Speech by Member of the Government Party Committee, Party Secretary, Chairman of the Board of Directors of Petrolimex Pham Van Thanh at the conference to review the work of 10 months in 2025

Dear Group leaders,

Member of the Government Party Committee, Party Secretary, Chairman of the Board of Directors of Petrolimex Pham Van Thanh gave a speech at the Conference

Dear Chairmen, Directors/General Directors of member units,

Dear all comrades attending the Conference,

Today is the first meeting of the entire industry at the Petrolimex Headquarters building - No. 1 Kham Thien, allowing me to express my joy, emotion and deep pride because after nearly 6 years, we are returning to our beloved home. The Vietnam National Petroleum Group Headquarters building at No. 1 Kham Thien officially put into use from October 20 is not only a modern construction, but also a symbol of the will, determination and aspiration for innovation throughout many generations of Petrolimex people. I also hope that the operation of the Petrolimex Building will not only create a modern working space, but also open a new beginning, a new stage of development, a new Petrolimex spirit: dare to innovate, dare to lead, dare to pioneer!

I would like to sincerely thank the Steering Committee, the staff, the project teams and the entire construction team for their perseverance in overcoming difficulties and completing the project on schedule - as a meaningful gift for the Group on the occasion of its 70th anniversary (January 12, 1956 - January 12, 2026).

Dear all comrades:

After a serious, responsible and effective working session, our Conference has completed the entire proposed program. The presentations and opinions at the Conference all demonstrated the spirit of solidarity, responsibility, sharing and high determination to comprehensively complete the 2025 Production and Business Plan and towards the 2026 goal.

In the first 10 months of the year, Petrolimex has experienced many difficulties and storms, but with the courage, solidarity, and tireless efforts of the entire system from the Parent Company - Group to member units, from the highest leaders to direct workers, we have firmly overcome and achieved extremely proud achievements:

Firstly, the basic planning targets such as output and profit have all been achieved and exceeded the plan. This is an outstanding effort in the context of an unpredictable market.

Second, complete the arrangement and restructuring of the entire system in the spirit of streamlining - effectiveness - efficiency: from 51 petroleum companies in 63 provinces/cities to 34 companies in 34 provincial administrative units; In just a short time (less than 03 months since the Project was approved by the Ministry of Finance ), we have deployed an unprecedentedly large and complex amount of work, completing the arrangement smoothly, synchronously, responsibly with the spirit of putting the Group's interests first.

In parallel with the reorganization of petroleum companies, the Group merged Petrolimex Petroleum Services Corporation (PTC) into the Parent Company, and established a Centralized Control Board (DOC); reorganized and consolidated functional Boards according to a streamlined - smart - consistent model (reducing 3 boards); dissolved the Group's Representative Office in Ho Chi Minh City and Cambodia, dissolved 3 Petroleum Branches under the Companies, etc.

This is not just an organizational result, but a demonstration that we can change with real action, a launching pad for a deeper – faster – smarter transformation.

Third, successfully bidding for 09 rest stops on the highway system is an important factor helping the Group maintain market share and open up new business opportunities, creating a stepping stone for long-term development.

On behalf of the Party Committee and the Board of Directors, I would like to acknowledge, commend and appreciate the efforts of the entire system!

There is not much time left in 2025. In order to strive to complete the set plan and prepare a solid mindset to enter 2026 - the first year of implementing the Resolution of the 14th Party Congress with the target of double-digit growth, we need to make more efforts to meet new development requirements in the country's growing period.

I basically agree with the directions, tasks and solutions presented by the General Director in the report; the tasks proposed by Team 612 must continue to be implemented; in which, it is important to focus on the following key tasks:

1. Regarding production and business implementation: It is necessary to focus highly and resolutely implement solutions to comprehensively complete the 2025 plan targets: Each unit and each field needs to review progress and have drastic and specific solutions to strive to complete the assigned plan targets. Focus on domestic market growth and promote the implementation of investment and development plans. It is recommended that the General Director direct the development of the 2026 plan to be assigned to units before December 31, 2025, in the spirit of both developing internal plans and reporting to competent authorities on protecting growth targets in accordance with the actual situation of the Group and the general policies of the Party and Government .

2. Regarding reviewing and arranging the organizational apparatus: continue to consolidate and perfect the internal governance regulations to ensure conformity with the new organizational apparatus, continue to improve effectiveness, efficiency, synchronization and unity throughout the industry;

3. Accelerate key investment projects: For the Highway Rest Stop and Truck Service Station projects, the General Director is requested to direct maximum resource concentration and continue to implement the following tasks to soon put the above projects into operation.

4. Carefully prepare the 70th anniversary celebration of the Group's establishment, organize it solemnly, warmly, meaningfully, and spread the values ​​and brand of Petrolimex.

Dear comrades,

On the occasion of this important milestone when we move to the new headquarters, at this Conference, I would like to share and suggest some new orientations and visions of the Group in the coming time for you to think and act together:

The Politburo’s quartet of Resolutions, especially Resolution 57 on science – technology, innovation and digital transformation, are breakthrough policies, bringing the country into a new era of development, affirming that the upcoming growth momentum comes from intelligence – technology – creativity, not just from resources or labor. Along with that, the Digital Government is gradually becoming a reality: streamlined apparatus, digitalized processes, data-based decisions, real-time work processing.

On a global scale, although we are in the oil and gas business – a sector once considered stable – the transportation and technology industries have turned a new page as follows:

• Self-driving cars no longer have steering wheels or pedals;

• AI controls vehicles to run thousands of kilometers without supervision;

• Robotaxi has been commercialized;

• Next-generation computing moves to hybrid cloud-edge models; AI agents process real-time data on consolidated data; automate AI models and optimize data center resources; integrate privacy and compliance protection from design.

These things are happening right now. So we must not only change what we do, but also change how we change. Competition today is not about “what we have,” but about how quickly we learn, innovate, and adapt.

In this context, we need a comprehensive innovation journey, led by new thinking, new models and new people. With a spirit of frankness and determination to act, I would like to share the grand orientation for us to move faster - stronger - more firmly:

The transformation journey is structural and fundamental, implemented synchronously according to 3 strategic transformation methods, based on 4 pillars and 1 core cultural foundation, with the common goal: Building Petrolimex into a smart, sustainable digital enterprise.

Three transformation methods: (1) Smart digital transformation; (2) Strategic green transformation; (3) Organizational & cultural transformation

Four breakthrough pillars: (1) Smart technology; (2) Data; (3) People; (4) Smart digital governance

Cultural foundation: Learning - innovation, with the spirit of Dare to innovate - Dare to pioneer.

First of all is digital transformation – going straight into the era of smart technology

Frankly speaking, we are behind schedule, behind the market and behind the general pace of innovation. The root cause is not capital or technology, but mindset and culture:

• Old thinking, afraid of change;

• Work culture lacks openness to new things and focus;

• Personal safety mentality, valuing correct procedures over efficiency;

• Decisions are based more on experience than on data.

The AI ​​revolution and next-generation computing are changing digital transformation thinking:

• It's no longer just about building data centers or installing software, but about integrating human intelligence with digital intelligence;

• Not only digitizing processes, but also automating management and operational thinking through AI Agents.

We do not repeat the previous infrastructure-software transformation model, but go straight to smart technology: using AI as the driving force, data as the fuel, automation as the operating method. The goal is not just digitization, but building a smart digital enterprise: making decisions faster - more accurate - more optimal - serving customers better.

Next is Green Transformation – right thinking, stronger steps

The new product strategy closely follows the Government's orientation on low-emission, environmentally friendly fuels, which is a strategic opportunity for Petrolimex to lead the market, taking advantage of its unique advantages in warehousing, blending, and distribution infrastructure.

However, the capacity to prepare for leadership is not yet commensurate with the position. Meanwhile, the Government has issued a clear and drastic emission reduction policy - that is the command of the market and responsibility to society.

It's time to act boldly, decisively, and faster:

• Essentially green business model: green from products – operations – services – value creation;

• Restructuring the sustainable value chain: reducing emissions from import – storage – preparation – transportation – distribution – consumption;

• Key investments in new energy technology and ecosystems: hydrogen, renewable energy, carbon neutrality, and emission management according to international standards.
We need to deploy immediately:

• Widely supply E5, E10 according to new standards;

• Rapid expansion of RON95 and RON98 to meet Euro 5–6 standards;

• Gradually develop carbon offset and carbon neutral products.

If we delay, the historic opportunity will pass, and we will lose our leadership role. The whole system needs to immediately translate this spirit into a concrete action plan.

Finally, organizational & cultural transformation – the backbone of the other two transformations

Smart technology creates a lean, flexible, and empowered management model, freeing people from repetitive tasks to focus on innovation and data-driven decision making. Experience from large corporations shows that:

• Centralized and synchronized direction from the highest level;

• Cultural transformation goes hand in hand with technology and operating models;

• Without a new culture, there is no true digital transformation;

• Without leadership mindset transformation, technology is meaningless.

So I ask:

• Strongly restart digital transformation from leadership thinking – digital leadership thinking;

• Retrain and upgrade management teams at all levels; build a culture of data-driven decision-making;

• Focus resources on key tasks, not spreading them out; master the goals, consider digital transformation not as a technology project, but as a reform of thinking - management - culture.

The Group will prioritize implementation in the coming time:

• Complete unified operations from the Group to member units;

• Optimizing value chains and new business models suitable for the energy-technology era;

• Flexible coordination mechanism, empowering with responsibility;

• Implementing a new brand identity in a practical way, associated with a customer-centric culture of experience. A strong brand is not built by logos, colors or slogans, but by the trust of customers and society. Identity is just a means; quality of operation - service - market reputation is the core. Brand is what customers feel in every experience. Building the Petrolimex brand in the new phase is to raise the standard of smart operation - service standards - professional business culture - responsibility: not only to be more beautiful, but to be stronger; not only to be recognized, but to be chosen.

To do this, we must strongly develop a "customer-centric" culture through training and internal communications:

• At each store, customers feel transparency - civilization - trust;

• At each service touchpoint, customers feel convenient and quick;

• In the relationship, customers feel kindness - responsibility - companionship.

There can be no smart digital enterprise if human resources and culture are not strong enough. People are the center; leadership is the key; talent is the breakthrough. I request the Board of Directors, the Executive Board, the Organization and Human Resources Department to urgently:

1. Complete the human resource development plan to 2030, vision 2035: shift from administrative management to management based on capacity and value creation; deploy training programs to meet key goals; raise management standards and digital leadership thinking; develop a successor team with intelligence, courage, and innovation spirit.

2. Deploy the Petrolimex Cultural Transformation program in 2025: culture of opening the way – opening up – empowering – acting – taking responsibility, as a direct foundation for 3 transformation methods. Culture determines the speed and quality of transformation.

3. Build an environment that attracts real talent: not only through incentives, but also through development opportunities and recognition of contributions, so that talented people can create value together with the organization.

Dear comrades,

The above contents are not separate, but are a long-term development journey of Petrolimex in the new era, with three simultaneous - linked - mutually supportive transformations:

(1) Digital transformation to become a smart digital enterprise;

(2) Green transformation to pioneer sustainable development;

(3) Transforming organization and culture for creative, efficient and sustainable production and business.

The above three transformations are operated on the following four strategic pillars as a long-term foundation:

1. Smart technology: applying technology to create superior productivity, reduce costs, speed up decision-making, create new value – especially AI, automation, smart operating platforms.

2. Data: become a strategic resource for management and decision making.

3. People: each cadre overcomes old limits; leaders lead by vision - exemplary actions; the system attracts and utilizes real talents.

4. Digital governance: fast – transparent – ​​seamless; authority goes hand in hand with responsibility; efficiency is measured by actual results, not by paperwork.

Finally and above all, the foundation that binds it all together is a culture of daring to innovate – daring to take responsibility – daring to pioneer.

Dear comrades,

We have tradition, scale, team and ambition to go further. We are not starting from scratch, but following in the footsteps of those who have gone before to go further. This is not the time to hesitate, not the time to play it safe. This is the time to break out:

Breakthrough with new thinking, new ways of doing things, with the belief and determination of the whole system.

Let's innovate the way we innovate, so that Petrolimex deserves to be the national energy pillar and a symbol of the innovative spirit of Vietnamese enterprises in the new era.

Thank you very much!

Source: https://www.petrolimex.com.vn/nd/tin-chuyen-nganh/phat-bieu-cua-uy-vien-bch-dang-bo-chinh-phu-bi-thu-dang-uy-chu-tich-hdqt-petrolimex-pham-van-thanh-tai-hoi-nghi-so-ket-cong-tac-10-thang-2025.html