Implementing ICAAP requires a large financial resource, for example, the amount of money spent to implement Basel II at US banks in 2004 was around 25 million USD to 50 million USD. Therefore, to implement ICAAP well, banks must have strong financial resources.
Next, the number of credit rating companies in Vietnam is still low. By 2021, Vietnam only had two new credit rating companies licensed to provide credit rating services, FiinRatings and Saigon Thinh Phat. Meanwhile, credit rating companies play an important role for VietinBank in providing data to banks so that banks can implement standardized RR and credit measurement methods.
CONCLUSION OF CHAPTER 2
Ensuring capital safety, effective operation, meeting the requirements set by the State Bank as well as approaching international standards in capital management are issues that many commercial banks are interested in and implementing, including VietinBank. Based on the analysis of the current status of ICAAP implementation at VietinBank through aggregated data, survey data and interviews, the researcher has pointed out the results achieved, limitations and difficulties in the implementation process. This is the foundation for the researcher to propose solutions and recommendations in chapter 3.
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ICAAP Internal Capital Adequacy Assessment Framework of Vietnam Joint Stock Commercial Bank for Industry and Trade - 25 -
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Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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At that time, the Branch had to set aside a provision for credit risks, which reduced the Branch's income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giang's profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project "Restructuring the system of credit institutions in the period 2011-2015" approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: "Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services".
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giang's products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Minister's Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers' cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giang's treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giang's income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giang's corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giang's card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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Increasing capital mobilization from individual customers of commercial banks - Case study of Vietnam Joint Stock Commercial Bank for Investment and Development, Phu Tho Branch - 1
Chapter 2 has completed the study of practical issues in implementing ICAAP at VietinBank, specifically:
Firstly, an overview of risk management and capital safety at VietinBank, including the legal basis for implementation and actual implementation at the bank.

Second, evaluate the current status of ICAAP implementation at VietinBank based on analysis of implementation conditions and implementation content.
Third, based on the analyzed situation, the researcher has a general assessment of the achieved results and analyzes the limitations and difficulties.
Chapter 3: SOLUTIONS TO IMPROVE THE INTERNAL CAPITAL SAFETY ASSESSMENT FRAMEWORK ACCORDING TO BASEL II AT VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE
3.1. ORIENTATION FOR COMPLETING THE INTERNAL CAPITAL SAFETY ASSESSMENT FRAMEWORK ACCORDING TO BASEL II AT VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE
VietinBank's Development Strategy for the period 2021 - 2030, with a vision to 2045, strives to become "A leading multi-functional, modern and efficient bank in Vietnam, by 2030 in the Top 20 strongest banks in the Asia - Pacific region; by 2045, the strongest and most prestigious bank in Vietnam, leading in the Asia - Pacific region and highly prestigious in the world" with the mission of "Being a pioneer bank in developing the country on the basis of bringing optimal value to customers, shareholders and employees" . In its long-term development strategy and annual plan, VietinBank always focuses on sustainable profit growth and responsible resource deployment, including implementing risk management plans and measures in operations, developing comprehensive financial solutions, and green credit growth. The focus of VietinBank's risk management in the next phase is to complete the Basel II program according to the bank's plan and apply it to management and operations. In particular, the important goal is to complete the items to comply with Circular 41, Circular 13 and other regulations of the management agency related to capital safety. At the same time, VietinBank continues to apply ICAAP to evaluate the effectiveness of operations with RR adjustment. Accordingly, to build an effective capital management framework, the following specific goals need to be achieved:
(i) Strategically:
- Ability to identify, measure and report all material risks; have a process for assessing overall capital adequacy against the risk profile and a strategy to maintain that capital level.
- Always maintain the required minimum capital adequacy ratios, while maintaining a prudent “capital cushion”.
- Mobilize sufficient capital to meet the bank's overall business strategy; integrate capital allocation decisions into strategic planning and financial planning.
(ii) In terms of organizational structure:
- Build an effective internal control model for the capital assessment process.
- Raise awareness of the Board of Directors and the Executive Board on the relationship between overall business strategy and capital planning, ensuring that the business strategy is consistent with the bank's capital capacity.
(iii) In terms of policy mechanism:
Develop a comprehensive system of policy documents on risk management, measurement, calculation and synthesis of economic capital.
(iv) In terms of information technology infrastructure:
- Build an IT system to measure capital safety according to regulatory standards, internal standards and support other extended features.
- Develop extended features of the capital adequacy calculation system, serving Basel II use-tests, for example RR-based pricing, efficiency assessment.
(v) In terms of people:
Building high-quality, systematic, inheritable human resources with sufficient capacity to implement long-term and highly complex projects.
(vi) In terms of communication and training:
- The bank links the development of ICAAP with the development of a consistent RR culture; changes mindset, provides training on RR culture and emphasizes the impact of RR culture. RR culture needs to be disseminated, understood and implemented consistently throughout the bank.
- Raise bank-wide awareness of capital requirements under forecast economic conditions and various hypothetical stress scenarios.
3.2. SOLUTIONS TO IMPROVE THE INTERNAL CAPITAL SAFETY ASSESSMENT FRAMEWORK ACCORDING TO BASEL II AT VIETNAM JOINT STOCK COMMERCIAL BANK FOR INDUSTRY AND TRADE
3.2.1. Group of solutions to complete the content of the Internal Capital Safety Assessment Framework
3.2.1.1. Solutions for identifying, assessing key risks and determining risk appetite
Develop a process for calculating and evaluating economic capital, a process for building KVRR for the entire chain. There needs to be a policy to ensure KVRR is effectively transmitted throughout the system as well as specify KVRR into RR limits, specifically:
- VietinBank needs to have information systems and analytical techniques that allow the Board of Management to measure potential credit risk in all on- and off-balance sheet activities. Specifically, VietinBank needs to have a methodology that allows quantifying credit risk related to a customer as well as analyzing credit risk at the product and portfolio levels to identify any concentration or sensitivity of the portfolio. VietinBank must establish methods, processes, controls; collect data and establish IT systems to support credit risk assessment, internal credit risk rating and quantitative estimates of PD, LGD and EAD.
- VietinBank must have specific definitions, processes and assessment criteria to assess customer and transaction RR according to the internal rating system. VietinBank must clearly indicate in its credit policy the relationship between customer categories in terms of the level of RR that each category offers. The measured and recognized RR must increase when the credit quality decreases by one category. The policy must clearly indicate the RR of each category in terms of the description of the RR PD for customers in that category as well as the criteria used to distinguish that level of RRTD. VietinBank needs to allocate capital to the loan portfolio based on appropriate rating assessment, avoiding concentration on both the scale of customer rating and the scale of loan rating.
- VietinBank must have a sustainable system to verify the accuracy and consistency of the rating system, process, and estimates of all relevant RR factors. VietinBank must demonstrate to the supervisor that the internal verification process allows VietinBank to evaluate the internal rating capacity and RR estimation system in a consistent and meaningful manner. VietinBank must use quantitative verification tools and compare with appropriate external data sources.
3.2.1.2. Risk measurement solutions
Issue guidance on measurement and capitalization methods for other RRs in pillar 2; guidance on stress testing of RRs, assessment of capital adequacy in case of stress and implementation of appropriate action plans. This is a requirement for banks to conduct rigorous and comprehensive tests on Basel II stress testing. Specific solutions are as follows:
a. Credit Risk Measurement
To meet the requirements of BCBS in “International Convergence of Capital Measurement and Capital Standards” (BCBS, 2006) and overcome the limitations in practical implementation, based on the results of surveys and interviews with experts, the author proposes some solutions as follows:
- For normal RRTD: VietinBank needs to aim to build capital calculations based on RR parameters from internal estimation models PD, LGD, EAD and M, in which:
Loans to corporate and financial institutions:
+ FIRB: VietinBank must provide PD estimates; LGD, EAD, M estimates for corporate customers are prescribed by the regulatory agency.
+ AIRB: all RR parameters are estimated by VietinBank's internal model. This is the method currently applied by most countries and regions with developed financial systems such as Japan, Europe, the US, and Australia.
Retail Loans: VietinBank must provide estimates of PD, LGD and EAD. VietinBank needs to continue accumulating data to conduct validation of the developed models.
- For equity securities risks and counterparty credit risks: due to the small scale of receivables arising from equity securities risks and counterparty credit risks (including: equity securities investment, proprietary trading, repo, reverse repo, derivative products to hedge risks) at VietinBank, to ensure the allocation of resources to build models for other important types of risks, VietinBank can continue to use the simple RR weighting method according to the instructions and requirements for calculating capital for each period of the management agency.
- Internal estimates of PD, LGD and EAD must incorporate all relevant, significant and available data, information and methods. VietinBank may use internal data and data from external sources. VietinBank must demonstrate that the data used to build the model are representative of VietinBank's actual customers and loans. VietinBank is responsible for satisfying the requirements of supervisory agencies that a model has good predictive ability and that capital requirements will not be affected by the use of the model. The model's criteria must be multidimensional and reasonable. The model must be accurate in rating customers and loans and must not be biased towards any type of customer or loan. For each identified (retail) loan group, VietinBank must be able to provide quantitative criteria on the RR characteristics (PD, LGD, and EAD) for that credit package.
- VietinBank needs to use internal ratings, default and loss estimates (PD, LGD) in: credit approval, risk management, internal capital allocation, provision calculation, stress testing, loan valuation... thereby ensuring the effectiveness and accuracy of RR measurements. Customers and loans need to be re-rated annually because the rating results are the basis for RR assessments and other applications. Specific loans, especially those with high RR, need to be monitored more frequently. The bank needs to re-rate customers if important information about the customer or loan is discovered.
- VietinBank needs to develop collateral policies that are linked to the regulations on risk mitigation using standard methods or, further, LGD loss estimation from historical data, thereby minimizing the actual risk level and statutory capital requirements. However, collateral, guarantees or clearing payments must meet Basel standards to be recognized as valid. Therefore, VietinBank needs to refer to Basel regulations and the State Bank of Vietnam to have appropriate collateral policies.
- In addition to the statutory capital calculation model, VietinBank also needs to build an internal capital estimation model for other RRs. These models aim to reflect statutory capital models that have not been taken into account such as concentrated RRs, reputation RRs, etc. and at the same time update more closely with market and customer developments.
b. Measuring market risk
- VietinBank should issue a process for independent price validation separate from daily market valuation. This is a process in which market prices or model inputs are regularly validated for accuracy. Market price or model input validation should be conducted by a department independent of the business department at least monthly (or more frequently, depending on the nature of the market/business activities). This should be conducted as regularly as daily market valuation, since the objective of independent status assessment is to detect any errors or subjective trends in valuation, thereby helping to eliminate inaccurate valuations.
- Where market valuation is not possible, VietinBank may use a model valuation if this is appropriate. Supervisors will consider the following factors in assessing the prudence of a model valuation: Senior management should be aware of the elements of the business book being valued by the model and understand the materiality of the impact on the information in the RR or business performance reports; market inputs should be clearly sourced and, to the extent possible, consistent with market prices (as discussed above). The relevance of the market inputs to the specific position being valued should be regularly assessed.




![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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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 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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