Human Capital Development
Importance and Mission
With the rapid expansion of the renewable energy sector, attracting, retaining, and developing talent has become a critical challenge for the Group, which has experienced significant growth in recent years. Human capital is a vital resource in this evolving environment. To address this, the Group has designed its recruitment processes to be diverse, equitable, and inclusive, aligning with international human rights principles, while offering competitive benefits and remuneration packages to attract and retain top talent. At the same time, expanding internal training programs and continuously developing leadership capabilities remain core objectives in building a future-ready workforce. These efforts ensure that employees are equipped for future changes and create pathways for them to grow alongside the business in a sustainable manner.
SDGs in the Human Capital Development
Goals and Performance Highlights
Goals
Performance Highlights 2024
Retention Rate
of employees receive performance evaluations
Avg. training
Hours
Employees who completed the sustainability knowledge course for all organizational levels
persons (100% of the total employees)
Management Approach
The Group, through the Human Resources Department, has implemented a comprehensive training plan to ensure all personnel are equipped with the necessary skills and knowledge to perform effectively and adapt to future challenges. The Training Roadmap covers both soft skills and technical skills relevant to all organizational levels and reflects changes in renewable energy, marketing, environment, accounting, and sustainability fields. Training also includes on-the-job learning to ensure correct execution, safe practices and reduce workplace accidents. Each training program is designed with specific success indicators.
Additionally, the Group has implemented a Talent Management Program to prepare for succession planning and support the long-term career growth of employees, with greater visibility.
Succession Plan and Process
SSP group is committed to identifying and developing high-potential individuals to assume critical roles within the organization. This proactive approach ensures a seamless transition and continued success by preparing a pipeline of successors for key positions. We focus on roles vital to the company's achievements, such as TOP Management (C-Level), Vice President, and positions with direct business impact. By 2025, we have successors prepared for 90% of our critical roles, with a 2:1 successor-to-position ratio. This strategy ensures readiness for future transitions and maintains our operational stability.
The succession plan and process are divided into 2 main plans
-
Internal Succession Plan and Process (Internal Promotion / Stretch Assignment / Rotation / Transfer Process)
The approach to developing internal employees to create successors will focus on the following:
- Mentoring Program
- Coaching by Executives
- Stretch Projects / Cross-Functional Assignments
For C-Level positions, Job Shadowing will be integrated to enable aspiring executives to learn and cultivate leadership competencies in alignment with Executives as Role Models.
-
External Succession Plan and Process (External Recruitment Process)
In cases where the company is unable to recruit and develop internal personnel to fill critical organizational positions, the company will proceed with recruiting successors from outside the organization using the following methods:
- Experts / Consultants from external agencies or organizations (Professional Associations)
- Recruitment agencies (Diversity Agencies) to source candidates with expertise and qualifications suitable for the desired position.
Risk management and Mitigation plan
In the event that there is no successor for a Critical Role, the company has the following emergency contingency plans
- Interim Manager
- Consultant
- Retired personnel returning temporarily to assist
This table can be scrolled horizontally
| Position Level | Internal Promotion | Rotation/ Transfer | External Recruitment | Key Competency | Follow up & Evaluation | Person in Charge |
|---|---|---|---|---|---|---|
| C-Level |
|
|
Nomination and Remuneration Committee: NRC & HR | |||
| Vice President (VP) / Assistant-Vice President (AVP) |
|
C-level & HR | ||||
| Manager / Specialist |
|
VP & HR |
