Employees of the Company

Employees are a valuable resource for the company. They are an important mechanism to help grow the business and meet the organization's goals. Therefore, the company is committed to HR management in accordance with the organization's strategy. By setting policies and guidelines for HR management as follows:

Employee Capacity Development and Employee Care Employee Capacity Development and Employee Care Approach

GRI 103-2
Personnel Management Policy

The Company enforces personnel management policies to provide direction for effective management of human resources in line with the Company's strategy and goals. The personnel management policy will bring success and sustainable progress between employees and the organization.

Personnel Management Policy
Human Resource Management Policy

The HR Management operation in 2021 aims to respond to the growth of the company according to the 4S Strategy, based on management mechanisms, both in terms of developing people's potential, improving systems and work processes, as well as creating values and work culture that will help support the business to meet the goals set. The plan can be divided into 4 key areas as follows:

Developing People Capacity
Improving the leadership of people and management
Focuses on sharing values and organizational culture and commitment to the organization.
Focus on improving HR workflows

Developing People Capacity

  • Improve processes, mechanisms, and tools for recruiting and selecting people in line with the needs of the organization's business growth plan, both domestic and abroad, and accommodate the needs of people with specialized expertise for the company's new business, as well as developing Employer Branding to be known and able to attract more potential people to the organization.
  • Build a talent development program in the "GPSC Academy" program to support national and international business growth and promote the company's new business development plans, such as renewable energy power plants, battery plants, and the development of electrical and battery containment systems.

Improving the leadership of people and management

  • Conducting capacity development planning (Competency) of employees and developing development programs in line with the required competencies such as Core Competency and Technical Functional Competency to develop capacity and increase people's capacity appropriately and in accordance with the company's operational direction.
  • Succession Planning is developed by recruiting and selecting potential employees to assess their potential and setting development guidelines to ensure that the organization is ready to replace management positions in key positions, whether they are available for retirement or future business expansion.

Focuses on sharing values and organizational culture and commitment to the organization.

  • 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.

Focus on improving HR workflows

  • Review and improve HR work processes to align with business practices. The focus is on 3 main areas: Performance Management System, Strategic Workforce Planning Strategy, and Organization Restructuring
  • Improve HR processes to better support the business direction of organizations abroad by creating platforms and systems that support future new business models.

Employees' potential is important to increase the organization's competitiveness, especially under the ongoing changes in the electricity business. Therefore, the company recognizes the development of employees with the necessary knowledge and skills according to the direction of the business. It sets clear guidelines for employee development that are suitable for the company's operations by establishing GPSC Academy to be the center of the employee development program.

Succession Plan

The company has set up a succession management strategy, created a critical succession plan (Critical Positions), and prepared the group management for the development potential to inherit important positions from the management who are currently in critical positions to be vacated from retirement or movement to new position that occurs according to the business expansion plan by preparing a succession plan for important positions Systematic actions under the succession plan for important positions are detailed as follows:

Success Profiles of Critical Positions

Grouping of potential executives for key management positions

Competencies assessment of the potential group management through the Assessment Center covering Competency, Interpersonal, Business/Management, and Personal Attributes.

Applying the results of the assessment to determine the Individual Development Plan (IDP)

In order to ensure that the company is prepared to support the growth of the company, succession plans for middle management have been developed and implemented, including career path design and preparation for employees at all levels of the company to help all employees to participate in setting their own career advancement goals in order to achieve success and sustainable progress between employees and the organization.

To support the company's rapid growth and prepare for the business challenges it will face in the next 3-5 years, the company created the "Succession Plan Project" in 2021 and set the goal of continuing to operate as a 100% succession plan in 2030.

GRI 404-2

The company has established one important strategy, creating New S-Curve Business. Therefore, designing and developing future skilled leaders is a priority of the company at the start of 2021. Therefore, the company has initiated the "Spark Accelator Management Trainee Program, the company's future leadership development program, which is the leader in electrical business innovation in the PTT group." This project is designed to prepare potential future leaders of the company through various learning mechanisms and challenges both domestically and abroad. The project is open to employees and external personnel. Participants will have the opportunity to circulate 3 key pages of the company's work over a period of 3 years, such as strategy, organization, and management, affiliates, business development, commerce, financial management, operations, etc.

The Spark Accelerator Management Trainee program has 4 people who have qualified for the program. The program started in July 2020 for a total duration of 3 years and 6 months. The first 6 months are the preparation of the four management trainees (pre-rotation) by providing mentors from the corporate line and managing affiliates to assign tasks and provide advice on work. Specifically, the presentation to the various executive committees of the organization, the company's existing strategy programs, and the work culture. The company also provides the four employees with leadership and business program training courses online during the pre-rotation period and during the COVID-19 pandemic.

For the first rotation, work began in 2021 with four employees assigned to one commercial function, one corporate strategy function, one affiliate management function, one operational function, and one financial management function.

All 4 employees will have a mentor at the rank of Vice President and Senior Manager to assign tasks and provide functional guidance. All 4 employees will also receive relevant Leadership and Functional training to improve their leadership and business skills.

The key contributions of the four employees at the end of the year of the first job rotation in 2021 are:

  • Able to help close the deal with a group of industrial customers with an estimated NPV of 1,000 million THB.
  • Appropriate foreign investment financing can help the company save 18 million baht in costs.
  • The assigned project can generate a total synergy value of 48 million baht.
  • The assigned project increases recurring cost savings optimization by 3.66 million baht per year.
  • Self-study projects can save the cost of a consultant by 2.4 million baht.

The company has guidelines for job rotation in 2025. The company has guidelines for encouraging employees to have the opportunity to practice abroad, which is the country in which the company has set up a 2nd home country strategy.

Spark Accelerator Management Trainee Program is also a program that the company aims to retain high potential employees and contribute to the company's key strategy in line with the business growth plan of the organization.

The company is preparing a plan to recruit a potential group of employees through the Spark Accelerator Management Trainee Program in 2022.

GRI 404-2

In order to accelerate the development of the operating line employees' capabilities and increase the confidence in the stability of the company's electricity production and distribution. The company has developed a project for the technical competence management system of the operating line employees with an integrated and systematic management approach under the key competence management system project. The details are as follows.

Competency Assurance: The technical competency profile has been prepared, and the capacity of the personnel according to the profession and according to the employee's position at the operational level, such as operational staff, engineers, and technicians.

Competency Assessment: The company has provided a standardized system of assessment of technical status by employees, supervisors, and final evaluators who can follow up on the report and check the assessment results in the competency assessment system (CMS).

The assessment results are used to determine the employee's individual development plan (IDP) in the assessment system.

The Individual Development Plan will combine e-Learning, Classroom Learning, Coaching and Mentoring, and Experiential Learning to maximize learning effectiveness.

There is a clear monitoring plan, with competency assessments every 6 months to measure progress and individual development plans and reduce gaps from previous competency gaps.

GRI 404-2

The company uses learning management system software (LMS), which is responsible for managing the company's training. The LMS consists of five main parts as follows:

Course management system consists of classroom learning and e-Learning. The user group is divided into 3 levels: learners, instructors, and administrators, who can log in from anywhere and at any time.

The Content Management system includes tools to create Content that can be used well with Text-based, VDO, and Infographics lessons.

The test and evaluation system consists of an exam inventory and a course-by-course evaluation system.

The Course Tools system consists of various tools used to communicate between the company, learners, and instructors through News Feed.

Data management system: Data collection, history, and training report of learners.

In addition, the company's LMS system provides online courses (e-Learning) in various categories such as business, technology, finance, sales, marketing, leadership, personal development, with over 100 courses for all employees to choose from according to their interests, anytime, through the company's website and the application called "iSPARK."

In light of the recent COVID-19 impact on the training model, the LMS system has played an important role in employees' continuous learning through online courses (e-Learning). As a result, the company has been able to reduce the training costs, as well as other related expenses such as travel, food, location and accommodation expenses, etc. In 2021, the total estimated cost of 19.67 million baht was reduced. In 2021, a total of 1,103 employees attended online courses, 99.55%.

GRI 404-2

The company organizes coaching and feedback skills development courses for management staff to create leaders within the organization. They have the questioning skills for employee development, motivational communication, and employee development within the team. Trained employees can apply the knowledge, understanding, and practices to manage within their department, including working effectively with relevant departments. The company also provides content in E-Learning on Coaching and Feedback to communicate to employees and supervisors to understand the operation by disseminating to employees through the Learning Management System (LMS).

This year, following employee development in this course, the employee engagement survey score for the organization or Employee Engagement was 9% higher. It was 11% higher than other companies in the same industry. On the Senior Leadership dimension, it was 16% higher than the previous year's survey score, and so was the Manager/ Supervisor dimension, 4%.

  • To improve coaching skills through questioning so that employees in the team can find answers on their own. (reference) https://thecoach.in.en/about/process/
  • To improve communication and feedback skills to motivate and improve employee performance.
Benefits to the organization

Having a high potential leader is a key factor in achieving sustainable corporate strategy, with a total of 80 executives participating in the training, which empowers participants in both Coaching and Feedback that can be used to further team management.

Benefit to stakeholders

Empower project participants in People Management to empower the next generation of leaders.

The objective of the programme is to develop employees in the aspect of

  • Strategic Management, for employees to understand the correlation between strategic plan and execution
  • Organizational Management, effective management, with good quality and standards
  • Change Management, successful change management
Benefits to the organization

Having a high potential leader is an important factor in achieving a sustainable corporate strategy. A total of 103 managers and high potential employees participated in the training. This course will empower participants in both business and people management. As a result, in the Employee Engagement survey, the Senior Leadership dimension scored higher than the previous year's survey, 16%, and the Manager/Supervisor dimension, 4%.

Benefit to stakeholders

Empower business and people management participants to build the next generation of leaders to their potential.

GRI 404-2

Ensure that the company has qualified human resources, knowledge, ability, skills, and experience appropriate to the assignment. And to improve the potential of employees in the field of operations By focusing on the career development of employees from the operational level to the level of expertise and to support the operational line employees to perform safely and efficiently. The company has designed and developed a Qualification Development Program to standardize the technical training system of the company in accordance with the safety system and standards of management excellence.

This Qualification Development Program will be integrated with the Individual Development Plan with the Operational Competency Management System Project. Technical Training Program or Qualification Development Program, including:

The Inner Core Program

is a technical learning and statutory training course that is scheduled for the first 2 years of work, consisting of the following training courses:

  • Orientation - the new employee training and onboarding program.
  • On-the-Job training (OJT) refers to training courses employees should receive during probation.
  • Basic Qualification refers to the training courses employees should receive after up to 2 years of trial. Initial learning courses according to the job title of each department, including technical courses, statutory courses, and courses according to the operating regulations (Procedure/Work Instruction)
The Middle Core Program

This is a technical learning and testing course based on the model of machinery and equipment in the area where the employee is responsible. This course will start when the employee has work experience in the 3rd year onwards.

  • Plant Specific refers to the onboarding course for operating staff. Understanding the equipment of different machine models installed at each location and the principles of safe operation of the machine. Addressing specific problems in the event of an emergency to maximize efficiency is divided into 5 categories: 1. Steam Turbine 2. Gas turbine 3. Power Plant Support Section (Balance of Plant) 4. Boiler and 5. Generator
  • Equipment Specific refers to various equipment maintenance courses for maintenance workers installed at each location. Understanding equipment characteristics, troubleshooting, and work precautions are divided into 3 categories: 1. Electrical 2. Mechanical and 3. Control Measuring Instruments (C&I)
This technical training program measures learning over time by measuring knowledge requirements and demonstrating the correct, effective and safe way to work (Practical Demonstration Requirement). The interview is the final test to ensure that employees have the proper knowledge and decision to perform (Oral Interview)

In 2021, the company improved the technical training program for Operation & Maintenance Workers in the GPSC group by developing technical knowledge, skills, and competencies according to the technical training program. It is stipulated that the operating and maintenance staff of the new power plant must complete the Basic Qualification Program through on the job training. The supervisor act as administrator and is in charge of training the new employees. In addition, the employees must take courses in basic knowledge of machinery, equipment, and techniques about the power plant through the Self-learning method through the GPi-LEARN Web-based training program. There are more than 50 topics in the power plant's technical knowledge, equipment, and machinery. Each subject will have a post-learning test, and employees must score 80% or more to pass the exam within a learning period of 1 year. The result is that the new employees will learn to work correctly and accurately, safely and securely. It improves productivity and reduces incidents, as well as reduces Occupational accidents. In addition, the company has a roadmap to continue to improve technical knowledge. In the following years, employees who have already passed GPi-LEARN will be assigned to work technical training in the Inner Core (2 years duration) and Middle Core (employees who have worked 3 years or more) programs. In this order, employees will learn to develop more in-depth techniques until they become proficient in operating and maintaining the power plant. This will be good for the stability of the production process, employees' safety, and the power plant's sustainable performance. In the year 2021, the operational staff of the power plant can upgrade technical competency by 11.06% compared to 2020. (2020 Competency Assessment Score Average = 56.81%, 2021 Competency Assessment Score Average = 67.87%). Moreover, the accident rate in the power plant of new employees who were trained according to the program = 0%.

Qualification Program for New Employees in Operations and Maintenance In 2021, a total of 58 employees were assigned to the GPi-LEARN system. Currently, 16 employees have completed the training. 28% of the remaining employees are in the process of completing the training in the course of 1 year.

Inner Core courses employees must complete the courses in the Inner Core program within a period of 2 years. There are 4 employees completed in 2021.

Middle Core Course employees with 3+ years tenure will start training in Middle Core (indefinite period). In 2021, there will be 87 trained employees in total.

The technical training program is primarily in the form of On the job training and Self-Learning. Therefore, it requires a duration of at least a year for each program. Employees can learn and develop themselves, as well as use this program as a resource for work and continuous upgrading their Technical Competency. The goal is to help build the strength and technical expertise of the power plant for employees and organizations.

Performance appraisal

The company adopts a performance management system (PMS) to measure and evaluate the performance of employees. To drive the organization's performance, achieve goals, and achieve continuous improvement. The employee assessment consists of evaluating the behavior and performance through employee indicators. Every employee must set individual indicators that are consistent with the strategy and goals of the organization. The assessment results will be used as information to plan for identifying the appropriate career development direction for employees in the short and long term. It will also be used to consider adjusting compensation and promotion to the performance at the organization level.

The Company recognizes the importance of HR management in the recruitment and selection process. By allowing competent and appropriate candidates to participate in the business along with the recruitment and selection process. The recruitment process is conducted with transparency and non-discrimination. The recruitment and selection of employees are based on the candidate's potential in qualifications, educational qualifications, work experience, management knowledge, and attitude.

The company requires Exit Interviews with employees who wish to resign by completing questionnaires and interviews by the HR function management. This is an opportunity for the organization to listen and ask resignees for their opinions to adapt and create guidelines that can increase employee satisfaction and engagement with the organization.

To ensure that the company can attract high potential employees to work for the company through strategies for compensation management to be competitive with the market. The remuneration is also reviewed through the survey process with the same business group on an annual basis to use the survey data to analyze and assess the company's competitiveness on an ongoing basis.

In 2021, the company designated a Line Manager to represent the company in caring for employees' well-being and performance. At the end of 2020, the company held a survey of employees' engagement with the organization. The result showed that Senior Leadership and Line Manager were important factors linked to the employee's engagement with the organization. In 2021, Two-way Communication Effectiveness training was held to support management to understand employee sentiment and communicate effectively in the annual performance cycle (set employee goals and capacity development plan, monitor employee performance and development progress, annual performance appraisal, and annual potential appraisal). The company also provides a CEO Townhall to continuously communicate the direction and situation of the organization, as well as to show concern for employees. The results of the 2021 Employee Engagement Survey revealed that the Senior Leadership dimension scored higher in the previous year's survey by 16% and the Manager/Supervisor dimension by 4% as well.

Personnel development planning is in line with the company's strategy. The details are:

  • Proper workforce planning can drive organizational effectiveness in workforce management (Lean organization/High-performing organization). Support the organization to achieve its goals of becoming a leading company sustainably by planning the workforce. It is also linked to other HR management mechanisms such as recruitment and selection planning, employee development planning, succession planning, etc.
  • The process of analyzing the suitable workforce for the company through the principle of estimating the number of workforces and the result of employee productivity growth. The method also analyzed the productivity of employees to compare with companies in the same business to ensure that the company can have productivity at a competitive rate

HR Management Operations in 2021, the Company establishes a strategic HR management plan that is linked and aligned with the Company's business strategy plan in terms of Synergy & Integration, Selective Growth, and S-Curve. As well as the changing situation inside and outside the organization as follows:

To build culture and unite teams

to build a unified work environment dedicated to the organization's success by integrating the company's culture and way of working together according to corporate values ACT SPIRIT. Creating awareness and involvement of employees through communication channels and activities And having managers as role models according to corporate values.

To create Organization and People Readiness

empower people and develop leaders with effective HR systems and mechanisms. The Talent Acquisition process focuses on targeting talent with attitudes and behaviors aligned with the organization's values. The focus is on developing people by equipping work, manageability, and leadership. Also, focus on increasing the productivity of people (Productivity Growth) by supporting and encouraging employees to Reskill or Upskill, including the use of technology to help improve the efficiency of people's work. This prepares people in terms of quality and quantity to make the organization grow efficiently and sustainably.

According to the operation of HR management as planned in 2021, this made the company has power generation capacity according to the proportion of shareholders position ranked at 3rd place in Southeast Asia and the company average employee engagement score is 11% higher above average score of peers in the electrical segment. The Core Value score is higher 4% compared to the target (75% target). It also drives and supports the S-Curve team's performance by expanding innovation investments to generate new forms of business revenue.

GRI 404-2

Organizational knowledge management contributes to developing knowledge and skills for employees to perform their roles effectively while promoting the development and application to support the company's vision and goals of reducing risk and creating competitive excellence. The company promotes knowledge sharing between organizations and builds a self-learning culture through developing the Knowledge Management Portal system, which operates according to the knowledge management plan within the organization that is directed by the operating guidelines of the PTT Group's Knowledge Management Committee. (PTT Group KM Committee)

The company recognizes the importance of preparing employees who are close to retirement age so that employees can have good financial plans for retirement. The company has provided relevant courses, including Retirement Financial Planning and Personal Financial Planning, through online courses on the iSpark system.

In addition, the company has partnered to provide webinar courses for employees interested in financial planning on health, finance, and mental health topics to address the sustainable employee retirement planning of such employees and general interest employees.

In addition to strengthening the preretirement planning knowledge, the Company pays compensation to retired employees in accordance with the law. Including benefits from the Provident Fund allocated to employees, which is beyond that required by law through deductions from employee accruals and additional contributions from the company. The fund will be used as a saving in the event that an employee leaves work and in the event of retirement. The Company cooperates with mutual funds specialized in managing the return on such savings. The Company provides a variety of investment policies in terms of risks and rewards, which employees can choose voluntarily and according to the suitability of each individual.

For executive retirees, a Succession Plan has been developed and prepared for potential group executives to have a successor when there is a vacancy from retirement, according to the succession plan strategy mentioned above.

Labor practices and labor rights

The company's labor practices and labor rights have been carried out according to the personnel management policy and the Labor Protection Act, 1998; the company provides welfare committees from the three areas in which the company operates, namely Rayong Chonburi and Bangkok. This is a channel for employees to negotiate welfare, working conditions, and other employee matters. The company employees (100%) are entitled to apply for representation. The committee nomination is created by electing representatives to be able to give an equal opinion. Currently, the committee consists of 25 members and is appointed for two-year term. The welfare committee will discuss labor practices and labor rights with the employer representatives every 3 months.

Strengthening employee engagement with the organization

Employee engagement with the organization is one of the driving forces for the company to pursue its goals and promote a positive image. The employee engagement survey with the organization is conducted annually by an external agency. The survey results will be used to develop a program to maintain and promote employee engagement with the organization with the following steps

  • Submit Survey
  • Process the survey
  • Present the results to the management.
  • Develop an action plan to maintain and promote employee engagement with the organization.
GRI 102-41

The Company annually assesses the compensation and benefits of its employees to determine the payment of compensation and benefits that are appropriate and competitive to the same industry group. The company recognizes diversity and right to non-discrimination. Therefore, GPSC Group is committed to the principle of equal remuneration for all workforce for the work of equal value. The compensation and benefits to regular employees consist of:



Contributions to the Provident Fund

Medical expenses for employees and family members

Life Insurance

Housing allowance for employees working outside the area according to the guidelines set by the company.

Education grants for children and employees

Funeral grant for employees and their families

Phone allowance

Alternative Benefits

"Although, the company has not established a labor union at the present but the company has a channel for employees to negotiate welfare and working conditions and various complaints through the welfare committee. The employees of the company (100 percent) have the right to be elected as employees in the welfare committee by representatives election to be able to give an equal opinion. Currently, the committee, consisting of 25 members, will discuss labor practices and labor rights with the employer representatives every 3 months.

Diversity in the company

The company encourages employment that does not exclude diverse individuals. By acknowledging and appreciating the value of individual differences, including race, gender, religion, economic and social status, age, domicile, education, and physical availability of the body. The company recognizes that diversity in the organization's human resources will help the company respond to different needs of customers and change business characteristics creatively, resulting in sustainable benefits for the company.

Updated as of February 2022

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