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RATCH upholds fair labor practices and labor standards enshrined in national labor laws that are based primarily on the International Labor Organization standards. Fair practices concern labor management, work environment and use of labor, encompassing, for example, wage, working hours, holidays, leave, termination, treatment of female workers, prohibition of child labor, safety and occupational health, welfare for labor social security, and capacity building. All are to ensure their happiness, morale and preparedness to do their best in delivering quality products and services to customers, which will in turn enhance the company’s competitiveness and warrant job and social security for all employees.

The Company has complied by the Employment of Persons with Disabilities Act, B.E. 2550 and revised edition (2nd revision) B.E. 2556 that the employers or owners of the establishments who do not employ persons with disabilities at the proper proportions as prescribed in section 33, accordingly the company has continually contributed money to the fund pursuant for the promotion and development of the disable people’s quality of life on yearly basis.

Personnel management and development framework

Code of Conduct
To compile best practice guidelines that all should adhere to in fulfilling their duties with ethics, morality and integrity.
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Employee Policy
To ensure fair human resource management and development and enhancement of employee capabilities, quality of life and engagement.
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Human Rights Policy
To demonstrate the commitment to uphold, support and promote respect for human rights and protection of the basic rights and human dignity of all beings involved in the Company’s operations.
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Safety, Occupational Health and Working Environment Policy
To improve safety, occupational health and working environment in alignment with relevant laws and requirements, so as to create safe workplace with lower work-related risks and promote safety culture among employees, suppliers and stakeholders.
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Personal Data Protection Policy
To provide guidelines for strict compliance with law, policy, regulations, and requirements related to the protection of personal data, covering the collection, use, disclosure and safe storage of personal data.
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Structure of human resource management supervision

Structure of human resource management supervision
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Responsible Unit Key roles on human resources
Board of Directors
  • Approve the human resource vision and strategy and executive development plan drawn up in consultation with the Management.
  • Oversee the compensation strategy and approve the merit-based compensation plan.
  • Ensure clear, transparent and appropriate criteria, methods and process for the nomination, dismissal or termination of directors and top executives.
  • Ensure the Company has an effective performance evaluation process for top executives, based on the mutually-agreed annual targets; and monitor overall policy implementation.
Human Resources and Remuneration Committee
  • Define the vision and strategy on human resources and executive development in the group level.
  • Ensure the appropriateness of the Board of Directors’ size and composition.
  • Define the policy, criteria, method and process for the nomination, dismissal or termination of the Company Group’s directors and top executives before seeking the Board of Directors’ approval.
  • Select and nominate qualified candidates for director and top executive positions.
  • Consider the succession plans for key executive positions and require regular review.
  • Determine the remuneration policy and strategy for directors and top executives for submission to the Company Group’s Board of Directors.
  • Define the performance evaluation criteria for the Company Group’s Board of Directors and the top management, compared with the mutually-agreed annual targets linked to business plans.
  • Disclose the remuneration policy and the remuneration of directors and the top management in Annual Report.
Audit Committee
  • Control and monitor the implementation of human resource actions for maximum effectiveness.
Human Resources Management Steering Committee
  • Give recommendations on human resource management policy and strategy for alignment with the vision, business targets and the Board of Directors’ policy.
  • Give recommendations on human resource management criteria and methods for efficiency, fairness and transparency.
  • Pre-qualify candidates for EVP positions and above and submit the results to the Human Resources and Remuneration Committee.
  • Consider employee appointments, promotion, and rotation as well as the criteria for annual salary increase and bonus for employees up to mid-level executive positions.
  • Consider the employee development plan, welfare, and benefits.
Welfare Committee
  • Act as an employee engagement mechanism with elected employee representatives; and hear direct feedback and grievances from employees.
  • Consult with the Management on welfare, make comments and monitor welfare improvements.
  • Ensure employee welfare comply with law.
Human Resources Department
  • Carry out administrative duties efficiently concerning manpower management, human resource management, human resource development, organizational development, and disciplines to meet specified standards and targets.
  • Study, monitor, and apply new management guidelines, approaches or strategies to attain quality and efficiency in a timely manner.
Internal Audit Department
  • Provide recommendations, control the implementation, and inspect compliance with the policy, work plans, regulations, orders, and relevant laws.

Targets and performance in 2025

Indicators Targets Performance
Turnover rate No more than 5% of total workforce 6.27% of total workforce
Number of female employees Not less than 40% of total workforce 32.19% of total workforce
Personal data No data breach Data breach = 0
Human rights violations No complaint or human rights violation relating to employees No. of complaint = 0

Employee Management

Employee Management
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Fair employment and welfare

In employment, the Company adheres to the principles of fairness and equality at all stages, from the recruitment, remuneration designing, and development to promotion which are based mainly on individual capabilities and qualifications. For equal treatments, there are measures to prevent discrimination regarding race, nationality, religion, skin complexion, gender, sexual orientation, age, language, belief, social status, or political views. It is also the policy not to employ child labor or labor aged below 18 years.

The Group provides fair and adequate compensation that supports a decent standard of living, along with benefits that enhance the quality of life for employees. These include statutory leave and maternity leave, flexible working practices, and benefits tailored to the local context of employees in each area. These measures aim to support work-life balance and strengthen job security.

More Detail:

Employee Turnover Rate Monitoring Results for Fiscal Year 2025

Fair compensation

For appropriate and fair remuneration to workers at all levels, the salary, bonus and welfare are adjusted on an annual basis, considering individual performance evaluation as well as the organization’s operating results, labor market trends and economic conditions. The remuneration structure is also reviewed every 3 years benchmarking against its peers, to maintain labor competitiveness and retain talented personnel.

Equality indicator Ratio Target in 2030
Total women employee 32.19% of all employees 50
Total women in management 42.00% of all management 40
  • Women in top management position
 8.70% of top management 10
  • Women in middle management position
 36.05% of middle management 40
  • Women in junior management position
 55.43% of junior management 50
Women in management positions in revenue-generating functions 34.31% of all managers in revenue-generating functions 40
Women in STEM*-related positions 39.81% of all STEM employees 40

Note: STEM (Science, Technology, Engineering, and Mathematics) positions refer to roles that require knowledge in science, technology, engineering, and mathematics, and employees who hold academic qualifications in these fields and perform related job functions.

Welfare

With emphasis on health and well-being, the Company Group provides welfare and supporting programs that cover physical and mental health, working conditions, and a work-life balance which are beyond legal requirements. A side from employee retention, the goal is to raise the quality of life, engagement and work efficiency.

Welfare Benefits Above Legal Requirements Description
Health and Wellness
RATCH Wellness Day The activity is aimed at encouraging health and well-being checkups, offering basic medical examination, eye checkup, dental care, stress test, etc. (Read more in Safety and Occupational Health Section).
Added on benefits for disease prevention and medical treatments
  • Allowance for annual medical examination.
  • Medical treatment allowance for dental care, eye care, vaccination, care for mental well-being, etc.
  • Life and accident insurance for appropriate access to medical care, covering the care for common and specialized diseases and rehabilitation through physical therapy and alternative medical care like acupuncture.
Sport and recreation promotion
  • A fitness room
  • Budgets for music club and sports clubs – golf, badminton, tennis, running, and health care (through a variety of exercises like yoga and Zumba dance) clubs.
Welfare for posted employees Life and accident insurance with coverage worth at least THB 2 million.
Flexible Working Conditions
Working from home Flexible work guidelines that allow employees to perform duties outside office, if necessary, subjected to supervisors’ consideration and permission.
Leaves
  • 10-day annual leave with pay for employees with 1-9 years of service; and 15 days for those with 10 years of services or more. Employees are allowed to carry over unused leave but the accumulated number shall not exceed 20 days per year.
  • Home leave for posted employees, 3 times a year and 5 days each time, and 7-day emergency leave.
Family Welfare
Breastfeeding room Provision of a breastfeeding room to facilitate milk pumping, with facilities and equipment like a pump station and a breast milk refrigerator, to assist female employees’ return to work after maternity leave.
Leaves
  • 14-week maternity leave with pay as stipulated by the Thai labor law. The average maternity leaves in 2025 averaged 7.4 weeks.
  • 15-day parental leave with pay for spouses which needs to be used within 90 days form the child’s birth date.
Welfare for posted employees
  • Education allowance for children aged 3 years until they finish high-school education or equivalent.
  • Financial support for emergency home return in the event of sickness or departure of their parents, spouses or children aside from travel expenses.
  • Financial support for employees’ returning home 3 times a year, inclusive of arrival and departure travel expenses.
  • Additional allowance for employees accompanied by spouses or children.
Self-Development
Education leave For a period up to 1 year, to promote employees’ life-long learning.
Quality of Life
Provident Fund An opportunity to save and enjoy the Company’s contribution under the specified terms and conditions.
Welfare for posted employees
  • Monthly allowance for employees stationed abroad, based on the cost of living in a particular country.
  • Accommodation expenses during the working period, for the accommodation provided by the Company or selected by employees.
  • Allowance for the moving of their belongings in and out of the country they are posted.
  • Travel allowance necessary for their jobs.

Capacity development and advancement

The Company Group gives importance to the capacity development and learning for personnel at all levels, to strengthen their capacity, prepare them for changes in the energy industry and support the organization’s long-term growth. The learning and development system is established, encompassing basic skills, leadership, technical and behavioral skills, and new skills for the energy transition concerning digital technology, energy innovation, sustainability operations, etc. Implemented in tandem with talent management, the system is aimed at creating workforce readiness for the energy transition and efficient implementation of the organization’s strategies.

Training in 2025

Nationality

Nationality Gender Participants
(person)		 Total training hours
(hour)		 Average training hours/person
(hour/person/year)		 Average budget/person
(baht/person/year)
Thailand Male 169 11,295 66.83 28,043
Female 156 8,066 51.71
Foreigner Male 202 7,141 35.35
Female 24 283 11.79
Total 551 26,785 48.61

Position

Position Unit 2025
Male Female
Top Management hour/person/year 53.47 68.75
Middle Management hour/person/year 65.19 60.98
Junior Management hour/person/year 54.32 44.49
Officer hour/person/year 46.40 42.66
Worker hour/person/year 31.00 43.00

Development of essential skills

Competency Objectives Number of courses Male
(person)		 Female
(person)		 Training hours
(hour)
Core competency To strengthen basic skills for daily routines. 65 382 306 4,415
Leadership competency To develop leaders for the implementation of corporate strategies. 30 125 87 2,536
Functional Technical Competency To support the energy transition. 143 1,235 390 14,210
Functional Behavioral Competency To raise the efficiency of operations, communications and collaboration. 40 468 263 5,625

Succession planning

The succession plan has been drawn up in this context, to prepare the successors of retiring high-level executives.

Process Description
Identify critical positions and number of successors Critical positions are identified in accordance with business plans, risks, and retirement plans; along with the determination of the appropriate number of successors.
Nominate the shortlisted candidates The top executive of each function nominates qualified and potential candidates for the particular positions.
Consider and select a successor The Management considers the list based on the prescribed criteria, taking into account performance, potential, and consistency with corporate values.
Assess successor potential

Essential characteristics of a particular position (Critical Profile) is assessed along with successors’ readiness, benchmarked against the standards of leading organizations both domestically and internationally. The process covers 2 groups of executives.

  1. Successor Group: Subjecting to potential assessment to indicate readiness for target positions.
  2. Non-successor Group: Subjecting to potential assessment to prepare individual development plans appropriate for their positions.
Prepare IDP Individual development plans are prepared for successors, to highlight skill development essential for future positions.
Develop potential under 3-year plan The 3-year potential development plan for successors is activated, under the 70:20:10 formula.
  • 70%: Hands-on learning and learning from significant projects.
  • 20%: Learning from mentors and coaches.
  • 10%: Training and classroom learning.

The performance is monitored and subjected to annual evaluation.
Review and improve succession plan The list of successors and their readiness is consistently reviewed, to ensure the succession plan is aligned with the changing business context and corporate structure.

Performance evaluation

The Company carries out the competency and performance evaluation via the Human Resources Information System (HRIS). The Company uses the results in the development of the Succession Plan and career advancement. In 2025, all employees (100%) were evaluated and the evaluation results are the basis for the preparation of individual development plans, the Succession Plan and career advancement considerations, to ensure systematic and fair human resource development in line with the organization’s long-term strategic direction.

Performance Evaluation
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Labor relation and engagement

The Company Group’s employees are welcomed to express their opinions through participation with the employee engagement survey, which is designed to evaluate their engagement, satisfaction and work experiences. The results are the basis for further improvements in the management of human resources and working environment. The survey entails the issues that reflect the work and quality of life dimensions, such as workplace well-being, work satisfaction, a work-life balance, internal communications, confidence in leaders, opportunities for development and career advancement, and sense of belonging.

Labor relation and engagement
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Issues Target 2025 2024 2022-2023 2021
Engagement score 80.00% 88.33% 90.91% 82.56% 80.35%
Job satisfaction - 86.67% 86.73% 84.36% 82.04%
Sense of meaning and purpose in work - 92.29% 91.94% 91.58% 90.02%
Happiness at work - 91.89% 92.35% 90.00% 86.44%
Mental well-being at work - 78.31% 77.23% 78.30% 75.23%

Protection of employee personal data

The governance structure is clearly outlined. The Head of Legal Department is appointed the Data Protection Officer (DPO), holding the authority and duties as specified in relevant laws. The personal data protection working committee has been established, consisting representatives from various functions to ensure systematic governance. The working committee defines the policy, operational guidelines and security measures in accordance with relevant laws; and communicate the information to employees while continually raising their awareness to ensure accurate and safe data collection, use and disclosure.

Indicator Target 2025 2024 2023
Percentage of employees who have passed PDPA training 100% of target groups 100% 100% 100%
Number of data breach Zero data breach 0 0 0
Review of the Record of Processing Activities (ROPA) All items reviewed 100% 100% -
Number of Data Subject Request - No request submitted