SITUATION AND SOLUTIONS ABOUT HUMAN RESOURCEMANAGEMENT OF PCC1 1.THE ELECTRIC POWER CONSTRUCTION I JSC INTRODUCTION - PCC1 The Electric Power construction I JSC - formerly PCC I was the
Trang 1SITUATION AND SOLUTIONS ABOUT HUMAN RESOURCE
MANAGEMENT OF PCC1
1.THE ELECTRIC POWER CONSTRUCTION I JSC INTRODUCTION - PCC1
The Electric Power construction I JSC - formerly PCC I was the construction lines and power stations enterprise under the Ministry of Coal and Power which was founded
in March 2nd 1963 During the Firstly opening days the company was the only company operating in the construction lines and power stations sector across the country.
According to the strategic plan of the national energy development in each developing stage of the country, the company was in turn named as the construction lines and electric power stations company, the construction lines and electric power stations I company, the Electric power construction I company following the decision No 1263/QD-TCCB April 5, 2005 of the Industrial Ministry The Electric Power Construction I Company was approved the equitization form and converted into the Electric Power Construction I JSC, with business registration number:
0103008651 by Department of Hanoi Planning and Investment in July 20th in 2005 PCC1 has become a company confirmed its status in both domestical and oversea market for over 50 years of development Each following leaders and staff generation of the company has made the incredible impression on the whole network of distributing national electric power by the large scale and high quality construction lines and stations projects which distribute electric power to all parts of North, Central and South of the country, from urban to rular area, mountains to remote areas, remote islands and the plains of Laos brotherhood
With the Company's contributions to the national electric power development stratergy in recent years, the Company has been granted prestigious prizes such as the
Trang 2Secondly and the Thirdly-class Independence Medal; And particularly on 2nd Marth
2013 company honored the Firstly class Independence Medal and many other awards of ministries and people's committees, cities and provinces
2 STRATEGIC BUSINESS OBJECTS
2.1 The national power distributing construction field
PCC1 has been developing to the leading company in implementing electric power distribution projects in three regions: North, Central and South of the country Over the past few years, with its duties and functions, the company has undertaken, implemented and completed thousands of DDK km 500kV, tens of km DDK 220kV, 110kV, hundred thousands of km DDK <= 35 kV, completed many difficulties ang largest projects such
as the North-South line 500KV circuit 1 and circuit 2; Son La - Hoa Binh line 500KV, Son La - Hiep Hoa; 500kV Hiep Hoa power stations, Da Nang, Tan Dinh - Binh Duong, Dak Nong - Dak Lak, Quang Ninh
PCC1 has high qualified leaders, managing staff, technical staff, skilled workers that are capable of inheriting and developing and to be responsible for managing and implementing the national important projects and large projects
PCC1 continues purchasing construction machinery and equipment, are fully equipped to meet the multiple lines projects, power stations and contributed to victory in the national power projects
2.2 Zinc galvanized steel structure manufacturing field:
With the owning of two Zinc galvanized steel structure manufacturing factories: Hyundai Dong Anh factory and Yen Thuong steel structure manufacturing factory , PCC1 is currently the Vietnamese largest scale and technology company in this field with its capacity of 40,000 tonnes / year (3,334 tons / month) In recent years, the company has made Zinc galvanized steel pillars for some major projects of the national power distridution systems for national partners are: EVN, the project management of North, Central and South electric power company Typically works: DZ 220kV Ca Mau - O Mon 220 kV DZ Hue Dong Ha, DZ 220 kV Vinh Ha Tinh, DZ 220kV Tuyen Quang -Bac Kan - Thai Nguyen Other works of counterparts outside the electricity sector, such
as steel structure pillars manufacture for Notel telecommunication systems, Ericssion, Zinc galvanized steel structure manufacturing projects of Siemens
Trang 3Beside the national market, the Company has been exported to several countries such as Japan, South Korea, Chile, contributed to the development of the country as well
as improved manufacturing capacity of the Vietnamese mechanical engineering sector now
2.3 Investing business in Real Estate:
Electric power Construction Joint Stock Company 1 owns over 100.000m2 in the areas of Hanoi, Ha Dong, Ninh Binh and Ho Chi Minh City
The company has been active in the development of investment and investment cooperation, the company projects which have taken and put into use such as : Nang Huong residential and commercial services and some ongoing projects: the commercial center and housing apartment project in My Dinh Commune The office and apartment building in the area land of the electric power company 1 in Cau Dien - Tu Liem - Ha Noi, office investment project in Ly Van Phuc - Dong Da - Ha Noi
2.4 The company investment project capacity has been confirmed:
2.4.1 Professional Staff in project management and investment, qualified and passionate with work, undertaking and managing well the investment periods such as:
- Work with People’s commettee, local departments to implement in approving investment projects and achieve the highest requirements in terms of the actual condition
of each project
- Assessing and selecting the contractors to participate in consulting projects
- Planning and managing the progress and quality of construction according to standard requirements
- Marketing and sales, effective exploitation of investment products
- The post-investment project management, maintenance products
2.4.2 Financial resources
The company always controls and has the financial planning to meet the effective investment projects and ensure the fastest progress
- The productive scale of 1.150 billion USD / year, revenue about1,000 billion VND / year on 3 main operation areas, the company fully utilizes flexible financing and cash flow management effectively
- In addition, the company always has had banks, realiable credit institutions for many years, ready to meet the demand for capital needs
Trang 42.4.3 In order to improve the construction works and projects high quality management done by the company, in addition to regular training, improving managers and technical staff skills the company has been operating the quality management system and has granted the quality management certification ISO 9001-2008
In the investment and cooperation process, PCC1 is always highly appreciated by customers about its governant ability as well as infrastructure and prestige of the collaborative activities The investment projects and other business activities of the Company achieve higher profit margin compared with other units and similar projects
With these strong fields PCC1 is striving to become a leading business in the field
of Electric Power Construction of Top 500 leading enterprises in Vietnam The company has had a long history of building and development, gained many achievements in business activities, contributed actively to the country development and protection
2.5 PCC1 business results from 2010 to 2012
Unit: Million VND
(Resource: PCC1 financial statement in 2010, 2011, 2012)
3 PCC1 HUMAN RESOURCE SYSTERM
3.1 The company structure diagram
Trang 53.2 Characteristics and labor structure by gender and degree at PCC1
Structure by gender
Structure by degree
- Intermediate, vocational
Trang 6PCC1 has 1,389 employees including 653 who are managers and technical staff
736 technicians, who are trained basic, professional grade 3/7 or more up to December, 2012
The most staff of PCC1have experienced more than 5 years, accumulated from the construction of transmission lines, substations and projects by domestic companies and foreign government investment
4 PCC1 HUMAN RESOURCE DEVELOPMENT TARGETS
4.1 Human Resource Plans
PCC1 planned to cut the number of surplus labor based on governmental Decree
No 110/2007/ND-CP dated on April 26th 2007 aiming at reasonable and effective using human resources, improving labor productivity, reducing costs and complying with the once time principle, to ensuring the principle of democracy, pubishing, independence following the regulation The project has received the support of the Information and Communications Ministry, the Ministry of Labor, War Invalids and Social Affairs, Ministry of Finance, Electricity Group, BDVN Union
On Feb 26th 2010, PCC1 issued document to require inspecting the whole network, the workforce then decide who were continued to use; the document guidelined unit members organize, rearrange labor and solve labor policies for employees under Decree 110 The company has directed the unit members to make plans, establish management Dept managed by head of the unit Many units have actively granted a part
of their funds to assist the difficult employees Based on the inspective results, rationalization of operations on the working network , at the end of 2010 PCC1 resolved workers to leave following Decree 110 without any lawsuits or problems Workers left their jobs with very self-conscious and excited feeling The successful implementation of restructuring the network and labor initially brings positive results for this business: reducing labor, while also saving direct and indirect costs in relation to labor
However, in recent times, many human resource management activities (QTNNL)
at PCC1 have had difficulties due to the limitations of the norms system are used in the unit The limitations of the norms system causing difficulties for HR management activities, specifically:
Trang 7- The basis for the human plan is labor norms, labor norms are not completed will cause difficulties in making and approving of the plan due to lack of facility to identify, appraise
- Obsoleted or short of norms system also leads to a lack of clearly defined standards for employment, does not make mark level system to accurately assess the level
of completing work, the determination of complexity working level matchs with for each job titles does not accurate so the evaluation, salary payment, reward for workers will lack of criteria and unfair
4.2 Employment and labor layout
- The recruitment: Based on annual HR plan approved by PCC1, the Company and its memebers conduct recruitment The recruitment progress in PCC1 is conducted as follows:
+ Determine the conditions and criteria of participants taking the recruitment + make the examination board
+ Organize the exam
+ Make the recruitment board
+ Sign labor contracts
- Labor layout and arrangement: The appointed officers must come from work requirements and ensure the rule that does not have any unit members without having formal leaders during 3 months
- The appointment of PCC1 officers are assigned as follows:
+ Each unit member leader directly manages the appointment of executive level in managing Dept
+ The appointment of unit memebers’ exective managers approved by PCC1 General Director
4.3 Training and human resource development
The PCC1 HR is mainly trained from the state leading training facilities Every year, based on the level of staff and workers (employees), managing requirements, developing business services, training needs to improve the level of staff and workers and funding conditions for training, PCC1 makes the training plan to improve the staff and workers skill levels :
Trang 8- Plan for training or improving working skills inside or outside the schools, long-term, or short-term to report to the PCC1 leadership
- Plan for short-term training courses, with up-dated professional content, new services, additional training for staff and opening IT and foreign languages class by PCC1 and its subsidiaries
4.3.1 Trained Objects
Those who are sent for training are:
- The staff who are in the plan of using labor of the unit (arranged for long-term development plan of human resources to produce reasonable labor structure)
- Following the arrangement of laboring titles (Have to train additional knowledge for those who still lack from the standard)
- Following the requirements of conversion titles (or changing titles for those whose are the most suitable with the job requirements)
- Following the requirement for updating new knowledge due to changing science technology, equipment, policy mechanism, organizational model, management
Conditions and criteria to participate in the training:
+ Staff has signed labor contract with indefinite terms (not applicable to titles without signing labor contracts under the provisions of the Labor Code) Staff has worked at PCC1 at least 2 years and over (except for the special case)
+ Frequently completing assigned tasks, does not violate labor discipline from reprimand during the time of reviewing
+ Meet the admission requirements for each level of education and training
+ Subjected to the plan's cost of training
+ All employees must attend short-term training inside the country following the unit requirement
4.3.2 The training forms
PCC1 and its unit members base on the characteristics of each type of training, the training needs of each production department to perform various types of training Typically, some forms of training:
Objects for training:
- Management staff: Personnel working in management task sent to training the college level, economic business and Management University, short-term training
Trang 9courses in the training facilities inside and outside the industry On the basis of what works and which positions having the appropriate training schemes for them
- Directly manufacturing labor: The company pays attention on training and retraining for the directly business workforce which actually generate revenue for the unit
Training depending on the location:
- The premise training: Currently the staff participate regularly training in the in
their schools
- The place training: place training is form of training, short-term training to improve their training or professional training and new services for employees There are two forms of job training:
+ PCC1 and the unit members invite their teachers at school, experts knowledgeable in the areas of teaching expertise to focus on the training unit of professional employees for the base unit;
+ The base unit have managers and professional undertake and disseminate guidelines and new policies, rules and regulations guiding the business process is about
to deploy new services
Funding to support training: To encourages taff improve learning for
intellectual goals of workforce achieve good results, regulations and ensure training of units and training regulations of the unit is superior throughout, PCC1 has built support for staff bylaws were sent to school in full uniform application PCC1
4.4 Treatment regime, employees encourage
4.4.1 Regime salary
- Firstly, salary of company: Both tasks the social responsibility and business organizations recently in a new stage and put into operation, Government ministries have management incentives on salary: Decision No.65/2008/QĐ-TTg date, may, 22th, 2008
of the Prime Minister, followed by the Circular, decision, public documents guiding the implementation has been completed in order to elaborate the mechanism of state support
to the Company Accordingly, from 2011 onwards, the determination of unit wage and salary will be carried out in accordance with general law of wages in state-owned companies
Trang 10- Secondly, salary of the member units: with steady aim the organization of production, the Company has determined salary, allocation mechanism for wage unit price of units on the basis of a combination of factors: sales, business efficiency / cost, labor productivity, wage policy thereby stabilizing the salaries of the unit as well as step by step to create incentives for unit sales, productivity and a high efficiency
With the goal of promoting business plan aims to increase revenue, reduce costs, reduce revenue and expenditure gap delivery mechanism salary, salary unit for unit members had an important step change, contributing to mounting the registration and implementation of business plans to wage mechanism thoroughly In the new salary regime, the allocation salary, and growth of two performance indicators are: Payroll revenue / cost and productivity This reflects objectivity and proper performance of the business unit to ensure more equality between the units producing conditions favorable business units and business conditions difficult towel to encourage the large and small units striving against his own growth, while also encouraging the registration unit and plans to fulfill high, contributing to the objectives of the company's overall growth In addition, also associated with the implementation of the plan revenue expenditure gap and ensure quality of service The implementation plan revenue expenditure gap is expressed through parameters (delta) revenue and expenditure gap (the difference made revenues - revenues are spent planning) Unit revenues are spent to make better plans will
be encouraged and feedback
- Thirdly, distribution salary to the labor: Basically, the distribution of salaries of employees in 2008 was based on the general income of the unit are still applicable regulations of the income distribution PCC1 ago The old rules do not apply to create leverage, so we have to change in accordance with the conditions and circumstances of the organization PCC1 In 2009, and studied PCC1 guide new construction units regulation of income distribution Especially encouraging PCC1 units to be paid to individuals associated with job titles, productivity and performance assignments, pay adequate incentives for talented people , qualified professional, technical, higher labor productivity, contributing to the unit For unskilled labor, paid in units equivalent to the salary of labor market
The innovation in the wage mechanism are shown in the Remuneration PCC1 encouraged on the basis of wages allocated to individuals according to individual tasks