Supervisory activities of the State Bank of Vietnam towards Commercial Banks - 23

Minimum Capital Adequacy Ratio = Equity / Risky Assets >= 8%

Supervise the transfer of registered shares according to the regulations of the State Bank, supervise the level of capital contribution and share purchase of enterprises, supervise the legal capital of each type of credit institution, the charter capital recorded in accounting books must be at least equal to the legal capital prescribed by the Government in Decree No. 82/1998/ND-CP, dated October 3, 1998.

V. Ensuring solvency

Calculate the assets that can be paid immediately and the types of capital required.Pay Now

Comply with the Regulations on safety ratios in the operations of credit institutions.

Assets available for immediate payment

----------------------------------------- >= 1

Funds must be paid immediately

Assets that can be paid immediately and capital that must be paid immediately according to: "Regulations on safety ratios in the operations of credit institutions"

Assess affordability based on the following:

The ratio of liquid assets must be at least equal to the types of liquid funds.

Supervise the regular maintenance of required reserve ratios of credit institutions. Assess liquidity risk management, review capital balance and use.

capital use

Reputation and ability to raise capital in the market, is the growth in assets based on the growth in mobilized capital?

Assessing dependence on volatile capital, large capital items and their volatility

VI. Analysis of some key financial indicators of credit institutions

The first principle of analysis is to look back in time. The financial institutions are analyzed to determine their current financial condition and recent financial history, but this is only the first step in the analysis process. Once we have determined the current condition and history of the financial institution, we can predict and determine the possible future events.

The next principle is to consider the credit institution as a whole. Do not rely on just one or two indicators to draw conclusions, but combine the initial assessment with other relevant indicators. When evaluating important financial indicators, it is necessary to rely on the relationship with other financial indicators of the credit institution.

Along with remote monitoring activities, inspection activities conducted directly at commercial banks are also conducted periodically or suddenly when there are unusual changes in commercial banks. On-site inspections are conducted to check and inspect commercial banks in ensuring the regulations on safety ratios (according to Decision 457/2005/QD_NHNN), at the same time, determine the causes of unusual changes in banks, make requests, recommendations or solutions to help ensure the safety of bank operations.

According to Decision 457 of the State Bank, credit institutions operating in Vietnam, except for grassroots people's credit funds, must maintain the following safety ratios:

Minimum capital adequacy ratio.

Credit limit for customers. Solvency ratio.

Maximum ratio of short-term capital used for medium- and long-term lending. Limits on capital contribution and share purchase.

On minimum capital adequacy ratio

Credit institutions, except foreign bank branches, must maintain a minimum ratio of 8% between equity capital and total "risky" assets. State-owned commercial banks with a minimum capital safety ratio lower than this prescribed level shall, within a minimum period of time,

The minimum capital adequacy ratio must be increased every 3 years to the prescribed level. The minimum annual rate increase is equal to one-third (1/3) of the missing ratio.

About credit limits for customers

The total outstanding loans of a credit institution to a customer must not exceed 15% of the credit institution's equity.

The total amount of loans and guarantees of a credit institution for a customer must not exceed 25% of the credit institution's equity.

The total outstanding loans of a credit institution to a group of related customers must not exceed 50% of the credit institution's equity, in which the loan amount to a customer must not exceed the prescribed ratio.

The total amount of loans and guarantees of a credit institution for a group of related customers must not exceed 60% of the credit institution's equity.

The total outstanding loans of a foreign bank branch to a single customer must not exceed 15% of the foreign bank's equity.

The total amount of loans and guarantees of a foreign bank branch for a customer must not exceed 25% of the foreign bank's equity.

The total outstanding loans of a foreign bank branch to a group of related customers must not exceed 50% of the foreign bank's equity, in which the loan amount to a single customer must not exceed 15% of the foreign bank's equity.

The total amount of loans and guarantees of a foreign bank branch to a group of related customers must not exceed 60% of the foreign bank's equity.

About the affordability ratio

Credit institutions must base on legal provisions and actual operations to issue internal regulations on solvency management, ensuring safety in banking operations. Internal regulations on solvency management of credit institutions must have the following contents:

There must be a department (at department level or equivalent or higher) to carry out the management of strategies and policies to ensure solvency, managed daily by a staff member at department level or equivalent or higher and managed by a member of the Board of Directors.

Provide projections and plans (including contingency plans) to ensure solvency and liquidity in the event of a temporary shortage of solvency, as well as in the event of a liquidity crisis.

Establish an early warning system for temporary liquidity shortfalls and optimal solutions.

Policies governing the management of treasury, revenues, expenditures and daily capital and policies governing the holding of highly liquid securities.

Solutions and policies in controlling and maintaining solvency for each currency and gold.

Credit institutions must regularly ensure the solvency ratio for each type of currency and gold as follows:

Minimum ratio of 25% between the value of "Accounts" assets that can be paid immediately and "Debits" assets that will be due for payment within the next 1 month.

Minimum ratio of 1 between total assets “Available” that can be paid immediately within the next 7 business days and total capital that must be paid within the next 7 business days.

Maximum ratio of short-term funds used for medium-term lendingand long term.

Maximum ratio of short-term capital sources that credit institutions can use for medium- and long-term lending:

Commercial banks: 40% Other credit institutions: 30%

Credit institutions using short-term capital to lend medium and long-term at a rate higher than this prescribed rate must submit a written request for approval from the State Bank, clearly stating the reasons.

due to, maximum ratio and management measures to meet the payment capacity. The State Bank can only consider and approve the above proposal of credit institutions that have complied with other ratios on ensuring safety in banking operations, have a bad debt ratio of less than 3% of total outstanding loans and have a good system of managing "Accountable" assets and "Debt" assets.

About capital contribution and share purchase limits

Credit institutions are allowed to use their charter capital and reserve funds to invest in enterprises, investment funds, project investments and other credit institutions (hereinafter referred to as commercial investments) in the forms of capital contribution, joint ventures and share purchases in accordance with the provisions of this Decision and other relevant provisions of law.

Commercial investment decisions of credit institutions must be carefully appraised and evaluated by the Executive Board and approved by the Board of Directors of the credit institution.

The maximum investment level in a commercial investment of a credit institution must not exceed 11% of the charter capital of the enterprise or investment fund or 11% of the value of the investment project.

The total investment in all commercial investments of a credit institution must not exceed 40% of the charter capital and reserve fund of the credit institution.

A credit institution investing in a commercial investment exceeding the prescribed ratio must obtain prior written approval from the State Bank, provided that the investment is reasonable and the credit institution has complied with the safety ratios in banking operations, with a bad debt ratio of 3% of total outstanding debt or less.

Credit institutions that have contributed capital for investment, joint ventures, purchased shares of enterprises, investment funds, invested in projects and in other credit institutions at levels higher than prescribed levels shall not continue to contribute capital for joint ventures or purchase shares during the period when the ratios exceed the above prescribed levels. At the same time, within a maximum period of two (2) years, they must have self-adjustment measures to comply with regulations, except in cases approved by the State Bank.

Credit institutions report on the implementation of regulations on safety assurance ratios according to current regulations of the Governor of the State Bank on the Statistical Reporting Regime applicable to units under the State Bank and credit institutions.

Appendix 3: Pre-inspection report form

Pre-inspection planning guide_ Specific examples

Part I: Summary

4 / 4

Really Big M Bank		332222 - 3
Risk level (1)/ Rating(2)	Name of Credit Institution		CAMELS Rating First (3)

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• Supervisory activities of the State Bank of Vietnam towards Commercial Banks - 21
• Some issues on banking service activities at the Vietnam State Bank of Vietnam - 4
• 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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• Directions for Improving State Management of Tourism Activities in Dak Nong Province
• The impact of state ownership and bank loans on investment decisions of companies in Vietnam - 18

Bank Type (4):

Commercial Bank
Related types (5):	Owns subsidiaries of Huge Bank and Trust

Instructions Part I

(1) Risk level rating:From 1 – 5 with 1 representing the least financial risk and 5 representing the closest to bankruptcy. This rating is derived from the CAMELS rating and the previous CAMELS rating.

(2) Risk type ranking:Level 1 is local, level 2 is likely to spread, level 3 is likely to occur, level 4 is systemic. This ranking is assessed annually by the relevant levels.

authority to execute

(3) CAMELS Rating first:

Summary of ratings from previous CAMELS monitoring reports

(4) Type of BankCommercial Bank, Specialized Bank(5) Related types:

Provide a list of all parent companies, subsidiaries or branches involved. If any of the entities are subject to the supervision of the Central Bank, a copy of this report should be promptly sent to that supervisory body so that parallel inspections can be carried out (for a more detailed discussion of the elements required for parallel inspections, see the provisions for coordinated inspections).

Part II: Information about previous inspection:

Day (1):

12/31/03
Head of inspection team (2):	Ly Thi Tho
Number of inspection weeks (3):	42
Outstanding issues (4):	Credit quality Foreign exchange trading status
Training announcement (5):	Foreign Exchange Options

Talk to the Head of Delegation

inspection of previous inspection (6):

By Phone – 7/18/00
Special areas (7):	Underwriting and Distribution of Debt Securities
Issues of special concern (8):	Inconsistent loan records Senior management skills
Appropriate inspection time (9):	48

Review of inspection records

(10):

meet requirements
Documents (10):	meet requirements
Management information report (10):	meet requirements
Violations (10)	meet requirements

Instructions Part II

(1) Date: Date of previous inspection

(2) Head of the inspection team: Name of the inspector assigned to the task during the previous inspection period.

(3) Inspection period: Number of weeks to conduct on-site inspection

(4) Outstanding issues:

Issues raised during previous inspection

(5) Training announcement:Areas or products of the Bank raised during the previous inspection that the inspection team leader felt needed further training and education by the staff.

of the central bank. Usually new, innovative products of the banks

top row

(6) Discuss with the head of the inspection team of the previous inspectionDuring the planning stage, the inspection team leader should contact and discuss with the inspection team leader of the previous inspection by face-to-face meeting, email or phone call.