• Capital mobilization from market I reached VND 1,257,806 billion, up ~9% compared to 2021, reaching 100% of the plan in 2022. The proportion of average capital mobilization from current deposits reached 34%, an increase of 1.8 percentage points compared to 2021.
• Credit balance reached VND 1,156,148 billion, up ~19% compared to the end of 2021, reaching 100% of the 2022 plan, controlling within the growth rate assigned by the SBV.

• Group 2 debt ratio is at 0.35%, bad debt ratio for customers is at 0.68%, lower than the assigned plan.
• The ratio of provision for bad debts on the balance sheet reached the highest level in the banking system.

• International payment and trade finance volume increased by 31.8% compared to 2021.
• Foreign currency trading volume increased by 16.3% in comparison to 2021.
• The targets of card making, insurance, and wholesale-retail customer development all achieved impressive growth, from 37% to 100%.

• Profit before tax completes the plan assigned by the SBV and the General Meeting of Shareholders in 2022.
• The proportion of service fees and foreign currency trading reach 20.1% of total operating income.
• Recovery of written-off loans totaled VND 2,395 billion
• ROAA and ROAE indexes remain high, at 1.85% and 24.44% respectively.
• VCB continues to be the listed company with the largest capitalization on the Vietnam Stock Market, entering the Reuters’ top 100 listed banks with the largest market capitalization by the end of 2022.

• VCB always accompanies and shares difficulties with customers. In the last 2 months of 2022, VCB has reduced lending interest rates by 1% for loans denominated in VND.
• Credit growth from the beginning of the year to maximize the efficiency of capital use, the growth rate is always controlled according to the ceiling level assigned by the SBV.
• Credit balance has changed according to orientation, customers, and product lines; expanding to those chain business lines.
• Effectively deploying competitive lending interest rate programs associated with the development and use of associated products and services.

• The interest rate is adjusted flexibly and timely according to the demand for capital use and ensures compliance with the prudential ratio.
• New policy of E-bank transaction fee, timely adjustment of internal interest rate to maintain the growth of current deposit and foreign currency deposits.

“Retail” pillar

• Completing the transformation of Sales and Customer Service models under the RTOM2 project at 30 branches.
• Implementing RLOS retail credit model at 30 branches.
• Finalizing the design of customer policy by segment in the RTOM2 Project.
• Free transactions, money transfer on digital channels to participate in the implementation of the Government’s goals on socialization of non-cash payment.
• Promoting new products, services and features provided on digital channels.

“Service” pillar

• Promoting sales of products and services on digital channels; expanding public services connecting payment.
• Implementing marketing and sales campaigns on the basis of customer behaviour analysis.
• Promoting the available advantages of diversified and specialized products and services, applying technology to promote international payment - trade finance, foreign currency trading.

“Investment” pillar

• The structure is suitable for the proportion of Government bond investment portfolio.
• Flexible and efficient management of valuable papers issued by credit institutions.

• Directing the effective implementation of strategic technology projects of the Bank as a foundation for product and service development.
• 36 out of 50 conversion projects have been completed and Go-live actively contributes to the implementation of VCB’s digital transformation roadmap.
• Implementing the consulting project on capacity building and implementing the Transformation Action Program.
• The Wholesale Banking Division promotes the implementation of the digital platform with products provided to customers.
• The Retail Banking Division successfully transforms the new core system for Digibank.

• Approving to implement the Basel orientation for the content of capital calculation for credit risk according to the basic internal Basel II method (F-IRB) combined with a number of Basel III regulations. At the same time, carrying out necessary tasks and preparing capacity to apply Basel III according to the regulations of the Basel Committee and the SBV.
• Reviewing and promptly adjusting credit orientation by economic sector and by category; debt-oriented quality control.
• Strengthening supervision, urging and directing the handling of overdue debt at branches.
• Ensuring liquidity ratios in compliance with regulations.
• Maintaining adequate tools to control and limit operational risks; maintaining business continuity.
• Completing the project “Consulting on enhancing capacity for anti-money laundering/anti-terrorist financing of VCB”.

• Consolidating senior and mid-level personnel; rearranging the organizational model at the Head Office, the RTOM model at the Branches.
• Enhancing training activities, the number of training sessions reached 4.86 turns/staff, an increase of 42.6% compared to 2021; training staff and leaders at the Head Office basic and advanced knowledge about Agile methods, Digital Supply Model.
• Scientific research is promoted and implemented seriously and methodically.
• Successfully organizing the initiative contest “Vietcombank: 60 years of Innovation & Creativity”.

• Implementing the policy to support interest rates from the State Budget for customers according to the Decree 31 & Circular 03.
• Strengthening customer relationship connection through signing cooperation agreements with major customers.
• Continuing to promote social security activities with a total commitment of VND 487 billion (disbursed VND 383 billion) in 2022.
• In 2022, VCB was voted for the 7^th consecutive time as the bank with the best working environment in Vietnam; for the 3^rd consecutive year receiving the award “Typical Enterprise for Employees”.
• VCB was honored to be awarded the title of Labor Hero by the Party and State.
• Completing the development of a plan to compulsory acquire a credit institution, meeting the schedule of the SBV.

• The salary mechanism of Vietcombank is built on the principle of paying according to position, job title, complexity of work, requirements for professional qualifications, salary distribution associated with business performance, level of work completion to create motivation so as to improve labour productivity, quality and work efficiency. The salary policy is regularly reviewed and improved to be more suitable with actual operating conditions, ensuring internal fairness and competition in the market.
• The average income of employees at VCB is guaranteed and has grown over the years, reaching a high level compared to the common level of the market.

• The non-wage remuneration for employees at Vietcombank is quite diverse, such as: organizing periodic health check-ups; buying health insurance, life insurance; giving gym membership cards; payment of allowances/support for maternity and sick leaves; payment for lunches, uniform, vacation, birthday celebration, wedding/funeral, travel support for holidays, allowance for retired workers, support for child care expenses, rewards for employees’ children having good academic record, etc.
• Employees are also facilitated to participate in training at home and abroad, and are paid/supported by Vietcombank for training costs as prescribed in the Training Regulations; be rewarded regularly/unexpected according to the Regulations on Emulation and Commendation.
• In addition, Vietcombank’s Trade Union and Youth Union regularly coordinate to organize activities to take care of the material and spiritual life of employees, helping to balance life and connect employees in the whole system, such as: establishing and supporting internal clubs (yoga, running, table tennis, tennis, badminton, etc.); organizing running races and activities on International Children’s Day June 1^st, Mid-Autumn Festival, Vietnamese Women’s Day October 20^th, International Women’s Day March 8^th; giving movie tickets, tickets to amusement parks, tickets to attend book fairs for employees, letters of gratitude and gifts to parents of employees on the International Day of the Elderly October 1^st, etc.

• Employees at Vietcombank are entitled to participate and enjoy social insurance regimes in accordance with the State’s regulations. Vietcombank actively cooperates with the social insurance agency in settling benefits for employees quickly and in a timely manner and ensuring maximum benefits for employees on maternity and sick leaves.

• Personnel planning is carried out periodically in the Vietcombank system in order to create a source of successors and serve as the basis for developing training and retraining plans, and appointing management positions to meet the Bank’s requirements of business needs. Vietcombank is always interested in discovering, training, fostering and creating development opportunities for talented young staffs in order to build and rejuvenate the management team. Vietcombank has also developed and promulgated mechanisms and policies on rotation and change of job positions in order to effectively use the staffs, creating conditions for staffs to be trained, challenged, supplemented, and trained to gain practical experience and have more career development opportunities.

• The surveys to evaluate internal customer satisfaction (ICS) and employee engagement (EES) are carried out annually by Vietcombank through an independent and professional consulting unit. The survey results show that the scores of the indicators are increasingly improved over the years and are at the “excellent” level of the market, showing the satisfaction and high level of commitment of employees with Vietcombank.