From a small business of a few dozen people with a capital of 6.2 billion VND when equitized in 1993, Gemadept has now become the only listed enterprise in Vietnam to possess the Port and Logistics ecosystem from North to South. Gemadept’s development is also the growth of its teams – people with the Gemadept Gene, from the first employees to the now thousands, are constantly learning and improving professional qualifications and skills.
In the 4.0 era and international economic integration, Gemadept especially paid attention to human resource development, with the goal of improving labor productivity, efficiency and work quality. This is a mandatory requirement that Gemadept has been established for all employees. At the same time, Gemadept determined that developing a succession team is an indispensable key factor for sustainable development and long-term companionship with shareholders and investors.
As Gemadept expands its production and business operations, the Company sets ambitious annual targets to achieve continuous improvement year-over-year. This commitment ensures they meet the expectations of shareholders and investors. Besides investing in capital, technology, processes and management, Gemadept also pays special attention to human resource development, with the goal of improving labor productivity, efficiency and work quality. This is a mandatory requirement that Gemadept has established for all employees.
However, improving the quality and efficiency of human resources isn’t sufficient. Gemadept believes that developing a succession team is an indispensable key factor for sustainable development and long-term partnerships with shareholders and investors. This is one of the strategic focuses that Gemadept is implementing.
Regarding the development of the successor team, Gemadept has implemented many specific measures including: building a competency dictionary and competency framework for the leadership and management team, conducting annual competency assessments, focusing on leadership training, organizing coaching activities and assigning challenging tasks to develop capacity.
To improve labor productivity, Gemadept acknowledges that its operating model often changes after mergers and acquisitions. Therefore, the Company proactively reviews and adjusts organizational charts in key units to streamline operations and reorganize labor efficiently. This includes eliminating redundant jobs and adhering to LEAN principles, which emphasize eliminating waste that doesn’t create value. Additionally, Gemadept assigns KPI targets for reviewing and improving work efficiency and labor productivity to all member units.
Gemadept is focusing on building and developing a team of management staff, this is the core force to ensure the completion of production and business plans assigned by shareholders. Specifically, in the last 3 years, the Company has appointed 134 new managers.
In addition, Gemadept has also implemented many solutions to optimize labor productivity, including adjusting the organizational chart and rearranging personnel at some key units. Awareness of the importance of improving labor productivity has increased significantly among all employees of the Company.
Gemadept is continuing its succession development program systematically by reviewing and evaluating the capabilities of successor candidates annually, thereby building specific training and coaching plans for each individual. The goal is to create a qualified successor team to take over the leadership position in the future.
Furthermore, Gemadept organizes Lean training courses to continue spreading Lean thinking throughout the Company. Applying Lean principles will help optimize processes, and eliminate wasteful activities, therefore improving labor productivity.
Another effort of Gemadept is to constantly improve the operating model, aiming to improve efficiency, and strengthen cooperation and connections in the Company’s ecosystem. These improvements will significantly contribute to improving overall labor productivity.
To ensure all team members are imbued with core values and cultural principles, Gemadept has implemented diverse and effective communication activities. A Cultural Handbook is published introducing the company’s history, vision, mission, core values, and cultural principles. This handbook is widely communicated through internal channels and integrated into training programs and human resource development, especially for new hires. Additionally, live seminars are organized at member companies. These sessions focus on a detailed introduction of core values and cultural principles, with leaders at all levels sharing specific examples of how to practice these values and principles in the workplace.
In addition to efforts to improve human resource efficiency and increase labor productivity in general, Gemadept has been continuing its process of developing a talented and capable management team, with solid experience and ingrained with the core values of Gemadept. This team is the Company’s pillar, leading Gemadept to overcome challenges, seize new opportunities, and bring important contributions to the growth and sustainable development of Gemadept towards completing the 2025 Vision and preparing for the 2030 Vision.
