The content " Estimated time and budget for implementing the plan to build a safe school and prevent accidents for children appropriately" was assessed at an average level of implementation, with managers and teachers rating it 2.24 points.
The content "Unifying the plan for PCTNTT for children " was assessed as having an average implementation level, with managers and teachers rating it 2.20 points.
The content " Discussing opinions of staff and teachers to propose measures to implement the plan to build a safe school and prevent accidents for children" is assessed as being implemented regularly, with managers and teachers giving it a score of 2.40.
Managers and teachers evaluated the content "Expected departments to implement and provide reasonable conditions for implementing the PCTNTT plan for children " at an average of 2.21 points.
These activities are all activities of managers and require managers in schools, in addition to being dedicated and responsible for their work, to have knowledge of management science. In addition to having a firm grasp of the actual situation of the school, they need to clearly understand the requirements for the development of preschool education and the physical development of preschool children to meet the requirements of society and the locality in the coming years. However, these contents are currently taken lightly by the management team in preschools.
2.4.2. Current status of organizing activities to build safe schools and prevent accidents and injuries for children in preschools
To study the current situation of organizing activities to build safe schools and prevent accidents for children, we used question number 10 (appendix) to survey target groups and the results are shown in table 2.11:
Table 2.11. Results of organizing activities to build safe schools and prevent accidents for children in preschools
Rating: 3= Regular; 2= Moderate; 1 = Not done
TT
Organizing activities to build safe schools and PCTNTT for children | Level of implementation | Average | ||||||
Often through | Central jar | Are not perform | ||||||
SL | % | SL | % | SL | % | |||
1 | On building operating mechanism school safety and child protection activities | 87 | 54.0 | 22 | 13.7 | 52 | 32.3 | 2.22 |
2 | Assign teachers and staff to support and help each other to build a safe school. PCTNTT for children | 85 | 52.8 | 21 | 13.0 | 55 | 34.2 | 2.19 |
3 | Fostering knowledge on building safe schools and PCTNTT for children Teachers and staff in school. | 70 | 43.5 | 41 | 25.5 | 50 | 31.1 | 2.12 |
4 | Disseminate the goals, contents and methods of building safe schools and PCTNTT for children to the whole community. staff, teachers, employees | 86 | 53.4 | 24 | 14.9 | 51 | 31.7 | 2.22 |
5 | Assign responsibilities to each member, requirements to be achieved in school construction activities safety, PCTNTT for children | 89 | 55.3 | 33 | 20.5 | 39 | 24.2 | 2.31 |
6 | Scientific organization of labor in the work of building safe schools, PCTNTT for children. | 82 | 50.9 | 33 | 20.5 | 46 | 28.6 | 2.22 |
7 | Coordinate educational forces inside and outside the school to build safe schools. PCTNTT for children | 55 | 34.2 | 78 | 48.4 | 28 | 17.4 | 2.17 |
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Current Status of the Department of Education and Training's Directive on Organizing Experiential Activities for Students of Primary Schools in Pac Nam District -
Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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zt2a3gsnon-credit services, joint stock commercial bank
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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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Organizing physical education teaching activities at People's Security College I in the current reform period - 14 -
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Current Status of Coordination of Forces Participating in Organizing Khmer Cultural Identity Education Activities for Students

The results in Table 2.11 show that: In general, the activities of organizing the construction of safe schools and preventing accidents for children are all rated at an average level. In particular, activities such as knowledge training; disseminating goals, content, and methods for building safe schools and preventing accidents for children are rated at an average level by staff, teachers, and employees (2.22 points). Interviewing teachers, they said: Activities of knowledge training; disseminating goals, content, and methods for building safe schools and preventing accidents for children are regularly implemented according to the plan of the Department of Education and Training of Pho Yen town. However, teachers also said that currently, preschools have not regularly implemented knowledge training for teachers on building safe schools and preventing accidents for children. Therefore, this content has 13.7% rated average and 32.3% rated not implemented.
The content " Assigning responsibilities to each member, requirements to be achieved in activities to build safe schools, PCTNTT for children" was evaluated at an average level (2.31 points), some young teachers have not met the requirements on knowledge and skills in activities to build safe schools, PCTNTT for children.
The content of coordinating educational forces inside and outside the school to build safe schools and prevent child accidents has not been implemented regularly, the assessment score is at an average level (2.17 points). And the assignment of teachers and staff with different professional abilities to support and help each other in building safe schools and preventing child accidents, with 34.2% of opinions saying that it is not implemented. Thus, we see that the assignment of teachers or the creation of a mechanism for teachers and staff to facilitate and help each other in building safe schools and preventing child accidents has not yet created consensus and satisfaction from some teachers and staff. Therefore, the school's Board of Directors needs to consider, get opinions from staff, teachers and staff and create a good, close, united working environment in the group of teachers and staff to maximize their enthusiasm, creativity and sense of responsibility in their work.
The organization of " Coordinating educational forces inside and outside the school to build safe schools and prevent child abuse " was rated by managers and teachers at an average level (2.17 points). Currently, to build safe schools and prevent child abuse, it is necessary to have the coordination of educational forces to contribute human resources and finance to invest in building grass playgrounds and continue to plant more shade trees so that children have shade to play and participate in outdoor activities.
2.4.3. Current status of directing activities to build safe schools and prevent accidents for children in preschools
To learn about the current situation of directing activities to build safe schools and prevent accidents for children, we used question number 11 (appendix) to survey target groups and the results are shown in table 2.12:
Table 2.12. Results of directing activities to build safe schools and prevent accidents for children in preschools
Rating: 3 = Effective; 2= Average; 1 = Ineffective
TT
Directing activities to build safe schools and prevent anti-TNTT for children | Level of implementation | Average | ||||||
Effective | Central jar | Are not effective | ||||||
SL | % | SL | % | SL | % | |||
1 | Work to direct the plan to build safe schools, PCTNTT for the team Management team | 76 | 47.2 | 33 | 20.5 | 52 | 32.3 | 2.15 |
2 | Work to direct the plan to build safe schools, PCTNTT for the team teachers | 72 | 44.7 | 35 | 21.7 | 54 | 33.5 | 2.11 |
3 | Directing the construction of safe schools and PCTNTT for staff | 83 | 51.6 | 38 | 23.6 | 40 | 24.8 | 2.27 |
4 | Directing the construction of safe schools and PCTNTT for participants school child care | 94 | 58.4 | 24 | 14.9 | 43 | 26.7 | 2.32 |
The results in Table 2.12 show that: After the plan has been developed, the direction of building a safe school and preventing and combating natural disasters for the school year is one of the important contents. Although the team of managers, teachers and employees of the schools have grasped and understood the importance of the issue and have mastered the knowledge and practical skills of building a safe school and preventing natural disasters for children, without close management and direction, the plan will not be implemented effectively. In fact, in schools, the direction of implementing the plan to build a safe school and prevent and combat natural disasters for children has not been closely carried out to the management staff, and there is still overlap in work arrangement. Therefore, the content of " Directing the plan to build a safe school and preventing natural disasters for the team of managers" is implemented with average effectiveness (2.15 points).
The content of " Directing the construction of safe schools and preventing accidents for those involved in childcare in schools" was implemented with average effectiveness (2.32 points), of which 58.4% were average and 26.7% were rated ineffective.
The content of " Directing the plan to build safe schools, PCTNTT for teachers " and the content of " Directing the plan to build safe schools, PCTNTT for staff " were rated as averagely effective by managers, teachers and employees (from 2.11 to 2.27 points). Of which, 33.5% of managers, teachers and employees rated the content of " Directing the plan to build safe schools, PCTNTT for teachers " as ineffective. We interviewed teachers at kindergartens, they said: Managers have not directed teachers to train in training courses on skills to participate and coordinate well between forces inside and outside the school in activities to build safe schools, PCTNTT for children. Managers have not directed to increase training for teachers to integrate PCTNTT education content for children into activities at kindergartens.
Researching the websites of current kindergartens, we found that the websites are still sketchy, and the school managers have not yet set up a section.
Build a safe school on the Website so that teachers and staff can regularly update information on building a safe school to prevent accidents and injuries for children.
Thus, the direction of the team of managers, teachers, employees and those involved in childcare in preschools is sometimes not really close. Therefore, school principals need to consider, get opinions from staff, teachers, employees and adjust management methods promptly on the basis of management science to maximize their enthusiasm, creativity and sense of responsibility in their work.
2.4.4. Current status of inspection and evaluation of results of accident and injury prevention activities for children in preschools
To learn about the current situation of directing activities to build safe schools and prevent accidents for children, we used question number 12 (appendix) to survey target groups and the results are shown in table 2.13:
Table 2.13. Results of inspection and evaluation of teachers and staff in activities of building safe schools and preventing accidents for children in preschools
Rating: 3= Good; 2= Average; 1= Poor
TT
Inspection and evaluation of school safety construction activities and prevention of accidents and injuries for children | Level of implementation | Average | ||||||
Good | Central jar | Weak | ||||||
SL | % | SL | % | SL | % | |||
1 | Regulations on standards for performance assessment and testing building safe schools safety, PCTNTT for children. | 81 | 50.3 | 32 | 19.9 | 48 | 29.8 | 2.20 |
2 | Monitor and check activities school safety and child protection activities | 92 | 57.1 | 25 | 15.5 | 44 | 27.3 | 2.30 |
TT
Inspection and evaluation of school safety construction activities and prevention of accidents and injuries for children | Level of implementation | Average | ||||||
Good | Central jar | Weak | ||||||
SL | % | SL | % | SL | % | |||
3 | Check your self-improvement Teacher and staff expertise | 74 | 46.0 | 35 | 21.7 | 52 | 32.3 | 2.14 |
4 | Regular assessment of school construction activities safety, PCTNTT for children | 91 | 56.5 | 22 | 13.7 | 48 | 29.8 | 2.27 |
5 | Periodic assessment of school construction activities safety, PCTNTT for children | 79 | 49.1 | 30 | 18.6 | 52 | 32.3 | 2.17 |
6 | Evaluation through contest and lecture activities of teachers and staff on building safe schools, PCTNTT for children. | 92 | 53.8 | 41 | 24.0 | 38 | 22.2 | 2.32 |
7 | Evaluate teachers and employees through collective trust | 89 | 55.3 | 22 | 13.7 | 50 | 31.1 | 2.24 |
8 | Ensure accuracy and objectivity in the process of checking and evaluating safe school construction activities. PCTNTT for children. | 86 | 53.4 | 43 | 26.7 | 32 | 19.9 | 2.34 |
9 | Adjusting activities to build safe schools and PCTNTT for children after inspection check, evaluate | 73 | 45.3 | 30 | 18.6 | 58 | 36.0 | 2.09 |
The survey results in Table 2.13 show that: The content of " Periodic assessment of safe school construction activities, PCTNTT for children" and the content of " Ensuring accuracy and objectivity in the process of checking and assessing safe school construction activities, PCTNTT for children "; " Regulations on standards for checking and assessing safe school construction activities, PCTNTT for children " are assessed by managers, teachers and employees at an average level of implementation (assessment score from 2.17 to 2.20 points). Currently, schools have not ensured objectivity and accuracy in the process of checking and evaluating the construction of safe schools and PCTNTT for children when implementing the checklist according to Circular 13/2010/TT-BGDDT, dated April 15, 2010 of the Ministry of Education and Training on promulgating regulations on building safe schools, preventing accidents and injuries in preschools and Decree 80/2017/ND-CP regulating a safe, healthy, friendly educational environment, preventing and combating school violence.
The content " Evaluating teachers and staff through the trust of the collective " has an average implementation level (2.24 points). Interviewing the Principal of Ba Hang Kindergarten, the comrade said: " Evaluating teachers and staff through the trust of the collective allows school managers to evaluate the strengths and weaknesses of teachers and staff in building safe schools and preventing child abuse. However, currently, the Board of Directors of some schools still take this work lightly, and some teachers and staff lack responsibility in their work."
The content of " Monitoring and inspecting the construction of safe schools and PCTNTT for children" was implemented at an average level (2.30 points), of which 15.5% rated it average and 27.5% rated it at a weak/poor level.
The content of " Checking the professional self-improvement of teachers and employees " was implemented at an average level (2.14 points), of which 21.7% rated it average and 32.3% rated it at a weak/poor level. Thus, teachers and employees have not regularly conducted professional self-improvement on building safe schools and preventing and combating natural disasters.


![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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zt2a3gsnon-credit services, joint stock commercial bank
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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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