As a construction contractor that has consistently achieved impressive results in the recent years, Ecoba has been making the strides to continue to conquer the higher goals.

Share of Mr. Vo Tien Dat - General Director of Ecoba Vietnam on the stories behind the breakthrough development of the enterprise.

To be sustainable, the enterprise must have a strong "bases"

- In just 10 years, Ecoba has achieved the impressive success when reaching the sales of 5000 billion Vietnamese dongs last year, received many domestic and international awards. In your opinions, what are the factors determining Ecoba's resilience over time?

In order for Ecoba to develop rapidly and sustainably like the past, it is impossible not to mention the factors: human being, corporate culture, management. These are indirect factors but the root of all problems. A strong "root system" must be prepared to develop the tops. Ecoba has had 10 years of ups and downs, but it still exists because we keep our foundation. These foundational factors not only help the enterprise become stronger, but also leverage to help the enterprise expand the business to other industries, to grow stronger.

- As you have just shared, Ecoba in the development process has also experienced ups and downs. So, were there periods when the enterprise was out of balance?

Since its inception, Ecoba has experienced two hot growth times with a pause in the middle. From its inception to 2013, Ecoba achieved very high growth rates. That was when the risks began to appear. As the leader, I felt that it was unstable, so I took the initiative to stop and hire consultants to evaluate and improve the better governance system.

Thanks to that pause, over the past 3 years, Ecoba has returned with a strong growth cycle for the second time in terms of growth rate, revenues and operation scale, approximately doubling each year. This has contributed to change the enterprise from medium to large scale.

- It is important to feel the risks for each enterprise, it needs the sensitivity of the leader as well as the presence of the consulting parties with an objective view and coordinate with the enterprise to offer the solutions. How do you evaluate this?

Over the years, Ecoba has been very active in finding really good consultants to accompany it in many different aspects. The consultants have helped me a lot in building a solid foundation, sowing and evoking, from which the enterprise can grow up. Since then, Ecoba has always invested in a specialized R&D department, specializing only in system administration.

New steps on the roadmap of international cooperation

- It is known that in recent years, Ecoba has cooperated with a number of large enterprises and groups in the region. When has Ecoba cooperated and what does it mean for Ecoba's development?

The cooperation was raised 6 years ago, when Ecoba won a package to execute many foreign projects. The international cooperation will create a motivation for the enterprise to change faster, to conform to the international standards, and open up many other development opportunities. The multinational groups require very high progress and quality. It is from these pressures that there are precise directions for the current Ecoba.

- How do you assess the market trends and changes in recent years? How has this affected Ecoba and how will Ecoba transform itself to keep pace with growth?

The real estate is a cyclical industry and is currently in a bear market. However, the tourism real estate is still capable of good growth, because Vietnam's tourism growth is at the top. At this year, Ecoba will restructure its products and revenues to adapt to the market trends: increasing the proportion of resort and industrial real estate, especially renewable energy. Ecoba will choose the right segment, avoid confronting high-end groups, enter mid-range products, related to the market share that the market has positioned itself.

- Could you share more about the upcoming development orientation of Ecoba?

In the next 5 years, Ecoba aims to become a top 5 construction contractor with the scale, brand, and profits by 2021, and continue to maintain the position of top 3 heavy industry contractors.

For the financial goals, Ecoba will continue to maintain a growth rate of 33% in the period of 2019 - 2023, achieve revenues of 500 million USD in 2021 and 1 billion USD in 2025. Based on the market opportunity assessment and the development of Ecoba in the past few years, this goal is entirely possible.

Ecoba will also continue to improve the management system, implement the corporate culture training programs, aiming that at least 75% of employees are consistent with the core values ​​of the enterprise.