(TIỂU LUẬN) REPORT ASSIGNMENT MANAGING SCHOOL SUBJECTS project title ENVIRONMENTAL ANALYSIS OF SACOMBANK AND MANAGER

THE UNIVERSITY OF DA NANG
UNIVERSITY OF ECONOMICS
Faculty of finance


REPORT ASSIGNMENT
MANAGING SCHOOL SUBJECTS
Project title
ENVIRONMENTAL ANALYSIS OF SACOMBANK AND MANAGER
NGUYEN DUC THACH DIEM
Group’s name : 07
Class

: 46K15.1

Advisor

: Hoang Ha


Da Nang, 06/2021.


THE UNIVERSITY OF DA NANG
UNIVERSITY OF ECONOMICS
Faculty of finance


REPORT ASSIGNMENT
MANAGING SCHOOL SUBJECTS
Project title

ENVIRONMENTAL ANALYSIS OF SACOMBANK AND MANAGER
NGUYEN DUC THACH DIEM
Group’s name : 07
Members
Lam Ba Dat (Leader)
Le Cong Tuan Vu
Le Anh Don
Nguyen Nhat Minh
Nguyen Duc Tu

Da Nang, 06/2021.


REPORT ASSIGNMENT

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TABLE OF CONTENTS
PART 1. ENVIRONMENTAL ANALYSIS OF SACOMBANK AND
ORGANIZATIONAL................................................................................................ 4
1.1. INTRODUCE SACOMBANK.......................................................................4
1.1.1. The process of formation and development..............................................4
1.1.2.1. Establishment background..................................................................4
1.1.2.2. Development journey.........................................................................5
1.1.2. Development orientation...........................................................................8
1.1.2.1. Vision.................................................................................................8
1.1.2.2. Missions.............................................................................................9
1.1.2.3. Core values.......................................................................................10
1.1.3. Organizational structure..........................................................................10
1.2. ENVIRONMENTAL ANALYSIS.................................................................13

1.2.1. External environment..............................................................................13
1.2.2.1. General environment........................................................................13
1.2.2.2. Task environment..............................................................................22
1.2.2. Internal environment...............................................................................27
1.2.2.1. Concept of the corporate culture......................................................27
1.2.2.2. Corporate culture models at Sacombank...........................................27
PART 2. ABOUT MANAGER NGUYEN DUC THACH DIEM.........................35
2.1. CEO NGUYEN DUC THACH DIEM..........................................................35
2.1.1. Working process at Sacombank..............................................................36
2.1.2. The journey to bring Sacombank back to position..................................37
2.1.2.1. Bank restructuring............................................................................37
2.1.2.2. Strong and decisive leadership style.................................................38
2.1.2.3. Stimulating the spirit of the corporate culture...................................40
2.1.2.4. Keep writing the journey of credibility to continue to rise................41
2.1.3. Perspective at work.................................................................................41
2.1.4. Individual awards....................................................................................42
2.2. WORKING ANALYSIS AT SACOMBANK................................................42
2.2.1. Role in leading the bank in the right direction........................................42

GROUP’S NAME: 07

ADVISOR: HOÀNG HÀ


REPORT ASSIGNMENT

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2.2.2.1. Restructuring, re-arranging personnel, increasing productivity........44
2.2.2.2. Financial transparency, handling outstanding assets.........................45

2.2.2.3. Digital technical development..........................................................45
2.2.2.4. Breakthrough in communication and brand......................................46
2.2.2. Perspective in planning and strategy.......................................................46
2.2.3. Implementation plans..............................................................................47
2.2.2.1. Strategic plans..................................................................................47
2.2.2.2. Operational plans..............................................................................47
2.2.4. General view........................................................................................... 48
2.2.2.1. The role of people in business..........................................................48
2.2.2.2. Recruiting and employing employees...............................................49
2.2.2.3. About the issues of personnel leaving to be the leader.....................49
2.2.2.4. Develop the next team......................................................................50

GROUP’S NAME: 07

ADVISOR: HOÀNG HÀ


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THANK YOU
First of all, Group 7 would like to express our sincere thanks to Mr. Hoang Ha
- Lecturer in Managing school subjects. This group assignment is an opportunity for
students in group 7 as well as all students in class 46K15.1 to have the opportunity
to apply the management knowledge learned in class to practice in a specific
environment – the corporate environment.
About the report of group 7 – Environmental analysis of Sai Gon Thuong Tin
Commercial Joint Stock Bank and manager Nguyen Duc Thach Diem. The report
was made within 1 month. This is the result of the finding out, research and analysis

process of the team members.
The content of the report cannot avoid mistakes, hoping you will overlook and
give feedback to Group 7 on the shortcomings in both content and form. Any
suggestions from the teacher are experiences and lessons so that each student in
group 7 can do better projects in the future.
Finally, we would like to wish Mr. Ha good health, success in work, career and
happiness.
Group 7 – Class 46K15.1 would like to thank you !

GROUP’S NAME: 07

ADVISOR: HOÀNG HÀ


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LIST OF ACRONYMS
English:
ATM: Automatic Teller Machine.
CEO: Chief Executive Officer.
COD: Cash On Delivery.
CRM: Customer Relationship Management.
EMV: Europay, Mastercard and Visa.
eKYC: Electronic Know Your Customer.
FDI: Foreign Direct Investment.
FTA: Free trade agreement.
HoSE: Hochiminh Stock Exchange.
KPI: Key Performance Indicator.

NFC: Near-Field Communications.
QR: Quick response.
RPA: Robotic Process Automation.
Sacombank: Sai Gon Thuong Tin Commercial Joint Stock Bank.
Vietcombank: Joint Stock Commercial Bank for Foreign Trade of Vietnam.
VietinBank: VietNam Joint Stock Commercial Bank for Industry and Trade.

GROUP’S NAME: 07

ADVISOR: HOÀNG HÀ


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IMAGE CATALOG
Figure 1-1. Administration model............................................................................11
Figure 1-2. Managerial structure.............................................................................12
Figure 1-3. Old logo of Sacombank.........................................................................28
Figure 1-4. The symbol of the current logo.............................................................29
Figure 2-1. CEO Nguyen Duc Thach Diem.............................................................35

GROUP’S NAME: 07

ADVISOR: HOÀNG HÀ


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I. INTRODUCTION
 Reasons for choosing the project
Sacombank is an enterprise operating in the field of finance and banking. The
Bank's activities provide financial services such as capital mobilization, lending;
international payment, import and export financing; payment of remittances, foreign
currency trading,...
Currently, the Corporate Finance major pertain to the Faculty of Finance, the
Finance - Banking major of the University of Economics - Da Nang University
provides students with general knowledge, while building a foundation specialized
skills and knowledge, in-depth training in understanding and enhancing the ability
to apply theoretical knowledge in the business environment. Create opportunities to
help students can work in the company's financial departments or become
employees in banks after graduating.
The project "Environmental analysis of Sacombank and manager Nguyen Duc
Thach Diem" was carried out by students majoring in corporate finance - group 7 of
class 46K15.1 is the first step for students to approach and understand applying
learned knowledge to a bank, specifically Sacombank. Despite focusing on the two
most important aspects: environment and manager. However, through the process of
finding out and researching to complete the report; students can access information,
knowledge and terminology related to their major. Know the skills of analyzing the
effects of environmental factors on a bank. At the same time, approach and
familiarize with the tasks that we can do later, such as reading and analyzing
financial statements, preparing reports and analyzing reports of competitors. When
researching about the manager and her work at the bank, students have an objective
view of how to run the company, how she implements strategies to elevate the
business. What is more important is seeing the vision and working style and
management, leading the company.

GROUP’S NAME: 07

ADVISOR: HOANG HA


REPORT ASSIGNMENT

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So there is a connection between the project and corporate finance major that
students in group 7 are studying. That is why the group chose this project.
 Objectives
-

General objectives: To analyze the organizational environment of Sacombank
and manager Nguyen Duc Thach Diem.

-

Specific objectives: To introduce Bank, analyze the impact of internal and
external environmental factors on Bank, introduce manager and analyze her
works at Sacombank.

 Objects and scope of research
-

Objects: To conduct research on Sacombank and the impact of environmental
factors on the Bank.

-

Scope of research:
+ Space: The whole system of Saigon Thuong Tin Commercial Joint Stock
Bank and manager Nguyen Duc Thach Diem.
+ Time: From the Bank's establishment to the present. Analyze the manager's
work mainly during the time she worked at the bank.
+ Scopes: Bank and person.

 Research methodology
Research methodologies used in the project:
-

Main methodologies:
+ Qualitative methodology: express personal opinions based on actual
experiences, real phenomena,...
+ Documentary research methodology: analyze, gather theories,…
+ Informational collection methodology: read the documents,…
-

Other methodologies: classification and systematization of theories.

GROUP’S NAME: 07

ADVISOR: HOANG HA


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 Project layout
The research project includes 60 pages and 5 pictures
In addition to thanks, introduction, research results, conclusions and
recommendations, list of acronyms, list of images, list of references; the structure of
the report consists of two parts:
+ Part 1: Environmental analysis of Sacombank and organizational.
+ Part 2: About manager Nguyen Duc Thach Diem.

GROUP’S NAME: 07

ADVISOR: HOANG HA


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PART 1.
ENVIRONMENTAL ANALYSIS OF SACOMBANK AND
ORGANIZATIONAL
1.1. INTRODUCE SACOMBANK
1.1.1. The process of formation and development
Saigon Thuong Tin Commercial Joint Stock Bank is known as Sacombank for
short. Established on December 5, 1991 in Ho Chi Minh City. Currently,
Sacombank is one of the ten largest and most prestigious banks in Vietnam.
Full name

: Ngân hàng thương mại cổ phần Sài gịn Thương Tín.

International name : Saigon Thuong Tin Commercial Joint Stock Bank.

Abbreviated name : Sacombank.
Stock Exchange : HoSE.
Headquarter

: 266 - 268 Nam Kỳ Khởi Nghĩa, Ward 8, District 3, HCM City.

Phone number

: 0888 5555 88.

Hotline

: 1900 5555 88 (Customer care call center).

Fax

: 028 39 320 424

Website

: www.sacombank.com.vn

Email

:

-

Swift code: SGTTVNVX.

1.1.2.1. Establishment background
Sacombank was established in the context that Vietnam is in the process of
implementing a comprehensive, profound and thorough reform policy according to
the Resolution of the VI Party Congress. Starting in 1986, Vietnam's economy made
strong changes, the central planning mechanism gradually disappeared and changed
to a socialist-oriented market mechanism under the management of the Government
and each step integration into the global economy.

GROUP’S NAME: 07

ADVISOR: HOANG HA


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For the banking industry, within only 7 years from 1990 to 1996, the State
Bank had specific innovative solutions such as implementing a positive interest rate
policy, monetary policy is operated by indirect tools combined with direct control
tools; the establishment of a currency market has opened up a business environment
for cooperation and development between banks.
In addition, human resources were enhanced, continuous training and many
new technological tools, step by step modernization ensured the smooth operation
of the new banking systems. Credit capital was expanded to all economic sectors
and achieved an average growth rate of 36%/year, contributing to economic
restructuring towards industrialization - modernization and promoting economic
growth in many years. Therefore, the birth of new banks like Sacombank has
welcomed the wave of economic growth and has great opportunities for future
development.

This period also showed that the cooperative relationship between Vietnam
and international monetary and financial institutions (IMF, WB, ADB) was reestablished and opened. This was the perfect opportunity for the birth of banks to
capture international cash flows and global economic trends.
In Ho Chi Minh City, the cooperatives no longer unified, one by one
disbanded. Faced with this situation; three cooperatives including Lu Gia, Thanh
Cong, and Go Vap merged with Go Vap Economic Development Bank and the
result was the birth of Sacombank.
1.1.2.2. Development journey
Sacombank's nearly 30-year journey of establishment and development has
recorded many outstanding events, both success and failure. Those are its marks and
valuable lessons. It is a premise for Sacombank to improve and grow stronger in the
country and the region.

GROUP’S NAME: 07

ADVISOR: HOANG HA


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a. From 1991 to 1999
Officially put into operation on December 21, 1991 with a starting capital of
VND 3 billion, the network operated mainly in the suburban districts of Ho Chi
Minh city, the business scope was monotonous. Sacombank made the right
decisions, creating good conditions for development in the following stages. In
1993, Sacombank opened a branch in Hanoi. This was the first time a commercial
joint stock bank in Ho Chi Minh City established a branch in the Capital. At the
same time, offering promissory notes and implementing fast money transfer

services from Hanoi to Ho Chi Minh City and vice versa contributed to overcoming
the use of cash between the two largest economic centers in the country.
The turning point in this stage was the Bank's implementation of a
comprehensive reform policy on the management board and human resources
according to the advanced managerial model, which brought a new and modern
change.
The stage of starting a business also brought Sacombank a series of
difficulties. With a small amount of capital, but the Government had a new policy,
the minimum capitalization requirement for an Urban Bank was VND 70 billion. As
Sacombank itself was an Urban Bank, the enactment of this new regulation was a
real challenge that the entire management board and personnel must solve. Since its
establishment 5 years, Sacombank's charter capital only reached nearly VND 47.5
billion. This problem still could not be solved, the Bank had to face high overdue
loans.
Challenge after challenge. However, Sacombank was the first bank in Vietnam
to offer initial shares to the public in 1996. At the price of 200,000 VND/share,
Saigon Thuong Tin Bank raised its market capitalization to VND 71 billion.

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ADVISOR: HOANG HA


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b. From 1999 to 2001
Taking the lead in a new activity – Capital Issue. Sacombank was constantly
looking for solutions and solving problems that arise. At the same time, exploiting

the potential opportunities of this market.
To expand the market, Sacombank received capital contributions from foreign
organizations. Dragon Financial Holding (UK) contributed 10%. This solution
raised the bank's capitalization from VND 71 billion to VND 190 billion.
In addition to charter capital, Sacombank's scale also expanded and developed
as demonstrated in a series of newly established branches, increasing market share
throughout the country and at the same time cooperating with foreign organizations.
Specifically, Sacombank expanded its network to more than 20 provinces and key
economic regions, established relationships with more than 80 branches of foreign
banks around the world.
c. From 2001 to 2006
During this period, the set economic indicators and development goals were
fully and exceeded by the Bank. The success came from the fact that Sacombank
had received a capital contribution from 3 foreign shareholders that were developed
financial and banking institutions in the region and the world. This created
favorable opportunities for Sacombank to access advanced technology and modern
management experience, ready to integrate into the global economy. In addition, the
Bank initially successfully developed the model of joint venture and association
through capital contribution to establish a joint venture fund management company,
insurance company and securities company. Over 14 years, Sai Gon Thuong Tin is
one of the joint-stock commercial banks with the biggest charter capital in Vietnam,
increasing from VND 190 billion in 2001 to VND 1,900 billion in March 2006.
Branches spread from North to South with over 100 transaction points, building a
staff of 2,659 people, relationships with 6,700 agencies belonging to 200 banks in
80 countries around the world.

GROUP’S NAME: 07

ADVISOR: HOANG HA

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d. From 2006 to until now
This is a period of strong development, the basic difficulties have been solved.
The market size continues to expand, more and more branches are established.
Relationships with credit institutions and banks around the world create favorable
motivation in global cooperation.
Regarding the stock market, Sacombank was the pioneer bank to list shares on
the Ho Chi Minh Stock Exchange (HoSE) with a total listed capital of VND 1,900
billion VND.
Starting to establish subsidiary companies, such as Sacombank-SBR
Remittance Company, Sacombank-SBL Financial Leasing Company, SacombankSBS Securities Company... Expanding more fields such as jewelry business –
Sacombank-SBJ Jewelry Company.
In network expansion activities in Indochina, Sacombank was still the leading
bank when it opened a branch in Laos. In June 2009, opened a branch in Phnom
Penh. This activity contributed to promoting the economic trade of enterprises of
the three countries.
As of March 31, 2021, the Bank's charter capital reached VND 18 852 157
million. Sacombank issued 1,885,215,716 ordinary shares, with par value of VND
10,000. As for the operation network, the Bank had 1 headquarter, 109 branches and
443 transaction offices in provinces and cities across the country.
1.1.2. Development orientation
Always putting customers at the center, customer satisfaction is what
Sacombank is still aiming for. With the following goals, the bank has been growing
steadily around the past 30 years and has become one of the most prestigious banks
in Vietnam.

GROUP’S NAME: 07

ADVISOR: HOANG HA


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1.1.1.1.

9

Vision

With the aspiration to reach far and fly high, the Bank has a vision: To become
modern retail and multi-purpose bank in the country as well as in the Indochina
region.
Source: Sacombank
From a bank with a modest capital, Sacombank always strives and brings
ambition to expand its scale throughout Vietnam and especially the region. Up to
now, the banking system has been present in all provinces and regions of the
country. Sacombank has also established branches in Laos and Cambodia. The path
to implementing the vision took place according to the plan that the Bank had built.
The Bank has also succeeded with subsidiary companies operating in many
different fields such as asset management, jewelry,... A multi-functional bank is
increasingly affirmed.
The current vision is the guideline that guides all people at the Bank to work
together and strive to build a strong Bank. The staff, as well as the leadership,
always implement the lines and policies following the vision of the Bank.
1.1.1.2.

Missions

Sacombank's mission is to create the best benefits for customers with the most
complete products and services. Constantly innovating and overcoming weaknesses
and promoting advantages so that the Bank is a reliable place for individual
customers and businesses. The Bank prioritizes the training of an elite human
resources system with excellent human resource development policies. Equally
important are community- and social-oriented activities.
The following are the 4 missions that the Bank always aims to:
-

Optimizing full-service, modern and multi-utility financial solutions for
customers.

-

Maximize added value for partners, investors and shareholders.

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-

Bring career value and prosperity to employees.

-

Accompanying the common development of the community and society.
Source: Sacombank
1.1.1.3.

Core values

To bring customers to the Bank, Sacombank has introduced a system of core
values to attract attention and affirm trust and credibility when customers use
banking services:
-

Pioneers open the path and boldly face challenges to continue the success.

-

Innovative and dynamic for sustainable development.

-

Commitment to quality is the principle of conduct of each member in
customer service and partnership.

-

Making a difference with innovative breakthroughs in business and
executive management.
Source from Sacombank

The values that the Bank builds are aimed at maximizing the value for

customers, employees, and investors and demonstrating the highest sense of
responsibility in society to the community.
1.1.3. Organizational structure
As a large bank in the country, in order to maintain and organize activities
accurately, quickly and promptly, Sacombank must develop a reasonable, specific
and specialized organizational chart.
In general assessment of Sacombank's organizational chart, the Bank is
organized in a vertical functional structure.
Includes 2 apparatus:

GROUP’S NAME: 07

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- Administration and control apparatus. At the head of the Bank is the
General Meeting of Shareholders.
- Managerial apparatus. Headed by General Director is responsible for 10
departments.
Below is the administration model and managerial structure of the Bank:

Figure 1-1. Administration model

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Figure 1-2. Managerial structure

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1.2. ENVIRONMENTAL ANALYSIS
1.2.1. External environment
1.2.2.1. General environment
The General environment, also known as the macro environment, has affected
Saigon Thuong Tin Commercial Joint Stock Bank in 6 factors: Technological,
Natural, Sociocultural, Economic, Legal - Political and International.
These factors have had a direct and long-term impact on the Bank's current
business activities and potential for future development.
a. Technological
The emergence of industrial revolution 4.0 has been creating breakthroughs in
all industries, not except the banking industry. Outstanding development in

technology, machines and equipment gradually become popular, high-precision
algorithms support people a lot in their work. Sacombank with the motto must
change to catch up with the digital transformation, the top goal is to bring the best
experiences and services to customers, especially corporate customers.
With previous plans, Sacombank quickly implemented many solutions, taking
technology as a bridge between customers and the Bank. Since March 2008, the
Bank has built and successfully established to put into operation the most modern
data center in the region to ensure the absolute safety of the backup data
information system.
Sacombank and many other banks are applying Core Software Technology
system – also known as Core banking. In essence, this is a system of basic banking
modules such as deposits, loans, and customers. Through that, the bank develops
more services, products and stricter and more effective internal management. In
April 2012, Sacombank successfully upgraded its Core banking system T24 from
version R8 to modern R11. In the past, when banks did not have a modern "core" or
used an outdated "core", the customer management process was very scattered and

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extremely inconvenient for customers. To send money anywhere, the customer must
go there. This is inconvenient when customers want to trade at as many points as
they have to open accounts. They also cannot make transactions at different points
because the system builds each transaction point as an account. This outdated

process has been completely solved with the advent of modern core banking. From
now on with only one code, customers can make transactions with many products
and services and at any transaction point inside or outside the system. The timely
operation of the core banking modern version has helped Sacombank optimize
management capabilities, diversify products and services and at the same time
increase Sacombank's competitiveness in the market.
Technology has brought Sacombank positive steps. Since 2010, the Bank has
created modern transaction channels such as customer service centers thanks to the
application of digital technology. Especially, Sacombank was the first bank in
Vietnam to issue and accept EMV standard cards on all POS and ATMs in 2015.
After 2 years, successfully upgraded and issued the first contactless payment card in
the market and deploying QR code payment method according to the global EMV
standard. Sacombank Pay financial management application on smartphones was
also born after only 1 year.
In 2020, it was the first time to mark that Sacombank has launched an online
authentication feature (eKYC) that has reduced many unnecessary procedures when
using Sacombank Pay, the NFC feature turns smartphones into non-physical cards
for Touch payment and Tap to Phone service for merchants who accept cards that
turn smartphones into NFC POS machines to make touch payments for customers.
Since then, the Bank has deployed many non-cash payment services such as
electronic tax payment, electronic invoices, domestic and foreign money transfers,
payment of public services (electricity, water, telecommunications, tuition fees...) on
electronic channels. Besides, there are collection/payment services, cash flow
management and COD payment to help businesses easily accept payment methods

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such as QR, card, mobile app or cash without managing staff who collect cash, save
costs and limit risks.
During the Covid-19 pandemic continues to spread around the world.
Customers often cannot go directly to the bank to use the service. However, with a
solid digital technology foundation, it has been researched and developed by the
bank before. The work of exchanging, transferring money, borrowing capital is no
longer a complicated problem. People can make transactions through applications
developed by Sacombank. Not only that, to limit human-to-human contact, avoid
increasing the risk of infection. The bank regularly organizes online meetings
through applications such as Microsoft Teams, Zoom, ... At the same time,
employees with each other or between superiors and subordinates can talk and work
through this application. Forms of distance learning have been implemented since
2019, but amid the current pandemic, these forms have only been widely applied. In
2019, Sacombank marked a great development in technology, a series of tools were
integrated with information technology, application of artificial intelligence
(chatbot), robotics technology (RPA), upgraded core bank T24 to R17.
Especially in 2020, Sacombank was the first bank in Vietnam to successfully
approach and convert the method of holding the general meeting of shareholders to
the online form and electronic voting. This was also the year Sacombank initially
operated the Network Security Operations Center according to international
standards.
Timely applying technology, Sacombank has mastered the rising trend of
digitization. While the challenge is still ongoing, having the technology at hand, the
problem-solving ability is also enhanced more. Technology is the momentum that
makes the Bank grow stronger day by day.
b. Natural

In recent years, global climate change has become more and more acute, a
series of natural disasters, if they happen, are a real concern for the operation of

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economic activities. In the general influence caused by nature, the banking industry
in general and Sacombank in particular are still affected by tangible impacts.
Specifically, economic activities were blocked due to natural disasters, currency
conversion was stopped between parties, causing financial intermediaries such as
Sacombank to fail to achieve the set targets, trading activities encountered many
difficulties, banking transactions are therefore also affected.
Regarding infrastructure, recent floods in the central region or the prolonged
heat weather have eroded the quality of the works. Sacombank has to spend more
money for the repair and refurbishment of branches and transaction offices.
Environmental quality goes down in big cities like Hanoi, Ho Chi Minh City,
the air is seriously polluted. The Bank's staff is easily affected, leading to illness and
temporary resignation. Although the impact is not significant, it also reduces the
progress of the Bank's work somewhat.
Especially in the context that Vietnam and the world are straining to fight the
Covid pandemic, it has negatively impacted banks, including Sacombank. After
three outbreaks of the pandemic, Vietnam's economy was stagnant because many
businesses were unable to operate or limited operations. Even many businesses have
to declare bankruptcy in areas such as restaurants, hotels, etc. If the business goes

bankrupt, the amount of capital that the business has borrowed from the bank, the
bank is in danger of losing because the business owner does not the ability to pay
even if the Bank sues in court, it cannot take back the money. The pandemic also
reduced the asset quality of banks, and bad debts increased significantly. At the
same time, banks agreed to reduce interest rates, waive and reduce some service
fees to share and support loan businesses to recover during and after the pandemic.
This causes the bank's assets to decrease. Also in the complicated context of Covid,
banks have to review and re-evaluate their customer portfolio in case encountering
"lost credibility" customers.

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The influence of nature on Sacombank is obvious. However, Sacombank is
still implementing projects for the environment. The "Green credit" policy that the
Bank has implemented is to support loans for customers whose production and
business activities aim at protecting environmental and social resources.
Specifically, the bank spends up to VND 8,500 billion for loans with interest
rates from 6% per year for new and existing businesses that need capital for
production and business but have no impact or ability to protect the natural
resources environment.
With respect to individuals and households, Sacombank opens a credit
package of VND 500 billion for loans to buy solar energy equipment, preferential
interest rates and includes insurance products to encourage customers to use natural

energy instead of electrical power.
Nature affects all sectors, not just banks. Sacombank and many other
businesses are still implementing projects and policies to directly and indirectly
support environmental activities. Together, the living environment is better, healthy
people work more effectively, increasing the working efficiency for the business
activities of the Bank as well as other industries better.
c. Sociocultural
From the beginning before officially established, Sacombank chose the land of
Saigon as the place to take root. The population is concentrated at a very high level,
the demand for people's quality of life is mostly higher than that of other regions in
the country. The population is the customer, if the population is densely
concentrated, the number of customers will definitely be high. Because of this,
many businesses including Sacombank have chosen densely populated cities like
Ho Chi Minh City to establish.
After nearly 30 years of development, Sacombank has expanded on the whole
country with hundreds of branches and transaction offices to bring the best services
and experiences to residents in all regions of the country. Not only in densely

GROUP’S NAME: 07

ADVISOR: HOANG HA