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PTTPLC Internet Site | Home | Career | Sustainable Human Resource Management | Sustainable Human Resource Management
Sustainable Human Resource Management
Progress againts Plan
​Plan 2016 Targets 2016 Accomplishments Next Steps
(2017 Plans)
Personnel recruitment

Recruit employees according to plan (KPI: L5, 80%-100%).
Recruited employees at 72% against the plan. Targeting 309 units but actual recruitment was 221 units. Recruit employees according to plan at 72%
Capacity development to prepare for future growth at the management level
Prepare succession plans for 80% of the succession rate by considering demand and supply period of five year

Prepared employees readiness for succession in management level for 75% 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.
​All operational sites were able to conduct knowledge sharing activities according to plan, and having 272 new experts covering 4,091 knowledge topics. The CoP includes 55% of all employees.
Each functional group/ business unit/ company should conduct knowledge sharing activities across the Group at least twice a year.
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 with evidence.

PTT Group has recorded practice, applied practice, and lesson learned for a total of 2,033 topics and general/academy knowledge increased 21.3% of consolidated knowledge since 2015. The value added from knowledge sharing and applying value is calculated at 4,280.35 million Thai Baht.





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 2016. Showcase financial and non-financial benefits received from utilizing stored knowledge assets, complete with evidence.
 
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 2016, 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. 
 
PTTRecruitment2016-EN.jpg
 
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 assessment
PTT’s employees have individual annual Key Performance Indicators in the Performance Management System, which aligns with department and
corporate targets. Line managers must follow up with their subordinates at least twice a year and carry out two-way communication to supervise and support employees as planned. In 2016, all employees set their KPIs and 100% of employees were assessed, where their performances reached established plans and targets.
 
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 2016, 81.22% 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 3.
 
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​
Annual target:​ ​2013
Target = 0
​2014
Target = 0
​2015
Target = 0
2016
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.




                         

 
Indicator: Number of complaints on ethical conduct that were confirmed
 
1-PTTComplaints2016-EN.jpg

 
 
 
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. In 2016, KM performance assessment of PTT Group had a score of 64 representing an increase from last year’s score of 61.
 
 
 
 
 
SPIRIT Commitment Score