(PetroTimes) — Vietnam National Industry - Energy Group (PETROVIETNAM) recently organized the workshop "Digital Transformation and Current Challenges in Human Resource Management," featuring participation from Group leaders, specialized departments, member units, and leading HR experts.
The workshop focused on discussing pressing HR management issues in the context of PETROVIETNAM's transition from a pure oil and gas company into an integrated industry-energy group, while adapting to the strong impacts of digital transformation, emerging technologies, and Artificial Intelligence (AI).
Overview of the Workshop.
HR management must evolve alongside energy transition
In his opening remarks, PETROVIETNAM Vice President Cao Hoai Duong emphasized that the Group's development space is expanding rapidly, setting new standards for the workforce. While technology provides powerful support for management, human factors remain decisive—especially in recruiting, developing, and deploying talent.
PETROVIETNAM Vice President Cao Hoai Duong highlighting the core HR direction: "People as the Center - Data as the Foundation - Technology as the Tool."
Shift from Administrative Management to Capability & Talent Development
Presentations highlighted that HR management needs to shift from satisfying immediate operational needs to proactively building a future-ready workforce. It is no longer just about ensuring "sufficient headcount," but securing the right capabilities at the right time.
Mr. Bui Quoc Son, Head of PETROVIETNAM Human Resources Department, speaking at the event.
Sharing insights from BSR, Board Chairman Bui Ngoc Duong noted that Dung Quat Refinery's growth has always aligned with evolving HR demands. From initially receiving technology transfer, BSR now provides personnel and experts for major domestic and international projects.
BSR Board Chairman Bui Ngoc Duong sharing HR management experiences.Meanwhile, representatives from PV Drilling highlighted the intense international market competition for highly skilled technical personnel. Alongside compensation policies, PV Drilling focuses on talent pipeline development through on-the-job training, digitalized learning, competency assessments, and succession planning.
From a corporate governance perspective, PVCFC shared its experience in progressively adopting OECD governance standards, establishing corporate governance as an integrated system linked to strategy, operations, internal controls, risk management, and sustainable development.
Data and Technology to Drive High-Quality Decision Making
A recurring theme throughout the workshop was elevating the role of data in HR management. PETROVIETNAM plans to systematically standardize data, refine the 3P management model, and advance data analytics capabilities—ranging from standard reporting and BI Dashboards to predictive analytics and AI integration.
Representatives from member companies contributing ideas and presentations.Insights shared by Viettel demonstrated that HR systems should integrate seamlessly with other corporate management platforms to establish a unified data source, shifting from descriptive reporting to predictive analytics that actively drive strategic decision-making.
In the era of energy transition, digitalization, and AI, workforce requirements are changing fundamentally. Enterprises must proactively build capabilities for tomorrow rather than focusing solely on short-term staffing needs.
In the era of energy transition, digitalization, and AI, workforce requirements are changing fundamentally. Enterprises must proactively build capabilities for tomorrow rather than focusing solely on short-term staffing needs.
HR cannot stay outside digital transformation
Concluding the workshop, PETROVIETNAM Vice President Cao Hoai Duong acknowledged that the discussions accurately identified key HR bottlenecks across the Group.
Delegates discussing the role of data in supporting decision-making.He stressed that HR management teams must proactively master technology and transition from experience-based to data-driven management, while continuing to maximize human judgment and decision-making capabilities.
Digital transformation in HR is therefore not merely about investing in software or AI applications—more importantly, it is about shifting management mindsets, refining decision quality, nurturing human potential, and driving the Group's overarching strategic goals.
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