Occupational Health and Safety
Management Approach
The Group recognizes that Occupational Health, Safety, and Working Environment (OHS) management is a critical material issue for sustainability. Managing and preventing risks, incidents, and potential impacts on the business and stakeholders is a fundamental responsibility that builds operational trust and confidence. The Group is committed to fostering a safe and hygienic working environment across all units, ensuring rigorous and continuous compliance as we strive for organizational excellence. We have implemented the "Quality, Environment, Health, and Safety (QEHS) Policy," setting guidelines that strictly adhere to legal requirements and international standards. This includes risk prevention measures for workplace accidents, injuries, and occupational illnesses, while proactively improving the working environment to support both mental well-being and physical hygiene. We emphasize employee participation, encouraging everyone to continuously improve and refine their work processes. Our management framework is aligned with ISO 45001:2018, Process Safety Management (PSM) principles, and other industry-specific best practices, complemented by regular legal compliance assessments.
For further information, please refer to
Quality, Environmental, and Occupational Health and Safety Policy
Performance
Disclosure of Safety Performance Metrics, including Lost Time Injury Frequency Rate (LTIFR) and Work-related Fatalities for both employees and contractors, is as follows:
Case Study/Success Stories
Risk Management
The company has a process for identifying hazards, assessing risks to identify risk issues (Risk) and opportunities (Opportunity), covering operational processes, activities, and areas related to work. It defines preventive measures and controls to mitigate hazards, focusing on eliminating risks and dangers in the workplace. The process also identifies risk issues that could cause unsafe conditions or harm to the health of workers in all core activities. This includes activities of employees, contractors, and preparations for emergency situations such as checking alarm systems, escape routes, emergency lighting, automatic fire suppression systems, and various emergency response equipment. Additionally, the company conducts training drills for emergency response teams to ensure they are always ready for action.
Compliance with Laws
The company complies with laws and international standards related to safety and health at work, including assessing legal compliance to monitor and collect relevant laws as a guideline for operations.
Reporting and Investigation of Abnormal Incidents or Accidents Occurring During Work
The company has established procedures for investigating accidents and analyzing causes in the event of physical or property-related incidents, as well as work-related illnesses. This includes a process for accident investigation to identify causes, determine corrective actions, and prevent recurrence, along with monitoring the implementation of corrective actions. Additionally, the company follows up on the results of operations to ensure continuous improvement.
Human Capital Management (HCM)
Management Approach
The Group is well aware that employees are key factors for elevating organizational competitive advantages. Therefore, human resource management strategies are determined, hiring exceptionally skilled workers through all channels, comprising increasing employees’ productivity, enhancing organizational commitment among employees, developing employees’ capacity in response to rapid and unexpected changes (BANI – Brittle, Anxious, Nonlinear, Incomprehensible), including uplifting human resource standards and management. Our Diversity & Inclusion (D&I) Policy ensures that all employees are treated equitably, fostering an environment that respects differences in gender, ethnicity, nationality, values, and culture. A robust Performance Management System (PMS) is implemented at all levels to align individual performance with corporate strategic goals. We utilize Objectives and Key Results (OKRs) and Performance Development Assessments (PDA) for success measurement, complemented by 360-degree behavioral assessments focusing on service and collaboration satisfaction.
Case Study/Success Stories
Recruitment
Performance Appraisal
The Group evaluates the effectiveness of employees’ performance at all levels by applying Performance Management System within the organization. It also helps to understand capability level of employees. The system focuses on how the employee achieving the targeted objectives. It links the organization's goals and deploys to department level and each individual employee.
Employee Capability Enhancement
The Group creates the online learning platform to enhance learning process and knowledge transfer within the organization effectively. This is to gather key learning contents and place on learning platform technology. It helps encouraging employee to be able to learn anywhere, and anytime. As a result, employees have more access to learning (Learning Adoption). Employee learning adoption is increase of 52.04% compared to the traditional learning approach.
Employee and organizational development
To ensure organizational development is consistent with the direction of the business operations, which is a major challenge that all organizations have to confront, the development of employees to be flexible and adaptable to rapid changes shall strengthen the organization. Energy Absolute Group gives importance to employee development to meet changes that occur at every moment in Today’s world. Employee development method has been developed in the form of 5 various learning models:
Such training course shall be uplifted from concepts to practice to create a business outcome using design thinking, knowledge sharing, and experiences from executives, experts. Employee development through collaborative projects can measure learning outcomes in a tangible manner with regard to knowledge and skills development, application, success towards goal, and value creation in business. Employees submitted a project to the competition under the EA Inside EA campaign of Energy Absolute Group. Besides, Energy Absolute Group held functional competency development. Emphasis is placed on the 70:20:10 model for learning and development. It reveals that individuals tend to learn 70% of their knowledge from challenging experiences and assignments, 20% from developmental relationship, and 10% from coursework and training. Based on the belief that employee development through real experience by practicing, it shall help generate learning and behavioral changes that truly affect employee performance.
Operating Results
Based on the 70:20:10 model for learning and development to elevate learning and step into digital transformation, the employee development outcomes of Energy Absolute Group are as follow:
1. Learn 70% of their knowledge from challenging experiences and assignments i.e.
- Developing through the EA Inside EA campaign according to the process of creative cognitive process that focuses on learning through thinking and practicing project-based learning (PBL), 19 projects with estimated value added at 9.4 million baht,
- Developing through on-the-job training – employees learn the job while performing it within the actual work environment.
2. Learn 20% from developmental relationships This year coaching skill development is given to chiefs continuously. Significant development projects are as follows:
- Development project for chief executives, middle level executives, and Executive One on One Coaching for new generation executives individually (Executive Trainee Program).
- Skill development project and real coaching for subordinates of middle level executives and supervisors. There were 160 people attending the Super EA Leader Learning Program for 20.9%
3. Learn 10% from coursework and training of the development is from classroom learning or training among employees. Energy Absolute Group gives importance to learning methods consistent with employees’ different basic knowledge and skills, including applying new technology to achieve actual learning. Details are as follow:
- Blended learning is a combination of the development of theoretical and practical knowledge by using case based learning approach including creating skills, supporting and pushing self-learning, etc.
- The adoption of digital system to develop employee learning increasingly by self-learning management through @CORE system, QR code is used to conduct a survey and assess training outcomes.
Long-Term Incentives for Employees
Trust Fund Program aims to reward employees with financial security when they retire. The selection criteria are associated with the employees’ performance, potential, and value added creation, which contributes to organizational performance. The membership status will be evaluated on a yearly basis, which will encourage employees to maintain a high performance. The program applies to employees at all levels.
In the Energy Absolute context, employees included CEO, CFO, COO and the senior management level are defined as Operator, Officer, and above to Vice President, 100% of our employees. The Long-Term incentive programs are programs tied to an employee’s performance. The performance can be measured during one or multiple years. EA group called that incentive “Trust Fund” Objectives of the “Trust Fund”
Objectives of the “Trust Fund”
Qualifications
Qualifications of persons entitled to participate in the “Trust Fund” are as follows:
Our trust fund provides long-term incentives based on our employee's development, organizational performance Our long-term incentives for employees below the senior management level are on average paid out after: Longer than 3 years (which includes contributing to the long-term value creation and sustainability performance of the company), and their ability to demonstrate their practice of our company's values, which are 1) Be energetic and enthusiastic and dare to think and do the right thing, 2) Demonstrate professionalism and expertise as well as EA's 3Hs (head: innovative, shared value, and creative thinking; heart: entrepreneurial spirit; hand: professionalism and action), and 3) Collaborate and work with others to develop mutually.
Benefits from Trust Fund – Company Long Term Incentive
For example, the EA partners, employees have right to take the annual leave of a maximum 25 days per year. Health insurance, by increasing the coverage of the actual excess of entitlement, to a maximum of Baht 2,000,000 per year as necessary and appropriate. Individuals who receive this award may have their recognition terminated under conditions such as resignation before retirement, disciplinary misconduct, or fraud, etc.
Engagement Survey
Employee commitment survey was conducted by institutes accepted by leading organizations in the country and foreign countries. Employee commitment outcome in 2024 was 48% while the target of employee commitment was set at 56%. The survey questions can indicate job satisfaction, work has a clear purpose, being happy at work most of the time (Happiness), and having stress at work most of the time (Stress).
In 2024, based on the employee satisfaction survey results, the company recognized the need to raise overall employee satisfaction by addressing issues at their root causes. Through structured employee hearings, it was identified that some survey questions lacked clarity and failed to reflect the actual pain points. As a result, the Human Resources Department has planned to revise and enhance the survey questionnaire for deployment in 2025, aiming to capture more precise and actionable insights. Employee metrics to track employee engagement are consists of the following dimension below : 1. Job satisfaction (external motivation, e.g. I am satisfied with my job) : Work Task 59%, Career Development 54% 2. Purpose (internal motivation, e.g., my work has a clear sense of purpose) : Performance Management 53%, Empowerment/Autonomy 49%
Human Rights
Management Approach
The Energy Absolute Group is committed to the company’s success and sustainability together with promoting human rights throughout the organization. We recognizes the importance of respecting the human rights of every employee. This is claimed as an essential role of the Company, its Business Partners and Joint Ventures in the supply chain to adhere to human rights principles of equal treatment of employees, customers, local communities, Outsource/Subcontract/Third Party Employees, Migrant Workers, Indigenous People, Women, Men, LGBTQI+, Disabled Person, Pregnant Women, Elderly People and other stakeholders and avoiding all forms of human rights violations.
This is to ensure that The Energy Absolute Group has operated the business without any human rights violations. The Group has established policies and guidelines on human rights to prevent human rights violations in all business activities of the Group. We value and respect human rights as stipulated in the Universal Declaration of Human Rights, including collective agreements and treaties relating to the treatment of labor and the UN Declaration on the Rights of Indigenous Peoples, UN Global Compact, UN Guiding Principles on Business and Human Rights, Voluntary Principles on Security and Human Rights, and the International Labor Organization's Declaration on Fundamental Principles and Rights at Work (ILO.) The Group has formulated and declared those policies as Policy Commitment & Human Rights Commitment.
For further information, please refer to
Human Rights Policy
Integrated Human Rights Review Process
Energy Absolute Group has adopted the Human Rights Due Diligence (HRDD) process in accordance with the UN Guiding Principles on Business and Human Rights (UNGP) as a framework in Human Rights Management. It covers all business activities in Thailand and country-wide where the Company operates and analyzes potential impacts as well as having a systematic human rights risk management to ensure that the Group has a system to control and prevent human rights violations. Further, there is the effective human rights management to support its business operations, business partners, contractors, and all stakeholders to highly pay attention and respect to the human rights principles in accordance with the Human Rights Management Guidelines of the Group.
EA Groups also prioritizes the hiring of the disabled and the elderly. To increase income and employment opportunities for the disabled and elderly. It also encourages equality in human rights.
For further information, please refer to
Human Rights Due Diligence Guideline
Society and Community
Management Approach
As a guideline for business process management (CSR-in-Process), EA group established a “Corporate Social Responsibility Policy” with the following seven principles.
CSR department adopts a framework which focuses on sustainable development in 3 dimensions: Economics, Society and Environment under the operation with fairness and equality, interdependence and balance. Our direction focuses on participation with the community to discuss and evaluate a satisfactory solution both directly and indirectly. In addition, we cooperate to find acceptable conditions by allowing communities to share their opinions and requirements. This could lead the solutions to solve any issues that happened. It could show that EA group adopt the framework of sustainable corporate social responsibility.
For further information, please refer to
Corporate Social Responsibility Policy
Case Study/Success Stories
We believe that business growth must coexist with the tangible creation of sustainable value for both society and the environment. Consequently, we are committed to operating under Corporate Social Responsibility (CSR) principles, integrating these concepts into the core of our business strategy. This enables us to develop initiatives that effectively address community needs and provide sustainable solutions to environmental challenges.
Economy
Poultry School
for lunch the 2nd year at Baan Hua Wai school, Nakhon Sawan province and Wat Nong Na school, Lopburi province. The projects were established by the EA solar power plant in Nakhon Sawan and the EA solar power plant in Lopburi. The company provided poultry housing, essential tools, 120 chickens, and a training course on poultry to students. The activity could improve poultry skills of students effectively by participating, not only in consuming the product from the project but also selling it to the market which could earn some money to turn back to the project.
Society
The EA solar power plant in Phitsanulok province cooperate with the Development Office Region 2
under the Armed Forces Development Command. We created the project to support for electricity shortage area. Installation of the solar panels in public areas. In addition, the project could raise awareness and benefit of using clean energy to local community.
The Rehabilitation Center for Drug Addicts of Ma Tong Subdistrict Municipality
in collaboration between EA solar power plant in Phitsanulok province and Ma Tong Subdistrict Municipality, is dedicated to guiding drug addicts through the process of rehabilitation, treatment, and recovery while preventing them from falling victim to drug abuse again. The project has assigned its community relations officers to serve as rehabilitation specialists at the centre. Additionally, it provides vocational training opportunities for recovering individuals by engaging local community experts. These training programs include pastry-making, barbering, vehicle repair, drone operation, and agricultural skills.
Voluntary activity by EA Bio Innovation’s employee collaborated with Thai Red Cross Society
Blood Donation for patients and solving blood shortage issues.
Environment
Increasing green area project by EA Bio-Innovation in Rayong province
Attending the reforestation activity enhances the fertility of the forest at Noen Sam Rae subdistrict, Rayong province
Green Wind turbine project for biodiversity
in the Gulf of Thailand by EA wind power plant in Nakhon Si Thammarat province. Cooperation between the company and local fisheries organization. Creating a tool as a place for fishes after seasonal breeding known as “Sang”. In Addition, releasing the sea crab for food security and maintaining its sustainability. It could increase the income of the local community near the coastline and raise the participation of local people to preserve the environment in the hometown. Voluntary activity, collecting waste near the coastline by EA Bio-Innovation in Rayong province. The company employee attends the activity to collect waste at “Nong Fab Beach” to preserve the environment and reduce the garbage on the beach.
Corporate Social Innovation (CSI) and Creating Shared Value (CSV)
Management Approach
The Group adopts Corporate Social Innovation (CSI) and Creating Shared Value (CSV) as core frameworks for driving social development. We share our knowledge, key success factors, and organizational philosophy, while actively collaborating with communities to establish a foundation for grassroots development. Our approach focuses on deep community engagement to identify core issues, providing education and sharing experiences to foster vocational skills and sustainable growth, independent of business returns. These initiatives are implemented through EASE (EA Social Enterprise), a dedicated unit focused on generating social benefits through a model of sustainable self-reliance.
Sustainable Community Well-being Development Strategy
Our projects focus on empowering local farmers by fostering their participation throughout the entire value chain, from upstream to downstream. This approach is designed to cultivate a sense of collective ownership and generate Shared Value across all participants. Ultimately, these efforts aim to drive Social Innovation that leads to long-term societal resilience.
- Promote organic farming in Phitsanulok.
- Promote livestock farming (goats and sheep) in Nakhon Sawan.
- Conduct research and development on organic farming for continuous production.
- Engage with specialized universities.
- Collaborate with strategic partners.
- Strengthen community knowledge.
- Strengthen community-based enterprises.
- Promote sustainable livelihoods and self-reliance.
Performance
The Group continues to advance organic farming professions in Phitsanulok and promote livestock careers, specifically goat and sheep farming, in Nakhon Sawan. We consistently generate value for communities, society, and the environment. Key initiatives in 2024 include:
Organic Smart Farm Project (Phitsanulok)
We implemented Smart Farming systems to enhance cultivation efficiency and streamline operational tasks. The project offers a guaranteed income of THB 345 per day (equivalent to the local minimum wage) to ensure financial stability for participating farmers. Furthermore, a profit-sharing model is applied, resulting in an average daily income of THB 361 per farmer. This figure represents a slight decrease from previous periods due to the impact of El Niño and La Niña phenomena. Despite the integration of Smart Farm technologies, the severity of these climatic shifts posed significant challenges.
Goat and Sheep Farming Project (Nakhon Sawan)
Average daily income was THB 251, a decrease from previous periods. This decline resulted from market price fluctuations driven by supply-demand dynamics and rising animal feed costs. Despite these challenges, farmers maintain high confidence in this vocation. We have initiated breed improvement programs, transitioning from Dorper to Santa Inês sheep—a breed currently in high market demand. This initiative is supported by academic experts from the Faculty of Veterinary Medicine, Mahidol University (Nakhon Sawan Campus), who provide specialized consultancy and technical knowledge on livestock breeding. The project also prioritizes the development of Young Smart Farmers, empowering the next generation within local farming families. Our comprehensive training covers sustainable organic farm management, basic business and marketing skills, and the application of modern innovation and agricultural technology.
Stakeholder Engagement
Management Approach
The Group analyzes and reviews our stakeholder landscape by considering key factors such as dependency, responsibility, and influence, among other relevant criteria. We have updated our stakeholder list to include external groups, such as Civil Society Organizations , to ensure a more comprehensive and inclusive perspective. Stakeholders are categorized into nine key groups, with established guidelines for engagement and a rigorous prioritization process based on materiality. Communication channels have been defined to effectively capture the expectations and concerns of each stakeholder group. This feedback is integrated into our business strategies to ensure we address and respond to all material issues comprehensively. Active stakeholder engagement fosters strong relationships, allowing the Company and its subsidiaries to drive collective growth and achieve long-term resilience and sustainability together.
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