Human Resources Management
IRPC’s valuable employees are the fundamentals to driving the organization towards continuous and successful growth. With the risk from dependence on employees with high expertise who are near retirement, IRPC could be driven into a workforce shortage situation. This realization stimulates IRPC to become in need of transferring knowledge to new recruits, while ensuring that skills and capabilities are updated to the global benchmark under a lean organization structure. Therefore, we aim to develop their potentials as well as their living quality by cultivating the core organizational value of iSPIRIT, focusing on Individual ownership, Synergy performance excellence, Innovation, Responsibility for society, Integrity and ethics, and Trust and respect. We are well aware of operating with cost-efficiency in mind, developing future skills, building an efficient performance management and rewarding system, and acquiring new talent. We thus, drive our human resource management to elevate our organization to be recognized in international level by employee and stakeholders from every sector, and to become an employer of choice for potential candidates.
Future Skill Development
IRPC recognizes the importance of improving the skills and capabilities of all employees, especially in regards to developing updated skills to align with the future demand of data analysis and digital innovation. IRPC human resource management team is assigned to develop a benchmarking study on capacities of employees in the global companies, which allow IRPC to effectively review employees’ leadership and competencies for further enhancement, as well as prepared to train employees of different sectors to align with organizational needs through various training programs. Under this management strategy, IRPC establishes the ACCELERATE program to reskill and upskill foundations of future skills across all employee levels, primarily under social and emotional (personal learning agility), complex cognitive (innovation, critical thinking), and digital (advanced data analysis, applied data analysis, basic digital skills). Moreover, this program will endorse IRPC to reach a goal of being an organization with top quartile people in order to achieve top quartile performance. IRPC also monitors skill development across all employee levels by mapping skills according to each level under the ACCELERATE program.
To meet IRPC’s goal of sustainably achieving top quartile performance, IRPC emphasizes the development of employee’s capabilities to align with current business needs and is committed to developing long-term incentive measures for rewarding based on performance. IRPC has put an emphasis on competency based performance to drive key skills needed for new business opportunities by adjusting performance targets from KPI 60%, competency 20%, and behavior 20% to KPI 50%, competency 25%, and behavior 25%. In addition, adjustment of performance targets will further allow the human resource team to distinguish top performing competent employees within the organization. IRPC employs various types of performance appraisal, such as Leading and Lagging Indicators and 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.
IRPC Performance Management [click]
Furthermore, IRPC ensures a sustainable management of the succession plan of soon-to-be retiring employees through preparing high-performing candidates for management work under the Break Through project which they will be practiced for up their leadership skill to achieve on project management. IRPC appoints a Human Resource & Organization Effectiveness Management Committee; HOMC) and Human Resource & Organization Effectiveness Development Committee; HODC) to review manpower, succession plan, and recruitment process in every employee level. With annual monitoring, we have developed the competency standard and take account of other necessary factors for sustainable succession.
IRPC recognizes the importance of recruiting potential candidates for future business growth. With emerging future risks from relying on long-term employees with high expertise, recruitment of next generation who is talented with capabilities for IRPC’s future business will be essential. IRPC manages recruitment of potential candidates through the integration by internal potential high competency and external expert recruiting including talent cluster nurturing for replacement in vacancy position.
|Under the management goal of today’s priority is to “survive”, but tomorrow’s priority is to “perform in the new game, IRPC is committed to be in the forefront of competing markets by acquiring new talent and improving existing employee’s capabilities to meet the approach of each of the following quadrant:
· Reposition: Reshape the portfolio to drive efficiency and performance
· Disrupt: Create new market norms and/or business delivery model
· Preserve: Cost optimization and cash generation
· Survive: Hard restricting and divestment
Promoting the well-being of our employees helps them to lead healthy and balanced lives, and provides the support they need to be more successful in their personal and professional lives. Now, more than ever, people need support – from each other, and from the companies they work for. IRPC believe that encouraging healthy practices and providing employees with the help they need will have added benefits for their loved ones and beyond.
To provide a workplace where employees can feel deeply engaged in their work, IRPC offers industry-leading incentives and welfare benefits. In addition to the basic welfare package (4 major public insurances and congratulations and condolences program), we offer a specialized set of benefit programs tailored for life cycle to ensure that employees can fully engage in their work as well as satisfy themselves in terms of life, health, and leisure activities. In 2020, IRPC introduced a selective health insurance program to allow employees to design individual welfare items depending on their life style and preferences, bringing balance to work-family while enhancing welfare benefits in culture, sports, leisure, family life, and self-development.
Well-Being Education: We offer seminar featuring health and well-being topics designed to provide education and support and help employees mitigate health risks including human rights, health and well-being, happy workplace, work-life balance and other relevant topics, we also offer for our customers and suppliers to join the seminar as well. Recordings of seminars are also available.
Fitness Programs: We provide onsite fitness centers in every location we operate. In addition, we hold annual events to help employees increase their physical activity, including marathons and running challenges, and refinery games annually.
Nutrition Programs: Healthy eating is a key success factor for employee’s wellbeing. We provide healthy food and vegetables offered for employees as their choices in the canteen and fruits for breakout during the meeting. In addition, we provide nutritional advice and seminars to employees, and an annual weight loss competition.
Flexible working hours: We have policy to offer and support flexible working hours and to allow employees to work at home, so long as this can be done in a way that meets the needs of the business and there is continued compliance with the needs of employees and changes in circumstances. Moreover, we have strengthened worksite-centric support when it newly opened IRPC i-connect portal for the purpose of reinvigorating communication.
Working-from-home arrangements: IRPC has implemented the Work From Home (WFH) practices as a normal working style, in order to ensure work flexibility and adaptability to the COVID-19 pandemic while adhering to the demands of new generation employees. We also developed the infrastructures and network system so that employees who work from home will be able to deliver similar performance compared to working in the office.
IRPC provides breast-feeding rooms in each operation sites and support employees who are pregnant or recently have children. We also provide childcare service at Bangkok office corporate with local babysitter to promote local work surrounding the company. Moreover, IRPC offers health insurance for employees including their family i.e. spouse, children, parents including annual vaccinations and dental fees. We also offer scholarships awarded for employee’s child in order to promote education and well-being.
IRPC and its subsidiary are committed to promoting diversity and inclusion 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. IRPC’s diversity initiatives targets diversity of ethnicity, nationality, gender, age and culture. Inclusion is the core fundamental for active, intentional, and ongoing engagement with diversity across the organization.
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 Return on Investment
IRPC considers that Human Capital Return on Investment provides a means of measuring our 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. In 2022, IRPC invested in three human capital projects, including Leadership Development Program project and i-CHEPs project.
|Employee Development Program / Objective||Business Benefits||Quantitative impact of business benefits (monetary or non–monetary)||% of FTEs participating in the program|
|Leadership Development Program(LEAD 3) aims to develop project management for middle management level to cost efficiency and value added. )||Leadership Development Program(LEAD 3) allowed high performance middle management level to learn and apply leadership skill to achieve the projects for operation efficiency improvement and cost saving. . 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; resulting in increased net revenue up to 9 million THB/year through reduction of expenses for and cost saving about 4.75 million THB/year
|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 78.55 million THB/year||2|
IRPC has 5 engagement drivers which can be divided as best employer’s differentiators and foundation to capture the overall work experience. The best employer’s differentiator engagement drivers include (1) Agility, (2) Engaging Leadership, and (3) Talent Focus. The foundation engagement drivers include (4) the basics and (5) the work, which can be created into engagement outcomes and business outcomes. Engagement outcomes include the following:
“Say” (the employees say positively about the organization to their colleagues, prospective employees and client) reflecting job satisfaction, and organizational loyalty, “Stay” (the employees engage to be in organize for driving growth) reflecting their career path, clear purpose of their duty and, “Strive” (the employees’ willingness to dedicate themselves and work beyond IRPC’s expectations for successful business as well as to balance their work-life and happiness). The business outcomes include the following; “Talent”, which captures retention, absentees, and wellness, “Operational”, consisting of productivity and safety, “Customer”, which captures satisfaction and retention, and “Financial” including the revenue/sales growth, income/margin, and total shareholder return.