Internship Report: Vietnam Bank for Agriculture and Rural Development –Hoa Lac Branch

Internship Report Vietnam Bank for Agriculture and Rural Development –Hoa Lac Branch TABLE OF CONTENTS I Overview of the Vietnam Bank for Agriculture and Rural Development –Hoa Lac Branch 7 1 1 AgriBa.

Internship Report: Vietnam Bank for Agriculture and Rural Development –Hoa Lac Branch TABLE OF CONTENTS I Overview of the Vietnam Bank for Agriculture and Rural Development –Hoa Lac Branch .7 1.1 AgriBank’s history and background development .7 1.2 History and background development in Hoa Lac Branch 1.2.1 History 1.2.2 Vision and Mission: .8 1.2.3 Organizational Structure: II: AgriBank Hoa Lac branch’s financial analysis: 10 2.1 Business Result: .10 2.2 Noticeable ratio: .11 2.3 Overview assessment of AgriBank Hoa Lac’s operation status: 12 III: The efficiency of fund mobilization of Bank for Agriculture and Rural development- Hoa Lac Branch .12 3.1: General regulations in fund mobilization activities of Bank for Agriculture and Rural Development of Vietnam: .12 3.1.1.Conditions when customers transact Savings at Bank for Agriculture and Rural Development of Vietnam: 12 3.1.2: Amount deposits: 13 3.1.3: Procedures for making transactions: .13 3.2: Current status of fund mobilization quality at AgriBank Hoa Lac: 13 3.2.1 Methods of raising fund: 13 3.2.2 Cost of raising fund: 13 3.2.3 Analysis Hoa Lac Branch’s fund raising activities: 14 3.2 Analyze the effectiveness of capital raising: 16 3.2.1 Average fund mobilization in the first six months of 2022 of the branch: .16 3.2.2 Fund raising/total capital 16 3.3 Achievements and Limitations: 17 3.3.1 Achievements: 17 3.3.2 Limitations: .17 3.3.3 Reasons for limitations: 17 IV: Solution for Current problem in Vietnam Bank for Agriculture and Rural Development .18 4.1 Hoa Lac Branch oriented development: 18 4.2 Solutions for fund mobilization problems: 19 4.2.1 Solutions to increase capital from individuals: 19 4.2.2 Solutions for medium and long-term fund mobilization: 20 4.3 Request: 21 LIST OF FIGURES Figure 1-1 AgriBank Hoa Lac’s Organization Structure .8 Figure 2-1 AgriBank Hoa Lac's business result 10 Figure 2-2 Business’s result of AgriBank’s Hoa Lac in 2021 12 Figure 2-3 SWOT analysis: 12 Figure 3-1 Cost of raising capital in AgriBanks Hoa Lac at the end of 2021 14 Figure 3-2 AgriBank’s Hoa Lac capital raising’s structure from 2019 to 2021 15 Figure 3-3 AgriBank Hoa Lac’s fund mobilization in the first six months of 2022 .16 Figure 3-4 The proportion of Fund raising/ total capital from 2019 to 2021 17 Introduction The financial system has played a crucial role in every country’s development In Vietnam, specifically, the banking system can be viewed as the game changer The banking sector in particular, as well as credit institutions in general, have substantially increased Vietnam's economy in recent years The banks have integrated themselves into nearly every facet of corporate operations, from the start of the production line to the client end, in their capacity as creditors and investors of the companies The banking system, from my personal view, is the heart of the economy Being a senior student majoring in Advanced Finance at National Economics University, I have great opportunities to experience in Financial Accounting Department at AgriBank Hoa Lac I found myself having a strong interest and passion in finance, during my 2-month internship duration, I looked forward to studying that the branch did not only help my self-development in finance and accounting, but also soft skills In addition, I would like to have practical experience in dealing with issues in customer relations Moreover, I was delighted to have a deep understanding of the branch’s fund mobilization activity, from that I could know the branch’s strengths, weaknesses, and the solutions for it In the internship report, I give information about AgriBank Hoa Lac's history and development as well as their business result and fund mobilization activity Therefore, this internship report will also discuss and analysis about the branch operating status and give some solutions for current problems and some requests for Vietnam Bank for Agriculture and Rural Development Overview of the Vietnam Bank for Agriculture and Rural Development –Hoa Lac Branch 1.1 AgriBank’s history and background development The founding of Agribank occurred on March 26, 1988 The bank's original name was Vietnam Agricultural Development Bank The bank changed its name to Agricultural Bank of Vietnam at the conclusion of 1990 The bank was given its current name at the conclusion of 1996 The Bank for Agriculture and Rural Development was named the Labor Hero of the Doi Moi era by the President of Vietnam in 2003 In regards to capital, assets, personnel, network of operations, and clientele, Agribank is the biggest bank in Vietnam Agribank's dominant position was still upheld in numerous areas by March 2007: Total capital was close to 26,700 billion VND, own capital was close to 15,000 billion VND, and total loans outstanding were close to 23,900 billion VND According to new criteria, the bad debt ratio is 1.9%, which is in line with international norms Agribank has almost 30,000 workers and more around 2,200 branches and transaction sites spread across the nation in 2007 The bank's total assets hit VND 1.4 trillion in 2019, its mobilized capital hit VND 1.29 trillion, and the amount of outstanding loans surpassed VND 1.05 trillion As a result, in assets and markets across the entire banking system, Agribank is the secondranked bank (after BIDV) Agribank's profit exceeded 35% of the VND 10,000 billion objective set out for the entire year of 2019 throughout the first 10 months of 2019 with over VND 10,350 billion in profit With almost 40,000 workers and 2,300 branches and transaction offices throughout the system, Agribank will be the largest state-owned commercial bank in Vietnam in 2020 in terms of charter capital, total assets, network size, personnel, and clientele Agribank surpassed BIDV to take the top spot among Vietnamese banks with total assets of more than VND 1.57 trillion The capital came from more than 1.45 trillion VND More than 1.21 million billion VND worth of outstanding loans were made to the economy in total, with roughly 70% of those loans going to rural areas and agriculture Agribank has connections with almost 900 banks in 90 nations and territories 1.2 History and background development in Hoa Lac Branch 1.2.1 History In 2013, on the basis of separating branches from AgriBank, AgriBank Hoa Lac Form was established under Decision No 717/QD-HĐQT dated August 23, 2013 by the Association AgriBank Board of Directors AgriBank Hoa Lac is an independent branch, affiliated to AgriBank Vietnam, headquartered at Hoa Lac Hamlet, Binh Yen Commune, Thach That District, Hanoi Business activities of AgriBank Hoa Lac includes fund mobilization, credit and investment operations, and other banking services 1.2.2 Vision and Mission: Vision: Through the release of Resolutions regarding the following 5-year plan, Hoa Lac Branch defines and builds a long-term strategy on the direction of comprehensive business activity development, development, and building of a team of succeeding ministries The Branch can complete its task in a logical and organized manner by setting goals, adhering to them, and making a strong effort to carry them out Mission: To become the preferred and dependable financial partner for customers due to its capacity to offer diversified and client-focused financial services To be the finest working environment possible, with many of chances for individuals to grow in their abilities to add value and build successful careers To provide consumers with compelling, long-term benefits by putting into place a solid company development strategy alongside the tight corporate risk management and governance procedures in compliance with global standards 1.2.3 Organizational Structure: Figure 1-1 AgriBank Hoa Lac’s Organization Structure Director: The Director has the role of general in charge, administering all affairs and matters related to the bank's business activities in accordance with the law, and is responsible for the business results of the bank Deputy Director: One Deputy Director: In charge of the business section One deputy director: In charge of accounting department When the bank director is not present at the unit, the deputy directors are permitted to carry out some tasks on behalf of the executive director (as authorized by the director) and report back on the job Help the director run a variety of jobs that have been given to him or her so that he or she can be in charge and accept responsibility for his or her judgments Discuss and confer with the director regarding how the bank is operating in accordance with the headship regime and democratic centralism principles Treasury accounting department: Treasury accounting department is the department directly accounting and accounting statistics according to the regulations of the Bank for Agriculture and Rural Development of Vietnam The treasury accounting department is the general center of the agency because most of the bank's activities are through the financial accounting segment The implementation department sets up financial plan targets, makes cash reserves, performs cash receipts and payments, internal bank revenues and expenditures, and manages valuable papers Manage and use information and computing equipment for business in accordance with the regulations of the Bank for Agriculture and Rural Development Comply with the thematic inspection report regime Perform other tasks assigned by the branch manager of the bank and rural development General administrative Department: Develop the branch's monthly and quarterly work program and be responsible for regularly urging and implementing the program assigned by the branch director Create and put into place internal briefing programs for local Bank for Agriculture and Rural Development branches directly serving as the director's general secretary Legal counsel is provided while performing certain tasks relating to contracting, formalities, civil, criminal, economic, labor, and administrative conflicts involving officials, staff members, and assets of bank branches Security and law enforcement, as well as the agency's efforts to prevent fires Archive any legal papers pertaining to and originating from the bank Serve as the hub for contact with visitors and employees of the branch Manage the branch's seal directly, as well as the reception, means of transportation, and administrative and clerical tasks Carrying out information, propaganda, advertising and marketing work under the direction of the branch leadership Perform other duties assigned by the director Credit Department (Professional Department): The following tasks are assigned to the division that directly interacts with customers: Determine credit customer tactics, categorize customers, and provide recommended practices for each Production, processing, export consumption, and credit related to production, circulation, and consumption are examples of client types to broaden in the direction of closed credit investment Economic analysis by sector, technical expertise, clientele, and choice of very reliable financing channels Assessing and recommending loans for credit projects in accordance with each decentralized authorisation As directed, evaluate projects, prepare paperwork, and send it to the superior agriculture and rural development bank Receiving and carrying out initiatives and programs funded by both domestic and international resources direct execution of the task of entrusting capital resources belonging to the government, other ministries, branches, and economic organizations at home and abroad, while concurrently monitoring, evaluating, and proposing the General Director to permit replication during preliminary and final reviews Regularly categorize unpaid debts, examine past-due accounts, identify causes, and find remedies perform any additional tasks imposed by the branch manager AgriBank Hoa Lac branch’s financial analysis: 2.1 Business Result: Revenue 6,087.01 6.197,88 Expense 5.635,96 5.816,7 Profit 451,05 381,18 Figure 2-2 AgriBank Hoa Lac's business result 6.359,92 5.784,09 575,83 In 2020, Agribank Bank – Hoa Lac Branch continued to record business results with the bank's revenue reaching VND 6.197,88 billion, an increase of VND 110.86 billion, equivalent to 2.6 compared to the previous year 2019 In 2021 it continued to increase to 162.04 billion dong, compared to 2020 The result is that the bank continues to maintain credits with traditional customers, At the same time, the bank can access the capital needs of individuals in the area The bank's expenses tend to increase from year to year 2019 and 2021 The above trends are due to the economy in 2020 taking place in the context that the world economy is directly affected by the COVID-19 pandemic, domestic production and business are under pressure from the pandemic and difficulties from the pandemic the previous year has not been completely resolved as the pressure on the economy's ability to absorb capital is not high, the pressure on bad debt is still heavy In recent years, the economy has faced many difficulties, especially in 2019, the world and domestic economies experienced many complicated and unpredictable fluctuations In the country, natural disasters and epidemics occurred in a row, consumer price index and inflation increased, the State Bank implemented a tight monetary policy; The currency, stock, and real estate markets fluctuated complicatedly, and cash was scarce, threatening the liquidity of banks In a very difficult context due to the impact of the global and domestic economic downturn, the branch's business activities continued to develop stably, maintain the growth in both capital and outstanding loans, on schedule direction, reducing outstanding loans exceeding the assigned plan; improving self-reliance in capital balance at the branch; well perform the key role in the financial market in rural areas and meet enough capital for key economic programs of Ha Noi 2.2 Noticeable ratio: Profit before tax 714,9 billion VND The company remains one of the most profitable branches in AgriBank’s banking system fund moblization scale 13.430,1 billion VND Account for 1.2% AgriBank’s total fund raising in 2021, increase in both residents deposits and financial insituations’ deposits Growth of foreign currency fund mobilization 105% Despite actively seeking to increase foreign currency capital, the branch did not in meet expectations in increasing foreign currency capital to serve the system's foreign currency credit growth Bad debt ratio 2.5% The bad debt ratio remain higher than branches of the same size Net service revenue 100,86 billion VND Outstanding credit 15.447,09 billion VND Witnessed a noticeable surge in 2021 (32% when compared to 2020), meet the requirements It indicates that service revenue structure has been positively improved, resulting in sustainable efficiency The scale of outstanding loans grew steadily according to customers, terms and products Efficiency from credit activities increased significantly compared to the previous year Figure 2-3 Business’s result of AgriBank’s Hoa Lac in 2021 2.3 Overview assessment of AgriBank Hoa Lac’s operation status: Strength: The short-term mobilized fund over the years has increased over the years Overdue debts tend to decrease over the years and overdue debts are lower than branches of the same size NPL ratio is lower than the industry average and the State Bank's regulations Credit turnover is relatively fast, so it increases the efficiency of capital use of the branch Weakness: Procedures and transaction times are still quite cumbersome and time consuming, making borrowers unable to have timely capital for business publication Bad debt increased year over year from to 2.5% Monitoring while borrowing has not been implemented effectively Capacity of credit officers is still limited Forms of short-term loans debt are not diversified Opportunity: There are many businesses operating in the area Lagre population AgriBank’s brand is well known and trustful so the capital will continue to raise Challenges: There are several banks located in Hoa Lac The State’s tightening monetary policy Figure 2-4 SWOT analysis: 10 The efficiency of fund mobilization of Bank for Agriculture and Rural development- Hoa Lac Branch 3.1 General regulations in fund mobilization activities of Bank for Agriculture and Rural Development of Vietnam: 3.1.1 Conditions when customers transact Savings at Bank for Agriculture and Rural Development of Vietnam: Vietnamese individuals aged full 15 years or older have full civil act capacity according to the provisions of the Civil Code For individual under the age of 15, those who have lost the ability to engage in civil act capacity and those who, under the law, have restricted civil act capacity, may only transact with respect to savings accounts through a guardian Vietnamese citizens may deposit savings deposits in Vietnam dong, Vietnamese citizens who are residents may deposit savings deposits in foreign currencies Customer is an Enterprise operating legally in accordance with the regulations of Vietnam 3.1.2 Amount deposits: Minimum deposit amount:  Individual customers: 500,000VND; 5USD or other foreign currency equivalent  Business customers: 1,000,000 VND or 20 USD or other foreign currency equivalent 3.1.3 Procedures for making transactions:  Individual customers: Identity card or Passport with validity period  Business customers: Business registration certificate, enterprise seal sample, appointment decision 3.2 Current status of fund mobilization quality at AgriBank Hoa Lac: 3.2.1 Methods of raising fund: Mobilizing fund, including individuals, businesses, and credit institutions, finance capital, deposit capital, loan capital, and other capital The branch has been actively continuing marketing to customers, products such as deposits, commissions, savings accumulating security, saving money for rewards, and Thang Long golden dragons, attracting many customers join with large deposit balances 11 3.2.2 Cost of raising fund: At AgriBanks Hoa Lac, as the constantly increasing mobilized fund and deposit interest rates tend to increase gradually over time, the cost of fund mobilization also increased over the years and accounted for a significant proportion Target Amount at the end of Percentage 2021( unit: billion VND) (%) A Capital 19.185,75 B Total expense 1.760,85 100 Deposit interest expense 733,55 42 Internal capital transfer cost 845,17 48 Service costs 3,165 0.18 Management costs 161,97 9.2 Figure 3-5 Cost of raising capital in AgriBanks Hoa Lac at the end of 2021 Interest expense on deposit accounts for 42% of total business operating expenses of the branch Internal capital transfer costs account for 48% of total costs and are costs account for the largest proportion 3.2.3 Analysis Hoa Lac Branch’s fund raising activities:  Unit: Billon VND Num Targets ber 2019 Total Capital Classified by Currency Domestic money 13.5 72 12.3 75 Foreign money Classificatio n of capital structure by term Deposits KKH Deposits CKH< 12 81,7 2.1 2.2 3.1 3.2 5.75 6,25 12.6 71,2 2020 2021 2021/2020 2020/2019 15.6 36 19.18 5,75 Increase/ Decrease Total Rate number 3.549,7 18,5% Increase/ Decrease Total Rate number 2.064 13,2% 13.7 28,7 96 16.93 3,5 3.204,7 23,3% 1.353,7 10,9% 100,5 14,25 17,4% 10,5 5% 5.87 4,75 14.8 44,7 6.699, 18.36 4,5 824,25 14% 2.05% 3.519,7 23.7% 2.173,5 118,5 11,7% 12 months 5 3.3 Deposits 900, 791, 821,2 30 3,7% -109,5 CKH > 12 75 25 12,2% months Classfication capital sources by object 4.1 Deposits and 0 0 0 loans 4.2 Capital mobilized from customers Resident 9.05 10.0 12.28 2.197.5 21,7% 1.029 11,3% Deposits 86 3,5 Institutional 4.51 5.55 6.902, 1.352 24,3% 1.035 16.9% Deposits 25 4.3 Other sources 375 375 375 0 0 of capital Figure 3-6 AgriBank’s Hoa Lac capital raising’s structure from 2019 to 2021 The increase in the capital source over time is attributable to AgriBank Hoa Lac's focus on properly executing the capital structure (increasing stable capital from locals and economic institutions while lowering unstable capital sources for deposits and loans) credit institutions, financial institutions) through the diversification of their products, methods of raising capital, flexible deposit interest rates fit for each market, well-organized campaigns to raise deposits, and the issue of valuable papers However, the capital growth rate is still below the 20 to 25 percent objective set for the 2019–2021 period Due in part to changes in the gold and foreign exchange rates, deposit interest rates, and capital market volatility as well as the previous period's high inflation rates, capital growth has not been particularly strong Additionally, one of the primary causes of the aforementioned circumstance is that AgriBank's interest rate (3.5%) is not nearly competitive enough with TCB, VIB, or ACB Regulations limiting deposit interest rates increased competition, which prevented the total amount of money mobilized from rising as much as it once did On December 31, 2021, total capital reached 19.185,75 billion VND, an increase of 18,5% from December 31, 2020 The entire capital increased by 13,2% from 2019 to 2020, reaching 13.728,75 billion VND 13 3.3 Analyze the effectiveness of capital raising: 3.3.1 Average fund mobilization in the first six months of 2022 of the branch: Figure 3-7 AgriBank Hoa Lac’s fund mobilization in the first six months of 2022 In 2021, in the context of the resurgence of the Covid-19 pandemic, deposit growth and interest rates are very low However, entering the year 2022, the deposit market changes rapidly From the beginning of 2022 until now, deposit interest rates have increased by an average of 0.5-1 percentage points for a term of 6-12 months compared to the end of 2021 due to the control of the Covid-19 epidemic, the economy is recovering With strong signs of recovery, capital demand increased strongly, so banks were forced to raise deposit rates As a result, the capital in the first six months of 2022 increased substantial from 1.513,27 to 1777.95 billion VND, nearly 18% There is still a mirror decrease in March to 1538,775 billion VND because of COVID-19 pandemic 3.3.2 Fund raising/total capital Unit: billion VND Year Total capital 2019 13.572 2020 15.636 2021 19.185,75 Fund raising 10.857,6 10.163,4 14.389,31 65% 70% Fund raising/Total capital 80% 14 Figure 3-8 The proportion of Fund raising/ total capital from 2019 to 2021 The bank's capital comes mainly from mobilized fund 2020 and 2021 was a difficult year for aising capital for banks, so the proportion of capital raising decreased considerably to 65% and 70%, respectively In general, the proportion total AgriBank's mobilized fund is mainly short-term capital, the payment problem account may be a matter of concern in the capital structure of Hoa Lac branch difficult year for aising capital for banks, so the proportion of capital raising decreased considerably In general, the proportion total althoughtowever, because AgriBank's mobilized capital is mainly short-term capital, the payment problem account may be a matter of concern in the capital structure of Hoa Lac branch 3.4 Achievements and Limitations: 3.4.1 Achievements: The capital scale of AgriBank Hoa Lac branch is constantly growing year by year Total mobilized fund up to 14.389,31 billion VND, increased around 20% when compared to this number in 2020 Improved capital structure and stability: Classification structure people's mobilization sources, organizations and financial institutions have changed somewhat Structure about term of capital is guaranteed, balance between short-term and long-term sources Muscle structure of mobilized currency also changed Fund raising organization is becoming more and more complete and professional Based on the business plan assigned by AgriBank from time to time, the management The branch performs the assignment of planning targets to each unit, each department in the branch based on the capabilities of each unit So all units are complete Successfully completing the assignment plan, ensuring fairness and motivation for the units Modern banking services include: BSMS, direct banking, home banking, VN topup, mobile banking, bill payment, insurance purchase on ATM, VN mart e-walle The quality of services is increasingly improved, since then promote and attract more and more customers to use these services 3.4.1 Limitations: Diversified fundraising products, but marketing with customers are not really effective, so customer marketing results are not high Competitive interest rates but not many promotions and gifts gifts, so it is not attractive to customers who like gifts like the elderly, pensioners… Have not built a set of products for the target customer group, just Single sales, lack of synchronization, so the efficiency is low 15 Modern products have just been deployed, so there are still many errors The interest rate for fund mobilization is controlled by the ceiling interest rate of the State does not reflect the correct interest rates in the market, is not attractive to customers Sources of foreign currency mobilized are few compared to available customer resources 3.4.2 Reasons for limitations: Subjective reasons: The branch has just founded in 2013 and faced stiff competition from the above banks locality The Bank's operations are limited in terms of transaction time and have not yet been established eestablish an ffective system of indicators for the mobilization and use of capital Echo The customer has not come up with an effective customer strategy, and the human resources are few and thin share for too many professional fields and internal and business reports Marketing is not effective, information technology system and power bank The company also often encounters problems and technical errors that cause delays and loss of trust in customers, The implementation and development of new products is still slow, and the process has not been improved designed to shorten the transaction time for customers Objective reasons: Fierce competition of rival banks in the same area; market Vietnam's finances are still incomplete; system of related legal documents banking activities are not synchronized, consistent and complete; mechanism, main State budget for banking activities is still limited; banking technology infrastructure Outdated goods, unstable quality Solution for Current problem in Vietnam Bank for Agriculture and Rural Development 4.1 Hoa Lac Branch oriented development: The branch in the near future will develop with the following orientations: Implement a flexible interest rate policy, in line with the market, in compliance with regulations determined by the State Bank from time to time Develop diversified deposit products, flexible in terms of time and interest rates meet the needs of each individual customer, organization and business on the basis of Analyze the needs and size of the market, coordinate with other departments to develop card products and services to enhance the ability to raise capital 16 Actively improve the system of products and services in the direction of standardization and convenience benefits, diversified according to the customer's industry and business area associated with management risk Implement credit restructuring in a positive direction, through building Building a solid customer base, prioritizing the new market is the customer block individuals, small and medium enterprises; further diversify the credit portfolio by industry, focusing on industries with long-term development potential, limited for loans to highrisk industries, and at the same time increase lending to businesses out of state With the goal of becoming one of the commercial banks providing services leading retail credit, the branch under the direction of AgriBank has developed many products credit products for individual customers and business households Strategy credit development and appropriate credit policies are researched and built based on business strategy in each period, which determines the position of AgriBank, its target audience target customers and market to target Based on the credit strategy, the situation business activities as well as expected capital needs, indicators such as: credit structure; credit limit by product, currency, sector, city Economic part and customers will be assigned to member units 4.2 Solutions for fund mobilization problems: 4.2.1 Solutions to increase capital from individuals: Applying flexible interest rate policy: People in general is quite sensitive to bank interest rates, this type of customers often compares deposit interest rates vary from bank to bank, and there is usually an expectation want to get a high deposit interest rate Therefore, the application of flexible interest rates and in accordance with the policies of the State and AgriBank is one of the ways to attract capital from individual Implying suitable strategies to promote the bank's image: Compared with other banks other joint stock commercial banks such as techcombank or viettinbank, AgriBank still has not focused on propaganda and promotion activities for the image of the bank Currently, competition between banks is becoming more and more fierce Banks are launching a series of products and services to attract customers, especially capital from individuals, the marketing solution is an effective solution to bringing AgriBank's image and brand to more residential customers Modernizing banking technology: Nowadays, the application of technology, science and engineering in the banking sector have become an extremely important issue The implementation of processes in the direction of automation not only helps branches reduce customer waiting time and save staff costs force The customers always wants services to be performed in the 17 fastest and most convenient way Therefore, in the coming time, AgriBank in general and Hoa Lac- Branch in particular need to invest more in new and more modern technologies to be able to attract many customers to use customer services, especially payments and transfers Card service is also one of the strong services of AgriBank, in which the trend of non-cash payment is increasingly popular, strengthening the development of products besides lending such as card activities is a in ways to diversify and bring AgriBank's brand to customers residential goods 4.2.2 Solutions for medium and long-term fund mobilization: In order to increase the medium and long-term mobilized fund, in addition to pay more attention to measures to attract customers, promote promotional activities brand, strengthen advertising, organize many promotional programs forever such as sweepstakes programs for customers to borrow money or deposit money thrifty, proactively probe about customer satisfaction, focus on exploiting more medium and long-term capital from components of the retail market as In the above analysis, it is necessary to develop and organize the implementation of customer policies, have appropriate and regular policies such as: consider customer classification to have special policies for customers with large deposits, understand the reason of customers stopping transactions, withdrawing deposits and transferring to banks other customers to take appropriate measures to restore and maintain good relations with customers, appoint good professional staff with good ethics with good communication ability to providing services, taking care of customers with large deposit balances, using many banking services, establish a dedicated team to help leaders meet the requirements of care, marketing, and service Customer service, Deployment of products and services, providing package products for customers, learn, research customers to come up with suitable products for customers For each specific customer, there is a development plan, planning and staff training in-depth and professional in professional skills, meeting modern conditions, meeting Enter, transaction style, civilized, modern, attentive customer guidance 4.2.3 Solution for process implementation: For short-term loans to finance working capital for the approval clause is under the approval authority of the approval authority of the Director/Deputy Director in charge of credit risk, under the approval authority of the association credit lines are relatively long, typical of working capital financing loans usually to address the temporary shortage of capital of the business businesses, often solving for businesses to buy raw materials according to the characteristics of the season service of input materials Because of the above characteristics, the loan period for capital financing Mobility should be shortened to ensure time for businesses, usually for banks, it is 7-10 days for short-term loans, however, just to ensure time for customers while ensuring to limit credit risk in the process loan appraisal, and AgriBank is a fairly large bank with a large number of customers so the time is quite good for the credit approval time to 18 finance working capital action for the approval under the approval authority of the approval authority 49 approved by the Director/Deputy Director in charge of credit risk, under the approval authority Credit council approval should range from 13-17 days 4.3 Request: Strict control of interest rates at banks: State agencies need to control stricter deposit and lending rates of banks in order to avoid deposits exceeded the ceiling of banks and created a race in interest rates and sudden interest rate fluctuations Timely and effective handling of micro-organizations committing acts of exceeding the ceiling interest rate as prescribed by law Accordingly, the work Banking inspection and supervision need to be promoted, and at the same time, rationalize sanctions Inspection and supervision work needs to increase concentration of resources for completion “Early warning system” for early forecasting of systemic risks in economic conditions The world will have many complicated changes, as predicted in 2022 When working Strengthened and strengthened banking supervision and inspection will contribute to reducing the phenomenon of "circumvention of the law" on the ceiling interest rate Since then, the operation of the banking system become more transparent, the SBV's administrative measures related to face reduction equal interest rates for the economy to ensure efficiency Recommendations for the Vietnam Bank for Agriculture and Rural Development: AgriBank needs to have policies and measures to encourage its member units; improve the efficiency of information exchange and provision activities in the system; increase the role of a guide for the implementation of documents, regulations and regulations of the State Bank; continue to innovate and perfect customer policies, apply preferential rates on interest rates attractive rates to acquire and retain stable customers 19 Conclusion: During the internship report, I find myself gaining several knowledge related to finance and accounting Because of that, I will be well-prepared for study at university and the more confident about the upcoming internship period In fund mobilization activities, although Vietnam Bank for Agriculture and Rural Development Hoa Lac has just been established, the entire staff of the branch is always there to identify as the primary task From practical experience in the past, the process of contributing to building and developing a new branch, based on the theory learned at university I choose the research topic: “Improving the quality of fund mobilization at the Vietnam Bank for Agriculture and Rural Development Hoa Lac 20