Project Management Branch: A Decade of Building.

On July 7, 2025, the Project Management Branch (PMB) will celebrate its tenth anniversary since its establishment on July 7, 2015. Formerly known as the Specialized Project Management Branch for Fertilizers and Petrochemicals, PMB has come a long way, leaving many marks on the development journey of PetroVietnam Fertilizer and Chemicals Corporation (PVFCCo – Phu My). From the initial challenging steps to playing a key role in implementing strategic projects, PMB has gradually affirmed itself with enthusiasm, bravery, and a spirit of continuous progress.

Beginning from Hardship

On July 7, 2015, PMB was officially established as PVFCCo entered a phase of expanding production, diversifying products, and leveraging the existing advantages of the Phu My Fertilizer Plant. This laid the groundwork for developing the chemical sector, creating differentiation from other fertilizer products in the market, and maintaining the reputation, positioning, and high-quality standards that Phu My Fertilizer had already established. The establishment of PMB was the solution to the urgent need for a professional organization capable of leading large-scale, high-tech projects, contributing to the Corporation's development strategy in the new phase.

The first project entrusted to PMB was the Complex Project to increase the capacity of the NH3 workshop and the Chemical Fertilizer NPK Plant, which had a very large investment and had not been implemented by any unit in Vietnam. This was a Group A, Level II project, using advanced chemical technology from Denmark (Haldor Topsoe) and Spain (Incro), requiring high legal, technical, and progress standards. At that time, PMB, with a young staff and limited experience in managing large-scale projects, gradually improved themselves, accumulated experience, and were determined to complete the Project with enthusiasm. Along with the Corporation's leadership, the PMB staff "lost sleep" and "worried until their hair turned gray" to ensure the project's progress. With the highest sense of responsibility, all PMB staff made efforts to closely monitor the Project, stick to the construction site, and implement all feasible solutions to bring the Project to the trial operation phase.

In January 2018, the NH3 workshop capacity expansion project was put into commercial operation; along with the Phu My Chemical Fertilizer NPK Plant put into commercial operation on August 10, 2018, marking not only a technical milestone but also a spiritual milestone, affirming the maturity of a collective forged under pressure, marking the brave beginning of a young unit.

Contributing to Key Projects

Over the past 10 years, PMB has not only stopped at a single project but has also made its mark on many large and small projects, key projects accompanying the important transformation stages of PVFCCo.

PMB has been participating in the implementation of many key infrastructure projects serving production, such as the 110kV substation, Offgas system, H3PO4 tank, port, and warehouse, demonstrating effective organizational and coordination capabilities. Currently, PMB continues to implement many strategic projects: H2O2, DEF, organic fertilizers, experimental gardens, and implement energy transition projects along with other chemical projects, contributing to expanding the Corporation's operations into the chemical, high-tech, and environmentally friendly product sectors.

The Bravery of a Project Manager

Not only stopping at specific results, PMB has also built its own working identity, where each employee is an important link in the system, directly facing challenges, and closely associated with the site, progress, legal aspects, finance, and technology.

A professional working style, a high sense of responsibility, and a willingness to accept tasks regardless of holidays or weekends have become the "brand" of project managers at PVFCCo.

"The results achieved by PMB have significant contributions from the staff who participated from the early days - people who are always ready to volunteer, enthusiastic, and dedicated, standing side by side in the most difficult times. With perseverance and a sense of responsibility - the characteristic culture of oil and gas workers, PMB has become one of the most important implementation focal points in PVFCCo's long-term investment strategy. From advising on policies, building management systems to monitoring progress, controlling costs, and legal aspects, PMB plays a role in connecting the entire investment value chain, making an important contribution to the overall success of the Corporation," said Mr. Phan Cong Thanh, General Director of PVFCCo-Phu My.

The Future - A New Mission

It can be affirmed that in the past decade, from optimizing plant operations, implementing organic fertilizer projects - chemicals - renewable energy, to orienting the expansion of logistics scale, experimental gardens, PMB has always played a central role in realizing the Corporation's strategic goals.

"Entering the 2025–2035 phase, as the Corporation continues to realize its green and sustainable development strategy, the role of PMB - in the context of newly appointed Director, is becoming increasingly clear in the strategic investment coordination, project segment, and project management. The Corporation's leadership has raised the level or, more precisely, returned the PMB to its rightful position by issuing new operating regulations, new names, and consolidating personnel... This is a very meaningful encouragement on the occasion of the 10th anniversary of its establishment as well as opening a new operating page for PMB," affirmed Mr. Nguyen Xuan Hoa, Chairman of the Board of Directors of PVFCCo-Phu My, while noting, "There are still some slow projects, with the strengthened staff and removed mechanisms, PMB needs to quickly and thoroughly overcome them."

In the future, not only aiming to effectively manage existing projects, control risks, and connect the investment value chain of the Corporation, PMB also aims to become a professional coordination unit, capable of implementing multi-industry, large-scale, high-tech projects that approach international standards.

With that goal, PMB is gradually standardizing its management system, improving internal capacity, applying digital technology, and expanding its role from internal management to providing consulting services to meet the increasing requirements of the Corporation.

Ten years, for many units, may only be a milestone in time. But for PMB, it is a journey of continuous effort to affirm its position, build trust, and leave behind projects - both tangible and intangible - for the present and the future. The project staff - PMB staff are those who quietly make success behind each project, are the keepers of faith, responsibility, and the aspiration to reach further of the Corporation - especially when the Corporation is in a phase of strong transformation.

And that journey will surely have many more marks in the coming decades.