In a context where data is increasingly becoming the "lifeblood" of businesses, building an intelligent management platform is no longer an option but a necessity. Construction Corporation No. 1 – JSC (CC1) officially kicked off the Data Warehouse & Level 3 Management Reporting Project, marking a significant step in its digital transformation journey and enhancing data-driven operational capabilities.

From "data oases" to "Right - Fast - Together" governance.

Behind this event lies a common but critical bottleneck in many large-scale construction companies: scattered, inconsistent, and difficult-to-access data. At CC1, data currently exists in many different "islands," ranging from ERP systems and BIM platforms to Excel files and data generated directly on construction sites. The lack of a standardized data source causes report compilation to take many days and also poses a risk of inaccuracies, as each unit may have different interpretations of the same indicator.

Speaking at the event, Mr. Le Bao Anh, General Director of CC1, argued that the problem lies not in the lack of data within businesses, but in the fact that the data has not been properly organized and utilized. "If each place has different data and different interpretations, then we cannot optimize our operations," he emphasized.

According to CC1's leadership, this project is built around three elements: "Accurate - Fast - Collaborative". Of these, "Accurate" is the core requirement to ensure the entire system uses a unified data source.

According to Mr. Le Bao Anh, CC1 currently possesses a large amount of data from construction sites, projects, and management systems such as ERP, BIM, finance, materials, and human resources. Therefore, the core objective of the project is to build a centralized, unified data source for the entire Corporation. This will allow the leadership and all units to access a common data system with consistently understood indicators, thereby improving the quality of management and decision-making.

If "Accuracy" is the foundation, then "Speed" is the decisive factor for effectiveness. In a context where speed of decision-making is increasingly becoming a competitive advantage, relying on lengthy manual reports is no longer appropriate. "When information arrives late, opportunities may have already passed, and risks have become more serious," Mr. Le Bao Anh frankly acknowledged.

Therefore, the Level 3 Data Warehouse & Management Reporting Project was implemented to transform the manual reporting model into an automated, visual, and real-time one. This ensures that information on progress, costs, materials at the construction site, and inspection and monitoring results are fully updated on the operational platforms. This allows management to proactively monitor and identify problems earlier, thereby improving the speed and quality of decision-making.

However, the most emphasized element in CC1's leadership message was the word "Together." The CEO of CC1 stated that the Level 3 Data Warehouse & Management Reporting Project is not solely the responsibility of the IT department, but rather a system-wide management project. The requirement is close, synchronized, and responsible coordination between the system implementation unit and the data-holding departments. Units need to agree on a common understanding of the data, data entry processes, and system utilization, ensuring that information is updated promptly, accurately, and completely.

When data is standardized and visually displayed on operational platforms, managers can quickly grasp the situation and proactively address issues within their areas of responsibility. Simultaneously, this information flow is seamlessly transmitted to senior leadership, facilitating monitoring, guidance, and decision-making that is relevant to the situation.

CC1 is restructuring its data, moving towards governance using BI and AI.

Mr. Ho Thanh Binh, Director of Information Technology, stated that CC1 currently possesses a large amount of data from various systems such as ERP, BIM, Excel files, design documents, digital data, and even paper records. However, this distributed storage makes the aggregation process difficult, prone to duplication, and leads to wasted time and resources.

Notably, inconsistent data across departments poses a risk of data inaccuracies during aggregation, impacting report reliability and decision-making quality. In light of this, CC1 aims to implement a Level 3 Data Warehouse & Management Reporting Project in 2026.

"We have a lot of data, but it's difficult to gather and cross-check it. That's why this project has become a mandatory requirement," Mr. Binh emphasized.

Accordingly, the project is not just about deploying technology; it's also a transformation of the management model – from manual data processing to an intelligent, real-time operating platform. By switching to the new platform, the system will allow 24/7 control, simultaneously monitoring multiple indicators such as progress, costs, and output in real time, thereby enhancing monitoring and management capabilities.

With this new platform, CC1 aims to apply BI and AI for predictive analysis, supporting data-driven decision-making rather than relying solely on experience. He emphasized that the ultimate goal of the entire program is to establish a "single source of truth"—a standardized, unified data source for the entire Corporation—as the foundation for all future management and decision-making activities.

Regarding the coordination mechanism, the CC1 Information Technology Department will collaborate with XBOSS Technology Solutions Co., Ltd. to build and operate the platform. The operational departments and the Board of Directors will directly use and exploit the system's value. The units' responsibilities include coordinating, providing requirements, and giving feedback during the implementation process – similar to "setting the problem" for the technical team to design a suitable system, thereby ensuring the platform is built to meet actual management needs.

The project goes beyond simply building infrastructure; it also demands a shift in operational thinking across the entire system. Mr. Binh emphasized that, in this new context, each employee must not only fulfill their professional duties but also be responsible for generating data.

"Today's employees have two key values: completing their work and generating accurate, complete, and timely data. If it can be done today, it cannot be put off until tomorrow, because a one-day delay in data can cause a leader's decision to be delayed," Mr. Binh said.

From a strategic perspective, investing in the Level 3 Data Warehouse & Governance Reporting Project demonstrates that CC1 is entering a crucial transitional phase of the "data-driven governance era"—where data is no longer a byproduct but a core asset. When standardized and effectively utilized, data will help enhance transparency, optimize profitability, and control risks across the entire system.

With this move, CC1 not only solves its internal problems but also demonstrates a proactive approach in keeping pace with trends in shaping new governance standards for the construction industry – where speed, transparency, and forecasting capabilities become decisive factors in determining a company's long-term position.

Here are some more photos from the Kick-off event for the Data Warehouse Project & Level 3 Governance Reporting: