• Buy Personnel acquisition or buying talented individuals from other companies to create value for the company and help it achieve objectives. The company must consider the Source, that is, where to look for talents or whether it should use a recruiting agency. The Tool to recruit suitable talents, such as how to evaluate candidates’ competencies through interviews or whether to consider their social media profiles, etc. And the Challenge associated with determining pay structure and suitable remuneration. • Borrow This approach puts emphasis on the kind of attitude that is more aligned with the modern business world, characterized by constant self-learning, quick adaptation, enhanced analytical skills, and familiarity with the use of digital tools to aid decision-making. To borrow individuals with the required competencies from other companies, a company may need to draw up an agreement with a strategic partner in a way that is mutually beneficial or to address the parties’ respective needs, such as overcoming certain weaknesses. The PTT Group created the Management Pool Development Program to facilitate such exchange among companies within the PTT Group and its strategic partners. 2. Reforming the Organization Reorganization to achieve a more flexible organizational structure and chain of command is a crucial factor enabling the company to achieve its goals. All units must review and reorganize work in accordance with workforce target, eliminate redundant jobs and streamline the organizational structure through delayering and span of control, outsourcing service and labor, new work processes, table of authority, use of new technologies and digitalization, analytics, improvement of remuneration and welfare benefits, with the aim to change cost structure by using lowest monetary cost and time spent to achieve highest efficiency. The organizational structures of different job clusters may vary as appropriate. Materiality Assessment Good human resource management and creation of new corporate values are key contributing factors to ensure IRPC’s strategy will lead to the fulfillment of its vision and goals. The Company’s human resource strategy has three components as follows: 1. People Readiness Strategic Workforce Planning (SWP), a systematic analytical process for workforce planning in line with all business strategies to ensure that the company has at its disposal appropriately skilled personnel well attuned to existing and future business plans. The SWP process starts with the analysis of the future demand for personnel in terms of work units, required skills and suitability for job clusters, together with skills and capabilities of employees who are about to retire, in order to identify future demand. The process then helps find practical and management solutions to those issues as well as develop strategic workforce planning according to the 3Bs (Build – Buy – Borrow) method to find future supply. • Build This refers to a model where a company invests in a new human resource management system to build its own talents from new recruits and existing employees to meet the qualifications and skill requirements. To create new talents, employees’ basic skills must be updated to suit new way of working. The human resource development program covers employees at all levels, from the operational level to the senior vice president, divided into 3 main parts: Leadership Development, Work Competency Development Program, and New Stream Upskill and Reskill. The emphasis is on having an attitude that is in line with the modern business world that requires constant self-learning and quick adaptation, enhanced analytical thinking skill and familiarity with various digital tools for decision-making as well as the creation of a forum for knowledge exchange between internal and external experts. 135 Business-driven sustainability IRPC PUBLIC COMPANY LIMITED
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