Sustainable manufacturing often focuses on renewable energy, recycling and emissions reduction… At Mondelez Kinh Do, Bang Kim Ngan says employee engagement is also an important part of putting those goals into practice.

“Technology evolves. Equipment eventually becomes obsolete. But when you build a team that continuously learns, improves, and develops future generations of leaders, you create the only competitive advantage that never depreciates,” she said.

This approach has shaped the company’s manufacturing operations in Vietnam, which produce brands including Kinh Do Mooncakes, Kinh Do Bakery, Cosy, OREO, AFC, LU, Solite and Cadbury.

Turning sustainability goals into action

“We believe every sustainability commitment must be translated into concrete actions right on the factory floor,” Ngan said. “When environmental protection goals are integrated into daily work, employees can easily put them into practice and proactively contribute to the organization’s broader objectives.”

The company links sustainability targets with employees’ responsibilities and development. Workers are encouraged to identify problems and propose solutions at their workstations.

At Mondelez Kinh Do’s two factories, initiatives covering water use, food waste, and emissions have produced measurable results, according to the company.

At the Ho Chi Minh City plant, water consumption per tonne of production has fallen by more than 30% over the past three years. Food waste has decreased by more than 50%, while CO2 emissions have remained stable for eight consecutive years despite production growth.

At the Hung Yen plant, 71% of food waste was recovered and converted into new value streams in the first half of this year. Its rooftop solar system also helped reduce hundreds of tonnes of CO2, as the plant works toward using 100% green electricity.

Ngan said the results reflect numerous improvements made by employees across the production lines.

“Sustainable development goals have been set at the government, organizational, and corporate levels, but it is people who bring them to life every day,” she said. “That is why we must ensure every person understands their role in the bigger picture.”

A staff meeting at Mondelez Kinh Do. Photo courtesy of the company

‘Leader grows leader’

Developing future leaders is another part of Ngan’s management approach.

“At the factory, we focus on building an inspiring and engaging work environment where experienced team members are always willing to share practical knowledge so the next generation can confidently take ownership of processes and demonstrate their expertise,” she said.

The company’s “Leader Grows Leader” philosophy encourages managers to focus on both operational performance and employee development. Knowledge is shared across teams rather than concentrated among individual managers.

The Team Lead 2.0 program, for example, provides production supervisors with management and coaching skills to support their teams.

The “Power the Future” strategy supports the company’s digital transformation. Automation and digital technologies are being used to reduce repetitive manual work and allow employees to focus on activities requiring judgment, analysis and decision-making.

“We want our people to go beyond operating machines, to master technology, analyze data, make decisions, and confidently propose improvements,” Ngan said.

Vietnamese talent on global stage

Ngan said the company’s progress should also be measured by the development of its employees.

“Our greatest pride is not just in our achievements, but in the growth of our people,” she said. “Today, more young Vietnamese professionals are leading improvement projects for manufacturing sites across the region. That demonstrates that Vietnamese talent is fully capable of succeeding and leading on the global stage.”

Labor productivity across the company’s manufacturing network has increased by more than 50% over the past three years, according to Mondelez Kinh Do.

Bang Kim Ngan (C), Plant Director of Mondelez Kinh Do in Ho Chi Minh City, speaking with the employees at the factory. Photo courtesy of the company

The company has integrated safety, quality, productivity, sustainable manufacturing and employee development into its operational management system.

The Ho Chi Minh City plant is the first Mondelēz International biscuit factory in Southeast Asia to achieve what the company describes as this level of operational maturity. It is also among the company’s more mature facilities in the AMEA region, which covers Asia, the Middle East and Africa.

Mondelez Kinh Do has also received recognition for its sustainability and workplace initiatives. The company has been named among Vietnam’s Top 100 Sustainable Development Enterprises (CSI) and received the Golden Dragon Awards for four consecutive years. It has also been included in the Top 50 Corporate Sustainability Awards (CSA) and named among HR Asia’s Best Companies to Work for in Asia for three consecutive years.

For Ngan, employee development remains a key measure of progress, from frontline supervisors leading teams to young employees proposing improvements and Vietnamese professionals sharing manufacturing practices with international colleagues.

“A company that leads its industry through sustainable manufacturing capability is one that places people at the heart of its growth,” Ngan said. “When every employee confidently masters technology and takes responsibility, that is when a truly resilient future is established.”