steadfast path
ALWAYS STAND FIRMLY
THROUGH EVERY CHALLENGE
REPORT AND ASSESSMENT OF THE BOARD
OF GENERAL DIRECTORS
Situation of production and business activities
The world entered 2022 with the hope of a “new normal” life after the Covid-19 pandemic, but very soon faced crises in all fields, especially, bringing challenges for the global fertilizer market. Continuous fluctuations in prices, supply and demand have affected countries to varying degrees. However, maintaining a high fertilizer price is also beneficial for fertilizer production and trading enterprises in the world and in Vietnam.
In addition, our country’s economy in the past year has witnessed a strong recovery, creating momentum for businesses to develop and achieve many successes. In that general context, with the strategy of “Great adaptability - Strong innovation”, PVCFC has strived to synchronously deploy proactive, flexible and innovative business solutions to take advantage of opportunities, overcome difficulties, develop breakthroughs with proud production and business results, specifically:
In addition, our country’s economy in the past year has witnessed a strong recovery, creating momentum for businesses to develop and achieve many successes. In that general context, with the strategy of “Great adaptability - Strong innovation”, PVCFC has strived to synchronously deploy proactive, flexible and innovative business solutions to take advantage of opportunities, overcome difficulties, develop breakthroughs with proud production and business results, specifically:
Performance of production and business indicators
In 2022, PVCFC has completed and surpassed the main indicators of the plan, especially the indicator of outstanding growth in revenue and profit, which recorded the highest level ever.
Urea output
918.08
thousand
tons
tons
reach
102%
139%
of the plan
NPK production
115.03
thousand
tons
tons
Urea output
844.08
thousand
tons
tons
reach
113%
218%
of the plan
NPK consumption
83.67
thousand
tons
tons
Total consolidated revenue reached
16,240.76
VND billion
fulfilling 112% of the plan, exceeding the indicator revenue in 2025 expected to be 15,000 VND Billion.
Consolidated Profit before tax reached
4,596.31
VND billion
reach
235%
237%
of the plan
Consolidated after tax profit reached
4,321.08
VND billion
Production operation management
The plant maintains safe, stable and efficient operation. On November 22, 2022 Ca Mau Fertilizer Plant reached 9 million tons of Urea output after more than 10 years of commercial operation.
In 2022, the plant underwent a mid-year overhaul (every two years) with more than 3,000 items of equipment, including 13 items of optimization transformation. Medium maintenance in 2022 took place in an urgent, proactive and creative spirit in implementing solutions, execution plans, and medium maintenance takes place in 18 days (including stopping and restarting the machine), saving 18 hours compared to plan. After medium maintenance, the plant’s capacity reached 115% of the design, an increase of 3.4% compared to the same period in 2021.
With efforts in implementing solutions for safe operation - quality - progress - efficiency, along with enhancement the application of science and technology in production, Ca Mau Fertilizer Plant has been recognized by the world leading Haldor Topsoe Technology Copyright Office as the “Top 10% Lowest Energy Plant in the World” and granted by the Copyright Office TOYO Engineering Company (TEC) a certificate of the record of maintaining the Granulation workshop according to TOYO’s chisel technology, with 45 days of continuous and stable operation.
Optimization activities are still identified by PVCFC as an important strategic tip to increase output, optimize fuel resources, and improve product quality. During the year, PVCFC is implementing 10 optimization improvement items such as: liquid separation of the input gas source, optimizing the operation of catalysts and equipment, recovering more energy from exhaust gases..., increase the working efficiency of equipment, increase capacity, increase output, save and reduce gas consumption. The profit value reached more than 209 VND billion.
Service activities in the industry are focused and promoted by PVCFC, of which, signing a cooperation agreement with PVD Tech to improve the quality of maintenance and repair personnel, comprehensively develop maintenance services to a new level as well as improve production and business capacity that belongs to the strength of each party. During the year, PVCFC alternately sent cadres from the fields (control, electrical, mechanical) to participate in supporting services for Thai Binh Thermal Power Plant, Ninh Binh Fertilizer, Nghi Son Refinery, Vung Ang... and has revenue recognized from the services segment.
General Director of PVCFC in the event that Ca Mau Fertilizer Plant reached the output milestone of 9 million tons of Urea
Business management – media marketing
In 2022, fertilizer prices recorded the highest increase ever. However, the long lasting high selling price has led to a decrease in fertilizer demand. It is estimated that domestic demand in the year will decrease by about 20-30% from region to region. Consumption volume was much lower than that of the previous years, causing domestic consumption to face new difficulties and challenges.
Being aware of that situation, PVCFC has made flexible adaptation solutions, on the one hand always ensuring the source of goods for the domestic market, on the other hand, promoting exports to reduce inventory pressure and increase market share, influence in other markets such as India, France, Mexico, Croatia, Bangladesh, Myanmar, Thailand... In general, in terms of market share of Ca Mau Urea, PVCFC still maintains and keeps its market share of Ca Mau Urea in the target market (Southwest, Cambodia, Southeast, Central Highlands and Central and Northern markets). In 2022, PVCFC’s export volume was also recorded at a record high level of 410,000 tons (accounting for 50% of consumption volume) and brought about export turnover of 260 million USD.
Thanks to the innovative approach to the market, during the year PVCFC has sucessfully implemented business management and media marketing, including:Innovating the way to approach indicator customers in the consumption of NPK and microbial organic products in the direction of reducing the concentration of resources on distribution channels, promoting investment of resources for end consumers, the platform of digitizing business activities and media marketing. Therefore, in 2022, PVCFC has impressively penetrated the market share for Ca Mau NPK products with more than 80 thousand tons of consumption for the first year of commercial operation.
Maximizing application of digital platforms in sales and marketing communications in the context of the impact of the Covid-19 epidemic, unable to directly interact with customers. Exploited platforms such as ERP, Eoffice, DMS, CRM, 2Nong app, etc. have been playing an active role in ensuring smooth and economical business and marketing activities. expense.
Construction investment activities
Engineers are carrying out expertise supervision at the factory
Total investment value in 2022 was
85.78
VND billion
reaching
96%
of the year plan
In 2022, the Company completed the acceptance and put into operation 02 projects, namely the Project of Production of Complex Fertilizers from Molten Urea with a capacity of 300,000 tons/year and the Project of Transformation and Supply of Raw CO2 at Ca Mau Fertilizer Plant.
In addition, the Company also implemented a number of other projects such as: Project to expand the rain roof for the production system of Ca Mau Fertilizer Plant; Raw material storage project; Project of Center for application and transfer of high-tech agricultural production technology.
In addition, the Company also implemented a number of other projects such as: Project to expand the rain roof for the production system of Ca Mau Fertilizer Plant; Raw material storage project; Project of Center for application and transfer of high-tech agricultural production technology.
Other management activities
Governance work
PVCFC has upgraded the management system, both in terms of “hardware” and “software” according to international best practices. Taking Innovation - Creativity in research, science and technology improvement, business model transformation as the focus; Oriented to expand domestic and foreign markets, enhance import-export activities and self-trading; Shifting to the step of “Developing Corporate Culture”, expanding to create a community development ecosystem in the locality, as follows:
- Select Microsoft Azure solution to build Data Warehouse database for the whole Company; Power BI tools for administration; Pi System-OSIsoft solution to build production operation information system and build an ecosystem of technologies for business.
- Deploy the project of enhancing corporate governance capacity: Establish a project committee to coordinate the implementation of IFC’s recommendations:
(i)
Commitment of the Company to apply good corporate governance practices
(ii)
Develop and publish a Code of Ethics and Business Conduct
(iii)
Improve the disclosure of information in the Annual Report to demonstrate the Company’s commitment to sustainability (ESG)
(iv)
Policy on governance of related parties’ interests
(v)
Develop a project implementation plan to promote gender equality at PVCFC
The work of organizational management, corporate culture
PVCFC culture has been formed and developed in parallel with the development process of the Company. Undergoing through the process of creating a foundational culture with 7 Habits, taking people as a center, PVCFC increasingly shows the rightness when choosing a core value system with 7 effective habits to operate and develop.
With a sustainable cultural background including core values, rules, management style, business method, behavior and attitude of employees towards each other and to customers, PVCFC has overcome all difficulties and challenges to well complete the tasks of production and business.
With a sustainable cultural background including core values, rules, management style, business method, behavior and attitude of employees towards each other and to customers, PVCFC has overcome all difficulties and challenges to well complete the tasks of production and business.
In 2022, PVCFC will continue to train and remind leaders and middle-level managers about 7 Habits and additionally train new employees; Organize training programs combining extracurricular activities with the theme “Flexible Adaptation” to exchange and create cohesion, deep understanding and sharing in work.
PVCFC’s Board of Directors in the General Meeting of Shareholders in 2022
Restructuring work
PVCFC has proactively prepared necessary works to improve the value of capital and assets: Completing information about PVCFC to publicize and attract foreign investors in the digital space; finding potential investors through foreign consultants; updating the 5-year plan 2021 - 2025, developing and completing the development strategy to 2035, with a vision to 2045 with development goals in line with fluctuations of the economic situation along with energy transition quality, digital transformation... to increase the competitiveness and market value of PVCFC, create a premise for new development steps, attract investors, and implement the divestment of PVN in PVN.
Other management activities
Research and development work
PVCFC continuously researches and improves product quality, serving the agriculture industry
- Completing the research, evaluation and testing of plant groups suitable to the characteristics of specialized NPK products for rice on alluvial and saline soils, which have been included in the group of formulas for production and business; Successfully researching two preparations ANRD-02 and NEB+ on crops and fields, added to the formula set of products registered for circulation.
- Developing a soil fertility map and recommend fertilizer for rice and fruit trees according to ecological regions in the Mekong Delta; Researching suitable fertilizer lines and nutritional solutions for fruit trees (mango, durian, pomelo, jackfruit) in the ecological area of Dong Thap Muoi acid soil to advise farmers on suitable plant and fertilizer suitable for each region.
- Continuing to coordinate with domestic and foreign partners: Member Institutes of Vietnam Academy of Science and Technology; Can Tho University; Vietnam Petroleum Institute; Institute of Tropical Biology; Company Agmor Inc (USA), Copyright Neb26... aims to research and develop a line of NPK fertilizers supplemented with substances to improve the efficiency of fertilizer use, including biologically active substances, degrading microorganisms. phosphorus, nitrification inhibitor.
- In addition, after supplementing the Research Center in Long An, PVCFC focused on operation orientation, planning and subdivision to conduct cultivation and testing to ensure effective exploitation.
Cost management, saving/reduction
PVCFC implements synchronously and flexibly the optimal solutions to save energy and improve the efficiency of the plant, well implements cost management and product cost through the assignment of detailed cost plans. to each department to serve as a basis for controlling, evaluating the implementation, and using reasonable costs.
In 2022, the total savings/reduction was
135.05
VND billion
reaching
243%
of the plan
Of which, saving of the norm of raw materials and energy was
116.56 VND Billion
from management, selling, general production was
18.12 VND Billion
from construction investment management was
0.37 VND Billion
General Director of PVCFC met with Comrade Tran Quoc Vuong when he visited Ca Mau Gas, Power, Fertilizer Complex
Advancements made during the year
With the goal of becoming a leading brand in the field of fertilizer production and trading, with the mission of a pioneer in providing plant nutrition solutions on the journey of sustainable development, PVCFC’s mark in the past years continued to be effectively promoted in 2022 with typical achievements as follows:
Achievements in production and business operation
The year 2022 ends with PVCFC’s unprecedented record production and business results, including:
Total revenue reached VND 16,240.76 billion, up 62% over the same period in 2021, exceeding the indicator revenue in 2025 expected at VND 15,000 billion.
Ca Mau Fertilizer Plant reached 9 million tons of urea output after more than 10 years of commercial operation. NPK plant reached more than 115 thousand tons of NPK output in the first year of commercial production.
Ca Mau Fertilizer Plant reached 9 million tons of urea output after more than 10 years of commercial operation. NPK plant reached more than 115 thousand tons of NPK output in the first year of commercial production.
PVCFC’s staff on the 12th anniversary of the Company’s establishment
PVCFC’s export and market expansion has also achieved great success with
PVCFC’s official presence in
14
different countries
export volume for the first time reached
410
thousand tons
(accounting for 50% of consumption volume)
contributing to the revenue of
260
USD Million
equivalent to about
6,200
VND Billion
Achievements in 4.0 technology application and digital transformation
PVCFC’s staff in the digital transformation training event 2022
Digital transformation has always been a strategic goal of PVCFC.
Up to now, it can be affirmed that PVCFC is a pioneer in digital transformation in the fertilizer industry, widely applying scientific achievements to all aspects of the Company’s activities including production, business, operation.
In the future, PVCFC also aims to become a hi-tech agricultural application enterprise - catch the trend and lead the market.
Up to now, it can be affirmed that PVCFC is a pioneer in digital transformation in the fertilizer industry, widely applying scientific achievements to all aspects of the Company’s activities including production, business, operation.
In the future, PVCFC also aims to become a hi-tech agricultural application enterprise - catch the trend and lead the market.
- In terms of production operation, in 2022, PVCFC is honored to be awarded the certificate of achievement by Toyo Copyright (Japan) for successfully repairing and renovating the urea granulation system. Especially, with the maintenance of the granulation cluster for 45 days of continuous operation (the period from February 7, 2022 to March 23, 2022), PVCFC has become the company that maintains the granulation cluster operating continuously and stably in longest time in tropical countries using Toyo’s fluidized bed granulation technology.
- Also in the year, Ca Mau Fertilizer Plant was selected by the leading European copyright holder Haldor Topsoe as one of the “Top 10% of Plants with the lowest energy consumption in the world” and in the group of 10% of the few global manufacturers of high capacity.
PVCFC was honored to be awarded the certificate of achievement by Toyo Copyright (Japan) for the successful repair and renovation of the urea granulation system.
- In governance, PVCFC promoted and enhanced the application of 4.0 achievements to standardize processes, unify data, firmly connect between internal units, and improve operational efficiency for the Company.
- In 2022, the Company has deployed an electronic signature application for all employees. Flexible digitized processes, other application systems such as: human resource management, risk management, office administration, webinars, corporate and employee connection, etc. have been carried out in an extremely professional, scientific manner, optimizing the goals that the Company sets for each item.
In the period of 2023 - 2025, PVCFC will continue to consolidate, build databases and connect application systems on the basis of information technology; applying AI, IoT, Machine Learning technologies… to automate work for production and business, promote growth, competitiveness for a more sustainable and prosperous development of the Company.
Financial situation
Situation of assets and sources of capital
Property situation
Property structure
2021
2022
Value
(VND billion)
(VND billion)
Proportion
(%)
(%)
Value
(VND billion)
(VND billion)
Proportion
(%)
(%)
Cash and cash equivalents
427.65
3.86%
2,125.63
15.00%
Inventory
2,204.08
19.91%
2,282.53
3.86%
Fixed assets
3,405.62
30.76%
2,206.85
15.58%
Other assets
5,034.77
45.47%
7,551.85
53.31%
Total assets
11,072.12
100%
14.166.86
100%
PVCFC’s total consolidated assets as of December 31, 2022 was VND 14,166.86 billion, an increase of VND 3,094.74 billion compared to the beginning of 2022, including: current assets of 11,624.19. VND billion, an increase of 4,347.90 VND billion compared to the beginning of 2022; Long-term assets were 2,542.67 VND billion, down 1,253.16 VND billion compared to that of the beginning of 2022.
Funding situation
Capital structure
2021
2022
Value
(VND billion)
(VND billion)
Proportion
(%)
(%)
Value
(VND billion)
(VND billion)
Proportion
(%)
(%)
Short-term liabilities
3,186.61
28.78%
2.874.43
20.29%
Long-term liabilities
407.41
3.68%
686.98
4.85%
Equity
7,478.10
67.54%
10,605.45
74.86%
Total funding
11,072.12
100%
14,166.86
100%
Equity of PVCFC as of December 31, 2022 is VND 10,605.45 billion, an increase of VND 3,127.35 billion compared to January 1, 2022 thanks to profits from business activities.
Debt situation
Total consolidated liabilities as of December 31, 2022
3,561.41
VND billion
down 32.61 VND billion compared to the beginning of the year, mainly focusing on short-term debt, as follows:
Shorter payable to the vendors was 1,028.47 VND billion, of which: Vietnam Oil and Gas Group 529.07 VND billion, Electricity of Vietnam Oil and Gas Group 57.83 VND billion, Sun Life Insurance Company Limited Life Vietnam 24.57 VND billion, PetroVietnam Fertilizer and Chemicals Corporation - JSC - Petrochemical Trading Branch 23.73 VND billion, Vietnam Petro Freight Logistic & Investment Joint Stock Company 20.71 VND billion, Thuan Phat Transport Joint Stock Company 17.81 VND billion, others 354.75 VND billion.
Other short-term payables were 304.14 VND billion, mainly from potential differences in value, safety bonus fund, margin receipt, short-term deposit, commission expenses for sales, public expenses, etc. union, social security expenses, pay Ca Mau Gas - Electricity - Fertilizer Project Management Board...
Other short-term payables were 304.14 VND billion, mainly from potential differences in value, safety bonus fund, margin receipt, short-term deposit, commission expenses for sales, public expenses, etc. union, social security expenses, pay Ca Mau Gas - Electricity - Fertilizer Project Management Board...
Improvements in organizational structure, policies, management
PVCFC’s Board of Directors in a regular meeting at the Company’s headquarters
In 2022, the Company has made a number of improvements in the field of salary, regimes and policies to serve the Company’s human resource development strategy such as: Draft amending and promulgating Management Regulations salary, bonus and welfare regime; Employee policy of the Company; Reviewing regulations on salary and bonus for the position of Area Manager, Customer Manager of the Sales Department and promulgated to apply from January 2023.
In addition, the Company also issued a Code of Business Conduct - considered a great step forward, a guideline for all activities of PVCFC, and a ground for PVCFC to develop programs and policies as well as decision making to ensure the correctness in the journey to realize the Company’s vision. The application of the Code of Conduct in daily practice also helps PVCFC aim for higher management standards and orient the officers and employees to behave and interact more professionally, contributing to the formation of sustainable competitive advantage for PVCFC.
Development plan in 2023
Entering 2023 with the forecast of many difficulties and challenges for both the world economy in general and Vietnam in particular, However, Vietnam’s economy is still considered to have a lot of room for development, Ca Mau Fertilizer Joint Stock Company continues to set out a 2023 plan with the following groups of tasks and solutions:
Group of indicators
Indicator group to optimize plant operations
- Operating Ca Mau Fertilizer Plant ensures efficiency, safety, stability, and optimal capacity. Striving to achieve urea equivalent output of 950 thousand tons, NPK output of 200 thousand tons.
- Continuing to improve the items of transformation, optimization, capacity enhancement, performance improvement, value creation.
- Improving and diversifying the use of raw materials, increasing capacity, diversifying products, and improving the distinctive quality of NPK workshops.
Indicator group of business activities
- Continuing to implement proactive sales policy in regions that are consistent with overall business goals, especially continue to maintain the leading position in target markets
- Developing and enhancing market share in Southeast & Central Highlands, Cambodia.
- Completing the brand development strategy, deploying development for product groups and categories; completed the transformation of the brand identity of Ca Mau Fertilizer.
- Expanding the supply of imported fertilizer materials and products and participating in international fertilizer business.
New product research and development indicator group
- Completing and putting Thanh Hoa Research and Development Center into operation of step 1; restructuring, improving R&D capacity.
- Studying a group of soluble NPK products, Foliar fertilizers.
- Determining the selection of technology, organic microbiological products, promoting investment cooperation activities.
- Carrying out cooperation and development of High-tech Agriculture farming solutions for vegetables and fruit trees.
ndicator group of investment cooperation to expand business
- Enhancing investment, improving infrastructure for logistics and proprietary trading activities of the Company.
- Studying the possibility of investment cooperation with foreign investors in the microbial fermentation plant and microbial fermentation products.
- Researching and investing in the project of the Urea production plant from Petronas gas source.
- Making initial investment in industrial gas, learning production technologies and completing feasibility study reports for industrial gas production projects (Nitrogen, Argon) and food CO2 .
Indicator group for human resource development
- Completing the building of human resource capacity framework, initially applying 3P salary.
- Continuing to train, upgrade and employ a team of experts; Standardizing organizational structure, resources, maintenance and repair activities and expanding service provision to the outsiders.
- Building a branch of research and development personnel for the chemical industry and control - automation.
- Training, screening, rotating mid-level officers, assigning tasks and roles in plans and activities to implement the Company’s development strategy.
- Investing in infrastructure and facilities, continue to improve the material, cultural and spiritual life of officers and employees.
Indicator group for digital transformation
- Investing in phase 1 to build a Data Warehouse database and forming a Data Analytics system: Completing the implementation of the Data Platform system; Completing the construction of the intelligent analytical reporting system phase 1 including Sales and Inventory.
- Continuing to improve SAP ERP, DMS, PI systems Osisoft: Completing the implementation of Human Resource Management (HRM); Completing the implementation of connecting systems with SAP ERP (including DMS, Pi System...); Completing implementation of Osisoft PI system (EPMS production management).
- Deploying comprehensive network security upgrades throughout the Company.
PVCFC’s indicators for 2023
Production indicator
No.
Indicators
Unit
Plan 2023
1
In term of production
1.1
Urea converted
Thousand tons
882
Of which: Urea products
Thousand tons
100
1.2
NPK
Thousand tons
160
2
Business output
2.1
Urea
Thousand tons
760
2.2
Urea-based products
Thousand tons
100
2.3
NPK
Thousand tons
160
2.4
Self-trading fertilizer
Thousand tons
211
Financial plan
No.
Indicators
Unit
Plan 2023
I
Financial indicators (Consolidated company)
1
Total revenue
VND Billion
13,458.5
2
Profit before tax
VND Billion
1,460.5
3
After tax profit
VND Billion
1,383.1
II
Financial indicators (parent company)
1
Total revenue
VND Billion
13,455.5
2
Profit before tax
VND Billion
1,458.2
3
After tax profit
VND Billion
1,381.7
4
Dividend payout ratio/Charter capital
%
16
III
Invest in building construction and MS TTB
1
Total investment
VND Billion
275.2
-
Investment in Construction and Procurement of TTB
VND Billion
275.2
-
Investing capital in member units
VND Billion
2
Investment funds
VND Billion
275.2
-
Equity
VND Billion
85.7
-
Loans and others
VND Billion
189.5
Entering 2023 with the forecast of many difficulties and challenges for both the world economy in general and Vietnam in particular, However, Vietnam’s economy is still considered to have a lot of room for development, Ca Mau Fertilizer Joint Stock Company continues to set out a 2023 plan with the following groups of tasks and solutions:
Long-term development investment plan
In 2023, PVCFC has 2 transition projects: “Project of Center for Thanh Hoa Research, Application and Transfer of High-Tech Agricultural Production Technology - PVCFC” and “Project of Expanding Rain Roof System for product release system (02 lines of A/D shipment)” with 2 new projects, 8 investment preparation projects (there are 2 investment preparation projects to be carried forward from 2022, namely the project “Headquarters of work communication station in Ho Chi Minh City” and the project “Long An Break Bulk Warehouse”), an M&A project, specifically as follows:
No.
Category
Investment research purpose
Note
1
Headquarters of work communication station in Ho Chi Minh City
With the development orientation of the Company according to the strategic vision, by 2025, becoming a leading enterprise in the field of fertilizer production and trading in Vietnam and Southeast Asia, PVCFC continues to search for, checking many locations to receive the transfer of premises/assets to serve the project implementation and achieve the set goals.
2
Green Hydro production project
Optimizing the efficiency of use of input materials of the Fertilizer Plant, contributing to the application of green technology to the existing production lines of the Plant.
Enter the title for research and implementation
3
Plant for the production of liquid fertilizer and soluble fertilizer
Implementing the strategy of diversifying fertilizer products, increasing competitive advantages, expanding value chains, minimizing market risks and ensuring revenue growth indicators according to the Company’s long-term business strategy.
Total estimated investment: 400 VND billion
4
Industrial Gas Production Project
Following the strategic goal of diversifying sources of production materials, meeting the demand for increased Urea and Ammonia workshop loads in the future as well as meeting the domestic industrial gas market demand, contributing to improving efficiency. raw material source.
Total estimated investment: 300 VND billion
5
Food CO2 project
Implementing the strategy of diversifying products, optimizing raw materials and plant utilities, contributing to increasing revenue and profit for the Company.
Total estimated investment: 100 VND billion
6
Power supply conversion project for Ca Mau Fertilizer Plant
Improving the capacity of the existing power supply system, contributing to proactively using power supplies at competitive costs for production at Ca Mau Fertilizer Plant.
Total estimated investment: 100 VND billion
7
Warehouse project in the Central region
Supplementing and perfecting the warehouse system, helping the Company to be proactive in organizing the implementation of production and business plans and creating favorable conditions in the work of storing and supplying goods, serving as a focal point for delivery serving Central and Central Highlands markets.
Total estimated investment: 200 VND billion
8
Project of additional warehouse 12,000 tons
Completing the logistics warehouse system for the Fertilizer Plant, meeting the needs of storage and preliminary processing of raw materials, combined with additional loading equipment for the NPK workshop.
Total investment: 205 VND billion
9
Housing project for officers and employees
Improving facilities and housing funds for officers and employees, creating the best working environment for officers and employees to make them feel secure in their work, perform well the welfare and personnel work of the Company.
Total investment: 145.97 VND billion
10
M&A project
Improving competitiveness and market advantage in the long term for high quality fertilizer product lines, contributing to increase the value chain and revenue for the Company.
Total estimated investment: 850 VND billion
Assessment report related to the Company’s environmental and social responsibility
Assessment related to environmental indicators
Ca Mau Fertilizer Plant always maintains and improves the environmental management system according to ISO 14001:2015 standard
- PVCFC is currently maintaining and improving the environmental management system according to ISO 14001:2015. In 2022, the environmental indicators satisfied the current standards.
- In the same year, PVCFC implemented environmental supervision in accordance with its commitment to environmental impact assessment. The discharge parameters always met the provisions of the current Law. Solid waste (domestic waste, ordinary industrial solid waste, hazardous waste) was classified, collected and treated according to regulations.
- The company has also implemented creative and innovative solutions to save electricity and water, efficient and rational use of energy.
Electricity used in 2022
166,823,210 Kwh
Water consumption used in 2022
1,147,821 m3
Assessments related to employee issues
Human resources, salary and policies
- The number of active employees in 2022 was 1,042 people. The average income in 2022 was 36.53 VND million/person/month.
- PVCFC pays salaries, bonuses, benefits and other policies and regimes in accordance with the provisions of the Law, the Group and the Company’s regulations for employees to ensure the good life of the Company’s officers and employees.
Training and development of human resources
- Fully understanding the strength of human resources is the focus of the Company’s development, PVCFC always focuses on training and developing high-quality and good-quality human resources to meet the increasingly demanding needs of the market and new context. In 2022, the Company implemented training programs on professional skills, expertise skills, management operation skills, corporate culture, etc. for all officers and employees with the number of training sessions in the year 4,478 turns, reaching 209% of the plan.
Assessment regarding corporate responsibility
to the local community
to the local community
PVCFC actively implements social security and community service activities
With the consistent and cross-cutting goal of economic development coupled with an increase in welfare and social security, PVCFC regularly conducts charitable activities, giving gratitude, nurturing human values and contributing to sustainable community development.
In 2022, the Company has spent more than 40 VND billion for social welfare, organized many programs to accompany farmers, sharing the burden with disadvantaged families, supporting education and training activities, building houses of gratitude, developing rural economic infrastructure system, maintaining and promoting the beauty of “mutual love and affection” in the tradition of the Vietnamese nation.
In 2022, the Company has spent more than 40 VND billion for social welfare, organized many programs to accompany farmers, sharing the burden with disadvantaged families, supporting education and training activities, building houses of gratitude, developing rural economic infrastructure system, maintaining and promoting the beauty of “mutual love and affection” in the tradition of the Vietnamese nation.
More than
40
VND billion
for social welfare
PETROVIETNAM CA MAU FERTILIZER JOINT STOCK COMPANY
Lot D, Ward 1 Industrial Park, Ngo Quyen Street, Ward 1, Ca Mau City, Ca Mau Province
2022 PBCM. ALL RIGHTS RESERVED.