Developing a company is always a journey toward finding out, “How to develop the company better and more effectively.” This is also a primary concern for all leaders and staff of Pacific Petro Construction & Installation Corporation (PVC-TBD) in the past years. And, with their ongoing efforts, they have built up an appropriate management model and an excellent workforce which is rapidly responsive to outside changes.
Strengthening workforce
In 2004, Pacific Investment Joint Stock Company, the former name of PVC-Binh Duong province, was set up by a closely-knit group of people. The company’s leaders proactively contact investors and project management units (PMUs) to sell its first products like geo-textile, gabions, waterproof membranes, and absorbent sponges.
To boost the development of the market economy and meet legitimate demands of customers, the company’s leaders decided to redefine strategies, regulate management control models, improve the workforce, and create a good working environment for employees - an invaluable asset and a growth driver for the company.
Changes in development objectives, strategies and governance are stepping stones for the process of corporate restructuring. All staff change together, from thinking to action, and the leader is always in the forefront. Before starting a working day, all PVC-TBD staffs always look for the answer to the question: How can we develop the company better and more effectively?
Developing open-oriented strategy
In the process of strategy building, the company’s leaders always give top priority to construction quality. PVC-TBD asserts its position by the construction progress and project quality it guarantees to investors, partners and customers.
The company has adopted open strategies to closely follow up practical situations and timely adjust production and business operations. When implementing new strategies, it always carefully reviews feedback.
The company incorporates supervisory processes, supervisory systems and a structure of responsibility. It always closely combines these three factors with economic objectives, human potential and organisational structure. PVC-TBD encourages all employees to take part in supervision. All important influences on production and business operations are always tightly controlled.
With this method, the company has an effective strategy, an appropriate management model, and a lean workforce responsive to outside changes.
2011, a tough year for the Vietnam’s economy, is about to end. This is the time for all companies to self-review to tune up strategies, policies and management models to match new changes.
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