14th floor, 169 Nguyen Ngoc Vu building, Cau Giay, Hanoi
1. VISION, MISSION AND CORE VALUES
Vision
By 2028, SHB aims to become
- The Most Efficient Bank
- The Most Preferred Digital Bank
- The Leading Retail Bank
- The primary provider of financial services to strategic corporate customers with a green supply chain, value chain and ecosystem
Vision toward 2035
- SHB will become a modern retail bank
- A green bank
- A top-tier digital bank in the region

Mission
Emerging as the foremost destination for dependable financial solutions, we prioritize empathy and customer insight at every step of our customers’ journey. Our approach integrates a sophisticated and comprehensive range of products and services, blending modern innovation with timeless principles. We are dedicated to adding value to even the smallest requirements of each customer, ensuring their needs are met with excellence and care.
Establishing an optimal workplace culture where every employee is regarded as an integral part of the organization, valued, continuously trained, and fully engaged in driving both the Bank’s growth and their own personal success.
Ensuring shareholder rights are safeguarded and delivering lasting value through an alternative strategy emphasizing sustainable and efficient growth.
Over the past 32 years, SHB has remained true to its core values - principles that guide every action and decision. These six values form the foundation of our brand philosophy and corporate culture, earning the trust of shareholders, partners, customers, employees, and the wider community:
6
CORE VALUES
HEART
At SHB, HEART is at the core of everything we do. It represents the spirit that drives us - the foundation of excellence that shapes all other human qualities. Guided by this, we serve our shareholders, partners, customers, employees, and society with sincerity and purpose.
FAITH
FAITH means unwavering belief in our goals. We trust in our own abilities and strengths, in each other, and in the vision of our Board and leadership. This belief fuels our journey toward a new era of national growth.
TRUSTWOR-
THINESS
TRUSTWORTHINESS is the basis of every relationship. At SHB, earning and maintaining trust is essential to our reputation. It’s how we build strong, lasting partnerships in the financial market.
KNOWLEDGE
We view KNOWLEDGE as a combination of understanding, skills, and continuous learning. In today’s digital age, our people are committed to growing their expertise and reaching international standards of excellence.
WISDOM
WISDOM guides us in navigating complexity and making sound decisions. At SHB, we turn knowledge into action - transforming challenges into opportunities and delivering meaningful results.
GREATER
HEIGHTS
After more than three decades of growth, SHB has reached GREATER HEIGHTS, standing among Vietnam’s top five private joint-stock commercial banks. Looking ahead, we are determined to pursue even bolder goals. By 2035, our vision is to become a modern retail bank, a green bank, and a top-tier digital bank in the region.
2. THE BOARD OF DIRECTORS
The board of Directors

The board of Directors
Mr. Do Quang Hien
Board Chairman
Mr. Do Quang Hien, born in 1962, graduated as a Radio Physics Engineer from Hanoi University. He has a rich professional background and extensive experience.
He served at SHB and was elected Vice Chairman of the Board of Directors from 2005 to 2008. Since 2008, he has held the position of Chairman of the Board of Directors at SHB.
With four decades of experience in business management, finance, and banking, he has held prominent roles including Chairman and CEO at T&T Group Joint Stock Company, Saigon - Hanoi Securities Joint Stock Company, and Saigon - Hanoi Insurance Joint Stock Company. Prior to that, he contributed his expertise to organizations such as Hanoi Radio & Television Broadcasting, Hanoi Electronics Company (Hanel), and the National Institute of Technology Research.
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Mr. Do Quang Vinh
Board Vice Chairman
cum Deputy CEO

Mr. Thai Quoc Minh
Board Member

Ms. Ngo Thu Ha
Board Member and CEO

Mr. Pham Viet Dan
Board Member

Mr. Do Van Sinh
Independent Board Member

Mr. Pham Hoa Binh
Head of Board of Supervisors

Ms. Le Thanh Cam
Full-time member

Mr. Vu Xuan Thuy Son
Full-time
member

Ms. Ngo Thu Ha
Board Member and CEO

Mr. Do Quang Vinh
Board Vice Chairman
cum Deputy CEO

Mr. Do Duc Hai
Deputy CEO

Mr. Le Dang Khoa
Deputy CEO

Ms. Ninh Thi Lan Phuong
Deputy CEO

Mr. Nguyen Huy Tai
Deputy CEO

Ms. Ngo Thi Van
Chief Accounting Officer

Mr. Nguyen Dinh Duong
Chief Internal
Auditor

Mr. George Asgari
Chief Transformation Officer
and Chief Digital Officer

Mr. Vu Tuan Anh
Chief Credit Officer

Mr. Dinh Ngoc Dung
Chief Corporate Banking Officer

Mr. Dong Xuan Hoa
Acting Director of MKT & and Branding Division

Ms. Nguyen Thi Thuy Phuong
Chief Operations Officer
3. General information
3.1. Overview of SHB

Trading name:
Full name in Vietnamese:
Ngân hàng TMCP Sài Gòn – Hà Nội
Full name in English:
Saigon Hanoi Commercial Joint Stock Bank
Abbreviation in English:
SAHABANK
Business registration certificate number:
1800278630 issued
by Hanoi Department of Planning and Investment.
First registration:
on December 10, 1993
35rd amendment:
on July 02, 2024
Charter capital:
VND 36,629,085,000,000
Owners’ equity:
VND 58,067,344,000,000
Address:
No 77 Tran Hung Dao, Hoan Kiem Dist, Hanoi City.
Phone:
(024) 3942 3388
Fax:
(024) 3941 0944
Website:
www.shb.com.vn
Ticker code:
SHB
3.2. SHB Development Timeline
Saigon - Hanoi Commercial Joint Stock Bank (SHB), formerly Nhon Ai Rural Commercial Joint Stock Bank, was established in 1993 in Can Tho City. In 2006, SHB officially changed its name to Saigon - Hanoi Commercial Joint Stock Bank, relocated its headquarters to Hanoi, and listed its shares on the Hanoi Stock Exchange in 2009. As of December 31, 2024, SHB had established a network of 587 domestic and international transaction offices across 50 provinces and cities. The Bank’s total assets reached VND 747 trillion, ranking it among the five largest private commercial joint stock banks in Vietnam.
13.11.1993
Date of establishment:
SHB was established on November 13, 1993, under Decision No. 214/QD-NH5 and Operating License No. 0041-NH/GP issued by the State Bank of Vietnam, under the original name of Nhon Ai Rural Commercial Joint Stock Bank. The Bank’s business registration certificate, No. 1800278630, issued by the Department of Planning and Investment of Hanoi City, was amended for the 34th time on September 20, 2024.
20.04.2009
Date of listing:
SHB was listed on the Hanoi Stock Exchange under Decision No. 399/QD-SGDHN, with trading commencing on April 20, 2009.
4. Business lines and network
SHB continually innovates and tailors its financial products and services to meet the evolving needs of customers and shifting market trends.
SHB operates as a commercial bank in accordance with applicable law, regulations issued by the State Bank of Vietnam, and Operating license No. 115/GP-NHNN issued by the State Bank of Vietnam on November 30, 2018, which has been amended multiple times, the most recent under Decision No. 1669/QD-NHNN dated September 7, 2023. The Bank operates under Business registration certificate No. 1800278630 dated December 10, 1993, and registered for its 35th amendment by the Department of Planning and Investment of Hanoi City on July 2, 2024, as follows:
- Capital mobilization: Accepts demand deposits, term deposits, savings deposits, and other forms of deposits; issues certificates of deposit, promissory notes, treasury bills, and bonds; borrows from the State Bank of Vietnam through refinancing; and receives deposits and loans from domestic and foreign credit institutions, bank branches, and financial institutions;
- Credit extension: Provides credit in various forms including loans; discounting and rediscounting of negotiable instruments and other valuable papers; bank guarantees; credit card issuance; and domestic factoring.
- Payment and treasury services: Opens payment accounts for customers; offers domestic payment services; organizes internal payments and participates in the national interbank payment system; provides cash management, asset management, and safekeeping services; and offers locker and safe deposit rentals.
- Consulting: Provides banking and financial consultancy; corporate finance advisory; and consulting on mergers, acquisitions, divestments, and investments.
- Buys and sells treasury bills, negotiable instruments, government bonds, State Bank bills, and other valuable papers on the money market; engages in transactions involving government and corporate bonds.
- Foreign exchange: Provides trading and services in both domestic and international markets; offers currency brokerage services.
- Trust services: Provides trusteeship, agency, and custodial services related to banking, insurance, and asset management.
- Derivative products: Offers commodity derivatives, government bond futures, and interest rate derivatives.
- Provides securities depository services.
- Other services: Includes gold bar trading, debt purchasing, e-wallet services.
SHB’s expanding reach and network
As of December 31, 2024, SHB continued its strategic expansion efforts, growing its network to 587 transaction points across 50 provinces and major cities in Vietnam. These locations are strategically selected to serve regions with strong economic growth potential.
Internationally, SHB has established a presence in three Southeast Asian countries: The Lao People’s Democratic Republic (Vientiane, Champasack, Savanakhet), The Kingdom of Cambodia (Phnom Penh, Kampong Thom, Nehru,…), and Myanmar.
(For further information, please refer to the “Transaction office network” section on page 174)
See DetailsGovernance model
SHB consistently prioritizes refining and innovating of its organizational structure to ensure governance is modern, streamlined, compliant, and efficient. This aligns with its strategic goal of becoming the most efficient bank, the most favored digital bank, the premier retail bank, and the primary provider of financial products and services to strategic private and state-owned corporate customers within a green supply chain, value chain and ecosystem.
Organizational structure
To optimize and focus resources on business development, SHB has streamlined its organizational structure, refining the roles and responsibilities of divisions, departments, and centers in a professional, effective, and comprehensive manner across the entire system.
SHB’s governance structure comprises the General Meeting of Shareholders, Board of Directors, Board of Supervisors, and Chief Executive Officer, in accordance with the provisions of the Law on Credit Institutions 2024, specifically Article 40 concerning the governance structure of credit institutions.
The General Meeting of Shareholders is the highest authority within the Bank.
The Board of Directors serves as the highest governing body, with members elected by the General Meeting of Shareholders.
Committees, boards, and professional offices are established by the Board of Directors to perform tasks and exercise powers delegated by the Board, including the Human Resources Committee, Risk Management Committee, Strategy Committee, Board of Directors Office, and Internal Security Committee.
SHB encompasses both the Bank and its subsidiaries. The Bank includes units at the Head Office, branches, and transaction offices. The Head Office consists of divisions, departments, centers, and offices reporting to the Chief Executive Officer.

4.3. Governance model, business model and organizational structure
SHB Organizational Chart
4.3.3. Subsidiaries and affiliated companies
Company name | Address | Main business areas | Contributed charter capital | SHB's capital contribution | Holding Ratio |
---|---|---|---|---|---|
I.SUBSIDIARIES | |||||
Domestic subsidiaries | |||||
SHB Asset Management Single-Member LLC (SHAMC) | 14th floor, 169 Nguyen Ngoc Vu building, Cau Giay Hanoi | Debt management and asset exploitation | VND 20 billion | 2VND 20 billion | 100% |
Foreign Subsidiaries | |||||
Saigon - Hanoi Laos Single-Member Limited Liability Bank | Lanexang Road, Hatsadytai Village, Chanthabuly District, Vientiane Capital, Lao People's Democratic Republic. | Finance, banking | VND 1,158 billion | VND 1,158 billion | 100% |
Saigon – Hanoi Cambodia Single-Member Limited Liability Bank | Building No. 107, Norodom Avenue, Boeng Rang Ward, Doun Penh District, Phnom Penh, Cambodia | Finance, banking | VND 1,749 billion | VND 1,749 billion | 100% |
II. AFFILIATE COMPANIES | |||||
SHB Finance Single-Member LLC (SHB Finance) | GELEX Building, 52 Le Dai Hanh Street, Le Dai Hanh Ward, Hai Ba Trung District, Hanoi City | Finance, banking | VND 1,000 billion | VND 500 billion | 50% |
Domestic subsidiaries
SHB Asset Management Single-Member LLC (SHAMC)
-
Address
-
Main business areas
Debt management and asset exploitation
-
Contributed charter capital
VND 20 billion
-
SHB's capital contribution
VND 20 billion
-
Holding Ratio
100%
Foreign Subsidiaries
Saigon - Hanoi Laos Single-Member Limited Liability Bank
-
Address
Lanexang Road, Hatsadytai Village, Chanthabuly District, Vientiane Capital, Lao People's Democratic Republic.
-
Main business areas
Finance, banking
-
Contributed charter capital
VND 1,158 billion
-
SHB's capital contribution
VND 1,158 billion
-
Holding Ratio
100%
Saigon – Hanoi Cambodia Single-Member Limited Liability Bank
-
Address
Building No. 107, Norodom Avenue, Boeng Rang Ward, Doun Penh District, Phnom Penh, Cambodia
-
Main business areas
Finance, banking
-
Contributed charter capital
VND 1,749 billion
-
SHB's capital contribution
VND 1,749 billion
-
Holding Ratio
100%
SHB Finance Single-Member LLC (SHB Finance)
-
Address
GELEX Building, 52 Le Dai Hanh Street, Le Dai Hanh Ward, Hai Ba Trung District, Hanoi City
-
Main business areas
Finance, banking
-
Contributed charter capital
VND 1,000 billion
-
SHB's capital contribution
VND 500 billion
-
Holding Ratio
50%
5. Highlights in 2024
10
Highlights
The year 2024 marks a pivotal milestone for SHB as it embarks on a robust and comprehensive Transformation Strategy for the 2024–2028 period – a solid step forward in its journey to accompany the nation in a new era of development.
6. Achievements and social recognition
2024 marks a memorable turning point in SHB’s strong development journey, continuing impressive achievements and opening a new promising chapter.p>
With the spirit of continuous innovation, SHB is proud to receive many prestigious awards, recognized by the Party and the State; and at the same time, rose to the top of many international rankings. These achievements are the result of SHB’s sustainable development strategy and tireless efforts over the past time.

State Honors andCommendations
- Second-Class Labor Medal in 2018 and 2013, awarded by the President of the Socialist Republic of Vietnam.
- Third-Class Labor Medal in 2023 and 2011, awarded by the President of the Socialist Republic of Vietnam.
- Emulation flag and Certificate of Merit awarded by Hanoi People’s Committee to SHB for many years
- Honored with the Thang Long Cup by the Hanoi People’s Committee
- Honored with numerous Certificates of Merit and Emulation Flags from the Government, the State Bank of Vietnam, and the People’s Committees of various provinces and cities where SHB branches are located in.
- SHB has been recognized as a leading and highly reputable institution, honored with numerous prestigious awards granted by esteemed domestic and international organizations
Asserting leading position
Top 5
Private Commercial Joint Stock Banks
by
charter capital
Top 10
most prestigious private commercial banks
VN30
SHB stock included in the VN30 index – a group of largest market capitalization stocks.
Top 50
Most Profitable Enterprises in Vietnam
Top 50
Most Valuable Brands in VietNam
Top 100
Most Valuable Brands in Vietnam
Top 500
Top 500 largest
enterprises in Southeast Asia (Fortune500 Southeast Asia Ranking)
Top 500
Asia Pacific Banks
Top 500
GLOBAL BankingBrands
And many other prestigious awards…
7. Strategic direction

“SHB’s leadership and entire staff are firmly committed to achieving the Bank’s strategic goals with a spirit of innovation and an aspiration to reach new heights. SHB aims to become a bank characterized by sustainable and secure growth, delivering exceptional value to customers, businesses, and the community. We embrace innovation across all areas of operation, act decisively, adapt flexibly to changing conditions, and leverage internal strengths to drive breakthroughs in business solutions and operational efficiency.”
Ms. Ngo Thu Ha - Chief Executive Officer
SHB is pursuing the vision of becoming a leading, modern retail bank in Vietnam, with a strong focus on digital transformation, green development, and the expansion of its customer ecosystem and value chain.
SHB consistently places customers at the center of its strategy, with people and technology as the driving forces, and robust risk management along with product and service innovation as the foundation for sustainable growth.
7.1.Main objectives
Medium and long-term goals
SHB aims to become
2028
The most efficient bank
The most favored digital bank
The premier retail bank
The primary provider of financial products and services to customers
Key financial targets for 2025
Total assets to grow by
approximately
~0%
Credit growth to increase by
approximately
~16%
Pre-tax profit to increase
by
0%
7.2 Medium and long-term business strategy
SHB’s transformation strategy for the 2024 - 2028
period is structured into three phases, ensuring a comprehensive shift, from establishing foundational capabilities to achieving full-scale modernization and operational excellence.
The first two years (2024–2025) are critical for laying the groundwork. SHB will prioritize technology investments to build and upgrade modern infrastructure and integrated operational capabilities. These investments will support the development and expansion of partnerships with strategic and large corporate clients.
The transformation goals and initiatives that will guide the Bank’s operations during this period include:
- Establishing a superior digital platform to deliver comprehensive financial services and solutions, ensuring a secure, efficient, and user-friendly experience for both corporate and personal customers;
- Modernizing banking operations through advanced technologies to enhance operational efficiency and service delivery;
- Strengthening governance foundations to improve business performance and develop new capabilities that support sustainable growth;
- Expanding retail banking through ecosystem models, offering tailored banking packages to employees of corporate clients;
- Integrating banking services within customer-centric ecosystems, with a focus on supply chain financing and automated cash flow management for payables and receivables;
- Developing embedded finance solutions to meet customer needs, enabling seamless financial management and boosting overall business performance
Entering the second year of the foundational phase, SHB is placing a strong focus on technology investment to build and upgrade modern infrastructure and integrated operational capabilities. These efforts are designed to support the development, operation, and expansion of strategic partnerships, particularly with SHB’s key strategic and large customer segments. The Bank has outlined the following core tasks:
- Effectively implement all transformation initiatives to address existing challenges and enhance business and operational efficiency, targeting an income of USD 40.6 million.
- Launch the “Bank of the Future” (BOF) model for retail customers, establishing a modern platform and the technological capabilities to drive rapid growth and support the Bank’s 2024-2028 strategic vision.
- Develop people and teams through targeted competency training, talent acquisition and development, enhanced team spirit and communication, and performance motivation through goal setting and appropriate performance evaluation.
- Foster a culture of transformation across the Transformation Division and the entire Bank by empowering and rewarding innovation, improving collaboration and communication, promoting experimentation, building a diverse and inclusive workplace, and cultivating a mindset of continuous improvement.
- Strengthen governance by establishing the Office of the Chief Technology Officer (OCTO) and the Project Management Office (PMO) to develop and standardize project management workflows and procedures for bank-wide transformation initiatives.
- Establish and manage a comprehensive data architecture, focusing on data governance and data utilization.
- Achieve the 2025 income target by improving the digital customer experience, increasing adoption of digital services, and expanding digital product offerings.
- Ensure a seamless customer experience across digital channels, including SAHA 1.5 (mobile app and website), corporate online banking, and other business-driven initiatives.
- Maintain and synchronize an omni-channel experience across the SAHA app and physical branches.
The BOF initiative is SHB’s strategic response to both challenges and opportunities in the evolving banking landscape. Through partnerships with leading international organizations such as BCG, AWS, and SAPF, and the involvement of global experts, BOF empowers SHB employees to adopt modern methodologies up to date with global technology trends. BOF aims to position SHB as a leader in digital banking and ensure long-term sustainable success by fundamentally transforming the Bank into a forward-thinking financial institution — one that leverages digital technologies to deliver exceptional customer experiences, enhance operational efficiency, and drive strategic growth.
The objectives of the BOF initiative include:
- Technology Modernization: Upgrade existing IT systems to flexible, scalable architectures that support continuous innovation.
- Operational Efficiency: Automate processes to reduce costs, improve service delivery, and support business scalability.
- Customer-Centricity: Deliver personalized, seamless experiences across all channels, aligned with the expectations of today’s digital customers.
7.3 Sustainable Development Goals
SHB defines its sustainable development strategy as encompassing not only profitable and secure financial growth but also fulfilling its responsibilities to the environment and society.
SHB aims to comprehensively and systematically integrate international standards, best practices, and domestic regulations on Environment, Social, and Governance (ESG) into all aspects of its operations and products offerings. This approach is intended to enhance long-term competitiveness, expand its sustainable finance portfolio, and implement a consistent and effective Environmental and Social Management System (ESMS). At the same time, SHB seeks to contribute actively to national sustainable development goals and create greater value to all stakeholders, including shareholders, partners, customers, employees, and communities. By 2028, ESG goals include:
1
Environment (E): Increase the proportion of green credit; Reduce internal emissions;
2
Social (S): Provide ESG training for employees and incorporate ESG into decision-making processes; expand the scope and impact of Corporate Social Responsibility (CSR) and Corporate Social Investment (CSI) programs, focusing on financial education, sports, culture, and support for disadvantaged communities;
3
Governance (G): Strengthen ESG risk management through the establishment of a comprehensive Environmental and Social Management System (ESMS) by 2028, in alignment with international standards and the SBV’s guidelines; integrate ESG into corporate governance; publish annual ESG reports in accordance with international standards and guidance from the State Securities Commission of Vietnam (SSC).
8. Opportunities, challenges and potential risks:
8.1. Macroeconomic outlook:
In 2024, the global landscape continued to be shaped by complex and unpredictable dynamics. Escalating military conflicts, intensifying strategic rivalries among major powers, rising trade protectionism, increasing public debt and budget deficits, and localized disruptions in global supply chains have adversely affected global peace, stability, and economic growth. Additionally, natural disasters and extreme weather events have caused serious damage to lives and socio-economic development in many countries.
Despite these challenges, signs of recovery have emerged. Global trade has begun to rebound, inflationary pressures are easing, financial conditions are loosening, and labor markets are showing positive momentum. By December 2024, most international organizations had revised their global growth forecasts upward by 0.1 to 0.3 percentage points, projecting growth of 2.7% to 3.2% comparable to 2023 levels.

- GDP: Vietnam’s GDP in 2024 is estimated at VND 11,511.9 trillion (approximately USD 476.3 billion), marking a year-on-year growth of 7.09%, exceeding the 6–6.5% target set under Resolution No. 103/2023/QH15.
- Inflation: Despite global market volatility, inflation remained under control. Core inflation rose by 2.71% (down from 3.63% in the previous year), and remained below the average increase in the CPI. This is a positive outcome given the salary adjustments effective from July 1, 2024, and price revisions in certain services.
- The unemployment rate among working-age individuals in 2024 was 2.24%, down 0.04 percentage points from the previous year, with rate 2.53% in urban areas and 2.05% in rural areas.
- Total import-export turnover reached USD 786.29 billion, a 15.4% increase year-on-year. Exports rose by 14.3% and imports rose by 16.7%. The trade surplus in 2024 stood at USD 24.77 billion down from USD 28.4 billion in 2023). The domestic sector recorded a deficit of USD 25.52 billion, while the foreign-invested sector (including crude oil) recorded a trade surplus of USD 50.29 billion.
- As of December 31, 2024, total registered foreign investment – including new registrations, adjusted capital, and capital contributions or share purchases – reached USD 38.23 billion. Actual disbursement was estimated at USD 25.35 billion, a up 9.4% increase from 2023, marking the highest level since 2020.
- Total retail sales of goods and consumer services grew by 9.0% year-on-year, meeting the Government’s target in Resolution No. 01/NQ-CP. International tourist arrivals reached nearly 17.6 million, and increase of 39.5% year-on-year.
8.2. Opportunities and challenges facing the banking sector in 2025
Opportunities
- Stable economic growth and increased international integration
- Credit growth and personal finance needs
- Support policies from the Government and the SBV
- Market expansion and international cooperation
Challenges &
Potential risks
- Macroeconomic risks and global volatility
- NPLs and credit risk
- Competition in the banking industry and pressure from Fintech
- Challenges from digital transformation
- Increasing legal and risk management requirements
- Changing customer behavior and expectations
- Challenges from green finance and sustainable development
- Human resources and competitiveness
Key policies affecting the banking
tand finance industry in 2025
- Policies promoting digital transformation
- Policies supporting green growth