Innovation and Technology for All

Importance

(GRI 3-3a., 3-3b., GRI 3-3e)

OR is committed to leveraging digital technologies and AI across its business operations to enhance operational efficiency and respond to consumers and customers in a timely manner. Accordingly, Digital & Innovation is a key strategic pillar that strengthens OR’s end-to-end business capabilities, spanning customer-facing functions (front-end) through to internal operational processes (back-end). This approach is a critical driver for improving business efficiency, reducing operating costs, enhancing competitiveness through insights into consumer behavior, and achieving sustainable growth. As digital connectivity increases, Digital Trust, Security & Privacy become increasingly important. OR develops platforms and applications alongside enhanced security measures to build and maintain consumer confidence.
However, the adoption of digital technologies and AI may also pose potential negative impacts, including cyber risks, data breaches, inequitable access to technology, and impacts on the traditional workforce. To address these risks, OR works with suppliers and business partners to establish data protection and cybersecurity standards, mitigating risks arising from both OR’s activities and its business relationships.
In addition, OR aims to become a Digital Driven Organization, leveraging its data foundation and digital innovation to develop new products and services and expand into new businesses that effectively respond to consumer needs. OR has also set a target to increase customer access to the OR Ecosystem, through both organic and inorganic approaches, using blueplus+ as a key digital tool to drive traffic to the OR Ecosystem. This approach not only helps maintain service usage within the OR Ecosystem, but also attracts new customer segments, supporting long-term sustainable growth.

Management Approach

(GRI 3-3c, 3-3d, 3-3e, 3-3f)

Digital & Innovation is an issue that OR gives importance to and is integrated in OR’s strategy which can create value for the business along with creating benefits for society and the environment. OR sets 2030 Goals under the Economic Prosperity framework, operating through the “Innovation and Technology for All” operational approach, which focuses on investing in digital innovation through various Digital Platform & Technology projects to enhance the OR ecosystem.
OR has established the OR Digital & Data Governance Steering Committee (DGSC) as a unit to oversee data usage, manage information technology systems in line with OR’s business direction and strategies and related regulations, and set policies, governance frameworks, data management, and review and provide advice on data usage in accordance with personal data protection laws. This is done by establishing the Digital Technology Strategy and Governance to oversee data usage, including appointing a Data Protection Officer (DPO) to help oversee customer personal data to comply with the policies set by the Committee, including reviewing and providing advice on data usage to comply with the Personal Data Protection Act.
For more examples of OR’s outstanding innovation and digital projects, please read more at Highlights: Innovation and Technology for All

OR has established a Digital Strategy to define the direction for implementing Digital Transformation across the organization, with the objective of enhancing business performance for OR through three key objectives, namely: 1) Uplift Revenue, Win Market Share, 2) Optimize Operating Cost, and 3) Elevate Customer Engagement. The design of the OR Digital Blueprint is based on insights derived from three main sources:
1) OR’s vision to drive the business forward through the creation of new innovations;
2) Global technology trends, informed by analyses conducted by external consultants; and
3) OR-specific business context, assessed through structured analytical processes under the project framework.

Monitoring and reporting on the company’s innovation and technology performance
The responsible department shall summarize the results of the operations related to the abovementioned innovations and digital performances to the committee at least once a year. The reported results that are not in accordance with the plan will be analyzed for causes, effects, and guidelines for improvement, which will be developed in future operational plans. Comments and suggestions from stakeholder groups such as customers, consumers, suppliers, and communities have also been incorporated into the development of the company’s innovation and digital roadmap to comprehensively respond to the needs of all groups of stakeholders.

Development of OR’s Innovation Culture
OR places importance on developing an Innovation Culture within the company. It has a policy to support employees to have skills and behaviors to dare to think and dare to try new things (Innovation Mindset) to develop OR’s potential to support future business disruptions and increase efficiency in current business operations. This is done by training or organizing activities within the organization that create awareness, create a culture or knowledge in innovation or invent new work formats to develop and improve work. In addition, OR also has a concrete plan for Digital Transformation. The operation will not only involve the use of technology, but also includes changes in every part of the organization, from work processes, ideas, methods, and organizational culture, which OR must be able to adapt and apply technology to create efficiency and elevate performance, experience, and customer satisfaction, as well as create a driving force for society and a good environment through innovation.

Performance

(GRI 3-3e.)

Internal training and activities to create awareness, culture and knowledge for innovation in 2025

1. “TECH SPARK: AI BOOTCAMP” Project – Advancing AI Adoption to Unlock Operational Efficiency
OR has prepared to drive the organization towards becoming a Digital Driven Organization and reaffirmed its commitment to Digital Transformation through OR TECH SPARK activities to create awareness and develop potential and skills for employees in the organization. In 2025, OR established strategic plans and guidelines for adopting Artificial Intelligence (AI) technologies, particularly Generative AI, and applying them to OR’s business operations through a bootcamp-based program. The initiative is designed to strengthen employees’ ability to design AI workflows and develop new AI use cases, with a focus on revenue enhancement, cost reduction, and improving customer and business partner satisfaction. The program also seeks to scale successful outcomes and lay a solid foundation for the sustainable development of AI adoption going forward.

2. Digital Promoting organizational culture with the 5S Digital principles.
OR has promoted the transformation of the 5S operating model, which is the culture of PTT Group based on the principles of “Sort, Systematize (Convenient), Sanitize (Clean), Standardize (Hygienic), and Self-Discipline (Create Habits)”, to the 5S digital principle, which increasingly applies digital systems and technology under the 5 sub-principles: “Shift, Speed, Smart, Smooth, and Secure”, to align with the current working model, which will lead to the creation of a culture and foundation for new innovations, while also encouraging the integration of 5S Digital as a key component of productivity improvement initiatives.
OR also encourages employees to join the PTT Group level competition. For the PTT Group 5S Digital Award 2025 competition, OR entered the “Reducing the Reporting Lead Time for the Operational Status of LPG Filling Plants” project, which received a Platinum award, the highest award at the PTT Group level.

3. Project to promote the concept of continuous improvement/development of work processes
In 2025, OR adopted the EBITDA Uplift policy under the MissionX initiative of the PTT Group, which aims to require group companies to implement projects that deliver tangible financial outcomes in the form of increased EBITDA. Productivity Improvement initiatives were therefore implemented as an integral part of the OR EBITDA Uplift policy through collaborative efforts across the organization. In 2025, more than 200 projects participated, generating an EBITDA uplift value from projects of no less than Thai Baht 780 million.
Moreover, sharing session is organized for the winners of OR 2025 Productivity Improvement Awards on the MissionX TO Group Outing platform of the PTT Group to share ideas through their perspectives and experiences as role models, create inspiration for new ideas, and transfer knowledge to employees to apply and develop further in their own work.
Furthermore, OR creates momentum and incentives for employees to develop projects with higher levels of financial impact through the OR Best Productivity Award, which was organized for the first time in 2025. Five outstanding projects were selected to present their proposals through a pitching session to the President. OR’s senior management places strong emphasis on continuous improvement and development to enhance productivity, reduce costs, generate revenue, shorten working time, and create opportunities and competitive advantages, while strengthening organizational readiness to respond to future business changes.

4. Generative AI for Creative Design Training Program
In 2025, OR organized an onsite Generative AI for Creative Design training program for OR employees who were interested in the topic, with 30 participants attending the course. The program focused on building a foundational understanding of Generative AI for design-related work, along with hands-on learning on the use of AI tools to create artwork, graphics, videos, and to develop effective prompts that deliver high-quality outputs. Participants gained insights into the working principles and key strengths of various AI tools, as well as how to integrate their own ideas and styles with AI capabilities to help reduce working time and enhance efficiency.
In addition, the program covered AI limitations and ethical considerations, particularly with respect to copyright issues and the responsible use of creative outputs, to prevent plagiarism and promote the appropriate and creative use of AI.

5. AI for Marketing Training Program
In 2025, OR organized the AI for Marketing training program for employees who were interested, with the objective of enhancing skills and building a solid understanding of the effective application of Artificial Intelligence (AI) in marketing functions. The program covered fundamental AI knowledge for sales and marketing, an overview of Generative AI operating models with practical use cases, as well as AI Thinking and Use Case Design to plan AI adoption in alignment with business strategies.
The program also included workshop sessions that provided employees with opportunities to practice digital marketing strategy analysis, persona and insight development, data enhancement using AI, personalized content creation, and project presentations to a panel of experts. This training not only strengthened in-depth AI knowledge and practical marketing capabilities, but also inspired employees to leverage technology to enhance operational efficiency and create new value for OR in the digital era.

2. Digital platforms and applications

OR realizes the importance of using technology and innovation in business operations to increase capabilities and competitiveness. Accordingly, OR has developed channels to facilitate convenient access to OR’s services for consumers through applications and digital platforms that allow consumers to use products and services more conveniently, responding to current consumption. It is also a channel for communication, public relations, and providing promotional information to customers quickly and accurately. In 2025, OR has digital platforms and business group applications, including the blueplus+ application, OR LPG application, and EV Station Pluz application. Further details are available in the Customer Relationship Management

Education, research and development in technology and innovation

1. PRISM Circular Hackathon 2025
    The PRISM Circular Hackathon 2025 was an initiative jointly organized by the PTT Group and its partners to accelerate the creation of innovations in the circular economy, with a focus on applying Circular Economy principles, innovation, AI, and digital solutions to develop new ideas that are practical and scalable at the industrial level.
In 2025, OR, as a company within the PTT Group, joined this platform of opportunity by inviting the new generation and entrepreneurs to “revolutionize the future of business” through creative ideas that transform waste or used materials into new, value-creating businesses that are commercially viable. The hackathon addressed three core challenges reflecting real-world issues in waste management systems and serving as key pathways for building future businesses:
    1. Waste to Value: This challenge aims to convert waste or residual materials into new products with added value by leveraging technology and creativity in product design, responding to modern market demands while simultaneously reducing environmental impacts.
    2. Waste Collection & Processing: This challenge focuses on designing efficient systems for waste collection, segregation, and management to reduce recycling costs and establish commercially scalable and sustainable systems.
    3. Circular Digital Solutions: This challenge welcomes ideas that apply digital technologies or Artificial Intelligence (AI) to enhance the efficiency of waste management, covering monitoring, measurement, and in-depth data analytics to enable real-time process optimization.

2. PTT Lubricants Launches EVOTEC Technology to Reduce Environmental Impacts
PTT Lubricants has conducted research and product development under EVOTEC Technology, an innovative technology developed based on the concept of “Drive the Evolution”. The technology aims to deliver superior driving experience in terms of performance and maximum fuel efficiency. EVOTEC Technology was first introduced in mid-2020 and has been continuously enhanced since then.
In 2024, Thailand began enforcing the Euro 5 emission standard, which places strong emphasis on reducing environmental pollution. In response, PTT Lubricants developed and launched new lubricant formulations incorporating EVOTEC Technology to meet the needs of modern consumers seeking products that protect engines while enhancing overall driving performance, including acceleration, fuel efficiency, and effective reduction of environmental emissions. The products are also designed to support advanced engines, particularly those compliant with the Euro 5 standard, through the three core “3E Benefits” of EVOTEC Technology:
1. Environment: Reduces pollutant and carbon dioxide emissions, promoting a cleaner and healthier environment for a sustainable future.
2. Endurance: Cleans contaminants while providing maximum engine protection and durability under all driving conditions, including heavy-duty and long-term use.
3. Efficiency: Enhances driving performance across all acceleration ranges and maximizes fuel savings.
Further information is available in the article “EVOTEC Technology: Advanced Technology for the Next Level of Lubricants.”
PERFORMA SYNTHETIC ECO CAR SAE 0W-20, one of the products utilizing EVOTEC Technology, delivers technical performance that can reduce vehicle fuel consumption by up to 27%. Based on sales across all distribution channels from 2024 to the end of April 2025, the product contributed to a reduction of more than 290 tons of carbon dioxide equivalent (CO₂e) emissions. This reduction represents a decrease in the Social Cost of Carbon of over Thai Baht 700,000, reflecting a truly innovative product that delivers tangible benefits to both consumers and the environment.
Notes: Calculation method is referenced from following:
1. Global Warming Potential Impact: U.S. EPA – Understanding Global Warming Potentials
2. Social Cost of Carbon (SCC): Resources for the Future – Social Cost of Carbon 101
3. Supporting Documentation – Resources for the Future

3. Investment in High-Potential Technology Companies through ORZON Ventures to Strengthen and Develop the OR Ecosystem
ORZON Ventures, a joint initiative between OR and 500 Startups, invests in high-potential startups with the objective of strengthening the OR Ecosystem while generating appropriate financial returns from its investments.
In 2025, the fund continued to expand its investments in innovative technology companies, including Solv Pte. Ltd. (Graas), an AI-native eCommerce infrastructure company that develops autonomous AI agents for brand owners and large enterprises. The company aims to enhance sales, marketing, and operational processes by integrating data from more than 100 channels, including marketplaces, storefronts, and advertising platforms, enabling real-time decision-making and execution in place of traditional workflows that rely on dashboards and manual processes.
This investment reflects ORZON Ventures’ commitment to advancing technologies that create added value for businesses within the OR Group, while also playing a key role in strengthening the long-term sustainability and competitiveness of the OR Ecosystem.

4. Driving “ORBIT Digital” toward Leadership in Digital Mobility & Lifestyle
OR collaborated with Bluebik Group Public Company Limited to develop a strategic roadmap for ORBIT Digital, with the objective of enhancing innovation and digital capabilities across the OR Group. The initiative focuses on developing data platforms and technologies that connect Mobility and Lifestyle businesses, encompassing the deployment of Customer Relationship Management (CRM) systems and behavioral analytics to enhance consumer experiences at PTT Station and Café Amazon. In addition, the initiative includes the development of business decision-support tools for subsidiaries within the PTT Group, aimed at improving operational efficiency and agility.

Innovation and Technology for All

Importance

Management Approach

Performance

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