Challenges

Employee preparation and competency development in accordance with the company’s strategic directions amidst the ever-shifting dynamics of economic, social, environmental, and technological changes
which can affect employee skills, knowledge, and competencies as well as the maintenance and fostering of employee engagement pose a significant challenge to the company’s human resource development for sustainable business operations.

Execution

CKPower recognizes that a driving force that increases its competitiveness is vital to achieving business success, and the beating heart of that force is none other than “human resource.” Thus, the company strives to continuously enhance employee potential across the organization through a diverse range of training programs and a good working environment. Furthermore, the company formulates efficient human resource development plans by conducting performance evaluations in accordance with international standards as part of performance management for employees at all levels, under a human resource development policy that seeks to increase operational competencies, ensure opportunities for career advancement, develop succession plans, create a safe workplace environment, and offer employee welfare as stipulated by the law.
Human resource management
Competency development

CKPower promotes employee competency development through various operational skill and knowledge enrichment programs, both domestic and international, to equip its personnel with necessary skills and afford them opportunities for career advancement.

The company has allocated an annual budget of THB 10,000 per person on average for potential development. These budgets are classified into tiers according to positions, with THB 10,000 for employees, THB 15,000 for managers, THB 20,000 for directors, THB 30,000 for assistant managing directors, and THB 40,000 for deputy managing directors.

In 2019, performance assessments were conducted on the company’s executives and employees, using Key Performance Indicators (KPIs) in accordance with CKP Performance Appraisal Manual to ensure clear and fair results that could be efficiently used to inform the consideration of training programs and guidelines for employee potential development. In addition, the company applied the Kaizen principle to employees’ operations to improve their competencies through various activities. Over 99 percent of the company’s employees incorporated Kaizen into their work in a tangible way. CKPower also gave the employees opportunities to offer opinions and suggestions to improve its operation.

Personnel development courses
Internal courses
  • Kaizen
  • Microsoft Office
  • English Businness Communication
  • English Business Writing Workshop
  • English Business Presentation
External courses
  • ระบบไฟฟ้าจากพลังงานแสงอาทิตย์บนหลังคา
  • How to effectively detect and respond to Cyber threats Energy production data processing
  • ความปลอดภัย และข้อปฏิบัติสำหรับการบำรุงรักษาอุปกรณ์ในสถานที่ไฟฟ้าแรงสูง
  • Smart Environment
Internal courses
  • Kaizen
  • English Business Presentation
External courses
  • 26th ICOLD world congress, Successful Negotiations for Executives
  • Pan Asia Risk Insurance Managers Association Conference Strategic CFO in capital market
  • การควบคุมคุณภาพ FA
  • PARIMA Bangkok conference
External courses
    • Board that make Difference (BMD)
    • Advanced Audit Committee Program (AACP)
    • Risk Management Program for Corporate Leaders (RCL)
Training courses in 2019
Courses Number of courses Number of hours Number of attendees
Internal courses
In-house Training (Soft Skill) 45 7,132 293
Total 45 7,132 293
External courses
YourNextYou Program (Soft Skill) 42 670 28
Functional Training 134 2,870 115
Total 176 3,540 143
Grand total 221 10,672 436
  • The expenditure for personnel learning and development totaled THB 8,787,920.
  • The attendees accounted for 83.63% of the total number of employees.
  • The number of training hours averaged 33 hours per person.
Career advancement opportunity

CKPower has restructured its management to make it more robust in order to promote career advancement for employees at all levels and ensure that it remains in alignment with the fierce business competition. It has also prescribed performance assessment of all employees based on concrete criteria alongside the assessment of success factors as tools for efficient employee development. In 2019, 50.22% of all employees were assessed on their performance and given individual development plans.

Succession plans

To ensure business continuity and sustainability, CKPower has placed emphasis on developing human resources with potential to succeed retiring employees under its policy to recruit quality personnel within the company for appointment as successors. The company has prescribed succession planning for key positions in main lines of work to recruit potential successors to ensure the smooth operation of the company, in accordance with the company’s objectives and policy to give priority to high-potential personnel within the organization. The succession planning is informed by the assessment of performance, potential, and readiness of the candidates.

Furthermore, CKPower has prescribed the development of necessary knowledge, competencies, and skills for successors to ensure their preparedness and ability to efficiently and smoothly fill the position as well as to maximize their career advancement opportunity.

Workplace environment and safety

CKPower recognizes the importance of the operational safety of all employees. It thus oversees that its management conforms to international standards, namely ISO 45001, OHSAS 18000, TISI 18001, and other relevant standards and strives to promote workplace safety and better quality of life for employees. In 2019, the company renovated its headquarters and certain areas in its power plants to accommodate the expansion of both its business and workforce.

Employee welfare

CKPower provides all permanent staff and employees with welfare as required by the law, in adherence to the principle of governance and fair welfare determination criteria in accordance with legal and humanitarian principles. Furthermore, welfare is reviewed and adjusted in alignment with changes in economic and social conditions as appropriate. In addition, the company has been offering annual health check-ups to its employees. CKPower also raises awareness of ethics and the company’s code of conduct in the fulfilment of duty through campaigns that enable employees at all levels to apply these principles, along with sustainability practices and the principle of sufficiency economy, to their work and daily life.

CKPower fosters employee engagement through annual activities and communications. Employee engagement assessment is conducted every two years by external organizations. Through employee engagement activities, the company seeks to foster organization culture, listen to opinions from employees at all levels, motivate them to participate in developing the organization to enable to maintain its business competitiveness and achieve success in accordance with its prescribed strategies. The results on employee satisfaction and engagement are then used to analyze and develop employee care improvement projects, which will enhance employee capability and potential in a sustainable way.

Potential development and employee care
Performance 2016 2017 2018 2019 2020 target
Employee engagement (%) n/a n/a 74 n/a 75
Employee satisfaction
*Range: 1-5
n/a n/a 3.87 n/a 3.90
Run as One Project

The Run as One Project encouraged employees of the company group to start exercising and become more health-conscious while also raising funds for the Pediatric Cardiac Surgery Foundation, Rajavithi Hospital. For each lap, the runner received a wristband, which was equivalent to a donation of THB 165. The participating employees ran a total of 1,917 laps, which translated to THB 316,305 in donation. The total amount raised once additional donations were included was THB 350,000, which could cover cardiac surgeries for 11 children.