Empowering Employees
GC has drawn up a career path and launched the Learning and Development Programs for all employees by determining the functional and leadership competencies necessary for each job position and each working level in order to develop their capability to correspond to the company’s goals and human resource development strategy. GC has also established a Succession Plan to select an appropriate replacement, who possesses necessary qualifications and is a role model in corporate culture, for each job position.
Moreover, GC provides many learning and development projects such as CG Group Talent for SVP Pool Project, GC Next Gen Project, dEX | SPARK - Data Science and Engineering Program Project, and Productivity Improvement and Innovative Creation Training by Learning Concept of Chemical Engineering Practice School (Pi-ChEPS) Program)
Leadership Excellence
With a firm belief that Leadership Excellence contributes to the strengthening of employee efficiency, helping them to deliver an above-target performance, GC, thus, conducts the Leadership Excellence Project regularly since 2012.
Leadership Development Program II: LDP 2
Leadership Development Program II (LDP 2) is for Vice Presidents (VPs) to learn the effective way to build teams, accelerate change, manage networks and maximize their executive presence. GC believes that executives in business leadership positions must develop compelling visions and strategies, lead multi-specialty teams, influence others – internally and externally, and be role models within their departments/functions. After the end of program, VPs are to demonstrate their knowledge learnt through actual practice through initiating either cost saving or revenue gain to the company by implementing Max Infinity Project.
GC has been engaged in collaboration with True Digital Academy since 2021 to develop and organize the Data Science and Engineering Program for employees. The knowledge acquired from the course can be applied to enhance GC’s data analysis and management capabilities. Meanwhile, digital technology can also support the company’s research and development operations. In 2021-2022, the program welcomed over 1,700 participants. Consequently, there are 8 projects that are viable for actual practice, for example, “Electrical Reliability Machine Learning & Predictive Analytic” which entails the development of a prediction model that uses relevant data from each failure mode of the equipment in the Electrical Power Switchgear system to evaluate and connect reliability and health index, and enable the planning of equipment maintenance decisions in order to consider risk & cost; and “Machine Learning Model (With Natural Language Processing (NLP)” which verifies and categorizes events into no-risk, low-risk, high-risk and factory incidents.
Details of revenue and cost-saving as a result of the Data Science and Engineering Program are as follows:
| Revenue Increase | Cost Reduction |
|---|---|
| 6.73 million THB* | 42.78 million THB * |
*Latest estimate in Stage IL2 of Idea MAN system
Productivity Improvement and Innovative Creation Training by Learning Concept of Chemical Engineering Practice School (Pi-ChEPS) Program
Practice School (PI-ChEPS) Program The PI-ChEPS program is designed to give GC employees knowledge about chemical engineering plus the ability to use it for practical applications. Part of our company’s goal of being a learning organization, the program offers skills and processes for life-long learning.
The PI-ChEP learning process is based on a three-part constructionism concept
- The first concept is learning and thinking skills such as meditation, MicroWorlds, the GOGO Board, information searching, English, and mathematics.
- The second concept is technical skills for chemical engineering such as process science & calculation, mass & energy balance, fluid transport, heat transfer, unit operation, and measurement & control.
- The third concept is project-based learning from problems in plant operations that can improve skills in planning, analysis, and presentation by doing individual and group projects.
Since 2013, PI-ChEPS program has been implemented by applying knowledge from this program to create many projects that have been successfully implemented and can save production costs for the company continuously.
GC determines the business benefits of our investments in employee development programs by applying a third-party methodology, which is Kirkpatrick Model & Phillips ROI Methodology to measure the return on investment for training programs. It takes into account any style of training to determine aptitude based on four levels, including 1) Reaction, 2) Learning, 3) Behavior, and 4) Results. The program in 4th level of the Kirkpatrick Model are calculated Training ROI by using the Phillips ROI Methodology have four phases are 1) Evaluation Planning to develop evaluation plans and baseline data, 2) Data Collection, 3) Data Analysis to isolate the benefit of programs and covert to monetary value for using for ROI calculation, and 4) Reporting to develop report and communicate results. The Training ROI is calculated using the project benefits and costs.
The example of program that we calculate Training ROI is PI-ChEPS Program
Training ROI is PI-ChEPS Program
(%)
Additionally, in the past year, GC has implemented the various programs to develop employee capability such as providing employee trainings through the Learning Management System (LMS), which is an online platform that encourages necessary skills development for employee operations, GC Voxy English, Application of MS Teams, and cybersecurity standard.
According to our leaning and development programs, GC illustrates the employee development performance in 2021 in the figure below.
GC has conducted the GC Group Talent for SVP Pool program to prepare and develop employee capacity for senior executive positions in 12 GC subsidiaries in Thailand and expand the talent pool to support local and international business expansions through the development of technical and soft skills. Furthermore, it also elevates the level of learning, sharing of ideas, and development of universal leadership skills and qualities required for holding high-level positions within GC Group. The project consists of 4 key steps:
GC Next Gen provides trainings, develops ideas, and promotes skillsets for employees through learning in entrepreneurship, and innovative and problem-solving mindsets. It also utilizes interdepartmental participation and collaboration to offer employees practical experience in actual work and business operations. Three outstanding innovative ideas were conceived as a result of this year’s GC Next Gen:
| Innovative Idea | Expected Outcome |
|---|---|
| Design of integrated plastic cap and bottle collection service system |
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| Invention of colour-changing food packaging to indicate level of freshness |
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| Improving plastic resin quality for HDPE pipe production |
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Employee Development Performance
Types of Training
| Type of Training | Percentage (%) | Average Training Hours (Hour/Person/Year) |
Average Amount Spent on Training (Baht/Person/Year) |
|---|---|---|---|
| Technical | 24 | 3.2 | 2,135 |
| Leadership | 16 | 2 | 1,668 |
| Occupational Health and Safety | 19 | 3.5 | 478 |
| Support for business for expansion | 3 | 14.6 | 3,560 |
| Others | 38 | 0.4 | 595 |
Average Training Hours
| Gender | Average Training Hours Hour/Person/Year |
Average Amount Spent on Training (Baht/Person/Year) |
|---|---|---|
| Female | 122.75 | 14,887 |
| Male | 42.84 | |
| Overall | 165.59 | |
| Average Training Hours | 31.76 |
Investment in Employee Training
134.53 million baht