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.
• 4.0 from 5.0 employee engagement score
• 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.

2024 Performance

• 100% of target employees in Thailand who create and follow their Individual Development Plan (IDP) to completion.
• Employee engagement compared to the total number of domestic employees equals 4.0 from 5.0
• 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 universities both domestically and internationally: 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.

• Initiating new pathways to recruit high-potential candidates from diverse academic backgrounds, SCG has collaborated with Thammasat University to launch the Multidisciplinary Possibilities Space Workshop. This initiative invites students from various fields of study to participate in a Business Case Competition, allowing them to tackle real-world business challenges. This program teaches students practical experience, fosters innovation, and promotes diversity and inclusion.

• 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.

SCG actively broadens its recruitment reach through various channels, including the SCG website, public job boards, professional associations, and other targeted platforms. To attract a diverse talent pool, we also share stories and experiences from our employees, including-SCG Expats and scholarship recipients who have grown on a global stage through their experience, they demonstrate how gaining broad, borderless opportunities has accelerated their professional development and success.

• S.T.E.P. Program (Selection Talent Empowerment Program) is the first step for a new generation eager to showcase their unique potential. Designed by SCG, this selection platform seeks out Future Talent who are not merely seeking a job, but “an opportunity to grow together with an organization of possibilities.” Guided by the concept of “We don’t just select talent. We empower possibilities.”, the program enables individuals to realize their full potential while contributing to SCG’s journey of inclusive green growth.

Talent Development

SCG has continuously upskilled and reskilled its employees to enable them to adapt effectively to working in the Digital & AI era. The company emphasizes a blended learning approach based on the 70:20:10 model. In addition, the content and formats of various development programs—such as the SCG Flagship Program, Leadership Program, and General Knowledge—have been updated to align with the current business environment. The focus is on hands-on experience and applying skills directly to real work, including areas like AI adoption in operations, knowledge about achieving Net Zero, and various soft skills.

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.

Example of Projects:

AI-Driven Corporate Memory: Developing a Generative AI model to enhance corporate memory, specifically for Innovation and Technology teams, to support green innovation initiatives.

• Boosting Efficiency: Streamlining data analysis from 40 hours to 2 hours.
• Centralizing Knowledge: Building a 50-100 GB repository (500+ docs) to enhance knowledge access.
• Improving Decisions: Providing AI-driven insights to suggest or kill ≥25 projects (≈5 by AI).

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

Flexible working hours: SCG regulations allow SCG to assign flexible working days and working hours according to the nature of work of working positions as appropriate and have working hours policy for 8 hours per days (Excluding 1 hour break), for example, entering time 07:30 a.m., leaving work at 04:30 p.m. or entering time 08:30 a.m., finish work at 05:30 p.m., etc. The total working hours for the whole week do not exceed 48 hours. Each company can define flexible (overlap) hours to start and finish work within the entity as necessary in order to support the need of its employees.

Job revisit and redesign: Since 2020, SCG has implemented job revisit and redesign considering dimensions of both employee workplace and working hours and formed jobs into 4 groups;

• Job group that has to work on-site and permanent full time
• Job group that has to work on-site and could be able to assign flexible working hours or part-time work
• Job group that could be able to work outside and permanent full time
• Job group that could be able to work outside and could be able to assign flexible working hours or part-time work.

The result of job revisit and redesign makes the various form of working in SCG either working-on-site or working-from-outside or working-from-home, either working permanent full time or flexible working hours or part-time working options. However, the form of working is depended on the nature and necessity of work that has been appropriately considered by each business/ company.

Working-from-home arrangements: SCG allow working-from-home for some job groups and support the necessary facilities for its employees in several things starting from providing an online meeting and communication system, the mobile application for daily work report, etc.

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: