- Overview
- HDBank's subsidiaries,HDBank’s affiliates
- Primary business lines, business locations, and provincial network
- History of establishment and development
- Financial performance over the years
- Business environment, opportunities, risks and challenges
- HDBank’s risk management
- HDBank’s main objectives in 2025
- Sustainable development objectives
- Medium and long-term goals and orientation
OVERVIEW
| Name in Vietnamese: | NGÂN HÀNG THƯƠNG MẠI CỔ PHẦN PHÁT TRIỂN THÀNH PHỐ HỒ CHÍ MINH |
| Name in English: | HO CHI MINH CITY DEVELOPMENT JOINT STOCK COMMERCIAL BANK |
| Abbreviated name: | HDBank |
| Business Registration Certificate | No. 0300608092 issued by Ho Chi Minh City Department of Planning and Investment, 1st registered on August 11, 1992 and 33rd amended on September 5, 2023 |
| Current charter capital: | VND 35,101 billion |
| Owner’s equity: | VND 56,657 billion |
| Head Office: | No. 25Bis Nguyen Thi Minh Khai Street, Ben Nghe Ward, District 1, Ho Chi Minh City |
| Phone: | (84-28) 6291 5916 |
| FAX: | (84-28) 6291 5901 |
| Website: | www.hdbank.com.vn |
| License of Establishment and Operation | No. 26/GP-NHNN issued by the State Bank of Vietnam dated February 12, 2020 and Decisions amending and supplementing License of Establishment and Operation No. 26/GP-NHNN dated February 12, 2020 |
| Logo: |
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| Ticker: | HDB |
HDBank's subsidiaries
HD SAISON Finance Co., Ltd. (HD SAISON)
-
Address:
8-9-10 Floor, Gilimex Building, 24C Phan Dang Luu Street, Ward 6, Binh Thanh District, Ho Chi Minh City, Vietnam -
Charter capital:
VND 2,350 billion -
Ownership ratio:
50%
HDBank’s affiliates
CHD Securities Corporation HDS (HDS)
-
Address:
No. 23 A-B, Nguyen Dinh Chieu Street, Da Kao Ward, District 1, Ho Chi Minh City and Floor 9, No. 58 Nguyen Dinh Chieu Street, Da Kao Ward, District 1, Ho Chi Minh City -
Charter capital:
VND 1,461 billion -
Ownership ratio:
29.99%
Primary business lines, business locations, and provincial network
Business locations
HDBank’s wide domestic operation network enables HDBank and our subsidiaries to connect with customers in all 63 provinces and cities nationwide, providing a wide range of banking and consumer finance products and services to diverse customer segments.
Ho Chi Minh City
Number of Branches and Transaction offices
(Head Office included)
Number of POS terminals
0
Hanoi
Number of Branches and Transaction offices
(Northern Representative Office included)
Number of POS terminals
0
North (27/27 provinces/cities)
Number of Branches and Transaction offices
Number of POS terminalsS
0
Central (12/12 provinces/cities)
Number of Branches and Transaction offices
Number of POS terminals
0
Southeast - Central Highlands (9/9 provinces/cities)
Number of Branches and Transaction offices
Number of POS terminals
0
Southwest (13/13 provinces/cities)
Number of Branches and Transaction offices
Number of POS terminals
0
Myanmar
Representative Office
HISTORY OF ESTABLISHMENT AND DEVELOPMENT
FINANCIAL PERFORMANCE OVER THE YEARS 2022, 2023, 2024
TOTAL ASSETS
Unit: VND billion
From 2019 to 2024, HDBank achieved consistent growth in total consolidated assets, recording an average annual growth rate of 24.9%. Throughout this period, the Bank maintained high asset quality, characterized by a low Non-Performing Loan (NPL) ratio. Furthermore, its Capital Adequacy Ratio (CAR) consistently surpassed the regulatory requirements set by the State Bank of Vietnam, positioning HDBank among the leading banks in this metric.
TOTAL ASSETS
0
VND billion
An increase of 15.8% compared to 2023
CHARTER CAPITAL
Unit: VND billion
HDBank has successfully distributed a substantial 30% dividend, comprising 10% in cash and 20% in shares, placing it among the industry’s top dividend-paying banks.
CHARTER CAPITAL
0
VND billion
Increased to VND 35,101 billion from VND 29,076 billion
CREDIT PERFORMANCE
Unit: VND billion
HDBank continued to focus on its lending strategy for key sectors driving economic growth, including agriculture and rural development, small and medium-sized enterprises (SMEs), supply chain financing, green credit, and tourism. Notably, credit growth primarily came from the SME customer segment, with an impressive 40% increase compared to the beginning of the year. Additionally, HD SAISON reported outstanding loans of VND 18.212 trillion, an increase of 13% compared to 2023, making a significant contribution to HDBank's consumer lending activities.
TIn 2024, HDBank implemented Environmental, Social, and Governance (ESG) risk assessments for 100% of its credit extensions to corporate clients. The Bank also focused on raising client awareness regarding ESG, as well as promoting comprehensive financial solutions serving society and the community.
Total credit oustanding balance
0
VND billion
An increase of 23.85% compared to 2023
ASSET QUALITY
Unit: %
Consolidated NPL ratio (according to Circular No.31/NHNN) 1.48%
Separate NPL ratio (according to Circular No.31/NHNN) 1.28%
HDBank focuses on balancing robust credit growth with effective NPL management and a commitment to sustainable development.
In 2024, HDBank continues to improve credit quality and proactively identify potentially non-performing loans, enabling the implementation of preventative measures to mitigate emerging NPLs, and cost optimization which facilitate reductions in loan interest rates. The Bank’s NPL ratio, calculated in accordance with Circular No. 31/2024/TT-NHNN, has been maintained at 1.48%, achieving the targets set by the General Meeting of Shareholders and aligning with SBV’s guidance of below 1.5%. As of December 31, 2024, the NPL coverage ratio reached 67.7%.
DEPOSITS
Unit: VND billion
HDBank successfully maintained total capital mobilization growth in response to credit growth, ensuring the safe and efficient allocation of capital. Total mobilized capital reached 99.5% of the set targets. Notably, deposits from the digital banking channel experienced a significant increase of over 70% compared to 2023. Customer deposits accounted for over 70% of HDBank’s total capital mobilization, with individual customer deposits representing the largest proportion, exceeding 76% of total customer deposits.
Additionally, HDBank is one of the pioneering banks to fund the “green revolution”, proactively supporting the shift to sustainable and green economic growth, driven by mobilization and financing mechanisms for environmental protection projects. These include the issuance of a USD 50 million IFC green bond, VND 3 trillion in domestic green bonds, and a USD 50 million agreement with Proparco (increasing the Bank’s total credit limit up to USD 100 million). These funds are specifically designated to finance green (70%) and social (30%) projects.
Total deposits
0
VND billion
An increase of 15.7% compared to 2023
CAPITAL ADEQUACY RATIO
Unit: %
HDBank has achieved a robust capital adequacy ratio (CAR) of 14.03%, placing it among the industry’s leaders with full implementation of Basel III standards.
All other capital adequacy ratios have reached sufficient levels, consistent with the Bank’s sustainable development strategy that fully integrates environmental, social, and governance (ESG) factors into operations.
PROFIT BEFORE TAX
Unit: VND billion
With remarkable efforts, HDBank’s profit before tax reached 105.5% of the set target in 2024, a 28.5% increase year-over-year, driven by enhanced operational efficiency and adoption of digital transformation initiatives. Notably, net interest income rose by 39.1%. Operational costs and provisions for credit risks were effectively managed within established limits.
Concurrently, digitalization of the customer journey and operational processes, and the application of big data analytics, robots, and AI in customer service were promoted for increased productivity and optimized costs.
Digital business activities remained vibrant and achieved positive performance. As of December 31, 2024, 94% of individual customer financial transactions were conducted through digital platforms. Digital channels accounted for over 80% of new customer acquisitions. The volume of transactions and deposit balances on digital channels is experiencing exponential growth.
PROFIT BEFORE TAX
0
VND billion
An increase of 28.5% compared to 2023
Business environment, opportunities, risks and challenges
A LOOK BACK AT THE 2024 BUSINESS ENVIRONMENT: OPPORTUNITIES, RISKS, AND CHALLENGES
The global economy in 2024 experienced significant volatility, largely due to the prolonged impacts of prior monetary tightening cycles implemented to combat rising inflation. The global economic growth shows a divergence among major economies. While the US and India demonstrate strong performance, driven by robust and stable consumer demand, China and the Eurozone faced continued recession due to weakened consumption and internal challenges. Furthermore, persistent geopolitical tensions have significantly heightened global economic instability. Financial markets have been significantly impacted by the surge in US bond yields and stronger US dollar, posing considerable challenges for emerging economies reliant on foreign funding. The overall outlook for global economic growth has only improved since September 2024, when major central banks began their easing cycles.
According to the International Monetary Fund (IMF), global growth is expected to be 3.2% in 2024, down slightly from 3.3% in 2023. The silver lining is that global inflation has shown a downward trend, decreasing to 5.8% in 2024 from 6.7% in 2023, with forecasts suggesting a further reduction to 3.5% by 2026. Inflation rates in major economies are approaching the central bank targets.
In Vietnam, the economy continued its robust expansion throughout 2024, achieving a GDP growth rate of 7.09%, driven primarily by the service, industrial, and construction sectors. Despite the economy’s considerable growth, it is noted by experts that the positive impact was not evenly distributed across all economic sectors due to various domestic and international factors. Other growth drivers included the Government’s strong political determination to accelerate public investment disbursement, increased capital inflows to Vietnam, robust import-export activity, and the resurgence of domestic tourism. Inflation for the year 2024 was effectively managed, with an increase of only 3.63%, considerably lower than the target set by the National Assembly.
In 2024, the Vietnamese Dong (VND) experienced a depreciation of approximately 5% and credit growth reached 15.08% compared to the end of 2023. Interbank market liquidity remained consistently stable and abundant. Furthermore, numerous bottlenecks in the corporate capital and real estate markets are being aggressively addressed.
VIETNAM AND GLOBAL ECONOMIC OUTLOOK IN 2025
The global economy is projected to demonstrate marked improvements in 2025, driven by the expected effectiveness of expansionary monetary policies. However, persistent long-term challenges remain. These include trade tensions between the United States and China which are anticipated to contribute to geopolitical instability. Additionally, the conflicts in Ukraine and the Middle East pose a risk of continued disruption to global supply chains and adverse impact to international investment. The International Monetary Fund (IMF) projects global economic growth for 2025 to remain consistent with 2024, at 3.2%. This forecast is predicated on the anticipated effectiveness of fiscal stimulus packages implemented by major economies, notably the United States and China, which are expected to support aggregate demand for goods and services.
Despite a challenging global economic landscape, Vietnam demonstrates promising prospects for continued economic growth, driven by thriving import-export activity, its position as an attractive destination for FDI and significant capacity for expanded public investment. In addition, Vietnam’s monetary policy is consistently and flexibly managed by the State bank of Vietnam in close coordination with fiscal policy to control inflation, ensure adequate liquidity, and maintain the stability of the financial system. Notably, the banking sector is expected to play a crucial role in allocating capital to priority sectors, improving risk management capability, and investing in digital technologies to increase operational efficiency. The year 2025 marks the period of restructuring priority by the banking sector, aiming to enhance adoption of international standards to meet domestic demand and international integration.
OPPORTUNITIES AND CHALLENGES IN 2025
Vietnam is poised to capitalize on significant economic development opportunities amidst a volatile global landscape. The shift in supply chain presents a considerable advantage, as multinational corporations move their manufacturing operations from China to Southeast Asian markets, including Vietnam. Vietnam can proactively leverage this supply chain shift to attract sustained foreign direct investment inflows. In addition, public investment projects in transport infrastructure and energy are serving as a driving force for sustainable development. Furthermore, the dynamic surge in digital transformation across the banking, commerce, and service sectors is pivotal in enhancing the nation’s economic competitiveness and efficiency.
However, Vietnam also faces considerable challenges when the United States' protectionism policies and upcoming trade measures present a potential risk to the competitiveness of our exports, particularly processed goods and agricultural products. Fluctuations in exchange rates and global interest rate pressures may also present risks, affecting financial balance and borrowing costs. Moreover, prolonged international geopolitical instability creates a high-risk investment environment and disrupts critical trade flows.
The year 2025 represents a crucial period for Vietnam’s economy, as it navigates significant challenges arising from the global business environment, while also offering numerous opportunities to leverage its competitive advantages within the supply chain. As a pillar of the financial system, the banking sector must keep accelerating its digital transformation and enhancing risk management practices to foster sustainable growth. Availability of flexible macroeconomic policies, acceleration of institutional reforms, and enhancement of the business environment quality are paramount for Vietnam to effectively navigate global economic fluctuations while growing robustly and ensuring long-term and sustainable growth.
HDBank’s risk management
Risk management in 2024
In 2024, HDBank continued to maintain a good internal control system, built upon three pillars of Basel II and Circulars No. 41 and 13, which includes CAR calculation according to Basel (Pillar 1) standards, application of the internal capital adequacy assessment process - ICAAP (Pillar 2), and information disclosure (Pillar 3). Our aim is to adopt the International Financial Reporting Standard (IFRS 9) in 2024-2025, with advice from leading consulting firms in the market.
CHDBank's capital adequacy ratios are always strictly managed within the SBV’s prescribed limits. As of December 31, 2024, the standalone prudential ratios showed positive results, specifically: Capital Adequacy Ratio (CAR) (Basel II) reached 13.61%; separate Non-Performing Loan (NPL) ratio (according to Circular 31) was 1.28%; the ratio of short-term funds used for medium and long-term loans was 17.2%, lower than the regulatory limit of 30%; and the Loan-to-Deposit Ratio (LDR) was 68.5%, compared to the maximum limit of 85%.
We also continued to further improve our internal control system, risk management, and capital capacity through the implementation of the risk management standard Basel III with advice from leading consulting firms. The motivation for this effort is for HDBank to become one of the Vietnamese banks with a modern and sustainable risk management system that is committed to delivering the highest values for our customers.
Our number one priority has been fostering a risk management culture, which has been instilled across all employees through risk-related communications and training programs, etc. Notably, a team of operational risk management coordinators is being established at the first line of defense, ensuring a more effective and in-depth approach to risk management at each unit.
HDBank is also implementing ESG risk management and sustainable finance with advice from leading experts, focusing on developing five key components: (1) ESG Strategy & Governance, (2) ESG Risk Management, (3) Green & Sustainable Credit Framework, (4) ESG Reporting & Disclosure, and (5) ESG Reporting Tools. These efforts aim to support HDBank in implementing a comprehensive ESG strategy, enhancing risk management, assessing the green finance framework, and adopting advanced ESG reporting tools, thereby contributing to Vietnam’s commitment to achieving Net Zero by 2050.
System of regulations, limits, and prudential ratios
The system of regulations, limits, and prudential ratios is continuously refined, ensuring compliance with international standards and the SBV’s regulations.
The system of regulations is structured into three levels: Regulations (issued by the Board of Directors), Policies and Guidelines/Products (issued by the Chief Executive Officer), and all operations, that aim to standardize and ensure operational safety.
Since 2013, HDBank has successfully implemented a quality management system which aligns with ISO 9001:2018 and 5S methodology. Moreover, since 2023, we have been one of the pioneers in fully adopting Basel III.
In 2024, HDBank incorporated the Liquidity Coverage Ratio (LCR) and the Net Stable Funding Ratio (NSFR) into our periodic management and monitoring processes. Our limits related to credit transactions, money market transactions, and investments, along with prudential ratios such as liquidity, asset and liability management, etc., are regularly updated in alignment with the SBV’s regulations and the nature of our operations.
Internal control system model
HDBank has implemented an Internal Control System in accordance with the SBV’s Circular No. 13 and the Basel Standards, which includes three (3) lines of defense and five (5) key activities as demonstrated in the following model:
Hệ thống Kiểm soát Nội bộ
OVERALL SUPERVISION BY THE MANAGEMENT
- Board of Supervisors
- Board of Directors (advised by Risk Management Committee)
- CEO(advised by ALCO & Risk Council)
TRANSACTION, CONTROL, AND APPROVAL
- Business Units
- Product Department of Retail/ Commercial Banking Division
- Credit Re-appraisal Center of Retail/ Commercial Banking Division
- Valuation Department/Council
- Disbursement Center
- Approval levels
- Debt Recovery Center (first line of defense)
RISK MANAGEMENT
- Risk Management Division
- Legal Department
- Compliance Department
- ALM Department (second line of defense)
CAR Management (ICAAP)
- Capital Management Council
INTERNAL AUDIT
- Internal Audit Department (third line of defense)
Control, monitoring and inspection system
HDBank places special emphasis on our remote monitoring, control, and inspection system as the basis for detecting, warning, and preventing risks before, during, and after transactions.
The system applies multiple methods simultaneously, including automated checks through the IT system, periodic reviews by specialized control departments, or real-time checks during each transaction processing, in which HDBank has monitored suspect transactions (if any) on-site. HDBank also launches the Internal Control System Restructuring project with the goal of developing a flexible post-control model while providing more monitoring and early warning resources to facilitate effective risk management.
Reports on the results of on-site inspection and monitoring, along with specific data, analysis, warnings, and proposals, are promptly sent to the Board of Management and the Board of Directors for appropriate and timely instructions on response measures.
Credit risk management
In 2024, we successfully deployed the Probability of Default (PD) prediction model within our loan origination system, thus enabling objective and accurate credit risk assessment for informed and sound lending decisions. We also continue to apply various credit risk models, including machine learning models, to improve risk measurement and management as well as optimize credit approval decisions.
HDBank has established a rigorous, bank-wide credit granting system spanning from our Head Office to business units, including all stages from sales, appraisal, approval, disbursement to debt collection. The credit granting procedure is conducted independently across the proposal, appraisal/valuation, and approval stages, with clearly assigned responsibilities. HDBank has also established strict regulations on credit granting, collaterals, and loan structure limits by sector, purpose, and type of collateral to mitigate concentrated risks.
HDBank is developing and refining key control systems and tools, such as limit management, centralized approval, centralized disbursement and contract management, and debt monitoring systems. In 2024, we successfully upgraded our loan origination system and piloted the CLOS (Corporate Loan Origination System) and RLOS (Retail Loan Origination System) at selected business units, with further refinement expected in 2025. These two systems, provided by leading software companies, enable multi-channel credit application processing with speed, security, and effectiveness to best serve our customers.
Overdue debt recovery remains our top priority, driven by directions from the Board of Directors and Board of Management, and close, consistent collaboration from the Head Office to Business Units through the Debt Recovery Center, Business Divisions, and Regional Managers. HDBank conducted analyses and assessments for each customer and implemented flexible and effective NPL management strategies in alignment with government policies.
In 2024, despite post-COVID difficulties, challenges in the bond and real estate markets, underwhelming global economic recovery, geopolitical tensions, and climate change, the bank implemented various solutions in line with government policies, and controlled the separate and consolidated non-performing loan ratios (according to Circular 31) at 1.28% and 1.48%, respectively.
Liquidity, interest rate and market risk management
In 2024, we continued to review our policy framework for risk management with regard to liquidity, banking book interest rates, and the markets, making necessary adjustments and updates to align with business operations and ensure operational safety.
The adoption of the Basel III standards not only ensured compliance with the SBV’s regulations but also enhanced our risk management framework in line with international best practices.
With a focus on digital transformation, HDBank continued to deploy the Asset and Liability Management (ALM) software and the internal Fund Transfer Pricing (FTP) management system in 2024. This system allows us to manage risks of liquidity, daily interest rates, and balance sheet forecast, thus enhancing the efficiency of asset and liability management and optimizing profits, while ensuring compliance with regulations and risk limits.
Additionally, limit monitoring and warning in foreign exchange trading, securities investments, and derivatives were regularly and strictly implemented to ensure compliance with the prudential ratios as prescribed by the SBV.
In response to fluctuations in exchange rates, interest rates, bonds, and so on, in 2024, HDBank conducted a number of stress tests on market risks and liquidity risks, which showed that effective and safe operations were still ensured.
Operational risk management
Our operational risk management has been enhanced with the roll-out of our modern Operational Risk Management Framework, which closely follows the law and international practices. The deployment of operational risk management tools has improved our ability to identify, measure, and monitor risks while detecting early warning signs, thereby strengthening internal governance and supporting overall business operations. This includes:
- The risk and control self-assessment (RCSA) process deployed alongside supporting software, which enables early detection of potential control vulnerabilities in operational processes, while promptly implementing preventive measures and corrective actions to enhance operational performance and ensure service quality.
- COther operational risk management tools such as Loss Data Collection (LDC), Key Risk Indicators (KRI) monitoring, and Business Continuity Management (BCM) are also implemented with the supporting software. These tools are reinforced by operational risk management principles in new product development, outsourcing, and operational risk insurance to ensure comprehensive and effective risk management.
For outsourcing, HDBank has established outsourcing regulations to identify, measure, monitor, and control operational risks, as well as management practices for outsourcing agreements.
We have also introduced an insurance strategy to mitigate operational risk losses in accordance with the law as well as our loss indemnification and financial capabilities.
One of our current focuses is payment- and card-related risk management, payment fraud prevention, and personal data protection. This includes methodological considerations and system solutions to ensure compliance with the law while minimizing potential losses.
Concentrated risk management
HDBank continued to improve concentrated risk management in two main operations (in accordance with Circular 13), including credit granting and proprietary trading of foreign exchange and bonds. This is achieved by developing and implementing a rather rigorous risk limit system such as the maximum loan limit for one customer, one group of related customers, the maximum proportion of loans for one industry/sector, the proportion of proprietary trading for some foreign exchange/bond products, etc.
Furthermore, we have implemented and upgraded our management and identification system of related customers to ensure effective control in line with increasingly stringent regulatory requirements and international best practices.
HDBank’s main objectives in 2025
Expand scale, achieve outstanding growth, and advance with strength.
- 1 Outstanding scale growth, optimizing credit growth according to the limit approved by the SBV. Improve the quality of the loan portfolio by expanding lending to low-risk sectors, promoting green loan products, and environmentally friendly investment solutions.
- 2 Ensure that key financial ratios, operational efficiency, and adequacy indicators remain among the highest in the industry.
- 3 Achieve breakthrough growth in CASA to support the improvement of funding costs and enhance HDBank’s pricing competitiveness by promoting cashless payment integration with schools, hospitals, medical facilities, and the transportation sector, while also expanding the merchant network and offering payment solution services.
- 4 Conclude the strategic transformation programs and hand over to BAU.
- 5 Undertake the compulsory transfer of DongA Commercial Joint Stock Bank. Implement support measures, coordination mechanisms, and integration efforts to optimize business performance and ensure seamless operations.
- 6 Select strategic investors and Banca partners; strengthen capital capacity and continue to reinforce the position of HDB shares in the stock market.
Accelerate ecosystem customer growth and expand distribution channels
- 1 Drive strong conversion of ecosystem customers to significantly increase HDBank’s customer base in 2025.
- 2 Deploy customer onboarding platforms: Di-HDBank, VCF, R2, etc., with a focus on enhancing the customer journey experience.
- 3 Expand the network of payment agents and correspondent banks.
Deliver innovative products and services
- 1 Launch new business segments, including leasing and custody services.
- 2 Enhance the integration of products and services to deliver Wealth Management and SME - MME solutions.
- 3 Establish mortgages, payroll, VCF, and investment banking services as HDBank’s flagship product lines.
- 4 Introduce new and innovative products and services that meet the majority of customers’ transaction needs, contributing to the promotion of a cashless society and reinforcing HDBank’s goal of becoming a digital leader in the banking sector.
Enhance specialization, centralize business operations, and strengthen risk management and operational control
- 1 Focus on the centralization and automation of credit approval and control processes.
- 2 Outsource operational functions such as appraisal and Contact Center.
- 3 HComplete the Digital Core Banking projects including Thought Machine, Di-HDBank, iBanking, and CLOS/RLOS systems.
- 4Apply technology to automate products and services across systems, from internal to external, to enhance customer experience.
DOGE, Culture, and Leading Brand
- 1 Implement a performance-driven culture and enforce strict discipline.
- 2 XDevelop a sustainable risk management culture by integrating environmental, social, and governance (ESG) factors to cultivate a positive, green, and trustworthy bank image.
- 3 Restructure and streamline the workforce to enhance productivity, efficiency, and effectiveness. Strengthen training to enhance capabilities, and complete the competency framework and career roadmap under the outstanding human resources conversion program.
- 4 Reposition the brand and core values in alignment with the strategic positioning and branding of Vikki Bank (DAB).
Sustainable development objectives
HDBank places sustainable development at the core of our strategic vision, demonstrating a firm commitment to integrating Environmental, Social, and Governance (ESG) principles across all aspects of our operations. Beyond maintaining our current achievements, we are dedicated to continuous improvement in stability, responsibilities to stakeholders, and solidifying our position as a leader in comprehensive and sustainable finance.
Establishing a comprehensive ESG strategy and governance framework.
Mitigating ESG risks through internal training and risk control.
Strengthening the green credit framework and developing sustainable financial products.
Fostering partnerships to achieve our Net Zero Bank objective.
Executing a comprehensive and sustainable financial strategy through the expansion of our financial product offerings.
Promoting cooperation with international organizations, financial institutions, and domestic agencies to pave the way for achieving Net Zero Bank.
MEDIUM AND LONG-TERM GOALS AND ORIENTATION
HDBank implements the five-year strategy (2021-2025) aiming to become the top profitable bank by 2025. We are also working to establish Happy Digital Bank as a national brand and achieve international recognition. HDBank’s strategies focus on the following main goals:
Expanding and strengthening the SME and retail segments.
Diversifying the banking, insurance and investment product portfolio in combination with cross-selling and harnessing potential customer chains to attract more customers to the ecosystem.
Developing products and services catering to the industry-specific needs and chain potentials, amplifying the strengths and scaling the models in rural and agricultural markets.
Implementing end-to-end digitalization of the customer journey, business and sales activities, automating operational processes, developing local online banking and financial services, and transforming the website into a digital sales platform.
Rebranding HDBank as Happy Digital Bank.
Reorganizing the distribution channel network and opening new transaction points in potential markets to expand scale and increase profits.
Developing human resources with excellent digital expertise, digital knowledge and information technology capabilities, and the ability to adapt and master technological advances in the digital era.
HDBank’s long-term development goals include being the top Universal Banking Group in Vietnam and spearheading the new era of Digital Banking.
To this end, HDBank prioritizes three main pillars:
Delivering Excellent Digital Customer Experience
HDBank is committed to providing customers with best-in-class digital banking experiences, including convenient online services, user-friendly interface, and professional customer service.
Optimizing synergies with strategic partners
HDBank proactively collaborates with key partners to achieve network expansion, diversify product and service, and strengthen competitiveness.
Driving efficiency through effective ESG initiative implementation
HDBank remains committed to conducting sustainable operations, protecting the environment, and contributing to the prosperity of our communities.