Esteemed Prime Minister Pham Minh Chinh,

Distinguished members of the Standing Government,

Honored delegates attending the Conference,

First and foremost, I would like to express my deepest gratitude to Party General Secretary To Lam, Prime Minister Pham Minh Chinh, and the esteemed leaders of the Party and the State for their unwavering support, trust, and commitment to fostering the growth of the private sector, enabling enterprises to contribute to the nation’s development.

DEOCA Group is honored to earn the support and attention of the Party and the Government right from the beginning of the year. This has been reflected in our participation in social welfare initiatives, particularly the construction of the Medical Examination and Treatment Department at Quan Ba District General Hospital, as well as our involvement in the research and development of Phase 2 of the Tuyen Quang - Ha Giang Expressway, spanning from Tan Quang to the Thanh Thuy border gate. These projects align with the Party General Secretary’s emphasis on the pivotal role of private enterprises in driving the country's economy forward.

We also extend our sincere appreciation to the Prime Minister for his direct encouragement and on-site inspections of key infrastructure projects such as Huu Nghi – Chi Lang, Dong Dang – Tra Linh, and the Ho Chi Minh City – Chon Thanh – Thu Dau Mot Expressway and most recently, the Quang Ngai – Hoai Nhon Expressway. The Prime Minister provided decisive guidance to resolve critical bottlenecks related to regulatory frameworks and credit capital, emphasizing the need for synchronized and efficient operation of expressway projects.

From our journey thus far, we have always upheld the principles of Self-reliance – Resilience and National Pride as the guiding compass for all of DEOCA’s endeavors. Dedication – Determination – Devotion is our contribution to the nation, undaunted by adversity and always ready to take on the most formidable challenges.

Esteemed Government leaders, distinguished guests!

DEOCA Group has developed upon the mindset of “Think different, make difference” and has built a strategy centered on “Focused Growth”. To contribute to the nation's rapid and sustainable development, we would like to share our insights through the following models:

1. Corporate Governance Model (Practical)

Starting from a cooperative model in Phu Yen province, we gradually accumulated resources to invest in BOT projects, adopt tunnel drilling technology, gain hands-on experience in construction management, and develop project execution capabilities. Our strategy has concentrated on fostering collaboration with other businesses to establish a comprehensive service supply chain for the transportation infrastructure sector.

Today, DEOCA Group consists of 20 subsidiaries and a workforce of over 8,000 employees. We have successfully invested in and constructed more than 47 km of road tunnels, 480 km of expressways, and national highways, and is entrusted with managing 18 toll stations across the country.

Our governance model has been proven effective, standardizing management processes in the transportation sector and sharing practical corporate governance expertise not only within our organization but also with industry partners. Through joint investments in PPP projects and EPC, EC contracts, many local enterprises have flourished by collaborating with us.

By way of example: The 3P model was successfully applied to help the Cam Lam – Vinh Hao Expressway project overcome significant challenges, including a nearly VND 900 billion reduction in the international bidding process, soaring material costs, and the impact of the COVID-19 pandemic. Despite these obstacles, the project was completed on schedule thanks to the investment in advanced specialized equipment and the strategic depreciation of bridge construction equipment, which was later utilized for the Quang Ngai – Hoai Nhon public investment expressway project.

Similarly, the innovative PPP++ model was introduced in the Dong Dang – Tra Linh and Huu Nghi - Chi Lang projects, integrating financial resources for investment, optimizing construction capabilities to control costs, and establishing long-term commitments from participating enterprises for product warranty and operational management. This ensures the quality and sustainability of the infrastructure. DEOCA Group also presented this model to Party General Secretary To Lam during the working session on February 6, 2025, as part of the proposed solution for implementing Phase 2 of the Tuyen Quang – Ha Giang Expressway, connecting Tan Quang to the Thanh Thuy border gate.

2. Linked Financial Model

With the philosophy of “Golden road – Creating golden value” and the belief that we must “turn traffic flow into cash flow”, DEOCA Group collaborates with other enterprises in investment and construction under the principle of “Harmonized benefits – shared risks”. This approach enables participation in PPP projects and public investment initiatives while fostering training programs to enhance management capabilities, integrate technology into operations, improve labor productivity, control costs, and optimize production and construction processes. Additionally, we are preparing a workforce for future railway and metro projects.

- In establishing cooperative models, we acknowledge that policy changes, legal regulations, and investment perspectives are still taking shape. However, by remaining steadfast, we recognize the long-term potential benefits of such collaboration.

- Investment collaboration to generate profits by partnering with real estate enterprises, transportation companies for rest stop development, and construction material suppliers. DEOCA Group upholds the principle that “achievements may be fleeting, but mistakes leave a lasting impact”, ensuring a clear sense of responsibility in all partnerships. We seek the Government’s support in fostering collaboration and, more specifically, establishing a structured mechanism for private enterprises to participate in strategic, large-scale projects such as high-speed rail and metro systems.

3. Building corporate culture and technology integration Model

At DEOCA Group, we firmly believe that “Culture and people are two things that cannot be borrowed”. With this philosophy, we proactively cultivate a distinct corporate culture and invest in human resource development. Our guiding principle, “Triple Determinations” which includes “Steady mind – Clear direction – Measurable outcomes”, ensures that employees feel secure in their roles, align with the company’s strategic direction, and have clear, quantifiable performance metrics for sustainable growth.

- Emphasizing Party culture within private enterprises: We recognize that the objectives of Party organizations within enterprises must align with and support business growth.

+ Currently, DEOCA Group has two Party Committees, ten affiliated Party cells, and 200 Party members. We strongly uphold the role of the Party’s organizations and members in all aspects of our operations, particularly in setting an example in executing political responsibilities and fostering corporate culture.

+ We provide the best conditions for the Party organizations within our Group to function in complete accordance with Party regulations. This includes hosting seminars, and training courses for Party candidates, and conducting Party member induction ceremonies at construction sites and memorial sites dedicated to President Ho Chi Minh.

+ Additionally, we have organized study visits to observe Party operations within private enterprises in China. These visits have highlighted unwavering pride in the Party and demonstrated how Party members play a crucial role in overseeing systems to prevent corruption and wastefulness.

+ To be fully prepared to undertake the country’s upcoming large-scale projects, we strongly uphold the role of developing and enhancing our workforce. Specifically, we proactively provide multi-level, multidisciplinary training across our entire system, strategically plan and invest in our future workforce, and collaborate closely with domestic and international training institutions.

+ We have established Practical Training Centers at various project sites, operational hubs, and infrastructure developments. These include the DEOCA Practical Training Center in Da Nang and the Practical Training Centers at the management offices of the Dong Dang – Tra Linh and Huu Nghi – Chi Lang projects. These centers serve as hubs for on-site workforce development, focusing on training newly recruited workers and concurrently targeting local talent for training and potential recruitment.

+ Conducting multi-level, multi-disciplinary internal training to enhance the capabilities, expertise, and professional skills of staff, engineers, and workers within the organization, as well as for partner units. A fundamental requirement for all training programs at DEOCA is that academic theories must be interwoven with practical work, transforming knowledge into a tool for solving real-world challenges on construction sites.

Honorable Prime Minister, esteemed leaders, and all distinguished delegates,

To enable private enterprises to accelerate, pioneer, and contribute to the rapid and sustainable development of the country in this new era, DEOCA Group believes that the private business community in the transport infrastructure sector can draw valuable insights from the models we have implemented. In this regard, we would like to put forward the following recommendations and solutions:

First, fostering confidence to ensure businesses remain steadfast in accompanying national development.

It is essential to address long-standing institutional and policy inadequacies and to decisively resolve stalled projects that cause inefficiencies, in compliance with the directives of Party General Secretary To Lam in recent times.

By way of example: The Bac Giang – Lang Son Expressway project was executed without any state budget contribution, the government's removal of toll stations and reduction of toll fees… All these factors are beyond the investor's control and responsibility, but the issues and obstacles have yet to be fully resolved.

Secondly, defining the value that private enterprises contribute to national development through PPP investments.

It is essential to conduct a thorough evaluation of private-sector investments in terms of capital efficiency, construction quality, project timelines, and cost-effectiveness compared to state-funded projects. This will enable the selection of outstanding enterprises, paving the way for them to become industry leaders who drive the growth of the broader business community.

At present, numerous expressways at the gateways of Hanoi, Ho Chi Minh City, and other key routes are experiencing severe congestion, necessitating further investment. Given the constraints of the state budget, it is imperative to facilitate private sector participation through the Public-Private Partnership (PPP) model. (A review of European and global best practices reveals that 100% of expressways are entrusted to private enterprises for investment, and operation in 30 years).

Fifteen years ago, at the DEOCA Tunnel project, private enterprises took a proactive approach by planning and investing in twin tunnel tubes from the outset, ensuring seamless integration with future expressway networks. In contrast, state-funded tunnel projects, such as those along the North-South Expressway, have only put a single tube into operation. This comparison highlights that private enterprises have also conducted thorough assessments and developed investment strategies that are more optimized and efficient compared to public sector investments.

Third, create favorable conditions for private enterprises to cultivate a corporate culture that aligns with becoming national enterprises.

A national enterprise is not merely a domestic business entity; it carries a greater mission: driving economic growth while safeguarding national interests, preserving cultural identity, and enhancing the country's standing on the global stage. Such enterprises must prioritize the nation's and its people's foremost interests, making decisions based on a broader perspective that fosters socio-economic development.

As seen in the Dong Dang (Lang Son) – Tra Linh (Cao Bang) Expressway project, local leaders and many stakeholders shared the sentiment: “If DEOCA goes to Cao Bang to achieve financial gains, they won’t go”. Guided by our core value of “gratitude”, we remained steadfast in our commitment to Cao Bang - a frontier province and a cradle of the Vietnamese revolution - persisting for six years before the project could be implemented.

Similarly, challenging projects stalled for years, such as the Bac Giang – Lang Son and Trung Luong – My Thuan expressways, saw no investor willing to step in. Yet, DEOCA “chose” to take on these projects, driven by a broader mission to contribute to the nation’s development.

Fourth, fostering collaboration to support domestic private enterprises in global integration.

It is essential to create favorable conditions for domestic enterprises to learn from advanced investment, management, and construction models in other countries such as Singapore, China, Japan, and South Korea. This will help enhance their capabilities in design, construction, project management, and operation.

Additionally, enterprises should be supported in accessing cutting-edge technologies in infrastructure development, particularly in key areas such as tunnel construction, cable-stayed bridges, high-speed railways, sustainable materials, and automation in traffic infrastructure management and operations.

Fifth, establishing a mechanism for Party members and Party organizations to play a core role in forming and developing private enterprises.

To define the role of the Party in fostering Party development within private enterprises, DEOCA Group has set a strategic direction by appointing Party cell’s secretaries as independent members of the Board of Directors in its subsidiary companies. This initiative ensures that Party members actively contribute their leadership and responsibilities to the growth and governance of the enterprise./.