At the working session, representatives of two member units of Vietnam National Energy and Industry Group (PETROVIETNAM) exchanged and shared practical lessons on optimizing organizations, upgrading corporate culture and building a team of high-quality experts to prepare for the energy transition and sustainable development process.
Speaking at the working session, Ms. Le Thi Lam Tra - Deputy Head of PETROVIETNAM Human Resources Management Board - shared about the Group's human resource development orientation in the context of energy shift and towards the Net Zero target by 2050.
With the message "HR Shape to Transformation", PETROVIETNAM is positioning human resource development around 4 key strategic competency axes: Strategic Leadership; Energy Trade & Business; Comprehensive Digital Transformation; New and Green Energy.
Ms. Le Thi Lam Tra - Deputy Head of PETROVIETNAM Human Resources Management Board - shared information related to management and human resource development in the Group.
To effectively solve personnel gaps, PETROVIETNAM orients units to flexibly apply the 3B model (Build - Retraining/Improving capacity; Buy - Recruiting/Attracting talent; Borrow - Hiring/Mobilizing experts). At the same time, the Group's representative emphasized that personnel workers need to equip themselves with a keen business mindset (Business Acumen), ensuring that all decisions on staffing, recruitment or remuneration directly and positively impact the cash flow index and financial efficiency of the enterprise.
Representatives of Vietsovpetro shared an overview of the unit's human resources with a scale of nearly 7,600 employees. In recent years, Vietsovpetro has focused strongly on building a Knowledge Management system (Knowledge Management - KM) and developing human resources associated with ESG orientation (Environment - Society - Governance).
In addition to preserving the core values of Unity, Aspiration, Trustworthiness, and Sustainability, Vietsovpetro has piloted the construction of a KPI evaluation system according to the Performance - Potential model.
This model helps the unit accurately measure work efficiency, identify talents and establish sustainable succession planning. Regarding training, in the period 2021-2025, the total number of training sessions of Vietsovpetro reached an impressive figure of over 85,000 sessions, of which internal training accounted for 78.6%, promoting a culture of technological autonomy and continuous learning.
BSR representatives shared about human resource management at the unit. Since 2017, BSR has standardized detailed processes through an advanced management software system including competency framework, title standards and especially the 3P Salary Management system (Position, Capacity and Performance KPI). This system helps BSR build a modern, transparent working environment and improve competitiveness according to international standards.
In addition, BSR always focuses on recreating corporate culture according to the Group's orientation. The BSR Cultural Handbook is also continuously updated to suit reality. Currently, the unit has successfully operated the "Learning Organization" model at level 3, and is constantly improving to meet level 4 according to international practices.
At the working session, delegates focused on in-depth discussions on three core contents: How to set KPIs for corporate culture, online learning models and BSR's program to develop a team of in-depth technical experts.
In which, the superior E-learning model with the BSR AI Learning online training portal is considered a superior technology bright spot. This system helps BSR optimize its budget by significantly reducing costs of hiring outside lecturers, printing materials or backstage costs.
In addition, E-learning helps save labor time by allowing personnel to learn proactively on computers and mobile devices, while automatically synchronizing results directly with HR & ERP management to evaluate competencies transparently.
In addition to digital transformation in training, BSR has proactively built a roadmap to develop a team of specialized experts, learning from the models of major energy corporations in the world such as Petronas or Shell.
As of 2026, BSR has recognized 12 level 1 experts and 3 level 2 experts. The goal by 2035 is for the unit to develop and own a team of 47 leading experts.
