In implementing the major policies of the Party and the State regarding the restructuring of the credit institution system in conjunction with bad debt resolution and enhanced governance capacity, Co-opBank has proactively undertaken the restructuring of its organizational structure in a methodical, coordinated, and prudent manner. This approach aims to strengthen its capacity to fulfill the tasks assigned by the Party, the Government, and the State Bank of Vietnam (SBV), while continuing to affirm its role as the central institution and bank serving the People’s Credit Funds (PCFs).
Mr. Nguyen Quoc Cuong – Chairman of the Board of Directors of Co-opBank delivered directive remarks at the Conference on the Implementation of Personnel Organization of Co-opBank
A Clear Restructuring Roadmap Meeting New Development Requirements
The period from 2023 to 2024 marked three major restructuring phases at Co-operative Bank, implemented successively in July 2023, September 2023, and July 2024. These restructuring phases were not merely incremental adjustments but rather components of a continuous, well-planned, and prudent process, closely aligned with the directives of the SBV and the practical requirements in Co-opBank new phase of development.
Throughout these restructuring phases, the consistent focus has been on enhancing governance and management capacity, strengthening risk management, and streamlining and professionalizing the organizational structure. These efforts have enabled Co-opBank to more effectively perform its core functions of capital balancing, liquidity support, provision of banking services, and ensuring the safety of the PCF network. This has become a critical factor as the scale of operations of the PCFs network continues to expand, requiring Co-opBank to possess governance capacity commensurate with its designated role.
The most notable outcomes of the restructuring process are reflected in the refinement of the organizational model and operating mechanisms toward a more modern and professional framework. Functions and responsibilities among units have been clearly defined, eliminating overlaps and enhancing internal coordination efficiency, thereby improving the quality of advisory services, strategic direction, and support provided to the PCFs network.
In practice, the business performance and governance effectiveness of Co-opBank following the three restructuring phases have affirmed the soundness of the organizational restructuring strategy, demonstrating its alignment with SBV regulatory requirements and the long-term development objectives of the cooperative financial system.
Ms. Pham Thi Hong Minh – General Director of Co-opBank delivered remarks at the Conference on the Implementation of Personnel Organization held by Co-opBank
Strengthening Organizational Structure and Specializing Operations
At the Conference on the Implementation of Personnel Organization held in Hanoi on December 17, 2025, Co-opBank announced a series of important decisions on organizational and personnel matters, officially operationalizing the organizational structure of the latest restructuring phase. Accordingly, Co-opBank established four new committees under the Board of Directors to strengthen governance and management capacity at the senior level, and formed three councils under the Board of Management, creating a critical foundation for enhancing governance effectiveness, risk control, and operational safety in alignment with modern banking governance practices, SBV requirements, and the broader development trends of the financial and banking system. Concurrently, several decisions were issued to elevate two units to Center/Department status and to rename departments and professional units, ensuring consistency and alignment with the new organizational model.
In parallel, Co-opBank continued to consolidate and reorganize its functional units toward greater specialization, ensuring that each unit focuses on its core professional functions, reducing overlapping responsibilities, and enhancing independence and operational efficiency. The standardization of unit names, functions, and responsibilities has also contributed to greater transparency, consistency, and smoother coordination and management from the Head Office to Co-opBank branches.
In the context of banking activities becoming increasingly integrated with digital transformation, cashless payments, and heightened system safety governance requirements, Co-operative Bank has continued to prioritize strengthening its capacity to provide banking services, manage assets and capital sources, balance liquidity, and operate payment systems. Through these efforts, Co-opBank has more clearly reaffirmed its role as the bank serving the PCFs, functioning as a key pillar in safeguarding the safety of the PCFs network.
With a solid foundation built through a comprehensive and in-depth restructuring process, Co-operative Bank is progressively establishing a modern organizational model, enhancing its capacity to fulfill tasks assigned by the SBV, and continuing to affirm its role as a coordinating hub that supports and guides the safe and sustainable development of the PCFs network in this new phase.
Overview of the Conference on the Implementation of Personnel Organization of Co-opBank
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