Sharing Prosperity For a Sustainable Community | Sustainability Report DPM 2025

Evaluation of HSE Performance

Highlights in HSE activities in 2025:

Avoided any incidents causing damage to people and property; caused no environmental pollution, and prevented any major occupational accidents or higher at all worksites of the Corporation.
Successfully completed the preparation work for the Turnaround of Phu My Fertilizer Plant to execute the Turnaround in 2026.
Although 2025 recorded extreme weather conditions (heavy rains, floods) that pressured the logistics system and safety at the Corporation’s factories and warehouses/ports, emergency response work at all units was well-executed, with no casualties during storms and floods, ensuring the integrity of projects and minimizing property damage.
Ensured compliance with Legal requirements on Safety – FFP – Emergency Response across all production and business activities of the Corporation. No violations were found during inspection rounds by Petrovietnam and relevant competent Authorities.
Advanced toward digital transformation in HSE activities: Phu My Fertilizer Plant put the 45K1 safety management software into application, whereby environmental safety data, incidents, etc., are systematically recorded and analyzed, making tracking and reporting work clear, transparent, and prompt.

Process Safety Assurance activities were also effectively deployed by the Corporation:

Maintained the application of Process Safety Management systems at the Plant, such as RBI, SYSTEM 1, PSM, etc.
Completed periodic maintenance plans according to schedule.
Completed preparation work for the 2025.

Turnaround plan HSE work in 2025 completed 100% of the set plan tasks. The Corporation maintained a high safety level, with no serious incidents, successfully fulfilled HSE – FFP targets, and concurrently laid an important foundation for digital transformation and meeting ESG requirements. In addition, risk management, training, and contractor management saw multiple improvements, and the safety culture continued to be reinforced.

Although some limitations remain regarding synchronization in deployment and the level of digitalization, the achieved results have created an important premise for the Corporation to implement the three pillars of Safety – Proactivity – Digitalization, moving toward international standards in risk management and sustainable development.

Policy System and Implementation Apparatus (SASB: EM-RM-320a.2)

PVFCCo has established and maintained a relatively complete Health, Safety, and Environment (HSE) management apparatus, aligned with the scale, nature of operations, and specific characteristics of the fertilizer-chemical industry. HSE work is organized, assigned, and deployed uniformly from the Corporation level down to member units, ensuring seamless, timely, and effective direction.

The HSE apparatus is structured utilizing a specialized combined with concurrent assignment approach, with a team of safety and environmental officers stationed at the Corporation and grassroots units. The functions, tasks, and responsibilities of each level and department are defined relatively clearly, thereby enhancing the advisory, control, and execution roles throughout the entire system. Coordination between specialized departments (production, technology, maintenance) and the HSE department has also step-by-step improved, effectively supporting risk prevention and the handling of emerging issues.

In parallel with organizational refinement, PVFCCo focuses on building and maintaining the HSE policy and regulation system on the basis of legal compliance and access to advanced management standards. Over the past years, the Corporation has issued a relatively complete, synchronous system of documents tailored to the characteristics of fertilizer-chemical manufacturing; this is applied uniformly throughout the entire system and covers key areas such as: occupational safety, occupational hygiene, chemical management, fire prevention and explosion control, environmental protection, and incident response. This serves as an important governance foundation to deploy HSE consistently.

Internal policies and regulations are built upon prevailing legal requirements, while referencing and integrating management practices/standards such as ISO 9001, ISO 14001, ISO 45001, and Petrovietnam’s HSE regulations. The roles and responsibilities of management levels, specialized departments, and employees are stipulated relatively specifically, contributing to enhancing proactivity and accountability during execution.

Additionally, the HSE policy-regulation system is regularly updated and supplemented to meet new legal requirements and the Corporation’s sustainable development orientation. Several contents have been integrated with ESG orientation, risk management, emission reduction, and environmental protection, demonstrating a shift from a “compliance” mindset to a preventative and long-term HSE governance mindset.

In general, the organizational system and HSE policy framework at PVFCCo have contributed to improving management efficiency, controlling risks, and ensuring safe, stable production and business operations. This provides the foundation for PVFCCo to continue standardizing, digitalizing, and strengthening the integration of the HSE system.

Occupational Accident/Incident Statistics, Reporting, and Investigation

In 2025, there were no incidents causing damage to people and property; there were no major occupational accidents or higher at all worksites of the Corporation and across all production and business activities of the Corporation.

From December 22, 2025, Phu My Fertilizer Plant commenced its Turnaround. Numerous major maintenance items deployed at the NH₃ workshop₃. Urea workshop, and auxiliary workshops introduced risk factors such as a sharp increase in contractor personnel, tasks at heights, and activities in confined spaces, etc., leading to a higher risk of occupational accidents. However, as of the end of 2025, no occupational accidents occurred for either plant employees or contractors.

All occurring incidents were systematically recorded, investigated for root causes, and assigned corrective and preventive actions. Units submitted the 2025 Grassroots Occupational Accident Status Reports to local Departments of Labor, Invalids and Social Affairs, and the 2025 Occupational Safety and Health Reports to the Departments of Labor, Invalids and Social Affairs and the Departments of Health in strict compliance with regulations.

	2024	2025
Total number of Corporation incidents	13	12
Non-injury incidents	13	12

The results of inspection activities in 2025 are systematically recorded as follows:

No.	HSE Inspection Activities	Executing Unit	Number of Inspections		Execution Rate
No.	HSE Inspection Activities	Executing Unit	Plan	Actual	Execution Rate
1	Level I Safety Inspection (Daily)	Team / Group	36,639	36,639	100%
2	Level II Safety Inspection (Monthly)	Department / Workshop	416	416	100%
3	Level III Safety Inspection (Quarterly)	Plant / Unit	118	118	100%
4	Level IV Safety Inspection	Corporation	41	41	100%

Alongside occupational safety and health inspections, the STOP and 5S Programs were well-maintained. The average monthly number of STOP cards recorded was higher than in 2024. The number of participating employees as well as participating leaders recording cards both increased compared to 2024, demonstrating that the safety behaviors and safety culture of the plant personnel have been enhanced. The 5S Program has helped make the working environment cleaner, neater, and more professional.

No.	Content	Unit	2024 Quantity (Monthly Average)	2025 Quantity (Monthly Average)
1	Number of participating employees recording cards	People	196	274
2	Number of participating leaders recording cards	People	2	3
3	Number of recorded cards	Cards	1,116	1,367
4	Number of unsafe STOP cards	Cards	711	1,078
5	Number of safe STOP cards	Cards	330	290

In 2025, Phu My Fertilizer Plant put the 45K1 safety management software into experimental application, whereby environmental safety data, incidents, etc., are systemically and promptly recorded and analyzed. This is one of the exemplary innovation and digital transformation activities in HSE work this year.

Fire Fighting, Prevention and Emergency Response Activities

The Corporation recorded NO fire or explosion incidents in 2025

Expenditure for Safety – FFP – Emergency Response activities: (including fire and explosion risk insurance fees, drills, training, propaganda, and procurement and maintenance of FFP safety equipment, etc.) in 2025 was approximately

VND billion

FFP – Emergency Response work in 2025 completed all set tasks, ensuring compliance with the requirements of the law, Petrovietnam, and the Corporation. Incident prevention was prioritized by combining early identification, assessment, and control of fire and explosion hazards, formulating and updating Emergency Response plans, and organizing periodic training and drills for grassroots FFP forces. Continuous inspection, monitoring, and improvement were maintained, contributing to enhancing prevention capacity and emergency readiness, etc.

Additionally, 2025 witnessed multiple severe storms and floods, posing risks of property damage at regional warehouses. All Corporation units promptly and proactively deployed storm and flood response and post-disaster recovery activities to contribute to minimizing risks and property damage for the Corporation.

The FFP - Emergency Response activities implemented in 2025 are as follows:

Updated contact information for the Steering Committee and the Assisting Team of the Corporation’s Emergency Response Steering Committee to ensure readiness in directing response efforts when incidents occur.
Issued the “Corporation Emergency Response Procedure” (Code A-004).
Completed the update of the Chemical Incident Response Plan for the Plant, which was approved by the Ministry of Industry and Trade under Decision No. 783/QD-BCT dated March 19, 2025.
Completed the Hazard and Operability Study (HAZOP) for the Plant.
Monitored and coordinated with the Fire Prevention, Fighting and Rescue Police Division of the Ho Chi Minh City Public Security to perform the FFP design appraisal and approval for the Building at 43 Mac Dinh Chi and continued to complete repairs on the FFP System of the Building at 27 DBL.
Compulsory fire and explosion insurance procurement: All works of the Corporation procured compulsory fire and explosion insurance in accordance with prevailing regulations.
Completed the 2025 FFP and chemical incident response drill plan with 13 drill and firefighting practice sessions, including internal drills and multi-force coordinated drills.
Inspection, maintenance, and repair of fire prevention and fighting equipment: All Units performed maintenance and inspection of FFP and rescue equipment in compliance with regulations, guidelines, and standards, consistently ensuring an operational readiness state. Periodic monthly inspections were conducted and recorded in inspection minutes filed in FFP management records.
Fully executed reports and implemented Directives on safety - FFP – Emergency Response from Petrovietnam and Ministries/sectors.

In addition to the exemplary activities mentioned above, PVFCCo also conducted inspections of equipment with strict safety requirements:

All 1,841 pieces of equipment with strict safety requirements currently in use at the Units were fully recorded and monitored for inspection.
Inspection work was planned and fully executed to ensure safety for people and equipment, as well as to comply with prevailing legal requirements

Healthcare and Occupational Hygiene Activities

In 2025, all Units conducted periodic medical examinations for all personnel in accordance with regulations. Specifically:

No.	Health Classification	Quantity	Rate (%)
1	Category I (Very Strong)	15	0.99%
2	Category II (Strong)	1,076	71.35%
3	Category III (Average)	354	23.48%
4	Category IV (Weak)	30	1.99%
5	Category V (Very Weak)	4	0.27%
6	Unclassified (due to incomplete examinations)	29	1.92%
	Total	1,508

Alongside periodic medical examinations, Phu My Fertilizer Plant conducted occupational disease health screenings for the plant’s personnel. Data regarding occupational disease screenings by occupational disease groups are recorded and monitored annually.

Occupational Hearing Loss Monitoring Chart (2010 – 2025)

The cumulative number of occupational noise-induced deafness cases calculated from 2010 to 2025 is 30 people. The list of occupational deafness cases is established, monitored, and implemented with regimes in strict compliance with regulations.

At the Corporation’s Headquarters, a Medical room is arranged, and at the Phu My Fertilizer Plant, a medical station is equipped with multiple hospital beds, an ambulance, and other medical instruments. All regional warehouses and ports are equipped with comprehensive first-aid kits, dedicated doctors, and medical staff to perform initial first aid as well as provide medical consultation for personnel when needed. All first-aid cases are systematically recorded in the Unit’s Monitoring Log.

Periodically, all Units submit the Grassroots Occupational Health Activity Reports to local management authorities to ensure timely monitoring and detection of cases requiring support.

Workforce Structure (GRI 2-7, GRI 2-8, GRI 202-2, GRI 405-1, GRI 408)

The workforce structure is detailed in the following tables:

Workforce Scale	2024		2025
Workforce Scale	Parent Company	Corporation	Parent Company	Corporation
Beginning of period	1,302	1,543	1,307	1,548
End of period	1,307	1,548	1,325	1,567

Workforce Structure by gender	2024		2025
Workforce Structure by gender	Parent Company	Corporation	Parent Company	Corporation
Total employees (people)	1,307	1,548	1,325	1,567
Male employees	1,018	1,171	1,026	1,170
Female employees	289	377	299	390

Workforce Structure by level	2024		2025
Workforce Structure by level	Parent Company	Corporation	Parent Company	Corporation
Total employees (people)	1,307	1,548	1,325	1,567
Ph.D.	3	3	4	4
Master's Degree	63	91	69	98
Bachelor's Degree	694	878	727	911
College	88	92	84	88
Intermediate Vocational	101	109	95	103
Skilled Workers	275	288	269	281
Unskilled Labor	46	50	43	48
Elementary Vocational	37	37	34	34

Workforce Structure by Age Group	2024		2025
Workforce Structure by Age Group	Parent Company	Corporation	Parent Company	Corporation
Total number of employees (people)	1,307	1,548	1,325	1,567
Over 55 years old	86	94	75	87
Aged 50 to 55	188	212	200	229
Aged 40 to 49	689	791	700	805
Aged 30 to 39	282	371	266	344
Under 30 years old	62	80	84	102
Maximum age	61	61	61	61
Minimum age	23	23	22	22
Average age	43	42	44	43

Personnel by Employee Category	2024		2025
Personnel by Employee Category	Parent Company	Corporation	Parent Company	Corporation
Total number of employees (people)	1,307	1,548	1,325	1,567
Management Level	131	175	139	184
Staff Level	1,176	1,373	1,186	1,383

It is observable that PVFCCo’s total workforce remained stable with a slight upward trend, reflecting continuous expansion in business and production activities, as well as a selective recruitment demand to meet operational requirements and enhance corporate governance capabilities.

PVFCCo’s workforce structure by gender remained relatively stable over the years, with male employees constituting the majority. This data underscores the characteristic of the industrial manufacturing and chemical sector, which typically utilizes a higher proportion of male labor.

However, driven by the Corporation’s efforts to promote diversity and equality among employees, the number of female workers in 2025 showed an increase compared to 2024 (from 377 to 390 employees). This trend contributes to fostering a diverse, equitable, and inclusive (DEI) working environment–a core component of social sustainability.

In terms of workforce structure by qualification, PVFCCo possesses a highly qualified workforce, serving as a critical foundation for technological innovation and competitive advantage enhancement. Employees with a bachelor’s degree or higher account for a major proportion. Specifically, postgraduate levels (Ph.D. and Master’s) increased from 96 individuals in 2024 to 102 in 2025 corporation-wide. Employees with a bachelor’s degree represent nearly 60% of the total workforce.

Meanwhile, the technical workforce (college, intermediate vocational, and skilled workers) is maintained at an optimal level to ensure safe and efficient production and operations. This composition indicates PVFCCo’s strategic focus on developing high-quality human resources while balancing white-collar professionals and direct blue-collar technical labor.

The average age of PVFCCo’s workforce is maintained between 42 and 44 years old, reflecting a harmonious combination of an experienced workforce and a young succession pipeline. The 40–49 and 30–39 age groups account for the largest shares, serving as the backbone of production, management, and knowledge transfer. The number of employees under 30 years old increased in 2025 (102 individuals corporation-wide), indicating that the Corporation has placed greater emphasis on recruitment, workforce rejuvenation, and succession planning. The age group over 55 showed a downward trend, primarily serving as subject matter experts and senior specialists to support and mentor the younger workforce in the Corporation’s business operations.

It is observable that PVFCCo’s total workforce remained stable with a slight upward trend, reflecting continuous expansion in business and production activities, as well as a selective recruitment demand to meet operational requirements and enhance corporate governance capabilities.

PVFCCo’s workforce structure by gender remained relatively stable over the years, with male employees constituting the majority. This data underscores the characteristic of the industrial manufacturing and chemical sector, which typically utilizes a higher proportion of male labor.

However, driven by the Corporation’s efforts to promote diversity and equality among employees, the number of female workers in 2025 showed an increase compared to 2024 (from 377 to 390 employees). This trend contributes to fostering a diverse, equitable, and inclusive (DEI) working environment–a core component of social sustainability.

In terms of workforce structure by qualification, PVFCCo possesses a highly qualified workforce, serving as a critical foundation for technological innovation and competitive advantage enhancement. Employees with a bachelor’s degree or higher account for a major proportion. Specifically, postgraduate levels (Ph.D. and Master’s) increased from 96 individuals in 2024 to 102 in 2025 corporation-wide. Employees with a bachelor’s degree represent nearly 60% of the total workforce.

Meanwhile, the technical workforce (college, intermediate vocational, and skilled workers) is maintained at an optimal level to ensure safe and efficient production and operations. This composition indicates PVFCCo’s strategic focus on developing high-quality human resources while balancing white-collar professionals and direct blue-collar technical labor.

The average age of PVFCCo’s workforce is maintained between 42 and 44 years old, reflecting a harmonious combination of an experienced workforce and a young succession pipeline. The 40–49 and 30–39 age groups account for the largest shares, serving as the backbone of production, management, and knowledge transfer. The number of employees under 30 years old increased in 2025 (102 individuals corporation-wide), indicating that the Corporation has placed greater emphasis on recruitment, workforce rejuvenation, and succession planning. The age group over 55 showed a downward trend, primarily serving as subject matter experts and senior specialists to support and mentor the younger workforce in the Corporation’s business operations.

PVFCCo’s Collective Labour Agreement and Employee Policies (GRI 2-30)

Health Insurance Policy for Employees and Their Dependents

Content	Details
Insurance and Healthcare	Social Insurance.
	Health Insurance.
	Unemployment Insurance.
	Voluntary Pension Insurance, Accumulated Pension Insurance.
	Life Insurance.
	Personal Liability Insurance. Group Representatives at the Corporation / Independent Board Members: Package of VND 15,00,000 / person / year. Management Positions from Deputy Head of Department (and equivalent) or higher: Package of VND 10,000,000 / person / year. Other Employees: Package of VND 7,000,000 / person / year.
	Overseas Business Travel Accident Insurance: Coverage limit of no less than USD 50,000 / case.
	Periodic Health Screenings and Early Occupational Disease Screenings: Conducted by independent, professional medical institutions.
	Health and Sanitation Programs. Vaccination campaigns (Influenza, Hepatitis B, and Pneumococcal). Disinfection and pest control (mosquitoes, termites, cockroaches, and rodents). Convalescent leave and recuperation programs for employees following intense working periods. Internal communication on seasonal disease prevention and healthcare self-awareness.
	Hazardous duty pay for employees exposed to risk factors in compliance with statutory regulations.
Work-Life Welfare & Benefits	Financial assistance for families of personnel facing exceptional hardships.
	Team-building activities and annual sports festivals.
	Annual sightseeing, vacations, and travel tours.
	Compassionate and celebration gifts for sickness, funerals, and weddings.
	International Children's Day and Mid-Autumn Festival gifts for employees' children.
	Academic achievement awards for employees' children with outstanding performance or those overcoming adversity.
	Commemorative gifts for employees' birthdays, Invalids and Martyrs' Day, and People's Army of Vietnam Founding Day.
Female Employee Benefits	Women's Day gifts for International Women's Day and Vietnamese Women's Day.
	Maternity benefits.
	Flexible working and rest arrangements tailored for female employees during their monthly physiological cycles.
	Cultural and spiritual engagement programs organized on key anniversaries to honor the role and contributions of women in the enterprise.
	Educational, training, and career orientation programs designed for the children of female employees.
Support & Rewards	Specialized medical screenings dedicated to female employees and those with occupational diseases.
	Recognition and rewards for employees with outstanding achievements.
	Safety performance bonuses and quota-saving bonuses.
	Periodic team and individual bonuses tied directly to business performance outcomes.
	Innovation awards for individuals with exceptional initiatives, scientific research, and technological innovations.
	Employee Stock Ownership Plan (ESOP) subject to regulations across different periods.
	Hardship grants to support employees in difficult circumstances.
	Recruitment priority points granted to children of current employees at the Corporation and its subsidiaries who meet all job requirements and competency standards, capped at 10% of the maximum total score in the recruitment examination.
	Direct job placement provided upon demand matching the qualifications and health status for children of employees deceased due to occupational accidents or while on duty, exempt from the standard examination process.
	Seniority allowances and retirement support for retirees and members of the PVFCCo Retirement Liaison Committee (retired or incapacitated), managed in accordance with the Petroleum Mutual Assistance Fund regulations established by the Parent Group and the Corporation.
	Pre-retirement transition leave allowing employees to request to transition out of operational management or daily workload handling during their final 03 months before retirement while retaining full salary, bonuses, benefits, and other entitlements, excluding operational allowances such as shift meals, commuting support, and hazardous duty pay.

In general, the implemented and ongoing policies demonstrate the Corporation’s utmost commitment to employee benefits within the framework of prevailing laws and the Corporation’s current capacities. These initiatives aim to motivate and inspire employees to maximize their creativity in production and business operations, thereby contributing to the sustained growth of the Corporation while fostering long-term organizational trust and retention.

0%

The Corporation’s subsidiaries conducted periodic medical examinations for employees

VND 0 Billion

Expenditure for healthcare and disease prevention activities in 2025

Healthcare and Disease Prevention Activities (GRI 403)

Healthcare and disease prevention activities at the Corporation were fully maintained in 2025, encompassing statutory periodic health screenings and employee healthcare and disease prevention in compliance with the Corporation’s Collective Labor Agreement (CLA). Specifically:

100% of the Corporation’s subsidiaries conducted periodic medical examinations for employees. Regarding employees that require medical follow-ups, they all received comprehensive consultation and guidance from the Corporation’s medical staffs./li>
Phu My Fertilizer Plant concurrently conducted occupational disease screenings for early detection and optimal job reallocation. The cumulative number of employees diagnosed with occupational diseases from 2010 to 2025 stands at 30 individuals.
Issued Employee Healthcare Guidelines, including: Guidelines for Food Safety and Hygiene Inspection at the Corporation’s Headquarters Cafeteria; Guidelines for First Aid and Medication Administration at the Corporation’s Headquarters; and Guidelines for Occupational Hygiene and Employee Health Management at the Corporation’s Headquarters.
Sustained the Health Insurance Program (PVI Care) for all Corporation personnel.
Administered initial first aid and distributed medication to employees in the event of workplace accidents.

Regularly updated and executed epidemic prevention measures (for seasonal influenza, mpox, and other infectious diseases) in compliance with regulations, advisories, and directives from the Government, the Ministry of Health, and competent authorities.
The estimated expenditure for healthcare and disease prevention activities in 2025 was approximately VND 12 billion (encompassing periodic health screenings, occupational disease screenings, medical supply procurement, awareness training, and in-kind health allowances).
PVFCCo will continue to strengthen its Healthcare and Disease Prevention efforts, specifically by:
- Updating and announcing epidemic situations to formulate adaptive contingency and prevention plans.
- Conducting annual periodic occupational environment monitoring and occupational disease screenings to establish a baseline for improving working conditions and preventing workplace accidents and occupational illnesses corporation-wide.
- Organizing annual periodic health screenings for employees in strict compliance with statutory regulations and managing health and wellness at the workplace.

Annual Engagement Activities

PVFCCo organized numerous competitions and collective activities leading up to the 50^th anniversary of PetroVietnam. The online running race “Phu My – Sharing Love” attracted nearly 1,500 athletes, achieving a cumulative distance of 124,000 km. The Corporation also rolled out the “Union Meal” program at the Phu My Fertilizer Plant for nearly 500 workers, alongside various financial assistance initiatives for employees facing hardships.

At the same time, PVFCCo:

Coordinated with Naval Region 4 to implement the “Greening Truong Sa” program with 100,000 trees, completing 305,650 trees, exceeding the target assigned by the Group.
Conducted humanitarian blood donation activities on July 4, 2025, at the Phu My Fertilizer Plant and on August 8, 2025, at the Corporation’s Headquarters, attracting 332 employees to participate and contributing 332 blood units, demonstrating the spirit of kindness, sharing, and community responsibility of the Corporation’s collective employees.
In addition, the Corporation mobilized personnel to participate in other charitable activities such as the “01 Day’s Salary to Support the Petroleum Mutual Assistance Fund” program on November 1, 2025, continuing to affirm the fine traditional beauty of mutual love and support in PVFCCo culture as well as Petrovietnam culture.

In 2025, the work of caring for the material and spiritual life of employees continued to be systematically implemented by the Corporation and its units, ensuring practicality and timeliness. On the occasions of the Lunar New Year, Invalids and Martyrs’ Day, Industry Day, the Corporation’s Traditional Day, and major holidays, units organized meetings, visits, and gave encouraging gifts to personnel, paying special attention to cases in difficult circumstances, employees with long-term illnesses, or policy-beneficiary families. Longevity congratulation and appreciation programs for former leaders and retirees were maintained regularly, creating bonds between generations of employees.

The Corporation also focused on organizing exchange, cultural, and sports activities, the “Union Meal” program at the Phu My Fertilizer Plant, thematic seminars, and periodic meetings, contributing to creating a friendly, humane working environment and strengthening the spirit of solidarity among the collective of employees. The work of caring for employees’ lives was carried out seriously, showing the unit’s responsibility towards human resources and conforming to the orientation of building PVFCCo’s corporate culture.

Democracy, Equity, and Gender Equality (GRI 401-3, 405-2, 406-1)

The fertilizer and chemical manufacturing industry, including PVFCCo, characteristically utilizes a high proportion of male labor due to the nature of work associated with operating large-scale plants, complex equipment-technology systems, shift work requirements, a heavy industrial environment, and strict compliance with technical safety procedures. Most positions directly involved in production, maintenance, operation, and engineering require physical health, the ability to work under high pressure, as well as long-term practical experience, thereby leading to a dominant male labor structure. However, along with modernization and digital transformation trends, the proportion of female labor is gradually improving, especially in specialized, managerial, and professional support positions. The Corporation always focuses on implementing c Democracy, Equity, and Gender Equality. The Corporation has issued Democratic Regulations and established Union organizations at all levels to protect the legitimate and legal rights of employees.

Implementing the Democratic Regulations at the grassroots level, the Unions at all levels periodically and proactively coordinate with the management to organize periodic dialogues using many flexible forms to ensure effective compliance and proper regulations. The content of the dialogues focuses on issues such as policies and welfare regimes for employees, income, living conditions, employment, restructuring work, the implementation of Grassroots Democratic Regulations, and other matters of concern to employees.

Since its establishment, PVFCCo has always focused on and paid attention to the field of gender equality, creating equal development opportunities for female labor. At PVFCCo, the activities of the Female Affairs Committee for the Advancement of Women always receive the attention and direction of leaders from all levels of the Party, management, and mass organizations to create conditions for women to best promote their roles and abilities in all aspects, successfully completing assigned tasks. Female employees of PVFCCo always have the consciousness to rise in their work and are very enthusiastic and energetic in movement activities.

PVFCCo always promotes propaganda work on Resolutions, gender, gender equality, for the advancement of Women, as well as population, family, and children affairs throughout the Corporation. The Female Affairs Committee propagates the guidelines and policies of the Party, laws of the state, and welfare policies of the unit to all female employees; always cares for and listens to the opinions and aspirations of union members and female workers during the working process, serving as a bridge to bring legitimate aspirations to the Corporation’s Leaders. It participates in formulating, inspecting, and supervising the implementation of regimes and policies for female workers; proposes feasible solutions to participate in job creation and care for the lives of female employees.

The Corporation’s Leaders always create favorable conditions for female employees to study and improve their professional qualifications through short-term professional training courses and skills courses. They organize thematic talks and seminars on building well-off, equal, progressive, and happy families for female employees; domestic violence prevention; pay attention to the lives of female employees in difficult circumstances for timely support, while supporting the children of female employees who overcome difficulties to study well, and join hands with society in humanitarian and charitable activities.

0

Total number of females with a bachelor’s degree or higher

0%

Female employees are provided with maximum conditions to participate in education, training, and knowledge-building classes

Key Characteristics and Operational Results on Gender Equality and the Advancement of Women at PVFCCo in 2025

Female Workforce Structure

Total number of female employees: 390/1,567 people (25% ratio).
Total number of female Party members: 124/593 people (20.3% ratio).
Total number of females with a bachelor’s degree or higher: 318 people.
Total number of female employees with a master’s or Ph.D. degree: 21 people.
Total number of female managers: 29/184 people (accounting for 16% of total managers).

Policies on Promoting the Professional Capacity of Female Cadres

At PVFCCo, 100% of female employees are provided with maximum conditions to participate in education, training, and knowledge-building classes to improve professional and operational qualifications through short-term professional training courses and skills courses. PVFCCo’s Leaders always pay attention to planning, education, and training work to arrange and appoint female cadres.
Integrate gender equality issues into the formulation and enforcement of regulations, rules, and policy guidelines of the Corporation and its subsidiaries, paying special attention to gender factors in formulation, policy planning, and reality to promote the professional capacity of women effectively and rationally.

Strengthen inspection and supervision work in the implementation of guidelines, policies, programs, plans, and planning on female cadre work.
At PVFCCo, no female employee lost their job.

Welfare Policies and Regimes for Female Employees

Policies and welfare regimes for female employees are guaranteed and higher than statutory requirements.
In addition to general labor welfare, female employees enjoy additional regimes regarding maternity leave duration, rest periods during the infant-rearing phase, and education, training, and recruitment policies for the children of female employees.
Enjoy regimes, working hours, and rest periods during monthly physiological cycles.
Receive gifts and participate in cultural activities on commemorative occasions throughout the year.
Annual periodic health screenings and periodic specialized medical examinations.
Pay attention to and support female employees in difficult circumstances, and support children of female employees who overcome difficulties to study well.
Participate in propaganda activities on gender and gender equality to raise awareness and promote gender equality.

Maternity/Paternity Leave
2025
Gender	Male	Female	Total
Total number of employees entitled to maternity/paternity leave	0	10	10
Total number of employees who took maternity/paternity leave	0	10	10
Total number of employees who returned to work in the reporting period after maternity/paternity leave ended	0	10	10
Total number of employees who returned to work after maternity/paternity leave ended and were still employed 12 months after their return to work	0	10	10
Total number of employees due to return to work after taking maternity/paternity leave	0	10	10
Total number of employees who returned to work after maternity/paternity leave in previous reporting period(s)	0	2	2
Return to work rate of employees who took maternity/paternity leave	0	100%	100%
Retention rate of employees who took maternity/paternity leave	0	50%	50%
2024
Gender	Male	Female	Total
Total number of employees entitled to maternity/paternity leave	0	15	15
Total number of employees who took maternity/paternity leave	0	15	15
Total number of employees who returned to work in the reporting period after maternity/paternity leave ended	0	15	15
Total number of employees who returned to work after maternity/paternity leave ended and were still employed 12 months after their return to work	0	15	15
Total number of employees due to return to work after taking maternity/paternity leave	0	15	15
Total number of employees who returned to work after maternity/paternity leave in previous reporting period(s)	0	17	17
Return to work rate of employees who took maternity/paternity leave	0	100%	100%
Retention rate of employees who took maternity/paternity leave	0	88%	88%

Training Activities (GRI 404)

The Corporation consistently identifies investing in human resources as one of its critical strategies, playing a pivotal role in ensuring stable and sustainable enterprise development. Recognizing this, the Corporation proactively establishes and refines its system of mechanisms, policies, rules, and regulations on training to encourage personnel to continuously elevate their professional and operational qualifications. This is particularly crucial during the Corporation’s ongoing restructuring phase, which involves numerous organizational and personnel shifts, requiring a workforce ready to meet actual operational demands.

In the context of business and production activities facing multiple challenges, the Corporation is implementing restructuring toward a leaner apparatus, meeting the increasingly high requirements for workforce quality. Training and personnel development work always receives special attention and close direction from PVFCCo’s Leaders. Implementing the guideline to enhance training for the management team, in addition to sending cadres to courses organized by the Group, PVFCCo proactively deploys training programs to cultivate management capacity, update knowledge on modern governance, new technology trends, and risk management for managers, Petrovietnam capital representatives, and positions managed by the Group.

Internal training continues to fulfill its role in training the succession pipeline of technical cadres and skilled workers to prepare backup human resources; summarizing, sharing, and transferring practical experience in operation, maintenance, and machinery troubleshooting. The Corporation has deployed an E-Learning system to facilitate proactive and flexible training, particularly in internal training, and is currently in the stage of developing content and curriculum to upload onto the system.

The year 2025 also marks a period when PVFCCo strengthened training on Artificial Intelligence (AI) application in work, and sales skills on technological platforms, aiming to accelerate the digital transformation process across the enterprise. Professional training courses continue to be executed according to schedule, ensuring employees receive regular development and updates on new technology trends. Notably, the team of experts, technical cadres, and production managers participated in intensive training courses, international API professional certification examinations, and attended global fertilizer technology seminars.

Additionally, the Company strictly complies with statutory safety training programs to enhance awareness and understanding of occupational safety among 100% of employees, thereby minimizing risks to people and assets to the greatest extent possible. Concurrently, it promptly disseminates and updates changes in legal documents, enhancing legal compliance awareness for all personnel.

PVFCCo also organized a training program on the new brand identity at the Phu My Fertilizer Plant, attracting more than 150 cadres to attend. The program focused on training core values, behavioral standards, and internal communication contents to enhance the understanding and capability of applying PVFCCo culture in daily work. Concurrently, the Corporation deployed a series of training courses on professional expertise, corporate culture, digital transformation, and soft skills, contributing to building a cohesive – professional – effective workforce in accordance with the Group’s orientation.

0

training courses for

0

turns of participants

0 billion

Total executed training cost

In 2025, the Corporation organized:

173 training courses for 6,549 turns of participants (reaching 126% of the full-year plan)
Utilized 75% of the 2025 training budget (the total executed training cost was VND 9.4 billion, compared to the planned level of VND 12.5 billion).

Average training hours per year per employee
2025
By Gender	Male	Female	Total
Total training hours provided to employees	33,488.7	14,352.3	47,841.0
Total number of employees	1,025	300	1,325
Average training hours per employee	33	48	36
By Employee Category	Senior Management	Middle Management	Staff
Total training hours provided to employees	220	5,300	42,321
Total number of employees	13	150	1,162
Average training hours per employee	16.92	35.33	36.42
2024
By Gender	Male	Female	Total
Total training hours provided to employees	10,202.4	2,550.6	12,753
Total number of employees	1.021	290	1.311
Average training hours per employee	9.99	8.80	9.73
By Employee Category	Senior Management	Middle Management	Staff
Total training hours provided to employees	126.5	1,459.2	11,167.4
Total number of employees	13	150	1.148
Average training hours per employee	9.73	9.73	9.73

Human resource training and development activities are consistently prioritized and directed/urged by PVFCCo’s Leaders, particularly during the Corporation’s ongoing restructuring phase, which involves numerous organizational and personnel shifts, requiring a workforce ready to meet actual operational demands.

For external training courses (hiring training institutions, external lecturers):

Along with periodically organizing comprehensive safety training courses as required by law, in 2025, PVFCCo organized a series of training courses to foster knowledge and skills in applying AI to the work of managers and the workforce system-wide–ranging from general awareness courses to intensive application courses for each field/target group:

AI training courses for managers, such as: “AI Strategy for Corporate Leaders”, “GenAI Training Program for Leaders”, and “AI Applications for Corporation Leaders” with a total of 27 turns of leading cadres participating.
“AI Applications in Digital Transformation & IT”: 150 turns of participants.
“AI Applications for the Office Block”: 150 turns of participants; AI application courses in PVFCCo’s specialized professional operations divided into 05 activity areas with approximately 750 turns of participants.
Training and deployment program for smart workflow management applications with MICROSOFT 365 and AI COPILOT: 30 turns of participants.
Safety training: 150 turns of participants.
ESG training: 40 turns of participants.
Environmental and greenhouse gas training: 65 turns of participants.

In addition to training courses on AI and ESG, professional and operational training courses continue to be executed according to schedule and actual emerging demands of the units to ensure employees receive continuous development in necessary specialized knowledge and updates on new technology trends to serve their professional and operational work. PVFCCo’s team of experts, technical cadres, and production managers also participated in intensive training courses, updating new trends and technologies worldwide.

PVFCCo is also coordinating with the PACE Institute of Management to construct a foundational culture and soft skills training program for personnel of the Corporation’s Office Block

For internal training (conducted by the Corporation’s internal lecturers):

PVFCCo continues to leverage its role in training the succession pipeline of technical cadres and skilled workers to prepare backup human resources, thereby summarizing, sharing, and transferring practical experience in operation, maintenance, and machinery troubleshooting. The Corporation utilizes and continues to refine the E-Learning system, developing course contents and curricula to upload onto the system, aiming to digitalize all internal training activities of PVFCCo.

The Training Regulations and Training Processes are also promptly updated, amended, and supplemented to align with reality, maximizing efficiency in managing and deploying training work. PVFCCo has been collaborating with the Vietnam Petroleum University (PVU) to construct the Regulations on Management and Utilization of Experts; re-plan the list of expert positions for the 2025-2036 period; and build a competency framework for expert positions oriented toward international standards to serve as a baseline for re-standardizing PVFCCo’s team of experts.

Talent Attraction and Retention (GRI 2-21, 2-23, 202-2, 401-2, 402-3)

Human resources play a pivotal role in achieving PVFCCo’s strategic goals and sustainable development. Operating characteristically in the field of production and business of fertilizers and petroleum chemicals, the Corporation identifies attracting and retaining a high-quality workforce as a core task, implemented through a structured, transparent, and equitable human resource policy system.

PVFCCo implements a recruitment policy that promotes diversity and equality, and objectively assesses capacity based on a clear framework of standards, aiming to attract personnel with solid expertise, good skills, and alignment with the corporate culture. Concurrently, the Corporation deploys the “Practical Young Talents” program through cooperation with universities in related fields, creating opportunities for internships, training, scholarships, and orienting the development of the long-term succession pipeline.
Planning, training, and developing the succession team for key managerial positions are conducted periodically, linked with intensive training programs on leadership, strategic thinking, digital transformation, and change management. Salary, bonus, and incentive policies are developed to be market-competitive, based on a transparent and consistent performance evaluation system, thereby worthily recognizing individuals with good achievements.
PVFCCo maintains a professional and cohesive working environment that respects dialogue and encourages feedback from employees; while promoting a culture of innovation and creativity through initiatives, technical improvements, and core value communication programs. In addition, the Corporation always pays attention to fully implementing and exceeding standard welfare policies for female employees, promoting gender equality and creating conditions for employees to balance career development and personal life.
The workspace continues to be invested in toward a modern, safe, and environmentally friendly direction, linked with spreading “green living” activities, contributing to enhancing employee satisfaction and retention, and increasing the brand attractiveness of PVFCCo as an employer.

Percentage of employees receiving regular performance and career development reviews
2025
By gender	Male	Female	Total
Number of employees receiving regular performance and career development reviews	1,177	390	1,567
Total number of employees	1,177	390	1,567
Review rate	100%	100%	100%
By Employee Category	Senior Management	Middle Management	Staff
Number of employees receiving regular performance and career development reviews	12	83	1,455
Total number of employees	12	83	1,455
Review rate	100%	100%	100%
2024
By gender	Male	Female	Total
Number of employees receiving regular performance and career development reviews	1,173	377	1,550
Total number of employees	1,173	377	1,550
Review rate	100%	100%	100%
By Employee Category	Senior Management	Middle Management	Staff
Number of employees receiving regular performance and career development reviews	12	83	1,455
Total number of employees	12	83	1,455
Review rate	100%	100%	100%

Workforce Turnover and Fluctuations during the Year (GRI 401-1)

During the 2024–2025 period, PVFCCo’s workforce fluctuations were monitored and analyzed based on age, gender, and work region, thereby reflecting the stability and sustainability of the human resources. The results indicate certain variances in turnover rates among different employee groups, in which the younger personnel group tends to experience higher turnover compared to other groups, aligning with labor mobility characteristics in the market and the career development needs of the young workforce. The workforce aged 30–50 generally maintained stability, continuing to serve as the core backbone in the Corporation’s production and business activities. For the workforce over 50 years old, personnel fluctuations were primarily linked to retirement factors and scheduled restructuring, reflecting a planned human resource transition process. In addition, the difference in turnover rates among work regions and between male and female employees shows the impact of working conditions, job characteristics, and the working environment at each unit.

In 2025, PVFCCo newly recruited 56 personnel, categorized by gender and age group as follows

New Employee Hiring in 2025
Total New Hires (people)		56
New Hire Rate (%)		3.4
By gender	Male	Female	Total
Number of New Hires (people)	39	17	56
New Hire Rate (%)	69.6	30.4	100
By Age Group	Under 30	Aged 30–50	Over 50
Number of New Hires (people)	28	28	0
New Hire Rate (%)	50	50	0

On that basis, PVFCCo continues to review and refine its policies for recruiting, developing, and retaining employees, focusing on improving the quality of the working environment, building clear career paths, and ensuring the stability and succession of the workforce, thereby contributing to the fulfillment of the Corporation’s sustainable development goals.

Turnover Rate
2025
Number of employee turnovers during the year	Under 30	Aged 30–50	Over 50
Number of employee turnovers during the year	0	61	39
Turnover rate (%)	0	3.8	2.5
Turnover by Gender	Male	Female	Total
Number of employee turnovers during the year	87	13	100
Turnover rate (%)	7.4	3.3	6.3
Turnover by Region	Northern Region	Central Region	Southern Region
Number of employee turnovers during the year	0	0	0
Turnover rate (%)	0	0	0
2024
Number of employee turnovers during the year	Under 30	Aged 30–50	Over 50
Number of employee turnovers during the year	0	83	17
Turnover rate (%)	0	5.3	1.1
Turnover by Gender	Male	Female	Total
Number of employee turnovers during the year	78	22	100
Turnover rate (%)	6.7	5.8	6.4
Turnover by Region	Northern Region	Central Region	Southern Region
Number of employee turnovers during the year	0	0	0
Turnover rate (%)	0	0	0

Occupational Safety, Hygiene, and Labor Protection Activities

Expenditure for Healthcare and Occupational Hygiene activities in 2025 was

VND billion

Exemplary activities during the year:

Completed labor classification for the Corporation’s Headquarters block in accordance with the guidelines in Circular 03/2025/TT-BLDTBXH dated February 11, 2025.
Formulated the Corporation’s 2025 Occupational Safety and Health (OSH) Plan and conducted OSH training according to the training plan.
Conducted occupational safety and hygiene inspections at all buildings, plants, and warehouses/ports of the Corporation.
Submitted the 2025 Grassroots Occupational Accident Status Reports and the 2025 OSH Reports to local management authorities.
In 2025, all Units within the Corporation completed occupational environment monitoring and submitted reports to local Departments of Health in strict compliance with legal regulations. For most office and warehouse areas, all parameters met QCVN/TCVN standards. Phu My Fertilizer Plant was designed as an integrated, closed-loop production facility with highly automated operations, minimizing employees’ direct exposure to the production environment. According to the 2025 working condition classification conducted in accordance with Circular No. 03/2025/TT-BLĐTBXH, a total of 702 employees, including 66 female employees, worked under hazardous or arduous conditions at the Plant. Occupational health and safety (OHS), fire and explosion prevention, and environmental hygiene remain top priorities and are consistently maintained. The Plant operates a dedicated firefighting and rescue team on a 24/7 basis, while safety warning signs and equipment operating procedures are clearly displayed throughout all production areas. In 2025, the Plant collaborated with the Industrial Trade Environmental Health Center under the Ministry of Industry and Trade to conduct periodic workplace environmental monitoring across all work areas. A total of 1,013 measurements were carried out covering 13 occupational exposure factors, including microclimate, lighting, noise, vibration, dust, toxic gases and vapors, electromagnetic fields, and radiation. The monitoring results showed that 915 out of 1,013 measurements complied with applicable occupational standards, while 98 measurements exceeded permissible limits, primarily relating to temperature, heat radiation, noise, vibration, and dust. These factors are inherent characteristics of fertilizer and chemical manufacturing processes, particularly in areas operating high-temperature equipment such as boilers, synthesis towers, and vibrating screens, as well as workstations using handheld mechanical equipment such as needle scalers, grinders, and cutting machines. Based on the monitoring results, the Plant has implemented a comprehensive set of control measures, including periodic maintenance and performance enhancement of ventilation systems in densely occupied workspaces; improved housekeeping and replacement of lighting equipment in areas where illumination levels did not meet standards; provision of appropriate personal protective equipment (PPE) tailored to specific job functions; supply of electrolyte-replenishing drinking water for employees working outdoors in hot weather conditions; and continued provision of in-kind allowances for employees exposed to hazardous or harmful working conditions. Periodic health examinations and occupational disease screening are also conducted annually in accordance with Vietnamese regulations to facilitate early detection of occupational health risks and ensure comprehensive health management for employees throughout their employment.
Labor protection equipment allocation: 100% of Plant personnel, Corporation personnel regularly working at the plant, and personnel at regional Corporations were fully equipped with personal protective equipment (PPE) in accordance with regulations. All Units maintain annual PPE allocation tracking logs in compliance with Circular 25/2022/TT-BLDTBXH dated November 30, 2022.
Units formulated the 2025 OSH Plans, deployed the 2025 Action Month on OSH, and submitted OSH reports and the 2025 Grassroots Occupational Accident Status Reports to local management authorities and Petrovietnam.
Ensured food safety and hygiene at communal cafeterias of the Corporation’s Headquarters block, the Phu My Fertilizer Plant, and regional Corporations. In 2025, no food poisoning incidents occurred due to using food at the Corporation’s communal cafeterias.

Highlights in 2025

PVFCCo operates in the fertilizer and chemical industry, which is closely associated with agriculture, farmers, and rural areas in Vietnam (accounting for nearly 70% of the country’s population). Over more than 20 years of development, the business philosophy of “corporate growth alongside environmental protection and social responsibility” has been preserved and developed by generations of PVFCCo employees as a valuable asset and a distinctive element of corporate culture.

The Corporation consistently ensures balance and optimization in achieving the following objectives simultaneously:

Achieving effective economic growth while ensuring environmental friendliness and sharing business outcomes with stakeholders;

Leading research and development of environmentally friendly fertilizer and chemical products to meet increasingly diverse domestic and international market demands;

Applying innovations, new technologies, and cleaner production solutions to improve energy efficiency and reduce greenhouse gas emissions, contributing to the Net Zero 2050 goal and participation in carbon markets;

Enhancing communication and technical guidance programs to support farmers in using fertilizers properly – with the right type, quantity, and timing – thereby protecting soil quality, preventing water pollution, and maintaining crop productivity;

Raising awareness of environmental and social impacts, and encouraging “green living” habits to improve the environment and ensure sustainable development for future generations.

Accompanying Customers and Farmers (GRI 417)

Reliable with the “High-Quality Vietnamese Products” Title

Recognizing this philosophy early on, since its establishment PVFCCo – Phu My has always placed product quality and brand building–i.e., consumer trust–at the top priority. In recent years, the Corporation has continuously improved product quality and managed the entire product lifecycle from factory to end-user; invested in new product development; strictly implemented trademark protection; and standardized brand identity systems and customer engagement approaches. All efforts aim to protect the legitimate interests of shareholders and partners while reinforcing strong trust among consumers.

The Corporation has developed and issued 30 internal standards (TCCS) corresponding to 30 products. These standards include required contents such as: standard name, applicable product, organization name and address, production site, foreword, scope, references, technical requirements, packaging, labeling, transportation, storage, and usage instructions–fully compliant with Circular No. 11/2021/TT-BKHCN.
Production process control: All production processes are comprehensively monitored. The Corporation maintains complete records of raw material procurement contracts.
Production equipments: Machinery and equipment are regularly maintained according to planned schedules, including cleaning, lubrication, replacement, and repairs when needed. Major maintenance is conducted annually. It is recommended to adjust maintenance schedules by month instead of fixed dates to better align with actual operations.
Quality control equipment: The Corporation uses electronic platform scales to control product weight. All scales are duly calibrated and remain valid. IND211 and IND231 electronic scales are certified until June 30, 2026.
Finished product quality: During production, product samples are taken for testing technical parameters. Testing is conducted in the Corporation’s internal laboratory, which is certified under ISO 17025:2017 by BoA (Code: Vilas 520), issued on April 9, 2025, and valid until March 26, 2027. The Quality Control Department should refine test report templates to clearly link analytical results with the applied test methods.

As a result, 2025 marked the 22^nd consecutive year in which PVFCCo was honored by consumers as “High-Quality Vietnamese Goods”. Beyond being an annual recognition, being selected in the Fertilizers & Crop Protection Products category by consumers this year demonstrated the success of PVFCCo – Phu My’s standardized governance strategy, innovation capabilities, and strong brand presence. In addition to the two core products, Phu My Urea and Phu My NPK, which continued to maintain strong customer trust, PVFCCo – Phu My achieved a strategic breakthrough as two new product lines were also recognized by consumers and certified as High-Quality Vietnamese Goods: Phu My Organic and Phu My DAP.

DAP Phu My: Produced using chemical technology at the Phu My Fertilizers Plant, with outstanding advantages including high nitrogen and phosphorus content, very low Cadmium (Cd) levels, and natural color that is environmentally friendly.
Phu My Organic:: A solution described as “Revitalizing soil, strengthening crops,” produced using Japanese technology with high organic matter (OM) content, helping improve soil structure and enhance crop growth. Phu My Organic completed the “Golden Trio of Phu My fertilizers – inorganic, organic, and biological,” ensuring supply security for domestic agriculture, especially during global volatility, while advancing toward safe and sustainable agriculture.

The presence of four Phu My product lines in this recognition list affirmed consumer trust in the Phu My fertilizer portfolio and reinforced PVFCCo’s position as an innovative enterprise with a global vision, creating sustainable prosperity.

Customer Data Protection: The Corporation developed and implemented regulations and control procedures to collect, store, use, and protect customer information in a lawful, transparent, and purpose-specific manner, fully complying with applicable regulations on data protection and privacy. Customer information was strictly managed and only accessible to authorized individuals and departments. At the same time, appropriate technical and governance measures were applied to prevent risks of data leakage, loss, or unauthorized use. Through these efforts, PVFCCo strengthened trust among customers and partners and enhanced its brand reputation in the market.

Social Responsibility Activities (GRI 203-1, GRI 413)

Report on Social Welfare in 2025

Continuing to preserve and promote PVFCCo’s traditions and cultural values, alongside its core mission of efficient production and business operations, the Corporation consistently prioritized the implementation of social welfare (CSR) activities with a spirit of sharing and companionship with the community.

In 2025, Vietnam was affected by multiple complex natural disasters, including strong storms and unusual flooding in several regions, causing significant damage to people, property, infrastructure, and agricultural production, thereby impacting livelihoods and socio-economic activities. In that context, while striving to overcome challenges and fulfill own production and business plans, PVFCCo proactively allocated appropriate resources to implement CSR activities, focusing on directly supporting communities and farmers to overcome difficulties, stabilize their lives, and gradually restore production.

With the guiding principle of

PVFCCo allocated

VND billion

for social welfare activities in 2025, implemented across key areas including healthcare and education; humanitarian relief and disaster support; charity housing; and gratitude programs.

In 2025, PVFCCO disbursed

VND billion

Implement

education support programs

Education

In 2025, PVFCCo disbursed VND 30.53 billion to implement 17 education support programs, including school construction, scholarship provision, STEM classrooms, and computer equipment sponsorship for schools.
In collaboration with Petrovietnam and local authorities, PVFCCo implemented flagship programs such as “STEM Innovation Petrovietnam” in Lam Dong Province and “Phu My Innovation – Digital Space for Children” in Can Tho City:
- In Lam Dong: Within 1.5 months, PVFCCo completed three STEM classrooms at high schools and secondary schools. These facilities created open learning environments, enhanced practical experience, promoted scientific and technological thinking, and inspired student creativity, thereby improving overall education quality. Total funding is VND 10.5 billion.
- In Can Tho: PVFCCo provided VND 5 billion to implement the “Phu My Innovation – Digital Space for Children” program, supplying computer equipment to 27 primary and secondary schools, helping expand access to information technology, especially in disadvantaged and remote areas.

In 2025, PVFCCo allocated approximately

VND billion

for humanitarian relief

PVFCCo delivered

gift

packages to poor farming households

Humanitarian Relief and Direct Support to Farmers

In 2025, PVFCCo allocated approximately VND 3.81 billion for humanitarian relief and direct support to farmers. During the Lunar New Year period, the Corporation continued its traditional program “Tet for the Poor”, supporting disadvantaged farming households:
On the occasion of Lunar New Year (Year of the Snake 2025), PVFCCo delivered 10,500 gift packages, totaling nearly VND 8.5 billion, to poor farming households across 68 communes/wards in 46 provinces/cities nationwide. The PVFCCo Trade Union also implemented the program “A Thousand Chung Cakes – A Million Acts of Kindness,” mobilizing employees to prepare 900 traditional cakes for the poor, disadvantaged individuals, and elderly people without support.

PVFCCo disbursed

VND billion

to implement projects involving the construction of healthcare centers and the provision of medical equipment

Healthcare

In 2025, PVFCCo disbursed VND 24.1 billion to implement projects involving the construction of healthcare centers and the provision of medical equipment for healthcare facilities. Activities prioritized remote areas, border regions, and islands, contributing to strengthening grassroots healthcare capacity and improving access to healthcare services for local communities

In 2025, PVFCCo supported the completion and handover of more than

“Great Solidarity Houses”

PVFCCo continued the implementation of

ongoing CSR programs from 2023–2024, with a total budget of VND 59.55 billion

Charity Housing Programs

In 2025, PVFCCo supported the completion and handover of more than 50 “Great Solidarity Houses”, with a total value exceeding VND 9.04 billion, helping disadvantaged households stabilize their living conditions. To date, PVFCCo had supported tens of thousands of households nationwide in improving housing conditions, contributing to social welfare and quality of life
In 2025, with a spirit of “sharing and responsibility,” PVFCCo expanded CSR activities nationwide: Coordinated with the Ministry of Public Security, Petrovietnam, and affiliated units to implement the national initiative “Eliminating Temporary and Dilapidated Houses” in Quang Tri Province, celebrating the 80^th anniversary of the August Revolution and National Day (September 2); collaborated with the Vietnam Fatherland Front in Vinh Long Province to build 100 “Great Solidarity Houses” for poor and near-poor households.
Additionally, PVFCCo continued the implementation of 20 ongoing CSR programs from 2023–2024, with a total budget of VND 59.55 billion:
- In 2025, PVFCCo and its units launched fundraising campaigns to support communities affected by natural disasters and floods. Total employee contributions reached VND 1,005,380,918 , including: VND 342,411,000 for northern provinces (August 2025); VND 794,842,122 for communities affected by Storm Bualoi (Storm No. 10) in October 2025. Additional support for flood-affected Central region communities in November 2025. All funds were promptly transferred to localities through the Trade Union.
- Besides, the Corporation also encouraged employee participation in social funds, notably the program “One Day’s Salary for the Oil and Gas Mutual Support Fund” held on November 1, 2025, demonstrating social responsibilities and supportive spirit of PVFCCo.

Through these meaningful activities, PVFCCo’s CSR programs generated strong social impact and communication value, particularly in a year when the economy and people’s livelihoods faced multiple challenges. With deep humanitarian significance, these initiatives received widespread attention and strong support from the community. In 2025, hundreds of media articles and reports highlighted PVFCCo’s CSR activities, thereby strengthening trust and enhancing the Corporation’s image among the public, local authorities, and society at large.