Habubank's Credit Process for Corporate Customers:

From Table 2.3, it can be seen that HABUBANK's credit balance focuses mainly on corporate customers (equivalent to 75.89% of total outstanding balance), while personal loans account for a small proportion of total outstanding balance (equivalent to 24.11% of total outstanding balance).

It can be said that the results and achievements of HABUBANK in the past time are a manifestation of the determination and high consensus of the Board of Directors and the efforts of all staff and the enthusiastic support of shareholders and customers. After more than 20 years of development and growth, with the advantage of being one of the first 4 joint stock banks in Vietnam, a team of leaders dedicated to banking, with experience through the most difficult periods of the economy, HABUBANK has quickly grasped the changes and proactively faced the business environment to become one of the joint stock commercial banks that is assessed to operate STABLE - SAFE - EFFECTIVELY, making many significant contributions to the overall socio-economic development of the country.

2.2. Habubank's credit process for Corporate Customers:

Currently, all credit activities for corporate customers at HBB are uniformly applied according to the "Credit granting process for corporate customers".

The main subjects involved in the operational process include:

 Business units : are Transaction Offices, Branches, and Transaction Offices that perform business tasks according to decentralization or authorization in the Habubank system.

 Customer Development Specialist (CV PTKH) : is a Specialist at business units who is the point of contact with customers, guides and supports customers in completing credit profiles, early identification of credit risks and other tasks related to customer service.

 Credit Appraisal Specialist (CV TDTD): is a Specialist who performs the tasks of appraising customers and their business plans; managing credit quality and performing other tasks related to credit quality.

 Credit Administration Specialist (CV HCTD) : is a Specialist who performs tasks related to the administrative aspect of credit such as: disbursement, opening L/C, performing procedures related to international payments at business units, preparing and monitoring credit-related reports... and performing other tasks related to credit records. Complete

Complete necessary procedures for collateral and other tasks related to collateral management.

 Asset valuation specialist (CV DGTS) : is a specialist who performs asset valuation tasks according to HABUBANK's business purposes.

 Credit re-appraisal specialist : is a specialist who performs the task of independently and objectively re-appraising loans based on the records of the credit institutions, guiding the credit institutions to improve the quality of credit appraisal; establishing and perfecting the system of policies, tools, and credit assessment standards to support risk management activities;

 Debt Collection Management Specialist (CV QLLTHN) : is a Specialist who performs tasks related to debt collection assigned by the PTKH CV, TDTD CV (after being approved by competent authorities) such as: developing policies, plans, solutions, and handling measures for each debt, proposing management solutions; organizing and implementing problem debt handling; coordinating with relevant departments and functional agencies to propose debt collection measures that bring the highest efficiency to Habubank.

 Credit review board: members appointed by the Chairman of the Board of Directors are responsible for reviewing and assessing the risk of customers/loans based on the Re-evaluation form and the entire credit file.

 Approval authority : is the maximum credit limit for one, several customers and/or a group of related customers that the authorized person agrees or rejects. Approval authority is according to the hierarchy in Habubank's system or by authorization.

According to this process, credit granting is carried out in 6 stages:

Phase 1 : Credit appraisal and approval

Phase 2 : Complete the application

Phase 3 : Credit granting

Phase 4 : Post-credit monitoring

Phase 5 : Dealing with problem debt

Phase 6: Bad debt settlement

According to the current credit process, credit scoring for customers is done in Phase 1 - Credit appraisal and approval. This phase includes the following detailed steps:

- Step 1: Search and collect information about customers in need of credit: Customer Development specialist searches for customers, collects preliminary information, guides and advises customers on loan applications, then prepares a preliminary report to the competent authority of the unit on whether or not to continue with the detailed assessment of the customer's loan.

- Step 2: Customer appraisal: after the preliminary report of the Customer Development Specialist is approved, the Credit Appraisal Specialist will officially start collecting information and appraising the customer in detail in aspects such as: Legal capacity, business performance, financial performance, business plan, collateral capacity... to form the basis for preparing the appraisal report and the official loan approval report.

At this step, after collecting complete loan documents and detailed information about the customer, the Credit Appraiser will conduct the customer credit scoring according to current regulations on customer credit scoring. The credit scoring of the customer by the Credit Appraiser is then monitored and approved by the next management levels such as the Head of the Appraisal Department at the unit. The results of the credit scoring and rating must be shown in the loan approval form as a basis for deciding on lending and determining the loan price.

Each Business Unit has different approval authority. If the approval authority of the unit is exceeded, the loan application will be transferred to higher credit approval levels depending on the decentralization in each period.

For loan approval forms under the authority of the unit, the head of the unit will directly approve the loan, including approving the scoring results and credit rating for the customer. For loan approval forms beyond the authority of the unit, the entire loan approval file is transferred to the Credit Assessment Department so that the Re-Assessment Specialists can re-evaluate the loan as well as the scoring results and credit rating of each customer before submitting them to higher approval levels or submitting them to the credit meeting through the Credit Appraisal Board.

According to their professional expertise, Credit Re-evaluation specialists must independently and objectively assess all issues related to the risks and benefits of the loan, propose measures to minimize risks and be responsible for all their assessments. In fact, due to the business pressure of each unit, issues and information related to customers and loans are often assessed quite optimistically by direct business units, so the re-evaluation results of the Credit Evaluation Department play a very important role in helping the approval levels make their decisions.

The decision to approve a loan includes the approval of the customer's credit score. In addition to being the basis for determining the loan price, it is also a tool to accurately assess the quality of the debt and the possibility of loss in credit activities due to the customer's failure or inability to perform his/her obligations as committed. Moreover, it will help to detect problem debts early, correctly assess the risk level of the debts to transfer them to the appropriate debt group; establish the amount of risk provisions that need to be set aside for possible losses due to the customer's failure or incomplete performance of their obligations as committed.

Therefore, the Re-evaluation specialists must carefully review and check the consistency of the information and input data that directly affect the customer's credit scoring results. To complete this task well, the Re-evaluation specialists must first clearly understand their internal credit rating system, understand the construction mechanism, and the key factors in the set of indicators, so that they can review and evaluate the scoring results in accordance with the assessments of customer quality and loan quality.

2.3. Habubank's internal credit system:

Currently, HBB is applying two separate credit rating systems for individuals and businesses. However, due to the limitations of the topic as presented, the thesis will only focus on studying the credit rating system for businesses at HBB and compare it with the rating systems of some other large banks.

Corporate Credit Rating at HBB:

HBB's credit rating model is being applied based on the advice of financial experts and inherits E&Y's credit scoring method with improvements based on HBB's customer characteristics.

HBB ranks customer risks into 10 levels with risks from low to high: AAA, AA, A, BBB, BB, B, CCC, CC, C and D. The scoring will be based on 02 parts: Scoring based on financial indicators based on financial criteria from Financial Reports and scoring non-financial indicators based on subjective assessment of Scoring Officer (with supervision of Supervisory Officer). This indicator is calculated proportionally for 2 customer groups: customers who have had credit relationships with HBB and new customers.

The process consists of the following 5 steps:

Step 1 : Collect information and classify customers Step 2 : Identify industry and business sector Step 3 : Score credit risk

Step 4 : Customer Rating

Step 5 : Submit the scoring results approval process. The specific steps of the process are as follows:

Step 1: Collect information and classify customers.

The scoring staff conducts surveys, collects, verifies and screens to synthesize information about customers and production and business plans, investment projects from the following sources:

+ Documents provided by customers: Legal documents and financial reports, business performance reports...

+ Directly interview customers (refer to the questionnaire in the Credit Process);

+ Visit the customer's production and business facilities;

+ From newspapers and other mass media;

+ From the Credit Information Center of the State Bank of Vietnam;

+ Other sources of information...

The financial statements to be used are the beginning and end of period reports as prescribed by HBB in each specific period. In case the customer is newly established or does not have financial statements to be scored according to regulations, the scoring officer will not score the financial statements.

(by checking the “no financial statements” box) and only scoring non-financial criteria.

Note: For audited Financial Statements, if the audit opinion is (1) a rejection opinion (or an opinion that cannot be expressed) or (2) an unqualified opinion (or an adverse opinion), these reports are considered unaudited.

Step 2: Determine the industry and business field:

Use HBB's industry analysis table to select the relevant customer sector for scoring.

The determination of business fields and sectors is based on the main business fields or sectors (registered on the business registration certificate). In scoring cases, the scoring officer must pay attention to excluding irregular and sudden activities that bring in a large proportion of revenue.

In case the customer does business in more than one field:

 All business sectors are funded by HBB: Use the sector where the unit operates regularly and continuously, bringing in the largest proportion of revenue.

 In case HBB finances the industry/field with the highest proportion of customer revenue (main business line), the scoring officer uses the collected information and scores according to this industry/field.

 In case HBB only sponsors the industry/sector that does not have the largest proportion of customer revenue (sub-industry), the staff must still use the industry with the largest proportion of revenue and the industry that HBB is sponsoring to score. In this case, it is important to note that the final score to be included in the ranking system is the lowest score of the two above criteria.

Main industries include:

Industry 1: Agriculture, forestry and fisheries.

Industry 2: Mining industry. Industry 3: Heavy industrial manufacturing. Industry 4: Light industrial manufacturing. Industry 5: Construction.

Industry 6: Commerce.

Industry 7: Services.

Step 3: Credit scoring based on financial and non-financial indicators. Scoring scale:

The scoring system determines the size of a customer based on criteria such as Capital, Labor, Net Revenue and Total Assets, noting:

 Charter capital : collect actual contributed capital data on the Financial Statement;

 Labor : Based on the payroll at the end of the year or in the Financial Statements. If the enterprise uses seasonal labor, only the number of workers working for at least 3 months or more is counted;

 Net revenue : take data from the Business Performance Report;

 Total assets : based on customer's Financial Statement.

Based on the above criteria, customer size is classified into 1 of the following 3 categories:

Customer size

Score
Big	22- 32
Medium	12-21
Small	< 12

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• Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015 zt2i3t4l5ee zt2a3gsnon-credit services, joint stock commercial bank zt2a3ge zc2o3n4t5e6n7ts 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). div.maincontent .content_head3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s1 { color: black; font-family:"Courier New", monospace; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; 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Scoring financial indicators:

Based on the industry and scale, use the tables ... of the Appendix (Attached to this topic) corresponding to the main business lines of the enterprise to score the financial. The evaluation indicators have standard value ranges corresponding to five score levels of 20, 40, 60, 80, 100 (initial score). The weighted score is the product between the initial score and the corresponding weight. The calculation of financial indicators is presented as follows:

Table 2.4: List of financial indicators in XHTD at HBB

Index	Content
Liquidity ratio
1. Current payment capacity
2. Fast payment ability

3. Instant payment capability

Performance indicators
4. Working capital turnover
5. Inventory turnover
6. Accounts receivable turnover
7. Fixed asset utilization efficiency
Debt balance indicator
8. Total liabilities/ Total assets (%)
9. Long-term debt/Equity (%)
Income target
10. Gross profit/Net revenue
11. Profit from business activities Revenue/Net Revenue
12. Profit after tax/Average equity army
13. Profit after tax/Average total assets army
14. EBIT/Interest Expense

Scoring non-financial indicators:

Non-financial scoring includes five groups with 50 indicators, each indicator has five standard value ranges corresponding to five score levels of 20, 40, 60, 80, 100 (initial score) as presented in Appendix 01 - Non-financial indicators applied to the Construction Industry and Appendix 02 -