From Greenfield to Growth
In a recent conversation with the team at Jebsen & Jessen Packaging Vietnam, we explored a 20-year journey shaped by resilience and transformation. What began in a modest, developing province has evolved alongside Vietnam’s emergence as a global manufacturing powerhouse. Through challenges like the 2009 Global Financial Crisis and COVID-19, the company remained committed to its people, choosing shared sacrifice over retrenchment. The team emphasised that trust, partnership, and investing in local talent have been central to building a strong, unified organisation - one that continues to grow with purpose and long-term vision.
Q: Can you tell us about Jebsen & Jessen Packaging Vietnam and what does it do?
A: Founded in 2006, Jebsen & Jessen Packaging Vietnam is located in Bac Ninh Province, about 50 kilometers from Hanoi. The company has since grown into a two‑factory operation employing over 300 people. We focus on providing protective packaging solutions, with core expertise in molded EPS foam and fabricated EPE foam for the electronics sector. As we move ahead, we are progressively positioning ourselves as a one‑stop packaging solutions provider to meet a broader range of customer needs.
Q: What were the key factors behind Jebsen & Jessen Packaging’s decision to expand into Vietnam and open a local manufacturing facility?
A: Our expansion into Vietnam was driven by both vision and opportunity. Back in 2000, Jebsen & Jessen Packaging was already planning to grow geographically. The turning point came in 2005, when we learned that Canon intended to open a factory in Hanoi. We quickly recognized the opportunity this presented and decided to establish our factory in Vietnam to support this key customer and build a strong local presence.
Q: What were your first impressions when you arrived in Vietnam 20 years ago?
A: My first impression was honestly a shock - it felt like stepping back in time, like Singapore in the 1960s. The area was largely agricultural, modern retail was nonexistent, and the supply chain was extremely basic. Business was conducted in a very traditional and relaxed manner, so much so that some of our purchased goods were delivered by horse cart. It was surprising but also fascinating to witness such an early stage of development.
Q: What is the biggest challenge you faced during the early setup phase, and how did you overcome it?
A: Our toughest challenge came almost immediately. Canon, our sole anchor customer then, postponed their factory launch by a year, and the local EPS market was still in its infancy. We had no choice but to go all out in finding alternative business opportunities. We actively knocked on doors of other electronics brands like Panasonic and Brother. We even went beyond our comfort zone by taking on unfamiliar products such as lychee fruits boxes and Danpla boxes. These efforts were crucial in keeping the company running through the first two years.
Q: How was Bac Ninh like as a manufacturing destination 20 years ago compared to today?
A: Bac Ninh was once a quiet agricultural province. Our factory stood on what used to be a paddy field. There were no proper industrial parks, infrastructure was limited, and even basic amenities like restaurants or hotels were scarce. Today, its strategic location between Hanoi’s airport and Hải Phong’s seaport has transformed it into one of Vietnam’s top manufacturing hubs, attracting global leaders like Samsung Electronics, Canon, Foxconn, and Goertek.
Q: How did you build your first local team and management structure?
A: In the early days, skilled manpower was limited, so we had to bring in talent from Hanoi and support them with transportation. We were lucky to have two key leaders, our Finance & Admin Manager and Factory Manager who helped us build the team from the ground up. We focused on training and building a strong, family-like culture. The young and talented locals were always eager to learn from the leaders and experts, so we made sure to lead by example. We also kept our expat team lean and emphasized hiring locals wherever possible. That helped us to build the rapport, and today, some expats even report to Vietnamese managers. For us, it’s always about choosing the best person for the job.
Q: What were some memorable moments or turning points for the factory throughout the years?
A: Our third year in business coincided with the 2009 Global Financial Crisis. Revenue fell by more than 50%, and survival was uncertain. But our people chose to stand with the company. Instead of layoffs, we implemented a shared sacrifice - two weeks of unpaid leave each month. With half the workforce, we kept operations running and protected every job. That moment shaped our culture forever.
Then came COVID-19. Production could not stop due to customer commitments. We built a factory “bubble,” with more than 300 employees living on-site. For over a month, the factory became home - we worked, ate, and lived together. It was challenging, but it showed the strength of unity and trust across the entire team.
Q: You’ve upheld a ‘no-retrenchment’ approach even in difficult times - what drives that belief and consistency over the last 20 years?
A: My management philosophy has always been to cultivate a FAMILY culture. I see my employees as part of my extended family. When times are good, we celebrate together. When times are tough, we face it together. Retrenchment may be the easy way out, but I chose a different path - everyone takes a pay cut, but everyone keeps their job. More importantly, we need these people when the crisis passes. We proposed it openly, and they stood with us.
Q: How has your management style evolved over the years, especially from the early days to now?
A: At the beginning, I was under tremendous pressure, and my management style was quite autocratic - I pushed hard and tried to force things through. Over time, as I built closer relationships with my team, they began to understand my intentions and style. That’s when trust and real bonds were formed. During work, I am firm and no-nonsense. Outside of work, I’m just a friend. Many colleagues even call me the “father” of the company. As the team matured, I also learned to become more lenient and adaptive.
Q: How do you see Vietnam’s manufacturing industry evolving over the next 20 years, and what does that mean for JJPV and its future opportunities?
A: I believe Vietnam will continue to grow strongly over the next 20 years, supported by a pro-business government and its ability to attract sustained foreign direct investment. As more global players enter the market, the manufacturing ecosystem will become more advanced and competitive.
For JJPV, I see us growing alongside Vietnam - expanding beyond where we are today and becoming a much larger, more established player in the region. With increasing investment, the biggest opportunity for companies like us lies in diversifying our capabilities to serve a wider range of industries and customers, while continuously strengthening our value proposition.
Q: What kind of culture or values do you hope the next generation of leaders at JJPV will continue to uphold?
A: I believe the five core values of JJ have served us very well over the years, especially Trust and Partnership. These are the foundations of the “family culture” we’ve built. I hope future leaders at JJPV will continue to uphold this spirit - treating people with respect, building strong relationships, and creating an environment where everyone feels they belong and grow together.
Q: What would you like to say to the past, current, and future members of the JJPV family, and how would you sum up your journey with the company in these 20 years?
A: To our past team members - Thank you for taking that calculated risk with us and making the right decision to invest in Vietnam. Your courage laid the foundation for everything we have today.
To our current team - Continue building this company based on our core values and strong family culture. That is what has carried us through every challenge.
To our future team - Take JJPV to the next level, growing it into a full Total Packaging Solution Provider.
JJPV is truly like a baby to me. I am very proud of what we have built together, and deeply grateful to the company for giving me this opportunity - from starting with a greenfield project to expanding into what it is today, with strong support from management throughout the journey.