This approach also reflects a guiding principle in project implementation: thorough preparation from the outset enables quick decision-making during execution, thereby minimizing delays between stages and maintaining overall progress. This principle is also closely linked to the management style of businessman Do Quang Hien, who has repeatedly emphasized the philosophy of "thorough preparation for quick decision-making," considering it a prerequisite for maintaining the pace of implementation in large-scale and highly complex projects.

Set within the long-standing Vietnam-Laos energy cooperation framework, the Savan 1 wind power plant, invested in by T&T Group in Laos, is also an indicator that the energy corridor between the two countries is gradually taking shape with concrete projects, continuing a journey spanning more than two decades from traditional hydropower to new-generation renewable energy.

Two decades from hydropower to… wind power

Over the past two decades, Vietnam-Laos energy cooperation has progressed from traditional hydropower projects to the shift towards renewable energy. However, while scale and output were previously the main metrics, progress is now becoming the decisive factor.

In the early 2000s, as Vietnam's electricity demand began to increase rapidly alongside its industrialization, Vietnamese businesses looked to Laos as a naturally complementary development space. At that time, hydropower was almost the only option. The large rivers in Laos, with their abundant water resources and suitable terrain, quickly became destinations for energy investment projects from Vietnam.

In 2000, the Xekaman 1 project was launched. Shortly after, Xekaman 3 and Xeset were successively built. These hydroelectric power plants in Laos began generating electricity, sending a portion of their output to Vietnam. The electricity supply at that time held both economic significance and created an important precedent for connecting the two national power grids. Vietnam-Laos energy cooperation during this period was measured by electricity production, construction progress, and the stable operation of these cross-border hydroelectric power plants.

Those were the first "building blocks." The concept of an energy corridor didn't yet exist, but there were already infrastructure, power lines, and commercial electricity flowing across the border. The cooperation at that time was clearly complementary: Vietnam gained additional electricity, Laos gained additional budget revenue, and its energy infrastructure was improved.

Entering the 2010s, the picture gradually changed. Hydropower potential was no longer as abundant as before, while Vietnam's electricity demand continued to increase with urbanization and production expansion. Environmental pressures and emissions also became increasingly evident. Vietnam-Laos energy cooperation faced the need to shift from traditional energy sources to cleaner, more sustainable forms of energy.

During this period, many Vietnamese businesses began researching and proposing renewable energy projects in Laos. Wind power was seen as a potential direction, in line with the region's energy transition trend. However, unlike hydropower, wind power is not just about building a plant. The bigger challenge lies in transmission infrastructure and grid connection capabilities.

In the energy sector, transmission and grid connection are often the critical bottlenecks. Many projects, even after construction is complete, still face years of delays before electricity can flow through them, causing commercial operation to be delayed beyond the original schedule.

It is in this context that the ability to simultaneously organize and implement project phases, instead of handling them sequentially, has begun to differentiate investors. Projects that can control the entire chain's progress and reach operation within a short time are no longer exceptional, but are becoming a measure of execution capacity. Savan 1, owned by Mr. Hien in Laos, is a prime example clearly demonstrating this trend.

Savan 1 and the transition to the green energy corridor.

In terms of scale, Savan 1 is not the largest energy project invested in by a Vietnamese enterprise in Laos, nor was it the earliest project mentioned in energy cooperation plans. However, it is a project with a clear roadmap from the outset, with the specific goal of achieving commercial operation in the shortest possible time.

The project, undertaken by T&T Group under Chairman Hien, will begin in early 2025, with a total designed capacity of approximately 495 MW, of which phase 1 will reach 300 MW with 48 wind turbines. Instead of the traditional approach – building the plant first and then waiting for a transmission plan – T&T Group chose a parallel approach: simultaneously constructing the main components of the wind power plant and investing in a dedicated transmission line to bring electricity to Vietnam.

In reality, the ability to simultaneously implement multiple items depends not only on resources but also on the level of preparation from the preceding stages. When technical, infrastructure, and organizational plans have been carefully considered, the implementation process allows for faster decision-making, minimizing waiting time between stages. This is also a key factor in shortening the overall project timeline.

This approach demonstrates a difference in investment thinking. The project is not viewed as a single construction item, but as an energy asset that must be operational and generate value as soon as possible. Simultaneously, the parallel implementation of components minimizes delays between phases – a factor that often prolongs the overall project timeline.

In the energy industry, the difference lies not in having a project, but in the ability to bring it to completion and operate efficiently within a short timeframe. This requires comprehensive coordination from the investor, from construction organization and progress management to simultaneously addressing the transmission infrastructure challenge – a factor that often causes many projects to be delayed. With Savan 1, T&T Group chose a proactive approach, implementing components in parallel and controlling the progress of the entire chain, thereby significantly shortening the time to bring the project into operation.

As a result, in just about 16 months, Savan 1 reached the Commercial Operation Date (COD), integrating wind power from Savannakhet into Vietnam's power grid. Not only did the project meet its deadlines, but it also quickly entered stable operation with an annual output of approximately 0.9 billion kWh, demonstrating the ability to simultaneously control progress, quality, and operational efficiency – a feat not all projects can achieve in such a short timeframe.

For Savan 1, the COD (Cash On Delivery) milestone signifies that the entire project development cycle – from investment, construction, completion of transmission infrastructure to the final step of entering the electricity market – is completed within a timeframe rarely seen for a cross-border energy project. This also demonstrates that progress is not a random factor, but rather the result of the organizational implementation and project control capabilities at the system level.

Notably, following Savan 1, T&T Group is now proposing the development of the Savan 2 wind power plant. In the broader context, this proposal becomes more logical. When projects can share transmission infrastructure, equipment transportation routes, and implementation experience, marginal investment costs will be optimized, while the overall efficiency of the project cluster will be enhanced. Simultaneously, the proven ability to implement Savan 1 in a short timeframe lays the groundwork for subsequent projects to be implemented at a faster pace. The Vietnam-Laos green energy corridor, from a strategic direction, is beginning to emerge as a structure that can be expanded and replicated in the future.

Mr. Do Quang Hien, Founder and Executive Chairman of T&T Group, once emphasized that energy investment is only sustainable when it is linked to national interests, practical operational capabilities, and long-term value for the economy. T&T's approach at Savan 1 clearly reflects this spirit: ensuring the project's scale while prioritizing its ability to reach its goal and generate actual electricity for the system.

At the national level, the official commercial operation of Savan 1 has significance beyond the scope of a single project. It demonstrates the feasibility of realizing major directions in cross-border energy cooperation and highlights the increasingly prominent role of the private sector in addressing the issue of project timelines – a key element of energy security.

Savan 1 is not the starting point of Vietnam-Laos energy cooperation, but it is a milestone showing a changing approach to project implementation. From a situation where progress depended on many objective conditions, progress control is gradually becoming an organized and repeatable capability – starting with thorough preparation, allowing for high-speed and continuous execution. This approach also clearly reflects Mr. Hien's management philosophy of "thorough preparation – rapid execution," where progress is no longer a dependent factor, but the result of a system designed to operate at high speed.