Emotional exhaustion in retail operation at Bank for Investment and Development of Vietnam – North Saigon branch

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Do Phat Tai EMOTIONAL EXHAUSTION IN RETAIL OPERATION AT BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – NORTH SAIGON BRANCH ID: 22140042 MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR PHAM PHU QUOC Ho Chi Minh City – 2017 Executive summary In recent years, BIDV North Saigon branch has showed some symptom of poor performance in retail banking operation in comparison with average of entire BIDV system as well as with other branches in Ho Chi Minh City region Through in-depth analysis and theory informed, “emotional exhaustion” was identified as the main problem that leads to poor performance of retail operation in the branch There are causes considered to be reason for the main problem, they are performance appraisal bias from retail leaders, coworker incivility and work overload In consideration with the conditions of the branch and theories support, “coworker incivility” was appointed the main cause leading to the problem “emotional exhaustion” in retail operation Four potential solutions was suggested and evaluated, two of them (Issuing Branch Code of Conduct and Setting up extracurricular activities) were selected to solve the main problem “emotional exhaustion” to improve the performance of retail operation in BIDV North Saigon branch Table of content Executive summary CHAPTER 1: PROBLEM IDENTIFICATION .6 1.1 Problem conceptualization: .6 1.1.1 Company overview: 1.1.2 Retail banking overview: 1.1.3 Symptoms: 1.2 Problem Identification .14 1.3 Problem definition 22 1.4 Problem existence 23 1.5 Importance of the problem-consequences and the validation 26 1.6 Causes of problem and the validation .28 CHAPTER 2: SOLUTION .33 2.1 Proposal of solution: 33 2.2 Potential Solution Evaluation: .36 2.3 Action Plan: .41 References .45 Appendix 1: Symptoms 50 Appendix 2: Problem Identification: .54 Appendix 3: Problem existence: (Question list from research of Maslach and Jackson, 1981): 56 Appendix 4: Problem importance and causes validation: 59 Appendix 5: Interview of solution and organizations of actions 62 Appendix 6: Survey form for proving existence of emotional exhaustion in retail operation in North Saigon branch and other branches in HCMC region 65 Appendix 7: Retail criterias in comparison with entire BIDV system 2013 – 2015 66 Appendix 8: Growth rate of retail criterias 2013 – 2015 in comparison with other branches in HCMC region 67 Appendix 9: Productivity and Proportion of retail operation in comparison with other branches in Ho Chi Minh city region in 2015 .68 List of Table Table – Retail departments name abbreviation Table – Comparison on average growth of retail criteria 2013-2015 between Entire BIDV system and BIDV North Saigon branch 10 Table – Comparison on retail proportion of retail criteria between Entire BIDV system and BIDV North Saigon branch 11 Table – Comparison on Retail Capital Mobilization between BIDV North Saigon branch and other branches in HCMC region .12 Table – Comparison on Retail Loan Outstanding between BIDV North Saigon branch and other branches in HCMC region .12 Table – Comparison on Retail Profit between BIDV North Saigon branch and other branches in HCMC region 13 Table – Summary of opinions on potential problems in retail operation .19 at BIDV North Saigon branch 19 Table – Comparison on number of day-off between retail employees and employees from other operation in the branch 22 Table – Result of emotional exhaustion survey in BIDV North Saigon branch and some other branch 25 Table 10 – Solution suggested and evalution 40 List of Figure Figure – Retail operation structure of BIDV North Saigon branch Figure – Initial Cause –effect map 19 Figure – Final Cause-effect map 32 Figure - Summarized timeline of Action Plan for dealing with Emotional Exhaustion in retail operation 44 CHAPTER 1: PROBLEM IDENTIFICATION 1.1 Problem conceptualization: 1.1.1 Company overview: Bank for Investment and Development of Vietnam JSC (BIDV) is the bank with the oldest history of Vietnam (58 years), who has always accompanied with the important stages in the economic of the country In 2015, 20-year milestone - BIDV transformed from a state capital serving to a commercial bank operating under market principles After 20 years of renovation, the Bank has made great progress, becoming one of the two banks which have the largest banking system in Vietnam With the goal of development and expansion of the Bank's network across the country, especially in key economic areas in the south, BIDV Tan Binh Branch was established on 01/12/2005, became the 8th BIDV branch presenting in HCM City at the time Till 01/2008, Tan Binh Branch was officially renamed as Branch Commercial Bank for Investment and Development of North Saigon.After 10 years, from initial 48 employees with departments and transaction office, the total number of staff now has reached over 140 employees, with 16 departmentsincluding transaction officeslocated in Tan BinhDistrict, Go Vap District and District 10 BIDV North Saigon also completed expanding network tasks entrusted by BIDV headquarter: the establishment of new Tan Binh Branch, support human resources for merging Mekong Housing Bank (MHB) branches in 2015, for BIDV branches inside and outside the region In June of 2015, the branch received Tan Son Nhat transaction office (now renamed to Nhat Tao transaction office) from the bank MHB, which was merged to BIDV in April of 2015 Until December 31st 2015, the retail operation of the branch comprised: Individual Customers department and transaction offices located at Tan Binh district, Go Vap district, district 10 With the scale of 69 employees (accounting for 42% total number of employee of entire branch), most of retail employees are young, enthusiastic, dynamic and equipped full of operational knowledge, suitable with business environment In 2015, retail operation of the branch was structured with departments as the diagram below: RETAIL OPERATION 69 employees ICT Dept 16 employees IC Dept 14 employees Leader: Teller: ATM team: -Surveyor: -Staff: TR team: -Surveyor: -Staff: Leader: Surveyor: Staff: Cong Hoa TO 12 employees Leader: RM: Teller: Go Vap TO 14 employees Leader: RM: Teller: Nhat Tao TO employees Leader: Surveyor: RM: Teller: Figure – Retail operation structure of BIDV North Saigon branch Tổ hoàn thuế -KSV: ng -CB: 6ng Abbreviation Description ICT Dept Individual Customer Transaction Department IC Dept Individual Customer Department Abbreviation Description Cong Hoa TO, Cong Hoa transaction office, Go Vap transaction Go Vap TO, Nhat office, Nhat Tao transaction office Tao TO TR team Tax Refund team: The team works inside the International Terminal – Tan Son Nhat International Airport, which Table – Retail departments name abbreviation 1.1.2 Retail banking overview: Retail banking also known as Consumer Banking is the provision of services by a bank to individual consumers, rather than to companies, corporations or other banks Services offered include savings and transactional accounts, mortgages, personal loans, debit cards, and credit cards The term is generally used to distinguish these banking services from investment banking, commercial banking or wholesale banking It may also be used to refer to a division or department of a bank dealing with retail customers Currently there is no exact definition of the concept of retail banking The definition of retail banking often comes from services or customers that the product forward According to the most common interpretation, retail banking is actively providing financial products and services primarily to customers, who are individuals, households and small businesses Retail banking services provision application of financial products and services to individuals through a network of individual branches, R: Yes, I think the branch should focus on emotion of retail employees as the main problem that must be solved I: That’s fine, thank you very much for your idea R: You’re welcomed 55 Appendix 3: Problem existence: (Question list from research of Maslach and Jackson, 1981): - Question 1: Do you feel emotionally drained from your work? - Question 2: Do you feel used up at the end of the workday? - Question 3: Do you feel fatigued when you get up in the morning and have to face another day on the job? - Question 4: When working with people all day, you feel it is really a strain for you? Ms Trang – retail employees at Individual Customers department: I: Hello Trang, I’m doing thesis for MBA program as doing problem solving in organization Through the interview and theory validation, the problem chosen is “emotional exhaustion” of retail operation in the branch In order to have more understanding of the problem in retail operation recently, I’d like to get your opinion about some queries R: I’m just a new employee of the branch, so I don’t know whether I can help you or not I: My thesis is to analyze psychological problem of retail employees, every question will be very simple, so don’t worry about it R: Ok, I’m willing to help you to the best of my ability I: Thank you So you feel emotionally drained from your work? R: Well It feels like I don’t have any interest in my job anymore I: It heard that it is not as happy as you hope, right? R: I have too much work to do, since happiness did not come and be enjoyed I: So you feel used up at the end of the workday? R: I think I work very hard for a day, but my work seems to be endless, it makes me tired at the end of the day I: So maybe you feel fatigued when you get up in the morning and have to face another day on the job, right? R: Yes, waking up in workday morning to me is a nightmare I: Last question, when working with people all day, you feel it is really a strain for you? R: Of course, there seems to be intangible barrier among people, it’s uncomfortable to work with each other I: Thank you very much 56 Mrs Tim – Vice Head of Nhat Tao Transaction office: I: Hello Mrs Tim, I’m doing thesis for MBA program as doing problem solving in organization Through the interview and theory validation, the problem chosen is “emotional exhaustion” of retail operation in the branch In order to have more understanding of the problem in retail operation recently, I’d like to get your opinion about some queries R: So can you describe more detail about this? (I): Yes, The topic is about an psychological situation called “Emotional exhaustion” which is described as being emotionally overextended due to a worker's perception that their job's demands exceed available resources to the job As the result of the survey I conducted in retail operation of the branch, almost retail employees of the branch are emotionally exhausted and this situation has an negative impact on retail operation of the branch and makes it inefficient (R): Well, this topic is really interesting to me Hope that this interview can help you I: Thank you So you often feel emotionally drained from your work, right? R: Yes I cannot find happiness in my job, it makes me feel sick everyday I: So you often feel used up at the end of the workday? R: Yes, I’m often exhausted at the end of a day, a workday seems to be too long At the end of workday, I feel like I’m a zombie, very exhausted and emotionless I: I can see your point So you feel fatigued when you get up in the morning and have to face another day on the job?? R: I wake up in the workday morning and just want to sleep again, I always feel tired at the beginning of workday I: When working with people all day, you feel it is really a strain for you? R: Relationship among people is quite bad I myself also cannot almost get on well with anyone Everybody is looked cold all the time, so I just want to my job by myself and don’t want to communicate with anyone I: It’s really a serious problem, I hope that this problem will be solved effectively to make improvement Thank you for all of your opinions R: You’re welcomed Mr Dung – Retail employee at Go Vap Transaction office: I: Hello Mrs Tim, I’m doing thesis for MBA program as doing problem solving in organization Through the interview and theory validation, the problem chosen is “emotional exhaustion” of retail operation in the branch In order to have more understanding of the problem in retail operation recently, I’d like to get your opinion about some queries You often feel emotionally drained from your work, right? 57 R: Yes, I think the workplace is just like a factory, just work and work, I feel really tired I: So you often feel used up at the end of the workday? R: Yes, I just hope workday pass quickly to come back home, it’s vey tired I: Do you feel fatigued when you get up in the morning and have to face another day on the job? R: Yes, I sometime just want to stay home instead of going to workplace I: When working with people all day, you feel it is really a strain for you? R: Yes, I think people just care about how to complete their own work and don’t want to talk to anyone I: Thank you very much Ms An – retail teller at Individual Customers transaction department: I: Hello Mrs Tim, I’m doing thesis for MBA program as doing problem solving in organization Through the interview and theory validation, the problem chosen is “emotional exhaustion” of retail operation in the branch In order to have more understanding of the problem in retail operation recently, I’d like to get your opinion about some queries R: It’s ok, I’m also really interested in this problem I: Thank you First of all, Do you feel emotionally drained from your work? R: There’s not much joyfulness in my work, it’s really boring I: So you often feel used up at the end of the workday? R: As a retail teller, working all day with high intension makes me feel weak I: Do you feel fatigued when you get up in the morning and have to face another day on the job? R: Yes, work day by day seems to be the same, I feel boring I: When working with people all day, you feel it is really a strain for you? R: Yes, it’s really a strain for me to work with people around me, especially with my coworker 58 Appendix 4: Problem importance and causes validation: Mr Huy – employees at Individual customers department: (I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you? (R): Well, I think that problem affect to my personal performance, my job is rather boring and my salary is not suitable with what I have strived to work and dedicate for the branch I’m often feel depressed and really tired, it’s like all of my energy run out and I can’t work with the best of my ability (I): You’ve mentioned about unsuitable salary, so you mean that there’s bias in performance appraisal in the branch? (R): Yes, of course I really want to find a job with the higher level of salary to save money for my marriage With this recent job, not only I can’t save money for the marriage but also I sometime can’t spend time with my girl friend, that’s really the problem with me (I): Yes, I can see that point As I’ve analyzed, this situation is called “Emotional exhaustion” and the result of the survey I conducted shows that almost retail employees are in this situation So you have any other problems because of the effect from the pressure at workplace? (R): Yes, I’m stressed because of the amount of work in my job, so I don’t have enough time to be with my girl friend, even with my parents, I really don’t have time to talk to them and express all of the difficulties that I’m facing with.This makes the relationship between me and the members of my family gradually become worse (I): It’s really uncomfortable, right? (R): Yes (I): You’ve mentoined that you’re stressed because of work, so you often have symptoms of headache or other problems with your mental health? (R): Yes, I often have headache, sometimes I even can’t sleep at night and feel very tired the day after (I): Well, it seems to be harmful for your health for a long time So “Emotional exhaustion” cause any other problems to you? (R): Well, I’m often get angry and easily lose temper That can be the reason that can affect negatively the relationship between me and other colleagues Maybe that’s it (I): Ok, thank you very much We will meet again to conduct other interviews, hope that you will support me (R): You’re welcomed Ms Trang - employees at Individual customers department: (I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you? 59 R: I think my job is really boring As a banking teller, I often work very late on a the working day, I often leave the workplace later than 08:00 PM and face with the risk of losing money when making transactions with customers I’m also not satisfied with my salary, I think it’s really not worthy with what I dedicated for the department and the branch (I): Do you mean you’re in the situation of working overload? R: Yes, sure (I): So you think that you have a good performance at the workplace? (R): I think no.I’m not satisfied with the job so I myself really don’t want to work hard for the department I don’t put all of my effort to work and I’m also often lack of focus.One more thing, because the performance evaluation system of BIDV is not exact so I don’t have motivation to work hard for better personal performance (I): As you have said, you often come home late at night, so you have enough time for your family? (R): Almost no I don’t have time to be with my husband at home, I don’t have time to cook the meal for him and enjoy the dinner Having less time to meet each other makes us not understand how difficult we have to face at workplace, so sometimes I often argue with him and now the relationship between us is in trouble We decided to have baby this year, but now the plan was over (I): Well So you often have headache or some other symptoms of mental health problem? (R): Yes I usually have headache and must use the healthcare system more often (I): So is there any other impact that the problem “Emotional exhaustion” affect to your life? (R): Well, it’s all the thing I have to face with I think there may be some more other things but that’s enough (I): Thank you very much (R): You’re welcomed Ms Tim – Vice Head of Nhat Tao transaction office: (I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you? (R): Of course yes, I often can’t focus on my job and often makes errors at even simple tasks, I think this problem affect negatively to my performance (I): With the pressure of work and some more problems as you’ve told, you meet problem with the relationship with members of your family? (R): Yes, I don’t have enough time to relax and take care of my children and family because I come back home late from work and sometimes I have to go to work on some day off Mrs I also often 60 argue with my husband about spending more time for family.It’s really hard for me to bear this situation (I): So you often have problem with your mental health, right? (R): Well, very often I’m often stressed and somtime dazzled Sometime I can’t sleep at night and I feel very tired the morning after I: So what reason you think that leads to this problem? R: Well, I think it’s work overload, retail employees is really working in situation of high intensity (I): Thank you very much (R): You’re welcomed Mr Trong – employees at Cong Hoa transaction office: (I): In order to investigate the importance and dealing with problem “emotional exhaustion”, could you express your idea on the effects of this problem occurred to you? (R): Well, I work very hard but it’s felt like nobody recognize, there’s no motivation for me to work hard, so I think my performance is not as good as when I was a new employees of the branch So, although I feel regreted, I have to leave (I): Do you mean that there’s bias in performance appraisal in your department? (R): Yes (I): So you often have problem with your family when the job turns to be not good to you? (R): Well, I often argue with my wife at home because of the pressure from workplace, she often blames me on not taking care of our baby because she not only goes to work but also takes care of baby.So the relationship between us sometime is in trouble (I): Do you often have symptoms of mental health, such as headache of stress? (R): Yes, I often have headache when working I’m also absent-minded, I can forget all the thing that just happened in several minutes before, that’s also make the productivity of working reduce remarkably (I): Ok, the interview is over Thank you very much (R): You’re welcomed 61 Appendix 5: Interview of solution and organizations of actions Mrs Ngan - Head of Nhat Tao transaction office: I: As we have discussed in previous interview, the main problem that leads to poor performance in retail operation was “emotional exhaustion” In further analysis, “coworker incivility” was considered the main cause that leads to the main problem So what is the good way to solve for this cause? R: I also feel the cause you mentioned is the main cause and can be solved in short term I think the branch should create skil training course for retail leaders to help retail leaders learn and collect experience on how to reduce stress from work of employees and encourage them to create positive working atmosphere I: Well, I think it’s a good idea Can you describe more detail on this solution? R: I think the lecturer of this course will be members of board of director in the branch or some guests who are famous CEO from successful companies, these people have a lot of experience in managing organizations; therefore, they can convey knowledge and useful experience to retail leaders to increase the effectiveness in managing retail departments I think retail leaders will support this idea I: I understood your idea Do you offer some more solutions? R: No I think my idea was enough to solve the problem I: Thank you for your idea R: You’re welcomed Mrs Hien - Deputy Director of Retail operation: I: As we have discussed in previous interview, the main problem that leads to poor performance in retail operation was “emotional exhaustion” In further analysis, “coworker incivility” was considered the main cause that leads to the main problem So what is the good way you think that can solve for this cause? R: I think we should issue Branch Code of Conduct to create the internal culture and behavior principles among employees or between employees and leaders in the branch I: I can see your point, but a I know, BIDV Headquarter issued an General Code of Conduct applied for all branches in the system So I think the Branch Code will also assures equal working environment for all employees and the sustainable growth for the branch R: I know that But this code mainly emphasizes on how the employees behave with customers and almost does not mention specifically about the behavior among employees The Code will regulate the standard of behavior not only among employees but also between leaders and their employees to make the basic principles and the branch’s value remain unchanged I: So how can this solution conducted? 62 R: I think Branch Code of Conduct should be composed by Human Resource department with the consultation from Branch Board of Director and publicized for all employees to discuss and comment After given feedback from employees, the Code of Conduct will be edited, issued and to be applied throughout the branch The Code will be explained and guided clearly in detail to be conducted smoothly in the branch to help create the branch’s culture in which employees respect and help each other to aim to the common target together I: Well, thank you very much for your idea Mr Hai - Head of Individual customers department: I: As we have discussed in previous interview, the main problem that leads to poor performance in retail operation was “emotional exhaustion” In further analysis, “coworker incivility” was considered the main cause that leads to the main problem So what is the good way you think that can solve for this cause? R: Well, I think we should set up moreextracurricular activitiesto create opportunities for retail employees to have a more challenging and interesting sub task in addition to their daily repeated and boring work I think employees will really love this solution I: I also really love it But can you tell me detail plan for this solution? R:I think The Member of Executive Committee of Communist Youth Union will be responsible for organizing activities like monthly gathering, skills trainingand team building These activities can be soft skill training course for employees, teambuilding in parks of the city region or in remote place These skills can have direct and positive effects to employees’ behaviors in both work and their personal life In that case, every person can have an opportunity to change themselves, in a better way I: Well, it’s really interesting So you have any other sotution? R: Well, I think we can also organize periodic collegial conversation in every retail department to create the chances for employees to mention all the weakness of the branch that are needed to change to improve the effectiveness of the branch’s operation This solution can also help employees understand each other more clearly and directly face with the problem between them to find the way to solve the problem and keep the organization become united This direct conversation should be organized at the end of every quarter of the year with the kind of coffee talk to create comfortable atmosphere for employees to express their own opinions naturally I: Thank you very much for your opinions R: You’re welcomed, I hope all of my opinions will be valuable for your thesis Mrs Thuy – Head of Human resources department: I: As we have discussed in previous interview, the main problem that leads to poor performance in retail operation was “emotional exhaustion” In further analysis, “coworker incivility” was considered the main cause that leads to the main problem There are some solutions suggested by other interviewees, 63 including: create skil training course for retail leaders, issue Branch Code of Conduct, set up extracurricular activities, organize periodic collegial conversation in every retail department So which solution you think that can solve the main problem or can you suggest some other potential solutions? R: Well, I myself don’t have any other solutions, because some of solutions you have mentioned have already been possible to solve the main problem I: Can you point out which ones are the feasible solutions? R: For the solution create skil training course for retail leaders, I think it’s useful because almost training course organized by BIDV Headquarter is about training operational knowledge and there are rarely training course about soft skill or other skills which is toward to leadership ability, so skill training course for leaders would help them to improve the way of managing people But the cost to invite successful CEO from famous companies can be very expensive and these people are also very busy for their business; therefore, it is hard to organize training course frequently every quarter of a year For the solution organize periodic collegial conversation in every retail department, I think in some case employees not want to publicly accuse their leaders of dissatisfied things in working place because employees not want to make their leaders vexatious, which can affect to their promotion opportunity So employees have tendency of not telling the truths which is disadvantageous for their direct leaders In brief, I think creating skil training course for retail leaders and organizing periodic collegial conversation in every retail department are not feasible to conduct I: So in your opinion, issue Branch Code of Conductand set up extracurricular activitieswill be effective in solving the problem “emotional exhaustion”, right? R: Yes I: Thank you very much for your opinion 64 Appendix 6: Survey form for proving existence of emotional exhaustion in retail operation in North Saigon branch and other branches in HCMC region SURVEY FORM (For researching on the existence of emotional exhaustion in retail operation) This survey is aimed to figure out the existence of the problem of emotional existence in retail operation Taking part in this survey is complete voluntary and you can back out any time also All the information you provide in this survey will be kept secret and only for the purpose of study I Private information: Full name: Branch: Department in branch: II Questionnaire: Please tick only Yes or No for each item below: No Item Do you feel emotionally drained from your work? Do you feel used up at the end of the workday? Do you feel fatigued when you get up in the morning and have to face another day on the job? When working with people all day, you feel it is really a strain for you? Do you feel burned out from your work? Do you feel frustrated by your job? Do you feel you’re working too hard on yourjob When working with people directly, does it put too much stress on you? Do you feel like you’re at the end of your rope? Answer Yes No Thank you for participating in this survey! 65 Appendix 7: Retail criterias in comparison with entire BIDV system 2013 – 2015 Unit: billion VND 2013 Criteria Total Capital Mobilizaiton (CM) Retail Capital Mobilizaiton (RCM) RCM proportion Total Loan Outstanding (LO) Retail Loan Outstanding (RLO) RLO proportion Total Profit Retail Profit (RP) RP proportion Number of Retail customers Entire BIDV system 2014 BIDV North Saigon Entire BIDV system Average Growth rate 2015 BIDV North Saigon Entire BIDV system BIDV North Saigon Entire BIDV system BIDV North Saigon 417,732 211,232 51% 9,525 2,102 22% 524,956 268,501 51% 7,129 1,913 27% 660,655 355,017 54% 9,732 2,628 27% 30% 14% 387,620 58,217 15% 8,978 496 6% 481,695 92,595 19% 9,217 453 5% 619,735 140,521 23% 9,147 724 8% 55% 26% 242 13,947 81.3 8,427 34% 60% 69,281 4,792,773 249 61.7 25% 74,571 33% 18% 18% 8% 9,420 4,790 51% 3,475,412 222 11,830 50.7 6,185 23% 52% 64,112 3,795,412 Source: Internal Report of BIDV 2013 - 2015 66 Appendix 8: Growth rate of retail criterias 2013 – 2015 in comparison with other branches in HCMC region Unit: billion VND Retail Loan Outstanding Retail Capital Mobilization Retail Profit 2013 2014 2015 Growth rate Rank 2013 2014 2015 Growth rate Rank Tan Binh 110 335 556 135% 402 1,545 2,182 163% Nam Ky Khoi Nghia 146 185 547 111% 1,004 1,165 1,681 30% Ba Thang Hai 295 796 1,113 105% 923 2,366 2,723 West Saigon 303 526 1,085 90% 2,205 2,519 Cho Lon 273 435 928 86% 1,850 2,435 Ben Nghe 148 321 473 83% 375 East Saigon 244 379 779 80% Phu Nhuan 181 243 532 77% Saigon 366 840 921 South Saigon 292 455 Ben Thanh 186 Transaction center II Gia Dinh North Saigon Branch Ho Chi Minh City AVERAGE 2014 2015 Growth rate Rank 0.9 22.7 37.8 1,201% 24.9 36.4 41.5 30% 11 86% 1.0 30.4 59.6 1,485% 3,814 33% 31.3 53.2 72.3 53% 3,091 29% 30.2 42.5 65.0 47% 759 1,330 89% 0.5 13.8 24.8 1,372% 2,400 2,948 3,643 23% 10 51.4 65.7 88.9 32% 1,549 1,773 2,732 34% 24.2 32.4 47.4 40% 70% 3,866 3,801 4,644 10% 15 83.2 93.0 100.3 10% 15 778 63% 10 1,383 1,723 2,607 38% 24.5 31.0 48.0 41% 262 444 55% 11 1,218 1,247 1,889 27% 22.7 31.5 38.6 31% 10 728 839 1,550 50% 12 5,369 5,264 6,606 12% 14 85.1 101.3 131.5 24% 13 588 827 928 26% 13 3,318 3,985 4,740 20% 11 54.4 76.6 101.8 37% 496 453 724 26% 14 2,102 1,913 2,628 14% 13 50.7 81.3 61.7 18% 14 1,353 1,219 1,888 22% 15 7,068 6,910 9,668 19% 12 115.6 154.2 190.6 29% 12 53% 24% 2013 36% Source: Internal Report of BIDV 2013 – 2015 67 Appendix 9: Productivity and Proportion of retail operation in comparison with other branches in Ho Chi Minh city region in 2015 Unit: billion VND Retail Loan Outstanding Branch Ba Thang Hai Cho Lon Saigon Ho Chi Minh City West Saigon South Saigon Gia Dinh Ben Nghe Tan Binh East Saigon North Saigon Phu Nhuan Nam Ky Khoi Nghia Transaction center II Ben Thanh AVERAGE Number of retail employees Productivity RLO per employee Rank 46 24.20 43 21.58 50 18.42 107 17.64 64 16.95 46 16.91 60 15.47 31 15.26 38 14.63 58 13.43 10 57 12.70 11 42 12.67 12 45 12.16 13 135 11.48 14 40 11.10 15 15.37 Retail Capital Mobilization Proportion Total LO RLO proportion Productivity Rank RCM per employee Retail Profit Proportion Rank Total CM RCM proportion Proportion Productivity Rank RP per employee Rank Total RP RP proportion Rank 6,014 19% 59.20 5,084 54% 10 1.30 165 36% 3,533 26% 71.88 4,813 64% 1.51 101 64% 5,483 17% 92.88 6,650 70% 2.00 185 54% 17,284 11% 11 90.36 23,434 41% 13 1.79 659 29% 11 3,283 33% 59.59 4,833 79% 1.13 141 51% 11,117 7% 15 56.67 10 4,586 57% 1.04 10 183 26% 12 7,552 12% 10 79.00 7,190 66% 1.70 230 44% 2,761 17% 42.90 14 2,197 61% 0.81 15 84 30% 10 2,460 23% 57.42 2,830 77% 1.00 11 42 90% 3,075 25% 62.81 5,069 72% 1.53 104 85% 9,147 8% 14 46.11 13 9,732 27% 15 1.09 299 21% 15 3,595 15% 65.05 4,343 63% 1.12 72 66% 4,084 13% 37.36 15 4,782 35% 14 0.91 14 165 25% 13 19,162 8% 13 48.93 11 12,870 51% 11 0.98 12 538 25% 14 4,318 10% 12 47.23 12 3,795 50% 12 0.98 13 106 37% 13% 62.62 53% 1.29 36% Source: Internal Report of BIDV 2013 – 2015 68 69