Strategy on training anddevelopment of human resource for Ho Chi Minh power corporation stage 2010 - 2015, vision 2020

CAPSTONE PROJECT REPORT

STRATEGY ON
TRAINING AND DEVELOPMENT OF HUMAN RESOURCE
FOR HO CHI MINH POWER CORPORATION
STAGE 2010 - 2015, VISION 2020





Class: GaMBA.D0109
Group 02:
Do Thi Xuan Chi
Nguyen Trung Thu
Vo Dinh Chinh
Nguyen Thanh Nghia
Vo Minh Duc




HCMC, January 20, 2011
2011
GLOBAL ADVANCED MBA PROGRAM GaMBA.D0109
Group 02

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TABLE OF CONTENTS
CONTENTS
PAGE
DECLARATION
i
ACKNOWLEDGEMENT
ii
1. The necesity of the topic
ii
2. Objectives and study tasks
iii
3. Subject and Scope of Research
iii
4. Research methods and data sources
iv
5. Structure of the capstone project
iv
LIST OF TABLES
v
LIST OF FIGURES
vi


Chapter 1. THEORETICAL BASIS
1
1.1. STRATEGY MANAGEMENT-HUMAN RESOURCE
MANAGEMENT

1
1.1.1. Strategy management
1
1.1.2. Human resource management
3
1.2. TRAINING AND DEVELOPMENT OF HUMAN RESOURCE
6
1.2.1. Concept and role of training and human resource management
6
1.2.1.1. Consept
6
1.2.1.2. Role of training and development
8
1.2.2. Objectives, principles of human resource training
10
1.2.2.1. The objectives of training
10
1.2.2.2. Principles of human resource training
10
1.2.2.3. Programs for human resource training
11
CONCLUSION OF CHAPTER 1
12

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Chapter 2. ANALYSIS OF THE REAL SITUATION OF THE

TRAINING AND DEVELOPMENT HUMAN RESOURCE
IN EVNHCMC

2.1. OVERVIEW OF EVNHCMC
13
2.1.1. The establishment and development
13
2.1.2. Functions, duties and organization structure
14
2.1.2.1. Functions, duties
14
2.1.2.2. Organizational structure
15
2.1.3. Results of business in the period of 2006 – 2010
17
2.1.4. Objectives – Development strategy in period of 2010-2015 with
orientation to 2020.
18
2.2. REAL SITUATION OF THE HUMAN RESOURCE AND THE
TRAINING AND DEVELOPMENT AT EVN HCMC
20
2.2.1. Real situation of the human resource at EVNHCMC
20
2.2.1.1.Working environment of employees
20
2.2.1.2.Number and professional levels of employees
21
2.2.1.3.Training areas of the employees
22
2.2.1.4.Ages and gender of the employees

23
2.2.2. Real situation of the training and developing human resources
26
2.2.2.1.Orientation for training and development
26
2.2.2.2.Process of training and development
30
2.3. PLANNING STRATEGY THROUGH MATRIXES
30
2.3.1. SWOT matrix
30
2.3.2. SPACE matrix
33
2.3.3. Competitive profile matrix
36
2.4. Analyzing and selecting strategy –QSPM matrix
39
2.5. FORECAST OF WORKFORCE STAGE 2011 -2015 IN
EVNHCMC
41
2.5.1. Basis for forecast
41

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2.5.2. Forecasting Method
42
2.5.3. Foreast of labor force for period 2011 -2015

43
2.5.3.1.Expected labor demand
43
2.5.3.2.Expected structure on education levels
45
2.5.3.3. Forecast for demand of leaders and managerial
46
CONCLUSION OF CHAPTER 2
50
Chapter 3. STRATEGY FOR TRAINING AND DEVELOPMENT
OF HUMAN RESOURCES OF EVN HCMC IN THE
PERIOD OF 2010-2015, VISION 2020
51
3.1. ORIENTATION FOR DEVELOPMENT OF EVNHCMC
HUMAN RESOURCE UP TO 2015
51
3.2. BASIC IDEAS ON TRAINING AND DEVELOPMENT OF
HUMAN RESOURCE OF EVNHCMC UP TO 2015
53
3.3. STRATEGIC OBJECTIVES FOR TRAINING AND
DEVELOPMENT OF EVNHCMC’S HUMAN RESOURCCES
54
3.4. SOLUTION FOR BUILDING AND IMPROVING QUALITY
OF THE TRAINING AND DEVELOPMENT
55
3.4.1. Deccentraling in the training
55
3.4.2. Improving the quality of the staff in charge of training and
developing human resource
56

3.4.3. Determining the right training demand
56
3.4.4. Preparing the Competency Standards in EVNHCMC
57
3.4.5. Formulating the training to fill the competence gap for each work
position
57
3.4.6. Enhancing the training of foreign languages
58
3.4.7. Building the training quality management system
59
3.4.7.1. Quality management to the long-term training
59
3.4.7.2. Quality management to the short-term training
60
3.4.8. Application of information technology
60
3.4.9. Building the E-learning
61
CONCLUSION
61
REFERENCES
64

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i

DECLARATION

We hereby declare and commit that this project is our
own research. The contents and the results in this project are
the truth and have not yet been published in any other
researches.
Authors of the project:
Do Thi Xuan Chi
Nguyen Trung Thu
Vo Dinh Chinh
Nguyen Thanh Nghia
Vo Minh Duc



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ii
ACKNOWLEDGEMENT
1. The necessity of the project
Along with the development of science and technology and the advent of the
knowledge economy, human resource issues and human resource development

(HRD) have become one of the core issues in the development strategies of all the
organizations.
Ho Chi Minh City Power Corporation (EVNHCMC) is a state-owned
enterprise directly under the Electricity of Vietnam (EVN), with functions of
management and distribution of electricity to 24 districts of the City. Currently,
under the direction of the Ministry of Industry and Trade, and EVN, EVNHCMC is
restructuring to meet the demand of social development, gradually deleting the
monopoly in the stages of electricity distribution. In order to response to changes in
the new situation, EVNHCMC’s leaders have identified the training and human
resource development in EVNHCMC is a very important and urgent job, in which
special attention paid to improve staff competence, ensuring that employees in the
Corporation can have essential skills and knowledge to complete assigned tasks,
enabling staff to develop their maximum personal cpmpetence resources to meet the
requirements of new missions. In addition, successful implementation of training
and human resource development will also help the Corporation build EVNHCMC
human resource brand - that is the image of a dynamic and innovative corporation
in the awareness of employees, and the image of a service provider dedicated and
professional in the eyes of customers.
So far, EVNHCMC performs the training task according to the annual plan.
There is no strategy of training and human resource development for long term. For
that reason, the preparation of "Strategy for Training and Development of
Human Resource at EVNHCMC in the period of 2010-2015, vision 2020" is a
necessary requirement and very relevant to the current context of EVNHCMC.

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iii
2. Objectives and research tasks

2.1. Objectives
The project focuses on studying the theoretical basis of human resource
management in general and training - human resource development in
particular; analysis, reviews the current status of human resources and training
- human resource development in EVNHCMC; at the same time, combining
with the strategic direction of business development of EVNHCMC to propose
solutions to improve the quality of training and human resource development
to ensure that EVNHCMC can perfoms successfully its business strategy for
the period of 2010-2015, with orientation to 2025.
2.2. Tasks
To achieve the above objectives, the Group will go further to solve the
following tasks:
- In terms of reasoning: Systemizing some basic theoretical issues, research
on the real common issues to clarify the concept of training and human
resource development in strategic of human resource management.
- In terms of practice: Analysing the training – human resource developemnt
at EVNHCMC, finding out the strong points and weak points, the
outstanding issues, the shortcomings in order to propose solutions for
training and developing human resources to ensure human resource
requirements for the development of EVNHCMC up to 2015 with
orientation to 2020.
3. Subject and Scope of research
3.1. Research subject
Human resource management, measures to improve training quality and
policies for human resource development.
3.2. Scope of research
- About time: Researching the performance process of EVNHCMC from 2002
to 2010.

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iv
- About space: Researching the head-office and subsidiaries of EVNHCMC
on the area of Ho Chi Minh City.
4. Research methods and data sources
4.1. Research methods
Using a combination of methods:
- Survey methodology and statistics
- Comparison method
- Systems analysis method
On this basis, the Group prepares the strategy for training and human resource
development in EVNHCMC.
4.2. Data sources
The data are mainly collected from EVNHCMC and the books, documents
on human resource management.
5. Structrure of the project
Out of the Acknowledgement, Conclusion, References and Appendix, the project
structure has 3 chapters:
Chapter 1: Theoretical basis on training and human resource development
Chapter 2: Analysis of the real situation of training and human resource
development in EVNHCMC
Chương 3: Strategy for training and human resource development for EVNHCMC
in the period of 2010-2015, vision 2020.


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v
LIST OF TABLES
No.
NAME OF THE TABLE
PAGE
1
Table 2.1 - Statistics of number and education level in the period of
2002 -2009
21
2
Table 2.2 - Training areas of the employees
23
3
Table 2.3 - Statistics of EVNHCMC employees according to ages
in 2010
24
4
Table 2.4 - Statistics of the training implemented in the years 2006-
2009
28
5
Table 2.5 - Work force demand of EVNHCMC in the period of
2010 - 2015 with regards to 2020
44
6
Table 2.6 - Statistics of the employees leaving in the period of
2005-2010
45
7

Table 2.7 - Number of new recruits in the period of 2011 -2015
46
8
Table 2.8 - Structure of education levels for the period of 2011-
2015
47
9
Table 2.9 - Number of employees with adjustment in education
levels
47
10
Table 2.10 - Demand for high rank and intermediate managerial
staff in the period of 2010 -2015
48
11
Table 2.11- Number of high-rank managerial staff to be added each
year
48
12
Table 2.12 - Number of intermediate managerial staff to be added
each year
49
13
Table 2.13 -Training plan for period 2011-2015
50

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vi

LIST OF FIGURES
No.
NAME OF FIGURE
PAGE
1
Figure 1.1 – Complete strategy management model
3
2
Figure 1.2 – Systematic approaching method in HRM
5
3
Figure 1.3 – Process for training and development in the corporate
8
4
Figure 2.1 - Number of employees in the period of 2002 -2009
22
5
Figure 2.2 - Percentage of education level of the employees
22
6
Figure 2.3 - Percentage of the occupation of the employees
23
7
Figure 2.4 - Percentage of the employees according to ages
24
8
Figure 2.5 - Percentage of the employees according to gender and
occupational areas

25




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CHAPTER 1. THEORETICAL BASIS ON TRAINING AND
DEVELOPMENT OF HUMAN RESOURCE
1.1. STRATEGY MANAGEMENT-HUMAN RESOURCE MANAGEMENT
1.1.1. Strategy management
Business strategy is “the determination of the basic long term goals and
objectives for an enterprise and the adoption of courses of action and the allocation
of resources necessary for carrying out these goals” (Alfred Chandler).
From this definition the following can be extracted:
1. That strategy as a plan is concerned with setting realizable, definite,
measurable, agreeable and challenging objectives.
2. That timely and effective actions-tactics must always be taken based on
efficient decisions.
3. That resources must be properly allocated and utilized to minimize cost.
4. That efforts should be made to ensure that a firm’s offering (products)
meets the need of the target market for achievement of the desired goals
and objectives.
There are many different opinions on the strategy. However, all have a
common goal, that is to ensure the success of the firms and a business strategy of a
firm is the means to achieve long-term goals, it is also the product combining what
the environment has, what the firm has and what the firm wants. The main strategy
of a firm includes the objectives, the assurance of resources to achieve the goals, the
major policies that needs to be followed while using these resources.

Strategy is the direction for the firm’s development, if strategy is considered
the goal, then the policies are the means to achieve that goal.
The purpose of strategic planning is "expecting the future in the present" and
based on business strategy, leaders can set up plans for the next years. But that
process must be tightly controlled, must be adjusted in each step. A strong strategy

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always needs the capability, the flexible management, the efficient use of resources
to be able to gain certain advantages over competitors with acceptable costs.
Strategic Management encourages enterprises direct to the future, promoting
the dynamic and creativity, preventing the thoughts against the change, clarifying
the individual responsibility and strengthening the collective, which helps the firm
increasing its competitive position, improving the revenue targets, increasing labor
productivity, increasing management efficiency, avoiding financial risk, enhancing
prevention capability and preventing problems of firm, improving the lives of the
employees, ensuring sustainable development of the firm in the competitive
environment.
Strategic Management encourages enterprises direct to the future, promoting
the dynamic and creativity, preventing the thoughts against the change, clarifying
the individual responsibility and strengthening the collective, which helps the firm
increasing its competitive position, improving the revenue targets, increasing labor
productivity, increasing management efficiency, avoiding financial risk, enhancing
prevention capability and preventing problems of firm, improving the lives of the
employees, ensuring sustainable development of the firm in the competitive
environment.
Model of complete strategy management is shown in Figure 1.1.

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Figure 1.1 – Complete strategy management model
Source: FRED R.DAVID, “Strategic Management”.
1.1.2 Human resource management
Human resource is resource of human being, and is researched in various
aspects. First, as a source of labor for the entire society, human resource includes all
the population within the ages, with the capability to work, is one of three basic
elements of reproduction in the society (work tools, objects of labor and labor force).
With this understanding, human resource is equivalent to the workforce.
Human resource may also be understood as the sum of human individuals
specifically involved in the process of labor, the sum of the elements of physical and
mental that are mobilized into the labor process.
ơ
Allocating
sources

Redeterming
business
objectives
Analising
internal
environment,
identifying S,
W
ơ
Selecting
strategie
s

ơ
Offering
policies
Strategy planning Strategy implementing Evaluating
Vision,
mission,
strategic
objectiv
es
Analysing ext.l
environement.
Determing
oppotunities
ơ
measurin
g and
evaluatin
g strategy
implemen
tation
ơ
Establishi
ng long
term
targets
ơ
Establish
ing
yearly
targets

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Human resource of an organization is a collection of employees working in
that organization. It was formed on the basis of individuals with different roles and
are linked together by the certain goal. Human resource is different with other
resources of the firm by the very nature of human, by the value of labor created by
the human. To enhance the role of man, of human resource in the organization,
training and human resource development is an essential and important element for
all business activities.
Human resource management is the activities to enhance the contribution of
individuals to achieve organizational objectives while simultaneously, trying to
achieve personal goals.
Basic functions of human resource management
Activities of human resource management focuses on five functional areas:
1/ Staffing: the process through which the an organization ensures that it always
has the proper number employees with appropriate skills in the right jobs, at
the right time, to achieve organizational objectives.
2/ Human resource development: this is the major HRM function consisting not
only of training and development but also of career planning and
development activities, organization development, and performance
management and appraisal. Training and development towards improving the
value of human resource for business assets in order to increase
competitiveness and ability to adapt to the changing environment.
3/ Maintenance and utilization of resources: this function is aimed at efficient
use of human resource. It directs towards promoting at maximum the abilities
of the staff and creating the loyalty to the organization. Policies relating to the
right encouragement will contribute to improving the spirit and enthusiasm to
the staffn

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4 / Information about staff’s interests: this function helps to provide
information relating to employees and services of welfare to employees.
Information on labor including issues such as wages and salary policy,
information on recruitment, training, promotion, job evaluation, information
relating to labor relations or other information about labor safety Doing
well this function is to create the employee satisfaction. They feel respected
as when nothing is secret to them.


Figure 1.2 – Systematic approaching method in HRM
Source: NG. THANH HOI, 2002, “Human Resource Management”.
EXTERNAL ENVIRONMENT
CORPORATION’S
PLANT
ORGANIZATION
PLANT
NUMBER OF
EMPLOYEES NEEDED
SOURCE OF
MANPOWER
ANALYSIS OF
MANPOWER
DEMAND
External
SOURCE
Internal

Source
Recruit-
ment,
Promot-
ion
Training
and
Develop-
ment
Instructi
on and
Supervis
ion
INTERNAL ENVIRONMENT
POLICIES ON MANPOWER,
REWARDING SYSTEM

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1.2. TRAINING AND HUMAN RESOURCE DEVELOPMENT
1.2.1. Concept and role of training and human resource management
1.2.1.1. Concept
Training and development is understood as a system of measures used to
affect the learning process to help people acquire the knowledge, new skills,
changing the opinions or behaviors and enhance the job performance of individuals.
That is the overall activities with organization and implemented in a certain time to
bring changes to employees for their work in a better direction.
 Training: understood to be the activities to help the employees perform
more effectively the functions and duties. Training provides employees with the

knowledge and skills needed for their present job. For businesses, the demand for
training is indispensable because they cannot always recruit empoyees with
sufficient qualifications and skills for the job.
 Development: Learning that goes beyond today’s job and has a more long-
term focus. It prepares employees to keep pace with the organization as it changes
and grows.
Training and development in common refers to a process similar to each other.
That is the process enabling people to acquire knowledge, new skills, change
attitudes or behaviors and improve job performance of individuals. Training and
development all use similar methods to affect the learning process to improve the
knowledge of practical skills.
Training and development have a similar process in common. That process
enables people to acquire knowledge and new skills, change their attitudes or
behaviors and improve job performance. Training and development use similar
methods to affect the learning process to improve practical skills. However, training
and development are distinguished basing on the purpose of such activities.

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Training
Development
1. Focus
Current work
Future work
2. Scope
Individuals
Individuals and
organization

3. Time
Short term
Long term
4.
Purpose
Overcome the shortage of
knowledge and skills in the present
Prepared for the
future
So, we can see that training is a component of human resource development.
Training only helps employees improve their skills in the present job, and then
helps the employees perform more effectively their functions and tasks. Meanwhile,
the development has a wider scope. Development does not only serve the
employees for the current job but also aim to improve themselves in all aspects for
future development step.

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Figure 1.3 – Process for training and development in the corporate
Source: NG. THANH HOI, 2002, “Human Resource Management”.
1.2.1.2. Role of the training and development
Human resource plays an important and decisive role to the development of the
firm. Customers are continuously requiring higher quality, lower cost and faster
cycle time. Therefore, firm must strive to constantly improve their overall
performance. Businesses have been helped in this endeavor by technology and
improved process. But the most important strategic component is the quality of a
Current Work
Upcoming Work

Future
Actual
Performance
Results
Expected
performance
results
Current
Competence
Expected
Competence
New competence
needed due to
changed technologies
Difference of Demand
Determined by Performance
Checking
Difference of Demand Determined by
Performance Checking

Training demand of each
individual
Corporation’s training
demand
On the Job training
External and internal
training
Organization
Development
Supplemented

Demand
determined by
Senior
Management Board

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company’s workforce. In order to maintain a strategic competitive edge, its
workforce must be continuously developed. A human resource is considered high
quality when each employee meets the requirements of the knowledge, skills,
competence, and good morale. On a wide range, strong human resource also
includes a logical structure which is considered on industrial structure, professional
structure aspects
Training is a learning process supporting employee to perform better in their
current job and duties. Endeavor for the economic development partly done by
improving the potential quality of human, making them work with higher
productivity. Training includes activities aimed at improving skills or professional
for an individual at current or for a long time purpose. This content is essential for
any organization with utilization of the workforce.
Training in a firm is true to create opportunities for its employee to learn, and
with the continuous learning, the employees will have better knowledge, skills and
personal competence to be more suitable with the real requirements. It means that
when being trained, the employees quickly acquire the knowledge, professional and
experience to apply into business activities, bringing high productivities which may
not only compensate for the training cost but also reach higher profits, create the
succeeded workforce for the development of the firm.
So, training and development human resource is investment in human capital,
a considerably profitable activity. Human is a very important factor of production,
affecting to all elements of the production process. After all, human is decisive

factors to the success or failure of a business.
In order for training to meet the requirements, companies must simultaneously
focus on all contents including training plans, training contents, training methods
and other resources aiding the training process. In any organizational structure, the
training of human resource must contribute effectively to the company’s operation

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process. To accomplish this goal, the company must build the most suitable training
program that best fits its human resource.
1.2.2. Objectives, principles of human resource training
1.2.2.1. The objectives of training
There are five basic objectives in human resource training in an organization
as follows:
1/ Developing and implementing a plan to develop human resource of the
enterprise by organized training activities; performing analysis and
assessment of training needs of workers at all levels.
2/ Preparing professionals to manage, control and evaluate training programs
3/ Developing some professional options and development plans for each
certain stage, consistent with the potential of the enterprise, arranged in
order of the main occupations.
4/ Researching on manpower, preparing data on work force structure and
relevant areas.
5/ Creating favorable conditions for internal communication between managers
and workers.
1.2.2.2. Principles of human resource training
Man can have fully competence to develop in life. Similarly, every employee
in an organization has the ability to develop and will often try to develop
themselves like the growth of the business in an organization.

Everyone has his/her own values. Thus, each person is a specific person,
unlike the others and able to contribute new ideas.
Interests of employees and the interests of the organization can be combined
together. So human resource development should include:

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- Motivating and encouraging all members to enhance their contribution to
the organization.
- Attracting and using effectively anyone who have enough competence and
qualified
- Achieving maximum value, through the products of the employees to
compensate the costs for training and developing.
- On the other hand, the expectations of employees through training and
development are:
+ Stability to develop
+ Opportunities for promotion
+ Having a favorable work position to contribute, to devote the most.
+ Provided with information on training that related to them.
Human resource development and training is a significantly benefitable
investment, because training and development are the means to achieve the most
effective organization development.
1.2.2.3 The progarms for human resource training
Programs for human resource training include:
- Orientation: the purpose of this program is to supply the employees with
information, orientation and provide new knowledge. Those are the
employment situation, company policies and rules, compensation,
corporate culture…
- Skill development: the purpose of this program is training the employees

to gain the skills necessary to carry out the work and experience to gain
new skills, preparing for job changing or technology changing.
- Safety Training: This training program is implemented to prevent and
minimize the occupational accidents that may occur.

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- Occupational training: the training program aims to prevent the
knowledge, professional skills from obsolete. The training is to
disseminate new knowledge or knowledge in the fields related to specific
occupational nature.
- Training supervisors, managers: all managers and supervisors need to be
trained to know how to make the administrative decision and how to
work with people.
The steps of a training process: a training process includes 07 steps:
1. Job Analysis
2. Analysis of the work performance
3. Selecting method
4. Building training program
5. Calculating budget
6. Implementing training
7. Evaluation of training

CONCLUSIONS OF CHAPTER 1
Chapter 1 of this project has focused on analyzing the core of the training and
development of human resource, the need for integrated training strategy and
development of human resource with business strategy. In addition to providing the
general theoretical knowledge, this chapter also provides some practical skills in the
field of training and development management.

Human resource managers need to catch the trend of training and development
to guide the management activities of training and development of the organization.
Those are trends that approach the human resource management strategy with the
view that the human are core competencies; maintaining behavior and standards of
human resource activities. Management of training and development is one of the

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main areas of strategic management of human resource of the organization, thus
contributing to complete its business strategy.
The common theory of management of training and development stated in this
Chapter 1 will be used to analyze the real situation training and development of
human resource in EVNHCMC in Chapter 2, through which to propose strategies
and solutions to ensure the human resource for the development of EVNHCMC in
period 2011-2015, vision 2020.

CHAPTER 2: ANALYSIS OF THE REAL SITUATION
OF THE TRAINING AND DEVELOPMENT OF HUMAN RESOURCE
IN EVNHCMC
2.1. OVERVIEW OF EVNHCMC
2.1.1. The establishment and development
After the complete liberation of the South, to 1976, the Vietnam Electricity
Corporation changed its name to Southern Power Company under the Ministry of
Electricity and Coal. After several changes in organizational structure, Southern
Power Company renamed to Power Company No.2 under the Ministry of Energy,
which managed Electricity department of Ho Chi Minh City.
In the period from 1986 to 1995, the power industry was growing more and
more, and Ho Chi Minh City Power company was growing along with the economic
development of the City. Therefore, in 1995 the Electricity Ho Chi Minh City

Power Distribution Department was seperated from Power Company No. 2 with
independent accounting and was directly under EVN called the Power Company of
Ho Chi Minh City. On February 02, 2010, with the decision No. 768/BCT of the
Ministry of Industry and Trade, Ho Chi Minh City Power Company officially
renamed Ho Chi Minh City Electricity Corporation (EVNHCMC), operating under
the parent company model.

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Since its establishment until now, EVNHCMC has constantly grown. In 1975,
the firm had less than 1000 employees, to the end of 2010, the number is 7322
persons, in which, direct labor and technical workers accounting for 43.73%, under-
graduate and graduate staff accounting for 21.96%, the rest are other labor forces.
2.1.2. Functions, duties and organization structure
2.1.2.1. Functions, duties:
EVNHCMC is a state-owned corporation directly under the Electricity of
Vietnam, with functions of managing and distributing electricity power for 24
districts of Ho Chi Minh City, with natural area of 2095 km2 and a population of
7.2 million people. The main task of the Corporation is generating and trading
electricity, management and distribution of electricity to a voltage of 110kV and
other services related to electricity sector such as consultancy survey, design and
construction of electrical works, testing and adjustment of electrical equipment,
agents of public telecommunications services, telecommunications equipment
business, management and operation of telecommunications networks and
information technology and some other tasks under the direction of the Electricity
of Vietnam. The principal business of EVNHCMC is as follows:
- Electricity industry: transmission, distribution and trading of electricity
- Manufacture and repair of electrical equipment

- Construction of transmission lines and substations
- Export and import of electrical equipment and materials
- Hotel business
- Survey and planning the power grids at district level
- Bidding on appraisal for project design, budgeting and construction
supervision at voltage up to 110kV
- Consulting for investment projects, construction supervision, procurement of
power lines and substations up to voltage level of 110kV.
- Agencies for telecommunication services