Evn's Output, Labor and Average Wages

- The labor force with university and post-graduate degrees accounts for 21% (compared to China and Thailand, the rate of this type of labor in Vietnam is lower, especially the rate of engineers and technicians specializing in energy).

- Workers with high school and college degrees account for 14%.

- The technical workers (CNKT) team accounts for 47%, mainly focusing on the electricity production and business stage. This force is mostly trained and recruited from EVN's vocational training schools.

Also in the total number of employees currently employed by EVN, the number of seasonal contracts of up to 1 year accounts for 2.6%, mainly doing seasonal, miscellaneous, and irregular work. This number is present in all enterprises under EVN, but the majority are still at power plants and some public service units of EVN.

In short, EVN is still a state-owned monopoly enterprise. As a result, the labor management mechanism and policies also have the characteristics of a centralized management mechanism. The centralization is evident in attracting and using human resources, in policies on human resource treatment, labor management, and bonuses.

2.2.3. Main factors causing fluctuations in EVN's QTL

The thesis focuses on analyzing two main variables that cause fluctuations in QTL at EVN. These are Average Wage (Lbq) and Number of Employees (LĐ).

The relationship between the above two quantities is explained: QTL = Lbq x LD (4)

Below is the current status of QTL and LD of EVN (taking data from EVN) in the last 5 years.

Commercial electricity output

Average labor

Average salary

2001 2002 2003 2004 2005 2006

Chart 2.3: Output, labor and average salary of EVN

(Source: Labor Union, EVN)

According to chart 3, EVN's commercial electricity output increased over the years 2002, 2003, 2004, 2005, 2006 (if 2001 is taken as the base for comparison):

15.39%, 17.03%, 15.37%, 13.74% and 15.7%. Thus, if combined with the fluctuations of QTL, except for 2002 when the QTL increased compared to 2001 by 18.96%, in the remaining years, the increase of QTL was always lower than the increase of commercial electricity output. This trend allows for a preliminary conclusion that, basically and in terms of the relationship between costs and final results, EVN has ensured effective production and business, even though the efficiency level has not made a strong impression. Taking the unit of production and business results as commercial electricity output has eliminated the impact of price fluctuations, so the thesis's conclusion ensures the necessary reliability.

Using the method of continuous substitution in the analysis shows that:

- QTL in 2002 increased by 198 billion compared to 2001, or 18.9%, due to 2 main factors: BQ labor decreased by 955 people, or 2.5%; Lbq increased by 224,000 VND, or 17.27%.

- QTL in 2003 increased compared to 2002 by 182 billion, or 14.65%, also due to: BQ labor increased by 1,745 people, or 2.5%; Lbq increased by 180,000 VND, or 11.83%.

- QTL in 2004 increased by 236 billion compared to 2003, or 16.58%, also due to: BQ labor increased by 200 people, or 10.32%; Lbq increased by 97,000 VND, or 5.7%.

- QTL in 2005 increased by 199 billion compared to 2004, or 10.2% due to: BQ labor increased by 3,738 people, or 4.85%; Lbq increased by 131,000 VND, or 7.2%.

- QTL in 2006 increased compared to 2005 by 193 billion, or 10.33% due to: BQ labor increased by 3,178 people, or 3.93%; Lbq increased by 118,000 VND, or 6.1%.

In summary, among the two directly related factors, Lbq in the year still tends to increase more than the increase in LD. It is possible to see more clearly the current situation and the level of influence of each factor, LD and Lbq, on EVN's QTL as follows:

2.2.3.1. For the actual number of employees (LĐ)

In the past 10 years, EVN's labor force has increased continuously. The average increase is calculated to be around 5%/year. Basically, the increase in labor force is mainly due to the addition of newly built power plants and the commissioning of additional high and low voltage lines and transformer stations... This is a completely natural increase, meeting EVN's growth requirements. However, a comprehensive survey and analysis of the increase and structure of EVN's labor force shows a fact that needs attention, which is:

Firstly , the above increase is quite high, attracting an average of 2.8 to 3.5 thousand new workers each year (excluding those who retire under the pension scheme).

Second , the structure of labor increase is showing unreasonableness. The need to increase human resources, mainly in jobs with low labor productivity such as electricity sales, management of low voltage grids in rural areas, provincial and district electricity, increase labor in the supply chain of raw materials (coal, oil) manually for thermal power plants. Increase in the management labor department (accounting for 20% according to data up to December 31, 2006). Another detail that needs to be emphasized is that, of the total labor force, there are currently 8.7% (7,555 people) with only primary and secondary education levels and there are no measures to improve. This is a pressing issue in the entire human resource management of EVN at present and at least in the next few years.

85

Third , while technology, conditions, and means of production are increasingly innovated in a modern direction, labor productivity should be increased every year, labor in units should be reduced, and transferred to new projects, but in reality, this has not happened. When a new project comes into operation, the number of workers corresponding to the old labor force will be installed. This is clearly unreasonable.

2.2.3.2. For average salary (Lbq)

Average wages fluctuate mainly due to the following reasons:

Firstly, due to the adjustment of the general Lmin by the government as the basis for adjusting the Lmins of EVN. Below is the impact of the general Lmin on the Lmins of EVN from 2001-2006.

700,000

600,000

500,000

400,000

300,000

Minimum salary is determined by the State. Minimum salary is approved.

200,000

100,000

0

2001 2002 2003 2004 2005 2006

Chart 2.4: General minimum salary and EVN's minimum salary

(Source: Labor Union, EVN)

According to the table above, from January 2001, the State's Lmin was 210,000 VND (previously 180,000 VND). During the same period, in compliance with Decree 03/2001/ND/CP, EVN's Lmin, after ensuring the conditions of: budget payment, profit, correlation between increased labor productivity and increased total labor force, was adjusted to a maximum of no more than 3 times the general Lmin. Therefore, EVN's Lmin in 2001 was 397,450 VND, then in 2002 it was 405,273 VND, an increase of 27%. In 2003, the general Lmin was 290,000, an increase compared to 2002.

86

38% then Lmin EVN from 418,190 in 2002, increased to 494,272, an increase of 18%. In 2004, Lmin in general did not increase compared to 2003, Lmin EVN increased by 11.2%... Thus, in the period 2001-2006, Lmin EVN increased by an average of 14% and was one of the factors that increased QTL and increased the average salary of the whole industry.

Second, the corresponding increase (in absolute terms) of allowance levels. Allowances are calculated into EVN's QTL, which is regulated similarly to laborers working in heavy industry. The total annual allowance coefficient remains unchanged, but due to the increase in EVN's Lmin, the absolute amount of salary allowances also increases accordingly. Similarly, the total annual safety operation bonus coefficient of EVN is about 20% compared to QTL, due to the increase in QTL, the absolute amount of bonus funds calculated into salary also increases accordingly.

Third, the change in labor quality of EVN. In theory, the salary will be adjusted upward when labor quality increases. Labor quality is quantified to calculate salary by technical expertise level.

- In recent years, EVN has invested in technical and technological innovation, innovation in thinking and management methods, and focused on training, fostering and improving the qualifications of its employees. The most obvious manifestation is that the rate of trained workers has increased, while the rate of untrained workers has decreased. Below is a table of data on the quality of EVN's labor force during the period 2003-2006.

Table 2.1: LABOR STRUCTURE BY TRAINING LEVEL OF EVN 2003-2006

Target

Unit	2003	2004	2005	2006
Industry-wide workforce	100%	100%	100%	100%	100%
1. University and postgraduate	%	17.75	19.86	21.73	22.00
2. High school, college	%	15.26	15.02	15.64	16.20
3. Technology	%	49.31	48.52	48.68	49.05
4. Other qualifications	%	17.63	16.60	13.94	12.75

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This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. 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• Average Labor Wages in Textile and Garment Enterprises in Vietnam and Some Countries in the Region
• Mobile Phone Usage in Hanoi Inner City Area zt2i3t4l5ee zt2a3gsconsumer,consumption,consumer behavior,marketing,mobile marketing zt2a3ge zc2o3n4t5e6n7ts - Test the relationship between demographic variables and consumer behavior for Mobile Marketing activities The analysis method used is the Chi-square test (χ2), with statistical hypotheses H0 and H1 and significance level α = 0.05. In case the P index (p-value) or Sig. index in SPSS has a value less than or equal to the significance level α, the hypothesis H0 is rejected and vice versa. With this testing procedure, the study can evaluate the difference in behavioral trends between demographic groups. CHAPTER 4 RESEARCH RESULTS During two months, 1,100 survey questionnaires were distributed to mobile phone users in the inner city of Hanoi using various methods such as direct interviews, sending via email or using questionnaires designed on the Internet. At the end of the survey, after checking and eliminating erroneous questionnaires, the study collected 858 complete questionnaires, equivalent to a rate of about 78%. In addition, the research subjects of the thesis are only people who are using mobile phones, so people who do not use mobile phones are not within the scope of the thesis, therefore, the questionnaires with the option of not using mobile phones were excluded from the scope of analysis. The number of suitable survey questionnaires included in the statistical analysis was 835. 4.1 Demographic characteristics of the sample The structure of the survey sample is divided and statistically analyzed according to criteria such as gender, age, occupation, education level and personal income. (Detailed statistical table in Appendix 6) - Gender structure: Of the 835 completed questionnaires, 49.8% of respondents were male, equivalent to 416 people, and 50.2% were female, equivalent to 419 people. The survey results of the study are completely consistent with the gender ratio in the population structure of Vietnam in general and Hanoi in particular (Male/Female: 49/51). - Age structure: 36.6% of respondents are <23 years old, equivalent to 306 people. People from 23-34 years old accounting for the highest proportion: 44.8% equivalent to 374 people, people aged 35-45 and >45 are 70 and 85 people equivalent to 8.4% and 10.2% respectively. Looking at the results of this survey, we can see that the young people - youth account for a large proportion of the total number of people participating in the survey. Meanwhile, the middle-aged people including two age groups of 35 - 45 and >45 have a low rate of participation in the survey. This is completely consistent with the reality when Mobile Marketing is identified as a Marketing service aimed at young people (people under 35 years old). - Structure by educational level: among 835 valid responses, 541 respondents had university degrees, accounting for the highest proportion of ~ 75%, 102 had secondary school degrees, ~ 13.1%, and 93 had post-graduate degrees, ~ 11.9%. - Occupational structure: office workers and civil servants are the group with the highest rate of participation with 39.4%, followed by students with 36.6%. Self-employed people account for 12%, retired housewives are 7.8% and other occupational groups account for 4.2%. The survey results show that the student group has the same rate as the group aged <23 at 36.6%. This shows the accuracy of the survey data. In addition, the survey results distributed by occupational criteria have a rate almost similar to the sample division rate in chapter 3. Therefore, it can be concluded that the survey data is suitable for use in analysis activities. - Income structure: the group with income from 3 to 5 million has the highest rate with 39% of the total number of respondents. This is consistent with the income structure of Hanoi people and corresponds to the average income of the group of civil servants and office workers. Those People with no income account for 23%, income under 3 million VND accounts for 13% and income over 5 million VND accounts for 25%. 4.2 Mobile phone usage in Hanoi inner city area According to the survey results, most respondents said they had used the phone for more than 1 year, specifically: 68.4% used mobile phones from 4 to 10 years, 23.2% used from 1 to 3 years, 7.8% used for more than 10 years. Those who used mobile phones for less than 1 year accounted for only a very small proportion of ~ 0.6%. (Table 4.1) Table 4.1: Time spent using mobile phones Frequency Ratio (%) Valid Percentage Cumulative Percentage Alid <1 year 5 .6 .6 .6 1-3 years 194 23.2 23.2 23.8 4-10 years 571 68.4 68.4 92.2 >10 years 65 7.8 7.8 100.0 Total 835 100.0 100.0 The survey indexes on the time of using mobile phones of consumers in the inner city of Hanoi are very impressive for a developing country like Vietnam and also prove that Vietnamese consumers have a lot of experience using this high-tech device. Moreover, with the majority of consumers surveyed having a relatively long time of use (4-10 years), it partly proves that mobile phones have become an important and essential item in people's daily lives. When asked about the mobile phone network they are using, 31% of respondents said they are using the network of Vietel company, 29% use the network of of Mobifone company, 27% use Vinaphone company's network and 13% use networks of other providers such as E-VN telecom, S-fone, Beeline, Vietnammobile. (Figure 4.1). Figure 4.1: Mobile phone network in use Compared with the announced market share of mobile telecommunications service providers in Vietnam (Vietel: 36%, Mobifone: 29%, Vinaphone: 28%, the remaining networks: 7%), we see that the survey results do not have many differences. However, the statistics show that there is a difference in the market share of other networks because the Hanoi market is one of the two main markets of small networks, so their market share in this area will certainly be higher than that of the whole country. According to a report by NielsenMobile (2009) [8], the number of prepaid mobile phone subscribers in Hanoi accounts for 95% of the total number of subscribers, however, the results of this survey show that the percentage of prepaid subscribers has decreased by more than 20%, only at 70.8%. On the contrary, the number of postpaid subscribers tends to increase from 5% in 2009 to 19.2%. Those who are simultaneously using both types of subscriptions account for 10%. (Table 4.2). Table 4.2: Types of mobile phone subscribers Frequency Ratio (%) Valid Percentage Cumulative Percentage Valid Prepay 591 70.8 70.8 70.8 Pay later 160 19.2 19.2 89.9 Both of the above 84 10.1 10.1 100.0 Total 835 100.0 100.0 The above figures show the change in the psychology and consumption habits of Vietnamese consumers towards mobile telecommunications services, when the use of prepaid subscriptions and junk SIMs is replaced by the use of two types of subscriptions for different purposes and needs or switching to postpaid subscriptions to enjoy better customer care services. In addition, the majority of respondents have an average spending level for mobile phone services from 100 to 300 thousand VND (406 ~ 48.6% of total respondents). The high spending level (> 500 thousand VND) is the spending level with the lowest number of people with only 8.4%, on the contrary, the low spending level (under 100 thousand VND) accounts for the second highest proportion among the groups of respondents with 25.4%. People with low spending levels mainly fall into the group of students and retirees/housewives - those who have little need to use or mainly use promotional SIM cards. (Table 4.3). Table 4.3: Spending on mobile phone charges Frequency Ratio (%) Valid Percentage Cumulative Percentage Valid <100,000 212 25.4 25.4 25.4 100-300,000 406 48.6 48.6 74.0 300,000-500,000 147 17.6 17.6 91.6 >500,000 70 8.4 8.4 100.0 Total 835 100.0 100.0 The statistics in Table 4.3 are similar to the percentages in the NielsenMobile survey results (2009) with 73% of mobile phone users having medium spending levels and only 13% having high spending levels. The survey results also showed that up to 31% ~ nearly one-third of respondents said they sent more than 10 SMS messages/day, meaning that on average they sent 1 SMS message for every working hour. Those with an average SMS message volume (from 3 to 10 messages/day) accounted for 51.1% and those with a low SMS message volume (less than 3 messages/day) accounted for 17%. (Table 4.4) Table 4.4: Number of SMS messages sent per day Frequency Ratio (%) Valid Percentage Cumulative Percentage Valid <3 news 142 17.0 17.0 17.0 3-10 news 427 51.1 51.1 68.1 >10 news 266 31.9 31.9 100.0 Total 835 100.0 100.0 Similar to sending messages, those with an average message receiving rate (from 3-10 messages/day) accounted for the highest percentage of ~ 55%, followed by those with a high number of messages (over 10 messages/day) ~ 24% and those with a low number of messages received daily (under 3 messages/day) remained at the bottom with 21%. (Table 4.5) Table 4.5: Number of SMS messages received per day Frequency Ratio (%) Valid Percentage Cumulative Percentage Valid <3 news 175 21.0 21.0 21.0 3-10 news 436 55.0 55.0 76.0 >10 news 197 24.0 24.0 100.0 Total 835 100.0 100.0 When comparing the data of the two result tables 4.4 and 4.5, we can see the reasonableness between the ratio of the number of messages sent and the number of messages received daily by the interview participants. 4.3 Current status of SMS advertising and Mobile Marketing According to the interview results, in the 3 months from the time of the survey and before, 94% of respondents, equivalent to 785 people, said they received advertising messages, while only a very small percentage of 6% (only 50 people) did not receive advertising messages (Table 4.6). Table 4.6: Percentage of people receiving advertising messages in the last 3 months Frequency Ratio (%) Valid Percentage Cumulative Percentage Valid Have 785 94.0 94.0 94.0 Are not 50 6.0 6.0 100.0 Total 835 100.0 100.0 The results of Table 4.6 show that consumers in the inner city of Hanoi are very familiar with advertising messages. This result is also the basis for assessing the knowledge, experience and understanding of the respondents in the interview. This is also one of the important factors determining the accuracy of the survey results. In addition, most respondents said they had received promotional messages, but only 24% of them had ever taken the action of registering to receive promotional messages, while 76% of the remaining respondents did not register to receive promotional messages but still received promotional messages every day. This is the first sign indicating the weaknesses and shortcomings of lax management of this activity in Vietnam. (Table 4.7) div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9.5pt; vertical-align: 6pt; } div.maincontent .s5 { color: black; 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• Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015 zt2i3t4l5ee zt2a3gsnon-credit services, joint stock commercial bank zt2a3ge zc2o3n4t5e6n7ts At that time, the Branch had to set aside a provision for credit risks, which reduced the Branch's income. Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015 Unit: Billion VND 140 120 100 80 60 40 20 0 63.3 80.34 89.29 110.08 131.99 2011 2012 2013 2014 2015 Profit before tax (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) However, through chart 2.2, it can be seen that BIDV Tien Giang's profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project "Restructuring the system of credit institutions in the period 2011-2015" approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: "Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services". 2.2. Current status of non-credit service development at BIDV Tien Giang. 2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times. Along with the development of the Head Office, BIDV Tien Giang's products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,... 2.2.1.1. Payment services: In accordance with the Prime Minister's Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers' cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc. Chart 2.3. Net income from payment services in the period 2011-2015 Unit: Million VND 6000 5000 4000 3000 2000 1000 0 3922 4065 4720 5084 5324 2011 2012 2013 2014 2015 Net income from payment services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment. 2.2.1.2. Treasury services: BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giang's treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17]. Chart 2.4. Net income from treasury services in the period 2011-2015 Unit: Million VND 350 300 250 200 150 100 50 0 105 122 309 289 279 2011 2012 2013 2014 2015 Net income from treasury services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services. 2.2.1.3. Guarantee and trade finance services: BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance. Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015 Unit: Million VND 14000 12000 10000 8000 6000 4000 2000 0 5193 5695 2742 3420 8889 3992 11604 12206 5143 5312 2011 2012 2013 2014 2015 Net income from guarantee services Net income from Trade Finance (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Through chart 2.5, we can see that BIDV Tien Giang's income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giang's corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area. are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future. 2.2.1.4. Card and POS services: As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services. In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system. Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments. Chart 2.6. Net income from card services in the period 2011-2015 Unit: Million VND 3500 3000 2500 2000 1500 1000 500 0 687 1023 1547 2267 3104 2011 2012 2013 2014 2015 Net income from card services (Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24]) Through chart 2.6, it can be seen that BIDV Tien Giang's card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25]. Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area. Unit: Machine STT Bank name Number of ATMs Cumulative number of ATM cards POS machine 1 BIDV Tien Giang 23 97,095 22 2 BIDV My Tho 7 21,325 0 3 Agribank Tien Giang 29 115,743 77 4 Vietinbank Tien Giang 16 100,052 54 5 Dong A Tien Giang 26 97,536 11 6 Sacombank Tien Giang 24 88,513 27 7 Vietcombank Tien Giang 15 61,607 96 8 Vietinbank - Tay Tien Giang Branch 6 46,042 38 (Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21]) Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6). div.maincontent .content_head3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s1 { color: black; font-family:"Courier New", monospace; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; 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• Evaluating Vietnam's Monetary Policy Management Process

(Source: Labor Union, EVN)

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Note: - "Other qualifications" include mainly seasonal contract workers, short-term contracts without training, or those with vocational training, but at a low level or not in the profession they are doing.

According to the data given in Table 2.1, in general, the quality of human resources that EVN is using has improved quite positively, showing great efforts to meet the requirements of strong innovation in production technology and management of the industry. However, it must also be seen that this factor is not popular, not decisive, because according to EVN's human resource management regulations, except for positions under planning, with plans to use according to production, business and management needs, the salary according to the new position after training increases, while the number of employees who have been trained but have not changed their positions, the salary remains unchanged.

- Lbq is also due to the results of promotion, salary increase, and annual transfer, accounting for a significant proportion of the total number of workers in the industry. Statistics on the salary increase situation for 2 types of workers including management officers, CMKT staff and direct production workers are as follows:

Table 2.2: SALARY INCREASE SITUATION OF EVN EMPLOYEES 2003 - 2006

Target

Adjective	2003	2004	2005	2006
1. Salary increase (management staff, CMNVKT)	%	30	35	20	25
2. Upgrade (CNSX)	%	20	27	26	24

(Source: Labor Union, EVN)

Thus, each year, more than 50% of workers receive salary increases and take exams to advance their ranks. This is a very important factor, greatly influencing the increase in the total salary fund payable by the industry. In Table 2.2- in the two groups of workers, the management type (technical, technological, economic, administrative) often has a higher rate of salary increases.

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High salary; technical workers have a promotion rate of 25-30% of the total number of workers. Due to the high salary coefficient of management staff and the high rate of workers receiving annual salary increases, the average annual salary has increased significantly, even though in absolute terms it is lower than that of production workers.

Fourth, the total salary fund increased due to the increase in EVN's production and business efficiency. This factor is considered to play a decisive role in the increase in salary, bonus and income of employees in the whole industry and is also the goal of the salary reform plans that EVN has implemented in recent years. The thesis will analyze this issue in depth in the current situation of planning and managing QTL of EVN.

2.3. CURRENT STATUS OF EVN'S SALARY MANAGEMENT

Based on the contents mentioned in Chapter 1, the Thesis will present the current status of EVN's QMS work based on the analysis of 4 key issues:

- Build and manage Lmin.

- Management of labor and employment contracts.

- Building and managing QTL.

- Regulations and forms of QTL distribution.

The source documents for the analysis of the above 4 contents are all from EVN, and are limited from 2001 to 2006.

2.3.1. Current status of construction and management of Lmin

Legal basis for EVN to build and manage Lmin:

- 1997 – 1999: Decree 28 of the Government on innovation of quality management in state-owned enterprises.

- 1999 – 2001: Decision 121 of the Prime Minister on the special salary mechanism of the electricity industry.

- 2001 – 2005: Decree 03 CP on labor management in state-owned enterprises.

- 2005 to present is Decree 206 dated December 14, 2004.

The general spirit of the above legal documents is: Based on the specific nature, the Government allows EVN to apply the Lmin increase coefficient from 1 - 2.5 or 3 times (depending on each period) based on the results of production and business activities, through the following conditions:

First, electricity production and trading must be profitable;

Second, ensure the implementation of payments to the State budget in accordance with the law;

Third, each year reduce power loss from 0.2% to 0.3% compared to the planned target approved by EVN's Board of Directors (the allowable power loss target is built on the basis of the actual performance of the previous year).

Fourth, the average labor productivity of electricity workers and civil servants calculated by commercial electricity kWh in the following year is higher than the previous year.

Accordingly, EVN calculates Lmin as follows: L minEVN = L min C (1+ K is EVN) (5)

Here: - L min EVN is Lmin EVN

- L min C is the general Lmin (determined by the State)

- K is the average additional adjustment coefficient to EVN's Lmin.

- EVN = K v + K ng (6)

In which: Kv is the average salary adjustment coefficient by region, with 3 levels:

+ Hanoi and Ho Chi Minh City have coefficient 0.3

+ Type 2 cities and concentrated industrial zones have a coefficient of 0.2

+ The remaining provinces, cities and regions have a coefficient of 0.1.

K ng is the salary adjustment coefficient by industry. This coefficient is regulated by the Government. The electricity industry has a coefficient of 1.2.

On the other hand, based on the average Lmin and the fixed labor of the affiliated units, EVN's Lmin can also be determined by the formula: