Mr. Tran Viet Anh
Reporter: Does the theme of the year 2021 "Digital Transformation" of EVN put pressure on the training and improving quality of human resources, sir?
Mr. Tran Viet Anh:
In fact, the Organization and Personnel Department have been preparing for the digital transformation process for many years. Since 2017, EVN has focused on implementing many training programs for the information technology workforce. Specifically, EVN itself has held 50 training courses on data management, cybersecurity, software development, Big Data, IoT, etc. In the period 2016 - 2020, the Corporations have spent an average of 11% of their annual training costs on information technology capacity development programs. In parallel with the IT workforce, the Group has also paid attention to developing the automation workforce. From 2018 up to now, 6 advanced classes and 4 workshops have been organized for candidates of the Group’s experts in the fields of the thermal power plant, hydropower plant and power grid automation. These are groups of experts being established with the expectation of being a strategic taskforce in the implementation of the Group's digital transformation projects.
As for leaders and management executives, in 2020, EVN has invited international experts and well-known management consulting organizations to present and talk about digital transformation, attributes in successfully leading the digital transformation, and practical implementation experience of businesses in the world, etc.
Since 2018, EVN has put into use the E-learning system. Only in 2020, 1,361,489 turns of people participated in E-learning courses, each person on average joined E-learning courses 13.98 times per year. This is an effective form of training that should be promoted across EVN.
Reporter: In your opinion, in order to successfully implement the digital transformation in 2022, what role will human resources play and how will the digital transformation change the nature of work in the power industry, sir?
Mr. Tran Viet Anh: I think that human resource is always an important factor determining the success of all works, not only digital transformation. And towards the successful digital transformation, it is necessary to have the involvement and smooth coordination of all employees in the Group.
To implement the digital transformation plan, the consultant has divided personnel into 4 related groups: leadership group, management group, expert group, group of employees.
EVN has identified five major areas of digital transformation: power generation, business and customer service, internal governance, construction and investment, and telecom & IT. The digital transformation process is to convert un-digitized activities into digitized, manual and non-automatic activities into automatic, and substitute new technology for outdated and backward ones, contributing to improving production - business efficiency and increasing labor productivity.
Reporter: How will the Group train raise awareness about digital transformation, sir?
Mr. Tran Viet Anh: The Organization & Personnel Department will coordinate with the Communication Department and relevant functional departments to formulate contents and methods of communication suitable for each target group and bring them the best knowledge. Besides communication channels, the E-learning system will be the most extensive, intensive, fastest and most economical implementation tool; Along with that, we will organize seminars and contests alternately, creating an exciting atmosphere and increasing interactive support for online training activities.
Reporter: There is an opinion that if the digital transformation occurs too fast, it will lead to a downsizing, which is not consistent with the general policy of job security for employees? What do you think about this opinion?
Mr. Tran Viet Anh: I don't think so. In parallel with the process of automation and digital transformation, EVN's leaders have always promptly directed plans of allocating, rearranging personnel and training for a career change. Of course, this process is always a huge challenge for those working in the field of personnel and organization. But EVN has always solved its labor problems satisfactorily, which is most clearly demonstrated by the vigorous deployment of unmanned substations in recent years.
Reporter: How will the training of experts and low-level workers be focused in the coming time to be consistent with the digital transformation roadmap, sir?
Mr. Tran Viet Anh: For workers in general, through E-learning implementation, we have provided them with good learning habits and online tests. E-learning lectures have given them the opportunity to study anytime and anywhere, saving time and making exams transparent. In the coming time, we plan to further improve the E-learning software so that employees besides learning can look up documents directly related to their routine works such as safety procedures, operating procedures, equipment technical documents, etc.
I think that documents and lectures on E-learning software are an endless store of knowledge for everyone. Once we have built a learning culture by exploiting E-learning, everyone can limitlessly learn and develop themselves regardless of their leaders or organizations. Then EVN will become a good learning organization.
Reporter: Thank you very much!
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Some orientations in digital transformation at EVN in the coming time:
- Building a common background infrastructure and data structure throughout EVN in all areas with the aim of completing the data structure by 2022;
- Applying science and technology to manage and efficiently operate equipment in the fields of power generation, transmission and distribution with the following objectives:
+ Transforming power plant and substation control centers into digital control centers
+ Transforming 110 kV - 220 kV substations into digital substations
+ Improving customer service quality in power business activities
+ Improving project management capacity in investment and construction activities
+ Improving internal governance capacity, including human resource management, office administration, finance and accounting, etc.
+ Improving the capacity of telecommunications infrastructure, applying digital technology platforms in exploiting and deploying IT application services.
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