21.06.2020, 19:58

Building culture will determine the long-term success or failure of enterprises

VCN - To implement the "Vietnamese corporate culture campaign" launched by the Prime Minister, agencies, ministries, sectors and associations have held many meaningful activities, bringing high efficiency to the business community. According to Mac Quoc Anh, vice chairman and general secretary of the Hanoi Association of Small and Medium Enterprises, these activities have contributed to improving the development of each enterprise and raising the solidarity and cohesion of officials and employees.

Could you tell us about the efficiency of the implementation of the “Vietnamese corporate culture campaign" launched by the Prime Minister in 2016?

After three years of implementation of the “Vietnamese corporate culture campaign", launched by the Prime Minister on November 7, 2016 with the purpose of confirming the position, role and importance of corporate culture to the sustainable development of enterprises, Hanoi association as well as many sectors, agencies and the organisation committee to implement the “Vietnamese Corporate Culture Campaign" (OrganiSation Committee 248) has held many conferences and signed programmes, talk shows which received enthusiastic responses from businesses and localities.

After deployment, many models of typical and traditional enterprises have been replicated and applied. Business ethics in each enterprise and the movement of officials and employees in each enterprise have changed, because through the building of corporate culture, the solidarity of units has been maintained and developed, contributing to the growth and increase in revenue of enterprises. Especially when many enterprises have built good cultures, small and medium-sized enterprises and start-up enterprises will have more models to learn, exchange and connect with. This helps the business community increase connection, forming solidarity for the overall development of the economy.

In the above activities, what are difficulties in building a corporate culture?

Currently, we are deploying the campaign to build corporate culture in all 63 provinces and cities, divided into seven different regions. Therefore, there are limitations due to difference in cultures and corporate sizes in each region. For example, enterprises in five cities directly under the central Government are large and medium-sized, but in other localities, they are small so that a general formula to build corporate culture is impossible.

In addition, when building corporate culture, enterprises must also have good investment in human resources and finance. This may take many years to complete, so the number of enterprises able to follow steps is not significant. Moreover, when deploying the campaign, the apparatus and units in charge of supporting the deployment and consultation on corporate culture are not significant. Most of the apparatus still concurrently take charge of many activities and tasks, so the operation is not professional, to deploy extensively, the apparatus needs more support in the future.

What are criteria for enterprises to build corporate cultures?

Corporate culture is the "soul of the business", which will determine the long-term success or failure of enterprises. Therefore, to build corporate culture, enterprises must rely on many criteria. Typically, enterprises must have good culture, comply with policies, ensure the life of officials and employees, pay full social insurance and health insurance, take care of employees' benefits and organise visits, tours and picnics to create regular cohesion. In addition, enterprises not only focus on production and business activities, but also well perform social responsibility and welfare, implement charity programmes in the locality or across the country and participate in environmental protection.

What are key solutions to promote the building of corporate culture under the Government’s directions?

To effectively deploy the "Vietnamese corporate culture campaign", under the directions of Hanoi People's Committee and departments, sectors, the association will speed up activities to perform the coordination regulation between the Organisation Committee 248 and nine provinces in the Red River Delta region. In addition, for small and medium-sized enterprises, the association will hold many conferences and dialogues, especially training courses to guide enterprises to build corporate culture.

Along with the above activities, management agencies should also inspect, review and evaluate enterprises that are prestige and build good corporate culture to set a good example, thereby multiplying the model and creating conditions for small and medium-sized enterprises and start-up enterprises to learn. Relevant agencies also need to boost propaganda and dissemination of knowledge so that the building of corporate culture is not only a responsibility but also criteria for the development of each business.

Chu Duc Luong, President of Phu My Group: All for employees

Phu My's corporate culture is simply connecting from spiritual activities to business activities with the philosophy of "Happiness, success are dedication". Therefore, the group always considers human resources the most important customers, the lives of officials, employees and their relatives are always focused so that employees feel assure to work with good treatment regimes. Regulations on social insurance such visiting and giving gifts in case of sickness, wedding, funeral, birthday and supporting employees in case of difficulty and concerning female officials on holidays 8/3, 20/10 are ensured.

Phu My has built a worker village in Phu Nghia Industrial Park (Chuong My, Hanoi). This is evidence of Phu My's dedication to the social community. In addition, charity activities for people with meritorious services to the revolution, martyrs, and people infected with Agent Orange, wounded soldiers, Vietnamese heroic mothers are always carefully performed. The group also builds annual scholarship funds for orphans and children of its employees regardless of academic ability.

Nguyen Mai, Director General of Baobap Trading and Service Joint Stock Company: non-financial expenses are considered

Corporate culture is the brand image of a business. Therefore, to build corporate culture, business leaders must determine thinking and identify culture and ethics to be built for their business field. But all must be determined in a uniform way so it can be applied generally to upper and lower level officials, making officials carry out cultural activities voluntarily and in a spirit of dedication for the overall development of the business.

Regarding the cost of corporate development, financial costs are not significant but non-financial costs are considered, which include resources, efforts and time. Because building corporate culture is a regular and constant task from training new employees to developing a employee handbook and performing internal communication so all activities are for benefits of customers, the enterprise, society and related parties.

Josep Lee, Korea International Cooperation Agency (KOICA): Building culture according to type of corporate

Building of corporate culture must take main factors in to account, which are type of corporate, the business model and other factors (size, objectives, capacity and ownership of the enterprise). Large corporations such as LG, Samsung, and Hyundai have corporate cultures different from small and medium-sized enterprises. Enterprises that focus on technology or target sales and profits will also create different corporate cultures.

By Huong Diu/ Huyen Trang