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Performance

Progress against Plan

Plan

2017 Targets

2017 Accomplishments

2018 Targets

Personnel recruitment

​Recruit employees at 72% against the plan.

71%

72%

Capacity developmentto prepare for future growth at the management level

Prepare succession plans for 75% of the succession rate by considering demand and supply period of five year

​Prepared employees readiness for succession in management level for 93% of the new succession rate

75% of the new succession rate

Knowledge sharing within PTT Group

Each functional group/ business unit/ company should conduct knowledge sharing activities across the Group at least twice a year.

100% (17 operation sites)

100% (17 operation sites)

Knowledge sharing within PTT Group to increase capacity and create business value

Each functional group/ business unit/ company possesses 10 additional Practices/Applied Practices/Lessons Learned, or demonstrates a 10% increase in general/academy knowledge to total knowledge assets up to 2015. Showcase financial and non-financial benefits received from utilizing stored knowledge assets, complete withevidence.

100% (17 operation sites)

100% (17 operation sites)

 

Recruitment

As PTT's vision is to be Thai Premier Multinational Energy Company, PTT needs to plan for employee recruitment by screening their knowledge and competency to match job descriptions and type of operation to drive the organization towards targets and the company’s strategic direction. Recruitment is focused on finding employees for positions of high-market demand. In 2014, PTT revised the interview process to use a panel interview approach, where different departments can interview candidates at the same time – shortening the recruitment time for hiring qualified candidates..

In 2017, PTT has improved e-Recruitment to enhance efficiency of database management and candidates’ profile storage. The improvements include monitoring the progress of each requested position, expansion capacity to carry PTT Group companies and notifications system for applications to view their application status. PTT also improved the process of Onboarding Program resulting in new employee’s quick adjustment on organization culture and response to PTT expectations.



 
 

 

Attraction

PTT’s employees are the most important resources driving business success and attaining company goals. In 2016, PTT adjusted the entry-level salary and education level, and remuneration increasing rate according to the cabinet resolution.
Performance of employee attraction in 2017 is as follow:

 

​Topic ​Progress
​Standardization of criteria for appointment and promotion ​The Employee Engagement score regarding Career Opportunity category (The score from 2017 survey increased 3%, from 50% to 53%)
Adjustment of pay rise policy for promoted employees​ ​The Employee Engagement score regarding Rewards & Recognition category (The score from 2017 survey increased 3%, from 53% to 56%)
 

 

Performance assessment

PTT's employees employee needs to identify individual performance indicator annually in the performance evaluation system. The indicators should relate to organization goals and objectives. PTT assigned managers to monitor employees’ performance for at least 3 times per year and communicate with employee constantly to ensure the progress and targets are achieved. Based on manager’s evaluation, all employees have achieved their goals and plans.

 

Topic​ Performance (% of employees who are required for a performance evaluation)​
Indicator identification​ ​95%
Performance evaluation ​ ​4.2%
 

 

 

Human Capital Development

All employees must assess their success profiles and develop their Individual Development Plans (IDP), consisting of training (10), teaching (20), and application (70). The IDP, established by the PTT Leadership and Learning Institute (PLLI), guides employee growth and capacity development at all levels – from entry to management, and provides courses including Orientation, Core Courses, management training courses, and courses that align with the company’s strategy. In 2017, 74% of employees developed IDPs, which are also a part of the career management process. At the management level, IDPs enable PTT to have a sufficient supply of qualified management staff to meet organizational demand with a current target ratio is Demand 1: Supply 33.

 

 
Employee Engagement
PTT has set a target for Employee Engagement and made it Corporate KPI, which has been deployed to all top managers. After earnestly improving and monitoring the progress on employee engagement, the employee engagement score in 2017 was 70%, which was 1% more than last year, while the overall employee engagement score in global and Asia-Pacific was decreased.

 

 

 

 

 

Labor Practices
Currently, 2,935 PTT employees are members of PTT’s labor union, or 65.42% of total employees. 

 

Diversity
PTT offers equal opportunities to everyone regardless of race, religion, gender, age, social status, and educational background in order to recruit diverse human capital corresponding to the needs of the organization and of different customers. PTT benefits from its staff’s diversified cultural perspectives and the variety of employees’ capabilities, which serve to broaden the knowledge and perspectives of staff in the teams and foster creativity to the benefits of PTT and wider society.

 

Complaints and Grievances

PTT strictly adheres to relevant labor laws and regulations in its governance and operations, as evidenced by the alignment between PTT's internal regulations, requirements, and practice approaches related to human resources, to such laws and regulations. This not only supports good organizational relations, but also results in zero complaints and legal cases on labor issues.

 

Indicator: Number of complaints = 0

Number of complaints = 0 ​ ​ ​

Annual target:

​2013

Target = 0

2014

Target = 0

2015

Target = 0

2016

Target = 0

2017

Target = 0

Performance:

​1. Received five complaints from PTT Joint Consultant Committee (resolved two complaints in 2013 and three complaints in 2014).
2. Received one complaint via employee grievance system (resolved complaint in 2013).

No complaints

​No complaints that may lead to legal cases on labor practices.

No complaints that may lead to legal cases on labor practices.

No complaints that may lead to legal cases on labor practices.

 

Indicator : Number of complaints on ethical conduct that were confirmed



 
 
 

 

Knowledge Management

Regarding PTT Group’s Knowledge Management Policy defined by the PTT Group KM Committee; and of efforts by all operational areas whether within PTT or its subsidiaries through various KM Capability Build-up Programs, contribute to the continued increase in knowledge assets and experts within PTT Group. Knowledge assets and experts are able to generate increased business value through cost savings, increase in sales volume, etc. to deliver both financial and non-financial benefits to the organization.

Besides knowledge management within the organization and annual increases in business value, in 2015 the Knowledge Management Team of the Organizational Development Department developed the Knowledge Management Maturity Assessment Survey as a tool to evaluate organizational capacity in knowledge management from various dimensions. The results will be used towards improving efficiency of the knowledge base in business operations, and enhancing competitiveness to transform PTT into a Learning Organization by 2020.

 

 

 

SPIRIT Commitment Score