Human Resources Management
IRPC have improved and promoted employees’ competencies through the GDP strategy’s Power of People, consisting 4 pillars: 1) Effective and Agile Organization Development; 2) Inspirational Leadership Development; 3) Succession Management; and 4) Digital Technology Application to Human Resource Management.
IRPC have cultivated iSPIRIT, our core value by promoting executives and supervisors to act as role model for the employees to encourage competency development and behavioral changes.
Good Labor Practices
Diversity in IRPC
IRPC and its subsidiary are committed to promoting diversity and inclusion across the Company, in recognition that a diverse and engaged workforce will contribute to improved operating performance and achievement of strategic objectives. IRPC is focused on training and developing its employees from all cultures to equip them for leadership positions. Diversity at IRPC encompasses employees at all levels across the organization. The Company’s diversity initiatives target, but are not limited to, diversity of ethnicity, nationality, gender, age and culture. Inclusion is the active, intentional, and ongoing engagement with diversity across the Company.
Freedom of Association
IRPC fully supports its employees’ freedom to form a union, according to its Employee Relations Policy. In addition, the President encourages regular discussions between supervisors and employees in their reporting line to foster an understanding of employee welfare benefits, career growth opportunities, and business directions. There are also informal meetings, such as the CEO Town Hall and the quarterly chats with leaders of the labor unions, to foster good professional relations.
Human Capital Development
Training & Development
IRPC aims to develop employee potential at all levels and all functions to improve capability of its human resource to get ready for the challenge that come with opportunity for business growth. IRPC always improves organizational structure to be in line with business strategy which also defines a new Technical Competency Criteria and established a unit to improve technical competence of the employees in the production line to meet the Company’s requirements. Leadership programs for all employee levels (Executives, Middle-Managers, and Senior Officers) are arranged and foreseen for preventing interruption in the future operations. Standard of leadership roles is defined by best practice that can be used by employees as a behavioral guideline for a leader as expected by the Company. Activities are conducted to build leadership among its leaders via executive development program, executives coaching by world class consultant, and training courses in LEAD program. Furthermore, IRPC performed assessment of knowledge and competence of its employees to determine suitability to their job and responsibility and the result from the assessment is used to develop an Individual Development Plan for each employee.
Human Capital Return on Investment
IRPC considers that Human Capital Return on Investment provides a means of measuring our company’s profitability in relation to total employee costs. It is derived by removing non-employee costs from overall operating costs and deriving the resulting operating profitability.
Return on Employee Development Investment
In order to make decisions about where to invest our valuable training and development budgets, IRPC applies the calculation of return on employee development investment which is cost and benefit ratio. The ratio measures value for money of the programs, in which IRPC had invested in employee development and the monetary benefits, IRPC had received in return as a result of the training programs. The higher the ratio signifies the return on investment generated by the program.
IRPC aims to develop employee potential at all level and all functions to improve capability of its human resource to get ready for the challenge that come with opportunity for business growth. In 2019, IRPC had measured the objective performance on knowledge application from human development program in terms of return on investment. Average training hours per employee in 2019 was 42.00 hours per person per year which exceeded the target of 40.00 hours per person per year. The Key Performance Indicators (KPIs) for the average training hours per employee is shown below:
Employee Development Programs
|Employee Development Program||Business Benefits||Quantitative impact of business benefits
(monetary or non–monetary)
|Model plant program is a part of company’s strategy (GDP) under the Power of People The project is executed to increase employees’ competencies and skills to achieved operation excellent through knowledge development. by sharing and implementing industry best practices to improve current way of working in plant||Model Plant program incorporates best in class practices to continuously improve performance and serves as an experiential learning platform for increasing operation employees’ capability. The principles of Model Plant program separate into three aspects. The first one is Technical system aspect which will help the company to improve production reliability and availability and efficiency in production process. The second aspect is management infrastructure which will benefit the company by improving employees’ skill in decision making on management. The third aspect is mindset capabilities & behavior which allow the company to gain benefit collaboration and teamwork among employees. From all of three aspects, it can ensured that this program is key driver of our GDP strategy and will support IRPC to become a Leading Integrated Petrochemical Complex in Asia by 2020||The project was able to generate added value equal to 704 million THB to the company in FY 2019. The revenue is generated as a result the improvement of planning tools and process for higher efficiency in production.
79.95% of FTEs that participated in this program
|Knowledge Development on Integrated Chemical Engineering (i-ChePs) program aims to upskill employees through best engineering practices that instructed by qualified instructors from reputed universities. Content that related to this program includes knowledge in chemical engineering which participators can apply these knowledge to improve their work.||i-ChePs program enhances knowledge on integrated chemical engineering both in theory and applied knowledge to employees in operation. The positive impact of the learning through this program is used to improve performance at work for our employee and result in business benefits. The business benefits that derive from this program include cost reduction through higher efficiency in production by incorporating knowledge to design a better operating system in the production.||The program is expected to create more added value and reduce cost as well as improve productivity, in which participants are enabled to think more creatively and improve their problem solving skills by applying reasoning principles. The initiative raised production efficiency and reduced energy consumption; resulting in increased net revenue through reduction of expenses for up to 367 million THB.
1.30% of FTEs that participated in this program
Talent Attraction and Retention
Individual Performance Appraisal
At IRPC, we determine to implement a comprehensive human capital development, by assessing employees’ potential in order to set up the progressive plan. Performance assessment consists of the following 4 stages
- Set strategy and define top management KPI
- Cascade KPI to Individual Including target setting
- Plan and manage performance
- Evaluate performance and reward
IRPC employs various types of performance appraisal. We define Leading and Lagging Indicators and used Value Tree and KPI Cascading Tool that can display a graphical representation that show the relationship between each KPI of the employees at all level to be able to analyze and define key indicators which can actually measure the performance. The performance assessment was also conducted twice a year using 360 degree appraisal. IRPC also conducts performance evaluation on each function to identify employees who have excellent performance through high level management round table process.
Round Table session aims to discuss on
1) Group Evaluation and Performance Calibration;
2) Behavioral Gap Discussion;
3) Talent Management.
The criterion for performance evaluation consists of KPI Score, Behavior Score, 180 Assessment Results, Personal Profile Information, and Personality.
The company has surveyed 6 aspects of the relationship between the employees and the organization, including Leadership, Performance (how to accomplish the work), Brand (how to create the organizational brand), the Work (factors relating to the assigned tasks), the Basic (basic factors which the organization provides to the employees), the Company Practice (how the company treats the employees) through the indicators “Say” (the employees say positively about the organization to their colleagues, prospective employees and client), “Stay”(the employees engage to be in organize for driving growth), “Strive” (the employees’ willingness to dedicate themselves and work beyond the company’s expectations for successful business). The employee engagement survey is conducted by 6-point scale.
In addition to engagement survey, IRPC has committed our own target “Organizational Health Index”. The index is measured from 9 elements to reflect the organizational capability through
3 aspects as follows:
1)Align: through strategic target and corporate culture in line with corporate’s target
2) Execution: through functional accountability, strong collaboration, organizational capability building, and employees’ motivation
3) Adapt to Change: through the business adaptation and innovation. The key linkage to organization capability development is leadership that is capable of policy setting, operational control, and business competency.
Trend of Employee Engagement Score
In 2019, 95% of the employees participated in the assessment and the engagement score was 82%. Once compared with other domestic and international peers in the oil & gas industry, our score was higher than top quartile companies, reflecting the result of the improvement employee engagement factors.