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SPRC harmonised pay, benefits, and recognition under a unified framework. Jariya Wuensche, Vice President, Human Resources explains how this initiative strengthened fairness, mobility and employee engagement.
At Star Petroleum Refining Public Company Limited (SPRC), the ‘one team, one family’ spirit drives every decision. Following business integration, the company launched the total remuneration harmonisation initiative to create a unified, competitive and equitable rewards system. Compensation, benefits and recognition were aligned under one framework to ensure fairness, career mobility and opportunity for all employees. Supported by the ‘we lead performance management’ approach, the initiative also celebrates high performance and continuous growth.
The journey was challenging. Change touched what employees value most, requiring consent, legal rigour and clear communication. Leaders were engaged as ‘leaders led change’ and equipped with FAQs, toolkits and listening loops to address concerns. Options were tested with cross-functional representatives, and the Personnel Development Committee ensured decisions balanced fairness, competitiveness and sustainability. Through staged decisions and authentic dialogue, over 500 refinery-based employees accepted the new harmonised cash element structure, strengthening SPRC’s culture where everyone grows together.
At the HR Excellence Awards 2025, Thailand, SPRC received the bronze award for 'Excellence in Total Rewards Strategy'.
Jariya Wuensche, Vice President of Human Resources, reflects on the journey and the insight it offers to HR leaders.
Q Tell us about your inspiring HR initiative – what sparked the idea, and how did you know it was the right path to take?
At SPRC, our 'one team, one family' spirit drives everything we do. Following our business integration, we launched the total remuneration harmonisation initiative to create a unified, competitive, and equitable reward system. By aligning compensation, benefits, and recognition under one enterprise framework, we ensure fairness, mobility, and opportunity for all team members. Supported by our 'we lead performance management' approach, this transformation empowers continuous growth and celebrates high performance.
More than a pay structure, it reflects our commitment to valuing people first and building a culture where everyone thrives together. At SPRC, we’re not just harmonising rewards — we’re strengthening the bonds that make us one team, one family for sustainable high performance organisation.
Q Every journey has its ups and downs – can you share a challenge your team faced and how you worked through it together?
This was more than aligning pay, bonus, and benefits — it touched what people value most. Change acceptance was challenging, requiring consent, legal rigour, and clear communication. Preparing the change management with external consultant expertise. We engaged all leaders, including supervisors, as 'leaders led change', equipping them with FAQs, toolkits, and listening loops to address concerns about personal impact and cost effectiveness. Options were tested with cross-functional representatives, while the Personnel Development Committee is the governance committee to ensure decisions balanced fair, competitiveness and sustainability.
Through staged decisions, authentic dialogue, and a 'we lead' language, leaders explained the 'what' and 'why', reducing uncertainty and building confidence. As a result, the more than 500 refinery-based employees accepted the change to a new harmonisation cash element structure, which is a crucial total remuneration structure that strengthens SPRC’s culture — where everyone grows together as one team, one family.
Q What impact has this initiative had on your organization so far, and what do you hope it inspires in the wider HR community?
At SPRC, the early outcomes of our transformation have been inspiring. By harmonising rewards and aligning job grades, we’ve unlocked clearer career mobility and expanded growth opportunities support succession planning development. Managers now plan talent moves with fewer barriers, supported by our 'we lead' framework. Engagement remains central — our Gallup pulse (mean 3.98/5; 654 participants) drives recognition and development actions.
We’re enhancing employee experience and wellbeing through continuous improvement, lean processes, and HR digitalisation support efficiency such as SAP SuccessFactors for performance, learning, and succession; HR e-forms for agile movement; and modernised e-recognition to boost engagement and culture.
Change acceptance was challenging, but success came through leader-led communication, FAQs, listening loops, and governance that balanced competitiveness and sustainability. Our approach proves [that a] reward strategy is [a] culture strategy — co-designed with employees, led by supervisors and leadership, and measured continuously.
Q Looking back, is there a moment, person, or value that kept you and your team motivated throughout the journey?
Looking back, what kept us moving was a shared purpose and unwavering support from internal and external partners. Our unifying star 'one caring family… energising our future' and 'we lead' behaviours anchored us when trade-offs were tough. A defining moment was the cross-functional change-agent workshop, where operators, commercial teams, HR, and leaders pressure-tested scenarios together. Watching diverse voices transform complex policies into simple, human messages proved inclusion is not just a value; it’s how we work. Recognition of role-model behaviours and safety-led care energised teams, reinforcing that rewards amplify the culture we live every day. Guided by authentic dialogue, disciplined governance, and leader-led change, we turned challenges into confidence that provide us finally together pride on our achievement for successful transition.
Q If you could offer one golden nugget of wisdom to HR professionals aiming for excellence, what would it be?
"Make [your] reward strategy your culture strategy — engage with employees in all design and change management phases, communicate the ‘why’ relentlessly, and empower leaders to lead change authentically."
Why this matters:
- Engage employees to design and deploy ensuring inclusion and ownership.
- Relentless communication of the ‘why’ builds trust and reduces uncertainty.
- Leader-led change turns policies into lived behaviors, reinforcing performance and engagement.
When rewards, recognition, and development are aligned with cultural values, they stop being transactional — they become transformational. This is how our HR strategic moves from process efficiency to SPRC culture leadership.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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