SCG analyzes and formulates its manpower plans by taking into consideration its short-term and long-term business directions. Given its strategy of overseas expansion, SCG’s policy is to employ local people in the countries where it makes investments and promote their career advancement. Moreover, SCG has enhanced its employee development strategies, which are the heart of organization driving, to escalate new body of knowledge and essential work skills that correlate to business strategies, and to modify learning formats to correspond with the current situation while also fostering their engagement with the organization by implementing best practices in employee care from the moment they join the organization until after their retirement.

Target

• 100% of target employees in Thailand who create and follow their Individual Development Plan (IDP) to completion continuously every year.
• 70% of Employee Engagement Rate based on the total number of domestic employees (surveyed every year)
• 60% of Employee Satisfaction Rate.
• 100% employment of employee with disability according to section 33 and 35 of Empowerment Of Persons With Disabilities Act, B.E. 2007.
• 100% employment of management and supervisory position are not specified by gender, religion, or ethnicity.

Strategy

1. Create value for the organization to attract talents and competent prospective employees.
2. Ensure that employee care is equitable and thorough to foster employee engagement.
3. Enhance employee competencies to meet the Company’s competitive needs and enable them to work happily and work in a team effectively.
4. Foster a culture of learning by giving employees an opportunity to develop themselves according to their interest using the most suitable learning method for themselves through hard skill and soft skill courses and through diverse learning channels.
5. Create a conducive learning factor with the Learning Management System (LMS) to ensure uniform quality and standards both in Thailand and meet user needs.

Management

• Appoint BU Committees, tasked with providing support and ensuring each employee undergoes suitable knowledge and competency development according to their roles and responsibilities.
• Develop flagship programs and policy-based programs, such as the ESG Leadership Program and professional development programs, and formulate individual development plans for key talents.

2023 Performance

• 100% of target employees in Thailand who create and follow their Individual Development Plan (IDP) to completion.
• 69% of employee engagement rate based on the total number of domestic employees
• 65% of employee satisfaction rate.
• Hiring 100% of employees with disability to promote diversity and equality according to laws.
• 100% employment of management and supervisory position are not specified by gender, religion, or ethnicity.

Talent Recruitment

New normal of working life brings the trend of Work from Home or Work form Anywhere. Businesses need to adapt by using technology which results to employees to learn and develop technology skills. The organization also has to allocate and plan a new workforce in accordance with future work patterns that focuses on planning to develop employees’ competency rather than increasing quantitatively.

Programs/ initiatives

• Global Talent Engagement Program: Host career roadshows and career insight events domestically and internationally in strategic countries e.g. China, India, the US, and the UK. These events will actively seek out diverse talent and promote understanding and appreciation of differences in age, class, race, ethnicity, gender identity, gender expression, sexual orientation, physical and mental ability, and other factors.

• Inclusive Scholarship Programs: Establish scholarships in China and India to support diverse individuals in education and skill development, prioritizing inclusivity and recognizing the value of diversity in our future workforce.

• Offer opportunities across all disciplines, not limited to specific fields, to support diverse talent. We aim to create an inclusive environment that values and respects individuals from all backgrounds.

• Adoption of a skilled-based hiring approach: removing discriminatory factors like GPA, university reputation, sex or health issues i.e.HIV from the selection process, and focusing solely on skills and potential contributions.

• Title Omission in applications: Modify forms to exclude titles, ensuring fair evaluation based solely on qualifications and experiences, and welcoming candidates from diverse backgrounds without bias.

• Hands-On Learning for University students: Implement inclusive initiatives that provide university students with opportunities to learn and problem-solve in real-world situations with 3 Flagship Internship Programs:
1. Excellent Internship Program
2. Cooperative program
3. Young Talent Program

    These are designed to attract and nurture diverse talent, providing valuable experiences and skill development opportunities to participants from various backgrounds.

• Early Partnership with the university: Forge partnerships with universities to offer internships from the first year of study, enabling students to gain practical experience and exposure to diverse working environments early in their academic journey.

• Accelerated Diverse Talent Sourcing: Enhance and diversify the talent pool through partnership programs such as Samart Skill by Google and SKILLKAMP by KBank, leveraging their resources and networks to attract a wider range of skilled individuals from diverse backgrounds.

Talent Development

SCG upskills and reskills employees to ensure they can adapt to the new modes of work effectively, including the hybrid workplace and hybrid collaboration, and can develop a hybrid mindset to maintain adaptability to the situation. Hybrid learning was placed in online, digital (e-Learning), virtual classrooms, live learning sessions, site visits, workshop simulations, coaching, and project assignments and was utilized to accommodate both on-site and online participants simultaneously, while the 70:20:10 blended learning was maintained. In addition, individual development plans are developed for every employee, to support their learning through various type such as digital and live learning conducted by internal and external instructors, coaching, on-the-job training, job shadowing, special projects, assignment as well as mentoring by choosing mentor on their own to be part of self-development. The purpose is to ensure that all employees can contribute to the continuous, smooth, and effective business operations of SCG.

For newcomers, we provide a mentor for them individually to give consultation or suggestion to enable them to adapt themselves in diversify environment and start work smoothly.

Employee Development Programs

Impact of business benefits:

Learning case: CPAC Precast Column & Beam Solution. The solution involved pre-casting concrete columns and beams at the factory for on-site installation.

Integrated Business Excellence Program (IBE)

Integrated Business Excellence (IBE), designed to create integrated collaborates between operations, value chain, and human resource development that fully develops people and organizational capability for effectiveness and creativity in increasing resource efficiency. This program consisted of Technical Model, Capability Building including Culture and Mindset designed on the blended learning approach (70: Project assignment and OJT, 20: Sharing, Coaching, Mentoring and 10: Formal learning program) through designed Managing Process to achieve business excellence.

Human Capital Return on Investment (HC ROI): 0.979

Type of Performance Appraisal

SCG has assessed the performance of employees in various ways as follows:

Management by objectives

Since 2018, SCG establishes “Performance Management System” to implement the framework of Management by objectives to ensure people across the organization are aligned with – and contributing to – the strategic objectives of the SCG visions. In order to sustainably embed Performance Management System in an ongoing employee behavior, SCG has created the combination of methodologies to monitor the quality as follows:

• Goal Planning:  Each Individual employee will plan and act with goal management that align with supervisor and corporate vision to ensure delivering the business performance.
• Performance Dialogue: Official quarterly performance dialogue has been set as a regular basis for all employee to review their performance with supervisor. Therefore, employees are able to continuously improved themselves for greater corporate results.
• Performance Appraisal: SCG provides reward and recognition program for motivating employees to become strong performer. This will drive employees’ performance to go beyond and stretch potential for greater performance appraisal

Frequency: Goal setting annually and it can be adjusted according to the context that changes during the year.

Multidimensional performance appraisal

SCG implements 360-degree feedback for collaboration to help employee gain their strength and opportunities for enhancement from other people as well as employee’s direct supervisor. Each will be assessed in both soft and hard skill e.g. Listen to Other, Strategic Formulation & Growth Mindset and Organizational & Performance Transformation. These to ensure that they could lift up themselves to create positive relationship within team and across functional, seek new opportunity and embed innovative idea and integrate changed across business.

Frequency: Annually

Team-based appraisal

SCG sets protocol of KPI “Deployment Process” to make employee engage with the business and own team goals. They will be a part of business’s success by setting their goal align with business direction, functional and team goals. To achieve individual goal is insufficient to become a strong performer but need to play an important role to contribute to the team’s success which called “Team Centric”.

Frequency: Annually

Agile conversations

We encourage managers and team members to self-review and manager review to provide feedback and support on individual and team contribution, focusing on collaboration, leadership, and teamwork. This approach is “Continuous performance management (CPM)” for monitor and support in time when business priorities shift.

Frequency: Ongoing work is done once a quarter and throughout the year.

Talent Retention

SCG places great emphasis on welfare and remuneration management in order to attract talents and high-potential recruits as well as boost the morale of the staff so as to retain capable employees and drive them to successfully fulfill their duties, which in turn motivates them to further develop their capabilities and preparedness and enables them to see opportunities for career advancement.

Programs/ initiatives

• SCG provided ergonomic office equipment and furniture, such as desks and chairs, to ensure that its employees could work offsite efficiently.
• Internet allowances to reduce financial burdens on employees.
• Caring in Covid-19 situation, SCG has introduced Bubble & Seal and local community isolation in its manufacturing plants and ATK test kits as well as provided vaccination facilitation, a tele-med program for convenient consultation with doctors via phones, and boxes of essential items for self-care at home.
• SCG revised its policy and guideline for returning to work, established flexible work arrangements, and redesigned the workplace to include co-working spaces and collaborative zones to suit the situation.
• SCG reviewed employee benefits and welfare and, in response to rising costs of living and inflation, provided a special one-time cost-of-living allowance to all employees up to the first line managers, with other forms of assistance to be considered as appropriate.
• The Company prioritizes the promotion of preventive healthcare through, for instance, gym facilities, health activities for employee clubs, educational workshops on health, vaccine provision, annual health checkups, and physical fitness tests.
• SCG launched the Caring Check System, through which employees can make inquiries as well as disclose and exchange information about their mental health, as well as the Doctor Anywhere System, which offers online consultation with psychiatrists and psychologists. In addition, psychiatrists are provided and available for appointment at the Healthcare Center.
• Long-term benefits for employees include provident funds, financial management courses, healthcare, retirement preparedness programs, and retired employee clubs, all of which ensure that employees have a good quality of work life and guarantee their financial stability and health.
• SCG has introduced flexible benefits as an alternative for employees. This new initiative, which places emphasis on the value of the employee and provides incentives that are personalized to each individual’s needs, not only promotes employee engagement but also respond to the new hybrid workplace effectively.
• Support expression and association of diverse employees to increase the ability to create innovative ideas, good relationship and enhance engagement in the organization such as group of sports, music, travel, etc. Moreover, SCG created a networking groups of women via online channel (Facebook) called SCG Sis to Sit to sharing knowledge and experience, a range of topics relevant to life during the pandemic and kept employees connected.

Employee Experience

SCG places importance on Employee Engagement, Satisfaction and Well-Being by continuing a corporate-wide engagement survey and using the results to implement changes to retain employees who are the Company’s valuable assets. We have considered developing the right survey design to fit Business Aspirations, People Priorities, Organization Effectiveness and New Trends impacting the Organization.
Next, World-class organizations are taking an integrated approach to engagement and focusing on the consistency of experiences intentionally. The changing New Generation (Y and Z) and the New Way of Working (Hybrid Workplace/ Post Covid-19) directly impact to Engagement.

Therefore, we have aligned SCG Employee Engagement with the holistic Employee Experience, for the new approaches to take care People will focus on Top-down Actions and Team Actions delivering consistent Employee Experience (Leading Factors) to meet the new expectation of targeted employees.

Employee Satisfaction

SCG’s questions reflect Job Satisfaction, Purpose, Happiness and Stress. As the detailed aspects following: