I. PERFORMANCE REPORT FOR 2012 I. Major indicators

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1 REPORT ON BUSINESS PERFORMANCE IN 2012 & DEVELOPMENT PLAN FOR 2013 In 2012, due to the impact of global financial crisis, the world and domestic economy have been declined, however, Vietinbank system as a whole managed to overcome difficulties, as in term of the directives guided by the Government and the State Bank, to perform simultaneous tasks well, such as conduct of safe, efficient, and internationally standardized development and business activities. At the end of 2012, Vietinbank had achieved remarkable results. Vietinbank Management would like to report to the General Shareholders Meeting the following results for 2012: I. PERFORMANCE REPORT FOR 2012 I. Major indicators Item Done in 2012 (*) Done in 2011(*) (Represented) % change compared to 2011 Unit: billion dongs % achievement 2012 General over 2012 Shareholders General Meeting Plan Shareholders Meeting Plan Total Assets 503, , % 475, % Loan and Investment 467, , % 440, % Mobilized funds 460, , % 430, % NPL ratio 1.46% 0.75% < 3% Target achieved Equity(2) 33,625 28,491 18% In which: chartered capital 26,218 20,230 30% 26,218 Target achieved Profits before tax 8,168 8,392-2,6% 7, % Dividend payout (% over chartered capital at the end of year) 16% 20% 13-15% Some financial ratios ROA 1.7% 2.03% 1.5% ROE 19.9% 26.74% 17% Target outperformed Target outperformed Target outperformed CAR ratio 10,33% 10.57% 10% Target Business performance in 2012 and development plan for /1314

2 outperformed Notes: * Extracted from the audited consolidated Financial Statements for 2012 II. Assessment performance results of Mobilizing funds In 2012, the interest rate cap was reduced from 14% / year from the beginning of the year to 8% by the end of the year, together with the difficulties of the economy and the banking sector. Those are the challenges that must VietinBank overcome With drastic and constructive solutions, VietinBank inbank continued to maintain its stable growth through different mobilizing channels 54.0% and a broad range of domestic and 459,395 international customers which focus on 420,074 ensuring liquidity and the State Bank s 339,699 regulations. At 31/12/2012, the year-end year mobilized funds balance were 460 trillion 23.7% dongs, an increase of 9.3% % compared to 2011 and achieved 107% compared against the 9.4% target proposed by the General Shareholders Meeting Plan. The change in capital structure follows a stable growth. Middle and longlong term capital are also improved significantly; the VND funds mobilized constitutes to 81% of the total funds. Along with the capability of the networked branches,, in , VietinBank has had its funds mobilized from both population and organizations. In fact, our mobilized funds constitute about 12% of the market share. Chart 1: Scope and Growth of Equity VietinBank is the leader in the international capital market exploitation. VietinBank has been nominated as the most efficient funds mobilizing bank in Vietnam by FinanceAsia through various indicators, one of which was the successful issuance of $250 million International Bond (unsecured) in May 2012, which demonstrated the confidence from international investors in VietinBank s future development ability. 2. Capital utilization At the end of 2012, total loans and investments were nearly 468 trillion dongs, an increase of 8.8% % compared to Specifically: 2.1 Credit activities In 2012, the credit activities of banking industry were strongly affected by common difficulties of the economy (negative negative growth in the first 6 months of 2012).. In the third quarter, the macro-economic is gradually improved. With combination of various solutions such as: difficulties removal for enterprises, a larger proportion of funds with preferential interest rates to implement different ferent targeted program/ credit packages for rural agricultural Business performance in 2012 and development plan for /1314

3 lending, purchases, exports, SME enterprises, supportive industry, personal customers lending, enhancing marketing and customers search, focusing on the short short-term term loan growth, capital use forr the manufacturing sectors, total outstanding loans to customers as of 31 December 2012 were more than 333 trillion dongs, an increase of 13,6% compared to the beginning of the year this is a spectacular result recorded,, contributing positively the banking sector s target of credit growth and economic development. Chart 2: Scope and Growth of Credit 43.5% 333, , , % 13.6% VietinBank strictly adhered adhere to the state bank s credit policies and set strict internal control for debt quality. NPL ratio was managed at 1.46% / total outstanding loans : Growth rate (%) : Total loans In 2012, Vietinbank has successfully implemented Phase 1 of the transformed model for credit management with centralized risk management in line with international practice. 2.2 Investment and capital management The investment activities is continued to be managed and developed so that profitability increases. At the end of 2012, the scope of investment activities was 134,500 billion dongs, constituting of 26.7% of total assets. Besides all the traditional investment products, in 2012, VietinBank successfully implemented many modern investment products such as interest rate options, interest rate swaps and cross currency swaps, derivative products on goods to assisting the needs onn interest rate risk management and foreign exchange rate risk management of both the Bank and the customers. Chứng khoá n nợ TCKT, 17.81% nợ TCTD, 1.95% nợ TCKT 17.00% Góp vốn mua cổ phần & liên doanh, 2.09% Góp vốn mua cổ phần & liên doanh, 2.14% vốn, 0.17% vốn, 0.17% nợ Chính phủ, 34.73% nợ TCTD, 4.31% nợ Chính phủ, 28.20% Tiền gửi/cho vay TCTD khác, 43.03% Chart 3. Investment Structure for 2012 Tiền gửi/cho vay TCTD khác, 47.84% Chart 4. Investment Structure for 2011 As for inter-bank activities:: Until 31st December 2012, interbank erbank investment achieved approximately 58 trillion dongs, which constituted 43% of total investment. VietinBank Business performance in 2012 and development plan for /1314

4 always maintained good liquidity status, taking the role of providing liquidity and supporting the market, simultaneously contributing largely toward the profitability level. - As for Bond investment/ Valuable paper activities (equity securities excluded): Total investment balance at the end of 2012 was more than 73 trillion dongs, an increase of 8.6% in comparison to the end of 2011 which are mostly government bonds and corporate bonds with high liquidity and major market share in Vietnam's bond market. - As for Joint Venture and Capital contribution activities: Until 31 st December, 2012, total investment in joint venture companies, affiliates, and other long term commitment was nearly 3 trillion dongs. 3. Foreign currency trading activities In 2012, the number of transactions in inter-bank market achieved approximately $19 billion, rising to become the market leader with the market share on sales of foreign currency trading on the inter-bank market of 20% and ranked 2 nd in terms of market share traded on the primary market with total volume of more than 11 billion USD. Transaction volume was increased 3 times compared to 2011 thank to improvement in system management and direct sale. 4. Non-credit activities 4.1 Domestic payment activities with service quality is increasingly improved, as well as market share growth, reputation and branding of VietinBank. Total domestic payment was 7,300 billion dongs. Serviced fee revenue reached 447 billion dongs. 4.2 International payment and trade are growing sustainably over the years, while the market share has been maintained and slightly increased. In 2012, trade payment revenue achieved more than 32 billion U.S. dollars, an increase of 15 % compared to 2011.Market share was about 14% of the total trade balance nationwide. 4.3 Card services and E-banking services - Card services: VietinBank continues to be the market leader in ATM card (11 million card with 23% market share) and international credit card (nearly 400 thousand card with 9.5% market share) and is the with the largest POS network. - E-banking services: a more completed E-banking services are developed through IPAY, VBH and SMS banking to satisfy the basic needs of the customers; the number of customers registered and used E-banking services increased significantly (nearly 2.6 million new customers, more than 5 million accumulated customers). 4.4 Cash and Vault Management: The system has done well securing the Vault, restricting short of funds which might create a risk to the operation of the Bank. Inward and outward flows of cash for 2012 amounted to 2.4 million billion dongs. 5. Risk Management, Internal Controllers, Internal Audit 5.1 Risk management - Credit risk management: In 2012, VietinBank was the commercial banks with the lowest NPL ratio in the sector (at 1, 46%) which is due to improvement in credit risk management; Business performance in 2012 and development plan for /1314

5 sticking to the orientation of the government and the State bank, simultaneously managing and reviewing credit conditions tightly. At the same time, regular and active renewal of credit risk management is implemented, through the development of strategy, issuance of regulations and improvement of credit risk management framework in accordance with international standards Basel II. Innovative research on credit risk management mechanism is done in parallel and compatible with the transformation of centralized credit management model. - Liquidity risk, interest rate risk and market risk management: VietinBank kept improving capital management, management of interest rate risks and liquidity risks in line with international standards with modern software and management system. - Operational risk management: there have been many positive changes and innovative mechanisms in terms of improving organizational models, operational risk management framework under Basel II. The leading operational risk management system implemented in 2011 continues to be operated stable, contributing to overall improvement of efficiency in the control of operational risk. 5.2 Audit Compliance and Audit Monitoring activities: The internal audit department was being transformed into the new model in order to ensure independence, quality improvement, ensuring business safety and efficiency, in accordance with the credit evaluation model. Existing problems of the executive management at units in the system are timely corrected in order to contribute to the improvement on general performance. 6. Supporting Group 6.1 Human Resources Department, Labour and Salary Management Department, and Network Development activities - Human resources Management: The project improving organization structure and developing human resource strategies (ORP) was actively implement; reformed the organizational structure; standardize to become the modern business model with highly competitive abilities to meet best international standards and practices. - Network Management: VietinBank remained as the 2nd largest commercial bank in Vietnam with more than 1000 units in the country. VietinBank opened more branches in Berlin (Germany) and Laos in 2012, confirming its position as the leading bank in Vietnam in investment activity, network development and oversea business activities. - Personnel work: continued to promote the consolidation of all management personnel at all levels; supplement high-quality workforce through recruitment; VietinBank further confirmed the value of its brand, attracted high quality human resources in Vietnam. - Salary: in tough economic conditions, VietinBank tried to main the salary pool for staff. The mechanism for assigning targets continue to be improved to associate with the implementation of those targets. The project of developing salary mechanism and key performance indicators according to international practice has basically completed in Information technology and banking modernization: Many vital IT projects have been completed and are ready to put in use. In particular, the Corebanking replacement project was officially launched on 17 December 2012, and is expected to be the total technological and Business performance in 2012 and development plan for /1314

6 integrated solutions, allowing VietinBank s flexibility to meet customer needs, expanding network operations to meet long-term development strategy of VietinBank. 6.3 Communication and brand name promotion: communication and PR activities were innovated both in terms of content, form, technique... In particular, for the preparation of the 25th anniversary of construction and development, VietinBank built the overall plan and communication program on the mass media. 6.4 Customer Service: Officially deployed customer service (Contact Center), providing modern, professional and accurate quality information services, advising, receiving customers' feedback to support the strengthening and development of the market, promoting the brand, enhancing the reputation of VietinBank. 6.5 Equitization, chartered capital increase and shareholders relations With the aim of improving financial capability, at the beginning of the second quarter in 2012, VietinBank completed raising its chartered capital from billion dongs to 26,200 billion dongs through dividend payout and bonus shares to existing shareholders. In December 2012, VietinBank announced the signing a definitive agreement with Bank of Tokyo-Mitsubishi UFJ (BTMU), the Japanese largest bank, the core retail and commercial bank arm of Mitsubishi UFJ Financial Group Inc ( MUFG ) and the third largest in the world, marking a booming development, enhancing prestige, position and strength of VietinBank to the next level together with fast and strong growth, and active international integration. Immediately after the event, S & P ranked the credit rating of VietinBank with a positive outlook. Shareholders' relationship activities in 2012 continued to be renewed, typically with the opening of the new Shareholders' relationship website, providing full necessary information for shareholders. VietinBank is considered as one of the leading bank with the most professional activities on the securities market. In 2012, VietinBank share (CTG) brings a profitability rate of 51% to the shareholders (nearly three times the increase of VN-Index) - which is more profitable compared to other securities in the market. 6.6 Basic construction: Many projects and major constructions were launched; while other important projects were completed and delivered, especially on 25 September 2012, the construction of School for human resources training and development in Van Canh (in Hanoi) has formally been completed and has been brought into use - this is the typical construction in serving the transformation in VietinBank training strategy. 6.7 Reward for competition: The system have achieved many prizes: the Prime Minister's Merit to 42 individuals and 41 groups; Third Class Labour Medal for 21 individuals; Second Class Labor Medal for 01 individuals and 03 groups, together with hundreds of awards, medals from the ministries and departments. In particular, on 07 January 2013, the President of Socialist Republic of Vietnam has signed Decision No. 26/QD-CTN awarding the title of heroic labor to the VietinBank system. 7. Charity and social security: With proper awareness and responsibility to the community and society, the implementation of the Government's solution as directed in Resolution 11/CP and Resolution 30a/CP, VietinBank managed to reduce the cost of Business performance in 2012 and development plan for /1314

7 operation and continued well on charity and social security activities, focused on the areas of: poverty, construction of bridges and rural roads, financing health care, education and gratitude, VietinBank's subsidiaries VietinBank Securities companies (VietinbankSC) Vietinbank Securities Company is operated under the form of a joint stock company with 75.6% of charter capital held by the Bank. In light of the challenges that plagued the securities market in 2012, VietinBankSc was able to achieve certain success. VietinbankSC ensured its effective utilization of capital; all major services were also well-developed. The brokerage service experienced an outstanding turning point and result. The market share was sharply increased to reach 2.7% of total value of the transactions on both markets. In particular, VietinBankSc was ranked 2nd on HNX in IV quarter. Profit before tax amounted to 96 billion dongs, which earned VietinbankSc the 5th place among securities companies that made a profit in the market. 8.2 VietinBank Leasing Company Vietinbank Leasing Company operates under the form of a one member limited liability company, whose charter capital is owned entirely by Vietinbank (800 billion dongs). In 2012, the company had concrete achievement: At the end of 2012, total capital amounted to 653 billion dongs; total loans and investments to more than 1.4 trillion dongs; and total profits before tax to more than 101 billion dongs, an increase of 0.5%. VietinBank Leasing Company fulfilled its obligation as a tax payer to the Government and was ranked in the top 1000 most tax-paying business of Vietnam in VietinBank Insurance Company VietinBank Insurance Company is a one member limited liability company whose charter capital is owned entirely by VietinBank (500 billion dongs).in 2012, the company focused on improving and developing the list of insurance products, improved the quality of customer service, financial management and accounting, quality of human resources and information technology systems etc. At 31 December 2012, the Company had amounted to 755 billion dongs of total assets. Profit before tax achieved at 63 billion dongs. 8.4 VietinBank Debt and Asset Management Limited Company The company executed major business operations more intensively, which included: asset valuation, asset auction, processing of debts and assets, asset management and exploitation and debts factoring, at the same time providing supports for VietinBank branches in determining the value of assets, settlement of debt/assets and other tasks assigned by VietinBank. In 2012, the company's year-end profit reached 661 million dongs. 8.5 VietinBank Fund Management Limited Company VietinBank Capital is operated under the form of a one member limited liability company whose charter capital is entirely held by Vietinbank (950 billion dongs). The company has 1 Unaudited data (except for VietinBank Securities Company) Business performance in 2012 and development plan for /1314

8 completed its business processes and risk management systems, began to supply different products and diversified investment services, thus providing customers with efficient profitability rate. VietinBank Capital is one of the largest and most reliable fund management company in the market. This is reflected through the quantity and ranges of customers, trust asset value (per customer), as well as a list of property investment which is constantly increasing in terms of both quantity and diversity. The company s profit before tax in 2012 was more than 63 billion dong. 8.6 VietinBank Gold and Jewelry Limited Company In 2012, the business operations of the Company is safely ensured, there is not any instance of theft or loss of assets. In 2012, the key product of the Company was the RISIS gold plated gift. During its first year, the product attracts the attention from customers, and profit amounted to more than 6 billion dongs. The company has expanded its business locations nationwide, including one store in Hanoi, two branches in Ho Chi Minh City and Da Nang. Profit before tax was more than 27 billion dong. 8.7 VietinBank Global Money Transfer Company The company was officially operated on 28 December 2011 under the form of a one member limited liability company with 100% charter capital contributed by VietinBank (50 billion dongs). In the first year of operation, the company has strived to accomplish the goals assigned by VietinBank, in particular: pre-tax profit in 2012 reached roughly 17 billion dongs with an average ROE of 25.5%. PART II ORIENTATION, OPERATIONAL DUTIES, AND SOLUTIONS TO BE IMPLEMENTED IN 2012 In 2013, it is anticipated that the world economy would continue to face common difficulties. In close adherence to the directives guided by the Government and State Bank and throughout implementation of objectives to stabilizing the macro-economy, curbing inflation and striving for higher growth than 2012, VietinBank is determined to overcome the foreseen obstacles and put in additional efforts to execute 2013's business targets. I. Overall objectives and main targets VietinBank continues to retain a strong growth rate, occupies a greater share of the market, maintains the leading role through implementation of policies passed down by the Party, State and Government, of which will help VietinBank to contribute to the achievement of social-economic targets. Vietinbank also continues to undergo comprehensive restructuring to become more modern and to enhance financial capability and competitive capability. Furthermore, VietinBank relentlessly innovates and upgrades its organizational structure, business model, governance and management activities according to the international standards and practices. Human resources quality, investment in technology, quality of products' enhancement and NPL management that standardized in Basel II are Business performance in 2012 and development plan for /1314

9 areas that Vietinbank plans to focus on over the next year. In short, these activities ensure a safe, effective and sustainable growth. Simultaneously, these activities ensure that VietinBank's policies on social services are well implemented, showing responsibilities to the community.. Several specific financial objectives for 2013 are listed below: Item Unit Target % increase compared to actual 2012 Total assets Bil % Total loans and investments Bil % Outstanding Loans (**) Bil % Fund mobilization Bil % Owner Equity Bil % Of which: charter capital Bil % Profit before tax Bil % Dividend payout ratio % 12% Several financial ratio Capital adequacy ratio (CAR) >10% NPLs ratio <3% Note: (**) under SBV regulation II. SPECIFIC DUTIES 1. BUSINESS OPERATIONS 1.1 Promotion of capital growth to satisfy the demand and to ensure the adequacy ratio of the system. - Enhancing the growth of capital on both domestic and foreign currencies from domestic and international markets, with particular emphasis on stable mobilization of funds from individuals and organizations. - Issuing appropriate regulations, policies and products that help regulate the interest rate in accordance with market conditions. Attracting and exploiting sources of capital from both of the long-term international and traditional customers with large deposits in order to balance between the lending and investment activities. - Promoting the restructuring of capital by increasing the stable long-term source of funds. VietinBank aims to fully understand the characteristics and market performance of each geographically operating area, so as to actively implement mobilizing products effectively. 1.2 Credit growth associated with quality, efficiency and sustainability - Promoting the short-term credit growth in order to improve credit portfolio, in which credit growth in key sectors and priority areas is actively promoted. Business performance in 2012 and development plan for /1314

10 - Regularly capturing information on economic forecast and about the domestic and international market; Vietinbank will continue to enhance the quality of appraisals and forecasts so as to come up with proper credit solutions for each product group and sector; Moreover, credit and banking services are also extended in client blocks. - Improving customer evaluation quality, customer management, project appraisals quality and loan applications; regularly monitoring, classifying and evaluating customers' business activities and financial ability to ensure that loans granted are made for the right purposes. - Enhancing executive management ability, tightening credit discipline, focusing on inspection, control and monitoring of credit risk and operation risk to minimizing any non-performing loan. Performing the 3 independent controlled loops standardized in Basel II in order to control and maintain the quality of loans. 1.3 Foreign Currency Trading: Focusing on the implementation of business-oriented goals in order to improve the market share of VietinBank's foreign exchange. Implementing the marketing plan on the selling of foreign exchange products. Expanding to cooperate with domestic and foreign financial institution, and exporting enterprises to better address customers demands for foreign currencies. Developing banking services such as derivatives, interest rate, and exchange rate to maximize investment opportunities and minimize risks. 1.4 Charged service - Domestic payment service: Continue to implement solutions to ensure payment safety; completing the service's mechanism on management, monitoring, control/inspection of payment transaction. Improving payment applications to support the customers and increasing automatic processing ability in order to expand and to ensure the quality of centralized payment transactions (bilateral payment and IBPS payment).improve the process of research and development of new payment products, attracting customers, distribution channels and market share of VietinBank's payment services. - International payment service and trade finance: Changing the customers structure; selecting and focusing on low risk sectors, innovating the mechanism as a modern bank that is based on the assessment of the flow of goods and cash to get away from the traditional credit perspective. - Card service: VietinBank will maintain its market leading position in card services. Promoting the research and development to implement new technological pioneering project on card services in order to keep up with the trend in regions and the world. Innovating and improving the quality of card service products to differentiate through quality and added value; researching and developing new card products and services that offer substantial features and usability, focusing particularly on the products and services that create source of income. 1.5 Equitization and charter capital increase: Equitization and charter capital increase are one of the major focuses of the innovative plan, banking restructure and business operations expansion so that risk management is improved in accordance with international standards. In 2013, VietinBank's key goal is to implement a road map to increase the charter capital, Business performance in 2012 and development plan for /1314

11 thereby enhancing equity through selling of charter shares to the foreign strategic partners and issuing additional shares to its existing shareholders. In 2013, the charter capital is expected to reach more than 37 trillion dongs whilst shareholders equity is expected to amount to 52,000 billion dongs. The expected percentage of ownerships of State shareholders, BTMU and IFC are 64.3%, 20% and 8% respectively ranking VietinBank as a commercial bank with the largest charter capital and the strongest shareholders base in Vietnam. 2. RISK MANAGEMENT GROUP - Comprehensively restructuring the operation of Risk Management Group to strengthen and promote the role of 3 independent controlled loops according to international standards,. - Improving the internal audit model, enhancing staff competence and recommended consultancy for branches. Continuing to upgrade the internal monitoring system from remote systems, monitoring programs in order to improve the efficiency of inspection, control and internal audit. - Complying with the rules, procedures and regulations. It is necessary to foster a risk prevention culture. Managing, monitoring, and preventing risk in all departmental and branch activities. Pay especially close attention to ethical risk. 3. SUPPORT GROUP 3.1 Continuing to implement the restructuring process, improving the organizational model: actively implement the ORP projects to gradually changing organizational models; standardizing and completing the procedures and regulations system. Accelerating the transformation of the organization to form specialized group such as wholesale department, retail department, investment banking department, operations department, finance department and risk management department... according to international practices to enhance competitiveness and risk management, contribute to the safe and effective development in business activities of VietinBank. 3.2 Personnel standardization: enhancing staff competence. The training of key staff members is restructured with appropriate monitoring and evaluation procedure which is reviewed monthly. Continuing to identify key staff members in 2013; In addition, the Bank will recruit new employees with high qualifications to prepare for foreign subsidiaries. Staff evaluation program is innovated through the balanced scorecard method. 3.3 Comprehensively reforming the mechanism on compensation, rewards, and emulation: - The year 2013 will see the implementation of a new compensation system comprising job descriptions, KPIs, to guarantee transparency and equality. Research and apply other policies relating to bonuses and salary to provide incentives to Vietinbank workers. - Innovation is necessary for the emulation, personnel and regulations for staff evaluation. Focusing on timely commendation and reward at the unit to arouse staff's proud, developing innovations and improving labor productivity. Business performance in 2012 and development plan for /1314

12 3.4 Review and improvement on the efficiency of network: Continuing to strengthen and consolidate the quality of network; VietinBank continues upgrading its foreign branches and urgently implement procedures to expand its operation network in Poland, Czech and England in the third quarter of Promoting the implementation of the overall strategic plan for Information Technology, especially the system replacement project (Corebanking). Implement a sound operational management for the safety of IT system to ensure continuous system operation and provide reliable information that can form a basis for decision making. 3.6 Accelerating the infrastructure development and construction, especially the construction of major projects such as the Vietinbank twin towers in Ciputra, the Centre for Training in Hue, the office building at Ham Nghi (HCMC) and the office building in the Middle region (Da nang). 3.7 Enhancing VietinBank's brand name through Communication, Marketing and Brand development: Develop the overall communication strategy to promote products, services and major events to improve business performance and enhance brand reputation. Implement communication program for the celebration of 25 years of construction and development of VietinBank. 4. Corporate Social Responsibility: Vietinbank continues to engage in charity and social welfare activities in an effort to reduce poverty and elevate the standard of living. Tight supervision needs to be carried out to ensure that the money supplied by Vietinbank is put to good use. * ** In 2012, although there are many obstacles and changes which adversely affect the banking industry, VietinBank overcame many difficulties and challenges to fulfill the grand duties assigned by the Party, the Government, the State Bank and Shareholders. Under drastic operating directives and close collaboration between the Board of Management, Board of Directors, and the efforts of VietinBank system, rapid growth rates, safe, effective, and high quality operations are just several accomplishments that Vietinbank has had over the previous year. These high quality operations include extensive innovation on organizational structure, governance, risk management, investment in human resource, IT infrastructure and brand promotion. Recently, the world renowned financial and banking magazine, The Brand Finance, recently published its annual list of the top 500 global banking brands for the year VietinBank, with a brand value of 271 million USD and a highly favorable brand rating of A+, attained the 328th place, a 106-place leap from previous year. It also experienced the fastest growing brand value among the top 10 global banking brands. In 2012, VietinBank continues to strengthen its critical position as a leading commercial bank that has made valuable contributions to socioeconomic growth and stability. As Vietinbank progresses in its endeavor to further integrate into the international scene, the bank realizes that the upcoming year s challenges also present numerous opportunities not just for the banking industry but for Vietnam s economy overall. As such, Vietinbank will Business performance in 2012 and development plan for /1314

13 continue to build upon its past success, make valuable contributions to the development of banking industry and the economy, moving toward VietinBank's Anniversary-25 years of construction and development. On behalf of THE BOARD OF DIRECTORS CHAIRMAN Pham Huy Hung Business performance in 2012 and development plan for /1314