28
Annual Report
2013
Plant Project and Khao Kor Wind Farm Project.
4. Managing cash balance within the short-term
and long-term investment framework for the best
benefits. Average return on investment in 2013 was
3.194 per cent, which is higher than reference ROI (at
1.070 per cent average ROI).
5. Improving investment structure of the Group
for maximum efficiency in capital management and
sourcing and tax management that supports the
Group’s investment policy for different businesses –
electricity generation, renewable energy and foreign
investment as well as monitoring of international tax
laws especially in the countries that the Company is
interested inmaking investment. The informationwill
be used for consideration and supporting investment
decision and for the best benefit of projects in other
countries.
Organizational Management
1. Human resource management
Amidst intense competition in the energy
industry andwith severe shortage of human resource
with high skill and experience in the industry,
the Company has to adjust its human resource
management activity to motivate and maintain
talents with skills, experience and expertise within
the organization. The Company hired a consultant
to study and propose remuneration structure
improvement in order to keep the Company’s
competiveness in the labor market by comparing its
remuneration against local leading companies in the
same industry. The study also compared benefits
and incentives of employees with those of external
organizations for improvement.
To support the Company’s investment policy
with focus on extending overseas investment, the
Company has included human resource as an integral
part of annual corporate performance and employee
appraisal. In addition, human resource development
programs are designed to prepare its employees
for posting in overseas target investment countries.
Under the development programs, the Company
provides both technical skill and knowledge training
as well as local environment, culture and tradition of
the destination country to ensure that the employees
are fully prepared.
The Company has implemented human resource
development measures in parallel to human
resourcemanagement system, including recruitment,
hiring, internal communication, shared value that will
leads to the right organizational culture that support
the Company’s vision and mission. This has enabled
the Company’s human resource to become a critical
mechanism in driving corporate competitiveness
and enable the Company to achieve its goals and
objectives in the long run.
2. The Company’s Office Management
The Company has relocated its office to 8/8
Moo 2, Ngamwongwan Road, Bang Khen, Muang
District, Nonthaburi since 12 December 2012. The
office has been managed based on its responsibility
towards all stakeholders, including employees,
tenants, users and concerned government office,
etc. It strictly complies with legal requirement and
related standards, such as environment and building
use laws.
In 2013, the Company formulatedpolicy on Safety,
Health and Work Environment Committee structure
with consideration on good practice on safety, health
andenvironment for all whouse and visit the building.
Representatives from all business lines have been
encouraged to participate in brainstorming, engaging
