Workforce Development & Well-Being

Importance

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

According to Deloitte’s 2024 Global Human Capital Trends survey, employees’ psychological capital is crucial to employee engagement and job satisfaction. It also has positive impact on the overall performance of the organization, and critical to unlocking organizational effectiveness in today’s rapidly changing workplace.
OR operates diverse businesses and therefore employees constitute a significant stakeholder group who must be recruited, developed, and nurtured to help develop the organization in terms of business strategy and sustainability goals. Therefore, OR places importance on creating a human resource management strategy that meets the needs of employees, in terms of living standards and career progression standards, as well as the development of skills that contribute to the growth of both employees alongside the organization.

[1] https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html#as-human-performance-takes-center

2024 Targets

(GRI3-3e.)

*Target 78% (comparable to the Top Quartile level in the same industry group) by 2027

Management Approach

GRI 3-3c., GRI 3-3d.

In an era where businesses are filled with constant changes, employees within an organization are considered a crucial factor in driving the business to achieve its set goals. OR is steadfast in operating according to the OR DNA principles. OR believes in the potential of our employees, empowering them to make decisions and propose solutions. The Company has developed human resource policies that focus on building employee capacity to adapt to changing business contexts. Furthermore, OR places importance on gender equality and does not discriminate against its employees. The hiring process is transparent and fair, pushing employees to progress and grow in their careers. In cases of vacant positions, OR considers internal employees first and may seek mid-career professionals externally to fill positions that cannot be filled internally in time for the Company’s needs.

Human Resource Management Strategy

The human resource management strategy of OR is centered around instilling organizational values under the OR DNA framework and preparing personnel to drive the organization towards business objectives. This involves considering the organization’s strategies and goals, alongside evaluating employee readiness, and strategically planning workforce capacity through Strategic Workforce Planning to attract capable individuals to the organization while retaining existing employees. This comprehensive approach includes:

Ownership Aspects:

Empowered: Executives trust in employee potential, encourage them to initiate new projects, assign challenging tasks, and are open to listening and giving advice. Executives empower employees to make decisions on their own, according to the situation and conditions, and help them accept and learn from their mistakes, which lead to correction and prevention of recurring mistakes.
Innovative: Entrepreneurial Committing to Result Committing to Result: There is a spirit of shared ownership and commitment to work. OR utilizes technologies in work processes to increase efficiency, meet the needs of consumers, seek new business expansion opportunities, as well as create commercial innovations that address stakeholder needs, and help solve important issues regarding society, communities, and the environment. OR is committed to achieve results through professionalism, entrepreneurship, creativity, and a clear direction consistent with the business operations of the organization.

Relationship Aspects

Dependable: Be dependable and capable people for fostering in others a sense of trust and confidence in their professionalism, sincerity, honesty, and insistence on doing the right thing even confront of various pressures and consequences.
Considerate: Be caring and think for others by building and maintaining good relationships with all internal and external stakeholders to achieve mutual success.
Down-to-Earth: Humble, polite, friendly, approachable and unassuming. Willing to listen and respond to stakeholder expectations and needs with commitment, including proactively analyzing customer issues and developing effective solutions.

In addition, OR has set Working KPIs that align with the organization’s long-term objectives and goals, reflecting the OR DNA culture in creating and passing on opportunities (Ownership) and building good relationships with both internal and external stakeholders (Relationship), leading to sustainable mutual growth, in line with the vision, mission, and business strategy direction that aims to operate in the Triple Bottom Line model, emphasizing society, communities (People), and the environment (Planet) along with balanced business profits (Performance). In 2024, various KPIs have been set to reflect such commitment, such as:

Employee Development

OR supports individual development of employees. This starts with evaluating the job positions in each line of work to identify core competencies, including the career path of each job position, which are necessary to achieve the organization’s goals and strategic direction, and prepare for career growth. Every year, supervisors discuss with employees (Two-Way) about the tasks to be responsible for at the beginning of the year and follow up and evaluate results in the middle of the year and at the end of the year, and compare with the core competencies that OR has set to assess which skills employees should develop. At the same time, employees also have the opportunity to communicate personal development goals that they are interested in. The results of this assessment will be used to develop an individual development plan to follow up and/or create an individual development plan (IDP) for employees. (Read more on the Individual Development Plan: IDP website (link https://orapiweb.pttor.com/uploads/documents/20230713_170656_6480.pdf)

OR will gather the results from the Individual Development Plans (IDP) of employees to analyze training and development needs for the upcoming year. This includes conducting a Training Need Survey to collect additional information about employees’ needs or interests that may not be specified in the IDPs. In addition, OR conduct Training Need Survey by career group (Functional/Department level) for the Functional Program. Depending on each function’s strategic priorities, OR also develops ‘Fundamental’ training courses. This is sent for approval before development of the specific course and activity for the following year. Training courses are divided into four categories:

1. Core Competency courses that target all staff from the beginning of employment (OR Orientation) and staff development courses based on work level groups, focusing on both Leadership Development and Business Mindset.
2. Specific employee potential development courses or according to the organization’s policy
3. Functional Competency courses according to job positions
4. QSHE courses, including three groups:
  - - Courses on laws, regulations, and licenses
    - Courses on OR policies and strategies
    - Courses to build awareness and strengthen skills.

OR assesses employee skills to benchmark and evaluate the existing skills of employees and areas where improvement is needed. This assessment informs the identification of the training needs of employees through a Training Need Survey.

OR utilizes a learning and development model known as 70:20:10, which is structured as follows:

- - 70% is learned through hands-on experience and problem-solving,
  - 20% is learned through coaching processes from supervisors or relevant individuals in the workplace,
  - 10% is learned through on-the-job training.

In 2024, 100% of all employees have passed the performance evaluation and Individual Development Plan (IDP).

In addition, OR has established the Overseas Pool project to prepare and develop the skills, knowledge, expertise and experience of employees to support the organization’s missions abroad, in accordance with the vision, mission and business strategy, which has the Global Market as one of the main missions that aims to drive and expand the business base abroad to create success and acceptance in the global market.

OR has therefore organized the OR Overseas Pool Development Program 2024 for employees in the project, which aims to develop strategic business management and leadership skills (Essential Business and Global Leadership Skills), skills in working with people of different nationalities and cultures (Cross-Cultural Workplace), which employees can apply this knowledge and skills to their current work, including supporting missions abroad. The training topics are as follows:

Making Sense of Business Topics

- - - Overview of Strategic & Business Management
    - Introduction to Simulation Business Model
    - Strategic Planning
    - Business Cases

Leading with Global Perspectives Topics

- - - Overview Introduction & Global Business Challenge
    - Role of the Global Leader
    - Understanding Culture & Cultural Competence

Applying Cultural Competence to Business Challenges

Type of Performance Appraisal

OR has prescribed key performance indicators (KPIs) as an operational guideline for employees to regularly monitor their performance throughout the year against targets in accordance with vision, mission, and business strategy. The results of the KPIs assessment will be used as information to consider appropriate and fair compensation for employees in the form of long-term compensation, such as annual salary increases, and short-term compensation, such as annual bonuses.

Performance Appraisal Criteria

OR’s business strategy plans set as corporate-level KPIs which cascaded from top to business unit, department / division, project or team-base, and individual-level KPIs respectively. The cascading creates a clear line of sight from top to bottom ensuring all employees are working towards the same objective and goal, which ultimately drive business success. Once those KPIs are in place, OR monitors, evaluates, adjustments made where necessary via COACH system at least twice a year – midyear performance appraisal and annual performance appraisal. Using two-way communication approach, line managers are assigned to support and give employees feedback on their work such as achievements, growth, skills, or lack thereof to ensure progress of their performance throughout the year. At OR, we believe that regular Agile conversations in the form of one-on-one session are important to our employees’ career development. Therefore, we encouraged the feedback session to be conducted as an ongoing basis.

Type and Frequency of employee performance appraisals

Type of performance appraisal	Frequency
Management by objectives: systematic use of agreed measurable targets by line superior	At least twice a year
Performance appraisal (e.g. Corporate, Department, Team-based performance appraisal/Project achievement, individual KPI review)	At least twice a year
Multidimensional performance appraisal (e.g. Two-way communication / committee, client’s & related functions feedback from Employee Satisfaction)	Quarterly review: Corporate KPI At least twice a year
Agile conversations (i.e. regular one-on-one session)	Ongoing basis

Succession Planning

OR systematically determines succession plans for key personnel and assesses leadership potential, organizational management capacity, and level of experience to formulate plans and programs to develop employee readiness to support business growth and change. In order to ensure continuity in the Company’s operations, both domestically and internationally, those who are selected to be successors will be trained systematically to ensure their readiness to fill the position at the time needed. The management succession is planned for the different position levels according to 5 groups as follows:

1. 1. Chief Executive Officer
  2. President
  3. Senior Executive Vice President
  4. Vice President
  5. Manager

Potential successors are considered according to the needs of the organization for the next five years. Potential executives are trained through the potential employee development program to prepare them to be able to lead the organization with knowledge and experience, as well as adaptability for rapidly changing business situations and environments and readiness for business competition in the future. Furthermore, there are transfer plans to develop competencies and accumulate necessary experience before the successor can take over the position. This is to ensure that the selected executives will have the necessary knowledge, abilities, experiences, and can be a good role model under the OR DNA work culture.

OR has prepared executives according to the succession plan for 2 groups of senior executives through participation in the development project of the PTT Group Leadership Development Program (GLDP), namely:

1. 1. Executives at the executive vice president level of OR will be developed in the Senior Executive Vice President Preparation Group (SEVP Pool) of PTT Group to support their growth to the executive vice president level or equivalent of the PTT Group (CEO and General Director positions of OR).
  2. Executives at the manager level of OR will be developed in the executive Vice President Preparation Group (EVP Pool) of PTT Group to support their growth to the executive vice president level or equivalent of the PTT Group (Deputy Chief Executive Officer positions of OR).

OR also supports executives to participate in the Leadership Development Program (LDP) organized by the PTT Group Leadership and Learning Institute (PLLI), including continuous participation in executive potential development courses and support for the context of change to prepare for the executive development plan in both leadership and organizational management dimensions to advance to higher positions.

Chief Executive Officer Recruitment Criteria

OR has a process for selecting a Chief Executive Officer or top executive to fulfill a vacant position. This is in accordance with the procedures and methods stipulated by relevant laws and regulations, including the Public Company Act B.E. 2535, the Securities and Exchange Act B.E. 2535, and the announcement of the Securities and Exchange Commission regarding the determination of untrustworthy characteristics of company directors and executives by operating with transparency and fairness.

Promoting Equality and Diversity within the Organization

OR strives to ensure that recruitment and interview processes are transparent, supports equal opportunity, and actively promotes diversity and non-discrimination. We prioritize internal career advancement through opening up vacancies for internal employees before considering external candidates. Throughout this process, applicants must undergo and pass assessments of their qualifications, potential, competence, ethical work conduct, and alignment with the organization’s values under the OR DNA framework.

Moreover, as an employer, OR conducts continuous efforts to promote equality. Data on managerial positions and wages are collected and categorized by gender to assess equality. Moreover, OR supports marriage equality laws by creating informational media to educate employees and provides benefits for employees and their spouses in line with the said law, which aligns with the benefits employees receive.

Organizational Culture and Employee Engagement

OR establishes an organizational culture and promotes employee engagement through continuous communication and various relationship-building activities. OR develops and disseminates media related to the organization’s values, such as the OR DNA Culture Guidebook. New employees undergo training on OR DNA, and regular updates and information are communicated through email, Line groups, and the intranet. Furthermore, events like CEO meetings with employees and deputy executives’ interactions with staff are organized for close communication. In terms of activities, there are annual outings, team-building activities within departments, and family day events to foster good relationships among executives, employees, and their families, creating a sense of being one big family. Outstanding employees are recognized and rewarded, and commemorative gifts are given to employees who complete designated service milestones (10/15/20/25/30/35/40 years) with the budget as approved by the Company’s board to acknowledge their dedication and commitment to the organization over the years.

Competitive Compensation and Benefits

OR places importance on reviewing employee compensation in response to the global economic situation which is at risk of negative growth that affect the cost of living of people in each country. This year, OR has adjusted its compensation to reflect the economic situation, and to be able to compete with leading companies in the same business group. In addition, to ensure that employees receive compensation that is appropriate for their knowledge, expertise, and responsibilities, which must be sufficient to support themselves and their families, OR has expressed its intention (Commitment) to assess (Assessment) the appropriate cost of living and that all OR employees must receive a fair payment (Living Wage Payment). Currently, OR employees’ compensation is higher than the country’s living wage.

Beyond ensuring compensation that covers the cost of living, OR’s employee benefits are at a level that can retain skilled employees and support them in taking care of their families. Furthermore, OR provides various benefits to employees, detailed as follows:

Benefit	Full-time Employees¹
Annual health check-up
OR Happy Healthy Mind, a mental health counselling service for employees
Life insurance
Health insurance
Health insurance for family members (limited to 4 people)
Annual Leave	10-15 Days
Maternity Leave	98 days (paid)
Parental Leave	15 days (paid)
Family leave	10 days (paid)
Breastfeeding rooms provided for female employees during work
Scholarships for employees’ children
“Day Care” area, where nannies are hired to take care of employees’ children at the office
Flexible Working Hours
Natural disasters Aid, a special welfare for home repairs for employees whose homes are damaged by natural disasters
Provident Fund	10 – 14% according to year of service/employment
Activities to prepare for retirement 3 years in advance, such as training on finance, investment, health, and preparation for social life after retirement
Note: 1. OR does not hire part-time employees.

Furthermore, OR has appointed a Welfare Committee to serve as employee representatives in providing advice, suggestions, opinions, and guidance on the development of employee welfare programs that reflect employee needs.

Employee Turnover Rate and Engagement

In 2024, the employee turnover rate was 1.88%, lower than the market in the same industry.

In the 2024 Employee Engagement Survey, 91 % of all employees participated in the employee engagement survey, and 69 percent of employees addressed engagement with the organization. In 2024, the organization implemented a plan to enhance employee engagement to address key issues based on the analysis results of the 2023 employee engagement survey, such as senior executive factors, work-life balance factors, and infrastructure and resource factors. The results of the survey will be presented to the Human Resource Management Committee (HRMC) meeting to acknowledge the results of the survey and consider approving the plan for improving employee engagement with OR as a whole. Furthermore, the employee engagement survey results, including department-specific findings, were communicated to management, ensuring that managers were informed of the survey outcomes and taking corrective actions based on the work context, supplementary from the overall plan to enhance employee engagement across OR. as well as allocating appropriate workspaces to reduce congestion, such as renting additional office space and parking buildings to meet demand and accommodate the increasing number of employees in line with continuous business growth.

Performance

Employee Training Programs

OR supports employees to develop their potential through projects and competitive activities to stimulate the development of creativity related to work and daily life through the form of organizing competitions, providing creative opinions, or supporting participation in competitions at the organization, national, and international levels, such as on the topics of safety, occupational health, productivity, and technology. Various activities are supported by the organization’s senior executives to act as role models, such as sharing experiences to inspire and participate in awarding prizes to winning employees to create pride and motivate winning employees and all OR employees. In 2024, there are examples of projects and activities for employees as follows:

1. Technology Promotion

OR organized “2024 TECH SPARK: DATA HACKATHON” contest under the topic of ‘How might we leverage data to drive business impact or enhance business process for OR?’ The competition was for OR employees to organize a team competition of 3-5 people, a group of employees from across departments or lines of work who are interested or creative in using data to create business ideas or improve work processes. In addition, there were activities to stimulate employee interest by being role models of executives through public relations media, as well as knowledge sharing activities by experts during the project implementation.

2. Safety Promotion

OR organized 2024 Safety Awareness Short Video Contest, divided the contests by employee groups which are the office workers and operational workers. This contest allowed employees to provide the creative ideas to raise awareness of safety during operations. Employees in the company are allowed to vote to select the most popular video clip to be selected and presented with an award by senior executives at OR Safety Day 2024. The video clip of the contest was also published for employees to watch

3. Occupational Health Promotion

OR implemented 2024 Happy Workplace Project to promote the improvement of the working environment to be in line with ergonomics principles. It aimed to promote, encourage and provide opportunities for employees to participate in improving and developing an environment suitable for work in order to prevent and solve fatigue, injuries or illnesses from work that may occur from non-ergonomic work practices. In addition, improving the working environment to be in line with ergonomic principles also increases convenience for workers, which will result in increased work efficiency.

In this project, creative opinions will be offered to improve the ergonomic working environment in accordance with operating characteristics in each area. The competition is organized at the OR level and has participated in the national competition under the Ergonomics Best Practice Awards (EBPA 2024) project organized by the Ergonomics Association of Thailand. As a result of the 2024 competition, OR received 2 Outstanding Awards from nationwide entries and 5 Honorable Mentions. In this regard, the 2 Outstanding Awards were presented by the Ergonomics Association of Thailand, and OR was invited to showcase their work at the 8th National Ergonomics Conference to share knowledge and experiences related to the success in reducing occupational injuries among workers, within the field of ergonomics.

4. Productivity Promotion

OR organized OR Quality Award, an annual internal competition. Moreover, Quality Clinic is available to provide consultation by experts on guidelines for project preparation, recommend analytical tools and improvements, along with project content (QC Story) and project preparation methods to increase the efficiency and effectiveness of employees’ projects to be applied in practice. In 2024, OR participated in the international competition at the International on Quality Control Circles 2024 (ICQCC 2024) in Colombo, the Democratic Republic of Sri Lanka, by bringing employee representatives from 3 groups: Smart Engineering and Maintenance, Smart Expert, and Energy Innovation. As a result, OR received the “Gold Awards” in all 3 groups, which is the highest award at ICQCC 2024.

Promoting Knowledge to Suppliers and Their Employees

OR places great importance on developing and transferring knowledge and systematic business practices to its employees as well as business partners, ensuring that all relevant personnel are competent and capable of performing their duties according to OR’s operational standards. To fulfill this commitment, OR has established the OR Academy Department, responsible for developing and implementing training courses that align with the organization’s policies, business strategies, and the needs of individuals within the business network and relevant external parties involved in business with OR. The OR Academy Department plans training courses related to safety compliance as required by law (QSHE Training). The training is categorized into 11 groups, as follows:

1. 1. Business Administration
  2. Managing and Developing Employee Skills
  3. Marketing
  4. Law
  5. Finance and Accounting
  6. Engineering and Construction
  7. Standards of Operations
  8. Quality, Occupational Health and Safety, and Environment
  9. New Businesses and Products
  10. Digital and Technology
  11. Others

In order for the operations of suppliers and their employees to proceed efficiently and in line with OR standards, OR Academy provides mandatory training courses for individuals within the business network and external individuals associated with conducting business with OR. These courses are divided into two groups:

1. 1. Courses required by law, such as courses for service station operators, operators of facilities for storing oil, operators in retail outlets and facilities for storing liquid petroleum gas. This also includes courses for operators of liquid petroleum gas filling stations, basic and specialized hazardous materials transportation courses.
  2. Knowledge enhancement courses for improved efficiency in businesses related to OR, such as technical sales and service management according to the standards of automotive service centers, courses for managers of under-construction gas stations, courses for managers of gas station forecourts, alternative energy courses, and sustainable market development strategies for lubricant distributors, and courses for business heirs, such as the New Gen LPG course, the Young Gen Oil Dealer course, and the Young Gen PTT Lubricants courses.

In addition, OR Academy Department (Department of Leadership and Business Development) is responsible for managing the operations of 2 training centers, namely:

1. 1. OR Academy Training Center, Wang Noi, Ayutthaya Province: This Center is equipped with training rooms, meeting rooms, accommodation facilities with entertainment rooms and fitness centers, a football field, and simulation rooms both inside and outside the building.
  2. Basic Firefighting and Oil Spill Response Training Center, Saraburi Province: This Center specializes in QSHE (Quality, Safety, Health, and Environment) training and is equipped with office buildings, training rooms, firefighting fields, oil spill training areas, and defensive driving training grounds. Furthermore, support the organization of knowledge sharing activities for customers and encourage them to share their knowledge or techniques with each other in the PTT Station service station business.

More information about OR Academy is available at: https://oracademy.pttor.com/Home

Leveraging Technology as a Source of Knowledge for Employees

OR is dedicated to becoming an Innovative Learning Organization and has developed a KM Hub to serve as a centralized repository of knowledge for internal personnel. This is aimed at efficiently managing knowledge by leveraging technology for comprehensive storage of knowledge, both within and outside the Company. The process includes identifying and categorizing crucial knowledge types, facilitating dissemination, transfer, exchange, and practical application. This enables OR’s personnel to apply knowledge in various situations promptly, resulting in effective organizational operations.

OR supports every department in knowledge management and the establishment of the Communities of Practices (CoP), with designated roles and responsibilities, as outlined below:

- - Sponsor: Managers are assigned to lead the CoPs; set the vision, goals, and action plans; steer the group towards meeting defined objectives; act as role models; and deliver value to the business or organization.
  - Leader: Leaders facilitate the exchange of knowledge in order to support accomplishment of defined objectives, act as role models, and deliver value to the business or organization.
  - Facilitators: Facilitators are the central driving force and are tasked with promoting participation and understanding within the CoPs. They push for knowledge exchange, take charge in systematically managing knowledge, support members in accessing and making use of the platform, and assist sponsors and leaders in achieving defined objectives.
  - Experts: Experts are individuals who are recognized for their knowledge and expertise in a specific area. Their role is to share and facilitate the documentation of their knowledge and expertise. They also contribute to organizing knowledge systematically, promote the development of best practices, and participate in reviewing and approving the release of relevant knowledge.
  - Members: Participants in the community contribute to knowledge exchange, receive knowledge from experts, and apply gained knowledge to expand its impact or enhance its efficiency. Members actively engage in promoting and developing practices to establish best practices within the community.

In 2024, OR employees utilized KM Hub, resulting in a total of 951 knowledge exchange topics.

In 2024, The Excellence CoPs competition project to select CoPs that passed the criteria to represent the PTT Group system has a total of 18 CoPs participating in the competition.

In 2024, OR received the Excellence in Knowledge Management award from the American Productivity & Quality Center (APQC), a world-class expert in benchmarking, best practices, process and efficiency improvement, and knowledge management (KM). The status of OR has been assessed by external experts as a learning organization. OR has a learning organization level of 4 out of 5 levels, with the following definitions; Level 1: Initial Level, Level 2: Repeatable Level, Level 3: Defined Level, Level 4: Managed Level, and Level 5: Optimized Level. OR is still committed to elevating its status as a learning organization to reach Level 5, which is Integrated and Creative Learning, by 2026.

Employee Training Programs
OR has a goal for an average training hour in place to ensure that the development and learning promotion courses for such personnel truly benefit executives, employees and the organization. In 2024, OR has set an average training target of 30 hours per person. Overall, OR has organized training for all employees 82,293 hours, representing 44.83 hours per person on average, and has measured the results through knowledge measurement before and after training. In 2024, it was found that the average knowledge measurement results after training were 92.79%, which increased 38.84% compared to before training. The training topics covered the following issues:

Topic	Course	Objectives	Outcome
International Business Management	OR Overseas Pool Bootcamp	To develop strategic business management and leadership skills (Essential Business and Global Leadership Skills) and skills in working with people of different nationalities and cultures (Cross-Cultural Workplace)	Employees enhanced Essential Business and Global Leadership Skills and Cross-Cultural Workplace Skills, which employees can apply this knowledge and skills to their current work, including supporting missions abroad. It was found that the employee satisfaction score for the course was 4.67 out of 5.
	Business Opportunities for Thai company in Middle East & India	To create opportunities for OR to invest or develop businesses with growth opportunities in the Middle East and India.	Employees have gained increased knowledge and understanding of the Middle East and India, with an increase of 95.4% (up from 40.7% before learning). They can use the knowledge gained from this learning to further develop their investment choices or grow businesses with opportunities in the Middle East and India.
	Foreign Direct Investment (FDI) Trends and Outlook in Asia	To enable employees working in related departments to see the investment scenarios of various businesses and select appropriate investment decision-making tools.	Employees have gained increased knowledge and understanding of Outlook for FDI in Asia, risk assessment, competitive landscape, and market potential, with an increase of 89.4% (up from 58.3% in pre-study knowledge). They also have a better understanding of investment approaches in various business sectors across countries in the Asian region.
Sustainability and ESG	Circular Economy Training	To enable employees to understand the fundamentals of the circular economy and how to apply the Rs principles in business processes, and creative development techniques to enable them to develop CE innovations at a level that is highly feasible and creates significant value, using tools to analyze and identify problems and values.	All 6 teams of participants were able to present their CE innovations to support OR’s Waste Reduction goals in a tangible way. All 6 teams of participants learned additional information that supports the group’s future CE innovation development plan, as well as received useful comments and suggestions from the executives. Participants realized the importance of the CE innovation creation process that responds to the CE innovation development goals from the presentation summary of the lecturers. Participants received inspiration and advice from the company’s executives in participating in further developing innovations towards OR’s sustainability goals.
Sustainability and ESG	New trend and technology for solar (Energy Storage System: ESS) and Project analysis	To enable employees to be aware of new trends, trends and technologies of the Solar business, including Energy Storage Technology (ESS), to be used in designing, analyzing and calculating the investment value of the project, in order to create financial benefits, be in line with the market situation and increase competitiveness.	Employees have knowledge of trends and new technologies in the solar business and energy storage technology (ESS), inspection and preparation of maintenance plans for related equipment, analysis and calculation of project investment value, and methods to reduce costs, with an increase of 96.07% (up from 67.07% in pre-study knowledge). They can apply the knowledge gained from their studies to select appropriate technologies for customers and use it to increase competitiveness.
Production Efficiency and Productivity	PI Workshop for Oil Retail Energy Solutions Business	To enable employees to develop creative thinking skills to unlock their thinking potential, be flexible to change, be able to adjust their work to develop and increase efficiency at all times, and be able to calculate the return on investment and value of the project.	Employees can systematically analyze the work process, increase Customer Added and reduce Non Value-Added Process, such as: 1. The project to improve the efficiency of Bunker oil distribution can clearly identify the Root Cause, plan to prevent lost opportunities well, and clearly state the investment plan in terms of both time period and budget. 2. The Financial Performance Dashboard project helps to focus on preventing errors and reducing work time.
Data Management	Power Automate	To enable employees to understand the basic role of Power Automate so that they can apply Power Automate to various data processing processes, such as sending data in the database to relevant parties via email, etc., in order to make the right decisions and allow humans to have time to do other more valuable work, including being able to write Workflow Processes to be used in efficient management, reduce errors and operate faster.	It can increase overall productivity in the department as follows: It can reduce the time to retrieve reports from the SCCS system by 150 minutes/month, which is 30 hours/year. It increases efficiency in checking for abnormalities or risky behaviors during transportation. – Direct results: It reduces employee working hours by 93.37 hours/month or 1,120.4 hours/year. – Indirect results: It can reduce the cost of hiring employees by 18,658.39 baht/month or 223,900 baht/year. It reduces the time to forward data for recording attendance in department meetings by 30 minutes/day. It reduces errors in data reporting, can be done in real time, and reduces the time to report cases that occur. It reduces errors from human errors in filling in data to apply for excise tax exemptions, which can reduce working hours by 47%. A monitor that allows the notification of closing-opening products to be done systematically in real time. It helps reduce errors in reporting data and prevents problems that occur. Able to analyze product opening and closing data to identify trends in order to predict the quantity of products that are sufficient to meet demand.
Data Management	Database Design	To be a guideline and principle for data design in order to create a database structure that is complex and appropriate and is the data that is currently in use.	Employees have knowledge of the guidelines and principles for an appropriate database structure, the characteristics of databases, linking parameters across various databases, and using databases to summarize results in tools such as PowerBI. This knowledge has increased by 90% (up from 35% in pre-learning knowledge).
Marketing	Marketing Technology Trend 2024 (AI, Metaverse, Sustainable Technology)	To provide employees with knowledge of the rapidly changing technologies of today so that they can apply them to their work.	Employees now have a better understanding of their duties, and the use of modern tools such as AI and the Metaverse has increased by 92.90% (up from 54.5% in pre-learning knowledge), along with future technologies to be applied to OR.
Marketing	Marketing EVENT in OVER ALL	To provide employees with knowledge of Event Marketing, strategic marketing activity planning in the digital age, thinking of marketing activities based on consumer needs, planning steps and considerations in planning the Marketing Event Year Plan, including successful case studies, with planning to fit the current market situation.	Employees have gained more knowledge about the principles and approaches of strategic management, with an increase of 83.4% (up from 69.5% in pre-learning knowledge). They are able to analyze the current economic and business environment to develop a plan, understand the challenges in developing a strategic plan, and are capable of developing or adjusting a strategic plan as appropriate.
Digital	Martech & AI (AI for Marketing))	To provide employees with knowledge about the use of AI for digital marketing and the application of Martech in marketing OR’s products and services.	Employees have a basic understanding of the working principles of Generative AI, including related tools. They understand the concepts and application guidelines for using Generative AI and its tools to develop new business models, as well as trends related to the development and application of Generative AI in business operations. This knowledge has increased by 92.8% (up from 46.93% in pre-learning knowledge). Additionally, they have learned from examples of successful applications of Generative AI (Best Practices) in real business operations across various industries, enabling them to further develop and apply these practices in OR’s work processes and business operations.
	Generative AI for Business	To enable employees to learn and understand the basics of Generative AI, as well as related tools for applying Generative AI to business operations, which will occur both domestically and globally.	Employees have a basic understanding of the working principles of Generative AI, including related tools. They understand the concepts and application guidelines of Generative AI and its tools for developing new business models, as well as trends related to the development and application of Generative AI in business operations. This knowledge has increased by 92.8% (up from 46.93% in pre-learning knowledge). Additionally, they have learned from examples of successful applications of Generative AI (Best Practice) in real business operations from companies across various industries, enabling them to further develop and apply these practices in OR’s work processes and business operations.
	Effective Data Storytelling	To enable employees to learn skills in communicating existing data, from selecting different types of graphs to telling stories with data and motivating others to make effective decisions.	Employees have a better understanding of how to present data effectively, with an increase of 92.2% (up from 51.7% in pre-learning knowledge). They can identify the challenges of communicating data, select the appropriate type of graph for data presentation, and customize the format to communicate most effectively. They can also design data presentations that are systematic, easy to understand, and adaptable to suit the presentation format or audience.
Lifestyle	Real estate management and future business trends	To provide employees with knowledge and understanding about real estate management, real estate business development, commercial and community mall types, project feasibility studies, commercial and shopping mall types, and risks of commercial projects, real estate management.	Employees have a better understanding of the marketing trends in commercial, community mall, and retail mixed-use businesses in Thailand, including the differences, pros and cons of the two types of shopping mall businesses, the principles of finding and developing real estate businesses in the commercial, shopping mall, and retail mixed-use categories, as well as developing vacant land or rented space in buildings into shopping malls, project types not exceeding 10 rai, and real estate business development guidelines for SMEs. They also have a better understanding of feasibility studies for commercial, shopping mall, and retail mixed-use projects, including guidelines for risk analysis of commercial projects, with an increase of 92.7% (up from 51.6% in pre-learning knowledge).
Logistics	Professional transportation management	To provide employees with knowledge and understanding of transportation management, which will help reduce costs and create maximum customer satisfaction, help solve problems and develop work systems, and improve operations efficiently.	Staff have gained more knowledge in logistics and supply chain management, transportation management principles, transportation problems and solutions, strategies to increase efficiency, factors affecting transportation costs, strategies to reduce costs, lean logistics systems, transportation technology and innovation, and transportation management with TMS, including transportation management strategies and techniques, with an increase of 92.1% (up from 37.1% in pre-learning knowledge).
Health	Industrial hygiene in the workplace	To enable relevant staff (safety officers, including QSHE MR) to have knowledge and understanding of industrial hygiene management and to apply it correctly within the organization.	Employees have a better understanding of working environment measurements (heat, light, noise, chemicals, etc.), health risk assessment, risk factor-based health screening, and reporting, with an increase of 85% (up from 60% in pre-training knowledge).
Safety	Basic Fire Fighting	To enable employees to have knowledge and understanding in using fire extinguishing equipment and various techniques effectively, including fire control skills, especially in the initial stages, correctly and systematically.	Employees have a better understanding of fire theory, prevention of ignition sources, different types of fire extinguishers, classification of fires, and methods of extinguishing various types of fires, with an increase of 92.87% (up from 44.85% in pre-learning knowledge). They also have additional knowledge of fire prevention and suppression systems, as well as the application of systems and equipment available in the workplace.
Leadership	Core Program – Leadership Development	To develop knowledge and leadership skills of all employees according to OR Core Competency as specified at each work level.	Employees at all levels are developed through Core Program training, with systematic measurement of learning outcomes both before and after training. It was found that participants had higher average knowledge in all groups, including satisfaction levels of all courses in the Leadership Development group of more than 94.02%.

In addition to the training courses that OR provides to its employees, OR also supports the fees for examinations, applications, and renewals of professional certificates and professional council memberships for personnel to enhance their knowledge and performance potential.