A Japanese group operating a 4-hectare factory complex in Hai Phong with more than 600 workers has decided to withdraw from the project after 11 years, and management has been given exactly two quarters to close the entire file. Every element of this project is heavy: a long remaining land lease term, production lines that are only partly depreciated, significant raw material inventory and a string of processing contracts running mid-term. This article sets out a six-month plan template designed for exactly this kind of large project, with four sequential stages and a written verification mechanism at the end of each stage.
The four mandatory stages for a large project under the Investment Law 143/2025
Since 1 March 2026, project adjustment and termination have operated under the Law on Investment 143/2025/QH15 in place of the former Law on Investment 61/2020/QH14, and for a large project the six-month plan must be divided into four distinct stages. Stage one fixes the exit structure and values all assets, land and debts. Stage two handles labor and contracts, the two obligation groups involving the most people. Stage three completes tax finalization and asset liquidation based on the valuation results. Stage four remits the money abroad and closes both the investment file and the enterprise registration.
The operating principle throughout is that each stage has exactly one accountable work owner and one written verification milestone at its end. The reason is the knock-on effect: if tax finalization runs three weeks late, the remittance stage cannot start on schedule because the bank only releases funds abroad against confirmation that tax obligations are complete, and the file-closing stage therefore slips by the same amount. A large project’s plan must accordingly map its critical path, the chain of stages carrying no buffer, separately from buffered workstreams, so management knows precisely where lateness is tolerable.
A month-by-month rhythm for the 4-hectare Hai Phong factory
Months one and two belong to the structure stage: inventorying fixed assets line by line, engaging an independent valuation firm, and reviewing the conditions for project transfer or dissolution in the investment approval decision and the land lease with the infrastructure developer. Months three and four belong to the labor and contract stage: building a labor usage plan for more than 600 workers, negotiating termination or assignment of mid-term processing contracts, and notifying major customers in line with the notice clauses of each contract.
Month five concentrates on tax finalization and liquidation: selling production lines that still hold value to partners inside the industrial park, clearing raw material inventory, and completing the finalization dossier with the directly managing tax authority. Month six is the closing stage: receiving and remitting liquidation proceeds through the capital account, filing for termination of project operation, locking the enterprise registration and handing the leased land back to the infrastructure developer under a condition acceptance record. Management holds a verification meeting on the last day of each month, working only from issued documents rather than verbal progress reports.
Resourcing a six-month plan for a large-scale project
On staffing, the project needs a full-time exit project director, a dedicated tax accounting team for finalization, an HR contact point for the labor plan and a legal adviser following all four stages. On finance, the budget must provide for employee allowances above the statutory minimum, independent valuation and audit fees, and a reserve for additional tax assessments arising after finalization. On systems, all documents from the four stages are digitized into one access-controlled repository, because six months is long enough for personnel to change midway and knowledge must never live inside a single person’s head.
Risks to pre-fund inside each stage of a large project
In the valuation stage, the common risk is a wide gap between book value and appraised value for specialized lines with few buyers, forcing the liquidation plan to be rewritten. In the labor stage, the risk is collective employee pushback against the labor usage plan, leading to dialogue demands and allowance adjustments. In the tax stage, the risk lies in expenses disallowed during finalization, creating additional tax payable plus daily late payment interest. In the closing stage, the risk is the handed-back site failing to meet the condition required by the land lease, generating reinstatement costs. The template therefore attaches a separate time reserve of two to four weeks to each stage instead of pooling the entire buffer at the end.
For a project on the scale of several hectares of factory and hundreds of workers, the action message is to lock the four-stage structure with its owners and written verification milestones within the first month, protect the critical path by forbidding any stage from starting late without a formal plan adjustment decision, and keep a dedicated financial reserve for tax assessments until the day confirmation of completed obligations is received.
This article has been quality-reviewed by the FLAW AI Legal Council