Strategy management GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION CAPSTONE PROJECT REPORT BUILDING OF DEVELOPMENT STRATEGY FOR SE SAN HYDROPOWER DEVELOPMENT COMPANY IN PERIOD OF 2013-2018 Group 4: Chau Thanh Can Đinh Van Nhan Nguyen Viet Tho Ho Mong Đoi Class: GaMBA01.D0111 HCM City, 2013 Strategy management ACKNOWLEDGEMENT During the time of attending to Training Program on Master of International Business Administration, all of teachers have enthusiastically taught, imparted knowledges that are very useful to us and we have applied them to our organization effectively We would like to express our sincere gratitude to all of teachers who guided us to complete this MBA program We also thank the Board of Directors, the departments and workshops of Se San Hydropower Development Company about enthusiasm, enabling for us on studying, data collection to complete topic Finally, we would like to thank the Electricity of Viet Nam, College of Electric Power Ho Chi Minh City in making the best conditions for us to complete MBA course Our team is pleased to assure that this topic is the study of us All data and contents in this topic are found out, studied and built by team of ourselves All data collected is completely true Strategic management CONTENTS ACKNOWLEDGEMENT INTRODUCTION Why choose the topic 2.The goal of topic The scope of study Methodology The layout of topic CHAPTER I: THEORETICAL BASIS 1.1 The concept of strategy and strategic management 1.1.1 Strategy 1.1.2 Strategic Management 1.2 The views of strategy and strategic management 1.3 Building strategy 10 1.3.1 Process building strategy 10 1.3.2 Determination of base for building strategy 11 1.3.3 The targets of strategy 12 1.3.4 Analysis external environment 12 1.3.5 Models of five competitive pressures 14 1.3.6 Analysis of internal environment 17 1.4 Stages of Strategic Management 23 1.5 Points to note in the process of strategic management 24 1.6 The matrix strategic form 26 1.6.1 SWOT Matrix 26 1.6.2 CPM Matrix (Competitive Profile Matrix) 28 1.6.3 IFE Matrix (Internal Factor Evaluating) 29 1.6.4 QSPM matrix (Quantitative Strategic Planning Matrix) 31 1.7 Conclusions of Chapter I 32 Strategic management CHARTER II: 34 ANALYSE THE ACTUAL PRODUCTION AND BUSINESS OF SESAN HYDROPOWER DEVELOPMENT COMPANY 34 2.1 Establishment and development 34 2.1.1 Historical establishment 34 2.1.2 Organizational structure 35 2.1.3 Funtions, tasks and line of business 36 2.2 Analyze of the producing activity management of the Company 36 2.3 Analyze the value chain of the company 37 2.3.1 The principal activities increase value chain 37 2.3.2 Analyze supporting activities 40 2.4 Analyze of the macro environment 45 2.4.1 Economic environment and demographic environment 45 2.4.2 Science and technology environment 45 2.4.3 The social and cultural environment 45 2.4.4 Political, law environment 46 2.5 Analyze the five competitive pressures of environment 46 2.5.1 The corporates in the industry 46 2.5.2 Products for replacement 47 2.5.3 Pressure from the customers 47 2.5.4 Pressure from the suppliers 48 2.5.5 Pressure from competitors 48 2.6 Survey of the council on the internal resources of the company 50 2.7 Matrix IFE -Matrix EFE 51 2.7.1 Evaluation of the internal factors (Matrix IFE) 51 2.7.2 Assessment of external factors (Matrix EFE) 60 2.8 SWOT matrix 70 2.8.1 Strengths and weaknesses of the internal environment 70 2.8.2 Opportunities and threats of the external environment 71 Strategic management 2.9 Competitive Profile Matrix (CPM) 75 2.10 Aspects of corporate culture for the selection and implementation of strategy 76 2.11 Conclusion of chapter II 76 CHAPTER III 78 DEVELOPMENT STRATEGY OF SESAN HYDROPOWER DEVELOPMENT COMPANY IN THE PERIOD OF 2013 – 2018 78 3.1 Development strategy of the company in the period of 2013-2018 78 3.1.1 Vision: The Company will be leading in low costs in electricity supply 78 3.1.2 Mission: Continuous power supply with better quality 78 3.1.3 Core values: Trust - Devoted - Wisdom - Collaboration – Share 78 3.1.4 Strategic goals 78 3.2 Building strategies for the company 79 3.2.1 The “leading in low costs” strategy 79 3.2.2 The “advantage in offering in the electricity market” strategy 79 3.3 QSPM matrix (Quantitative Strategic Planning Matrix) 80 3.4 Select strategy for the company 91 3.5 Solutions for strategy implementation 91 3.6 Strategy controlling 94 3.7 Recommendations and conclusions 95 3.7.1 Recommendations 95 3.7.2 Conclusion 95 REFERENCES 97 Strategic management DIRECTORY I LIST OF ABBREVIATION No List of abbreviations Explanation CBCNV Officials and employees VTTB Material and equipment EVEN Vietnam Electricity Group SCTX Regular repair SCL Overhaul LIST OF FIGURES, TABLES II No Name of figure, charts Page Figure 1.1 The process of strategy building 10 Figure 1.2 The relationship and the meaning of the vision, mission and values 11 Figure 1.3 Three levels of the external environment 12 Figure Michael Porter's five competitive pressure model 15 Figure 1.5 Effect of five pressures on the attractiveness of the industry 17 Figure 1.6 Michael Porter's value chain 19 Table 1.1 Evaluation of corporates based on success factors 23 Figure 1.7 Strategic management is a continuous and regular process 25 Figure 1.8 The strategic level a multi-industry company 25 Table 1.2 SWOT matrix 27 Table 1.3 CPM matrix 29 Table 1.4 IFE matrix 29 Table 1.5 EFE matrix 30 Table 1.6 QSPM matrix, strategic group S-O 31 Figure 2.1 The value added chain of Se San Hydropower Development Company 37 Table 2.1 Labor structure by level 41 Table 2.2 Table of labor structure by age of worker 41 Table 2.3 Report production and business activities of years (2010, 2011, 2012) of the Company 43 Strategic management Table 2.4 Capacity, output, cost and product price (VND/kWh) of the hydroelectric plants in the sector in 2011 46 Table 2.5 The group investing in the field of energy production from 2013 to 2018 49 Table 2.6 Matrix evaluating inside elements 52 Table 2.7 Evaluation of the company's strategic building council on how important of the inside elements 53 Evaluation of the company's strategic building council on classification (points earned) of inside elements - Matrix IFE 55 Table 2.8 Table 2.9 Matrix assessing factors (Matrix EFE) 61 Assessment of the members of the company‟s strategic building council on how important external factors- Matrix EFE 63 Table 2.10 Assessment of the members of the company‟s strategic building council on classification (points earned) of external factors- Matrix EFE 65 Table 2.11 Table 2.12 SWOT matrix (combination) 72 Table 3.1 QSPM matrix 81 85 Table 3.2 Assessment of members of the Strategies Board for attractive scores of the "Offering in the electricity market" strategy Table 3.3 Assessment of members of the Strategies Board for attractive scores of the "Leading in low costs" strategy 88 Table 3.4 Plan the budget of the company from 2013 to 2018 91 Se San Hydropower Plant Strategic management INTRODUCTION Why choose the topic Se San Hydropower Development Company was officially put into operation on 01/04/2010, with the function of operational management on the Se San Hydropower plant which consists of 03 units at total capacity of 360MW Annual electricity output is about 1.4 billion kWh Se San Hydropower plant was started upon construction in 11/2004 on Se San River lying on the territory of 02 provinces of Gia Lai and Kon Tum Activities of Se San Hydropower development Company is now steady, achieve business plans, but possibility and potential of the company are still more The question in setting up the development strategy for the company is how to exploit fully ability, potential of the company in future Annual electricity demand is increasing by average of about 12% The direction of our research is to build competitive strategies by that how Se San Hydropower Development Company output power is greater than the other competitors We determine the level of strategy for the company is the business level We wish this topic is the base to help the leaders of Se San Hydropower Development Company put out relevant decisions in order to achieve targets most effectively That's why we chose this topic 2.The goal of topic The goal of this topic is to analyze and assess the current status of production and business activities of Se San Hydropower Development Company; opportunities and threats from the external environment; strengths, weaknesses from the internal environment of company From then, the development strategy suitable for the company is built and the solutions of strategic implementation are proposed Name of subject that we study is "Building of development strategy for Se San Hydropower Development Company in period of 2013-2018" Strategic management The scope of study The scope of study is to build a theoretical basis for development strategy of Se San Hydropower Development Company in period of 2013-2018, in which we study in depth to promote the advantages of Se San hydropower plant to compete with other Hydropower plants in the electricity sector Methodology Method of study is date collection from internal of Se San Hydropower Development Company then analysis and apply the strategic matrixes to build a development strategy for this company The scientific and practical significance of the subject can be used as a value reference to build business strategy for other businesses with similar characteristics as Se San Hydropower Development Company The layout of topic In addition to the introduction, conclusion and appendices attached, the contents of the topic are divided into three main sections as follows: Chapter I: Theoretical basis This chapter presents the theory of formulating strategies, application some matrixes to help strategic choice and issues in strategic management Chapter II: Situation Analysis of Se San Hydropower Development Company This chapter introduces an overview of the Se San Hydropower Development Company, analyze the business situation of the company in the past Chapter III: Building of development strategy for Se San Hydropower Development Company in period of 2013-2018 This chapter analyzes the inside and outside environmental factors from which the matrixes as SWOT, IFE-EFE, QSPM to choose development strategy for this company in period of 2013-2018 are built and proposal solutions for strategy implementation is issued Strategic management CHAPTER I: THEORETICAL BASIS 1.1 The concept of strategy and strategic management 1.1.1 Strategy: Strategy is a series of work setting in order to create competitive advantage of the business compared to other competitors The strategy represents a unique value creation, the selection, the rating for in competition When building business strategy, we have to determine where the business is , where and how the business wants to reach 1.1.2 Strategic Management: Strategic Management is implementation and evaluatation of the decisions related to various activities which allow a business to achieve the set-out strategic goals Strategic Management focuses on consolidated management of all operational fields of the business to achieve success 1.2 The views of strategy and strategic management: - In Michael Porter's point of view, strategy is creating out an unique position and valuable including different activities Strategy is selection, staying or retreating in competitionbut the importance is to choose what should be done and what shall be omitted Strategy is creation of the compatibility from all business's activities Competitiveness is obtained from the activities system rather than from its component parts Compatibility from the activities occurs when this action contributes consolidation and strengthening the effectiveness of the other activities in the value chain of the business (Source: "What is the strategy", Harvard Business Review, 1996) - By Fred David, "Strategic Management is terms of art and science that establish, implement and evaluate decisions related to various functions which allow organizations to achieve the set-out goals." (Books: "The concept of strategic management", Labor Publisher, 2012) Strategy management Main factors Alternative strategies Offering in the Leading in electricity low-costs Classification market (2) (1) AS TAS AS TAS Basis of attractive scores countries Equitization 2,89 Changing policies on taxes, fees and forest environment, sharing benefits to downstream The adjustment of reservoir of the above plants on the same cascade as Pleikrong, Ialy lakes Because the equipments are originated from China, so the purchase of materials and equipments for repairing depends on China (pressure of suppliers) Customers' demand for electricity The last plant on the cascade of Se San River The impact of regulations on regulating reservoir of the Committee of Mekong River and the Government of Viet Nam 2,44 7,06 2,22 This is the indispensable factor and there will have operating environment under the new 6,42 model A challenge for the electricity industry 2,22 3,11 2,22 3,33 4,94 10,37 1,67 3,44 3,70 10,72 An opportunity for the company to exploit water from the lakes above in the dry season This is the challenge for the company 1,44 2,78 4,01 2,67 3,85 3,44 4,00 13,78 4,00 13,78 industry 3,00 3,67 11,00 4,00 12,00 This is an opportunity for the electricity 2,33 3,56 8,30 83 2,44 5,70 Effective exploitation of the flows This factor leads the plant to always be exploited and ensured minimum flows downstream Strategy management Main factors The plant is located on the border and between Gia Lai and Kon Tum Provinces The Government regulate electricity prices Investment using policy Competition of the plants of EVN TOTAL ATTRACTIVE POINTS Alternative strategies Offering in the Leading in electricity low-costs Classification market (2) (1) AS TAS AS TAS 2,00 1,22 2,44 1,00 3,00 1,89 2,56 1,44 0,00 3,00 4,33 0,00 7,67 198,09 1,56 0,00 3,33 84 Basis of attractive scores This is the challenge for the company, the company must implement different policies by 2,00 different regulations of provinces This factor is not conducive to the company 4,67 0,00 This factor does not affect the strategic choice 8,52 The electricity market will be formed in 2016 219,86 Strategy management Table 3.2: Assessment of members of the Strategies Board for attractive scores of the "Offering in the electricity market" strategy No Factors Attractive scores (AS) of each member of the Board for the "Offering in the electricity market" strategy Director I 10 11 12 13 14 15 Internal factors Management and administration of the Board of Directors Capacity of managers Response capabilities of the staff for changes Capacity of the operating staff Capacity of the repairing, testing and calibrating staff Policy of human resources Ability to satisfy customers' demand Working enthusiasm of the staff Initiatively coordinating and settling among units in the company Research and technological change Reliability of devices in operation Supply capacity of materials and equipments Redundancy equipments for production Proactive in finance Infrastructures Deputy Director 3,00 3,00 3,00 Chief Average Chief Chief Chief Chief PX1 Chief PX2 Chief PX3 4,00 4,00 4,00 3,00 4,00 3,00 4,00 3,56 3,00 3,00 3,00 3,00 3,00 4,00 4,00 4,00 3,33 1,00 1,00 1,00 1,00 2,00 2,00 2,00 1,00 2,00 1,44 3,00 3,00 3,00 3,00 3,00 4,00 4,00 3,00 3,00 3,22 3,00 3,00 3,00 3,00 4,00 3,00 3,00 4,00 4,00 3,33 3,00 3,00 3,00 3,00 4,00 3,00 4,00 3,00 3,00 3,22 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 3,00 2,00 3,00 3,00 2,00 2,00 1,00 2,22 2,00 2,00 1,00 2,00 1,00 2,00 2,00 2,00 1,00 1,67 1,00 2,00 1,00 2,00 1,00 2,00 2,00 2,00 2,00 2,00 1,00 2,00 1,00 2,00 1,00 2,00 1,00 2,00 1,22 2,00 2,00 2,00 2,00 3,00 3,00 3,00 3,00 3,00 2,00 2,56 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 1,00 2,00 1,00 2,00 1,00 2,00 1,00 2,00 1,00 2,00 2,00 2,00 1,00 2,00 1,00 2,00 1,00 2,00 1,11 2,00 85 Strategy management No Factors Attractive scores (AS) of each member of the Board for the "Offering in the electricity market" strategy Director II 10 11 External factors Growth rate of electricity industry The involvement of other sectors in the field of electricity production Competitive electricity market Changing speed of technological devices Equitization Changing policies on taxes, fees and forest environment, sharing benefits to downstream The adjustment of reservoir of the above plants on the same cascades as Pleikrong, Ialy lakes Because the equipments are originated from China, so the purchase of materials and equipments for repairing depends on China (pressure of suppliers) Customers' demand for electricity The last plant on the cascade of Se San River The impact of regulations on adjusting reservoir of the Committee of Mekong River and the Government of Viet Nam Deputy Director 3,00 3,00 2,00 Chief Average Chief Chief Chief Chief PX1 Chief PX2 Chief PX3 3,00 3,00 3,00 3,00 2,00 3,00 2,00 2,78 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 3,00 3,00 3,00 2,00 2,33 3,00 3,00 3,00 4,00 3,00 4,00 2,00 2,00 2,00 2,89 2,00 2,00 2,00 3,00 3,00 2,00 3,00 3,00 2,00 2,44 2,00 2,00 2,00 2,00 3,00 2,00 3,00 2,00 2,00 2,22 3,00 3,00 3,00 3,00 3,00 4,00 3,00 4,00 4,00 3,33 3,00 3,00 2,00 4,00 3,00 3,00 3,00 2,00 2,00 2,78 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 3,00 3,00 3,00 3,67 3,00 3,00 3,00 4,00 3,00 4,00 4,00 4,00 4,00 3,56 86 Strategy management No Factors Attractive scores (AS) of each member of the Board for the "Offering in the electricity market" strategy Director 12 13 14 15 The plant is located on the border and contiguous Gia Lai and Kon Tum Provinces The Government regulate electricity prices Investment using policy Competition of the plants of EVN Deputy Director 1,00 1,00 1,00 0,00 3,00 Chief Average Chief Chief Chief Chief PX1 Chief PX2 Chief PX3 1,00 1,00 2,00 1,00 2,00 1,00 1,00 1,22 1,00 1,00 2,00 2,00 1,00 1,00 2,00 2,00 1,44 0,00 3,00 0,00 3,00 0,00 3,00 0,00 3,00 0,00 3,00 0,00 3,00 0,00 3,00 0,00 3,00 0,00 3,00 87 Strategy management Table 3.3: Assessment of members of the Strategies Board for attractive scores of the "Leding in low costs" strategy No Factors I Internal factors Management and administration of the Board of Directors Capacity of managers Response capabilities of the staff for changes Capacity of the operating staff Capacity of the repairing, testing and calibrating staff Policy of human resources Ability to satisfy customers' demand Working enthusiasm of the staff Initiatively coordinating and settling among units in the company Research and technological change Reliability of devices in operation Supply capacity of materials and equipments Redundancy equipments for production Proactive in finance Infrastructures External factors Growth rate of electricity industry 10 11 12 13 14 15 II Attractive scores (AS) of each member of the Board for the "Leading in low costs" strategy Deputy Chief Chief Chief Chief Chief Chief Chief Director Director X1 X2 X3 Average 3,00 3,00 4,00 4,00 4,00 4,00 4,00 3,00 3,00 3,56 4,00 4,00 4,00 4,00 4,00 3,00 4,00 3,00 3,00 3,67 2,00 2,00 2,00 3,00 3,00 2,00 3,00 2,00 3,00 2,44 3,00 3,00 3,00 3,00 3,00 4,00 4,00 3,00 3,00 3,22 4,00 4,00 3,00 4,00 4,00 3,00 3,00 4,00 4,00 3,67 4,00 4,00 4,00 3,00 4,00 4,00 4,00 3,00 3,00 3,67 3,00 3,00 2,00 2,00 2,00 3,00 2,00 2,00 2,00 2,33 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 3,00 2,11 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 4,00 2,00 4,00 3,00 4,00 2,00 4,00 3,00 4,00 3,00 4,00 3,00 3,00 3,00 4,00 3,00 3,00 3,00 3,78 2,78 2,00 2,00 2,00 3,00 2,00 3,00 3,00 3,00 2,00 2,44 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 2,00 1,00 3,00 1,00 3,00 1,00 4,00 1,00 4,00 1,00 4,00 1,00 4,00 1,00 4,00 1,00 4,00 1,00 4,00 1,00 3,78 4,00 4,00 4,00 4,00 4,00 4,00 4,00 3,00 3,00 3,78 88 Strategy management No 10 11 12 13 Factors The involvement of other sectors in the field of electricity production Competitive electricity market Changing speed of technological devices Equitization Changing policies on taxes, fees and forest environment, sharing benefits to downstream The adjustment of reservoir of the above plants on the same cascade as Pleikrong, Ialy lakes Because the equipments are originated from China, so the purchase of materials and equipments for repairing depends on China (pressure of suppliers) Customers' demand for electricity The last plant on the cascade of Se San River The impact of regulations on adjusting reservoir of the Committee of Mekong River and the Government of Viet Nam The plant is located on the border and between Gia Lai and Kon Tum Provinces The Government regulate electricity prices Attractive scores (AS) of each member of the Board for the "Leading in low costs" strategy Deputy Chief Chief Chief Chief Chief Chief Chief Director Director X1 X2 X3 Average 3,00 3,00 3,00 3,00 3,00 4,00 3,00 H3,00 4,00 3,22 4,00 4,00 3,00 3,00 3,00 4,00 4,00 3,00 3,00 3,44 3,00 3,00 3,00 3,00 2,00 2,00 3,00 2,00 3,00 2,00 2,00 2,00 2,00 2,22 2,00 2,00 1,00 1,00 2,00 2,00 2,00 2,00 1,00 1,67 4,00 4,00 3,00 3,00 3,00 4,00 3,00 3,00 4,00 3,44 3,00 3,00 3,00 3,00 2,00 2,00 2,00 3,00 3,00 2,67 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 4,00 3,00 3,00 3,00 2,00 3,00 2,00 2,00 2,00 2,00 2,44 1,00 1,00 1,00 1,00 1,00 1,00 1,00 1,00 1,00 1,00 2,00 2,00 2,00 2,00 1,00 1,00 2,00 1,00 1,00 1,56 89 1,33 Strategy management No 14 15 Factors Investment using policy Competition of the plants of EVN Attractive scores (AS) of each member of the Board for the "Leading in low costs" strategy Deputy Chief Chief Chief Chief Chief Chief Chief Director Director X1 X2 X3 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 4,00 4,00 3,00 3,00 3,00 3,00 3,00 4,00 3,00 90 Average 0,00 3,33 Strategic Management 3.4 Select strategy for the company Through analyzing two above strategies by the QSPM matrix, the results are: the strategy has the total attractive scores of 198.09; the strategy has the total attractive scores of 219.86 With these results, the group choose the "Leading in low costs" strategy for the Se San Hydropower Development Company in the period of 2013-2018 3.5 Solutions for strategy implementation The following solutions focus on the strategy goal of leading in low-cost: Solution for G.1 Regular regulating of reservoir in accordance with the regulations Ensure the flow for the downstream To fully exploit water resource for maximum power output during the dry season Use software to calculate optimum tank water flow to generate electricity through the use of data accurately forecast, sticking and manipulate single operating procedures, contact the lake in a reasonable and proper regulations to limitthe discharge of water while ensuring the flow downstream Solution for G.2 Profit after tax in the following year is higher than the previous year Below is a table of the budget planning period 2013-2018 in detail, in an effort to achieve higher profit after tax in the following year Table 3.4 Plan the budget of the company from 2013 to 2018 Unit: billion VND 2013 No I II III Targets Produced electricity outputs (billion kWh) Sales of electricity Costs of producing 2014 2015 Electric ity prices (VND) 600,00 Electric ity prices (VND) 650,00 Electric ity prices (VND) 650,00 1,40 1,40 1,40 1,50 1,50 1,60 840,00 910,00 910,00 1050,00 1050,00 1120,00 91 2016 2017 2018 Electricit y prices (VND) Electricit y prices (VND) Electricit y prices (VND) 700,00 700,00 700,00 Strategy management 2013 No IV V VI Targets electricity Fuel Regular repairing materials and auxiliary materials Salaries and social insurance Depreciation of fixed assets Terms of purchased services Major repairs of fixed assets Other expenses in cash Resources tax Fees of forest environmental protection Land tax Loan interest Mid-shift meal cost Other expenses in cash Total expenses Profit before tax Corporate income tax of 25% Profit after tax 2014 2015 Electric ity prices (VND) 600,00 Electric ity prices (VND) 650,00 Electric ity prices (VND) 650,00 6,49 6,80 7,16 7,51 7,89 8,28 33,35 36,68 40,35 46,41 53,37 61,37 361,00 361,00 361,00 361,00 361,00 361,00 10,80 11,34 11,91 12,50 13,12 13,78 59,88 60,00 60,00 70,00 70,00 70,00 356,03 40,24 328,57 40,24 324,13 40,24 314,68 43,11 295,41 43,11 276,08 45,98 28,00 28,00 28,00 30,00 30,00 32,00 0,50 277,99 1,30 8,00 827,55 12,45 0,50 250,00 1,43 8,40 804,39 105,61 0,50 245,00 1,57 8,82 804,55 105,45 0,50 230,00 1,81 9,26 812,10 237,90 0,50 210,00 2,08 9,72 800,79 249,21 0,50 185,00 2,39 10,21 790,51 329,49 59,48 62,30 82,37 178,43 186,91 247,11 12,45 105,61 105,45 2016 2017 2018 Electricit y prices (VND) Electricit y prices (VND) Electricit y prices (VND) 700,00 700,00 700,00 Solution for G.3 Achieve economic and technical indicators annually: - Electricity outputs: >=1.2 billion kWh; - Incident rate: