(Luận văn) uncertainty about processes and regulations of credit officers at orient bank

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business t to ng hi ep w n lo ad ju y th yi pl Huynh Dao Duc n ua al va n UNCERTAINTY ABOUT PROCESSES AND REGULATIONS OF CREDIT OFFICERS AT ORIENT BANK ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2019 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business t to ng hi ep w n lo ad ju y th yi pl Huynh Dao Duc n ua al va n UNCERTAINTY ABOUT PROCESSES AND REGULATIONS OF CREDIT OFFICERS AT ORIENT BANK ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va MASTER OF BUSINESS ADMINISTRATION y te re SUPERVISOR: Nguyễn Thị Mai Trang Ho Chi Minh City – Year 2019 EXECUTIVE SUMMARY In 2018 marked the milestone of 10 years since the global financial crisis took t to place and contrary to previous expectations, the world economy slowed markedly ng Global growth is estimated to increase by only 3.1% - lower than the previous forecast hi ep of 4% - due to escalating and prolonged trade war between the US and China In addition, the monetary policy of the State Bank also began to tighten w n lo Facing the challenges of the world situation, Vietnam still has a quite successful ad year, namely: GDP (Gross domestic product) growth of + 7.08%; inflation is well y th ju controlled with average annual CPI (Consumer price index) of 3.54%; The stable yi economic environment has helped attract a large amount of foreign investment in 2018 pl ua al The banking sector continued to prosper in 2018 with the general trend of profit n exceeding the plan, declining NPLs (Non-performing loan), controlled credit increased va n by 14%, exchange rate and market interest rates were kept stable thanks to policies fu ll active, flexible and effective currency Big banks such as Vietcombank, Techcombank, m oi BIDV, Vietinbank have positive operating results in 2018 with high profits through at nh promoting many associated service activities to promote business, paralleling that, z increasing strengthening the quality of banking services z ht vb Also in 2018, OCB achieved many successes with revenue and profit growth jm over the years from 2015 to 2018 Many prestigious awards for banks such as Vietnam k Outstanding Banking Awards 2018, Most Innovative Digital Bank Vietnam 2018 and gm l.c Best New Omni Channel Platform in Vietnam It shows that OCB is constantly improving and improving the quality of services and technology to meet the market's om demand in the best way However, besides, there are still a number of problems that a Lu have significant impact on the quality of lending services of OCB, partly affecting the n are still lacking in knowledge processing skills for ineffective customers to play the role Important in the outcome of the set target bank In addition, some reasonable y activities affected by human factors as credit officers when working with customers te re profit of OCB not really achieved as expected Research results show that business n va satisfaction of customers when using the service, that making the results of business solutions are proposed to solve problem to improve the service quality of OCB in order to improve the professional quality of credit officers, promote business growth t to strongly ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re ACKNOWLEDGEMENT In the process of researching the topic, I have received the encouragement, t to guidance and support of Professor Nguyen Thi Mai Trang and other teachers, in order ng hi to complete the implementation of the entire master's degree project I want to send my ep appreciation to my mentor It was a pleasure working with her in this project I want to w thank my friends and family for supporting me a lot while I was studying Your n lo patience, understanding and respect have been greatly appreciated ad ju y th I sincerely thank: yi - Board of Directors, Professor Nguyen Thi Mai Trang and lecturers and pl supporters at ISB ua al n - Family, friends, colleagues encouraged, cheering and help me during the past n va time fu ll Although there have been many attempts during the process of implementing the m oi topic, there may be limitations and shortcomings I look forward to receiving at nh comments and advice from teachers z z ht vb k jm om l.c gm n a Lu n va y te re TABLE OF CONTENTS t to ng hi Executive summary…………………………………………………… ………….1 ep Acknowledgement ……………………………………………………… ….….…3 w List of Tables ………… ……………………………………………….….………6 n List of Figures…….……….…………………………………………… …………6 lo ad Introduction……….…… …………………………………………… ……… y th Symptom analysis……………………………………………………………….9 ju yi Problems analysis…………………………………….…………………………16 pl 3.1.Potential problems……………………………………… ………………… 16 al n ua 3.1.1.Criteria for assessing loan service quality……………… ………………….16 va 3.1.2.Criteria for evaluation of distribution network…………………….… …….20 n 3.2 Problem validation …………………………………… ………….………….22 fu ll Cause analysis……………………….…………………………….…………….24 m oi 4.1 Potential causes…………………………… ……………………….…….… 24 nh at 4.1.1 Lack of support from leaders and organizations…………………… ….… 24 z 4.1.2 Processes and regulations are overlapping and inconsistent…… … …… 25 z ht vb 4.2 Cause validation……………………………………………………… … …27 jm Alternative solution………………………………………………………….….28 k 5.1.The first alternative solution: simplify the system of regulatory documents 30 gm 5.2.The second alternative solution: Contribute comments from relevant 5.3.The third alternative solution: Hire an independent consulting firm to om l.c departments for regulatory documents issued in the system …….….…32 a Lu issue regulations……………………………………………………………….35 n va te re Organization of action ………………………………………………………….37 n 5.4.Justification solution………………………………………………………… 36 y Conclusion………………………………………………………………………40 Supporting information…………………………………………………………41 Interview description ………………….………………………………… ………42 Questionnaire……… … ……………………………………………….… ……49 Interview transcript………….………………………………………….………….51 t to Reference… …………………………………………….……………… ………72 ng Appendix………………………………………………………………….……….74 hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re LIST OF TABLES Table 1: Table of business profit results of OCB compared the plan in 2018 t to Table 2: Table of results of lending and capital mobilization activities in 2018 ng hi LIST OF FIGURES ep Figure 1: OCB organizational structure w Figure 2: The reason why customers are satisfied when using loan service at OCB n lo Figure 3: Evaluate transaction system conveniently, safely, accurately ad y th Figure 4: Evaluate level of information security control yi transparently ju Figure 5: Customer satisfaction on information of business activities publicly and pl n government's proposal ua al Figure 6: Customer satisfaction level of bad debt of OCB is consistent with the n va Figure 7: Customer satisfaction on diverse, suitable and responsive business products ll fu Figure 8: Customer satisfaction on transaction processing time oi m Figure 9: Customer satisfaction on transaction process nh Figure 10: Customer satisfaction on enthusiastic, friendly of customer service at Figure 11: The level of satisfaction of you about the transaction location of OCB z z Figure 12: Transaction location network of commercial banks vb k jm Figure 14: Cause – and – effect tree ht Figure 13: Fish bone chart on the main problem - the cause om l.c gm n a Lu n va y te re INTRODUCTION Name of Bank: Orient Commercial Joint Stock Bank (OCB) t to Head office: 41 - 45 Le Duan, Ben Nghe Ward, District 1, TP Ho Chi Minh ng Phone: (84-28) 3822 0960 - 3822 0962 - Fax: (84-28) 3822 0963 hi Website: www.ocb.com.vn ep License No 0061 / NH-GP dated April 13, 1996 issued by the State Bank of Vietnam w Charter capital: VND 6,599,000,000,000 n lo Business Registration Certificate: No 0300852005 issued by Ho Chi Minh City ad y th Department of Planning and Investment for the first time on May 10, 1996, registered ju for the 31st change on December 26, 2017 yi Founded on 10.06.1996, OCB has nearly 200 business units at 120 transaction pl ua al points present in all cities and key economic regions throughout the country OCB has n affirmed its leading position in the foundation of modern technology, loved brand n va Continuously for many years, OCB has twice the growth rate of the industry average, oi m indicators ll fu the bad debt rate is always controlled with a low level, ensuring high and stable safety nh The year of 2017 is considered a successful year of OCB with impressive profit at of over VND 1,000 billion; ranked B2 by Moody’s (one of the three most prestigious z z credit rating firms in the world) - the highest level of commercial banks in Vietnam vb ht OCB also announced that the first Vietnamese bank announced the completion of k jm Basel II project implementation gm On March 19, 2017, OCB was also the first bank to deploy digital banking l.c services on the Omni-Channel platform With the foundation already prepared, OCB om will continue to implement the strategic objectives to affirm the best Banking group in a Lu Vietnam with good business efficiency, good asset quality and intelligent management n system transparent, complying with the regulations of the State Bank and towards n va international standards y te re t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z vb ht Figure 1: OCB organizational structure jm (Source: OCB, 2019 (14)) k gm Enterprise customer relations department (credit officer) is a subordinate sales om l.c team of CB and SME centers of business units within the enterprise customers and micro- Enterprise customers (business block) Operation of the sales team is to set up a Lu marketing plans and exploit customers according to each specific region and locality; n Developing new customers, selling products and services on mobilization, credit, promotions for products and services for enterprise customers The operation of the Credit Management Division is to conduct appraisal, evaluation and control of y participating and designing to build content on policies, procedures, guidelines and te re existing customers Managing business customers on business operations; Besides, n va services and consulting, solving customer requirements; Take care and maintain Interviewer: Yes, thank you for sharing very helpful issues for me Through the talk, I have a broad view of the company today Wishing you more success in the future and hope the company can soon t to meet the current needs of the room ng Loc: Thanks to Duc, hope my sharing can help you complete the upcoming report hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re 64 Interviewer: Huynh Dao Duc Interviewee: Tran Van Thanh Postion: Credit staff of Enterprise Customer Department of OCB Phu nhuan Branch t to Date: ng Place: Ho Chi Minh city hi ep Interviewer: Hello, I am Duc, I am currently studying at the ISB Institute of International Education w and my research on the company I am working on So I decided to choose Orient Bank (OCB) to make n lo my essay I am happy to be able to meet you today! I pledge that the collected information is only used ad for research purposes within the school y th Thanh: Yes, Hi Duc, I am Thanh, Customer Relationship Manager of Enterprise customer department ju of OCB Phu Nhuan Branch I am also happy to share the existing experience in my current job yi pl ua al Interviewer: Oh, thank you, so let's start! You share the work that your position is doing n Thanh: You simply understand that it is in charge of caring for and developing the customers who are n va businesses You must understand the strengths and weaknesses of banking products compared to competitors in order to provide product information suitable to each customer's needs in order to fu ll balance the interests of banks and customers In addition, the bank's orientation of selling credit in m oi each period to determine the target of suitable customers at nh Interviewer: How you think about the Bank you are working on? z z Thanh: OCB is a dynamic bank, capturing industry trends 4.0, always at the forefront of applying vb technology with utilities to customers OCB promotes rapid business growth over the years through ht jm scale-up activities, image recognition, technology promotion and risk control The welfare policy is k quite good with competitive salary compared to the industry market, but the insurance or welfare l.c gm regime for employees is still low an Lu colleagues? om Interviewer: Considering the company working environment, how you see the relationship between Thanh: My colleagues are very happy, friendly, supportive, sharing experiences with each other, but n va still a few are still jealous, taking things easy, not wanting to support others Thanh: Managers often work or are busy on business, so there are few opportunities to exchange and learn, most of them are submitted by mail, sometimes the documents are difficult, management is self- 65 ey t re Interviewer: What about the relationship between management and employees? resolving and responding the results for employees are based on, thus creating barriers for exchange staff with management, as well as relationships t to Interviewer: In terms of competitiveness of OCB compared to other banks? ng Thanh: As mentioned above, OCB is based on modern technology foundation, constantly updating the hi ep technology trend of the world, creating more integrated gadgets on products, low fees with a variety of products, creating an inherent competitive advantage with its own characteristics to be able to w compete with rivals, attract customers n lo ad Interviewer: You realize what customers are not satisfied when approaching OCB! y th Thanh: Banking density is still sparse so customers feel uncomfortable when coming to the ju transaction is quite far, but this is not the main problem Regarding the quality of banking services, yi despite many breakthrough changes, the core problem has not been solved thoroughly, this makes the pl n ua al processing time, as well as the quality of document processing has not been appreciated va Interviewer: What you think causes the quality of service for customers? n Thanh: Although making many records can occur errors, but if errors in many people give the same fu ll problem, it can be seen that the cause lies in the process system is not stable, specific cases such as m collection activities insurance fees, process of granting credit does not require insurance invoices, for oi nh small and medium enterprise customers department, the insurance regulations must have invoices, at while large enterprises customer department are not required Show that the regulations of the bank z overlap, some contents in the regulatory documents are vague, not clear to the readers to understand, z branches k jm ht vb have to read many times, or have to confirm the prescribed contents, this takes time for many gm Interviewer: From the above reasons, does OCB have any solutions to improve and fix that? l.c Thanh: OCB also has some solutions to improve the system, some outstanding solutions such as: A text that fixes many documents, this solution helps to unify the content of documents together, as well om as synthesize many documents into one, reduce a large number of individual revision documents, as an Lu well as time to search and understand regulations to implement, reduce large amount of time to process records, but this solution takes a long time to complete deployment Other solutions such as 66 ey processes are more complete and feasible in implementation with existing resources t re of many people in the departments of promulgation and implementation, therefore, regulations/ n to unify the content, understandings and meanings of the contents in the text based on many opinions va the regulations related to the regulations will be passed through comments and regulation / processes Interviewer: Yes, thank you for sharing very helpful issues for me Through the talk, I have a broad view of the company today Wishing you more success in the future and hope the company can soon meet the current needs of the room t to Thanh: Thanks to Duc, hope my sharing can help you complete the upcoming report ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re 67 INTERVIEW TRANSCRIPT Interviewer: Huynh Dao Duc Interviewee: Duong Thi Mai Hoa t to Company: BAMBOO AIRWAYS COMPANY LIMITED ng Brach: OCB district hi ep Place: Ho Chi Minh city w n lo Interviewer: Hi Madam, I am Duc, currently I study the Master of International Institute of ISB and ad my research topic about the company I am working on So I decided to choose Orient Bank (OCB) to y th make my essay I am happy to be able to meet you today! I pledge that the collected information is ju only used for research purposes within the school yi pl Hoa: Yes, Hi Duc, I am Hoa, Deputy Director of Bamboo Airway Company limited I am very happy n ua al to be able to share my feelings va Interviewer: Yes, thank you, so let's start! You share a bit of what your company operates in the field? n Hoa: My company has been in business for more than years, doing business in transporting fu ll passengers and goods; mobile restaurants, retail services of five-metal, paint, glass and other m oi installation equipment in construction in specialized stores nh at Interviewer: How does your company have credit relationship with OCB? z z Hoa: My company has implemented credit with OCB for more than months, with products that ht vb finance the operation of supplementing working capital to serve business for the company k jm appropriately, competitive interest rates compared with other banks So we chose OCB to cooperate gm Interviewer: Considering Quality of Service at OCB, how you feel? l.c Hoa: OCB stands out with many achievements in recent years on improving technology application in om banking services, bringing many combined utilities to customers, good control of risk activities with European technology information security platform On the other hand, it still has many things that an Lu make me not satisfied, the bank's documents required to provide procedures are cumbersome and n va complicated, so the company has to implement additional documents many times Hoa: My company carries out mortgage procedures to ensure loans at banks, legal documents on assets that the company prepares and provides to make documents at the request of bank staff, but 68 ey t re Interviewer: Can you share some more unsatisfied issues when using the service at OCB? during the process of processing credit officers, it is still required to supplement documents, specifically: the asset records not require insurance initially but then credit officers request to buy t to Interviewer: So you know the reason why the company file has not met the demand? ng Hoa: It is clear that the credit officers have not really grasped the regulations when the submission of hi ep the submitted file for supplementing the deficiencies leads to a prolonged processing time record affecting the process of processing record w n lo Interviewer: Yes, thank you for sharing very helpful issues for me Wish your company will achieve ad more success in the future and hope the bank can soon meet the needs that the company is not satisfied ju y th Flowers: Thank you, hope my sharing can help you complete the upcoming report yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re 69 INTERVIEW TRANSCRIPT Interviewer: Huynh Dao Duc Interviewee: Pham Thi My Nuong t to Company: THIEN LOC PHAT TECHNOLOGY TRADING COMPANY LIMITED ng hi Brach: OCB Bến Thành ep Place: Ho Chi Minh city w n lo Interviewer: Hi Madam, I am Duc, I am currently studying a master's degree at the International ad Institute of ISB and my research on the company I am working on So I decided to choose Orient Bank y th (OCB) to make my essay I am happy to be able to meet you today! I pledge that the collected ju information is only used for research purposes within the school yi pl Nuong: Yes, Hi Duc, I am Nuong, Director of Thien Loc Phat Technology Trading Co., Ltd I am n ua al very happy to be able to share my feelings n va Interviewer: Yes, thank you, so let's start! What you share your company about? Nuong: My company has been in business for nearly years, dealing in trades of automobiles, fu ll motorbikes, auxiliary products, installing equipment, industrial machines and construction of other oi m public and specialized projects at nh Interviewer: How does your company have credit relationship with OCB? z z Nuong: My company made credit with OCB for nearly 1.5 years, we were originally known as OCB vb with many breakthroughs in technology to facilitate transactions, and at the same time, the bank credit ht k at OCB jm officer advised on preferential products to attract businesses, so the company made a request for credit l.c gm Interviewer: Considering Quality of Service at OCB, how you feel? om Nuong: OCB has many integrated features based on advanced technology to help make transactions convenient, easy, preferential policies with low fees, diversified products suitable to my company an Lu situation Besides, some services have not met my expectations, such as transaction network, n va Professional qualification of credit officers are not really professional Nuong: The company carries out borrowing transactions at OCB quite constantly, the average time for processing documents of OCB is quite long as the company records payment for partners, assign credit officers in the morning or the previous day to process disbursements but until the end of the afternoon 70 ey t re Interviewer: can you share some more unsatisfied issues when using the service at OCB? the account informs them of money, sometimes the company has to re-sign the 2.3-time record for that transaction because of the mistake made by the credit officer, which sometimes makes the payment company profile late, time-consuming Besides, OCB's trading network is sparse so it is inconvenient t to to provide and sign loan documents, so sometimes I am a bit shy when going away ng hi ep Interviewer: So did you find out why the company file was processed long? Nuong: Sometimes I ask the credit officer about the company's records for long-term processing, w credit officers share because sometimes new regulations change, leading to the adjustment of the n lo documents to suit or middle Processing center requires additional records Although credit officers are ad enthusiastic, but in the long run, if the bank does not improve, the company will reduce transactions ju y th and transfer to other banks yi Interviewer: Yes, thank you for sharing very helpful issues for me Wish your company will achieve pl ua al more success in the future and hope the bank can soon meet the needs that the company is not satisfied Nuong: Thank you, hope my sharing can help you complete the upcoming report n n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re 71 REFERENCE t to (1) ng hi (2) ep (3) Arasa, R., & K’Obonyo, P The relationship between strategic planning and firm performance International Journal of Humanities and Social Science 2012; 2(22), 201-213 Retrieved from http://www.ijhssnet.com/journals/Vol_2_No_22_Special_Issue_November_2012/24.pdf Lewis, B R Quality in the Service Sector: A Review International Journal of Bank Marketing 1989; 7(5), 4–12 Parasuraman, A; Zeithaml, Valarie A; Berry, Leonard L Journal of Retailing; Greenwich 1988; 64(1), 12 Allen, M W Communication concepts related to perceived organizational support Western Journal of Communication 1995; 59: 326–346 Cropanzano, R., Howes, J C., Grandey, A A., & Toth, P The relationship of organizational politics and support to work behaviors, attitudes, and stress Journal of Organizational Behavior 1997; 22: 159–180 Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D Perceived organizational support Journal of Applied Psychology 1986; 71: 500–507 Eisenberger, R., Fasolo, P., & Davis-LaMastro, V Perceived organizational support and employee diligence, commitment, and innovation Journal of Applied Psychology 1990; 75: 51–59 Fukuyama, H “Technical and Scale Effiiciency of Econometric Frontier Functions”, Journal of Banking and Finance 1993; 20: 745-771 Frank Heid “The cyclical effects of the Basel II capital requirements”, Journal of Banking & Finance 2007; 31 Ha Thi Thu Phuong Nang cao nang luc tai chinh cua cac ngan hang thuong mai Viet Nam Tai Chinh [serial online] 2018 Available from: http://tapchitaichinh.vn/kinh-te-vi-mo/nang-caonang-luc-tai-chinh-cua-cac-ngan-hang-thuong-mai-viet-nam-133891.html [Accessed 25th March 2019] Hofmann, D A., & Morgeson, F P Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange Journal of Applied Psychology 1999; 84: 286–296 Hutchison, S A path model of perceived organizational support Journal of Social Behavior and Personality 1997; 12: 159–174 Kottke, J L., & Sharafinski, C E Measuring perceived supervisory and organizational support Educational and Psychological Measurement 1988; 48: 1075–1079 Malatesta, R M Understanding the dynamics of organizational and supervisory commitment using a social exchange framework Unpublished doctoral dissertation, Wayne State University; 1995 Bao cao tai chinh OCB: Ngan hang Phuong Dong Available from: https://www.ocb.com.vn/vi/bao-cao-tai-chinh-quy.html [Accessed 25th May 2019] Nguyen Thu Hien Nang cao nang luc canh tranh cua ngan hang thuong mai nha nuoc Viet Nam tien trinh hoi nhap kinh te [PhD thesis] Luan an tien si kinh te, Hoc vien ngan hang; 2011 Rhoades, L., Eisenberger, R., & Armeli, S Affective commitment to the organization: The contribution of perceived organizational support Journal of Applied Psychology 2001; 86: 825–836 w n (4) lo ad (5) ju y th yi (6) pl n ua al (7) n va (8) ll oi m (10) fu (9) at nh z z (11) k jm ht vb (12) om l.c (14) gm (13) ey t re 72 n (17) va (16) an Lu (15) t to ng hi ep (18) Shore, L M., & Shore, T H (1995) Perceived organizational support and organizational justice In R S Cropanzano & K M Kacmar (Eds.), Organizational politics, justice, and support: Managing the social climate of the workplace (pp 149–164) Westport, CT: Quorum (19) Shore, L M., & Tetrick, L E A construct validity study of the Survey of Perceived Organizational Support Journal of Applied Psychology 1991; 76: 637–643 (20) Settoon, R P., Bennett, N., & Liden, R C Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity Journal of Applied Psychology 1996; 81: 219–227 (21) Wayne, S J., Shore, L M., & Liden., R C Perceived organizational support and leadermember exchange: A social exchange perspective Academy of Management Journal 1997; 40: 82–111 (22) Pacific Crest Group Are Your Policies and Procedures a Barrier To Growing Your Company? 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effective business activities and tend to continue to jm ht grow; Compliance and effective safety risk management system Moody’s also assesses the B1 credit rating for OCB's liquidity capacity targets k gm In April 2017, OCB officially established an international money transfer company Year 2017 continue to improve the quality of services for customers om l.c under the Bank to affirm its professionalism in operations and create a premise to On December 6, 2017, OCB announced to have completed Basel II project To an Lu complete the items of risk management project under Basel II international standards, OCB has implemented 10 tools to actively support credit and risk va management; research, draft, adjust and improve nearly 30 processes and OCB is the first bank to announce the completion of Basel II deployment in Vietnam 74 ey for both Basel Project Boards and employees throughout the system t re organized a series of communication and training programs that were implemented n regulations related to credit, data and risk management In addition, OCB also On March 19, 2018, OCB launched the OCB OMNI channel banking application, applying the Omni-Channel platform (integrating channels) into the Bank's activities, marking a new turning point to become a Combined Bank First channel t to in Vietnam ng Year 2018 OCB deployed to build Omni-Channel platform with the cooperation of partner hi ep Asseco Group (present in most European countries, Canada, USA, Japan, Israel) and Fintek partner - Development consulting company and providing technology w services in Vietnam n lo ad Business lines: ju y th Industry Name Other monetary intermediary activities yi pl Detail: ua al - Mobilize short-term, medium-term and long-term capital of all economic sectors and residents in the form of term deposits, demand deposits in Vietnam dong n va - Receiving entrusted investment and development capital of domestic organizations n - Borrowing capital from the State Bank and other credit institutions fu ll - Providing short, medium and long-term loans to organizations and individuals depending on the nature oi m and ability of capital sources z z - Making payment services among customers at purchase according to current law nh - Discounting commercial paper, bonds and valuable papers Contribution of capital, joint venture and share ht vb - Conducting foreign currency trading, gold and silver trading and international payment, mobilizing k - Insurance agent in accordance with the law jm foreign capital and other banking services in foreign relations when permitted by the State Bank gm - Trading bonds in accordance with the law - Open payment account for customers Male; + Opening payment accounts at other credit institutions and foreign bank branches an Lu - Open an account: + Open a payment account at the State Bank of Vietnam om valuable papers; + Issuing credit card + Bank guarantee l.c - Credit provision in the following forms: + Discount, rediscount of negotiable instruments; rediscount va n - Organizing internal payment, participating in the national inter-bank payment system t re - Cash management, banking and financial consulting services; managed services ey management, asset preservation, rental cabinets, safety deposit boxes - Enterprise finance consultancy, advisory, merger, merger and investment consultancy - Participate in bidding of Treasury bills, negotiable instruments, Government bonds, State Bank bills and 75 other valuable papers on the monetary market - Currency brokerage service - Issuance of certificates of deposit, promissory notes, bonds, bills and bonds to mobilize capital in t to accordance with the Law on Credit Institutions, Securities Law, Government regulations and instructions of ng the Home Bank Vietnam hi ep - Sending and receiving capital from credit institutions, foreign bank branches, domestic and foreign financial institutions in accordance with law and guidelines of the State Bank of Vietnam w - Entrust, agent in the field of banking operations, insurance business, asset management in accordance with n lo the law and guidelines of the State Bank of Vietnam ad - Buying debt y th Wholesale of metals and metal ores ju Details: Trading in buying and selling gold bars yi pl ua al Market operation n Over the past years, OCB has continuously expanded its operation network in the provinces and cities n va nationwide The objective of OCB in addition to expanding business locations, also focusing on fu reviewing and adjusting unit identification and focusing on developing other business channels to ll serve customers such as digital environment through digital banking m oi In August 2017, OCB was licensed to establish new transaction offices in provinces of Nghe An, nh Soc Trang, Dong Thap, Ba Ria Vung Tau, Vinh Long and Khanh Hoa OCB has completed the at opening and operation of more transaction offices by the end of 2017 and completed the opening of z z remaining transaction offices before the second quarter of 2018, bringing the total number of vb transaction points to 122 points, including: Head office, 34 branches, 87 transaction offices are ht jm present in 24 provinces and cities nationwide Also in 2018, OCB plans to ask for permission to open k 08 new transaction points including branches and transaction offices, bringing the total number of gm transaction points to 130 points in 29 provinces; continue to expand automatic trading system ATM l.c and complete new trading model embellishment Besides developing and opening new PGDs as om approved by the State Bank (SBV), to promote business activities for network units, OCB implements an Lu measures to reform and restructure its branches / transaction offices, including comprehensive assessment of operating areas, allocation of geographical locations and facilities ( including the promotion 76 ey geographical locations reason to facilitate transactions, management as well as promote brand t re relocating offices with unfavorable business locations, small, hidden, difficult to identify or unsuitable n equipment, furniture ) Based on the above assessments, OCB has a policy of changing positions and va conditions of building business location: area, front, security, traffic, parking, vision as well as office Orient Commercial Joint Stock Bank aims to increase the quality of card products and services, and to use cost effectively In order not to spend too much on the installation of ATM systems, OCB only installs ATMs at key transaction locations that create a lot of value such as Hanoi and Ho Chi Minh, t to and at the same time focus on expanding links with other banks through which to expand payment ng channels and meet the diverse needs of customers hi ep Determining the digital banking development strategy, OCB focuses on investing in synchronous technology infrastructure and organizational model to develop digital business channels In March w 2018, OCB officially launched the first integrated channel platform in Vietnam Omni channel, with n lo the deployment of the first two important trading channels in the digital environment: Internet banking ad (IB) and mobile banking ( MB), opening the trend of providing many different products, with the ju y th highest deployment speed and security capability yi pl n ua al n va ll fu oi m at nh z jm ht vb Vision statement z Vision and Business activities OCB’s vision is to become a leader of multi-functional bank in retail banking and small and l.c gm Mission statement k medium enterprises in Vietnam Creating the optimal solutions to bring the highest value to customers and investors, actively om contributing to the common development of the community and society by building enthusiasm labor Core values an Lu forced, understanding the customer needs are clearly stated in its mission ey t re term opportunities and building strategically competitive advantages n continuing to show a good, efficient and top quality bank in the market, focusing on exploiting short- va In 2018, OCB strives to implement the development strategy to 2020, with the goal of Business objectives OCB continues to improve the foundations of a modern bank with advanced organizational model, centralized management, modern technology system, experienced human resources and 77 friendly OCB brand preparing the future step to become the best bank in Vietnam with strong profit, good governance and impressive growth rate The bank always plans for stages of development, which aims to apply administrative system in accordance with international standards t to ng Major financial indicators hi Year 2017 Year 2018 Charter capital (million VND) 5,000,000 6,599,211 Capital adequacy ratio 11,6% 12,01% 1,48% 1,48% 93,37% 95,52% ep Criteria w n lo Bad debt ratio ad Profitable assets / Total assets are inscribed ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm an Lu n va ey t re 78