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development by the method of having mid-level At present, PEA sets guidelines for promoting
executives prepare Individaul Development Plans (IDPs) learning and knowledge exchanges to develop
in addition to expanding outcomes to operators at every processes and innovations through the key process
level in the future. The 70:20:10 development model was of knowledge management. This begins with
used to prepare IDP plans with learning models other specifying the organization’s vital knowledge

than classroom training such as on-the-job training, by considering related signifcant factors such as
coaching, project assignment with emphasis on customers’ voices, challenge and strategic advantage,
promoting innovation creation by working as cross- high-ranking executives’ policies, important work plans
functional-teams, etc. In the meantime, PEA also focused and the organization’s special ability, etc. Moreover, the
on developing experts in the feld of engineering aforementioned knowledge is collected to be compiled
such as in electricity quality, power system reliability, in the form of electronic documents and ordinary
power system protection, loss reduction and hotlines, documents disseminated via job training processes,

etc. This will help to prepare personnel to have seminars and the organization’s knowledge management
knowledge, capabilities and skills to support future information systems. PEA has knowledge management
operations while also promoting and creating a stage assessments to measure knowledge and use knowledge
for transferring knowledge and experience for in reviewing processes to increase effciency. Furthermore,
employees to learn, improve and learn continually. PEA also conducted the PEA Think Tank to create a

For example, PEA hosted PEACON 2016, work skill forum for exchanging, learning and criticizing knowledge
competitions, outstanding electricity authority on signifcant issues of interest to the organization to
competitions, PEA Standard Performance Day events, integrate knowledge of experts in the organization
the PEA Think Tank and KM Day. Moreover, PEA also and outside the organization, thereby creating guidelines
sends personnel to be trained domestically and abroad for increasing work effciency which can be expanded
in addition to enhancing personnel capacity by granting to practice with sustainability. Performance in 2016

scholarships at the master and doctorate levels in addition showed that PEA was able to collect knowledge from
to presenting academic articles on the international level agencies in the organization on 2,935 topics with
to help employees have adequate readiness and capacity 6,534 employees who participated in knowledge
to support future changes and business growth. management process activities. Moreover, PEA promotes
learning among employees in the organization in many

3.6 Create a Culture of Learning forms such as PEA KM Day events, quality exhibitions,
PEA has the importance of creating a innovation competitions, work skill competitions,
mechanism to use employee capacity to the outstanding electricity authority competitions and the
organization’s maximum beneft by using employees’ organization promoted learning with outside organizations
knowledge and experience or intellectual capital and the general public through the establishment
to develop work processes, increase productivity of PEA learning centers, power users’ visits, power
and create new innovations in the organization. user seminars, the PEA Call Center, education provided

PEA places signifcant importance on promoting for communities, academic conferences, seminars
learning at the individual and organizational levels. with agencies, cooperation with ASEAN electricity

60 SMART PEA
Annual Report 2016 Provincial Electricity Authority