Overview of Vietnam Joint Stock Commercial Bank for Industry and Trade - Song Nhue Branch

- Policies and measures for assigning capital mobilization targets

This is a planning method implemented to enhance the capacity and dynamism of employees. Each bank will have a different way of allocating depending on the capital they need. Pressure on employees is inevitable, but along with that, the efficiency of the bank will increase. This form is also a form of indicator to evaluate the level of work completion of employees in charge of capital mobilization, based on which to consider business capacity, evaluate annual rewards and penalties for staff.

In addition, assigning capital mobilization targets to senior bank officials is to take advantage of the deep, wide and potential relationships of these key positions to benefit business operations. In the context of the entire financial system having to restructure and reorganize, this is also a way to properly assess the capacity of staff. This is also the basis for building a reasonable human resource strategy in the near future for each bank.

- Banking facilities and technology

In competition, banks are constantly innovating technology, improving facilities, especially professional banking services will be diversified, the quality will be better and better, ensuring that services are provided quickly, safely and effectively. A bank with a spacious, clean headquarters, modern equipment will make customers feel more secure when coming to transact. In addition, a convenient transaction location will make it easier for customers to come to the bank, increasing the ability to mobilize capital.

- Marketing Policy

As competition in business becomes increasingly fierce, the role of marketing activities becomes more and more important, especially for commercial banks. This activity helps banks grasp the requirements and desires of customers, on that basis, they can come up with forms of mobilization and policies.

Interest rate policy, appropriate and effective credit policy. Not only that, marketing activities also provide customers with complete and timely information to help customers make reasonable decisions about where to deposit money and in what form is most beneficial. Therefore, to attract customers to increase mobilized capital, banks must pay special attention and spend a certain amount of money on marketing to build the image and reputation of the bank in the hearts of customers.

CONCLUSION OF CHAPTER 1

From the banking perspective, to achieve high capital mobilization efficiency, banks need to closely follow capital usage needs. Capital mobilization not only meets the needs but also is suitable in terms of structure, term and currency with the lowest mobilization cost. At the same time, it is necessary to maintain high stability of mobilized funds. Only then can we limit liquidity risk, interest rate risk and increase profits for banks. TG mobilization is a form of capital mobilization. Therefore, it can be understood that the efficiency of TG capital mobilization reflects the results of mobilization work, ensuring operational safety, with the lowest cost, lowest risk and meeting capital usage needs in the most effective way.

The evaluation of the effectiveness of capital mobilization must be based on qualitative and quantitative indicators. Through a thorough and meticulous analysis of these indicators, combined with the study of factors affecting the effectiveness of capital mobilization of a commercial bank, leaders will evaluate the current situation of capital mobilization at the bank, the achievements, the weaknesses, and thereby find appropriate solutions.

CHAPTER 2

CURRENT STATUS OF DEPOSIT MOBILIZATION

AT VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE - SONG NHUE BRANCH

2.1 OVERVIEW OF VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE - SONG NHUE BRANCH

Full name: Vietnam Joint Stock Commercial Bank for Industry and Trade - Song Nhue Branch

Transaction name: Vietinbank – Song Nhue Branch

Head office: No. 10, Ngo Quyen Street, Ha Dong District, Hanoi City.

2.1.1 Formation and development process

Song Nhue Commercial Bank Branch, formerly a level 2 branch under Ha Tay Commercial Bank, was established in July 1988 under the name Ha Son Binh Commercial Bank. Ha Son Binh Commercial Bank is an independent accounting unit with its head office in Ha Dong town and a branch in Hoa Binh town.

On October 9, 1991, Ha Son Binh province was split into two provinces, Ha Tay and Hoa Binh, along with the decision of the Governor of the State Bank of Vietnam to dissolve Ha Son Binh Commercial Bank, establish Ha Tay Commercial Bank, and hand over Hoa Binh branch to the Bank for Agriculture and Rural Development for management. Along with the rapid development of the economy, Ha Tay Commercial Bank has made appropriate innovations: In October 2001, the Board of Directors of Ha Tay Commercial Bank decided to merge two transaction offices No. 2 and No. 3 under Ha Tay Commercial Bank into the second-level branch of Song Nhue.

Since July 2006, Song Nhue Commercial Joint Stock Bank has been upgraded to a level I branch according to the decision of the Vietnam Joint Stock Commercial Bank for Industry and Trade.

During its development, Song Nhue Commercial Bank always focuses on improving the quality of customer service and constantly expanding its scope and fields of operation. In 2019, Song Nhue Commercial Bank was awarded the Branch for completing its tasks.

Accounting Department

Vice president

Treasury Currency Room

Vice president

General room

Room

TCHC

Manager

Vice president

2.1.2 Organizational structure

Retail room

Guest room

DN

(Source: Vietinbank Song Nhue)

As of December 2019, Song Nhue Commercial Joint Stock Bank has 120 employees, the board of directors includes 01 Director and 03 Deputy Directors.

The branch's organizational structure includes 06 specific departments/offices as follows:

- Corporate Customer Department and Retail Department: Advise the Branch Board of Directors on customer relations and exploit maximum benefits from customers who are businesses, individuals and households; conduct credit appraisal, update customer information, promptly propose credit solutions to ensure loan safety. Directly coordinate

Relevant departments perform trade finance; credit quality assessment and monitoring, debt management and classification and other tasks.

- Accounting Department: Advises the branch's Board of Directors on accounting, financial management, internal spending; manages computer and computing systems; manages and inventories assets; tools and equipment at the branch.

- Treasury Currency Department: Advises the branch's Board of Directors on the management and use of cash, valuable assets, valuable papers, important seals, collateral documents, etc. of the branch at the transaction location, warehouse and on the way of transportation.

- General Department: Advises the branch's Board of Directors in the work of establishing, developing, assigning plans, synthesizing reports at the branch; handling problem debts.

- Organization and Administration Department: Advises the branch's Board of Directors on personnel management, office, and administrative management of the branch.

2.1.3 Business performance

In recent years of operation, NHCT Song Nhue Branch has continuously developed and become one of the most effective branches. With the goal of becoming a strong branch, the branch has taken many measures to build and improve its operational efficiency.

The main activity of the Branch is to find new customers by attracting many types of customers: from residents, businesses, corporations, etc. Along with that is the diversification of capital mobilization and lending forms to meet the maximum needs of customers coming to the Bank. Therefore, despite many difficulties, the Branch still maintains stable growth over the years, creating customer trust in the Bank. Specifically, business activities have many positive changes in capital mobilization, trade finance, etc.

Trade, payment, money transfer services and investment lending activities are shown in the following table:

Table 2.1 Some basic indicators in the business performance of Vietinbank Song Nhue in the period 2017 - 2019

Unit: Million VND

STT

Content	2017	2018	2019
1	Mobilized capital (including GTCG, investment trust)	1570.4	1445.7	1817
2	Outstanding loans to the economy	1806	1832	1973
3	Banking service revenue	7.9	8.3	10.7
4	Realized profit	53.5	60.9	67.2
	In which: Profit from business activities	45.7	63.8	66.4
5	Debt collection and risk management	4.3	1.4	0.8
6	ATM card issuance	6789	3984	3482
7	Funding source via ATM card	15	22	20
8	International Credit Card Payment Turnover	147	155.3	227

Maybe you are interested!

• Overview of the History of Formation and Development of Vietnam Joint Stock Commercial Bank for Foreign Trade
• Overview of Joint Stock Commercial Bank for Investment and Development of Vietnam
• 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; text-decoration: none; font-size: 13pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13.5pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; } div.maincontent .s9 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: -2pt; } div.maincontent .s10 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 5pt; } div.maincontent .s11 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: -5pt; } div.maincontent .s12 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: -3pt; } div.maincontent .s13 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: -4pt; } div.maincontent .s14 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 7.5pt; } div.maincontent .s15 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s16 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; } div.maincontent .s17 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9.5pt; } div.maincontent .s18 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -1pt; } div.maincontent .s19 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -5pt; } div.maincontent .s20 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -2pt; } div.maincontent .s21 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s22 { color: black; font-family:Calibri, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; } div.maincontent .s23 { color: black; font-family:Calibri, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -3pt; } div.maincontent .s24 { color: black; font-family:Calibri, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -5pt; } div.maincontent .s25 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; } div.maincontent .s26 { color: black; font-family:Calibri, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -4pt; } div.maincontent .s27 { color: black; font-family:Calibri, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -6pt; } div.maincontent .s28 { color: black; font-family:Calibri, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -1pt; } div.maincontent .s29 { color: black; font-family:Calibri, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 11.5pt; } div.maincontent .s30 { color: black; font-family:Calibri, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 11pt; } div.maincontent .s31 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 11pt; } div.maincontent .s32 { color: black; font-family:.VnTime, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s33 { color: black; font-family:Cambria, serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; } div.maincontent .s34 { color: black; font-family:Cambria, serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10.5pt; vertical-align: -4pt; } div.maincontent .s35 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 11.5pt; } div.maincontent .s36 { color: black; font-family:Arial, sans-serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s37 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 13pt; } div.maincontent .s38 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s39 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s40 { color: black; font-family:"Times New Roman", serif; font-style: normal; fo
• Credit risk management at Vietnam International Commercial Joint Stock Bank - Hanoi Branch - 12
• Improving business efficiency of Vietnam Technological and Commercial Joint Stock Bank - 2

(Source: Report on business performance at Vietinbank Song Nhue)

a. Capital mobilization

In 2019, the total mobilized capital of the entire branch reached 1,817 billion VND, an increase of 371 billion VND compared to 2018 (equivalent to an increase of 26%), completing 105% of the assigned plan, including:

- Capital structure by currency:

+ VND deposits 1,596 billion VND (up 14% compared to 2018)

+ Foreign currency equivalent to VND 221 billion (increased 500% compared to 2018)

The branch's foreign currency capital structure increased significantly compared to 2018, mainly due to the branch receiving $7 million in capital from ICBC since July 2018. The remainder was mainly attracted from individual customers.

- Capital structure by customer segment

+ Deposits from businesses reached 357.7 billion VND, of which:

(i) Large corporate customer deposits reached VND 165 billion after adjustment (165% of the plan) but decreased by VND 130 billion compared to 2018.

(ii) Deposits from small and medium-sized enterprise customers VND 144.4 billion (80% of the plan)

(iii) Micro-enterprise customer deposits of VND 48 billion, reaching 80% of the plan, the number of micro-enterprise customers is large but the average deposit balance is not high, the large balance is only concentrated in a few customers.

+ Deposits from individual customers reached VND 854 billion (of which VND 26 billion was from ATM deposits), although it increased by VND 133 billion (equivalent to an increase of 21%) compared to 2018, it only reached 92% of the set plan.

+ Deposits/loans of credit institutions and financial investments: VND 666.4 billion, an increase of VND 338 billion compared to 2018, mainly due to the increase in deposit balance of Deposit Insurance (VND 350 billion, compared to VND 180 billion in 2018).

Although the deposit balance has increased, the source of deposits from enterprises is still relatively low, not commensurate with the outstanding loans, the branch still needs a large additional source from financial institutions. Deposits from individual customers have increased but still need to be promoted further to be able to catch up with the growth requirements for the retail sector of the Central Bank in the current period.

b. Credit work

Outstanding loans to the economy reached VND 1,973 billion and bond investment balance was VND 200 billion, accordingly the total outstanding loans of the Branch increased by 8% compared to 2018, completing 96% of the adjusted plan.