Green export

Under limited resources, converting an entire farming area or factory to meet Voluntary Sustainability Standards (VSS) at once can drive up costs and risks significantly. The lean startup mindset offers a more sustainable path: start small with a micro-lot (5–10% of output), segregate product streams to prevent mixing, learn by doing, collect real data, and then scale selectively. This aligns with the Build–Measure–Learn principle: instead of lengthy planning, build a “minimum viable product” (MVP) — a pilot batch — measure technical, commercial, and impact indicators, and learn to adjust or pivot before scaling. This approach, systematized in Lean Startup, has proven effective in reducing waste and accelerating market fit.

Micro-lot: A Laboratory for New Business Models

In the specialty coffee industry, a micro-lot refers to a traceable, segregated batch — distinct in origin and process. Its value lies not in size but in controlled, consistent, and transparent management — enabling storytelling, pricing experiments, and new customer relationships.

In supply chain terms, a micro-lot only adds value when its identity is preserved throughout: physical segregation, dedicated records and logs, batch labeling, and controlled handovers — the logic behind identity preservation, segregation, and traceability in agri-food systems.

Segregation: Turning Data into Assets

“Segregation” is essential to prevent micro-lots from dissolving into bulk commodities. Traceability frameworks like ISO 22005 and GS1 GTS emphasize systems for recording and linking each node in the chain to specific batches. Simply put: no segregation, no traceability; no traceability, no value differentiation.

With new regulations such as the EUDR requiring plot-level geolocation and recordkeeping, segregation becomes a must-have for market access. It should be seen not as a cost, but as an investment in data assets that strengthen buyer negotiations.

Micro-lot as an MVP in the Build–Measure–Learn Cycle

Build – Identify a manageable lot (5–10% output) with uniform variety, ripeness, and process. Design a short SOP, assign batch codes, allocate separate storage, and record in simple digital logs (Google Sheets/Excel). This is your MVP — small, distinct, and low-cost to test and learn quickly.

Measure – Select a minimal set of indicators in three layers:

• Technical: moisture/defect rate, MRL/microbiology test results, SOP compliance rate.
• Commercial: offer vs. accepted price, deal closure speed, contract terms.
• Impact/ESG: water/fertilizer reduction, PPE use, farmer feedback.

Focus on actionable metrics — numbers that drive decisions — not vanity statistics.

Learn – Compare unit price differentials, added costs, and risk reductions between micro-lots and bulk batches. If results fall short, pivot: target a new customer segment, adjust processing, or refine the product story and packaging. The B–M–L loop helps avoid “big spend first, lessons later.”

Premium Potential: “Different Enough” and “Clean Enough”

Evidence from specialty markets shows genuine potential: micro-lot prices often exceed local or bulk prices by 74–327%. Yet, premiums aren’t automatic — they depend on sensory quality, traceability storytelling, and batch uniformity.

Still, the “tuition cost” must be acknowledged: segregation reduces blending flexibility and raises management costs. The premium must offset this loss — a reality highlighted by coffee market analysts.

Designing Micro-lots as Business Model Experiments

A micro-lot is a sandbox for testing all business model variables:

• Customer segment: experiment with direct sales to roasters or high-end chains instead of bulk traders.
• Value proposition: offer “uniform–traceable–ESG story” instead of “cheap–fast.”
• Channels & relationships: small but recurring contracts; season-on-season improvements; price differentiation by quality score.
• Revenue & cost structure: separate accounting to identify the “premium break-even point.”
• Impact (E–S–G): measure water savings, reduced chemical use, safety improvements, and data credibility.

This design fits Lean philosophy: test fast – learn fast – iterate fast instead of perfect plans first.

Suggested 90–180–360-Day Roadmap

• 90 days: select a micro-lot; create short SOPs, batch codes, and separate storage; log data and photos via Google Sheets/Excel for collaboration.
• 180 days: measure key indicators (technical, commercial, impact); conduct representative lab tests (MRL/microbiology); test tiered pricing with 2–3 buyers.
• 360 days: review the B–M–L loop; scale selectively (from 5–10% to 20–30% of output) if premium–risk–cost results are positive; align with ISO 22005/GS1 standards for full traceability and VSS readiness.

Common Risks & Mitigation

• Micro-lot without segregation: loss of identity → loss of premium. → Solution: strict labeling, separate storage, handover documentation per ISO 22005/GS1.
• Tracking vanity metrics: attractive numbers that don’t guide action. → Solution: focus on 5–7 actionable indicators tied to pricing, volume, or cost decisions.
• Premium not offsetting costs: weak story or quality differentiation.→ Solution: improve process, pivot customer segment, or refine product/packaging.

Micro-lot and segregation are not just technical measures — they reflect a Lean experimentation mindset: Build–Measure–Learn. Start small to learn fast; standardize data and processes for reliability; scale up with evidence. When micro-lots deliver measurable differentiation, firms both unlock premiums and shorten their path to VSS compliance — since the hardest part (data discipline and traceability) is built from day one.

References
Blank, S. (2013). Why the lean start-up changes everything. Harvard Business Review.

https://hbr.org/2013/05/why-the-lean-start-up-changes-everything (Harvard Business Review)

Blank, S. (2013). Free reprints of “Why the Lean Startup Changes Everything”. Steve Blank Blog.

https://steveblank.com/2013/05/06/free-reprints-of-why-the-lean-startup-... (Steve Blank)

ISO. (2007). ISO 22005:2007—Traceability in the feed and food chain.

https://www.iso.org/standard/36297.html (ISO)

ISO. (2007). ISO 22005:2007 (online browsing platform) — principles & requirements.

https://www.iso.org/obp/ui/ (ISO)

GS1. (2021). GS1 Global Traceability Standard (GTS).

https://www.gs1.org/standards/gs1-global-traceability-standard/current-s... (GS1)

GS1. (2017). GS1 Global Traceability Standard (PDF).

https://www.gs1.org/sites/default/files/docs/traceability/GS1_Global_Tra... (GS1)

European Commission. (n.d.). Traceability and geolocation of commodities subject to EUDR.

https://green-forum.ec.europa.eu/nature-and-biodiversity/deforestation-r...

Driven Coffee. (2024). What is microlot coffee, and what makes it special?

https://www.drivencoffee.com/blogs/blog/what-is-microlot-coffee (Driven Coffee)

Perfect Daily Grind. (2020). What is a micro lot in specialty coffee?

https://perfectdailygrind.com/2020/04/what-is-a-micro-lot-in-specialty-c... (Perfect Daily Grind)

Coffeelands/CRS. (2013, June 26). The economic impacts of microlots.

https://coffeelands.crs.org/2013/06/367-the-economic-impacts-of-microlots/ (coffeelands.crs.org)

Daily Coffee News. (2013, June 26). Exploring the economic impacts of microlots….

https://dailycoffeenews.com/2013/06/26/exploring-the-economic-impacts-of... (Daily Coffee News by Roast Magazine)

Oilslick Coffee. (2023, June 18). Microlots (Coffee Prices: The Big Fix).

https://oilslickcoffee.com/economics/market/coffee-the-big-fix/ (Oil Slick Coffee)

Smyth, S., & Phillips, P. (2002). Product differentiation alternatives: Identity preservation, segregation, and traceability. AgBioForum, 5(2), 30–42.

https://agbioforum.org/wp-content/uploads/2021/02/AgBioForum_5_2_30.pdf (agbioforum.org)

Google Support. (n.d.). Share & collaborate on a spreadsheet.

https://support.google.com/a/users/answer/13309904

Microsoft Support. (n.d.). Collaborate on Excel workbooks at the same time with co-authoring.

https://support.microsoft.com/office/7152aa8b-b791-414c-a3bb-3024e46fb104 (Harvard Business Review)

(Tài liệu bổ trợ: PECB/ISO 22005 overview; GS1 chain-of-custody & DSCSA để tham chiếu mô hình truy xuất/segregation trong các chuỗi khác). (PECB)

Many businesses tend to think of VSS as a “ticket” and ESG as a “scorecard.” In reality, it should be the other way around: ESG is the operational architecture from within — it determines what you produce, how you produce it, how you manage risk, and how you measure performance. Once that internal system operates stably, VSS becomes merely a verification and standardization step — a shared language with buyers. Rigid trade barriers like MRL or EUDR will continue to exist. Therefore, to go far, businesses must turn market requirements into internal capabilities — namely, data, traceability, and SOPs (Standard Operating Procedures).

From ESG to Business Model Design and Renewal

ESG doesn’t make a business “spend more” — if done right, it helps reduce risks, stabilize operations, and enhance credibility. ESG has a profound impact on three core design blocks: value, cost–productivity, and risk–governance.

It forces us to redefine the value proposition — shifting from “cheap and fast” to “stable, transparent, and safe.” By standardizing processes (e.g., saving water, reducing inorganic inputs, segregating and tracing production flows), quality variability decreases, which in turn lowers risk costs — the often-invisible but expensive burden in export. At the same time, ESG builds a “data discipline” that enables businesses to manage technical barriers (for instance, when the default MRL is 0.01 mg/kg if a substance has no specific limit in the EU) and policy risks (as the EUDR requires geolocation of production areas and segregation between compliant and non-traceable goods).

Two Case Studies – From Field to Model

Let’s look at two real-world examples introduced by Dân Việt newspaper to understand how farmers are moving toward sustainable, green production. In practice, ESG is not a PR slogan; it is a set of technical and management decisions — covering soil, water, fertilizer, labor, and data — that lead to stable productivity, lower risk costs, and “audit readiness.”

Case 1 – A Ngum (Bahnar, Gia Lai):
Since 2022, he has eliminated synthetic chemicals, switched to organic–microbial farming, practiced intercropping, and focused on soil ecosystem health. Results: reduced pests, stable yields, over 3.5 tons of coffee beans per hectare, and nearly VND 300 million net income per year. His farm has become a community learning site, showing clear social (S) impact. In terms of the business model, he repositioned his value from “chemical-intensive, yield-driven” to “safe, consistent, ecosystem-based.” With minimal record-keeping and traceability, his natural model aligns well with VSS frameworks that emphasize soil health and farmer welfare.

Case 2 – Nguyễn An Sơn (Đắk Lắk):
Since 2020, he has adopted multi-stem pruning and drip irrigation with a weekly “nutrition menu”, achieving about 40% water savings, 15–30% less inorganic fertilizer, and five-sixths labor savings. Yields reached ≈5.5 tons/ha (about 1.5 times traditional yields), producing 130 tons in 5 years, worth about VND 8.5 billion, with nearly VND 1 billion in annual profit — along with an OCOP 3-star brand. This is ESG through precision farming: saving resources (E), ensuring labor safety (S), and enforcing procedural and data discipline (G). As a result, meeting VSS and technical requirements becomes much easier.

From Practical Cases to the VSS Roadmap

There are no “shortcuts” to VSS compliance. There are two sustainable paths:

• (i) ESG-first – transform technical and management practices to generate standardized data, or
• (ii) Micro-lot-first – start small but compliant to learn fast and minimize “tuition costs.”

Both converge on data–traceability–SOPs.

When ESG practices become routine processes, requirements like MRL, microbial limits, or EUDR become ordinary management indicators. At that point, VSS serves as a “seal of approval” verifying that the system runs effectively — not a “lifebuoy” in crisis.
Certification investment also becomes easier to budget, as actual costs depend on context and scale, including preparation, evaluation, and maintenance — not just the “audit fee.”

Seven Suggested Steps

• Step 1 – Choose “high-impact, low-cost ESG levers”: irrigation, fertilizer, post-harvest hygiene, and labor safety. Identify 2–3 measurable indicators (moisture, fertilizer dosage, PPE work hours).
• Step 2 – Standardize a small pilot process (micro-lot 5–10%): set short SOPs, assign batch codes, separate storage; do it right, fully, and consistently for one crop season.
• Step 3 – Keep disciplined minimal records: digital or paper farming logs, store input receipts, score compliance weekly.
• Step 4 – Measure core technical indicators: test 1–2 lots for MRL, microbiology, heavy metals; refine processes accordingly.
• Step 5 – Make value transparent: use QR/batch codes linked to field photos, geolocation, simplified SOPs; tell the story of “saving water/reducing fertilizer/ensuring food safety.”
• Step 6 – Cross-check with VSS and test negotiation: compare micro-lot results with 15–25 minimum criteria of a target standard; test-tiered pricing with buyers (small contracts, seasonal improvement clauses).
• Step 7 – Tell your story: share authentic, transparent experiences to build a community of practice. Consolidated data will provide a full picture when proof is needed.

These seven steps effectively “package ESG” into business modules — each creating a data asset and a new operational capability — the very elements VSS measures and customers pay for when you can prove them.

Avoid Two Common “Traps” in VSS Implementation

In reality, costs often “inflate” because of mindset traps, not the standards themselves. Businesses tend to avoid action or fall into one of these traps, turning VSS into a burden:

• Trap 1 – Substitution Trap: believing that “having certification = exemption” from technical barriers. Wrong — MRL, microbiological, and EUDR rules are hard barriers. VSS merely helps structure your processes to overcome them consistently.
• Trap 2 – Overextension Trap: adopting multiple standards before having strong data–segregation foundations. The solution is to focus on one core standard aligned with your target segment; build a solid micro-lot before expanding.

To join global value chains and retain value, businesses must turn market requirements into internal capabilities. The shortest path is to redesign the business model around ESG, then use VSS to standardize and demonstrate performance.
From A Ngum (Gia Lai) to Nguyễn An Sơn (Đắk Lắk), both cases prove that ESG is a set of technical and managerial decisions that yield stable productivity, transparent data, lower risk costs — and thereby reduce expenses and increase success probability when pursuing VSS certification.

Note: At the time of writing, the EUDR has been announced by the European Commission to be postponed for another year due to technical reasons, pending approval by the Parliament and member states — but the direction toward geolocation, traceability, and supply segregation remains unchanged.

#GreenExportMindset #GreenExport #ESG #GEVA #KisStartup

© Copyright KisStartup. Content developed under the GEVA Project – Green Export Acceleration through Voluntary Sustainability Standards (VSS). Any reproduction, citation, or reuse must credit KisStartup/GEVA.

References

• EU – MRL (0.01 mg/kg default when no specific MRL): European Commission, EU legislation on MRLs (Food Safety)
• EU – EUDR (traceability, geolocation, compliant/non-compliant segregation): European Commission Green Forum, Traceability and geolocation of commodities subject to EUDR
• EUDR – One-year postponement update: Reuters; Financial Times
• VSS – Market trends and data: ITC, State of Sustainable Markets 2023
• Certification cost structure (context-dependent): Rainforest Alliance, How Much Does Certification Cost?; Fee Catalogue for Certification Bodies
• Field example – Gia Lai (A Ngum, organic–microbial farming): Dân Việt; Báo Gia Lai
• Field example – Đắk Lắk (Nguyễn An Sơn, multi-stem, drip irrigation, OCOP 3-star): Dân Việt; Báo Đắk Lắk

When it comes to Voluntary Sustainability Standards (VSS), the most common reaction from agri-exporting businesses is: “It’s too expensive, too complicated, and the benefits aren’t immediately visible.” In the implementation of the GEVA project, we have witnessed many businesses reconsider or even abandon their plans to comply with VSS after calculating the costs. However, the real question is: should VSS be viewed merely as a burden, or can it be considered a strategic investment?

Why are VSS costs seen as the biggest barrier?

The cost of VSS certification goes far beyond the fee paid to auditing organizations. It includes the costs of changing practices, upgrading management systems, and maintaining ongoing monitoring. According to Rainforest Alliance (2024), certification costs can be grouped into three main categories:

• Preparation costs (training, process adjustments),
• Audit and monitoring costs, and
• Post-certification maintenance costs.

Combined, these make VSS a significant investment, especially for small and medium-sized enterprises (SMEs).

In addition, there are intangible but substantial costs associated with behavior change. Many cooperatives and farmers are used to chemical fertilizers, manual drying, or even mixing lots of products. When required to change, companies often face resistance from farmers within their supply chains, prolonging timelines and increasing supervision costs.

Moreover, shifting to VSS-compliant production can cause short-term yield reductions due to the exclusion of non-compliant farmers or the adjustment period under new farming practices. This translates into lost revenue while expenses rise — no wonder many firms see VSS as a “burden.”

Long-term benefits: Turning costs into investment

If we only look at direct expenses, few businesses would be motivated to pursue VSS. But from a long-term perspective, the benefits are clear in three main areas:

1. Market access and premium positioning
VSS opens doors to high-value, stable markets. The State of Sustainable Markets report (ITC/FAO/IISD, 2023) shows that the area and production under major VSS such as Fairtrade, Rainforest Alliance, and Organic continue to expand. As a result, importers and global brands increasingly prioritize certified sources. VSS-compliant firms can access demanding customers, sign long-term contracts, and reduce market loss risks.

2. Improved internal management
VSS not only addresses environmental performance but also requires data transparency, product traceability, labor compliance, food safety, and clear governance mechanisms. When properly implemented, these systems help companies reduce legal risks, enhance brand credibility, and improve operational efficiency (EdenSeven, 2023).

3. Better access to finance
Investors and financial institutions increasingly prefer companies with clear ESG reporting or VSS certification, seeing them as lower-risk and better-managed (CRIF Digital, 2024). In certain sectors, a “sustainability differential” — price premiums for certified products — is also emerging, improving profit margins per certified batch.

The economic equation: When does VSS become a smart investment?

The issue isn’t that VSS is too expensive — it’s how businesses approach it. If certification is treated as a short-term goal, costs will outweigh benefits. But if viewed as a step-by-step investment process, the returns can be significant.

A practical approach is the “micro-lot” strategy. Instead of converting entire farms or factories, businesses can apply VSS to just 5–10% of their production. This allows them to:

• Reduce upfront investment costs,
• Gather real data to demonstrate capacity to buyers,
• Test price differentials and market readiness.

Once a company proves added value from this small batch, it has a solid basis to scale up. This approach has worked well in coffee and cocoa sectors, producing premium, high-priced specialty products.

Suggested actions for businesses

To transform VSS from burden to investment, companies can follow these steps:

• Within 6 months: Review mandatory technical requirements (e.g., MRLs, food safety), and build a basic data system (farming logs, field maps, lot codes).
• Within 12 months: Pilot one micro-lot that meets VSS standards, prepare pre-certification documentation, and assess cost–benefit outcomes.
• Within 24–36 months: Expand certified production if benefits are proven, and integrate ESG principles into the business model to attract long-term capital and customers.

VSS is not a short-term, low-cost investment, but the question is not “Should we invest?” — it’s “How can we invest smartly?”
If viewed only through the lens of short-term cost, VSS is indeed a burden. But as a foundation for market expansion, management improvement, and brand credibility, it becomes a strategic investment — one that helps businesses escape the “fast export–low price” trap. Ultimately, it’s a matter of perspective: VSS can be either a cost or an opportunity, depending on a company’s long-term vision.

References

• ITC/FAO/IISD (2023). State of Sustainable Markets.
• Rainforest Alliance (2024). Certification costs and assurance system.
• EdenSeven (2023). ESG as a bolt-on vs. strategic integration.
• CRIF Digital (2024). Integrating ESG for sustainable business growth.

© Copyright by KisStartup. Content developed under the GEVA Project – Green Export Acceleration through Voluntary Sustainability Standards (VSS). Any form of reproduction, citation, or reuse must credit KisStartup/GEVA.

 

 

     

In many discussions with businesses and farming households, the GEVA project has observed a common reality: the concept of Voluntary Sustainability Standards (VSS) often causes confusion. In theory, VSS are designed as voluntary options that businesses can choose to adopt in order to demonstrate their commitment to sustainable development. However, in practice, VSS are increasingly becoming a “soft barrier” that is almost mandatory for companies wishing to enter high-value export markets. In fact, many countries have begun to formalize parts of VSS into legislation to raise production quality standards and facilitate exports.

This shift stems from changes on multiple fronts—governments, large buyers, and most importantly, consumer behavior. Many countries and economic blocs such as the European Union, the United States, Japan, and Canada have integrated sustainability standards, including VSS, into their trade and public procurement policies (ISEAL, 2023). On the private sector side, multinational corporations use VSS as a “common language” to assess and select suppliers. Therefore, even when regulations do not explicitly require a specific certification, commercial practices effectively make VSS an indispensable condition for trade.

It is important to note that achieving a VSS certification does not guarantee customs clearance. Mandatory technical barriers—such as maximum residue levels (MRL) for pesticides, microbiological tests, heavy metal checks, and food safety standards—still apply. For example, in cases where no specific MRL has been established, the EU default level is just 0.01 mg/kg—a very stringent threshold that forces farmers to change their fertilizer and pesticide practices (European Commission, 2023). In other words, VSS help standardize production processes and enhance credibility, but they do not replace mandatory legal requirements.

At the same time, new layers of requirements are emerging. A prime example is the EU Deforestation Regulation (EUDR), which obliges exporters of coffee, cocoa, wood, rubber, and other commodities to prove that their products are not linked to deforestation after December 31, 2020. This regulation requires precise geographic coordinates of the production area and a traceability system that can distinguish compliant and non-compliant batches (European Commission, 2023). Although the enforcement deadline has been extended until the end of 2025 for medium and large enterprises and until 2026 for small enterprises, the message is clear: no transparent data, no export.

In this context, many businesses have adopted short-term survival strategies—selling fast and cheap rather than investing in small but certified batches. This “survival choice” reflects three underlying factors:

• High conversion costs – including investment in data systems, staff training, and certification fees, which are a major burden for SMEs (Rainforest Alliance, 2024).
• Behavioral inertia – particularly in agriculture, where changing production habits is much harder than changing techniques.
• Short-term cash flow pressure – forcing businesses to prioritize large-volume, low-margin sales to stay afloat rather than investing in new models that take time to mature.

However, this approach cannot build long-term competitiveness. The State of Sustainable Markets report by ITC, FAO, and IISD shows that VSS-compliant agricultural areas and production volumes continue to grow annually across crops such as coffee, cocoa, and rubber (ITC/FAO/IISD, 2023). This means that early adopters are steadily gaining market trust and competitive advantage, while those focusing solely on low-cost, fast exports risk being excluded from high-quality supply chains.

The key to overcoming this challenge lies in a mindset shift. Instead of passively reacting to buyer demands, businesses should proactively embrace ESG (Environmental – Social – Governance) as a core business goal. ESG should not be viewed as a cost but as a foundation for operational efficiency, risk reduction, brand reputation, and investment opportunities (CRIF Digital, 2024; EdenSeven, 2023). Meanwhile, VSS should be regarded as a measurement and roadmap tool—helping businesses understand their current status, identify improvement areas, and transparently demonstrate progress to customers.

Initial actions do not need to be complex. Businesses and farmers can start by:

• Assessing current status: compare technical requirements of target markets with actual production conditions.
• Building a data handbook: record farming logs, maps of production areas, and participant lists.
• Product segregation: minimize mixing risks through batch codes and separate storage.
• Testing micro-lots: apply strict standards to 5–10% of production as pilot certified lots.
• Studying suitable VSS: understand core requirements before registering for certification.

In short, VSS are no longer an optional choice but have become a crucial tool for accessing export markets. At the same time, ESG must serve as an internal foundation. The shift from a “fast-and-cheap” mindset to a “proactive-and-sustainable” strategy is the only viable path for Vietnamese enterprises and farmers to increase product value and seize opportunities in global supply chains.

To assess your readiness for green transformation, you can use the tool developed by KisStartup under the GEVA project:
https://greenexport.vn/vi/bo-cong-cu-do-luong-muc-do-tuan-thu-tieu-chuan...

© Copyright by KisStartup. This content was developed within the framework of the GEVA project – Incubating and Accelerating Green Exports through Voluntary Sustainability Standards (VSS). Any reproduction, quotation, or reuse must cite KisStartup/GEVA as the source.

References
[0] ITC/FAO/IISD (2023). State of Sustainable Markets.
[2] CRIF Digital (2024). Integrating ESG for sustainable business growth.
[4] Social Value Portal (2023). Social Value and ESG: What’s the difference?
[5] EdenSeven (2023). ESG as a bolt-on vs. strategic integration.
[11] European Commission (2023). EU Deforestation Regulation (EUDR).
[13] European Commission (2023). Maximum Residue Levels (MRLs) for pesticides.
Rainforest Alliance (2024). Certification costs and assurance system.

The first training session was successfully completed and brought about certain positive effects, as the ESG concept is currently of great interest to many guests, including business owners and experts. During the training session, speaker Nguyen Diem Anh (CEO & Founder of ADN Communications Company) discussed the concepts, standards, reference frameworks, and analyzed the importance of ESG compliance to the attendees. From this, the following conclusions were drawn.

• ESG is not optional but mandatory  for businesses in the context of globalization
• Depending on the field and characteristics, each business will have different ESG compliance strategies and reference frameworks
• The commitment from the leaders and managers plays a crucial role in ESG compliance.

During the discussion, participants (including business owners, lecturers, and consulting service providers) and the speaker discussed the importance of educating and training the younger generation (students) about ESG. Businesses should not only regard providing internship opportunities to students as fulfilling a community responsibility but also recognize that the younger generation will play a crucial role in the sustainable development of businesses in the future. Therefore, businesses and universities should proactively collaborate to not only teach theoretical knowledge but also apply students' ESG knowledge in practice.
In the next three training sessions, the speaker will provide knowledge and experiences on:

• Integrating ESG to increase competitiveness for businesses;
• Practicing ESG in the financial sector and export sector;
• Practice and Application of ESG in branding for businesses;

If you are interested, please:
Register via the form: Register via the form: https://forms.gle/qnwvxwtBQKhXPzAX9;
Access the project's brochure: 
https://drive.google.com/file/d/1yOpw3kyZnYu5SR83_nDfz9MhL0eeogTg/view
—------------------------------
Any questions please contact:
Email: hello@kisstartup.com/hieult.kisstartup@gmail.com
Hotline: +84.392161403 (Mr. Hieu)