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SearchThe company expects to exceed 12,000 employees by the end of 2026 and fill positions at three new centers in northern Vietnam. Its strategy combines local recruitment, in-house training, and generalist and specialist career paths.
AEON Vietnam plans to create more than 3,000 jobs in 2026 and exceed 12,000 employees by the end of the year. Hiring will accompany the opening of three centers in the north of the country—in Hai Duong, Thanh Hoa, and Ha Long—expected in October and November, according to reports on the expansion plan.
The company is hiring for operational and management roles, from store positions to team leaders, shift managers, and supervisors. It is also considering part-time staff to meet demand during the peak season ahead of the Lunar New Year, known as Tet.
To prepare for the new openings, AEON held recruitment events in Haiphong, Thanh Hoa, and Quang Ninh during July and August. The hiring process aims to bring in workers from the areas where the centers will operate and offer career development opportunities without requiring candidates to move to major cities.
Expansion requires more than filling initial vacancies: it also calls for managers capable of coordinating teams and sustaining day-to-day operations. The search therefore includes experienced candidates and supervisory roles, as well as customer service and sales positions.
The development strategy lets employees choose between a generalist path, gaining experience in different areas through internal rotations, and a specialist path, focused on deepening expertise in a particular function. The company presents these options as ways for employees to guide their growth according to their abilities and interests.
The training framework combines support from human resources teams linked to business areas, practical skills development, and AEON Academy. It also includes AEON Group management programs for different levels. The company says it promotes a coaching culture to support learning among employees and teams and prepare future managers.
Alongside training, AEON cites well-being measures, healthcare, flexible working hours depending on the role, and communication channels between employees and management. These are components of its approach to supporting staff retention and career development, although the available information does not detail the specific terms of each benefit or how they apply to different roles or centers.
The company says that more than 200 employees have been with the organization for over ten years and that it has received recognition from HR Asia for seven consecutive years. These figures, attributed to the company in news coverage, provide context for its approach to retention, but on their own they do not establish how the new hires or openings will affect staff retention.
The 2026 plan is part of a broader ambition: AEON Group considers Vietnam a strategic market and aims to triple the scale of its operations there by 2030. For companies in the retail sector, the case illustrates how geographic expansion can require a talent strategy combining local recruitment, training, and management development; the scale of the results will depend on execution and the needs of each new center.
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