In 1985, starting from a cooperative enterprise then became Hai Thach Co., Ltd., Hai Thach Group Joint Stock Company, then Saigon Bridge and Road Construction Investment Joint Stock Company, at the present, the company is known as Deoca Group (DCG) Joint Stock Company which is a leading brand in construction of transport infrastructure in Vietnam.

Not too long after its formation and development, through stature constructionshave been performed in the era such as Deoca road tunnel, Cu Mong mountain pass tunnel, or Hai Van 2 tunnel and other important highwaysin the north and south of the country which will be put into operation in the future, it is realized that Deoca Group has taken fast pace of growth.

"Tam Định" theory and the 7Ts culture

Deoca Group currently has 21 member entities with nearly 5000 employees. With the scope of continuing to conquer the new challenges and develop sustainably, DCG always establish "Visions and Goals" to enhance strengths and improve weaknesses of the Group by organizing internal training, sharing and orientating ideology of diffusion throughout the Group, including the top leaders of the Group and each employee, especially the young generation.

To gain current achievements, each individual in the Group has constantly trained themselves, and put much effort into the work.Especially, Chairman Ho Minh Hoang is very intentional about training for key staffs, focusing on the teamwork and the solidarity and communion to cope with specific tasks from time to time.

I agree with the view of Ngo Truong Nam,Deputy Director of the Board of Directors that: "At Deoca, no one has to work alone".

DCG always applies the "Tam Định" theory in both thinking and actions and consider it as principles, which are: "Định tâm – Định hướng – Định lượng (Consistency– Orientation–Quantification)" with the aim of reinforcing the spirit and objective for the staffs and employees in the organization, and instill in the "corporate culture foundation" with 7 criteria: "Thành tâm – Tận lực – Trí tuệ - Tự tin – Trung tín – Tự hào – Tri ân(Devotion - Dedication - Intellect - Confidence - Faithfulness - Pride – Gratitude)".

Consistency:Balancemind and understand reality. Satisfy with the work and the positions held and endeavor to overcome difficulties at work.

Orientation: Defineworking direction in accordance with the orientation of the organization and keep loyaltytosuch orientation.

Quantification: Quantify workload and the achievements within a given period of time for evaluating and giving solutions for the implementationin order to ensure the targets.

Common calculations of daily life

Based on value of the above said corporate culture foundation, combined with experiences during the process of formation and development of the organization, Chairman Ho Minh Hoang used “daily life calculations”, in which, people-centered development is the key management of the Group.

Four basic arithmetic operations which are “addition, subtraction, multiplication and division” have been applied by Chairman Ho Minh Hoang in order to bring dignity of these operations into actions and he has rearranged these operations in order strategically.

Addition is to create strengths, which are the belief, wisdom, bravery as the preparation for the formation of the Company .

Multiplication is to create dominances, which are success, capability, experience, pride, influence and breakthrough.

Division is to create the balance, which means sharing difficulties, challenges, responsibilities, joys, successes, interests and relationships.

Subtraction is to create sustainability, which are discommunication, extravagance, negative attempts and trivial temptations.

In the training program for staffs and employees in the North regarding this topic, Chairman Ho Minh Hoang said: “The first operation is trust. Without trust we cannot complete the past projects. Add faith, courage into resources, multiply with bravery, I can convince the mentor to support me; share the joy, the benefit, the responsibility; subtract the temptation of glory, the trivial temptation. I chose subtraction for the restructuration of the Group to eliminate the existing problems, leading the Group to the destination which is prospect for the future”.

Especially, these theories have been composed by musician Le Bao Long, the maths led by the music, expressing the philosophy of the head of the Group has been spread throughout the organization in a special and effective way.

The "imperfect couple" principle and "the story of 3 people"

With these "common operations", Chairman Ho Minh Hoang applied in the organization management through very close, simple principles and philosophy that is spreading widely and impressed to the mind of every member of the Group.

Deoca Group's Board of Directors consists of 09 members including the Chairman of the Board of Directors and 08 full-time Executives divided into 4 groups (2 members per group). Members of the Group's Board of Directors have held key management positions of the Group and its subsidiaries. They have gained practical experience of different expertises, and successfully performed the requirements and tasks as assigned by the Group.

Knowing that each key personnel has different personalities and perspectives, but it is required to enhance the strengths and limit weaknesses of each person, in order to reach the common goal of the Group.

The management principle "imperfect couple" applied for the Board of Directors was effectively exercised by Chairman Ho Minh Hoang. In which, the managing executive will not make financial decisions, andfinancial decisionmaker will not participate in managementdirectly, as such, the "imperfect couple" will establish a support – supervision relationship.

The BOD will grasp the overall strategy to deploy along the axes in:

Managing human resource, legislation

Managing finance and capital utilization

Managing production activities and equipment purchase

Governing project and consulting. Any personnel can be replaced if no longer consistent with the organization's overall views and goals.

When the "imperfect couple" principle of the Managerial level has been established effectually, the process of deploying specific tasks from the leadership to the staff will be conducted on the principle of "the story between 3 people". By which, one person will perform task, the other person will verify (internal control, the Board of Directors) and and the remainder will supervise (Assistant Board).

With each assigned task, there will always be many participants coordinating to support and monitor the process in order to ensure the achievement of the Group's goals in the most optimal way as well as minimize negations. At this point, the role of the Assistant Board is to establish, maintain connection and coordination between the Board of Directors, the Advisory Board and the Executive Board.

Deoca Group is setting up a program to arrange and develop its personnel in groups. This is to create succession and development. The earlier group will orient activities for the later group. The staff is regularly planned and trained to make replacement and supplement when needed and at any time.

For young people like us, I know that I must always be honest, proactive, acquiring knowledge of strengths directly from the leaders, and eliminating the weaknesses to deserve standing in the succession planning team.

Nguyen Quang Huy

Deputy Director of the Central Project Management Board, Member of the Assistant Board to the Chairman