Bằng đam mê xây dựng một định chế tài chính vững mạnh, mang lại giá trị đích thực cho khách hàng, cổ đông, nhân viên và toàn xã hội, Hội đồng quản trị, Ban điều hành và toàn thể cán bộ nhân viên Ngân hàng luôn nỗ lực phát triển vì một TPBank bền vững và hiệu quả. Với tuyên ngôn thương hiệu “Vì chúng tôi hiểu bạn”, TPBank mong muốn lấy nền tảng của “sự thấu hiểu” khách hàng để xây dựng phong cách chất lượng dịch vụ ngân hàng hàng đầu. Dựa trên nền tảng công nghệ tiên tiến và trình độ quản lý chuyên sâu, TPBank là ngân hàng luôn tiên phong trong các xu hướng dịch vụ ngân hàng hiện đại, hướng tới mục tiêu trở thành Ngân hàng số hàng đầu tại Việt Nam. Pioneering in digitalizing banking services & taking customers under- standing as the platform for all activities, TPBank has always been aiming to become the number one digital bank of Vietnam. TPBank’s digitalized products and services has been more and more diversified and user – friendly, by which we aim to build a manner of continuous and superior quality services. The Board of Directors, Board of Management and all TPBank staff always work towards the goal of building TPBank into a strong, stable and efficient bank so that we can bring sustainable values to our customers, shareholders and investors. Pioneering in digitalizing banking services & taking customers under- standing as the platform for all activities, TPBank has always been aiming to become the number one digital bank of Vietnam. TPBank’s digitalized products and services has been more and more diversified and user – friendly, by which we aim to build a manner of continuous and superior quality services. The Board of Directors, Board of Management and all TPBank staff always work towards the goal of building TPBank into a strong, stable and efficient bank so that we can bring sustainable values to our customers, shareholders and investors. CONTENT

Message from the Chairman 06 - 07

Overview 09 - 23

2017 Activity Report 24 - 35

2017 Financial Statements 38 - 65

2017 Corporate Governance 66 - 73

2018 Business Plan 74 - 81

Branch Network 82 - 83

Correspondent & Agent Banks 84 - 86 CONTENT

Message from the Chairman 06 - 07

Overview 09 - 23

2017 Activity Report 24 - 35

2017 Financial Statements 38 - 65

2017 Corporate Governance 66 - 73

2018 Business Plan 74 - 81

Branch Network 82 - 83

Correspondent & Agent Banks 84 - 86 MESSAGE FROM THE CHAIRMAN

Ladies and Gentemen,

In 2017, the Banking and Finance sector strongly marked with an average profit growth of over 44.5% along with a positive picture of Vietnam economy. In that context, TPBank has achieved a great success exceeding all financial targets assigned by the General Meeting of Shareholders: achieving the growth of 70% and the profit of VND 1,206 billion, joining in the group of trillion-profit banks in Vietnam for the first time. This sweet fruit is the result of not only the work of the Board of Management (BOM), the Board of Directors (BOD) and thousands of hearts and minds with sweat and efforts of TPBank’s employees but also the support of our Shareholders, Customers and Partners. On behalf of BOM and BOD, I would like to send my gratitude to all of you.

In 2017, TPBank has done important work in developing internal resources and welcoming a new shareholder, bringing new strength to the Bank. TPBank accepted an additional foreign investor, PYN Elite Fund, enhancing the power of its foreign capital and presenting its prestige to investors. In the big progress on digital banking, TPBank has continued to build and complete an ecosystem of digitalized and close-linked products and services including mPOS, eBank, LiveBank, QuickPay, Savy as well as dynamic and modern card products, bringing more convenience to customers.

From its inception to the restructuring period and achieving successes as of today, TPBank has taken a long step in its business and operation. For the first time, we are ranked among the top 10 banks in Vietnam, the Top 500 strongest banks in Asia Pacific (AB500) according to the independent evaluation of The Asian Banker, an Asian prestigious financial and banking organization. This is not only an acknowledgment and a challenge, but also a prerequisite for TPBank to get ready for 2018, continuing "Tien Phong outreaching", celebrating two most important events in the path of TPBank development: 10th anniversary and the stock-market-listing.

To inherit and promote the foundation and experience gained in 2017, on the road to build a strong financial institution, TPBank identifies that 2018 will be the year of five key objectives: superior product, adept profession, teamwork, discipline, and efficiency.

I believe that, under the direction of BOD and BOM, the support of Shareholders, Customers, Partners and the persistence of nearly 5.000 employees of TPBank, we will continue to innovate and seize new opportunities to get ready to conquer the peak and reach new heights in the future.

Chairman, Board of Directors Do Minh Phu

6 tpb.vn MESSAGE FROM THE CHAIRMAN

Ladies and Gentlemen,

In 2017, the Banking and Finance sector strongly marked with an average profit growth of over 44.5% along with a positive picture of Vietnam economy. In that context, TPBank has achieved a great success exceeding all financial targets assigned by the General Meeting of Shareholders: achieving the growth of 70% and the profit of VND 1,206 billion, joining in the group of trillion-profit banks in Vietnam for the first time. This sweet fruit is the result of not only the work of the Board of Management (BOM), the Board of Directors (BOD) and thousands of hearts and minds with sweat and efforts of TPBank’s employees but also the support of our Shareholders, Customers and Partners. On behalf of BOM and BOD, I would like to send my gratitude to all of you.

In 2017, TPBank has done important work in developing internal resources and welcoming a new shareholder, bringing new strength to the Bank. TPBank accepted an additional foreign investor, PYN Elite Fund, enhancing the power of its foreign capital and presenting its prestige to investors. In the big progress on digital banking, TPBank has continued to build and complete an ecosystem of digitalized and close-linked products and services including mPOS, eBank, LiveBank, QuickPa y, Savy as well as dynamic and modern card products, bringing more convenience to customers.

From its inception to the restructuring period and achieving successes as of today, TPBank has taken a long step in its business and operation. For the first time, we are ranked among the top 10 banks in Vietnam, the Top 500 strongest banks in Asia Pacific (AB500) according to the independent evaluation of The Asian Banker, an Asian prestigious financial and banking organization. This is not only an acknowledgment and a challenge, but also a prerequisite for TPBank to get ready for 2018, continuing "Tien Phong outreaching", celebrating two most important events in the path of TPBank development: 10th anniversary and the stock-market-listing.

To inherit and promote the foundation and experience gained in 2017, on the road to build a strong financial institution, TPBank identifies that 2018 will be the year of five key objectives: superior product, adept profession, teamwork, discipline, and efficiency.

I believe that, under the direction of BOD and BOM, the support of Shareholders, Customers, Partners and the persistence of nearly 5.000 employees of TPBank, we will continue to innovate and seize new opportunities to get ready to conquer the peak and reach new heights in the future.

Chairman, Board of Directors Do Minh Phu

ANNUAL REPORT 2017 7 Tien Phong Commercial Joint Stock Bank (TPBank) was founded on May 5 2008 with strategic shareholders that own expertise and financial strength including: Doji Gold and Gems Group FPT Corporation, Vietnam National Reinsurance Corporation (Vinare), SBI Ven. Holdings Pte.Ltd (Singapore), International Finance Corporation - IFC (a member of World Bank) and PYN Elite Fund. With an initial charter capital of over VND 2,000 billion, TPBank has grown steadily, achieved outstanding business results and repeatedly been recognized as a prestigious financial institution as the Best Bank in Vietnam. After 10 years of operation, TPBank’s total assets have exceeded VND124 trillion; It has joined the group of medium-sized banks with the 2017 profit of over VND1.2 trillion.

TPBank always strives to offer the most effective banking and financial solutions and products, targeting young and dynamic segment, aiming at being the pioneer in setting trends in modern banking services and becoming the Leading Digital Bank in Vietnam. With its current technology infrastructure, TPBank has many advantages in applying advanced technology to automatically implement banking services, product development, and high-technology based e-banking services. It provides a digital transaction enviroment with services such as: TPBank eBank, eBank Biz, TPBank QuickPay ...etc. that have been appealed to customers by their convenience, quickness, safety, and efficiency, developing cash-free payment habits for a large number of customers. TPBank is also the first bank in Vietnam that successfully launched model of 24/7 Automatic Bank called TPBank LiveBank, allowing customers to make almost all basic transac- tions as they can do at a bank counter and especially customers can interact with remote tellers via video call and this model has received many positive feedbacks. In 2017, TPBank also launched TPBank QuickPay - a money transfer mobile app using QR code, bringing a variety of benefits to customers of different ages.

With such efforts, TPBank has received multiple rewards: Certificate of Merit by Hanoi People's Committee, Best Auto-Loan Product in Vietnam, Vietnam Strong Brand Award, Best Internet Bank Vietnam and Best Retail Bank Vietnam ... etc. In 2017, TPBank was ranked as one of the 10 strongest banks in Vietnam by The Asian Banker and among the top 50 most profitable enterprises by Vietnam Report. With the slogan "A deeper understanding", TPBank desires to use the foundation of "understanding” of its customers to build a leading service quality. Understanding to share, understanding to accompany its customers, to create the best and most suitable products and services that bring the highest value added. This is also the compass for a sustainable development that TPBank is aiming for.

8 tpb.vn Tien Phong Commercial Joint Stock Bank (TPBank) was founded on May 5 2008 with strategic shareholders that own expertise and financial strength including: Doji Gold and Gems Group FPT Corporation, Vietnam National Reinsurance Corporation (Vinare), SBI Ven. Holdings Pte.Ltd (Singapore), International Finance Corporation - IFC (a member of World Bank) and PYN Elite Fund. With an initial charter capital of over VND 2,000 billion, TPBank has grown steadily, achieved outstanding business results and repeatedly been recognized as a prestigious financial institution as the Best Bank in Vietnam. After 10 years of operation, TPBank’s total assets have exceeded VND124 trillion; It has joined the group of medium-sized banks with the 2017 profit of over VND1.2 trillion.

TPBank always strives to offer the most effective banking and financial solutions and products, targeting young and dynamic segment, aiming at being the pioneer in setting trends in modern banking services and becoming the Leading Digital Bank in Vietnam. With its current technology infrastructure, TPBank has many advantages in applying advanced technology to automatically implement banking services, product development, and high-technology based e-banking services. It provides a digital transaction enviroment with services such as: TPBank eBank, eBank Biz, TPBank QuickPay ...etc. that have been appealed to customers by their convenience, quickness, safety, and efficiency, developing cash-free payment habits for a large number of customers. TPBank is also the first bank in Vietnam that successfully launched model of 24/7 Automatic Bank called TPBank LiveBank, allowing customers to make almost all basic transac- tions as they can do at a bank counter and especially customers can interact with remote tellers via video call and this model has received many positive feedbacks. In 2017, TPBank also launched TPBank QuickPay - a money transfer mobile app using QR code, bringing a variety of benefits to customers of different ages.

With such efforts, TPBank has received multiple rewards: Certificate of Merit by Hanoi People's Committee, Best Auto-Loan Product in Vietnam, Vietnam Strong Brand Award, Best Internet Bank Vietnam and Best Retail Bank Vietnam ... etc. In 2017, TPBank was ranked as one of the 10 strongest banks in Vietnam by The Asian Banker and among the top 50 most profitable enterprises by Vietnam Report. With the slogan "A deeper understanding", TPBank desires to use the foundation of "understanding” of its customers to build a leading service quality. Understanding to share, understanding to accompany its customers, to create the best and most suitable products and services that bring the highest value added. This is also the compass for a sustainable development that TPBank is aiming for.

ANNUAL REPORT 2017 9 Mr. Vice Chairman Mr. Chairman

Mr. Do Anh Tu was elected as Vice Chairman of TPBank for the term 2013-2018. Mr. Do Minh Phu was elected as Chairman of Tien Phong Commercial Joint Stock Bank (TPBank) for the term Currently, Mr. Tu is also Chief Executive Officer of Diana 2013-2018. Unicharm JSC, a member of Unicharm Corporation, Japan. As one of the leading experts in brand management and Mr Phu is the founder of DOJI Gold & Gems Group – Vietnam’s marketing, Mr. Tu has made enormous contributions in No. 1 private enterprise according to VNR500. Besides, Mr building TPBank brand footprint to the public as of today. Phu is also Vice Chairman of Vietnam Gold Traders Association (VGTA); Member of Vietnam Chamber of In 2013, Mr. Tu was honored to receive the Certificate of Commerce and Industry (VCCI)’s standing committee; Merit from the Governor of the State Bank of Vietnam for Ambassador of the International Colored Gemstone exceptional contributions and achievements in Association (ICA) in Vietnam. implementing the project “Restructuring the system of credit institutions in the period of 2011-2015”; Certificate With his outstanding achievements and contributions to the of Merit from the Governor of the State Bank of Vietnam economy and society, Mr. Do Minh Phu was honored to be for “Outstanding contributions to banking activities in awarded several merits from the Government and senior Vietnam” (in 2014 & 2015). leaders of the states, such as Third-class Labor Medal (2013 & 2014); Certificate of Merit from the Prime Minister for Mr. Tu earned an Associate Ph.D at Czech Technical exceptional contributions and achievements in implementing University in Prague, Czech Republic. the project “Restructuring the system of credit institutions in the period of 2011-2015”; Certificate of Merit from the Governor of the State Bank of Vietnam for “Outstanding contributions to banking activities in Vietnam” (in 2013, 2014 & 2015); Thanh Giong Cup for “Top 100 outstanding entrepreneurs” (2010 & 2016). Mr. Do Minh Phu graduated with Bachelor Degree in Radio & Electronics at Hanoi University of Science & Technology. HỘI ĐỒNG QUẢN TRỊ

Mr. Vice Chairman

Mr. Le Quang Tien was elected as Vice Chairman of TPBank for the term 2013-2018. Currently, Mr. Tien is also a member of FPT Founder Committee. In 2013, Mr. Tien was honored to receive the Certificate of Merit from the Governor of the State Bank of Vietnam for exceptional contributions and achievements in implementing the project “Restructuring the system of credit institutions in the period of 2011-2015”; Certificate of Merit from the Governor of the State Bank of Vietnam for “Outstanding contributions to banking activities in Vietnam” (in 2014 & 2015). Mr. Tien graduated with a Bachelor Degree in Physics, Kishinev State University and earned his Executive MBA at Amos Tuck University (USA).

10 tpb.vn Mr. Do Anh Tu Vice Chairman

Mr. Do Anh Tu was elected as Vice Chairman of TPBank for the term 2013-2018. Currently, Mr. Tu is also Chief Executive OfΩcer of Diana Unicharm JSC, a member of Unicharm Corporation, Japan. As one of the leading experts in brand management and marketing, Mr. Tu has made enormous contributions in building TPBank brand footprint to the public as of today. In 2013, Mr. Tu was honored to receive the CertiΩcate of Merit from the Governor of the State Bank of Vietnam for exceptional contributions and achievements in implementing the project “Restructuring the system of credit institutions in the period of 2011-2015”; CertiΩcate of Merit from the Governor of the State Bank of Vietnam for “Outstanding contributions to banking activities in Vietnam” (in 2014 & 2015). Mr. Tu earned an Associate Ph.D at Czech Technical University in Prague, Czech Republic.

BOARD OF DIRECTORS

Mr. Le Quang Tien Vice Chairman

Mr. Le Quang Tien was elected as Vice Chairman of TPBank for the term 2013-2018. Currently, Mr. Tien is also a member of FPT Founder Committee. In 2013, Mr. Tien was honored to receive the CertiΩcate of Merit from the Governor of the State Bank of Vietnam for exceptional contributions and achievements in implementing the project “Restructuring the system of credit institutions in the period of 2011-2015”; CertiΩcate of Merit from the Governor of the State Bank of Vietnam for “Outstanding contributions to banking activities in Vietnam” (in 2014 & 2015). Mr. Tien graduated with a Bachelor Degree in Physics, Kishinev State University and earned his Executive MBA at Amos Tuck University (USA).

ANNUAL REPORT 2017 11 Ms. guen Thu a Independent Board Member

Ms. Nguyen Thu Ha was appointed as Independent Board Member of TPBank for the term 2013-2018. Currently, Ms. Nguyen Thu Ha is also Independent Board Member of Smartlink Card Services JSC. Ms. Ha used to hold key positions at key Financial institutions like: Deputy CEO of Vietcombank; Chairwoman of Vietcombank Securities; Chairwoman of Vietnam Card Association, a member of Vietnam Bank Association. Ms. Nguyen Thu Ha earned an MBA Degree from Georgetown University, Washington D.C., USA.

Mr. Phan Tuan Anh Board Member

Mr. Phan Tuan Anh was appointed as TPBank’s Board Member for the term 2013-2018. Currently, Mr. Phan Tuan Anh is also Head of Finance, Mobifone Telecommunication BOARD Corporation. MEMBERS Mr. Phan Tuan Anh earned a Master Degree in Economics, National Economics University. Mr. Pha ong Tu Board Member

Mr. Pham Cong Tu has been the TPBank’s Board Member since its establishment. Mr. Tu is a senior expert in finance and insurance sector. Currently, he is also CEO of Vietnam National Reinsurance Corporation (Vinare). Mr. Tu earned his MBA at United Business Institutes, Belgium and Bachelor of Finance (Accounting) at University of Finance and Accountancy, Hanoi.

Mr. huo hiaa Vice Chairman Mr. a ong i Board Member

Mr. Shuzo Shikata was appointed as Vice Chairman of TPBank from 04/2016 for the term 2013-2018. Mr. Ha Hong Sik was appointed as TPBank’s Board Member since April 2015. Currently, Mr. Shuzo Shikata is also Head of Foreign Business Mr. Ha Hong Sik has more than 15 years of experiences in banking and finance sector. Development (Financial Services) at SBI Holdings, Inc. and Board He used to hold key positions at various credit institutions such as: Managing Director Member of FPT Capital. of Phnom Penh Commercial Bank; Chief Executive Officer cum Chief Operation Officer With his rich and advanced management experiences at of SBI Royal Securities. Since October 2010, he has been Advisor of FPT Capital. international banks, Mr. Shuzo Shikata, together with SBI Holdings, Mr. Ha Hong Sik graduated with Master Degree at Manchester Business School, UK and Inc., has been supporting TPBank strongly in building and earned his Bachelor Degree in International Relations at Gyeongsang National deploying the strategic development plan. University, Korea. Mr. Shuzo Shikata graduated with a Bachelor Degree in Economics, Ritsumeikan University, Japan.

12 tpb.vn Ms. Nguyen Thu Ha Independent Board Member

Ms. Nguyen Thu Ha was appointed as Independent Board Member of TPBank for the term 2013-2018. Currently, Ms. Nguyen Thu Ha is also Independent Board Member of Smartlink Card Services JSC. Ms. Ha used to hold key positions at key Financial institutions like: Deputy CEO of Vietcombank; Chairwoman of Vietcombank Securities; Chairwoman of Vietnam Card Association, a member of Vietnam Bank Association. Ms. Nguyen Thu Ha earned an MBA Degree from Georgetown University, Washington D.C., USA.

Mr. Phan Tuan Anh Board Member

Mr. Phan Tuan Anh was appointed as TPBank’s Board Member for the term 2013-2018. Currently, Mr. Phan Tuan Anh is also Head of Finance, Mobifone Telecommunication BOARD Corporation. MEMBERS Mr. Phan Tuan Anh earned a Master Degree in Economics, National Economics University. Mr. Pham Cong Tu Board Member

Mr. Pham Cong Tu has been the TPBank’s Board Member since its establishment. Mr. Tu is a senior expert in finance and insurance sector. Currently, he is also CEO of Vietnam National Reinsurance Corporation (Vinare). Mr. Tu earned his MBA at United Business Institutes, Belgium and Bachelor of Finance (Accounting) at University of Finance and Accountancy, Hanoi.

Mr. Shuzo Shikata Vice Chairman Mr. Ha Hong Sik Board Member

Mr. Shuzo Shikata was appointed as Vice Chairman of TPBank from 04/2016 for the term 2013-2018. Mr. Ha Hong Sik was appointed as TPBank’s Board Member since April 2015. Currently, Mr. Shuzo Shikata is also Head of Foreign Business Mr. Ha Hong Sik has more than 15 years of experiences in banking and finance sector. Development (Financial Services) at SBI Holdings, Inc. and Board He used to hold key positions at various credit institutions such as: Managing Director Member of FPT Capital. of Phnom Penh Commercial Bank; Chief Executive Officer cum Chief Operation Officer With his rich and advanced management experiences at of SBI Royal Securities. Since October 2010, he has been Advisor of FPT Capital. international banks, Mr. Shuzo Shikata, together with SBI Holdings, Mr. Ha Hong Sik graduated with Master Degree at Manchester Business School, UK and Inc., has been supporting TPBank strongly in building and earned his Bachelor Degree in International Relations at Gyeongsang National deploying the strategic development plan. University, Korea. Mr. Shuzo Shikata graduated with a Bachelor Degree in Economics, Ritsumeikan University, Japan.

ANNUAL REPORT 2017 13 BOARD OF SUPERVISORS

Mr. ento Tokimoi Non-specialized Member of Board Of Supervisors

Mr. Kento Tokimori was appointed as non-specialized member of Board of Supervisors in April 2016, for the term 2013-2018. Prior to joining TPBank, Mr. Kento Tokimori has been holding various positions at SBI Holdings. He is currently Head of Foreign Business Management at SBI Holdings ( Japan). Mr. Kento Tokimori earned his Bachelor of Laws from Sophia University, Japan.

Ms. Nguyen Thi ao Head of Board Of Supervisors

Ms. Nguyen Thi Bao was elected as Head of Board of Supervisors for the term 2013-2018. Ms. Nguyen Thi Bao has also been a senior advisor to TPBank Board of Directors since April 2012. She used to hold key positions at various financial institutions such as Vice Director of Main Operation Center at Vietcombank; Head of Investment & Stock Appraisal Department at Vietcombank. Ms. Nguyen Thi Bao earned her MBA at Université Libre de Bruxelles (ULB) in Hanoi.

Mr. Thai uy Nghia Member of Board Of Supervisors

Mr. Thai Duy Nghia was appointed as Member of Board Of Supervisors for the term 2013-2018. Mr. Thai Duy Nghia joined TPBank from June 2008 and used to hold various positions, such as: Head of Internal Supervision and Quality Control; Head of Direct Supervision; Deputy Head of Internal Audit. He is currently specialized member of Board of Supervisors. Mr. Thai Duy Nghia graduated from Banking Academy, majoring in Finance and Credit.

14 tpb.vn BOARD OF SUPERVISORS

Mr. Kento Tokimori Non-specialized Member of Board Of Supervisors

Mr. Kento Tokimori was appointed as non-specialized member of Board of Supervisors in April 2016, for the term 2013-2018. Prior to joining TPBank, Mr. Kento Tokimori has been holding various positions at SBI Holdings. He is currently Head of Foreign Business Management at SBI Holdings ( Japan). Mr. Kento Tokimori earned his Bachelor of Laws from Sophia University, Japan.

Ms. Nguyen Thi Bao Head of Board Of Supervisors

Ms. Nguyen Thi Bao was elected as Head of Board of Supervisors for the term 2013-2018. Ms. Nguyen Thi Bao has also been a senior advisor to TPBank Board of Directors since April 2012. She used to hold key positions at various financial institutions such as Vice Director of Main Operation Center at Vietcombank; Head of Investment & Stock Appraisal Department at Vietcombank. Ms. Nguyen Thi Bao earned her MBA at Université Libre de Bruxelles (ULB) in Hanoi.

Mr. Thai Duy Nghia Member of Board Of Supervisors

Mr. Thai Duy Nghia was appointed as Member of Board Of Supervisors for the term 2013-2018. Mr. Thai Duy Nghia joined TPBank from June 2008 and used to hold various positions, such as: Head of Internal Supervision and Quality Control; Head of Direct Supervision; Deputy Head of Internal Audit. He is currently specialized member of Board of Supervisors. Mr. Thai Duy Nghia graduated from Banking Academy, majoring in Finance and Credit.

ANNUAL REPORT 2017 15 BOARD OF MANAGEMENT

Mr. Nguyen ung Chief Executive Officer

Mr. Nguyen Hung has nearly 30 years of experience in senior business management in banking and finance sector. He graduated from Banking Academy and earned his MBA, specializing in e-commerce, at North Central University, USA. He was appointed as Chief Executive Officer at Tien Phong Commercial Joint Stock Bank (TPBank) from 04 July 2012. Prior to joining TPBank, Mr. Nguyen Hung used to hold high-ranking management positions such as CEO of Vietnam Prosperity Bank (VPBank) from April 2009 to June 2012; others senior management positions at Vietnam Technological and Commercial Joint Stock Bank (Techcombank) from 2000 to 2009. With his exceptional contributions in building TPBank as one of the most transparent and effective banks in Vietnam, Mr. Nguyen Hung was honored to receive Certificate of Merit from the Governor of the State Bank of Vietnam for excellent achievements in banking activities.

Ms. Bui Thi Thanh uong Deputy CEO cum Head of Strategic Planning

Ms. Bui Thi Thanh Huong joined TPBank from 9/2012 as Chief Financial Officer and was appointed as Deputy CEO cum Chief Financial Officer in September 2014. From July 2017 until now, Ms. Bui Thi Thanh Huong has been Deputy CEO cum Head of Strategic Planning. Previously, Ms. Huong had years of experiences in banking and finance sector. She used to hold key management positions at various financial institutions such as: Deputy Head of Finance Division, Chief Accountant at Southeast Asia Commercial Joint Stock Bank (SeABank); Auditor at Auditing and Accounting Financial Services Company (AASC), Ministry of Finance. Ms. Huong earned her MBA from The French, Vietnamese Center of Management (CFVG); CPA (Australia) and CPA (Vietnam). She graduated from National Economics University majoring in Audit and Accounting.

Mr. ham Dong nh Deputy CEO cum Head of Operations Division

Mr. Pham Dong Anh joined TPBank since 2007. In 2010, Mr. Pham Dong Anh was appointed as Senior Director of Operations Division. In April 2011, he was appointed as Deputy CEO, in charge of Operations Division, Human Resources & Network Development Division. From August 2012 until now, Mr. Pham Dong Anh has been Deputy CEO cum Head of Operations Division. In September 2014, Mr. Pham Dong Anh was honored to receive Certificate of Merit from the Governor of the State Bank of Vietnam for “Outstanding contributions to the completion of banking tasks in 2012-2013”. Graduating from National Economics University, majoring in Banking and Finance; and Hanoi University, majoring in English language, prior to joining TPBank, Mr. Pham Dong Anh had 14 years of experiences working at VID Public Bank with senior management positions such as: Director of VID Public Bank, Hai Phong Branch; Director of Main Operation Center of VID Public Bank, Hanoi.

16 tpb.vn BOARD OF MANAGEMENT

Mr. Nguyen Hung Chief Executive Officer

Mr. Nguyen Hung has nearly 30 years of experience in senior business management in banking and finance sector. He graduated from Banking Academy and earned his MBA, specializing in e-commerce, at North Central University, USA. He was appointed as Chief Executive Officer at Tien Phong Commercial Joint Stock Bank (TPBank) from 04 July 2012. Prior to joining TPBank, Mr. Nguyen Hung used to hold high-ranking management positions such as CEO of Vietnam Prosperity Bank (VPBank) from April 2009 to June 2012; others senior management positions at Vietnam Technological and Commercial Joint Stock Bank (Techcombank) from 2000 to 2009. With his exceptional contributions in building TPBank as one of the most transparent and effective banks in Vietnam, Mr. Nguyen Hung was honored to receive Certificate of Merit from the Governor of the State Bank of Vietnam for excellent achievements in banking activities.

Ms. Bui Thi Thanh Huong Deputy CEO cum Head of Strategic Planning

Ms. Bui Thi Thanh Huong joined TPBank from 9/2012 as Chief Financial Officer and was appointed as Deputy CEO cum Chief Financial Officer in September 2014. From July 2017 until now, Ms. Bui Thi Thanh Huong has been Deputy CEO cum Head of Strategic Planning. Previously, Ms. Huong had years of experiences in banking and finance sector. She used to hold key management positions at various financial institutions such as: Deputy Head of Finance Division, Chief Accountant at Southeast Asia Commercial Joint Stock Bank (SeABank); Auditor at Auditing and Accounting Financial Services Company (AASC), Ministry of Finance. Ms. Huong earned her MBA from The French, Vietnamese Center of Management (CFVG); CPA (Australia) and CPA (Vietnam). She graduated from National Economics University majoring in Audit and Accounting.

Mr. Pham Dong Anh Deputy CEO cum Head of Operations Division

Mr. Pham Dong Anh joined TPBank since 2007. In 2010, Mr. Pham Dong Anh was appointed as Senior Director of Operations Division. In April 2011, he was appointed as Deputy CEO, in charge of Operations Division, Human Resources & Network Development Division. From August 2012 until now, Mr. Pham Dong Anh has been Deputy CEO cum Head of Operations Division. In September 2014, Mr. Pham Dong Anh was honored to receive Certificate of Merit from the Governor of the State Bank of Vietnam for “Outstanding contributions to the completion of banking tasks in 2012-2013”. Graduating from National Economics University, majoring in Banking and Finance; and Hanoi University, majoring in English language, prior to joining TPBank, Mr. Pham Dong Anh had 14 years of experiences working at VID Public Bank with senior management positions such as: Director of VID Public Bank, Hai Phong Branch; Director of Main Operation Center of VID Public Bank, Hanoi.

ANNUAL REPORT 2017 17 BOARD OF MANAGEMENT

Mr. Nguyen Hong uan Deputy CEO cum Head of Risk Management Division Mr. Nguyen Huu Thanh Head of Legal and Compliance Mr. Nguyen Hong Quan was appointed as Deputy CEO cum Head of Risk Management Division since 01 February 2012. Prior to Mr. Nguyen Huu Thanh joined TPBank since May 2011 and was appointed as Head of Legal and Compliance in May 2015. joining TPBank, Mr. Quan had 15 years of experiences in Banking Mr. Thanh has 18 years of experiences in banking legal. Prior to joining TPBank, Mr. Thanh used to work at the State Bank and Finance sector and used to hold important positions at of Vietnam; and then became Deputy Head of Legal and Compliance at Techcombank. various commercial banks and investment banks. He used to be Mr. Thanh earned his Master of Laws at the State Institute of Laws, Hanoi and Master of Public Policies at Tsukuba Head of Risk Management, Deputy Head of Internal Compliance University, Japan. & Control Division at Vietnam; Acting CEO of An Binh Mr. Dinh an hien Securities. Mr. Nguyen ie Anh Deputy CEO cum Head of Retail Banking Mr. Quan earned his Executive MBA at Asian Institute of Technology (AIT). Previously, he earned a Bachelor Degree in Deputy CEO cum Head of Treasury and Capital Market International Trade at Foreign Trade University, Hanoi and Mr. Dinh Van Chien has held the position of Head of Retail Banking Bachelor Degree in Economics at University of Transport and of TPBank sine December 2013. In April 2016, Mr. Chien was Communications. Mr. Nguyen Viet Anh was appointed as Deputy CEO cum Head of Treasury and Capital Market in March 2011. appointed as Deputy CEO cum Head of Retail Banking. Mr. Nguyen Viet Anh earned his MBA from Washington University, USA. Previously, he graduated from Vietnam National University, Hanoi and Diplomatic Academy of Vietnam. Prior to joining TPBank, Mr. Chien had more than 18 years of Prior to joining TPBank, Mr. Viet Anh has more than 10 years of experiences working at Techcombank and held important experience in banking and finance, as well as marketing. He held positions, such as Head of Treasury and Financial Market; CEO of Techcom Capital; Director of Foreign Exchange and various positions at both local and international institutions, such Derivative Products Center; Director of the Commodity Exchange Center; Head of Currency and Forex Trading Division. as Deputy Head of Card Center, Director of Visa & MasterCard Project at Vietcombank; Head of Marketing at Johnson & Johnson Vietnam; Senior Manager at OCBC (Singapore), in charge of Global Personal Financial Services; Director of Product Development Mr. hu an Hoa Center, Retail Banking at VPBank since 2011. Deputy CEO cum Head of Corporate Banking In 2015, Mr. Chien was honored to receive Certificate of Merit from the Governor of the State Bank of Vietnam for “Outstanding Mr. Khuc Van Hoa was appointed as Deputy CEO cum Head of Sales and Distribution in September 2012. From June 2015, contributions to the completion of banking tasks in 2014-2015”. Mr. Hoa was appointed as Deputy CEO cum Head of Corporate Banking. Mr. Chien earned his Bachelor Degree from Foreign Trade Mr. Hoa earned his MBA from The French, Vietnamese Center of Management (CFVG). Prior to joining TPBank, Mr. Hoa University; Master of Banking and Finance at Notre Dame, Indiana, used to hold key management positions at Technological and Commercial Bank (Techcombank) and Military Bank (MB) USA under Fulbright Scholarship Program. such as: Deputy Head of Risk Management; Director of SME Credit Center; Regional Director of Techcombank; Deputy Head of Big Corporations of MB.

18 tpb.vn BOARD OF MANAGEMENT

Mr. Nguyen Hong Quan Deputy CEO cum Head of Risk Management Division Mr. Nguyen Huu Thanh Head of Legal and Compliance Mr. Nguyen Hong Quan was appointed as Deputy CEO cum Head of Risk Management Division since 01 February 2012. Prior to Mr. Nguyen Huu Thanh joined TPBank since May 2011 and was appointed as Head of Legal and Compliance in May 2015. joining TPBank, Mr. Quan had 15 years of experiences in Banking Mr. Thanh has 18 years of experiences in banking legal. Prior to joining TPBank, Mr. Thanh used to work at the State Bank and Finance sector and used to hold important positions at of Vietnam; and then became Deputy Head of Legal and Compliance at Techcombank. various commercial banks and investment banks. He used to be Mr. Thanh earned his Master of Laws at the State Institute of Laws, Hanoi and Master of Public Policies at Tsukuba Head of Risk Management, Deputy Head of Internal Compliance University, Japan. & Control Division at Citibank Vietnam; Acting CEO of An Binh Mr. Dinh Van Chien Securities. Mr. Nguyen Viet Anh Deputy CEO cum Head of Retail Banking Mr. Quan earned his Executive MBA at Asian Institute of Technology (AIT). Previously, he earned a Bachelor Degree in Deputy CEO cum Head of Treasury and Capital Market International Trade at Foreign Trade University, Hanoi and Mr. Dinh Van Chien has held the position of Head of Retail Banking Bachelor Degree in Economics at University of Transport and of TPBank sine December 2013. In April 2016, Mr. Chien was Communications. Mr. Nguyen Viet Anh was appointed as Deputy CEO cum Head of Treasury and Capital Market in March 2011. appointed as Deputy CEO cum Head of Retail Banking. Mr. Nguyen Viet Anh earned his MBA from Washington University, USA. Previously, he graduated from Vietnam National University, Hanoi and Diplomatic Academy of Vietnam. Prior to joining TPBank, Mr. Chien had more than 18 years of Prior to joining TPBank, Mr. Viet Anh has more than 10 years of experiences working at Techcombank and held important experience in banking and finance, as well as marketing. He held positions, such as Head of Treasury and Financial Market; CEO of Techcom Capital; Director of Foreign Exchange and various positions at both local and international institutions, such Derivative Products Center; Director of the Commodity Exchange Center; Head of Currency and Forex Trading Division. as Deputy Head of Card Center, Director of Visa & MasterCard Project at Vietcombank; Head of Marketing at Johnson & Johnson Vietnam; Senior Manager at OCBC (Singapore), in charge of Global Personal Financial Services; Director of Product Development Mr. Khuc Van Hoa Center, Retail Banking at VPBank since 2011. Deputy CEO cum Head of Corporate Banking In 2015, Mr. Chien was honored to receive Certificate of Merit from the Governor of the State Bank of Vietnam for “Outstanding Mr. Khuc Van Hoa was appointed as Deputy CEO cum Head of Sales and Distribution in September 2012. From June 2015, contributions to the completion of banking tasks in 2014-2015”. Mr. Hoa was appointed as Deputy CEO cum Head of Corporate Banking. Mr. Chien earned his Bachelor Degree from Foreign Trade Mr. Hoa earned his MBA from The French, Vietnamese Center of Management (CFVG). Prior to joining TPBank, Mr. Hoa University; Master of Banking and Finance at Notre Dame, Indiana, used to hold key management positions at Technological and Commercial Bank (Techcombank) and Military Bank (MB) USA under Fulbright Scholarship Program. such as: Deputy Head of Risk Management; Director of SME Credit Center; Regional Director of Techcombank; Deputy Head of Big Corporations of MB.

ANNUAL REPORT 2017 19 BOARD OF MANAGEMENT

Mr. Nguyen uan Thanh Head of Human Resource Management Division

Mr. Nguyen Xuan Thanh has joined TPBank since June 2014 as Head of Human Resource Management Division. Previously, Mr. Thanh had more than 14 years of experiences in human resources management at Techcombank and VPBank with senior management positions, such as: Head of Human Resources Management; Head of Training & Development. Most recently, Mr. Thanh was Head of Human Resources Management at Ho Chi Minh City Development Joint Stock Commercial Bank (HDBank). Mr. Thanh earned his Bachelor of Economics at National Economics University.

Mr. Nguyen a Hoang Head of Direct Sales

Mr. Nguyen Lam Hoang was appointed as Head of Direct Sales and Alternative Channels in 04 December 2013. Previously, he had years of experiences in banking and finance sector and held important management positions at Techcombank, such as Head of Planning Department, Sales Director in Northern region, Personal Finance and Services Division; 2 Ms. Tuong Thi Hoang an Mr. e Hong Na SSP Project Manager in the North cum Vice Director of SSE Center, S&D Division; Head of Sales Center, S&D Division. Head of Investment and Big Corporate Banking Deputy CEO cum Chief Credit Officer Mr. Hoang graduated from National Economics University, majoring in Banking and Finance; and earned his MBA from The French, Vietnamese Center of Management (CFVG). Ms. Truong Thi Hoang Lan joined TPBank since February 2011. Mr. Le Hong Nam joined TPBank since 2009 as Director of TPBank After holding several senior management positions at TPBank, Ho Chi Minh Branch. Since March 2012, Mr. Nam was appointed she was appointed as Head of Investment and Custodian as Deputy CEO in charge of Southern region. Later, he was Mr. ui Quang Cuong Banking in May 2015. In December 2016, Ms. Lan was appointed as Deputy CEO cum Chief Credit Officer. Head of Information Technology Division appointed as Head of Investment and Big Corporate Banking. Graduating as Master of Banking and Finance, Mr. Nam has more In September 2014, Ms. Truong Thi Hoang Lan was honored to than 20 years of experience in the field and held important Mr. Bui Quang Cuong joined TPBank since the establishment project’s early phase in May 2007. receive Certificate of Merit from the Governor of the State positions at credit institutions such as: Head of Credit & Mr. Cuong used to hold key positions, such as: Head of Information Technology Center; Acting Director of Card Center and Digital Bank of Vietnam for “Outstanding contributions to the Investment at Head Office, Shinhan Vina Joint Venture Bank; Bank of TPBank. Currently, Mr. Cuong holds the position of Head of Information Technology Division. completion of banking tasks in 2012-2013”. Director of GPBank Ho Chi Minh Branch; Deputy CEO of Mekong In September 2014, Mr. Bui Quang Cuong was honored to receive Certificate of Merit from the Governor of the State Bank of Ms. Lan has more than 12 years of experiences in banking and Development Commercial Joint Stock Bank. Vietnam for “Outstanding contributions to the completion of banking tasks in 2012-2013”. finance sector. Prior to joining TPBank, she used to be CEO of In 2016, Mr. Nam was honored to receive Certificate of Merit Mr. Cuong has 22 years of experiences in banking and IT sectors. Prior to joining TPBank, he used to hold the positions of Director Viet Tin Securities Joint Stock Company. from the Governor of the State Bank of Vietnam for “Outstanding of Software Center, 3C Company; Head of IT Department, VID Public Bank. Ms. Lan graduated with a Bachelor Degree in Management contributions to the completion of banking tasks in 2014-2015”. Mr. Cuong earned his Bachelor of Science at College of Natural Science, Vietnam National University. Science at Thang Long University.

20 tpb.vn BOARD OF MANAGEMENT

Mr. Nguyen Xuan Thanh Head of Human Resource Management Division

Mr. Nguyen Xuan Thanh has joined TPBank since June 2014 as Head of Human Resource Management Division. Previously, Mr. Thanh had more than 14 years of experiences in human resources management at Techcombank and VPBank with senior management positions, such as: Head of Human Resources Management; Head of Training & Development. Most recently, Mr. Thanh was Head of Human Resources Management at Ho Chi Minh City Development Joint Stock Commercial Bank (HDBank). Mr. Thanh earned his Bachelor of Economics at National Economics University.

Mr. Nguyen Lam Hoang Head of Direct Sales

Mr. Nguyen Lam Hoang was appointed as Head of Direct Sales and Alternative Channels in 04 December 2013. Previously, he had years of experiences in banking and finance sector and held important management positions at Techcombank, such as Head of Planning Department, Sales Director in Northern region, Personal Finance and Services Division; 2 Ms. Truong Thi Hoang Lan Mr. Le Hong Nam SSP Project Manager in the North cum Vice Director of SSE Center, S&D Division; Head of Sales Center, S&D Division. Head of Investment and Big Corporate Banking Deputy CEO cum Chief Credit Officer Mr. Hoang graduated from National Economics University, majoring in Banking and Finance; and earned his MBA from The French, Vietnamese Center of Management (CFVG). Ms. Truong Thi Hoang Lan joined TPBank since February 2011. Mr. Le Hong Nam joined TPBank since 2009 as Director of TPBank After holding several senior management positions at TPBank, Ho Chi Minh Branch. Since March 2012, Mr. Nam was appointed she was appointed as Head of Investment and Custodian as Deputy CEO in charge of Southern region. Later, he was Mr. Bui Quang Cuong Banking in May 2015. In December 2016, Ms. Lan was appointed as Deputy CEO cum Chief Credit Officer. Head of Information Technology Division appointed as Head of Investment and Big Corporate Banking. Graduating as Master of Banking and Finance, Mr. Nam has more In September 2014, Ms. Truong Thi Hoang Lan was honored to than 20 years of experience in the field and held important Mr. Bui Quang Cuong joined TPBank since the establishment project’s early phase in May 2007. receive Certificate of Merit from the Governor of the State positions at credit institutions such as: Head of Credit & Mr. Cuong used to hold key positions, such as: Head of Information Technology Center; Acting Director of Card Center and Digital Bank of Vietnam for “Outstanding contributions to the Investment at Head Office, Shinhan Vina Joint Venture Bank; Bank of TPBank. Currently, Mr. Cuong holds the position of Head of Information Technology Division. completion of banking tasks in 2012-2013”. Director of GPBank Ho Chi Minh Branch; Deputy CEO of Mekong In September 2014, Mr. Bui Quang Cuong was honored to receive Certificate of Merit from the Governor of the State Bank of Ms. Lan has more than 12 years of experiences in banking and Development Commercial Joint Stock Bank. Vietnam for “Outstanding contributions to the completion of banking tasks in 2012-2013”. finance sector. Prior to joining TPBank, she used to be CEO of In 2016, Mr. Nam was honored to receive Certificate of Merit Mr. Cuong has 22 years of experiences in banking and IT sectors. Prior to joining TPBank, he used to hold the positions of Director Viet Tin Securities Joint Stock Company. from the Governor of the State Bank of Vietnam for “Outstanding of Software Center, 3C Company; Head of IT Department, VID Public Bank. Ms. Lan graduated with a Bachelor Degree in Management contributions to the completion of banking tasks in 2014-2015”. Mr. Cuong earned his Bachelor of Science at College of Natural Science, Vietnam National University. Science at Thang Long University.

ANNUAL REPORT 2017 21 ORGANIZATION Annual General Meeting STRUCTURE (AGM)

Board of Supervisors Board of Directors (BOS) (BOD) Operations Human Resources Sound Head Office (OP) (HR) Internal Audit (IA) Chief Excutive Officer Information PR & Marketing Technology (IT) (PRM) (CEO)

Finance & Accounting Risk Management (FA) (RM) Excutive Committee (EXCO)

Credit Legal & Compliance (CR) (LC) Normination & Remuneration Audit and Risk Committee (NORCO) Committee (ARCO)

Assets and Liabilities Credit Committee Committee (ALCO) (CRCO)

Investment Committee (INCO)

Branhe ORGANIZATION Annual General Meeting STRUCTURE (AGM)

Board of Supervisors Board of Directors (BOS) (BOD) Operations Human Resources Sound Head Office (OP) (HR) Internal Audit (IA) Chief Excutive Officer Information PR & Marketing Technology (IT) (PRM) (CEO)

Finance & Accounting Risk Management (FA) (RM) Excutive Committee (EXCO)

Credit Legal & Compliance (CR) (LC) Normination & Remuneration Audit and Risk Committee (NORCO) Committee (ARCO)

Assets and Liabilities Credit Committee Committee (ALCO) (CRCO)

Investment Committee (INCO)

Branhe ACTIVITY REPORT ACTIVITY REPORT TOP TEN HIGHLIGHTS OF 2017 TPBank launched the official corporate song "TPBank Rises to the Top" and announced its Codes of Conduct

TPBank joined the group of trillion-profit banks By the end of 2017, TPBank had a successful year as it reached and surpassed all of its 2017 financial targets assigned by the General TPBank pioneered in application Meeting of Shareholders: profit at VND of Fintech, launching a series of 1,205 billion (155% of plan); total breakthrough products such as asset value at VND 124 trillion; NPL Savy, QuickPay, ePIN ratio at 0.92% and was ranked among the best credit quality banks in the market. TPBank entered the top 10 strongest banks in Vietnam; Top 500 strongest banks in Asia Pacific evaluated by The Asian Banker

TPBank brought the Vietnam golf team to victory over teams of other 40 countries in the World Amateur Golf Champion- ship WAGC

Best Digital Banking Award by IDG and Vietnam Banks Association (VNBA)

7. Chairman Do Minh Phu took the stage at Top Leader Talk event in front of thousands of employees, which spread inspiration and trust throughout the Bank. Chairman Do Minh Phu announced to continue leading Launching and deploying the TPBank as Chairman of the Bank most modern 24/7 LiveBank automatic transaction points in Vietnam, the latest in the world and approved to apply eKYC

The PYN Fund Management Launching the artificial spent nearly USD40 million to intelligence chatbot T'Aio acquire 4.99% stake in TPBank, marking TPBank's success in the domestic and international markets 26 tpb.vn TPBank launched the official corporate song "TPBank Rises to the Top" and announced its Codes of Conduct

TPBank pioneered in application of Fintech, launching a series of breakthrough products such as Savy, QuickPay, ePIN

TPBank brought the Vietnam golf team to victory over teams of other 40 countries in the World Amateur Golf Champion- ship WAGC

7. Chairman Do Minh Phu took the stage at Top Leader Talk event in front of thousands of employees, which spread inspiration and trust throughout the Bank. Chairman Do Minh Phu announced to continue leading TPBank as Chairman of the Bank

Launching the artificial intelligence chatbot T'Aio

ANNUAL REPORT 2017 27 II. OPERATING RESULTS AND BUSINESS TARGETS IN 2017 2017 1. KEY FINANCIAL INDICATORS OF 2017 ACTIVITY REPORT Table 1: Key financial indicators Unit: VND billion

Actual/Target Y-O-Y No. Item FY2016 FY2017 2017 Target Growth I. OVERVIEW ABOUT THE ECONOMY AND BANKING SECTOR IN 2017 +/- %

1 Total assets 105.782 124.119 120.000 17,33% 4.119 3,43% 1. ABOUT THE ECONOMY

The world’s economy in 2017 recovered strongly with special thanks to positive growth rate from big countries including United States 2 Charter Capital 5.842 5.842 5.842 0,00% (0) 0,00% of America, China, Japan and European Union. 3 Total Deposits 97.539 114.669 111.068 17,56% 3.601 3,24% Vietnam’s economy has recorded unprecedented high growth in latest 10 years at 7.65%, with GDP increasing at 6.81%, exceeding the Government’s target. Average CPI increased by 3.53% compared to the average of 2016, lower than the Parliament’s target. 3.1 Deposits from customers 55.082 73.780 62.597 33,95% 11.183 17,86% Inflation rate was well controlled at under 4%. 3.2 Deposits and loans from of 41.245 38.261 46.834 -7,23% (8.573) -18,5% other credit institutions

2. ABOUT THE BANKING SECTOR 3.3 Trusted funds 1.212 2.628 1.637 116,83% 991 60,54% In 2017, banking sector’s performance saw positive changes, the scale of capital mobilization, assets and credits. By the end of 2017, Outstanding loans and corporate 4 58.523 71.296 69.056 21,83% 2.240 3,24% total liquidity increased by 14.19% compared to the end of 2016, mobilizing capital of credit institutions rose by 14.5%, credit growth bonds of the economy reached 18.17%. Despite the difference between credit and deposit growth, the liquidity of the banking system remained stable. 4.1 Loans to customers 47.326 64.007 58.676 35,25% 5.331 9,09%

The deposit rates were relatively stable through the year. Interest rates in VND were commonly quoted at 0.8% -1% per annum for 4.2 Investment of corporate bonds 11.197 7.289 10.380 -34,90% (3.091) -29,78% demand and term deposits of less than 1 month, 4.3% -5.4% per annum for deposits with term of 1 month to less than 6 months, 5.3% - 6.5% per annum or term deposits from 6 months to less than 12 months, for deposits with a term of over 12 months, the rates 5 Non-performing Loan (NPL) ratio 0,70% 1,08% <2% 0,38% were 6.5% - 7.3% per annum The common lending rates of priority sectors were 6% - 6.5% per annum for short term, 9% - 10% 6 Profit before tax 707 1.206 780 70,54% 426 54,58% per annum for medium and long term. Lending rates for common business sectors were 6.8% - 9% per annum for short term, 9.3% -11% per annum for medium and long term. 7 CAR >9% >9% >9%

On the exchange rate and the forex market, 2017 was a year of “calm waves”. Although there were certain fluctuations at the 8 ROE (*) 12,08% 15,6% 12,5% 29% 3,1% 25% beginning of the year, the foreign currency market and exchange rate were considered to remain stable. In 2017, the new Central rate rose only 1.21% compared to the beginning of the year (at VND 22,426) whilst the USD rate at commercial banks fell slightly by 0.18%, popularly at around VND 22,680 – VND 22,750. Despite FED’s path of interest rate increase, USD strong depreciation against Note (*): ROE = Profit before tax/Equity other major currencies was considered as a positive factor for stability of foreign exchange market.. Total assets of TPBank as on 31 December 2017 reached VND 124,119 billion, equivalent to 103.43% of the year plan. Although total To TPBank, the performance in 2017 was considered as a hinge year as business results surpassing the milestone of VND 1,200 billion, assets increased by only 17.33%, the Bank’s profit increased by over 70% compared to 2016 and exceeded 55% of the plan, showing far exceeding the target set by the General Shareholders’ Meeting, paving the way for the next year’s development. Financial targets an impressive performance of TPBank. Total deposit at the end of 2017 was VND 114,669 trillion, in which the capital portfolio and outgrew planned ones. Operating expenses and bad debts were well controlled compared to the industry average. Mobilization and capital use also had a change in quality when mobilization of Primary Market reached VND 73,780 trillion, increasing by nearly 34% credit growth achieved good results, especially the mobilization target. The operating safety criteria complied with regulations of SBV compared to 2016 and helped reduce lending rates and mobilization of Market 2 from 42% in 2016 to 33% in 2017. Total outstanding as well as requirements of partners. loans (including Corporate Bond) well grew to VND 71,296 billion. In which, loans to customers were VND 64,007 billion. LDR of Primary Market fell to 97% and the overall LDR was only 62%, the ratio of short-term capital used for medium- and long-term loans were 27% at the end of 2017. In addition, the safety indexes and ratios positively improved and complied with the regulations of SBV. Debt quality remained low, NPL ratio is 1.08% at the end of 2017 among which only 0.86% was real, the remaining is due to the reclassification of customers’ NPL at other banks.

Total operating income of TPBank in 2017 was VND 3,610 billion, in which net interest income reached VND 3,172 billion (accounting for 87.9%). Net non-interest income reached VND 417 billion (accounting for 12.1%). Profit before Provisions for credit risk was VND 1,668 billion. In 2017, the Bank reserved a risk provision of VND 462 billion, in which provision for customer loan was VND 307 billion and for VAMC bonds was VND 155 billion.

The Bank’s profit before tax in 2017 was VND 1,206 billion, equivalent to 154.58% of the year target submitted to the General Shareholders’ Meeting.

28 tpb.vn II. OPERATING RESULTS AND BUSINESS TARGETS IN 2017 2017 1. KEY FINANCIAL INDICATORS OF 2017 ACTIVITY REPORT Table 1: Key financial indicators Unit: VND billion

Actual/Target Y-O-Y No. Item FY2016 FY2017 2017 Target Growth I. OVERVIEW ABOUT THE ECONOMY AND BANKING SECTOR IN 2017 +/- %

1 Total assets 105.782 124.119 120.000 17,33% 4.119 3,43% 1. ABOUT THE ECONOMY

The world’s economy in 2017 recovered strongly with special thanks to positive growth rate from big countries including United States 2 Charter Capital 5.842 5.842 5.842 0,00% (0) 0,00% of America, China, Japan and European Union. 3 Total Deposits 97.539 114.669 111.068 17,56% 3.601 3,24% Vietnam’s economy has recorded unprecedented high growth in latest 10 years at 7.65%, with GDP increasing at 6.81%, exceeding the Government’s target. Average CPI increased by 3.53% compared to the average of 2016, lower than the Parliament’s target. 3.1 Deposits from customers 55.082 73.780 62.597 33,95% 11.183 17,86% Inflation rate was well controlled at under 4%. 3.2 Deposits and loans from of 41.245 38.261 46.834 -7,23% (8.573) -18,5% other credit institutions

2. ABOUT THE BANKING SECTOR 3.3 Trusted funds 1.212 2.628 1.637 116,83% 991 60,54% In 2017, banking sector’s performance saw positive changes, the scale of capital mobilization, assets and credits. By the end of 2017, Outstanding loans and corporate 4 58.523 71.296 69.056 21,83% 2.240 3,24% total liquidity increased by 14.19% compared to the end of 2016, mobilizing capital of credit institutions rose by 14.5%, credit growth bonds of the economy reached 18.17%. Despite the difference between credit and deposit growth, the liquidity of the banking system remained stable. 4.1 Loans to customers 47.326 64.007 58.676 35,25% 5.331 9,09%

The deposit rates were relatively stable through the year. Interest rates in VND were commonly quoted at 0.8% -1% per annum for 4.2 Investment of corporate bonds 11.197 7.289 10.380 -34,90% (3.091) -29,78% demand and term deposits of less than 1 month, 4.3% -5.4% per annum for deposits with term of 1 month to less than 6 months, 5.3% - 6.5% per annum or term deposits from 6 months to less than 12 months, for deposits with a term of over 12 months, the rates 5 Non-performing Loan (NPL) ratio 0,70% 1,08% <2% 0,38% were 6.5% - 7.3% per annum The common lending rates of priority sectors were 6% - 6.5% per annum for short term, 9% - 10% 6 Profit before tax 707 1.206 780 70,54% 426 54,58% per annum for medium and long term. Lending rates for common business sectors were 6.8% - 9% per annum for short term, 9.3% -11% per annum for medium and long term. 7 CAR >9% >9% >9%

On the exchange rate and the forex market, 2017 was a year of “calm waves”. Although there were certain fluctuations at the 8 ROE (*) 12,08% 15,6% 12,5% 29% 3,1% 25% beginning of the year, the foreign currency market and exchange rate were considered to remain stable. In 2017, the new Central rate rose only 1.21% compared to the beginning of the year (at VND 22,426) whilst the USD rate at commercial banks fell slightly by 0.18%, popularly at around VND 22,680 – VND 22,750. Despite FED’s path of interest rate increase, USD strong depreciation against Note (*): ROE = Profit before tax/Equity other major currencies was considered as a positive factor for stability of foreign exchange market.. Total assets of TPBank as on 31 December 2017 reached VND 124,119 billion, equivalent to 103.43% of the year plan. Although total To TPBank, the performance in 2017 was considered as a hinge year as business results surpassing the milestone of VND 1,200 billion, assets increased by only 17.33%, the Bank’s profit increased by over 70% compared to 2016 and exceeded 55% of the plan, showing far exceeding the target set by the General Shareholders’ Meeting, paving the way for the next year’s development. Financial targets an impressive performance of TPBank. Total deposit at the end of 2017 was VND 114,669 trillion, in which the capital portfolio and outgrew planned ones. Operating expenses and bad debts were well controlled compared to the industry average. Mobilization and capital use also had a change in quality when mobilization of Primary Market reached VND 73,780 trillion, increasing by nearly 34% credit growth achieved good results, especially the mobilization target. The operating safety criteria complied with regulations of SBV compared to 2016 and helped reduce lending rates and mobilization of Market 2 from 42% in 2016 to 33% in 2017. Total outstanding as well as requirements of partners. loans (including Corporate Bond) well grew to VND 71,296 billion. In which, loans to customers were VND 64,007 billion. LDR of Primary Market fell to 97% and the overall LDR was only 62%, the ratio of short-term capital used for medium- and long-term loans were 27% at the end of 2017. In addition, the safety indexes and ratios positively improved and complied with the regulations of SBV. Debt quality remained low, NPL ratio is 1.08% at the end of 2017 among which only 0.86% was real, the remaining is due to the reclassification of customers’ NPL at other banks.

Total operating income of TPBank in 2017 was VND 3,610 billion, in which net interest income reached VND 3,172 billion (accounting for 87.9%). Net non-interest income reached VND 417 billion (accounting for 12.1%). Profit before Provisions for credit risk was VND 1,668 billion. In 2017, the Bank reserved a risk provision of VND 462 billion, in which provision for customer loan was VND 307 billion and for VAMC bonds was VND 155 billion.

The Bank’s profit before tax in 2017 was VND 1,206 billion, equivalent to 154.58% of the year target submitted to the General Shareholders’ Meeting.

ANNUAL REPORT 2017 29 80,000 2,000,000 2.2 Capital utilization activities

70,000 2.2.1 Credit activities

60,000 1,500,000 Credit policies that TPBank closely developed for credit activities in accordance with strategic directions of the Bank showed effectiveness in improving the process of credit granting and asset appraisal recently. 50,000 By the end of 2017, outstanding loans to customers were VND 64,007 billion, within which short-term loans were VND 18,704 billion, 40,000 1,000,000 accounting for 29.22% and medium and long-term loans were VND 45,303 billion, accounting for 70.78% of total outstanding loans of Primary market. 30,000 Regarding Retail Banking segment, in addition to continue developing key lending fields, Business Divisions captured market 20,000 500,000 opportunities to grow core loans, increasing profitability and the Bank’s market share. In the year 2017, TPBank also launched a number of new products to serve different customers and segments. TPBank successfully deployed cooperation with lots of new 10,000 partners, hence increased revenue. In regard to Car loan, the Bank kept holding the leading position in car loan market.

- 0 The Corporate Banking segment witnessed good lending growth. Along with the car loan products that Corporate Banking successfully 2011 2012 2013 2014 2015 2016 2017 deployed, the instant loan products started to mark their achievements in some specialized industries, creating favorable condition for business units to approach and provide credits to enterprises in these industries.. The Bank also increased off-balance sheet Number Deposit of Outstanding loans credit activities, grew well in non-interest income, focused on building and improving a number of products, including several leading of Customer Primary Market of Primary Market products such as Bank Guarantees; LC/ LC UPAS which were considered highly competitive in the market. Thereby, the segment Figure 1: Trend of Deposit, Outstanding Loan of Primary Market and Number of Customers significantly contributed to the enhancement of competitiveness of TPBank.

By the end of 2017, the total assets reached VND 124,129 billion, an increase of VND 18,337 billion compared to the end of 2016, in which: Primary Market’s deposits rose by VND 18,698 billion - equivalent to 33.95%, Primary Market’s loans grew by VND 16,681 10.2% billion or 35.25%. Customer base continued to expand, number of new customers within the year was 197,755 customers, reaching FY 2017 over 1,715,600 customers. This was an important foundation for TPBank to further develop in the coming years. 36.2% Retail banking customers

2. RESULTS OF SPECIFIC ACTIVITIES 53.5% Coporate banking customers

2.1 Capital mobilization activities Coporate bonds

Deposits from customers reached VND 70,299 billion in 2017, 27.63% higher than in 2016, in which: demand deposits from customers were ~ 11,830 billion (accounting for 16.83%); foreign currency deposits were VND 7,844 billion, an increase of VND 1,679 billion (27.23%) compared to the end of last year (accounting for 11.16%). Especially in 2017, TPBank maintained an effective mobilization Figure 4: Lending activities in 2017 orientation and positioned itself as a safe operation bank with term deposit rates at market average.

TPBank launched various new products to meet growing needs of customers with several promotion campaigns.

Efforts in dealing with outstanding NPLs and growing high-quality credits helped improve credit quality, the ratio was of 1.08% at the 70000 end of 2017. 62,455 60000 60000 58,468 2.2.2 Investment, forex and gold trading activities 50000 50000 47,380 48,917 TPBank’s investment portfolio was managed in a way that ensured profitability, liquidity and compliance with the regulations of SBV.

40000 40000 As of 31 December 2017, the total investment in government bonds and other credit institutions’ bonds reached VND 18,328 billion,

30000 30000 aiming at ensuring liquidity of the Bank, as well as diversifying the investment portfolio. Since the beginning of the year, the Capital Market Division developed great strategies as it boldly increased trading limit, maximized trading term, , and achieved good business 20000 20000 results. In 2017, TPBank continued to be a member ranked highly among the primary bidding members of the Ministry of Finance and 7,702 was an actively trading member of government bonds and government guarantee bonds in the secondary market. 10000 7,702 10000 7,844 6,165 Term deposits and loans at other credit institutions reached VND 22,590 billion. Generally in 2017, the liquidity in the interbank market 0 0 was plentiful and average interest rates were low (especially in the third quarter and the fourth quarter of 2017). Consequently, 2016 2017 2016 2017 TPBank effectively used the quotas granted by the domestic and foreign financial institutions. in order to: increases long-term Demand Deposits Term Deposits Foreign Currency VND borrowing and ensure liquidity, increase lending/deposit transactions with a wider base of partnership and raise profitability from Figure 2: Deposit classification by terms Figure 3: Deposit classification by currency interest rate differences. It continued to cooperate closely with financial institution partners to meet the demand for borrowing and interbank lendi. This channel was a significant contributor to net operating income of the Bank in 2017.

30 tpb.vn 80,000 2,000,000 2.2 Capital utilization activities

70,000 2.2.1 Credit activities

60,000 1,500,000 Credit policies that TPBank closely developed for credit activities in accordance with strategic directions of the Bank showed effectiveness in improving the process of credit granting and asset appraisal recently. 50,000 By the end of 2017, outstanding loans to customers were VND 64,007 billion, within which short-term loans were VND 18,704 billion, 40,000 1,000,000 accounting for 29.22% and medium and long-term loans were VND 45,303 billion, accounting for 70.78% of total outstanding loans of Primary market. 30,000 Regarding Retail Banking segment, in addition to continue developing key lending fields, Business Divisions captured market 20,000 500,000 opportunities to grow core loans, increasing profitability and the Bank’s market share. In the year 2017, TPBank also launched a number of new products to serve different customers and segments. TPBank successfully deployed cooperation with lots of new 10,000 partners, hence increased revenue. In regard to Car loan, the Bank kept holding the leading position in car loan market.

- 0 The Corporate Banking segment witnessed good lending growth. Along with the car loan products that Corporate Banking successfully 2011 2012 2013 2014 2015 2016 2017 deployed, the instant loan products started to mark their achievements in some specialized industries, creating favorable condition for business units to approach and provide credits to enterprises in these industries.. The Bank also increased off-balance sheet Number Deposit of Outstanding loans credit activities, grew well in non-interest income, focused on building and improving a number of products, including several leading of Customer Primary Market of Primary Market products such as Bank Guarantees; LC/ LC UPAS which were considered highly competitive in the market. Thereby, the segment Figure 1: Trend of Deposit, Outstanding Loan of Primary Market and Number of Customers significantly contributed to the enhancement of competitiveness of TPBank.

By the end of 2017, the total assets reached VND 124,129 billion, an increase of VND 18,337 billion compared to the end of 2016, in which: Primary Market’s deposits rose by VND 18,698 billion - equivalent to 33.95%, Primary Market’s loans grew by VND 16,681 10.2% billion or 35.25%. Customer base continued to expand, number of new customers within the year was 197,755 customers, reaching FY 2017 over 1,715,600 customers. This was an important foundation for TPBank to further develop in the coming years. 36.2% Retail banking customers

2. RESULTS OF SPECIFIC ACTIVITIES 53.5% Coporate banking customers

2.1 Capital mobilization activities Coporate bonds

Deposits from customers reached VND 70,299 billion in 2017, 27.63% higher than in 2016, in which: demand deposits from customers were ~ 11,830 billion (accounting for 16.83%); foreign currency deposits were VND 7,844 billion, an increase of VND 1,679 billion (27.23%) compared to the end of last year (accounting for 11.16%). Especially in 2017, TPBank maintained an effective mobilization Figure 4: Lending activities in 2017 orientation and positioned itself as a safe operation bank with term deposit rates at market average.

TPBank launched various new products to meet growing needs of customers with several promotion campaigns.

Efforts in dealing with outstanding NPLs and growing high-quality credits helped improve credit quality, the ratio was of 1.08% at the 70000 end of 2017. 62,455 60000 60000 58,468 2.2.2 Investment, forex and gold trading activities 50000 50000 47,380 48,917 TPBank’s investment portfolio was managed in a way that ensured profitability, liquidity and compliance with the regulations of SBV.

40000 40000 As of 31 December 2017, the total investment in government bonds and other credit institutions’ bonds reached VND 18,328 billion,

30000 30000 aiming at ensuring liquidity of the Bank, as well as diversifying the investment portfolio. Since the beginning of the year, the Capital Market Division developed great strategies as it boldly increased trading limit, maximized trading term, , and achieved good business 20000 20000 results. In 2017, TPBank continued to be a member ranked highly among the primary bidding members of the Ministry of Finance and 7,702 was an actively trading member of government bonds and government guarantee bonds in the secondary market. 10000 7,702 10000 7,844 6,165 Term deposits and loans at other credit institutions reached VND 22,590 billion. Generally in 2017, the liquidity in the interbank market 0 0 was plentiful and average interest rates were low (especially in the third quarter and the fourth quarter of 2017). Consequently, 2016 2017 2016 2017 TPBank effectively used the quotas granted by the domestic and foreign financial institutions. in order to: increases long-term Demand Deposits Term Deposits Foreign Currency VND borrowing and ensure liquidity, increase lending/deposit transactions with a wider base of partnership and raise profitability from Figure 2: Deposit classification by terms Figure 3: Deposit classification by currency interest rate differences. It continued to cooperate closely with financial institution partners to meet the demand for borrowing and interbank lendi. This channel was a significant contributor to net operating income of the Bank in 2017.

ANNUAL REPORT 2017 31 2.4 Activities of supporting units 2.4.1 Human resources development activities 26.4% FY 2017 As at 31 December 2017, the total number of employees of the Bank was 4,848 people, increasing 40% compared to the end of 2016, mostly from increase of sales force and personnel for new branches. Government bonds 17.7% TPBank promoted its recruiting activities, satisfying personnel demands for both current units in the year and new branches/units 54.4% Other credit institutions bonds opening in 2018.

Trusted funds The bank made an adjustment of staffs’ salaries and welfares in the whole system in order to improve the competitiveness, attract 1.5% and retain personnel. It built and improve the mechanism for sales incentives and indirect titles to encourage working motivation and increase productivity.

In 2017, 551 training courses were conducted for 17,751 staffs, an increase of 221 training courses and 6,971 staffs trained compared Figure 5: Investment portfolio in 2017 to 2016.

The training center coordinated with other Divisions conducting periodical review of the entire training programs, adjusting better content and duration, hence the quality of the trainees was improved, and met work requirements in business units. In 2017, TPBank boosted its performance in gold and foreign exchange businesses, foreign exchange sales continued to grow well, entering the list of the top 20 for 03 times, with a strong increase in forex sales and segment of individual customers. Gold sales 2.4.2 Infomation technology (IT) activities continued to be in the top 3 of the market share. With the aim of affirming the name of Digital Bank of TPBank, in 2017 IT Division deployed and went live a number of big technology 2.2.3 Financial Institution (FI) Activities projects to meet business demand of the Bank; actively researching and applying new technologies and functions to help increase productivity and make difference in operation as well as in the Bank’s products; strengthen information safety and security, investing FI Division extended limits and relations with domestic and foreign financial institutions, especially increased limits with foreign FIs in upgrading security systems; maintaining the system operation stable, safe, cost-saving, and improving the quality of customer and contributed to enhancement of ability to mobilize capital in order to generate profits and liquidity assurance of the Bank. service. In details: It participated in low-cost development funding projects from international organizations to take advantage of the opportunities for technical assistance, funding sources for TPBank. • Successfully deploying eBank Enterprise 3.0 that provided a number of new features and products for customers, especially the integration of digital signature. It successfully conducted commercial loans with large values from foreign financial institutions, hence increased the trade finance limits. • Successfully implementing loan initialization system - LOS phase 1 project, which gradually standardized, automated the approval It met the sudden increase in 2017 Bank’s volume of Trade Finance. of individual customer loans, reduced transaction-processing time.

In 2017, TPBank remained holding B2 for Moody’s credit rating, prospected stability and built a strong and stable image of TPBank in • Launching automatic transaction solution LiveBank (VTM), which gave customers access to a new service, enhancing digital domestic and foreign markets. experience and service 24/7.

2.3 Risk managerment activities • Completing eGold online project that allowed customers to buy and sell gold online, which was fast, convenient, safe and minimizes use of cash. In 2017 TPBank’s risk management system continued to be promoted and strengthened, NPL ratio was below the plan, no operational losses occurred and potential risk events were within acceptable level, safety criteria in operation were maintained and further • Successfully deploying ESB Phase 1 project that standardized connection of TPBank services in terms of design, operation and improved. management, and helped increase reusability, and shorten implementation time of projects.

A number of key issues related to enhancing capabilities of operational risk management were addressed: conducted Basel 2-oriented • Successfully deploying the first ePIN project in Vietnam, which allowed customers to quickly change their PIN in minutes instead operational risk management tools such as Loss Data Collection, Key Risk Indicators, hence identified significant risks and proposed of in days as before, hence saved on printing, delivery and enhanced quality service and customer satisfaction. solutions to address such risks; developed a plan for maintaining business continuity of business units throughout the system; recognized and analyzed business interruptions, recommended and monitored the implementation of corrective solutions to avoid • Implementing 3D-Secure in which TPBank self-built solutions instead of purchasing full package from partner and synchronized repetitive problems at TPBank. It regularly monitored performance of the solutions that fix and prevent risks; and accelerated the authentication methods with eBank instead of only sending SMS like other banks. implementation process. • TPBank has always complied with regulations on capital adequacy of SBV, IFC, ADB and commitments with foreign partners. Successfully self-studying, integrating and deploying the next-generation mPOS 3G device and the new mPOS app, saved up to Specifically, the minimum capital adequacy ratio (CAR) maintained at over 9%. The ratio of total assets to current liabilities and 60% of device costs compared with conventional 3G POS, which supports contactless payment and enables compatibility with total liabilities maintained at over 10% (SBV regulations was not less than 10%); the quick payment rate kept above 12% (stipulated Samsung Pay not less than 10%); the payment rate in the next 30 days of each currency sustained above 50% for VND, over 10% for Foreign • Successfully developing and implementing TPBScan software, which facilitated digitization of documents at the counters fast and currency converted to VND in accordance with the regulations of the State Bank. The proportion of short-term capital for medium and convenient, optimized the use of the transmission line,. long-term loans preserved at a much lower 50%.

• Deployed Qlik and dashboard new technologies that effectively supports with multidimensional management information

• Successfully implementing eCounter project throughout the Bank to give customers new experiences when making transactions with TPBank.

32 tpb.vn 2.4 Activities of supporting units 2.4.1 Human resources development activities 26.4% FY 2017 As at 31 December 2017, the total number of employees of the Bank was 4,848 people, increasing 40% compared to the end of 2016, mostly from increase of sales force and personnel for new branches. Government bonds 17.7% TPBank promoted its recruiting activities, satisfying personnel demands for both current units in the year and new branches/units 54.4% Other credit institutions bonds opening in 2018.

Trusted funds The bank made an adjustment of staffs’ salaries and welfares in the whole system in order to improve the competitiveness, attract 1.5% and retain personnel. It built and improve the mechanism for sales incentives and indirect titles to encourage working motivation and increase productivity.

In 2017, 551 training courses were conducted for 17,751 staffs, an increase of 221 training courses and 6,971 staffs trained compared Figure 5: Investment portfolio in 2017 to 2016.

The training center coordinated with other Divisions conducting periodical review of the entire training programs, adjusting better content and duration, hence the quality of the trainees was improved, and met work requirements in business units. In 2017, TPBank boosted its performance in gold and foreign exchange businesses, foreign exchange sales continued to grow well, entering the list of the top 20 for 03 times, with a strong increase in forex sales and segment of individual customers. Gold sales 2.4.2 Infomation technology (IT) activities continued to be in the top 3 of the market share. With the aim of affirming the name of Digital Bank of TPBank, in 2017 IT Division deployed and went live a number of big technology 2.2.3 Financial Institution (FI) Activities projects to meet business demand of the Bank; actively researching and applying new technologies and functions to help increase productivity and make difference in operation as well as in the Bank’s products; strengthen information safety and security, investing FI Division extended limits and relations with domestic and foreign financial institutions, especially increased limits with foreign FIs in upgrading security systems; maintaining the system operation stable, safe, cost-saving, and improving the quality of customer and contributed to enhancement of ability to mobilize capital in order to generate profits and liquidity assurance of the Bank. service. In details: It participated in low-cost development funding projects from international organizations to take advantage of the opportunities for technical assistance, funding sources for TPBank. • Successfully deploying eBank Enterprise 3.0 that provided a number of new features and products for customers, especially the integration of digital signature. It successfully conducted commercial loans with large values from foreign financial institutions, hence increased the trade finance limits. • Successfully implementing loan initialization system - LOS phase 1 project, which gradually standardized, automated the approval It met the sudden increase in 2017 Bank’s volume of Trade Finance. of individual customer loans, reduced transaction-processing time.

In 2017, TPBank remained holding B2 for Moody’s credit rating, prospected stability and built a strong and stable image of TPBank in • Launching automatic transaction solution LiveBank (VTM), which gave customers access to a new service, enhancing digital domestic and foreign markets. experience and service 24/7.

2.3 Risk managerment activities • Completing eGold online project that allowed customers to buy and sell gold online, which was fast, convenient, safe and minimizes use of cash. In 2017 TPBank’s risk management system continued to be promoted and strengthened, NPL ratio was below the plan, no operational losses occurred and potential risk events were within acceptable level, safety criteria in operation were maintained and further • Successfully deploying ESB Phase 1 project that standardized connection of TPBank services in terms of design, operation and improved. management, and helped increase reusability, and shorten implementation time of projects.

A number of key issues related to enhancing capabilities of operational risk management were addressed: conducted Basel 2-oriented • Successfully deploying the first ePIN project in Vietnam, which allowed customers to quickly change their PIN in minutes instead operational risk management tools such as Loss Data Collection, Key Risk Indicators, hence identified significant risks and proposed of in days as before, hence saved on printing, delivery and enhanced quality service and customer satisfaction. solutions to address such risks; developed a plan for maintaining business continuity of business units throughout the system; recognized and analyzed business interruptions, recommended and monitored the implementation of corrective solutions to avoid • Implementing 3D-Secure in which TPBank self-built solutions instead of purchasing full package from partner and synchronized repetitive problems at TPBank. It regularly monitored performance of the solutions that fix and prevent risks; and accelerated the authentication methods with eBank instead of only sending SMS like other banks. implementation process. • TPBank has always complied with regulations on capital adequacy of SBV, IFC, ADB and commitments with foreign partners. Successfully self-studying, integrating and deploying the next-generation mPOS 3G device and the new mPOS app, saved up to Specifically, the minimum capital adequacy ratio (CAR) maintained at over 9%. The ratio of total assets to current liabilities and 60% of device costs compared with conventional 3G POS, which supports contactless payment and enables compatibility with total liabilities maintained at over 10% (SBV regulations was not less than 10%); the quick payment rate kept above 12% (stipulated Samsung Pay not less than 10%); the payment rate in the next 30 days of each currency sustained above 50% for VND, over 10% for Foreign • Successfully developing and implementing TPBScan software, which facilitated digitization of documents at the counters fast and currency converted to VND in accordance with the regulations of the State Bank. The proportion of short-term capital for medium and convenient, optimized the use of the transmission line,. long-term loans preserved at a much lower 50%.

• Deployed Qlik and dashboard new technologies that effectively supports with multidimensional management information

• Successfully implementing eCounter project throughout the Bank to give customers new experiences when making transactions with TPBank.

ANNUAL REPORT 2017 33 • Launched new product QuickPay – QR code payment solution with a number of breakthrough features which were tools to help 2.4.5 Prizes and awards in 2017 fast develop numbers of customers and support for the implementation of non-cash payment as directed by of SBV.

TPBank was the only bank to be honored with “Best Auto Loan Production in Vietnam” from The Jan 2017 • Successfully implementing CIC automatic-search project which was a robotic technology that helped save cost of about 30 Asian Banker personnel, minimized duplication of search and reduced response time.

TPBank received prestigious Vietnam Brand Award from VNEconomy and Vietnam Trade • Rolling out 02 new authentication methods called OTP Push Notification and OTP Display Card, in which OTP Display Card was the April 2017 Promotion Bureau under the Ministry of Indutry and Trade. first new OTP product in Vietnam.

• Successfully finishing ISO 20000K project and TPBank became the first bank in Vietnam achieving certification of information TPBannk received “Best internet banking product in Vietnam” and “Best retail bank in Vietnam” May 2017 technology service management in accordance with international standards. from Global Financial Market Review (GFM).

• Deploying other projects Mr. Nguyễn Viêt Anh – TPBank Deputy CEO was honord with “Leadership Achievement Award” June 2017 by The Asian Banker 2.4.3 Products and customers development TPBank was honored with Emulation flag and Certificate of Merit for Excellent Unit in the August 2017 Retail banking activites emulation movement “Good deployment of tax policy 2016” by Hanoi People’s Committee”

• Analyzing existing customer portfolios to identify potential customer segments for cross-selling. Building a set of products to meet 06 groups of customer needs: Account – Transaction, Deposits, Lending, Credit cards, Insurance and Investment. Deploying October 2017 TPBank entered the Vietnam top 50 best profit enterprises by Vietnam Report new and diversified products to meet evolving demands of customers (Deposits, Loans - especially trust loans, Cash Free Cards, Prepaid Cards, etc.) November 2017 TPBank entered the top 10 strongest banks in Vietnam by The Asian Banker

• Launching new Bancassurance products to increase fee income, meeting more comprehensive needs of customers through TPBank received “Best Digital Banking Award 2017” by and Vietnam banking from International continuous deployment of customer development campaigns, partnerships, promotions and sales accelerating programs. December 2017 Data Group and Vietnam Banks Association (VNBA)

• In regard to card products, adding a number of new features including: 3D Secure, Installments, Digital PIN, Loyalty, etc. Launching new products: Visa Debit Cash Free & Prepaid Virtual Card.

• Developing and introducing digital banking products, application of information technology in accordance with the aim of being a 3. LIMITATIONS, REMAINS TO OVERCOME leading digital bank in Vietnam (QPay, Savy, etc.) as well as a pioneering bank applying Fintech in business. Besides achievements, in 2017 TPBank still has some limitations that need to be improved. In details:

Coporate banking activities 3.1 Business Activity

To closely meet clients’ needs, Corporate Banking Division issued a series of basic, core and competitive products. • Improve ability to exploit customers, identify products that are salable to continue exploiting full potential of customers. Develop stronger and more focusing sales force and sales activities. Sales promotion programs and marketing campaigns for customer development and customer care were intensively adopted. In 2017, TPBank had eBank Biz 3.0 go live with many outstanding new features such as Online International Money Transfer; Credit • Because of policy affection, capital mobilization performance was below expectation due to focusing on effective capital transactions; Guarantee; L/C via eBank; Application of digital signature on eBank to confirm transaction and sign documents. mobilization, prioritizing longer term to maintain good medium – long term capital for lending activities. eBank proceeded to expand its partnerships and provided convenient online payment services such as: 24/7 customs payment; freight payment service; eBank services developed specifically for big customers; Upgrade on batch transfer (payroll service on • Old debts of loan portfolio increase which possibly make the number of NPL increase accordingly, hence it requires continuous eBank); Upgrade on OTP SMS for eBank BIZ; Implementation of OTP Token Card for eBank BIZ... control to guarantee credit quality.

• Cost of management activities remains high that needs to be improve in following period 2.4.4 Network development activities

As at 31 December 2017, the total number of ATMs+ (LiveBank) operating was 48 in Hanoi, Hochiminh City and some other provinces/ 3.2 Human resources development activities cities. . TPBank opened a representative office in Ho Chi Minh City, 01 branch in Kien Giang; 02 transaction offices in Binh Duong and Dong Nai. As at 31 December 2017, TPBank’s branch network covered all three regions with 64 transaction points. All new business • Recruitment: the bank faces some difficulties in attracting experienced personnel and needs to improve in 2018 units are located in densely populated areas, have strong visibility and perform effectively. • Labor relations: improve internal human resource development for experienced personnel group, increase screening ratio of internal appointment over recruitment from outside

• Training: improve cementation of training activities and internal personnel planning and development

34 tpb.vn • Launched new product QuickPay – QR code payment solution with a number of breakthrough features which were tools to help 2.4.5 Prizes and awards in 2017 fast develop numbers of customers and support for the implementation of non-cash payment as directed by of SBV.

TPBank was the only bank to be honored with “Best Auto Loan Production in Vietnam” from The Jan 2017 • Successfully implementing CIC automatic-search project which was a robotic technology that helped save cost of about 30 Asian Banker personnel, minimized duplication of search and reduced response time.

TPBank received prestigious Vietnam Brand Award from VNEconomy and Vietnam Trade • Rolling out 02 new authentication methods called OTP Push Notification and OTP Display Card, in which OTP Display Card was the April 2017 Promotion Bureau under the Ministry of Indutry and Trade. first new OTP product in Vietnam.

• Successfully finishing ISO 20000K project and TPBank became the first bank in Vietnam achieving certification of information TPBannk received “Best internet banking product in Vietnam” and “Best retail bank in Vietnam” May 2017 technology service management in accordance with international standards. from Global Financial Market Review (GFM).

• Deploying other projects Mr. Nguyễn Viêt Anh – TPBank Deputy CEO was honord with “Leadership Achievement Award” June 2017 by The Asian Banker 2.4.3 Products and customers development TPBank was honored with Emulation flag and Certificate of Merit for Excellent Unit in the August 2017 Retail banking activites emulation movement “Good deployment of tax policy 2016” by Hanoi People’s Committee”

• Analyzing existing customer portfolios to identify potential customer segments for cross-selling. Building a set of products to meet 06 groups of customer needs: Account – Transaction, Deposits, Lending, Credit cards, Insurance and Investment. Deploying October 2017 TPBank entered the Vietnam top 50 best profit enterprises by Vietnam Report new and diversified products to meet evolving demands of customers (Deposits, Loans - especially trust loans, Cash Free Cards, Prepaid Cards, etc.) November 2017 TPBank entered the top 10 strongest banks in Vietnam by The Asian Banker

• Launching new Bancassurance products to increase fee income, meeting more comprehensive needs of customers through TPBank received “Best Digital Banking Award 2017” by and Vietnam banking from International continuous deployment of customer development campaigns, partnerships, promotions and sales accelerating programs. December 2017 Data Group and Vietnam Banks Association (VNBA)

• In regard to card products, adding a number of new features including: 3D Secure, Installments, Digital PIN, Loyalty, etc. Launching new products: Visa Debit Cash Free & Prepaid Virtual Card.

• Developing and introducing digital banking products, application of information technology in accordance with the aim of being a 3. LIMITATIONS, REMAINS TO OVERCOME leading digital bank in Vietnam (QPay, Savy, etc.) as well as a pioneering bank applying Fintech in business. Besides achievements, in 2017 TPBank still has some limitations that need to be improved. In details:

Coporate banking activities 3.1 Business Activity

To closely meet clients’ needs, Corporate Banking Division issued a series of basic, core and competitive products. • Improve ability to exploit customers, identify products that are salable to continue exploiting full potential of customers. Develop stronger and more focusing sales force and sales activities. Sales promotion programs and marketing campaigns for customer development and customer care were intensively adopted. In 2017, TPBank had eBank Biz 3.0 go live with many outstanding new features such as Online International Money Transfer; Credit • Because of policy affection, capital mobilization performance was below expectation due to focusing on effective capital transactions; Guarantee; L/C via eBank; Application of digital signature on eBank to confirm transaction and sign documents. mobilization, prioritizing longer term to maintain good medium – long term capital for lending activities. eBank proceeded to expand its partnerships and provided convenient online payment services such as: 24/7 customs payment; freight payment service; eBank services developed specifically for big customers; Upgrade on batch transfer (payroll service on • Old debts of loan portfolio increase which possibly make the number of NPL increase accordingly, hence it requires continuous eBank); Upgrade on OTP SMS for eBank BIZ; Implementation of OTP Token Card for eBank BIZ... control to guarantee credit quality.

• Cost of management activities remains high that needs to be improve in following period 2.4.4 Network development activities

As at 31 December 2017, the total number of ATMs+ (LiveBank) operating was 48 in Hanoi, Hochiminh City and some other provinces/ 3.2 Human resources development activities cities. . TPBank opened a representative office in Ho Chi Minh City, 01 branch in Kien Giang; 02 transaction offices in Binh Duong and Dong Nai. As at 31 December 2017, TPBank’s branch network covered all three regions with 64 transaction points. All new business • Recruitment: the bank faces some difficulties in attracting experienced personnel and needs to improve in 2018 units are located in densely populated areas, have strong visibility and perform effectively. • Labor relations: improve internal human resource development for experienced personnel group, increase screening ratio of internal appointment over recruitment from outside

• Training: improve cementation of training activities and internal personnel planning and development

ANNUAL REPORT 2017 35

IACIA TATEET IACIA TATEET GENERAL INFORMATION GENERAL INFORMATION (continued)

THE BANK BOARD OF SUPERVISIONS

Tien Phong Commercial Joint Stock Bank (hereinafter referred to as the “Bank” or “TPBank”) is a joint stock commercial bank Name Position Date of appointment/ resignation incorporated in the Socialist Republic of Vietnam. Ms. Nguyen Thi Bao Head of the Board (Appointed on 12 April 2013) The Bank was established in accordance with Banking License No. 123/GP-NHNN issued by the Governor of the State Bank of Vietnam (“the SBV”) on 05 May 2008; which has been subsequently amended and supplemented in accordance with Decision No. Mr. Thai Duy Nghia Specialized Member (Appointed on 12 April 2013) 2132/QD-NHNN dated 27 September 2011 by the Governor of the SBV with the operation duration of 99 years. The Bank’s initial Mr. Tomohiro Yamaguchi Member (Appointed on 21 April 2017) Business Registration Certificate was initially granted on 12 May 2008 and amended for the 23rd on 04 October 2016.

The Bank’s main activities are providing banking services including mobilizing and receiving short-term, medium-term, and long-term deposits from organizations and individuals; making short-term, medium-term, and long-term loans to organizations and individuals based on the nature and capability of the Bank’s sources of capital; conducting foreign exchange transactions, BOARD OF MANAGEMENT AND CHIEF ACCOUNTANT international trade finance services, discounting of commercial papers, bonds and other valuable papers, and providing other banking services as approved by the SBV. Name Position Date of appointment/ resignation

(Appointed on 04 July 2012) Location and Operational network Mr. Nguyen Hung General Director (Reappointed on 03 October 2017) The Bank’s Head Office is located at TPBank Building, 57 Ly Thuong Kiet Street, Hoan Kiem District, Hanoi, Vietnam. As at 31 (Appointed on 08 April 2011) December 2017, the Bank has one (01) Head Office, one (01) representative office in Ho Chi Minh City, thirty (30) branches and Mr. Pham Dong Anh Deputy General Director (Reappointed on 01 July 2017) thirty four (34) transaction offices located in cities and provinces all over the country. (Appointed on 07 March 2011) Mr. Nguyen Viet Anh Deputy General Director (Reappointed on 01 July 2017)

BOARDS OF DIRECTORS AND MANAGEMENT (Appointed on 01 February 2012) Mr. Nguyen Hong Quan Deputy General Director The members of the Boards of Directors and Management of the Bank who held office during the year and to the date of this (Reappointed on 01 July 2017) report are as follows: (Appointed on 02 March 2012) Mr. Le Hong Nam Deputy General Director (Reappointed on 01 July 2017)

Name Position Date of appointment/resignation (Appointed on 15 September 2012) Mr. Khuc Van Hoa Deputy General Director (Reappointed on 01 July 2017)

Mr. Do Minh Phu Chairman (Appointed on 12 April 2013) (Appointed on 09 September 2014) Ms. Bui Thi Thanh Huong Deputy General Director (Reappointed on 01 July 2017)

Mr. Le Quang Tien Vice Chairman (Appointed on 12 April 2013) Mr. Dinh Van Chien Deputy General Director (Appointed on 15 April 2016)

Ms. Le Cam Tu Chief Accountant (Appointed on 26 April 2013) Mr. Do Anh Tu Vice Chairman (Appointed on 12 April 2013)

Mr. Shuzo Shikata Vice Chairman (Appointed on 13 May 2016)

Independent Person authorized to sign the financial statements Ms. Nguyen Thu Ha (Appointed on 12 April 2013) Member (According to Authorization Letter No. 111/2012/QD-TPB.HDQT dated Mr. Pham Cong Tu Member (Appointed on 12 April 2013) Mr. Nguyen Hung General Director 10 August 2012 of the Chairman)

Mr. Phan Tuan Anh Member (Appointed on 12 April 2013)

Mr. Kento Tokimori Member (Appointed on 21 April 2017)

Mr. Ha Hong Sik Member (Resigned on 21 April 2017)

40 tpb.vn GENERAL INFORMATION GENERAL INFORMATION (continued)

THE BANK BOARD OF SUPERVISIONS

Tien Phong Commercial Joint Stock Bank (hereinafter referred to as the “Bank” or “TPBank”) is a joint stock commercial bank Name Position Date of appointment/ resignation incorporated in the Socialist Republic of Vietnam. Ms. Nguyen Thi Bao Head of the Board (Appointed on 12 April 2013) The Bank was established in accordance with Banking License No. 123/GP-NHNN issued by the Governor of the State Bank of Vietnam (“the SBV”) on 05 May 2008; which has been subsequently amended and supplemented in accordance with Decision No. Mr. Thai Duy Nghia Specialized Member (Appointed on 12 April 2013) 2132/QD-NHNN dated 27 September 2011 by the Governor of the SBV with the operation duration of 99 years. The Bank’s initial Mr. Tomohiro Yamaguchi Member (Appointed on 21 April 2017) Business Registration Certificate was initially granted on 12 May 2008 and amended for the 23rd on 04 October 2016.

The Bank’s main activities are providing banking services including mobilizing and receiving short-term, medium-term, and long-term deposits from organizations and individuals; making short-term, medium-term, and long-term loans to organizations and individuals based on the nature and capability of the Bank’s sources of capital; conducting foreign exchange transactions, BOARD OF MANAGEMENT AND CHIEF ACCOUNTANT international trade finance services, discounting of commercial papers, bonds and other valuable papers, and providing other banking services as approved by the SBV. Name Position Date of appointment/ resignation

(Appointed on 04 July 2012) Location and Operational network Mr. Nguyen Hung General Director (Reappointed on 03 October 2017) The Bank’s Head Office is located at TPBank Building, 57 Ly Thuong Kiet Street, Hoan Kiem District, Hanoi, Vietnam. As at 31 (Appointed on 08 April 2011) December 2017, the Bank has one (01) Head Office, one (01) representative office in Ho Chi Minh City, thirty (30) branches and Mr. Pham Dong Anh Deputy General Director (Reappointed on 01 July 2017) thirty four (34) transaction offices located in cities and provinces all over the country. (Appointed on 07 March 2011) Mr. Nguyen Viet Anh Deputy General Director (Reappointed on 01 July 2017)

BOARDS OF DIRECTORS AND MANAGEMENT (Appointed on 01 February 2012) Mr. Nguyen Hong Quan Deputy General Director The members of the Boards of Directors and Management of the Bank who held office during the year and to the date of this (Reappointed on 01 July 2017) report are as follows: (Appointed on 02 March 2012) Mr. Le Hong Nam Deputy General Director (Reappointed on 01 July 2017)

Name Position Date of appointment/resignation (Appointed on 15 September 2012) Mr. Khuc Van Hoa Deputy General Director (Reappointed on 01 July 2017)

Mr. Do Minh Phu Chairman (Appointed on 12 April 2013) (Appointed on 09 September 2014) Ms. Bui Thi Thanh Huong Deputy General Director (Reappointed on 01 July 2017)

Mr. Le Quang Tien Vice Chairman (Appointed on 12 April 2013) Mr. Dinh Van Chien Deputy General Director (Appointed on 15 April 2016)

Ms. Le Cam Tu Chief Accountant (Appointed on 26 April 2013) Mr. Do Anh Tu Vice Chairman (Appointed on 12 April 2013)

Mr. Shuzo Shikata Vice Chairman (Appointed on 13 May 2016)

Independent Person authorized to sign the financial statements Ms. Nguyen Thu Ha (Appointed on 12 April 2013) Member (According to Authorization Letter No. 111/2012/QD-TPB.HDQT dated Mr. Pham Cong Tu Member (Appointed on 12 April 2013) Mr. Nguyen Hung General Director 10 August 2012 of the Chairman)

Mr. Phan Tuan Anh Member (Appointed on 12 April 2013)

Mr. Kento Tokimori Member (Appointed on 21 April 2017)

Mr. Ha Hong Sik Member (Resigned on 21 April 2017)

ANNUAL REPORT 2017 41 STATEMENT OF THE BOARD OF MANAGEMENT INDEPENDENT AUDITORS’ REPORT No.: 433/VN1A - HN - BC

The Board of Management of Tien Phong Commercial Joint Stock Bank (the “Bank”) presents this report together with the To: The Shareholders The Boards of Directors and Management Bank’s financial statements for the year ended 31 December 2017. Tien Phong Commercial Joint Stock Bank BOARD OF MANAGEMENT’S STATEMENT OF RESPONSIBILITY We have audited the accompanying financial statements of Tien Phong Commercial Joint Stock Bank (the “Bank”), prepared on 15 January 2018 as set out from page 06 to page 61, which comprise the balance sheet as at 31 December 2017, the income statement, the cash flow statement for the year then ended, and a summary of significant accounting policies and The Board of Management of the Bank is responsible for preparing the financial statements, which give a true and fair view of other explanatory information. the financial position of the Bank as at 31 December 2017 and its financial performance and its cash flows for the year then Management’s Responsibility for the Financial Statements ended, in accordance with Vietnamese Accounting Standards, accounting regime applicable to credit institutions in Vietnam and legal regulations relating to financial reporting. In preparing these financial statements, the Board of Management is Management is responsible for the preparation and fair presentation of these financial statements in accordance with required to: Vietnamese Accounting Standards, accounting regime applicable to credit institutions in Vietnam and legal regulations relating to financial reporting and for such internal control as management determines is necessary to enable the preparation Select suitable accounting policies and then apply them consistently; of financial statements that are free from material misstatement, whether due to fraud or error. Make judgments and estimates that are reasonable and prudent; Auditors’ Responsibility State whether applicable accounting principles have been followed, subject to any material departures disclosed and Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in explained in the financial statements; accordance with Vietnamese Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Bank will misstatement. continue in business; and An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial Design and implement an effective internal control system for the purpose of properly preparing and presenting the statements. The procedures selected depend on the auditors’ judgment, including the assessment of the risks of material financial statements so as to minimize errors and frauds. misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditors consider internal control relevant to the Bank’s preparation and fair presentation of the financial statements in order to The Board of Management of the Bank is responsible for ensuring that proper accounting records are kept, which disclose, design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the with reasonable accuracy at any time, the financial position of the Bank and that the financial statements comply with effectiveness of the Bank’s internal control. An audit also includes evaluating the appropriateness of accounting policies Vietnamese Accounting Standards, accounting regime applicable to credit institutions in Vietnam and legal regulations used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation relating to financial reporting. The Board of Management is also responsible for safeguarding the assets of the Bank and of the financial statements. hence for taking reasonable steps for the prevention and detection of frauds and other irregularities. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. The Board of Management confirms that the Bank has complied with the above requirements in preparing these financial Opinion statements. In our opinion, the financial statements present fairly, in all material respects, the financial position of the Bank as at 31 December 2017, and its financial performance and its cash flows for the year then ended in accordance with Vietnamese Accounting Standards, accounting regime applicable to credit institutions in Vietnam and legal regulations relating to financial reporting. Other matter The financial statements of the Bank for the year ended 31 December 2016 were audited by another independent auditor For and on behalf the Board of Management, who expressed an unmodified opinion on those statements dated 13 March 2017.

Mr Nguyen Hung Khuc Thi Lan Anh Do Hong Duong General Director Deputy General Director Hanoi, 15 January 2018 Auditor Audit Practising Registration Audit Practising Registration Certificate Certificate No. 0036-2018-001-1 No 2393 -2015-001-1 DELOITTE VIETNAM COMPANY LIMITED 42 tpb.vn 15 January 2018 Hanoi, S.R. Vietnam STATEMENT OF THE BOARD OF MANAGEMENT INDEPENDENT AUDITORS’ REPORT No.: 433/VN1A - HN - BC

The Board of Management of Tien Phong Commercial Joint Stock Bank (the “Bank”) presents this report together with the To: The Shareholders The Boards of Directors and Management Bank’s financial statements for the year ended 31 December 2017. Tien Phong Commercial Joint Stock Bank BOARD OF MANAGEMENT’S STATEMENT OF RESPONSIBILITY We have audited the accompanying financial statements of Tien Phong Commercial Joint Stock Bank (the “Bank”), prepared on 15 January 2018 as set out from page 06 to page 61, which comprise the balance sheet as at 31 December 2017, the income statement, the cash flow statement for the year then ended, and a summary of significant accounting policies and The Board of Management of the Bank is responsible for preparing the financial statements, which give a true and fair view of other explanatory information. the financial position of the Bank as at 31 December 2017 and its financial performance and its cash flows for the year then Management’s Responsibility for the Financial Statements ended, in accordance with Vietnamese Accounting Standards, accounting regime applicable to credit institutions in Vietnam and legal regulations relating to financial reporting. In preparing these financial statements, the Board of Management is Management is responsible for the preparation and fair presentation of these financial statements in accordance with required to: Vietnamese Accounting Standards, accounting regime applicable to credit institutions in Vietnam and legal regulations relating to financial reporting and for such internal control as management determines is necessary to enable the preparation Select suitable accounting policies and then apply them consistently; of financial statements that are free from material misstatement, whether due to fraud or error. Make judgments and estimates that are reasonable and prudent; Auditors’ Responsibility State whether applicable accounting principles have been followed, subject to any material departures disclosed and Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in explained in the financial statements; accordance with Vietnamese Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Bank will misstatement. continue in business; and An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial Design and implement an effective internal control system for the purpose of properly preparing and presenting the statements. The procedures selected depend on the auditors’ judgment, including the assessment of the risks of material financial statements so as to minimize errors and frauds. misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditors consider internal control relevant to the Bank’s preparation and fair presentation of the financial statements in order to The Board of Management of the Bank is responsible for ensuring that proper accounting records are kept, which disclose, design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the with reasonable accuracy at any time, the financial position of the Bank and that the financial statements comply with effectiveness of the Bank’s internal control. An audit also includes evaluating the appropriateness of accounting policies Vietnamese Accounting Standards, accounting regime applicable to credit institutions in Vietnam and legal regulations used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation relating to financial reporting. The Board of Management is also responsible for safeguarding the assets of the Bank and of the financial statements. hence for taking reasonable steps for the prevention and detection of frauds and other irregularities. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. The Board of Management confirms that the Bank has complied with the above requirements in preparing these financial Opinion statements. In our opinion, the financial statements present fairly, in all material respects, the financial position of the Bank as at 31 December 2017, and its financial performance and its cash flows for the year then ended in accordance with Vietnamese Accounting Standards, accounting regime applicable to credit institutions in Vietnam and legal regulations relating to financial reporting. Other matter The financial statements of the Bank for the year ended 31 December 2016 were audited by another independent auditor For and on behalf the Board of Management, who expressed an unmodified opinion on those statements dated 13 March 2017.

Mr Nguyen Hung Khuc Thi Lan Anh Do Hong Duong General Director Deputy General Director Hanoi, 15 January 2018 Auditor Audit Practising Registration Audit Practising Registration Certificate Certificate No. 0036-2018-001-1 No 2393 -2015-001-1 DELOITTE VIETNAM COMPANY LIMITED 15 January 2018 ANNUAL REPORT 2017 43 Hanoi, S.R. Vietnam BALANCE SHEET BALANCE SHEET (continued) As at 31 December 2017 As at 31 December 2017

Closing balance Opening balance Closing balance Opening balance Notes Notes milion VND milion VND milion VND milion VND

ASSETS Cost 355,912 239,253

Cash, gold and gemstones 2 1,176,978 815,148 Accumulated depreciation (181,020) (138,867)

Balances with the State Bank of Vietnam ("SBV") 3 2,364.130 1,362,317 Intangible assets 75,880 43,988

Placements with and loans to other credit institutions 4 22,589,779 23,784,661 Cost 162,708 103,947

Placements with other credit institutions 22,189,779 19,237,389 Accumulated amortization (86,828) (59,959)

Loans to other credit institutions 400,000 4,547,272 Other assets 8,944,035 3,381,792

Provisions for losses - - Other receivables 6,469,536 1,768,738

Derivative financial instruments and other financial assets - 29,149 Interest and fee receivables 1,271,770 1,310,216

Loans to customers 62,747,997 46,233,626 Other assets 1,239,829 1,191,527

Loans to customers 5 63,422,643 46,642,977 Provisions for impairment of other balance sheet items (37,100) (888,689)

Provisions for credit losses of loans to customers (674,646) (409,351) TOTAL ASSETS 124,118,747 106,311,115

Debts purchased 6 580,054 677,530

Debts purchased 584,605 682,805

Provision for credit losses of debts purchased (4,551) (5,275)

Investment securities 7 25,465,002 29,882,518

Available-for-sale investment securities 24,938,137 29,175,883

Held-to-maturity investment securities 994,187 1,019,638

Provisions for impairment of investment securities (467,322) (313,003)

Fixed assets 250,772 144,374

Tangible fixed assets 174,892 100,386

44 tpb.vn BALANCE SHEET BALANCE SHEET (continued) As at 31 December 2017 As at 31 December 2017

Closing balance Opening balance Closing balance Opening balance Notes Notes milion VND milion VND milion VND milion VND

ASSETS Cost 355,912 239,253

Cash, gold and gemstones 2 1,176,978 815,148 Accumulated depreciation (181,020) (138,867)

Balances with the State Bank of Vietnam ("SBV") 3 2,364.130 1,362,317 Intangible assets 75,880 43,988

Placements with and loans to other credit institutions 4 22,589,779 23,784,661 Cost 162,708 103,947

Placements with other credit institutions 22,189,779 19,237,389 Accumulated amortization (86,828) (59,959)

Loans to other credit institutions 400,000 4,547,272 Other assets 8,944,035 3,381,792

Provisions for losses - - Other receivables 6,469,536 1,768,738

Derivative financial instruments and other financial assets - 29,149 Interest and fee receivables 1,271,770 1,310,216

Loans to customers 62,747,997 46,233,626 Other assets 1,239,829 1,191,527

Loans to customers 5 63,422,643 46,642,977 Provisions for impairment of other balance sheet items (37,100) (888,689)

Provisions for credit losses of loans to customers (674,646) (409,351) TOTAL ASSETS 124,118,747 106,311,115

Debts purchased 6 580,054 677,530

Debts purchased 584,605 682,805

Provision for credit losses of debts purchased (4,551) (5,275)

Investment securities 7 25,465,002 29,882,518

Available-for-sale investment securities 24,938,137 29,175,883

Held-to-maturity investment securities 994,187 1,019,638

Provisions for impairment of investment securities (467,322) (313,003)

Fixed assets 250,772 144,374

Tangible fixed assets 174,892 100,386

ANNUAL REPORT 2017 45 BALANCE SHEET (continued) BALANCE SHEET (continued) As at 31 December 2017 As at 31 December 2017

OFF BALANCE SHEET ITEMS

Opening balance Closing balance Opening balance Notes (restated) Closing balance milion VND Notes (restated) milion VND milion VND milion VND

LIABILITIES AND OWNERS' EQUITY 1.Foreign exchange transactions commitments 56,615,400 34,490,811

Borrowings from the Government and the SBV Buying foreign currency commitments 438,336 2,507,665

Deposits and borrowings from other credit institutions 8 1,082,224 1,500,282 Selling foreign currency commitments 440,045 2,529,796

Cross currency swap contracts 55,737,019 29,453,350 Deposits and borrowings from other credit institutions 9 38,261,461 41,245,247 2.Letters of credit (L/C) 886,466 1,554,894 Deposits from other credit institutions 27,758,930 24,734,800 3.Other guarantees 7,321,529 5,361,860 Borrowings from other credit institutions 10,502,531 16,510,447 4.Other commitments 4,876,244 5,716,000 Deposits from customers 10 70,298,586 55,082,028

Derivative financial instruments and other financial liabilities 84,351 -

Grants, trusted funds and borrowings at risk of the credit 2,628,210 1,211,925 institution 11 Preparer Reviewer Approver Valuable papers issued 12 3,481,154 -

Other liabilities 1,606,044 1,590,147

Interest and fee payables 1,134,311 857,986

Other payables and liabilities 471,733 732,161 Le Cam Tu Bui Thi Thanh Huong Nguyen Hung TOTAL LIABILITIES 117,442,030 100,629,629 Chief Accountant Deputy General Director General Director

Capital and reserves 13 6,676,717 5,681,486 Hanoi, 15 January 2018

Contributed capital 5,552,176 5,040,125

Charter capital 5,842,105 5,842,105

Share premium (234,446) (718,828)

Treasury shares (55,483) (83,152)

Reserves 160,932 76,150

Retained earnings 963,609 565,211

TOTAL LIABILITIES AND OWNERS' EQUITY 124,118,747 106,311,115

46 tpb.vn BALANCE SHEET (continued) BALANCE SHEET (continued) As at 31 December 2017 As at 31 December 2017

OFF BALANCE SHEET ITEMS

Opening balance Closing balance Opening balance Notes (restated) Closing balance milion VND Notes (restated) milion VND milion VND milion VND

LIABILITIES AND OWNERS' EQUITY 1.Foreign exchange transactions commitments 56,615,400 34,490,811

Borrowings from the Government and the SBV Buying foreign currency commitments 438,336 2,507,665

Deposits and borrowings from other credit institutions 8 1,082,224 1,500,282 Selling foreign currency commitments 440,045 2,529,796

Cross currency swap contracts 55,737,019 29,453,350 Deposits and borrowings from other credit institutions 9 38,261,461 41,245,247 2.Letters of credit (L/C) 886,466 1,554,894 Deposits from other credit institutions 27,758,930 24,734,800 3.Other guarantees 7,321,529 5,361,860 Borrowings from other credit institutions 10,502,531 16,510,447 4.Other commitments 4,876,244 5,716,000 Deposits from customers 10 70,298,586 55,082,028

Derivative financial instruments and other financial liabilities 84,351 -

Grants, trusted funds and borrowings at risk of the credit 2,628,210 1,211,925 institution 11 Preparer Reviewer Approver Valuable papers issued 12 3,481,154 -

Other liabilities 1,606,044 1,590,147

Interest and fee payables 1,134,311 857,986

Other payables and liabilities 471,733 732,161 Le Cam Tu Bui Thi Thanh Huong Nguyen Hung TOTAL LIABILITIES 117,442,030 100,629,629 Chief Accountant Deputy General Director General Director

Capital and reserves 13 6,676,717 5,681,486 Hanoi, 15 January 2018

Contributed capital 5,552,176 5,040,125

Charter capital 5,842,105 5,842,105

Share premium (234,446) (718,828)

Treasury shares (55,483) (83,152)

Reserves 160,932 76,150

Retained earnings 963,609 565,211

TOTAL LIABILITIES AND OWNERS' EQUITY 124,118,747 106,311,115

ANNUAL REPORT 2017 47 INCOME STATEMENT INCOME STATEMENT(continued) For the year ended 31 December 2017 For the year ended 31 December 2017

Current year Prior year Current year Prior year Notes Notes milion VND milion VND milion VND milion VND

Interest and similar income 14 7,324,605 5,173,686 Profit after corporate income tax 963,609 565,211

Interest and similar expenses 15 (4,152,181) (3,052,861) Basic earnings per share (VND) 1,717 1,004

Net interest income 3,172,424 2,120,825

Income from services 280,878 146,317 Preparer Reviewer Approver Expenses on services (115,815) (60,199)

Net profit from services 16 165,063 86,118

Net gain from trading foreign currencies 17 10,248 57,972 Le Cam Tu Bui Thi Thanh Huong Nguyen Hung Chief Accountant Deputy General Director General Director Net gain from investment securities 18 222,633 46,260 Hanoi, 15 January 2018

Other operating income 45,421 5,482

Other operating expenses (6,063) (7,792)

Net profit/(loss) from other activities 19 39,358 (2,310)

Operating expenses 20 (1,941,603) (1,330,576)

Net profit from operating activities before credit provision 1,668,123 978,289 expenses

Provision expenses for credit losses (462,412) (271,735)

Profit before tax 1,205,711 706,554

Current corporate income tax expense (242,102) (141,343)

Corporate income tax expense (242,102) (141,343)

48 tpb.vn INCOME STATEMENT INCOME STATEMENT(continued) For the year ended 31 December 2017 For the year ended 31 December 2017

Current year Prior year Current year Prior year Notes Notes milion VND milion VND milion VND milion VND

Interest and similar income 14 7,324,605 5,173,686 Profit after corporate income tax 963,609 565,211

Interest and similar expenses 15 (4,152,181) (3,052,861) Basic earnings per share (VND) 1,717 1,004

Net interest income 3,172,424 2,120,825

Income from services 280,878 146,317 Preparer Reviewer Approver Expenses on services (115,815) (60,199)

Net profit from services 16 165,063 86,118

Net gain from trading foreign currencies 17 10,248 57,972 Le Cam Tu Bui Thi Thanh Huong Nguyen Hung Chief Accountant Deputy General Director General Director Net gain from investment securities 18 222,633 46,260 Hanoi, 15 January 2018

Other operating income 45,421 5,482

Other operating expenses (6,063) (7,792)

Net profit/(loss) from other activities 19 39,358 (2,310)

Operating expenses 20 (1,941,603) (1,330,576)

Net profit from operating activities before credit provision 1,668,123 978,289 expenses

Provision expenses for credit losses (462,412) (271,735)

Profit before tax 1,205,711 706,554

Current corporate income tax expense (242,102) (141,343)

Corporate income tax expense (242,102) (141,343)

ANNUAL REPORT 2017 49 CASH FLOW STATEMENT CASH FLOW STATEMENT (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

Current year Prior year Current year Prior year Notes Notes milion VND milion VND milion VND milion VND

CASH FLOWS FROM OPERATING ACTIVITIES CASH FLOWS FROM INVESTING ACTIVITIES Interest and similar income received 7,374,063 4,753,787 Acquisition of fixed assets (165,949) (53,159) Interest and similar expenses paid (3,837,594) (2,648,103) Proceeds from sales, disposal of fixed assets 462 62 Service income received 165,063 86,118

Net cash received from trading foreign currencies, gold and securities 149,875 161,070 Expenses on sales, disposal of fixed assets (16) (4)

Other income/(expenses) 36,012 (2,968) Net cash (used in) investing activities (165,503) (53,101) Receipts from debts written-off or paid off by risk fund 2,900 600 CASH FLOWS FROM FINANCING ACTIVITIES Payments to employees and for operating management (1,837,127) (1,292,763)

Corporate income tax paid (186,425) (93,829) Increase in issuance of shares - 403,105

Net cash from operating activities before movements in assets 1,866,767 963,912 Purchases of treasury shares - (80,348) and working capital

Movement in operating assets (15,514,261) (26,335,191) Proceeds from sale of treasury shares 31,647 -

Decrease/(increase) in deposits at and loans to other credit institutions 1,969,999 (754,760) Net cash generated by financing activities 31,647 322,757 Decrease/(increase) in trading securities 682,746 (8,010,173) Net increase in cash 2,138,760 3,068,323 Decrease/(increase) in derivatives and other financial assets 29,149 (17,999)

(Increase) in loans to customers and VAMC bonds (16,656,015) (19,500,966) Cash and cash equivalents at the beginning of the year 22,292,127 19,223,804

(Decrease) in provisions for losses (922,656) (35,034) Effects of changes in foreign exchange rates - - (Increase)/decrease in other operating assets (617,484) 1,983,741 Cash and cash equivalents at the end of the year (Note 21) 21 24,430,887 22,292,127 Movement in operating liabilities 15,920,110 28,169,946

(Decrease) in borrowings from the Government and the State Bank of (418,058) (517,698) Vietnam

(Decrease)/increase in deposits and borrowings from other credit (4,021,209) 11,849,637 institutions Preparer Reviewer Approver Increase in deposits from customers (including the State Treasury) 15,216,558 15,576,581

Increase in issued valuable papers (excluding issued valuable papers 3,481,154 - charged to financial activities)

Increase in grants, trusted funds and borrowings at risk of the credit 1,416,286 1,211,924 institution

Increase in derivatives and other financial liabilities 84,351 - Le Cam Tu Bui Thi Thanh Huong Nguyen Hung Increase in other operating liabilities 161,028 49,502 Chief Accountant Deputy General Director General Director Net cash generated by operating activities 2,272,616 2,798,667 Hanoi, 15 January 2018

50 tpb.vn CASH FLOW STATEMENT CASH FLOW STATEMENT (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

Current year Prior year Current year Prior year Notes Notes milion VND milion VND milion VND milion VND

CASH FLOWS FROM OPERATING ACTIVITIES CASH FLOWS FROM INVESTING ACTIVITIES Interest and similar income received 7,374,063 4,753,787 Acquisition of fixed assets (165,949) (53,159) Interest and similar expenses paid (3,837,594) (2,648,103) Proceeds from sales, disposal of fixed assets 462 62 Service income received 165,063 86,118

Net cash received from trading foreign currencies, gold and securities 149,875 161,070 Expenses on sales, disposal of fixed assets (16) (4)

Other income/(expenses) 36,012 (2,968) Net cash (used in) investing activities (165,503) (53,101) Receipts from debts written-off or paid off by risk fund 2,900 600 CASH FLOWS FROM FINANCING ACTIVITIES Payments to employees and for operating management (1,837,127) (1,292,763)

Corporate income tax paid (186,425) (93,829) Increase in issuance of shares - 403,105

Net cash from operating activities before movements in assets 1,866,767 963,912 Purchases of treasury shares - (80,348) and working capital

Movement in operating assets (15,514,261) (26,335,191) Proceeds from sale of treasury shares 31,647 -

Decrease/(increase) in deposits at and loans to other credit institutions 1,969,999 (754,760) Net cash generated by financing activities 31,647 322,757 Decrease/(increase) in trading securities 682,746 (8,010,173) Net increase in cash 2,138,760 3,068,323 Decrease/(increase) in derivatives and other financial assets 29,149 (17,999)

(Increase) in loans to customers and VAMC bonds (16,656,015) (19,500,966) Cash and cash equivalents at the beginning of the year 22,292,127 19,223,804

(Decrease) in provisions for losses (922,656) (35,034) Effects of changes in foreign exchange rates - - (Increase)/decrease in other operating assets (617,484) 1,983,741 Cash and cash equivalents at the end of the year (Note 21) 21 24,430,887 22,292,127 Movement in operating liabilities 15,920,110 28,169,946

(Decrease) in borrowings from the Government and the State Bank of (418,058) (517,698) Vietnam

(Decrease)/increase in deposits and borrowings from other credit (4,021,209) 11,849,637 institutions Preparer Reviewer Approver Increase in deposits from customers (including the State Treasury) 15,216,558 15,576,581

Increase in issued valuable papers (excluding issued valuable papers 3,481,154 - charged to financial activities)

Increase in grants, trusted funds and borrowings at risk of the credit 1,416,286 1,211,924 institution

Increase in derivatives and other financial liabilities 84,351 - Le Cam Tu Bui Thi Thanh Huong Nguyen Hung Increase in other operating liabilities 161,028 49,502 Chief Accountant Deputy General Director General Director Net cash generated by operating activities 2,272,616 2,798,667 Hanoi, 15 January 2018

ANNUAL REPORT 2017 51 NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

GENERAL INFORMATION 3. BALANCES WITH THE STATE BANK OF VIETNAM (“SBV”)

Tien Phong Commercial Joint Stock bank (hereinafter referred to as the “Bank” or “TPBank”) is a joint stock commercial bank Closing balance Opening balance incorporated in the Socialist Republic of Vietnam, million VND million VND

Establishment and operation Current account at the State Bank of Vietnam

The Bank was established in accordance with Banking License No, 123/GP-NHNN issued by the Governor of the State Bank of - In VND 2,039,389 763,853 Vietnam (“the SBV”) on 05 May 2008; which has been subsequently amended and supplemented in accordance with Decision No, 2132/QD-NHNN dated 27 September 2011 by the Governor of the SBV with the operation duration of 99 years, The Bank’s initial - In foreign currencies 324,741 598,464 Business Registration Certificate was initially granted on 12 May 2008 and amended for the 23rd on 04 October 2016, 2,364,130 1,362,317 The Bank’s main activities are providing banking services including mobilizing and receiving short-term, medium-term, and long-term deposits from organizations and individuals; making short-term, medium-term, and long-term loans to organizations and individuals based on the nature and capability of the Bank’s sources of capital; conducting foreign exchange transactions, international trade 4. PLACEMENTS WITH AND LOANS TO OTHER CREDIT INSTITUTIONS finance services, discounting of commercial papers, bonds and other valuable papers, and providing other banking services as approved by the SBV, Closing balance Opening balance million VND million VND Charter capital Placements with other credit institutions As at 31 December 2017, the charter capital of the Bank was VND 5,842,105 million (as at 31 December 2016: VND 5,842,105 million), Demand deposits 9,925,204 9,110,783

Location and Operational network - In VND 9,358,585 8,818,751

The Bank’s Head Office is located at TPBank Building, 57 Ly Thuong Kiet Street, Hoan Kiem District, Hanoi, Vietnam, As at 31 - In foreign currencies 566,619 292,032 December 2017, the Bank has one (01) Head Office, one (01) representative office in Ho Chi Minh City, thirty (30) branches and thirty-four (34) transaction offices located in cities and provinces all over the country, Term deposits 12,264,575 10,126,606

Employees - In VND 11,390,000 9,700,000

Total number of employees of the Bank as at 31 December 2017 was 4,848 people (as at 31 December 2016: 3,937 people), - In foreign currencies 874,575 426,606

2. CASH, GOLD AND GEMSTONES Provisions for credit losses - -

22,189,779 19,237,389 Closing balance Opening balance million VND million VND Loans to other credit institutions Cash in VND 412,491 309,331 - In VND 400,000 4,370,000 Cash in foreign currencies (“FC”) 499,954 411,484 - In foreign currencies - 177,272

Gold 264,533 94,333 - Provisions for credit losses

1,176,978 815,148 400,000 4,547,272

Placements with and loans to other credit institutions 22,589,779 23,784,661

52 tpb.vn NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

GENERAL INFORMATION 3. BALANCES WITH THE STATE BANK OF VIETNAM (“SBV”)

Tien Phong Commercial Joint Stock bank (hereinafter referred to as the “Bank” or “TPBank”) is a joint stock commercial bank Closing balance Opening balance incorporated in the Socialist Republic of Vietnam, million VND million VND

Establishment and operation Current account at the State Bank of Vietnam

The Bank was established in accordance with Banking License No, 123/GP-NHNN issued by the Governor of the State Bank of - In VND 2,039,389 763,853 Vietnam (“the SBV”) on 05 May 2008; which has been subsequently amended and supplemented in accordance with Decision No, 2132/QD-NHNN dated 27 September 2011 by the Governor of the SBV with the operation duration of 99 years, The Bank’s initial - In foreign currencies 324,741 598,464 Business Registration Certificate was initially granted on 12 May 2008 and amended for the 23rd on 04 October 2016, 2,364,130 1,362,317 The Bank’s main activities are providing banking services including mobilizing and receiving short-term, medium-term, and long-term deposits from organizations and individuals; making short-term, medium-term, and long-term loans to organizations and individuals based on the nature and capability of the Bank’s sources of capital; conducting foreign exchange transactions, international trade 4. PLACEMENTS WITH AND LOANS TO OTHER CREDIT INSTITUTIONS finance services, discounting of commercial papers, bonds and other valuable papers, and providing other banking services as approved by the SBV, Closing balance Opening balance million VND million VND Charter capital Placements with other credit institutions As at 31 December 2017, the charter capital of the Bank was VND 5,842,105 million (as at 31 December 2016: VND 5,842,105 million), Demand deposits 9,925,204 9,110,783

Location and Operational network - In VND 9,358,585 8,818,751

The Bank’s Head Office is located at TPBank Building, 57 Ly Thuong Kiet Street, Hoan Kiem District, Hanoi, Vietnam, As at 31 - In foreign currencies 566,619 292,032 December 2017, the Bank has one (01) Head Office, one (01) representative office in Ho Chi Minh City, thirty (30) branches and thirty-four (34) transaction offices located in cities and provinces all over the country, Term deposits 12,264,575 10,126,606

Employees - In VND 11,390,000 9,700,000

Total number of employees of the Bank as at 31 December 2017 was 4,848 people (as at 31 December 2016: 3,937 people), - In foreign currencies 874,575 426,606

2. CASH, GOLD AND GEMSTONES Provisions for credit losses - -

22,189,779 19,237,389 Closing balance Opening balance million VND million VND Loans to other credit institutions Cash in VND 412,491 309,331 - In VND 400,000 4,370,000 Cash in foreign currencies (“FC”) 499,954 411,484 - In foreign currencies - 177,272

Gold 264,533 94,333 - Provisions for credit losses

1,176,978 815,148 400,000 4,547,272

Placements with and loans to other credit institutions 22,589,779 23,784,661

ANNUAL REPORT 2017 53 NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

5. LOANS TO CUSTOMERS 7. INVESTMENT SECURITIES

Closing balance Opening balance Closing balance Opening balance million VND million VND million VND million VND

Loans to local business entities and individuals 61,269,200 45,680,205 Available-for-sale investment securities 24,938,137 29,175,883

Discounting promissory notes and valuable papers 847,712 279,187 Debt securities 24,622,968 28,846,078

Loans by grants, investment trusts 49,387 - - Government bonds 10,984,557 12,506,998

Loans to foreign organisations and individuals 1,250,769 664,770 - Debt securities issued by other local credit institutions 7,343,942 6,162,092

Frozen loans and loans pending for resolution (*) 5,575 18,815 - Debt securities issued by local business entities 6,294,469 10,176,988

63,422,643 46,642,977 Equity securities 315,169 329,805

5.1 Analysis of loan balances by quality - Equity securities issued by other local credit institutions 315,169 315,169 - Equity securities issued by local business entities - 14,636 Closing balance Opening balance million VND million VND Provisions for impairment of available-for-sale investment securities (135,049) (135,323) Current loans 61,626,561 45,125,413 In which: Special-mentioned loans 1,101,526 1,167,691 - Provisions for impairment of available-for-sale equity investment Sub-standard loans 254,740 81,831 securities (49,402) (49,402)

Doubtful loans 153,408 79,322 - General provision for impairment of available-for-sale debt investment securities (85,647) (85,921) Loss loans 280,833 169,905 24,803,088 29,040,560 Frozen loans and loans pending for resolution 5,575 18,815 Held-to-maturity investment securities 994,187 1,019,638 63,422,643 46,642,977 5.2 Analysis of loan balances by term Debt securities issued by local business entities 994,187 1,019,638 Provisions for impairment of held-to-maturity investment Closing balance Opening balance securities (332,273) (177,680) million VND million VND 661,914 841,958 Short-term loans 18,703,802 17,905,580 Total 25,465,002 29,882,518 Medium-term loans 21,098,417 16,159,684 Closing balance Opening balance VAMC special bonds Long-term loans 23,620,424 12,577,713 million VND million VND

63,422,643 46,642,977 Par value of special bonds 949,487 974,938

Provision for special bonds (331,938) (177,345)

6. DEBTS PURCHASED Total 617,549 797,593

Closing balance Opening balance Closing balance Opening balance DATC bonds million VND million VND million VND million VND

Debts purchased in VND - - Par value of DATC bonds 44,700 44,700

Debts purchased in foreign currencies (*) 584,605 682,805 Provision for DATC bonds (335) (335)

Provision for credit losses of debts purchased (4,551) (5,275) Total 44,365 44,365

580,054 677,530

54 tpb.vn NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

5. LOANS TO CUSTOMERS 7. INVESTMENT SECURITIES

Closing balance Opening balance Closing balance Opening balance million VND million VND million VND million VND

Loans to local business entities and individuals 61,269,200 45,680,205 Available-for-sale investment securities 24,938,137 29,175,883

Discounting promissory notes and valuable papers 847,712 279,187 Debt securities 24,622,968 28,846,078

Loans by grants, investment trusts 49,387 - - Government bonds 10,984,557 12,506,998

Loans to foreign organisations and individuals 1,250,769 664,770 - Debt securities issued by other local credit institutions 7,343,942 6,162,092

Frozen loans and loans pending for resolution (*) 5,575 18,815 - Debt securities issued by local business entities 6,294,469 10,176,988

63,422,643 46,642,977 Equity securities 315,169 329,805

5.1 Analysis of loan balances by quality - Equity securities issued by other local credit institutions 315,169 315,169 - Equity securities issued by local business entities - 14,636 Closing balance Opening balance million VND million VND Provisions for impairment of available-for-sale investment securities (135,049) (135,323) Current loans 61,626,561 45,125,413 In which: Special-mentioned loans 1,101,526 1,167,691 - Provisions for impairment of available-for-sale equity investment Sub-standard loans 254,740 81,831 securities (49,402) (49,402)

Doubtful loans 153,408 79,322 - General provision for impairment of available-for-sale debt investment securities (85,647) (85,921) Loss loans 280,833 169,905 24,803,088 29,040,560 Frozen loans and loans pending for resolution 5,575 18,815 Held-to-maturity investment securities 994,187 1,019,638 63,422,643 46,642,977 5.2 Analysis of loan balances by term Debt securities issued by local business entities 994,187 1,019,638 Provisions for impairment of held-to-maturity investment Closing balance Opening balance securities (332,273) (177,680) million VND million VND 661,914 841,958 Short-term loans 18,703,802 17,905,580 Total 25,465,002 29,882,518 Medium-term loans 21,098,417 16,159,684 Closing balance Opening balance VAMC special bonds Long-term loans 23,620,424 12,577,713 million VND million VND

63,422,643 46,642,977 Par value of special bonds 949,487 974,938

Provision for special bonds (331,938) (177,345)

6. DEBTS PURCHASED Total 617,549 797,593

Closing balance Opening balance Closing balance Opening balance DATC bonds million VND million VND million VND million VND

Debts purchased in VND - - Par value of DATC bonds 44,700 44,700

Debts purchased in foreign currencies (*) 584,605 682,805 Provision for DATC bonds (335) (335)

Provision for credit losses of debts purchased (4,551) (5,275) Total 44,365 44,365

580,054 677,530

ANNUAL REPORT 2017 55 NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

7.1 VAMC special bonds

Closing balance Opening balance - In VND 17,970,004 14,000,000 million VND million VND

Par value of special bonds 949,487 974,938 - In foreign currencies 773,663 2,020,326

Provision for special bonds (331,938) (177,345) 27,758,930 24,734,800

Total 617,549 797,593 Borrowings from other credit institutions

- In VND 4,580,484 11,859,549 7.2 DATC bonds - In foreign currencies 2,046,549 -

Closing balance Opening balance - Borrowings by valuable papers discounting 3,875,498 4,650,898 million VND million VND 10,502,531 16,510,447 Par value of DATC bonds 44,700 44,700

Provision for DATC bonds (335) (335) 10. DEPOSITS FROM CUSTOMERS Total 44,365 44,365 Closing balance Opening balance million VND million VND 8. BORROWINGS FROM THE GOVERNMENT AND THE STATE BANK OF VIETNAM Demand deposits 11,409,904 7,460,570

Closing balance Opening balance million VND million VND - Demand deposits in VND 10,549,220 7,035,910

Borrowings from the SBV 1,082,224 1,500,282 - Demand deposits in foreign currencies 860,684 424,660

Borrowings under credit contracts 1,082,224 1,194,045 Term deposits 58,468,271 47,380,366

Borrowings by mortgaging valuable papers - 306,237 - Term deposits in VND 51,559,381 41,647,929 1,082,224 1,500,282 - Term deposits in foreign currencies 6,908,890 5,732,437

9. DEPOSITS AND BORROWINGS FROM OTHER CREDIT INSTITUTIONS Deposits for specific purpose 16,594 2,967

- Deposits for specific purpose in VND 22 46 Closing balance Opening balance million VND million VND - Deposits for specific purpose in foreign currencies 16,572 2,921 Deposits from other credit institutions Margin deposits 403,817 238,125 Demand deposits 9,015,263 8,714,474 - Margin deposits in VND 346,079 233,215 - In VND 9,015,263 8,714,474 - Margin deposits in foreign currencies 57,738 4,910 - In foreign currencies - - 70,298,586 55,082,028 Term deposits 18,743,667 16,020,326

56 tpb.vn NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

7.1 VAMC special bonds

Closing balance Opening balance - In VND 17,970,004 14,000,000 million VND million VND

Par value of special bonds 949,487 974,938 - In foreign currencies 773,663 2,020,326

Provision for special bonds (331,938) (177,345) 27,758,930 24,734,800

Total 617,549 797,593 Borrowings from other credit institutions

- In VND 4,580,484 11,859,549 7.2 DATC bonds - In foreign currencies 2,046,549 -

Closing balance Opening balance - Borrowings by valuable papers discounting 3,875,498 4,650,898 million VND million VND 10,502,531 16,510,447 Par value of DATC bonds 44,700 44,700

Provision for DATC bonds (335) (335) 10. DEPOSITS FROM CUSTOMERS Total 44,365 44,365 Closing balance Opening balance million VND million VND 8. BORROWINGS FROM THE GOVERNMENT AND THE STATE BANK OF VIETNAM Demand deposits 11,409,904 7,460,570

Closing balance Opening balance million VND million VND - Demand deposits in VND 10,549,220 7,035,910

Borrowings from the SBV 1,082,224 1,500,282 - Demand deposits in foreign currencies 860,684 424,660

Borrowings under credit contracts 1,082,224 1,194,045 Term deposits 58,468,271 47,380,366

Borrowings by mortgaging valuable papers - 306,237 - Term deposits in VND 51,559,381 41,647,929 1,082,224 1,500,282 - Term deposits in foreign currencies 6,908,890 5,732,437

9. DEPOSITS AND BORROWINGS FROM OTHER CREDIT INSTITUTIONS Deposits for specific purpose 16,594 2,967

- Deposits for specific purpose in VND 22 46 Closing balance Opening balance million VND million VND - Deposits for specific purpose in foreign currencies 16,572 2,921 Deposits from other credit institutions Margin deposits 403,817 238,125 Demand deposits 9,015,263 8,714,474 - Margin deposits in VND 346,079 233,215 - In VND 9,015,263 8,714,474 - Margin deposits in foreign currencies 57,738 4,910 - In foreign currencies - - 70,298,586 55,082,028 Term deposits 18,743,667 16,020,326

ANNUAL REPORT 2017 57 - (25) Total Total 31,647

NOTES TO THE FINANCIAL (continued) 963,609 6,676,717 5,681,486 For the year ended 31 December 2017 million VND

11. GRANTS, TRUSTED FUNDS AND BORROWINGS AT RISK OF THE CREDIT INSTITUTION - (25) 963,609 963,609 Closing balance Opening balance 565,211 (565,186)

million VND million VND million VND Funds received from other organizations and individuals in VND - -

Funds received from other organizations and individuals in foreign earnings Retained - - currencies 228,735 198,849 -

Funds received from international organizations in VND - 220,000 Capital 28,261 reserve 47,684 19,423 Funds received from international organizations in foreign currencies 2,399,475 793,076 million VND 2,628,210 1,211,925 supplementary - - 12. VALUABLE PAPERS ISSUED - fund 56,521

Closing balance Opening balance 56,727

million VND million VND 113,248 million VND Valuable papers in VND 3,481,154 -

Par value 3,481,154 - reserve Financial - - Valuable papers in foreign currencies - - -

Par value - - 27,669 (55,483) 3,481,154 - (83,152) million VND Treasury shares - - 3,978 480,404 (234,446) (718,828) million VND Share premium - - - - 5,842,105 5,842,105 million VND Charter capital Closing balance Other adjustments Appropriation to reserves during the year Treasury shares selling Opening balance Profit for the year Profit 13. CAPITAL AND RESERVES As at 31 December 2017, the Bank made appropriations to funds and profit distribution based on the operating result in 2016 according to Resolution No, 01/2017/NQ-TPB,DHDCD dated 21 April No, 01/2017/NQ-TPB,DHDCD 2016 according to Resolution in result the operating based on distribution and profit to funds Bank made appropriations As at 31 December 2017, the 2017.

58 tpb.vn - (25) Total Total 31,647

NOTES TO THE FINANCIAL (continued) 963,609 6,676,717 5,681,486 For the year ended 31 December 2017 million VND

11. GRANTS, TRUSTED FUNDS AND BORROWINGS AT RISK OF THE CREDIT INSTITUTION - (25) 963,609 963,609 Closing balance Opening balance 565,211 (565,186)

million VND million VND million VND Funds received from other organizations and individuals in VND - -

Funds received from other organizations and individuals in foreign earnings Retained - - currencies 228,735 198,849 -

Funds received from international organizations in VND - 220,000 Capital 28,261 reserve 47,684 19,423 Funds received from international organizations in foreign currencies 2,399,475 793,076 million VND 2,628,210 1,211,925 supplementary - - 12. VALUABLE PAPERS ISSUED - fund 56,521

Closing balance Opening balance 56,727 million VND million VND 113,248 million VND Valuable papers in VND 3,481,154 -

Par value 3,481,154 - reserve Financial - - Valuable papers in foreign currencies - - -

Par value - - 27,669 (55,483) 3,481,154 - (83,152) million VND Treasury shares - - 3,978 480,404 (234,446) (718,828) million VND Share premium - - - - 5,842,105 5,842,105 million VND Charter capital Closing balance Other adjustments Appropriation to reserves during the year Treasury shares selling Opening balance Profit for the year Profit 13. CAPITAL AND RESERVES As at 31 December 2017, the Bank made appropriations to funds and profit distribution based on the operating result in 2016 according to Resolution No, 01/2017/NQ-TPB,DHDCD dated 21 April No, 01/2017/NQ-TPB,DHDCD 2016 according to Resolution in result the operating based on distribution and profit to funds Bank made appropriations As at 31 December 2017, the 2017.

ANNUAL REPORT 2017 59 NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

Details of the Bank’s number of shares are as follows: Basic earnings per share

Closing balance Opening balance Current year Prior year million VND million VND million VND million VND Number of shares registered for issue (unit) 584,210,500 584,210,500 ESP 1,717 1,004 Number of shares offered to public (unit)

- Ordinary shares (unit) 555,000,000 555,000,000 14. INTEREST AND SIMILAR INCOME

- Preferred shares (unit) (*) 29,210,500 29,210,500 Current year Prior year Number of shares repurchased (unit) million VND million VND Interest from deposits 555,120 282,123 - Ordinary shares (unit) (6,016,056) (9,016,056) Interest from loans to customers 4,232,256 2,872,328 - Preferred shares (unit) (*) - - Interest from debt securities 2,253,126 1,775,371 Number of shares in circulation (unit) 578,194,444 575,194,444 Income from guarantee services 98,082 65,929 - Ordinary shares (unit) 548,983,944 545,983,944 Income from debts purchase 51,176 13,030 - Preferred shares (unit) (*) 29,210,500 29,210,500 Other income from credit activities 134,845 164,905 Par value of a share in circulation (VND) 10,000 10,000 7,324,605 5,173,686 (*) These are dividend preference shares issued to International Financial Corporation (“IFC”), Preferred dividends are paid on an annual basis at a rate equalling 8,5% of the dividend preference shares’ par value at the time of payment, 15. INTEREST AND SIMILAR EXPENSES Basic earnings per share: Current year Prior year Earnings for the purpose of calculating basic earnings per share million VND million VND Interest expense on deposits 3,417,894 2,462,217 Current year Prior year million VND million VND Interest expense on borrowings 585,881 522,041 Profit after corporate income tax 963,609 565,211 Interest expense on valuable papers issued 30,086 - Dividend paid to preferred share holders (24,829) (8,843) Expenses on other credit activities 118,320 68,603 Profit for the period attributable to ordinary shareholders 938,780 556,368 4,152,181 3,052,861

Number of shares for the purpose of calculating basic earnings per share 16. NET PROFIT FROM SERVICES Current year Prior year million VND million VND Current year Prior year Number of issued ordinary shares carried forward from previous 545,983,944 554,719,644 million VND million VND year Income from services 280,878 146,317 Impact of treasury shares purchased during the year - (8,735,700) - Income from remittance services Impact of treasury shares sold during the year 3,000,000 - 125,677 72,441

Weighted average number of ordinary shares for the purpose of - Income from treasury services 546,608,602 554,324,750 3,955 2,895 calculating basic earnings per share - Income from trust and agency services - 165

- Others 151,246 70,816

Expense for services 115,815 60,199

60 tpb.vn NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

Details of the Bank’s number of shares are as follows: Basic earnings per share

Closing balance Opening balance Current year Prior year million VND million VND million VND million VND Number of shares registered for issue (unit) 584,210,500 584,210,500 ESP 1,717 1,004 Number of shares offered to public (unit)

- Ordinary shares (unit) 555,000,000 555,000,000 14. INTEREST AND SIMILAR INCOME

- Preferred shares (unit) (*) 29,210,500 29,210,500 Current year Prior year Number of shares repurchased (unit) million VND million VND Interest from deposits 555,120 282,123 - Ordinary shares (unit) (6,016,056) (9,016,056) Interest from loans to customers 4,232,256 2,872,328 - Preferred shares (unit) (*) - - Interest from debt securities 2,253,126 1,775,371 Number of shares in circulation (unit) 578,194,444 575,194,444 Income from guarantee services 98,082 65,929 - Ordinary shares (unit) 548,983,944 545,983,944 Income from debts purchase 51,176 13,030 - Preferred shares (unit) (*) 29,210,500 29,210,500 Other income from credit activities 134,845 164,905 Par value of a share in circulation (VND) 10,000 10,000 7,324,605 5,173,686 (*) These are dividend preference shares issued to International Financial Corporation (“IFC”), Preferred dividends are paid on an annual basis at a rate equalling 8,5% of the dividend preference shares’ par value at the time of payment, 15. INTEREST AND SIMILAR EXPENSES Basic earnings per share: Current year Prior year Earnings for the purpose of calculating basic earnings per share million VND million VND Interest expense on deposits 3,417,894 2,462,217 Current year Prior year million VND million VND Interest expense on borrowings 585,881 522,041 Profit after corporate income tax 963,609 565,211 Interest expense on valuable papers issued 30,086 - Dividend paid to preferred share holders (24,829) (8,843) Expenses on other credit activities 118,320 68,603 Profit for the period attributable to ordinary shareholders 938,780 556,368 4,152,181 3,052,861

Number of shares for the purpose of calculating basic earnings per share 16. NET PROFIT FROM SERVICES Current year Prior year million VND million VND Current year Prior year Number of issued ordinary shares carried forward from previous 545,983,944 554,719,644 million VND million VND year Income from services 280,878 146,317 Impact of treasury shares purchased during the year - (8,735,700) - Income from remittance services Impact of treasury shares sold during the year 3,000,000 - 125,677 72,441

Weighted average number of ordinary shares for the purpose of - Income from treasury services 546,608,602 554,324,750 3,955 2,895 calculating basic earnings per share - Income from trust and agency services - 165

- Others 151,246 70,816

Expense for services 115,815 60,199

ANNUAL REPORT 2017 61 NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

Other income 42,059 4,820 - Expense for remittance services 83,043 46,422

- Expense for trust and agency services 1,071 3,929 Expenses from other activities 6,063 7,792

- Expense for treasury services 7,448 4,806 Expense on transfer, disposal of fixed assets 16 4

- Others 24,253 5,042 Other expenses 6,047 7,788

Net profit from services 165,063 86,118 Net profit/(loss) from other activities 39,358 (2,310)

17. NET GAIN FROM TRADING FOREIGN CURRENCIES 20. OPERATING EXPENSES

Current year Prior year Current year Prior year million VND million VND million VND million VND

Income from trading foreign currencies 550,988 287,732 Taxes, fees and charges 470 346

- Income from spot trading foreign currencies and gold 236,810 129,484 Staff cost

- Income from trading currency derivative financial instruments 314,178 158,248 - Salaries and allowances 864,502 51,073 Expenses for trading foreign currencies 540,740 229,760 - Salary-based expenses 50,133 37,339 - Expenses for spot trading foreign currencies and gold 213,674 59,621 - Other benefits 6,170 6,487 - Expenses for trading currency derivative financial instruments 327,066 170,139 - Other expenses 40,720 28,415 Net gain from trading foreign currencies 10,248 57,972 Expenses for fixed assets

18. NET GAIN FROM TRADING INVESTMENT SECURITIES - Depreciation and amortization expenses 65,897 42,801

Current year Prior year - Others 218,945 157,432 million VND million VND Income from trading investment securities 255,838 92,476 Expenses for operating management

Expense for trading investment securities 3,479 18,709 - Per diem 9,205 8,537 Provision (reversed)/charged for impairment of investment securities (274) 27,507 - Expenses for union activities 4,745 1,904 Net gain from trading investment securities 222,633 46,260 - Meeting, reception and festivals 63,499 63,017

19. NET PROFIT/(LOSS) FROM OTHER ACTIVITIES - Expenses on publication of materials, dissemination, advertisement, 229,874 232,417 marketing, sale promotion Current year Prior year million VND million VND - Others 316,814 210,002

Incomes from other activities 45,421 5,482 Insurance premium for customers' deposits 42,809 32,617

Income from recovery of bad debts 2,900 600 Provision expense/(Reversal) for impairment of other assets 27,820 (1,211)

Income from transfer, disposals of fixed assets 462 62 1,941,603 1,330,576

62 tpb.vn NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

Other income 42,059 4,820 - Expense for remittance services 83,043 46,422

- Expense for trust and agency services 1,071 3,929 Expenses from other activities 6,063 7,792

- Expense for treasury services 7,448 4,806 Expense on transfer, disposal of fixed assets 16 4

- Others 24,253 5,042 Other expenses 6,047 7,788

Net profit from services 165,063 86,118 Net profit/(loss) from other activities 39,358 (2,310)

17. NET GAIN FROM TRADING FOREIGN CURRENCIES 20. OPERATING EXPENSES

Current year Prior year Current year Prior year million VND million VND million VND million VND

Income from trading foreign currencies 550,988 287,732 Taxes, fees and charges 470 346

- Income from spot trading foreign currencies and gold 236,810 129,484 Staff cost

- Income from trading currency derivative financial instruments 314,178 158,248 - Salaries and allowances 864,502 51,073 Expenses for trading foreign currencies 540,740 229,760 - Salary-based expenses 50,133 37,339 - Expenses for spot trading foreign currencies and gold 213,674 59,621 - Other benefits 6,170 6,487 - Expenses for trading currency derivative financial instruments 327,066 170,139 - Other expenses 40,720 28,415 Net gain from trading foreign currencies 10,248 57,972 Expenses for fixed assets

18. NET GAIN FROM TRADING INVESTMENT SECURITIES - Depreciation and amortization expenses 65,897 42,801

Current year Prior year - Others 218,945 157,432 million VND million VND Income from trading investment securities 255,838 92,476 Expenses for operating management

Expense for trading investment securities 3,479 18,709 - Per diem 9,205 8,537 Provision (reversed)/charged for impairment of investment securities (274) 27,507 - Expenses for union activities 4,745 1,904 Net gain from trading investment securities 222,633 46,260 - Meeting, reception and festivals 63,499 63,017

19. NET PROFIT/(LOSS) FROM OTHER ACTIVITIES - Expenses on publication of materials, dissemination, advertisement, 229,874 232,417 marketing, sale promotion Current year Prior year million VND million VND - Others 316,814 210,002

Incomes from other activities 45,421 5,482 Insurance premium for customers' deposits 42,809 32,617

Income from recovery of bad debts 2,900 600 Provision expense/(Reversal) for impairment of other assets 27,820 (1,211)

Income from transfer, disposals of fixed assets 462 62 1,941,603 1,330,576

ANNUAL REPORT 2017 63 NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

21. CASH AND CASH EQUIVALENTS

Current Year Prior Year RUB 414 377 million VND million VND XAU 3,657,000 3,630,000 Cash, gold and gemstones 1,176,978 815,148 HKD 2,909 2,936 Balances with the State Bank of Vietnam (*) 2,364,130 1,362,317 CNY 3,490 3,279 Current deposit at other credit institutions (*) 9,925,204 9,110,783 KRW 21,26 18,88 Deposits at other credit institutions with terms not exceeding 3 months (<= 90 days) 10,964,575 11,003,879 24,430,887 22,292,127 24. SUBSEQUENT EVENT

As at 29 December 2017, Ho Chi Minh Stock Exchange received the registration file for initial public offering of 555 million shares of the 22. EMPLOYEES’ REMUNERATIONS Bank, Up to now, the Bank and Regulators have been carrying out formal listing procedures,

Current Year Prior Year million VND million VND

Total number of employees (person) 4,318 3,063

Employees' income (million VND) Preparer Reviewer Approver

1,Total salary fund and bonus 961,525 582,714

2, Average monthly income 18,56 15,85

23. EXCHANGE RATES OF SOME FOREIGN CURRENCIES AT BALANCE SHEET DATE Le Cam Tu Bui Thi Thanh Huong Nguyen Hung Current Year Prior Year Chief Accountant Deputy General Director General Director million VND million VND Hanoi, 15 January 2018 USD 22,425 22,159

EUR 27,166 24,026

GBP 30,589 27,997

CHF 23,268 22,347

JPY 201,48 196

SGD 16,960 15,763

CAD 18,031 16,910

AUD 17,661 16,524

NZD 16,136 15,867

THB 698,20 635,14

64 tpb.vn NOTES TO THE FINANCIAL (continued) NOTES TO THE FINANCIAL (continued) For the year ended 31 December 2017 For the year ended 31 December 2017

21. CASH AND CASH EQUIVALENTS

Current Year Prior Year RUB 414 377 million VND million VND XAU 3,657,000 3,630,000 Cash, gold and gemstones 1,176,978 815,148 HKD 2,909 2,936 Balances with the State Bank of Vietnam (*) 2,364,130 1,362,317 CNY 3,490 3,279 Current deposit at other credit institutions (*) 9,925,204 9,110,783 KRW 21,26 18,88 Deposits at other credit institutions with terms not exceeding 3 months (<= 90 days) 10,964,575 11,003,879 24,430,887 22,292,127 24. SUBSEQUENT EVENT

As at 29 December 2017, Ho Chi Minh Stock Exchange received the registration file for initial public offering of 555 million shares of the 22. EMPLOYEES’ REMUNERATIONS Bank, Up to now, the Bank and Regulators have been carrying out formal listing procedures,

Current Year Prior Year million VND million VND

Total number of employees (person) 4,318 3,063

Employees' income (million VND) Preparer Reviewer Approver

1,Total salary fund and bonus 961,525 582,714

2, Average monthly income 18,56 15,85

23. EXCHANGE RATES OF SOME FOREIGN CURRENCIES AT BALANCE SHEET DATE Le Cam Tu Bui Thi Thanh Huong Nguyen Hung Current Year Prior Year Chief Accountant Deputy General Director General Director million VND million VND Hanoi, 15 January 2018 USD 22,425 22,159

EUR 27,166 24,026

GBP 30,589 27,997

CHF 23,268 22,347

JPY 201,48 196

SGD 16,960 15,763

CAD 18,031 16,910

AUD 17,661 16,524

NZD 16,136 15,867

THB 698,20 635,14

ANNUAL REPORT 2017 65 CORPORATE OVERACE CORPORATE OVERACE was 46.03% (down 3% compared to the plan). Next year, the index should be controlled more tighly in order to make the Bank’s 2017CORPORATE operations more effective. 1.2 STRATEGIC GUIDELINES OF THE BANK GOVERNANCE A key task of the Bank is to ensure that the CAR reaches the standard level required by the law. Therefore, the task of raising capital REPORT OF THE BOARD OF DIRECTORS is urgent and essential to guarantee the operational safety.

• Authorized by the Board of Directors, Chairman has worked with SSI consultant to conduct strategic investor seeking, implement the plan of rasing capital by 15%. Seeking strategic partners with strong financial power to complete the capital increase is an I. OPERATING RESULTS OF THE BOARD OF DIRECTORS IN 2017 important stepping stone for listing TPBank shares in the stock exchange. 1.1 SUPERVISION OF OPERATING ACTIVITIES • TPBank sold 4.99% of its stake to foreign shareholder PYN Elite Fund Management for US$40 million. The Board of Directors and the Board of Management closely monitored the market movements, promoted resources in order to timely direct the implementation of action plans to ensure the safety of banking operations, and achieved the objective of having a • Direction of listing TPBank shares on Ho Chi Minh Stock Exchange (HOSE): On March 22 2018, TPBank was officially approved by sustainable and effective development. The activities of the Committees continued to be maintained weekly and monthly. the Ho Chi Minh Stock Exchange to list its shares with symbol code of TPB. This is an important milestone for TPBank, showing the prestige and position of TPBank in the industry and in the market. On April 19 2018, TPBank shares will be officially listed at • ALCO Committee: The Chairman requested ALCO to closely monitor and submit weekly report on situation of raising and using the price of VND32,000 per share. capital to ensure the Bank’s liquidity. Evey month, quarter, 6 months and especially at the end of the year, ALCO had throroughly • 2018 is the last year of the BOD five-year term of 2013-2018. The Chairman plans to submit to the General Meeting of Shareholders directed BOM, assigned tasks to each business division in order to achieve and exceed the planned targets as well as to ensure for approval of no-change in the structure of BOD consisting of 8 members including 1 independent member. However, it will the Bank’s safety index. increase the number of independent members and members who do not represent the capital contribution of the Bank or • Credit Committee: Thanks to the adjustments in mechanism, risk appetite as well as customer orientation in 2017, the operation of hold a private share but have valuable and reputable experience in the financial market. The purpose of this change isto the Credit Committee became more effective, being able to direct business units in selecting customers, arranging credit priority improve the transparency of the Board’s operations, supplement qualified members to advise the Board on issues of the Bank, for good customers, focusing on core and high margin credits, thereby bringing high profit for the Bank and contributing to the as recommended by the prestigious rating agencies in the world. achievement of the profit growth targets in 2017. • Building plan of banking development by 2020 in order to submit to SBV. • Risk Management Committee: It continued to deploy the next phases of Basel 2 project in line with the direction of SBV. This • Directing the development of Corporate Governance Principles (CG) and changing the Charter in accordance with the new activity helped consolidate the prestige of TPBank to SBV as well as other banks and partners. regulations of law to submit to the General Meeting of Shareholders for approval. • Investment Committee: The committee focused on quality, efficient and high profitable investment portfolios. However, these activies posed many risks for the system, hence EXCO participated in all meetings of the Credit and Investment Committee to 1.3 NETWORK DEVELOPMENT carefully examine the factors of each project and each bond in the category. So far, the investment portfolios have brought high returns to the Bank. Network development is still the key task that BOD directs BOM to expand the system, increase the brand identity with customers, especially focus on developing the digital bank network of 24/24 LiveBank transaction points, promoting QPAY payment app using • Human Resources Committee: In the third quarter, Human Resources Committee clearly oriented other Divivions about personnel QRCode, new eBank platform, and Savy to target young segment. Initially, this is indeed a competitive advantage for TPBank in and organizational structure, delpoyed reviews to ensure the quality of personnel, increase labor productivity, and reduce low developing its business without having a large network. quality personnel through evaluations in order to avoid resource waste of the system. Basically, the units had done well and showed positive changes. Labor productivity of sales staffs was doubled, especially Sales Centers, bringing better business • In 2017, TPBank opened 02 new branches, 03 transaction offices and a Southern representative office under the approval of SBV. results. It continued to pay attention and perform well the evaluation, and year-end compensations for staffs to ensure fairness, These transaction points are expected to perform well and bring good results in 2018, especially the branches in Kien Giang and derservation, and transparency in order to build trust and loyalty of the staffs with the organization. EXCO also directed the Ho Chi Minh. Other branches are being opened in the first five months of 2018 as approved by SBV. committee to successfully develop Code of Conduct for all staffs of TPBank. This helped TPBank become more unified and • In 2018, TPBank will continue to submit to SBV for approval of opening 05 new branches (Lao Cai, Thai Nguyen, Quang Nam, professional to its customers, leaders and colleagues. Corporate culture was built and all employees were proud to have the District 2 and Tien Giang), 06 transaction offices (Hai Phong, Da Nang and Ho Chi Minh). The expansion of branch network in offical song of TPBank. HCMC is a new strategy to increase the brand identity in this potential market as well as to develop consumer credit segment • Senior personnel structure was satble. The General Director was approved by SBV for reappointment of new term 2017-2022. in the future. This planned expansion will increase the total number of TPBank transaction points to more than 70 branches and transaction offices. • It supervised and supported the operations of the General Director and BOM. It maintained the monthly and quarterly meetings of EXCO with the BOM in order to identify bottlenecks in business activities, promptly orient and closely direct the activities of BOM. 1.4 SHAREHOLDER MANAGEMENT The meetings focused on key issues, major impacts on banking operations, providing drastic solutions to accelerate business growth and ensure a compliant, effective and unified system. The stock listing on the stock exchange requires BOD to pay more attention to shareholder management, keep operation transparent, provide sufficient information to shareholders, and comply with the disclosure policy of public companies in accordance with the • The activities of Divisions in the whole system are homogeneous : the business divisions actively accomplished the targets: regulations of the Securities and Exchange Commission. Division achieving excellent results was DS; Divisons achieving good results were IB and FM; Divisons completing targets were CB and RB. These results made a big contribution to the profitability of the whole Bank. Also, the supporting divisions continually • Fully disclosing information of TPBank, Resolutions of the General Meeting of Shareholders and BOD, share transactions of internal enhanced the procedure, speeded up the processing time, and maximize their supports for the business divisions. shareholders and related reports in accordance with the law.

• The Bank operation was required to adhere to strict budget discipline, implementing the principle of reasonable and essential expenditure. By December 31 2017, the ratio of actual operating expenses/planned accumulated expenses was 95%, 2017 C/I

68 tpb.vn was 46.03% (down 3% compared to the plan). Next year, the index should be controlled more tighly in order to make the Bank’s 2017CORPORATE operations more effective. 1.2 STRATEGIC GUIDELINES OF THE BANK GOVERNANCE A key task of the Bank is to ensure that the CAR reaches the standard level required by the law. Therefore, the task of raising capital REPORT OF THE BOARD OF DIRECTORS is urgent and essential to guarantee the operational safety.

• Authorized by the Board of Directors, Chairman has worked with SSI consultant to conduct strategic investor seeking, implement the plan of rasing capital by 15%. Seeking strategic partners with strong financial power to complete the capital increase is an I. OPERATING RESULTS OF THE BOARD OF DIRECTORS IN 2017 important stepping stone for listing TPBank shares in the stock exchange. 1.1 SUPERVISION OF OPERATING ACTIVITIES • TPBank sold 4.99% of its stake to foreign shareholder PYN Elite Fund Management for US$40 million. The Board of Directors and the Board of Management closely monitored the market movements, promoted resources in order to timely direct the implementation of action plans to ensure the safety of banking operations, and achieved the objective of having a • Direction of listing TPBank shares on Ho Chi Minh Stock Exchange (HOSE): On March 22 2018, TPBank was officially approved by sustainable and effective development. The activities of the Committees continued to be maintained weekly and monthly. the Ho Chi Minh Stock Exchange to list its shares with symbol code of TPB. This is an important milestone for TPBank, showing the prestige and position of TPBank in the industry and in the market. On April 19 2018, TPBank shares will be officially listed at • ALCO Committee: The Chairman requested ALCO to closely monitor and submit weekly report on situation of raising and using the price of VND32,000 per share. capital to ensure the Bank’s liquidity. Evey month, quarter, 6 months and especially at the end of the year, ALCO had throroughly • 2018 is the last year of the BOD five-year term of 2013-2018. The Chairman plans to submit to the General Meeting of Shareholders directed BOM, assigned tasks to each business division in order to achieve and exceed the planned targets as well as to ensure for approval of no-change in the structure of BOD consisting of 8 members including 1 independent member. However, it will the Bank’s safety index. increase the number of independent members and members who do not represent the capital contribution of the Bank or • Credit Committee: Thanks to the adjustments in mechanism, risk appetite as well as customer orientation in 2017, the operation of hold a private share but have valuable and reputable experience in the financial market. The purpose of this change isto the Credit Committee became more effective, being able to direct business units in selecting customers, arranging credit priority improve the transparency of the Board’s operations, supplement qualified members to advise the Board on issues of the Bank, for good customers, focusing on core and high margin credits, thereby bringing high profit for the Bank and contributing to the as recommended by the prestigious rating agencies in the world. achievement of the profit growth targets in 2017. • Building plan of banking development by 2020 in order to submit to SBV. • Risk Management Committee: It continued to deploy the next phases of Basel 2 project in line with the direction of SBV. This • Directing the development of Corporate Governance Principles (CG) and changing the Charter in accordance with the new activity helped consolidate the prestige of TPBank to SBV as well as other banks and partners. regulations of law to submit to the General Meeting of Shareholders for approval. • Investment Committee: The committee focused on quality, efficient and high profitable investment portfolios. However, these activies posed many risks for the system, hence EXCO participated in all meetings of the Credit and Investment Committee to 1.3 NETWORK DEVELOPMENT carefully examine the factors of each project and each bond in the category. So far, the investment portfolios have brought high returns to the Bank. Network development is still the key task that BOD directs BOM to expand the system, increase the brand identity with customers, especially focus on developing the digital bank network of 24/24 LiveBank transaction points, promoting QPAY payment app using • Human Resources Committee: In the third quarter, Human Resources Committee clearly oriented other Divivions about personnel QRCode, new eBank platform, and Savy to target young segment. Initially, this is indeed a competitive advantage for TPBank in and organizational structure, delpoyed reviews to ensure the quality of personnel, increase labor productivity, and reduce low developing its business without having a large network. quality personnel through evaluations in order to avoid resource waste of the system. Basically, the units had done well and showed positive changes. Labor productivity of sales staffs was doubled, especially Sales Centers, bringing better business • In 2017, TPBank opened 02 new branches, 03 transaction offices and a Southern representative office under the approval of SBV. results. It continued to pay attention and perform well the evaluation, and year-end compensations for staffs to ensure fairness, These transaction points are expected to perform well and bring good results in 2018, especially the branches in Kien Giang and derservation, and transparency in order to build trust and loyalty of the staffs with the organization. EXCO also directed the Ho Chi Minh. Other branches are being opened in the first five months of 2018 as approved by SBV. committee to successfully develop Code of Conduct for all staffs of TPBank. This helped TPBank become more unified and • In 2018, TPBank will continue to submit to SBV for approval of opening 05 new branches (Lao Cai, Thai Nguyen, Quang Nam, professional to its customers, leaders and colleagues. Corporate culture was built and all employees were proud to have the District 2 and Tien Giang), 06 transaction offices (Hai Phong, Da Nang and Ho Chi Minh). The expansion of branch network in offical song of TPBank. HCMC is a new strategy to increase the brand identity in this potential market as well as to develop consumer credit segment • Senior personnel structure was satble. The General Director was approved by SBV for reappointment of new term 2017-2022. in the future. This planned expansion will increase the total number of TPBank transaction points to more than 70 branches and transaction offices. • It supervised and supported the operations of the General Director and BOM. It maintained the monthly and quarterly meetings of EXCO with the BOM in order to identify bottlenecks in business activities, promptly orient and closely direct the activities of BOM. 1.4 SHAREHOLDER MANAGEMENT The meetings focused on key issues, major impacts on banking operations, providing drastic solutions to accelerate business growth and ensure a compliant, effective and unified system. The stock listing on the stock exchange requires BOD to pay more attention to shareholder management, keep operation transparent, provide sufficient information to shareholders, and comply with the disclosure policy of public companies in accordance with the • The activities of Divisions in the whole system are homogeneous : the business divisions actively accomplished the targets: regulations of the Securities and Exchange Commission. Division achieving excellent results was DS; Divisons achieving good results were IB and FM; Divisons completing targets were CB and RB. These results made a big contribution to the profitability of the whole Bank. Also, the supporting divisions continually • Fully disclosing information of TPBank, Resolutions of the General Meeting of Shareholders and BOD, share transactions of internal enhanced the procedure, speeded up the processing time, and maximize their supports for the business divisions. shareholders and related reports in accordance with the law.

• The Bank operation was required to adhere to strict budget discipline, implementing the principle of reasonable and essential expenditure. By December 31 2017, the ratio of actual operating expenses/planned accumulated expenses was 95%, 2017 C/I

ANNUAL REPORT 2017 69 • Share price of TPBank has showed a strong rise recently, trading price has fluctuated from VND25,000 to VND27,000 per share. The • Independent Board Member: Ms. Nguyen Thu Ha successfully accomplished her role of supervising the activities of BOD and registration of custody and transfer of shareholders also have taken place more frequently. The Bank’s shareholder management BOM in order to ensure that the Bank operation was in line with the provisions of law, the Charter of TPBank, and orientation department has actively supported shareholders to quickly complete required procedures to ensure fast, neat and convenient and direction of the General Meeting of Shareholders. In addition, Ms. Ha also fullfill her role as an advisor to BOD on developing transactions. strategies, individual clients, relationship with foreign financial institutions, research on market positioning of TPBank; fully participated in meetings and activities of the ALCO, Investment, and Risk Management Committee. • Most of shareholders enjoy the appreciation of TPBank shares and positive information from the Bank. III. ACTIVITY ORIENTATION OF 2018-2023 II. ACTIVITY RESULTS OF THE MEMBERS OF BOD IN 2017 1. FORECASTING THE BUSINESS ENVIRONMENT

• The world economy is forecasting a positive growth, the IMF raises the forecast of global economic growth in 2018 to 3.9%. The 1. ASSIGNMENT OF DUTIES FOR THE MEMBERS OF BOD global economy has showed many bright colors.

A. Mr. Do Minh Phu - Chairman • The US economy has grown by 3-3.1%, Europe is stable at 1.9%, Asia continues to lead the world with growth rate of 5.8-5.9% and becomes the driving force for the world economic development. • A sepcialized member of the BOD, Chairman of Executive Committee (EXCO) • Manage the general activities of BOD and perform the duties and rights of the Chairman according to the regulations of the • Fed will increase the basic interest rate of US dollar to 3-4 times in 2018. organization and BOD’s operation. • In charge of and be responsible for organization and operation of TPBank in relation to: Strategy, External Relations, Capital, Assets • Risks: US trade protectionism is on the rise, which may cause a negative impact on capital investment in developing countries & Liabilities, and Bad Debts Handling. as well as pose the risk of trade war.

B. Le Quang Tien - Vice Chairman • Vietnam economy is forecasted positively with better opportunities than 2017: GDP growth can reach 6.83%, inflation is controlled • A specialized member of BOD, a member of Executive Committee (EXCO) under 4%, and export growth is 10%. • In charge of and be responsible for organization and operation of TPBank in relation to: Human Resources, Accounting - Finance, • The signed CPTPP and other free trade agreements provide the opportunity for Vietnam to integrate deeply into the global Information Technology, and Shareholders economy, join the global value chain, and utilize existing human resources and advantages to develop its markets. C. Mr. Do Anh Tu - Vice Chairman • Challenges: Competitions become fiercer due to the Fourth Industrial Revolution. The stability, sustainability and resilience of the • A specialized member of BOD, a member of Executive Committee (EXCO) economy and enterprises are limited. • In charge of and be responsible for organization and operation of TPBank in relation to: Communications, Brand, Products, and Services Management, and Risk Management Activities 2. GENERAL OBJECTIVES D. Mr. Shuzo Shikata - Vice Chairman Decision No. 1058/QD-TTg dated July 19 2017 (“Decision 1058”) of the Prime Minister stated that restructure of the system of credit institutions for the period 2016-2020 is the period of restructrure tied with bad debt management. Therefore, BOD will orient the • In charge of and be responsible for organization and operation of TPBank in relation to: Business activities in the international general objectives of the next term as follows: market and Japanese customers E. Mr. Kento Tokimori - Member • Objective 1: Strive to become one of the top 10 banks in Vietnam with a sustainable development, consisting of 03 main businesses: retail banking services, and banking services for corporate and SME, and business activities in the capital and investment markets. • In charge of and be responsible for organization and operation of TPBank in relation to: FDI customer development. Ensure that by 2020, the ratio of income from non-credit services to total income will be doubled, reducing credit dependency. F. Mr. Phan Tuan Anh - Member • Objective 2: Strengthen the financial status, improve governance capacity in accordance with the law and international practices. • In charge of and be responsible for organization and operation of TPBank in relation to : Mobile technology in operation of TPBank. Ensure equity is under Basel II standards by 2020.

G. Pham Cong Tu - Member • Objective 3: Focus on developing as No.1 digital bank in Vietnam. • In charge of and be responsible for organization and operation of TPBank in relation to: Insurances in TPBank’s operations. • Objective 4: Build and train a workforce that is experienced, incorruptable, creative, and loyal to the organization, becoming a H. Nguyen Thu Ha - Independent Member great resource for the success of the Bank.

• In charge of and be responsible for organization and operation of TPBank in relation to: Relationship with domestic and 3. MOTTO OF OPERATION international financial institutions; TPBank’s banking businesses and retail banking operations; Relationship with domestic and foreign payment intermediaries, Banking Risk Management. The Board of Directors has set the bank’s guideline in the coming time:

2. PERFORMANCE RESULTS “SUPERIOR PRODUCTS – ADEPT PROFESSION – TEAM WORK -DISCIPLINE - EFFICIENCY “

• The members of EXCO successfully fulfilled their management roles to Committees /Councils under BOD, timely issued policies TPBank is celebrating its 10th anniversary. The bank has affifirmed its position in the market and prepared its capacity and solid in line with the Bank’s operations, completed their advisory tasks to BOD. The members, along with BOM, closely directed and foundation for the stronger breakthrough. The Board of Directors is committed to continue promoting its role in directing TPBank’s operated the Bank to achieve outstanding business results. operations towards an effective, transparent and sustainable development.

• The non-specialized members including Mr. Phan Tuan Anh, Mr. Pham Cong Tu, Mr. Shuzo Shikata, and Mr. Kento Tokimori fully and actively participated in the Board meetings, fulfilled their advisory duties to BOD for issues in their charges.

70 tpb.vn • Share price of TPBank has showed a strong rise recently, trading price has fluctuated from VND25,000 to VND27,000 per share. The • Independent Board Member: Ms. Nguyen Thu Ha successfully accomplished her role of supervising the activities of BOD and registration of custody and transfer of shareholders also have taken place more frequently. The Bank’s shareholder management BOM in order to ensure that the Bank operation was in line with the provisions of law, the Charter of TPBank, and orientation department has actively supported shareholders to quickly complete required procedures to ensure fast, neat and convenient and direction of the General Meeting of Shareholders. In addition, Ms. Ha also fullfill her role as an advisor to BOD on developing transactions. strategies, individual clients, relationship with foreign financial institutions, research on market positioning of TPBank; fully participated in meetings and activities of the ALCO, Investment, and Risk Management Committee. • Most of shareholders enjoy the appreciation of TPBank shares and positive information from the Bank. III. ACTIVITY ORIENTATION OF 2018-2023 II. ACTIVITY RESULTS OF THE MEMBERS OF BOD IN 2017 1. FORECASTING THE BUSINESS ENVIRONMENT

• The world economy is forecasting a positive growth, the IMF raises the forecast of global economic growth in 2018 to 3.9%. The 1. ASSIGNMENT OF DUTIES FOR THE MEMBERS OF BOD global economy has showed many bright colors.

A. Mr. Do Minh Phu - Chairman • The US economy has grown by 3-3.1%, Europe is stable at 1.9%, Asia continues to lead the world with growth rate of 5.8-5.9% and becomes the driving force for the world economic development. • A sepcialized member of the BOD, Chairman of Executive Committee (EXCO) • Manage the general activities of BOD and perform the duties and rights of the Chairman according to the regulations of the • Fed will increase the basic interest rate of US dollar to 3-4 times in 2018. organization and BOD’s operation. • In charge of and be responsible for organization and operation of TPBank in relation to: Strategy, External Relations, Capital, Assets • Risks: US trade protectionism is on the rise, which may cause a negative impact on capital investment in developing countries & Liabilities, and Bad Debts Handling. as well as pose the risk of trade war.

B. Le Quang Tien - Vice Chairman • Vietnam economy is forecasted positively with better opportunities than 2017: GDP growth can reach 6.83%, inflation is controlled • A specialized member of BOD, a member of Executive Committee (EXCO) under 4%, and export growth is 10%. • In charge of and be responsible for organization and operation of TPBank in relation to: Human Resources, Accounting - Finance, • The signed CPTPP and other free trade agreements provide the opportunity for Vietnam to integrate deeply into the global Information Technology, and Shareholders economy, join the global value chain, and utilize existing human resources and advantages to develop its markets. C. Mr. Do Anh Tu - Vice Chairman • Challenges: Competitions become fiercer due to the Fourth Industrial Revolution. The stability, sustainability and resilience of the • A specialized member of BOD, a member of Executive Committee (EXCO) economy and enterprises are limited. • In charge of and be responsible for organization and operation of TPBank in relation to: Communications, Brand, Products, and Services Management, and Risk Management Activities 2. GENERAL OBJECTIVES D. Mr. Shuzo Shikata - Vice Chairman Decision No. 1058/QD-TTg dated July 19 2017 (“Decision 1058”) of the Prime Minister stated that restructure of the system of credit institutions for the period 2016-2020 is the period of restructrure tied with bad debt management. Therefore, BOD will orient the • In charge of and be responsible for organization and operation of TPBank in relation to: Business activities in the international general objectives of the next term as follows: market and Japanese customers E. Mr. Kento Tokimori - Member • Objective 1: Strive to become one of the top 10 banks in Vietnam with a sustainable development, consisting of 03 main businesses: retail banking services, and banking services for corporate and SME, and business activities in the capital and investment markets. • In charge of and be responsible for organization and operation of TPBank in relation to: FDI customer development. Ensure that by 2020, the ratio of income from non-credit services to total income will be doubled, reducing credit dependency. F. Mr. Phan Tuan Anh - Member • Objective 2: Strengthen the financial status, improve governance capacity in accordance with the law and international practices. • In charge of and be responsible for organization and operation of TPBank in relation to : Mobile technology in operation of TPBank. Ensure equity is under Basel II standards by 2020.

G. Pham Cong Tu - Member • Objective 3: Focus on developing as No.1 digital bank in Vietnam. • In charge of and be responsible for organization and operation of TPBank in relation to: Insurances in TPBank’s operations. • Objective 4: Build and train a workforce that is experienced, incorruptable, creative, and loyal to the organization, becoming a H. Nguyen Thu Ha - Independent Member great resource for the success of the Bank.

• In charge of and be responsible for organization and operation of TPBank in relation to: Relationship with domestic and 3. MOTTO OF OPERATION international financial institutions; TPBank’s banking businesses and retail banking operations; Relationship with domestic and foreign payment intermediaries, Banking Risk Management. The Board of Directors has set the bank’s guideline in the coming time:

2. PERFORMANCE RESULTS “SUPERIOR PRODUCTS – ADEPT PROFESSION – TEAM WORK -DISCIPLINE - EFFICIENCY “

• The members of EXCO successfully fulfilled their management roles to Committees /Councils under BOD, timely issued policies TPBank is celebrating its 10th anniversary. The bank has affifirmed its position in the market and prepared its capacity and solid in line with the Bank’s operations, completed their advisory tasks to BOD. The members, along with BOM, closely directed and foundation for the stronger breakthrough. The Board of Directors is committed to continue promoting its role in directing TPBank’s operated the Bank to achieve outstanding business results. operations towards an effective, transparent and sustainable development.

• The non-specialized members including Mr. Phan Tuan Anh, Mr. Pham Cong Tu, Mr. Shuzo Shikata, and Mr. Kento Tokimori fully and actively participated in the Board meetings, fulfilled their advisory duties to BOD for issues in their charges.

ANNUAL REPORT 2017 71 regime. Attaching employees’ benefits and responsibilities to their work results. • Planning activities were synchronously implemented. KPIs were applied to each Division, Unit and Individual. 2017CORPORATE • Developing internal management regulations of the Bank in accordance with Decree 71 - Guideline applicable to public companies, the revised Law on Credit Institutions and the Code of Conduct of TPBank. • Implementing measures to boost business efficiency, strengthening the control and enhancing risk management capacity. Limitations GOVERNANCE and safety ratios of the Bank activities were under control. REPORT OF THE BOARD OF SUPERVISORS • Completing the plan of raising charter capital. Actively handling bad debts and improving the Bank’s financial capacity. • Increasing the content of high technology, applying eBank and promoting diversified programs, products and services to enhance the competitiveness and position of the Bank. In 2017, TPBank’s scale of organization and operation increased rapidly. The Board of Supervisors (BOS) actively performed the tasks as stipulated, helping the whole system of TPBank successfully completed the business plan and related contents approved by the • Improving the management and utilization of capital. Investment and trading activities in the monetary market achieved positive General Meeting of Shareholders. results. Liquidity was effectively managed. • Regularly reviewing, evaluating and applying measures to improve performance indicators such as Scale, Growth, Asset Quality, I. ACTIVITY REPORT OF THE BOARD OF SUPERVISORS IN 2017 Performance, Profitability, Capital Safety and Liquidity. 1. Regularly reviewed the regulations issued by the Board of Directors and supervised the compliance of TPBank charter and the • Being licensed by SBV to develop new business units. The network was also upgraded to the Multi-function Model and Standard Model. General Meeting of Shareholders’ resolutions. The performance of business units improved, contributing positively to the Bank's profit. 2. Monitored the implementation of financial targets and business plans. Independently audited System of Internal Control, risk • Developing agency relationships with foreign financial institutions. Limits of finance loan and payment were raised; the Bank was rate management and banking management information. Quarterly, BOS advised the Executive Committee (EXCO) and the Board of positively by State Management Agencies and Foreign and Domestic Financial Institutions. Management (BOM) on the related issues. 3 3. Directed the Internal Audit to develop and implement the risk-based audit plan: . EVALUATION OF THE INTERNAL CONTROL SYSTEM • Environmental control • Participating in audits and reviewing audit minutes and reports. Regularly assessed and directed the Internal Audit to improve - The organizational structure of the Bank was set up with 03 independent protection lines: Business units and function–based-manage- audit quality. ment Units at Head Office; Units under Credit Assessment and Risk Management Division; and Internal Audit. • Appraising financial statements and reviewing the implementation of safety ratios and risk limits in banking operations. - The system of policies and internal regulations were promulgated in full and timely manner to meet the requirements of business • Completing the direct audit plan and performing unexpected tasks under the direction of EXCO, BOS and the General Director. management and operation and risk management. Regularly carrying out the remote supervision with updated monitoring indicators. • Risk management system and checkpoints • Urging to fix the issues after inspections and audits and coordinating with supervisory units in evaluating, grading of compliance, - The machinery of Risk management was synchronously set up. The Risk Management Committee advised BOD on managing the and advising violating sanctions. Bank's risks relating to strategies, policies and supervisory mechanisms of BOM. - The operations of credit, market and operational risk management were strengthened and improved, contributing to identification, • Maintaining a monthly Compliance warning message with notes for improvement. measurement, control and handle of risk management. .The mechanism of limits and decentralization of authorization were regularly • Providing information and reports at the request of the State management agencies. assessed and adjusted. 4. Strengthened capability of internal control and audit: - Checkpoints in the business process were established and regularly reviewed for effectiveness, and prevention of fraud risk. • Coordinating with BOD in strengthening the organization and improving the capacity of Internal Audit. - Information system of finance, operations and compliance were enhanced to meet management requirements. IT system was intensified monitoring, reasonably protecting and applying mechanisms of independent preventive management, ensuring regular • Implementing a risk-oriented audit method, gradually standardizing the process, developing audit tools and applying measures to and continuous business operations. improve the quality and efficiency of Internal Audit. • Promulgating a coordination mechanism between BOS and BOM in conducting auditing and internal control activities. 4. COORDINATION MECHANISM OF BOS AND BOD, BOM • Cooperating with Consulting Company to train the Internal Audit about risk management required by Basel II. • BOD, BOM and BOS actively coordinated in supervision, inspection and control activities to ensure that BOS had implemented and 5. Coordinated with BOD office to update the list of founding shareholders, major shareholders, capital contributors and affiliated fulfilled its duties in accordance with the laws, the charter and regulations of BOS’s organization and operation. persons of BOD and BOS members and the General Director. • Developing a clear and transparent information delivery mechanism. 6. BOS maintained 03 members, including 2 specialized members to meet the regulated structure. In 2017, the Board held 04 regular • The recommendations of BOS were fully recognized and basically supplemented and amended by BOD and BOM. meetings, also regularly exchanged and approved contents of assigned missions. Members of BOS actively carried out and fulfilled III. 2018 ACTION PLAN OF THE BOARD OF DIRECTORS their assigned tasks. 1. Supervising the compliance of the Bank’s management and administration with the Laws and TPBank Charter. II. SUPERVISING RESULTS OF BANKING ACTIVITIES 2. Regularly evaluating and recommending on the implementation of the Resolution of the Shareholders’ General Meeting in 2018. 1. SUPERVISION AND EVALUATION OF FINANCIAL STATEMENTS 3. Promulgating organizational and operational regulations of BOS in accordance with the new regulations. BOS evaluated and verified the financial statements prepared by BOM and Deloitte fully acknowledged that these evaluations of 4. Effectively implementing the 2018 Internal Audit plan. Timely amending the audit regulations and procedures in order to enhance TPBank’s financial position, business results, and cash flows for each financial period was honest and fair. the quality and efficiency of the operation of the Internal Audit and Control. Coordinating the recruitment and training of risk-based audit techniques to improve the capability and quality of the Internal Audit's operation. 2. MANAGEMENT AND ADMINISTRATION ACTIVITIES 5. Appraising semi-annual and annual financial statements of 2018. Reviewing limits and safety ratios for banking operations. The Board of Directors built the strategy, managed and supervised implementation of the business plan as follows: 6. Independently evaluating the system of Internal Audit and the quality of risk management. Alerting the compliance violations and • Restructuring the Bank's business model in which Divisions were separated by Business Functions, Operational and Administrative risks and sharing information, advising and recommending for improvement. Support. Establishing the Financial Index Management Committee. Utilizing advantages of information technology and gold trading. 7. Supervising on updating the list of related persons of BOD and BOS members, General Director and major shareholders in accordance • Reorganizing the organizational and managerial model of human resource in the direction of improving quality, efficiency and salary with the Law.

72 tpb.vn regime. Attaching employees’ benefits and responsibilities to their work results. • Planning activities were synchronously implemented. KPIs were applied to each Division, Unit and Individual. 2017CORPORATE • Developing internal management regulations of the Bank in accordance with Decree 71 - Guideline applicable to public companies, the revised Law on Credit Institutions and the Code of Conduct of TPBank. • Implementing measures to boost business efficiency, strengthening the control and enhancing risk management capacity. Limitations GOVERNANCE and safety ratios of the Bank activities were under control. REPORT OF THE BOARD OF SUPERVISORS • Completing the plan of raising charter capital. Actively handling bad debts and improving the Bank’s financial capacity. • Increasing the content of high technology, applying eBank and promoting diversified programs, products and services to enhance the competitiveness and position of the Bank. In 2017, TPBank’s scale of organization and operation increased rapidly. The Board of Supervisors (BOS) actively performed the tasks as stipulated, helping the whole system of TPBank successfully completed the business plan and related contents approved by the • Improving the management and utilization of capital. Investment and trading activities in the monetary market achieved positive General Meeting of Shareholders. results. Liquidity was effectively managed. • Regularly reviewing, evaluating and applying measures to improve performance indicators such as Scale, Growth, Asset Quality, I. ACTIVITY REPORT OF THE BOARD OF SUPERVISORS IN 2017 Performance, Profitability, Capital Safety and Liquidity. 1. Regularly reviewed the regulations issued by the Board of Directors and supervised the compliance of TPBank charter and the • Being licensed by SBV to develop new business units. The network was also upgraded to the Multi-function Model and Standard Model. General Meeting of Shareholders’ resolutions. The performance of business units improved, contributing positively to the Bank's profit. 2. Monitored the implementation of financial targets and business plans. Independently audited System of Internal Control, risk • Developing agency relationships with foreign financial institutions. Limits of finance loan and payment were raised; the Bank was rate management and banking management information. Quarterly, BOS advised the Executive Committee (EXCO) and the Board of positively by State Management Agencies and Foreign and Domestic Financial Institutions. Management (BOM) on the related issues. 3 3. Directed the Internal Audit to develop and implement the risk-based audit plan: . EVALUATION OF THE INTERNAL CONTROL SYSTEM • Environmental control • Participating in audits and reviewing audit minutes and reports. Regularly assessed and directed the Internal Audit to improve - The organizational structure of the Bank was set up with 03 independent protection lines: Business units and function–based-manage- audit quality. ment Units at Head Office; Units under Credit Assessment and Risk Management Division; and Internal Audit. • Appraising financial statements and reviewing the implementation of safety ratios and risk limits in banking operations. - The system of policies and internal regulations were promulgated in full and timely manner to meet the requirements of business • Completing the direct audit plan and performing unexpected tasks under the direction of EXCO, BOS and the General Director. management and operation and risk management. Regularly carrying out the remote supervision with updated monitoring indicators. • Risk management system and checkpoints • Urging to fix the issues after inspections and audits and coordinating with supervisory units in evaluating, grading of compliance, - The machinery of Risk management was synchronously set up. The Risk Management Committee advised BOD on managing the and advising violating sanctions. Bank's risks relating to strategies, policies and supervisory mechanisms of BOM. - The operations of credit, market and operational risk management were strengthened and improved, contributing to identification, • Maintaining a monthly Compliance warning message with notes for improvement. measurement, control and handle of risk management. .The mechanism of limits and decentralization of authorization were regularly • Providing information and reports at the request of the State management agencies. assessed and adjusted. 4. Strengthened capability of internal control and audit: - Checkpoints in the business process were established and regularly reviewed for effectiveness, and prevention of fraud risk. • Coordinating with BOD in strengthening the organization and improving the capacity of Internal Audit. - Information system of finance, operations and compliance were enhanced to meet management requirements. IT system was intensified monitoring, reasonably protecting and applying mechanisms of independent preventive management, ensuring regular • Implementing a risk-oriented audit method, gradually standardizing the process, developing audit tools and applying measures to and continuous business operations. improve the quality and efficiency of Internal Audit. • Promulgating a coordination mechanism between BOS and BOM in conducting auditing and internal control activities. 4. COORDINATION MECHANISM OF BOS AND BOD, BOM • Cooperating with Consulting Company to train the Internal Audit about risk management required by Basel II. • BOD, BOM and BOS actively coordinated in supervision, inspection and control activities to ensure that BOS had implemented and 5. Coordinated with BOD office to update the list of founding shareholders, major shareholders, capital contributors and affiliated fulfilled its duties in accordance with the laws, the charter and regulations of BOS’s organization and operation. persons of BOD and BOS members and the General Director. • Developing a clear and transparent information delivery mechanism. 6. BOS maintained 03 members, including 2 specialized members to meet the regulated structure. In 2017, the Board held 04 regular • The recommendations of BOS were fully recognized and basically supplemented and amended by BOD and BOM. meetings, also regularly exchanged and approved contents of assigned missions. Members of BOS actively carried out and fulfilled III. 2018 ACTION PLAN OF THE BOARD OF DIRECTORS their assigned tasks. 1. Supervising the compliance of the Bank’s management and administration with the Laws and TPBank Charter. II. SUPERVISING RESULTS OF BANKING ACTIVITIES 2. Regularly evaluating and recommending on the implementation of the Resolution of the Shareholders’ General Meeting in 2018. 1. SUPERVISION AND EVALUATION OF FINANCIAL STATEMENTS 3. Promulgating organizational and operational regulations of BOS in accordance with the new regulations. BOS evaluated and verified the financial statements prepared by BOM and Deloitte fully acknowledged that these evaluations of 4. Effectively implementing the 2018 Internal Audit plan. Timely amending the audit regulations and procedures in order to enhance TPBank’s financial position, business results, and cash flows for each financial period was honest and fair. the quality and efficiency of the operation of the Internal Audit and Control. Coordinating the recruitment and training of risk-based audit techniques to improve the capability and quality of the Internal Audit's operation. 2. MANAGEMENT AND ADMINISTRATION ACTIVITIES 5. Appraising semi-annual and annual financial statements of 2018. Reviewing limits and safety ratios for banking operations. The Board of Directors built the strategy, managed and supervised implementation of the business plan as follows: 6. Independently evaluating the system of Internal Audit and the quality of risk management. Alerting the compliance violations and • Restructuring the Bank's business model in which Divisions were separated by Business Functions, Operational and Administrative risks and sharing information, advising and recommending for improvement. Support. Establishing the Financial Index Management Committee. Utilizing advantages of information technology and gold trading. 7. Supervising on updating the list of related persons of BOD and BOS members, General Director and major shareholders in accordance • Reorganizing the organizational and managerial model of human resource in the direction of improving quality, efficiency and salary with the Law.

ANNUAL REPORT 2017 73 IE PA IE PA Year 2017 has closed with the strong development of TPBank and positive financial indicators. To continue implementing the strategy towards 2020 in accordance with the planned roadmap and with the 2018 goal of maintaining sustainable and effective development, striving to become one of the leading banks in Vietnam, TPBank prioritizes focusing on key areas identified as follows: Promoting sponsorship of companies and businesses that apply high – technology; Focusing on supporting industries, especially small and medium enterprises, and priority banking customers. This is also the focus areas that are prioritized for development in Vietnam, promising to be a rich potential land for the Bank’s development, and also are areas in which TPBank has outstandingly competitive advantages over other banks, especially with the aim of becoming the leading digital bank in Vietnam.

In addition to the above objectives, TPBank continues to consolidate the following fundamental elements: Risk management system; Information Management system and technology infrastructure; Strengthening the organizational structure and enhancing human resources to improve the quality of banking operations in order to enhance efficiency, quality of service and brand popularity and trust.

Understanding these targets, the Board of Management of TPBank has proposed the 2018 Business Plan and the Action plans, solutions to achieve the plans set out in order to further improve the efficiency of operation management and overcome remaining constraints.

1. BUSINESS TARGETS IN 2018 Specific financial targets for 2018 are as follows:

Table 2 - Business plan to the end of 2018 Units: VND Billion, %

No. Item 2017 2018 Plan % Growth

1 Total assets 124,119 141,987 114.40%

2 Charter Capital 5,842 8,533 146.06%

3 Total Deposits 114,669 126,765 110.55%

3.1 Deposits from Customer 73,780 96,447 130.72%

3.2 Deposits from Other credit institutions 38,261 27,690 72.37%

3.3 Trusted Fund 2,628 2,628 100.00%

4 Outstanding Loans and Corporate Bond (*) 71,296 85,555 120.00%

4.1 Loans to Customers 64,007 74,621 116.50%

4.2 Investment of Corporate bonds 7,289 10,934 150.00%

5 NPL Ratio 1.08% <2%

6 Profit before tax 1,206 2,200 182.42%

7 CAR >9% >9%

8 ROE 15.6% 23% 47.4%

76 tpb.vn (*) The planned growth of outstanding loans are expected at 20% which depends on the approval of SBV

With the set-out plan, in 2018 TPBank will reach total assets of nearly VND 142 trillion; The profit before tax is VND 2,200 billion; NPL ratio is under control and below 2%; The safety criteria in banking operations are always ensured, and the liquidity is always good.

2. ACTION PROGRAM AND SOLUTIONS

2.1 Business strategy 2.1.1 Capital Mobilization activities

TPBank plans to reach deposits from customers of VND 96,447 billion by the end of 2018, basing on the deployment of the following programs:

• Continue to develop and exploit segments of target customers including: Mass customer; High-end customer; Digital oriented customer. In which, paying attention to expand the number of new customers using digital banking products and payroll services and high-end customers.

• Design tailor-made products to meet the needs of customers in each region/area. For the province-segment, focus on customers who are construction and import-export enterprises. For special-zone segment, focus on exploiting auxiliary, tourism, consumer goods, rice, fertilizer, and agricultural product enterprises… accordingly in each area.

• Focus on customers who are State-Owned Enterprises (SOEs), Big economic groups, FDI enterprises and Multinational corporations. Approach sectors that are developing and potential to exploit such as transportation, construction, etc. Develop and deeply exploit contractors, construction and installment enterprises to increase fee income of services and cashflow management for these businesses. Increase offerings of multiple products and services to existing customers, and increasing cross-selling of other products.

• Continue to implement Digital Banking initiatives: Expand 24/7 LiveBank network; Diversifying the features of LiveBank to better meet the needs of customer. Upgrade and optimize applications of supporting systems for business operations: CRM system phase 2; LOS system; Qlik - Nprinting system, etc.

• Diversify card products, accounts, and savings: Develop product packages to exploit customers based on target segments; apply management process, develop products effectively in the direction of multi-channel - unification.

• Complete the CRM system to develop close relationships with customers and develop suitable and effective customer care policies.

2.1.2 Credit Activities By the end of 2018 target of outstanding loans to customers, that is planned to submit to SBV, is VND 85,555 billion. The development orientation of outstanding loans to customers is as follows:

• Focus on product bundling by customer segments in order to support harvesting customers; improve the current product ranges to better satisfy the needs of customers in a creative way; develop transaction products, LC, Guarantees, Trade finance and foreign exchange products to increase fee income.

• Prioritize the development of unsecured-loan products, credit card products, international debit cards to approach large volume of target customers. Deploy consumer finance products, developing add-ons to enhance market competitiveness.

• Continue to diversify and improve policies that encourage the sales of Bancassurance, non-life insurance products for corporate and individual customers.

• Focus on lending to individual customers who buy properties for residential purpose.

• Maintain the position of car loan products and car dealers in the market.

• Develop a comprehensive customer care policy, strengthen the cross-selling among customer segments.

• Focus on small and medium business customers. Build the right products for target customers in order to develop this customer segment. Approach areas that have growth potential and low risk. Develop and exploit niche markets to increase fee income of services and cashflow management for these customers. Increase the offerings of multiple products and services to existing customers.

ANNUAL REPORT 2017 77 2.1.3 Capital, liquidity management, gold and foreign currency trading Activities • Continue to balance capital and inter-bank lending, ensure liquidity across the Bank and compliance with SBV’s prescribed rates (compulsory reserve, liquidity ratio, etc.) by maximizing mobilization resources and efficiency of capital utilization, as well as achieve turnover and capital utilization targets.

• Build up a list of Government bonds and Credit institution bonds with good interest rates to ensure the safety for credit and liquidity risks.

• Actively participate in the foreign exchange market, swap to become one of the top 10 banks trading in the foreign exchange market; effectively participate in the international forex market with G7 transactions.

• Enhance Gold Trading to become the preferred bank providing gold service to individual customers. Promote the sale of gold and foreign exchangethroughout the system.

• Develop interest rate and exchange rate derivatives in order to provide financial solutions for corporate clients, especially large corporate ones.

2.1.4 Investment and Custodian bank Activities • Continue to research and find prestige bond issuers who offer attractive interest rates, and liquidity in the market.

• Strengthen the sales of investment banking products such as certificates of deposits, corporate bonds.

• Promote the development of depository service, depository and settlement agent service, collateral management agent service for stocks and valuable papers.

• Develop new customers and manage portfolio for Depository customers who are Funds, Management Funds, and foreign investors opening indirect investment accounts in Vietnam.

• Strengthen post-investment monitoring; continue to monitor and handle investments and equity contributions.

2.1.5 Financial institution (FI) Activities • Continue to expand relationship with foreign FI partners as well as effectively utilize these limits.

• Regarding the development of International Cooperation: Actively seek and develop network of partners.

• Build specific trade finance products to meet the needs of business units.

• Optimize usage of TF limit from both domestic and foreign FIs as well as promote TF products.

2.1.6 Risk management, internal control, internal audit • With the orientation of having sustainable development, TPBank gives priority to strengthen risk management capability throughout the Bank, especially focus on early warning of credit risks in the system, supervise credit activities of the whole system; apply advanced models and technologies in asset management, debt management, liquidity and market risk management.

• Improve the credit appraisal and approval model, identify prioritized products in order to specialize in the appraisal/approval process. Applying technology in updating, storing, processing, approving and controlling data after borrowing. Control credit risks according to specialization that is suitable to the risk characteristics of each group of individual and corporate customers.

• Strengthen the inspection and supervision of compliance in order to timely detect mistakes, promptly correct to minimize risks for the Bank. Develop guidelines for customer identification to help prevent money laundering.

• Develop the internal audit and supervised teams who are capable, experienced and independent. Set up audits at headquarters and branches, intensify audit work based on the subjects, monitor staff’s compliance, morality and ethics. Effectively strengthen tele-monitoring the compliance of arising activities; solve complaints and denunciations in order to improve the quality of banking services.

• Complete the review of documents to avoid loopholes in the operational process and regulations in the units. Ensure that card/ eBank issuance and payment activities are stable, safe and upgraded. Improve human resources, service quality and limit

78 tpb.vn operational risks in credit disbursement. Retain smooth and no-risk operation. Maintain and enhance service quality of business units, continue to implement innovations throughout the system. Strengthen vertical management in administration, clerical work, seal and asset management.

2.2 Human resource policies

Improving the quality and quantity of candidates, ensuring that recruited personnel are suitable, sufficient and timely according to quota and requirements of units (Total employees are expected to increase by 12% by 31 December 2018).

• Review recruitment process, rationalize work steps, speed up processing, and increase productivity. Reduce recruitment processing time by 15-20%.

• Define channels for personnel search and implementation method for each channel, and deploy determined method accordingly. Analyze effectiveness of each channel for each group of candidates, enhance the attraction of personnel from reputable and high-quality organizations.

• Promote the planning and development of personnel successors based on the development roadmap. Collaborate with related units to review, build and improve the system of test bank and conduct the examination before considering official appointment interview.

• Strictly control the personnel quota of units, especially supporting units, optimize productivity and resources, help units to review their organizational structure. Attach personnel quota to performance indicators (TOI/staff) of business units and to productivity index of Back and Middle units.

• Review the compensation system of the Bank, ensuring that adjustments are based on principles of internal fairness and market competition. Depend on analysis data from external sources, HR will continue to work with units to adjust the payroll for each position to improve ability to attract and retain staffs.

• Implement training in accordance with training schedule and development roadmap, continue to improve the quality of training at the Center for Practical Business, especially sales staff training. Implement Elearning project along with traditional training methods, carefully select and collaborate with reputable external partners to conduct training programs of professional and managerial skills that are necessary. Evaluate level of knowledge application through staff training in their job and deploy initiatives to improve the effectiveness of this activity.

• Strengthen legal training for staffs throughout the system, regularly update and evaluate the impact of new legal regulations on banking activities, promote the prevention of money laundering and the role of legal department in money laundering prevention control in the Bank’s operations. Carry out the review and build the FATCA compliance system.

2.3 Investment in technology development and modernization of the Bank

The Bank focuses on supporting business development through new product projects, continue to upgrade the infrastructure to meet the rapid growth. It successfully implements digital banking projects based on the application of best practices of leading organizations in the world. It modernizes technology infrastructure, supports decision making and risk control, and improves service quality and information security, specifically through such projects as follows:

• Continue to conduct digital banking projects in accordance with the target of becoming the leading Digital Bank in Vietnam;

• Implement the project that helps fully digitizes the credit approval process, reduces approval time, standardizes quality, and minimizes paper rotation;

• Deploy DW project phase 2 that standardizes all existing data sources, enabling TPBank to be more proactive in analyzing data, creating quick reports and charts, therefore supports to control and make business decision as well as support risk control analysis;

• Plan to expand infrastructure, especially storage systems, to meet the fast growing demands of business;

• Conduct management projects, standardize database under Basel II, and prevent data loss;

• Continue to improve and automate system monitoring.

ANNUAL REPORT 2017 79 2.4 Product development, networking and communication activities

• Products for Individual customers: Increase household deposits from both traditional and electronic channels, change deposit portfolio to raise the medium and long term capital, maintain sufficient capital and meet the ratio regulations of SBV, while ensure efficiency of business performance. Design product package and personalize groups of products for each customer segment based on behavioral data analysis and customer demographic to tailor to characteristics of each sales channel. Focus on development of digital products that meet three (3) main groups of needs of individual customers: Payment, Savings and Lending. Develop and consolidate new products under the Wealth Management including: Insurance and Investment Products. Creatively improve existing product groups to better meet the needs of customers: Account Product; Deposit Product; Lending Product; Card products, and eBank Services. Focus on promoting the development of premium products to optimize the list of fees for all of products and services available to individual customers.

• Products for Corporate Customers: In addition to maintain well-developing automobile products, it focuses on accelerating the growth of CASA by increasing the number of businesses using payroll services and TPBank accounts as their main payment accounts. Increase deposit margin through the sales of Guarantee and LC products. Strengthen the cross-selling, bring cash flow to TPBank, promote the chargeable products, develop payroll account products, and strengthen movement from term deposit to demand deposit within deposit structure in order to reduce capital costs.

• Continue to promote communication activities and public relations to increase brand awareness and strengthen the message to identify TPBank as a “DIGITAL BANK”. Promote products by a customer-oriented approach. Conduct market researches, customer and competitor surveys in order to support product development teams to create appropriate implementation initiatives.

• In 2018, TPBank will complete the construction and opening of 04 new branches (Bac Ninh, Nam Dinh, District 1, and Thu Duc), 02 transaction offices (Cam Pha and Vinh), which were approved by the SBV in 2017, as well as search for suitable locations in order to submit to SBV for permission to establish new branches.

• Brand communication, product marketing and promotion programs will continue to be strengthened, bringing TPBank closer to customers and firmly positioning TPBank in the market.

• With the above development policies of product, network and communication, paralleling with the results achieved in 2017, TPBank aims to increase the percentage of customers who are active and use multi-services of the Bank. An extensive customer network is an extremely important factor for TPBank to fulfill its planned scale and profit targets.

• Develop and improve the rating system and customer analysis to serve as a base for implementing policies of price, charge and interest rates; Pay attention to the total benefits brought by customers; Promote cross-selling and encourage customers to use a variety of other products and services; Exploit demands for products and services from existing customers; Increase the number of products/services provided to a customer through cross-selling activities; Strive to reach 2,200,000 customers by the end of 2018, raise the percentage of customers having transactions (active customers), double the average number of service products per customer, and increase the proportion of low cost source of fund over total customer mobilization.

80 tpb.vn CONCLUSION

This is a summary report of TPBank’s business results in 2017 and business plan for 2018. With right and insightful directions, the Bank has achieved certain successes in business performance, marking its name in the domestic and foreign financial markets with the well-grown scale of total assets, capital mobilization and outstanding credits. Especially, Pre-tax Profit Target surpassed the whole year plan by 155% while the operational safety standards were still kept in line with regulations of SBV and financial institutions.

Moving to 2018, with the goal of continuing to develop sustainably and effectively, striving to become one of the leading commercial banks in Vietnam with sustainable and transparent operation; positively contributing to the overall development of the banking system, TPBank focuses on improving the quality of investment resources to meet its business development objectives, continues to improve bank’s operation to achieve the business target of 2,200 billion VND profit before tax with 82% growth rate versus 2017.

With the synchronic policies mentioned above, the Bank’s Board of Director will confidently conquer the new business goals in 2018, bringing TPBank into the top 10 commercial banks in Vietnam, not only in size but also in quality and performance.

Yours Sincerely!

ON BEHALF OF BOM Attention: Chief Executive Officer - BOD, Supervision Board;

- BOM;

- Archive: Administrative Office; TC

NGUYEN HUNG

ANNUAL REPORT 2017 81 BRANCH NETWORK HEAD OFFICE TPBank Building, 57 Ly Thuong Kiet str., Hoan Kiem dist., Hanoi

AN GIANG • TPBank Thang Long • TPBank Tan Phu • TPBank An Giang 129-131 Hoang Quoc Viet, Cau Giay dist., HN No. 623 Luy Ban Bich, Phu Thanh ward, Tan Phu dist., Ho Chi Minh city 204 - 204A Building, Tran Hung Dao ward, Long Xuyen • TPBank Pham Hung FPT Building, Duy Tan str., Cau Giay dist., HN • TPBank Sai Gon BINH DUONG • TPBank My Dinh No. 164B-166 Le Hong Phong, Ward 3, District • TPBank Binh Duong 1st Floor, MDComplex Building, Urban Area My 5, Ho Chi Minh city No. 309A - 311 Binh Duong Avenue, Thu Dau Mot city Dinh 1, Nguyen Co Thach str., Nam Tu Liem dist., HN • TPBank Phu My Hung • TPBank Di An • TPBank Linh Dam No. D204-D205, R19-1 - My Toan 3 str., District 1 Nguyen An Ninh, Nhi Dong 2 Quarter, Di An Ward, Di Villa 10BT1, Urban Area Bac Linh Dam, Nguyen 7, Ho Chi Minh city An Town, Binh Duong Province Huu Tho, Hoang Mai dist., HN • TPBank Ben Thanh BAC NINH • TPBank Hoang Mai No. 180 Nam Ky Khoi Nghia str., Ward 6, District 3, Ho Chi Minh city • TPBank Bac Ninh Licogi 19 Building, No. 25 Tan Mai, Hoang Mai 302 Tran Hung Dao, Bac Ninh City, Bac Ninh Province dist., HN • TPBank Hung Vuong • TPBank Thanh Do No. 32A Hau Giang, Ward 2, District 6, HCM CAN THO No. 7 Tran Phu Building, Van Quan ward, Ha Dong • TPBank Cuu Long TPBank Can Tho • dist., HN No. 445 Ly Thuong Kiet str., Ward 8, Tan Binh No. 135 Tran Hung Dao, Ninh Kieu dist., Can Tho city • TPBank Tay Ha Noi dist., Ho Chi Minh city • TPBank Bac Can Tho No. 535 Kim Ma, Ngoc Khanh ward, Ba Dinh dist., HN • TPBank Binh Thanh No. 25 Vo Van Tan, Ninh Kieu dist., Can Tho city • TPBank Thanh Tri No. 81 Xo Viet Nghe Tinh, Ward 17, Binh Thanh DA NANG No. 407-409 Ngoc Hoi, Van Dien Town, Thanh Tri, HN dist., Ho Chi Minh city • TPBank Da Nang • TPBank Thanh Xuan • TPBank Quan 4 No. 155 Nguyen Van Linh, Thanh Khe dist., No.194 Le Trong Tan str., Thanh Xuan dist., HN No. 9-11 Hoang Dieu, Ward 12, District 4, HCM Da Nang city • TPBank Ha Dong • TPBank Hoc Mon • TPBank Bac Da Nang No. 1/1-1/2, Nguyen Anh Thu str., Trung My Tay, No. 353 Dien Bien Phu, Thanh Khe dist., Da Nang city 38A Phung Hung str., Ha Đong, HN Trung Chanh, Hoc Mon dist., Ho Chi Minh city • TPBank Chien Thang • TPBank Binh Chanh DONG NAI 139E + 139G Chien Thang, Thanh Tri dist., HN • TPBank Dong Nai A22/5 route 50, Binh Hung, Binh Chanh, HCM TPBank Son Tay No. 264A, Street 2, Pham Van Thuan str., Bien Hoa city • 314 Chua Thong, Son Loc Ward, Son Tay Town, HN • TPBank Thu Duc • TPBank Bien Hoa 190 Dang Van Bi, No 1 Quarter, Binh Tho Ward, 97 30/4 road, Thanh Binh Ward, Bien Hoa City, Dong HAI PHONG Thu Duc District, HCMC Nai Province • TPBank Hai Phong HANOI No. 8-10 Cau Dat str., Ngo Quyen dist., Hai Phong QUANG NINH • TPBank Hoan Kiem • TPBank To Hieu • TPBank Quang Ninh No. 38-40 Hang Da str., Hoan Kiem dist., HN No. 312 To Hieu str., Le Chan dist., Hai Phong 1st Floor, Ha Long DC Building, No. 08 25/4 str., Ha Long city • TPBank Nam Ha Noi KIEN GIANG No. 236 Le Thanh Nghi, Hai Ba Trung dist., HN • TPBank Cam Pha • TPBank Kien Giang 749 - 751 Tran Phu, Cam Pha City, Quang Ninh • TPBank Ho Guom 154 0 156 0 158 Tran Phu, Vinh Thanh Van Ward, Rach Province No. 26 Hang Muoi, Ly Thai To ward, Hoan Kiem dist., HN Gia City, Kien Giang Province • TPBank Le Ngoc Han Ruby Plaza, No. 44 Le Ngoc Han, Hai Ba Trung dist., HN HO CHI MINH NGHE AN • TPBank Nghe An • TPBank Hai Ba Trung • TPBank Ho Chi Minh No. 12, CT1 Quang Trung, Ward Quang Trung, No. 300-302 Tran Khat Chan, Hai Ba Trung dist., HN No. 456A Nguyen Thi Minh Khai, Ward 5, District Vinh city • TPBank Long Bien 3, Ho Chi Minh city • TPBank Vinh No. 489 Nguyen Van Cu, Long Bien dist., HN • TPBank Nguyen Oanh 140 Lenin Avenue, Vinh City, Nghe An Province • TPBank Ha Noi No. 112-114 Nguyen Oanh, 7th ward, Go Vap dist., TDL Building, No. 22 Lang Ha str., Dong Da dist., HN Ho Chi Minh city DAK LAK • TPBank Cong Hoa • TPBank Ha Thanh • TPBank Dak Lak No. 73 Cong Hoa, 4th ward, Tan Binh dist., 1st Floor, B Building, No. 2 Chua Boc str., No. 56 - 58 Y Jut, Thong Nhat ward, Buon Ma Ho Chi Minh city Dong Da dist., HN Thuot city, Dak Lak province • TPBank Trung Hoa - Nhan Chinh • TPBank Gia Dinh 1st Floor, 24 T1 Building, Trung Hoa - Nhan Chinh New No. 481-483 Bach Dang, Binh Thanh dist., KHANH HOA Urban Area, Thanh Xuan dist., HN Ho Chi Minh city • TPBank Nha Trang • TPBank Binh Tay • TPBank Ba Dinh No. 9F Le Thanh Ton, Loc Tho ward, Nha Trang No. 224 Hai Thuong Lan Ong str., Ward 14, District 37 Phan Dinh Phung str., Ba Dinh dist., HN city, Khanh Hoa province 5, Ho Chi Minh city • TPBank Dong Da • TPBank Tay Sai Gon THANH HOA No. 1-16 Line B, Hoang Cau, Dong Da dist., HN No. 290 Lanh Binh Thang str., District 11, • TPBank Dong Do Ho Chi Minh city • TPBank Thanh Hoa 1st Floor, LICOGI 13 Building, Khuat Duy Tien, Thanh No. 13,14 Phan Chu Trinh, Dien Bien, Thanh Hoa • TPBank Tan Binh Xuan dist., HN No. 301 Nguyen Van Troi str., Tan Binh dist., Ho Chi Minh city

UNITED STATES • KBC Bank, Shanghai Branch • China Construction Bank - Japan Branch • Industrial & Commercial Bank of China, Head Office • Kookmin Bank, Tokyo branch • Wells Fargo Bank, N.A, New York International Branch • China Construction Bank Corporation • Banco Do Brasil SA, Tokyo branch • JPMorgan Chase Bank, N.A • Shinhan Bank China Limited • BNP-Paribas SA (formerly Banque Nationale de • CitiBank, N.A • Kookmin Bank (China) Limited Paris) Tokyo Branch • Woori America Bank • Sumitomo Mitsui Banking Corporation China Limited, • Citibank, Tokyo Branch • Woori Bank, New York Beijing branch • Towa Bank Ltd • Bank of New York Mellon, HO • Postal Saving Bank of China, HO • Industrial & Commercial Bank of China • Jiangsu Zijin Rural Commercial bank, HO KOREA • Shinhan Bank • Bank of Jiangsu, HO • Bank of Tokyo-Mitsubishi UFJ, LTD, NY Branch • Sumitomo Mitsui Banking Corporation China Limited, • Wells Fargo Bank, N.A., Seoul Bracnh • BNP Paribas, New York Branch Guangzhou branch • Woori Bank, Seoul • Sumitomo Mitsui Banking Corporation, New York branch • Bank of Guiyang • KEB Hana Bank, HO • Habib American Bank, HO • Sumitomo Mitsui Banking Corporation China Limited, • Industrial & Commercial Bank of China, Seoul • Woori America Bank, Los Angeles Tianjin branch Branch • Bank of Tokyo-Mitsubishi UFJ, LTD, Los Angeles Branch • Sumitomo Mitsui Banking Corporation China Limited, • Bank of Tokyo-Mitsubishi UFJ, LTD, Seoul Branch • Wells Fargo Bank, N.A Suzhou branch • Australia and New Zealand Banking Group Ltd • Wells Fargo Bank, N.A • Industrial Bank Co., Ltd • Busan Bank • International Finance Corporate • Chengdu Rural Commercial Bank • Kookmin Bank • Toronto Dominion Bank USA NA • Sumitomo Mitsui Banking Corporation China Limited, • Suhyup Bank - National Federation of Fisheries • First Bank Shenzhen branch Cooperatives • Bank of Tokyo-Mitsubishi UFJ, LTD, Chicago Branch • Sumitomo Mitsui Banking Corporation China Limited, • Sumitomo Mitsui Banking Corporation, Seoul Hangzhou branch branch ITALY • Shinhan Bank, HO UNITED KINGDOM • Daegu Bank Ltd. • UniCredit S.P.A • CitiBank, N.A • Wells Fargo Bank, N.A., London Branch THAILAND • Intesa Sanpaolo SPA Head Office • Bank of New York Mellon, London Branch • Commerzbank AG • Australia and New Zealand Banking Group Ltd • JBangkok Bank Public Company Limited • Industrial & Commercial Bank of China, Milan Branch • Citibank N.A • Bank of Tokyo-Mitsubishi UFJ, Ltd, Bangkok Branch • Banca Valsabbina S.C.P.A, HO • Standard Chartered Bank Ltd • Siam Commercial Bank • Banca Popolare di Sondrio • JPMorgan Chase Bank, N.A (European Headquaters) • Sumitomo Mitsui Banking Corporation, Bangkok • Banca Popolare dell’Emilia Romagna (BPER Banca), HO • Bank of Tokyo-Mitsubishi UFJ, Ltd, London Branch branch • UBI Banca, HO • KEB Hana Bank, London branch • KBC Bank, London Branch PHILIPPINES SINGAPORE • First City Monument Bank, London branch • Kookmin Bank International Ltd. • Mizuho Bank, Ltd., Manila Branch • Unicredit Bank AG Singapore Branch • Australia and New Zealand Banking Group Ltd (HypoVereinsBank AG Singapore Branch) HONG KONG • Bank of Tokyo-Mitsubishi UFJ, LTD, Manila Branch • United Overseas Bank Ltd. Head Office • JPMorgan Chase Bank, N.A. Singapore Branch • Wells Fargo Bank, N.A., Hongkong Branch INDONESIA • Bank of Tokyo-Mitsubishi UFJ, LTD, Singapore Branch • Skandinaviska Enskilda Banken AB • Skandinaviska Enskilda Banken AB (PUBL). Singapore • Svenska Handelsbanken HongKong Branch • Bank of Tokyo-Mitsubishi UFJ, LTD, Jakarta Branch Branch • Unicredit Bank AG HongKong Branch • Mizuho Bank, Ltd. Singapore Branch (Hypovereinsbank HongKong) MALAYSIA • CitiBank, N.A. Singapore Branch • Bank of Tokyo-Mitsubishi UFJ, LTD, HongKong Branch • Industrial & Commercial Bank of China • China Minsheng Banking Corp., Ltd., Hongkong • Public Bank Bhd • Sumitomo Mitsui Banking Corporation, Singapore Branch branch • Mizuho Bank (Malaysia) Berhad • BNP-Paribas SA (formerly Banque Nationale de Paris) • Erste Bank Der Oesterreichischen Sparkassen AG, • Bank of Tokyo-Mitsubishi UFJ, LTD, Labuan Branch • Singapore Branch Hongkong branch • Sumitomo Mitsui Banking Corporation, Labuan branch • RHB Banking Group, Singapore Branch • KBC Bank, Hongkong Branch • Maybank, HO • Raiffeisen Bank International AG, Singapore branch • Sumitomo Mitsui Banking Corporation, Hongkong • UOB, Malaysia Branch • Australia and New Zealand Banking Group Ltd, branch • Sumitomo Mitsui Banking Corporation Malaysia Singapore branch Berhad • DBS Bank, HO SPAIN • RHB Banking Group, HO • KBC Bank, Singapore Branch • Landesbank Baden-Wuerttemberg, Singapore branch • Bank of Tokyo-Mitsubishi UFJ, LTD, Madrid Branch FRANCE • Wells Fargo Bank, Singapore branch • CaixaBank, S.A • Bayerische Hypo-Und VereinsBank Paris GERMANY ARGENTINA • BNP-Paribas SA (formerly Banque Nationale de Paris) Head Office • Deutsche Bank AG • Bank of Tokyo-Mitsubishi UFJ, LTD, Buenos Aires Branch • Bank of Tokyo-Mitsubishi UFJ, LTD, Paris Branch • BHF-BANK Aktiengesellschaft • KBC Bank, Paris Branch • Vietinbank, German Branch SWEDEN • Landesbank Baden-Wuerttemberg AUSTRALIA • Unicredit Bank AG (HypovereinsBank) • Skandinaviska Enskilda Banken • Bank of Tokyo-Mitsubishi UFJ, LTD, Duesseldorf Branch • Svenska Handelsbanken HO • Australia and New Zealand Banking Group Ltd • WGZ Bank AG (Westdeutsche Genossenschafts- • Mizuho Bank, Ltd. Sydney Branch Zentral Bank), HO JAPAN • Bank of Tokyo-Mitsubishi UFJ, LTD, Sydney Branch • KBC Bank, Duesseldorf Branch • Sumitomo Mitsui Banking Corporation, Sydney • Bremer Kreditbank AG, HO • Wells Fargo Bank, N.A., Tokyo Bracnh branch • Bank of Tokyo-Mitsubishi UFJ, Ltd • Commonwealth Bank, HO CHINA • Sumitomo Mitsui Banking Corporation • National Australia Bank, HO • Mizuho Bank, Ltd • Wells Fargo Bank, N.A, Shanghai Branch • Australia and New Zealand Banking Group Ltd CHILE • Australia and New Zealand Banking Group Ltd • Resona Bank Ltd. • Sumitomo Mitsui Banking Corporation China Limited, • Bank of Tokyo-Mitsubishi UFJ, LTD, Santiago Branch Shanghai branch • Bank of Communications, HO INDIA UNITED ARAB IRELAND

• Bank of Tokyo-Mitsubishi UFJ, LTD, Mumbai Branch • Industrial & Commercial Bank of China Ltd, Dubai • Bank of America, N.A, Dublin branch • Bank of Tokyo-Mitsubishi UFJ, LTD, New Delhi Branch (DIFC) Branch • Sumitomo Mitsui Banking Corporation, New Delhi branch GUINEA • Bank of Tokyo-Mitsubishi UFJ, LTD, Bangalore Branch EMIRATES • Bank of Tokyo-Mitsubishi UFJ, LTD, Chennai Branch • United Bank of Africa, Guinea Branch • Indian Overseas Bank, HO • Habib Bank AG Zurich, Dubai UAE • Bank of Tokyo-Mitsubishi UFJ, Ltd, Abu Dhabi AE VIETNAM TAIWAN UKRAINE • Military Commercial Joint Stock Bank • Wells Fargo Bank, N.A., Taipei Branch • Joint Stock Commercial Bank for Foreign Trade of • CitiBank Taiwan Ltd. • UkrsotsBank Vietnam • Mizuho Bank, Ltd., Taipei Branch • Joint Stock Commercial Bank for Investment & • Shanghai Commercial & Savings Banking, Ltd BAHRAIN Development of Vietnam • Bank of Tokyo-Mitsubishi UFJ, LTD, Taipei Branch • Vietnam Technological & Commercial Joint Stock

• Sumitomo Mitsui Banking Corporation, Taipei branch • Bank of Tokyo-Mitsubishi UFJ, Ltd, Bahrain Branch Bank • Petrolimex Group Commercial Joint Stock Bank DENMARK SOLOMON ISLANDS • An Binh Commercial Joint Stock Bank • Vietnam Bank for Agriculture & Rural Development

• Citibank International PLC • Australia and New Zealand Banking Group Ltd • Sai Gon - Ha Noi Commerical Joint Stock Bank • Australia and New Zealand Bank (Vietnam) Limited CZEK REPUBLIC FIJI • DongA Bank • Sai Gon Thuong Tin Commercial JS Bank SacomBank)

Plc, Organizacni Slozka • Australia and New Zealand Banking Group Ltd • Hochiminh City Development Joint Stock Commercial • Unicredit Bank Czech Republic and Slovakia, A.S Bank • Cseka Sporitelna Bank HO AUSTRIA • Lien Viet Post Joint Stock Commercial Bank • Orient Commercial Joint Stock Bank

• Raiffeisen Bank International AG • BaoViet Joint Stock Commercial Bank NORWAY • Erste Group Bank AG, HO • Vietnam Thuong Tin Commercial Joint Stock Bank

• Citibank International PLC, Norway Branch • Erste Bank Der Oesterreichischen Sparkassen AG, HO • Southeast Asia Commercial Joint Stock Bank • Vietnam International Commercial Joint Stock Bank HUNGARY SERBIA • Saigon Commercial Bank (SCB) • Vietnam Joint Stock Commercial Bank for Industry • • Citibank Europe Plc, Hungarian branch Unicredit Bank SRBIJA A.D. & Trade • Asia Commercial Bank SOUTH AFRICA BOSNIA & HERZEGOVINA • Vietnam Public JSC Bank (PVCOMBANK) • Vietnam Export Import Commercial JSB • Unicredit Bank • Citibank South Africa • National Citizen Joint Stock Bank • Viet Capital Commercial JSB LUXEMBOURG CAMBODIA • Vietnam Prosperity JSC Bank • Vietnam Maritime Commercial Stock Bank • Kookmin Bank Cambodia Plc. • Banque Internationale A Luxembourg S.A • Nam A Commercial Joint Stocj Bank • Osk Indochina Bank Limited • Industrial & Commercial Bank of China (Europe) Luxembourg • Kien Long Commercial Joint Stock Bank • Industrial and Commercial Bank of China, Luxembourg branch • Vietnam Asia Commercial Joint Stock Bank MYANMAR • Saigon Bank for Industry and Trade, HO • Indovina Bank, HO ISRAEL • Sumitomo Mitsui Banking Corporation, Yangon branch • Woori Bank, Hanoi • Bank Leumi Le Israel B.M • Woori Bank, HochiMinh TURKEY • Hua Nan Commercial Bank, Ltd, HCMC Branch • China Construction Bank Corporation, HCM Branch BELGIUM • Turkiye Is Bankasi AS, HO • United Overseas Bank Ltd. HCMC Branch • KBC Bank NV • BNP-Paribas SA (formerly Banque Nationale de • Bank of Tokyo-Mitsubishi UFJ, Ltd, Brussels Branch ROMANIA Paris) • BNP Paribas Fortis NA/SV • Ho Chi Minh city Branch • Unicredit Tiriac Bank SA • CBC Banque • CitiBank N.A. • Standard Chartered Bank (Vietnam) Limited SLOVENIA PORTUGAL • Industrial & Commercial Bank of China, Hanoi Branch • Mizuho Bank, Ltd, Hanoi Branch • Caixa Geral de Depósitos, S.A. • Hypo Alpe-Adria-Bank D.D. • Bank of Tokyo Mitsubishi UFG, Hanoi Branch • UNICREDIT BANKA SLOVENIJA D.D. • Industrial Bank of Korea, Vietnam NETHERLANDS • Bank of Tokyo-Mitsubishi UFJ, LTD, HCMC Branch • Deutsche Bank, HCMC Branch RUSSIA • GarantiBank International N.V. • VIETNAM RUSSIA JOINT VENTURE BANK • KBC Bank, Rotterdam Branch • Zao CitiBank, Moscow • Hong Leong Bank Vietnam Ltd • Industrial & Commercial Bank of China (Moscow) • Hana Bank, HCMC Branch • Unicredit Bank AO LITHUANA • Maybank, Hanoi Branch • Bank of China, HCMC branch • Siauliu Bankas AB, HO SRI LANKA • Kookmin Bank, Ho Chi Minh city branch • Shinhan Bank Vietnam Limited • MCB Bank Limited EGYPT • Sumitomo Mitsui Banking Corporation, Ho Chi Minh city branch • Ahli United Bank, HO PAKISTAN • Commonwealth Bank, HCMC branch • Bank Sinopac, Ho Chi Minh city branch • Habib Metropolitan Bank Ltd SWITZERLAND • KEB Hana Bank, HCMC Branch • Industrial & Commercial Bank of China, Karachi Branch • Habib Zurich AG, HO