"Three breakthroughs" at Binh Duong Company

Báo Quân đội Nhân dân•27/04/2023

Taking care of workers through various policies.

According to Lieutenant Colonel Nguyen Canh Quang, Director of Binh Duong Company, the difficulties faced by the company before 2020 stemmed from many objective and subjective reasons, but the biggest bottleneck was the lack of motivation among officers, employees, and workers; the orchards were not adequately invested in and cared for; and management and technical work lacked coordination and rigor. After recognizing the company's problems, the Party Committee and Board of Directors of Binh Duong Company discussed and decided on "three breakthroughs in management and technical work."

To develop its workforce, the Party Committee and Board of Directors of Binh Duong Company have determined that it is necessary to change mindsets, perceptions, work styles, and build trust in the Party committee and unit commanders. At the same time, they are implementing policies to attract labor, provide training and professional development to improve skills, and create new incentives for employees to strive and contribute.

Besides strengthening political and ideological education, Binh Duong Company has implemented many effective solutions such as: evaluating and redistributing plantations, assigning tasks rationally, and establishing strict and legally compliant contracts for plantation management; providing price support during the early months of the tapping season when latex production is low (10% support in May, 5% in June); implementing meal allowances and hazardous work allowances for employees; paying wages, overtime pay, and other benefits and policies to employees fully and promptly; implementing many social welfare programs, providing food and essential goods during lean periods, and giving gifts to workers and employees facing difficulties... As a result, 100% of workers and employees are mentally at ease, work enthusiastically, and actively improve their skills; over 92% of workers have achieved good or excellent skill levels; and the phenomenon of abandoning tapping, as in the past, has ceased.

Ms. Rơ Châm Huyền, a worker in Team 4 of Bình Dương Company, from Blu village, Ia Tôr commune, Chư Prông district, Gia Lai province, happily said: “Previously, Bình Dương Company faced many difficulties, and no one in the village wanted to work as a factory worker. But in the last three years, things have changed. Workers have received attention from the management through various benefits and have a stable income of over 8 million VND per person per month. Now, most people in Blu village apply to work as factory workers for Bình Dương Company.”

Changes in the nature of production and business activities.

To achieve breakthroughs in orchard care and management, the Party Committee and Board of Directors of Binh Duong Company have implemented many solutions decisively and comprehensively. In particular, they have focused on educating all officers, employees, and workers to view the orchards as their own assets and to diligently care for them so that they thrive, yielding high productivity and income. Lieutenant Colonel Phan Duc Hung, Deputy Director of Binh Duong Company, shared that the company's greatest success is the successful campaign to encourage 100% of officers, employees, and workers to invest in additional fertilizers for their orchards, amounting to billions of dong each year, and over 3 billion dong in 2022 alone.

In addition, the provision of materials, reinforcement of troughs and roofs, and application of sealant to prevent leaks have been systematically invested in and carried out from the beginning of the tapping season, ensuring that tapping can continue normally even during heavy rain and strong winds. In the past three years, no plantation has had to stop tapping. "The work of maximizing yield and managing and protecting the product is carried out strictly. Binh Duong Company is the unit that implements simultaneous tapping and latex collection, opening the warehouse to weigh the mixed latex for the workers from 3 am," Mr. Hung emphasized.

A survey at Team 7 (Binh Duong Company) – a unit that achieved an average yield of over 3 tons/ha for three consecutive years (2020-2022), with 3.26 tons/ha in 2022, the highest in the company – revealed that, while the orchards and people remain the same, things have changed dramatically. Major Nguyen Van Hao, Team Leader of Team 7, concluded: “The breakthroughs and changes in management and technical work by the Party Committee and the Board of Directors of the Company have fundamentally transformed the unit's production and business operations. Over 80% of the workers in Team 7 are ethnic minorities, but their awareness, ideology, and actions are unified. They understand that only through investing in and caring for the orchards well, improving their skills, and strictly adhering to technical procedures can they achieve high productivity and income.”

Lieutenant Colonel Le Duc Toan, Secretary of the Party Committee and Deputy Director of Binh Duong Company, stated that not only Team 7 but also many production teams of the Company have achieved productivity exceeding 3 tons/ha. In particular, the area converted from coffee cultivation to rubber cultivation achieved over 2 tons/ha, and the dry dipterocarp rubber plantation also achieved a high yield of 1.8 tons/ha. This is an impressive result, recognized and highly appreciated by the Party Committee, the Command of the 15th Army Corps, and generations of officers of Binh Duong Company and other units.

Text and photos: NGUYEN ANH SON

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