Recently, Vinh Tan 4 Thermal Power Plant organized a specialized training class on communication skills and corporate culture for officials and employees of the unit.
This is the first step to realize the strategic goals in building and developing corporate culture in the period 2026 - 2030 as well as expressing the determination to act immediately, turning culture from planning pages into habits and self-conscious reflexes in daily work at the unit.
Immediate action after issuing the plan
Identifying that corporate culture is not just slogans but the "operating system" that dominates all management and production activities, the Board of Directors of Vinh Tan 4 Thermal Power Plant immediately implemented a specialized training course at the end of August and the beginning of September.
The class aims for a practical goal: equipping, updating and improving knowledge and skills in communication and corporate culture for the staff.
The focus is on improving the capacity to build content and convey messages; strengthening skills in behavior, standard communication and performing tasks in accordance with the spirit of EVN culture. From there, contributing to improving the effectiveness of communication work, increasing understanding, internal cohesion and spreading the good values of the unit to the community.
At the training session, the exchange atmosphere was open and practical. Communication and coordination situations between shifts, departments, or ways of handling work in the digital environment were analyzed specifically, helping workers understand behavioral standards and clearly recognize their role in building the factory's image.
Shaping a new face for the 2026-2030 period: Culture associated with substantive efficiency
The recent VHDN training course is also a "signal" opening the long-term roadmap that NĐVT4's VHDN implementation plan for the period 2026–2030 has outlined. Closely following the orientations of Vietnam Electricity Group, the unit determines that cultural development must strongly shift from "movement" to "substantial results", putting workers at the center and measuring by work efficiency.
According to the Plan, in the next 5 years, the Factory will focus on key task groups: Taking leadership culture as a spearhead: Promoting the exemplary nature of the head, building a department and workshop-level management team according to the criteria "close to the field - proficient in expertise - standard of conduct - drastic in implementation".
Switching from "safety compliance" to "conscious safety": Building a sustainable safety culture, not only a mandatory regulation but becoming a professional reflex, a standard of behavior and self-responsibility of each individual, is the central component of VHDN, closely linked to technical management, operating quality, risk management and enforcement efficiency; towards the goal of minimizing labor accidents, preventing incidents due to subjectivity, improving operation reliability and quality at the scene.
Building the spirit of "OneEVN" coordination: overcoming localized thinking, division, and shirking responsibility; taking common goals and common results as standards of conduct.
Adapting to the digital age and green transformation: Building a digital culture, encouraging innovation, applying technology to optimize costs, reduce fuel consumption and protect the sustainable environment.
Innovation in communication and training: Telling true stories about workers, spreading professional pride through modern media channels instead of just providing purely administrative news.
With the characteristics of a large-scale thermal power plant, discipline in the production line is always a vital factor. The 2026–2030 plan has concretized corporate culture into each position: Operating workers strictly comply with each operation, work form; officials of departments always maintain integrity and transparency; management block works scientifically, in accordance with regulations and effectively.
Starting with a systematic and practical training course, Vinh Tan 4 Thermal Power Plant is showing proactiveness and decisiveness in bringing cultural goals into the production labor life. That spirit will be a solid endogenetic motivation for the collective of officials and employees at the unit to unite to overcome challenges, ensure safe and continuous power supply and join hands to build an increasingly professional and meaningful "EVN common home".
