Bank

First Big4 Bank Reveals 9-Month Business Results: Nearly 18 Million Customers Deposit Over 1.7 Quadrillion VND, Non-Performing Loan Ratio Drops to 1.19%

As of September 30th, this bank’s total assets reached an impressive 2.3 quadrillion VND, with capital sources amounting to 2.2 quadrillion VND. Notably, its total outstanding loans to the economy surpassed 1.92 quadrillion VND, underscoring its significant role in driving economic growth.

Administrator

9 October, 2025

On the morning of October 6, 2025, at Agribank’s headquarters (2 Lang Ha, Hanoi), the bank’s Executive Board held a regular meeting to discuss capital allocation plans, operational scenarios until December 31, 2025, and strategic directions for 2026. The meeting also outlined key tasks and solutions to enhance business performance in the final months of the year.

During the conference, the Executive Board announced that as of September 30, 2025, Agribank achieved remarkable business results with a total capital of over VND 2,200 trillion, a 10.7% increase from the beginning of the year. This accomplishment represents 95.5% of the growth plan and a 11.2% increase according to the year’s initial capital balance.

With these results, Agribank maintains its leading position in the banking system for retail deposits, boasting a portfolio of over VND 1,700 trillion from nearly 18 million customers.

A standout achievement in Agribank’s first nine months of 2025 is the significant progress in managing non-performing loans (NPLs), a critical step toward completing the 2021-2025 restructuring plan. As of September 30, Agribank exceeded its NPL control targets ahead of schedule. Specifically, the on-balance-sheet NPL ratio decreased to 1.19%, a 0.39% reduction from the beginning of the year, with a goal of reaching below 1% by the end of 2025. This is Agribank’s lowest NPL ratio since the implementation of the first restructuring phase in 2013, and it remains significantly lower than other major banks in the Big 4 group.

By September 30, Agribank’s total assets reached VND 2,300 trillion, with a capital base of VND 2,200 trillion. The total credit balance for the economy exceeded VND 1,920 trillion, of which nearly 65% was allocated to support the “Three Rural Areas” development. All operational safety ratios comply with regulations.

Agribank Executive Board Meeting in October 2025. (Source: Agribank)

To achieve key objectives in Q4 and for the entire year of 2025, the Executive Board conducted a comprehensive analysis of the economic landscape, identified challenges, and developed flexible, practical operational plans. Detailed discussions focused on capital allocation strategies and critical performance indicators for the remaining months, including credit balances, market capital mobilization, NPL ratios, debt recovery, risk provisioning, service revenue growth, and financial efficiency.

Concluding the meeting, Agribank’s CEO, Pham Toan Vuong, urged all units across the system to maintain high focus, strong determination, and decisive action. He emphasized the timely, flexible, and effective implementation of tasks, ensuring strict adherence to operational discipline. The focus is on four key solution groups:

First, enhance credit growth efficiently and safely, prioritizing the “Three Rural Areas” and sectors aligned with the system’s investment strategy. Proactively restructure asset portfolios, identify target customers, and develop appropriate credit policies. Strengthen risk management, closely monitor real estate market trends, especially in high-growth areas, to make timely adjustments. Review credit plan execution capabilities at branches, reallocating targets from underperforming units to those with growth potential, ensuring alignment with sectoral and industrial directives. Rigorously monitor credit quality and collateral asset appraisal processes.

Second, implement measures to increase capital mobilization, ensuring it meets the 2025 credit growth plan and sets the stage for early growth in 2026. Prioritize stable, cost-effective retail deposits, leveraging current interest rate conditions. Proactively review large maturing deposits and develop suitable mobilization strategies.

Third, accelerate comprehensive digital transformation, enhance service quality, simplify procedures, and prioritize customer-centricity. Aim to establish Agribank as a modern, convenient, and accessible bank for all, particularly in rural areas.

Fourth, intensify restructuring efforts alongside NPL management. Continuously evaluate branch performance to inform the Board of Directors on further reorganization, including branches that have been restructured but show slow progress or underperform.

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