With the principle of continuously improving task assignment, performance evaluation based on key quantitative indicators (KPIs), and creating a scientific foundation for compensation policies as well as the development of managers and employees, in 2025, the Parent company of the Vietnam National Textile and Garment Group (Vinatex) conducted the 2025 performance evaluation for 100% of specialists and introduced significant innovations in setting targets for 2026. The evaluations were carried out through 1-1, face-to-face dialogues between managers and their subordinates, reviewed the 2025 results and agreed on the tasks and KPIs for 2026.
To prepare for the new task-assignment method for 2026, starting from late October 2025, a series of workshops on reviewing 2025 performance results, forecasting, and proposing key priorities for 2026 were held under the leadership of the Group’s Chairman and CEO, with the participation of all key member companies and the Group’s functional departments.
On November 18, the third plenary workshop reached broad consensus on the Group’s key objectives and priority tasks for 2026, based on assessments and forecasts for 2026 from member units, as well as research conducted by advisory units to the Board of Directors, and the publication of “The Global and Vietnamese Textile and Garment Industry in 2026 amid the haze of Reciprocal Tariffs” in the first week of December 2025. On that basis, on November 19, the Chairman of the Board issued the key tasks for 2026 to the Group’s Executive Office, directly to the Group CEO. A unified plan was established to deploy KPIs to all specialists at the Parent Company. On November 26, the Chairman and the Group CEO chaired a training session on KPIs identification and allocation methods for members of the Executive Office, heads and deputy heads of functional departments, with the aim of standardizing the evaluation approach, scoring framework, and KPIs assignment method. In principle, this evaluation – task assignment process begins with the CEO assigning tasks to Executive Office members, who then assign tasks to functional department leaders, and subsequently to individual specialists. This will be followed by rounds of discussions between the Executive Office and the business units under their responsibility to define the key tasks for 2026 across member companies.
Starting from November 27th, the Group CEO chaired 1-1 performance review and assigned 2026 KPIs to Executive Office members, with the participation of the Group Chairman; these were serious and candid working sessions that achieved a high level of consensus, clearly demonstrating the Executive Office members’ commitment to accepting their assigned responsibilities. Accordingly, the 2025 performance evaluation and 2026 task assignment for the Executive Office were completed before December 4th. The Executive Office then completed task assignments to the leaders of functional departments by December 10th, and the assignment of tasks to individual specialists under the functional departments’ leadership was completed before December 19th. This ensured that 2026 could begin with clear, measurable duties and responsibilities defined down to each specialist at the Parent Company.
While this implementation approach is new, detailed, complex, and being applied for the first time across the Group, it aligns with the trend of modern management based on digitalized workflows, enabling more effective tracking and evaluation. This approach is being rolled out across the Group to middle-level managers at key units.The Parent Company’s Office has taken the lead in implementing the initiative with strong determination, a learning mindset rather than a pursuit of perfection, and a willingness to acknowledge shortcomings that require continuous refinement and improvement under the principle of continuous improvement.At the same time, review and adjustment cycles have been defined as follows: every 6 months between the Chairman and the Executive Office; every 3 months between the Executive Office and heads of functional departments; and monthly between department leaders and specialists. These reviews also serve as a channel for subordinates to proactively raise issues and proposals, completing a closed-loop performance management system at the Group Office. This system includes anonymous 360-degree evaluations to provide comprehensive self-reflection, 1-1 assessments for supervisors to provide feedback and assign tasks, and 1-1 feedback sessions that allow subordinates to share proposals directly with their immediate managers.
Every innovation brings challenges, especially changes that directly affect people, and inevitably many new issues will arise that require resolution. However, with the clear conviction that “only by moving forward can we reach our destination,” the Parent Company – starting with its most senior leaders – has taken the lead by setting an example in this program. It is sincerely hoped that key member enterprises will seriously implement the program seriously within their units, based on the tasks assigned by the Group.
By: Dr. Le Tien Truong
Secretary of the Party Committee, Chairman of Vinatex
