Human Resource Management and Development 

An effective human resource management system, encompassing employee welfare, continuous skill and competency development, inclusive participation, and equal opportunity, empowers employees to reach their full potential. This fosters morale and motivation, enhancing operational efficiency and the delivery of products and services to stakeholders. 

Target for 2024	Performance
● Employee Engagement Survey Score: Not less than 80%	● Employee Engagement Survey Score: 85%
● Average Training Hours per Employee: Not less than 32 hours per person	● Average Training Hours per Employee: 36.72 hours per person

Human Resource Management 

The EGAT Board of Directors has established the Human Resources Committee to oversee the formulation of policies related to human resource management and development. The committee is responsible for reviewing and approving the master plan and annual action plans to ensure that EGAT manages and develops its human resources effectively, efficiently, fairly, transparently and in a manner that is auditable. It also provides recommendations on policies, strategies and practices that are appropriate and responsive to internal and external organizational changes. 

EGAT’s Human Resources and Organizational Development Division, along with the Personnel Capability and Quality Development Division, are tasked with implementing human resource management and development initiatives. 

In 2024, EGAT reviewed and proposed updates to its human resource policies, introducing two key enhancements: 

1. Promotion of Diversity and Equality: EGAT commits to treating all personnel equitably, without discrimination based on gender, race, religion, age, social status or educational background. 
2. Promotion of Positive Labor Relations: EGAT emphasizes participation, relationship-building and inclusive communication across all organizational levels to foster mutual understanding between management and employees, while respecting each other’s rights, freedoms and roles. All practices are aligned with labor law standards and principles. 

EGAT has established both short- and long-term human resource management strategies under the EGAT Human Resource Master Plan (2024–2028). The implementation of supporting action plans is closely monitored and reported quarterly to the EGAT Executive Committee for review and feedback. Additionally, EGAT’s human capital management processes are evaluated annually by the State Enterprise Policy Office using the State Enterprise Assessment Model (SE-AM), specifically under the Human Capital Management category. 

EGAT also conducts organization-wide surveys to assess acceptance of its HRM systems among employees and management. In 2024, EGAT successfully achieved 100% of its targeted outcomes under the HRM action plan. The SE-AM score for 2023 was 4.1553, an increase of 0.7981 points from 2022, indicating a high level of performance. Furthermore, the average acceptance score for HRM systems reached 4.288, showing improvement from the previous year and reflecting enhanced HRM effectiveness. 

To continuously improve its human resource operations, EGAT has adopted the following initiatives: 

• Benchmarking key HR practices against industry peers both domestically and internationally to identify areas for development. 
• Providing orientation courses for outsourced personnel to enhance understanding of EGAT’s operations, including working hours, basic regulations, dress code, workplace rights, safety, and positive work mindset. 
• Reviewing and updating organizational values to better reflect Diversity, Equity, Inclusion, and Belonging (DEI&B), supported by year-round awareness activities and communications. 

EGAT communicates its annual Human Resource Master Plan to relevant stakeholders and publicizes changes to HR policies that affect employees such as promotion criteria and welfare entitlements. Recruitment-related information is also shared transparently with external stakeholders through multiple channels, with inclusive and equitable qualification criteria. 

In cases of significant changes affecting employees, EGAT does not impose a minimum advance notice period. Typically, EGAT avoids changes that negatively affect employment conditions. If changes are beneficial to employees, they are announced after implementation, as no prior preparation is required. For changes resulting from managerial prerogative, EGAT communicates appropriately based on the nature of the change. 

EGAT supports employees’ freedom to form, join, and participate in associations and collective bargaining, in accordance with legal and organizational frameworks. This includes membership in the EGAT State Enterprise Labor Union (EGAT Union), participation in the EGAT Relations Committee, internal understanding coordination teams and collective bargaining representatives. EGAT views these platforms as essential for communication between management and employees, helping to resolve issues and strengthen labor relations, while also protecting EGAT’s interests. 

Under labor law, only EGAT Union members are entitled to benefits under collective bargaining agreements. In 2024, EGAT had 8,797 union members, representing 59.13% of its workforce. However, EGAT extends the benefits of collective agreements to all employees, ensuring 100% coverage. When employment conditions are improved through collective bargaining, non-union members receive the same benefits to maintain fairness in compensation, welfare and entitlements. 

Human Resource Development 

EGAT designs personnel development programs to address both urgent short-term needs and long-term goals, tailored to employee levels, positions, and career paths. Additionally, EGAT offers targeted development for successors and high-potential employees, along with reskilling plans to support future missions. Goals, formats, and appropriate development methods have been defined as follows: 

1. Development of executives and employees in general 
● Core development program addressing competency gaps to elevate executives and employees to expected performance levels.
● Additional development programs for employees across levels 1–14, including contracted employees, aligned with strategic goals and future competency needs to support organizational change readiness, while accommodating diverse learning behaviors through various development formats.  
2. Development of successors and talents 
● EGAT has established a 2-year Development Roadmap to prepare executives and employees for leadership succession and appointment to key positions, through diverse development approaches including individual development plans. 
3. Development of technical competency based on job positions and professional career paths  
● The objective of the development is to provide employees with knowledge and skill in accordance with the professional standards.  
4. Development of new skills to support EGAT’s future missions 
● EGAT conducts analysis and planning for reskilling initiatives to support future strategic missions, offering diverse and tailored development approaches to maximize effectiveness.  
5. Development of orientation project for new employees
● EGAT prepares employees with essential organizational knowledge and fosters professional networking among staff. 

Moreover, EGAT has implemented the ‘Prepare for Happy Retirement’ project to support employees in planning and transitioning smoothly into retirement. 

Welfare and Benefits 

Welfare and Benefits	Senior Executives	Executives	Operational Level/ Contracted Employees
Allowance/accommodation for working locally	●	●	●
Allowance/accommodation for working overseas	●	●	●
Loan, e.g. necessity loan, child education loan	●	●	●
House rent	●	●	●
Provident Fund	●	●	●
Medical allowance and EGAT’s medical service (*)	●	●	●
Overtime pay and holiday pay	x	x	●
Clothing allowance	x	x	●
Allowance or reward for high-risk job (**)	●	●	●
Special allowance for specific duties or task such as underwater operations, welding craftsmanship, etc. (**)	x	●	●
Risk allowance and accident insurance for employees working in the Southern border provinces (***)	●	●	●
Special reward or vacation leave for employees working in the Southern border provinces (***)	●	●	●
Hybrid working (**)	●	●	●
Leave rights, e.g. sick leave, maternity leave, parental leave	●	●	●

Note: (*) covers employee’s family    (**) applies to specific duties or task     (***) applies to high-risk areas 

Parental Leave 

Parental Leave	2024			2023			2022
	Male	Female	Total	Male	Female	Total	Male	Female	Total
Total number of employees entitled to parental leave (person)	11,077	3,793	14,870	11,409	3,908	15,317	11,612	3,978	15,590
Total number of employees took parental leave (person)	274	127	401	272	66	338	227	88	315
Total number of employees who returned to work after parental leave (person)	274	127	401	272	66	338	227	88	315
Total number of employees whose employment Is terminate within 12 months after returning to work (person)	0	0	0	2	0	2	1	2	3
Total number of employees returning to work after the end of parental leave and continue to work 12 months afterward (person)	270	66	336	226	86	312	198	74	272
Return to work rate after parental leave (%)	100	100	100	100	100	100	100	100	100
Employee retention rate after parental leave (%)	99.26	100.00	99.41	99.56	97.73	99.05	100.00	100.00	100.00

Note
1. Return to work rate = (Number of employees returning to work after parental leave/Number of the employees due to return to work  
after taking parental leave) X 100 
2. Retention rate = (Number of employees retained 12 months after returning to work following a period of parental leave/ Number of employees returning from parental leave in the prior reporting period) x 100

Training  

Training	2024		2023		2022
	Male	Female	Male	Female	Male	Female
Total training hours for all employees (hour)
Senior executives (level 12 and above)	14,010	6,060	7,188	3,606	14,361	4,980
Executives (level 8-11)	98,400	53,661	189,618	108,162	137,814	74,505
Operation staff (lower than level 8)	260,856	83,229	402,540	164,820	286,929	103,452
Average training hours (hour/person)
Senior executives (level 12 and above)	145.94	183.64	22.75	54.64	142.19	191.54
Executives (level 8-11)	32.73	39.05	23.54	35.93	43.38	53.26
Operation staff (lower than level 8)	32.55	34.69	35.63	52.47	34.41	40.51

Performance Assessment 

Employee	Unit	2024		2023		2022
		Male	Female	Male	Female	Male	Female
Assessment of employee performance
Number of employees whose performance have been assessed	Person	14,666		14,776		15,301
		10,926	3,740	10,994	3,782	11,380	3,921
Assessment rate	%	98.77		96.45		98.15
		98.81	98.68	74.40	25.60	73.00	25.15
Assessment of employee performance classified by type of work
Technical	Person	10,581		10,241		10,580
	%	98.71		69.31		67.86
Other	Person	4,085		4,535		4,793
	%	98.93		30.69		30.74

Ratio of standard entry level wage to local minimum wage  

Item	2024		2023		2022
	Male	Female	Male	Female	Male	Female
Percentage of new employees who receive compensation equal to/more than the minimum wage	100	100	100	100	100	100
Percentage of new workers (who are not employees) who receive compensation equal to/more than minimum wage	100	100	100	100	100	100

Diversity  

Composition		Board of Directors (Person)	Employee (Person)
			Senior executives	%	Executives	%	Operation Level	%	Total
Total		11	128	100	4,345	100	10,397	100	14,870
Gender	Male	10	95	74	2,982	69	8,000	77	11,077
	Female	1	33	26	1,363	31	2,397	23	3,793
Age	< 30 years	0	0	0	0	0	1,051	10	1,051
	30 – 50 years	3	119	93	2,773	64	2,217	21	5,109
	> 50 years	8	9	7	1,572	36	7,129	69	8,710
Person with disabilities		0	0	0	1	0	24	0	25

Remuneration Ratio 

Item	2024	2023	2022
Ratio of the compensation for the organization’s highest-paid individual to the compensation for all employees
Ratio of the annual total compensation for the organization’s highest-paid individual to the median annual total compensation for all employees	11.97 : 1	18.25 : 1	16.15 : 1
Ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual to the median percentage increase in annual total compensation for all employees	0 : 1	1.21 : 1	1.20 : 1
Ratio of basic salary and remuneration of women to men
Senior executives (Level 12 and above)	0.97 : 1	0.95 : 1	0.96 : 1
Executives (Level 8-11)	0.94 : 1	0.95 : 1	0.97 : 1
Operation Level (Below level 8)	1.03 : 1	1.01 : 1	0.99 : 1

Note: Compensation includes both salary and bonus.