Overview of ACB
Asia Commercial Joint Stock Bank

Formation of ACB.

The business principle is "to manage the growth of the enterprise safely and effectively."

Targeted at individual customers and small and medium enterprises in the private sector.

The first joint stock commercial bank in Vietnam to issue international credit cards MasterCard and Visa.

Access to modern banking

Modernizing banking information technology

Restructure the Head Office in the direction of distinguishing business and support units.

Establishment of ACBS . Company

Building a quality management system according to ISO 9001:2000 in the following fields: capital mobilization, short-term and medium-term loans; International payment and resource supply at Head Office.

Standard Chartered Bank (SCB) signed a comprehensive technical support agreement; and become a strategic shareholder of ACB.

Implement the second phase of the banking technology modernization program.

Listed at the Hanoi Stock Exchange in October 2006.

Accelerate the expansion of the network of operations.

Established ACBL Company.

Issued another 10 million shares with par value of 100 billion dong, with the proceeds of more than 1,800 billion dong (2007); and increased charter capital to VND 6,355 billion (2008).

Building a standard backup data center in Dong Nai province.

Awarded two labor medals by the State of Vietnam and voted by many prestigious financial magazines in the region and the world as the best bank in Vietnam.

Orientation Development strategy of ACB for the period 2011 - 2015 and vision 2020 was issued

Launching a Modular Data Center

ACB Gold Center is the first unit in the industry to be certified by QMS Australia for a quality management system to meet the requirements of ISO 9001:2008 and Accreditation of Vietnam at the same time. receive testing and calibration capabilities (determination of gold content) to meet the requirements of ISO/IEC 17025:2005.

The August 2012 incident had a significant impact on ACB's operations, but ACB responded well to the incident.

In 2013, the performance was not as expected, but ACB still had positive growth in customer deposits and loans. ACB's bad debt is controlled below 3%. The scale of personnel is also streamlined. Implement the restructuring roadmap from 2013 to 2015 according to regulations of the State Bank.

In 2014, ACB upgraded its core banking system from TCBS to DNA, replacing the old one that had been used for 14 years; completed the development of a risk management framework to fully meet the new regulations on the safety ratio, scale and business efficiency of the distribution channel being improved.

In 2015, announced new brand identity (January 5); completing strategic projects such as (i) restructuring distribution channels, (ii) forming a Domestic Payment Center (phase 1), (iii) improving the method of evaluating unit performance and staff of the Head Office; Simultaneously for the initiation and implementation of projects of transaction banking, priority banking, customer management system, etc.

In 2016, ACB completed on schedule many items of technology projects to support business activities, system operation and management, typically converting ACBS securities core system; improving CLMS, CRM, ACMS, ELM, PASS programs to support streamlining business processes; upgrading the system of ATMs, ACB's website (website), increasing utilities, payment services for customers, etc. In addition, ACB continued to complete strategic projects such as (i) transaction banking, (ii) priority banking, (iii) business process development – ACMS (phase 1), etc. In particular, in the year ACB successfully restructured its organization and operating model, the efficiency of distribution channels increased, and the organization at the Head Office was more streamlined.

In 2017, ACB continued to improve its policies, procedures, and risk management limits to be in line with current regulations of the State Bank. Achieving positive results in terms of operations and customer service quality; Specifically, 20% increase in employee efficiency and 50% reduction in business errors. Customer satisfaction is rated among the leading banks in terms of service quality in the market. Implement the plan to strengthen the organization and network operation according to the regional and cluster model. Adjust, redistribute business areas and expand network in potential markets. The business performance of the distribution channel in 2017 was higher than that of 2016, over 94% of the units were operating at a profit. Human resources continue to be restructured in the direction of focusing on direct business activities, with high capacity and efficiency, and developing and nurturing legacy human resources.

In 2018, ACB grew sustainably lending to individual customers and small and medium enterprises. Credit in these two segments has exceeded expectations and is controlled in accordance with ALCO's direction. Mobilization of payment deposits improved, raising CASA from 16.70% to 17.50%. Card business improved positively compared to 2017. Successfully issued VND 4,400 billion of three-year and ten-year AAA bonds. Debt settlement and recovery are effective, so the income from debt settlement will be four times that of 2017. Initially perfecting the foundations, improving ACB's operational capacity to prepare for the transition and development process. development of ACB in the period of 2019 - 2024.

In 2019 is the year to start implementing the ACB Innovation Strategy for the period of 2019 - 2024, approved by the Board of Directors at the end of 2018. According to this Strategy, ACB's vision is to become a leading bank in Vietnam with high profitability. with a consistent strategy across three business segments. The individual customer segment and the small and medium-sized enterprise segment are the two main priority areas, and the large corporate segment is a selective priority. The strategic goal is to grow the total revenue of individual customers and small and medium enterprises at 20% per year, provide the best customer experience, and be one of the most profitable banks in the world. top returns with a return on equity of over 20%. To realize this ambition, a transformation plan has been drawn up to closely manage key strategic projects.

In 2020, ACB's balance sheet shows continued sustainable and quality growth, customer deposits and outstanding loans increased by more than 15% and more than 16%, respectively, higher than the growth rate. industry average. Abundant liquidity, low NPL ratio and high profitability. ACB moved the listing from HNX to HOSE. ACB also successfully carried out an exclusive life insurance deal with Sun Life Vietnam Life Insurance Company Limited (a member of Sun Life Group headquartered in Canada), which has great value. Subsidiaries increased their profit contribution to the Group.

In 2021, ACB will continue to successfully fulfill its credit and finance targets. ACB actively transforms digitally, applies technology to the operation process to save human resources and transaction processing time, for example, applying eKYC technology to help customers open online accounts, improve transaction efficiency. providing mobile apps for individual customers, deploying online disbursement through ACB Online channel, and launching ACB Business Application for corporate customers, etc. to help customers make payment transactions conveniently and quickly.

In 2022, ACB will launch the ACB One digital bank brand, marking a big transformation step of ACB in the direction of digitizing business operations, and optimizing customer experience. The level of capital and liquidity risk management capacity at ACB was confirmed to meet Basel III standards after consulting results of KPMG, according to which ACB has basically complied with all the key components in the banking system. liquidity and capital adequacy management framework according to Basel III.