CULTURE PROJECT

OVERVEW & OUTCOMES

Nam Con Son Pipeline (NCSP)

If we want to go far, go together

Content

• Core methodology

• Project background, objectives, scope and

expected outcomes

• Project roadmap, milestones, and updated

outcomes

• Next steps

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 NCSP CULTURE PROJECT

CORE METHODOLOGY
 The evolution of engagement
Sustainable
Strength of link to business

Engagement
Employee
Engagement
outcomes

Employee
Commitment
Employee
Satisfaction

1970s – 80s 1990s 2000s 2010s

How much do I like How much do I want Am I aligned with my Am I enabled and
things here? to be here? organization and supported to do my
want to invest best work?
discretionary effort?

Source: http://www.hrzone.com/engage/employees/history-of-employee-engagement-from-satisfaction-to-sustainability 4
MODEL OF SUSTAINABLE ENGAGEMENT

Attachment to the company vision, mission, core values, and

willingness to give discretionary effort

A local work environment that supports productivity and

performance

Individual, physical, interpersonal and emotional well-being at work

Source: Towerwatson 5
AIM FOR FULLY ENGAGED TEAM MEMBER

Highest commitment intellectual and emotions to achieve set goals

Skills Attitude
Knowledge ENGAGED Emotions
Experiences Feelings

Source: Research by Dale Carnegie & MSW (2012) 6

 NCSP CULTURE PROJECT

PROJECT BACKGROUND
PROJECT BACKGROUND – NCSP CONTEXT
• Through 16 years of operations, NCSP has experienced different changes that caused
certain impacts on our working environment as well as our people.
• We have realized some signs of demotivation, low engagement and accountability,
hence, has impacted to our business performance.
• We also realized that NCSP hasn’t got a constructive culture system with clear, real,
and applicable core values and behaviors would help direct the team to a common
shared goal.
• Although we have built a strong safety and operations culture that are NCSP’s proud,
things have been changed, we therefore need to review and do a proper adjustment
to fit the newest circumstance.

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PROJECT OBJECTIVES
• Reviewing and developing the official set of
NCSP core values and behaviors to keep
improving the NCSP working environment that
is expected to be more professional,
sustainable and efficient.

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Scope of Project
• Helping NCSP's management team to re-view, reaffirm
and rebuild (if necessary) the vision, mission, strategic
directions and core values of NCSP to set as a clear
direction for sustainable development in the future.
• Developing an official set of NCSP core values and
behaviors to lead all related cultural activities.
• Communicating and promoting this set of core values
and behaviors to all NCSP employees and develop
guidelines to implement these core values into actual
works.
• Developing a solid plan for implementing cultural
activities and evaluating cultural performance creatively.

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4 KEY METHODOLOGIES OF PROJECT

CORE VALUES AND REPRESENTATIVE BEHAVIORS

1 2 3 4

AWARE UNDERSTAND APPLY EVALUATE

Alignment Synchronization

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PROJECT STAKEHOLDERS

Top Middle Culture

Manage- Manage- Team
ment ment
NCSP
CULTURE
Ambassa- All
dors employees

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 NCSP CULTURE PROJECT

PROJECT ROADMAP AND

KEY MILESTONES
PROJECT MILESTONES
STAGE 1 –
Review and rebuild STAGE 3 –
strategic planning Implement and
elements, inc. core values evaluate sample
and related behaviors culture activites

2018 2019 2019 2019

STAGE 2 – STAGE 4 –
Communication of Finalize Culture
culture elements System
Build culture library

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 STAGE 1 DETAILED ROADMAP 2018 (revised)
NCSP Culture
Project Kick- Employee Content and
BOD Strategic off and Team Engagement Ambassadors Core Values Visual
Interviews Planning building Survey Interviews Survey Finalization

1 2 3 4 5 6 7

23 - 24 Apr 26 Apr 11 & 18 May 19 May – 14 Aug 20 – 25 Aug 04 – 08 Sep 10 - 30 Sep

AWARE UNDERSTAND
Alignment

Step completed Ongoing step Step to-be-completed 15

STAGE 1 EXPECTED OUTCOMES

• Strategic Planning Content: Vision, Mission, Business Commitment

• Culture Visuals: Core Values Definitions, Behaviors, Value Icons

• Culture Communication Posters and Messages (recommended as appropriate

– each for one value)

• Culture Booklet

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 NCSP CULTURE PROJECT

PROJECT UPDATED
OUTCOMES
BOD INTERVIEW OVERVIEW 1
• Aims to equip DC Project Team with a solid and comprehensive background of
knowledge and understanding of NCSP, which includes history, strategies, and key
milestones in development process of NCSP.
• Explores with NCSP top management their desire and expectation of NCSP’s vision,
mission, core values, development strategies to set a strong foundation for the
development of NCSP in the next 10 years (at least) to prepare directional, focused,
and effective knowledge for the 2nd Step of Strategic Planning Discussion with top and
middle management.

04 – 08 Sep

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BOD INTERVIEW METHODOLOGY 1

In-depth interview with BOD representative

member – “NCSP history witness”

Combined interview questions of structure and

unstructured format, focusing on core values

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BOD INTERVIEW OUTCOMES (*) 1
1. Overview and key milestones in development history of NCSP since
establishment
2. Vision and strategies for the next 10 years of development
3. Current strategies to the business
4. Development slogan for the next stage of development
5. Discussion on core values that represent for NCSP people
6. Roles of NCSP top management in leading and influencing the culture
development and implementation
7. Finalize the content agenda for Strategic Planning Discussion on 07 May 2018

(*): Summary Report has been sent to NCSP

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BOD INTERVIEW
– CORE VALUE DISCUSSION AND RECOMMENDATION FROM DC 1
Vision: A Local World-class Gas Transpoter
Mission: Safety – Reliability – Efficiency

Core Values:

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STRATEGIC PLANNING DISCUSSION 2
• Aims to generate, elaborate, and align strategic elements among top and middle
management team that relate to the development of NCSP in the next 10 years, which
include Vision, Mission, Strategic Intent, Core Competencies, Core Values, SWOT, Key
Strategies. Expectation is to have the engagement first at management team level
before rolling out any activities to the entire NCSP team, not aiming to finalize any
content of the strategic elements at this stage.
• Among the above strategic elements, focused discussions will be on Core Values and
their representative behaviors as these are the foundation for culture development
and implementation later on.

04 – 08 Sep

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STRATEGIC PLANNING DISCUSSION METHODOLOGY 2

Training and seminar delivery format

Combined structure content outline for discussion and

discussion finalized content at the end, based on the
recommended core values accumulated from the 1st Step

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STRATEGIC PLANNING DISCUSSION OUTCOMES (*) 2
Discussion notes on:
• Business Environment Review
• SWOT Analysis
• Vision, Mission
• As Is-Should Be Gaps Analysis
• Strategic Intent
• Business Slogan
• Core Values and Behaviors

(*): Discussion notes has been sent to NCSP

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STRATEGIC PLANNING DISCUSSION
– CORE VALUE SUMMARY 2
Recommended Core Value Cards to select from:

Professional Devoted Learning Respect for all

2 1
Sharing Nurture People Teamwork Collaborating

1 2
Transparent Discipline Reliability Ownership

4
Mastery Performance-driven Excellence Engaged

2 1

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STRATEGIC PLANNING DISCUSSION
– BEHAVIOR SUMMARY 2
Discussed behaviors for 1 selected Core Value of each group:
Transparent - Báo cáo kịp thời và chính xác các tai nạn, sự cố xảy ra.
- Khai báo mọi quà cáp nhận được theo khai báo.
- Tuyển dụng, tạo cơ hội phát triển, và khen thưởng nhân viên theo năng lực.
- Lựa chọn và đánh giá nhà thầu theo năng lực.
Performance-driven - Thiết lập và thống nhất mục tiêu SMART cho công việc của bản thân.
- Cập nhật kiến thức cho bản thân để đảm bảo kết quả công việc hiệu quả.
- Đảm bảo giao tiếp 2 chiều trong suốt quá trình làm việc.
- Chủ động liên tục cải tiến công việc của bản thân.
Collaborative - Thể hiện thái độ tích cực, chủ động hợp tác, hướng đến kết quả win-win trong công việc với tất cả
những cá nhân và đội nhóm có liên quan.
- Thành thật chia sẻ, quan tâm đến nhân viên, đồng nghiệp, và cấp trên.
Nurture People - Tìm hiểu, lắng nghe, đồng cảm với định hướng của người khác.
- Tin tưởng, hiểu, và hỗ trợ giúp đỡ nhân viên, đồng nghiệp vì mục tiêu chung của công ty.
- Công nhận và khuyến khích sự giúp đỡ, đóng góp của người khác.
- Chia sẻ, đóng góp cho cộng đồng.

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KICK-OFF SEMINAR AND TEAM BUILDING 3
• Aims to serve as a kick-off step for the culture project to encourage and engage the
entire NCSP team into the initiative of top management in culture development for
NCSP. Expectation is to have NCSP team have initial approach to corporate culture and
encourage their noble motive to participate and support the coming projects, not
aiming to finalize the structured content on culture.
• Highlights the importance of culture to the development of NCSP in the next 10 years
and directs the team thinking and opinions about culture activities that can be
implemented at NCSP.

04 – 08 Sep

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KICK-OFF SEMINAR AND TEAM BUILDING METHODOLOGY 3

Seminar delivery format upon on structured content

outline for open discussion for idea flow, based upon the
recommended core values from Dale carnegie as results
of the first 2 steps

Combined team building delivery format to engage team

members through team building activities, aligned with
company’s strategic intention

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KICK-OFF SEMINAR AND TEAM BUILDING OUTCOMES (*) 3
Discussion notes on:
• What is culture?
• Strongest and blurrest cultute elements at NCSP
• NCSP Dream Team drawing
• Development and presentation of culture project based on selection of
recommended core values

(*): Discussion notes has been sent to NCSP

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KICK-OFF SEMINAR AND TEAM BUILDING
– CORE VALUE SUMMARY 3
Recommended Core Value Cards to select from: Final survey results:

11-May-18 18-May-18 Total

Values
% 59 % 57 116

Transparent 64% 38 46% 26 55% 64

Nurture People 53% 31 40% 23 47% 54

Performance-
54% 32 44% 25 49% 57
driven

Professional 64% 38 81% 46 72% 84

Collaborative 37% 22 39% 22 38% 44

Engaged 19% 11 47% 27 33% 38

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KICK-OFF SEMINAR AND TEAM BUILDING
– BEHAVIOR SUMMARY 3
Discussed behaviors for 1 selected Core Value of each group:
Values Behaviors
- Chuyên môn công việc tốt
Professional
- Làm việc tuân thủ quy trình tiêu chuẩn
- Đi họp đúng giờ và tuân thủ quy định họp
- Hoàn thành công việc đúng deadline
- Thông tin truyền đạt nhất quán, rõ àng
Transparent
- Nói đi đôi với làm
- Làm việc không vì lợi ích nhóm
- Quan tâm tới đồng nghiệp, biết chia sẻ những khó khăn trong công việc, đời sống.
Collaborative
- Hiểu, sẵn sàng chia sẻ, và gắn kết bền chặt giữa các thành viên
- Xây dựng được văn hóa, quy tắc ứng xử chuẩn mực cho đội ngũ
- Chia sẻ kinh nghiệm, kiến thức, chuyên môn giúp cho đồng nghiệp làm tốt công việc của họ
Engaged
- Yêu thương, gắn kết, động viên tinh thần cho đội ngũ
- Giúp đỡ, lắng nghe, và san sẻ
- Chủ động nhiệt tình đóng góp ý kiến xây dựng trong các cuộc họp
- Chân thành, cởi mở, lan tỏa năng lượng tích cực đến những người xung quanh

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EMPLOYEE ENGAGEMENT SURVEY 4
• Aims to serve as an assessment tool to evaluate the engagement level and identify the
key elements that affect the most the engagement level of NCSP team. The survey is
served more than just relating to NCSP’s employee satisfaction about the company, the
job, or the relationship but evaluating to what degree NCSP employees are aligned with
NCSP’s strategic direction and want to invest discretionary effort into their work.
• Highlights the correlations (if any) between engagement and satisfaction with direct
supervisor, engagement and belief in senior leadership, and engagement and pride in
working at NCSP. Then, recommends appropriate actions to take to increase the
engagement level of NCSP’s employees,
hence increase the overall culture at NCSP.

04 – 08 Sep

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EMPLOYEE ENGAGEMENT SURVEY METHODOLOGY 4

Online survey with content combined between Dale Carnegie

standard Employee Engagement Survey and NCSP’s tailored
questionnaire

Demographics analysis and correlations between Engagement

and Satisfaction with Direct Supervisor, Belief in Senior
Leadership, and Pride in Working at NCSP are analyzed for key
engagement highglight and final recommendations of culture
activities for NCSP

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EMPLOYEE ENGAGEMENT SURVEY OUTCOMES (*) 4
Key result highlights:
• NCSP’s EE level is low compared to Vietnam market and worldwide
• Culture Ambassadors should be selected from the group of Superintendent/Supervisors and Team Leader,
beside top management, who work at the company from 5-10 years time.
• Pride in working at NCSP has the strongest correlation with engagement level, which leads to the actions
to take mostly falling into recommendations of this category:
 I am willing to put in a great deal of effort to make NCSP successful (.72)
 I like what I do on a day to day basis (.72)
 I look forward to going to work (.66)
 More often than not, I am energized by going to work (.61)
 I do not work here primarily for the paycheck – there is much more to this job (.57)

• Emotions of Assured, Connected, Confident, Happy and Valued evoked in working environment have the
strongest impact to the engagement level of NCSP team
• Emotions of Confident, Connected, Assured, Enthusiastic, Value and Empowered evoked in relationship
with direct supervisor have the strongest impact to the engagement level of NCSP team

(*): Reports to be revised and updatedly sent to NCSP on 13 Aug 2018

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 NCSP CULTURE PROJECT

PROJECT NEXT STEPS

AMBASSADOR INTERVIEW 5
• Aims to serve as an in-depth tool to explore the key behaviors in the initially selected
set of core values that set the Ambassadors outstandingly apart from others in
performing the selected core values.
• Contents from Ambassador Interviews will also be served to reflect and adjust on the
discussed set of core values from the Step 1, 2, and 3 to finalize the core values,
descriptions, and representative behaviors for NCSP.

04 – 08 Sep

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 AMBASSADOR DESCRIPTIONS 5
Top management, Superintendent/Supervisors and Team Leader, beside top
management, who work at the company from 5-10 years time, understand thoroughly
Culture Ambassadors?

about the development history and key milestones of NCSP since the beginning of
establishment
Who is NCSP

Be role model in performing one or more core values recommended by Dale Carnegie,
resulted in initially discussed contents from first 3 steps of BOD interview, Strategic
Planning, and Kick-off Seminar.

Be always a proudly “PR” representative for all NCSP initiatives and activities, express
enormous pride, passion, desire, and consistently take actions to contribute to make NCSP
more successful

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AMBASSADOR’S SCOPE OF INVOLVEMENT 5
Stages / Steps Ambassador Scope of Involvement

Interview - Participate in the in-depth structured interview to identify BEHAVIORS in the

outstanding value(s) that the ambassador represents as a role model

Culture Visual Kit - Uses of ambassadors’ photo, video, representative behaviors and defining
stories of the outstanding value(s) in the final culture visual kit (culture
booklet, promotional posters, NCSP defining stories, ect.)

Culture Projects - Uses of ambassadors’ photo, video, representative behaviors and defining
stories of the outstanding value(s) in the appropriate culture projects
- Participate as project leaders, project influencers, and leading the culture
implementation activities

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CORE VALUES AND DESCRIPTIONS TO SELECT AMBASSADORS 5
Numbers of Ambassadors Representing for each Value

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CORE VALUE SURVEY 6
• Aims to serve as a tool to elaborate the final understanding of culture development
foundation - Core Values and descriptions, of NCSP’s entire team’s, while aligning
them towards the selected set of values.
• Encourages the pride, desire, and commitment to participate in developing and
implementing the coming culture projects at NCSP through innovative ideas of
culture-related projects. Results of the survey will be incorporated into coming culture
projects implemented at Stage 2 of the projects.

04 – 08 Sep

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CORE VALUE SURVEY METHODOLOGY 6

Online survey format on core value and culture

activitie questions, combined between multiple
choice questions and open questions for idea
flow

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CORE VALUE SURVEY CONTENT AREAS 6
1. Full name
2. Position
3. Functions
4. OVERAL: In your opinion, which of the following statements show the benefits of communicating and promoting
culture activities at NCSP?
5. CONTRIBUTION: As a member of NCSP, how would you contribute to the culture development and implementation?
6. CORE VALUE: Among below five (5) core values, which two (2) are you proud the most to tell your family or beloved
ones about NCSP’s people?
6.1. Why do you feel proud about those two (2) values of NCSP’s people?
7. CORE VALUE: Among below five (5) core values, which two (2) do you strongly believe that will enable your function
to perform at your best in work?
7.1 Why do you think these two will contribute the most to the success of your function’s performance?
8. ACTIVITIES: In your opinion, what kind of culture activities that NCSP should organize to best implement the five (5)
core values?
9. ACTIVITIES: Which activities your function should organize to best implement the five core values while projecting
the unique image for your function?

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CULTURE CONTENT AND VISUAL FINALIZATION 7
• Aims to serve as a visual tool kit to promote internally and externall all confirmed
contents of culture-related elements, which are Vision, Mission, Competitive
Advantages, Strategic Intent, Core Values – Descriptions – Icons – Behaviors –
Inspirational Stories.
• Remembering this clear and appealing guideline booklet of all core behavioral actions
will enable NCSP to align all NCSP team members with the culture and projected
image of NCSP employees that the company would like to project and nurture.

04 – 08 Sep

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CULTURE CONTENT AND VISUAL FINALIZATION METHODOLOGY 7

Culture Visuals: Core Values, Descriptions, Behaviors,

Value Icons

Culture Communication Posters and Messages

(recommended as appropriate – each for one value)

Culture Booklet

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 Next steps and timeline
NCSP Culture
Project Kick- Employee Content and
BOD Strategic off and Team Engagement Ambassadors Core Values Visual
Interviews Planning building Survey Interviews Survey Finalization

1 2 3 4 5 6 7

23 - 24 Apr 26 Apr 11 & 18 May 19 May – 14 Aug 20 – 25 Aug 04 – 08 Sep 10 - 30 Sep

AWARE UNDERSTAND
Alignment

Step completed Ongoing step Step to-be-completed 45

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 NCSP CULTURE PROJECT

OVERVIEW ABOUT
DALE CARNEGIE

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Dale Carnegie Global
History of 106 years

91 countries

270 offices

38 languages

2.800 certified Trainers

9.000.000 participants

More than 1.000 tailored solutions

48
Proven Success

Warren Buffet talking about the

Dale Carnegie’s course he took
in an interview with the BBC
“I actually have the diploma in
the office and I don't have my
diploma from college, I don't
have my diploma from graduate
school but I've got my Dale
Carnegie diploma there, because
it changed my life.”

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Our USP: Dale Carnegie Full Service Offices

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Dale Carnegie Global Credential
 Quality Management System – ISO Certificate 9001-2008
 Program Development
 Trainer development, judgement and certifying

 Dale Carnegie courses/programs have been approved and recommended for

college credit or certificates by the associations below:
 Accrediting Council for Continuing Education & Training (ACET)
 American Council on Education (ACE)
 Human Resource Certification Institute
 Project Management Institute

 Awarded by TrainingIndustry.com as Top 20 global training organization in:

 Leadership
 Sales
 Workforce Development

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Transformation Philosophy

“We change how people see themselves, so they can

change how the world sees them, and that changes the
impact they have on the world.”
- Dale Carnegie world wide brand message

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Transformation Philosophy

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ROI Oriented Approaching Methodology
 Management system for
customized training
products;
 Design, development and
processing of organizational
and training assessments and
evaluations;
• Content  Training and certification of
• Support • Coach trainers;
• Facilitate • Methodologies
 Consulting services to
franchisees.
• Culture • Follow through
 Consistently high-quality trainers and
• Attitude • Direction training materials
 State-of-the-art assessment &
• Commitment • Recognition measurement systems
• Practice • Follow up  Customer focused and service
• KPIs oriented training consultants
 Products and services that are
continuously improved
 Documentation systems to ensure
high-quality delivery
 Products & Services designed to meet
the unique needs of our customers

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 NCSP Culture
Project Kick- Employee Content and
BOD Strategic off and Team Engagement Ambassadors Core Values Visual
Interviews Planning building Survey Interviews Survey Finalization

23 - 24 Apr 26 Apr 11 & 18 May 19 May – 14 Aug 20 – 25 Aug 27 Jul – 07 Sep 10 - 30 Sep

AWARE UNDERSTAND
Alignment