36.熟人面前是话痨，生人面前一言不发
　　　　不是不爱说话，而是跟你没什么话可讲。
　　　　37.经常故意使用方言
　　　　就是好玩。当下流行顺序依次为陕西话、天津话、上海话、东北话。
　　　　38.不洗脚，只洗澡
　　　　每天洗两次以上澡还用洗脚吗？
　　　　39.每天都有理由开派对，除了结婚
　　　　派对是为了玩，但结婚不好玩，所以尽量不要婚礼，绝不要春晚式的婚礼。
　　　　40.认为幽默感是做人的根本
　　　　至少也要会讲冷笑话吧。
　　　　41.为了不熬夜，不如就通宵
　　　　要么今早早点睡，要么今晚早点睡，既然已经熬了，就干脆熬通。
　　　　42.五一、十一绝不出游
　　　　与其人挤人，不如在家看碟。
　　　　43.业余爱好中必有一项是睡觉
　　　　我们不困，我们就是想睡。
　　　　44.喜欢看选秀，喜欢参加选秀
　　　　总觉得很多人都没有自己秀得好。
　　　　45.出游永远不给自己拍照
　　　　宁肯拍老乡家的狗，宁肯拍人家阳台上晾的衣服，宁肯拍自己在地上的影子。
　　　　46.常常玩消失
　　　　有可能是手机坏了，有可能是起床晚了，有可能只是想看看你们有什么反应。
　　　　47.经常发呆
　　　　因为脑子里有太多想法了，有时候都不知道自己在想什么。
　　　　48.随便
　　　　觉得什么都可以，什么都还行，只要方便简单，哪儿有那么多时间去浪费？
　　　　49.坚持认为自己不懂爱情
　　　　随时可以爱，喜欢很多人，会为人哭，但不会为人去死。
　　　　50.英语的听说能力大大强于读写能力
　　　　声称自己英语很差，不过基本都能听懂英语电影对白。
　　51.认为世界就是由破事组成的
　　　　觉得自己已经看透了，没什么大不了的，社会就是那么回事。
　　　　52.越吊的人就越不吊他
　　　　这世界离了谁就不转了啊，谁都别把自己当回事。
　　　　53.鄙视娱乐报纸，但要上娱乐网站
　　　　有朴素的道德观，有朴素的窥私欲。
　　　　54.找异性同事陪伴去买内衣
　　　　内衣不是隐私，陪异性买内衣不是性.骚扰，是乐趣。
　　　　55. 对人的最坏评价是闷
　　　　闷是一种抽象标准，话痨也会闷，关键看话有没有营养。
　　　　56.对人的最好评价是闷骚
　　　　压抑与释放的完美结合，没比这更好了。
　　　　57.经常觉得自己老了
　　　　新血总是一夜长大，而自己还没确定要做什么。
　　　　58.两分钟通常这样安排：前一分钟是崇拜，后一分钟变成藐视，或者相反
　　　　永远没有固定的标准，偶像可以因为一句话立刻变成呕像。
　　　　59.永远觉得别人不可能了解自己
　　　　一个人的世界观，独生子女的人际网，小心翼翼的孤独和自我保护。
　　　　60.不和30岁以上的人做朋友，但可以做恋人
　　　　完全无法和老年人沟通，却容易被老年人的成熟阅历、博大知识而击溃。
　　　　61.喜欢酷的女生，或者漂亮的男生
　　　　女生装处和男生装酷不仅不时尚，而且是智力有问题。
　　　　62.喜欢八卦别人，但对别人的任何取向都不惊讶
　　　　八卦是娱乐，又不是战争，谁都有自己的小乐趣。
　　　　63.写博，但绝不呕心沥血
　　　　写博写成论文，还不如下来写论文，博客不好玩不如去死。
　　　　64.不看500字以上的帖子
　　　　现在已经不是逻辑的天下，对此，我们只能飘过。
　　　　65.网友成为朋友，朋友成为网友
　　　　因为意气相投而成为朋友，因为兴趣渐少而只能发表情符号，还用得着讨论网络的利弊吗。
　　　　66.MSN名字一天至少换一次
　　　　只用真名做MSN名字开头的人，显然不了解心情变化的乐趣。
　　　　67.不问问题，只查Google
　　　　给我一分钟，我就和你知道的一样多。
　　　　68.熟知每家K房的歌曲
　　　　关键是日.韩歌曲、港台新歌在城市中的分布地图。
　　　　69.发花痴
　　　　不惮于用最猛烈的言行来表达对某人的热爱。
　　　　70.不知道什么电子游戏自己不知道
　　　　从8位机一直玩到PS2，真的不知道自己的盲区在哪儿。
　　　　71.每个都是电影迷
　　　　买很多碟，看很多场电影，挑很多电影的很多Bug。
　　　　72.喜欢玩问答游戏
　　　　喜欢什么？害怕什么？最近听什么歌？最崇拜谁？择偶标准？不仅为了给别人看，也为了给自己看。
　　　　73.会画画、喜欢画画或者想学画画
　　　　幻想成为矢泽爱和高木直子的混合体。
　　　　74.有一款喜欢的卡通形象
　　　　青蛙军曹Keroro、暴.力熊Gloomy、熊猫SAM，实在不行就去搜集各种漫画的手办，但千万别是史努比。
　　　　75.可以借书，绝不借碟
　　　　书不还就再买，买不到就算了，碟借了就别想还，买也买不到。
　　　　76.喜欢看广告
　　　　心目中都有自己的最爱广告榜、傻.逼广告榜，会为了看漂亮广告放弃电视剧。
　　　　77.热衷于研究星座运势
　　　　只要有生日，就可以说出性格、运势、般配，热恋、失恋时对此深信不疑。
　　　　78.至少有一个曾经是偶像而现在羞于承认的明星
　　　　总觉得自己的梦中情人现在变得很傻帽。
　　　　79.以追看低智的影视作品为乐
　　　　好片子总是无话可说，烂片子才是娱乐源泉，任何东西都是Kuso的对象。
　　　　80.R&R、R&B、Hip-Hop，至少喜欢一个
　　　　不管有没有搞清楚它们的区别，但周杰伦和五月天总还是不错的。
　　　　81.单位和住处距离在步行15分钟以内
　　　　人生短暂，干吗不把路上消耗的时间用来睡觉、化妆、发呆？
　　　　82.要么打车，要么走路，绝不坐公车
　　　　坐公车完全是生存竞赛，没必要这样消耗生命。
　　　　83.用箱子装书，而不是书架
　　　　想看的时候自然可以翻出来，被人夸有文化觉得是被嘲笑。
　　　　84.可以拼出每个字，但不见得能写出来
　　　　要么是因为电脑用多了忘了，要么是因为字写得很难看而不愿写。
　　　　85.可以穿短裤上班
　　　　要求制服上班的单位绝对不去，工作已经很无聊了，不想秀衣服这样唯一的乐趣都丧失掉。
　　　　86. 不停地买笔记本
　　　　从来不在上面写字，就是为了好看的封面和纸张而收集。
　　　　87. 鄙视办公室恋情
　　　　天天面对、同进同出非常可怕，除了证明己人际圈的狭窄没有任何意义。
　　　　88. 任何工作都和电脑有关
　　　　体力劳动不是我们的强项，何况20%的工作时间还要用于玩游戏和聊天。
　　　　89. 永远找不到自己的笔
　　　　总是随手抓别人的笔用，每支笔都长得像自己的笔，不管有多少支笔都会消失。
　　　　90.拥有一个以上的MP3
　　　　已经无聊到随时随地需要音乐的程度了。
　　　　91.不买iPod
　　　　因为太大，因为花色太少，因为人人都有。
　　　　92.用动感地带
　　　　因为有套餐，不管有没有省钱；因为可以网上办理业务，不管有没有登陆过。
　　　　93.很少打电话，经常发短信
　　　　不想用声音沟通，只想用文字沟通，哪怕会耗费更多的时间和金钱。
　　　　94.键盘都磨损得很快，无论手机还是电脑
　　　　要么不停地敲、要么不停地按，这是我们的表达方式、娱乐方式、生活方式。
　　　　95.手机是用来自拍的
　　　　喜欢各个场景、各个色调、各个角度、各个部位的自己，即使被人看到手机里存的隐秘照片也不以为忤，反而心中暗喜。
　　　　96.电脑里一定有聊天工具
　　　　不联网的电脑是可耻的，开电脑一定先登陆聊天工具。
　　　　97.不买品牌电脑
　　　　因为我们随时需要自己增添内存条、换显卡硬盘，也不想暴露自己是电脑盲。
　　　　98.喜欢给电子产品搭配外设
　　　　产品本身并不值得骄傲，所搭配的外设才是自己的烙印。
　　　　99.彩铃两周一换
　　　　随时提醒别人，自己心情的起伏、口味在发生转移、又发现了新玩意，我有什么变化你有义务知道。
　　　　100.我就喜欢
　　　　我就喜欢，你管得着吗

引用

YouTube - 何勇 - 非洲梦前奏（现场）
  

引用

YouTube - 何勇 - 姑娘漂亮
  

引用

YouTube - 何勇 - 钟鼓楼（现场）
  

引用

YouTube - 张楚 - 孤独的人是可耻的（现场）
  

引用

生活在别处·魔岩三杰重聚首

     那一晚，属于曾经的青春。

     其实我也不曾真正经历那个青春，94年的时候我还在背英文POP歌词，不懂什么叫摇滚。

     后来，感谢那些在我面前吼出摇滚旋律的哥哥们，让我发现自己竟然是属于激情的。

     有的评论说，那晚的街头，好多文艺青年，于是我也文艺青年了一把，有的说好多当年的愤青变成了口袋阔绰的中产，可是我当年连愤青都算不上，现在也没有中产，倒变成了愤青。

      原来无论如何美丽就是和瘦应当联系紧密起来。窦大叔和何大叔，都已经是功夫熊猫了，何大叔竟然有那么点陈升相。当年我认为窦唯最帅，其次何勇，张楚就是一个干瘪的小可怜；现在竟然要倒过个了，张楚脸上加了一些沧桑，但依然精瘦，帅气排名一跃而成第一……

 

很深很深……

      窦唯的演出我早料到会是这样，周围竟然有人怒了，说他怎么竟这样呢喃半天的。我想你们这些个算文艺青年么？窦唯的状况你们竟然不知？还是当年ARK的氛围好，大家都由衷地说：值。他的那些音乐，也许更适合那里，而不是大舞台吧。于是，在他的音乐里，我埋得很深很深，仿佛自己跟自己对话；再于是，我哭了，第一次是不知道为何，听到他念类似佛经一样的旋律时，就忍不住眼泪掉下来，第二次是因为窦唯说话了！竟然开口唱了有歌词的歌！还有念白two zero zero eight……他还……他还对着台下挥手……是妥协了么？向这个世俗社会……仙人啊，我竟不知是因为伤感还是激动。除却这个演唱会本身应该带给大家的以外，窦唯的音乐一定是几个人中最牛B的，艺术家应该是痛苦的，因为老要在思索究竟是徘徊在以往的鲜花中还是冒险地突破自我？内地那些艺人大多是园囿在自我荣耀上的，所以才有一人一首成名曲，所以才有某些躺倒在功劳簿上搞《梅兰芳》的人。致敬吧，胖子。

 

节奏问题

      姜昕，一看就很北的一个女孩，我了解她是因为《长发飘扬的日子》，愿意把自己的八卦这样赤裸裸表露出来的人不多，她是一个。看完这篇东西时，我曾极力劝服自己，当年她唱的那些走音又踏不准节拍的歌，只是她的风格，她是故意的，文艺女青年嘛，都那样……可是，这次的演唱会，我实在无法自圆其说，她的节奏永远是不准的，每8拍完了就慢半拍，使得我原本想沉醉在她家乐队超级猴子的配乐中也很难，情绪完全无法融入。然后我仔细听了一下她的歌，大约或许可能在80年代的话这歌还能那么新颖一下，但这个年代，哪个念白字或写错出处的才女们不能搞点这样的歌曲啊？完全不摇滚嘛。

      不过，其实她最可怜的地方在于，和魔岩三杰同台，大舞台看台上那些人，就算是王菲来了也不一定待见，别说你一个三不靠的姜昕。听到那些呼嚷着让她下台的叫声，我也有几分同情，只是，我真的坐不住。

 

手掌疼

      何大叔真的是好久不见，张楚我在前年的民谣节还见过一回，窦唯ARK那次以及他和王菲没离婚那会儿王菲演唱会我都见过。何勇，在所谓李素丽事件以后便一蹶不振，好好的一个激情少年啊，就那么和谐成半个疯子了。。。

      何勇那张脸，我已经完全无法辨认了，胖子就是这样让人一声叹息。条子衫依旧，三弦依旧，高亢的嗓音依旧，曲目依旧，气氛依旧，只是，老咯，蹦不动咯。算了，不说什么依旧了，因为我们所怀念的东西，也都只是在录象里，有几个真正去了红堪了？94年我才读中学，还在思索到底我是FAN童安格还是小虎队呢。

      我又是一个人听摇滚，窦唯和姜昕表演完时，我一度担心自己是HIGH不起来了，不过何勇就是何勇，“姑娘姑娘”一声呐喊，全场就沸腾了，我也开始吼了。他们手里都有荧光棒，我没有，于是我使劲鼓掌，使劲，后来我的手掌就开始疼了，麻了，红了。大家都跟着唱，他的歌简单啊，大家都哼得上。我右边坐着一排男青年，一起来的，都木头人一样，想来一定很愤恨我吧……

      我还是最爱《钟鼓楼》，有低吟有嘶吼，还有那段最让人心醉的三弦。当年我们就讨论过，要玩摇滚，然后有个玩民乐的老爸支持，那该是多么牛掰的事啊！于是，我对着舞台狂吼一声：“何玉笙”！

 

温暖

    张楚晚了十分钟到，何勇过来解释，他在路上。我笑……

    上苍保佑吃完了饭的人民，林荫大道，孤独的人是可耻的，蚂蚁，姐姐……中间插了几个新歌。

    诗人的歌无疑是不那么容易跟唱的，但当全场低低地和唱时，我竟感到一丝温暖。

    上次民谣节，他说：我不唱“姐姐”，这次，“姐姐”压轴。回荡在大舞台中的“姐姐，带我回家，牵着我的手，我有些困了；姐姐，我要回家，牵着我的手，你不用害怕”。据说是他当年和父亲冷战，于是写了“姐姐”，现在冷战结束，不唱“姐姐”了。但是，这次，还是妥协了，因为，大家都爱姐姐，大家都要姐姐……温暖，极其温暖。

转一个勤奋兄的流水帐，同感处UNDERLINE，补充处【 】

2008年07月05日树生长音乐窦唯何勇张楚姜昕上海演唱会流水帐

2008-07-07 17:35

图：何勇和老爷子同台演出。

评：此为本场演唱会最高潮之一，高潮源自众文青对于14年前红勘“中国摇滚乐势力”的神往。每每听钟鼓楼到此处，记忆深处总会回响起这句经典台词："何玉笙我的父亲，笛子窦唯,窦唯！"，玉笙仍在，窦唯已死，白发人胜过黑发人。

我是一个粉刷匠，粉刷本领强，我要把那新房子，刷得真漂亮。刷子放好，按红耳朵，一下就完成。哎呀，我的新房子，真呀真漂亮。
我是一个粉刷匠，粉刷本领强，我要把那新房子，刷得真漂亮。刷了屋顶又刷墙，颜色要搭配好。哎呀，只有一种颜色，赶快改一改（^_^）。

点评：此女唱功了得，声音富有张力，中气十足，罗琦之后又一唱将，介绍贝司手时用了NB这个深邃的词，似乎生不逢时，后市看空。

"我疯了，张楚死了，窦唯成仙了。"

                           ----------------何勇 

2008年七月五日 

窦唯、张楚、何勇、姜昕

上海 演唱会 

树生长的声音
 

无意在网上看到这条消息，我拿起手边的玻璃杯，一饮而尽。凉白开顺道而下，身体里仿佛有些部分被滋润出破土而出的幻觉。

有些慌，有些空荡，还有些欣狂。

窗外没有阳光，气压低靡，云层阴沉，空气里嗅不出情侣的味道。举目，看不到鲜花开放或枯萎。

可是，我想，他们终于回来了。

在没有方向的风中再次飞翔，没有翅膀，目光指引归宿的迷航。

只是

那些年埋在地里的理想，是不是再也不用长出空欢喜的模样。 

回顾一下那一年的历史(转)

94年的冬天，香港红堪体育馆 

1．何勇说："香港只有娱乐，没有音乐，四大天王除了张学友还算是个唱歌的，其他都是小丑，不服气的话，大家可以出来比试比试。"此言一出，香港娱乐界哗然，许多黎明，刘德华，郭富城的歌迷把魔岩的演出海报撕毁，使得演出方不得不重新再贴一遍，此次演出前魔岩三杰已把遗嘱写好，万一有什么意外（因为何勇等人的来势汹汹，怕会引起***），把此次演出收入全部捐给慈善机构。何勇对其他二人说：要做好开第一场演唱会，也是最后一场演唱会的觉悟。

2. 1994年12月17日晚上8点，中国内地挑选窦唯，张楚，何勇，唐朝等摇滚乐队在香港红磡体育馆正式开演， 用最直接的方式将中国内地的原创摇滚展示给香港观众。演出的阵容超级庞大，演出的效果空前凡响，当年号称香港四大天王的刘德华,张学友,黎明,郭富城也在现场,黄秋生在何勇演唱《垃圾场》的时候一边狂奔一边把衣服撕的稀烂。

3. 结果演出空前精彩，红勘历年的规矩只准观众坐着观看演出，可是演出当天所有的观众都站着和着音乐手舞足蹈，有的甚至站在椅子上，还把超过一半数量的椅子砸坏，演出结束后，很多观众常跪不起，哭着口里呼喊何勇，窦唯等人的名字，演出结束几天里，香港几乎所有报纸的连续3天以头版报道此次演出的盛况。这也是史无前例的。

。。。。。。

以上皆似坊间传闻，可是谁又会怀疑。

当时，所有的人都以为中国摇滚乐的春天来了，不可阻挡。

何勇跳着、喊着"今后的历史会证明这一切!"

可数年后，他喃喃的说；"我疯了，张楚死了，窦唯成仙了。"

那一年他们春风得意，可马蹄疾不过宿命的扰。

94年已然是图腾，至今日仍要抬头仰望。那些我懒得列举的歌谣，至今仍在谁、谁、谁的心底默默开放。生命是否真的应该像鲜花一样绽放，哪怕随风飘散，各自天涯。

前奏忽起，轻声暗合。忙碌的岁月底下，多少曾经的少年冲动静静流淌。

那些单车踏起的落叶，成泥成烟，夕阳是否还是那样若隐若现。今天的钟鼓楼又会是什么样。

何勇张狂，窦唯尖锐

三人中最喜欢的张楚。

此人怕是台风淡定的鼻祖了。弯腰坐在麦克风前，双手放在膝上，天真似孩童，无助地让人怜爱。高音飙的青筋暴跳，却还一丝不苟，一句一句，唱出那些诗歌般的词。忧伤浪漫。

"我目光慈祥，心不再想，让里面的东西慢慢死亡"

会去现场，买一张前排的票，看看这14年时光的模样。听听岁月真实的倾诉。

错过了红勘，想这一次，跳上椅子，和他们一起疯狂。

树生长的声音，

或许不过就是一张一翕间的频率

或许

嘶吼呐喊

不过就是内心的默默吟唱。

那么，吃了么？

谁同往?

本文摘自：http://www.xici.net/b832635/d69842622.htm

http://ent.qq.com/a/20080514/000252.htm

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