One of the strengths of LG's application is their willingness to discuss both disappointments and lessons as well as achievements and successes. The team at LG has turned challenges and struggles into opportunities for improvement. They have maintained high expectations and have used challenges as a catalyst to develop their workforce and monitor their operations forward. The culture of reflection, and continuous learning, underpinned by determination and optimism, have resulted in the organization's success through dynamic times.

Lazada has demonstrated a very thorough process to attract, engage and develop those they have come to employ through the documentation presented substantiated with examples. Not a small feat for a company with such short history to achieve what they have achieved. They are very focused on their mission to recruit the right culture in the first instance. It is not an easy industry and with a generally younger workforce who has a very different expectation than those more formal workplace. Lazada has demonstrated the right energy for the tasks on hand and go with gusto to market. It is clear that their employees are very proud of their employer brand and wear it on their sleeves. Very deserving indeed.

Facing the growing and competitive market for talent, Viettel Group has showed their extensive efforts in creating a sustainable pipeline of potential candidates, including tech projects that help nurture future talents since early stages. On top of that, providing selective training programs and annual big scale events to celebrate innovation and high-achievers also hit the right notes with the needs of IT talent. In addition to the immediate benefits that rewards and recognition bring, Viettel Group understands there are further results which can be promoted, thus various programs has been initiated. The procession and detailed programs has matched the needs of employees and dealed effectively with the competitive market, at the same time contributed to the development of Viettel Group.

Though changes in Vietnam's FMCG industry and global environment are impactful and it is necessary to set new goals to adapt and respond as fast as possible, BAT Vietnam has improved and add new learning methodology with digitalization, spanned learning contents and culture across the organisation and into each employee, in the other hand contributed to gain the flexibility in learning for their employees. To cope with the new strategy and needs of the company, BAT has planned to change the existing wellbeing programs to better match the set goals. With the outstanding efficiency that has been shown through the voices of employees, the actual results have also proved the efforts and enthusiastic attention to employees from the company.

Difficulties in recruiting and building Insee's sustainable workforce at technician level have been addressed by the special training program collaborated with the official educators The specific efforts the company invested in this program has benefited the company, answering the needs for skillful technicians while at the same time helping to retain employees bv proving them with career advancement and recognition.

The way OCB overcomes devised strategies to overcome difficulties was very methodical, catered clearly to each target group and executed step by step. Their solutions has successfully integrated OCB's culture and values into external communication through multi-channel, multi-platform, multi-target and abled to convey the necessary values to talents, thereby building strong perception amongst potential candidates, especially the young generation of workforce.

In the context of the global economy affected by the pandemic Saint-Gobain Vietnam realizes their mission in applying, building and connecting corporate culture. Although the journey of building and changing culture of Saint-Gobain Vietnam is only half-way through. the results that this strategy brings have shown improvement, timeliness and is an excellent example of a sustainable workplace culture.