Circular No. 03/2026/TT-BKHCN detailing the implementation of certain provisions of the Government's Decree No. 37/2026/NĐ-CP dated January 23, 2026, on the National Quality Award

CIRCULAR

Providing detailed guidance on certain provisions of the Government's Decree No. 37/2026/NĐ-CP

dated January 23, 2026, regarding the National Quality Award

Pursuant to the Law on Product and Goods Quality No. 05/2007/QH12;

Pursuant to the Law Amending and Supplementing Certain Provisions of the Law on Product and Goods Quality No. 78/2025/QH15; Pursuant to the Government's Decree No. 55/2025/NĐ-CP dated March 2, 2025, providing for the functions, tasks, powers, and organizational structure of the Ministry of Science and Technology;

Pursuant to the Government's Decree No. 37/2026/NĐ-CP dated January 23, 2026, providing detailed guidance on certain provisions and measures for organizing and guiding the implementation of the Law on Product and Goods Quality;

At the proposal of the Chairman of the National Standardization, Metrology, and Quality Control Committee;

The Minister of Science and Technology issues this Circular providing detailed guidance on certain provisions of the Government's Decree No. 37/2026/NĐ-CP dated January 23, 2026, regarding the National Quality Award.

Chapter I

PART I
GENERAL PROVISIONS

This Circular provides detailed guidance on Articles 57, 59, 61, and 62 of the Government's Decree No. 37/2026/NĐ-CP dated January 23, 2026, regarding the National Quality Award, which provides detailed guidance on certain provisions and measures for organizing and guiding the implementation of the Law on Product and Goods Quality.

This Circular specifies detailed implementation of Article 57, Article 59, Article 61, and Article 62 on National Quality Awards as stipulated in Decree No. 37/2026/NĐ-CP dated January 23, 2026, issued by the Government detailing certain provisions and measures to organize and guide the implementation of the Law on Product and Goods Quality.

Article 2. Applicability

1. Organizations and enterprises with products and goods participating in the National Quality Award.

2. State management agencies and other related organizations and individuals.

Article 3. Definitions

1. Products and goods participating in the National Quality Award refer to products and goods as defined in Clause 1 and Clause 2, Article 3 of the Law on Product and Goods Quality, amended and supplemented by Clause 1, Article 1 of the Law Amending and Supplementing Certain Provisions of the Law on Product and Goods Quality No. 78/2025/QH15.

1. Products and goods participating in the National Quality Awards are those defined in Clause 1 and Clause 2, Article 3 of the Law on Product and Goods Quality, amended and supplemented by Clause 1, Article 1 of the Law Amending and Supplementing Certain Provisions of the Law on Product and Goods Quality No. 78/2025/QH15.

2. The industry and sector of products and goods participating in the National Quality Awards are determined according to the second-level industry in the Vietnam Economic Industry List attached as Appendix I to Decision No. 36/2025/QĐ-TTg dated September 29, 2025, issued by the Prime Minister.

Products and goods registered to participate in the National Quality Awards are those determined according to the fourth-level or fifth-level industry in the Vietnam Economic Industry List attached as Appendix I to Decision No. 36/2025/QĐ-TTg dated September 29, 2025, issued by the Prime Minister.

a) Technical experts who have expertise in the industry or field of the product or good being assessed;

b) System experts who understand the criteria for awarding the National Quality Award and have been trained in the procedures for the National Quality Award.

Article 4. Criteria and Points for Awarding the National Quality Award

1. Criteria and points:

a) Quality, reliability, superiority, or uniqueness of the product or good has a maximum total score of 250 points;

b) Effectiveness and efficiency of the organization or enterprise's management model (in terms of Leadership, Strategy, Customer, Measurement, Analysis, and Knowledge Management, Workforce, Operations, Results) has a maximum total score of 750 points.

b) The effectiveness and efficiency of the management model of the organization or enterprise (in terms of Leadership, Strategy, Customer, Measurement, Analysis and Knowledge Management, Workforce, Operations, Results) has a maximum total score of 750 points.

Article 5. National Council for the National Quality Award

1. Composition and Structure of the National Council for the National Quality Award:

a) The National Council for the National Quality Award is established by the Minister of Science and Technology based on the proposal of the Permanent Office of the National Quality Award, consisting of a Chairperson, one Vice-Chairperson, and members;

a) The National Council for the National Quality Awards is established by the Minister of Science and Technology based on the proposal of the Permanent Office of the National Quality Awards, consisting of a Chairperson, a Vice-Chairperson, and members;

c) The Vice-Chairperson of the National Council for the National Quality Award is a representative of the leadership of the Permanent Office of the National Quality Award;

d) Members of the National Council for the National Quality Award are representatives of relevant ministries, sectors, agencies, and organizations.

2. Functions and Tasks of the National Council for the National Quality Award:

a) Approving the list of products and goods to be evaluated in practice;

b) Reviewing and examining the results of the assessment for the National Quality Award;

c) Proposing the list of products and goods eligible to receive the National Quality Award.

c) Propose a list of products and goods eligible for the National Quality Awards.

Chapter II
THE PROCESS OF AWARDS QUALITY NATIONAL PRIZE

Article 6. Registration to Participate

1. Organizations and enterprises shall register to participate in the Quality National Prize for products and goods produced and traded by themselves.

2. Organizations and enterprises shall register to participate in the Quality National Prize with the Permanent Office of the Quality National Prize.

3. The registration dossier shall include:

a) Registration form to participate in the Quality National Prize (in accordance with the model at Appendix II);

b) Report on participation in the Quality National Prize (in accordance with the model at Appendix III);

c) Documentation proving the application of management systems;

d) Documentation proving the quality, reliability, superiority, or uniqueness of products and goods.

Organizations and enterprises registering to participate in the Quality National Prize shall be responsible under the law for the accuracy of information in the registration dossier for the Quality National Prize.

Article 7. Examination and Evaluation of Dossiers

1. The Permanent Office of the National Quality Awards receives applications for participation in the National Quality Awards from organizations and enterprises with products and goods registered to participate, reviews them, and assigns a group of experts to evaluate the applications (including technical experts and system experts).

2. The assigned group of experts shall conduct evaluations, prepare reports on the evaluation of dossiers for the Quality National Prize, and submit them to the Permanent Office of the Quality National Prize.

3. Based on the report of the evaluation group, the Permanent Office compiles a list of applications with scores of 600 points or higher and reports it to the National Council for the National Quality Awards.

4. The National Council for the Quality National Prize shall review and approve the list of products and goods to be evaluated in reality.

Article 8. On-Site Evaluation

1. Based on the results of the review by the National Council for the National Quality Awards, the Permanent Office organizes on-site evaluations. The participants in the on-site evaluations include:

a) Representatives of the Permanent Office;

b) A group of evaluators including technical and system experts;

c) Representatives of related agencies, organizations, and individuals;

d) Representatives of the National Council for the Quality National Prize.

2. After completing the evaluation, the group of experts shall prepare a report on the on-site evaluation and submit it to the Permanent Office of the Quality National Prize.

Article 9. Proposal for Awarding the Quality National Prize

1. Based on the report of the application evaluation and the on-site evaluation report of the evaluation group, the Permanent Office compiles and reports to the National Council for the National Quality Awards for consideration.

2. The National Council for the Quality National Prize shall proceed to:

a) Review the evaluation results, propose a list and types of awards for products and goods;

b) Request the Ministry of Science and Technology (through the Permanent Office of the Quality National Prize) to seek opinions from provincial and municipal People's Committees regarding the awarding of the Quality National Prize.

3. Provincial and municipal People's Committees shall respond in writing within fifteen days from the date of receipt of the opinion-seeking document.

4. Based on the recommendations of the National Council for the National Quality Awards and the opinions of the People's Committees of provinces and cities, the Permanent Office completes the dossier and submits it to the Minister of Science and Technology for consideration and decision to award the National Quality Awards.

Article 10. Announcement of Results and Award Ceremony Organization

1. Based on the Decision of the Minister of Science and Technology regarding the awarding of the National Quality Awards, the Permanent Office announces the results of the awarding of the National Quality Awards to the organizations and enterprises with winning products and goods and related agencies and organizations.

2. The Permanent Office of the National Quality Awards organizes press conferences to announce the results of the awarding of the National Quality Awards; organizes ceremonies to present the National Quality Awards to the organizations and enterprises with winning products and goods.

3. Organizations and enterprises whose products and goods have won the Quality National Prize shall receive the Cup and Certificate accordingly.

4. The emblem design of the National Quality Awards, the cup design, and the content of the certificate for products and goods receiving the National Quality Awards are specified in Appendix IV.

Chapter III
IMPLEMENTATION

Article 11. Effective Date

1. This Circular shall take effect 45 days from the date of issuance.

2. Circular No. 27/2019/TT-BKHCN dated December 26, 2019, issued by the Minister of Science and Technology detailing certain provisions of Decree No. 132/2008/NĐ-CP dated December 31, 2008, and Decree No. 74/2018/NĐ-CP dated May 15, 2018, of the Government on the National Quality Awards shall cease to be effective from the date this Circular takes effect.

Article 12. Transitional Provisions

Activities related to the evaluation process and procedures for nominating the National Quality Awards for organizations and enterprises that have submitted registration applications before the date this Circular takes effect shall be carried out in accordance with the provisions of Circular No. 27/2019/TT-BKHCN dated December 26, 2019, issued by the Minister of Science and Technology detailing certain provisions of Decree No. 132/2008/NĐ-CP dated December 31, 2008, and Decree No. 74/2018/NĐ-CP dated May 15, 2018, of the Government on the National Quality Awards.

Article 13. Responsibilities for Implementation

1. The Permanent Office of the National Quality Awards performs tasks and powers as prescribed in Clause 2, Article 61 of Decree No. 37/2026/NĐ-CP dated January 23, 2026, issued by the Government detailing certain provisions and measures to organize and guide the implementation of the Law on Product and Goods Quality, and the following tasks:

a) Develop and implement annual plans for the National Quality Award activities to be submitted to the Minister of Science and Technology for approval;

b) Build and develop a team of evaluation experts for the National Quality Award through:

b1) Organizing training and capacity building for system evaluation experts;

b2) Organizing training to enhance technical experts' skills in evaluating the National Quality Award;

b3) Building, maintaining, and operating a database of evaluation experts.

2. During the implementation, if any issues arise, relevant agencies, organizations, individuals, and enterprises are requested to promptly reflect them in writing to the Ministry of Science and Technology for guidance or research and appropriate amendments and supplements.

3. The Minister, Heads of ministerial-level agencies, Heads of government-affiliated agencies, Chairpersons of Provincial People's Committees, and related agencies, organizations, and enterprises are responsible for implementing this Circular./.

ANNEX I

CRITERIA AND PRINCIPLES FOR NATIONAL QUALITY AWARD POINTS
(Attached to Circular No. 03/2026/TT-BKHCN dated February 12, 2026, issued by the Minister of Science and Technology)

Part I

NATIONAL QUALITY AWARD CRITERIA 

I. Product and Goods Quality, Reliability, Superiority, or Uniqueness

1. Results Regarding Products and Goods and Processes

1.1. Results Regarding Products and Goods

a) Characteristics of products and goods satisfying customer needs or creating impressions;

b) Superior characteristics of products and goods compared to the industry or other organizations and enterprises with similar products and goods;

c) Characteristics of products and goods demonstrating differences, innovations, creativity, uniqueness (newness), registered intellectual property rights, design, and product improvements...

1.2. Results Regarding Process Effectiveness and Efficiency

a) Process effectiveness and efficiency are evaluated through:

- Indicators reflecting the stability of key processes for producing products and goods (defect rates, rework costs, etc.);

- Key performance indicators of the main processes for producing products and goods;

- Key indicators of process improvement and innovation (cost savings, increased efficiency, reduced emissions, energy savings, etc.).

b) Ensuring safety and preparedness for emergencies is evaluated through:

- Indicators reflecting the organization's readiness when disasters occur or in emergency situations;

- Indicators of the effectiveness of security and cybersecurity approaches.

1.3. Results Regarding Supplier Network Management

- Indicators reflecting the performance of related product and goods suppliers (input quality results, delivery times, supplier assessment frequency, input inspection cost savings, etc.);

- Indicators regarding the distribution network of related products and goods (comparison with the industry, competitors).

2. Results Regarding Customers

2.1. Customer Satisfaction

- Indicators reflecting customer listening (survey frequency, number of surveys, etc.);

- Indicators reflecting customer satisfaction and dissatisfaction levels.

2.2. Customer Loyalty

- Indicators reflecting customer complaints and complaint management;

- Indicators reflecting changes in the number of customers;

- Indicators reflecting customer loyalty and attachment (referral of new customers, participation in surveys, positive comments about products and goods, etc.).

3. Market Results

- Market share indicators;

- Indicators reflecting market penetration.

II. Effectiveness and Efficiency of Organizational Governance Models:

1. Leadership

1.1. How the leadership guides the organization

1.1.1. Mission, Vision, and Core Values

a) Establishing mission, vision, and core values

- The leadership identifies key stakeholders, their requirements, and uses these requirements to establish the organization's mission, vision, and core values;

- The leadership consistently demonstrates, communicates, and reinforces the mission, vision, and core values;

- Leaders take specific actions to demonstrate commitment to the organization's mission, vision, and core values.

b) Promoting compliance with laws and ethical behavior

- The leadership implements measures to create an environment that strengthens, meets, and fosters lawful and ethical behavior;

- The leadership directly oversees and participates in creating a lawful and ethical behavior environment.

1.1.2. Information Exchange

- Forms of information exchange between the leadership and all employees;

- The leadership establishes, operates, and confirms the effectiveness of a two-way communication mechanism throughout the organization;

- The leadership establishes and maintains a digital vision/strategy aligned with the business model and competitive capabilities; there is a governance mechanism (Digital governance) and ownership (owner) for each program;

- The leadership sets up digital key performance indicators (KPIs), reviews periodically; makes decisions based on data (data-driven management);

- The leadership promotes a digital culture: transparency in data, working based on digital processes, encouraging controlled experimentation;

- The leadership clearly communicates the organization's direction and the role of each team in achieving that direction, while engaging employees through open and honest two-way communication;

- Ways for corporate leadership to encourage two-way communication between leadership and employees throughout the organization and enterprise.

1.1.3. Promoting Focus on Organizational Performance

a) Creating a Successful Environment

- The leadership directly participates in creating an environment that improves performance, achieves strategic goals, innovates, and remains flexible within the organization and enterprise;

- The leadership directly participates in creating a learning environment for the organization and enterprise and individuals, as well as developing future leaders.

b) Creating an Action-Oriented Environment

- The leadership sets expectations regarding the performance of the organization, enterprise, including the creation and balancing of value for customers and stakeholders;

- The leadership ensures that performance analysis is conducted to focus on action and accept smart risks to achieve goals and improve organizational, enterprise performance;

- The leadership plays an active role in rewarding and recognizing employees to promote and enhance performance;

1.2. ||| Management of the organization, enterprise and contribution to society

1.2.1. Management of the organization, enterprise

a) Management system

- The organizational management system clearly defines the roles and responsibilities of each department and position, ensuring transparency. Work processes are interconnected between departments and positions;

- All employees are trained on relevant processes and understand their individual responsibilities as well as acceptable and unacceptable actions or records;

- An internal and external compliance evaluation system ensures independence, transparency, and objectivity;

b) Performance evaluation

The organization, enterprise establishes performance evaluation indices for the workforce. These indices are linked to employee rewards and recognition;

c) Organizational, enterprise performance

- The organization, enterprise establishes indices for its own performance, which the leadership uses to improve the management system;

- The leadership regularly reviews the performance measurement of the organization; the results of these reviews are used as a critical basis for the organization's sustainable development goals and success;

- The leadership continuously sets up, monitors, supervises, innovates, and improves management processes and uses performance indicators to manage and improve the effectiveness and efficiency of the entire system;

1.2.2. Compliance with laws and ethical behavior

a) Compliance with laws and regulations

- The organization, enterprise anticipates the impact of its products, goods, and activities on society;

- The organization, enterprise establishes indices and targets to track and determine the impact of its products, services, and activities on society;

b) Ethical behavior

- The organization, enterprise has clear standards and guidelines for ethical behavior;

- Ethical behavior principles are communicated to all employees and implemented uniformly through specific indices throughout the organization, enterprise;

- The organization, enterprise communicates requirements and monitors the ethical behavior of key partners;

1.2.3. Contribution to society

a) Social benefits

The organization, enterprise integrates activities that benefit society, sustainable development, and prosperity into its entire operation process;

b) Community support

- The organization, enterprise uses clear criteria to identify communities or activities that should be supported;

- The organization, enterprise provides clear guidance on the level of participation in supporting community groups;

- Employees have opportunities to contribute to community activities based on voluntarism, capability, interest, and belief;

2 ||| Strategy

2.1. Strategy development

2.1.1 The strategy development process

a) Strategic planning process

- The leadership uses a systematic process to develop strategies to achieve sustainable competitive advantage;

- The organization's, enterprise's strategy and strategic priorities are articulated into specific goals and solutions enabling current and future success;

b) Content of strategy

- The organization collects and analyzes comprehensive data and information, including strategic challenges, strategic advantages, technological innovation, legal risks, external factors, potential disruptions to normal operations, and the ability to execute plans (human resources, processes, technology), sustainable development orientation of the organization, community, and society to build strategies;

- The strategy includes a digital strategy component comprising: objectives, scope, roadmap, budget, core capabilities, change management;

- There is a business architecture/data architecture - minimum application: system layering, integration, API, core data catalog (master data), roadmap for replacing fragmented systems;

- There is a mechanism for digital benchmarking against industry/competitors;

- The organization, enterprise periodically reviews the feasibility of the strategy;

c) Strategic opportunities and risk management

- The organization, enterprise ensures it can identify and evaluate new strategic opportunities while encouraging innovation in strategy development;

- Decision-making based on strategic opportunities and innovation balances potential benefits and acceptable levels of risk;

d) Outsourcing and core capabilities

The organization identifies internal processes and processes executed by external suppliers and partners. This identification is based on strategic objectives and core competencies of the organization and the strengths of suppliers and partners;

2.1.2. Strategic objectives

a) Main strategic objectives

- The organization sets specific strategic goals for key areas such as financial performance, human resource development, process improvement, emphasizing product and goods goals;

- Strategic objectives and plans of organizations and enterprises can be quantified and oriented towards the future. The timeframes to achieve these objectives are clearly defined.

b) Consideration of interrelationships

- The organization's strategic goals achieve a balance between: short-term and long-term needs, requirements of all major stakeholders (customers, workforce, shareholders, partners), and addressing strategic challenges while leveraging core competencies and strategic opportunities;

- Organizations and enterprises use comparisons and benchmarking for main strategic objectives to be able to outperform competitors or lead the industry.

2.2. Implementation of strategy

2.2.1. Development and deployment of action plans

a) Action plans

- Organizations and enterprises develop detailed short-term and long-term action plans that align with strategic objectives and balance with existing resources;

- Action plans are developed based on analysis of past goals and results and are used as a roadmap for daily decision-making.

b) Execution of action plans

- The organization implements action plans at all levels and translates organizational goals into unit, department, and individual goals to ensure the achievement of strategic goals.

- Action plans may also be deployed to suppliers and key partners when necessary.

c) Allocation of resources

Organizations and enterprises systematically allocate financial and non-financial resources (technology, infrastructure) to support the completion of action plans while still meeting current production and business activities.

d) Workforce plans

Workforce plans aimed at implementing strategies are built based on strategic goals and action plans. These plans address the necessary capabilities and skills of the current workforce and potential future impacts (such as recruitment, training, retraining, appointments, rotation, transfer...).

đ) Performance metrics

- Organizations and enterprises establish clear and relevant indicators to track the results and effectiveness of action plans. These indicators are linked and communicated down to all levels;

- Every member understands their role and has a method to monitor progress in implementing and achieving action plans.

e) Expected performance

- Organizations and enterprises determine their own expected performance and that of competitors;

- Organizations and enterprises must also have specific action plans to clearly identify the gap between their expected performance compared to competitors, as well as demonstrate how to address this.

2.2.2. Adjustment of action plans

Organizational and enterprise action plans will be systematically adjusted if circumstances require plan modifications and prompt implementation of new action plans.

3. Customers

3.1. Listening and identifying products, goods to meet customer needs

3.1.1. Listening to customers

a) Current customers

- Organizations and enterprises establish systematic processes and utilize various appropriate channels (such as market information, market surveys, customer service staff, etc.) to proactively seek and track customer feedback on product quality, goods, customer support activities, and transactions throughout the customer lifecycle/product usage lifecycle...

- Customer feedback is collected, compiled, and analyzed to promote necessary improvements according to different expectations throughout the customer lifecycle/product usage lifecycle.

b) Potential customers

Organizations and enterprises have systematic processes to listen to potential customers and competitors' customers to obtain useful information about products, goods, customer support activities, and transactions.

3.1.2. Customer segmentation and product, goods recommendations

a) Customer segmentation

- Organizations and enterprises use customer, market, and product, goods information to identify and segment current and future target customer groups and markets;

- Organizations and enterprises determine the target customer groups and market segments they need to pursue for business growth.

b) Product, goods recommendations

- Organizations and enterprises integrate customer requirements and expectations into the product, goods development process to meet requirements and exceed customer expectations;

- Organizations and enterprises have systematic processes to determine the timing for providing, adjusting, or improving, innovating products, goods to expand or penetrate new markets.

3.2. Building relationships and enhancing customer experience

3.2.1. Customer experience

a) Relationship management

- Organizations and enterprises place customers at the center of their business model and culture; collaborate with customers to create and improve their own experiences; meet requirements and exceed expectations at each stage of the customer lifecycle/product usage lifecycle;

- Organizations and enterprises have a systematic process to determine when to improve interaction methods with customers to always meet their needs;

- Organizations and enterprises have a systematic process to manage and enhance their image and brand.

b) Customer access and support

- Organizations and enterprises ensure that customer access and support are carried out easily, quickly, and effectively. Information about products, goods, support activities, and transactions of organizations and enterprises to current and potential customers is provided transparently and easily accessible through various channels and methods;

- Organizations and enterprises have a systematic process to ensure that customer requests and expectations are received and processed promptly and appropriately;

- Customer-facing employees are trained and capable of answering questions or resolving customer issues effectively to enhance the customer experience.

c) Customer complaint management

- Organizations and enterprises have a systematic customer complaint resolution process, ensuring quick and effective handling of customer complaints;

- Complaint information and data are compiled and analyzed to identify and eliminate root causes and used to promote improvement plans.

d) Fair treatment

Organizations and enterprises ensure that customer service is provided fairly according to the level of service for each customer group, market segment.

3.2.2. Determining customer satisfaction, dissatisfaction, and loyalty

- Organizations and enterprises determine customer satisfaction, dissatisfaction, and loyalty through various methods (e.g., customer surveys, feedback, complaints, praise, ...);

- Data on customer satisfaction, dissatisfaction, and loyalty is used to take specific actions to address the root causes of complaints or dissatisfaction, thereby strengthening customer loyalty;

- Organizations and enterprises compare customer satisfaction and dissatisfaction levels with competitors or leading organizations.

4. Measurement, analysis, and knowledge management

4.1. Measuring, analyzing, reviewing, and improving performance

4.1.1. Performance measurement

a) Performance metrics

- Organizations and enterprises establish criteria for selecting data and implement them at all levels within the organization to enable units and departments to collect necessary data;

- Organizations and enterprises have systematic processes for collecting and integrating data and information to support daily operations and short-term and long-term decision-making processes;

- The collected data and information are relevant to action plans, strategic objectives, and overall directions of the organization or enterprise;

- Organizations and enterprises have processes for selecting, collecting, and using benchmark or comparative data as a means of continuously innovating and improving internal processes and performance;

b) Comparative Data

Organizations and enterprises establish criteria for selecting sources and types of comparative data to serve the review of their own data and information;

4.1.2. Analysis, Review, and Improvement of Performance

- Organizations and enterprises have a process for selecting, managing, and using appropriate analytical tools and methods (such as statistics, modeling, big data analysis, AI applications...) suitable for decision-making needs. At the same time, ensuring that tools and analyses are used efficiently, appropriately for the needs, capabilities, and responsibilities of each user;

- Each level within organizations and enterprises regularly reviews its performance, compares it with set targets, and makes appropriate adjustments at the unit or department level. Analysis results are promptly communicated to the competent authority, serving as a basis for adjustment decisions;

- Management systematically reviews the performance of organizations and enterprises at all levels, uses these reviews to make decisions or adjustments to be able to respond quickly to changing organizational needs;

- Organizations and enterprises use a systematic improvement toolset to improve the entire organization and enterprise. Ensuring that all employees are trained and regularly use improvement tools to enhance performance;

4.2. Information and Intellectual Property Asset Management

4.2.1. Data and Information

a) Quality of Data and Information

- Organizations and enterprises have systematic processes to ensure the completeness, accuracy, timeliness, and security of data and information;

- There are practical digital transformation solutions or applications in information management activities and operational management within the organization or enterprise;

- Establishing a data governance framework: data owners, data quality standards, data lifecycle, traceability logs, data classification (sensitive/non-sensitive);

- Implementing data quality measurement (completeness, correctness, timeliness, consistency) and mechanisms to handle discrepancies;

- Applying advanced analytics/AI at an appropriate level to optimize operations, quality, maintenance, forecasting, etc.;

b) Readiness of Data and Information

- Access control systems, data and information update rules, and regulations are defined and controlled;

- Data and information are formatted in a user-friendly manner, ensuring appropriate accessibility for all workforce, suppliers, partners, and key customers based on needs and permitted levels;

c) Cybersecurity

- Organizations and enterprises ensure that their information technology systems are reliable and user-friendly;

- Organizations and enterprises have processes to identify, prioritize protection of core systems, and recovery plans for network incidents;

- Organizations and enterprises train and maintain employee awareness regarding security and cybersecurity responsibilities;

4.2.2. Organizational Knowledge

a) Knowledge Management

- Organizations and enterprises have a systematic process for managing the identification, collection, and rapid transfer of knowledge and expertise related to the workforce and other stakeholders to support decision-making;

- Organizations and enterprises have the capability to analyze multi-source information and data to synthesize valuable knowledge;

- Organizations and enterprises provide knowledge and resources to integrate learning into daily activities;

b) Best Practices

- Organizations and enterprises identify and share best practices from both internal and external sources;

- Organizations and enterprises implement these practices consistently throughout the entire organization and among stakeholders;

4.2.3 Pursuing Innovation

- Organizations and enterprises have a systematic process for identifying potential innovation opportunities; prepare financial and human resources to be ready to pursue and implement important innovation ideas;

- Management encourages setting challenging goals as a foundation for promoting innovation and commits to providing resources (such as allocating funds, establishing innovation, research and development funds, rewards, etc.) to realize these innovations as well as applying risk management to manage the innovation process;

5. Workforce

5.1. Building an Effective and Supportive Working Environment for the Workforce

5.1.1. Workforce Capabilities and Competencies

a) Workforce Capability Requirements

Organizations and enterprises have a systematic process to determine the required capabilities (quantity) and competencies (skills) needed for the current and future workforce;

b) Recruitment, Training of the Workforce

Organizations and enterprises have a systematic process for recruiting, training, and retaining new employees;

c) Workforce Changes

Organizations and enterprises have a systematic approach to preparing and addressing changes in the workforce to meet organizational restructuring, technological, and production scale requirements; including planning to minimize the impact of staff reductions;

d) Job Execution

Organizations and enterprises use a systematic process to organize and manage the workforce to promote workforce performance beyond expectations; achieve the goals set in the action plan. At the same time, ensuring that the work of organizations and enterprises is completed; aligning with core competencies; reinforcing a customer-centric orientation;

5.1.2 Workplace Environment

a) Workplace Environment

Organizations and enterprises care about the safety, happiness, and morale of the workforce through proactive resolution of workplace environment factors such as security, safety, and health, building a trust-based workplace culture;

b) Compensation and Benefits for the Workforce

Organizations and enterprises establish clear and appropriate salary, bonus, welfare, and recognition systems tailored to the needs of workers in each job category, aiming to boost high performance and workforce engagement;

5.2. Maintaining and Achieving High Workforce Engagement

5.2.1. Assessing Workforce Engagement

a) Promoting Engagement

Organizations and enterprises have systematic processes to identify engagement factors and promote each group or segment of the workforce;

b) Measuring Engagement

- Organizations and enterprises use systematic processes to measure workforce satisfaction, loyalty, and engagement;

- Organizations and enterprises assess key factors influencing workforce motivation and engagement across specific segments. Based on indicators such as tenure, turnover, resignation, absenteeism, complaints, lawsuits, reflections, safety incidents, and productivity..., organizations and enterprises will take appropriate actions to enhance workforce engagement;

- Organizations and enterprises systematically link workforce engagement levels with business outcomes, using these relationships to identify opportunities to improve workforce engagement and business results;

5.2.2. Organizational Culture

- Core values of the organization or enterprise are reflected through workforce behaviors that shape the distinctive organizational culture;

- The organizational culture accepts changes for sustainable development;

5.2.3. Managing and Developing Performance

a) Performance Management

- The performance management system of organizations and enterprises has interaction between management and employees. Organizations and enterprises ensure that the performance management system supports the achievement of strategic goals and core competencies of the organization and enterprise;

- Employees are rewarded and recognized when they demonstrate expected behaviors (such as focusing on business, customers) and achieve their targets.

b) Performance Development

- The organization, enterprise establishes systematic processes for training, coaching, evaluating results to meet individual career development needs and organizational requirements;

- Learning and career development of the workforce are linked to the core capabilities of the organization, enterprise and the achievement of action plan objectives;

- The organization, enterprise ensures that leadership and employees have opportunities to propose training and capability development needs;

- Updating knowledge and new skills are carried out systematically and consistently during the work process;

- The organization, enterprise periodically evaluates the effectiveness of the training and capability development system for both leadership teams and the workforce.

c) Career Development and Succession Planning

Organizations and enterprises have a clear promotion path and succession plan for the entire workforce (including management, key positions). The workforce understands their roles, expectations, and requirements for advancement;

d) Fairness and Inclusion

The management, performance development, and career development processes at the organization, enterprise reflect fairness, inclusiveness, and non-discrimination.

6. Operations

6.1. Design, manage, and improve primary products, goods, and working processes

6.1.1. Product, Goods, and Process Design

a) Product, Goods Requirements

The organization, enterprise uses customer and stakeholder requirements and expectations as the basis for product development and innovation improvements.

b) Product, Goods Design

Organizations and enterprises use a systematic process to determine the characteristics of products and goods that meet or exceed customer expectations and legal requirements. The design process considers and integrates new technology, innovation, and risk assessment (including economic, environmental, and social impacts);

c) Process Requirements

The organization, enterprise clearly defines primary operational processes and supporting processes, setting requirements for these processes.

d) Process Design

- Organizations and enterprises use a systematic process to design the creation and supply of products and goods to customers, ensuring the promotion of core competencies of the organization and enterprise as well as integration with the strengths of suppliers, partners, and other stakeholders;

- The organization, enterprise establishes performance measurement indicators and control points to ensure stability in operations.

6.1.2. Management and Improvement of Processes

a) Process Implementation

When implementing working processes, the organization, enterprise takes continuous control and improvement measures to prevent errors, reduce warranty costs, or losses for customers.

b) Process Improvement

Key work processes are continuously improved to provide value to customers, enhance efficiency, reduce waste, and strengthen operational process capabilities to achieve organizational success and sustainable development;

6.2. Effective Management of Activities

6.2.1. Effectiveness and Efficiency of Activities

- The organization, enterprise incorporates productivity, product lifecycle, and other efficiency factors into the design and operation of working processes;

- Organizations and enterprises use effective control measures for processes to minimize inspection and testing costs; reduce waste, prevent errors; minimize maintenance and repair operation costs.

6.2.2. Supply Chain Management

- The organization, enterprise establishes standards for selecting, evaluating, and managing the performance of suppliers to meet its operational needs and enhance customer satisfaction;

- The organization, enterprise establishes mechanisms for two-way information exchange and feedback with suppliers to promote mutual improvement;

- An organization or enterprise provides information about its own expectations and those related to social and environmental impacts, and sends feedback (if any) to suppliers to help them improve their capabilities; it has mechanisms for handling underperforming suppliers.

- Digitalize supplier management: digital records, digital evaluations, real-time quality input alerts;

- Traceability by batch/unit; transparency of quality information to customers/partners (if necessary).

6.2.3. Business Continuity, Safety, and Risk Management

a) Safety:

- The organization, enterprise has security, safety, and health at work indicators to assess performance and improvement targets;

- An organization or enterprise implements regulations to ensure security, safety, and health for the workforce and relevant parties in the workplace; establishes a system for proactive accident monitoring and prevention; has regular and spot-check mechanisms for workplace safety conditions.

- The organization, enterprise has a systematic process to analyze root causes of incidents or accidents, and issue remediation plans.

b) Business Continuity and Resilience

- An organization or enterprise has a systematic process to identify and assess potential risks (disasters, emergency situations, operational disruptions, etc.) to proactively prepare and prevent such risks, ensuring that core activities and products are not interrupted when incidents occur. These plans take into account customer needs as well as the workforce and supply chain.

- An organization or enterprise establishes backup systems to protect assets, infrastructure, and information security. At the same time, it has clear recovery plans following disruptions, including analyzing opportunities for innovation or business model transformation to adapt to new circumstances.

c) Risk Management

- An organization or enterprise sets up an overall risk tracking index, comprehensively monitoring all operational processes (including areas such as legal compliance and regulations; products and goods; workforce; finance; technology; supply chain, etc.), serving as a basis for adjusting production and business plans and organizational action plans.

- There is secure information governance for critical digital assets; role-based access control; digital supplier management;

- There is a continuous business plan (BCP/DRP) for core digital systems; regular drills; measure RTO/RPO indicators;

- There is a detection-response-remediation mechanism; configuration management, patching, backups, monitoring.

7. Results

7.1. Leadership and Governance Results

a) Leadership

- Indicators of plan completion;

- Indicators of engagement and meetings with stakeholders (customers, suppliers, workforce, etc.);

- Other indicators (if applicable).

b) Governance

- Indicators of governance system effectiveness (internal or third-party audits, findings, non-conformities...);

- A minimum set of digital transformation result indicators includes four groups: operational efficiency, quality, customers, information security/resilience.

c) Legal Compliance and Regulations

- Indicators of legal and regulatory compliance (compliance with legal and regulatory requirements related to products, goods, and business activities);

- Implement reports as required by state management agencies, inspections, and audits, fulfill obligations to the state and local authorities...;

- Other indicators (if applicable).

d) Ethics

- Indicators of ethics (implementation of conduct rules, violations of internal regulations, discipline, laws, community support, charity...);

- Other indicators (if applicable).

đ) Social Contribution

Indicators of social contribution and community support.

7.2. Financial and Strategic Results

a) Financial Results

- Financial performance indicators;

- Financial efficiency achieved in recent years;

- Other indicators (if applicable).

b) Results of implementing strategy and innovation

- Indicators on the achievement of strategic objectives;

- Indicators on the level of completion of action plans;

- Innovation initiatives applied and results obtained;

- Other indicators (if applicable).

7.3. Labor force results

a) Results regarding the capability and capacity of the labor force

- Indicators on the implementation of human resource plans;

- Indicators on the implementation of capacity plans (for example, the ratio of staff meeting capacity requirements...);

- Other indicators (if applicable).

b) Results regarding the working environment

- Indicators on the workplace environment;

- Indicators on compensation and benefits (healthcare, medical care, remuneration, benefits, safety...);

- Other indicators (if applicable).

c) Employee retention and engagement

- Indicators on the stability of the labor force (for example, staff turnover, tenure...);

- Indicators on the motivation of the labor force (for example, the ratio of initiative contributions, participation in common activities, volunteer work, social activities, movements...);

- Other indicators (if applicable).

d) Labor force development

- Indicators on training, instruction, and job mentoring for the labor force;

- Indicators on annual rewards and promotions for employees;

- Other indicators (if applicable).

Part II

VALUE AND PRINCIPLES OF SCORING 

I. VALUE OF THE SCORE:

II. SCORING PRINCIPLES

1. Scoring principles

The scoring for organizations and businesses participating in the National Quality Award is based on two aspects:

- Aspects related to"Process";

- Aspects related to"Results".

The scoring system for the process aspect involves evaluating four factors (access, implementation, continuous improvement, and consistency), considering important issues for the evaluated organization or enterprise using the specified grading scale (see Table 1). The four factors mentioned above are fundamental for assessing and providing feedback. The most critical areas that organizations or enterprises should highlight in their participation reports include major customer requirements, competitive environment, strategic goals, and action plans.

The scoring system for the outcome aspect aims to evaluate the main operational results of the organization or enterprise, focusing primarily on measuring performance at the output stage. Results need to be balanced for all stakeholders of the organization or enterprise, such as customers, employees, shareholders, suppliers, society, and community. Balancing operational measures helps in setting short-term and long-term priorities to monitor actual operations and focus on improving outcomes. The review and feedback from evaluators depend on the content and completeness in meeting the organization's or enterprise's outcome criteria.

The score for each criterion aspect = Total points of the criterion aspect x percentage score of the criterion aspect. For example, if the total score for criterion aspect 1.1, which is the way leadership guides the organization, is 65 points, and the percentage score given by the evaluation team is 80%, then the score for this criterion aspect will be 65 x 80% = 52 points.

2. Evaluation and scoring factors

2.1. Aspects related to "Process"

"Process" refers to the methods used and improved by the organization or enterprise to meet the requirements of the criteria, relating to the description of the implementation process. Four factors are used to evaluate the process aspect:approach(Approach),deployment(Deployment),continuous improvement(Learning) andintegration(Integration).

a) "Approach" refers to:

- Methods used to complete processes;

- Suitability of methods to the requirements of each criterion aspect;

- Effectiveness of the organization's and business's use of these methods;

- The extent to which each approach can be repeated and based on reliable data and information (i.e., systematic).

b) "Deployment" refers to:

- The approach applied to meet the requirements of relevant and important criterion aspects for the organization and business;

- Consistent application of the approach;

- Use of the approach by all appropriate units and departments.

c) "Continuous Improvement" refers to:

- Improvement through cycles of assessment and improvement;

- Encouraging changes in organizational and business activities;

- Sharing improvements and innovations with relevant units, departments, and processes within the organization and business.

d) "Integration" refers to:

- Linking the approach to the organization and business's identified needs in the introduction report as well as other process aspects;

- A measurement, information, and improvement system integrated throughout processes and units within the organization and business;

- Plans, processes, results, analyses, knowledge enhancement, and actions are harmonized throughout the organization or enterprise's processes and units to support overall organizational goals.

Table 1: Guidance for Evaluating and Scoring Process Aspects

2.2. Criteria for "Results"

"Results" refers tooutputsandresultsof the organization in achieving the requirements of related criteria describing results. Four factors are used to evaluate results arelevel(Le - Levels),trend(T - Trends),comparison(C - Comparisons) andintegration(I - Integration):

a) "Level" refers to:

The current level of activity at the organization.

b) "Trend" refers to:

- The speed of improving operational efficiency or the sustainability of efficient operations (that is, the slope of trend data) at the organization;

- The scale (that is, the scope of implementation) of operational results at the organization.

c) "Comparison" refers to:

- The situation of the organization's operations compared to competitors or similar organizations;

- The situation of the organization's operations relative to benchmark comparisons or leading organizations in the industry.

d) "Integration" refers to:

- Measuring results (usually through segmentation) focuses on key customers, products, and services; market activity requirements, processes, and action plans identified in the organization or enterprise's introduction report and in the organization or enterprise's process categories.

- Organizational results including future performance indicators;

- Organizational results integrated and consistent across processes and units within the organization to support overall organizational goals.

Table 2: Guidance for Evaluating and Scoring Aspects of Results

 

ANNEX II

APPLICATION FOR NATIONAL QUALITY AWARD
(Attached to Circular No. 03/2026/TT-BKHCN dated February 12, 2026, issued by the Minister of Science and Technology)

1. Full name of the organization:

............................................................................................................................................

............................................................................................................................................

Address: …

............................................................................................................................................

Phone: …

............................................................................................................................................

Website: …

Email: …

2. If the organization is part of another organization, please provide the following information:

Name of the parent organization: …

Address: …

Phone: …

Email: …

Website: …

3. Contact person:

Name: …

Position: …

Phone: …

Email: …

4. Main field of operation:

............................................................................................................................................

............................................................................................................................................

5. Management systems, productivity and quality tools currently in use:

ISO 9001☐ISO 14001☐ISO 22000☐ISO 45000☐ISO 50001☐

ISO 27001☐HACCP☐5S☐Kaizen☐KPI☐Lean☐6 Sigma☐

Other …

.....................................................................................................................................

.........................................................................................................................................

6. Years winning National Quality Award, Asia-Pacific Quality Award:

7. Total revenue in the last three years:

8. Products registered for participation:

8.1. First product:

Product name:…

- Standards and technical regulations currently applicable to products and goods: ...

...........................................................................................................................................

- Brief description of the quality, reliability, superiority, or uniqueness of the product or good; the excellence of the product or good participating in the National Quality Award:

...........................................................................................................................................

...........................................................................................................................................

...........................................................................................................................................

8.2. Product, good (second):

Name of product, good: ...

- Standards and technical regulations currently applicable to products and goods: ...

...........................................................................................................................................

- Brief description of the quality, reliability, superiority, or uniqueness of the product or good; the excellence of the product or good participating in the National Quality Award:

...........................................................................................................................................

...........................................................................................................................................

8.3. Product, good (n-th):

Name of product, good: ...

- Standards and technical regulations currently applicable to products and goods: ...

...........................................................................................................................................

- Brief description of the quality, reliability, superiority, or uniqueness of the product or good; the excellence of the product or good participating in the National Quality Award:

...........................................................................................................................................

...........................................................................................................................................

We hereby certify that the above information is entirely accurate.

 

 

ANNEX III

TEMPLATE FOR THE REPORT TO PARTICIPATE IN THE NATIONAL QUALITY AWARD
(Attached to Circular No. 03/2026/TT-BKHCN dated February 12, 2026, issued by the Minister of Science and Technology) 

Part I

INTRODUCTION TO THE ORGANIZATION/BUSINESS 

1. Description of the organization/business

1.1. Organizational/business environment

a) Products and goods provided

b) Mission, vision, core values, and culture

c) Workforce profile

d) Assets

đ) Legal environment

2. Strategic context of the organization/business

2.1. Competitive environment

a) Competitive position

b) Changes in competitiveness

c) Comparative data

2.2. Strategic context

2.3. Performance improvement system

Part II

SELF-EVALUATION REPORT 

1. Leadership

1.1. The way leadership guides the organization/business

1.1.1. Mission, vision, and core values

a) Establishing mission, vision, and core values

b) Promoting compliance with laws and ethical behavior

1.1.2. Information Exchange

1.1.3. Promoting organizational/business performance focus

a) Creating a Successful Environment

b) Creating an Action-Oriented Environment

1.2. ||| Management of the organization, enterprise and contribution to society

1.2.1. Organizational management

a) Management system

b) Performance evaluation

c) Organizational, enterprise performance

1.2.2. Compliance with laws and ethical behavior

a) Compliance with laws and regulations

b) Ethical behavior

1.2.3. Contribution to society

a) Social benefits

b) Community support

2. Strategy

2.1. Strategy development

2.1.1. Strategy development process

a) Strategic planning process

b) Content of strategy

c) Strategic opportunities and risk management

d) Outsourcing and core capabilities

2.1.2. Strategic objectives

a) Main strategic objectives

b) Consideration of interrelationships

2.2. Implementation of strategy

2.2.1. Development and deployment of action plans

a) Action plans

b) Execution of action plans

c) Allocation of resources

d) Workforce plans

đ) Performance metrics

e) Expected performance

2.2.2. Adjustment of action plans

3. Customers

3.1. Listening and identifying products, goods to meet customer needs

3.1.1. Listening to customers

a) Current customers

b) Potential customers

3.1.2. Customer segmentation and product, goods recommendations

a) Customer segmentation

b) Product, goods recommendations

3.2. Building relationships and enhancing customer experience

3.2.1. Customer experience

a) Relationship management

b) Customer access and support

c) Customer complaint management

d) Fair treatment

3.2.2. Determining customer satisfaction, dissatisfaction, and loyalty

4. Measurement, analysis, and knowledge management

4.1. Measuring, analyzing, reviewing, and improving performance

4.1.1. Performance measurement

a) Performance metrics

b) Comparative Data

4.1.2. Analysis, Review, and Improvement of Performance

4.2. Information and Intellectual Property Asset Management

4.2.1. Data and Information

a) Quality of Data and Information

b) Readiness of Data and Information

c) Cybersecurity

4.2.2. Organizational Knowledge

a) Knowledge Management

b) Best Practices

4.2.3 Pursuing innovation

5. Workforce.

5.1. Building an Effective and Supportive Working Environment for the Workforce

5.1.1. Workforce Capabilities and Competencies

a) Workforce Capability Requirements

b) Recruitment, Training of the Workforce

c) Workforce Changes

d) Job Execution

5.1.2 Workplace environment

a) Workplace Environment

b) Compensation and Benefits for the Workforce

5.2. Maintaining and Achieving High Workforce Engagement

5.2.1. Assessing Workforce Engagement

a) Promoting Engagement

b) Measuring Engagement

5.2.2. Organizational Culture

5.2.3. Managing and Developing Performance

a) Performance Management

b) Performance Development

c) Career Development and Succession Planning

d) Fairness and Inclusion

6. Operations

6.1. Design, manage, and improve primary products, goods, and working processes

6.1.1. Product, Goods, and Process Design

a) Product, Goods Requirements

b) Product, Goods Design

c) Process Requirements

d) Process Design

6.1.2. Management and process improvement

a) Process Implementation

b) Process Improvement

6.2. Effective operation management

6.2.1. Effectiveness and efficiency of operations

6.2.2. Supply Chain Management

6.2.3. Business Continuity, Safety, and Risk Management

a) Safety

b) Business Continuity and Resilience

c) Risk Management

7. Results

7.1. Product and process results

a) Product and good results

b) Process effectiveness and efficiency results

c) Supply chain management results

7.2. Results Regarding Customers

a) Customer satisfaction

b) Customer loyalty

7.3. Workforce

a) Results regarding the capability and capacity of the labor force

b) Workplace environment

d) Labor force development

7.4. Leadership and Governance Results

a) Leadership

b) Governance

c) Legal Compliance and Regulations

d) Ethics

7.5. Financial and Strategic Results

a) Financial Results

b) Market results

c) Implementation and innovation results

 

ANNEX IV

TEMPLATE FOR THE NATIONAL QUALITY AWARD EMBLEM, NATIONAL QUALITY AWARD TROPHY, CONTENT OF THE CERTIFICATE FOR PRODUCTS AND GOODS WINNING THE NATIONAL QUALITY AWARD
(Attached to Circular No. 03/2026/TT-BKHCN dated February 12, 2026, issued by the Minister of Science and Technology)

 

1. Template and presentation method for the National Quality Award emblem

1.1. National Quality Award emblem template

Figure 1: Shape of the National Quality Award emblem

Note:

The lower part of the text "XXXXXXXXX" displays the name of the National Quality Award in Vietnamese or English, without serifs.

Specifically as follows:

 

1.2. Presentation method of the National Quality Award emblem on products, goods, and publications of organizations and businesses with award-winning products and goods

Figure 2: Presentation method of the National Quality Award emblem on products,
goods, and publications of organizations and businesses with award-winning products and goods

Note:

1) The YYYY character at the top left corner of the emblem indicates the year the product or goods won the award. Organizations or enterprises using this emblem must clearly indicate the winning year at the top left corner of the emblem.

2) The lower part of the text "XXXXXXXXX" shows the type of award given to the product or good of the organization or business. The content is displayed in Vietnamese or English, without serifs.

Specifically as follows:

 

2. Trophy template for the National Quality Award

2.1. Shape and size of the National Quality Gold Award trophy

Figure 2.1. Front and side shape and size of the National Quality Gold Award trophy

 

2.2. Shape and size of the National Quality Silver Award trophy

Figure 2.2. Front and side shape and size of the National Quality Silver Award trophy

 

3. Content of the certificate for products and goods winning the National Quality Award

3.1. Content of the certificate for products and goods winning the National Quality Gold Award

 

3.2. Content of the certificate for products and goods winning the National Quality Silver Award