Our Employees

Employees are valuable resources for the company. They are the key engine that drives business growth toward our corporate goals. Therefore, GPSC is committed to managing human resources in alignment with the overall corporate strategy by setting the following human resource policy and management approach:

Workforce Development and Well-Being Guidelines for developing employee potential and taking care of employees

GRI 103-2
Human Resource Management Policy

GPSC Human Resource Management Policy has been put into effect to steer the organization toward efficient human resource management in alignment with the company’s strategies and objectives which will lead to the shared success and sustainable progress of both the employees and the organization.

Human Resource Management Policy
Human Resource Management Policy

The goal of human resource management in 2020 is to support the company’s 3 growth engines by leveraging the management mechanisms of talent development, work process, and system improvement, as well as building a work ethic and culture which will help the business achieve its objectives. The human resource strategy consists of 4 key implementation plans:

Readiness of Talent Employee
Strengthen Leadership Capability
Embed Corporate Culture and Increase employee engagement
Delivering HR operation excellence

Readiness of Talent Employee

  • Improve the processes, mechanisms, and tools used in recruitment to meet the human resource demands as dictated by the company’s business growth plans, both in Thailand and abroad, as well as accommodating the company’s new business demands for experts with specialized skills along with employee branding to gain visibility and attract top talents.
  • Improve the processes, mechanisms, and tools used in recruitment to meet the human resource demands as dictated by the company’s business growth plans, both in Thailand and abroad, as well as accommodating the company’s new business demands for experts with specialized skills along with employee branding to gain visibility and attract top talents.

Strengthen Leadership Capability

  • Adopt career management models along with developing training programs to build competency in areas ranging from common competency, leadership competency, and functional competency to increase personal skills and competencies appropriately in accordance with the business direction.
  • Review the recruiting process for executives in the talent category along with setting individual development guidelines as well as creating a succession plan to prepare the recruited executives for replacing retiring executives and for future roles as necessitated by business expansion.

Embed Corporate Culture and Increase employee engagement

  • Increase engagement in the organization by integrating the “ACT SPIRIT” value into the corporate culture through human resource systems and mechanisms as well as through a variety of activities aimed as fostering productive work habits; focus on effective internal communications to establish a clear understanding between executives and employees which will increase employee satisfaction and engagement in the long run.

Delivering HR operation excellence

  • Review and improve human resource operations to be consistent with the overall business approach by focusing on 3 key aspects: performance management system, strategic workforce planning, and organizational restructuring.
  • Tailor human resource operations to support GPSC’s international businesses effectively by creating platforms and systems to accommodate new work models in the future

Employee capabilities are a key to increasing the company’s competitiveness especially as the power business undergoes constant changes. Therefore, GPSC emphasizes employee development to ensure that all employees possess necessary knowledge and skills given the business direction by setting clear employee development approach consistent with GPSC’s business.

Succession Plan

The succession plan is conducted to support the rapid growth of the company and to prepare for the business challenges that the company will face over the next 3-5 years. The company therefore has prepared the “Succession Plan Project” in 2020, whereby the company established a succession management strategy, which is a succession plan for critical positions and has prepared potential executives for development to inherit the positions from current executives who are vacant from retirement or those who take new positions that arise according to the business expansion plan, while systematically formulating a succession plan. The actions taken under the key succession plan are detailed below.

Preparation of Success Profiles of critical positions.

Grouping of potential executives in key management positions.

Assessment of the competency of the executive group through the Assessment Center that covers competencies of leadership, interpersonal, business/ management and personal attributes.

Using the evaluation results obtained in determining the Individual Development Plan (IDP)

Moreover, in order to ensure that the company has prepared the leaders of the organization at different levels to support the growth of the company. For these reasons, the Success Profiles and a succession plan for middle executives, as well as designing and developing career paths for employees at all levels of the company have been set up by the company to aid all employees to participate in setting their own career progression goals. These also act to create shared success and sustainable progress between employees and the organization

The succession plan is conducted to support the rapid growth of the company and to prepare for the business challenges that the company will face over the next 3-5 years. The company therefore has prepared the “Succession Plan Project” in 2020, and continuously ensure that the company has a 100% succession plan toward 2030.

The company has established one crucial strategy, namely creating a New S-Curve Business. Therefore, the creation and development of future skilled leaders is of great importance to the company. At the beginning of 2020, the company initiated the “SPARK ACCELERATOR MANAGEMENT TRAINEE PROGRAM Project for the Future Position Leadership Development Project, of GPSC group, PTT Group’s Leader of Power Business Innovation”. This project is designed to prepare potential individuals to become future leaders of the company through various learning mechanisms, which are diverse and challenging both at home and abroad. The project is also open to employees and outside personnel, with the participants of the project having the opportunity to rotate through 3 major areas of work of the company over a 3 year period, such as corporate strategy and affiliate management, business development, commerce, financial management, operations, etc.

The SPARK ACCELERATOR MANAGEMENT TRAINEE PROGRAM is also a project in which the company is committed to retaining employees of high potential with the organization and to play an important role in driving key strategies of the company that are in accordance with its business growth plans

In order to accelerate the capabilities development of operating staff and to increase confidence in the stability of the electricity production and distribution of the company, a technical competency management project for operational staff with an integrated and systematic management approach under the major competency system manegement project, has been established, with the details being as follows.

Competency Assurance: Details of technical competencies (Technical Competency Profile) of staff have been established. These also define competencies of personnel according to the professional and job respective positions of the employees at the operational level, such as operating staff, engineers and technicians.

Competency Assessment: The company has provided a technical evaluation system, with this system being standardized, where employees, supervisors and final assessors are able to follow-up on the reports, while also being able to examine evaluation results in the Competency Management System (CMS).

The results of the assessments obtained are used in determining the Individual Development Plan (IDP) of employees in the performance assessment system.

Individual development plans include blended approaches in learning, such as e-Learning, classroom learning, coaching and mentoring and hands-on learning (Experiential Learning), in order to make learning the most effective.

A clear follow-up plan should be implemented, with performance assessments held every 6 months for progress measurements, individual development plans and to reduce the gaps from previous competency gaps assessments.

The company utilizes a learning manegement system (LMS) software, which manages the teaching and learning of the company, which consists of 5 main areas:

Course Management consists of classroom learning and e-Learning, with user groups being divided into 3 different levels including learners, teachers and system administrators who are able to log in from anywhere and at any given time.

Lesson creation (Content Management) consists of content creation tools which can be used well with text-based lessons, VDO and infographics.

The Test Evaluation System consists of an exam library and a course evaluation system.

The Course Tools system consists of various tools that are used to communicate between companies, learners and teachers through the News Feed.

The Data Management System, data history collection and issuing training report of the students (Training Report).

In addition, the LMS provides online courses (e-Learning) in categories, such as business courses, finance technology, sales, marketing and more than 100 self-development leadership courses for employees to choose from anywhere anytime through the website and the application of the company called “iSPARK”.

The Great Leader curriculum integrates knowledge and experience in the management of key personnel and organizations to create the next generation of leaders in terms of strategic, organizational and change management, as well as to create skills of leaders in personnel management, in order for such individuals to have the strength, physical and mental energy to utilize their potential to the maximum degree. Potential managers and employees can apply their knowledge, understanding and practice in the management of their own units, while also working effectively with relevant departments. For example, in 2019, due to this cooperation in developing operational efficiency, the Synergy Plan with a worth of 596 million baht was able to be achieved, while in 2020 the Synergy Plan was valued at 1,424 billion baht.

Course objectives to develop employees
  1. Strategic Management, which refers to building knowledge, understanding strategic connections, as well as the formulation and implementation of such strategies.
  2. Organization Management, which refers to the management of efficiency, quality and standards for the organization.
  3. Change Management, which refers to managing any changes to ensure the success of the company.
Benefits to the organization

The presence of high-caliber leaders is a key factor in achieving sustainable success for corporate strategies, where currently there are 103 executives and employees of high potential within the company. This course will help in building the potential of participants in both business and people management.

Benefits to stakeholders

Enhancement of the participants of the project in both business and people management to create the next generation of leaders.

This is to ensure that the company possesses a pool of individuals with qualifications, knowledge, abilities, as well as those with skills and experience suitable for all assigned jobs. It is also to develop the potential of employees in operations by focusing on the career development of employees from a basic operational level to the expert level and in order to support operational staff in being able to perform their work safely, along with maximum efficiency. The company has thus designed and developed technical training programs (Qualification Development Program) to establish the standard of the technical training system of the company in accordance with the safety system, as well as excellent management standards.

This technical training program (Qualification Development Program) will be aligned with the individual development plan and the Operations Competency Management program, by a technical training program or the Qualification Development Program, which consists of:

The Inner Core Program

refers to technical courses and legal training, which are required during the first 2 years of work and consists of the following training courses.

  • Orientation refers to an orientation-training program according to the new employee-training program.
  • On-the-Job training (OJT) refers to training courses that employees should receive during the trial period.
  • Basic Qualification refers to training courses that employees should receive after probationary work for a maximum of 2 years. The Initial courses are based on the job position of each department, which include technical, legal and operational courses (Procedure/Work instruction).
The Middle Core Program

refers to a technical learning and testing course according to the machinery and equipment in the responsible areas of the employees. The course will commence upon the 3rd year of obtained work experience onwards.

  • Plant Specific refers to an operating course for operators to understand the equipment of different machine models installed at each site, the principles of safe machine operation and solving problems immediately in times of emergency to achieve maximum efficiency. This can be divided into the 5 following categories, namely 1. Steam turbine, 2. Gas turbine, 3. Power plant support (Balance of Plant), 4. Boiler and 5. Generator.
  • Equipment specific refers to courses on the maintenance of equipment installed at each site for maintenance workers. It involves understanding the characteristics of equipment, troubleshooting and work precautions, which are divided into 3 categories, namely 1. Electrical, 2. Mechanical and 3. Control and instrumentation (C&I).
This technical program also measures learning outcomes over a given period of time by criterion of cognitive evaluation (Knowledge Requirement), correct demonstration on how to perform a specific job (Practical Demonstration Requirement), and interviews as a procedural test (Oral Interview), to ensure that employees have the knowledge and understanding of making correct decisions appropriate for the operations.

Corporate knowledge management facilitates effective knowledge and skill development as well as knowledge application to support the company’s vision and goals in reducing risk and gaining the competitive edge. GPSC, therefore, encourages cross-organization knowledge sharing and fosters a self-learning culture by developing the Knowledge Management Portal. This system has been implemented as part of the company’s knowledge management plan which also aligns with the implementation approach of PTT Group Knowledge Management Committee.

Employee Recruitment

GPSC recognizes the importance of human resource management, starting right from the recruiting process, to attract talented and qualified individuals to join our team in driving business success together by adopting the Integrated Management System (IMS), which is transparent and non-discriminatory. GPSC’s employee recruitment approach considers many aspects of the candidates in assessing their potential, such as their qualifications, educational background, work experience, management knowledge, and attitude.

Performance Evaluation

To support the achievement of the business goals and promote continuous development, GPSC utilizes the Performance Management System (PMS) for measuring and evaluating employee performance. Employee evaluation consists of 2 separate aspects: behavioral assessment and performance assessment. The assessments are based on each employee’s performance indicators which are individualized and aligned with corporate strategies and goals. Evaluation outcomes will be used as input for planning and identifying an appropriate career development pathway for employees in both the short and long term as well as for considering appropriate compensation and promotion in conjunction with the company’s overall performance.

Labor rights and practices

Labor rights and practices of the company have been carried out in accordance with the personnel management policy, as well as in accordance with the Labor Protection Act of 1998. The company has established a welfare committee from 3 areas, where the company operates, namely Rayong, Chonburi and Bangkok, which are channels for employees to negotiate on welfare, working conditions and other matters related to employees. The employees in this group have the right to apply as representatives and in this regard, the selection of the committees is made by the election of representatives, in order to equally express opinions. At present, there are 25 committees in which 100% of our employees are covered under Welfare Committee to bargain labor and welfare aspect with company. Committee term of office is 2 years and and where the Welfare Committee will formerly discuss labor practices and with employer representatives every 3 months

Deepening Employee Engagement

Employee engagement enables the company to retain valuable employees, which is critical for achieving the corporate goals. GPSC, therefore, conducts an employee engagement survey annually via a third party and uses the survey results as input for further improvement to meet employee needs and increase satisfaction on an on-going basis. The process follows 4 steps:

  • Processing survey data
  • Meeting with employees
  • Presenting survey findings to executives
  • Creating an action plan to increase engagement
GRI 102-41

GPSC reviews employee compensation and benefits annually to ensure that the level of compensation and benefits is appropriate and competitive within the same industry. Compensation and benefits for full-time employees comprise:

Salary
Bonus
Matching provident fund contribution
Medical reimbursement for employees and family members
Life insurance
Rental reimbursement for off-site employees as specified by GPSC’s rules
Financial support for education of children and employees
Financial assistance for funerals of employees and family members
Phone allowance
Alternative welfare

Diversity at GPSC

GPSC practices non-discriminating employment by accepting and valuing differences in race, gender, religion, socio-economic status, age, ethnic origin, education, and physical fitness. GPSC believes that corporate diversity will enable the company to respond creatively to diverse customer needs and changing business characteristics, leading to sustainable benefits in the long run.

Updated as of February 2021

The above content is prepared in accordance with the sustainability reporting standards by the Global Reporting Initiative (GRI Standards), which is validated by external parties and provides a limited level of assurance of reporting information (Limited Assurance).