Why is it important
Rapid shifts in the global landscape, technology, and the energy industry, coupled with B.Grimm Power’s expansion into international markets and new business models, have made people management increasingly complex. A key priority is equipping our current workforce with the skills and work styles necessary to navigate these transitions. Furthermore, we recognise that while human capital risks may not yet show clear impacts, they are emerging from the growing role of Artificial Intelligence (AI) and the distinct behaviours and expectations of the new generation. Relying on traditional management approaches and work cultures could jeopardise our ability to attract and retain talent, impact operational efficiency, and undermine our long-term competitive edge.
In view of these factors, we identify an opportunity to redesign our work models by enhancing productivity per employee. This involves upskilling and reskilling alongside the integration of digital technologies and AI to streamline work processes. Such advancements allow our employees to focus on delivering higher value and business results, while we continue to promote the well-being of both our staff and their families. We aim to build organisational engagement through a modern, open culture and elevate our people management standards to align with international best practices, human rights, and our core corporate values. Ultimately, we strive to transform these workforce challenges into a driving force for sustainable growth.
Target and Performance
| 2025 | 2030 | ||
|---|---|---|---|
| Performance | Target | Target | |
| Percentage of employees equipped with key relevant skills for the future-ready organisation to total employees | 63.2% | 60% | 100% |
| Employee Engagement | 83.7% | 80% | 85% |
Management Approach and Strategy
Governance Structure
B.Grimm Power places the highest priority on our employees, focusing on ensuring they work happily and can perform to their full potential within a work environment that fosters career advancement and stability. We promote our four core values (4Ps): Positivity, Partnership, Professionalism, and Pioneering Spirit, while adhering to the principle of Mindful Compassion. This serves as a vital guideline for creating a work culture rooted in mutual understanding, respect, and support. B.Grimm Power establishes human resource management policies and regulations systematically by defining a people strategy framework that enables employees to achieve a sustainable balance between their professional and personal lives. Furthermore, to ensure our human resource management practices align with international standards, we uphold internationally recognised labour rights across our operations and throughout the entire value chain. Further details can be found in 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.
People Strategy
To support the "GreenLeap: Global and Green" strategy and to accommodate international growth and expansion, B.Grimm Power has defined a People Strategy under the vision of "Empowering the World Compassionately", aiming to develop a resilient, agile organisation that is ready for change to ensure sustainable growth alongside a high quality of life for employees. This strategy prioritises preparing the workforce for the future, driving corporate culture through compassion, caring for and promoting employee well-being, as well as managing performance and compensation fairly to create a balance between business performance and the sustainable happiness of our people.
Preparing Future-ready Talent
B.Grimm Power prioritises preparing our workforce to accommodate long-term business changes and growth. We focus on systematically developing our people management in alignment with the organisation’s strategic direction to ensure that we have personnel with the knowledge, capabilities, and potential at the appropriate time. This encompasses strategic workforce planning, recruitment, and selection aligned with the organisation's need for both talented and ethical individuals, as well as employee potential development and succession planning. These efforts aim to create management continuity, reduce human resource risks, and strengthen the organisation's potential to grow alongside all stakeholders.
- Strategic workforce planning
We believe strategic workforce planning—analysing 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 its recruitment into a continuous strategic process to prepare the workforce in alignment with the organisation’s growth direction, both at present and in the future. We place great importance on the systematic creation and management of a talent pipeline through the analysis of labour market trends and future skill requirements, as well as the development of internal and external talent databases to mitigate risks related to labour shortages, technological transitions, and skills competition in the labour market. Simultaneously, we focus on building a future-ready workforce through collaboration with leading educational institutions, both domestically and internationally, by providing students from various institutions and backgrounds with the opportunity to learn through practical experience via an internship programme. This initiative aims to transfer knowledge on energy and sustainability, thereby preparing young people to enter the labour market with quality in the long term.Regarding the selection process, we apply integrated technology and digital tools across the entire cycle, from building and developing employer branding and candidate communication to interviewing and assessing cultural and attitudinal fit. This approach enhances efficiency, transparency, and fairness in the selection process, while promoting equal employment opportunities and attracting high-potential talent from the new generation to join the organisation.
- People Development and Succession Planning
“B.Grimm Power is ready to move forward into the new era of business. Over the past 3 years, we have focused on preparing our people—strengthening both their skills and mindset—to thrive in the future, from business innovation, digital and AI, to sustainability.
Above all, we continue to be guided by our vision of Doing Business with Compassion, while nurturing the physical and mental well-being of our people and contributing positively to society.”
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 missions is to create a Learning Organisation. We aim to develop our employees holistically across the dimensions of leadership, professionalism, and management. This is pursued alongside strengthening future-ready skills and the application of digital technology and Artificial Intelligence (AI). We uphold B.Grimm Power’s work values and corporate culture as the fundamental building blocks for development, ensuring that the enhancement of human capital potential is aligned with a common framework across the entire organisation and is capable of accommodating long-term changes. Based on this conceptual framework, we have defined 4 primary objectives for personnel development:
1. Develop Future-ready Talent
- Future-Ready Skills: We implement skill development plans to support key business initiatives and the organisation of the future. This covers skills related to expansion into new sectors, such as the Data Centre and LNG businesses, as well as elevating digital and AI skills to increase productivity per head. It also encompasses environmental and sustainability skills, preparing our workforce for the Net Zero Carbon Emissions by 2050.
- Individual Development Plan (IDP): We promote continuous learning throughout the career journey by establishing annual IDPs. Employees collaborate with their supervisors to determine learning goals that align with their roles and Key Performance Indicators (KPIs). This is coupled with career path management and preparation for various stages of work through job rotation and individual "Career Conversations". These sessions allow employees to reflect on their expectations and growth paths, enabling them to actively participate in designing their own career trajectories.
- B.Grimm Academy: We are developing a Hybrid Learning platform accessible anywhere and anytime. We also collaborate with leading domestic and international educational institutions to exchange knowledge and develop the new skills necessary to tackle future challenges, such as digital marketing, cybersecurity, and Design Thinking.
2. Strengthen Succession Planning at All Levels
- Talent Pool Management: We select and develop high-potential employees using international standard assessment tools, assigning them challenging projects to prepare them for more advanced roles.
- Succession Plan: We establish succession plans for key positions at all levels, including the President position. These plans are reviewed regularly to ensure readiness for both long-term transitions and emergency scenarios.
- Knowledge Transfer: We systematically facilitate the transfer of experience from employees approaching retirement to the next generation. This ensures that the organisation’s critical knowledge is preserved and built upon.
3. Accelerate Capability at All Levels
- We focus on developing the competencies of personnel at every level, from operational staff to management level, to foster agility and cross-functional capabilities. Our approach emphasises on-the-job learning and knowledge exchange within teams, ensuring that skills can be applied to create immediate value for the organisation.
4. Leverage Data for Future-readiness
- We utilise People Analytics as a strategic decision-making tool to enhance accuracy and transparency across all processes. This ranges from workforce planning and performance evaluation to predicting future skill gaps. Such insights enable the organisation to effectively adjust human capital investment in alignment with evolving business dynamics.
Embedding a Compassionate Culture
B.Grimm Power recognises that "employees" are the heart of driving business continuity, risk management, and sustainable growth. Amidst a diverse organisational context regarding age, culture, and operational locations, we have adopted the "Gross National Happiness (GNH)" principle as the primary conceptual framework for developing our corporate culture. This is further extended into the "B.Grimm Happy Workplace" strategy to systematically elevate personnel care throughout the entire employee journey. We aim to create a balance between work efficiency and quality of life, strengthening engagement, a sense of belonging, and a work culture that enables employees to grow sustainably alongside the organisation.
“B.Grimm Happy Workplace” Strategy
We committed to driving a happy working environment and fostering unity across all operational areas, both domestically and internationally, under the “B.Grimm One Team” concept. This ensures that all employees share consistent working standards and values. The strategy is driven through 3 main components as follows:
- B.Grimm Culture: We focus on building a strong culture by adhering to the 4Ps core values integrated with the "Mindful Compassion" concept. This serves as a behavioural framework for employees at all levels, achieved through leader-as-role-model development and projects that allow employees to participate in driving corporate values into actual practice.
- Employee Engagement: We take a proactive approach through annual engagement surveys to listen to employee feedback. Survey results are analysed alongside various departments to define development plans tailored to each team's context. This is coupled with engagement-promoting activities and employee recognition to continuously inspire performance
- People Communications: We are enhancing communication systems for greater efficiency through diverse platforms, both online and offline. This ensures that information and key policies reach all groups of employees comprehensively. Furthermore, feedback channels are established to consistently improve communication processes to meet employee needs
Caring for Our People
B.Grimm Power places the highest priority on the quality of life of our employees by striving to create a work environment that fosters happiness and sustainability. Under the "Compassion Mind, Health, and Wealth" concept, we integrate physical well-being, mental health, and life security to build engagement and a strong foundation for every employee. Our primary guidelines are as follows:
- Compassion Mind: We create emotional and mental balance by adopting the Gross National Happiness (GNH) principles as a framework for building a peaceful and mindful work environment. We also support processes that strengthen mental resilience, ensuring employees are prepared and happy in both their professional and personal lives.
- B.Grimm Health: We proactively promote health by providing standard health infrastructure and supporting a wide range of physical activities. This aims to cultivate health-conscious behaviours and ensure long-term physical strength for our workforce.
- Happy Wealth with B.Grimm: We build financial security and work-life harmony by promoting knowledge of financial planning and retirement. This is coupled with flexible work arrangements and benefits that extend to families, allowing employees to manage their responsibilities and achieve stability at every stage of life.
Furthermore, we prioritise listening to feedback and genuinely responding to the needs of our employees. We provide opportunities for staff participation through the Welfare Committee meetings, which consist of elected employee representatives. These representatives serve to reflect employee opinions and collaborate in defining welfare guidelines to ensure the maximum benefit for all colleagues.
Fair Performance and Rewards
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 (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)
Performance 2025
Governance and International Standards
B.Grimm Power remains committed to continuously adhering to its labour policies and commitments through the following initiatives:
- Fair and Living Wage Assurance: We conduct annual salary reviews referencing both domestic and international industry benchmarks to ensure employees receive fair compensation that covers essential living expenses for themselves and their families.
- Gender Pay Equality Monitoring: We systematically monitor gender pay gaps across all levels of work. In 2025, a structural analysis was conducted across the organisation to identify areas for improvement and establish concrete remedial plans, with data disclosed annually in our "Sustainability Performance Data"
- Working Hour & Overtime Management: We carefully manage working hours to avoid excessive overtime, utilising the Darwin Box system for online clock-in/out and transparent reporting of annual work patterns. Employees can adjust their working hours flexibly under the Flexible Working Hours policy. Furthermore, employees working overtime are entitled to compensation according to labour laws and internal regulations.
- Paid Annual Leave Management: The Darwin Box system also facilitates efficient tracking of remaining leave. The organisation supports various types of leave, including statutory and additional company-provided leave, and allows for the carry-over of remaining days to the following year within a specified timeframe to ensure employees have adequate rest.
- Employee Representation and Engagement: The Welfare Committee, elected by employees, serves as the primary mechanism for representing staff voices. Meetings are held to discuss working conditions, listen to suggestions, and coordinate understanding between management and employees within the framework of labour laws and internal engagement guidelines.
- Comprehensive Social Welfare Promotion: Beyond statutory social security, we provide additional welfare programmes, including performance-based annual bonuses, provident funds, group health and life insurance, maternity benefits, long-service awards, child education scholarships, and emergency loans.
- 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. 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 2025, Preparing Future-ready Talent" 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.
Preparing Future-ready Talent
Attraction and Recruitment
B.Grimm Power recognises the importance of building engagement with personnel at every career stage. Consequently, we aim to expand our recruitment base in a balanced manner between experienced professionals and fresh graduates to strengthen a diverse and mutually supportive workforce structure. This serves as the essential foundation for a robust and sustainable "Strategic Talent Pool" for long-term workforce planning. In 2025, the following notable project was implemented:
“B.Grimm Young Talent Internship 2025” Project”
Amidst the rapid transformations of the energy industry in both technology and business models, B.Grimm Power recognises the necessity of preparing the workforce to support long-term growth. Therefore, the B.Grimm Young Talent Internship 2025 project was initiated with the following objectives: 1) to build early brand awareness and familiarity among the new generation; 2) to develop a strategic young talent pool for future recruitment; and 3) to increase organisational readiness for working with the younger generation.
The project is designed with an intensive learning structure spanning 8 weeks, focusing on learning and performing in a real-world work environment. It begins by strengthening an understanding of B.Grimm Power’s culture, values, and business operations before participants engage in practical tasks aimed at developing, improving, or closing gaps in existing work processes. This is achieved by applying the perspectives and ideas of the new generation within the organisational context. The programme operates through a mentorship system with continuous feedback, alongside experience-sharing via workshops, power plant visits, and internal activities to build a comprehensive understanding of the business context. At the conclusion, participants must present results that create value for the organisation to the executive committee, reflecting their potential, work readiness, and suitability for future roles within B.Grimm Power. Notably, the project's outputs can be further utilised within the organisation, such as advancing sustainability data systems, developing digital-driven engagement and culture programmes, and improving internal audit processes to enhance efficiency and reduce operational risks. This reflects the participants' potential to bridge modern concepts with actual work contexts and reaffirms that the project is not merely a learning platform but a mechanism that delivers tangible value and supports B.Grimm Power's business goals.
People Development
In 2025, our employees participated in both online and offline training sessions. The content was carefully designed to align with individual learning styles, interests, and job roles, as well as the organisation’s strategic direction and Individual Development Plans (IDP). Notable projects include:
| Programmes/Courses | 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 | Mindful Compassion Course | 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 |
| 5 | Digital Skills and Innovation Development Course | 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 |
| 6 | Supporting GreenLeap: Global and Green Strategy Course | 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.
Driving Corporate Culture and Promoting Employee Well-being
The integration of B.Grimm Power’s corporate culture development and employee care systems has resulted in a tangible enhancement of employee engagement, well-being, and collaboration. Notably, In 2025, the employee engagement score increased to 83.7%, up from 83.2% in the previous year. Key highlighted projects are as follows
1. Embedding a Compassionate Culture
- Employee Engagement programmes: We encourage employees to form groups for creative activities during festivals and special occasions to strengthen cross-functional and intergenerational relationships. Examples include Sports Day to build team synergy, as well as traditional Thai festivities such as Songkran and Loy Krathong.
- B.Coin Programme: This initiative utilises digital technology via the “B.Coin” platform—a gamification system that allows employees to accumulate B.Coins by participating in various B.Grimm Power activities. These include training sessions, relationship-building events, and demonstrating behaviours aligned with the corporate culture, all of which can be exchanged for exclusive annual rewards.
- Expanding to Global Culture: We have developed the “B.Grimm Culture Pack” manual and conducted training for overseas employees to transmit the corporate DNA and values. This includes designing activities tailored to the local context (localisation).
2. Caring for Our People
- Compassion “Mind”: We provide continuous mental development activities and courses, such as the “Mindful Compassion” programme for mindfulness and emotional stability training. Other initiatives include the “Compassion Hour” project, offering mental health consultations with experts, and the “Road to Happiness Workshop,” which focuses on relaxation and meditation through various therapeutic activities to ensure employees possess the mental resilience needed for both work and life
- B.Grimm “Health”: The B.Grimm Wellness centre has been established, offering facilities and exercise classes led by experts, alongside support for interest-based clubs. Annual activities are also organised, such as virtual walking or running challenges and the “90 Days – BMI Challenge” to encourage appropriate health behaviours and long-term physical well-being.
- Happy “Wealth” with B.Grimm: We provide knowledge on financial planning, investment, taxation, and retirement readiness to empower employees to manage their lives with confidence. Furthermore, we strive to create a work environment conducive to life security through flexible work models, such as Hybrid Working (Working from Anywhere) and Flexible Working Hours, along with diverse employment formats to accommodate different needs and life contexts. We also place significant importance on the families of our employees by providing flexible health benefits, leave entitlements, and support during key life events to enhance long-term security and quality of life.
