Uncertainty about processes and regulations of credit officers at orient bank

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Huynh Dao Duc UNCERTAINTY ABOUT PROCESSES AND REGULATIONS OF CREDIT OFFICERS AT ORIENT BANK MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2019 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Huynh Dao Duc UNCERTAINTY ABOUT PROCESSES AND REGULATIONS OF CREDIT OFFICERS AT ORIENT BANK MASTER OF BUSINESS ADMINISTRATION 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 place and contrary to previous expectations, the world economy slowed markedly Global growth is estimated to increase by only 3.1% - lower than the previous forecast 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 Facing the challenges of the world situation, Vietnam still has a quite successful year, namely: GDP (Gross domestic product) growth of + 7.08%; inflation is well controlled with average annual CPI (Consumer price index) of 3.54%; The stable economic environment has helped attract a large amount of foreign investment in 2018 The banking sector continued to prosper in 2018 with the general trend of profit exceeding the plan, declining NPLs (Non-performing loan), controlled credit increased by 14%, exchange rate and market interest rates were kept stable thanks to policies active, flexible and effective currency Big banks such as Vietcombank, Techcombank, BIDV, Vietinbank have positive operating results in 2018 with high profits through promoting many associated service activities to promote business, paralleling that, increasing strengthening the quality of banking services Also in 2018, OCB achieved many successes with revenue and profit growth over the years from 2015 to 2018 Many prestigious awards for banks such as Vietnam Outstanding Banking Awards 2018, Most Innovative Digital Bank Vietnam 2018 and 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 demand in the best way However, besides, there are still a number of problems that have significant impact on the quality of lending services of OCB, partly affecting the satisfaction of customers when using the service, that making the results of business profit of OCB not really achieved as expected Research results show that business activities affected by human factors as credit officers when working with customers 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 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 strongly ACKNOWLEDGEMENT In the process of researching the topic, I have received the encouragement, guidance and support of Professor Nguyen Thi Mai Trang and other teachers, in order to complete the implementation of the entire master's degree project I want to send my appreciation to my mentor It was a pleasure working with her in this project I want to thank my friends and family for supporting me a lot while I was studying Your patience, understanding and respect have been greatly appreciated I sincerely thank: - Board of Directors, Professor Nguyen Thi Mai Trang and lecturers and supporters at ISB - Family, friends, colleagues encouraged, cheering and help me during the past time Although there have been many attempts during the process of implementing the topic, there may be limitations and shortcomings I look forward to receiving comments and advice from teachers TABLE OF CONTENTS Executive summary…………………………………………………… ………….1 Acknowledgement ……………………………………………………… ….….…3 List of Tables ………… ……………………………………………….….………6 List of Figures…….……….…………………………………………… …………6 Introduction……….…… …………………………………………… ……… Symptom analysis……………………………………………………………….9 Problems analysis…………………………………….…………………………16 3.1.Potential problems……………………………………… ………………… 16 3.1.1.Criteria for assessing loan service quality……………… ………………….16 3.1.2.Criteria for evaluation of distribution network…………………….… …….20 3.2 Problem validation …………………………………… ………….………….22 Cause analysis……………………….…………………………….…………….24 4.1 Potential causes…………………………… ……………………….…….… 24 4.1.1 Lack of support from leaders and organizations…………………… ….… 24 4.1.2 Processes and regulations are overlapping and inconsistent…… … …… 25 4.2 Cause validation……………………………………………………… … …27 Alternative solution………………………………………………………….….28 5.1.The first alternative solution: simplify the system of regulatory documents 30 5.2.The second alternative solution: Contribute comments from relevant departments for regulatory documents issued in the system …….….…32 5.3.The third alternative solution: Hire an independent consulting firm to issue regulations……………………………………………………………….35 5.4.Justification solution………………………………………………………… 36 Organization of action ………………………………………………………….37 Conclusion………………………………………………………………………40 Supporting information…………………………………………………………41 Interview description ………………….………………………………… ………42 Questionnaire……… … ……………………………………………….… ……49 Interview transcript………….………………………………………….………….51 Reference… …………………………………………….……………… ………72 Appendix………………………………………………………………….……….74 LIST OF TABLES Table 1: Table of business profit results of OCB compared the plan in 2018 Table 2: Table of results of lending and capital mobilization activities in 2018 LIST OF FIGURES Figure 1: OCB organizational structure Figure 2: The reason why customers are satisfied when using loan service at OCB Figure 3: Evaluate transaction system conveniently, safely, accurately Figure 4: Evaluate level of information security control Figure 5: Customer satisfaction on information of business activities publicly and transparently Figure 6: Customer satisfaction level of bad debt of OCB is consistent with the government's proposal Figure 7: Customer satisfaction on diverse, suitable and responsive business products Figure 8: Customer satisfaction on transaction processing time Figure 9: Customer satisfaction on transaction process Figure 10: Customer satisfaction on enthusiastic, friendly of customer service Figure 11: The level of satisfaction of you about the transaction location of OCB Figure 12: Transaction location network of commercial banks Figure 13: Fish bone chart on the main problem - the cause Figure 14: Cause – and – effect tree INTRODUCTION Name of Bank: Orient Commercial Joint Stock Bank (OCB) Head office: 41 - 45 Le Duan, Ben Nghe Ward, District 1, TP Ho Chi Minh Phone: (84-28) 3822 0960 - 3822 0962 - Fax: (84-28) 3822 0963 Website: www.ocb.com.vn License No 0061 / NH-GP dated April 13, 1996 issued by the State Bank of Vietnam Charter capital: VND 6,599,000,000,000 Business Registration Certificate: No 0300852005 issued by Ho Chi Minh City Department of Planning and Investment for the first time on May 10, 1996, registered for the 31st change on December 26, 2017 Founded on 10.06.1996, OCB has nearly 200 business units at 120 transaction points present in all cities and key economic regions throughout the country OCB has affirmed its leading position in the foundation of modern technology, loved brand Continuously for many years, OCB has twice the growth rate of the industry average, the bad debt rate is always controlled with a low level, ensuring high and stable safety indicators The year of 2017 is considered a successful year of OCB with impressive profit of over VND 1,000 billion; ranked B2 by Moody’s (one of the three most prestigious credit rating firms in the world) - the highest level of commercial banks in Vietnam OCB also announced that the first Vietnamese bank announced the completion of Basel II project implementation On March 19, 2017, OCB was also the first bank to deploy digital banking services on the Omni-Channel platform With the foundation already prepared, OCB will continue to implement the strategic objectives to affirm the best Banking group in Vietnam with good business efficiency, good asset quality and intelligent management system transparent, complying with the regulations of the State Bank and towards international standards Figure 1: OCB organizational structure (Source: OCB, 2019 (14)) Enterprise customer relations department (credit officer) is a subordinate sales 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 marketing plans and exploit customers according to each specific region and locality; Developing new customers, selling products and services on mobilization, credit, services and consulting, solving customer requirements; Take care and maintain existing customers Managing business customers on business operations; Besides, participating and designing to build content on policies, procedures, guidelines and promotions for products and services for enterprise customers The operation of the Credit Management Division is to conduct appraisal, evaluation and control of 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 Loc: Thanks to Duc, hope my sharing can help you complete the upcoming report 64 Interviewer: Huynh Dao Duc Interviewee: Tran Van Thanh Postion: Credit staff of Enterprise Customer Department of OCB Phu nhuan Branch Date: Place: Ho Chi Minh city Interviewer: Hello, I am Duc, I am currently studying at the ISB Institute of International Education and my research on the company I am working on So I decided to choose Orient Bank (OCB) to make my essay I am happy to be able to meet you today! I pledge that the collected information is only used for research purposes within the school Thanh: Yes, Hi Duc, I am Thanh, Customer Relationship Manager of Enterprise customer department of OCB Phu Nhuan Branch I am also happy to share the existing experience in my current job Interviewer: Oh, thank you, so let's start! You share the work that your position is doing Thanh: You simply understand that it is in charge of caring for and developing the customers who are 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 balance the interests of banks and customers In addition, the bank's orientation of selling credit in each period to determine the target of suitable customers Interviewer: How you think about the Bank you are working on? Thanh: OCB is a dynamic bank, capturing industry trends 4.0, always at the forefront of applying technology with utilities to customers OCB promotes rapid business growth over the years through scale-up activities, image recognition, technology promotion and risk control The welfare policy is quite good with competitive salary compared to the industry market, but the insurance or welfare regime for employees is still low Interviewer: Considering the company working environment, how you see the relationship between colleagues? Thanh: My colleagues are very happy, friendly, supportive, sharing experiences with each other, but still a few are still jealous, taking things easy, not wanting to support others Interviewer: What about the relationship between management and employees? 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 resolving and responding the results for employees are based on, thus creating barriers for exchange staff with management, as well as relationships Interviewer: In terms of competitiveness of OCB compared to other banks? Thanh: As mentioned above, OCB is based on modern technology foundation, constantly updating the 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 compete with rivals, attract customers Interviewer: You realize what customers are not satisfied when approaching OCB! Thanh: Banking density is still sparse so customers feel uncomfortable when coming to the transaction is quite far, but this is not the main problem Regarding the quality of banking services, despite many breakthrough changes, the core problem has not been solved thoroughly, this makes the processing time, as well as the quality of document processing has not been appreciated Interviewer: What you think causes the quality of service for customers? Thanh: Although making many records can occur errors, but if errors in many people give the same problem, it can be seen that the cause lies in the process system is not stable, specific cases such as collection activities insurance fees, process of granting credit does not require insurance invoices, for small and medium enterprise customers department, the insurance regulations must have invoices, while large enterprises customer department are not required Show that the regulations of the bank overlap, some contents in the regulatory documents are vague, not clear to the readers to understand, have to read many times, or have to confirm the prescribed contents, this takes time for many branches Interviewer: From the above reasons, does OCB have any solutions to improve and fix that? 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 as synthesize many documents into one, reduce a large number of individual revision documents, as 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 the regulations related to the regulations will be passed through comments and regulation / processes to unify the content, understandings and meanings of the contents in the text based on many opinions of many people in the departments of promulgation and implementation, therefore, regulations/ processes are more complete and feasible in implementation with existing resources 66 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 Thanh: Thanks to Duc, hope my sharing can help you complete the upcoming report 67 INTERVIEW TRANSCRIPT Interviewer: Huynh Dao Duc Interviewee: Duong Thi Mai Hoa Company: BAMBOO AIRWAYS COMPANY LIMITED Brach: OCB district Place: Ho Chi Minh city Interviewer: Hi Madam, I am Duc, currently I study the Master of International Institute of ISB and my research topic about the company I am working on So I decided to choose Orient Bank (OCB) to make my essay I am happy to be able to meet you today! I pledge that the collected information is only used for research purposes within the school Hoa: Yes, Hi Duc, I am Hoa, Deputy Director of Bamboo Airway Company limited I am very happy to be able to share my feelings Interviewer: Yes, thank you, so let's start! You share a bit of what your company operates in the field? Hoa: My company has been in business for more than years, doing business in transporting passengers and goods; mobile restaurants, retail services of five-metal, paint, glass and other installation equipment in construction in specialized stores Interviewer: How does your company have credit relationship with OCB? Hoa: My company has implemented credit with OCB for more than months, with products that finance the operation of supplementing working capital to serve business for the company appropriately, competitive interest rates compared with other banks So we chose OCB to cooperate Interviewer: Considering Quality of Service at OCB, how you feel? Hoa: OCB stands out with many achievements in recent years on improving technology application in 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 make me not satisfied, the bank's documents required to provide procedures are cumbersome and complicated, so the company has to implement additional documents many times Interviewer: Can you share some more unsatisfied issues when using the service at OCB? 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 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 Interviewer: So you know the reason why the company file has not met the demand? Hoa: It is clear that the credit officers have not really grasped the regulations when the submission of the submitted file for supplementing the deficiencies leads to a prolonged processing time record affecting the process of processing record Interviewer: Yes, thank you for sharing very helpful issues for me Wish your company will achieve more success in the future and hope the bank can soon meet the needs that the company is not satisfied Flowers: Thank you, hope my sharing can help you complete the upcoming report 69 INTERVIEW TRANSCRIPT Interviewer: Huynh Dao Duc Interviewee: Pham Thi My Nuong Company: THIEN LOC PHAT TECHNOLOGY TRADING COMPANY LIMITED Brach: OCB Bến Thành Place: Ho Chi Minh city Interviewer: Hi Madam, I am Duc, I am currently studying a master's degree at the International Institute of ISB and my research on the company I am working on So I decided to choose Orient Bank (OCB) to make my essay I am happy to be able to meet you today! I pledge that the collected information is only used for research purposes within the school Nuong: Yes, Hi Duc, I am Nuong, Director of Thien Loc Phat Technology Trading Co., Ltd I am very happy to be able to share my feelings 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, motorbikes, auxiliary products, installing equipment, industrial machines and construction of other public and specialized projects Interviewer: How does your company have credit relationship with OCB? Nuong: My company made credit with OCB for nearly 1.5 years, we were originally known as OCB with many breakthroughs in technology to facilitate transactions, and at the same time, the bank credit officer advised on preferential products to attract businesses, so the company made a request for credit at OCB Interviewer: Considering Quality of Service at OCB, how you feel? 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 situation Besides, some services have not met my expectations, such as transaction network, Professional qualification of credit officers are not really professional Interviewer: can you share some more unsatisfied issues when using the service at OCB? 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 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 to provide and sign loan documents, so sometimes I am a bit shy when going away 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, credit officers share because sometimes new regulations change, leading to the adjustment of the documents to suit or middle Processing center requires additional records Although credit officers are enthusiastic, but in the long run, if the bank does not improve, the company will reduce transactions and transfer to other banks Interviewer: Yes, thank you for sharing very helpful issues for me Wish your company will achieve 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 71 REFERENCE (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) 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 72 (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? Available from https://www.pcg-services.com/are-your-policies-and-procedures-a-barrier-togrowing-your-company/ (23) Moule,B., Giavara, L Policies, procedures and standards: an approach for implementation, Information Management & Computer Security Vol Issue: 3, pp.7-16 https://doi.org/10.1108/09685229510092057 (24) Dinh Dung Sy Van de luat khung o Viet Nam: Thuc trang giai phap khac phuc Thong tin phap luat dan su 2007 September 11th Available from: https://thongtinphapluatdansu.edu.vn/2007/09/11/54125/ [Accessed 25th May 2019] (25) Nguyen Khanh Chinh Tu van luat, xay dung he thong van ban quy pham noi bo cua doanh nghiep Quy pham noi bo Available from: http://quyphamnoibo.blogspot.com/p/quy-che-quyinh-quy-trinh.html [Accessed 25th May 2019] (26) McCall, W and Lombardo, M Off the Track: Why and How Successful Executives Get Derailed, Center for Creative Leadership 1983 73 APPEN DIX OCB’s important development milestones: Orient Commercial Joint Stock Bank was established in Vietnam in the form of Joint Stock Commercial Bank with 99 years of operation since April 13, 1996 The Year 1996 Bank operates under License No 0061 / NH-GP issued by the Governor of the State Bank of Vietnam on April 13, 1996 and the Business Registration Certificate No 0300852005 dated May 10, 1996 by the Department of Planning and Ho Chi Minh City investment and other adjustment licenses OCB carried out the restructuring of the Bank's business activities, focusing on Year 2011 - 2015 strengthening business capacity, upgrading governance and risk management according to international standards in cooperation with KPMG and DBS Singapore OCB's business activities have made great strides, this is the result of the five-year restructuring process from 2011 - 2015 and the timely arrivals with positive market Year 2016 changes Indicators of effective and safe business growth rates of OCB are among the best in the industry The newly formed Small and Medium Enterprise (SME) Client Division was founded with 19 SME centers On April 10, 2017, world credit rating agency Moody's announced the first credit ranking result for OCB at B2, high ranking among joint stock banks in Vietnam and below one rank compared to Vietnam's B1 national credit rating At the same time, Moody's evaluation report also showed that OCB is a bank with good asset quality improvement; effective business activities and tend to continue to grow; Compliance and effective safety risk management system Moody’s also assesses the B1 credit rating for OCB's liquidity capacity targets In April 2017, OCB officially established an international money transfer company under the Bank to affirm its professionalism in operations and create a premise to Year 2017 continue to improve the quality of services for customers On December 6, 2017, OCB announced to have completed Basel II project To complete the items of risk management project under Basel II international standards, OCB has implemented 10 tools to actively support credit and risk management; research, draft, adjust and improve nearly 30 processes and regulations related to credit, data and risk management In addition, OCB also organized a series of communication and training programs that were implemented for both Basel Project Boards and employees throughout the system OCB is the first bank to announce the completion of Basel II deployment in Vietnam 74 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 Year 2018 in Vietnam OCB deployed to build Omni-Channel platform with the cooperation of partner Asseco Group (present in most European countries, Canada, USA, Japan, Israel) and Fintek partner - Development consulting company and providing technology services in Vietnam Business lines: Industry Name Other monetary intermediary activities Detail: - 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 - Receiving entrusted investment and development capital of domestic organizations - Borrowing capital from the State Bank and other credit institutions - Providing short, medium and long-term loans to organizations and individuals depending on the nature and ability of capital sources - Discounting commercial paper, bonds and valuable papers Contribution of capital, joint venture and share purchase according to current law - Making payment services among customers - Conducting foreign currency trading, gold and silver trading and international payment, mobilizing foreign capital and other banking services in foreign relations when permitted by the State Bank - Insurance agent in accordance with the law - Trading bonds in accordance with the law - Credit provision in the following forms: + Discount, rediscount of negotiable instruments; rediscount valuable papers; + Issuing credit card + Bank guarantee - Open payment account for customers - Open an account: + Open a payment account at the State Bank of Vietnam Male; + Opening payment accounts at other credit institutions and foreign bank branches - Organizing internal payment, participating in the national inter-bank payment system - Cash management, banking and financial consulting services; managed services 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 accordance with the Law on Credit Institutions, Securities Law, Government regulations and instructions of the Home Bank Vietnam - 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 - Entrust, agent in the field of banking operations, insurance business, asset management in accordance with the law and guidelines of the State Bank of Vietnam - Buying debt Wholesale of metals and metal ores Details: Trading in buying and selling gold bars Market operation Over the past years, OCB has continuously expanded its operation network in the provinces and cities nationwide The objective of OCB in addition to expanding business locations, also focusing on reviewing and adjusting unit identification and focusing on developing other business channels to serve customers such as digital environment through digital banking In August 2017, OCB was licensed to establish new transaction offices in provinces of Nghe An, Soc Trang, Dong Thap, Ba Ria Vung Tau, Vinh Long and Khanh Hoa OCB has completed the opening and operation of more transaction offices by the end of 2017 and completed the opening of remaining transaction offices before the second quarter of 2018, bringing the total number of transaction points to 122 points, including: Head office, 34 branches, 87 transaction offices are present in 24 provinces and cities nationwide Also in 2018, OCB plans to ask for permission to open 08 new transaction points including branches and transaction offices, bringing the total number of transaction points to 130 points in 29 provinces; continue to expand automatic trading system ATM and complete new trading model embellishment Besides developing and opening new PGDs as approved by the State Bank (SBV), to promote business activities for network units, OCB implements measures to reform and restructure its branches / transaction offices, including comprehensive assessment of operating areas, allocation of geographical locations and facilities ( including the conditions of building business location: area, front, security, traffic, parking, vision as well as office equipment, furniture ) Based on the above assessments, OCB has a policy of changing positions and relocating offices with unfavorable business locations, small, hidden, difficult to identify or unsuitable geographical locations reason to facilitate transactions, management as well as promote brand promotion 76 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, and at the same time focus on expanding links with other banks through which to expand payment channels and meet the diverse needs of customers Determining the digital banking development strategy, OCB focuses on investing in synchronous technology infrastructure and organizational model to develop digital business channels In March 2018, OCB officially launched the first integrated channel platform in Vietnam Omni channel, with the deployment of the first two important trading channels in the digital environment: Internet banking (IB) and mobile banking ( MB), opening the trend of providing many different products, with the highest deployment speed and security capability Vision and Business activities Vision statement OCB’s vision is to become a leader of multi-functional bank in retail banking and small and medium enterprises in Vietnam Mission statement Creating the optimal solutions to bring the highest value to customers and investors, actively contributing to the common development of the community and society by building enthusiasm labor forced, understanding the customer needs are clearly stated in its mission Core values In 2018, OCB strives to implement the development strategy to 2020, with the goal of continuing to show a good, efficient and top quality bank in the market, focusing on exploiting shortterm opportunities and building strategically competitive advantages 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 Major financial indicators Criteria Year 2017 Year 2018 Charter capital (million VND) 5,000,000 6,599,211 Capital adequacy ratio 11,6% 12,01% Bad debt ratio 1,48% 1,48% Profitable assets / Total assets are inscribed 93,37% 95,52% 78 ...UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Huynh Dao Duc UNCERTAINTY ABOUT PROCESSES AND REGULATIONS OF CREDIT OFFICERS AT ORIENT BANK MASTER OF BUSINESS... contents, consider that the processing of records according to the procedures and regulations of credit officers is still uncertain, not sufficient and adequate when providing and handling records,... situation is facing is uncertainty about credit officers' processes and regulations, this represents 23 errors in the records, prolonging the process of affecting the attitude of the customer to