Ms. Tran Anh Thu: "Every staff is a work manager"

As one of BIDV 's dedicated, courageous and talented female leaders , Ms. Tran Anh Thu - Director of BIDV Transaction Office 3 - has worked with the Branch's staff to make great efforts to achieve many outstanding achievements. The Editorial Board had an open conversation and she shared many interesting things.

First of all, congratulations to Transaction Office 3 for being recognized by BIDV's Board of Directors for its achievement of a Branch with a profit of over 1,000 billion VND and you were also awarded the title of "Excellent Business Executive Director in 2024" . Could you please tell us what is the "secret" for Transaction Office 3 to achieve such success ?

Right from the beginning of 2024, with a spirit of high determination and desire to conquer new heights, Transaction Office Branch 3 set a goal of joining the "1,000 billion VND club" - corresponding to a growth rate of 23% compared to the actual number in 2023. The determination of the Board of Directors and department leaders has strongly inspired all staff at the branch, through high consensus on business goals at the Labor Conference.

With determination and determination in directing and operating business activities maintained throughout 2024 and inspired to each branch officer and employee,... difficult and new issues in the initial stages of implementation and piloting were discussed and contributed by the Party Committee, Board of Directors and employees to reach consensus before implementation. In addition , branch employees are imbued with the motto "each officer is a work director", always proactively and actively implementing work within the scope of assigned responsibilities and tasks, striving to complete tasks; promptly reporting to leaders when there are difficulties and problems, ensuring work is handled on schedule and with the best quality.

The Branch also established specialized Working Groups/product focal groups/project implementation groups: these are small core units to deploy new products and services, sales campaigns, promptly update the policies of the Head Office, combined with customer communication and internal communication. From there, it helps staff grasp the products and guide, advise, and serve customers more professionally, creating a competitive advantage for the Branch to attract customers to increase the level of use of BIDV products.

So what are the "tips"? What is the Branch focusing on in 2024 , ma'am ?

In 2023, Transaction Office 3 continues to identify the key role of wholesale banking activities in implementing the general business plan. With the drastic, complete and effective implementation of the Head Office's programs and campaigns, the wholesale activities of the Branch have had encouraging growth, continuing to play an important role in contributing to the overall results of the entire branch. Total net income of the wholesale block reached 901 billion VND, completing 104% of the assigned plan, growing 38% compared to 2023. With those efforts, last year, the Branch was honored as one of the 10 typical branches in wholesale banking business activities and revenue from foreign exchange and derivatives trading.

In addition, Transaction Office 3 always focuses on dedicating resources to expanding and developing retail with many new approaches that have been implemented. The positive growth of retail activities is reflected through the results and rankings of many retail indicators that have clearly improved compared to 2023. Specifically: Net retail income in 2024 reached VND 200 billion, a growth of 20% compared to 2023, ranking 60th in the system (up 23 places compared to 2023); Retail capital mobilization ranked 36th in the system (up 12 places compared to 2023); Retail credit balance ranked 17th in the system (up 33 places compared to 2023).

To continue the success, what goals and plans will the Branch have in 2025?

In 2025, the entire Board of Directors and staff of Transaction Office 3 identified the main goals as: (i) Focus on credit growth ; (ii) Expand capital mobilization ; (iii) Digital transformation and (iv) Diversify and improve service quality , thereby helping branches develop strongly, sustainably and enhance competitiveness.

In response to those specific goals, the Branch has proposed implementation plans, including:

Firstly , maintain pre-tax profit of over VND 1,000 billion and strive to reach VND 1,075 billion in 2025. The targets for credit balance and capital mobilization at the end of the period are all planned to grow by more than 10% compared to the actual number in 2024.

Second, strictly control credit quality, accelerate debt collection and handle bad debts, off-balance sheet debts; ensure adequate risk provisions. The branch puts credit growth in line with operational safety, complies with industry regulations, and ensures the stability and sustainability of the bank.

Third , expand the customer base, diversify sales channels, develop products and services suitable for each customer segment to improve business efficiency. With this goal, in addition to taking care of existing customers, the Branch will be able to increase revenue, minimize the risk of dependence on a specific customer group or product. In addition, meeting the diverse needs of customers helps the Branch maintain a competitive advantage and attract new customers.

Fourth, improve the quality of products and services, proactively implement cashless payments, and expand the application of electronic payments in public services. This goal is completely appropriate in the period of digital transformation that is taking place strongly in all industries and the banking industry is no exception, in line with the Government's policy of encouraging electronic payments.

Fifth , develop corporate culture, promote learning and scientific research, create a dynamic and creative working environment to encourage employees to contribute ideas, improve processes and increase operational efficiency. A positive working environment will also attract and retain good staff, ensuring the sustainable development of the branch.

Besides business activities, the Branch has also made its mark in employee engagement activities . Can you share a little about this?

Over the years, Transaction Office Branch 3 has paid great attention to improving the spiritual life of its staff and actively implemented activities to contribute to the community. 2024 is the year that witnessed the explosion in the activities of mass organizations at the branch in both quantity and quality of activities.

At the Branch, the Union has closely coordinated with the government to participate in the construction and timely and complete implementation of policies and regimes directly related to workers, civil servants and laborers. A series of annual periodic activities are organized such as organizing spring outings at the beginning of the year; giving gifts to union members - workers, retired cadres on the occasion of Lunar New Year; organizing timely visits and encouragement to cadres and relatives when they are sick or have a funeral. The branch's Union has also drawn from the Bank's Gratitude Fund to support cadres facing difficult circumstances due to serious illnesses requiring prolonged treatment and cases affected by natural disasters such as storms and floods such as the recent Yagi storm, etc.

Women's activities are maintained, organized in a variety of forms, attracting women to participate, contributing to strengthening the spirit of solidarity and understanding between generations of women. The work of encouraging education and rewarding children of workers is implemented promptly, specifically at the branch level, 124 children were rewarded with a total amount of more than 194 million VND, at BIDV level, 13 children were rewarded with a total amount of 116 million VND...

For community activities, within the limited budget, the Branch has mobilized additional resources from staff to have a total amount of more than 1 billion VND to carry out activities and donated blood and charity meals to patients. These activities not only demonstrate the branch's social responsibility but also contribute to enhancing the brand, motivating staff to stick together and develop sustainably with the organization.

Thank you!