Significance

BPP believes that employees are one of the significant resources in driving organizational growth, especially for the power business that needs personnel with specific expertise. In addition to providing a good and safe working environment, BPP also sets up standards for labor practices in accordance with the international labor best practice and human rights standards, while employees are fairly and equally treated in all human resource management processes. The aim is to make all personnel working for the organization happy and have a good quality of life, which will later lead to the organization sustainable success. 

Moreover, attracting potential people to join the organization and retaining employees to stay with the company is a pivotal factor supporting BPP to pursue its growth strategies and to achieve the short– and long– term targets. The power and energy businesses are in needs of manpower with specific qualifications and experience required by the labor market. As a result, BPP has to have a process to attract and retain employees with the organization continuously. 

 

2025 Target

• Zero incidents associated with violations of labor laws and practices.
• Full compliance with legal requirements related to workplace standards.

 

Management Approach

BPP has designed the human resource management and employee welfare systems in all HR processes by adhering to the “Banpu Heart” corporate culture and the three human resources management principles, consisting of equitability, performance-based management, and competency-based management, together with employee diversity management, regarding races, religions, languages, cultures, ages, knowledge, perspectives and working experiences in all areas, where BPP has operated its businesses. This is to encourage employees to utilize their diversified strengths to add in values and create competitive advantages, enabling them to work together happily, flexibly, and agilely, as well as properly to their job positions and lifestyles.  This includes daring to change and creating innovation in every aspect. The goal is to drive BPP’s businesses towards the corporate sustainability goal.  

In addition, the human resource management suitable for the new context of BPP’s business operations will focus on transforming the organization towards a new era of management and operations expansion in multiple countries, in alignment with the organization’s strategy. The labor practices, therefore, must comply with the international labor management standards and in accordance with the labor laws of such countries, while all employees in every operating country must be treated equally and unitedly according to the DEI (Diversity, Equity, and Inclusion) principle. 

BPP has managed its human resources as following:  

• Promoting collaborative work under diversity in all countries where BPP has operated businesses to strengthen teamwork and drive sustainable business growth through innovations. 
• Striving to develop professional personnel by enhancing their competencies and providing them equal opportunities regardless of nationality, race, languages and genders. 
• Respecting and complying with human rights principles BPP has determined the Human Rights Policy by attaching with the principles of liberty, equality, and human dignity, regardless of   genders, races, religions, or skin colors.  It has paid great attention to labor laws and respected human rights in alignment with the Universal Declaration of Human Rights (UDHR), the United Nations Global Compact (UNGCs), the International Labor Organization (ILO), and the labor laws of all countries where it has operated business.  This covers labor operations of BPP employees and stakeholders, such as business partners, suppliers, communities, joint-ventures, and external contractors.  BPP’s labor practices consist of all aspects of human rights, including:   
  • Forced labors employment BPP does not accept forced labor in any form.  In addition, physical punishments, threats or violence are not used as disciplinary or control measures. 
  • Exploitation of child labor BPP has clearly determined the minimum age of hiring employees in accordance with the labor laws of each country to prevent risks associated with child labor employment. 
  • Female labor BPP does not assign works harmful to health or body as required by laws to female employees, while the pregnant employees are accommodated to work or live in an appropriate environment, including unable to lay off, demote positions or reduce various welfare benefits of female employees due to pregnancy. 
  • Hiring migrant workers BPP and its business partners strictly comply with the laws on both employment contracts and work permits when hiring migrant workers to enhance competitive advantages and to grow together sustainably. 
  • Working environment and workers’ quality of life The appropriate and sound employment conditions are promoted for employees, including maintaining a safe working environment to ensure that employees have a good life quality and can perform their duties without affecting their physical and mental health. BPP has also operated in accordance with the occupational health and safety standards and reviewed related regulations regularly to develop and improve them appropriately. 
  • Freedom of association and collective bargaining BPP respects employees’ rights and gives them the freedom to join various associations, unions, federations, and collective bargaining. It will not impede the trade union operations or labor federation or obstruct the exercise of employees’ rights to become members of a labor union.  This includes providing them convenience and will treat the representatives equally to other employees. 
  • Supporting business partners and contractors in the supply chain BPP treats its business partners and contractors in the supply chain in accordance with the human rights principles, including not being involved with human rights violations.

• Respecting for non-discrimination and anti-harassment BPP treats its employees in accordance with Banpu Group’s non-discrimination and anti-harassment policy. It protects and prevents its employees at all levels from being discriminated and harassed in various forms, including sexual harassment to create a good and safe working environment. 
• Employees recruitment and selection BPP considers the qualifications, knowledge and abilities of all applicants equally, mainly to match the needs of each job position.  
• Remuneration management BPP adheres to the principles of justice and equality, including the pay for performance to manage compensation to be internally fair and competitive. 
• Respecting and complying with the laws, rules, regulations, and local customs of all areas relevant to every area where the business operates is a fundamental practice that all employees must adhere to. 
• Employee training and development BPP encourages and provides opportunities for all employees to use and develop their abilities to their full potential equally. The competency-based principle is strictly used to train and develop personnel with competencies meeting the needs of each job position, a department and the organization.
• Complaint channel system Employees can submit requests/complaints through the Compensation Committee established as a channel for employees to submit matters for consideration and later to be presented to the management. In addition, the employees can directly consult or hand in their complaints on various matters through supervisors and the Human Resources Management Department. If employees wish to submit matters anonymously, such as discomfort at work, team conflicts, disputes with supervisors, untransparent working practices, including sexual harassment, they can submit such complaints via the online grievance system. BPP has determined a complaint investigation process and disciplinary punishment as specified in the work rules. 

BPP’s management approach to attract and maintain the employees to stay with the organization is as follows:  

1. Strategic Workforce and Succession Planning 

BPP develops strategic workforce planning by combining a business strategy with a personnel data analysis to ensure that its personnel are sufficient and efficient to support the future organizational growth.  For succession planning and high potential management, BPP together with the succession plan committee continually selects and follows on critical positions by focusing on developing employee’s potential through various projects, such as the Banpu Global Leader Program (BGLP), the individual coaching and the individual development program (IDP). 

In 2024, BPP initiated the Banpu Global Talent and Mobility project to develop international leaders and strengthen personnel competency in every country, focusing on 3 main areas: 

1. Developing Global Careers with Cultural Awareness aims to build confidence and work efficiency in an international environment along with developing understandings and cultural adaptation. 
2. Enhancing Business Support and Knowledge Transfer is aimed at supporting business operations across the regions and promoting the exchange of knowledge and experience internationally. 
3. Developing a Holistic Career Growth emphasizes career path creation being flexible and consistent with the organization’s goals as well as developing adaptability and cultural understandings. 

In addition, BPP is committed to developing human resources to support business operations continuity and to build a strong organization in the long-term, ready to drive personnel to grow steadily with global potential. 

2. Recruitment and Career Growth 

To enhance mutual success between employees and the organization, BPP is dedicated to creating a transparent and inclusive selection and hiring process consistent with the organization’s culture.  In addition, it believes that encouraging employees to have a clear career goal and opening them opportunities for development in various forms, are the key success factors helping create the sustainability for the organization and employees simultaneously. 

• Employee Recruitment Process: To get the appropriate employee, Banpu Group has used the Culture Fit test and the Behavioral-Based Interview to primarily assess applicants’ behaviors and attitudes. The aim is to evaluate the consistency between the applicant’s qualifications and values towards the corporate culture.  Thereby, the applicant must pass the set criteria for further entering the next selection process.  
• New Staff Onboarding: A welcome and onboarding process has been initiated for new employees who got selection. BPP has implemented the onboarding process to help the newcomers to adjust oneself to the new working environment. This is to support employees to work smoothly once commencing their work. The processes provided include:  
  • A mentorship system provides the experienced mentors who have undergone with the team in the organization for more than a year to give advice to the newly hired employees. 
  • On-the-job training system allows newcomers to learn and develop their skills related to actual work. 
  • Happiness index check is used for following up and evaluating newcomer’s happiness to ensure that he/she be able to adapt oneself to the new working environment smoothly. 

• Internal job posting is open for existing employees to apply for other positions interested within the organization.  This is similar to applying for a new job, of which processes are of the same standard for selecting external candidates.  This internal job posting provides opportunities for personnel for self-development in various fields. 
• Design Your Own Career To support the employee’s career growth, BPP arranges training related to career development by providing them opportunities to plan career growth with his/her supervisors in various forms, such as:  
  • Being assigned to work on projects to create challenges and learn new skills.
  • Job Transfer to scale-up work experiences in related fields. 
  • Temporary Job Rotation to understand the job field close to his/her line of work. 
  • Working in affiliates overseas (expatriates) in the short-, medium-, and long-terms in order to learn various work areas.   

3. Employee Performance Assessments

BPP has employed the performance management system to create fairness and manage performance and remunerations in accordance with the corporate goals. The employee’s performance appraisal is carried out twice a year across the organization. The elements of employee performance assessment are divided into 2 core parts: 

In addition, BPP has determined the Leadership KPIs, which are included in the performance-based assessment of middle management and above.  The assessment covers an appraisal of leadership skills and behaviors on taking care of subordinates in the responsible line of work. The leadership KPI is assessed by subordinates one step down. 

In addition, BPP has implemented a 360-degree voluntary evaluation system, allowing employees to ask for opinions on oneself performances and behaviors from supervisors, colleagues from other functions and subordinates.  The aim is to help employees to improve themselves.  The information of employees and those providing comments or suggestions will be kept privately. 

In order to obtain accurate performance evaluation results and be able to distinguish employees with excellent performance from those with normal accomplishment according to the organization’s standards, BPP has executed a standard comparison process for all departments within the organization, covering determination of key performance indicators (Work-related KPI) and the performance evaluation result in the first half and second half of the year. In addition, the performance classification criteria have been adjusted to be more rigorous, making it possible to accurately classify employees with excellent performance. As a result, BPP can give financial rewards to this group of employees significantly. For those whose performance are below the standards set, the Performance Assistant Program (PAP) has been implemented for this group of employees to help return their performance to normal standards within a specified period. 

4. Remuneration beyond basic welfare to support comprehensive care, diversity and employees’ participation.

BPP places great importance on employee well-being, recognizing that a healthy, engaged workforce is key to organizational success. The company goes beyond providing standard benefits by offering comprehensive welfare programs that address diverse employee needs, support holistic health, and foster greater participation and engagement. These initiatives not only help reduce absenteeism and sick leave but also enhance work efficiency, employee satisfaction, and organizational sustainability in terms of quality of life, financial security, and social stability.

• Work Anywhere Policy
  • As a part of Banpu Group, the company has been a pioneer in flexible working, first introducing teleworking in 2008.
  • In 2020, the policy expanded from one day to two days per week.
  • During the pandemic, employees demonstrated professionalism and discipline, enabling the company to adopt a 100% Work Anywhere policy.
  • As the situation transitioned into the “new normal,” BPP recognized the importance of in-person collaboration. The policy was adjusted to two days per week remote work, supported by Work Redesign Guidelines to define which tasks are suited for remote work and which require on-site collaboration.
• Employee Well-being Programs
  In addition to basic health benefits such as annual health examinations and group health insurance, BPP provides a wide range of welfare initiatives to support employees across all dimensions of well-being:
  • Maternity Leave: 98 days (75 fully paid by the company), with expanded coverage from 2024.
  • Parental Leave: 10 fully paid days for male employees to support partners during childbirth, expanded in 2024.
  • Boost Me Up Program: Guidance to strengthen well-being across body, mind, heart, and financial health.
  • Onboarding Program: A structured process to help new employees integrate smoothly into the company.
  • Mental Health Support: Access to psychiatric consultations through professional providers.
  • Preliminary Health Care: Online doctor consultations and medication delivery through the “Health at Work” service.
  • Breastfeeding Support: Dedicated refrigerators for storing breast milk at the workplace.
• New Leave Policies (Effective 2025)
  • Birthday Leave: One paid day off per year, taken during the employee’s birth month, to celebrate personal milestones and promote work-life balance.
  • Recharge Day: One paid day off per year to focus on mental well-being, allowing employees to recharge and return with renewed energy.
  • Family Funeral Leave: Paid leave for the duration of religious funeral ceremonies for family members, with no limit on days or occurrences, supporting employees during times of personal loss.

5. Cultivating Banpu Heart corporate culture through Banpu Change Leaders (BCL)

BPP has long been cultivating the Banpu Heart corporate culture. But, how to instill and maintain this corporate culture is very significant.  If the existing employees and newly hired staff understand the culture well and behave in accordance to the 3 shared values, namely Passionate, Innovative and Committed, while those working oversea have knowledge and understanding of joint-working behaviors in alignment with Banpu Heart, they will finally work with each other happily and commit to the overall corporate performance. 

To promote corporate culture, BPP has set up Banpu Change Leader (BCL), an employee representative from various departments who will be a Banpu Heart role model.  These BCLs will be the change agents to encourage BPP people to behave in accordance with Banpu Heart corporate culture and encourage them to be a change leader helping BCLs to draw participation in Banpu Heart culture activities. They will be representatives who will build the corporate culture from the operational level to the managerial level (Bottom-up Culture Building).  Currently, there are BCL representatives from various countries who have designed and implemented their own activities, including cultivating the Banpu Heart culture harmonized with the culture and BPP’s businesses in each country, such as Thailand, China, Japan and Indonesia. 

6. Talents Development

Every year, the Human Resources Department will consult with heads of various departments to consider selecting employees who have outstanding performance with high potential, and whose behavior is consistent with the corporate core values on an ongoing basis (Hi-Potential Employee Calibration).  These employees are called HiPos, who are employees who have high potential and ready to be further developed and grow with the organization in the future.  BPP, therefore, has developed plans to provide knowledge and train these HiPos to prepare themselves for his/her career growth, becoming an executive in the future. 

7. Hearing Employees’ Opinions for Improvement

BPP believes that listening to feedback and making continuous improvements is essential to building trust and strengthening relationships between employees and the organization. It also promotes BPP to be an attractive and sustainable workplace in the long term. BPP listens to its employees’ opinions through various efficient channels as follows:

• Employee Engagement Survey has been conducted to measure employee satisfaction and commitment to the organization, including analyzing data to improve and develop strategies. 
• Focus Group meetings allow employees to express their opinions in depth by emphasizing diversity in perspectives and experiences. 
• Welfare Committee Meeting was organized to create a communication channel between employees and executives to gather suggestions regarding welfare and benefits. 
• Open Dialogue encourages employees to express their opinions on significant issues in a transparent manner. 

All comments and suggestions will be analyzed and processed for further improving and developing the organization in various aspects, for example, changing policies or welfare to be in line with employee’s needs, designing activities and projects to strengthen bonds, developing work processes to increase efficiency and employee satisfaction, designing employee development courses for career growth in the organization, etc.  

 

2025 Performance

• No incidents related to violations of labor laws and practices or discrimination, rights violations, sexual harassment, or other forms of harassment in the workplace. 
• The results of the workplace inspection complied with legal standards.

 

Key Activities and Projects

1. Advancing human resource management technologies based on the Energy Symphonics concept

BPP is continuously strengthening its digital human resource management ecosystem and enhancing the employee data connectivity from all operating countries to increase data management accuracy and workflow efficiency. This has run through applying automation coupled with developing better employee experience in using human resource management systems. Key initiatives implemented in 2025 included the following:

Objectives
• Systematically link and utilize employee data.

Benefits
• Improving efficiency, reducing steps and time in human resource management processes.
• Enhancing employee’s experience and engagement.
• Supporting executives’ strategic decision-making and long-term organizational growth.

Environmental Contributions
• Reducing paper usage by adopting digital systems in HR management processes.

Social Contributions
• Promoting employees’ equal opportunities for learning and skills development.
• Creating a work environment fosters inclusion, diversity, and shared growth.

 

2. Boost Me Up

BPP and Banpu Group continuously organize activities under the Boost Me Up project every year, focusing on promoting employee’s mental health as part of holistic employee development.

Objectives
• To promote the employees’ holistic well-being, encompassing physical, mental, and financial health, under the concept of Work-Life Harmony.

Benefits
• Fostering employee engagement within the organization.

Social Contributions
• Fostering the employee’s well-being and quality of life.
• Supporting life skills development and self-management, which has a positive impact on families, communities, and society in the long-term.

 

3. Welfare for a quality of life and sustainable employment

Beyond basic welfare, BPP puts great emphasis on taking care of and improving employees’ life quality through comprehensive benefits meeting the personnel diverse needs, such as, leave days, annual health check-ups, and group health insurance. In 2025, the following activities were carried out:

Objectives
• Promoting employee’s well-being and creating a positive work environment through comprehensive, flexible, and responsive benefits to diverse needs.

Benefits
• Improving productivity
• Enhancing employee participation
• Increasing employee engagement

Social Contributions
• Supporting the Sustainable Development Goals (SDGs) in terms of long-term life quality.

 

4. Banpu Power Role Model

The Banpu Power Role Model project is designed to promote behaviors aligned with Banpu Heart corporate shared values and foster ongoing employee engagement. Each month, the working group assigns a topic related to corporate values, and colleagues are encouraged to rate the employees who demonstrate outstanding behaviors based upon the assigned topic. For example:

Employees receiving the highest number of votes in each category will be bestowed an award from executives and an Appreciation Badge, a message of appreciation and gratitude recorded in the employee data system.

Objectives
• To foster employee engagement.
• To promote behavioral expression, reflecting Banpu Heart corporate values.
• To appreciate employees who demonstrate behaviors promoting a positive work environment within the organization.

Benefits
• Increasing employee commitment and engagement.
• Creating a sustainable corporate culture that is tangibly demonstrated.

 

5. Fusing Diversity, Igniting Synergy

Objectives
• To promote collaboration among all levels of employees within BPP.
• To enable employees to gain in-depth self-understanding and realize the differences of others.
• To develop communication and constructive discussion skills based on diversity.

Investment: THB 1,000,000

Benefits
• Enhancing teamwork and collaboration.
• Helping employees in identifying areas for improvement and driving self-development to reduce obstacles when working together.
• Promoting understanding and constructive communication and coaching within the team.

Social Contributions
• Fostering learning on how to live together in a diverse society through acceptance of differences, mutual respect, and collaborative work.

 

6. Welfare Committee

Employee representatives are eligible to negotiate with BPP about deals affecting employees by attending the welfare committee meeting with Banpu Group on a quarterly basis.

In 2024, BPP made many improvements regarding welfare, including regulations affecting employees in a positive way and in alignment  with the labor laws. In 2024, BPP upgraded leave days and benefits for its employees by taking equality into account as well as adjusted the regulations affecting employees to be better, such as revamping  benefits in alignment with the “Marriage Equality Act,  adding leave days for employee’s birth months, creating the mental balance day, extending the maternity leave rights for female employees and parental leave for male employees as well as providing the annual health–check for retired employees until the age of  65 years,  etc. 

 

7. Human Resources Management Technology: Pioneering the Future of Work

The use of digital technology in human resource management does not only help develop employees’ technological abilities, but it is also an important part of creating an environment supporting effective work and promoting greater employee engagement. These technologies increase human resource departments’ operational efficiency, allowing fast communication and decision making with verified data. In addition, it helps create a more convenient and accurate process, enabling BPP to attract and retain talented employees. 

To create sustainable growth and success in the long-term, Banpu Group has developed technology for human resource management since 2023. In the previous year, BPP focused on creating good experience for employees (Employee Experience) and conducting data-driven analytics to increase collaborative work, learning, access to services, data analysis and the employee’s well-being throughout the organization. The goal is to create the HR digital ecosystem as follows: 

1. Collaboration & Community: BPP promotes employee participation in sharing and accepting each other, creating a community of appreciation and fostering the creation of good engagement between employees and the organization. 
2. Virtual University: BPP provides its employees with the opportunity to develop their skills, knowledge, and abilities without limitations on locations or times. It also supports the establishment of a community of practices that allows experts to share knowledge across the countries efficiently. 
3. 4×7 Boundless Online Services: The 24×7 Boundless Online Services give employees access to personalized services tailored to their individual needs at anytime and anywhere. 
4. Dashboard and Analytics: AI is used to increase data analysis capabilities. This allows executives to make decisions and deal with problems possibly arising quickly and efficiently. 
5. Promoting well-being program for employees:  The technology was designed to support employees on financial, physical, and mental health in a comprehensive manner to help them being successful both personally and professionally. 

• BuddyUp

Launched in October 2023, this platform has played a key role in strengthening employee engagement through various features, such as digital business cards, News center and a program for collecting points from participating the activity called FriendChip, etc. 

The FriendChip program collecting points from participating in activities has helped increase employees’ interest in joining activities organized by BPP. It has also saved on the cost of purchasing reward possibly expired.   The employees can collect points and exchange them for products or services they want. In addition, it has stimulated appreciation through the transfer of points as gifts in return. 

In 2024, the FriendChip program gained popularity from various agencies and helped build engagement through activities for various purposes as follows:  

• Developing an integrated database for creating dashboards and analyses

In August, the Human Resources Department launched a project to develop a consolidated database for use in creating dashboards and analytics. Also known as People Insight, the project collects information selected from various platforms into one with the following objectives: 

• • To connect data and be able to analyze the operation direction or results in a more diverse way, such as using data on BPP’s operating results to compare with the organizational engagement scores or employee promotion rate. This will help to see the relationship between organizational engagement and/or the employee growth opportunities affecting BPP’s performance. 
  • To support executives to have timely access to human resource management data to be used in strategic decision making through creating a strategic HR dashboard. Executives can access this information either from their mobile phones or personal computers according to their needs at the right time. The strategic HR dashboard data will display current and past information to compare past figures along with specifying rights to access such information as seen necessary and appropriate.
  • To support and enable employees to use data to create work plans and make decisions anywhere at any time without having to go through the information request process. This allows employees who must deliver work on schedule to access human resource data in a timely manner and in an appropriate period. 
• Development and application of AI technology  

BPP has begun to use AI technology for human resource management as follows: 

• • Developing and making trial use of AI to help screen biases from employee competency assessments. The project was started in 2024 at BPP’s affiliated companies to test and confirm the capabilities of AI technology.  This technology will be applied to other affiliates in the year 2025.  
  • Using AI to search for information and create the essential skill set for each job position by considering information in the labor market in comparison with other organizations and developing the principles to be used as a basis for further designing employee development plans. 
  • Developing Chatbot to provide services to employees through Generative AI technology. Employees can use this service anywhere and at anytime.  In 2024, the Chatbot training and service trials were conducted, including collecting opinions from employees about matters employees frequently inquire about, such as welfare and group health insurance for employees, etc. 

 

8. Improvement of the CEO’s Performance Evaluation Framework

In 2025, BPP implemented a new Key Performance Indicator (KPI) framework for the CEO to directly link individual performance with business outcomes and to strengthen synergy among the Banpu Group businesses. The KPI consists of five key components as follows: 

1. Financial KPIs – 25% 
2. Functional KPIs linked directly to company goals and targets – 35% 
3. Cross-Functional KPIs – 25% 
4. People Development KPIs – 10%, focusing on succession planning and the development of employees within the CEO’s function 
5. Leadership KPIs – 5% 

 The new performance evaluation framework will directly reflect on the variable bonus. In the past, the variable bonus for the CEO followed the same approach as that of employees in Thailand, being based solely on the company’s financial performance. The new evaluation framework, however, considers multiple well-defined dimensions to ensure that the CEO’s performance covers all key priorities of the Company. 

 

 

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Banpu Group’s Human Resource Management Policy