Employees of the Company

Employees are valuable resources for GPSC and serve as an important mechanism to drive business growth and enable it to meet its goals. As such, GPSC is committed to human resource management in accordance with the corporate strategy. Human resource management policies and guidelines are as follows:

Guidelines for Employee Capacity Development and Employee Care

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Human Resource Management Policy

GPSC enforces a HR management policy to steer its HR management effectively in alignment with its strategies and goals. The HR management policy ensures sustainable and mutual success and advancement of both employees and the organization.

Human Resource Management Policy
Human Resource Management Policy

The objective of HR management is to support GPSC’s growth trajectory in accordance with the 4S Strategy, utilizing various management mechanisms, including personnel capability development and the improvement of work systems and processes as well as the fostering of values and a work culture that contribute to the achievement of the established targets. HR management consists of four key action plans as detailed below.

Personnel Capability Development
Leadership Development for Personnel and Executives
Promotion of Corporate Value and Culture for Employee Engagement Strengthening
HR Workflow Improvement

Personnel Capability Development

  • Improve processes, mechanisms, and tools for recruiting and selecting people in line with the needs specified in the organization’s business growth plan, both domestic and abroad; meet the needs of talents with specialized expertise for GPSC’s new business; and improve employer branding to broaden awareness and attract more talents to the organization.
  • Create a talent development program in the “GPSC Academy” program to support national and international business growth and promote GPSC’s new business development plans, such as renewable energy power plants, battery plants, and the development of electrical and battery containment systems

Leadership Development for Personnel and Executives

  • Formulate employee competency development plans and develop courses in line with the established competencies, such as core competencies, functional competencies, and technical competencies, in order to enhance employee competencies properly and in alignment with GPSC’s operational direction.
  • Develop succession plans, in which talents are recruited and selected to undergo capability assessment and development guidelines are formulated in order to ensure GPSC is prepared to replace key executive positions in anticipation of retirement and business expansion in the future.

Promotion of Corporate Value and Culture for Employee Engagement Strengthening

  • Focus on strengthening engagement in the organization by using the “ACT SPIRIT” values to cultivate an organizational culture by using HR systems and mechanisms as well as activities to create the desired work behavior for employees in the organization, and focus on effective internal communication to ensure mutual understanding between management and employees for further satisfaction and engagement in the organization.

HR Workflow Improvement

  • Review and improve HR work processes to align with business practices, with emphasis on three main areas: Performance Management System, Strategic Workforce Planning Strategy, and Organization Restructuring
  • Improve HR processes to better support the business direction of overseas organizations by creating platforms and systems that support future new business models.

Employee capability development is vital to the enhancement of the organization's competitiveness, especially in the midst of the ongoing changes in the electricity industry. GPSC recognizes the significance of equipping employees with necessary knowledge and skills in line with the business direction and has thus established clear employee development guidelines that align with its operations as well as created the GPSC Academy as the center of its employee development program.

Succession Plan

GPSC has developed succession management strategies, formulated succession plans for critical positions covering high- and mid-level executives, and prepared its high-potential executives to ensure business continuity in the event of vacancy/job rotation or retirement. The goal is to develop succession plans for 100% of the critical positions. For employees at other levels, GPSC also develops a career path so that each individual employee can take part in determining their own career advancement in order to foster sustainable and mutual success and advancement of both employees and the organization. Succession planning for critical positions consist of four key steps as follows:

Formulation of success profiles for critical positions

Grouping of potential executives for key management positions

Assessment of potential executives through the Assessment Center, encompassing competency, interpersonal skills, business/ management, and personal attributes

Application of assessment results to determine individual development plans (IDP)

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As building new S-curve businesses is one of GPSC’s core strategies, the development of future leaders with necessary skills is vital. In 2021, GPSC initiated the SPARK Accelerator Management Trainee Program, which is a future leader development program of GPSC Group, the innovation leader of PTT Group’s electricity business. The objective is to enhance leadership potential for employees and external parties through diverse learning mechanisms and challenges both domestically and abroad. Participants will have an opportunity to be rotated to three key operational components over a period of three years, namely corporate strategy and subsidiary management; business development, commerce, and financial management; and operations.

SPARK Accelerator Management Trainee Program

Objective: To select employees or external individuals to learn about GPSC’s business operations through job rotations, mentorship with experts in each line of work, as well as leadership and business development programs.

Number of participants: 13

Benefits:

  1. Each participant learns about at least three primary lines of work of the Company throughout the duration of the program and is prepared for management-level positions.
  2. Participants enjoy an opportunity to get involved in various lines of work and contribute to key projects that can generate added value and save costs for the organization.
  3. Participants enjoy an opportunity to travel to target countries to learn about their operations and seek business opportunities.

Timeframe: 3 years per batch

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To accelerate the competency development of operations employees and enhance the confidence in the reliability of its electricity production and distribution, GPSC has developed a technical competency management project for operations personnel, with an integrated and systematic management approach under the key competence management project. The details are as follows:

Competency assurance: Technical competency profiles are formulated, detailing the capability requirements of operations personnel, such as operations staff, engineers, and technicians, in accordance with professional areas and positions.

Competency assessment: GPSC Group conducts technical competency assessment using a system that meets relevant standards. Staff and supervisors can track reports and view their assessment results in the competency management system (CMS).

Assessment results are used to determine individual development plans (IDPs) for employees in the CMS.

An IDP consists of various forms of learning, such as e-learning, classroom-based learning, coaching and mentoring, and experiential learning, to maximize learning effectiveness.

A progress monitoring plan is clearly defined, with competency assessment conducted every six months to track the progress of the IDP and reduce competency gaps from the previous assessment.

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GPSC utilizes learning management system (LMS) software, which manages its library of over 100 e-learning courses covering various fields such as business, technology, and finance. Such courses are accessible to employees at any time and from anywhere via the iSPARK website and application. Thanks to the LMS, GPSC has been able to reduce training costs as well as relevant expenses, such as transportation, food, training venues, and accommodations. In 2022, GPSC successfully reduced an estimated 6.83 million baht in costs based on the training of a total of 1,128 employees (100% of GPSC’s employees). The LMS is composed of five functions as detailed below.

Course management system: This component consists of classroom-based learning and e-learning courses, and users are categorized into three groups: learners, instructors, and administrators. The system is accessible at any time and from any location.

Content management system: This component consists of content creation tools whose functions are suitable for text-based lessons, videos, and infographics.

Test and evaluation system: This component consists of an exam inventory and a course-by-course evaluation system.

Course tools: This component consists of various tools for the communication between GPSC, learners, and instructors on the news feed.

Data management system: This component records learner data and generates training reports.

Leadership Transformation Program

GPSC has initiated a leadership transformation program for high-level executives featuring lectures and workshops, with the goal of enhancing their strategic planning capabilities to create competitive advantages as well as change leadership in anticipation of quick and unpredictable shifts in global circumstances (volatility, uncertainty, complexity, and ambiguity). The program also focuses on developing teams that prioritize diversity and equity. The Transformation Leadership Program has garnered positive feedback, with the participants giving a satisfaction score of 3.6 out of 4 points.

GPSC Employee Development Programs 2022
Objectives
  • To develop strategic planning skills that foster competitive advantages
  • To develop change leadership in anticipation of quick and unpredictable shifts in global circumstances (volatility, uncertainty, complexity, and ambiguity)
  • To develop teams that prioritize diversity and equity
Number of participants

52

Benefits

The program has fostered change leadership capabilities with an understanding of both strategies and human resource management.

Timeframe

2022 - present

Qualification Development Programs

The qualification development programs comprise the Inner Core Programs and the Middle Core Program.

The Inner Core Program

This program involves technical knowledge and legally-mandated training in the first two years of employment and consists of the following courses:

  • Orientation: This forms part of the training program for new employees.
  • On-the-Job training (OJT): This refers to training that employees should undergo during their probation period.
  • Basic Qualification: This refers to training courses that are designed for employees after the probation period and take a maximum of two years to complete; basic training courses for each position according to each unit; as well as technical courses, legally-mandated courses, and courses required by procedures/work instructions.
The Middle Core Program

This program includes technical courses and tests in accordance with machinery and equipment models in the operation site under each employee’s responsibility. Employees can begin taking this program upon their third year of employment.

  • Plant Specific: This consists of courses for operations staff on machinery operations, understanding the equipment of each machine installed on the site, and how to safely operate and troubleshoot the machine in case of emergencies to maximize operational efficiency. The courses are divided into five categories: 1) Steam Turbines, 2) Gas Turbines, 3) Balance of Plants, 4) Boilers, and 5) Generators.
  • Equipment Specific: This consists of courses for maintenance staff on the maintenance of each equipment installed on the site, understanding the nature of equipment, troubleshooting, and cautions. The courses are divided into three categories: 1) Electrical, 2) Mechanical, and 3) C&I.
Objectives
  • To develop the necessary capabilities of operations personnel for the achievement of GPSC’s targets
Number of participants

373

Benefits

The technical competency rating was at 83% based on the technical competency assessment of operations and maintenance personnel as of December 2022 (The ratings of the previous years: 2020 = 57%, 2021 = 68%).

Timeframe

2020 - present

GPSC has adopted qualitative and quantitative data analytics to develop guidelines for maintaining and attracting talents. The analytics encompasses seven areas of HR operations as detailed below.

Employee Performance Measurement:

Employee performance is measured with a performance management system (PMS). GPSC assesses the performance of its personnel in order to drive the organizational performance towards achieving its goals and foster continuous development. Employee performance assessment consists of behavioral assessment and key performance indicator (KPI) assessment. All employees are required to establish individual indicators that align with the organization’s strategies and objectives. The assessment outcomes are utilized to identify suitable career development paths for employees in the short and long term and to inform the adjustment of compensation and promotion in accordance with employee performance.

Recruiting and Hiring:

GPSC reviews the qualitative data of its candidates by inspecting the alignment between their work experience and educational background and the open position and by administering aptitude tests, core-value tests, and personality tests before the structured interview based on the results of job analysis in order to select competent candidates in line with GPSC’s guidelines. All data and processes related to employee recruitment and selection are recorded on the company’s e-Recruit system for transparency and accountability.

Identifying Flight Risks to Improve Retention:

GPSC analyzes flight risks by conducting employee engagement surveys and employee experience surveys under the Kincentric Model in order to identify key factors and initiate projects that contribute to employee retention. In addition, GPSC carries out exit interviews. This step involves a questionnaire and an interview by HR executives and presents an opportunity for the organization to listen to and interview employees upon their resignation, so that the comments obtained can be used to improve and develop guidelines for enhancing employee satisfaction and engagement.

Competitive Intelligence:

The Company has conducted surveys and developed a comprehensive database of compensation and employment, which includes both quantitative and qualitative data on employee salary ranges and bonuses as well as on employment trends within the same business group, both domestically and internationally. The data is continuously collected from various sources, such as national compensation surveys and online platforms related to compensation and job applications. This data is utilized to adjust employee remuneration to maintain competitiveness in the labor market as well as to attract and retain individuals with competencies aligning with the organization’s objectives.

Organizational Network Analysis:

GPSC has developed an organization-wide interaction network that shows interaction intensity between units and between individuals across its supply chain to identify personnel with excessive workload, support cooperation within the organization, and elevate operations across functions, all of which are factors that impact employee flight risks and the work environment.

Strategic Workforce Planning:

GPSC prepares its workforce in support of its 4S Strategy (Strengthen and Expand the Core, Scale up Green Energy, S-curve and Batteries, and Shift to Customer-centric Solutions) under the Korn Ferry Six Rights Framework, which consists of Right Skills, Right Shape, Right Size, Right Site, Right Spend, and Right Source. Relevant data, both quantitative and qualitative, is also collected.

Identifying Skills Gaps:

GPSC conducts assessment of skill gaps that are vital to the achievement of the 4S Strategy. As part of the assessment, supervisors and employees discuss and work together to determine goals and indicators as well as action plans/assistance needed in order to successfully implement such plans. In addition, they discuss the application of core values to their job, formulate individual development plans (IDPs), and input the data into the performance assessment system in order to establish operational goals. Supervisors and employees are also required to consult each other during the performance and IDP assessment.

  • Employee performance against the established KPIs
  • Achievements and obstacles where employees may require assistance
  • IDP progress tracking
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Organizational knowledge management contributes to the development of knowledge and skills for effective performance of duties as well as promotes the development and application of knowledge to support GPSC’s vision and goals of reducing risks and fostering competitive excellence. To this end, GPSC promotes knowledge sharing between organizations and has cultivated a self-learning culture by developing the Knowledge Management Portal, which operates according to the internal knowledge management plan as directed by the operating guidelines of PTT Group’s Knowledge Management Committee. (PTT Group KM Committee)

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GPSC recognizes the importance of preparing employees close to the retirement age to ensure that they have good financial plans for retirement. To this end, it has developed relevant courses, including Retirement Financial Planning and Personal Financial Planning, available online via the iSpark system, to enable employees to plan their finances and support their life in their retirement, when they no longer earn regular income from the company.

GPSC has also joined hands with partners to host an online seminar for employees interested in financial planning entitled “Financial Health and Mental Health” for sustainable retirement planning.

GPSC provides legally-mandated compensation to retired employees and has established a provident fund, which is beyond legal requirements, made through deductions from employee salaries and additional contributions from the Company, to serve as a savings plan for employees in the event of employment termination or retirement. The Company collaborates with mutual funds specializing in managing returns on these savings and provides a range of investment policies, which employees can choose from voluntarily based on their individual suitability and risk-reward preferences.

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GPSC has implemented labor practices and ensured labor rights in accordance with the human right management policy and the Labor Protection Act B.E. 2541. Additionally, GPSC has established a welfare committee consisting of members from its three sites of operation, namely Rayong, Chonburi, and Bangkok. The committee provides a platform for employees to negotiate on welfare-related matters, such as working conditions and other employee-related concerns. All employees (100%) are eligible to apply as representatives. The committee is appointed through election of representatives, so that all employees can provide opinions equally. At present, the committee comprises 25 members, who serve a two-year term. The welfare committee meets with the employer representatives every three months to discuss labor practices and labor rights.

Employee engagement is one of the drivers enabling GPSC to achieve its goals and enhances the positive image of the company. As such, GPSC has prescribed employee engagement surveys conducted annually by an external agency. The survey results are used to develop programs to enhance employee retention and promote employee engagement. The steps involved are as follows:

  • Administer the survey questionnaire.
  • Process the survey results.
  • Present the results to executives.
  • Development action plans for enhancing employee retention and promoting employee engagement.
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GPSC Group annually assesses its remuneration scheme and employee benefits to ensure that the compensation and benefits offered are appropriate and remain competitive within the industry. The compensation and benefits offered to its regular employees consist of:

Monthly salary
Bonus
Contributions to the provident fund
Medical expenses for employees and family members
Life insurance
Housing allowances for employees working outside their site of operation according to GPSC Group’s guidelines
Education grants for employees and their children
Funeral grants for employees and their families
Phone allowances
Alternative benefits

Employees can negotiate their welfare, work conditions, and various complaints through the welfare committee established by the company. All employees (100%) are eligible to be elected as employee representatives and members of the welfare committee. The committee is appointed through election of representatives, so that all employees can provide opinions equally. At present, the committee comprises 25 members. The welfare committee meets with the employer representatives every three months to discuss labor practices and labor rights.

Employee Benefits

Workplace Stress Management

GPSC offers “iSTRONG”, a mental health program (Consulting with Psychologist Online), to reduce employees’ stress levels. Employees can book appointments with professional counselling psychologists to discuss about their professional and personal problems. Moreover, GPSC has been tracking employees booking since the beginning of the iSTRONG lauch in 2022.

Sport & Health initiatives: Health Check Analysis

GPSC, together with a private hospital, has offered “Health Check Analysis” to improve all employees’ health in 2021. In this program, GPSC provide employees health check up, before collecting and analyzing the data to initiates future and necessary sport and health programs to improve employee health.

In 2021 and 2022, GPSC found that 40 employees are at risk (varying from low to medium to high levels), and information, GPSC predicted that 20 employees who are at risk of stroke in the next two years. With this information, GPSC is now offering sport and health initiatives, including the employee sport club to improve employees’ health.

GPSC has “Employee Sport/Social Club”, a sport and health initiatives to improve employees’ health. The Employee Sport Club provides financial support to employees to form a sport/social club. At the moment, the Employee Sport Club has successfully encouraged employees to from more than 10 sport/social clubs, ranging from badminton to basketball to snooker clubs, with more than 300 employee participations.

Work Conditions

GPSC have the regulation for Flexible working hours announced to all employees to suit their different lifestyle. To support the time attendance process, we have D-Time application for employee to be easier.

Work-from-Home Arrangement

In 2022 GPSC issues a corporate wide practice that allow employees whose jobs characteristics meet the criteria to work from anywhere. There are lists the criteria for job characteristics that are eligible for work-from-anywhere arrangement. Employees whose jobs characteristics are allowed to work from anywhere with a maximum of 1 time a week

Family Benefits

Childcare Facilities

GPSC employees are allow to use the PTT Group DayCare service, which is the childcare facilities for rearing, lactation, playground, and more. The facility is located nearby the GPSC Office. For more information please see https://pttdaycare.com/

Paid Parental Leave: Primary caregivers

The primary caregiver can take maternity leave for 98 days and will be paid for 90 days. Thai national law requires the minimum of 45 days of paid parental leave. That is, GPSC allows the primary caregivers to take paid parental leave in excess of the Thai national law by 45 days

After taking maternity leave period, they can take more unpaid leave to look after their child but not more than 150 days.

Paid Parental Leave: Non-primary caregivers

The non-primary caregiver can take paid paternal leave for 15 days to support primary caregivers.

Paid Family Leave

GPSC provides paid family leave to employees in a form of personal leave. This leave is a paid leave that GPSC employees can take to take care for their child, spouse, partners, parent, sibling, or others designated relation with a physical or mental health condition

GPSC employees allow to take personal leave up to 10 days.

GPSC Group supports employment without discrimination against individuals from diverse backgrounds as well as embraces and values the importance of individual differences in terms of race, gender, religion, socio-economic status, age, place of origin, education, and physical abilities. GPSC recognizes that the diversity of its human resources will help the company creatively respond to different customer needs and changes in the nature of business, sustainably contributing benefits to the company.

Updated as of February 2023

The content above is based on the sustainability reporting standards of the Global Reporting Initiative (GRI Standards) and externally validated and verified for data accuracy at the "Limited Assurance" level.