Energy Absolute Group is well aware that employees are key factors for elevating organizational competitive advantages. Therefore, human resource management strategies are determined, hiring exceptionally skilled workers through all channels, comprising increasing employees’ productivity, enhancing organizational commitment among employees, developing employees’ capacity in response to rapid and unexpected changes (BANI – Brittle, Anxious, Nonlinear, Incomprehensible), including uplifting human resource standards and management. Employee management – Energy Absolute Group sets up diversity & inclusion policy. In this regard, all employees are treated equally and appropriately without discrimination, regardless of their race, sex, social status, disability, religion, or anything else. Cultural and value differences are accepted, including the process of recruitment, employment, and appointment. Promotion is given to learning, employee development, and overseeing employees to work efficiently to support organizational success, achieving the set goals efficiently and sustaining the growth of business continuously.
The Energy Absolute Group is committed to the company’s success and sustainability together with promoting human rights throughout the organization. The Company recognizes the importance of respecting the human rights of every employee. This is claimed as an essential role of the Company, its Business Partners and Joint Ventures in the supply chain to adhere to human rights principles of equal treatment of employees, customers, local communities, Outsource/Subcontract/Third Party Employees, Migrant Workers, Indigenous People, Women, Men, LGBTQI+, Disabled Person, Pregnant Women, Elderly People and other stakeholders and avoiding all forms of human rights violations. This is to ensure that The Energy Absolute Group has operated the business without any human rights violations. The Group has established policies and guidelines on human rights to prevent human rights violations in all business activities of the Group. We value and respect human rights as stipulated in the Universal Declaration of Human Rights, including collective agreements and treaties relating to the treatment of labor and the UN Declaration on the Rights of Indigenous Peoples, UN Global Compact, UN Guiding Principles on Business and Human Rights, Voluntary Principles on Security and Human Rights, and the International Labor Organization's Declaration on Fundamental Principles and Rights at Work (ILO.) The Group has formulated and declared those policies as Policy Commitment & Human Rights Commitment.
EA Group has implemented a comprehensive Human Rights Due Diligence (HRDD) process in accordance with the United Nations Guiding Principles on Business and Human Rights (UNGPs), serving as the foundation for its human rights management framework. This process encompasses all business activities conducted within Thailand, covering every operational site under the Group’s responsibility. It includes the identification and assessment of potential human rights impacts, along with the establishment of a systematic approach to managing related risks. EA Group is committed to ensuring the presence of robust control mechanisms and preventive measures aimed at avoiding any form of human rights violations. Moreover, effective support measures have been put in place to uphold and promote the protection of human rights across all operations. Business partners, contractors, and all relevant stakeholders are required to respect and adhere to the Group’s human rights management framework and to conduct their operations in alignment with these principles.
EA Group places strong emphasis on the protection and remediation of individuals who may be adversely affected by its operations in relation to human rights. Accessible grievance mechanisms are established to accommodate complaints under all circumstances, particularly during emergencies or crises in specific operational areas. Furthermore, the Group upholds the rights of affected individuals and human rights defenders by ensuring that they are not obstructed or discouraged from seeking access to justice or any remediation process. Remediation may take various forms, including monetary compensation—such as financial redress or aid—and non-monetary measures, such as expert consultation, guidance, or advisory support. EA Group has developed structured communication channels to ensure that stakeholders’ concerns and complaints are received and addressed systematically. Affected individuals are encouraged to submit their grievances directly to the Whistleblowing Center, which reports directly to the Chairman of the Audit Committee. Upon receipt of a complaint, the Group will conduct a root cause analysis, implement corrective and preventive actions in accordance with defined procedures, and ensure that issues are resolved appropriately and effectively—ultimately fostering satisfaction among all relevant parties.
There were no reported incidents of human rights violations. Training and communication initiatives were conducted on the following topics : The Group’s Code of Conduct, anti-corruption practices, risk management, information technology (IT) security, the Personal Data Protection Act (PDPA), the Non-Discrimination and Anti-Harassment Policy, and the Diversity and Inclusion Policy. Key Challenge A key challenge remains in reinforcing employees’ ability to apply the Group’s Code of Conduct in all work-related decisions, while also increasing awareness of various operational risks and the importance of IT and personal data security. This requires communication and outreach efforts that are more inclusive and far-reaching across all employee levels. Additionally, the Group has promoted understanding of employees’ rights—particularly regarding their ability to express opinions, report irregularities, and raise concerns about unfair treatment. Implementation Educational content has been developed to enable employees to learn and review the material independently. Knowledge assessments were also administered to evaluate understanding in the following areas : Code of Conduct, anti-corruption, risk management, IT security, PDPA, Non-Discrimination and Anti-Harassment Policy, and Diversity and Inclusion Policy. Both Thai and foreign employees participated in the program, with a completion and pass rate of 87.2%.
Implementation Following the enactment of the Gender Equality Act B.E. 2558 (2015) in Thailand—which prohibits all forms of discrimination based on gender—the Group has actively monitored developments related to gender equality and communicated relevant information to all stakeholders, encouraging alignment with the newly enacted legislation. EA Group remains committed to upholding the principles of gender equality across all aspects of its operations, including recruitment, compensation, career advancement, working conditions, and employee benefits. For example, both female employees on maternity leave and male employees taking paternity leave are entitled to paid leave under the Group’s employment policies.
EA Group focuses on a proactive strategy by fostering collaborations with leading educational institutions in the country. This approach helps the Group understand the expectations of students regarding potential employers and prepares them in terms of knowledge, skills, and attributes required by the organization. As part of this initiative, the Group collaborates with educational institutions to design curricula that align with the needs of the workforce, enabling students to seamlessly transition into the workplace after graduation. EA Group has signed Memorandums of Understanding (MOU) with the Office of the Vocational Education Commission to launch a dual vocational training program, covering educational institutions nationwide. Additionally, the Group has partnered with Chitralada Technology Institute to jointly produce qualified graduates. There are also specialized programs aimed at developing human resources in high-efficiency Energy Storage Systems (ESS), Oleo chemical industries, and the modern Electric Vehicle (EV) industry, tailored to meet the needs of the Eastern Economic Corridor (EEC) in collaboration with 10 educational institutions in the EEC region.
To attract the right talent with the vision and skills aligned with the Group’s business objectives, as well as the distinctive traits of EA (EA’s DNA), the Group follows a proactive recruitment approach. This includes organizing campus roadshows and job fairs, both onsite and online, at targeted universities.
The Internship Program is designed to provide students with hands-on experience in a work environment relevant to their academic background and skills through cooperative education. This program offers opportunities for students from various colleges and universities to learn and develop practical work skills. Employees of the Group serve as mentors to help train and guide the interns, thus enhancing both their teaching and leadership abilities. In 2024, 185 students participated in the cooperative and dual vocational training internship programs. During the internship, students receive allowances for travel, meals, accommodation, and life insurance.
Background : Each year, a number of employees reach retirement age. However, many of these employees possess specialized knowledge and expertise, and they continue to work effectively while mentoring younger employees. The Group recognizes the value of retaining highly skilled personnel who contribute significantly to the organization. Implementation : EA Group established the Re-Employment Program to offer opportunities for retired employees to continue working. The suitability of work tasks and the number of retirees each year are carefully considered. In 2024, the Group re-employed 9 individuals across various levels, maintaining the same number as in 2023.
Challenge : The rapid and inevitable changes, particularly in technology and business models, present a challenge that both the organization and employees must adapt to. The Group has proactively prepared and developed its employees to navigate these challenges in the digital age. Implementation : The strategies to enhance employee capabilities and foster an employee-centric organization include : 1. Enhancing employee potential by developing and offering comprehensive learning programs designed appropriately for employees at all levels. 2. Supporting employees' diverse skills through internal job rotations. The Group has a structured process to ensure that job rotation is efficient and that employees can succeed in their new roles. 3. Recruiting skilled personnel from educational institutions through strategic development programs and effective communication.
EA Group evaluates employee performance at all levels using the Performance Management System (PMS) to assess work efficiency and understand employees' capabilities. The system aims to align employees’ work with the organization’s objectives by linking organizational goals to department and individual performance. Dimension 1 : Job Success is measured using OKR (Objective Key Results) to track success at the organizational or departmental level. In addition, we use the Performance Development Appraisal (PDA) to measure individual goal achievements. Dimension 2 : Behavioral Traits is assessed using a 180-degree survey tool, known as Service & Collaboration Satisfaction, which gathers feedback from colleagues in other departments. The evaluation focuses on the unique behaviors and performance outcomes (EA’s DNA) delivered by employees.
Challenges : The advent of digital technology has caused significant changes in the way organizations work. This, along with the competitive environment for recruiting skilled talent in the digital era, presents challenges that need to be addressed. Implementation : To develop the potential of employees and create opportunities for career advancement in the face of changing circumstances, the organization has implemented the following : - Collaborating with external agencies for talent recruitment. - Developing skills and creating value through innovation projects - Designing Individual Development Plans (IDP) for employees at all levels, covering both production and support departments. For employees, officers, supervisors, and managers, the focus is on training to align work with various standards that each subsidiary company needs to follow. This ensures that the products delivered to customers meet quality standards and requirements. Challenges : 1. The rapid technological advancements and innovations lead to changes in organizational work processes, requiring continuous development of employees' knowledge and skills. 2. The skill and knowledge gaps among employees create challenges in designing effective training programs that meet the diverse needs. 3. Limited resources, such as budget, time, and skilled personnel, make the training process challenging. 4. The evaluation and tracking of progress can be difficult, as results from skill development programs may not be immediately apparent. Implementation : 1. Designing Suitable Training and Development Programs : These include mandatory courses and annual training plans, as well as training related to ISO certification standards, job-related skills, and professional competencies. Training methods are diversified to suit each subject, such as : a. Online training b. Onsite training c. On-the-job training 2. Building a Learning Culture : Encouraging employees to continuously learn and develop themselves. 3. Leveraging Technology : Implementing Digital Learning systems through online platforms (Self-Learning). 4. Monitoring and Evaluation : Regularly tracking and improving skill development programs based on results. Employee Development Aligned with Organizational Growth : As organizations face global challenges, it is crucial to develop employees who can adapt quickly to changes. The Group emphasizes developing flexible and adaptable employees through continuous learning opportunities, using a mix of 4 learning formats : 1. Digital Learning through online platforms (Self-Learning) 2. Classroom Training (Onsite) 3. Project-Based Learning 4. Blended Learning (Combination of Methods) These programs focus on applying knowledge through Design Thinking processes, sharing expertise from executives and specialists, and assessing the outcomes through collaborative project work. Employees participate in projects, such as the EA Inside EA Campaign, which showcases their development and contribution to business goals. Results of Implementation : The Group's focus on employee learning through the 70:20:10 model (70% experiential learning, 20% learning from others, and 10% formal training) has resulted in: 1. 70% experiential learning : - EA Inside EA Campaign : 19 projects using Project-Based Learning (PBL). - On-the-Job Training : Employees learn by doing real tasks. 2. 20% learning from others : - Executive coaching and feedback programs, including a New Executive Development Program for 9 participants. 3. 10% formal training : - Blended Learning : Combining theoretical and practical learning, with Case-Based Learning to create skills. - Self-Learning : Using the @CORE system and QR codes for surveys and training evaluations. This approach supports both individual and organizational growth, ensuring that employees remain adaptable and aligned with business goals amidst ongoing changes in the business environment.
To align organizational development with business direction, strategy, and the rapidly changing global landscape—challenges that all organizations face—Pure Energy Group emphasizes enhancing employee adaptability and resilience. This is achieved through diverse learning approaches, as outlined below : 1. Training and Development Courses are designed to align with organizational needs, determined through Training Needs Surveys. Skills are updated regularly and delivered through flexible formats such as e-Learning, enabling accessibility across all company locations. Onsite training is provided where hands-on practice is required. 2. Career Development Planning Employees are encouraged to plan their career progression through Individual Development Plans (IDPs), which help motivate employees and foster commitment to the organization while developing future-critical specialized skills. 3. Leadership Development A leadership development program called EnNova fosters new-generation leaders through project-based learning that strengthens leadership capabilities. 4. Talent Management High-potential employees are identified and developed through the Talent Pool strategy to prepare them for future key roles. 5. Self-Learning Culture A continuous learning culture is promoted to encourage employees to self-develop. A creative and innovative work environment supports this initiative. 6. Work-Life Balance Flexible work policies, such as hybrid and remote work models, are implemented for eligible roles. Activities promoting physical and mental well-being—like team lunches, sports days, Christmas celebrations, and ice cream giveaways—enhance employee productivity. Implementation As part of the organization’s digital transformation initiative, the company achieved the following employee development outcomes in 2024 : 1. Training and Development - 70% of learning occurred through on-the-job training (OJT). - 20% was gained from peer learning, such as participating in meetings (e.g., risk assessments, ISO management reviews) and mentoring. - 10% came from formal training, both onsite and online, via the @CORE platform. Technologies like QR codes were used for surveys and training assessments. 2. Career Planning Annual distribution of Career Development Plans (CDPs) and IDPs encourages long-term skill growth and organizational engagement. 3. Leadership Development The EnNova program continued for mid-level leaders using project-based learning and individual development plans to enhance leadership capacity. 4. Talent Strategy High-potential internal talents were identified and prepared for critical future roles through the Talent Pool initiative. 5. Self-Learning and Continuous Improvement Learning is promoted via email and internal communication channels. Incentives such as lucky draws are offered to those completing designated learning milestones. 6. Work-Life Balance Activities Flexibility in work arrangements and health-oriented activities continued, enhancing staff well-being and engagement.
In 2023, employee engagement was measured using a well-regarded framework. Results showed an engagement level of 48%, below the 56% target. Key indicators included job satisfaction, clarity of purpose, and workplace happiness. In 2024, the company focused on implementing initiatives to improve engagement rather than conducting a new survey. These initiatives included : - Implementing an ERP system (Odoo) to streamline cost analysis and approval processes such as employee expense reimbursement. Enhancing accessibility and efficiency in organizational operations.
The company supports career growth in vertical, lateral, and diagonal directions. Job rotation is encouraged to help employees gain cross-functional skills, aligning with the group's Strategic Workforce Planning.
Beyond digital transformation for competitiveness, the organization promotes innovation as a core identity—EA’s DNA. Employees are encouraged to think outside the box and submit innovation projects under the EA Inside EA campaign.
- 19 projects submitted by employees across 12 group companies. - 5 projects qualified for final presentation to the judging panel. - Since 2018, a total of 109 projects have been submitted.
Entrance Gate Expansion Project : Reduced outsourcing costs by THB 116,592 and boosted employee morale Crane Alignment Adjustment Project : Aimed at cutting outsourcing expenses.
The group has adopted a People Analytics program to support : 1. Capability Enhancement Structured modular learning ensures sustainable knowledge development. 2.Academic Collaboration Best practices from internal and external sources are integrated to promote sustainable learning and knowledge-sharing.
EA Group is committed to creating an excellent working environment by prioritizing employee happiness and convenience. This includes leveraging digital technologies to streamline work processes and offering multiple communication channels to ensure timely access to company news and activities. These efforts have led to improved working conditions, high-quality training and skill development programs, and enhanced organizational engagement initiatives. A Hybrid Working Model has also been adopted across nearly all departments at the headquarters. This approach offers employees greater flexibility in choosing their work location and schedule, supporting a healthy work-life balance in the digital age. The Group places strong emphasis on Diversity and Inclusion (D&I), with policies that comprehensively support employees of all levels, genders, and age groups. For example : - Parental support benefits are offered to both mothers and fathers to enable meaningful family bonding. - Female employees are entitled to 98 days of maternity leave, in accordance with legal standards. - Male employees are entitled to 3 days of paternity leave to support their spouses during childbirth. - All employees, regardless of gender, may take up to 6 paid days of leave to care for a parent, spouse, or child who is hospitalized—exceeding the legal requirement. The company also reviews employee compensation and benefits across all subsidiaries, considering relevant factors and striving for efficient resource management. Additionally, leave policies are continuously updated to ensure they are inclusive—for instance, by revising marriage leave criteria to cover all employees and simplifying the leave request process for greater accessibility and fairness. These human resource policies are part of a long-term strategy for sustainable growth and increased organizational competitiveness. The Group remains committed to evolving its policies in response to changing environments and employee needs.
In 2024, the Group implemented initiatives to support Physical Well-being, such as promoting sports activities like badminton and football. Open, well-ventilated, and uncrowded rest areas were provided for lunch breaks, contributing to Community Well-being by fostering a healthy environmental atmosphere. EA Group is devoted to enhancing employees’ quality of life by helping them maintain a healthy work-life balance. To this end, a Welfare Committee (Freedom of Association) has been established at each workplace, composed of five elected employee representatives as required by law. The committee serves as a communication channel between employees and the company, voicing employee welfare needs, proposing suggestions, and monitoring the provision of benefits. In addition to legally mandated basic benefits, the company offers equal and non-discriminatory access to a wide range of enhanced welfare benefits, such as : - Annual health check-ups - Life and accident insurance - Dental care - Vision care - Personal protective equipment - Employee loan programs through financial institutions with preferential interest rates - Provident fund Furthermore, employee family members (spouse and biological or adopted children) are eligible for health insurance coverage under the same premium rates and benefits as employees.
Flash flood that occurred in 2024 had effects on livelihood of employees in Energy Absolute group who live in the east and northeast region. To mitigate the problem, the company delivered a primary subsidy to 6 employees.