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. 

 

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 taking care of employees, especially health promotion and the creation of a sound working environment through providing comprehensive welfare and responding to the diverse needs of employees, such as leave annual health examination and group health insurance.  In addition to basic benefits, BPP also provides additional welfare fostering good health in every dimension to increase work efficiency, satisfaction, and employee participation/ engagement. It does not only help reduce sick leave and absenteeism from work, but also increases organization efficiency and success, leading to the sustainable development in terms of quality of life, financial and social stability. 

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.  

 

Performance

• Zero incidents associated with violations of labor laws and practices.
• The high potential employee’s retention rate was equivalent to 100%  
• The employee voluntary turnover rate was 2.62%. 

 

Key Activities and Projects

 

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Banpu Group’s Human Resource Management Policy