1.1. General information

  • Full name in Vietnamese

    NGÂN HÀNG TMCP SÀI GÒN - HÀ NỘI
  • Full name in English

    SAIGON HANOI COMMERCIAL JOINT STOCK BANK
  • Abbreviated name in English

    SHB
  • Business registration certificate number

    1800278630 issued by Hanoi Department of Planning and Investment
    • First registration

      December 10, 1993
    • Registration for the 32nd change

      January 17, 2023
  • Charter capital

    VND 30,673,832 million
  • Equity

    VND 42,904,471 million
  • Address

    77 Tran Hung Dao - Hoan Kiem District - Hanoi City
  • Phone

    (024) 3942 3388
  • Fax

    (024) 3941 0944
  • Website

    www.shb.com.vn
  • Ticker symbol

    SHB

1.2. The journey of establishment and development - Innovation journey

Saigon - Hanoi Commercial Joint Stock Bank (SHB), formerly known as Nhon Ai Rural Commercial Joint Stock Bank, was established in 1993 in Can Tho. In 2006, the Bank officially changed its name to Saigon - Hanoi Commercial Joint Stock Bank (SHB), moved its headquarters from Can Tho to Hanoi and was listed on the Hanoi Stock Exchange in 2009. Up to now, the network of the bank covers nearly 50 provinces and cities with 539 domestic and foreign transaction points. Total assets of the Bank reached VND 551 trillion as of December 31, 2022, ranking in Top 5 largest commercial joint stock bank.

1.2.1. Date of establishment
  • SHB was established on November 13, 1993 under Decision No. 214/QD-NH5 and Operation License No. 0041-NH/GP of the SBV of Vietnam with the original name of Nhon Ai Rural Joint Stock Commercial Bank. Business registration certificate No. 1800278630 issued by Hanoi Department of Planning and Investment, changed for the 32nd time on January 17, 2023.
1.2.2. Date of listing
  • SHB was listed on the Hanoi Stock Exchange according to Decision No. 399/QD-SGDHN and started trading on 20/04/2009.
1.2.3. Stages of development
  • 30 years of development is the 30 years of non-stop innovation of SHB, from a small rural commercial bank in Can Tho, which has transformed itself into one of top 5 national commercial joint stock banks.
1993 - 2006

STARTING FROM HEART AND FAITH CONSOLIDATED

2007 - 2011

TRANSFORMATION, DEVOTION TO CREATING PRESTIGE

2012 - 2016

FACED WITH CHALLENGES, APPLY HEART AND WISDOM TO TURN INTO OPPORTUNITIES

2017 - 2022

DURING DEVELOPMENT PHASE, MAKE EVERY EFFORT TO ACCUMULATE KNOWLEDGE

2023 - to the future

JOURNEY TO THE FUTURE, FROM HEART TO NEW HEIGHT

  • 1993

    Saigon - Hanoi Commercial Joint Stock Bank (SHB), formerly known as Nhon Ai Rural Commercial Joint Stock Bank, was established on November 13, 1993 in Can Tho.

  • 2006

    In 2006, Nhon Ai Rural Commercial Joint Stock Bank transformed into Urban Commercial Joint Stock Bank and renamed to Saigon - Hanoi Commercial Joint Stock Bank (SHB) with charter capital of VND 500 billion.

During the first 5 years of change from a rural bank into an urban one, SHB did not only build up a reputation in Vietnam but also reached out to two neighboring countries, seizing opportunities in accordance with policies of the state, fostering the trust of the community.
  • 2008

    Moved the head office from Can Tho to Hanoi, confirming a big turning point in the bank’s scale, position and potential with charter capital of VND 2,000 billion.

  • 2009

    Being one of the first banks in Vietnam to be officially listed on the Hanoi Stock Exchange.

  • 2011

    Upscale the Bank with the charter capital increase to nearly VND 5,000 billion, approved by the SBV of Vietnam to open branches in Cambodia and Laos, starting the overseas investment. In the same year, on the occasion of its 18th establishment anniversary, SHB was honored to receive the Third Class Labor Medal awarded by the State President, recognizing SHB’s business efforts.

The radical change of the globalized economy created opportunities and challenges. In that common context, SHB adheres to the principle of taking the HEART to nourish the MIND, turning challenges into opportunities for transformation. Determined to overcome challenges but also strived to integrate and cooperate with domestic enterprises and state credit institutions for the national interests.
  • 2012

    As one of the pioneer banks to expand its business network to the international market, opening a branch in Cambodia in February 2012 with initial charter capital of USD 37 million and a branch in Laos in August 2012 with charter capital of Lao Kip 104 billion; Taking the lead in implementing the Government’s policy of restructuring the system of credit institutions with the successful merger of Hanoi Building Commercial Joint Stock Bank (Habubank) in August 2012.

  • 2013

    Celebrating 20 years of establishment, SHB was honored to receive the Second-class Labor Medal awarded by the State President, marking the success through the development process.

  • 2015

    Increasing charter capital to VND 9,500 billion, transaction network increased to nearly 500 points at home and abroad.

  • 2016

    Increasing charter capital to VND 11,197 billion.

    Opening a wholly owned subsidiary in Laos on January 15, 2016 and a wholly-owned subsidiary in Cambodia on September 9, 2016 - demonstrating SHB’s outstanding business efforts in the two markets; Acquired Vinaconex Viettel Finance Joint Stock Company (VVF) in December 2016 and established SHBFC (SHB FC).

Time serves as both an opportunity and a measure of business maturity. One year before the 30-year milestone (2023), SHB entered its prime according to the traditional concept of 30-year-old setting solid foundations in his life with a physically healthy body. Opportunities and desire to accumulate knowledge becomes a life command. The strong innovation with the strategy of optimizing the management, promoting digital transformation is the ideal environment for the effective development of SHB.
Each climax is a starting point for the journey to the future. The 30-year milestone forest out the beginning of the future aspiration and ambitions and SHB must reach and conquer the market with confidence in what has been accumulated over the past 3 decades. Still from HEART to build FAITH, establish TRUSTWORTHINESS, accumulate KNOWLEDGE to achieve new heights.

With 6 core values “Heart - Faith - Trustworthiness - Knowledge - Wisdom - Prestige” and the slogan “Solid partners - Flexible solutions” with “agile” strategy to deliver more values to customers and prosperity for shareholders - investors, SHB always satisfies demands of customers and partners with synchronized, high-quality and competitive products and services.

SHB constantly endeavours to become No. 1 in terms of efficiency and technology among commercial banks in Vietnam; leading modern retail bank in the region.

1.3. Business areas and locations

1.3.1. Business lines

SHB always innovates and develops banking and financial products and services in line with market needs and trends.

  • The main line of business involves short, medium and long term deposit from institutions and individuals;
  • Offer short, medium and long-term loans to institutions and individuals;
  • Trade foreign currency, provide trade finance products, discounted commercial papers, bonds and other valuable papers;
  • Factoring, asset preservation services and rental of lockers and safes (including gold custody service);
  • Bancassurance;
  • Arranging entrusted loans;
  • Providing loans in the form of discounting valuable papers and other negotiable instruments.
1.3.2. Business regions

SHB always innovates and expands its business network to best serve the needs of customers.

By December 31, 2022, SHB continued to expand its network, expanding the total number of transaction points to 539, present in nearly 50 provinces and cities in the country, which are major provinces and cities directly under the central government, provinces/cities with strong economic development potential across the country.

Overseas: Present in 3 Southeast Asian countries, namely Lao PDR (Vienna, Champasak, Savannakhet), Kingdom of Cambodia (Phnom Penh, Kampong Thom, Nehru...), Myanmar and in the process of opening a new branch in Côte d’Ivoire.

(Please refer to page 136 for more details)

1.4. Governance model and organization structure

1.4.1. Governance model

SHB always focuses on strengthening and transforming the organizational structure to ensure that the governance is carried out according to a modern, streamlined and optimized model in line with the business strategy towards becoming a modern, versatile retail bank.

1.4.2. Organization structure
1.4.3. Subsidiaries, affiliated companies
Subsidiaries
Company name Address Business areas Charter capital SHB's contributed capital SHB’s holding rate
Domestic subsidiaries
SHB Asset Development and Loan Management One Member LLC (SHAMC) 14th floor, Building 169 Nguyen Ngoc Vu, Cau Giay District, Hanoi City Loan management and asset development 20
billion VND
20
billion VND
100%
Saigon - Hanoi Commercial Joint Stock Bank Finance Company Limited (SHB FC) GELEX Building, 52 Le Dai Hanh Street, Le Dai Hanh Ward, Hai Ba Trung District, Hanoi City Finance, banking 1,000
billion VND
1,000
billion VND
100%
Overseas Subsidiaries
SHB Laos single member Limited Liability Bank Lanexang Road, HatsadyTai Village, Chanthabouly District, Vientiane Capital, Lao PDR. Finance, banking 1,158
billion VND
1,158
billion VND
100%
SHB Cambodia Limited Liability Bank Building No. 107, Norodom Avenue, Boeing Rang Ward, Daun Penh District, Phnom Penh, Cambodia Finance, banking 1,749
billion VND
1,749
billion VND
100%
Domestic subsidiaries
SHB Asset Development and Loan Management One Member LLC (SHAMC) 14th floor, Building 169 Nguyen Ngoc Vu, Cau Giay District, Hanoi City Loan management and asset development 20 billion VND 20 billion VND 100%
Saigon - Hanoi Commercial Joint Stock Bank Finance Company Limited (SHB FC) GELEX Building, 52 Le Dai Hanh Street, Le Dai Hanh Ward, Hai Ba Trung District, Hanoi City Finance, banking 1,000 billion VND 1,000 billion VND 100%
Overseas Subsidiaries
SHB Laos single member Limited Liability Bank Lanexang Road, HatsadyTai Village, Chanthabouly District, Vientiane Capital, Lao PDR. Finance, banking 1,158 billion VND 1,158 billion VND 100%
SHB Cambodia Limited Liability Bank Building No. 107, Norodom Avenue, Boeing Rang Ward, Daun Penh District, Phnom Penh, Cambodia Finance, banking 1,749 billion VND 1,749 billion VND 100%

1.5. Business orientation

SHB’s orientation is to become the leading modern retail bank in Vietnam, strongly transforming moved by the latest digital technology, diverse customer ecosystem and high value chain.

Customer - centricity together with the driving force of its people and technology, risk management, product development, sales, service,... are the foundation of success.

Key financial goals in 2023

Total assets
growth by

8% - 9%

Customer deposits
growth by

12% - 15%

Total loans outstanding
growth by

10% - 14%

Profit before tax
growth by

10%

NPL ratio less than

<2%
Medium and long term goals

SHB’s strategic goal by 2027, along with drastic digitalization, is to become the top performing commercial bank, leading in efficiency and technology.

1.6. The risks

In 2022, SHB continued to implement proactive risk management to cope with the adverse global and domestic market. Risks are identified, periodically assessed and promptly reported to the Board of Management and the BOD to control and mitigate the negative impacts on business operations and the Bank reputation in a timely manner.
1.6.1. Opportunities and challenges
Opportunities

Positive macroeconomic factors stimulated both the Vietnam economy in general and banking sector in particular after disruptions caused by the Covid-19 pandemic.

In 2022, in the context of the world economy facing many difficulties and uncertain factors, Vietnam’s economy still recovers strongly and achieves GDP growth rate of over 8%. This result comes from a combination of values and advantages such as: a stable political situation, an economy with fast growth drivers, a large consumption market, strong FDI attraction, and many free trade agreements support import-export activities, etc. In addition, Vietnam has affirmed its ability to adapt to changes, and has flexible and timely policies to support the economy to overcome challenges and continue recovery. This is also the basis for Vietnam’s economy in 2023 to be forecasted with a positive outlook.

In 2022, the Government launched the Project “Restructuring the system of credit institutions associated with NPL settlement for the period of 2021-2025”, the State Bank of Vietnam also issued an action plan, which emphasized the requirement to increase the capital of commercial banks, continue to take measures to minimize arising NPL, and at the same time encouraged and promoted the process of restructuring the system. With the implementation of synchronous solutions, the market and banking activities are becoming increasingly transparent and professional, affirming the key role in the economy.

Macroeconomic factors Impacts on the banking system including SHB
Trend Mid-term Long-term
>Stable economic growth; growth moves towards sustainability Stable Positive Positive
>Inflation is under control thanks to prudent macroeconomic policy Stable Positive Positive
>Manufacturing sector has a lot of potentials and continuously improves Increasing Positive Positive
>Private sector is emphasized as the key growth driver Increasing Positive Positive
Absorb long-term investment capital flow Increasing Positive Positive
>Youth labor force participation increases and tend to shift to key economic regions Increasing Positive Positive
>Import-export trade is under a lot of short-term pressure from global trade conflicts among powerful countries Increasing Negative Stable
>Participating in global trade agreements encourages Vietnam to more deeply involve in the global value chain Bettering Positive Positive
Challenges
Firstly

the booming credit poses the hidden risk of hot growth accompanied by increased risk of bad debts and higher provisions.

Second

higher risks of technology crimes due to the application of technology in transactions, information and data management place banks as favorite targets of severe cyber attack.

Third

the pressure on equity capital increase continues in the banking industry to ensure prudential ratios under unfavorable conditions such as the economy still in the recovery phase, GDP growth in 2023 forecasted to slow down at 6.0-6.5% and the considerable challenge of exchange rate and interest rate.

Finally

the rapid development of Fintech in the banking sector present significant challenges to the regulatory agencies such as: cyber security, personal data protection, consumer rights, money laundering and terrorist financing, etc.

1.6.2. The banking industry specific risks
Risk management framework

SHB establishes a risk management framework to ensure a complete system of policies, regulations, procedures and guidelines to run the Bank’s operation in line with the business strategy and risk management objectives. Material risks are identified, measured and controlled while maintaining a satisfactory capital adequacy ratio commensurate with the Bank’s risk profile.

In order to ensure an effective risk management framework, SHB has established a full information system along with a management reporting system to ensure timely and accurate information about the risk level of the Bank, make forecast on business activities, credit quality and make appropriate and effective business decisions. SHB also pays great attention to training and communication as the foundation for building a risk-aware culture.

Risk management structure
Capital adequacy

SHB has completed three pillars of the Basel II Accords in 2020, conducts annual Internal Capital Adequacy Assessment Process (ICAAP) starting from 2021 and fully complies with the SBV’s requirements on operational risk management in particular and the internal control system in general.

The management have always been consistent in risk management policy and capital adequacy, in which fulfilling three pillars of Basel does not mean a stopping point but rather a springboard to further enhance the risk management capacity framework towards the application of higher international standards.

On that basis, in 2022, the development and implementation of upgrading the liquidity risk measurement tools specified by Basel III standards were finished and applying LCR, NSFR indicators for internal monitoring/supervision is expected to carry out in 2023. At the same time, consolidating risk measurement model and adopting advanced internal rating based approach to measure credit risk exposure are being in progress. The results of these projects will be applied to further improve the Bank’s operational efficiency.

1.6.3. Material risks management