Over the past 35 years of establishment and development, the Airport Construction Corporation (ACC) has continuously grown and matured, affirming its position as a reputable economic - defence enterprise. It operates across multiple sectors and fields, with aviation construction being the core area that has shaped its distinctive brand identity.

Prime Minister Pham Minh Chinh inspects the Corporation’s construction work at Long Thanh International Airport

ACC’s imprint can be seen across the entire country, via hundreds of key projects of great economic, social, defence, security significance. Besides, the Corporation has also expanded into international markets, undertaking projects which have been highly appreciated for their quality, progress, and innovation. Typical examples include TS15 Project, Border Patrol Road, Truonng Son Dong Road as well as Can Tho, Yen Bai, Kep, and Cam Ranh airports. ACC has contributed to many major works at Noi Bai, Tan Son Nhat, Da Nang, and Phu Quoc international airports, together with numerous irrigation and education projects nationwide. In recognition of those achievements, it was honoured by the State with the title of Hero of Labour in the Renewal Period (2004). It was also awarded 57 Gold Medals for its construction works and a Gold Cup in Vietnam’s Construction Industry by the Ministry of Construction, among many other noble awards.

The process of industrialisation, modernisation, and international integration has led to an urgent demand for developing modern, synchronised infrastructures. In this regard, aviation constructions play a vital role in the country’s development strategy, defence, and security. That situation provides opportunities for the Corporation to access advanced technologies, expand its market, and enhance its construction capacity; however, it presents numerous difficulties and challenges, such as sharp fluctuations in material and fuel prices, limited supply sources, strict requirements for project progress and quality, increasing competitiveness. The Corporation’s human resources, particularly high-quality engineers and managerial cadres, remain insufficient for its current tasks. Some equipment has become outdated; its stationed and construction sites are scattered across the country; harsh weather conditions directly affect the progress and effectiveness of its task performance.

Against that backdrop, the Corporation’s Party Committee and Board of Directors have thoroughly grasped Resolution 820-NQ/QUTW, dated 17 December 2021, by the Central Military Commission on “leadership over the Military’s task of production and economic development combined with defence towards 2030” and relevant directives by the Air Defence - Air Force Command, proactively formulating strategies and plans for production and business as well as a five-year investment and development plan (2021 - 2025). Emphasis has been placed on building and developing high-calibre human resources, modernising equipment, mastering new technologies, enhancing managerial and operational capacity, expanding production and business as a solid foundation for elevating the Corporation’s brand.

Proactively approaching and mastering modern technologies while developing high-calibre human resources

Defence - economic projects, especially aviation works, require extremely high standards in terms of technology, quality, and progress. Thus, the Corporation has always taken the initiative in grasping scientific - technological development trends both at home and abroad, particularly from countries with advanced construction industry, to modernise its equipment, production lines, and construction methods. Given its limited resources, it has adopted a focalised investment strategy, acquiring modern equipment in phases, improving and synchronising its existing equipment. It has daringly replaced outdated machinery and production lines, while promoting the role of engineers and technical cadres in researching, improving, and manufacturing construction equipment, thereby helping reduce costs, increase productivity, and enhance the quality of its projects.

Sr. Col. Nguyen Mai Do, Chairman of the Corporation was honoured with the title of "Outstanding Vietnamese Entrepreneur" in 2024

Furthermore, the Corporation has proactively cooperated with domestic and foreign enterprises to exchange, receive, and transfer technologies suitable for the particularities of aviation and defence projects. Up to now, it has possessed nearly 100 groups of equipment and numerous modern vehicles and machines. Notably, ACC is the first enterprise in Vietnam to receive and master advanced technologies from the Federal Republic of Germany and the United States, such as SP64 slipform concrete pavers, CF6022 and CG3R concrete surface texturing machines, CF206 and CC1820 concrete joint bevel cutting machines.

In addition to mastering new technologies, the Corporation has attached importance to building and developing high-quality human resources. Priority has been given to building a pool of managerial cadres with great professional expertise and effective management of project construction, progress, quality, labour safety, and costs and developing a contingent of highly skilled engineers and workers as the core force in receiving and transferring new technologies and executing key projects. Due regard has been paid to detecting, developing, and utilising talents, daringly appointing young cadres, and creating a favourable condition for those cadres to improve themselves via large-scale, key projects. The Corporation has collaborated with schools and research centres both inside and outside the Military to train its cadres, engineers, and technicians, thereby meeting the requirements of its integration and development process.

Being creative in administration and expanding production and business models

In the context of Vietnam’s intensive and extensive integration into the world, more demanding requirements of administration are being imposed on economic - defence enterprises, especially on ACC whose stationed and construction areas are scattered across the country; many of its projects are implemented in remote, isolated, border, sea, island areas. Hence, it has taken synchronised measures to raise the quality of administration and management, closely combining the centralised, unified direction of its Board of Directors with the delegation of authority and autonomy to its affiliates, thus encouraging the independence and creativity of its member units and project management boards in their task execution.

Workers of the Corporation accelerate construction work at Long Thanh International Airport

On a yearly basis, the Corporation has reviewed and consolidated its organisational structure and management mechanisms in an adept, compact, efficient manner, clearly defining the functions, authority, and responsibilities of each level and individual, developing coordination regulations among its offices and member units to ensure smooth direction and discipline. It has promoted digital transformation and information technology in project, financial, accounting, human resource, technical, material management to enable all-level leaders to grasp the situation and make quick, accurate, transparent decisions. Significance has been attached to building a scientific, democratic, creative working style, encouraging accountability and responsibility, linking project quality and results to the accountability of unit heads. The Corporation has always upheld its “Uncle Ho’s Soldiers” corporate culture identity in the new era, fostering a united, innovative working environment to improve managerial and operational effectiveness at all levels.

On the above-mentioned foundation, ACC has adopted a multi-sector, multi-field production and business model, maximising its traditional strengths in aviation construction, engaging in other potential economic areas, such as transport infrastructure, hydroelectricity, irrigation, industrial and civil construction, building material, and property investment. This approach has not only helped the Corporation reduce risks and make effective use of its resources, but also created a closed value chain and enhanced its competitiveness and market position. As a result, between 2020 and 2025, the Corporation has maintained stable growth, fulfilling or surpassing its production and business targets.

Building prestige and elevating brand through quality, progress, and political responsibility of “Uncle Ho’s Soldiers”

Brand is not only the symbol of a business’s credibility, but also the crystallisation of quality and progress in every product and project. For ACC, its brand carries profound political significance, representing the trust of the Party, State, and people in the Military, embodying the responsibility of every cadre, employee, and worker for preserving and promoting the tradition built by previous generations. Therefore, the Corporation’s Party Committee and Board of Directors have always advocated that enhancing the brand must begin with product quality, construction progress, and a sense of responsibility in every task and project. The Corporation has adopted a scientific closed construction process, from survey and selection of input materials to quality control and product acceptance. All stages have been in accordance with military technical standards, national standards, and ISO 9001:2015 quality management system. The Corporation has maintained tight control over input materials and signed long-term contracts with strategic suppliers to ensure stable, high-quality supply and minimise market risks. Quality supervision and inspection have been conducted regularly; internal audits have been combined with independent assessments by specialised agencies to guarantee durability, precision, and absolute safety for all projects.

To ensure project progress, the Corporation has established specialised management boards for its projects, developing master plans with clear timelines, workloads, manpower, and materials for every component, maintaining synchronicity between design, cost estimation, and construction to minimise errors and avoid delays. A closed, continuous construction model has been applied to shorten transport time and increase productivity. The Corporation has remained proactive and determined to overcome difficulties, concentrating its intellect, human resources, and equipment, organising construction regardless of any hardship, linking unit leaders’ responsibility with project progress and quality, thus promoting collective strength in its task execution. As a result, between 2021 and 2025, the Corporation has successfully completed and handed over 198 projects worth 13,359 billion VND. Many of its projects have been highly appreciated for their quality and progress, thus further affirming the Corporation’s reputation and brand in the construction of modern aviation, defence, and civil works.

Being proud of its 35-year tradition of construction and growth, ACC Corporation will continue to promote the spirit of proactivity, creativity, unity, and resolve to successfully realise its “Business, Production, and Investment Strategy and Plan for the period of 2026 - 2030”, with the goal of maintaining its position as a leading enterprise in aviation construction, developing into a strong multi-sector, multi-field contractor and investor, contributing to enhancing the prestige, brand, and status of military enterprises in the new era.

Sr. Col. NGUYEN MAI DO

Chairman of the Corporation