The impetus behind ABBank's record growth

Brand repositioning, accelerated digital transformation, and adjusted employee welfare policies have propelled ABBank's pre-tax profit in the first six months of the year to a record 3,016 billion dong.

ABBank's asset growth chart from 2015 to the first six months of 2026.

Following a period of restructuring and operational model optimization, ABBank recorded a pre-tax profit of 1,500 billion dong in Q1 2026, marking a 269% increase compared to the same period last year. This represents the highest growth among 27 listed banks. Total operating income reached 3,077 billion dong, up 136%, while operating expenses increased by nearly 30% to 722 billion dong. The bank also proactively increased its risk provision to 855 billion dong, a 151% rise year-on-year.

This growth momentum continued into Q2, driving cumulative pre-tax profit for the first six months to a record 3,016 billion dong, achieving approximately 67% of its annual plan. By the end of june, ABBank's total assets reached 260,656 billion dong, credit outstanding was 138,124 billion dong, and capital mobilization stood at 163,823 billion dong.

ABBank leadership presided over the Annual General Meeting of Shareholders 2026 held on 28/4.

Beyond its expanding scale, ABBank maintained a safe asset quality. The non-performing loan (NPL) ratio was controlled at 0,55%, while the capital adequacy ratio (CAR) reached 12,49%, providing the bank with ample room to expand business operations in the future.

These positive indicators had a favorable impact on investor sentiment, making ABBank shares a bright spot on the UPCoM exchange. The share price reached 18,500 dong per share, more than doubling compared to the same period last year, and joining the group of highly liquid stocks. Regionally, ABBank also climbed 105 spots to reach 376th position in the Fortune Southeast Asia 500 ranking for 2026.

Behind these growth figures lies a comprehensive transformation process implemented by ABBank across multiple dimensions: brand repositioning, investment in digital transformation, enhancement of human resource quality, and community engagement activities.

The renovated appearance of ABBank transaction offices before and after.

Digitalization model at ABBank transaction counters.

ABBank initiated its comprehensive transformation process in late 2025. A significant milestone was the return of Mr. Vu Van Tien as Chairman of the Board of Directors after seven years.

Aiming to move the bank beyond stagnation, the bank's leader launched institutional reforms, implementing changes in governance and operations. These included streamlining the organizational structure, increasing decentralization to business units, and adjusting performance evaluation mechanisms. These changes aimed to accelerate decision-making, enhance team proactivity, and improve operational efficiency.

Continuing its restructuring efforts, ABBank unveiled a new brand identity at the end of january 2026, positioning itself as "Bank for Creating Happiness". This was more than just an image change; it was a strategic move to standardize customer experience and prepare for a new development phase.

The new logo retains the familiar blue and orange hues but features a modern design with a blue bird icon, inspired by a dove, symbolizing peace, sustainability, and aspiration. The typography was also adjusted to be softer and more approachable, reflecting a customer-centric approach.

According to Mr. Vu Van Tien, the brand repositioning marked ABBank's shift from a bank focused on scale growth to a development phase based on quality experience and value delivered to customers.

"This milestone opens a new development phase with a renewed mindset and aspiration. ABBank is expanding its mission to serve customers and the community, aiming to become a leading retail bank in Vietnam", Mr. Tien stated.

After more than five months of implementation, the new visual identity has been synchronized across all 165 transaction points and over 3,400 employees nationwide. ABBank stated that unifying the brand identity is part of a strategy to build a consistent experience at every touchpoint, laying the groundwork for developing retail operations, digital transformation, and expanding its customer base in the next phase.

Alongside brand repositioning, ABBank is accelerating digital transformation to enhance operational efficiency and improve customer experience.

One of the key projects implemented in the first half of the year is the Digitalization of Counter Transactions model. The bank introduced self-service devices and tablets at six transaction counters to reduce manual operations and standardize activities across the entire system. According to the plan, most counter transactions will be digitized, allowing Financial Investment Advisory Specialists (FIA) to focus their time on financial consulting rather than administrative tasks.

Furthermore, ABBank became one of the first banks in Vietnam to implement the FIDO2 security standard on its digital banking application. This upgrade enhances security and provides a foundation for developing future digital services.

Digital transformation is also being applied to products and services. In the foreign currency sector, ABBank developed an online foreign currency purchase feature on its application for individual customers, allowing pre-orders up to 15 days in advance. According to the London Stock Exchange Group (LSEG), ABBank ranked among the top 5 banks with the largest foreign currency transaction volume in Vietnam on the FX Matching system at the Vietnam FX Awards 2026.

In the small and medium-sized enterprise segment, ABBank implemented a specialized model for non-credit customers. As a result, the number of new customers doubled, while current account savings account (CASA) for this customer group increased by 65% compared to the end of 2025. Concurrently, campaigns like "Super Birthday Party" and "One Hundred Percent Happiness" contributed to increasing brand recognition and attracting new customers.

In parallel with the business model transformation, ABBank increased investment in human resources by improving compensation policies, boosting training, and building long-term engagement mechanisms with employees.

In the first half of the year, ABBank adjusted starting salaries and implemented the first round of salary increases across the entire system. The bank also developed a plan to issue shares under an employee stock ownership plan (ESOP), aiming to align employee interests with the long-term development of the enterprise.

Alongside compensation policies, ABBank continued to invest in training to meet the requirements of the new operating model. According to ABBank, enhancing team capabilities is fundamental for the synchronized implementation of digital transformation and transaction digitalization programs across the system. In the first half of 2026, labor productivity, calculated by pre-tax profit at ABBank, increased by over 60% compared to the same period in 2025.

Sharing his development orientation, Mr. Vu Van Tien stated that the bank pursues the goal of building an environment where customers, employees, and shareholders collectively create value.

"Happy employees are essential to serving customers. When customers are at ease, employees thrive, and shareholders benefit, that is the 'circle of happiness' ABBank pursues", the Chairman shared.

Alongside its business activities, ABBank maintains numerous community-oriented programs as part of its sustainable development strategy. In the first half of the year, the bank collaborated with the Vietnam Children Protection Fund to implement a project to build a new school site for Hnol kindergarten in Botgrek hamlet, Kdang commune, Dak Doa district, Gia Lai province. The total cost was one billion dong, with direct contributions from employees.

The activity in Hnol continues a series of programs ABBank has carried out over many years in disadvantaged localities. Previously, the bank supported the construction of a boarding house at the Chieng An school site (Son La) and implemented various support activities for children in mountainous regions.

In addition to educational projects, ABBank organized the "Happy Weekend" charity program with the participation of 45 departmental trade unions across the system. From Dien Bien to Quang Nam, employees directly provided necessities, scholarships, and many gifts to people in difficult circumstances.

According to the bank, these programs foster compassion, pride, and dedication among ABBank personnel, while also cultivating the image of a socially responsible brand.

The results achieved in the first half of 2026 provide a foundation for ABBank to implement strategic objectives in the next phase. Recently, the State Bank of Vietnam approved ABBank's plan to increase its charter capital from nearly 14,000 billion dong to over 20,000 billion dong. According to the bank, the additional capital will be used to enhance financial capacity, focusing on credit activities.

In addition to the capital increase plan, ABBank is finalizing procedures for its stock exchange transfer plan, aiming to list its shares on the Ho Chi Minh City Stock Exchange (HoSE), projected for Q4 2026. The exchange transfer is expected to enhance transparency, improve stock liquidity, and expand access for investors.