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Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
Presentation dd session final_eng 26_march2012
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Presentation dd session final_eng 26_march2012

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Presentation of Vietinbank

Presentation of Vietinbank

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  • 1.093 chi nhánh và phòng giao dịch trên cả nước? 08 Công ty con?
  • Transcript

    • 1. VietinBank Overview March 2012
    • 2. VietinBank Overview • Vietnam Joint Stock Commercial Bank for Industry and Trade (VietinBank) is a leading financial and banking group, plays an key role in Vietnam financial-banking system. • Established in 1988, upon its separation from the State Bank of Vietnam (SBV) • In 2008, VietinBank successfully undertook its Initial Public Offering (IPO) and equitized into Joint stock corporation and listed in the Hochiminh Stock Exchange • In 2009: officially renamed into Vietnam Joint Stock Commercial Bank for Industry and Trade. • In 2010: signed an investment cooperation agreement with International Financial Corporation (IFC) • In 2011: IFC officially became the foreign shareholder of VietinBank, with the possession of 10% of VietinBank chartered capital. • Second largest in Vietnam banking system in term of net work and total assets
    • 3. Structure of ownership Major Shareholders’ stakes Major shareholders’ supports Government • VietinBank is currently 80% owned by the Government. Government’s share holding will 10% not fall below 51% at any time. 7% • The majority of Board of Director’s members 3% are appointed by Government. • VietinBank is regularly supported by Government. IFC Conducting technical assistants to VietinBank in: 80% • Risk Management • SME services • Energy saving efficiency • Information technology State Bank of VietNam IFC • Standardization of other services. IFC Capitalization Fund Others
    • 4. Resonable Management structure General Shareholder Meeting Subsidiaries and Affiliates Supervisory Board Risk Management Committee Board of Directors Committees HR and Remuneration Committee InternalInternal Audit Secretariat to Board Controllers Policy Committee CEO Information and Communication Commitee ALCO Management Committee Deputy General Directors and Chief Accountant Technology Development Strategy Research Committee Departments of Main Operation Center Non-profit Making Units Representative offices Head Office and Branches Transaction Offices
    • 5. Second largestBranch network in Vietnam • Nation-wide Network – 01 Main Operation Center in Ha Noi – 1.093 branches, Transaction offices and Saving offices – 02 Representative offices in Da Nang and Ho Chi Minh City – 02 Joint-Venture Companies (Joint venture Bank of Indovina and VietinBank Aviva Life Insurance Company) – 07 Subsidiaries – 03 non-profit making units • Expand network to the world – Opened a branch in Frankfurt in September 2011 and Laos in February 2012. – Plans to open branches in Berlin in 1st quarter of 2011 – Plans to expand network to England, France, Czech, Poland and South-east Asia nations in 2012. • Correspondent Banking Relationships with nearly 1.000 financial institutions in the world
    • 6. VietinBank’s strength
    • 7. Corporate missionand strategic objectives Strives to become the leading financial group in Vietnam and Mission highly rated bank in the international domain with motto: Safety – Efficiency – Modern – Sustainable growth, focusing on Commercial banking, Investment banking and others.Overall Strategic Objectives 1 Continue to expand business vertically and horizontally to increase market share 2 Enhance service quality to ensure the efficiency in the context of well-managed risks 3 Improve financial capability and transparency 4 Strengthen corporate governance and risk management in line with international standard 5 Accelerate modernization of the Bank 6 Become the leading financial group and key player in Vietnam 7 Maximize stakeholder’s value
    • 8. Strategic focus and growth areas Short to medium term strategies Long term strategies Tailor-made products and services to meet  Position the bank as a strong universal bank, customers’ need and provide all financial services providing a full spectrum of banking services under one roof  Diversify shareholding with the best capital structure Rationalize operations and increase co-operation through selecting suitable foreign strategic partners between departments to maximize cross selling opportunities and improve efficiency  Leverage shareholders’ strength and resources to further develop the Bank Standardize policies and procedures in each department  Accomplish the optimal group structure and optimize the internal resources to ensure business efficiency Improve labor efficiency through specialization and and sustainable development rendering appropriate training and development  Improve the quality of the human resources Develop non-banking products and services to increase share of non-interest income to total  Establish a strong and advanced IT platform income.  Collectively develop the organization structure, Restructure assets and liabilities to ensures internal policies, technology and infrastructure to sustainable development facilitate the business expansion Human resources development
    • 9. Specific strategic objectives Expand market and client base and increase  Strengthen capital base to enhance financial market share strength (CAR>=10%, ROE in the range of 20-25% and ROA in the range of 1.5-2.0%) Achieve total assets growth 20%-25%/year  Expand distribution network both domestically and internationally Improve service quality to increase the share of non-interest income  Build up strong supporting infrastructure Broaden customer and product base  Enhance marketing and PR Enlarge the retail banking business  Improve social responsibilities and Focus on risk management: maintain NPL community services ratio <= 3.0%
    • 10. Steadily-growing ratioswith high profitability Assets and Loan Growth Net interest Income and Net interest MarginVND billion VND billion
    • 11. Well managed- operating cost Cost to Income Ratio Operating Expenses Breakdown VND billion
    • 12. Strong overall profitability Strong growth of Profit ROAA & ROAEVND Billion
    • 13. Contribution in subsidiaries Total contributed Percentage of Charted Subsidiaries capital contribution capital (VND bil) (%) (VND bil)VietinBank leasing Company Ltd 500 100% 500VietinBank Securities Joint Stock 500 75.61% 790companyVietinBank Debt Management and Asset 30 100% 30Exploitation Company LtdVietinBank Insurance Company Ltd 300 100% 300VietinBank Gold and Jewelry Trading 300 100% 300company LtdVietinBank Fund Management Company 500 100% 500LtdGlobal Money Transfer Company Ltd 50 100% 50
    • 14. Asset Quality Overview• The best quality asset in Vietnam banking system• VietiBank has a healthy credit systems, utilising appropriately credit limits and relevant credit risk appetite• Such systems are enhanced by a strong credit culture, benefiting from well-defined delegations of authority and reporting channels• Credits are well diversified with respect to groups of customer and sectors, ensuring the good diversification of potential risks.• Comprehensive and detailed loans classification and provisioning requirements and policies are applying, consistent with regulatory norms and guidelines.• Existence of robust procedures have resulted in positive developments in non- performing loans in recent times.• Strong credit risk management system is used to ensure improvement in the asset quality in this growing economics environment.
    • 15. NPL ratio is well controlledGroup 2011 2010 2009 2008 Value Value Value Value % % % % (VND bn) (VND bn) (VND bn) (VND bn)Group 1 285,213 97.20 230,267 98.32 160,510 98.37 114,596 94.90CurrentGroup 2 6,017 2.05 2,399 1.02 1,660 1.02 3,968 3.29Special mentionGroup 3 1,071 0.36 925 0.39 230 0.14 847 0.70SubstandardGroup 4 220 0.07 411 0.18 333 0.20 803 0.67DoubtfulGroup 5 912 0.31 203 0.09 437 0.27 537 0.44LossTotal 293,434 100.00 234,205 100.00 163,170 100.00 120,751 100.00
    • 16. NPL ratio much lower thanthe industry average
    • 17. Stable deposits growth Deposit structure (VND bn) Deposits of customers & credit institutions (VND bn)Outer ring: As at 31/12/2011: 406.886 VND bn 240,049Inner ring: As at 31/12/2010: 318.805 VND bn VND bn 241,014 163,386 130,458 117,686
    • 18. Risk Management Structure Board of Directors Committees CEO Risk Management Group Risk Management ALCO Management Committee Committee• Credit & Investment Risks Management Department• Credit & Investment Policy Department• Market & Operational Risks Management Department• NPLs Management Department
    • 19. Credit Risk Policy To achieve credit expansion required for Credit sustaining the profitability of the Bank with Philosophy an emphasis on quality assets, profitable relationships and prudent growth • Balanced growth of credit portfolio • Forward looking and market responsive approach • Moving to new profitable areas of lending with predetermined exposure ceiling Credit • Ensuing compliance of regulatory norms Objectives • Deployment of credit across various sectors and geography • Using pricing as a tool of competitive advantage while protecting earnings • The overriding objective in credit policy is to achieve a healthy balance between Underlying – Credit volumes Principals – Earnings and – Asset quality
    • 20. Credit Risk Management • Setting limits on the amount of risk it is willing to accept for individual counterparties, geographical and industry concentrations. Monitoring exposures in relation to such limits • Established a credit quality review process to provide early identification of possible changes in the financial position as well as debts repayment ability of counterparties • Counterparty limits are established by the use of a credit risk classification system, which assigns each counterparty a risk rating • Risk ratings are subject to regular revision
    • 21. Interest Rate Risk Management Process • Using GAP analysis of rate sensitive assets and liabilities and monitored through its prescribed prudential limits • Investment activities: The Bank forecasts fluctuation of market interest rate and makes appropriate investment decisions • Fund mobilization and utilization: interest rate for fundInterest Rate mobilization is determined under market price principles, in Risk which interest rate is subject to demand, fund mobilization scale and market interest rate movements • Lending activities: determine lending interest rate based on the cost of funds, management expense plus targeted profit margin. • Building and applying inspection and monitoring regulations
    • 22. Currency Risk Management Process • Applying limitation system to mange currency positions on a daily basis. Risk prevention strategy is to keep the currency positions in the established limitation. • Alco Planning and Supporting Department analyses and projects cash-in and cash-out flow for each type of currency (mainly VND, USD and EUR equivalent) based on actual cash flows and growth target registered by business units. It is managed based on daily outstanding balance in accordanceCurrency Risks with guidance to ensure the safety and effectiveness of the whole system. • Restricts lending in importing goods that can be domestically produced and establishes preference for lending to import essential. • Ensure to have enough forex funding lines with International financial institutions
    • 23. Liquidity Risk Management Process • The Bank diversifies its funding sources in addition to its core deposit base to reduce liquidity risks. • Flexible policy in managing liquid assets and monitoring future cash flows and liquidity on a daily basis. The Bank also assesses expected cash flows and the availability of collaterals in case the Bank needs to mobilize more capital. • Alco Dept. analyses and projects flows of cash-in/cash-out in accordance with approved plan; and provides decisions on available fund management based on movement of the Bank’s capital and its dailyLiquidity Risks utilization • Investment Department creates the Bank’s liquidity buffer through purchasing highly liquid valuable papers. Besides, Investment Department also establishes credit limit with other banks for mutual assistance when needed. • By the centralized settlement scheme at the Head office, VietinBank is always active in the daily liquidity management. • The Bank is currently setting up software, developing upgrades and finalizing the risk management process to catch up with the international standards.
    • 24. For further information, please contact:Investor Relations - Investment Department, VietinBankAddress: 108 Tran Hung Dao street, Hanoi, Vietnam.Email: investor@vietinbank.vnWebsite: investor.vietinbank.vnTel: 84-4-39.421030 ext: 08203

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