STATE BANK OF VIETNAM MINISTRY OF EDUCATION & TRAINING
BANKING ACADEMY
***************
NGUYEN THI KIM QUYNH
ENHANCING EFFICIENCY OF HANDLING OF NON-PERFORMING LOAN
(NPL) OF THE ASSET MANAGEMENT COMPANY TO VIETNAM CREDIT
INSTITUTIONS
SUMMARY OF DOCTORAL THESIS IN ECONOMICS
HANOI - 2020
RESEARCH WORKS ARE COMPLETED AT
BANKING ACADEMY
The dissertation is defended in front of the PhD Council at the grassroots doctoral
thesis at 14:00 on June 1, 2020 at the Banking Academy.
HA NOI – 2020
1
INTRODUCTION
1. The urgency of the topic
VAMC was established with great attention and support from the State Bank, the
Government and ministries, agencies but still faces many difficulties and obstacles such as
mechanisms, policies and regulations; the law is not complete; operating capital is limited;
Vietnam has not really formed a debt trading market; ... This is also the main reason making
debts that VAMC collected(sao khoản nợ lại thu mua), although quite large, (con số xử lý)
are still modest.
Stemming from the above reasons, the author chooses the topic ‘Enhance the
efficiency of handling NPLs of the Asset Management Company to Vietnamese credit
institutions".
2. Research objectives of the thesis
2.1 General research objectives
Assessing the effectiveness of VAMC's NPL resolution to Vietnamese credit institutions
and proposing solutions to improve the efficiency of handling NPLs for VAMC.
2.2 Specific research objectives
- Firstly, Systematizing the theoretical issues of NPLs, NPLshandling of credit
institutions and the effectiveness of NPL handling of Asset Management Company.
Clarifying the implication of NPL handling; factors affecting the efficiency of handling
NPLs;
- Secondly, Studying the experiences of other countries in dealing with NPLsthrough
the Asset Management Company and drawing lessons for Vietnam;
- Thirdly, Assessing the status of NPL handling of VAMC in the period of 2013-2019,
building a model of factors affecting VAMC's NPL solutionresults.
- Fourthly, Proposing appropriate solutions for VAMC to improve the efficiency of
handling NPLs.
2.3 Research questions
Firstly: What is the effective handling of NPLs of the Asset Management Company?
What criteria to evaluate the effectiveness of of handling of NPLs of the Asset Management
Company? What factors affect the effectiveness of handling of NPLs of the
AssetManagement Company?
Secondly: How is the actual situation of VAMC's NPL handling period 2013 - 2019? How
is the impact of factors on the effectiveness of VAMC's NPL handling period 2013-2019?
Thirdly: What is the solution to improve the efficiency of VAMC's NPL handling? In
order to implement such solutions, what support does VAMC need from the concerned
agencies?
2
3. Research subject and scope
3.1 Research subjects
The thesis studied the effectiveness of dealing with NPLs of the Asset Management
Company with respect to Vietnamese credit institutions.
3.2 Research scope
- Regarding the content: The dissertation researches the effectiveness of dealing with
bad debts of the Asset Management Company with respect to Vietnamese credit institutions.
- Research period: From 2013-2019.
4. Research method
The thesis uses a combination of qualitative research methods and quantitative methods
5. New contributions of the thesis
5.1 Theoretical contributions
Firstly, the thesis has systematized the basic issues of NPLs, the effectiveness of
handling NPLs of the Asset Management Company.
Second, The thesis has studied the experience of handling NPLs through the Asset
Management Companies of several countries in the World. From there, draw valuable
lessons for VAMC in dealing with NPLs.
Third, the thesis has built a quantitative research model with 10 factors affecting the
effectiveness of VAMC's NPL handling. The research results show the different influence
level of factors on the effectiveness of VAMC's NPL handling that previous studies have
not been verified.
5.2 Practical contributions
Firstly, the thesis has analyzed in detail the effectiveness of VAMC's NPL
performance in the period of 2013-2019. Especially, by collecting information through
survey questionnaires, the thesis has evaluated and analyzed the factors affecting
VAMC's NPL performance.
Second, propose a number of solutions and recommendations to improve the
effectiveness of VAMC's handling of NPLs. The solutions and recommendations have
somewhat followed the theoretical analysis and practical assessment of the effectiveness
of VAMC's NPL handling.
6. The structure of the thesis
In addition to the introduction, the list of references and appendices and layout of the
thesis is divided into 5 chapters, tables, figures and graphs as follows:
Chapter 1: Overview of research on the topic
Chapter 2: Basic theory of the effectiveness of the NPL Management Company.
Chapter 3: Actual situation of solving NPLs of VAMC.
Chapter 4: Solutions to improve the efficiency of handling NPLs for VAMC.
3
CHAPTER I
OVERVIEW OF RESEARCH ON THE TOPIC
1.1. OVERVIEW OF FOREIGN RESEARCH WORKS
1.1.1. There is no single or optimal definition of NPL in previous studies.
1.1.2. All studies have come to the unanimous consequence of the NPL.
1.1.3 Many studies have pointed out the causes of NPLs arising from both the macro and the
banks.
1.1.4 Previous studies have shown that in order to deal with NPLs, it is necessary to apply a
variety of debt handling measures.
1.1.5 Establishing a Asset Management Company to handle debts is necessary, the effectiveness
of debt management of the Asset Management Company depends on many factors.
1.2. OVERVIEW OF DOMESTIC RESEARCH WORKS
1.2.1. The cause of arising NPLs comes from both objective and subjective reasons from the
credit institution itself
1.2.2. Studies have pointed out the limitations of VAMC's NPL handling and proposed
solutions to improve the effectiveness of VAMC's NPL handling.
1.3. RESEARCH GAPS
About theoretical research.
Previous studies have provided a theoretical basis for the effectiveness of of VAMC's
NPL handling, but has not been systematic and updated recently, especially in the period of
2013- 2019.
About practical research
Firstly, there is no scientific work to comprehensively study the NPLhandling
activities of VAMC, especially in the period from 2013-2019.
Secondly, from different research perspectives, the authors have previously analyzed
a few factors affecting VAMC's performance without a comprehensive analysis and
evaluation of influencing factors, the level of influence of Factors to the effectiveness of
VAMC's handling of NPLs. The author has presented comprehensively the factors affecting
VAMC's bad debt handling activities, built a model to assess the impact of each factor, so
that VAMC could have a base to build an evaluation model influence level of each factor,
from which there are suitable solutions.
Thirdly, in order to offer a solution to improve the NPL handling efficiency of the Asset
Management Company, it must have a comprehensive evaluation in a certain period.Some
studies on VAMC are only conducted for a short period of time like a year or two whenVAMC is
put into operation. Therefore, previous studies have not had a comprehensive and specific view,
4
so the proposed solutions may no longer be suitable for the current operation of VAMC.
5
CHAPTER 2:
BASIC THEORY ABOUT THE EFFECTIVENESS OF HANDLING NPL OF THE
COMPANYASSET MANAGEMENT
2.1. BASIC THEORY OF NPL
2.1.1. The concept of NPL
According to the author, the bad debt must be approached and assessed at the repayment
ability of the customer. This means that a loan may be in due or overdue, if the lender
(credit institution) assesses that the customer has signs of default or suspects repayment, it
can be classified as NPL.
2.1.2. The cause of NPL
a) Objective reasons
From customers
Losses in business activities of customers.
Customer ethics.
From the environment
Regulatory environment.
Some credit programs under the Government's design are not reasonable.
Natural environment such as natural disasters, floods, fires, crop failures, epidemics.
Economic environment
b) Subjective causes
Strategy and Risk appetile
Credit policies and processes are weak, inconsistent and professional. The organization
of internal inspection and control was lax.
Staff quality is low.
Lack of supervision and risk management after lending
2.1.3.Indicators for measuring NPLs
- Scale and structure of NPLs.
- NPL ratio = total NPLs / total outstanding debt.
- NPL ratio compared to equity = total NPL/ total equity.
- NPL ratioto the contingency reserve fund = total NPL / the loss fund balance
-The ratio of non-performing loans to the total value of collaterals = total nonperforming loans / the total value of collaterals.
- NPL ratio = ratio of total debt and off-balance sheet commitments from group 3 to
group 5 against total debt and off-balance sheet commitments from group 1 to group 5.
+ Moodys’: ≤ 2%;
6
+ FDIC: assess asset quality by 5 levels with increasing risk level: level 1 is the best asset
level, the risk level is very low, not worrying while level 5 reflects the worst asset level , have the
highest risk to financial institutions (FDIC, 1997);
+ AIA CAMELS: ≤ 1% (AIA, 1996);
+ Viet Nam: ≤ 3%.
2.2.THE EFFICIENCY OF
MANAGEMENT COMPANY
HANDLING
BAD
DEBT
OF
THE
ASSET
2.2.1.Asset management company
2.2.1.1.Asset Management Company concept
Asset Management Company, abbreviated to AMC, or Asset Management Company, is
a type of debt management and asset exploitation company. In each country, depending on
economic conditions and development policies of each country, the debt management and
asset exploitation company has its own names, characteristics, rights and obligations.
However, the debt management and asset exploitation company can be considered as a
special-purpose institution with special responsibilities and power in performing the function
of buying, selling and managing doubtful debts from the banking system and handle those
debts optimally.
2.2.1.2. Types of Property Management Company
There are two types of Asset Management Companies: State Asset Management
Company and Private Asset Management Company, namely:
2.2.1.3 Characteristics of the Asset Management Company
Characteristics of the Asset Management
representativeness, independence and effectiveness.
Companyexpressed
through
2.2.1.4 Functions and duties of the Asset Management Company
a) Purchase of bad debts: Buy debt at the book value of the debt; Buy debt at market
value
b) Tasks of handling bad debts after the purchase
Dealing with debts: Debt sale; Directly manage debts and restructure debts through
converting debts into contributed capital; Authorize another bank or other organization to
manage and handle the debt; Securitizing bad debt
About handling collateral of debt: Selling collateral; Invest, repair, upgrade and lease
properties; Other duties such as consulting, brokerage for debt and asset trading; Financial
investment, capital contribution, stock purchase; Guarantee for customers with bad debts to
borrow money at banks; Joint venture, cooperation to manage and handle assets;auction of
debt/asset of debt.
7
2.2.2.Effectiveness of handling NPLs of the Asset Management Company
2.2.2.1.The concept of effectiveness of handling NPLs of the Asset Management
Company
Considering AMC's handling of bad debts, AMC's bad debt handling efficiency is the
relationship between AMC's own debt settlement results and VAMC's expenses, and AMC's
NPL handling efficiency is considered between the efficiency of AMC's NPL handling and
the whole sector's NPL handling efficiency.
2.2.2.2.The criteria for evaluating the effectiveness of handling NPLs of the Asset
Management Company
a) System of quantitative criteria
Target 1: Ratio of AMC’s NPLs (original balance of balance sheet) purchased from
credit institutions compared to total NPL balance of credit institutions.
Target 2: The ratio of NPLs handled by AMC to the total NPLs handled by credit
institutions.
Target 3:AMC's NPL recovery rateto purchased NPLs.
Target 4: Proportion of outstanding loans, debt restructured customers / total NPLs
in the balance sheet, purchased AMC customers of credit institutions.
Target 5: Proportion of outstanding loans recovered from collaterals /total
recovered outstanding debts.
Target 6: The proportion of NPL handling methods to total handled NPLs
Target 7: Capital turnover for debt settlement
b) System of qualitative criteria
The suitability and spread of AMC's NPL handling results
Diversity and suitability of debt settlement methods
Attractive level of parties involved in debt settlement (buyers, sellers, brokers, the
support of the authorities
2.2.2.3.Factors affecting the efficiency of handling of NPLs of the Asset Management
Company
a) Group of subjective factors
First: Model and organizational structure of AMC.
Second: Functions and duties of AMC.
Third: Capital capacity of AMC.
Fourth: Human resources of AMC
Fifth: Information technology system.
b) Objective factor group
First, the development of the NPL trading market.
8
Second: The system of legal documents related to NPL handling.
Third: Viewpoints, cooperation of debt selling credit institutions.
Fourth: The support of the authorities.
Fifth: The operation of debt trading companies.
2.3 EXPERIENCE WITH DEBT HANDLING THROUGH AMC OF SOME
COUNTRIES AND LESSONS FOR VIETNAM
2.3.1 Background of birth of AMCs
2.3.1.1 AMC Korea (KAMCO) was established in 1997, due to a reorganization from the
Asset Management Company of the Korea Development Bank (KDB).
2.3.1.2
Four Chinese AMCs were established in 1999 amid rising NPLs due to a centrally
planned economic mechanism.
2.3.1.3
With the entry of Deposit Insurance, Japan established Debt Collection and
Recovery Agency - RCC, Industrial Reconstruction Agency - IRCJ to handle
2.3.1.4
NPLs.
One of the three solutions to solving NPLs of Malaysia is to set up the national
AMC - Danaharta
2.3.2 Ownership of AMCs
2.3.2.1 AMC Korea - KAMCO is a non-bank financial institution with state ownership of
over 50%
2.3.2.2 Four Chinese AMCs are owned by four Chinese state-owned commercial banks
2.3.2.3 The Japanese AMCs are owned by Deposit Insurance
2.3.2.4
Danaharta - AMC Malaysia is wholly owned by the state
2.3.1 Legal system that operates AMC
2.3.3.1 The Malaysian Act 587 gives Danaharta a lot of power in dealing with NPLs
2.3.3.2 If the Malaysian Act 587 gives Danaharta the power to buy debt and manage
2.3.3.3
2.3.3.4
unprofitable companies, the Hamco Kamco act gives Kamco the powers of debt
buying and debt settlement (securitization) debts and property seizures to handle
debts ...)
To create a legal framework for the handling of NPLs Japan has amended a
number of relevant laws
China lacks a unified legal system for AMCs, with too many discrete legal
instruments governing the activities of AMC
2.3.4 Effective handling of NPLs of AMCs
2.3.4.1
In general, Kamco was effective, the NPL dropped sharply to 2.3% in 2002. After
5 years of losses, banks started making profits from 2001 and grew rapidly from
2002 and stable development so far.
9
2.3.4.2
With the discrete legal system, the Chinese AMC did not reach the goal as
2.3.4.3
expected, only dealing with the cash recovery rate of 21%.
AMC of Japan has successfully dealt with NPLs, especially in business
2.3.4.4
3.2.
reconstruction
With the recovery rate of over 58%, the efficiency of dealing with NPLs of
Danaharta - Malaysia is worth other countries.
LESSONS
ON
IMPROVINGEFFICIENCY
OFVIETNAMAMC’S
NPL
HANDLING
3.2.1.The complete legal system is the basis for hastening and effectively handling AMC's
NPLs
3.2.2.The AMCs must be empowered strong enough
3.2.3.If want to handle quickly and effectively, priority must be given to dealing with real
money
3.2.4.Not only handling NPLs quickly, but also AMCs need to improve their role in
business reconstruction activities
3.2.5.Securing debt is also a good solution to improve NPL handling for AMC
3.2.6.In addition to conventional debt handling, the handling of assets / liabilities in batches
will reduce costs and time, contributing to improving the efficiency of handling bad debts.
10
CHAPTER 3:
CURRENT SITUATION OF THE EFFECTIVENESS OF VAMC’s NPL
HANGDLING
3.1. CURRENT SITUATION OF NPL AND HANDLING OF NPL OF VIETNAM
CREDIT INSTITUTIONS
3.1.1.Actual situation of NPLs of credit institutions
Table 3.1: Non-performing loans of credit institutions in the period 2013-2019
Unit: VND billion, %
No Criteria
1
NPL
2
Loan
balance
3
NPL ratio
(%)
2013
2014
2015
2016
2017
2018
2019
116.490
214.920
131.820
150.120
144.590
158.875
157.289
3.226.870 6.612.923 5.169.412 6.102.439 7.265.829 8.318.088 9.546.673
3,61
3,25
2,55
2,46
1,99
1,91
1,65
Source: State bank summary report
3.1.2. Handling NPLs of credit institutions
Table 3.2: NPLs and results of dealing with NPLs of credit institutions (2013-2019)
Unit: VND billion
No
Criteria
2013
2014
2015
2016
2017
2018
2019
1
NPL
116.490 214.920 131.820 150.120 144.590 158.875 157.289
2
NPL
handling
87.977
143.550 186.894 118.493 115.541 163.141 159.733
Source: State Bank Annual Report 2013-2019
3.2. CURRENT SITUATION OF THE EFFECTIVENESS OF VAMC'S NPL
HANDLING
3.2.1.Overview of VAMC
3.2.1.1Background of VAMC’s establishment
In the context of the global economic downturn period 2008 - 2012, along with the
internal weakness accumulated over many years, Vietnam's economy began to decline,
macroeconomic appeared many uncertain factors. , high inflation rate, economic growth rate
fell to a low level. The State Bank has formulated and submitted to the Politburo and the
Government for approval and approved by the Prime Minister the Project "Dealing with
11
NPLs of the system of credit institutions" and the Project "Establishing the Management
Company". management of Vietnamese credit institutions ”in Decision No. 843 / QD-TTg
May 31, 2013.
3.2.1.2VAMC development history
As of December 31, 2019, VAMC has been in operation for more than 6 years.
3.2.1.3Organize the structure, principles and operational areas of VAMC
a) Organizational structure
VAMC is 174 people, including 09 managerial officers, 31 senior management
officers and the Director / Deputy Director of the Branch and 134 officials and employees.
Currently, VAMC is headquartered in Hanoi and has one branch in Ho Chi Minh.
b) Principles and areas of operation of VAMC
Operating principles
Get revenue to cover expenses for non-profit purposes; Publicity and transparency in
activities of purchasing and handling NPLs; Limiting risks and costs in dealing with NPLs.
Areas of operation
Buying bad debts of credit institutions; Debt recovery, debt collection and handling,
debt selling, collaterals; Debt restructuring, adjustment of debt repayment conditions,
conversion of debts into contributed capital and equity of borrowers; Investing, repairing,
upgrading, exploiting, using and leasing collaterals which have been collected by VAMC;
Managing bad debts bought, inspected and supervised collaterals related to bad debts,
including documents and records related to bad debts and loan security; Counseling,
brokerage for buying and selling debts and assets; Financial investment, capital
contribution, stock purchase; Organizing property auctions; Guarantee to organizations,
businesses and individuals borrowing capital from credit institutions; Other activities in
accordance with the functions and duties of VAMC after being permitted by the Governor
of the State Bank.
3.2.2.Realsituation of the effectiveness of VAMC's NPL handling
3.2.2.1 .Real Situation of the legal framework to operate VAMC activities
a) General legal framework for VAMC activities
b) Legal framework for VAMC's handling of NPLs
3.2.2.2 .Actual situation of the effecitiveness of VAMC’s NPL handling
a) Overview of VAMC's tasks
VAMC has just implemented 6/10 tasks assigned in Decree No. 53/2013 / ND-CP.
b) Debt purchase results by special bond
12
Table 3.3: Debt purchase results by special bonds 2013-2019
No
Criteria
1
Number of
customers
2
The amount of
NPLs
2013
2014
2015
2016
2017
2018
2019 Accumulated
to31/12/2019
933
5.254
8.836
832
414
500
162
16.931
1.511
8.597
14.310
1.240
562
761
381
27.363
Outstanding
4
balance of
balance sheet
35.563 89.941 107.644 42.183 32.601 30.917 20.544
359.393
30.926 75.812 99.143 40.035 31.839 29.812 19.846
327.413
(VND billion)
5
Purchase price
(billion dong)
Source: Report of VAMC's activities for the years 2013-2019
Classification of debts bought by special bonds
Table 3.4: Classification of NPLs which VAMC purchased with special bonds based on
the type of Credit Institutions
Unit: VND billion
Joint stock
commercial
bank
Financial
company
Total
10.82
20.044
0
30.926
Proportion
35,19%
64,81%
0%
100.%
Purchase price
29,641
46.171
285
75.812
Proportion
39,10%
60,90%
0,38%
100%
Purchase price
44.516
53.965
662
99.143
Proportion
44,90%
54,43%
0,67%
100%
Purchase price
4.804
34.998
233
40.035
Proportion
12,00%
87,42%
0,58%
100%
Purchase price
31.820
0
19
31.839
Proportion
99,94%
0%
0,06%
100%
No
Year
Criteria
SOCB
1
2013
Purchase price
2
3
4
5
2014
2015
2016
2017
13
6
7
2018
2019
Total
Purchase price
13.426
16.260
126
29.812
Proportion
45,04%
54,54%
0,42%
100%
Purchase price
0
19,833
13
19.846
Proportion
0%
99,93%
0,07%
100%
Purchase price
135.089
191.271
1.338
327.413
Proportion
41,26%
58,42%
0,41%
100%
Source: Author compiled from VAMC software
Table 3.5: Classification of NPLs VAMC purchased by special bonds according to the
Plan of the period 2013-2019
Unit: VND billion
No
1
2
Type
Joint stock
company
Limited
2013
2014
2015
2016
2017
2018
2019
Total
10.409 34.610 47.009 12.834 18.432 24.941 17.046 165.281
13.725 29.084 33.817 14.172
5.669
1.862
841
99.170
3
Business
households and
individuals
4.749
9.200
13.098 12.255
7.650
2.507
409
49.868
4
Private
enterprise
1.377
1.898
2.506
761
31
24
1.087
7.684
5
Government
company
99
627
1.831
-
-
315
180
3.052
459
102
56
-
6
-
-
623
108
291
825
12
51
162
283
1.732
company
Foreign6
7
invested
enterprises
Other
Total
30.926 75.812 99.143 40.035 31.839 29.812 19.846 327.413
Source: Author compiled from VAMC software
14
Table3.6: Classification NPLs that VAMC bought with special bonds based onindustry
groups from 2013 to 2019
Unit: VND billion
No
Name of Industry
2013
2014
2015
2016
2017
2018
2019
Total
1
Real estate business
8.602
11.878 20.151
9.073
4.857
2.385
974
57.92
2
Construction industry
4.104
8.945
8.497
5.088
15.631
4.863
2.679
49.807
3
Wholesale and retail
industry; Repairing
automobiles, motors,
motorbikes and other
motor vehicles
2.924
9.81
10.271
969
1.622
13
244
25.853
3.823
7.818
8.136
2.31
357
2.53
244
25.218
4
Processing industry
5
Transportation and
warehousing industry
956
3.745
6.29
1.699
876
37
365
13.968
6
Agriculture, forestry
and fishery
1.067
3.186
3.457
2.83
457
57
1.705
12.759
7
Other services
6.73
20.93
33.022 13.774
6.456
88
487
81.487
8
Other
2.72
9.5
9.318
1.583
Total
4.291
19.839 13.149
60.4
30.926 75.812 99.142 40.034 31.839 29.812 19.846 327.411
Source: Author compiled from VAMC software
c) Debt purchase results by market value
Table 3.7: Debt purchase results by the 2013-2019 equity period
2013
2014
2015
2016
2017
2018
2019
Lũy kế
Numbers of the debt
-
-
-
-
6
40
37
83
Number of customers /
customer groupshang
-
-
-
-
6
14
16
36
-
-
-
-
2.939
2.943
2.131
8.013
-
-
-
-
3.141
2.819
2.247
8.207
Criteria
Principal
billion)
balance(VND
Purchase
billion)
price
(VND
Source: Report of VAMC's activities for the years 2013-2019
d) Debt handling results
Table 3.8: VAMC's debt collection and settlement results for the period 2013-2019
15
Unit: VND billion
Criteria
2013
2014
2015
2016
2017
2018
2019
Lũy kế
Return value from
NPLs which bought
by special bonds
146
4.875
17.142
28.853
30.852
33.964
31.372
146.942
Return value from
NPLs which bought
based on market
price
0
0
0
0
0
3.548
1.630
5.178
30.852
37.512
32.740
152.120
Total
146
4.875
17.142
28.853
Source: Report of VAMC’s activities for the year 2013-2019
Table3.9: VAMC debt collection and settlement results for each method
Unit: VND billion
TT
1
2
3
2013
2014
2015
2016
2017
2018
2019
Lũy kế
0
1.773
1.183
4.860
6.472
10.925
16.661
41.874
Purchased by
special bonds
0
1.773
1.183
4.860
6.472
10.234
15.411
39.933
Purchased by
market price
0
0
0
0
0
691
1.250
1.941
Sale of collaterals
0
490
4.180
6.356
4.865
5.200
6.468
27.559
Purchased by
special bonds
0
490
4.180
6.356
4.865
2.392
6.284
24.567
Purchased by
market price
0
0
0
0
0
2.808
184
2.992
Other methods
146
2.612
11.779
17.637
19.515
21.387
9.611
82.687
NPLs purchased
by special bonds
146
2.612
11.779
17.637
19.515
21.332
9.521
82.442
NPLs purchased
by market price
0
0
0
0
0
55
90
245
146
4.875
17.142
28.853
30.852
37.512
32.740
152.120
Criteria
Debt sale
Total
Source: Author compiled from VAMC software
3.2.2.3Measure the effectiveness of VAMC's handling of bad debts
a) Criteria 1:
16
Table 3.10: Ratio of NPLs purchased by VAMC (according to balance sheet
principal) from credit institutions to total outstanding loans of credit institutions
Unit: VND billion
No
Year
NPLs VAMC
bought
according to
principal
1
2013
2014
2015
2016
2017
2018
2019
35.563
89.941
107.644
42.183
35.316
33.860
22.675
116.490
214.920
131.820
150.120
144.590
158.875
157.289
30,53%
41,85%
81,66%
28,1%
22,39%
19,46%
13,06%
balance
of
balance sheet
2
Total number
of NPLs of
credit
institutions
3
Proportion
Source: SBV Report and VAMC Report
b) Criteria 2:
Table: 3.11: Proportion of NPLs handled by selling debt to VAMC compared to total
NPL handled by credit institutions
Unit: VND billion
No
1
2
3
Year
are
2013
2014
2015
2016
2017
2018
2019
NPLs
handled
through
35.563 89.941 107.644 42.183 35.316 33.860 22.675
selling debts
to
VAMC
(VNDbillion).
Total
NPLs
handled
by
commercial
87.977 143.550 186.894 118.493 115.541 163.141 159.733
banks (VND
billion)
40,42% 62,65% 57,60% 35,60% 30,76% 20,76% 14,20%
Proportion
Source: SBV Report, VAMC Report
c) Criteria 3:
Table 3.12: NPL recovery ratio of VAMC compared to purchased NPLs.
17
Unit: VND billion,%
NPL purchased by special bonds
Year
Accumulated
recovery
amount
NPL bought according to market value
Accumulated
Accumulated Accumulated
Recovery
Recovery
purchase
recovery
purchase
rate
rate
price
amount
price
2013
146
30.826
0,5%
2014
5.021
106.538
4,7%
2015
22.163
205.681
10,8%
2016
51.016
245.716
20,8%
2017
81.868
277.547
29,5%
0
3.141
0%
2018
115.570
307.359
37,6%
3.548
5.960
59,5%
2019
146.680
327.413
44,8%
5.178
8.207
63,1%
Source: Report of VAMC's activities for the years 2013-2019
d) Criteria 4:
Table 3.13: Percentage of outstanding loans, restructured customers / total NPLs in
the balance sheet, purchased VAMC customers of commercial banks.
Unit: VND billion
No
1
2
3
Criteria
Total principal
balance
of
NPLs on the
balance sheet
which
is
restructured by
VAMC
Total principal
balance
of
NPLs on the
balance sheet
NPLs
restructuring
ratio
2013
2014
2015
2016
2017
2018
2019
0
813
606
1.411
480
6
2.946,6
35.563
89.941
107.644
42.183
35.540
33.860
22.675
0%
0,9%
0,56%
3,34%
1,35%
0,02%
12,99%
Source: Report ofVAMC’s activities for the year 2013-2019
e) Criteria 5:
Table 3.14: Percentage of outstanding NPLs recovered from handling of collaterals on
18
total outstanding NPLs recovery
Unit:VND billion
No
1
Criteria
Returns
handling
collaterals
2013
2014
2015
2016
2017
2018
2019
from
0
490
4.180
6.356
4.865
5.200
16.661
2
Total returns
146
4.875
17.142
28.853
30.852
37.512
32.740
3
Proportion
0%
36,37%
6,90%
16,84%
20,98%
29,12%
19,76%
Source: Report ofVAMC’s activities for the year 2013-2019
f) Target 6:
Table 3.15: Proportion of debt settlement methods to total handled NPL
Unit: VND billion
No
Implementation
methods
1
Selling
assets
fixed
2
Selling debt
3
Other measures
Proportion of recovery by each method
2013
2014
2015
2016
2017
2018
2019
0%
10,05%
24,38%
22,03%
15,77%
13,86%
19,76%
0%
36,37%
6,90%
16,84%
20,98%
29,12%
50,89%
100%
53,58%
68,71%
61,13%
63,25%
57,01%
29,36%
Source: Report of VAMC's activities for the years 2013-2019
g) Target 7:
Table 3.16: VAMC's market capitalization cycle
Unit: VND billion
Result of debt
purchase (VND
billion)
Circle of capital
No
Year
VAMC capital
(VND billion)
1
2013
500
0
0
2
2014
500
0
0
3
2015
500
0
0
4
2016
500
0
0
5
2017
2.000
3.141
1,57
6
2018
2.000
2.819
1,41
7
2019
5.000
2.247
1,12
Source: Authors' summary
3.2.3Analysis of factors affecting VAMC's NPL handling performance
19
3.2.3.1Building a research model
a) Official scale
b) Research models
c) Develop research hypotheses
3.2.3.2Design scales, survey tables
3.2.3.3Assess the reliability of the scale by Cronbach's Alpha coefficient
3.2.3.4EFA discovery factor analysis
a) EFA discovery factor analysis for the independent variable
b) EFA analysis for the dependent variable
Table 3.17: KMO test for dependent variables
KMO and Bartlett’s Test
KMO value (Kaiser-Meyer-Olkin of Sampling Adequacy)
Bartlett’s
statistical Approx, Chi-Square
quantities (Bartlett’s Test Df
of Sphericity)
Sig,
0,705
5689.626
1035
.000
(Source: SPSS 20.0 output)
c) Rotation matrix of factors
4.2.3.5 Linear regression analysis
Model running results: VAMC's NPL handling efficiency = 2,981+ 0,139 Functions and
duties of VAMC + 0,136 VAMC's capital capacity + 0,156 VAMC's personnel + 0.222 VAMC's
technology +(- 0.263 Development of debt trading market)
3.2.3.6 Analysis of quantitative research results
3.2.3. Assessing the effectiveness of VAMC's handling of NPLs in the period 2013-2019
3.2.3.1. Result
Firstly, VAMC has shown its mission role in dealing with NPLs, VAMC has
contributed to bringing NPLs of the whole CI system to below 3%
Secondly, the handling of NPLs through VAMC is a tool to help the State Bank
identify and transact NPLs
Thirdly, the handling of NPLs through VAMC in the period of 2013-2019 is consistent
with Vietnam's economic and political conditions, spreading the results of handling NPLs.
Fourthly, credit institutions have reduced financial pressure, have more capital to
increase credit activities, and have more power to handle debts through selling debts to
VAMC.
Fifthly, customers with NPLs have the opportunity to once again be reviewed by
VAMC to review the business situation, reconsider in debt restructuring.
20
3.2.3.2Limitations and causes
a) Limitations
Firstly, VAMC has not fully implemented 10 assigned tasks under the Government's
direction in Decree No. 53/2013 / ND-CP.
Secondly, VAMC's debt purchase value according to market value is low, not yet
showing the leading role of debt trading market.
Thirdly, VAMC has not promoted its role in mobilizing other capital sources to carry
out market debt purchase
Fourthly, the results of VAMC's special debt collection by VAMC have not shown the
efficiency of VAMC's debt resolution.
Fifth, VAMC has not shown the effectiveness in debt restructuring and supporting
customers
b) The causes of the limitations
Subjective reasons
Firstly, VAMC staff is still lacking, not much experience in dealing with NPLs,
especially in supporting corporate finance.
Secondly, the current organizational structure model of VAMC will no longer be suitable in
the coming time when VAMC fully implements its duties according to Decree No. 53/2013
/ ND-CP and implements new operations.
Thirdly, the new Risk Management is initially implemented
Fourthly, VAMC does not have an information system connecting with credit
institutions to update information about NPLs and collaterals of NPLs for debt settlement.
Fifthly, the facilities have not met VAMC’s operational requirements
Objective reasons from mechanisms and policies related to debt handling
Firstly, the legal corridor for trading and dealing with NPLs has been formed but
scattered in many different regulations. There is no specific law on dealing with NPLs, and
there is no law on debt securitization
Secondly, the regulations on seizureof collateral have actively supported the handling
of NPLs of VAMC, but there are still problems when implementing.
Thirdly, the regulations restricting mortgage registration when receiving additional
collaterals are land use right, not encouraging investors to buy VAMC's debt.
Fourthly, there has been no policy to attract foreign investors to participate in
Vietnam's debt trading market
Fifthly, the current law has no specific guidance on the valuation of NPLs, leading to
inconsistent implementation and not ensuring transparency and objectivity.
21
Sixthly, there is no legal regulation on the case of land use right registration, the
ownership of land-attached assets applies to debt-buying individuals who are not debt
purchase and sale organizations under Resolution No. 42/2017 / QH14.
Seventhly, debt trading is still limited in transaction models and modes
Objective reasons from credit institutions, characteristics of debts and collateral
of debts
Firstly, NPLs have been generated for a long time and are difficult to recover
Secondly, conflicts of interest in the process of buying, selling and handling NPLs
between VAMC and credit institutions
Thirdly, reporting and updating information were inaccurate, leading to problems in
information processing and proposing debt settlement plans
Objective reasons from customers
Firstly, VAMC is very difficult to implement debt restructuring activities because
few customers meet the debt restructuring conditions as prescribed
Second, customers do not cooperate, oppose, delayin settling debt
22
CHAPTER 4:
SOLUTION TO IMOROVE THE EFFICIENCY OF HANDLING NPLs FOR VAMC
4.1.
ORIENTATIONS,
THESIS
AND
OBJECTIVES
TO
IMPROVE
THE
EFFICIENCY OF HANDLING NPLs FOR VAMC
4.1.1.Orientations
The guidelines and policies of the Party and the State, the regulations of the National
Assembly, the Government, and the Prime Minister states clearly that the development
orientation of VAMC needs to focus on improving the capacity of VAMC to buy and sell
NPLsbased on the market price associated with handling of mortgaged assets, protecting the
lawful and legitimate interests of creditors as well asallocating appropriate resources to
quickly and completely handlingNPLs.
4.1.2.Thesis
Thesis 1: It is necessary to improve the institution and legal framework in dealing with
NPLs to promote the role of VAMC as a tool of the Government and the State Bank in the
process of handling NPLs.
Thesis 2: Strengthening VAMC's ability to handle bad debts in terms of capital,
technology and human resources.
Thesis 3: Besides dealing with bad debts quickly, it is necessary to promote measures
to support enterprises such as debt restructuring or financial support.
Thesis 4: Dealing with bad debts must ensure the openness, transparency, safety and
development of the State's capital.
4.1.3.1 Objectives Period 2020 - 2025
The total accumulated NPLs purchased until the end of 2020 will be at least VND
330,000 billion; By the end of 2020, completing basically the handling of NPLs purschased
with special bonds (excluding NPLs purchased with special bonds by weak credit
institutions, which may cause risks to the system).From 2021, VAMC will strengthen the
handling of NPLs purchased according to market price, as well as continue to handle NPLs
bought by special bonds and bad debts of weak credit institutions, which may cause risks to
the system; Establishing and developing the NPLs trading market, where VAMC plays a
central role of the market; Fully implement the operations of VAMC according to Decree
53/2013 / ND-CP.
4.1.3.2. Objectives for the period 2026 - 2030
Expand activities such as Debt securitization, Provide debt collection services; Civil
judgment execution and property handover orders; Promote financial investment activities,
aiming to build VAMC into an institution with a financial intermediary role.
23
4.2. Solutions to improve the efficiency of handling NPLs for VAMC
4.2.1.Solutions group about models, functions and tasks
4.2.1.1.Implement enough duties according to Decree No. 53/2013 / ND-CP and add new tasks
4.2.1.2.Perfecting the model, organizational structure
4.2.2. Group of capital solutions
4.2.2.1 .Increase financial resources for VAMC
4.2.2.2 .Improve the efficiency of other capital mobilization
4.2.2.3 .Effective management of VAMC's capital resources
4.2.3. Group of solutions on risk management capacity
4.2.3.1.Completing the system of processes, internal regulations on NPL trading and handling
4.2.3.2.Establish a risk early warning system
4.2.3.3.Control customers after buying debt
4.2.3. Group of human resource solutions
4.2.3.1 Improve recruitment mechanism and process
4.2.3.2 Train high-quality debt handling staff
4.2.3.3Have appropriate policies for employees
4.2.4.Technology solutions group
4.2.5.Group of other complementary solutions
4.2.5.1.Establishing the Club of NPL trading organizations to establish Association of NPL
trading
4.2.5.2. Improve the capacity and role of intermediaries in the market
4.3. SUGGESTIONS AND RECOMMENDATIONS
4.3.1. Recommendations to the National Assembly
4.3.1.1. Develop a law to handle NPLs
4.3.1.2 Develop a Debt Securitization Law
4.3.2 Recommendations to the Government
4.3.2.1 Proposing the National Assembly to promulgate the Law on handling NPLs and the
Law on securitization of debts
4.3.2.2 Modify functions and duties of VAMC in Decree No. 53/2013 / ND-CP
4.3.2.3 Approving to increase charter capital for VAMC
4.3.3 Recommendations to the State Bank
Firstly, Proposal to promulgate the Law on handling bad debts
Secondly, submit to raise charter capital for VAMC
Thirdly, submit to amend and supplement Decree No. 53/2013 / ND-CP
Fourthly, approve the VAMC Development Strategy for the period of 2019-2025 and
orientations to 2030