MVN

• On April 29, 1995, Vietnam Maritime Corporation was established under Decision No. 250/TTg of the Prime Minister, on the basis of rearranging a number of shipping, loading and unloading and maritime service businesses managed by the Vietnam Maritime Administration and the Ministry of Transport. Operating according to the charter on organization and operation of Vietnam Maritime Corporation approved by the Government in Decree No. 79/CP dated November 22, 1995.
• On September 29, 2006, the Prime Minister issued Decision No. 216/2006/QD-TTg approving the Project to transfer Vietnam Maritime Corporation Nam Sang organizes and operates according to the parent company - subsidiary model and Decision No. 217/2006/QD-TTg established the Parent Company - Vietnam Maritime Corporation.
• On June 25, 2010, the Prime Minister issued Decision No. 985/QD-TTg on converting the Parent Company - Vietnam Maritime Corporation into a responsible company. One-member limited liability company owned by the State. Currently, Vietnam Maritime Corporation is being organized and operating according to the Charter approved by the Prime Minister along with Decision No. 476/QD-TTg dated March 31, 2011.
• Through the process of construction and development, Vietnam National Shipping Lines Corporation has been playing a leading role in Vietnam's marine economy, making a significant contribution to the development of the land economy. water.

Since its founding, Vinalines has faced difficulties due to the impact of the financial crisis of the Year 1997. The Corporation overcame challenges by developing the fleet, seaports and inland port system (IDC), improving competitiveness, increasing the output of goods through the port, initially achieving encouraging achievements.

1. Sea transport goods increased by 23% in 2000, reaching 11.4 million tons, an increase of three times compared to 1995. Total output of goods through Vinalines' ports increased by 11% in 2000, reaching 20.6 million tons, an increase of two times compared to 1995.

2. Fleet capacity reached 13.4T/DWT in 2000, compared to 10.2T/DWT in 1995, loading and unloading capacity reached 2,800T/m berth/year compared to 1,700T/m berth/year.

3. In 2000, Vinalines' revenue reached 4,400 billion VND (about 367 million USD), achieving an average growth rate of 17% per year and increasing 2.5 times compared to 1995. Average profit increased by 9% in 2000.

4. The total State capital at Vinalines at the end of 2000 was 2,225 billion VND, an increase of 50% compared to 1995.

About fleet investment: Since its establishment, Vinalines has only had 49 ships with a total tonnage 397,000 DWT in 1995 and increased to 79 ships with a total tonnage of 844,000 DWT by 2000.

Along with innovations in management and exploitation, Vinalines has achieved extremely important achievements over a five-year period 1996 2000, built brand and reputation in the international arena.

2000 – 2005: Re structure and innovation

Since 2000, Vinalines and its member units have maintained growth momentum as well as steps to innovate organization and operations:

1. Investment in the fleet: Total investment capital for the fleet reached 7,200 billion VND, of which 2,500 billion VND was invested in new construction at domestic shipyards. The rest is for investment projects to buy ships. Completed 7 new ships, purchased 71 more ships, bringing the total number of ships by the end of 2005 to 104 ships with a total tonnage of nearly 1.2 million DWT, the average ship age is 17.4.

2. Investment in port development: Total investment capital for infrastructure and equipment is 3,000 billion VND, including the construction of 2,000m of wharf to receive ships from 10,000 to 40,000 DWT. The total number of wharves by the end of 2009 is 9,000m.

3. Invest and build the Ocean Park building as the Corporation's headquarters.

4. Restructuring and innovating businesses: During this period, Vinalines focused on reorganizing member businesses and businesses with contributed capital to suit the new situation. Vinalines has equitized 12 enterprises and restructured a number of Vinalines enterprises. In 2005, after 10 years of construction and development, Vinalines had 46 member enterprises, including 16 state-owned enterprises, 22 joint stock enterprises and 8 joint ventures.

2005 – 2010: Increase growth and expansion

1. Fleet investment: Vinalines' fleet has been rapidly developed with the goal of modernizing and rejuvenating the fleet. By the end of 2010, the total tonnage of Vinalines fleet reached 3.4 million tons DWT, including container ships, bulk carriers and oil tankers.

2. Port infrastructure investment projects: To synchronously develop the seaport system, especially deep-water ports, to meet the needs of developing import-export goods and competitiveness in the process of international economic integration, Vinalines has focused on researching, investing and implementing the construction of key seaport projects in key areas across the country.

3. Developing existing advantages and potentials, Vinalines has researched and invested in post-port service areas as well as established joint ventures with domestic and foreign partners to invest and operate ports to meet the needs of import and export of goods by sea for domestic and foreign shippers.

2011 – 2015: Restructuring, focusing on 3 core areas

During this development period, Vietnam National Shipping Lines (Vinalines) focuses on three main areas: transportation shipping, seaport exploitation and maritime services, is a core state-owned enterprise in these three fields, contributing to the successful implementation of Vietnam's Marine Strategy to 2020 and the following years.

Implementing the 2012 Restructuring Project – 2015 has been approved by the Prime Minister in Decision No. 276/QD-TTg, Vinalines will reorganize production and business and restructure investment as follows:

Lanh Maritime transport sector: Restructuring the fleet to suit market needs; have a plan to sell old ships that are not operating effectively to reduce losses; focus on exploiting the domestic shipping market; Increase our country's market share of import and export goods transport by sea to 25% - 30%. Review shipbuilding programs in accordance with the Corporation's financial capacity and market needs. In the immediate future, stop building 6 new ships, delay the progress of 11 ships and focus on completely building 7 new ships to put into operation in the new shipbuilding programs signed with Vietnam Shipbuilding Industry Group.

Lanh seaport area: Focus on exploiting existing ports, with priority given to synchronous investment to effectively exploit the northern port cluster in Hai Phong, Quang Ninh and the southern port cluster in Cai Mep - Thi Vai area and Ho Chi Minh City area; Review and cut costs, ensuring effective seaport operation.

Lanh Service sector: Synchronously develop maritime transport support services, especially logistics services, aiming at full-service services and expanding abroad; Form a number of dry ports, goods distribution centers and other types of advanced maritime services in transport hub areas. Convert shipbuilding industry companies into maritime service business units and conduct equitization when eligible.

Development plan for the period 2016 - 2020:

Focus on investing and developing activities core business and bring efficiency and profits as well as preserve and develop State capital; diversify ownership, improve financial capacity, management capacity, competitiveness and operational efficiency.

Effective development and exploitation of existing ports managed in strategic positions and played an important role in regional economic development in the North, Central, and South and played a vital role in the overall national transportation network.

Priority to focus on management, exploitation and develop deep-water ports and international transshipment ports with the potential to become large regional seaports, capable of competing with regional transshipment centers.

Striving for 2020, Completely constructing and putting into use logistics infrastructure including the seaport system and the largest goods distribution centers/logistics centers/ICDs/depots in Vietnam, stretching from North to South connecting with road, rail, and sea systems across the country as well as participating in the global logistics service chain.

Strive to become a solutions provider Optimize delivery and logistics on the "Door to Door" service delivery platform, gradually forming a "global supply chain/supply chain" service with the best quality.

Develop a large, capable fleet of ships Modern technology, on par with the world's leading fleets, operating throughout the oceans.

Organizational innovation, governance mechanism to create a sustainable, clear connection in terms of capital and benefits between the Corporation and its member enterprises and between member enterprises under the management of the Corporation to achieve common goals and ensure the benefits of each member enterprise as well as the common interests of the whole Corporation.

Vietnam Maritime Corporation with its ups and downs During the process of construction and development, we have built a reputation with domestic and foreign partners, creating a solid foundation for the next step. Although the economy is difficult and the market faces many obstacles, Vietnam National Shipping Lines, with the constant efforts and efforts of the leadership and staff, will overcome and bring the Vinalines ship to the ocean.

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