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In the country’s new development trajectory, major Politburo resolutions are opening a strategic framework for rapid, sustainable, and self-reliant growth, and the role of financial institutions is no longer limited to providing capital. During SHB’s more than 30 years of development, SHB has been present in the economy’s core sectors, from energy and mining to infrastructure, with strategic partners such as EVN, VNPT, TKV, and Bình Sơn Refinery. According to Mr. Đỗ Quang Vinh, SHB’s guiding principle is that a bank’s development must align with the growth of people, enterprises, and the Vietnamese economy.
SHB states that sustainable development requires the bank to position itself within the broad currents of the economy, partnering with foundational industries, essential sectors, and enterprises that lead. The bank says it is present in sectors with core significance such as energy, mining, agriculture, infrastructure, chemicals, trade, and export—areas that it describes as foundational for production, macroeconomic stability, self-reliance, and resilience.
In this approach, capital is intended to flow into areas with wide spillover effects for national growth. Even in volatile periods, SHB says its priority is not short-term reactions, but steadfast commitment to essential sectors that can lead and sustain long-term growth.
SHB points to Politburo Resolution 68 on private sector development and Resolution 79 on state-owned enterprise development. The bank says the spirit of these resolutions is to mobilize both private and state sectors in a new development structure: the state economy plays a role in key, essential sectors to ensure macro balances, while the private economy is described as a major growth driver, innovation engine, and an enabler for value-chain expansion and international competitiveness.
SHB says it will not view enterprises only as borrowers, but as centers of development within value chains, ecosystems, partner networks, and growth drivers. Beyond credit, the bank aims to provide a synchronized set of solutions, including payments, cash flow management, supply chain financing, digital solutions, and financial operations support—positioning itself as a strategic financial partner to help enterprises optimize resources, improve operations, and strengthen long-term competitiveness.
For state-owned enterprises in key sectors, SHB says it targets improved resource use efficiency, connectivity, and sustainable capital structures. For private sector players—especially large ecosystem-driven enterprises—the bank says it aims to accompany scaling efforts, deepen supply chains, enhance market leadership, and gradually expand regionally and internationally.
SHB emphasizes an ecosystem bank model, describing its core as an approach that organizes the entire network around a customer at the center. The bank argues that if financial support focuses only on a single large enterprise, most financial value remains with that enterprise alone. In contrast, from an ecosystem perspective, upstream suppliers, distributors, dealers, partners, workers, and end customers are part of a broader network.
SHB says the breakthrough benefit is that all participants gain access to optimized financial services. It states that suppliers can access supply-chain financing more effectively; dealers and distributors can be connected to payments, cash flow, and working capital more conveniently; and workers can access accounts, cards, savings, credit, and digital services tailored to their needs within the ecosystem where they work.
The bank describes the expected transformation as more transparent fund movement within ecosystems, faster transactions, lower operating costs, and deeper financial connectivity. It also states that ecosystems can operate as a single entity—on a one-platform basis—rather than as a collection of separate actors.
SHB links its digital transformation agenda to Resolution 57-NQ/TW, saying it requires high levels of innovation and digital transformation. The bank’s “5 FIRST” technology pillars are described as Data + AI First, People First, Cloud First, Security First, and Mobile First.
SHB says this foundation is intended to deliver a digital experience that is more modern, flexible, convenient, safer, and more secure. It adds that customers would be able to transact faster and access personalized, multi-service solutions connecting enterprise needs with personal financial services.
On risk governance, SHB states that technology is a critical capability layer when capital flows into large ecosystems. It says the challenge is not only evaluating a single customer, but also understanding fund flows, interconnections, dependency levels, and contagion risk across the ecosystem. The bank says Data + AI strengthens analytical and forecasting capabilities, Cloud supports processing large data sets, and Security helps ensure safety across the platform—upgrading both customer experience and the bank’s risk-management capabilities.
SHB describes a “national-scale bank of the new generation” as a bank aligned with the country’s strategic priorities—large not only in scale but in role, strong not only financially but also in its ability to connect, mobilize funds, and support growth drivers. The bank says “the new generation” also means operating with technology, data, modern governance, and ecosystem thinking.
SHB states it wants to be more than a provider of financial services: it aims to be a conduit of resources and a strategic partner to enterprises, a driver for ecosystems and growth networks, and a contributor to new financial standards for the digital economy. It says this requires pursuing multiple agendas at once, including a steadfast ecosystem strategy, rapid deployment of 5 FIRST, more modern products and services, people and corporate culture as the foundation, and green and sustainable growth as long-term objectives.
The bank also says it continues to focus on four pillars: reform of mechanisms, policies, regulations, and processes; people as the subject; customer and market at the center; and modernization of IT and digital transformation. SHB adds that it will adhere to six core cultural values: Tâm – Tin – Tín – Tri – Trí – Tầm (Heart – Trust – Faith – Wisdom – Insight – Vision).
Overall, SHB says it is shaping a deeper role in Vietnam’s economy—aiming to connect resources, create value, and accompany new growth drivers—positioning itself as a national-scale bank of the new generation.
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