“LEVERAGE” FOR RECOVERY AND GROWTH
In the context of the volatile global and domestic economic situation, Dong Thap still emerges as a bright spot with a fast and sustainable economic recovery. According to comrade Tran Van Dung, member of the Provincial Party Standing Committee, Permanent Vice Chairman of the Dong Thap Provincial People's Committee, in the first 6 months of 2025, the growth rate of gross regional domestic product (GRDP) is estimated at 7.16%, higher than the same period in 2024. This result not only reflects the province's flexible and effective management capacity, but also clearly demonstrates the essential role of the banking sector - the vital capital flow that is strongly supporting the local economy .
Credit capital from the banking system is considered an "invisible pedestal", but it is clearly present in every movement of the province's socio-economic development, helping the business community and people develop production and business. Since the beginning of the year, capital flows have contributed to the establishment of 1,217 new enterprises with a total registered capital of more than VND 8,185 billion. This boom in business activities has led to strong growth in the industrial - construction sector (up 10.54%) and trade - services (up 7.53%).
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| Comrade Nguyen Ngoc Canh, Deputy Governor of the State Bank of Vietnam, presented flowers to congratulate and introduce the Board of Directors of the State Bank of Vietnam, Region 13 Branch. |
Not only fueling production and business, credit capital is also a major driving force in investment and export. In particular, bank credit has contributed significantly to the 35,525 billion VND of social development investment capital, up 10.9% over the same period. At the same time, supporting businesses to improve their competitiveness, helping the province's export turnover reach nearly 4.4 billion USD, up 11.4% over the same period last year; contributing to increasing state budget revenue by 18.21% over the same period and reaching 62.74% of the annual estimate after only 6 months.
In particular, credit capital has become an effective tool to implement social security goals, contributing to creating jobs for about 34,517 workers; supporting the effective implementation of the National Target Program on New Rural Development, the One Commune One Product (OCOP) Program with 942 recognized products. At the same time, joining hands with the province to successfully implement the goal of eliminating 100% of temporary and dilapidated houses for 2,767 policy households and poor households. This is a humane mark, affirming the goal of comprehensive and sustainable development and leaving no one behind.
Contributing directly to these results is the State Bank of Vietnam (SBV) Region 13 branch - the unit that operates monetary policy in the locality, which has done a good job of mobilizing and supplying capital. According to statistics, in Dong Thap, mobilized capital reached VND 193,216 billion, up 6.09% compared to the end of 2024 and outstanding credit reached VND 232,690 billion, up 3.37% compared to the end of 2024.
Notably, the capital management strategy has shown clear effectiveness. Instead of spreading growth, the banking sector has had clear and focused priorities. The orientation of more than 61% of total outstanding loans to the "agriculture and rural areas" sector is the most convincing evidence of this strategy, affirming the industry's commitment to accompany the economic pillar of the province. Specifically, the loan program linking high-quality rice production has disbursed more than 277 billion VND. At the same time, good risk control with the bad debt ratio kept at a very low level, accounting for only 2.54% of total outstanding loans, has demonstrated the safe, effective and sustainable management of the system. Credit is oriented in depth, promptly meeting the production, consumption and investment needs of the local economy.
PROACTIVE, FLEXIBLE, EFFECTIVE
From a strategic perspective, Comrade Nguyen Ngoc Canh, Deputy Governor of the State Bank of Vietnam, has clearly pointed out the management orientation in the coming period for the State Bank of Vietnam Branch in Region 13: First of all, it is necessary to urgently consolidate the Party organization according to the new organizational model, lead and direct the implementation of political and ideological work well after the organization is reorganized and streamlined. Do a good job of information, propaganda, policy communication work, improve the effectiveness of mass mobilization work, create high consensus and unity among Party members, civil servants and employees in implementing and excellently completing the political tasks of the unit. Take care to build a team of civil servants with a strong political and ideological stance, strong in expertise and profession, to create a combined strength to fulfill all set targets and goals.
State Bank of Vietnam, Region 13 Branch was established under Decision 313/QD-NHNN dated February 24, 2025, on the basis of merging State Bank branches in the provinces of Tien Giang, Long An, Ben Tre and Tra Vinh. After being reorganized according to Decision 2313/QD-NHNN dated June 16, 2025 of the Governor of the State Bank of Vietnam, the SBV Branch Region 13 will be adjusted to manage the additional areas of Dong Thap province (old) previously under the SBV Branch Region 15 and Tay Ninh province (old) previously under the SBV Branch Region 12. The areas of Ben Tre province (old) and Tra Vinh province (old) will be transferred to the management of the SBV Branch Region 14. Currently, the State Bank of Vietnam, Region 13 branch, is headquartered in Dong Thap province (new), with the function of advising and assisting the Governor of the State Bank of Vietnam in performing state management of currency, banking and foreign exchange activities in the two (new) provinces of Dong Thap and Tay Ninh. |
The Regional Director of the State Bank is the person directly and comprehensively responsible for all aspects of the Regional State Bank. He needs to be proactive in arranging, organizing, and allocating resources, and quickly stabilizing the organizational structure so that the Regional State Bank can operate continuously, smoothly, safely, effectively, and efficiently; not missing any areas or areas of management, and not interrupting work in all aspects of operations. Along with that is the strong application of information technology, digital transformation in management, operation, and administrative reform in operations to improve the effectiveness and efficiency of state management and the quality of service to people and businesses. At the same time, he needs to regularly and closely monitor developments, the socio-economic and monetary situation, and banking activities in the assigned management area to promptly and proactively handle and advise on handling tasks within the scope of assigned functions and tasks.
The Regional State Bank needs to seek support from local authorities in the region to effectively perform its functions of managing monetary, credit and banking activities in the locality; review and assign comrades in the Regional State Bank's Board of Directors to monitor each locality and participate in steering committees as required by the locality; review and develop coordination regulations for local authorities to ensure smooth implementation of activities; proactively coordinate with departments and branches to implement bank-enterprise connection programs, credit programs... in the locality, contributing to promoting local economic growth.
The Regional State Bank shall lead and direct the system of credit institutions (CIs) in the area to operate safely and effectively; promptly detect and remove difficulties and problems that arise, and work with local authorities to improve the operational efficiency of the banking system in the area, making an important contribution to promoting economic growth in the area; strengthen monitoring, management, inspection, examination, and supervision of the operations of CIs, CI branches, and people's credit funds in the area; review and adjust the inspection and examination plan for CIs in each area according to the new model.
The Regional Board of Directors of the State Bank must quickly grasp and direct the staff departments to have orientation in the management and supervision of credit institutions in the area, especially promptly detecting abnormalities in granting credit outside the area, transferring outstanding debts from other areas... to promptly warn and handle risks early and remotely, not allowing problems to occur for the banking system in the area.
In addition, the Regional State Bank needs to effectively implement treasury work in the area, closely monitor the cash receipt and disbursement situation in the area under its management; ensure adequate and timely supply of cash to credit institutions in the area; organize the export, import, preservation, and inventory of cash and assets in the regional treasury and satellite treasury, ensuring absolute safety in accordance with current regulations, and provide guidance on issuance and treasury operations in accordance with new regulations on the organizational structure of the State Bank.
LE MINH
Source: https://baoapbac.vn/kinh-te/202507/nganh-ngan-hang-dong-luc-cho-tang-truong-ben-vung-1047298/
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