Building a culture of excellence: QBE Vietnam’s 20-year journey and future
There are many attributes a high-performing work environment exerts, and there are several steps businesses must take to create one, as our North Asia business demonstrates. This December, QBE celebrates 20 years of success in Vietnam: what does a culture of excellence entail in our experience, and where should businesses start?
This December marks a significant milestone for QBE Vietnam: our 20th anniversary in a market that continues to grow, evolve, and challenge us. It’s a moment to reflect not just on our achievements, but on the values and culture that made them possible.
Over the past two decades, QBE Vietnam has led the way with several pioneering offerings. We were the first foreign insurer to introduce liability coverage in Vietnam, the first to offer personal cyber protection, and remain the only provider of fixed protection and indemnity (P&I) insurance with full local underwriting and claims capability.
These accomplishments didn’t happen by chance. They are the result of a shared commitment across our organisation to deliver exceptional results, what I call a ‘culture of excellence’.
This culture isn’t just about setting ambitious goals. It’s about bringing people along on the journey, empowering them to contribute meaningfully, and creating an environment where excellence is the norm. It’s also a mindset I strive to embed across the QBE North Asia cluster.
So, what does a culture of excellence look like in practice? Here are four key building blocks:
1. Purpose, vision, and goals that inspire
Every organisation needs a clear sense of purpose and direction. At QBE, our purpose is to enable a more resilient future, and our vision is to be the most consistent and innovative risk partner. We have our performance results, and mid-term business growth goal. These aren’t just words and numbers; they set the tone for how we operate and what we expect from ourselves and each other.
High performance isn’t just about winning once. It’s about delivering consistent, high quality outcomes over time. In North Asia, our offices in Vietnam and Hong Kong have been delivering consistent underwriting profit for the past five years, well above local market growth. Sustaining such excellence requires more than ambition; it demands technical expertise, resilience, collaboration, and a continuous pursuit of great customer service.
Regularly communicating the organisation's purpose, vision, and goals helps colleagues understand and align their efforts to business priorities, resulting in higher engagement, motivation, adaptability, and organisational pride.
2. Employing and empowering the right talent
Insurance, like many industries, is undergoing rapid transformation. We now have multi-generational teams working side by side, and we must continuously evolve to stay ahead.
That means hiring and nurturing talent who are curious, adaptable, and solution oriented. It also means fostering a culture where learning is lifelong, where people are encouraged to grow, regardless of age or seniority, and where people are empowered to use their knowledge to make decisions.
Within North Asia the opportunity of cross-market learning is endless. Offices benefit immensely from regularly sharing best practices, transferring knowledge, and leveraging capabilities. One standout example: an underwriter in Ho Chi Minh City who recently retrained under a colleague in Hong Kong as an actuary is now our Chief Actuary in Vietnam. This is testament to what is possible when people are given the opportunity to grow within the company.
3. Open communication and feedback
A culture of excellence thrives on transparency and dialogue. At QBE North Asia we provide many opportunities for sharing information and feedback, such as townhalls, workshops, office visits, and team-building activities. We make it a priority for colleagues to engage at all levels, formally and informally, top-down and bottom-up, to share their ideas, concerns, and stories.
These conversations are invaluable. They foster trust, spark innovation, and provide opportunities for mutual feedback. When people feel heard and valued, they’re more likely to contribute their best. And when leaders listen actively, they gain insights that can shape better decisions.
Personally, I love meeting with junior colleagues to listen to what they think and feel about our business directions. There have been times where I’ve learned new things from them.
4. Leading from front and by example
A culture of excellent starts from the top. I am a firm believer of leading by example. In high performance cultures, leaders should set clear standards and be the first to meet them. The drive for excellence starts at the top; leaders must display the behaviours they expect from their teams.
This approach builds trust and credibility within a team, as people will more likely to commit to new initiatives when they see those at the top participating wholeheartedly. For example, when we roll out a customer digital service platform, I am among the first to learn its functions.
Similarly, when we want to improve the service we provide to our broker partners, it makes a powerful statement when our leaders interact directly with brokers, listen to their feedback, and share these experiences transparently with their teams. By consistently modelling those behaviour — whether it's adaptability, accountability, or collaboration — leaders inspire others throughout the organisation to follow suit, resulting in a culture where continuous learning, innovation, and mutual respect thrive.
Creating a Bright Future for everyone and our Partners and Customers
People are the heart of our organisation and business. To unlock their full potential, we must create environments that inspire, support, and challenge them to excel.
QBE Vietnam, like our other North Asia offices, is built on such an environment. Our teams are aligned with our purpose, committed to improvement, and empowered by shared knowledge. Many see their colleagues not just as coworkers, but as family — a source of strength and support. Many of our business relationships and customers have been with us for the last 20 years and they see us as their trusted business partners who are always there for them. In turn, they help us achieve further success, as Vietnam continues to grow its economy.
As we celebrate 20 years of QBE Vietnam, I’m excited for what lies ahead. With our culture of excellence as our foundation, I believe the future is bright — for our people, our partners, and our customers.
Here’s to the next 20 years and beyond.