Agribank proactively and decisively implements Q2 management solutions, laying the groundwork for breakthrough growth in 2026

The conference was chaired by Comrade Pham Toan Vuong, Deputy Secretary of the Party Committee, Member of the Board of Members, and General Director of Agribank, with several Board members, Executive Board members, and leaders of departments and centers at the headquarters and regional representative offices participating online.

Proactive, flexible, ensuring system safety, optimizing capital efficiency

Comrade Pham Toan Vuong, Deputy Secretary of the Party Committee, Member of the Board of Members, and General Director of Agribank, delivers the opening speech at the conference. (Photo: Agribank)

In his opening remarks at the conferences, the General Director of Agribank emphasized: In the early months of 2026, the international context continues to evolve complexly, with many risks due to increasing geopolitical conflicts, especially in the Middle East, disrupting global supply chains, driving up energy prices and transportation costs, creating inflationary pressures in countries, and posing many challenges for monetary policy management and banking operations, including Agribank.

Domestically, major political events such as the 14th Party Congress, the election of the 16th National Assembly deputies, and the People's Councils at all levels for the 2026-2031 term, along with successful Central Committee meetings, have strengthened confidence and created new momentum for the country's socio-economic development.

Recent major orientations from the Central Committee and the Government, especially the issuance of Conclusion No. 18-KL/TW, have established the development axis for the 2026-2030 period in key areas, including socio-economic development, national finance, public debt, and public investment.

Additionally, in the March session resolution, the Government continued to emphasise the steadfast goal of double-digit growth, averaging 10% or more per year. This simultaneously sets higher and more comprehensive requirements for Agribank's directive, management, and task execution, demanding proactive adaptation, strong innovation, and determined action from the headquarters to branches and units across the entire system.

In light of the domestic and international context, the General Director requested that delegates at this conference focus on evaluating the business activities of March and Q1; clarifying achievements, existing issues, limitations, causes, and lessons learned; and agreeing on key tasks and solutions for April and Q2/2026.

According to the report presented at the conference, in the early months of the year, Agribank's business operations continued to be implemented with the overarching orientation of enhancing growth quality, linked to risk control, and optimising capital efficiency. The entire system closely followed the directives of the Party, the State Bank of Vietnam (SBV), the Party Committee, the Board of Members, and the Executive Board, promoting the spirit of solidarity, proactivity, and responsibility, implementing synchronised solutions from the beginning of the year. As a result, business activities recorded many positive signs, basically achieving the set goals.

As of March 31, capital growth and outstanding loans were managed in line with balancing capabilities, ensuring liquidity safety and compliance with SBV's orientation; notably, the credit structure continued to be positively oriented, focusing on production and business sectors, industries, and fields that drive growth; while tightly controlling credit in areas with potential risks, especially real estate, thereby contributing to ensuring credit quality and operational efficiency.

The handling and recovery of bad debts remained a prominent highlight in Q1/2026, with key indicators all meeting the set targets; the bad debt ratio was tightly controlled at 1.12%. This result not only reflects the effectiveness of risk management but also affirms the Executive Board's decisive, close-to-the-ground management imprint.

Simultaneously, the proactive and responsible role of branches in controlling credit quality, actively handling and recovering debts, contributes to consolidating and enhancing the quality of growth and ensuring the sustainable development of the entire system.

Alongside this, information technology and digital transformation projects continued to be implemented, gradually completing the technology infrastructure, enhancing operational capacity and service quality, and creating an important foundation for Agribank to strengthen its competitive capacity in the upcoming period. Alongside the growth goal, Agribank always places the highest requirement on ensuring security and operational safety. The payment system is maintained to operate smoothly and stably 24/7, especially during peak times such as the Lunar New Year.

Additionally, Agribank pays attention to and cares for the lives of its employees, with regimes and policies being fully and timely implemented; many activities of giving Tet gifts to policy families and poor households are organized practically; along with that, Agribank promotes promotional programs, incentives, product and service development, and capital mobilization; organizing a series of activities, events, and cultural weeks on the occasion of the 38th anniversary of its establishment, thereby strengthening customer engagement, consolidating trust, and spreading the Agribank brand image associated with a culture of service and community responsibility.

Overall, the comprehensive picture of Agribank in Q1 clearly reflects proactive, cautious, yet flexible management capabilities, amid frequent fluctuations, always closely following practical realities and prioritising system stability and safety. This is a "building internal strength" step of strategic significance, creating space and momentum for breakthrough growth in the subsequent quarters and contributing to the comprehensive achievement of business goals for 2026.

Alongside the positive results achieved, the conference also frankly acknowledged some difficulties and challenges as the domestic and international economic context continues to evolve, with many unpredictable factors.

On this basis, the conference discussed and agreed on key solution groups for April and Q2/2026, closely following Resolution 01/NQ-HĐTV, focusing on enhancing credit management efficiency through tight risk control and on proactively monitoring and analysing market developments to manage capital flexibly and effectively. At the same time, affirming the consistent management perspective of steadfastly maintaining the interest rate level in line with SBV's orientation.

Determination, acceleration and creating momentum for breakthrough growth in 2026

Concluding the conference, General Director Pham Toan Vuong generally agreed with the reports and the frank, responsible discussions. The General Director acknowledged and commended the efforts of the entire system in decisively implementing key tasks, contributing to maintaining safe and stable business operations in Q1.

The results achieved clearly affirm the close leadership and direction roles of the Party Committee and the Board of Members; the decisive involvement of the Executive Board and unit leaders; and the spirit of responsibility and effort of more than 40,000 officials and employees across the entire system.

Based on the discussed contents, the General Director requested that departments and units at the headquarters fully absorb the opinions at the conference, promptly complete reports, work programs, and management solutions for the upcoming period; and proactively handle arising difficulties and obstacles according to their assigned functions and tasks, compiling reports for the Executive Board on issues beyond their authority for consideration and direction.

Overview of the Headquarters briefing. (Photo: Agribank)

In particular, the General Director emphasised that Q2 is a pivotal phase, crucial for achieving the goals of the first six months and for creating momentum for growth throughout the year. The entire system needs to shift to a "comprehensive acceleration" mode, turning determination into concrete actions and tangible results; linking responsibility to each target, unit, and individual; using work efficiency as a consistent measure. Resolutely correcting and addressing stagnation, avoidance, and responsibility-shifting – factors that directly hinder the system's efficiency and growth speed.

Additionally, focus on emulation and commendation work to motivate units and individuals to strive, innovate, and be creative, daring to think, act, and take responsibility in task execution.

The General Director requested that units closely follow the principles and management orientations that have been thoroughly communicated, continue to promote the spirit of responsibility, high determination, great effort, and more decisive action. The focus in April and Q2 is on ensuring the effective implementation of two core indicators for capital and outstanding loans.

On this basis, the entire system effectively implements key tasks, prioritising promoting credit growth in a safe, effective manner, linked to tight risk control; focusing capital on production and business, priority sectors, growth drivers, and new areas such as the green and circular economies.

At the same time, build and promptly update capital management scenarios closely following market interest rate developments, ensuring proactive and flexible management; promote customer development, increase service revenue, expand market share; focus on handling and recovering bad debts, consolidating financial capacity; decisively implement digital transformation tasks, strengthen inspection and supervision, and complete regulatory document systems; accelerate the progress of key strategies and projects such as customer development strategy, Agribank development strategy, and comprehensive rural finance program, ensuring quality and effective implementation.

Alongside this, the entire system needs to enhance market analysis and forecasting capabilities; improve data quality, business processes, and operational efficiency; strive to successfully achieve the business goals for 2026, thereby contributing to realising the economy's double-digit growth target, and continuing to affirm Agribank's pioneering and leading role as a key financial institution accompanying the country's sustainable development.

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