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 tải w88 (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 w88 vin 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 w88 vin leadership of w88 vin Group’s Chairman and CEO, with w88 vin participation of all key member companies and w88 vin Group’s functional departments.
On November 18, w88 vin third plenary workshop reached broad consensus on w88 vin 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 w88 vin Board of Directors, and w88 vin publication of “w88 vin Global and Vietnamese Textile and Garment Industry in 2026 amid w88 vin haze of Reciprocal Tariffs” in w88 vin first week of December 2025. On that basis, on November 19, w88 vin Chairman of w88 vin Board issued w88 vin key tasks for 2026 to w88 vin Group’s Executive Office, directly to w88 vin Group CEO. A unified plan was established to deploy KPIs to all specialists at w88 vin Parent Company. On November 26, w88 vin Chairman and w88 vin Group CEO chaired a training session on KPIs identification and allocation methods for members of w88 vin Executive Office, heads and deputy heads of functional departments, with w88 vin aim of standardizing w88 vin evaluation approach, scoring framework, and KPIs assignment method. In principle, this evaluation – task assignment process begins with w88 vin 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 w88 vin Executive Office and w88 vin business units under their responsibility to define w88 vin key tasks for 2026 across member companies.
Starting from November 27th, w88 vin Group CEO chaired 1-1 performance review and assigned 2026 KPIs to Executive Office members, with w88 vin participation of w88 vin Group Chairman; these were serious and candid working sessions that achieved a high level of consensus, clearly demonstrating w88 vin Executive Office members’ commitment to accepting their assigned responsibilities. Accordingly, w88 vin 2025 performance evaluation and 2026 task assignment for w88 vin Executive Office were completed before December 4th. w88 vin Executive Office then completed task assignments to w88 vin leaders of functional departments by December 10th, and w88 vin assignment of tasks to individual specialists under w88 vin 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 w88 vin Parent Company.
While this implementation approach is new, detailed, complex, and being applied for w88 vin first time across w88 vin Group, it aligns with w88 vin trend of modern management based on digitalized workflows, enabling more effective tracking and evaluation. This approach is being rolled out across w88 vin Group to middle-level managers at key units.w88 vin Parent Company’s Office has taken w88 vin lead in implementing w88 vin 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 w88 vin principle of continuous improvement.At w88 vin same time, review and adjustment cycles have been defined as follows: every 6 months between w88 vin Chairman and w88 vin Executive Office; every 3 months between w88 vin 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 w88 vin 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 w88 vin clear conviction that “only by moving forward can we reach our destination,” w88 vin Parent Company – starting with its most senior leaders – has taken w88 vin lead by setting an example in this program. It is sincerely hoped that key member enterprises will seriously implement w88 vin program seriously within their units, based on w88 vin tasks assigned by w88 vin Group.
By: Dr. Le Tien Truong
Secretary of w88 vin Party Committee, Chairman of Vinatex
