Human Resource Management

Importance and Mission

Guided by moral principles, PTTEP asserts equal treatment for all employees. All are entitled to a good work environment and capability building. PTTEP also inspires and encourages employees to demonstrate their best capabilities. Following the adoption of our new vision to become the "Energy Partner of Choice" which creates shared values for all stakeholders, PTTEP sees the need to exercise EP SPIRIT corporate values to their full extent because cooperation from employees at all levels is essential in materializing the new vision.

Employees are also stakeholders who are vital in pushing the organization towards its goals. PTTEP is thus committed to supporting smart and good employees' aspirations to reach their maximum potential, to advance in their careers and to demonstrate their engagement, on realization that their concerted efforts will lead the organizations towards its goals.


Under the Energy Partner of Choice vision, PTTEP puts important on human resource management as employees are a vital resource in our business operations and a key mechanism in propelling organizational transformation.

Throughout 2021, PTTEP put great efforts into human resource management, especially in terms of driving the execution of succession planning, competency development, and staff rotation as planned. This year's Key Performance Indicators (KPIs) were set for executives to ensure effective implementations within defined timeframe according to endorsed Human Resource Management strategy in 2020. For 2021-2022, to efficiently achieve corporate goals, the focus will be on competency building in support of new businesses, to grow personnel competency in commercial, business and organizational transformation, digital technology, and New Way of Working areas.

New Ways of Working

In 2020, PTTEP has studied, analyzed, and designed a New Way of Working that corresponded with changes resulting from the COVID-19 pandemic, under the goal to achieve operational continuity, flexibility and maximum efficiency.

Work-life integration defines PTTEP's New Way of Working, to ensure employees' good health and workplace environment. Work patterns have been modified, taking into consideration assignments, requirements of office equipment and tools, data security, necessity of communications and the ratio of office-based and home-based employees. The Company also adjusted its training and capability building activities, to replace classroom-based activities with more online training or digital learning.

PTTEP has applied New Way of Working since October 2020 until now and adjusted to suit with the situation for maximum safety of all employees. From that start, PTTEP has increased office space management efficiency and lowered rents on office and parking space, allowing PTTEP to accommodate increasing number of employees due to business expansion. This project has also improved employee's work-life integration, reduce CO2 emissions borne by employees' travel and especially reduce the spread of COVID-19 and infection probability for employees and their families.

The year of 2021, PTTEP continually keep studying and analyzing work patterns to enhance New Way of Working in various aspects for adoption after the COVID-19 situation unfold. The concept of work-life integration, employees' hygiene, suitable environment as well as readiness to comply with various preventive measures that will happen in the future while maintaining the highest standards of business performance and safety of all employees and their families are still the key consideration.

Human Capital Developmentclose | open

Human Capital Development Policy

To enhance the capability of the organization as well as its Thai and foreign staff in preparation for expansion in Thailand and abroad, PTTEP has improved its development systems and processes by fully exercising the competency-based training and development approach under the 70:20:10 development model (70% on-the-job training, 20% coaching and mentoring, 10% formal training). These strengthened approaches are aimed at speeding up their efficiency.

Development programs are as follows:

  1. In-House and External Training: The Company provides online and classroom training for employees and executives at all levels. Employees and executives are also given opportunities to attend the training and seminars organized by domestic and international institutions to equip them with more knowledge in technical and functional areas; and Safety, Security, Health and Environment (SSHE). They also receive training on necessary skills like digital skills and skills in foreign languages, business administration and leadership development.
  2. Long-term Training and Development Programs: Long-term training and development programs aim to prepare personnel for their assignments at E&P projects. The on-the-job training programs, running for 1-3 years, are in line with the Individual Development Plans (IDPs). The selected staff will be trained at the Company's sites, support joint venture companies or services companies which are based in Thailand and abroad.
  3. Master's Degree Scholarship Program for employees: The Company provides scholarships to employees pursuing studies at leading Thai and overseas universities in the following fields:
  • Petroleum Geosciences
  • Petroleum Engineering
  • Engineering
  • Drilling and Well Engineering
  • Digital and Information Technology
  • Business Administration

Master's degree scholarships are also extended to Thai university students, without legal binding, who study in the following fields:

  • Petroleum Geosciences (International Program), Chulalongkorn University
  • Petroleum Geophysics (International Program), Chiang Mai University

Executive Capacity Development

PTTEP has outlined succession plans for all management positions (identified as critical positions) to ensure business continuity of people resources and provide the company with improved strategic viability and ongoing business sustainability. The Career Review Board (CRB) Committee selects successors from each function (asset management, business development, technical support and business support) in accordance with the PTTEP Management Success Profile, which contains their competencies, personal attributes, organizational knowledge, experience, and Currently Estimated Potential. Upon receiving the list of successors, the Company designs individual short-term and long-term development plans, emphasizing the improvement of their functional knowledge, managerial skills, personality, and behavior for teamwork as guided by our corporate values and organizational culture. This is to ensure that the successors are qualified for the target positions on time of requirement. The executive capacity building programs are as follows:

1. Strong Leadership to Sustainable Organization

PTTEP has laid out plans for succession and preparation of talented personnel for executive positions. For business continuity, the current succession plan states that for the managerial positions and higher, 2 successors will be selected for each position. The successor list is reviewed on an annual basis, to prevent possible impacts following executives' retirement or resignation. The successors will then attend a Talent Management Program. In 2021, key activities were as follows:

1.1. EP-LEAD Leadership Development Program aims to equip a new generation of leaders with business management skills, foster leadership, establish executive networking, and incentivize talents in those who pursue career advancement. EP-LEAD I (Group 3) Program was organized in 2020. Due to the COVID-19 situation, this program was conducted virtually in 2021 with 31 employees enrolled. The course outline, training programs and related activities were designed to reflect the current situation.

2. Continuous Executive Competency Development for New Business Contexts

PTTEP has continuously organized training programs every year, to ensure that executives have the right knowledge and capabilities in driving the Company's vision, mission and corporate values as expected and in helping the Company's transformation. The activities organized in 2021 were as follows:

2.1. Training customized on Adaptive Leadership Competency

Adaptive Leadership Competency involves 15 aspects of vital skills for new generation executives, covering four main areas, namely Navigate, Empathize, Self-Correct, and Win-Win. Training programs were designed based on 2020 management assessment results and aligned with management Adaptive Leadership Competency. Programs were also organized in a virtual classroom setting to reflect transformation of the digital age and respond to the New Way of Working as listed below:

  • Delegation for Great Success focuses on developing participants' understanding in leaders' role and responsibility to ensure the development of their people through delegating tasks. The course creates understanding that delegation is one way to develop people, not a way to get rid of unwanted tasks and learn how to delegate effectively. Moreover, it provides personnel with opportunities to increase their management competency by diagnosing readiness level and set up development plan by identifying task and delegate for development. In 2021, a total of 18 executives enrolled in this course.
  • Multipliers highlights on the need to develop leaders as multipliers instead of diminishers, despite their best intentions. The course provides linkage of challenges leaders face today and how the best leaders ignite everyone's intelligence. Participants realize that they are key to unlock capabilities of their team and walk away with immediate actions to grow intelligence and engage their people. In 2021, a total of 22 executives enrolled in this course.
  • Leader as a Coach is a program series aims at building executives coaching skills and techniques, along with practical coaching discipline throughout 21 days to ensure sustainable behavior change, building coaching culture - grooming and building organizational talents; propel organization together as whole instead of individually. The program uses new approach to provide positive and enjoyable learning experience that encourages PTTEP's leaders to consistently apply coaching techniques as one of the powerful tools to strengthen our people skills and engagement. Total of 24 management enrolled in this course. PTTEP also extends the development of coaching skills and techniques to manager level by providing Manager as a Coach training course delivered by our HR management. This is for long-term support people's growth and development through effective communication and feedback based on trust and ultimately promote coaching culture in organizational level. In 2021, a total of 55 managers enrolled in this course.
  • Transformed Stakeholder Management emphasizes on rethinking Stakeholder Management to meet the challenges of the future (i.e. the speed of change, digital & organization transformation, mindset etc.) for business sustainability and future success. Leaders learned to take part in balancing benefit for stakeholders and change mindset and behavior. In the meantime, executives have to create shared value and support on going collaboration during these challenging times. In 2021, a total of 14 management enrolled in this course.

Moreover, PTTEP added digital and technology training courses to enhance the executive's competency amid the changes of technology.

  • Introduction to Data-Driven Organization and Big Data Analytics provides introduction and guideline to data-driven starting from building Data-Driven Mindset for management level and encourage staff to take data-driven approach to improve their work - from data collection and analysis to the insights and leadership which allows organizations to use evidence-based data to make decisions and plan carefully to pursue business objectives even more efficiently. In 2021, a total of 18 executives enrolled in this course.

In addition, PTTEP also realizes that to gain most efficiency on leadership development, we need to integrate knowledge gained from training class and turn it into action. The way we support our leaders is to build awareness and inspire them through our event, Executive Talk, by leaders or other business "GURU" recognized nationwide. Therefore, Executive Talk was held which aims at providing knowledge, updating trends, and sharing experience. More importantly, to inspire and empower others to do their very best. This is the venue that leaders learn from leaders, so that they gain practical knowledge and are able to apply in real life. In 2021, PTTEP conducted 3 Executive Talk(s) with different topics and will continue in the future to gain sustainable benefit for PTTEP leaders.

2.2. PTT Group Leadership Development Program (GLDP) selects executives for leadership training programs organized by PTT Group and government agencies' programs to establish networking and relationship. In 2021, 3 PTTEP representatives attended the Leadership Development Program (LDP I) organized by PTT Leadership and Learning Institute. In 2021, a total of 12 executives joined government agencies development programs organized by the following institutions:

  • Capital Market Academy: Capital Market Academy Programs (CMA)
  • Royal Thai Navy: Naval College Course (RTN)
  • Thailand Energy Academy: The Executive Program in Energy Literacy for a Sustainable Future (TEA)
  • Thailand Energy Academy: The Young Executive Program in Energy Literacy for a Sustainable Future (YTEA)
  • The Comptroller General's Department: Financial and Fiscal Management Program for Senior Executive (FMP)
  • Budget Bureau: Budget Management Program (Intermediate Level)
  • National Institute of Development Administration: Advanced Master of Management (AMM)
  • Thailand Digital Government Academy: e-Government Executive Program (e-GEP)
  • Thailand Digital Government Academy: Digital Transformation Program (DTP)
  • The Federation of Thai Industries: Executive Energy Program (EEP)

Employee Competency Development

1. Competency Development to Support Business Growth

In 2021, PTTEP's Direction and Long-Term Target is focus on Sustainable E&P Business in response to Energy Transition. The business strategies focus on ensuring domestic gas supply continuity, continually maintaining cost competitiveness and maximizing value creation from existing projects, accelerating resources monetization, expanding gas/LNG investments (upstream-focused) in Thailand, South East Asia and the Middle East ("Coming-home Strategy"), seeking opportunities in power business – Gas to Power, LNG to Power and Renewable Energy as well as new business opportunities from in-house technology commercialization and building up future energy portfolio focusing Carbon Capture, Utilization and Storage (CCUS) and Hydrogen, in order to promote PTTEP's sustainable growth and prepare ourselves for future challenges within the energy industry. To build PTTEP's Staff Competencies (Reskill and Upskill), the Company has prepared the Capability Development Plan in New Businesses such as LNG, Power Renewable (Solar & Wind), CCUS, Hydrogen and In-House Technology. Meanwhile, PTTEP has continued searching for qualified persons from PTT group and external to work in the fields in which it lacks expertise.

2. Capability Development and Competency Review amid Transformation

PTTEP enhances our work efficiency and resiliency by continuing business and organization transformation programs under the program named "ENTERPRISE." Our objective is to continuously improve work efficiency together with technology development and innovation. The ENTERPRISE program operates under 3 main pillars, namely, Digital Transformation, Organization Transformation and New Normal Transformation.

Competency development to support the ENTERPRISE project will be carried out through "Digital Academy" - the learning programs for future skills, such as a set of digital literacy courses, better and more agile ways of working, and upgraded design thinking and "Digital Citizen bootcamp" - A Camp where we build an innovative culture with technology, digital capabilities, re-design work processes, and turn ideas into execution. We created this sandbox for staff to experiment and create digital tools to improve their daily work.

Additionally, PTTEP has implemented soft skills and management skills development, which were considered as foundation skills, to all employees. PTTEP particularly applied 11 soft skills to all staff and 15 Adaptive Leadership Competencies to all managements to ensure our company's efficient and effective outcomes under the rapid change of the company's context. These competencies are also enhancing our staff to apply new technology in their work as well as to collaborate efficiently with other employees or outsiders.

In 2021, PTTEP has applied Technology and digital solutions to support and enhance people' learning and development in order to align with new work environment and digital transformation era. PTTEP brought Learning Digital Platform from Outside as well as develop Internal Learning Platform in order to serve people in the company to freely choose and develop their skills in technical knowledge, soft skills, future skills and digital literacy such as Power Bi, Data Driven Organization and Big Data Analytic, Design Thinking, etc. Even though the COVID-19 outbreak is still a long way off our countries, the company continually implemented competency development and reformatted many development programs to fit the current situation such as making use of digital tools; podcasting and virtual classroom instead of traditional classrooms. Emphasis was placed on the monitoring and evaluation of each course on a regular basis to ensure successful competency improvement as planned.

Organizational Capability Development

PTTEP has carried out online Key Performance Indicators (KPIs) assessment or Performance Development Appraisals (PDAs) on an annual basis. All employees and executives are evaluated based on the schedules and methods set by the Company. Since 2010, the annual evaluation on employee skills has been exercised through the Company's Intelligent Competency Management System (iCMS), a web-based system. The skill evaluation varies according to each employee's Job Competency Profile (JCP), to determine if they have the right skills for their assignments. Results are used in improving Individual Competency Development Plans (ICDPs) which are based on the 70:20:10 development model. To address the organization's needs, development plans will be guided chiefly by the Company's business strategies.

The 360-degree evaluation system is also exercised to be used to evaluate employee behaviors in response to the EP SPIRIT corporate values (Explorer, Passion, Synergy, Performance Excellence, Innovation, Responsibility for Society, Integrity and Ethics, Trust and Respect). This evaluation allows the evaluated a comprehensive view on themselves and where self-improvement should start. The evaluation criteria and content has been reviewed for clarity and to reflect the current level of EP SPIRIT and behaviors that will drive organizational change.

Talent Attraction and Retentionclose | open

Local Employment Policy

PTTEP promotes the hiring of local workers wherever it operates, to create jobs, increase the locals' revenue and improve their quality of life. Aside from job opportunities, PTTEP provides competency development and transfers knowledge to local workers, so that they possess sufficient skills, knowledge and capability for their current jobs and enjoy capability building before replacing expatriates in the future. This policy paves way for PTTEP's sustainable growth and concurrently supports economic and social development in the respective countries where PTTEP operates.

Talent Attraction and Retention

Out of recognition of the increasing proportion of Generation Y and Generation Z population in the labor market, PTTEP created its Digital Center of Excellence (DCoE) to propel PTTEP into the digital age. The human resource management strategy has also been reshaped to better correspond to the new generations' way of life. Since 2019, the Company adopted "WeConnect", an application developed on the SAP-SuccessFactors platform that facilitates HR management services. Employees can access the Company's information and activities via mobile gadgets no matter whether they are in Thailand or anywhere else. (The proportion of employees in different age groups appears in Human Resource Performance Data.)

In order to attract new generations who will promote the organization's image in the Digital Age, our recruitment approach has been adjusted. Social media platforms have been used as job announcement channels aside from the Company's website, to reach out to new generations. Open positions are now announced on Facebook's PTTEP Career Page, for instance. The Company also developed an online game to feed corporate information to the interested as well as test the compatibility of applicants'' skills and behaviours with our corporate culture before they submit job applications.

PTTEP emphasizes digital technology applications, work processes and its corporate culture, to stay competitive in light of abrupt and constant changes. Under the New Way of Working Policy, work environments have been changed to suit the lifestyle of young generations, working remotely or office-based, and fit their job descriptions. Information technology has been used to improve work efficiency and interactions, allowing employees to work from anywhere. Flexible hours have been exercised, while casual dress is allowed on Casual Fridays. The co-working space concept has been adopted: employees enjoy comforts in a creative and modern central areas that stimulate experience exchanges and innovative thinking.

SuccessFactors systems in the Cloud have been used to serve human resource management. Data is pulled to one place, thus facilitating analysis and activities designed upon the data. Employees can access the information through their web browsers, without the need to connect to the Company's network.

1. Employee Engagement

PTTEP put great efforts to ensure good health and well-being of our employee in order to promote happy work place. By focusing on physical health, mental health, and good financial management which plays considerable factor into good health. PTTEP also understand that mental health and well-being will contributes massively to overall employee engagement. With increases in employee engagement, work efficiency and ability to retain talent staff to drive our company's goal though One Team One Goal will also increase. PTTEP aims to always provide benefits, facilities and company programs to raise our employee happiness and well-being, for instance,

  1. Work from home policy and guideline of Flexible Working Hours
    PTTEP has utilize Work From Home approach for our business continuity so that no matter any crisis we have encountered, some may even prevented our staff from entering office especially during the 2-years on-going spread of COVID-19, PTTEP staff still able to Work-from-Home safely while showing social responsibility to contribute to the reduction of virus breakout. However, when COVID-19 pandemic transition into a more endemic stage, PTTEP also has implementation plan to apply Hybrid Workplace concept that would allow our staff to work from anywhere which will be implemented in 2022. In addition, PTTEP has issued guideline for Flexible Working Hours, which allows Vice President to consider and decide how many actual working hours are to be appropriate for each employee. The guideline will allow employees to select their own Flexible Working Hours which may begin anytime between 07:00-09:00 to meet personal requirements, but employee must still complete the required number of hours per day by the company.
  2. Paid leave for flexibility working and support well-being of employees
    Aside from parental leave that employee may take as required by legal, PTTEP also has issued personal leave provision No. 1 / 2006 / 31 that allowed paid time off for personal issue and not deducted salary and benefits, such as leave to take care of spouse, parents, or children of both employees and spouses, to arrange marriage for their own children, to prepare or be involved in the birth of a lawful wife to take care of or be engaged in the event that the spouse, parents or children fallen ill, or take leave for a pregnancy test. In addition, employee can take leave for personal issues to take care of others who has physical or mental health condition which requires extra care. The approval decision for such leave is under the authority and consideration of upper level supervisor on case-by-case basis.
  3. The parent support policy
    PTTEP has emphasize that the employees who are parent of newborn, the future of our country, require balance between working hours and children care responsibilities. PTTEP provide benefits and on-site facilities to employees such as breast-feeding/lactation room, which staff can use for breast-feeding at office during working hours without limited time. PTTEP also provides financial support in form of Children's Education Assistance program which employees can apply for assistance to school fees. Even if, Thailand has Compulsory education from primary school 1 to secondary school 3, Otherwise, PTTEP emphasize the important of education, Even if the kindergarten school is not compulsory's education. PTTEP provide financial support from nursery school to bachelor-equivalent degree to ensure that children of our staff have take care and able to access to quality education during staff working period with our company.

    Furthermore, PTT Group has established a nursery called "PTT Daycare Project" which located at Head office of PTT Public Limited Company and provided service as childcare center (childcare facilities) accepting children in the age between 3 months to 7 years old to stay with qualified caregiver at PTT Daycare. The program help staff's children continues to develop in many ways— sensory, speaking, physically, socially, emotionally, and other skills. The aims of this project is to allowed employees to better manager work-life balance, reduce their stress during working hours, and to motivate staff to have children which can solve the population decline that Thailand will likely to face with counter aging society issue in the foreseeable future. All of benefits, facilities or programs that we stated are important to boosts employee morale and increase their work efficiency. It also attract and retain top talent that affect to decrease in turnover rate as well.

PTTEP has additionally organized activities to increase employee engagement through the company's activities, both offline and online, so that employees can still recognize and understand the direction, policy and goal of the company's operations, such as CEO's live activity, which was held 8 times on 2021. It is a live communication event where the CEO and top management communicate to employees with real time interaction, including special guests invited to answer questions about stories that interest employees. They are ready to communicate the company's direction, strategy, update plans or situations at PTTEP, and let all employees know and be able to act properly and appropriately in same directions. The CEO's live activity is an important channel that gives employees the opportunity to express constructive opinions on company issues or situations. They can also listen employee' opinions to improve in various matters. The activity also builds confidence, morale, and is ready to encourage employees to engage with PTTEP which impact to the organization effectiveness. In addition, Fit Firm Fun 2021 activity was held to encourage employees to take care of their physical health during the COVID-19 situation, reduce stress from working during Work From Home and promote EP SPIRIT values "Responsibility for Society" event in terms of sharing to society through work out activity. This activity will convert the accumulated distance, weight lost and the number of exercise times of all employees participating in the event into donations to donate to medical agencies and charities each month for use in dealing with COVID-19 situations.

In 2021, during on-going spread of COVID-19 which has a potential of a rapid mass breakout, for the safety of our staff and to show social responsibility, PTTEP has established a COVID Taskforce, to monitoring and reporting the situation closely and giving advice to management and employees. Live and E-mail are organized to communicate to all employees on issues related to the COVID-19 situation. The company has measures to take care of employees as follows: allow staff to Work From Home and reducing number of staff to enter the PTTEP offices, provide mobile COVID-19 testing vehicles arranged for employees at risk groups and provided alternative vaccines to cover employees, families and contractors working in our areas of operation. Also provided is the 3rd and 4th shot (Booster Dose) vaccine for employees. In addition, PTTEP has delivered necessary items during the COVID-19 situation to employees at their residences such as face masks, ATK test kits, digital thermometers, kariyat (Fa Thalai Chon) capsules and paniculate to take care and encourage employees to take precautions to protect themselves from the risk of contracting COVID-19.

To reduce stress of employees during COVID-19 situation. PTTEP has organized proactive activities to take care of the mental health of employees through the activities of the Sabaijaidee project which PTTEP has initiated the project since 2011 by hiring a psychological consulting company. This project also provides counseling to employees and their families to reduce stress from on psychological issues such as psychological problems, work, family, law, finances, etc. The company also strengthens employees and their families to be mentally ready. They can request a consultation through various channels 24 hours a day, such as telephone hot line, video call via application, or can make an appointment for a face-to-face consultation as well. In 2021, The Sabaijaidee live project is organized every month by inviting speakers from outside to provide knowledge, advice on mental care and stress management. The Company issue monthly articles about mental health care for employees. Psychology and stress tests have additionally been added to the WeConnect system so employees can assess their stress at any time. Additionally, Club "Fine" Day activity, a new activity that has just launched in 2021. It has been organized on Friday evenings on the last week of every month. Each time the PTTEP Club rotates its host to organize activities to educate about the clubs and present a Live Concert from well-known artists for employees to reduce stress occurring during from working from home and rotation staff members that have a longer rotation cycle in the situation of COVID-19.

Moreover, PTTEP has incorporated their EP SPIRIT corporate values into daily work life. In 2021, it promoted the "Trust & Respect" and "Performance Excellence" which are one of the EP SPIRIT Values to emphasize the way that we work together, respect differences in others and improve performance to response with digital transition and align with the New Way of Working Policy. A total of 221 employees from 78 departments have been selected as EP SPIRIT Transformers, to be the representatives of department to promote EP SPIRIT through communications and activities. The instilling of EP SPIRIT in local staff at overseas offices is also highlighted. PTTEP is proceeding with instilling the Company's EP SPIRIT, to further promote desirable behaviors. Additionally, in 2021, PTTEP made EP SPIRIT Songs in 4 languages in Thai, English, Burmese and Bahasa Malaya to communicate EP SPIRIT Values and encourage staff in corporate and companies overseas to gain more understanding and awareness of EP SPIRIT through their own national languages.

PTTEP conducts its Employee Engagement Survey every 2 years, to secure time for the consideration of policies and various improvements to be consistent with the survey results. The Employee Engagement Survey has been planned to be conducted in 2022. (Employee engagement information appears in Human Resource Performance Data.)

2. Executive and employee Remuneration

The CEO and President's remuneration is appropriately set under clear and transparent criteria. The Nominating and Remuneration Committee is tasked to determine the CEO's remuneration, short and long term, before seeking the Board's approval. The remuneration is based on the CEO's performance, the Company's financial results, the sum offered by listed companies of the same size and in the same industry, duties and responsibilities and the overall economic situation.

  • The ratio of annual compensation of the CEO compared to the average annual compensation of the Company's executives is approximately 1.45 : 1
  • The ratio of annual compensation of the CEO compared to the average annual compensation of the Company's employees is approximately 9.74 : 1
  • The ratio of the average annual compensation of the executives compared to the average annual compensation of the Company's employees is approximately 7.1 : 1

PTTEP adopts a variable bonus payment set in consistency with the Company's performance and individual executive performance, as executive-level employees play a key role in achieving the organization's business objectives and accomplishing the specified KPIs. More information on executives' remunerations and annual bonus payments appear in Human Resource Performance Data.

PTTEP offers competitive pay levels and benefits compared to those of leading organizations in the countries where the Company operates. PTTEP also promotes equitable compensations. To prevent discrimination based on sex, race, or nationality, PTTEP has put in place a single salary structure whereby male and female employees at the same job level enjoy similar salaries. However, their pay levels may differ based on their education, work experience and performance. There are 3 criteria in setting remunerations.

  1. Internal equality: taking into account the similarities in individual performance, responsibility, and job conditions.
  2. Inter-organizational equality: taking into account comparative remunerations offered by other leading energy companies in the countries where the Company operates, when setting the remunerations for employees in those countries.
  3. Incentive provision: remunerations are based on individual performance and paid through annual salary adjustments and annual bonuses (if any).

PTTEP also provides benefits and other assistance to employees, including medical expenses, loans at a special interest rate, partial contributions to cover employees' monthly mortgages, scholarships for employees' children and a retirement preparation program.

Labor Practicesclose | open

PTTEP believes that human resources are one of the keys to success. Efforts have thus been made to systemize human resource management, ensure equitable treatment, and promote the improvement of all employees' competency through its Intelligent Competency Management System (iCMS) and Performance Management System (PMS). PTTEP supports a work-life balance. And to promote employee engagement, PTTEP focuses on a two-way communication to hear employees' opinions and use them in continuously improving work processes, work environment, and welfare.

PTTEP operates with respect to human rights in every country it has established a presence. As a participant of the United Nations Global Compact (UNGC), PTTEP discloses its practices, human rights promotion and impacts on stakeholders. PTTEP supports the Universal Declaration of Human Rights (UNUDHR) and the International Labor Organization's Declaration on Fundamental Principles and Rights at Work. Following these guidelines, PTTEP ensures equitable treatment of employees, without discrimination on the basis of ethnicity, race, sex, age, skin color, religion, disability, or others factors not related to work. PTTEP respects of the diversity of employees and put great efforts and respect into approaches to religious differences through the amendment of the Human Resources Rules and Regulations. B.E. 2020. In addition to the Buddhist ordination leave, PTTEP adding that employees can take leave for Hajj or leave to go on pilgrimage in accordance with the teachings or traditions of religions. Employees enjoy fair employment and fair career advancement. They are protected against threats or privacy violations by executives, colleagues, or others. PTTEP introduced various channels for grievance handling issues such as through PTTEP Whistleblowing channel which during this year, we have received total of 18 cases and considered to be complaint 8 of those by follow Reporting and Whistleblowing Regulation and have been successfully executed for this channel. Another channel is through the human resources policy, which we have received 1 issue and we also successful resolved during this year. Moreover, we also included the result of each complaint case and penalties (if any) to report in the annual report and PTTEP website. Nonetheless, PTTEP also communicate lesson learned from each case to employees without disclosing personal information, this is to prevent recurrence. PTTEP ensures strict compliance with the labor laws enforced by every country in which we operate in. For 2021, a Welfare Committee has been established comprising of 8 executive members and 22 employee representatives from all work sites representing 93% of total employees. In 2022, we increased representatives from work sites representing 100% of total employees. PTTEP Welfare Committee meet every 2 months, to discuss labor-related issues that cover compensation, welfare, human resource management and labor rights. In 2021, the Welfare Committee convened 6 meetings where 15 issues were discussed, including those concerning compensation, welfare, benefits, and opportunities for career advancement.

Additional information on human rights is on our Human Rights website.