I. Financial Highlights

Contents

II. Business Operations

III. Looking Ahead

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I. Financial Highlights 1. Profit and Scale

2. Asset Quality and Efficiency

3. Income Statement

4. Regulatory Indicators

1. Profit and Scale

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(In RMB 100 million) Jan-Jun 2014 Jan-Jun 2013 YoY

Change Change %

1. Net Profit 100.72 75.31 25.41 33.74%

30 Jun 2014 31 Dec 2013 YTD

Change Change %

2. Total Assets 21,365 18,917 2,448 12.94%

Including: Total Loans 9,382 8,473 909 10.73%

Including: General Corporate Loans

(excluding Discounted Bills) 5,678 5,093 585 11.49%

Retail Loans (including Credit Cards) 3,539 3,257 282 8.66%

3. Total Liabilities 20,156 17,796 2,360 13.25%

Including: Total Deposits 15,089 12,170 2,919 23.99%

Including: Corporate Deposits 12,470 10,053 2,417 24.04%

Retail Deposits 2,619 2,117 502 23.71%

4. Shareholders’ Equity 1,209 1,121 88 7.90%

2. Asset Quality and Efficiency

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(In RMB 100 million) 30 Jun 2014 31 Dec 2013 YTD

1. Asset Quality

NPL Balance 86.68 75.41 14.95%

NPL Ratio 0.92% 0.89% +0.03 ppt

Provision to Loan Ratio 1.83% 1.79% +0.04 ppt

Provision Coverage Ratio 198.18% 201.06% -2.88 ppts

Jan-Jun 2014 Jan-Jun 2013 YoY

2. Return on Assets

Average Return on Total Assets (annualized) 1.00% 0.88% +0.12 ppt

Weighted Average Return on Equity (annualized) 16.61% 16.40% +0.21 ppt

3. Net Interest Spread 2.32% 2.03% +0.29 ppt

4. Net Interest Margin 2.50% 2.19% +0.31 ppt

5. Cost/Income Ratio (excluding Business Tax) 37.59% 38.87% -1.28 ppts

3. Income Statement

(In RMB 100 million)

Jan-Jun 2014 YoY

Amount Proportion Amount

Change

Amount

Change %

Proportion

Change

Operating Income 347.33 100% 113.07 48.27%

Net Interest Income 245.54 70.69% 60.26 32.52% -8.40%

Net Non-Interest Income 101.79 29.31% 52.81 107.82% 8.40%

Including: Net Fee Income 77.71 22.37% 33.95 77.58% 3.69%

Expenses 157.36 48.06 43.97%

Operating Fees 130.55 37.59% 39.49 43.37% -1.28%

Operating Profit Before Provisions 189.97 65.01 52.02%

Less: Asset Impairment Loss 56.52 30.50 117.22%

Net Profit 100.72 25.41 33.74%

Basic/Diluted EPS (in RMB) 0.88 0.11 14.95%

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4. Regulatory Indicators

Standard level 30 Jun 2014 31 Dec 2013

Liquidity Ratio (RMB and Foreign Currency) ≥25% 70.52% 49.56%

Loan/Deposit Ratio (including Discounted

Bills, RMB and Foreign Currency) ≤75% 62.21% 69.67%

NPL Ratio ≤5% 0.92% 0.89%

According to

Administrative

Measures for the

Capital of

Commercial Banks

(Trial)

Capital Adequacy Ratio ≥10.5% 11.02% 9.90%

Tier 1 Capital Adequacy

Ratio ≥8.5% 8.73% 8.56%

Core Tier 1 Capital

Adequacy Ratio ≥7.5% 8.73% 8.56%

As at the end of the reporting period, the Bank’s major regulatory indicators were in line with regulatory requirements.

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II. Business Operations 1. Rapid Growth in Deposits

2. Optimized Structure and Improvement in Profitability

3. Business Innovation and Enhanced Services

4. Implementation of Reforms and Professional Operations

5. Strengthened Integrated Financial Platform

6. Capital Supplement and Expansion in Outlets

1. Rapid Growth in Deposits

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• Rapid growth rate: As at the end of 1H2014, the Bank’s deposits hit the new record of over RMB 1.5 trillion, with growth rate ranking in the top among peers.

• Significant growth amount: Total deposits increased by RMB 291.9 billion from the beginning of the year, and RMB 137.6 billion over the increment during the same period of 2013. The growth in 1H2014 is 1.5 times of the growth of the whole year of 2013.

Rapid Growth in Deposits

• Optimized deposit structure: The growth in deposits of the Bank for 1H2014 was mainly attributable to general deposits. The proportion of structural deposits and financial products have decreased. Accordingly, the deposit structure is optimized.

• Effectively control of cost: Amid the interest rate liberalization and the impacts of internet finance, through strict limitation of high-cost deposits growth, the Bank effectively controlled the increase in deposit cost and outperformed its peers.

Optimization in Growth Structure

2. Optimized Structure and Improvement in Profitability (1/2)

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•Decreasing proportion of IB liabilities: During 1H2014, in view of the rapid growth in basic deposits, the IB liabilities decreased by RMB 78.0 billion YTD; and IB liabilities to total liabilities ratio has decreased from 28.6% to 21.4%. Accordingly, the Bank increased the net interest spread by utilising the basic liabilities to support the development of IB assets.

Liabilities

•Strengthening the development of micro business: Loan balance of Dai Dai Ping An Cards amounted to RMB 29.7 billion, up by RMB 23.7 billion YTD. There were 720,000 Dai Dai Card customers, up by 370,000 YTD. In particular, there were 134,000 credit customers, which were crucial to optimizing asset structure and profitability.

•Increasing yield of loans: The Bank built a management model combining basic credit line, special credit line and bid credit line to solve the issue regarding the balanced development, focused development and efficient development of the Bank. During 1H2014, average interest rate of loans (excluding discounted bills) was 7.51%, up by 65 bps as compared with that throughout 2013.

Assets

•Rapid growth in non-interest income: During 1H2014, non-interest income amounted to RMB 10.2 billion, up by 108% YoY, continued to outperform its peers. Proportion of non-interest income hit another historical high 29.3%.

•Multiple drivers for non-interest income businesses: While the investment banking business and trusteeship business maintained fast growth, notes and settlement business also achieved significant growth.

Revenue

2. Optimized Structure and Improvement in Profitability (2/2)

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Deposit-loan spread

4.47%

5.11%

4.96%

4.10%

4.50%

4.90%

5.30%

2013 1Q2014 1H2014

2.14%

2.23%

2.32%

2.00%

2.15%

2.30%

2.45%

2013 1Q2014 1H2014

•Deposit-loan spread: During 1H2014, loan yield continued to improve and deposit cost was effectively controlled. Deposit-loan spread was 4.96%, up by 49 bps as compared with that in 2013. In particular, average interest rate of loans (excluding discounted bills) was 7.51%, up by 65 bps as compared with that in 2013. Deposit rate was 2.55%, up by 16 bps as compared with that in 2013.

•NIS and NIM: During 1H2014, NIS was 2.32% and NIM was 2.50%, up by 18 bps and 19 bps as compared with those in 2013.

Improving Interest Spreads

Net interest spread Net interest margin

2.31%

2.42%

2.50%

2.15%

2.30%

2.45%

2.60%

2013 1Q2014 1H2014

3. Business Innovation and Enhanced Services

•Launch of Orange E Platform: The Bank launched an online platform of integrated financial services for small and medium enterprises (Orange E Platform), offering a comprehensive range of services from payment & credit to logistics & warehousing. During 1H2014, the number of customers increased by 6,162; daily average deposits increased by RMB 99.4 billion; daily average loans increased by RMB 1.7 billion; net non-interest income amounted to RMB 622 million; and total revenue amounted to RMB 3,295 million.

•Strengthening Hang E Tong: The national distribution was initially completed. As at the end of June, there were more than 230 IB customers, up by 65 YTD. Sales of IB products via the platform exceeded RMB 230 billion.

Platform Innovation

•Asset Securitization: With the approval of asset securitization of small consumption loans (issued by stock exchange) in May and successful issuance on Shanghai Stock Exchange in June, it became the first credit asset securitized product issued on the stock exchange in China, which effectively increased the asset liquidity, diversified the operating risks and improved the revenue structure of the Bank.

•Gold Feature Products: The Bank accelerated the innovation of investment gold and craft gold. With increasing recognition of “Ping An Gold” and cooperation with the Shanghai Gold Exchange, Wan Li Tong, JD.com and S.F. Express, the Bank developed the new real gold online sales model.

•Brand of Notes: Following the successful launch of integrated financial products such as “Lfex Notes” and “Hang E Tong Notes”, the Bank’s note products were introduced in third-party platforms. At the same time, the successfully launch of the “Ping An Notes” business model also achieved the market making of the Bank’s note business internally.

Product Innovation

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4. Implementation of Reforms and Professional Operations

•Major Measures: System-wise, the Bank established the incentive appraisal system for retail BU. Resource-wise, the Bank allocated more resources to its retail segment. Product-wise, the Bank stepped up its efforts in innovation and marketing of retail products and pushed ahead its customer expansion.

•Major Achievements

•Number of high-end customers and customers’ assets: As at the end of 1H2014, there were 195,000 platinum customers, up by 18% YTD. Total AUM amounted to RMB 441.4 billion, up by 21% YTD.

•Credit card business: As at the end of 1H2014, there were 15.23 million credit cards in circulation, up by 10% YTD. Loan balance amounted to RMB 98.7 billion, up by 14% YTD.

•Auto finance and consumer finance: As at the end of 1H2014, auto loan balance amounted to RMB 54.9 billion with market share outperforming its peers. New Easy Loan balanced amounted to RMB 32.4 billion, up by 34% YTD.

•Private banking: As at the end of 1H2014, there were 25,538 private banking customers. Of which, there were 7,822 qualified customers, up by 26% YTD. AUM of private banking customers amounted to RMB 117.5 billion, of which deposit balance amounted to RMB 60.1 billion.

Successful Reform of Retail BU

•Initial effect of double counting model: The double counting budget appraisal model of BUs and branches was successfully implemented, creating initial synergies and maintaining simultaneous growth in performance.

•Accelerated construction of new BUs: Two new industry BUs, namely modern agri-finance and modern logistics finance were planned for construction to explore quality customers in the agricultural sector and logistics sector and expand business growth points.

•Enhanced niche operations of branches: The Bank guided its branches to focus on regional features to build their own differentiated comparative advantages. Some branches have built their niche operations in the area of investment banking, IB business and Dai Dai Ping An business.

Professional Operations

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5. Strengthened Integrated Financial Platform

•Outstanding performance of corporate cross-selling business •As at the end of 1H2014, daily average corporate deposit size was RMB 16.6 billion, up by 27% YoY. Net operating income amounted to RMB 270 million, up by 63% YoY.

•As to cooperation between bank and insurance, daily average deposit size was RMB9.8 billion and net operating income was RMB 170 million with 400 new corporate customers.

•There were 44 new investment banking cooperation projects amounting to RMB 76.3 billion.

•New Dimension of retail cross-selling business •The Bank utilized its integrated financial strengths to build the customer flow and transfer platform. In 1H2014, asset balance increased by RMB 11.6 billion and the number of new platinum customers was 7,026. Pilot tasks of real estate and pension channel and investment channel were well underway.

•With continuous customer referral from life insurance and auto insurance to credit card business, percentage of cards issued via cross-selling channel was 38%, which also increased the deposit balance.

•Utilizing the “private banking + integrated finance” model, the private banking business achieved cross-border cooperation in customer operation and product development, and built a team of life insurance invited financial consultants specialists.

•As to financial planning, the Bank fully explored its integrated finance capabilities and launched the “annuity product line”.

•Small and medium financial business innovation •The Bank introduced the integrated financial services for small and medium enterprises and explored the feature services. It completed Dai Dai Ping An 2.0 insurance product pack and small and medium customer proprietary insurance shop.

Business Development Breakthrough

•Enhanced cooperation platform: •Through strengthening the Group E System, the Bank focused on building the management platform of integrated finance and completed the online support for middle offices and the online development of integrated finance product mix.

•The Bank constructed the “Golden Orange Intelligence Database” for the purpose of conducting the forward-looking research on strategic moves to provide support for the project establishment and evaluation of major projects.

•Innovative Sales Cooperation Model: •The Bank introduced the “Company Database” sales model for integrated finance and made great progress in ultra-short financing products of investment banking.

•The Bank introduced key potential customer program and focused on exploring quality customers.

Enhanced Platform

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6. Capital Supplement and Expansion in Outlets

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• Successful issuance of Tier Two Capital Bonds: In March and April 2014, the Bank

issued tier two write-down capital bonds of RMB 15 billion in aggregate in two batches,

which effectively replenished its secondary capital. As at the end of 1H2014, capital

adequacy ratio of the Bank was 11.02%, up by 1.12 ppts YTD.

• Capital management plan: The Bank has formulated the capital management plan

and intends to replenish its capital through various means in the coming years to

gradually eliminate the bottlenecks that hinder the Bank’s development.

Capital Supplement

• Outstanding performance of new outlets: Newly opened branches this year such as

Suzhou Branch and Linyi Branch both set a deposit record of over RMB 10 billion each

and maintained steady growth in operations, thus establishing a sound brand image of

Ping An Bank in their respective markets.

• Accelerating the pace of extension development: During 1H2014, there were 38

new outlets. By the end of Jun, the Bank had 38 branches and 566 operating outlets.

44 community banks were opened, of which three community banks had an asset size

of over RMB 100 million each.

Outlet Development

III. Looking Ahead

Looking Ahead

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Promote structural adjustment

Accelerate retail business

Strengthen risk management

Optimize implementation procedures

Accelerate capital supplement and outlet expansion

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