Human resources strategy aligned with VFC’s cultural values and spirit

An HR policy that puts people at the center, while preserving core values and continuously improving in line with the times, is the key to VFC’s sustainable development.

Promoting the original core values 

Vietnam Fumigation Joint Stock Company (VFC) was established in 1975, originally as a State-owned enterprise under the Ministry of Agriculture and Food Industry. VFC quickly experienced strong growth and affirmed its solid market position. In 2001, VFC completed the equitization of the entire company, becoming the first joint stock company operating in both fumigation services and agrochemical trading.

Throughout the transformation process, VFC has maintained a highly committed and experienced leadership team, led by Ms. Nguyễn Bạch Tuyết, currently Chairwoman of the Board of Directors, and Mr. Trương Công Cứ, currently General Director. This generation laid the foundation for VFC’s Human Resources function, leaving a strong legacy in organizational development and in the company’s shared spiritual and cultural heritage. Flexibility, dedication, and seamless, effective coordination are among the most distinctive qualities of VFC’s workforce.

Over 50 years of development, the HR Department has continuously updated and improved HR policies to deliver optimal results. The goal is to ensure that the workforce remains stable in both quantity and quality, thereby meeting human resource needs for production and business activities. VFC is proud of its high-quality human resources, which are considered among the best in the industry and form a solid foundation for the company’s outstanding achievements.

HR policies closely linked to VFC’s culture and spirit

Starting with only a few dozen employees, VFC’s workforce has continuously expanded and now exceeds 1,500 staff members. The HR Department’s goal is to ensure that VFC’s human resources remain stable in both size and quality, while gradually structuring personnel into appropriate positions so that the company’s operations are maintained efficiently and without interruption.

Achieving these important goals is not an easy task. VFC’s key lies in developing recruitment and training policies that are closely aligned with the company’s business strategy. The guiding principle of the HR strategy is to remain consistent with the company’s overall direction and leadership orientations, and never deviate from the collective core values that VFC is committed to.

According to Mr. Nguyễn Văn Kiên, Head of Human Resources at VFC, HR strategy must be built on the company’s business strategy. At VFC, the business strategy goes hand in hand with corporate culture, which is centered on service quality and customer focus. VFC is committed to delivering reliable quality across all its business lines, and the management maintains a consistent stance: the company only trades in products that meet quality standards and have clear, traceable origins.

A business strategy built on sustainability has helped VFC become a leading enterprise in fumigation and agrochemicals in Vietnam. Strong business performance generates solid financial resources, enabling the company to reinvest in its people through competitive compensation and benefits. This is a key factor in maintaining the quality and stability of VFC’s human resources. At the same time, the company’s success and reputation create a strong employer brand, making it easier for HR to attract talent.

Gen Z workforce: A new generation requiring new strategies

In recent years, VFC has welcomed a new generation of employees: Generation Z – those born from 1997 onward, mainly in the 2000s. Gen Z differs significantly from previous generations and is the first generation to have been exposed to the internet from an early age – true “digital-era citizens”.

Gen Z employees are often fresh graduates whose strengths include better educational opportunities than previous generations, proficiency with modern technology, dynamism, and strong individuality. However, their challenges lie in lower perseverance, limited endurance, and a weaker tendency to persist through hardship with sustained determination at work.

This new generation is less inclined to stay long-term with a single company, tends to change jobs more frequently, and may sometimes switch roles simply for a new working environment. In VFC’s specialized lines of business, new employees typically need at least six months to master their roles and start delivering results. Therefore, a certain level of endurance and perseverance is essential. An excessively high turnover rate would negatively impact the company’s operations and business performance.

Facing these new challenges, VFC’s HR Department has continuously refined its HR strategies to adapt to the evolving context. The first adjustment is to strengthen professional and technical training, helping young staff integrate more quickly and catch up with job requirements.

The second step involves reforming HR policies, including adjustments to remuneration structures and KPI-setting methods to create stronger motivation for employees to work more productively.

Finally, HR has focused on strengthening the connection between employees and corporate culture by enhancing the content of engagement activities such as team building and company tradition days. These programs have been redesigned to better suit Gen Z, helping them feel welcomed and valued by the leadership, thereby fostering a stronger sense of attachment and willingness to contribute to the company.

On the occasion of the company’s 50th anniversary, the HR Department will continue its mission of preserving and promoting VFC’s traditional values in human resource management. VFC’s collective spirit and culture are not merely communicated through meetings, events, or training sessions, but are conveyed through concrete actions in daily work. These are the core values that will enable VFC to continue growing steadily and sustainably into the future.