The law comprises eight chapters and 48 articles, stipulating the principles, policies, coordination mechanisms, and responsibilities of agencies, organisations, and individuals in digital transformation activities. It also clarifies key aspects of digital government, digital economy, and digital society.

The NA adopted the Law on Digital Transformation. Photo: MST

The law affirms that data is central, and that data must be collected, managed, shared, declared once, and used efficiently to improve decision-making and service quality. The system must be designed based on open standards and architecture, supporting connectivity and integration from the outset, with standardised application programming interfaces that facilitate data sharing and interoperability between systems.

Users are placed at the centre of the digital system design process, ensuring convenience, accessibility, ease of use, and suitability for a wide range of target groups, including marginalised and vulnerable populations.

Article 9 of the law stipulates the state’s policy system on digital transformation, emphasising the development of a unified, secure, reliable, and scalable digital infrastructure. The state promotes the formation and development of digital data, and encourages the development and use of shared digital platforms, open digital platforms, and digital technology products and services to serve governance and socioeconomic development.

The state’s policy on digital transformation also includes ensuring cybersecurity and data protection, and encouraging innovation, controlled pilots, and the application of new digital technologies. The state supports businesses, cooperatives, and business households in implementing digital transformation, especially small- and medium-sized enterprises and businesses operating in areas with difficult or extremely difficult socioeconomic conditions.

Regarding attracting and utilising talent for digital transformation, Article 18 stipulates that state agencies and enterprises are allowed to hire experts and collaborators from both within and outside the country. Individuals with outstanding achievements in this field will be honoured and rewarded.

At the same time, officials and employees working on digital transformation in agencies within the political system will enjoy special benefits in terms of salary, allowances, working conditions, and career development opportunities.

To ensure effective implementation, the law stipulates that state management agencies responsible for digital transformation are tasked with developing a unified set of indicators to assess the level of digital transformation. Annual assessments of the national, ministerial, and local levels of digital transformation will be conducted.

The Law on Digital Transformation will come into effect on July 1, 2026.

New policy momentum powers Vietnam’s digital economy Vietnam’s digital transformation is entering a decisive new phase, as AI, 5G, and bold institutional reforms converge to propel the country towards one of the fastest-growing digital economies in the region, driven by strong government commitment and rising confidence from leading local tech enterprises.

Vietnam empowers private sector through reform and green-digital transformation Sweeping reforms in 2025 are reshaping Vietnam’s growth model, with innovation, high technology, and private-sector dynamism at the center. Through digitalisation, green finance, and supportive policies, the Ministry of Finance (MoF) aims to unlock new opportunities for businesses and strengthen Vietnam’s position in global green supply chains.

Vietnam sets pace for dual transition in industry and trade Vietnam’s industry and trade sector is accelerating its digital transformation and pursuing greener growth, while confronting the challenges of deploying technology, restructuring energy systems, and managing cyber risks at the same time.

Cervical cancer is the fourth most common cancer in women worldwide, with a woman dying from it every two minutes. In 2022, nearly 350,000 women lost their lives to this preventable disease, most in low- and middle-income countries where access to HPV vaccines, routine screening and early treatment remains limited.

HPV (Human Papillomavirus) is an extremely common virus worldwide and can infect people of all genders. While most infections clear naturally, persistent HPV infection can lead to cancer and other HPV-related diseases in both men and women, including genital warts, pre-cancerous lesions, and cancers of the cervix and anogenital region.

In Vietnam, according to the 2022 report, cervical cancer and HPV-related diseases remain a public health burden with approximately 4,600 new cancer cases and over 2,500 deaths each year. Although vaccines and screening tests have demonstrated clear effectiveness and benefits, access rates remain low, highlighting the urgent need for a comprehensive, sustainable and prevention strategy based on scientific evidence.

The World Health Organisation’s (WHO) 2020 strategy for eliminating cervical cancer as a public health problem emphasises the inclusion of HPV vaccination in all national immunisation programmes, aiming to achieve the following targets by 2030: 90 per cent of girls fully vaccinated with the HPV vaccine; 70 per cent of women screened using HPV testing by the ages 35 and 45; and 90 per cent of women with pre-cancer or cervical cancer receiving treatment.

Full HPV vaccination for adolescent girls, combined with cervical cancer screening and timely treatment for all women with lesions, can help realise this goal within our generation. In Vietnam, the coverage of HPV vaccination and cervical cancer screening remains low, underscoring the need to strengthen prevention and control efforts.

In line with the World Health Organisation’s global strategy to eliminate cervical cancer, the Ministry of Health earlier this year launched a nationwide communication campaign to raise awareness of HPV. The initiative reflects Vietnam’s strong commitment under the National Action Plan for Cervical Cancer Prevention towards 2030, which aims to remove the disease as a public-health threat.

After more than a decade in over 100 countries, HPV vaccines have proven highly effective in reducing pre-cancerous lesions and cervical cancer. The 2-dose and 3-dose regimens have been approved by the US Food and Drug Administration and the European Commission based on rigorous scientific data.

“Like other subunit vaccines, the HPV vaccine uses a prime-boost mechanism to generate strong, long-lasting immune memory,” said Nguyen Hien Minh, deputy head of the Vaccination Unit at the University Medical Centre in Ho Chi Minh City. “The two- or three-dose regimen has been validated through rigorous clinical trials with long-term follow-up. Although single-dose evidence is being reviewed, it is not yet sufficient to change FDA-approved guidance, so Vietnam and many other countries continue to recommend the approved regimen for optimal protection.”

Screening is a key element in preventing cervical cancer, although it cannot prevent new HPV infections. Even with a current negative HPV test result, women may still contract high-risk HPV in the future. In Vietnam, barriers such as screening costs and travel difficulties in remote areas cause many women to miss important screening milestones, increasing the risk of the disease silently progressing to advanced stages. Even in effective screening programmes, missed follow-ups, delayed treatment due to cost or work, or false negatives occur, the risk of progression to cancer remains present.

“HPV vaccines prevent new high-risk infections and lay the foundation for long-term community protection,” said Le Thi Anh Dao, head of the A5 Gynecologic Surgery Department at Hanoi Obstetrics and Gynecology Hospital and senior lecturer at Hanoi Medical University. “HPV testing every five years allows early detection of new or persistent infections and timely follow-up when abnormalities appear. Together, these three pillars bring the community closer to eliminating cervical cancer.”

Cervical cancer is almost entirely preventable when women have proper, timely access to vaccination, regular HPV testing and prompt treatment. Following approved vaccine regimens, screening at recommended intervals and addressing abnormalities immediately are not just awareness messages but evidence-based measures aligned with national strategy. Together, they give Vietnam a realistic pathway toward the WHO’s 2030 goal of eliminating cervical cancer as a public-health problem.

First AI exhibition on HPV prevention held in Vietnam ‘Love Your Future Self’, the first health exhibition in Vietnam to apply AI and 3D projection technology, is being held in Ho Chi Minh City from October 18 to 20.

MSD ties with Ministry of Health on HPV projects On March 29, the Ministry of Health (MoH) officially launched the national communication campaign “For a Vietnam Free from the Burdens of HPV” to raise awareness and encourage the prevention of HPV-related diseases and cancers.

MSD brings HPV Holobox tour to Vietnam As immersive technologies reshape how information is shared and absorbed, a new community initiative is using 3D and AI to transform public health education.

The world stands at a critical juncture, facing both the profound challenges of environmental degradation and the immense opportunity to build a more sustainable, resilient, and equitable future. Global temperatures continue to rise, extreme weather events are becoming more frequent, and the demand for energy and resources intensifies with a growing global population.

Dr. Thai-Lai Pham, CEO of Siemens ASEAN and Vietnam

It is within this complex landscape that the role of infrastructure – the very systems that power our cities, connect our communities, and drive our economies – becomes paramount. At Siemens Smart Infrastructure, we believe that the strategic transformation of these foundational systems is not just an option, but an imperative for securing a livable future.

This is not just about incremental improvements or minor adjustments; it’s about a fundamental and systemic “Infrastructure Transition.” As highlighted in our recent Siemens Infrastructure Transition Monitor 2025, this profound shift is defined by four interconnected pillars: decarbonisation, digitalisation, decentralisation, and resilience.

These aren’t abstract concepts to be debated in academic circles; they are the tangible, actionable pathways to a world that lives within the limits of our planet. Decarbonisation addresses the urgent need to eliminate carbon emissions from our energy systems and industrial processes.

Digitalisation provides intelligent tools and data insights to achieve this. Decentralisation empowers local energy generation and consumption, fostering greater energy independence and efficiency. And resilience ensures that our critical systems can withstand and recover from the inevitable shocks of climate change and other disruptions. Together, these pillars form the strategic framework for a sustainable future.

Digitalisation: The engine of sustainable transformation

At the absolute heart of this infrastructure transition is digitalisation. As the World Economic Forum recently underscored, the integration of advanced technologies like AI, the Internet of Things (IoT), digital twins, and autonomous systems is not merely enhancing business operations; it’s fundamentally reshaping our capacity for sustainability.

Digitalisation provides the essential intelligence layer that transforms inert physical assets – from individual sensors to entire urban networks – into dynamic, responsive, and profoundly resource-efficient systems. This intelligence allows us to move beyond reactive management to predictive optimisation, enabling infrastructure to anticipate needs, adapt to changes, and operate with unprecedented efficiency.

Imagine a building that autonomously optimises its energy consumption based on real-time occupancy data, predictive weather forecasts, and fluctuating energy prices, thereby reducing its carbon footprint by a significant margin. Or consider a city grid that intelligently integrates a diverse array of renewable energy sources, dynamically balancing supply and demand in real-time, preventing energy waste, and ensuring unwavering stability even with intermittent power generation.

These aren’t just futuristic dreams or theoretical models; they are realities being deployed today through sophisticated smart building management systems, intelligent grid solutions, advanced data analytics, and predictive maintenance platforms. Digitalisation makes our infrastructure smarter, more efficient, and ultimately, more sustainable.

Digitalisation, in essence, empowers us to achieve several critical outcomes that are vital for the infrastructure transition. It allows for the optimisation of resource use on an unprecedented scale, leveraging digital twins to create virtual replicas of physical assets for simulation and predictive analytics to manage everything from energy and water to materials with extreme precision.

Furthermore, it is absolutely central to decarbonising operations by enabling smart grids to seamlessly integrate a high percentage of renewable energy, optimising complex industrial processes for minimal emissions, and intelligently managing e-mobility charging infrastructure to balance grid load, thereby significantly reducing overall emissions. Crucially, digitalisation also profoundly enhances resilience; autonomous systems can continuously monitor infrastructure, detect anomalies before they become critical, predict potential failures, and even initiate self-healing protocols, ensuring that critical infrastructure remains robust, secure, and operational even during disruptions or cyber threats.

Smart infrastructure: building a resilient and decarbonised world

The insights gleaned from the Infrastructure Transition Monitor 2025 unequivocally reveal that businesses and governments globally recognise the imperative for change. They understand that investing in smart, sustainable infrastructure is not just an environmental necessity driven by regulatory pressures or ethical considerations, but a strategic economic advantage that fosters innovation, creates new industries, generates high-value jobs, and delivers long-term financial returns. This understanding is driving significant investment and policy shif s worldwide.

At Siemens Smart Infrastructure, our focus is squarely on delivering the innovative technologies and comprehensive solutions that make this transition a tangible reality across several key sectors. We are dedicated to transforming buildings into smart, active participants

in the energy ecosystem, evolving them from mere energy consumers into “prosumers” capable of generating, storing, and sharing clean energy back to the grid. This includes advanced building management systems, energy storage solutions, and integrated microgrids that prioritise occupant comfort while minimising environmental impact.

Simultaneously, we are committed to modernising energy networks through smart grids, enabling them to efficiently manage the increasing complexities of decentralised renewable energy sources, bidirectional energy flow, and dynamic demand response, all while ensuring unwavering reliability and cybersecurity. Our efforts also extend to building robust e-mobility infrastructure, creating the scalable and intelligent charging ecosystems essential for accelerating the widespread adoption of electric vehicles and significantly reducing transportation emissions, from individual cars to entire public transport fleets.

Finally, we are actively supporting industrial decarbonisation by providing advanced solutions that help industries drastically reduce their energy intensity and carbon footprint through strategic electrification, process optimisation, and automation, making industrial operations cleaner and more competitive.

This integrated approach means we’re not just selling individual products or components; we’re partnering with stakeholders, from municipalities and utilities to industrial giants and building developers, to design and implement comprehensive ecosystems that are inherently sustainable by design. We provide end-to-end solutions that combine the real and the digital worlds, enabling our customers to achieve their decarbonisation and resilience goals effectively.

Siemens Smart Infrastructure is delivering comprehensive solutions to tackle carbon emissions

Collaboration and the human element: A call to action

The sheer scale and complexity of this infrastructure transformation demand unprecedented levels of collaboration. No single entity, whether government, business, or community, can achieve these ambitious goals in isolation. Governments must work to create supportive and stable policy frameworks, incentivise green investments, and streamline regulatory processes. Businesses must innovate, invest in sustainable technologies, and adopt circular economy principles.

Investors must mobilise capital towards green projects, recognising the long-term value. And communities must engage, demand change, and embrace new sustainable practices. Forums like COP30 are not just negotiation platforms; they are vital opportunities for forging these multi-stakeholder partnerships, sharing best practices, and accelerating collective action on a global scale.

Ultimately, the Infrastructure Transition is about far more than just technology and economic metrics; it’s profoundly about people. It’s about creating healthier, more livable cities where air quality is improved and green spaces flourish. It’s about ensuring universal access to clean, affordable energy, lifting communities out of energy poverty. It’s about building resilient communities that can not only withstand the increasing impacts of climate change but also thrive in the face of future challenges. It’s about a future where infrastructure serves humanity and the planet in harmony, supporting well-being and prosperity for all.

At Siemens Smart Infrastructure, we are committed to being a leading partner in this transformative journey. We are continuously developing innovative tech and comprehensive solutions that empower customers and partners to embrace digitalisation, drive decarbonisation, and build truly smart, resilient infrastructure.

The time for decisive action is undeniably now. Together, through collaboration, innovation, and a shared vision, we can unlock the full potential of smart infrastructure to build a sustainable future for generations to come.

Siemens and AIT unveil digital switchboard tailored for high-end clients Siemens Vietnam and AIT Corporation have launched the SIVACON S8, a next-generation digital main switchboard, in Ho Chi Minh City.

Harnessing technology for a sustainable future in Vietnam Siemens is driving Vietnam’s green growth through digital innovation. From advanced automation to digital twin technology, the company helps industries boost efficiency, cut emissions, and build resilience. Thai-Lai Pham, president & CEO of Siemens ASEAN & Vietnam, shared with VIR’s Olivia Bui how company global sustainability strategies are shaping Vietnam’s transformation.

Energy efficiency in buildings tops organisations’ infrastructure priorities Energy efficiency in facilities and buildings has emerged as the top infrastructure priority for organisations seeking to leverage it for decarbonisation and competitiveness, up from seventh place in 2023, a recent Siemens survey and study found.

In Vietnam, green transition is no longer optional. Rising costs, tighter regulations and capital flows linked to environmental, social, and governance (ESG) are turning sustainability into a core business variable for companies seeking long-term competitiveness.

In Vietnam, green transition has moved from recommendation to business imperative. The change is driven not only by environmental risks, but by structural forces in the market: volatile energy prices, tightening international trade standards, and capital allocation increasingly tied to ESG performance.

Sustainability is both an environmental concern and an economic question for firms

Fast-moving consumer goods (FMCG) illustrate this transformation most clearly. The sector is built on rapid inventory cycles and high sales volumes, but operates with relatively thin margins. It is also heavily exposed to fluctuations in aluminium prices, fuel costs, and international logistics. When freight rates surge or energy becomes more expensive, cost pressure is transmitted directly to manufacturers.

Sustainability, therefore, is both an environmental concern and an economic question focused on cost control, supply-chain security and profit stability.

Measurable gains

Saigon Beer-Alcohol-Beverage Corporation, known as SABECO, is pursuing transformation across multiple fronts: renewable energy adoption, water resource discipline, circular packaging systems, governance reform and community engagement. These measures are intended to support the long-term operating model rather than generate short-term publicity.

In terms of energy, renewables now account for more than 40 per cent of the company’s usage. This figure, however, comes at a cost. Rooftop solar arrays, biomass systems and energy-efficient machinery require substantial initial investment. In exchange, the company becomes less vulnerable to electricity tariff changes and fossil fuel volatility.

At factory level, green investments are assessed through financial metrics: payback periods, annual savings and impact on unit cost. Sustainability initiatives are not implemented unless they demonstrate measurable efficiency gains. Nor are projects maintained without evidence of economic return.

Water is treated as a business risk as well as an environmental issue. Process optimisation, reuse systems and wastewater treatment have reduced dependence on external supply. In parts of Vietnam where industrial water shortages are emerging, water has effectively become a production constraint.

Meanwhile, packaging is another major lever at SABECO. Returnable bottles, lightweight designs and recycling standards reduce reliance on virgin materials. With aluminium and paper affected by global supply disruptions, controlling packaging volume increasingly means controlling costs.

Governance has also evolved. ESG oversight has moved to board level, becoming part of compliance management and risk assessment. This enhances transparency, strengthens credibility with investors and reinforces accountability across operations.

An often underappreciated dimension is workforce stability. Businesses with credible sustainability strategies attract stronger talent, reduce turnover and improve internal engagement. In competitive labour markets, this directly affects operational efficiency and long-term productivity.

None of this comes without difficulty. Green transition is capital-intensive and requires organisational change. Payback cycles are long and benefits are not always immediate. However, the greater threat lies in inaction.

Companies that delay face rising compliance costs and shrinking market access. In financial markets, weaker ESG profiles result in higher perceived risk and greater funding constraints. In export markets, environmental credentials are increasingly becoming non-negotiable requirements for market entry.

In practice, FMCG businesses in Vietnam are facing persistent pressure from rising input costs while competition is intensifying across most categories. The beer market, in particular, has moved beyond its high-growth stage and entered a more mature cycle marked by brand differentiation and operational efficiency.

Environmental regulation, including extended producer responsibility (EPR), has also raised the cost of compliance as companies are now required to fund packaging collection, recycling systems and waste treatment. At the same time, younger consumers are increasingly prioritising sustainability ahead of price alone.

From a financial standpoint, international investors are embedding ESG scores into risk assessments and portfolio selection. This means sustainability performance now influences how companies are valued and how easily they can secure capital. Businesses that score poorly on ESG increasingly face higher financing costs, stricter lending conditions and reduced access to long-term funding.

Sustainable priorities

The policy environment is reinforcing this shift. EPR regulation is forcing manufacturers to take responsibility beyond production and into post-consumer waste. Trade agreements are embedding climate-related disclosure requirements. Vietnam’s net-zero commitments are also filtering through to new investment requirements and planning standards. Collectively, these factors are moving environmental performance into the centre of corporate strategy.

Companies that postpone adaptation may deal with rising compliance costs later, when regulatory requirements are more demanding and deadlines tighter. Early movers, by contrast, have greater freedom to structure investments gradually and shape regulation rather than simply comply with it.

International research suggests that early investment in energy efficiency can reduce operating costs by 5–14 per cent. However, the benefits are neither immediate nor automatic. Green infrastructure requires high upfront capital and long payback periods. Yet, large-scale enterprises are less concerned with short-term financial returns than with stabilising their cost base over a longer horizon.

Consumer behaviour in Vietnam is also changing. Sustainability now influences purchasing decisions across product packaging, sourcing ethics and corporate reputation. Environmental responsibility is becoming a factor in brand loyalty rather than a supplementary marketing message.

Over the long term, sustainability strengthens supply-chain resilience. Energy-efficient plants are less exposed to fuel price fluctuations. Businesses that invest in recycling depend less on aluminium and paper market cycles. As risks linked to inputs are gradually “locked in”, cost predictability improves and margins become more reliable.

For many multinational corporations, the rationale is already clear. Acting early reduces cost exposure. Acting ahead establishes market positioning. Acting first enables leadership among sustainability-conscious consumers – the fastest-growing demographic segment this decade.

Larry Lee Chio Lim, deputy general director of SABECO, said, “We see sustainability as a competitive advantage. Investment in energy efficiency does not only cut emissions, but also improves operating costs and strengthens long-term access to capital.”

The remark reflects how ESG has shifted from a reporting requirement to a strategic function. Sustainability is no longer confined to annual disclosures, but now shapes corporate decision-making across procurement, production and capital expenditure.

Globally, the shift towards net-zero targets is rewriting commercial rules. Those who move late pay more. Early movers effectively purchase competitive advantage while the transition remains financially manageable.

Viewed more broadly, SABECO’s transformation mirrors the direction Vietnam’s economy is taking. Growth cannot rely solely on natural resources and low-cost labour. The new drivers are efficiency, transparency and sustainability.

As green transition becomes the new rulebook, competitive advantage will belong not to the largest companies, but to the most adaptable. In this environment, today’s investment, however costly, may define tomorrow’s market position.

Green manufacturing insights and transformations: SABECO’s path to industry leadership In an era when global market forces, consumer expectations, and national emphasis converge towards sustainability, green manufacturing has shifted from a corporate aspiration to an economic imperative. For Vietnam, this shift is especially urgent, and highly strategic.

SABECO honoured for sustainable development SABECO was recognised for its commitment to sustainable business and green-growth initiatives at the 2025 Sustainable Development Conference.

The offer is available from now until December 4 on www.vietjetair.com and the Vietjet mobile app, applicable to travel dates from December 4 to March 28, 2026 (*).

Accordingly, Vietjet will operate one return flight per day on each route. Specifically, the flights will depart from Ho Chi Minh City at 11:00 and arrive in Con Dao at 11.40. In the opposite direction, the flights depart from Con Dao at 09.20 and arrive in Ho Chi Minh City at 10:05. For the Hanoi –⁠ Con Dao route, the flights depart from Hanoi at 06:45 and arrive in Con Dao at 08:55. In the opposite direction, the flights depart from Con Dao at 12:05 and arrive in Hanoi at 14:20.

From December 15, the frequency on both routes will increase to two return flights daily, offering even more convenient travel options for residents and visitors.

Con Dao is an ideal destination for those seeking tranquillity and untouched natural beauty. Beyond its crystal-clear waters, lush forests, and slow-paced lifestyle, the island preserves many significant historical landmarks, allowing travellers to better understand an important chapter of the nation’s past.

To ensure a seamless journey to this exceptional destination, Vietjet operates a modern fleet, provides quality service, and offers competitive fares –⁠ delivering a comfortable and enjoyable flying experience to Con Dao, a land rich in history and breathtaking landscapes.

(*) The promotion does not apply during peak travel periods.

Airlines race to patch Airbus A320/A321 fleets Airbus has requested urgent software and hardware updates for a number of A320 and A321 aircraft, a move that could disrupt airline schedules worldwide.

Vietjet completes Airbus A320/A321 updates ahead of deadline Vietjet has completed urgent software and hardware updates on its A320/A321 fleet, finishing ahead of schedule and reinforcing its safety standards.

New phase launched to support women-led ventures A nationwide conference reviewed a flagship initiative for female-led startups and launched a new decade-long support programme, with Prime Minister Pham Minh Chinh presiding.