Why is it important
The world and business landscape are evolving rapidly, driving companies to adapt their business strategies in alignment with national policies and global trends. Key challenges include climate resilience, greenhouse gas reduction, technological advancements, and the pursuit of higher quality of life, environmental stewardship, and sustainability. To support sustainable growth, businesses must proactively adjust their strategies, including workforce preparedness, talent development, and comprehensive employee well-being. This involves ensuring transparent and equitable compensation, fostering an inclusive work environment, and providing equal opportunities for all employees. Neglecting these factors may lead to reduced productivity, lower employee engagement, and higher turnover rates, which in turn could increase operational costs and impact competitiveness. Recognising these risks, B.Grimm Power has established a comprehensive human resources strategy that aligns with legal requirements and human rights principles. We are committed to continuous employee development, ensuring a positive workplace experience, and fostering a culture where employees can perform at their best. This approach not only strengthens long-term business resilience but also upholds our vision of Empowering the World Compassionately.
Target and Performance
| 2024 | 2025 | 2030 | ||
|---|---|---|---|---|
| Performance | Target | Target | Target | |
| Percentage of employees equipped with key relevant skills for the future-ready organisation to total employees | 54% | 50% | 60% | 100% |
| Employee Engagement | 82% | 80% | 80% | 85% |
Management Approach and Strategy
Policy and Commitment
Employees are an utmost priority at B.Grimm Power. Our people are the foundation of our success, and we are committed to fostering a positive, inclusive, and empowering work environment where individuals feel valued, inspired, and supported throughout their professional journey. We promote four core values—Positivity, Partnership, Professionalism, and Pioneering Spirit—alongside the principle of Mindful Compassion, which encourages empathy, respect, and meaningful connection in all interactions. These values are embedded in our organisational culture and guide how we lead, collaborate, and grow together. Our human resource management framework adopts a holistic approach that aligns human capital development with our long-term business goals. It encompasses strategic workforce planning, transparent and merit-based recruitment, continuous learning and development, succession planning, fair performance evaluation, competitive compensation, and employee well-being. We also prioritise flexibility and work-life balance to ensure that our people can thrive both professionally and personally. To ensure our approach meets global expectations, we uphold internationally recognised labour rights across our operations and value chain. For further details, please refer to our Labour Rights Commitment.
Governance Structure
B.Grimm Power's Board of Directors and Management Committee set policies and operational strategies, while the Executive Vice President—People Partnership oversees goal and plan implementation..
Strategic workforce planning
We believe strategic workforce planning—analyzing past and present data to identify risks, opportunities, and future needs—enhances decision-making and workforce allocation for long-term growth. Our framework includes 2 main elements: 1) 6-Dimensional Strategic Workforce Planning, and 2) Regular competency analysis and performance evaluation. The details are as follows:
6-Dimensional Strategic Workforce Planning
Right Skill
with assigned positions and organisational directions
Right Source
with appropriate capabilities whether manual works or technology adoption to improve efficiency.
Right Size
with an appropriate and sufficient number of employees for every business.
Right Structure
with appropriate organisation’s structure and position needs
Right Site
with appropriate location and working environment to the entire value chain.
Right Spend
with appropriate cost that proportionate to the output.
Regular workforce competency analysis and performance evaluation: Assessing our employees’ skills, knowledge and attributes based on the nature of their current role can help us understand the present situation and customise individual employee development plans. Doing so will maximise management efficiency and augment operational effectiveness. Moreover, we incorporated technology to help us manage our human resource database. We also clearly determined a responsible person for the employee database and related information technology. All of this prepares us for the workforce analysis and strategic workforce planning envisioned for the future.
Attraction and Recruitment
B. Grimm Power has developed a mixed recruitment approach that provides flexibility and aligns with the new way of working. This involves adapting technology and digital channels to enhance efficiency and promote applicants’ engagement during recruitment, interview and evaluation to ensure their suitability for the job, the team culture, and organisational values. In addition, we are using online channels to increase our visibility and attract younger, talented individuals to join our company. Furthermore, we have joined forces with various academic institutes in Thailand and overseas in academic cooperation. We are also open to welcoming interns to provide them with real-world work experience within the organisation and to prepare them for entry into the job market. This initiative also creates opportunities for recruiting potential talents to join our workforce including through Dual Vocational Education and Internship programmes. In addition, we are also enhancing our recruitment model for greater efficiency by assessing applicants related to organisational culture and personality.
People Development and Succession Planning
Learning is the heart of growth and a shared mission for all of us. Continuous self development not only enhances our quality of life but also serves as a driving force in advancing our work, strengthening our organisation, and propelling society forward—guided by the principle of doing business with compassion.
Kriangkrai Yooyuen, Executive Vice President—People Partnership
3 Core Competency
Leadership in the Age of
Artificial Intelligence (AI)
- Leadership Skills
- Leader as a coach
- Professional Supervisors
- AI Integration
Functional & Professional
- Industry-Specific Expertise
- Sale and Marketing
- Project Management
- Presentation & Storytelling
Managerial
- Business Acumen
- Project Management
- Finance & Accounting
- Communication skill
7 New Skills for B.GRIMM Sustainable growth
Digital and AI Literacy
Data Driven
Agility and Resilience
Global Citizenship & Mindset
Customer Centricity
Critical Thinking and Analysis
Creativity and Innovation
3 Foundation for All B.GRIMM as fundamental of work
B.GRIMM History and Culture
Ethics and Code of conduct
Sustainability, Diversity and Inclusion
One of B.Grimm Power’s key missions is to establish a Learning Organisation, fostering continuous employee development and skill enhancement to support career growth and future business directions. This is achieved through structured development plans and learning processes, with training programmes tailored to different stages of an employee’s career progression. The learning journey begins from the first day of employment, through leadership transitions, managerial growth, and executive roles, up to retirement. The details are as follows:
- Individual Development Plan: Every employee designs their own individual development plan every year with their supervisor based on their individual KPIs.
- Capability Development for Supporting Strategic Business Plan: focusing on necessary knowledge and skills for Digital Transformation and net-zero carbon emissions by 2050.
- Talent Management: Every employee is given equal opportunities for career advancement via the annual talent identification and assessment. Our standardised analysis framework and tools enable us to create a talent pool from which capable employees can be assigned to a challenging project and demonstrate their full potential. In addition, we have a succession plan in place for all vital roles, chosen from our talent pool. They receive the training necessary to prepare them for their future roles.
B.Grimm Power sets up the B.Grimm People Excellence Center as a learning centre that offers both onsite and online learning formats and enables employees to develop their skills anytime, anywhere. They can choose whether they want to learn according to individual development plans (IDP) or according to their personal interests. The goal is to equip every employee with knowledge and skills that will enable them to live efficiently and happily while at work, working with national and international educational institutions. These include institutions such as Chulalongkorn University, the Thai Chamber of Commerce University and Harbour Space University in Spain. The aim is to share knowledge and provide training to develop new skills needed to tackle future challenges, such as digital marketing, cyber security, and design thinking.
To ensure leadership continuity and organisational resilience, the Board of Directors has entrusted the Nomination and Compensation Committee with the responsibility to develop, oversee, and regularly review succession plans for the President. The plan covers both planned (within a 4–5 year horizon) and unplanned scenarios, with progress updates reported regularly to the Board of Directors for the acknowledgement. Internal candidates have been identified, each with a clear individual development plan that includes assignments to key strategic projects, expansion of responsibilities or job rotation across various functions, and involvement in strategic decision-making. The readiness of each successor is regularly assessed. The success profile for the President role is defined across knowledge, competencies, experience, and personal attributes—reflecting the strategic and operational leadership demands of the organisation.
Performance Review and Compensation
B.Grimm Power establishes transparent, fair, and non-discriminatory policies for performance appraisal and remuneration, in line with job performance and corresponding to the position. Factors that determine compensation include Current national economic and labour trends, Peers comparison, Internal position and responsibilities, and Business context and necessities.
We follow the management by objectives approach for the performance review process, derived from Corporate Key Performance Indicators (Corporate KPIs). These KPIs are then cascaded down to departmental or team-based KPIs and individual KPIs, encompassing all employees. The evaluations occur twice a year, featuring mutually agreed-upon performance indicators between superiors and subordinates, followed by ongoing monitoring of progress, problem-solving, and consistent provision of feedback and recommendations throughout the year (Coaching & Feedback - Agile conversations). It is important to note that the evaluation results will be taken into consideration for compensation and career advancement opportunities.
Performance Management Structure
Planning
- Key Performance Indicators (KPI) include:
- Corporate KPIs
- Departmental KPIs
- Individual KPIs
- Individual Development Plan
Monitoring
- Performance Progress Report
- Coaching & Feedback – Agile conversations
- Learning and Development
Review
- Bi-Annual Performance Evaluation
- Past Performance Evaluation for Future Planning
- Multidimensional performance appraisal or 360 degree feedback
- Other evaluation indicators (e.g. Company’s core values, Mindfulness and Code of Conduct)
B.Grimm Power has introduced the Employee Investment Program (EIP)—a 48-month co-investment scheme designed to promote employee engagement, retention, and shared value creation. Eligible employees at the Senior Manager level and above, selected based on role and performance, may invest in a professionally managed private fund, with B.Grimm Power providing matching contributions up to a defined cap. Company contributions are subject to a 48-month lock-in and continued employment. As of 2024, approximately 27% of full-time employees, excluding executive and senior management, are eligible to participate. The programme supports long-term financial well-being for employees while reinforcing performance-based culture and sustainable business alignment.
Employee Well-being
B.Grimm is committed to fostering a work environment that supports employees’ physical and mental wellbeing. To promote inclusive engagement, the company has established a Welfare Committee comprising representatives from both management and elected employees. The committee convenes at least once every three months to provide a platform for employees to voice opinions related to workplace conditions and welfare. This collaborative process helps shape policies and practices that enhance employee wellbeing across all dimensions.
- Empower for Physical Health: We encourage our employees to prioritise their physical well-being by providing access to exercise and recreational facilities such as gyms, table tennis, football fields, and dedicated space for dance, yoga and Pilates classes. We also offer health check-up programmes and ergonomic training to promote good workplace practices. To promote socialisation among staff and encourage an active and healthy lifestyle, we provide a variety of employee clubs based on different interests. These include football, pickleball, tennis, board games, badminton, running, and yoga, fostering engagement and overall well-being.
- Empower for Mental Health: We prioritise mental well-being by fostering a supportive and inclusive work environment, providing access to mental health resources, and promoting work-life balance to reduce stress and burnout. We integrate the principle of Gross National Happiness (GNH) to cultivate a positive mindset, self-awareness, and self-worth, leading to the sustainable happiness of employees and society. We offered Mindful Compassion training, designed to enhance mindfulness through psychological and neuroscientific approaches. This programme allows employees to feel calm, stable and balanced in any situation.
- Empower in a Hybrid Workplace: We embrace a hybrid work model, integrating office-based work with remote work (Working from Anywhere) to enhance flexibility, collaboration, and work-life balance. Digital technologies are leveraged to facilitate seamless communication, teamwork, and productivity. Employees can consult with their supervisors to adjust Flexible Working Hours based on individual needs and job responsibilities. To support a diverse workforce, we have introduced various employment models, including full-time employment and part-time working options, i.e., consultant-based contracts with adjustable workdays, special project-based or temporary employment, and post-retirement roles on a monthly or yearly basis.
- Empower through Family Benefits: We prioritise employee well-being and extend to their families, by offering a flexible health benefits policy. Employees can share benefits with immediate family members, including parents, spouses, and children. Covered benefits include outpatient medical expenses, health-related costs such as dental care, sports and recreation, health check-ups, and vision care. In addition, we provide family-supportive policies to help employees balance professional and personal responsibilities including 98 days of fully paid maternity leave for female employees, 3 days of paternity leave for male employees to care for their newborns, and support for breastfeeding mothers through flexible scheduling for milk expression and dedicated facilities equipped with seating, tables, sinks with soap, electrical outlets, and a freezer. We also offer compassionate leave for employees to care for loved ones facing health challenges, including children, spouses, parents, siblings, or dependents.
- Empower with Time Away for work: We emphasise the importance of relaxation and self-care, ensuring employees have sufficient annual vacation days as well as additional holidays beyond legal requirements, such as leave for training and knowledge development and marriage leave to promote work-life balance.
Employee Engagement
B.Grimm Power conducts an annual employee engagement survey to gain insights into employees' views and attitudes toward the organisation. Analysing the results enables us to enhance people management strategies more effectively.
Performance 2024
Labour Practice Programmes
We put our commitments into action through dedicated management programmes:
- Living wage & adequate wage assurance: Our annual salary reviews, benchmarked against industry data from both domestic and international markets, ensure competitive and fair remuneration. Our results consistently aim towards providing an adequate living wage that covers the basic needs of our employees and their families
- Gender pay equity monitoring: We systematically monitor our gender pay gap across all job categories and levels. In 2024, we conducted a company-wide pay equity analysis across all job categories and levels. The findings are used to identify structural gaps and inform corrective actions.
- Our commitment is to achieve and maintain equal pay for work of equal value. We also ensure equal remuneration through regular tracking of our gender pay gap, with performance publicly disclosed in our "Sustainability Performance Data"
- Working hour & overtime management: We diligently manage working hours to prevent excessive hours. Our new Darwin Box application (launched 2024-2025) facilitates online clock-in/out and provides dashboards for transparent time tracking. Additionally, our Flexible Working Hours policy allows employees to adjust their working hours based on needs, supporting work-life balance. All overtime hours worked by employees are fully compensated according to applicable labour regulations and internal HR policies.
- Paid annual leave management: Our new Darwin Box application simplifies monitoring and tracking paid annual leave balances. We offer a variety of leave types, both legally required and beyond, ensuring ample rest for our employees. Unused leave days may be carried over into the following year, subject to an expiration limit to encourage timely rest. Further details are in our "Employee Well-being" section.
- Engagement with workers' representatives: Our employee-elected Welfare Committee acts as our primary workers' representative body. It fosters constructive dialogue on working conditions through at Quarterly meetings to regularly discuss working conditions, gather feedback, and address employee concerns in alignment with national laws and internal employee engagement frameworks.
- Enhanced social protection programs: Beyond mandated social security, our expanded social protection programs include annual performance bonuses, provident funds, comprehensive health care and insurance, maternity benefits, long-service awards, funeral assistance, children's scholarships, and emergency loans. Further details are available in our "Employee Well-being" section.
- Inclusive and ethical workplace enforcement: We uphold a workplace free from child labour, forced or involuntary labour, discrimination, and harassment. All employment practices, from hiring and working conditions to dismissal, are monitored to ensure full compliance with national labour laws and international standards. In 2024, we initiated a comprehensive Human Rights Due Diligence (HRDD) across our entire value chain. This process integrates all labour rights dimensions (including fair treatment, freedom of association, and protection against abuse) into our corporate risk management system. Further details are available in our “Human Rights” website.
- Reskilling and transition support programs: We proactively offer training and reskilling programs addressing industrial and climate transformations to ensure a just transition and long-term employability. Our corporate target, "100% employees equipped with key relevant skills for the future-ready organisation," highlights this commitment. Further detail can be found in our "Performance 2024, People Development" section.
Our labour practices are continuously monitored to uphold high standards of fairness and accountability, supported by a trusted and confidential grievance mechanism that empowers employees to speak up without fear because respect and responsibility are at the heart of how we work.
People Development
B.Grimm Power is committed to developing a well-rounded workforce, ensuring employees are equipped both physically and mentally to grow alongside the company’s expansion. Our approach focuses on technical skills, leadership capabilities, and knowledge development, aligned with B.Grimm’s core work principles. In 2024, 100 percent of employees received training with an average of 34 training hours per person, both online and onsite formats. We also select a variety of content that is in line with the employee’s learning style, interest, consistency with tasks and strategic plans, and individual development plan.
In 2024, the company implemented a diverse range of training programmes to promote inclusive and equitable learning opportunities. These programmes were made accessible to all employee groups — including permanent, contract, and temporary staff — depending on the relevance to their roles and individual development needs. Examples are outlined below.
| Programmes | Details | Learning Methods and Types | |
|---|---|---|---|
| 1 | B.Grimm Business Acceleration Programme |
Develops and prepares the next generation of employees (1-5 years of service) with business management and leadership skills in collaboration with CBS Academy, Chulalongkorn University. The programme enhances understanding of modern marketing, corporate strategy, and essential business tools while strengthening professional capabilities. |
Methods1  Coaching or Mentorship Teams and NetworksTypes  Leadership Development |
| 2 | B.Grimm Leadership Programme for Doing Business with Compassion |
Enhances the capabilities of senior leaders to manage organisations effectively while leading with compassion. Conducted in partnership with NIDA, the programme supports successor development, nurtures internal talent and fosters leadership networks. |
Methods Coaching or Mentorship Teams and NetworksTypes Leadership Development |
| 3 | People Manager Development Programme | The programme is designed to enhance leadership skills, team management capabilities, and the ability to drive change for managers and supervisors. It covers three key areas: Leading Self – such as ethics and corporate governance for leaders, and developing mindful leadership; Leading Team – such as coaching and mentoring skills, and people management tools and techniques; and Leading Change – such as empowering leaders through strengths and collaboration, and creative problem-solving. In particular, the Ethics and Corporate Governance module includes content on whistleblowing to equip managers with an understanding of reporting procedures and channels, whistleblower protection, and the role of leaders in promoting and supporting whistleblowing systems. This forms a vital foundation for fostering a transparent, accountable, and governance-driven organisational culture. |
Methods Coaching or MentorshipTypes Leadership Development |
| 4 | Power Plant Operation and Maintenance Programme | Provides specialised technical training for power plant management and maintenance teams to enhance operational efficiency and meet international energy industry standards. The programme, delivered by leading engineers and experts, covers machinery, control systems, and power generation processes before assuming operational roles. |
Methods Coaching or MentorshipTypes  Industry-Specific Learning Technical skill |
| 5 | Mindful Compassion Programme | Integrates mindfulness and awareness practices into daily life and organisational culture, enabling employees to develop a thoughtful approach to work and life, ultimately fostering physical and mental well-being. |
Methods Teams and NetworksTypes  Cultural Education |
| 6 | Digital Skills and Innovation Development Programme | Enhances employees' ability to adapt to the digital business landscape and leverage technology for organisational innovation. The training covers Digital Transformation, AI, ChatGPT, Design Thinking, and Innovation Management. |
Methods Coaching or MentorshipTypes  Digital Transition |
| 7 | Supporting GreenLeap: Global and Green Strategy Programme | Strengthens employees’ technical expertise in alignment with B.Grimm Power’s strategic direction. The programme focuses on industrial solutions, renewable energy, and alternative fuels, developed in collaboration with leading universities both domestically and internationally. |
Methods Coaching or MentorshipTypes Technical skill Transition Programme2 |
1Learning Methods 1) Coaching and Mentorship – A development process where employees receive guidance from experts and experienced professionals to enhance specialised skills, career growth, and work potential. This includes both one-on-one coaching and internal mentorship programmes within the organisation. 2) Teams & Networks – A collaborative learning approach that encourages employees to work across functions within the organisation and engage with external professional communities and industry associations to exchange knowledge and foster long-term partnerships
2Transition Programme – Designed to equip employees with skills and readiness during career transitions, whether advancing within the company, expanding into new roles, or aligning their careers with life goals. This includes career path development for employees seeking to switch fields, pre-retirement preparation, reintegration into the workforce after a career break, and role transitions within the organisation. The programme provides training and guidance to support employees in confidently navigating career changes.
Additionally, B.Grimm Power is committed to cultivating a learning culture by developing internal trainers who serve as knowledge and skill facilitators within the organisation. This initiative promotes systematic thinking, emotional resilience, creativity, and a collaborative learning culture that embraces diversity and inclusion, ultimately contributing to long-term organisational sustainability.
Employee Well-being
In 2024, we launched the B.Grimm Wellness initiative, a comprehensive health and well-being centre designed to provide employees with full access to physical and mental wellness services. This programme promotes a balanced approach to health, offering a variety of fitness and mindfulness activities throughout the day, all led by professional instructors. Employees can participate in dance classes, yoga, fitness training, and guided breathing exercises, available in both group and private sessions, ensuring flexibility and personalised support. Additionally, employees have the option to join wellness activities during working hours with prior approval from their supervisors. This initiative reflects B.Grimm's commitment to enhancing employees’ quality of life, fostering both physical and mental well-being, and reinforcing a workplace culture that prioritises holistic health.
