Furthermore, GC continued to produce and publish content on social media, such as Facebook and LinkedIn, to educate and inspire the audience and communicate interesting facts on welfare at GC as well as portray the working atmosphere at GC. This year, the number of followers on Facebook and LinkedIn rose by more than 10% on average compared to 2022 – an indication of increased public attention towards GC. 1.4 Other support for employees GC takes care of its employees across various aspects throughout their life cycles in a manner that is suitable for and al igned wi th the internal and external environments to create a positive work experience for employees, as detailed below: 1.4.1 Performance Management System To ensure that performance assessment enhances the achievement of GC’s goals, supports the learning and development and the performance improvement of individual employees, and promotes rewards and recognition, GC has integrated its performance assessment policies, beginning with establishing annual goals, performance monitoring during the year, and year-end assessment. Also, to make certain that the corporate goals are reflected on individual levels, Key Performance Indicators (KPIs) are cascaded from the company’s goals to the top executives and further down to the subsequent levels, while KPI alignment is conducted wi thin each funct ion, and a review performance alignment is carried out internally to ensure the function is assessed to the same standard. Moreover, to ensure fairness and transparency, the company policy requires that employees and their supervisors meet for a performance check-in periodically to allow them to monitor their performance and obtain assistance regularly. This practice not only supports working from anywhere (WFA), which is one of GC’s working modes, but also encourages supervisors to perform coaching duties, such as through words of appreciation, prioritization, fostering of confidence, and words of encouragement, in order to enhance employees capabilities and performance. After the year-end assessment is conducted, supervisors compare the outcome with the results of the peer review to identify disparity, which affects the annual salary adjustment and the bonus according to the company’s remuneration policy and operating results. GC has updated and improved its performance assessment system to be more user-friendly and enable assessment via mobile phones or tablets in addition to personal computers (PCs) or notebooks. GC has introduced a policy enabling employees and supervisors to review and revise the KPIs during the year to make them more dynamic and prescribed a performance assessment for employees entrusted with special assignments, with project leaders/ project managers allowed to take part in the assessment with the operators in the system. The goal is to promote rewards and recognition, boost morale, and encourage better performance as well as to promote agile and crossfunction working. Furthermore, to ensure that these assessments truly lead to continuous development, GC has integrated individual development planning into the employee performance assessment system, in which employees can express their own wishes regarding their career in the next 1-3 years. Their wishes are then taken into account in the consideration of job rotations, people development, and future internal recruitment. 1.4.2 Remuneration As a policy, GC offers competitive remuneration and benefits to its employees compared to leading companies in the same industry. The Company participates in the remuneration survey specifically for the oil and gas industry, which is GC’s benchmark, conducted by the benefit and compensation consultants every year, to obtain information and maintain compet i t iveness. In addi t ion, the appropr iate remuneration is determined in accordance with the performance and duties to create utmost efficiency and effectiveness for both the Company and the employees. The salary structure is determined according to job level and position, taking into account fair remuneration for male and female employees. The remuneration ratio between male and female personnel in GC and its subsidiaries is 75% to 25%. 168
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