DOJI Gold & Gems Group honourably won the third corporate social responsibility (CSR) Award 2009 in the labour relation category from the Vietnam Chamber of Commerce and Industry (VCCI) which presented a total of 47 CSR awards in two categories of environment and labour. The Vietnam Business Forum Magazine has a talk with Mr Do Minh Phu, President and CEO of DOJI Group, on its successes.
Could you talk about the notable results of DOJI Group in 2009?
In 2009, DOJI Gold & Gem Group achieved the impressive results. As regards the operating scale, the group restructured itself, formed five subsidiaries and three associated companies and opened a series of high-end commercial centres in Hanoi, Ho Chi Minh City, Da Nang, Hue and Yen Bai. The group gained much success in many fields like exploiting, processing and trading gemstones, importing and exporting gold, and other services.
In 2009, DOJI attained a revenue of over VND11,000 billion, of which the bullion export reached US$207 million. This was the prideful result, reflecting that DOJI Group succeeded in finding proper solutions and methods in times of global economic crisis. Currently, we are proud because DOJI Gold & Gems Group is considered one of leading gold and gemstone companies in Vietnam.
What secrets drive the group into a prominent gold and gemstone companies with a prestigious brand?
We believe that, in gold, silver and gemstone trading, the most important element is to know how to “listen to the breath of the market.” We always closely watch market movements to adjust our business strategies. DOJI not only processes jewellery and gemstones but also imports and exports gold. Thus, we understand that the volatility of domestic and global gold markets largely affects production and business activities and we need to closely monitor the world gold market. Based on our knowledge and information, we make best business plans. This can be considered our business philosophy.
The secret for the today success of the group can be encapsulated in three factors: Collective strength, individual responsibility and harmonised interests.
The collective strength is built on the links in all divisions of the group to create a synergy in all fields: management, production, business and service.
The collective power must be constituted by clear individual responsibility. We see a very clear expression of individual responsibility. The accountability of the leader, the Board of Directors, each division and each individual are described, defined, monitored and evaluated regularly. This makes us able to gather determination and effort of every members of the group. In particular, we empower all division managers to maximise the collective strength of their divisions to complete their works.
The harmony of interests is very important for any company. The enterprise needs to harmonise interests for three sides, namely shareholder (or the owner), customer and employee.
The success of DOJI is attributable to the close interaction of CSR and business activities. Would you mind sharing your experience and noteworthy achievements in implementing CSR over the past years?
Last year, we won many awards. We appreciated the interest and recognition of the society when the VCCI granted the Corporate Social Responsibility Award 2009 in the recognition of the efforts of DOJI.
When implementing corporate social responsibility towards the community, DOJI did not intend to be honoured or receive the title or considered it a new way to polish the brand. In our viewpoint, the implementation of corporate social responsibility is a way of expressing our gratitude to customers and localities where DOJI has presence or a way of contributing, supporting and sharing with non-DOJI customers but they are meeting difficulties in their lives and they are living in Vietnam. In any activities, DOJI always inclines to do the best of corporate social responsibility: raising funds to relieve difficulties for flood-hit victims in the central Vietnam although they have not ever been DOJI customers, contributing to the “Fund for the Poor,” "For the kind heart” programme in Yen Bai province, and financing poor families in response to the appeal by the Vietnam Fatherland Front. In 2009, DOJI donated over VND500 million for social development programmes. In addition, DOJI was the official sponsor of the “Beautiful and Successful Lady” contest in 2009; joined hands with Diana Company to sponsor the “Vietnamese Schoolgirl” Award and “Vietnamese Women” Award. These were two biggest prizes in the past 10 years with a funding contribution of VND10 billion, aiming to honour women in all walks of life. These were community-directed activities, not only for customers but also the entire community.
Human resources are always the decisive factor to the success of any company. In our group, this is not only the responsibility but a true emotion, connectivity and sacred duty in the DOJI community. Therefore, we enhance the responsibility for our employees professionally. Currently, each DOJI staff is paid VND3.8 million per month on average, a relatively good income in the industry. All statutory welfare policies are implemented strictly by the group. Besides, DOJI has applied several non-statutory policies like title-based insurance. Especially, apart from maternal leave prescribed in the law, DOJI also financially supports them at least two months’ salary, depending on seniority. DOJI also takes special care of spiritual life of its staffs by organising outdoor activities like sports tournament, arts performances and exchanges with other units to enliven workers and increase their loyalty to the group.
In addition, the group also seriously assesses the capacity of every staff annually. Workers also consider this a measure for their extraordinary effort and devotion to the group. The valuation is also aimed to have a better personnel plan. After a year, 98 % of employees enjoyed a salary rise, with an average increment of 15 %. For DOJI, all employees feel attached and close to their leaders and that they can share thoughts, ideas, or discussions to draw out best working plans amidst the time of economic difficulties. The intimacy of employees encourages them to devote to the development of the group.
I think that employees are always satisfied with the working environment, feeling that they are respected and treated equally and they will always want to work for the group.
Thanh Tam
Vietnamese
