This document is Mekong Housing Bank's (MHB) annual report for 2009. It summarizes 7 outstanding events that occurred in 2009, including establishing a customer care center and online customer service network. It reaffirms MHB's mission to be a leading bank for financial advice and customer service. The Chairman's statement discusses the challenges of the global financial crisis and Vietnam's economic difficulties in 2009. However, MHB was still able to achieve its business plan by following the government's economic stimulus policies and maintaining financial stability and social support. The Chairman expresses confidence that with continued strategy execution, 2010 will bring both challenges and opportunities for MHB to modernize operations with its new core banking system.

1. ANNUAL REPORT

2. 2 NGAÂN HAØNG MHB Baùo Caùo Thöôøng Nieân 2009

3. I. 7 OUTSTANDING EVENTS OF 2009 6
II. MISSION 8
III. CHAIRMAN’S STATEMENT 10
Chairman's statement
IV. BUSINESS OPERATIONS 14
2009 business operations 14
Customer care 18
Information technology 19
Personnel policies 20
Community and charity activities 22
2010 Business plan 23
V. FINANCIAL STATEMENTS 25
Auditor’s report 26
Consolidated balance sheet 27
Consolidated income statement 31
Consolidated cash flow statement 32
Notes to the consolidated financial statements 35

5. 5

6. Annual Report 2009
7 OUTSTANDING EVENTS OF 2009
March 1, 2009: A Customer Care
Center was established. This was
one of the key action programs
in MHB’s 5-year plan: to become
the leading bank in Vietnam for
dedicated financial advice and
equitable customer service.
March 2009: MHB was again
honored to be selected by the
Vietnam Economic Times as a
recipient of the “Vietnam Excellent
Brand 2009” award.
June 1, 2009: MHB officially
went live with an online customer
service network at 2009
transaction points throughout the
country.
July 1, 2009: The General
Director approved and directed
the deployment of a standardized,
unified model for transaction
points throughout the entire
country. This was the first
important activity in the process of
building and renovating the MHB
trademark and service facilities.
At transaction points using this
model, 60% of the space is
devoted to the customers.
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7. mekong housing bank
April 16, 2009: Marked an
important milestone for MHB:
the establishment of the IT
Center, where technical solutions
are designed and which are
guaranteed to provide optimum
support for MHB’s business
activities.
1,866,044,000 VND: The amount
of cash that MHB employees
have returned to customers for
overpayment, displaying the
integrity of MHB’s staff.
MHB was honored to receive the
“Achievement Of High Straight
Through Processing Ration”
award from Citibank.
7

8. MISSION
To become the leading bank in Vietnam
for dedicated financial advice
and equitable customer service

10. Annual Report 2009
CHAIRMAN’S STATEMENT
efforts on: stopping the economic decline; striving to
maintain an appropriate and stable rate of economic
growth; maintaining macroeconomic stability; proactively
preventing the return of high inflation; and ensuring social
security. Of those, the foremost objective was to halt
the economic decline. Under the impact of an economic
stimulus package built around a loan program with
supportive interest rates, the Vietnamese economy has
escaped the momentum of recession and has been able
to reach a growth rate of 5.32%, which is quite a strong
level compared with other countries in the region, while
keeping inflation at a low level (6.52%). However, there has
still been considerable fluctuation of interest rates, of the
supply and demand of foreign currencies, and of exchange
rates, despite a strong growth in credit and liquidity.
Facing these difficulties and aggressive changes in the
State Bank’s monetary policy, ranging from tightening to
stimulating demand, and a loosening of monetary policy
from a system of negotiable interest rates to an imposition
of a ceiling interest rate for loans and borrowing, MHB,
as a state-owned commercial bank, has carried out the
Government’s policy orientation in fighting the recession,
maintaining and developing manufacturing, stabilizing
social security, and helping businesses get through their
difficulties. MHB has implemented the Government’s
demand stimulus measures, ensuring compliance with
objectives and targets, achieving strong social and
Mr. Huynh Nam Dung economic results, and ensuring the safety of banking
Chairman operations.
Although we had to pass through many stages that
At the outset of 2009, the economy of Vietnam was
presented difficulties and challenges, including strictly
facing numerous difficulties and challenges arising from
fulfilling the obligations of a state-owned enterprise,
the world crisis. The financial crisis in a number of major
and working with the State Bank and the Government
economies in 2008 had driven the world economy into a
to implement macroeconomic stabilization measures to
state of recession, significantly shrinking the export market,
prevent economic recession, MHB still made sure that
the capital market, and the labor market, which indirectly
it was able to carry out its proposed business plan. This
affected many socio-economic areas in Vietnam. At the
proved that the strategy to improve the management and
same time, the constant occurrence of natural disasters
business capabilities of the system, to place the customer
and epidemics in the country also had a large impact on
at the center, not to chase after short-term profits at the
economic activities and people’s lives.
expense of long-term benefits for the system, and to
In this unfavorable global climate, the Government has comply strictly with the orientation of the Government and
urgently promulgated many policies aimed at halting the State Bank, was the correct course of action.
the decline, sustaining economic growth and ensuring
Recognizing the increasingly fierce nature of competition
social security. The general objective of the Socio-
in the Financial and Banking Market of Vietnam, with the
Economic Development Plan for 2009 was to focus all
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11. mekong housing bank
"With a stable and long-term development strategy, 2010 will be a year
full of challenges that also promises many opportunities for MHB. With
the implementationof our Core Banking system, all of MHB’s activities will
be reorganized along the lines of a modern banking model, increasing
operational efficiency and strengthening the organization"
growth of active participation on the part of foreign and strategy. Through the establishment of this committee,
private financial institutions, MHB made some positive MHB wants to stress the importance of the role of human
qualitative changes in 2009, such as reorganizing resources, which is of vital significance to the success or
all activities from its credit and capital business to its failure of this renovation strategy and the growth of our
customer service function, restructuring the organization institution.
in accordance with international practices, improving
Looking forward to 2010, it is forecast that the world
competitiveness, and driving toward stable development of
economy will continue to be influenced by the recession
the entire system.
but will begin to enter a recovery stage. It is forecast that
In order to increase our competitiveness, MHB also the impact of this recession could last until the end of the
dedicated human and financial resources to building year, thus influencing the economic state of Vietnam. A
a Core Banking system, through improving the IT deficit in the balance of international payments, along with
infrastructure, strengthening the card system, and building worries about re-inflation, will lead to a state of foreign
a banking technology system. currency withholding, causing complicated fluctuations.
Regarding monetary policy, it is predicted that, according to
With a view to increasing market share in an increasingly
plan, the overall means of payment will increase by 25%.
competitive environment, MHB continued to develop its
The State advocates continued management of a flexible
network, improving the organizational structure and the
monetary policy, to conform with its policy of stimulating
system of management instruments passing from head
demand, the aim being to prevent economic recession,
office to branches. During the year, MHB opened and
while proactively controlling inflation. The State Bank will
brought into operation an additional 47 offices.
tighten monetary policy, so as to prevent inflation, after the
In particular, the work of risk management was
economy shows signs of recovery.
emphasized in 2009. MHB built a centralized risk
management system, employing a standard credit rating With a stable and long-term development strategy, 2010
system following international practices, to ensure its ability will be a year full of challenges that also promises many
to control and prevent risk. The establishment of separate opportunities for MHB. With the implementationof our Core
business groups — the retail and SME (small and medium Banking system, all of MHB’s activities will be reorganized
enterprises) group, the large enterprises group, and along the lines of a modern banking model, increasing
the financial institutions group — allowed MHB to serve operational efficiency and strengthening the organization.
customers better based on the characteristics of each In accordance with its policies, the Government will, in
group. 2010, increase our equity to more than 3,000 billion VND.
These changes will increase MHB’s competitive strength.
Customer service culture was also embraced by every
With changes in perception and business culture, placing
employee of MHB. Our network has been gradually
the customer at the center and being customer-oriented,
standardized under a modern commercial banking model.
MHB believes that it will offer more facilities to customers,
MHB is building a customer-oriented business culture,
along with a continued increase in service quality.
continually researching new products with a view to
customer convenience. The quality of our resources has I would like to thank the entire body of more than 3,000
won much praise from our customers and international employees in the MHB system, and members of the Board
financial institutions. In addition, MHB is developing of Directors, and the Executive Board who have worked
its foreign exchange activities, looking for cooperative closely with the Bank, for their vision, leadership, flexibility
opportunities to expand its scope of business and to and dedicated work.
diversify its products. Chairman
So that these large changes can be carried out, personnel
activities have played an extremely important role. In 2009,
MHB established a human resource committee, under
the Board of Directors, to design and direct the bank’s HR
Mr. Huynh Nam Dung
11

12. 12 NGAÂN HAØNG MHB Baùo Caùo Thöôøng Nieân 2009
Vöôn xa nhöõng neûo ñöôøng
Noái beán bôø yeâu thöông

13. Baùo Caùo Thöôøng Nieân 2009 NGAÂN HAØNG MHB 13
BUSINESS OPERATIONS

14. Annual Report 2009
2009 BUSINESS OPERATIONS
Socio-economic conditions
The global economic recession had In 2009 the commercial banking sector, in general, was
a direct impact on the economy of confronted with many difficulties and challenges. In an
environment of negative growth of the world economy,
Vietnam. The banking system, the international financial experts continued to predict that
nation’s economic nucleus, had to the speed of recovery and development in developing
countries would show signs of much greater feasibility
cope with numerous difficulties and when compared to developed countries. With an
challenges. Facing great changes “annual growth rate of 5.32%,” Vietnam was one of the
in the financial markets, MHB nations with the strongest growth.
continued to pursue a consistent In its role as a state-owned commercial bank, MHB
followed the policy orientation of the Government
strategy of improving the system’s toward halting the recession, maintaining and
management and business developing manufacturing, stabilizing social security,
and helping businesses get through the difficulties
capabilities, placing the customer caused by the economic crisis and recession. MHB
at the center, and complying deployed the Government’s measures aimed at
strictly with the orientation of the stimulating demand, ensuring compliance with
objectives and targets, achieving strong social and
Government and the State Bank. economic results, and ensuring the safety of banking
Policies that were implemented operations.
during the year were: (1) Investing Business operating results of MHB
credit with focus and promoting Focus and effort are being concentrated on:
capital mobilization from the • Serving individual customers and small and
general public; (2) Building a Core medium enterprises.
• Developing a team of enthusiastic, professional
Banking system and improving employees, an extensive nationwide network of
the IT system infrastructure; (3) branches, and a global correspondent banking
system.
Continuously growing the network, • Building a modern IT Center.
and improving organizational
At the end of 2009, the total assets of MHB stood at
structure and the system of
39,712 billion VND; of which mobilized capital was
management communication 30,041 billion VND and gross income was 5,115.5
from head office to branches; billion VND, a year-on-year increase of 76% compared
to 2008. MHB opened and brought into operation an
(4) Building a centralized risk additional 47 new transaction offices in a number of
management system, guaranteeing provinces and cities which have potential for economic
development as well as growth in banking services,
the ability to control and prevent thus raising the total number of MHB operating units
risk; (5) Building a customer- to 209. These results provide a solid foundation for
oriented business culture. MHB to continue to promote business activities and
launch products and services over a wide area; they
14

15. mekong housing bank
are also a prerequisite for MHB to carry out its strategic Graph of MHB’s capital over the years from 2004:
orientation. Capital from 2004-2009 2009 Capital structure
Capital mobilization activities
45,000 75.65%
Drawing experience from the difficulties of 2008, the
39,712
17.03%
Board of Directors of MHB, right at the beginning 40,000
2.72%
35,162
of 2009, proposed appropriate policies for MHB’s 35,000
2.96%
capital mobilization activities for the year, including a
27,110
30,000 1.64%
special focus on safe, effective growth objectives for 25,000
the aforementioned capital mobilization. Through the
18,734
20,000
combined efforts of the entire system, MHB’s capital
mobilization in 2009 saw breakthrough changes in
12,630
15,000
quality, creating a base for the stable growth of the bank
8,197
10,000
in the direction set forth by MHB’s Board of Directors. 5,000
As of Dec. 31, 2009, the total capital of MHB exceeded
0
39,712 billion VND, a year-on-year increase of 4,550 2004 2005 2006 2007 2008 2009
billion VND (a 12.94% increase). The capital structure in
2009 can be shown as follows: Capital and funds
Mobilized capital
• Capital and funds: 1,176 billion VND, an increase of
Loans
56 billion VND over the end of 2008. Investment trusts
Billion VND Other capital
• Mobilized capital: Total mobilized capital as of
Dec. 31, 2009, was 30,041 billion VND, a year- trusts effectively for loans and continue to be trusted
on-year increase of 148 billion VND. Mobilized by those financial institutions.
capital underwent a transfer of structure toward • Other capital: 650 billion VND, a year-on-year
stability and safety, following the direction of the decrease of 71 billion VND (a 9.84% decrease).
Board of Directors. Mobilized capital from economic Within the capital structure, mobilized capital made up
organizations and the general public increased by 75.65% of the total capital.
nearly 3,000 billion VND, or more than 24%, from the
beginning of the year. Credit investment activities as of Dec. 31, 2009
• Loans: 6,763 billion VND, a year-on-year increase In 2009, MHB expanded its investment, making loans
of 4,262 billion VND. MHB maintained a reasonable to businesses involved in importing and exporting
quantity of securities, to ensure liquidity safety for essential goods, to small and medium enterprises, to
banking operations. The flexible use of existing manufacturing and business investment projects, and
securities (primarily Government bonds) for borrowing to real estate investment projects that were efficient
capital, through the money market operations of the and had the ability to repay on time. By consistently
State Bank at low interest rates, made an important following this policy, MHB was able to achieve very
contribution to the guarantee of liquidity safety and to promising results in the past year, as well as the trust
the improvement of the operating efficiency of MHB. and esteem of its customers. The total credit investment
of the entire system was 37,873.6 billion VND, an
• Investment trusts: 1,082 billion VND, a year-on-year
increase of 4,368.3 billion VND (a 13% increase) over
increase of 155 billion VND (a 16.72% increase).
the previous year, in which:
MHB received investment trusts from international
financial institutions such as WB, AFD and ADB, etc. • Financial investments reached 17,737 billion VND,
The continuous increase of the balance over recent an increase of 415 billion VND (a 2% increase) over
years confirmed that MHB was one of only a few 2008, making up 46.8% of the total credit investment,
banks in Vietnam to use international investment including: deposit investments of 10,338 billion VND,
15

16. Annual Report 2009
securities and other investments of 7,158 billion VND, customers in 2009 was 5,517 billion VND, with more
and stock purchases of 241 billion VND. than 20,000 customers.
• The total outstanding loan balance was 20,136 • For the important SME customer segment, in 2009
billion VND, an increase of 4,024 billion VND (a 25% MHB participated actively in a loan program of
increase) over 2008, representing 53.2% of total supportive interest rates with considerable loan
credit investment; of that, outstanding short-term balances, providing packages of banking products
loans made up 11,284 billion VND, being 56% of the and services to fully meet the financial demands of
total outstanding loan balance; outstanding medium- businesses, as well as to help businesses manage
term loans made up 6,010 billion VND, being 30% of their capital in a more focused way, thus helping
the total balance; and outstanding long-term loans them to stabilize manufacturing and recover from
made up 2,842 billion VND, being 14% of the total difficulties.
balance. Bad debts represented 2.03% of the total
• In the same year, MHB implemented many
balance.
preferential programs that operate over a long
period of time, such as free money transfers and
a. Loans to personal customers:
free salary transfer by card. A program exempting
Individual personal customers continued to play a role 100% of the fees for money transfers for businesses
as an important customer segment of MHB’s credit received considerable positive feedback from MHB’s
operations in 2009, with an outstanding loan balance of customers, especially customers from the enterprise
approximately 13,514 billion VND, representing 67.11% sector that enjoyed significant savings from money-
of total outstanding loans. This was primarily made up transfer fees for the duration of this program, and
of loans for purchasing and repairing homes (4,588 many customers from the enterprise sector went on
billion VND) and consumer loans (3,922 billion VND). to form long-term relationships with MHB and used
Along with the continued supply of traditional products many additional financial products and services.
• MHB also successfully rolled out a preferential
Credit lending 2008-2009 Personal and SME loans 2008-2009 program offering “free salary payment by card”
which offers free card activation for businesses and
no annual fees. All of MHB’s recent promotional
4,588
4,500 and preferential programs have attested to MHB’s
3,922
promise: “It’s not only a commitment to go with you,
3,807
13,513
4,000 16,000
3,500 14,000 but also a promise to stay side-by-side”, allowing
11,813
customers to carry out their business and financial
3,000 12,000
plans in the most effective way.
2,500 10,000
2,000 8,000
• To best meet the capital demands of enterprises
with effective business and manufacturing projects,
5,517
1,500 6,000
besides loan capital issued by the Bank, MHB also
4,513
1,000 4,000 collaborates with international organizations to help
5,00 2,000 SMEs get access to capital sources with many perks
211
0 0 including: Rural Financial Projects (RDFII), ADB
Consumer Loans 2008 2009 Housing Financial Projects (ADB), SME Financial
loans for home
purchase Projects Stage 2 sponsored by JBIC (SMEFPII), and
and repair
Housing Support Projects for farmers in the flooded
IPersonal loans
2008 2009 SME loans
Percentage of loans by economic sector in 2009
- once the main strength of MHB - such as loans for
purchasing and repairing homes, MHB also promoted 6% Industry
the supply of many other credit products, to provide 5%
Shipping and Communication
Agriculture and forestry
maximum assistance to individual customers with their 5%
Commerce and services
loan demands, and to serve consumer objectives. Other
These products have achieved positive results for MHB. 43%
41%
b. Loans to small and medium enterprises (SMEs):
• The balance of loans to small and medium enterprise
16

17. mekong housing bank
Loans by economic sector 2008-2009 International Settlement Breakdown
10,000,000.00
9,000,000.00
8,000,000.00
2.03%
7,000,000.00
6,000,000.00
5,000,000.00 26.93%
4,000,000.00 LC Payments - Import & Export
3,000,000.00 Collection Payments
2,000,000.00 71.4% TT Payments
1,000,000.00
0.00
Agriculture Industry Commerce Shipping Others
and forestry and services and
communication
region of the Mekong Delta (AFD). Also in the past • With a network linking nearly 350 correspondent banks
year, MHB has continued to lend to international credit around the world, the import-export customers of MHB
projects to the tune of 218 billion VND, increasing the received fast and convenient service when carrying out
total outstanding loan balance as of Dec. 31, 2009 to international payment activities. Moreover, with MHB’s
1,030 billion VND, of which the outstanding balance flexible policies in import-export financing activities,
for directly financed loans to SMEs, from a capital customers had an opportunity to access loan sources
source sponsored by JBIC, was almost 41 billion before delivering the goods.
VND.
• One notable aspect of international settlement activities
during the year was the significant growth of export
payment activity through the Mong Cai border entry
Loans for international credit projects
point, with a more than 80-times increase over 2008,
boosting total revenue from cross-border payments
Unit: Billion VND
(including both exports and imports) to almost 110
600000 million USD.
500000
• At the same time, Western Union currency exchange
400000 payments in 2009 increased by 16% over 2008, with
300000 nearly 165 payment points spread across all provinces
200000
and cities in the country.
100000 ATM cards
0 • After more than three years of operation, MHB has built
AFD ADB SMEFPII RDFII
a stably operating ATM card system with an installed
network of almost 200 ATMs throughout the country.
Capital withdrawn in 2009
Outstanding balance in 2009
In addition to successfully joining two domestic card
coalitions, VNBC and Banknetvn, MHB also became
an official member of Visa International, accepting
International settlement activities transactions using Visa cards throughout MHB’s entire
ATM system.
• In 2009, MHB’s international settlement activities
made notable progress with their deployment at a • MHB is not only oriented toward expanding its
number of branches within import-export priority customer service network, but is also concerned with
zones throughout the country. T/T money-transfer the development of facilities for customers using ATM
payments made up 71.04% of the total revenue cards. In addition to basic card services such as cash
from import-export payment activities, concentrated withdrawal, transfers between card accounts, balance
primarily on MHB’s current strategic customer targets inquiries, and card account statement inquiries, MHB
of small and medium enterprises. has rolled out services allowing customers to use
MHB’s ATM cards to make deposits at ATMs, and to
register for card issuance online.
• Within three years of launching the card system, MHB
has taken its place among a total of 15 banks with the
best card business results in the Card Association of
Vietnam, based on customer volume, card acceptance
network and card usage revenue.
17

18. Annual Report 2009
CUSTOMER CARE
With the intention of carrying out the described
orientation, MHB has spared no efforts in promoting
the following customer care activities:
• Building an open, online network providing direct
links from 209 transaction points to the Call Center
set up at Head Office.
• Placing MHB brand awareness in the minds of
customers: dedicated financial advice and equitable
customer service.
• Acting in a civil manner when serving customers,
and thoroughly complying with Regulation 10 K.
As a means of providing dedicated and equitable
financial services, in 2008 the MHB Executive Board
formally approved the establishment of a Customer
Care Center. On March 1, 2009, the Customer Care
Center was officially opened, meeting professional
standards - taking advantage of technological
advances (Web, mobile banking, telephone,), and
sharing to improve.
Employee Handbook
The compass for work orientation
The issued Employee Handbook is meant to provide
basic information on MHB, sharing and offering
guidance on the customer care process with much
essential knowledge on participating in the system,
thus building pride for every employee on joining the
MHB team.
Your experience, my lesson This is the primary motivation
From heart to heart for MHB - to keep improving
With more than 2,400 staff member articles sharing
customer service experiences, the “Your experience, and growing, to reach new
my lesson” competition created countless stories at heights for the purpose of
many different levels of emotion. Each story did not
represent the events of a day or a year but was built serving customers better each
over the entire course of service, covering many years day, while quickly building
of dedication. No single professor could have written
them all, nor could one newspaper article or document MHB into a strong organization
have contained all these valuable instructions. All were with the capacity to satisfy the
aimed only at a single objective: to make customers
happy and satisfied when they use MHB. To be able demand for dedication from
to do this, every activity must come from the heart, every MHB member.
because we know that we must take from and share
our own experiences.
This is the primary motivation for MHB — to keep
improving and growing, to reach new heights for the the capacity to satisfy the demand for dedication from
purpose of serving customers better each day, while every MHB member.
quickly building MHB into a strong organization with
18

19. mekong housing bank
INFORMATION TECHNOLOGY
of mind and build their trust. Modern information
Global economic integration management helps banks develop customer care
activities such as Internet banking, SMS and
has created a new challenge Bancassurance.
for the commercial banking
Building the Information Technology (IT) Center
system of Vietnam: the
• In order to create an IT system that is compatible
demand to rise to meet with its growth strategy, MHB is in the process of
international standards in building a Data Center of considerable scope and
size, ready to deploy the Core Banking system and
banking business operations. develop the IT system for at least the next 15 years.
Facing that challenge, in 2008 • Together with these activities, MHB’s IT Center has
MHB signed an agreement built effective tools aimed at supporting business
activities, specifically: improving the Credit Rating
with Polaris Software Ltd., a System, building a Capital Source Website,
leading company supplying building an asset management program, classifying
debt, building an AFD international credit project
banking solutions in India, to management system, etc.
build a Core Banking system. • To ensure the effective operation of the IT
This action showed MHB’s system, MHB’s IT Center has built and deployed
standardized IT equipment configurations throughout
strong determination to the entire system. To serve MHB’s Core Banking
renovate its technology and project, the IT Center has proceeded to launch
simultaneously a project providing a large-scale
elevate its brand. infrastructure system and, in addition to the
construction of a Primary Data Center, is preparing
for the construction of a Reserve Data Center. Every
Core Banking - Gradually putting into operation
primary activity and obligation of the IT Center is, at
and improving
this stage, essentially aimed at collaborating closely
• Polaris Software was responsible for building a with the Core Banking Project Committee and our
customized management software platform for MHB. partner Polaris, so as to reach the goals of improving
MHB called it the Core Banking construction project. the Core Banking application software, of putting
The management software relying on modern IT this program into use officially throughout the entire
was built on a foundation that places customers at MHB system, and of affirming MHB’s position in the
the center, fulfilling all banking activities, including: market.
managing customer relationships, managing
information, electronic banking, Internet banking,
and commercial financing.
• Modern Core Banking enables customers to transact
using a multitude of products and at any transaction
point in the nationwide MHB system. By opening
an account at one location, and having a single
customer code at the bank, customers can transact
at any location, because customer information
is shared throughout MHB’s entire system. In
particular, the optimized confidentiality and safety
of customer information bring customers peace
19

20. Annual Report 2009
PERSONNEL POLICIES
Recognizing the importance of service quality based on the practical
value derived from human resources, MHB has always focused on
investing in the development of more effective human resources. At
the same time, MHB has focused on refining its policies to provide
active support for workers, to take part in resolving employment issues
in society, and also to provide stable living standards and improve
labor productivity for employees throughout the system. In 2009, MHB
gradually built policies to attract personnel, to assign the right people
to the right work, and to improve training activities for all employees.
HR attraction and recruitment
• MHB’s recruitment process was carefully and of Ho Chi Minh City; 10% came from the National
scientifically constructed to provide fairness and Economics University of Hanoi; and 1% were
transparency for every candidate. MHB always candidates with bachelor’s and master’s degrees
focuses especially on the development of its young from foreign universities (U.K., France, U.S.,
workforce, with 51% of the officer team being Australia, Russia, Czech Republic, etc.).
under the age of 30. In addition to the extensive
posting of recruitment information in newspapers Training policies
and on websites, the Bank also works closely with
• Along with allowing employees to participate in
universities, consulting companies and recruitment
courses to improve their professional skills (bank
services with prestige in Vietnam. This has given
management, financial management, capital
MHB many opportunities to approach and attract
management, credit risk management, SME
a team of employees with high qualifications and
lending, international settlement, marketing, etc.),
extensive experience. The total number of MHB’s
on-the-job training was also emphasized, to fulfill
employees as of Dec. 31, 2009, was 2,975, of which
the professional requirements of each department;
80% had a university first or higher degree.
specifically including skills such as communicating
• In addition, a number of university students, with customers, customer care, credit assessment,
graduates and postgraduates from foreign etc.
universities have chosen to work for MHB upon
• MHB also organized 40 training courses this year
returning to Vietnam, considering this to be a
for 1,133 staff members, in the form of internal
good place to develop to their full potential, and
coaching courses and in conjunction with outside
an opportunity to put into practice the skills and
training organizations such as BTC, SECO, ATTF,
knowledge they have acquired in the developed
JICA, universities and other training consulting
countries. Moreover, MHB has always created
organizations.
promotion and career development opportunities
for those who want to be identified by their talent, • In MHB’s general strategy in 2009 for reforming work
morals, ethics and passion for work. In 2009, the styles and improving customer service quality, the
bank organized more than 30 recruitment events Personnel Department (Head Office) coordinated
for branches in at least 32 provinces and cities with the Marketing Department (Head Office) to
throughout the country. Of those hired, 30% were organize a Training Program on “Customer Service”
students from the Economics University of Ho Chi Skills for all of MHB’s employees, which included
Minh City; 18% came from the Banking University sharing and studying knowledge on Customer
20

21. mekong housing bank
Work environment
Care and How to Communicate with Customers, • Given that building a professional and friendly
and Skills for Selling and Cross-Selling Goods. work environment is a leading objective in
Every employee at each branch is coached in personnel matters, in addition to adhering strictly
deploying applications, and changing ways of to Government labor regulations, MHB has always
thinking and ways of communicating when working been concerned with the spiritual lives of all
with and contacting clients, to ensure consistency the employees of the bank. MHB has regularly
in transaction work and “a more professional organized outings, vacations and get-togethers for
approach to customer care.” In addition, MHB also employees and their families at traditional holidays,
organized programs to share experience in Credit helping create a feeling of intimacy and cooperation
Transactions, Marketing, International Settlement, between individuals within the system. In particular,
SMEs, Capital Management, etc., between the Head a friendly relationship between the bank’s Executive
Office and branches throughout the entire system, Board and its employees was developed on a basis
so that branch employees could take the initiative of collaboration and openness, helping the Executive
and coordinate better in their daily work, and deal Board to better understand the feelings and desires
flexibly with situations arising in business operations. of the employees, while also helping employees
to be bolder in their thinking, and more dynamic
and creative, so as to contribute to elevating work
productivity.
Despite a year with many difficulties and challenges, flexible and appropriate personnel policies have helped ensure
that MHB’s business activities were still safe and effective, ensuring stable work and income for employees while
continuing to increase benefits for customers.
21

22. Annual Report 2009
COMMUNITY AND CHARITY
ACTIVITIES
As one of the leading banks in Vietnam, MHB a revolutionary martyr; contributing 61,595,000
has sensed that its mission should go beyond its to the Fund to Encourage Education; building a
commitment to become a leader in Vietnam in House of Gratitude for 230,000,000 VND; donating
dedicated financial advice and equitable customer 41,039,000 VND to support a “trade union hostel”
service. MHB has also made real contributions to the donating 4,265,000 VND in support of the people
community and social activities such as: of Cuba; donating 91,400,000 VND to the social
insurance fund; donating 14,193,000 VND to
• Contributing 3 billion VND to finance education in government-supported families; and contributing
Ninh Thuan province: According to the plan, over 193,073,000 VND to other social and charity funds.
two years (2009-2010), MHB would finance the The above figures, though modest, clearly showed
construction of Ngo Quyen Junior High School the social responsibility of MHB’s employees
in the Phuoc Tien commune, Bac Ai district, in carrying out the tradition of “Whole leaves
Ninh Thuan province, with an area of 518.33 m² protecting torn leaves,” and sharing together the
and construction investment of 3 billion VND. community’s difficulties. All of those things have
Construction has begun on a spacious school for defined MHB’s responsibility to society, and show
local students, to meet the ever-growing education the goodwill of a leading bank in Vietnam.
demand of schoolchildren, thus contributing a small
• Movements and campaigns for employees to
part to the improvement of educational quality in
respond actively to special events and programs:
Vietnam.
Earth Day, participating in the green-clean-beautiful
• Collecting donations from employees throughout movement, protecting the environment, ensuring
our system, with the total value of donations labor hygiene and safety, the National Movement
surpassing 100 million VND in items and cash, to on Traffic Safety, family planning, the stop-smoking
help our compatriots hit by Typhoon #9 in the Dai movement, and the prevention of anti-social
Hung and Dai Hong communes of Dai Loc district, behavior.
Quang Nam, and the Hoa Nhon and Hoa Phong
• Supporting the “dual good” women’s competition
communes in Hoa Vang district, Da Nang.
movement, “Good at banking, good at home,” and
• Taking responsibility for the care of six mothers of the movement “Female employees: active in work,
Vietnamese heroes and one child of a revolutionary creative in study and work, building a happy family,”
martyr (Can Tho, Long An, Hai Duong, Quang fully carrying out the regulations and policies for
Ninh, Da Nang, Vinh Long, Tien Giang). This female workers.
demonstrates MHB’s compassion for the mothers
and families of those who toiled for the revolution,
showing the love and attachment of the Great
Vietnamese Family.
• Contributing more than 2,762,335,000 VND
to central and local Social and Charity Funds,
including: donating 150,082,000 VND to the fund
to support war heroes; donating 20,510,000 VND
to the Defense Fund for Vietnamese Children;
donating 208,679,000 VND to the Fund for the
Poor; donating 3,188,000 VND to the Day for
Wounded Soldiers and Martyrs, July 27; donating
5,830,000 VND to the Golden Heart Fund;
giving more than 38 million VND to support six
mothers of Vietnamese heroes and one child of
22

23. mekong housing bank
2010 BUSINESS PLAN
Growth targets for 2010 billion VND
1 Total assets 50,000
2 Total mobilized capital 40,000
3 Investment growth 46,000
Credit 23,180
Finance 22,800
Bad debt < 3%
4 Pre-tax profits 200
1. Be oriented toward increasing the proportion of 5. Continue to expand the correspondent banking
capital mobilized from individuals and economic network, improve the quality of international
organizations, appropriately maintain the settlement services, diversify international
investment structure and growth stability, be settlement products to attract additional customers,
proactive in liquidity management, build and promote cross-border payment activities.
restructure the product catalog. Have a policy to
6. Build an MHB Culture, continue to improve
balance capital according to market mechanisms.
service quality alongside activities for training and
Place top priority on guaranteeing liquidity safety.
improving specialized skills.
2. Closely manage the state of credit growth,
7. Place MHB in the minds of customers as a bank
implement specialization in credit assessment
with dedicated financial advice and equitable
through the separation of business functions and
customer service, use mass media to broadcast
risk management, support business, strengthen risk
the message to target customers.
management to improve credit quality, ensure that
bad debt remains below 3%. 8. Continue to improve the standardized transaction
point model throughout the entire system, ensure
3. Successfully deploy Core Banking project, continue
a unified service standard and a brand identity
to improve projects to modernize banking, carry out
standard at MHB.
SMS facility.
4. Build a broad transaction network, increase the
number of transaction points to nearly 250.
23

24. 24 NGAÂN HAØNG MHB Baùo Caùo Thöôøng Nieân 2009
Xaây cao nhöõng öôùc mô
Cho taàm nhìn roäng môû

25. Baùo Caùo Thöôøng Nieân 2009 NGAÂN HAØNG MHB 25
FINANCIAL STATEMENTS

26. Annual Report 2009
Headquarters: 229 Dong Khoi St., Dist.1, Ho Chi Minh City
Tel: (08) 38272 295 Fax: (08) 38272 300
Branch in Ha Noi: 40 Giang Vo St., Dong Da Dist., Ha Noi City
Branch in Nha Trang: 18 Tran Khanh Du St., Nha Trang City
Branch in Can Tho: 162C/4 Tran Ngoc Que St., Can Tho City
www.a-c.com.vn
No. 0710/2010/BCTC-KTTV
AUDITOR’S REPORT
ON THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 2009
OF MEKONG HOUSING BANK
THE BOARD OF MANAGEMENT AND THE DIRECTORS
We have audited the accompanying consolidated financial statements for the year ended 2009 of Mekong
Housing Bank (“the bank”), including the financial statements of the bank and Mekong Housing Bank Securities
Corp. (“subsidiary”), including the consolidated balance sheet as of 31 December 2009, the consolidated income
statement, the consolidated cash flow statement and the notes to the consolidated financial statements for the
fiscal year then ended, which were prepared on 28 April 2010 (from page 27 to page 58).
The preparation and the presentation of these consolidated financial statements are the responsibility of the bank’s
management. Our responsibility is to express an opinion on these financial statements based on our audit.
The financial statements for the year ended 2008 of the bank were audited by another audit firm.
Audit background
We have conducted our audit in accordance with the Vietnamese Auditing Standards. These standards require
that we plan and perform the audit procedures to obtain a reasonable assurance that the financial statements are
free from material mistakes. The audit is developed on the basis of our performing the sampling method as well
as applying the necessary examinations and tests of evidences supporting the amounts and the disclosures in the
consolidated financial statements. The audit also includes our assessing the bank’s compliance with the prevailing
accounting standards and system, the accounting principles and methods applied, the material estimates and
judgment of the bank’s Directors as well as our evaluating the overall presentation of the consolidated financial
statements. We believe that our audit has provided reasonable bases for our opinion.
Auditor’s opinion
In our opinion, the consolidated financial statements referred to above give a true and fair view, in all material
respects, of the consolidated financial position as of 31 December 2009, the consolidated business results
and the consolidated cash flows for the fiscal year then ended of the bank and its subsidiary in conformity with
the prevailing uniform accounting system and standards of the State Bank of Vietnam as well as other related
regulations.
This report is made in two languages (Vietnamese and English), both of equal validity. The Vietnamese version will
be the original for reference when needed.
For and on behalf of
Auditing and Consulting Company Limited (A&C)
____________________________________ __________________________________
Bui Van Kha – Deputy General Director Ho Van Tung - Auditor
Audit Certificate No. Đ.0085/KTV Audit Certificate No. Đ.0092/KTV
Ho Chi Minh City, 28 April 2010
26

27. mekong housing bank
CONSOLIDATED BALANCE SHEET
As of 31 December 2009
Unit: million VND
Assets Ending balance Beginning balance
I. Cash on hand, gold, gemstones 293,504 145,459
II. Deposits at the State Bank of Vietnam 3,073,356 2,575,735
Gold and deposits at other credit organizations
III. 7,154,208 7,302,633
and loans given to other credit organizations
Cash and gold and deposits at other credit
1 7,154,208 7,302,633
organizations
2 Loans given to other credit organizations - -
3 Provisions for credit risks - -
IV. Securities trading 8,173 6,890
1 Securities trading 9,660 26,524
2 Provisions for devaluation of securities (1,487) (19,634)
V. Financial derivatives and other financial assets - -
VI. Loans given to customers 19,921,250 15,947,869
1 Loans given to customers 20,136,341 16,112,073
2 Provisions for loan losses (215,091) (164,204)
VII. Investment into securities 7,228,539 7,213,504
1 Securities available for sale 7,015,266 7,012,732
2 Securities held to maturity dates 213,273 200,772
3 Provisions for devaluation of securities - -
VIII. Capital contribution and long-term investment 172,147 241,774
1 Investments in subsidiaries - -
2 Investment in join ventures - -
3 Investment in business associates - -
4 Other long-term in investments 172,750 241,774
5 Provisions for devaluation of long-term investment (603) -
27

28. Annual Report 2009
CONSOLIDATED BALANCE SHEET (Cont)
As of 31 December 2009
Unit: million VND
Assets Ending balance Beginning balance
IX. Fixed assets 319,631 280,417
1 Tangible fixed assets 193,838 154,607
a Historical costs 337,314 280,060
b Depreciation of fixed assets (143,476) (125,453)
2 Financial leasehold assets - -
a Historical costs - -
b Depreciation of fixed assets - -
3 Intangible fixed assets 125,793 125,810
a Initial costs 133,069 131,931
b Amortization of fixed assets (7,276) (6,121)
X. Other current assets 1,926,903 1,579,547
1 Accounts receivable 1,025,010 413,958
2 Interests and fees receivable 489,070 551,502
3 Deferred income tax assets 1,323 -
4 Other current assets 411,500 614,087
5 Other provisions for risks from other assets - -
Total assets 40,097,711 35,293,828
28

29. mekong housing bank
Unit: million VND
Liabilities and owner's equity Ending balance Beginning balance
Account payable to State Bank of Vietnam and
I. 6,763,117 2,500,916
Government
Deposits and loans from other credit
II. 14,339,279 14,759,875
organizations
1 Deposits from other credit organizations 14,339,279 14,759,875
2 Loans from other credit organizations - -
3 Loans from overseas credit organizations - -
4 Capital received for co-sponsorship loans - -
III. Deposits from customers 14,907,351 11,781,179
IV. Financial derivatives and other financial debts 2,019 -
V. Trust funds and other borrowed funds 1,081,873 927,268
VI. Issuance of valuable documents 752,096 3,405,059
VII. Other liabilities 1,030,656 764,162
1 Interests and fees payable 373,298 532,895
2 Deferred corporate income tax payable - 1,305
3 Accounts payable and other debts 655,228 229,466
Provisions for other credit risks (inherent liabilities
4 2,130 496
and off-balance-sheet commitments)
Total amount payable 38,876,391 34,138,459
VIII. Equity and funds 1,164,881 1,101,797
1 Equity of the credit organization 823,394 816,794
a Prescribed capital 823,394 816,794
b Construction investment fund - -
c Share premiums - -
d Treasury stocks - -
e Preferred shares - -
f Other funds - -
29

30. Annual Report 2009
CONSOLIDATED BALANCE SHEET (Cont)
As of 31 December 2009
Unit: million VND
Items Ending balance Beginning balance
2 Funds of credit organization 337,948 281,624
3 Foreign exchange differences - -
4 Differences on revaluation of assets - -
5 Retained earning/ Accumulated loss 3,539 3,379
IX Interest of minority shareholders 56,439 53,572
Total liabilities and owner's equity 40,097,711 35,293,828
OFF-BALANCE SHEET ITEMS
Items Ending balance Beginning balance
I. Inherent liabilities 278,527 104,845
1 Loan guarantees 141,789 83,608
2 Commitments in transactions of L/C 64,382 21,012
3 Other guarantees 72,356 225
II Commitments - -
1 Commitments on supports to customers - -
2 Other commitments - -
30

31. mekong housing bank
CONSOLIDATED INCOME STATEMENT
For the fiscal year ended 2009
Unit: million VND
Items Current year Previous year
Interest income and similar income 3,374,350 3,548,731
Interest expenses and similar expenses 2,725,409 3,108,209
Net interest income 648,941 440,522
Income from service provisions 79,634 29,813
Expenses on services provisions 34,035 16,087
Net gain from services 45,599 13,726
Net gain from foreign currency trading 10,458 32,213
Net gain from dealings of trading securities (14,470) 8,742
Net gain from dealings of investment securities 40,798 -
Gain from other activities 67,247 36,742
Expenses on other activities 559 40
Net gain from other activities 66,688 36,702
Gain from capital contribution and purchases of shares 71 368
Operating expenses 621,562 504,746
Net operating income before provision for credit losses 176,523 27,527
Provision for credit losses 102,347 (2,513)
Total profit before tax 74,176 30,040
Current corporate income tax 20,169 15,513
Deferred corporate income tax (2,628) (3,301)
Corporate income tax 17,541 12,212
Profit after tax 56,635 17,828
Interest of minority shareholders 2,424 16,566
Net profit during the year 54,211 34,394
31

32. Annual Report 2009
CONSOLIDATED CASH FLOW
STATEMENT
(Direct method)
As of 31 December 2009
Unit: million VND
Items Current year Previous year
CASH FLOWS FROM OPERATING ACTIVITIES
1 Receipts of interest income and similar incomes 3,436,782 3,461,281
2 Payments for interest expenses and similar expenses (2,885,006) (3,059,512)
3 Receipts of income from service provisions 45,599 32,213
Differences of actual receipts/actual payments on trading activities
4
(foreign currency, gold and securities ) 36,786 (677)
5 Other income 14,379 (195,210)
Receipts of debts written off and compensated by provisions for credit
6
risks 1,100 840
7 Payments to employees and for management and administrative works (598,012) (130,907)
8 Income tax actually paid during the year (9717) (47,538)
Net cash flows from operating activities before changes in current
assets and liabilities 41,911 60,490
Changes in current assets
(Increase)/Decrease of gold and deposits and loans given to other credit
9
organizations (66,134) (47,847)
10 (Increase) /Decrease of trading securities 3,174 (253,210)
11 (Increase)/Decrease of financial derivatives and other financial assets - -
12 (Increase)/Decrease of loans given to customers (4,024,268) (2,187,074)
13 (Decrease)/Increase of provisions for losses (17,544) (2,126)
14 Other (increase)/decrease of current assets (404,061) (214,465)
Changes in current liabilities
Increase/(Decrease) of accounts payable to State Bank of Vietnam and
15
Government 4,262,201 2,053,422
16 Increase/(Decrease) of deposits and loans from credit organizations (420,596) 6,589,795
Increase/(Decrease) of deposits from customers (including State
17 3,126,172 1,841,268
Treasury)
32

33. mekong housing bank
Unit: million VND
Items Current year Previous year
Increase/(Decrease) of issuance of valuable documents (except for
18 (2,652,963) (2,617,405)
valuable documents included into financing activities)
19 Increases/(Decreases) of entrusted funds and other borrowed funds 154,605 (71,651)
20 Increase/(Decrease) of financial derivatives and other financial debts 2,019 (31)
21 Other increase/(decrease) of current liabilities 418,084 (236,240)
22 Disbursement of funds (2,828) (4,567)
I Net cash flows from operating activities 419,772 4,910,359
CASH FLOWS FROM INVESTING ACTIVITIES
1 Purchases of fixed assets (63,213) (48,512)
2 Gains from liquidations and disposals of fixed assets 198 75
3 Expenses on liquidations and disposals of fixed assets - -
4 Purchases of investment property -
5 Gains from liquidations and disposals of investment property - -
6 Expenses on liquidations and disposals of investment property - -
Investments into other entities (acquisition of subsidiaries, investments
7 67,679 (200,679)
into joint venture, associates and other long-term investments)
Withdrawals of investments in other entities (gain from sales, liquidations
8 of subsidiaries, investments into joint ventures, associates and other long- - -
term investments)
Receipts of dividends and profits shared from long-term investments and
9 71 368
capital contributions
II Net cash flows from investing activities 4,735 (248,748)
33

34. Annual Report 2009
CONSOLIDATED CASH FLOW
STATEMENT (Cont)
(Direct method)
As of 31 December 2009
Unit: million VND
Items Current year Previous year
CASH FLOWS FROM FINANCING ACTIVITIES
Increase/(Decrease) of share capital from capital contribution and/or
1 6,600 6,600
from share issuance
Gain from issuance of long-term valuable documents which have
2 enough conditions to be included into capital and other long-term - -
loans
Payments for long-term valuable documents which have enough
3 - -
conditions to be included into capital and other long-term loans
4 Dividends paid to shareholders and profit shared - -
5 Purchases of treasury stocks - -
6 Gain from sales of treasury stocks - -
III Net cash flows from financing activities 6,600 6,600
IV Net cash flows during the year 431,107 4,668,211
V Beginning cash and cash equivalents 8,451,062 3,782,851
VI Effects of fluctuations in foreign exchange rates - -
VII Ending cash and cash equivalents 8,882,169 8,451,062
34

35. mekong housing bank
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
The consolidated financial statements of Mekong Housing Bank for the fiscal year ended 31 December 2009 include
the financial statements of Mekong Housing Bank (“the bank”) and those of its subsidiary.
I. OPERATION FEATURES
1. Investment form A State-owned bank.
2. Operating field Banking.
3. Number of subsidiary 01
In which:
Number of subsidiary to be consolidated: 01
4. List of key subsidiaries to be consolidated
Subsidiary Address Benefit rate Voting right
Mekong Housing Bank 2nd Floor, Opera View Building,
Securities 60%
Securities Corp. (MHBS) 161 Dong Khoi, Dsitrict 1
II. FISCAL YEAR AND STANDARD CURRENCY UNIT USED IN ACCOUNTING
1. Fiscal year
• The fiscal year of the bank and its subsidiary is from 01 January to 31 December annually.
• The fiscal year ended 31 December 2009 is the 12th year during which the bank has officially operated.
2. Standard currency unit
The standard currency unit used is Vietnam Dong (VND). These financial statements are prepared in million VND.
III. ACCOUNTING STANDARDS AND SYSTEM
1. ccounting system
A
The bank has been applying the uniform Accounting System issued together with the Decisions No. 479/2004/
QĐ-NHNN dated 29 April 2004, No. 807/2005/QĐ-NHNN dated 01 June 2005 and No. 29/2006/QĐ-NHNN dated
10 July 2006 and the Regime on Financial Reporting for credit organizations issued together with the Decision
No. 16/2007/QĐ-NHNN dated 18 April 2007 of the Governor of the State Bank of Vietnam and other relevant
accounting standards.
2. tatement on the compliance with the accounting system and standards
S
The Directors of the bank ensure to follow all the requirements of the prevailing Vietnamese accounting system
and standards in the preparation of these consolidated financial statements.
3. ccounting form
A
Doing accounting works on computer.
The bank’s accounting network is organized in forms of both concentration and dispersal. The accounting works
are done separately at the head office, exchange office, branches and exchanges, then are consolidated for the
whole bank.
4. valuation bases
E
All the items of the financial statements are prepared in accordance with the historical cost convention.
35

36. Annual Report 2009
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS (Cont)
IV. ACCOUNTING POLICIES
1. oreign currency translation
F
• All the economic transactions generated during the year in foreign currencies (mainly in USD) are translated into
VND at the inter-bank exchange rates ruling as of balance sheet date.
• The exchange differences during the period and those due to the revaluation of the ending balances in foreign
currencies are posted into the income statement.
The exchange rates used as of 31 December 2008:
VND 16.977 /USD VND 25.019 /GBP VND 192 /JPY
VND 14.227 /CAD VND 11.932 /AUD VND 24.484 /EUR
The exchange rates used as of 31 December 2009:
VND 17.941 /USD VND 29.552 /GBP VND 198,63 /JPY
VND 17.417 /CAD VND 16.463 /AUD VND 26.374 /EUR
VND 17.739 /CHF
2. Consolidation bases
Subsidiaries
• A subsidiary is an enterprise that is controlled by the bank. The control exists when the bank has the power to
directly or indirectly govern the financial and operating policies of the subsidiary to obtain economic benefits from
its activities. In determining the control power, the options that are currently valid or will be transferred should
also be taken into consideration.
• The business results of a subsidiary are included in the consolidated financial statements from the date of
acquisition, which is the date on which the control of the acquired subsidiary is effectively transferred to the
buyer. The business results of a subsidiary disposed are included in the consolidated income statement until
the date of disposal. The difference between the gain from liquidation of subsidiary and the net book values of
assets less the accounts payable of this subsidiary as of the date of liquidation is recorded in the consolidated
income statement as the gain/(loss) from liquidation of subsidiary.
• Intra-group balances in the balance sheet and intra-group transactions and unrealized profits resulting from
these transactions are eliminated when the consolidated financial statements are prepared. Unrealized losses
resulting from intra-group transactions are also eliminated unless costs cannot be recovered.
36

37. mekong housing bank
V. ADDITIONAL INFORMATION ON THE ITEMS OF THE BALANCE SHEET
1. Cash on hand, gold and gemstones Unit: million VND
Ending balance Beginning balance
VND 271,567 125,274
Foreign currency 21,890 19,928
Other precious metal and gemstones 47 257
Total 293,504 145,459
2. Deposits at the State Bank of Vietnam
Ending balance Beginning balance
Current accounts 3,073,356 2,575,735
These are mainly the current accounts and compulsory reserves at the State Bank. In which, compulsory reserves
are determined in compliance with the regulations of the State Bank at the rates as follows:
− Under-12-month term deposits and demand deposits: 3%
− Deposits of which the periods are from 12 months to under 24 months: 1%
3. Gold and deposits at other credit organizations and loans given to other credit organizations
Ending balance Beginning balance
Gold and deposits at other credit organizations
Demand gold and deposits
VND 681,990 288,031
Foreign currencies 5,927,571 133,104
Term gold and deposits
VND 51,270 6,558,935
Foreign currencies 493,377 322,563
Total 7,154,208 7,302,633
37

38. Annual Report 2009
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS (Cont)
Unit: million VND
V. ADDITIONAL INFORMATION ON THE ITEMS OF THE BALANCE SHEET (Cont)
4. Securities trading
Ending balance Beginning balance
Capital securities
Capital securities issued by other local credit
430 3
organizations
Capital securities issued by local economic
9,230 26,521
organizations
Foreign capital securities -
Provisions for devaluation of securities trading (1,487) (19,634)
Total 8,173 6,890
Statements of the listing situation of securities trading:
Ending balance Beginning balance
Capital securities:
Already listed 8,173 6,890
Not yet listed
Total 8,173 6,890
5. Loans given to customers
Ending balance Beginning balance
Loans given to local economic entities and
19,197,391 15,307,703
individuals
Loans given in form of discounting bills and
40,236 44,211
valuable papers
Loans given from entrusted funds 898,714 760,158
Total 20,136,341 16,112,072
Loans specified
Ending balance
Standard loans 19,235,398
Special-mentioned loans 492,443
Sub-standard loans 65,828
Doubtful loans 99,531
Bad debts 243,141
Total 20,136,341
38

39. mekong housing bank
Unit: million VND
Analysis of debt balance according to debt ages
Ending balance Beginning balance
Short-term loans 11,284,094 9,499,088
Medium-term loans 6,009,925 5,106,470
Long-term loans 2,842,322 1,506,514
Total 20,136,341 16,112,072
Loans specified according to type of customers and forms of business
Ending balance Beginning balance
Loans given to econimic organizations 6,582,760 4,720,860
Central State-owned companies 189,035 420,118
Local State-owned companies 174,881 143,904
State-owned limited liability companies 112,790 15,112
Private limited liability companies 2,628,697 1,731,166
State-owned joint stock companies 466,284 310,274
Other joint stock companies 1,454,098 682,740
Private enterprises 1,537,233 1,368,635
Foreign-invested companies 19,742 48,911
Loans given to individuals 13,513,883 11,376,470
Others 39,698 14,742
Total 20,136,341 16,112,072
39