Company Introduction
Asia Commercial Bank (ACB) was established in 1993 and is one of the few Vietnamese banks with real capacity and strength, and is one of the largest and fastest growing joint-stock banks in Vietnam. ACB has maintained strong growth for many years. The figures stand as proof that ACB is a financially sound, strong bank, occupying a leading position in providing financial services in Vietnam.
Besides that, ACB targets strong financial results, risk management, and business ethics, and aims to be a pioneer in delivering products and services that meet the needs of customers in their life cycles. ACB consistently focuses on investing in the development of its human resources as key contributors to the bank's position in the banking and financial sector. And ACB received “Best companies to work for in Asia 2019” award by HR Asia on 10 July 2019 is evidence for this.
ACB has 27 years of development with a cultural foundation built on five core values: Integrity, Innovation, Prudence, Balance and Efficiency. A proud history and a colorful story about our successes is included in ACBers’ story.
Over the next 5 years, ACB will achieve a leading position in 5 key areas: effective operations structure with clear and guiding principles, stable growth, professional management, suitable income and reasonable profit. And in the revised strategy, ACB aims to be the leading private bank in Vietnam with good profitability driven by a clear strategy focusing on three business segments. Consumer banking and SME banking are the two key growth priorities, while corporate banking (for mid-market and large corporations) is a selective growth business.
Corporate Culture
Currently, ACB has over 11,000 employees working at 371 branches and sub-branches located throughout 48 provinces and cities nationwide. Employees have the opportunity to discover many interesting cultural features when the community and relationships stretch from South to North, from coast to highlands.
The company’s workplace practice and organizational culture
At ACB, talent is the most valuable asset of the organization. Therefore, ACB aims to build an environment that encourages ACBers and the organization to learn and grow together. To organize and build a learning organization, ACB makes every effort to personalize the agenda for learners and frequently update the learning menu according to evolving requirements of ACB, the market, new technologies, and employee demands. In this way, learners take ownership to learn and develop not only for themselves but also for the competence of the organization.
Asia Commercial Bank (ACB) was established in 1993 and is one of the few Vietnamese banks with real capacity and strength, and is one of the largest and fastest growing joint-stock banks in Vietnam. ACB has maintained strong growth for many years. The figures stand as proof that ACB is a financially sound, strong bank, occupying a leading position in providing financial services in Vietnam.
Besides that, ACB targets strong financial results, risk management, and business ethics, and aims to be a pioneer in delivering products and services that meet the needs of customers in their life cycles. ACB consistently focuses on investing in the development of its human resources as key contributors to the bank's position in the banking and financial sector. And ACB received “Best companies to work for in Asia 2019” award by HR Asia on 10 July 2019 is evidence for this.
ACB has 27 years of development with a cultural foundation built on five core values: Integrity, Innovation, Prudence, Balance and Efficiency. A proud history and a colorful story about our successes is included in ACBers’ story.
Over the next 5 years, ACB will achieve a leading position in 5 key areas: effective operations structure with clear and guiding principles, stable growth, professional management, suitable income and reasonable profit. And in the revised strategy, ACB aims to be the leading private bank in Vietnam with good profitability driven by a clear strategy focusing on three business segments. Consumer banking and SME banking are the two key growth priorities, while corporate banking (for mid-market and large corporations) is a selective growth business.
Corporate Culture
Currently, ACB has over 11,000 employees working at 371 branches and sub-branches located throughout 48 provinces and cities nationwide. Employees have the opportunity to discover many interesting cultural features when the community and relationships stretch from South to North, from coast to highlands.
The company’s workplace practice and organizational culture
At ACB, talent is the most valuable asset of the organization. Therefore, ACB aims to build an environment that encourages ACBers and the organization to learn and grow together. To organize and build a learning organization, ACB makes every effort to personalize the agenda for learners and frequently update the learning menu according to evolving requirements of ACB, the market, new technologies, and employee demands. In this way, learners take ownership to learn and develop not only for themselves but also for the competence of the organization.
Bank of the people
Talent ecosystem
ACB uses a multi-faceted approach to ensure that talent in our ecosystem is well-connected and engaged in our common objectives and purpose. These efforts include both digital and non-digital communication channels whether those involved are online or offline, or on-site and off-site.
Our external outreach encourages students or potential candidates to get more information about Banking and ACB through programs such as The Next Banker and ACB-Experience. ACB also use websites such as Acbjobs.com.vn, a fan page for ACB Talent Ecosystem, and our ACB Asia Commercial Bank LinkedIn profile.
Our internal communication channels utilize Yammer and SharePoint, as well as offline methods such as town hall meetings or war rooms, to encourage staff to speak up.
Beyond communication channels, ACB invest the time and effort to ensure a healthy and equal working environment. Employees can discuss committed targets directly with their manager to deal with issues regarding their jobs and the organization.
In addition to salary, staff members receive other welfare incentives such as ACB Care, Team building, and Benefit Packages. ACBers are also encouraged to participate in many colorful programs for their enjoyment, to exhibit their talents, and to demonstrate their commitment to society. These extracurricular activities include Sports and Entertainment competitions, yearly teambuilding and CSR activities, as well as events for family members.
Achievements and Impact
2020 marks the second year of ACB’s 5-year journey to build "The future bank" and we are happy with our performance and achievements via digital banking. In addition to our continued drive to strengthen the branch network, ACB also plans a shift of its customer base from physical branches to digital channels. Digital transformation initiatives focus on customer service and acquisition through mobile and online banking channels such as expanding the range of banking services and products offered via online and mobile banking channels. The continuous upgrading of online and mobile banking channels including friendlier user interfaces, secure transactions, and customer loyalty features such as points redemption and the analysis of customers’ digital behavior as additional data for customer insight. ACB has continuously focused on its digital transformation and developed a comprehensive digital banking strategy for all aspects of business operations. In line with its digital strategy, ACB is committing increasing financial resources to support digital banking transformation and information technology system modernization. During the next 3 years of the journey to create “The future bank”, ACB will accelerate the migration to digital banking channels in line with the bank's strategy to acquire tech-savvy urban millennial customers, to diversify products offered on digital channels, offer online and mobile banking promotions and to provide a better customer experience by engaging in more partnerships with fin-tech companies.
Future Direction
In the near future, ACB will continue to strengthen its competitive position in the market to continue sustainable development, focusing on investing in technology systems, human resources and brand innovation. These efforts incorporates setting up units relating to the application of Basel II standards in 2019, continuing to boost the retail banking business, continuing to utilize the potential of bancassurancem bankcards and priority banking services, further defining targeted customer segments and key economic sectors to build appropriate policies, to build an ecosystem to break through customer acquisition, create an innovative culture to bring ACB closer to an advanced fintech model, focus on improving the position, market share and profitability of ACB branches and sub-branches in key markets and lastly to train and develop human resources for improved productivity; and continue reviewing talents for succession planning.
ACB uses a multi-faceted approach to ensure that talent in our ecosystem is well-connected and engaged in our common objectives and purpose. These efforts include both digital and non-digital communication channels whether those involved are online or offline, or on-site and off-site.
Our external outreach encourages students or potential candidates to get more information about Banking and ACB through programs such as The Next Banker and ACB-Experience. ACB also use websites such as Acbjobs.com.vn, a fan page for ACB Talent Ecosystem, and our ACB Asia Commercial Bank LinkedIn profile.
Our internal communication channels utilize Yammer and SharePoint, as well as offline methods such as town hall meetings or war rooms, to encourage staff to speak up.
Beyond communication channels, ACB invest the time and effort to ensure a healthy and equal working environment. Employees can discuss committed targets directly with their manager to deal with issues regarding their jobs and the organization.
In addition to salary, staff members receive other welfare incentives such as ACB Care, Team building, and Benefit Packages. ACBers are also encouraged to participate in many colorful programs for their enjoyment, to exhibit their talents, and to demonstrate their commitment to society. These extracurricular activities include Sports and Entertainment competitions, yearly teambuilding and CSR activities, as well as events for family members.
Achievements and Impact
2020 marks the second year of ACB’s 5-year journey to build "The future bank" and we are happy with our performance and achievements via digital banking. In addition to our continued drive to strengthen the branch network, ACB also plans a shift of its customer base from physical branches to digital channels. Digital transformation initiatives focus on customer service and acquisition through mobile and online banking channels such as expanding the range of banking services and products offered via online and mobile banking channels. The continuous upgrading of online and mobile banking channels including friendlier user interfaces, secure transactions, and customer loyalty features such as points redemption and the analysis of customers’ digital behavior as additional data for customer insight. ACB has continuously focused on its digital transformation and developed a comprehensive digital banking strategy for all aspects of business operations. In line with its digital strategy, ACB is committing increasing financial resources to support digital banking transformation and information technology system modernization. During the next 3 years of the journey to create “The future bank”, ACB will accelerate the migration to digital banking channels in line with the bank's strategy to acquire tech-savvy urban millennial customers, to diversify products offered on digital channels, offer online and mobile banking promotions and to provide a better customer experience by engaging in more partnerships with fin-tech companies.
Future Direction
In the near future, ACB will continue to strengthen its competitive position in the market to continue sustainable development, focusing on investing in technology systems, human resources and brand innovation. These efforts incorporates setting up units relating to the application of Basel II standards in 2019, continuing to boost the retail banking business, continuing to utilize the potential of bancassurancem bankcards and priority banking services, further defining targeted customer segments and key economic sectors to build appropriate policies, to build an ecosystem to break through customer acquisition, create an innovative culture to bring ACB closer to an advanced fintech model, focus on improving the position, market share and profitability of ACB branches and sub-branches in key markets and lastly to train and develop human resources for improved productivity; and continue reviewing talents for succession planning.
CORPORATE EXCELLENCE CATEGORY
Asia Commercial Bank (ACB)
Company Introduction
Asia Commercial Bank (ACB) was established in 1993 and is one of the few Vietnamese banks with real capacity and strength, and is one of the largest and fastest growing joint-stock banks in Vietnam. ACB has maintained strong growth for many years. The figures stand as proof that ACB is a financially sound, strong bank, occupying a leading position in providing financial services in Vietnam.
Besides that, ACB targets strong financial results, risk management, and business ethics, and aims to be a pioneer in delivering products and services that meet the needs of customers in their life cycles. ACB consistently focuses on investing in the development of its human resources as key contributors to the bank's position in the banking and financial sector. And ACB received “Best companies to work for in Asia 2019” award by HR Asia on 10 July 2019 is evidence for this.
ACB has 27 years of development with a cultural foundation built on five core values: Integrity, Innovation, Prudence, Balance and Efficiency. A proud history and a colorful story about our successes is included in ACBers’ story.
Over the next 5 years, ACB will achieve a leading position in 5 key areas: effective operations structure with clear and guiding principles, stable growth, professional management, suitable income and reasonable profit. And in the revised strategy, ACB aims to be the leading private bank in Vietnam with good profitability driven by a clear strategy focusing on three business segments. Consumer banking and SME banking are the two key growth priorities, while corporate banking (for mid-market and large corporations) is a selective growth business.
Corporate Culture
Currently, ACB has over 11,000 employees working at 371 branches and sub-branches located throughout 48 provinces and cities nationwide. Employees have the opportunity to discover many interesting cultural features when the community and relationships stretch from South to North, from coast to highlands.
The company’s workplace practice and organizational culture
At ACB, talent is the most valuable asset of the organization. Therefore, ACB aims to build an environment that encourages ACBers and the organization to learn and grow together. To organize and build a learning organization, ACB makes every effort to personalize the agenda for learners and frequently update the learning menu according to evolving requirements of ACB, the market, new technologies, and employee demands. In this way, learners take ownership to learn and develop not only for themselves but also for the competence of the organization.
Asia Commercial Bank (ACB) was established in 1993 and is one of the few Vietnamese banks with real capacity and strength, and is one of the largest and fastest growing joint-stock banks in Vietnam. ACB has maintained strong growth for many years. The figures stand as proof that ACB is a financially sound, strong bank, occupying a leading position in providing financial services in Vietnam.
Besides that, ACB targets strong financial results, risk management, and business ethics, and aims to be a pioneer in delivering products and services that meet the needs of customers in their life cycles. ACB consistently focuses on investing in the development of its human resources as key contributors to the bank's position in the banking and financial sector. And ACB received “Best companies to work for in Asia 2019” award by HR Asia on 10 July 2019 is evidence for this.
ACB has 27 years of development with a cultural foundation built on five core values: Integrity, Innovation, Prudence, Balance and Efficiency. A proud history and a colorful story about our successes is included in ACBers’ story.
Over the next 5 years, ACB will achieve a leading position in 5 key areas: effective operations structure with clear and guiding principles, stable growth, professional management, suitable income and reasonable profit. And in the revised strategy, ACB aims to be the leading private bank in Vietnam with good profitability driven by a clear strategy focusing on three business segments. Consumer banking and SME banking are the two key growth priorities, while corporate banking (for mid-market and large corporations) is a selective growth business.
Corporate Culture
Currently, ACB has over 11,000 employees working at 371 branches and sub-branches located throughout 48 provinces and cities nationwide. Employees have the opportunity to discover many interesting cultural features when the community and relationships stretch from South to North, from coast to highlands.
The company’s workplace practice and organizational culture
At ACB, talent is the most valuable asset of the organization. Therefore, ACB aims to build an environment that encourages ACBers and the organization to learn and grow together. To organize and build a learning organization, ACB makes every effort to personalize the agenda for learners and frequently update the learning menu according to evolving requirements of ACB, the market, new technologies, and employee demands. In this way, learners take ownership to learn and develop not only for themselves but also for the competence of the organization.
Bank of the people
Talent ecosystem
ACB uses a multi-faceted approach to ensure that talent in our ecosystem is well-connected and engaged in our common objectives and purpose. These efforts include both digital and non-digital communication channels whether those involved are online or offline, or on-site and off-site.
Our external outreach encourages students or potential candidates to get more information about Banking and ACB through programs such as The Next Banker and ACB-Experience. ACB also use websites such as Acbjobs.com.vn, a fan page for ACB Talent Ecosystem, and our ACB Asia Commercial Bank LinkedIn profile.
Our internal communication channels utilize Yammer and SharePoint, as well as offline methods such as town hall meetings or war rooms, to encourage staff to speak up.
Beyond communication channels, ACB invest the time and effort to ensure a healthy and equal working environment. Employees can discuss committed targets directly with their manager to deal with issues regarding their jobs and the organization.
In addition to salary, staff members receive other welfare incentives such as ACB Care, Team building, and Benefit Packages. ACBers are also encouraged to participate in many colorful programs for their enjoyment, to exhibit their talents, and to demonstrate their commitment to society. These extracurricular activities include Sports and Entertainment competitions, yearly teambuilding and CSR activities, as well as events for family members.
Achievements and Impact
2020 marks the second year of ACB’s 5-year journey to build "The future bank" and we are happy with our performance and achievements via digital banking. In addition to our continued drive to strengthen the branch network, ACB also plans a shift of its customer base from physical branches to digital channels. Digital transformation initiatives focus on customer service and acquisition through mobile and online banking channels such as expanding the range of banking services and products offered via online and mobile banking channels. The continuous upgrading of online and mobile banking channels including friendlier user interfaces, secure transactions, and customer loyalty features such as points redemption and the analysis of customers’ digital behavior as additional data for customer insight. ACB has continuously focused on its digital transformation and developed a comprehensive digital banking strategy for all aspects of business operations. In line with its digital strategy, ACB is committing increasing financial resources to support digital banking transformation and information technology system modernization. During the next 3 years of the journey to create “The future bank”, ACB will accelerate the migration to digital banking channels in line with the bank's strategy to acquire tech-savvy urban millennial customers, to diversify products offered on digital channels, offer online and mobile banking promotions and to provide a better customer experience by engaging in more partnerships with fin-tech companies.
Future Direction
In the near future, ACB will continue to strengthen its competitive position in the market to continue sustainable development, focusing on investing in technology systems, human resources and brand innovation. These efforts incorporates setting up units relating to the application of Basel II standards in 2019, continuing to boost the retail banking business, continuing to utilize the potential of bancassurancem bankcards and priority banking services, further defining targeted customer segments and key economic sectors to build appropriate policies, to build an ecosystem to break through customer acquisition, create an innovative culture to bring ACB closer to an advanced fintech model, focus on improving the position, market share and profitability of ACB branches and sub-branches in key markets and lastly to train and develop human resources for improved productivity; and continue reviewing talents for succession planning.
ACB uses a multi-faceted approach to ensure that talent in our ecosystem is well-connected and engaged in our common objectives and purpose. These efforts include both digital and non-digital communication channels whether those involved are online or offline, or on-site and off-site.
Our external outreach encourages students or potential candidates to get more information about Banking and ACB through programs such as The Next Banker and ACB-Experience. ACB also use websites such as Acbjobs.com.vn, a fan page for ACB Talent Ecosystem, and our ACB Asia Commercial Bank LinkedIn profile.
Our internal communication channels utilize Yammer and SharePoint, as well as offline methods such as town hall meetings or war rooms, to encourage staff to speak up.
Beyond communication channels, ACB invest the time and effort to ensure a healthy and equal working environment. Employees can discuss committed targets directly with their manager to deal with issues regarding their jobs and the organization.
In addition to salary, staff members receive other welfare incentives such as ACB Care, Team building, and Benefit Packages. ACBers are also encouraged to participate in many colorful programs for their enjoyment, to exhibit their talents, and to demonstrate their commitment to society. These extracurricular activities include Sports and Entertainment competitions, yearly teambuilding and CSR activities, as well as events for family members.
Achievements and Impact
2020 marks the second year of ACB’s 5-year journey to build "The future bank" and we are happy with our performance and achievements via digital banking. In addition to our continued drive to strengthen the branch network, ACB also plans a shift of its customer base from physical branches to digital channels. Digital transformation initiatives focus on customer service and acquisition through mobile and online banking channels such as expanding the range of banking services and products offered via online and mobile banking channels. The continuous upgrading of online and mobile banking channels including friendlier user interfaces, secure transactions, and customer loyalty features such as points redemption and the analysis of customers’ digital behavior as additional data for customer insight. ACB has continuously focused on its digital transformation and developed a comprehensive digital banking strategy for all aspects of business operations. In line with its digital strategy, ACB is committing increasing financial resources to support digital banking transformation and information technology system modernization. During the next 3 years of the journey to create “The future bank”, ACB will accelerate the migration to digital banking channels in line with the bank's strategy to acquire tech-savvy urban millennial customers, to diversify products offered on digital channels, offer online and mobile banking promotions and to provide a better customer experience by engaging in more partnerships with fin-tech companies.
Future Direction
In the near future, ACB will continue to strengthen its competitive position in the market to continue sustainable development, focusing on investing in technology systems, human resources and brand innovation. These efforts incorporates setting up units relating to the application of Basel II standards in 2019, continuing to boost the retail banking business, continuing to utilize the potential of bancassurancem bankcards and priority banking services, further defining targeted customer segments and key economic sectors to build appropriate policies, to build an ecosystem to break through customer acquisition, create an innovative culture to bring ACB closer to an advanced fintech model, focus on improving the position, market share and profitability of ACB branches and sub-branches in key markets and lastly to train and develop human resources for improved productivity; and continue reviewing talents for succession planning.