Launched in September, the product responds to advances in genetics, farm management, and nutrition that have continued to improve sow reproductive performance, with many farms in Vietnam now recording more than 14 piglets per litter. However, sow milk production does not necessarily increase at the same rate, making it challenging to fully meet piglets’ nutritional needs during their first weeks of life.

In addition, smaller or later-born piglets may be disadvantaged when competing for their mother’s milk, increasing the risk of nutritional deficiencies. This can slow growth, increase the risk of digestive disorders, affect weaning weight, and ultimately impact the efficiency of the entire production cycle.

According to Greenfeed, the period from birth to weaning is a critical stage during which piglets’ digestive and immune systems, as well as their ability to metabolise nutrients, develop rapidly.

Photo: Greenfeed

Ensuring adequate nutrition during this period can improve feed utilisation, reduce the pressure associated with disease treatment, and support long-term farming efficiency. G.Nutri Premium was developed based on research in Nutrigenomics and Microbiome, combining prebiotics, probiotics, synbiotics, organic trace minerals, and acidification technology. The formulation is designed to support the establishment of beneficial gut microbiota, maintain digestive balance, and enhance nutrient absorption.

Designed to replicate the composition and characteristics of sow’s milk, G.Nutri Premium provides high-quality protein, easily digestible energy, and essential nutrients for piglets from birth to weaning.

According to Greenfeed, combining targeted nutritional supplementation with improved nutrient absorption can support growth performance, improve herd uniformity, and establish a stronger foundation for subsequent stages of production.

Greenfeed has demonstrated the strong performance of G.Nutri Premium under practical farming conditions.

A study conducted on suckling piglets showed that those receiving G.Nutri Premium at the recommended dosage achieved an average weaning weight of 6.62 kg per piglet, approximately 12 per cent higher than the group that did not receive supplemental milk.

Average daily weight gain from three days of age to weaning reached 234.6g per piglet per day, approximately 17 per cent higher than the non-supplemented group. The study also recorded a 20.1 per cent reduction in the incidence of diarrhoea among piglets receiving G.Nutri Premium compared with those not receiving supplemental milk.

Positive results were also observed at Greenfeed’s customer farms. Piglets receiving G.Nutri Premium achieved an average weaning weight of 6.9kg per piglet, 8 per cent higher than the group without supplemental milk. Average daily weight gain from three days of age to weaning increased by 11 per cent, while the pre-weaning mortality rate was maintained below 2.3 per cent, lower than that of the group without supplemental milk.

Proper early-life nutrition sets the foundation for healthy piglet growth. Photo: Greenfeed

As the livestock industry moves towards higher productivity and more sustainable production, G.Nutri Premium aims to help farmers optimise growth performance, improve herd uniformity, and enhance production efficiency from the earliest stage of a piglet’s life.

Greenfeed said it will continue investing in research and development of science- and farm-based nutritional solutions to improve production efficiency and promote greener, healthier, and more sustainable livestock farming.

3F Plus clean pork amazes Michelin-starred chefs During two gala nights at the international culinary event 100 Flavours on November 26 and 28, 13 Michelin-starred chefs crafted elevated fine-dining menus inspired by premium Vietnamese ingredients.

Greenfeed secures hat-trick of sustainability awards Greenfeed has strengthened its sustainability credentials with recognition from three prestigious domestic and international awards in June.

Greenfeed retains spot among best companies to work for in Asia On July 9, Greenfeed was named among ‘Best Companies to Work for in Asia’ at the HR Asia Awards 2026 for the second consecutive year.

Greenfeed Vietnam named among Best Workplaces in Asia 2026 Greenfeed is the first and only Vietnamese agriculture-food company to be recognised among the Best Workplaces in Asia 2026 in the large enterprise category by Great Place to Work.

Photo: Ford Motor Company

The appointment was announced on September 24 and will be effective from December 1. Atina, currently managing director of Ford New Zealand, will relocate to Hanoi and report directly to Andrew Birkic, vice president of Sales and Service at Ford International Markets Group.

“Annaliese brings strong commercial leadership, and a real passion for creating better experiences for customers,” said Birkic, “Her energy and understanding of customers and dealers will be invaluable as Ford Vietnam builds on its momentum. I’m delighted to welcome her to the role.”

As an experienced senior executive with more than 20 years’ leadership experience across automotive, fast-moving consumer goods, telecommunications, and technology, Atina brings a strong combination of commercial leadership, strategic thinking, and stakeholder management, with a proven track record of leading businesses through growth and transformation.

Atina joined Ford New Zealand as managing director and executive director in 2024. During her tenure, she led initiatives to strengthen customer experience, dealer performance, and commercial growth, while developing new revenue opportunities and guiding the business through regulatory change and evolving customer expectations.

Prior to Ford, Atina held senior leadership roles with Vodafone New Zealand and Coca-Cola Amatil, leading large-scale customer, sales, and commercial businesses.

Alongside her executive career, Atina has held governance roles across technology and education and is the founder and head coach of the Ambition Collective, supporting the development of future leaders.

“I’m delighted to be joining Ford Vietnam at an important time for the business,” said Atina. “I look forward to working closely with our employees, dealers, and partners to build on the team’s achievements, strengthen the customer experience and ensure Ford continues to deliver products and services that meet the evolving needs of Vietnamese customers.”

Atina succeeds Ruchik Shah, who elected to leave the company to pursue new opportunities.

“Ruchik made an important contribution to Ford Vietnam, and we thank him for his leadership,” said Birkic. “Vietnam is an important market for Ford, and we are confident in the opportunities ahead. With Annaliese’s leadership and the strength of the local team, we will remain focused on serving our customers, supporting our dealers, and delivering sustainable growth in the market.”

Ford Vietnam launches insurance package Ford Vietnam has launched a strategic partnership with Bao Viet Insurance, BSH Insurance, PVI Insurance, and Tasco Insurance.

Vietnam’s EV market shifts focus to software and local tech Vietnam’s electric vehicle market is entering a new stage of development, with the focus expanding beyond vehicle adoption to software, connectivity, and local technology development, according to George Chia, sales director for ASEAN region at Analog Devices, Inc. (ADI).

Vietnam records fastest automotive sales growth among ASEAN-6 markets Vietnam recorded the fastest automotive sales growth among the ASEAN-6 markets in the first half of 2026, as electrification, more accessible models, and recovering consumer demand continued to reshape the country’s automotive market, according to PwC’s latest report.

Deputy Minister of Finance Le Tan Can. Photo: chinhphu.vn

On September 10, the Office of the State President held a press conference to announce presidential orders promulgating laws passed by the 16^th National Assembly at its first extraordinary session, including the amended Customs Law, which is Law No.11/2026/QH16, passed by the National Assembly on August 23, and will take effect on March 1, 2027.

Deputy Minister of Finance Le Tan Can said that the Customs Law has been amended five times. However, further amendments were considered necessary to redesign customs procedures, develop digital and smart customs systems, strengthen customs management, facilitate trade, and ensure consistency with international rules and related legislation.

The amended law provides a legal basis for redesigning customs management processes, restructuring IT systems, and strengthening interconnected data sharing among ministries, sectors, and local authorities. It also promotes administrative reform and reduces procedural costs, expands decentralisation and delegation of authority to local customs authorities, and encourages voluntary compliance based on taxpayers’ and customs declarants’ levels of legal compliance and risk.

A key focus of the amended law is to simplify administrative procedures and advance digital customs. Customs procedures will be streamlined through revised regulations on customs dossiers, the National Single Window, risk and compliance management, and customs dossier inspections.

The law removes conditions applicable to customs procedure agents and their employees to align with the Law on Investment – No.143/2025/QH15.

It also extends the permitted storage periods for goods kept in bonded warehouses, duty-free goods business locations, and cargo consolidation points, while removing the requirement to apply for extensions. For bonded warehouses and cargo consolidation points, businesses will face fewer reporting requirements, while IT will play a greater role in management.

Inspection and supervision procedures for goods transported under customs supervision will also be simplified. Customs declarants will only need to notify customs authorities, instead of registering the shipment and waiting for customs approval.

The amended law also revises provisions on supplementary customs declarations and authorises the Minister of Finance (MoF) to issue detailed regulations on this matter. The MoF will also be empowered to decide on other special cases eligible for exemption from physical inspection of goods.

The MoF will issue detailed regulations on customs procedures, inspection and supervision for goods exported to or imported through postal and express delivery services.

To reflect actual customs management practices and ensure consistency with relevant legislation, the law adds Article 16a on customs inspection and supervision of goods exported to and imported through e-commerce platforms.

The provision provides a comprehensive legal basis for customs management of goods traded through e-commerce platforms while facilitating cross-border e-commerce activities.

The law also introduces the concept of “duty-free goods business locations” and revises the definitions of “bonded warehouses” and “customs declarants” to reflect commercial practices and align with the Law on E-commerce, the Law on Postal Services and other relevant legislation.

The locations where bonded warehouses, cargo consolidation points, and areas for the gathering, inspection, and supervision of imported and exported goods can be established will be expanded to include free trade zones, logistics centres, concentrated digital technology zones, and industrial clusters.

The amended law also introduces rights and obligations for duty-free goods businesses and responsibilities for competent agencies, organisations, and individuals involved in planning and construction design related to free trade zones.

Another new provision assigns warehouse, yard, and port operators’ responsibility for destroying abandoned goods that cause environmental pollution.

To strengthen inspection and efforts to combat smuggling and trade fraud, the amended law gives customs authorities the power to proactively suspend transit goods where there are clear grounds to suspect that the goods infringe intellectual property rights.

Consistent with this provision, the Law on Intellectual Property has also been amended to empower customs authorities to proactively suspend transit goods suspected of being counterfeit or otherwise infringing intellectual property rights.

The amended law also revises the principles governing post-clearance audits. The time limit for such audits and extensions has been changed from “10 working days” to “no more than 20 days”, with the government tasked with providing detailed regulations on related matters.

Regulations on goods classification codes under lists of goods subject to import and export licences, conditions, and specialised inspection requirements have also been revised to ensure consistency with the commodity codes in Vietnam’s import and export goods classification.

In addition, the law classifies transhipment goods as goods transported under customs supervision. It revises the responsibilities of customs authorities in collecting taxes and other payments to ensure consistency with the Law on Tax Administration, amends regulations on customs valuation of exported goods, and removes provisions concerning tax-suspension warehouses.

The amended law also revises several provisions of the Law on the Organisation of Criminal Investigation Bodies, the Criminal Procedure Code, and the Law on Handling Administrative Violations to ensure consistency with the titles, functions, and responsibilities under the current organisational structure of state agencies.

More than three decades ago, M.C., a 49-year-old living in Canada, underwent surgery for scoliosis. Over the past year, she had developed severe back pain that radiated down her right leg, forcing her to stop after walking 100 to 200 metres.

After being examined at several major hospitals in Canada and the United States, doctors determined that she had L4-L5 spondylolisthesis, causing spinal stenosis and nerve root compression.

Her case was considered complex because she still had an old spinal fixation system in place. With conventional treatment, the doctors would have had to remove the entire existing system and replace it with a new one.

After doctors explained the significant risks associated with such major surgery while the likelihood of success remained uncertain, M.C. hesitated to undergo the procedure. She continued searching for hope and eventually decided to travel halfway around the world to Vietnam, seeking treatment at FV Hospital.

After directly examining the patient, Dr Tran Luong Anh, specialist level II, head of Neuro-Surgery and Spine Surgery, said “After more than 30 years, the bone has healed and covers almost the entire plate-and-screw system. If we wanted to remove it, we would have to break through the healed bone, making the surgery extremely complex and risky.”

The situation was further complicated by a screw in the right side of the L4 vertebra that had broken long ago, with the fractured portion embedded deep within the vertebral body, leaving no room for placement of a new screw.

Before deciding on surgery, the FV team collaborated with the Pain Clinic to perform a nerve block to accurately identify the source of the pain.

The results showed that her symptoms were actually caused by spondylolisthesis and nerve compression. Because the pain relief provided by the nerve block lasted less than a month, surgery was considered the only optimal solution to preserve the patient’s mobility.

A novel treatment strategy from the FV team of experts

Recognising this as a rare case involving a unique anatomical structure, the FV medical team agreed on a novel treatment strategy: retaining the entire existing plate-and-screw system and adding a new fixation system only to the lower section, thereby minimising tissue damage to the patient. To carry out this plan, the hospital ordered specialised connecting components from overseas because they were not yet available on the domestic market.

The surgery was performed with the assistance of a navigation system. Photo: FV Hospital

To place new screws while avoiding the fractured screw lodged deep within the vertebral body, the surgical team used a navigation system.

Based on data from computed tomography images, the system reconstructed the spinal anatomy in 3D in real time, allowing the surgeons to accurately visualise and track the trajectory of the surgical instruments down to the millimetre throughout the procedure.

“Navigation helps us choose a safe trajectory for screw placement and avoid the fractured screw remaining inside the vertebral body. If the screw deviates by just a few millimetres, the patient may require revision surgery or experience impaired mobility,” Dr. Luong Anh said.

A typical surgery for spondylolisthesis takes approximately two hours. However, due to the rare complexity of this case, the procedure lasted longer than expected.

After more than three hours of surgery, the doctors successfully placed four new screws, replaced the artificial disc at the L4-L5 level, and decompressed the compressed nerve root.

Experts urge caution about persistent back pain

After surgery, the patient remained in the hospital for about a week and underwent physical therapy. Her pain gradually improved, and her mobility recovered well. One month after surgery, she was discharged from the hospital and returned to Canada.

The patient’s letter to Dr. Tran Luong Anh sent before returning home. Photo: FV Hospital

According to Dr. Luong Anh, people should not ignore persistent back pain, pain radiating down the legs, or difficulty walking or standing for extended periods.

These symptoms may be warning signs of serious conditions such as spondylolisthesis, spinal stenosis, or nerve compression. In patients with a history of spinal surgery, anatomical changes over time can make subsequent treatment much more complex. Early diagnosis and timely intervention at reputable healthcare facilities are key to protecting mobility and quality of life.

FV and Metfone launch Vietnam-Cambodia health corridor to ease cross-border care The collaboration between FV Hospital and Viettel Cambodia (Metfone) is expected to streamline cross-border healthcare for Cambodian patients, making access to high-quality services more convenient, transparent, and seamless.

Robotic surgery at FV Hospital removes stage 3A lung tumour A 42-year-old pharmacist diagnosed with stage 3A lung cancer involving major blood vessels made a rapid recovery after doctors at FV Hospital successfully removed the tumour using the Da Vinci Xi robotic surgery system.

Personalised lung cancer treatment: From genetic technology to robotic surgery The era of personalised medicine is transforming the way lung cancer is treated. By analysing the molecular characteristics of each tumour, doctors at FV Hospital can tailor treatment strategies to individual patients instead of relying on the one-size-fits-all approaches used in the past.

Non-smoker diagnosed with early-stage lung cancer during routine health check-up Chev Cheng, a 54-year-old Cambodian, was diagnosed with early-stage lung cancer during a routine health check-up and successfully treated with robot-assisted surgery using the da Vinci Xi surgical system at FV Hospital, avoiding chemotherapy and radiation therapy.

Globally, AI adoption is outpacing workforce readiness. Nearly three in four organisations have deployed or are piloting AI, yet only 18 per cent report that most of their workforce has joined AI reskilling or upskilling programmes. Asia-Pacific faces a similar challenge with 74 per cent of organisations deploying or piloting AI, but only 21 per cent believe they can effectively recruit and retain enough AI-skilled talent.

Vietnam reflects this broader regional trend. The country aims to rank among the world’s top 30 nations in data exploitation and AI development by 2045, yet adoption remains uneven. ITViec’s 2025 Survey found that 73 per cent of surveyed companies in Vietnam had integrated AI to some extent, while only 13.8 per cent had reached scaled or full adoption. At the same time, Amazon Web Services (AWS)’s 2025 Research found that 55 per cent of adopters cited lack of digital skills as the main barrier to expanding AI use.

These findings highlight that AI transformation is not just a technology deployment exercise. Organisations that thrive will be those that redesign work around effective human and AI collaboration, supported by the right skills, role clarity, governance and sustained change management.

AI changes tasks before it changes jobs

The key workforce question is not whether AI will replace jobs, but how it will reshape the tasks that make up those jobs, how it will be automated, augmented or kept deeply human. Most roles comprise multiple tasks, and AI will affect those tasks differently, and they will change at different speeds.

In Vietnam, the International Labour Organisation estimates that 20.8 per cent of employment, equivalent to 11.5 million jobs, is potentially exposed to generative AI. However, only 1.8 per cent of jobs fall into the highest exposure category, suggesting that AI is more likely to transform tasks within existing roles than drive widespread occupational displacement.

This distinction is important because workforce planning therefore needs to move from broad job titles to understand how individual tasks are changing and task-level analysis. In customer service, AI may support ticket routing, response drafting, knowledge retrieval and reporting, while enabling employees to focus more on complex problem-solving cases, relationships, judgment and service recovery. In software development, AI may reduce time spent on routine and repetitive coding while increasing the importance of architecture, quality assurance, validation, system integration and higher-value problem solving.

Workforce readiness is the ROI multiplier

AI value depends on how well organisations redesign the system around the tool. Too often, deployment is measured by activity: logins, prompts or tools rolled out. Yet activity alone is not impact.

The challenge is that technology evolves in months, while skills, job architecture, performance systems, learning infrastructure and culture can take years to adapt. When adoption outpaces readiness, return on investment can stall, usage can plateau and risk or resistance can increase.

Technology evolves in months, while skills, job architecture, performance systems, learning infrastructure and culture can take years to adapt. Photo: Aon

Leaders should therefore view AI readiness as an integrated people strategy built on four pillars: skills and learning, job design and job architecture, metrics and incentives, and governance and trust. Together, these pillars connect AI investment to business priorities, not just experimentation.

What leaders should do now

During the Aon’s Vietnam HR Insights Seminar in Hanoi on August 4 and in Ho Chi Minh City on August 8, people professionals and specialists from over 100 organisations across Hanoi and Ho Chi Minh City got together and discussed ưhat a typical AI workforce transformation journey should look like.

Identify where AI can create the highest business value. Not every workflow needs AI, and not every use case deserves equal investment. Leaders should prioritise areas where AI can improve productivity, quality, customer experience or decision speed.

Quantify the workforce impact. Organisations need to map how AI will reshape roles and tasks, identify automation risk and pinpoint new value-creating activities.

Redesign work before scaling tools. Automating old workflows can create fragmentation and anxiety. Redesigning jobs, processes and operating models clarifies what AI should do, where human judgment matters and how to avoid bottlenecks or disruption across the value chain.

Build structured reskilling pathways. Training should not be generic. It should be role-based, practical and linked to future skills, career paths and redeployment opportunities.

Align governance and incentives. If employees are expected to use AI responsibly and productively, performance systems, leadership behaviours and governance guardrails must reinforce that expectation.

Create a credible transition path for people. AI workforce transformation will succeed only if employees understand how their roles will change, what support they will receive and how they can stay relevant. Employee communication and wellbeing should be prioritised throughout the journey.

People professionals and specialists across Hanoi and Ho Chi Minh City got together at Aon’s Vietnam HR Insights Seminar 2026. Photo: Aon

Vietnam’s AI opportunity is real, but the next phase depends on whether organisations can turn national ambition into workforce readiness and business execution.

For Vietnam’s employers, the strategic question is no longer, “How fast can we adopt AI?” It is, “How ready is our workforce to use AI to create measurable business value?” The companies that answer with discipline will move beyond pilots, reduce risk and build a more adaptable workforce for the future.

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