Workforce Development & Well-Being

Importance

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

Skills development is a critical factor in strengthening OR’s competitiveness. According to the latest human capital insights from the World Economic Forum (Link: https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2025.pdf) the rapid advancement of technologies such as artificial intelligence (AI) and automation underscores the importance of developing new skills and upgrading existing capabilities. This includes upskilling and reskilling employees to keep pace with emerging technologies, as well as implementing talent attraction strategies that place greater emphasis on employee health and well-being and expanded career opportunities.
tAccordingly, OR places strong emphasis on establishing human resource management strategies that address quality of life, employee well-being, career progression, and skills development, enabling both employees and the organization to grow together in a stable and sustainable manner.

2025 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 recognizes that employees are a key pillar in advancing the business toward sustainability. Accordingly, OR is committed to managing human resources in alignment with international labor principles of the International Labour Organization (ILO) and the UN Global Compact, with a focus on fostering a fair, transparent, and human rights–respecting working environment. OR places strong emphasis on promoting gender equality and non-discrimination, as well as ensuring transparent and fair recruitment processes, while continuously supporting employees’ skills development and career advancement. From an operational perspective, OR allocates budget and resources to enhance employee capabilities through initiatives such as training programs and leadership development projects. In addition, OR prioritizes internal talent consideration before external recruitment to create sustainable career growth opportunities for employees.

Commitment Aligned with International Principles

OR demonstrates its intent and commitment to international labor standards through its role as a signatory and member of leading international labor-related initiatives under globally recognized frameworks, including the UN Global Compact (UNGC), the OECD Guidelines for Multinational Enterprises, and the ILO Declaration on Fundamental Principles and Rights at Work.

- UN Global Compact (UNGC): OR has been a signatory since 2019 and has continuously prepared the Communication on Progress (CoP) to reaffirm its implementation of the UNGC’s Ten Principles, particularly those related to human rights and labor standards.
- OECD Guidelines for Multinational Enterprises: OR references these guidelines in its corporate governance and human rights practices by applying Human Rights Due Diligence processes across the supply chain.

This commitment is implemented through a human rights policy aligned with international frameworks and applied via a group-wide management approach under the OR Group Way of Conduct, which covers employees across OR Group. Oversight is provided by the OR Corporate Governance and Sustainability Committee, with the policy reviewed on an annual basis to ensure alignment with the UN Guiding Principles on Business and Human Rights (UNGPs) as well as Thai labor laws.
OR communicates its human rights and labor standards policies to employees through training programs and awareness-raising activities to ensure that employees understand their roles and responsibilities in complying with labor requirements. The policies are made available in both Thai and English to enable effective implementation across all operational areas. OR adheres strictly to the principle of zero tolerance toward child labor, forced labor, human trafficking, and all forms of discrimination. OR also promotes freedom of association and collective bargaining, fair treatment, safe and appropriate working conditions, and fair remuneration, in line with internationally recognized labor standards.
Further information is available in the Human Rights Policy

Human Resource Management Strategy

OR’s human resource management strategy focuses on embedding organizational values in line with the OR DNA framework, while simultaneously preparing employees to drive the organization toward its business and sustainability objectives. This is achieved through Strategic Workforce Planning, which is applied to attract and retain high-potential talent.

In addition, OR has established Working KPIs aligned with the organization’s long-term objectives and goals, reflecting the OR DNA culture of creating and passing on opportunities (Ownership) and fostering strong relationships with both internal and external stakeholders (Relationship). These efforts support sustainable shared growth and are aligned with OR’s vision, mission, and strategic direction toward Triple Bottom Line business practices that balance social and community considerations (People) and environmental stewardship (Planet) alongside business performance (Performance). In 2025, OR defined various KPIs to reflect this commitment, including, for example:

Employee Development

OR continuously supports employee capability development, beginning with the assessment of roles and responsibilities across job functions to identify core competencies and career paths, followed by the preparation of Individual Development Plans (IDPs). In 2025, this process covered 100% of employees who had completed performance evaluations and individual development planning (IDPs).
In addition, OR conducts Training Need Surveys to gather further insights into employees’ development needs or interests that may not be fully captured in their IDPs. For functional programs, training needs are assessed by job function and department (job level / department). For QSHE programs, training is conducted in accordance with policies established and delivered by the Sustainability and Quality, Safety, Occupational Health, and Environment functions. OR also considers fundamental programs aligned with the organization’s strategic plan, which are proposed for approval prior to implementation. These inputs are then used to formulate annual training plans and employee development activities for the subsequent year.

OR provided four categories of training courses:

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:

4.1 Courses on laws, regulations, and licenses
4.2 Courses on OR policies and strategies
4.3 Courses to build awareness and strengthen skills.

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 (experiential learning)
  - 20% is learned through coaching processes from supervisors or relevant individuals in the workplace. OR supports employee development through formal mentorship and coaching programs, offering personalized guidance, constructive feedback, and support for career development. These programs are designed with clear objectives and defined implementation timelines, with ongoing performance evaluation.
  - 10% learning through training programs, including in-house training, public training, and self-learning, as well as cross-functional knowledge sharing to enhance employees’ knowledge, skills, and capabilities, enabling them to perform their roles and responsibilities more efficiently and effectively.

Type of Performance Appraisal

OR has established Key Performance Indicators (KPIs) covering all levels, including the organization, departments, projects, teams, and individuals, to ensure that all employees perform in alignment with the organization’s vision, mission, business strategies, and shared objectives. Performance is monitored and evaluated on a regular basis, with the results used as key inputs for determining fair compensation, both in the short term, such as annual bonuses, and in the long term, such as annual salary adjustments.

Performance Appraisal Criteria
KPI setting is derived from the organization’s strategic plan using a top-down approach (sight from top) and is systematically cascaded to the individual level. Performance evaluations are conducted through the COACH system at least twice a year, comprising a mid-year review and an annual performance appraisal, with goals adjusted as appropriate.
The appraisal process emphasizes two-way communication between supervisors and employees to support goal setting, skills development, and motivation. In addition, OR encourages ongoing agile conversations and one-on-one feedback to ensure continuous listening, dialogue, and constructive feedback.

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 has established a Succession Plan for key positions across the organization by assessing leadership potential, managerial competencies, and professional experience of employees. This approach supports systematic development and readiness in line with business growth and transformation, both domestically and internationally. The plan covers positions ranging from the Chief Executive Officer, Managing Director, Senior Executive Vice President, and Department Manager to Section Managers or Managers. A five-year development plan is defined to identify high-potential employees for structured development programs, complemented by job rotations to strengthen competencies and broaden experience. This process aims to cultivate leaders who demonstrate strong capabilities and serve as role models in accordance with the OR DNA framework.
For Chief Executive Officer development, OR integrates its approach with group-level initiatives within the PTT Group. Senior Executive Vice Presidents participate in the PTT Group Leadership Development Program (GLDP) under the SEVP Pool to prepare for progression to the Chief Executive Officer or Managing Director roles, while Department Managers participate in the EVP Pool to support advancement to Senior Executive Vice President positions. In addition, OR encourages participation in the Leadership Development Program (LDP) and other leadership development courses to further enhance leadership and management capabilities in response to the evolving business environment.
Further details on the succession plan for the Chief Executive Officer are available in the Governance section. (Link: https://www.pttor.com/sustainability/governance)

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.
OR’s employees come from diverse cultural background, reflecting the distinct regional differences in Thailand’s local dialects, cultures, beliefs, and cuisines. OR tracks the regional origins of its employees across Thailand’s five main regions, reporting this data annually in our performance report:

1. 1. Central Thailand: Known for vibrant urban centers and a blend of traditional and modern lifestyles. The Central Thai dialect is the standard for the Thai language.
  2. Southern Thailand: Influenced by Indian, Malay, and Muslim cultures, the Southern dialect is distinct from Central and Northern dialects. This region is famous for its beaches, tropical islands, and seafood-rich cuisine.
  3. Northern Thailand: The Northern dialect differs significantly from Central Thai. This region is known for its mountainous landscapes, cooler climate, and distinct cuisine.
  4. Northeastern Thailand (Isan): The Isan dialect, related to Lao, is prevalent in the region, which is known for its spicy cuisine, lively music, and traditional silk weaving.

OR places strong emphasis on gender diversity to promote equality and reduce operational gaps, recognizing that diversity plays a critical role in driving innovation, expanding problem-solving perspectives, enhancing employee engagement, and attracting and retaining high-quality talent. These factors collectively contribute to overall organizational performance. To achieve these objectives, OR has established target ratios for female representation across various positions within the organization, as follows:

For overseas companies within OR Group, local talent is recruited into management positions, reflecting efforts to adapt to diverse local contexts and to gain a deeper understanding of local cultures, traditions, and values. This approach is essential for building strong relationships with customers, business partners, and local communities.
In addition, OR complies with legal requirements regarding the employment of people with disabilities and remains committed to expanding opportunities to promote an inclusive and supportive society. OR creates employment opportunities for underprivileged groups through the “Café Amazon for Chance” program, which provides stable employment for persons with disabilities, the elderly, and socially disadvantaged individuals. In addition, OR Group companies, including PTTRM, employ individuals with autism at Jiffy convenience stores, offering them career opportunities and supporting the development of social skills.
Further details are available in the section on Community Development and Social Collaboration.

Organizational Culture and Employee Engagement

OR promotes organizational culture and employee engagement through continuous communication and relationship-building activities. Organizational values are communicated through the OR DNA handbook, e-learning courses, new employee orientation programs, and multiple communication channels, including e-mail, LINE, and the intranet. OR also organizes regular engagement sessions between executives and employees. In addition, OR arranges bonding activities such as annual seminars, function-based activities, and Family Day events to foster a family-like working atmosphere. OR also recognizes employees with outstanding performance or long service (long-term service) through awards and commemorative gifts, in recognition of and appreciation for their dedication and contributions to the organization.

Competitive Benefits

Fair Compensation and Employment Practices
OR is committed to enhancing employees’ quality of life by establishing compensation policies that are fair, transparent, and sufficient to meet living wage standards. This supports appropriate living conditions for employees and their families through living wage benchmarking, referenced against the criteria of the Global Living Wage Coalition using the Anker Methodology, an internationally recognized standard for labor fairness. In addition, OR reviews and updates relevant data on an annual basis to ensure that employee compensation remains above estimated living cost levels.
Further details are available in OR’s Labor Practices Commitments and Programs 2025.
OR communicates its policies on fair compensation and employment practices through the OR Sustainable Supplier Code of Conduct (OR SSCOC) to suppliers in cases involving non-permanent labor, such as contractors or subcontracted workers, to ensure that suppliers are informed prior to entering into business transactions with OR. The reporting scope covers only significant locations of operation in Thailand.

Employee Welfare
OR has established a Welfare Committee within its establishments to serve as employee representatives in providing consultation and recommendations, as well as reflecting employee feedback related to the development and enhancement of welfare benefits in alignment with employees’ needs.

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	120 Days (98 Paid days)
Parental Leave	15 paid days
Family leave	10 paid days
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 – 15% 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
Notes: 1. OR does not employ part-time workers. 2. OR provides maternity leave entitlements whereby female employees are entitled to 120 days of maternity leave, with 98 days of paid leave, which exceeds the requirements stipulated under Thai labor law. In addition, male employees are entitled to 15 working days of paid parental leave. 3. OR adopts a hybrid workplace-based approach and promotes flexible working arrangements through the use of employees’ personal devices, as appropriate to the nature and necessity of each job function. This approach is designed to enhance flexibility while maintaining work efficiency and effectiveness. ทำงาน

Employee Turnover Rate and Engagement

In 2025, the employee turnover rate was 1.81, lower than the market in the same industry.

In the 2025 Employee Engagement Survey, employee participation accounted for 94% of the total workforce. The results indicated an overall employee engagement level of 69%. In 2025, the organization implemented action plans to enhance employee engagement in response to key issues identified from the survey analysis, such as infrastructure and resource adequacy, people management, and performance management.
The survey results and the proposed organization-wide employee engagement enhancement plan were presented to the Human Resource Management Committee (HRMC) for acknowledgment and approval. In addition, engagement survey results by function were communicated to executives to enable them to address identified issues in line with their respective functional contexts. These actions complement the organization-wide engagement enhancement initiatives of OR, including the implementation of OR’s new performance management system (OR New PMS).

Performance

Compliance with Labor Standards
In 2025, there were no confirmed incidents of non-compliance with labor standards within the audited scope, which covered 100% of operations and all grievance channels.

Supporting Employee Well-Being
In 2025, OR implemented comprehensive measures to enhance employees’ quality of life and motivation. These included modernizing and ensuring the competitiveness of the salary structure; providing inclusive and equitable benefits, such as marriage equality; and offering relief assistance for disasters, including earthquakes and floods. OR also improved workplace facilities and parking areas, expanded investment options under the provident fund, and promoted flexible working arrangements through the use of personal devices. In addition, OR organized family engagement activities and mental health support initiatives (OR Happy Healthy Mind), along with employee recognition through awards and the Award & Memorial Day. These events honor employees who have completed 10, 15, 20, 25, 30, 35, and 40 years of service, fostering inspiration and long-term organizational commitment.

Participation and Support for International Labor Standards Initiatives
In 2025, OR participated in programs and training related to labor standards at both national and international levels. These activities covered key issues, including responsible recruitment, freedom of association and collective bargaining, and non-discrimination. OR also took part in training organized by industry networks and civil society organizations to enhance the capabilities of human resource professionals and to strengthen knowledge and understanding of international labor rights standards.

Knowledge Management: KM
OR is committed to becoming an Innovative Learning Organization by developing a KM Hub as the central platform for organizational knowledge management. The KM Hub enables the systematic collection, storage, exchange, transfer, and application of knowledge in an efficient and timely manner. This supports standardized employee operations and alignment with organizational objectives.

OR also promotes the establishment of Communities of Practice (CoPs) across all functions. These communities play key roles, including Sponsor (senior executives who define the vision and objectives), Leader (individuals who lead knowledge sharing), Facilitator (those who support and drive the process), Expert (specialists who transfer knowledge and develop best practices), and Member (participants who share and apply knowledge).
In 2025, OR facilitated the exchange of more than 2,400 knowledge topics through the KM Hub and registered 46 Communities of Practice (CoPs), representing a 15% increase from the previous year. Among all OR CoPs, four CoPs participated in the PTT Group KM Awards and continuously received recognition at the PTT Group level.
In addition, OR engaged in knowledge exchange on LPG business and marketing with the Faculty of Business Administration and Accountancy, Khon Kaen University, and organized a Best Practice competition in aviation fuel operations. These initiatives aim to promote the application of knowledge toward process improvement and future innovation.
OR’s knowledge management performance is also regularly monitored through the LO Maturity Assessment. In 2025, OR achieved a score of 3.98 out of 5, reflecting Level 4: Developing. The assessment results are used as key inputs for formulating action plans for the following year, with the objective of advancing to Level 5: Capable.

Employee Training Programs
OR sets a target for average training hours per employee to ensure that development programs and learning initiatives deliver tangible benefits to executives, employees, and the organization. Training effectiveness is evaluated through pre- and post-training knowledge assessments.
In 2025, the assessment results showed that the average post-training knowledge level reached 92.37%, representing an increase of 40.25% compared with pre-training levels. Training topics covered key areas as follows:

Topic	Training Program	Objective	Outcome
Leadership development program	Core Program – Leadership Development	To enhance employees’ leadership knowledge and skills in line with the OR Core Competencies defined for each job level	OR developed employees at all levels through Core Programs, with systematic pre- and post-training learning assessments. The results indicated that participants’ average knowledge levels increased across all job levels. In addition, the average satisfaction level for all programs within the Leadership Development category exceeded 95.4%. Overall performance outcomes reflected an average 11.14% improvement in competencies.
Transition program for retiring and terminated employees	Transition Program to Support Retiring Employees	To prepare employees for retirement	OR implements a pre-retirement preparation program commencing three years in advance of retirement. The program covers health, self-care, and financial planning to enable employees to lead an appropriate and high-quality life after retirement. In 2025, a total of 44 employees out of 74 employees who reached retirement age participated in the program, representing 59.5% of eligible employees in that year.
Digital transition program	AI Fundamental	To enhance employees’ understanding of the fundamentals of Generative AI, covering both theory and practical applications, as well as its application in business and operational contexts. The program introduces Generative AI tools for different types of work and outlines future technology trends, while also building awareness of limitations, risks, and ethical considerations associated with the application of Generative AI.	Employees gained a fundamental understanding of the use of Generative AI in the workplace through a fundamental-level program designed for employees at all levels. The program included hands-on workshops to strengthen prompt-writing skills and introductory applications of Generative AI across various work functions, as well as learning from current use cases of Generative AI. The training also emphasized awareness of potential risks and impacts associated with its use. As a result, participants’ level of understanding of basic Generative AI concepts increased to 91%, compared with 49% prior to the training.
	AI for Marketing	This program focuses on enhancing knowledge of Generative AI to elevate marketing strategies. Employees learn how to apply Generative AI in marketing planning, content creation, consumer data analysis, and the application of ethical guidelines for the responsible use of Generative AI in marketing.	Participants gain a foundational understanding of Generative AI and its applications in marketing and sales contexts, including the use of Generative AI tools to analyze consumer behavior, develop marketing strategies, design marketing campaigns, and create and enhance effective customer journeys. The program also covers current use cases of Generative AI in marketing, as well as associated risks and ethical considerations, enabling responsible application. As a result, participants’ level of understanding increased to 96.9%, compared with 76.8% prior to the training.
	AI Business Development	This program aims to enhance employees’ understanding of how Generative AI can be applied to business development and data analytics. Participants learn how to leverage AI to generate new insights, forecast business trends, and improve decision-making processes through data-driven analysis. The program also emphasizes the use of AI for market analysis and advanced data processing to enhance the efficiency and effectiveness of business development.	Employees gained an understanding of the principles for applying Generative AI in the contexts of business development and data analytics, including generating predictive insights on market trends and conducting data analysis to support strategic decision-making. The program supports analysis across financial, marketing, operational, and risk management dimensions, enhancing the efficiency and effectiveness of internal decision-making processes. Participants also developed awareness of risks and ethical considerations to ensure responsible application. As a result, participants’ level of understanding increased to 94.4%, compared with 37.7% prior to the training.
	Generative AI for Creative Design	This program enables employees to learn creative content development and digital art and graphic design for marketing communication and public relations using Generative AI. Participants engage in hands-on workshops and explore practical application examples, with a focus on leveraging Generative AI to enhance creativity and design efficiency, while also addressing limitations, risks, and ethical considerations in its application.	Employees gain a foundational understanding of Generative AI for graphic design, including effective prompt writing for design tasks that complement their own creative work. The program also builds understanding of the operating principles and strengths of different types of Generative AI to reduce design time. Participants develop awareness of risks and ethical considerations to ensure responsible use. As a result, participants’ level of understanding increased to 96.9%, compared with 76.8% prior to the training.
	Driving Customer Centric Business with Data	This program aims to equip employees with fundamental concepts, methods, and processes of data analytics, starting from key principles and the use of data to generate insights and support decision-making. Through hands-on workshops, participants address real business problems using data analysis and apply the Problem–Reason–Action framework to problem-solving.	Employees gain an understanding of core data analytics concepts and processes, are able to identify business problems that can be addressed through data analysis, and learn to collaborate effectively to source and utilize data. Participants apply the Problem–Reason–Action framework in data-driven analysis and are able to present insights and solutions derived from analytical exercises. As a result, participants’ level of understanding increased to 92.7%, compared with 71.5% prior to the training.
Enhancing business opportunity	Fundamental and Advanced Knowledge of Electric Vehicles	This program aims to equip employees with both fundamental and in-depth knowledge of electric vehicles (EVs), covering usage, troubleshooting, and maintenance, to enable more effective customer support for EV users. The program also prepares employees to provide technical knowledge to FIT Auto service centers for EV repair services, incorporating case studies on common issues and solutions.	As a result, employees gained comprehensive knowledge of EVs, including fundamental principles, overall system architecture, operating mechanisms, and key components. Participants are able to apply this knowledge in technical contexts when addressing issues or assisting customers, and to further build business-related expertise to support the development of EV maintenance services. This readiness helps prepare for the increasing number of EV fleets in Thailand. Participants’ level of understanding increased to 95.7%, compared with 52.4% prior to the training.
	Merger & Acquisition (M&A) and Related Taxation	This program aims to strengthen knowledge related to mergers and acquisitions (M&A), with a focus on taxation and relevant legal considerations, including preliminary considerations for cross-border M&A transactions that create opportunities for new business development.	As a result, employees enhanced and updated their knowledge of M&A-related tax and legal aspects, enabling them to analyze, evaluate, and assess tax implications arising from M&A transactions. Participants’ level of understanding increased to 86%, compared with 24.7% prior to the training.
	Customer Industry Conditions and Trends	This program aims to provide employees with an overview of the current situation and trends across various customer industries, including positive and negative outlooks, as well as key risk considerations in commercial transactions for each industry segment within OR’s customer base.	As a result, employees gained a clearer understanding of the current conditions of each customer industry group, enabling them to apply this knowledge to creditworthiness assessment, industry monitoring, and proactive awareness of industry developments affecting OR’s customers. This supports more effective risk management. Participants’ level of understanding increased to 95.2%, compared with 51.3% prior to the training.
	Fundamentals of Steam Boiler Plant System Design	This program aims to equip employees with knowledge and understanding of the principles for designing steam boiler plant systems, which are part of OR’s alternative energy businesses. The scope covers the selection of appropriate equipment for projects, system layout and configuration, design of auxiliary equipment, and construction cost estimation, enabling effective system design and project proposals that meet customer requirements.	As a result, employees gained an understanding of the operating principles and types of steam boilers, the ability to design piping systems appropriate to points of use, and to establish design approaches for Balance of Plant (BOP) components such as deaerators, economizers, water treatment systems (Water Treatment/RO), and air treatment systems. This knowledge supports professional cost estimation and proposal development for steam boiler plant systems. Participants’ level of understanding increased to 97.7%, compared with 75.73% prior to the training.
	Fundamentals of Chiller System Design	This program aims to provide participants with a comprehensive understanding of the fundamentals of chiller system design, which is part of OR’s alternative energy businesses. The scope covers system operating principles, water piping design, equipment selection, drawing and catalogue interpretation, and key calculations required for system design and project proposal development that meet customer requirements.	As a result, employees gained an understanding of chiller system design, including equipment selection, specifications, applicable standards, capital investment estimation, and operation and maintenance costs. Participants are able to apply this knowledge to the design of project proposals for customers. Participants’ level of understanding increased to 93.7%, compared with 46.3% prior to the training.
	FSSC 22000 V.6.0 Requirements & Implementation	This program aims to support employees responsible for Café Amazon bakery production, coffee roasting plants, dry mix factories, and quality control teams by enhancing their understanding of the requirements of the FSSC 22000 Version 6.0 food safety management system. The training covers internationally recognized FSSC 22000 v6 food safety requirements and practical implementation guidance, including documentation, documented information, and operational practices. The program also supports effective preparation for transitioning to ISO 22000:2018.	As a result, participants gained knowledge and understanding of safe food sourcing and production, as well as related products and services in compliance with customer requirements and applicable laws and regulations. Participants are able to apply this knowledge in their operations and manage risks identified under the food safety management system requirements. Participants’ level of understanding increased to 93.4%, compared with 59.5% prior to the training.
	FSSC 22000 Internal Auditor	This program aims to support employees responsible for Café Amazon bakery production, coffee roasting plants, dry mix factories, and quality control teams by enabling them to review and gain a thorough understanding of the FSSC 22000 Version 6 food safety management system requirements. The training equips participants to conduct internal audits and factory hygiene inspections, and to understand the roles and responsibilities of internal auditors, including audit planning, audit execution, reporting, and follow-up on corrective actions in accordance with FSSC 22000 Version 6.	As a result, participants are able to perform the roles and responsibilities of internal auditors, prepare audit plans, conduct audits, prepare audit reports, and follow up on corrective actions under the FSSC 22000 standard, and apply this knowledge in their daily operations. Participants’ level of understanding increased to 97.5%, compared with 59.5% prior to the training.
Productivity	Lean Process Management	This program aims to equip employees with an understanding of Lean management principles to reduce waste, eliminate non–value-adding activities, and enhance customer value by focusing on processes that truly meet customer needs. The program also emphasizes continuous improvement to systematically enhance and refine work processes in order to achieve maximum operational efficiency.	As a result, employees gained knowledge and understanding of Lean management principles and were able to apply this knowledge to improve departmental work processes by reducing costs through waste elimination and unnecessary steps, increasing efficiency and streamlining processes, improving productivity and output, and enhancing quality by reducing errors and defects. This led to higher-quality products and services. A total of 55 employees completed the training, with an average satisfaction score of 94.13%.
	Agile Mindset & Project Management	This program focuses on enabling employees to understand the Agile Mindset and the principles of Agile Project Management, and to apply them effectively in their work. Participants learn core Agile concepts, Agile ways of working, and practical applications of Agile in real work scenarios to enhance project management efficiency and respond more rapidly to business changes.	As a result, employees gained knowledge and understanding of the Agile Mindset and key principles of Agile Project Management, enabling them to apply Agile approaches to improve project management effectiveness and team communication. Participants also practiced applying the Agile Mindset through OR project case examples. Participants’ level of understanding increased to 93.7%, compared with 48.5% prior to the training.
	Training programs in accordance with the Marine Terminal Operator Competence and Training Guide (MTOCT#2 and MTOCT#3)	To enhance marine operational standards in alignment with the policies of the PTT Group under the Marine Terminal Information System (MTIS) framework on MTOCT, through the training courses “Introduction to Petroleum Product Marine Terminals” and “Ship–Shore Operations.”	To foster a strong safety culture and professionalism, reduce operational errors, and improve the efficiency of oil transfer operations at marine terminals. The program also enhances practical competencies and emergency response capabilities, strengthening overall safety performance in jetty operations. In 2025, out of more than 3,400 vessel calls, zero major marine accidents were recorded, reflecting reduced losses and improved safety in marine oil transfer activities.
Health and Safety	First Aid and Basic Life Support (CPR) Training	To enhance employees’ competencies in first aid and CPR, enabling effective emergency response, appropriate pre-hospital assistance, and reduction of injury severity.	A total of 112 employees successfully completed the program and passed competency assessments conducted by certified instructors from OR (CPR+AED Instructor Certification). Participants demonstrated the ability to perform first aid and emergency response in accordance with recognized standards prior to hospital transfer. The program achieved an average satisfaction score of 98.66%.
	Fire Prevention and Suppression Techniques for Modern Energy (Electric Vehicles and Solar Cells)	To enhance employees’ knowledge of safety standards related to modern energy technologies, including the National Electrical Code (NFPA 70) for photovoltaic (PV) systems and NFPA 855 for Energy Storage Systems (ESS), as well as fire testing data review and emergency response procedures for PV and ESS systems.	A total of 55 employees successfully completed the training, strengthening their understanding of system operations and enabling them to safely and effectively control fires involving battery-powered vehicles and solar energy systems. The program achieved an average satisfaction score of 94.13%.
	Safety Management for Modern Energy (Electric Vehicles and Solar Cells)	To equip employees with fundamental knowledge of electric vehicle (EV) technologies, relevant standards and regulations, EV battery systems and energy management systems, as well as safety practices for high-voltage battery assembly and high-voltage electrical systems, including emergency response to EV-related incidents.	A total of 38 employees successfully completed the training, enhancing their ability to safely manage risks and respond to incidents involving battery-powered vehicles and solar energy systems, supporting accident prevention and preparedness for emerging energy technologies. The program achieved an average satisfaction score of 92.41%.

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. OR supported contractual employees BSA in conducting training and development programs.

Knowledge Sharing with Educational Institutions
OR continuously conducts knowledge-sharing activities with educational institutions to provide students with opportunities to learn how academic concepts can be applied in real-world business contexts. On 4 August 2025, OR Academy, in collaboration with the LPG Marketing function, organized a Sharing Session titled “Does LPG Really Need Marketing!?”. The session aimed to provide knowledge and broaden perspectives on OR’s LPG business for third-year students from the Faculty of Business Administration and Accountancy at Khon Kaen University, as part of the Marketing Strategy and Technology course. The activity focused on enhancing business understanding alongside creative marketing concepts, particularly within the energy business sector, which plays a vital role in driving economic and social development. A total of 120 participants attended the session.
In addition, OR deployed a team of instructors to support basic firefighting training and fire evacuation drills for personnel and students of the Faculty of Business Administration and Accountancy at Khon Kaen University under the Fire Prevention and Suppression Program 2025, held on 22 July 2025. The training aimed to equip participants with practical knowledge on emergency response procedures in the event of a fire, the proper use of relevant tools and equipment, assistance for affected individuals, and skills for personal safety and the protection of public property. The program was attended by 95 participants.