Information about the Company
As of March 31, 2022, Sai Gon Joint Stock Commercial Bank (SCB), with VND738,142 billion of total assets is one of the biggest banks in Vietnam in terms of total assets. Its wide network of 239 banking outlets spreads all over the 28 most popular business provinces/cities of the country.
SCB’s vision is to create sustainable values for customers and practically contribute to the revival and wealth of its nation. It aims to become a reliable partner with optimal financial solutions and services for customers, to create a dynamic, devoted working environment, focusing on human resource advancement, and to offer long-term benefits and sustainable values to shareholders.
Its core values include customer orientation, innovation-creativity, human resource development, commitment to benefits, and together for growth.
Innovative Corporate Culture & Growth Initiatives
When it comes to internal activities, SCB always aims to build a uniform organizational culture through oriented communications and employee engagement, promoting the role of information intermediary with timely delivered messages, policies, directions from the leaders, events, and welfare policies, contributing to closing any gaps, shaping culture and the unity with the spirit of sharing among employees.
SCB is always there for state agencies in activities for the benefit of the community, demonstrating the spirit of solidarity and mutual affection. In 2020, SCB was proud to share a part of its value with the community with over VND40 billion. From the beginning of 2021, SCB contributed VND10 billion to the "For the poor" fund, more than VND270 billion for Covid-19 prevention and control activities. The bank donated 30 mobile Covid-19 testing vehicles in 10 provinces and cities nationwide and 5 vaccination vehicles as well as meaningful charity activities to best support people in difficulties.
As of March 31, 2022, Sai Gon Joint Stock Commercial Bank (SCB), with VND738,142 billion of total assets is one of the biggest banks in Vietnam in terms of total assets. Its wide network of 239 banking outlets spreads all over the 28 most popular business provinces/cities of the country.
SCB’s vision is to create sustainable values for customers and practically contribute to the revival and wealth of its nation. It aims to become a reliable partner with optimal financial solutions and services for customers, to create a dynamic, devoted working environment, focusing on human resource advancement, and to offer long-term benefits and sustainable values to shareholders.
Its core values include customer orientation, innovation-creativity, human resource development, commitment to benefits, and together for growth.
Innovative Corporate Culture & Growth Initiatives
When it comes to internal activities, SCB always aims to build a uniform organizational culture through oriented communications and employee engagement, promoting the role of information intermediary with timely delivered messages, policies, directions from the leaders, events, and welfare policies, contributing to closing any gaps, shaping culture and the unity with the spirit of sharing among employees.
SCB is always there for state agencies in activities for the benefit of the community, demonstrating the spirit of solidarity and mutual affection. In 2020, SCB was proud to share a part of its value with the community with over VND40 billion. From the beginning of 2021, SCB contributed VND10 billion to the "For the poor" fund, more than VND270 billion for Covid-19 prevention and control activities. The bank donated 30 mobile Covid-19 testing vehicles in 10 provinces and cities nationwide and 5 vaccination vehicles as well as meaningful charity activities to best support people in difficulties.
ON FIRE – REAL SHINER
Business development strategy
In recent years, SCB has gradually and successfully implemented its strategy of shifting to a retail model.
Many banking technology modernization projects have been performed successfully to implement many long-term strategies towards the digitalization needs of the global technology era and bring suitable versatile products and utilities to customers, including Deposits, Loans, Cards, Financial Packages, and Bancassurance.
The challenges faced by SCB in the period of rapid growth are similar to other banks which are suspended production activities and disrupted supply chains.
To ensure smooth operation during Covid-19, SCB has promoted online transactions, supporting customers with their needs of deposits, foreign exchange business, and international payments via emails, ensuring security, authentication, and fast transaction. In conjunction with the high inflation pressure, SCB has conducted synchronous solutions to control and minimize bad debts, developing flexible interest rates as well as management policies while ensuring safe operation and effective business. Besides, SCB has been developing appropriate plans and a roadmap to continue raising capital, strengthening financial capacity, supplementing capital, and improving operational safety. SCB also needs to focus on developing the product ecosystem and building new products targeting specific customer segments to maintain market share and solidify the customer base.
Achievements & Impact
Currently, SCB’s business network has 239 banking outlets, including 50 branches and 189 transaction offices, distributed wisely and widely across 28 provinces in key economic regions of the country and will continue to grow in the future.
SCB continues to deploy and improve the quality of "THE S-FACTOR" succession planning program for continuity and sustainability in human resources. This demonstrates the commitment of SCB leaders at all levels in the development of internal human resources with the spirit of "On fire – Real shiner".
Future Direction
SCB aims to become one of the leading retail banks in Vietnam. To achieve that, SCB will continuously develop a diverse product ecosystem, form strategic partnerships to expand the scope of full-service financial services to new customers through internal and external forces, and invest in modern technology to accelerate digital transformation for superior customer experience. It will emphasize prudential and sustainable credit growth to ensure credit quality; minimize capital costs by growing CASA and flexibly managing deposit rates; transform the business model to reduce dependence on credit activities; promote the development of non-credit activities to diversify revenue sources. SCB will develop better risk management and internal control for the safe growth and sustainable development.
In recent years, SCB has gradually and successfully implemented its strategy of shifting to a retail model.
Many banking technology modernization projects have been performed successfully to implement many long-term strategies towards the digitalization needs of the global technology era and bring suitable versatile products and utilities to customers, including Deposits, Loans, Cards, Financial Packages, and Bancassurance.
The challenges faced by SCB in the period of rapid growth are similar to other banks which are suspended production activities and disrupted supply chains.
To ensure smooth operation during Covid-19, SCB has promoted online transactions, supporting customers with their needs of deposits, foreign exchange business, and international payments via emails, ensuring security, authentication, and fast transaction. In conjunction with the high inflation pressure, SCB has conducted synchronous solutions to control and minimize bad debts, developing flexible interest rates as well as management policies while ensuring safe operation and effective business. Besides, SCB has been developing appropriate plans and a roadmap to continue raising capital, strengthening financial capacity, supplementing capital, and improving operational safety. SCB also needs to focus on developing the product ecosystem and building new products targeting specific customer segments to maintain market share and solidify the customer base.
Achievements & Impact
Currently, SCB’s business network has 239 banking outlets, including 50 branches and 189 transaction offices, distributed wisely and widely across 28 provinces in key economic regions of the country and will continue to grow in the future.
SCB continues to deploy and improve the quality of "THE S-FACTOR" succession planning program for continuity and sustainability in human resources. This demonstrates the commitment of SCB leaders at all levels in the development of internal human resources with the spirit of "On fire – Real shiner".
Future Direction
SCB aims to become one of the leading retail banks in Vietnam. To achieve that, SCB will continuously develop a diverse product ecosystem, form strategic partnerships to expand the scope of full-service financial services to new customers through internal and external forces, and invest in modern technology to accelerate digital transformation for superior customer experience. It will emphasize prudential and sustainable credit growth to ensure credit quality; minimize capital costs by growing CASA and flexibly managing deposit rates; transform the business model to reduce dependence on credit activities; promote the development of non-credit activities to diversify revenue sources. SCB will develop better risk management and internal control for the safe growth and sustainable development.
FAST ENTERPRISE CATEGORY
Sai Gon Joint Stock Commercial Bank (SCB)
Information about the Company
As of March 31, 2022, Sai Gon Joint Stock Commercial Bank (SCB), with VND738,142 billion of total assets is one of the biggest banks in Vietnam in terms of total assets. Its wide network of 239 banking outlets spreads all over the 28 most popular business provinces/cities of the country.
SCB’s vision is to create sustainable values for customers and practically contribute to the revival and wealth of its nation. It aims to become a reliable partner with optimal financial solutions and services for customers, to create a dynamic, devoted working environment, focusing on human resource advancement, and to offer long-term benefits and sustainable values to shareholders.
Its core values include customer orientation, innovation-creativity, human resource development, commitment to benefits, and together for growth.
Innovative Corporate Culture & Growth Initiatives
When it comes to internal activities, SCB always aims to build a uniform organizational culture through oriented communications and employee engagement, promoting the role of information intermediary with timely delivered messages, policies, directions from the leaders, events, and welfare policies, contributing to closing any gaps, shaping culture and the unity with the spirit of sharing among employees.
SCB is always there for state agencies in activities for the benefit of the community, demonstrating the spirit of solidarity and mutual affection. In 2020, SCB was proud to share a part of its value with the community with over VND40 billion. From the beginning of 2021, SCB contributed VND10 billion to the "For the poor" fund, more than VND270 billion for Covid-19 prevention and control activities. The bank donated 30 mobile Covid-19 testing vehicles in 10 provinces and cities nationwide and 5 vaccination vehicles as well as meaningful charity activities to best support people in difficulties.
As of March 31, 2022, Sai Gon Joint Stock Commercial Bank (SCB), with VND738,142 billion of total assets is one of the biggest banks in Vietnam in terms of total assets. Its wide network of 239 banking outlets spreads all over the 28 most popular business provinces/cities of the country.
SCB’s vision is to create sustainable values for customers and practically contribute to the revival and wealth of its nation. It aims to become a reliable partner with optimal financial solutions and services for customers, to create a dynamic, devoted working environment, focusing on human resource advancement, and to offer long-term benefits and sustainable values to shareholders.
Its core values include customer orientation, innovation-creativity, human resource development, commitment to benefits, and together for growth.
Innovative Corporate Culture & Growth Initiatives
When it comes to internal activities, SCB always aims to build a uniform organizational culture through oriented communications and employee engagement, promoting the role of information intermediary with timely delivered messages, policies, directions from the leaders, events, and welfare policies, contributing to closing any gaps, shaping culture and the unity with the spirit of sharing among employees.
SCB is always there for state agencies in activities for the benefit of the community, demonstrating the spirit of solidarity and mutual affection. In 2020, SCB was proud to share a part of its value with the community with over VND40 billion. From the beginning of 2021, SCB contributed VND10 billion to the "For the poor" fund, more than VND270 billion for Covid-19 prevention and control activities. The bank donated 30 mobile Covid-19 testing vehicles in 10 provinces and cities nationwide and 5 vaccination vehicles as well as meaningful charity activities to best support people in difficulties.
ON FIRE – REAL SHINER
Business development strategy
In recent years, SCB has gradually and successfully implemented its strategy of shifting to a retail model.
Many banking technology modernization projects have been performed successfully to implement many long-term strategies towards the digitalization needs of the global technology era and bring suitable versatile products and utilities to customers, including Deposits, Loans, Cards, Financial Packages, and Bancassurance.
The challenges faced by SCB in the period of rapid growth are similar to other banks which are suspended production activities and disrupted supply chains.
To ensure smooth operation during Covid-19, SCB has promoted online transactions, supporting customers with their needs of deposits, foreign exchange business, and international payments via emails, ensuring security, authentication, and fast transaction. In conjunction with the high inflation pressure, SCB has conducted synchronous solutions to control and minimize bad debts, developing flexible interest rates as well as management policies while ensuring safe operation and effective business. Besides, SCB has been developing appropriate plans and a roadmap to continue raising capital, strengthening financial capacity, supplementing capital, and improving operational safety. SCB also needs to focus on developing the product ecosystem and building new products targeting specific customer segments to maintain market share and solidify the customer base.
Achievements & Impact
Currently, SCB’s business network has 239 banking outlets, including 50 branches and 189 transaction offices, distributed wisely and widely across 28 provinces in key economic regions of the country and will continue to grow in the future.
SCB continues to deploy and improve the quality of "THE S-FACTOR" succession planning program for continuity and sustainability in human resources. This demonstrates the commitment of SCB leaders at all levels in the development of internal human resources with the spirit of "On fire – Real shiner".
Future Direction
SCB aims to become one of the leading retail banks in Vietnam. To achieve that, SCB will continuously develop a diverse product ecosystem, form strategic partnerships to expand the scope of full-service financial services to new customers through internal and external forces, and invest in modern technology to accelerate digital transformation for superior customer experience. It will emphasize prudential and sustainable credit growth to ensure credit quality; minimize capital costs by growing CASA and flexibly managing deposit rates; transform the business model to reduce dependence on credit activities; promote the development of non-credit activities to diversify revenue sources. SCB will develop better risk management and internal control for the safe growth and sustainable development.
In recent years, SCB has gradually and successfully implemented its strategy of shifting to a retail model.
Many banking technology modernization projects have been performed successfully to implement many long-term strategies towards the digitalization needs of the global technology era and bring suitable versatile products and utilities to customers, including Deposits, Loans, Cards, Financial Packages, and Bancassurance.
The challenges faced by SCB in the period of rapid growth are similar to other banks which are suspended production activities and disrupted supply chains.
To ensure smooth operation during Covid-19, SCB has promoted online transactions, supporting customers with their needs of deposits, foreign exchange business, and international payments via emails, ensuring security, authentication, and fast transaction. In conjunction with the high inflation pressure, SCB has conducted synchronous solutions to control and minimize bad debts, developing flexible interest rates as well as management policies while ensuring safe operation and effective business. Besides, SCB has been developing appropriate plans and a roadmap to continue raising capital, strengthening financial capacity, supplementing capital, and improving operational safety. SCB also needs to focus on developing the product ecosystem and building new products targeting specific customer segments to maintain market share and solidify the customer base.
Achievements & Impact
Currently, SCB’s business network has 239 banking outlets, including 50 branches and 189 transaction offices, distributed wisely and widely across 28 provinces in key economic regions of the country and will continue to grow in the future.
SCB continues to deploy and improve the quality of "THE S-FACTOR" succession planning program for continuity and sustainability in human resources. This demonstrates the commitment of SCB leaders at all levels in the development of internal human resources with the spirit of "On fire – Real shiner".
Future Direction
SCB aims to become one of the leading retail banks in Vietnam. To achieve that, SCB will continuously develop a diverse product ecosystem, form strategic partnerships to expand the scope of full-service financial services to new customers through internal and external forces, and invest in modern technology to accelerate digital transformation for superior customer experience. It will emphasize prudential and sustainable credit growth to ensure credit quality; minimize capital costs by growing CASA and flexibly managing deposit rates; transform the business model to reduce dependence on credit activities; promote the development of non-credit activities to diversify revenue sources. SCB will develop better risk management and internal control for the safe growth and sustainable development.