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Nearly 3,000 shareholders attended SHB’s annual general meeting in person, a record turnout that underscored strong investor interest as the bank enters a “2.0 reform era.” At the venue, shareholders also noted a refreshed brand identity, with SHB’s familiar S-shaped logo appearing more prominent, signaling a shift in the bank’s direction.
After management presented reports, Do Quang Vinh, vice chairman of the board and deputy CEO, spent about 20 minutes addressing questions from thousands of shareholders about SHB’s role in the new phase. The bank framed the transformation as a necessary response to the current environment, particularly as Vietnam marks four decades of reform.
Vietnam has risen to become the 32nd largest economy globally and the fourth in ASEAN. For 2025, Vietnam is projected to grow by 8.02%, reflecting leadership among global economies. In remarks referenced at the AGM, General Secretary and President To Lam emphasized that the top priority in the new era is to meet strategic targets by 2030—enabling Vietnam to become a developing country with a modern industry and high middle income—and by 2045 to become a developed socialist country with high income.
SHB said the banking sector is no longer only a capital channel; the financial system is increasingly seen as shaping growth drivers and supporting sectors to advance in the new era. The bank’s transformation is described as comprehensive, covering both brand identity and internal operations.
Do Quang Vinh described SHB’s long-term journey and a turning point after nearly 33 years, positioning the bank as a “new generation national scale bank” built on two pillars: an ecosystem and technology.
Under the ecosystem pillar, SHB plans to develop clients around large central customers. The bank described the ecosystem as the “space,” while technology is the “growth infrastructure” enabling SHB to deliver tailored financial solutions for each client. SHB said it does not treat a single group or parent company as a standalone customer, but as the core connecting enterprises and individuals across the ecosystem—aiming to broaden its reach and generate multi-level growth.
The technology pillar is presented through a five-part framework called 5FIRST: Data AI First, People First, Cloud First, Security First, and Mobile First. SHB said this framework is intended to redesign the banking model for the new era.
SHB’s AGM report stated that 2025 included heavy investment in technology, including SHB SAHA and SHB Corporate Mobile, to improve operations and customer experience. The bank reported that more than 95% of activities were conducted on digital channels, and 98% of client transactions occurred on the online banking platform.
For 2026, SHB plans to allocate between 2.5 and 3 trillion dong to technology with the goal of digitizing 100% of client services.
SHB recently signed a strategic cooperation with Huawei, described as a technology group, to accelerate digital transformation with technology as the engine for serving customers within the ecosystem. Huawei’s role includes reviewing SHB’s current IT systems and providing strategic guidance.
In response to questions about the cooperation, SHB’s leadership said the process is guided by careful selection and state oversight to ensure security during deployment. The bank also said the partnership creates opportunities for international collaboration.
SHB said its new identity retains the orange color, while the S-shaped logo has been redesigned to reflect national identity and the philosophy “heaven is round, earth is square,” signaling openness in finance rather than a closed system. The leadership described the logo as a symbol of a new generation—modern and professional—carrying a broader story about SHB’s vision and growth.
SHB reaffirmed its repositioning as the economy grows, aligning with national development priorities. The bank stated it aims to be a private institution contributing to the nation’s progress, in line with Party and Government directions on science, technology, innovation, and digital transformation.
SHB’s stated targets include becoming by 2030 the leading digital bank in efficiency, the most loved digital bank, the best retail bank, and a top provider of capital and financial services to customers with an ecosystem covering supply chains, large firms, SMEs, and individuals. By 2035, SHB aspires to be a modern, digital, and green bank among regional leaders.
To realize these goals, SHB said it will continue a comprehensive transformation based on four pillars: customer and market centricity; reform of mechanisms, policies, and processes; people as the core; and modernization of IT and digital transformation. The bank also said it will adhere to six core values: Heart, Trust, Faith, Wisdom, Insight, and Vision.
A State Bank official at the AGM highlighted SHB’s 33-year foundation and its role in supporting national economic stability and development. The event also prompted reflection on the role of business and citizens in Vietnam’s 2.0 reform era, with SHB positioning itself as a leading private bank prepared to evolve alongside national trends and contribute to stronger growth and prosperity.
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