Why does Masan see people as a strategic investment for the future?

In the context of AI and digital transformation changing the way businesses compete, the advantage no longer comes only from technology or business scale but increasingly depends on the quality of the team and the enforcement capacity of the organization. From consolidating the leadership team, developing the next generation to attracting technology talent and digitizing human resource management, Masan is investing methodically in people to build a long-term growth platform for the Group.

Building leadership capacity for a new growth phase

The difference between a fast-growing business and a sustainable-growing business lies not only in the speed of business expansion, but also in the ability to prepare a leadership team before the scale of operation becomes pressure.

In the first half of 2026, Masan continuously implemented strategic steps to strengthen leadership capacity throughout the ecosystem. One of the outstanding highlights is the Masan 100 Future Leaders program, an initiative to develop a group-wide successor team.

Only about 100 individuals are selected from more than 50,000 personnel across the ecosystem to participate in the program, equivalent to less than 0.2% of the labor force. Accompanying Korn Ferry, one of the world's leading leadership consulting organizations, Masan builds a comprehensive development roadmap through 1:1 mentoring, learning directly from senior leaders, accessing international governance practices and participating in solving business strategic projects.

This is not simply a leadership training program but a long-term investment to prepare the team that will lead Masan in the next development phase.

That spirit is also clearly shown at Masan Consumer (HoSE: MCH). While the enterprise still maintains a two-digit growth momentum with accumulated revenue in the first 5 months of the year reaching VND 12,732 billion, an increase of 12.9% compared to the same period, MCH still proactively consolidates the Board of Directors by appointing leadership positions in charge of business, operations and finance.

Team consolidation takes place when the business is growing well, instead of waiting until the operating scale becomes pressure. This reflects Masan's management thinking: leadership capacity needs to be prepared step by step so that the business is always proactive in the face of new growth opportunities.

Creating an environment for talents to develop and create value

If the leadership team decides the vision of the business, then the young generation of talents will be the force that creates new growth drivers.

Through the MYE-Tech 2026 program, Masan continues to search for and develop young technology talents to accompany the Go Digital journey. From thousands of applications nationwide, 17 excellent engineers have been selected to join the Masan ecosystem.

The difference of MYE-Tech lies not in the number of recruits but in the way Masan brings young talents to directly approach the business and technology problems of the business from the beginning. Through Tech Talk Day, candidates have the opportunity to exchange with a team of technology experts, learn about AI projects, data and digital transformation, and experience working culture in a real environment.

In parallel with attracting talent, Masan also invests heavily in management platforms to help each individual best develop their abilities.

At the end of June 2026, the Group officially put MyHR Workday into operation throughout the ecosystem according to the "One Masan – One System – One HR Experience" orientation, connecting more than 50,000 employees on a unified platform.

Not only digitizing personnel processes, Workday helps standardize data, increase coordination between units and support management teams to make faster decisions based on real-time data. For employees, the platform provides a more transparent, convenient and proactive experience throughout the working journey.

For Masan, attracting talent is only the starting point. More importantly, creating an environment where each individual can learn, develop and contribute more to the overall development of the organization.

Investing in people to create long-term competitive advantages

A methodical investment strategy in people is gradually creating a sustainable growth foundation for Masan and is recognized by many prestigious international organizations.

In 2026, Masan continued to be honored by HR Asia in three categories including Best Companies to Work for in Asia, People Transformation Awards and Tech Empowerment Awards, recognizing its efforts in building a working environment, transforming people and applying technology to management.

This orientation also spreads to member units. Masan Consumer is the only FMCG Vietnamese enterprise to be included in Fortune's Top 100 Best Companies to Work for in Southeast Asia 2025; Masan High-Tech Materials (UPCOM: MSR) was honored in the Top 10 Best Places to Work in Vietnam 2026 (large enterprises); while Phuc Long Heritage also received two HR Asia awards for the best and most diverse, equal, and inclusive workplace.

However, the greatest value of these awards lies not in the titles but in reflecting a consistent strategy: seeing people as the foundation of long-term growth.

In the context that AI is shortening the innovation cycle and competition is increasingly dependent on implementation speed, the sustainable advantage does not only come from technology, products or business scale. The most difficult thing to copy is the ability to build a team that can continuously learn, adapt and lead innovation.

That is also the reason Masan chose to invest in people from today. Not only to meet the current growth target, but also to create a generation of leaders and talents who will lead the Group in the next development journey, gradually realizing the aspiration to bring the Vietnamese brand to regional and world levels.