ANNUAL BUSINESS & OPERATION PLAN

Standardization – Steady Progress – Expanding Horizons for Binh My’s Sustainable Development Journey

On december 29 and 30, 2025, the Binh My Nursing Home System organized the Annual Business & Operation Plan program with the participation of the entire management team from all facilities. This event was not only an opportunity to review the achievements accomplished over the past period, but also a platform to align thinking, goals, and action plans for the next stage of development.
The program concluded with the strategic orientation for the 2026–2030 period, under the overarching message “Standardization – Steady Progress – Expanding Horizons,” reflecting Binh My’s strong determination to enhance the quality of elderly care services and to develop the system in a sustainable manner.

Looking Back on the Journey: From Operational Practice to Valuable Lessons

The Annual Business & Operation Plan is an annual activity of special significance for the Bình My Nursing Home System. It serves as a moment for the entire team to look back in an honest, practical, and comprehensive manner at what has been achieved, the existing limitations, and the challenges encountered during system operations.

Over two consecutive working days, the management team reviewed and discussed key areas, including:

• Operational effectiveness at each facility

• Elderly care and service delivery

• Human resource operations, training, and team development

• Quality management, processes, and service standards

• The ability to adapt to social changes and the increasingly high expectations of families of elderly residents

The discussions were not merely formal or theoretical, but were drawn directly from real operational experiences, specific situations, and accumulated professional insights. This practical foundation is what enables Bình Mỹ to continuously improve and mature year after year.

Two Days of Intensive Work – A Large Volume of Information with High Practical Value

Throughout January 29 and 30, 2025, the entire management team worked with high intensity, strong focus, and a deep sense of responsibility. A substantial amount of information was shared, analyzed, and discussed, including:

• Annual operational summary reports

• Evaluation of effective operational models

• Identification of risks and operational bottlenecks requiring improvement

• Proposals of solutions for specific issues

A particularly notable aspect of the program was the spirit of openness, receptiveness, and constructive dialogue maintained throughout. Every opinion was listened to and every contribution was directed toward the shared goal of improving service quality and enhancing satisfaction for both elderly residents and their families.

Positive Transformation Within the Facility Management Teams

One of the most prominent highlights of this year’s Annual Business & Operation Plan was the positive transformation observed among the management teams across the system’s facilities.

Through their presentations and discussions, it was evident that:

• Management thinking has become increasingly professional and structured

• Presentation styles were confident and clear

• Issues were analyzed based on data and real-world practice

• There was a proactive spirit of proposing solutions rather than merely reporting difficulties

This transformation not only reflects the individual growth of each manager, but also demonstrates the effectiveness of Bình Mỹ’s long-term commitment to training and human resource development.

Aligning Goals – Strategic Direction – Action Plans for the Next Phase

The Annual Business & Operation Plan goes beyond summarizing past performance; its most important purpose is to align goals, strategic direction, and action plans for the upcoming phase.

Key priorities were clearly identified:

• Placing the quality of elderly care at the core of all activities

• Developing the system on a sustainable foundation, without pursuing growth in quantity alone

• Standardizing operational processes across all facilities

• Enhancing management capabilities and professional expertise of the workforce

This alignment ensures that the entire system moves in the same direction, with each individual clearly understanding their role and responsibility within Bình Mỹ’s overall development framework.

Strategic Orientation for 2026–2030: “Standardization – Steady Progress – Expanding Horizons”

Standardization – The Foundation for Sustainable Quality

“Standardization” is placed at the forefront of Binh My’s strategic orientation for the 2026–2030 period. Binh My recognizes that only when care, operations, management, and training processes are standardized in a consistent and comprehensive manner can the system maintain stable quality and achieve long-term development.

Standardization goes beyond building procedures; it also includes:

• Standardizing service attitudes

• Standardizing professional ethics

• Standardizing elderly care skills

• Standardizing coordination and collaboration among departments

Steady Progress – Building Strongly from Within

“Steady Progress” reflects Binh My’s cautious yet persistent approach to development. Instead of rapid expansion, the system focuses on strengthening internal capabilities, enhancing team competencies, and refining care and operational models.

Each step forward is carefully considered, based on actual capacity and genuine societal needs, with the aim of ensuring stability and continuity of care for elderly residents at Binh My.

Expanding Horizons – Toward Long-Term Value

“Expanding Horizons” represents Binh My’s long-term aspiration to:

• Enhance brand positioning within the elderly care sector

• Become a trusted and professional elderly care system

• Contribute to changing societal perceptions of modern nursing home models

This is not a short-term objective, but a long-term journey that requires perseverance, unity, and sustained commitment from the entire organization.

People – The Core Element Creating Binh My’s Value

No strategy or plan can succeed without people at its heart. Binh My firmly believes that its leadership team, management staff, and all employees form the most critical foundation of the system.

They are individuals who:

• Practice their profession with patience

• Care for elderly residents with dedication

• Commit to their work with genuine compassion

It is the quiet, daily dedication of this team that has created and continues to sustain the enduring value of Binh My.

Closing with Unity, Solidarity, and Trust

The Annual Business & Operation Plan concluded not only with plans for the future, but also with a strong sense of unity, solidarity, and shared confidence in the journey ahead.

The two working days provided valuable time for listening, understanding, and sharing, helping members across the system grow closer together while embracing a common vision and shared goals.

Confidence in the Journey Ahead

Bình Mỹ firmly believes that with clear direction from the leadership and the collective effort and unity of the entire team, the goals set for 2026 and the years that follow will gradually be realized.

The journey ahead presents both challenges and opportunities. With a strong foundation, a clear strategy, and a dedicated team, Bình Mỹ stands ready to standardize in order to progress steadily, and progress steadily in order to expand its horizons, continuing to accompany elderly residents and their families on a journey of peace of mind, fulfillment, and humanity.

Bùi Anh Trung

Bùi Anh Trung là Nhà sáng lập và Người dẫn dắt Hệ thống Dưỡng lão Bình Mỹ, với hơn 14 năm kinh nghiệm trong lĩnh vực chăm sóc sức khỏe Người cao tuổi. Ông được biết đến như một người tiên phong đưa mô hình dưỡng lão hiện đại vào Việt Nam, xây dựng các quy trình chăm sóc chuẩn mực kết hợp chuyên môn y tế và thấu hiểu tâm lý người già. Dưới sự lãnh đạo của ông, Bình Mỹ đã phát triển thành một hệ thống dưỡng lão đa cơ sở tại TP.HCM, mang đến môi trường an toàn, ân cần và trân trọng cho gia đình Người cao tuổi.