2.1. Business performance
In 2022, SHB continues to affirm its position as one of the leading banks in Vietnam with the fulfillment and achievement of key objectives and milestones:
Total assets of the bank have grown well in the context of economic difficulties. Equity capital according to Basel II standards amounts to VND 62,577 billion. Owners’ equity equals VND 42,904 billion, up 20.7% compared to 2021. Our profound and long-term funding facilitates financing may key projects in line with the government and the SBV orientation.
OWNERS’ EQUITY EQUALS
VND 42,904 billion
Network and personnel continued to be invested and expanded with the opening of many new domestic and foreign branches, bringing the total number of transaction points to 539 at home and abroad: one 100% owned subsidiary bank and 2 branches in Laos, one 100% owned subsidiary bank and 4 branches in Cambodia, a representative office in Myanmar and 2 subsidiaries (Debt Management and Asset Exploitation One Member Company Limited - SHAMC and SHB Finance One Member Limited Company - SHB FC). With more than 9,500 employees and a network in nearly 50 provinces in the country and abroad, SHB is serving over 5 million individual and corporate customers and working with 400 correspondent banks across the globe.
SHB has gradually shifted its income structure towards diversification, reducing dependence on lending activities. In addition to size and income growth, SHB strictly monitors costs to enhance operational efficiency.
Capital adequacy ratio according to Basel II equals to 12.22% (SBV’s regulation is ≥8%). Loan-to-deposit ratio reaches 77.83% (SBV’s regulation ≤ 85%); Ratio of short-term funds for medium and long-term loans is equivalent to 27.60% (SBV’s regulation ≤ 34%).
Completing all three pillars of Basel II ahead of schedule in 2022, SHB has completed foundations for the transition to advanced capital calculation (FIRB) and the application of international financial reporting standards (IFRS), towards better meeting international standards. This is the basis for the bank to continue to develop a sustainable and comprehensive business strategy, a corridor for risk management and effective use of capital.
SHB was also rated B1 by Moody’s, with positive outlook for the past year.
With such achievements, SHB now ranks in top 5 commercial joint stock banks in Vietnam.
- In 2022, SHB’s total assets reaches VND 550,904 billion, up by 8.7%, 3% lower than target.
- Planned charter capital is VND 36,000 billion, in the progress of completing business registration procedures in 2023.
- Customer deposit amounts to VND 407,134 billion - 7.6% increase, 19% lower than the target.
- Total loan outstanding is equivalent to VND 398,819 billion, an increase of 10.1%, ensuring the credit growth limit prescribed by the State Bank of Vietnam.
- Profit before tax equals to VND 9,689 billion rises by 54.8% year-on-year, 17% lower than the planned target.
- The capital adequacy and risk management ratios surpass those regulated by the SBV and international practices.
- In 2022, SHB has completed stock dividend payout for 2021 at the rate of 15%.
2.2. Organization structure and personnel
No. | Full name | Position/Main Duties | Percentage of stock ownership |
---|---|---|---|
1
|
Ms. Ngo Thu Ha | CEO | 0.0728% |
2
|
Mr. Nguyen Huy Tai | Deputy CEO | Do not own |
3
|
Mr. Le Dang Khoa | Deputy CEO | Do not own |
4
|
Ms. Ninh Thi Lan Phuong | Deputy CEO | 0.0036% |
5
|
Ms. Hoang Thi Mai Thao | Deputy CEO | Do not own |
6
|
Mr. Do Duc Hai | Deputy CEO | 0.00001% |
7
|
Mr. Do Quang Vinh | Deputy CEO | 0.0260% |
8
|
Mr. Luu Danh Duc | Deputy CEO | Do not own |
9
|
Ms. Ngo Thi Van | Chief accountant | 0.00002% |
(For brief biography of members of the BOM, please refer to page 18-19) |
- Mr.Vo Duc Tien - Vice Chairman of the Board of Directors: from August 4, 2021 to July 19, 2022 Mr. Vo Duc Tien was appointed as CEO.
- Ms. Ngo Thu Ha: On July 20, 2022, Ms. Ngo Thu Ha, Deputy CEO was appointed as Acting CEO. On September 1, 2022 she was appointed as CEO of SHB.
- Mr. Luu Danh Duc: Mr. Luu Danh Duc was appointed Deputy CEO of SHB on September 1, 2022.
No. | Full name | Position |
---|---|---|
1
|
Mr. Nguyen Dinh Duong | Chief Internal Auditor |
2
|
Mr. Luu Tien Cuong | Chief Risk Officer |
3
|
Ms. Dang Hong Thu | Chief HR officer |
4
|
Mr. Vu Tuan Anh | Chief Credit officer |
5
|
Mr. Cao Minh Tuan | Director of the Problem Loans Management Division |
(For brief biography of C-suite managers, please refer to page 20-21) |
The total number of employees of the Bank and its subsidiaries
as of December 31, 2022 is
9,504
people
80%
OF WHOM HOLDING BACHELOR’S DEGREE AND POSTGRADUATE DEGREE.
Fair and transparent recruitment policy with defined criteria to assess qualifications and skills of candidates based on professional standards as a basis in the recruitment process.
The selection of personnel with high standards of qualifications, health and ethics has always been focused by SHB with the maintenance of recruitment website, internal recruitment newsletter, and job posting in the social networks to ensure professionalism, transparency and fairness and enhance the image and reputation of the SHB brand in the labor market.
SHB always considers human resources as the most valuable asset, taking staff as the driver for SHB’s development with the training and development policy in line with its business strategy, suitable to each target group.
Training in 2022 has many changes with training programs appropriate for key positions in the bank, focusing on training courses on improving management capacity - Leader of SHB Talent Lead, Sales Skills & Sales Management, Improving Customer Service Quality, Appraisal Skills, Soft Skills...
In addition to hundreds of external and internal direct training courses, SHB develops training through high-technology applications such as: SHB - Learning management system (LMS); training courses quality survey; Learning exchange forum; video conference training;... in order to minimize training costs as well as improve the labor productivity.
Compensation package are competitive with the goal of providing a stable source of income so that employees are really dedicated to their works.
(For details of HR policies and policy changes,
please see the section Sustainable development - HR policy, please refer to page 120)
2.3. Investment and project implementation
SHB has successfully negotiated the divestment of SHBFC (SHBFC) to the foreign partner (Thai Investor - Bank of Ayudhya Public Company Limited - Krungsri), in 02 phases.
During phase 1: SHB will transfer 50% of the company’s charter capital to Krungsri in 2023 (or at other time agreed upon by the parties) .
In phase 2: Three years since the completion of phase 1, SHB will continue to transfer the remaining 50% of the charter capital to Krungsri. On December 30, 2022, the SBV of Vietnam issued a written approval for SHBFC to convert from a one-member limited liability company to a limited liability company with two or more members. The approval of the SBV of Vietnam is one of the final steps to divest from SHBFC to Krungsri Bank of Thailand - a strategic member of MUFG Group, Japan. At the beginning of 2023, the two parties will expedite the remaining procedures to complete the agreement.
In addition, SHB continues to implement a series of projects in its roadmap to become a leading modern and effective retail bank in Vietnam. The biggest project has been converted into a functional unit - the establishment of SHB Digital Banking with the goal of becoming No. 1 bank in terms of growth rate of active digital customers in middle class and affluent customer segments by 2027.
a. Digital Banking Division (DBD)
Digital Banking Division was established to lead digital transformation activities guided by the principle of customer companionship and insights and following Agile working methodology and Design Thinking. The Division’s organizational model, roles and responsibilities and recruitment were also completed. Squads setup were quickly conducted to build digital product journeys. By the end of 2022, SHB Digital Banking Division was consisted of 150 employees, building 100% digital customer journey on digital channels with 8 Squads and 86 major features to facilitate online pre-approved credit cards, online pre-approved unsecured overdraft, loan on pledged saving books, online savings, eKYC and various payment features to promote channel shifting and digital transformation in transactions. The DBD has also established a separate squad for corporate customers with 10 features.
In addition, the DBD officially launched the Omni Channel project for retail customers in April 2022. This is a project to rebuild the integrated platform of mobile banking, internet banking and offline channels (branches, 24/7 hotline) aiming at delivering a superior experience whenever customers interact with the bank. The project will synchronize a series of technologies of leading partners including:
-
1Omni Channel Architecture to ensure smooth experience of all channels;
-
2Micro Service architecture to increase flexibility and scalability, including moving the system to the Cloud;
-
3Upgrade ESB to enhance the connection efficiency between digital channels and core services (Core, Card, LOS).
Boosting the current experiences coupled with designing more features shall further satisfy customer needs (online credit cards, online loans, online pledged loan, ...), the project will increase business growth in retail banking segment. MVP2 Omni Channel channel went live as planned in October 2022. This platform is expected to fully go live and provide an outstanding experience for retail clients starting from the second quarter of 2023.
b. Key projects on digital transformation at SHB
-
1Core banking system replacement: analyzing and assessing future development needs according to the bank’s strategy, SHB needs a Core banking system characterized by modern architecture, stable operation and capability to meet growing customer demands, products and transactions. The project will perform system transformation, data transformation and implementation of features to meet the requirements of core banking operations.
-
2Loan Origination System (LOS) - Building credit extension procedure to improve the customer journey is based on open platforms with high modularity and flexible scalability. The project focuses on bettering the credit granting procedure on the current IT platform and at the same time designing tailored credit grant procedure for each product journey. The up-to-date RLOS solution aims to provide a quick systemized lending process, optimizing resources for units involved and delivering tailored loans in a speedy manner. The project will first target at retail customers and later expand to corporate clients.
-
3Microservices architecture consultation for Bank-wide IT system: This is the first step in implementing Microservices architecture for IT system. Due to the complex nature of implementing an IT system following the Microservices architectural model, SHB has been working with leading global IT partners to select a qualified consultant to transform IT system from Monolithic architecture model to Microservices model in line with the current IT infrastructure and needs.
-
4Enterprise Service Bus (ESB) upgrade adds more features and improve connectivity standards, availability, execution and management of the digital transformation journey. The new integrated vertical axis that meet all the required technical specifications of microservices architecture continue to run on the old physical platform. With an open architecture form, the new integration axis also enhances the availability to help customers access open source codes and/or commercial to implement CI/CD model (Continuous Integration/Continuous Delivery).
-
5
Hybrid Cloud platform deployment: SHB invests in hybrid cloud infrastructure for the Omni Channel Multichannel Banking system to expand the virtual infrastructure aligning with IT architecture and cost optimization. The project will better serve Omni Channel banking solutions.
In addition, in 2022, SHB invests hugely in core IT infrastructure such as upgrading Core card, data platform, human resource management system,... completing data center and backup data center, network aligning with the IT strategy. At the same time, SHB also redesigns the bank’s website and prepares for the Customer Data Platform (CDP) project to pilot solutions to build digital marketing capacity.
2.4. Financial performance
Indicators | Unit | 2021 | 2022 | Growth rate 2022/2021 |
---|---|---|---|---|
CAPITAL | ||||
Total assets | VND billion | 506,604 | 550,904 | 8.7% |
Charter capital | VND billion | 26,674 | 30,674 | 15.0% |
Equity capital | VND billion | 53,114 | 62,577 | 17.8% |
BUSINESS RESULTS | ||||
Total customer deposit | VND billion | 378,441 | 407,134 | 7.6% |
Total loan outstanding (*) | VND billion | 368,514 | 398,819 | 10.1% |
Total income | VND billion | 40,650 | 45,556 | 12.1% |
Profit before tax | VND billion | 6,260 | 9,689 | 54.8% |
CAPITAL ADEQUACY | ||||
Capital adequacy ratio | % | 11.86 | 12.22 | Fulfilling the regulatory requirement of the SBV in line with Basel II (≥ 8%) |
NPL ratio | % | 1.69 | 2.81 | Fulfilling the regulatory requirement of the SBV (≤ 3%) |
Overdue debt ratio | % | 2.36 | 4.56 | Fulfilling the regulatory requirement of the SBV (≤ 5%) |
LIQUIDITY | ||||
Loan-to-Deposit ratio (LDR) | % | 76.86 | 77.83 | Fulfilling the regulatory requirement of the SBV (≤ 85%) |
Ratio of short-term funds for medium and long-term loans | % | 27.36 | 27.60 | Fulfilling the regulatory requirement of the SBV (≤ 34%) |
Liquidity reserve ratio | % | 13.69 | 15.79 | Fulfilling the regulatory requirement of the SBV (≥ 10%) |
(Source: Audited Consolidated Financial Statements for the year 2022) | ||||
(*) Calculated based on the credit growth rate approved by the SBV |
Total assets | VND billion | 506,604 | 550,904 | 8.7% |
Charter capital | VND billion | 26,674 | 30,674 | 15.0% |
Equity capital | VND billion | 53,114 | 62,577 | 17.8% |
Total customer deposit | VND billion | 378,441 | 407,134 | 7.6% |
Total loan outstanding (*) | VND billion | 368,514 | 398,819 | 10.1% |
Total income | VND billion | 40,650 | 45,56 | 12.1% |
Profit before tax | VND billion | 6,260 | 9,689 | 54.8% |
Tỷ lệ an toàn vốn | % | 11,86 | 12,22 | Đảm bảo mức quy định của NHNN theo Basel II (≥ 8%) |
Tỷ lệ nợ xấu | % | 1,69 | 2,81 | Đảm bảo mức quy định của NHNN (≤ 3%) |
Tỷ lệ nợ quá hạn | % | 2,36 | 4,56 | Đảm bảo mức quy định của NHNN (≤ 5%) |
Loan-to-Deposit ratio (LDR) | % | 76,86 | 77,83 | Đảm bảo mức quy định của NHNN (≤ 85%) |
Ratio of short-term funds for medium and long-term loans | % | 27,36 | 27,60 | Đảm bảo mức quy định của NHNN (≤ 34%) |
Liquidity reserve ratio | % | 13,69 | 15,79 | Đảm bảo mức quy định của NHNN (≥ 10%) |
(Nguồn: Báo cáo tài chính hợp nhất kiểm toán năm 2022)
(*) Dư nợ cấp tín dụng theo phương pháp tính tăng trưởng tín dụng do NHNN cấp.
2.5. Shareholder structure, change in owner’s equity capital
Total number of shares (shares)
3,067,383,196
- Number of outstanding shares: 3,066,887,010 shares
- Number of restriction-on-transfer shares: 116,485,677 shares
- Number of freely transferable shares: 2,950,897,519 shares
Classified as major and
minor shareholders
-
Major shareholder: 9.998%
-
Minor shareholders: 90.002%
(Major shareholders are those who own more than 5% of the Bank’s shares, minor shareholders less than 5%.)
Classified as institutional shareholders and
individual shareholders
-
Institutional shareholders: 24.748%
-
Individual shareholders: 75.252%
Domestic and foreign shareholders
-
Foreign shareholders: 6.050%
-
Domestic shareholders: 93.950%
State-owned shareholders and other shareholders
-
State shareholders: 0.938%
-
Other shareholders: 99.062%
In 2022, SHB increases its charter capital from VND 26,673,697,990,000 to VND 30,673,831,960,000 by paying dividends in shares in 2021.
- Number of treasury shares as of December 31, 2022: 496,186 shares
- In 2022, SHB has no transaction of treasury shares
2.6. Environmental and social impact assessment report
(For Environmental and social impact assessment report, please refer to the Sustainable development on page 120)