HANOI UNIVERSITY OF SCIENCE AND TECHNOLOGY
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COURSE REPORT
TOPIC: PETROLIMEX.
Teacher : Assoc. Prof., Dr.Pham Thanh Hong
Student: Pham Hai Linh 20223496
Le Thi Anh Tuyet 20223533
Pham Thi Minh Chien 20223469
Pham Thi Thuy Linh 20223497
Truong Hong Hanh 20223482
Group: 8
Class:157156
2024 - 2025
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Contents
I. Organizational Capability Analysis of Petrolimex Based on Four Dimensions...................3
1. Learning Capability ..............................................................................................................3
2. Dynamic Capability ..............................................................................................................3
3. Operational Capability..........................................................................................................4
4. Ambidexterity........................................................................................................................4
II. Strategy Drilldown for L&G Perspective...............................................................................4
1. Human Capital Development...............................................................................................4
2. Digital & Technological Infrastructure...............................................................................5
3. Organizational Learning Culture........................................................................................5
4. Leadership and Succession Planning...................................................................................5
III. 3 Key KPIs in Learning & Growth Perspective for Petrolimex..........................................6
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I. Organizational Capability Analysis of Petrolimex Based
on Four Dimensions.
1. Learning Capability .
Petrolimex demonstrates a strong organizational learning capacity through:
Comprehensive Digital Transformation: The group is executing a digital
transformation strategy through 2025, with a vision toward 2030. This involves
implementing ERP systems and big data analytics to enhance decision-making and
operational monitoring.
Employee Training and Development:
In 2024, Petrolimex organized 29 internal training programs for 844 sales staff
from authorized distributors across the country.
The group also launched the 6th Business Executive Training Program, covering
topics such as change management, business planning, and retail marketing.
Market Learning and Benchmarking: Petrolimex actively participates in energy
industry conferences to stay current with emerging trends such as energy
transition, ESG, and digital infrastructure.
2. Dynamic Capability .
The group demonstrates the ability to innovate and adjust strategically through:
Sustainable Development Strategy: Petrolimex aims to become Vietnam’s
leading energy corporation, focusing on clean, high-quality, and environmentally
friendly products based on Industry 4.0 technologies.
Investment in Renewable Energy: Petrolimex has established partnerships to
develop rooftop solar projects and is exploring hydrogen energy in alignment with
global clean energy trends.
Market Responsiveness: Despite fluctuations in global oil prices in 2024, the
group maintained supply chain stability and adjusted inventory and costs
effectively.
Risk Management Training: On November 13, 2024, Petrolimex conducted risk
management training in Da Nang for key staff, reflecting proactive preparation
for a volatile market environment.
3. Operational Capability
Petrolimex demonstrates superior operational performance through:
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Financial Performance: Ranked among the Top 50 Best Listed Companies in
Vietnam 2023 by Forbes, indicating its strong and stable revenue generation.
Corporate Governance Excellence: Recognized in the Top 10 Best Governance
Companies (Mid-Cap Group) and Top 20 Best Annual Reports in the Non-
Financial Sector 2024, showcasing transparency and professional management
practices.
Supply Chain Optimization: In 2024, multiple training and assessment programs
were conducted at provincial branches (e.g., Nghệ An) to enhance retail
operational consistency and logistics performance.
4. Ambidexterity
Petrolimex achieves the balance between leveraging core competencies and
exploring new opportunities:
Core Business Continuity: Maintains a reliable supply of petroleum products
across the country, fulfilling socio-economic development and consumer demand
even during peak or volatile periods.
Business Diversification and Innovation:
Investments in logistics services, insurance (PJICO), and digital payment
technologies have expanded revenue streams and enhanced competitive
advantages.
The group has embraced IT solutions for workforce management, customer
transactions, and real-time operational tracking.
Long-Term Human Capital Strategy: PITCO's 2024 report highlights
sponsorship of professional training programs to enhance talent capabilities and
support the group’s dual focus on current operations and future expansion.
II. Strategy Drilldown for L&G Perspective
1. Human Capital Development
Strategic Focus: Build a skilled, agile, and future-ready workforce.
Initiatives:
o Roll out nationwide training programs (e.g., 29 sales training sessions in
2024).
o Executive education programs (e.g., 6th Business Executive Training).
o Talent pipeline development via partnerships with educational institutions
and internal leadership tracks.
KPIs:
o % of employees trained annually
o Internal promotion rate
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o Employee engagement and satisfaction scores
2. Digital & Technological Infrastructure
Strategic Focus: Leverage technology to drive learning, operational
efficiency, and data-informed decision-making.
Initiatives:
o ERP and big data analytics deployment (Digital Transformation Strategy
through 2025)
o Integrated knowledge management systems across departments
o Digital workforce training programs on ERP and IT platforms
KPIs:
o ERP adoption rate
o % of operations digitalized
o Number of data-driven decisions made per quarter
3. Organizational Learning Culture
Strategic Focus: Foster a culture of continuous learning, knowledge
sharing, and innovation.
Initiatives:
o Promote internal best-practice sharing platforms
o Encourage cross-functional collaboration and learning
o Participation in global industry events (e.g., ESG, digital energy forums)
KPIs:
o Participation rate in internal knowledge-sharing sessions
o Number of process improvements generated from staff input
o External benchmarking activities per year
4. Leadership and Succession Planning
Strategic Focus: Develop strong leadership to guide transformation and
growth.
Initiatives:
o PITCO’s sponsored professional training programs
o Annual leadership assessment and development reviews
o Structured succession plans for key roles
KPIs:
o Leadership bench strength index
o % of critical positions with ready successors
o Number of leadership training hours per participant
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III. 3 Key KPIs in Learning & Growth Perspective for Petrolimex
KPI Meaning Target
% of employees trained Measures how well employees
>85%
annually according to update skills aligned with company
annually
strategic programs strategy
Number of innovation Reflects the ability to learn and ≥10 initiatives
initiatives implemented apply knowledge in practice per year
Assesses employee motivation and
≥80 points
Employee Engagement Index commitment – foundation for long-
(out of 100)
term growth
