Directive No. 16/CT-NH9 on organizational and cadre work in the coming period

DIRECTIVE

On organizational cadre work in the upcoming period

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After six years of renovation and implementation of the Banking Ordinances, banking activities have achieved very encouraging results. Among these, organizational cadre work and training have made significant contributions:

- The organizational structure and management mechanisms have gradually been perfected and operations within the sector have increasingly become regulated;

- Labor in the sector has been rearranged to be more suitable with the operational objectives of the two-tier banking system, the cadre structure has been fundamentally reformed;

- Cadre recruitment, training, and development have progressed, economic knowledge for cadres has improved, the banking workforce has increasingly met the requirements of the renovation cause;

- Close alignment with the Party and State's guidance on organizational cadre work and training has been maintained.

However, in the rapid growth of a special role economic sector with limited time for testing, banking activities have also revealed certain weaknesses, some of which originate from shortcomings and limitations in organizational, cadre, and training work:

- Recruitment, acceptance, training, management, promotion, and salary increase procedures for civil servants and employees in each banking system remain loose, not following a unified regulation, the principle of centralized democracy has not been respected;

- Training content has been slow to change, still focusing on quantity rather than quality; training work has not been closely linked to planning and utilizing civil servants and employees;

- Civil servant and employee management has many shortcomings, at times and places it has been lax, not linking management work with political ideological education from Party and mass organizations; handling civil servants and employees who violate state and industry regulations has not been timely or strict;

- The number of civil servants and employees has increased rapidly but the quality has not correspondingly improved, there are some areas that are still problematic.

To address the above issues and continue to effectively implement the next phase of the banking reform process, the Governor of the State Bank of Vietnam issues this Directive to the Heads of Departments, Bureaus, Committees, subordinate units of the State Bank of Vietnam, Chairmen of the Management Boards, General Directors of State-owned Banks, Vietnam Gold and Precious Metals Corporation, and Governors of Provincial and Municipal Branches of the State Bank of Vietnam to immediately implement the following contents:

1. Strictly implement the Organizational and Operational Regulations of the State Bank of Vietnam Branches issued together with Decision No. 361/QĐ-NH9 dated December 31, 1996; the Delegation of Authority Management Regulations for Civil Servants and Employees in the Banking System issued together with Decision No. 362/QĐ-NH9 dated December 31, 1996; and the Cadre Management and Training Regulations in the State Bank of Vietnam System issued together with Decision No. 363/QĐ-NH9 dated December 31, 1996 of the Governor of the State Bank of Vietnam.

2. Based on the Delegation of Authority Management Regulations for Civil Servants and Employees in the Banking System, units must review and evaluate the cadre workforce at all levels. At the end of each year, starting from the end of 1996, organize classification and evaluation of the cadre workforce under their management as a basis for considering, arranging, and dealing with cadres. Seriously deal with civil servants and employees who make mistakes or deficiencies during the performance of their duties. Civil servants and employees related to cases of financial loss due to subjective reasons must seriously self-examine at their units. Those directly causing asset losses or non-performing debts must be suspended from their current positions and tasks to collect debts and recover assets; if signs of violation of laws are discovered, they must proactively propose and transfer files to relevant legal agencies for handling. Immediately replace cadres who lack ability, poor character, and frequently fail to complete assigned tasks.

3. By the end of the first quarter of 1997, Chairmen of Management Boards and General Directors of State-owned Banks and Vietnam Gold and Precious Metals Corporation must study and build regulations and provisions on selection, management, utilization, planning, promotion, salary increase, rewards, and disciplinary measures for employees in their systems to submit to the Governor of the State Bank of Vietnam for inspection of implementation processes. Adjust and correct immediately any cases that have not followed established systems and principles.

Based on the evaluation and classification of civil servants and employees, Heads of Departments, Bureaus, Committees, and subordinate units of the Central State Bank of Vietnam and Provincial and Municipal State Bank Branches must rearrange and allocate the existing cadre workforce to ensure the completion of assigned tasks with the current number of civil servants and employees, paying attention to both capability and character. From now until the implementation of the Banking Law, the Central State Bank of Vietnam will generally stop supplementing staffing quotas for all units in the State Bank of Vietnam system.

Each unit in the State Bank of Vietnam system, State-owned Banks, and Vietnam Gold and Precious Metals Corporation must develop programs and plans and implement them well to meet the needs of future operations.

6. The Director of the Banking Training and Research Center must plan to strengthen schools and classes, improve the qualifications of the teaching staff, establish mechanisms to effectively utilize internal and external industry experts to implement the overall cadre training and retraining strategy.

7. Strengthen the inspection, supervision, and control work of the State Bank and the internal control work of state-owned commercial banks and the Vietnam Gold and Precious Metals Corporation in implementing the regulations of the State, the Governor of the State Bank, and the state-owned commercial banks and the Vietnam Gold and Precious Metals Corporation regarding civil servants and employees within each system and unit. Civil servants and employees at any position who commit violations must be strictly dealt with according to the Regulation. From now on, dealing with officials who violate the Regulation and mechanism must become a regular task of each level of leadership according to the Governor's Regulation on the delegation of management authority over civil servants and employees in the banking sector.

8. Closely combine with the Party organization and mass organizations within each unit and system to effectively carry out training, planning, management, promotion, commendation, disciplinary actions, and other tasks related to civil servants and employees in the State Bank system, state-owned commercial banks, and the Vietnam Gold and Precious Metals Corporation.

The Director of the Personnel, Cadres, and Training Department shall be responsible for guiding, inspecting, and reporting quarterly to the Governor on the implementation of this Directive.