+Regarding the internal RR assessment system, the bank has started collecting loss data since May 2007 on the internal system. In case the RR event involves multiple business units, the bank will determine which process step the event occurred in and which unit is responsible for that process step. At the same time, RRHD loss event data is collected mainly from mass media and other official channels. RCSA is deployed across all business units at the head office and branches.
+ For measuring and calculating capital for operating risks, VietinBank is using the Basic Factor Method (BIA) as prescribed in Circular 13, aiming to use the Standardized Method (SA) to calculate capital for operating risks. The Bank is able to classify (map) its current business areas and activities into 8 business areas of Basel II based on the roles, responsibilities and business areas assigned to each business unit.
- Regarding planning and management to ensure adequate capital, VietinBank has allocated capital to business units for RRTD. The capital allocation method is based on the Top down and Bottom up combination based on the feasible capital supply plan, growth plan, business plan, and RR control orientation.
- Regarding endurance testing, VietinBank has conducted endurance testing in measuring RR types according to the Scenario Analysis and Sensitivity Analysis methods, meeting the requirements in Circular 13 and Circular 41.
- About RR synthesis, economic capital calculation
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Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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At that time, the Branch had to set aside a provision for credit risks, which reduced the Branch's income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giang's profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project "Restructuring the system of credit institutions in the period 2011-2015" approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: "Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services".
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giang's products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Minister's Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers' cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giang's treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giang's income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giang's corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giang's card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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Correlation Coefficient Results and Significance Level of Correlation Coefficient Test for Joint Stock Commercial Bank Group -
Results of Exploratory Factor Analysis of Factors Related to Employee Motivation at Quang Binh Military Commercial Joint Stock Bank -
Research Results on Factors Affecting Bank Credit Expansion for Sustainable Development of Long-Term Industrial Crops of Commercial Banks -
Evaluating customer satisfaction with savings deposit services at National Citizen Commercial Joint Stock Bank NCB Tan Huong Transaction Office - 3
+ The Bank has designed the process: determining the scope of units for calculating required equity capital; forecasting financial indicators, determining target capital; approving equity capital plan. The Finance Block, Risk Management Block, and business blocks are assigned responsibilities in RR synthesis. For process auditing, the Internal Audit Department independently reviews and reports to the Board of Supervisors.
+ The calculation and synthesis of economic capital is currently being carried out according to the regulations and instructions in Circular 13, similar to the simple aggregate method (basic method) in the synthesis of economic capital of Basel II.

- On capital use according to RR principle
+ Applying RR-adjusted profit assessment according to RAROC into banking business activities, VietinBank is gradually approaching the method of assessing customer and portfolio profits based on RR. Currently, RORA has been included as a criterion for evaluating portfolio performance and planning.
+ The credit portfolio RR limit is determined based on the analysis of the RR characteristics of the sub-portfolios and the overall bank portfolio including RR capital. The process of setting the RR limit is based on the portfolio optimization method that is being piloted. The results are for reference only.
- Regarding reporting, the bank has conducted periodic capital adequacy assessment reports. In addition, the bank has conducted an independent review of all capital management regulations, policies and procedures.
2.3.1.1. Reasons for the results achieved
VietinBank has the necessary conditions to implement ICAAP, specifically:
Regarding business strategy and RR strategy, VietinBank has built a clear and specific strategy. The implementation of ICAAP has received the attention of the senior management and most of the relevant departments and divisions.
Regarding the risk management system to manage the bank's key risks, VietinBank builds a risk management structure in accordance with international practices in general (according to the three-line control principle of Basel II) and ICAAP requirements in particular.
The RR policy framework has been officially issued and plays a guiding role in the risk management processes (risk identification, measurement, control, and reporting) in the Bank's functional units.
Regarding human resources, VietinBank has staff with experience in operating and managing capital safety according to current market practices and has the ability to continue to develop in implementing ICAAP.
Regarding data technology, VietinBank has deployed a number of systems to analyze big data related to capital and manage data in accordance with the requirements of the State Bank and Basel.
II. At the same time, this data system is also used to perform reporting work. Regarding KRI, the bank has developed a KVRR Statement issued by the Board of Directors, including
16 indicators and thresholds classified by key RR types as well as overall factors.
Regarding communication work, the bank has implemented it methodically and fully, spreading the role, meaning as well as the ICAAP implementation process not only to all staff in the bank but also focusing on external communication.
2.3.2. Limitations
a. On identifying, assessing key risks and determining risk appetite
- In the work of identifying and assessing key risks, VietinBank lacks an information system and analytical techniques that allow the Board of Directors to measure potential risks in all on- and off-balance sheet activities.
- Regarding customer and transaction RR assessment according to the internal rating system, VietinBank has not yet implemented specific definitions, processes and assessment standards. This has caused limitations in assessing material RR at the bank. In particular, the bank has not yet completed the system to verify the accuracy and consistency of the system, rating process, and estimates of all related RR factors.
b. About risk measurement method
(i) Credit risk
- Regarding the development and implementation of RRTD measurement models, VietinBank has completed the construction of PD, LGD, EAD estimation models, ensuring the necessary conditions to comply with the baseline approach (FIRB). However, the data to develop the LGD, EAD models needs more time to accumulate to meet the requirements of the advanced approach (AIRB).
- RR measurement system
Banks must have strict and effective processes to ensure compliance with the system of policies, controls and internal procedures related to the operation of the RR measurement system (BCBS, 2006). In fact, at VietinBank, the estimates are newly formed and need to be further tested and improved, along with extensive application in banking activities; There are no written instructions for each model and no standardization of management on model governance testing according to Basel II requirements; The distinction between collateral and valid guarantees according to Basel requirements and invalid collateral and guarantees is unclear.
- Approach
For many types of assets, the Commission has proposed two main approaches: the basic approach and the advanced approach (BCBS, 2006).
With the nature of being built according to the expert opinion method, the set of indicators has disadvantages compared to the RR PD/LGD/EAD measurement tools. The definition for each class has been documented, but the RR level in the scale of each customer group is not similar, the RR level has not been specifically quantified, leading to the process of planning credit policies using the class being subjective; The capital calculation according to the FIRB method has not been applied; The model according to the AIRB statistical method has not been deployed, so VietinBank needs to continue to accumulate more data to develop the LGD model to meet the requirements of the advanced method (AIRB).
- Implementation conditions
Provided that certain minimum requirements and disclosure requirements are met, banks eligible to apply IRB can rely on their internal estimates of the RR components to determine the minimum capital level for a given credit exposure (BCBS, 2006).
The data used to build the model is limited in length and sample size. At the same time, VietinBank has just started applying FIRB and has not yet conducted independent model testing.
(ii) Market risk
Some limitations related to RRTT identified by experts include:
- Currently, the bank has an independent price verification process, in which market prices are provided by the business unit and are verified in order to improve the efficiency of independent price verification in valuation. Independent price verification is being carried out by comparing prices provided by the business unit with a number of data sources. Market price valuation is carried out on a daily basis. However, the survey results further indicate that detailed standards for market data verification are not documented.
- The limitation related to perfecting the method and pricing model in the trading book mentioned by many surveyors is that the prices of foreign exchange forward contracts, foreign exchange swap contracts and bonds cannot be collected directly from the market.
Therefore, these instruments are priced using a marked-to-model on a daily basis. Due to some data issues, the bond yield curve without coupon yield needs to be reviewed before it can be officially used to price bonds and measure risk. Therefore, the risk measurement method at VietinBank is at the level of meeting the regulations in Circular 41 of the State Bank of Vietnam (standard method of Basel II), not meeting the capital calculation standards according to the internal model method of Basel II.
- The measurement of equity securities risk, commodity risk and option risk is currently under research for implementation at VietinBank.
- For market risk, banks need to have a method and model for pricing market risk in all situations and times (BCBS, 2006). The implementation at VietinBank shows that specific instructions or detailed standards for validating market data have not been unified and documented; due to some data issues, the yield curve of bonds without coupons needs to be reviewed before being officially used to price bonds and measure risk; the impacts or disadvantages of pricing according to the model (for forward contracts, foreign exchange swaps and bonds) have not been officially documented to help stakeholders in the bank clearly understand the impacts or disadvantages of the model. Currently, market prices (exchange rates, interest rates, gold prices) used in pricing have not been adjusted according to the level of market illiquidity or the holding period of positions. Stress VaR is under development, as the risks arising during the stress period as required by Basel have not been reflected or quantified; equity risk, commodity risk and option risk measurement have not been carried out. Additional tests for model validation have not been formalized and put into operation.
(iii) Operational risks
Limitations related to RRHĐ according to experts include:
- The method of measuring operating risk at VietinBank mainly focuses on arithmetic calculations of capital required for operating risk, and has not yet developed a component for calculating operating risk capital on the RWA calculation system (along with RRTD).
- Management and allocation of RRHĐ capital according to international practices is being studied.
research, not yet implemented in practice at VietinBank.
- Regarding the management of RRHĐ events and loss data collection, the bank has started collecting loss data since 2007 on the internal system. However, the quality and quantity of accumulated loss data so far is not much.
- Regarding the management of RRH events and the collection of loss data, VietinBank is well aware of the need to compare the losses recorded in the GL account with the collected loss data recorded in the internal loss database. However, the loss recording is currently involving many units, so independence is not guaranteed.
- For RRH event management and loss data collection, in case the RR event involves multiple business units, the bank will determine which process step the event occurs in and which unit is responsible for that process step. In particular, specific criteria for allocating loss data from an event occurring in a centralized department or from an activity involving multiple business units, as well as from related events in a period are being researched for future application.
- In operational risk management and loss data collection, operational risk event data is mainly collected from mass media and official channels. Meanwhile, the requirement under Basel II is that external loss event information is recorded and tracked as much as possible. A systematic process to identify situations where external data is required and a method for integrating the data needs to be developed (AMA).
- To improve the effectiveness of the RCSA RR control self-assessment process, RCSA is deployed across all business units at headquarters and branches. Business units have not yet prioritized RCSA.
- Regarding the application of KRI in assessing the status of business activities, the bank's ability to generate RR and KPI, VietinBank builds KRI at 3 levels (whole bank, department block and branch level). Deploying many business systems on a large scale makes it difficult to synthesize data. There is a lack of personnel capable of establishing effective KRI.
- Internal RR assessment system
The bank's internal risk assessment system must include systematic monitoring of risk data, including major losses by business segment. The risk assessment system must be closely linked to the bank's overall risk management process (BCBS, 2006).
At the bank, the quality and quantity of cumulative loss data to date are still below expectations; loss recognition is multi-unit, so independence is not guaranteed; there are no specific criteria for allocating loss data from an event. A systematic process for identifying situations where external data is required and a method for integrating data has not been developed (AMA). Business units have not yet clearly recognized the importance and priority of RCSA.
- AMA method
The Basel Committee recognizes that the rationality and comprehensiveness criteria in the AMA methodology allow a high degree of flexibility for banks to develop an operational risk measurement and management system. However, in developing these systems, banks must have and maintain rigorous processes for the development of operational risk models and the independent approval of those models (BCBS, 2006).
Currently, VietinBank has not developed more advanced capital calculation methods than SA and AMA. The capital required for RRHD is only calculated numerically, but how to use this number in actual business operations to maximize efficiency has not been implemented.
(iv) Liquidity risk
In perfecting the cash flow forecasting model, the bank is currently applying the cash flow model to measure RRTK. The model can measure and forecast the cash flows of the bank's assets, liabilities and derivatives under normal conditions and under some stressed conditions. The limitation that experts have identified here is that the bank has not considered factors such as sensitivity to events, activities and strategies that can significantly reduce the ability to mobilize internal cash in RRTK management. Accordingly, the bank has not implemented hypothetical situations, reviewed corresponding decisions as well as handled crises.
Regarding the measurement and estimation of capital for RRTK, experts commented that the bank is still researching and implementing it.
For RRTK, this is a vital factor for the survival of every bank. The capital position of a bank can have an impact on the liquidity position of the bank, especially during times of crisis (BCBS, 2006). The implementation situation at VietinBank shows that the bank has not considered factors such as sensitivity to events, activities, and strategies that can significantly reduce the ability to mobilize capital in RRTK management.
(v) Interest rate risk
- In order for the revaluation gap model to be implemented and to address specific elements of the banking book, the bank has a ∆EVE/capital model based on Basel II requirements and an IRRBB coefficient according to the agreed limit with the strategic partner. However, most respondents said that the bank has not determined whether the level of detail and complexity of these models meets the requirements.
- For RRLS in the banking book, the RR measurement process needs to take into account all the bank's material interest rate positions and take into account all maturities and repricings (BCBS, 2006). The implementation practice at the bank shows that it is not yet determined whether the level of detail and complexity of the repricing gap model satisfies the requirements. The beta sensitivity coefficient of different products to interest rate fluctuations may also not have been studied accurately. These are RR model issues. The current method of predicting customer behavior for early withdrawal, renewal, and prepayment is based on statistical models that are difficult to fully capture the factors to explain customer behavior.
(vi) Other risks
The bank does not have a process for managing reputational and strategic risks as well as other material risks as stated in pillar 2 of Basel II.
c. Risk appetite and key risk indicators (KRI)
At the same time, the current KVRR does not fully reflect the relationship between RR, capital and income. The Bank has not yet completed the Stress Testing Tools and Process to

![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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At that time, the Branch had to set aside a provision for credit risks, which reduced the Branchs income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giangs profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project Restructuring the system of credit institutions in the period 2011-2015 approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services.
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giangs products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Ministers Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giangs treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giangs income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giangs corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giangs card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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