Human Capital Management
Impact on Business (GRI3-3)
Challenges and Opportunities (GRI3-3)
The renewable energy industry faces increasing competition for highly skilled talent. Employee development and retention therefore represent a critical organizational challenge, particularly in relation to emerging skill requirements. CKPower continues to enhance employee competencies while promoting quality of life and a safe working environment to manage the risks associated with talent loss and operational disruption.
At the same time, this presents an opportunity to enhance organizational efficiency and readiness through the development of job-relevant skills, the strengthening of career development pathways, and the cultivation of a culture that supports learning and innovation. It also enables the organization to respond to stakeholder expectations regarding decent work, equality, and fair practices, thereby supporting long-term competitiveness.
Commitment (GRI3-3)
CKPower is committed to comprehensively enhancing workforce capabilities and promoting employee well-being to strengthen competitiveness and readiness for the ongoing transition in the renewable energy industry. The Company places emphasis on systematic skill development and the creation of a growth-oriented work environment, with key approaches including the development of soft and hard skills through training programs, workshops, and modern learning platforms. It also promotes a safe working environment, supports employees’ physical and mental well-being, and advances decent work practices. In addition, CKPower supports gender equality, equal opportunity, and non-discrimination at all levels of the organization to foster a culture of diversity, equity, and inclusion.
CKPower recognizes skilled and motivated employees as a key driver of environmentally responsible power generation that creates value for communities and society, while supporting carbon footprint reduction targets and long-term sustainable growth.
Operational Guidelines (GRI3-3)
Policies and Strategic Plans
Policies
CKPower has established a Personnel Management Policy to ensure efficiency, transparency, and good corporate governance in its human resource management. The policy encompasses employee development and care, focusing on multiple aspects, including labor practices and human rights, employment and recruitment, performance management, compensation and benefits, employee knowledge and career development, employee engagement surveys, workplace safety, and employee complaints and feedback. Additionally, the Company has implemented Succession Planning Guidelines in accordance with its internal talent recruitment policy. This approach facilitates the identification and development of high-potential candidates to fill key positions, ensuring business continuity and sustainability.
Management Plan
To systematically and sustainably enhance personnel capabilities while supporting the expansion of the renewable energy business and industry evolution, CKPower has developed a five-year Human Capital Development Plan (2025-2029). This strategic plan emphasizes continuous personnel development and talent retention through clearly defined, year-by-year strategies designed to build a strong foundation and foster long-term growth. The plan milestones are as follows:
- 2025: Building the foundation and preparation.
- 2026: Further development
- 2027: Enhancing readiness and expanding capabilities
- 2028: Increasing expertise and engagement
- 2029: Fostering excellence and sustainability
| 5-Year Human Capital Development Plan (2025-2029) | |||||||||
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2025
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2026
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2027
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2028
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2029
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| Building foundation and preparation | Further development | Enhancing readiness and expanding capabilities | Increasing expertise and engagement | Fostering excellence and sustainability | |||||
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Align workforce planning with business expansion:
Determine the number and types of personnel required. |
Enhance the Core HR System to improve efficiency in HR data management and processes.
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Develop position-specific training:
Provide training to develop specialized skills for each line of work. |
Develop position-specific training:
Develop specialized skills according to the needs of each line of work to enhance operational efficiency and expertise in each role. |
Review 5-year performance:
Review the success of personnel development plans, analyze strengths and room for improvement, and establish future personnel development guidelines. |
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Establish personnel development plans:
Create structured development plans for current and future operations. |
Develop current employees:
Provide training and develop essential skills for business operations. Align skill development plans with business strategies. |
Enhance technology and innovation capabilities for personnel.
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Execute action plans of the welfare committee.
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Develop next-generation leaders:
Implement capability development programs for managerial-level employees and organizational leaders. |
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Conduct people risk assessment:
Analyze potential risk factors to prepare mitigation plans. |
Enhance development programs based on employee interests.
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Execute action plans of the welfare committee.
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Conduct surveys on employee interests and engagement.
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Expand the human resource management system:
Develop and enhance the HR system to cover all processes, support business growth and optimize personnel management efficiency |
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Enhance the Core HR System to optimize data management and HR processes.
Analyze results from the 2024 engagement survey to improve employee care and hold quarterly meetings of the new welfare committee. |
Conduct surveys on employee interests and engagement.
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Hold quarterly meetings of the new welfare committee.
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Hold quarterly meetings of the new welfare committee.
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Execute action plans of the welfare committee and hold quarterly meetings of the new welfare committee.
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Hold quarterly meetings of the new welfare committee.
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CKPower is committed to becoming one of the region’s largest producers of electricity from renewable sources with one of the lowest carbon footprints. To achieve this vision, the Company places great emphasis on personnel capability development as a key driver of sustainable business growth. Recognizing that employees are essential to organizational success, CKPower is dedicated to enhancing expertise in energy, resource management, and organizational management. The Company's core strategy focuses on retaining and developing highly skilled personnel by supporting their career advancement, providing fair benefits, and offering continuous skill development to equip them for changes in the renewable energy industry.
In addition to capability development, CKPower is committed to creating a safe and high-quality work environment that promotes continuous learning and employee well-being. This is supported by efficient human resource management systems, including comprehensive assessment systems that implement evaluation frameworks meeting international standards to ensure transparent and effective performance management, as well as strategic succession planning to identify and nurture potential leaders, ensuring business continuity and sustainable growth.
Five Dimensions of Human Resource Management for the Mutual Growth of Personnel and the Organization
1) Operational Competency Development (GRI404-2)
CKPower places emphasis on systematic and continuous development of personnel at all levels through an Employee Development Roadmap designed to suit each level and position. This ensures employees have the necessary skills for career growth in alignment with CKPower’s aspiration to become the region’s leader in renewable energy-based electricity production and sustainable resource management.
CKPower implements a Blended Learning Approach to enable effective personnel development, which consists of the following components:
- In-house training: Led by internal and external experts
- External training: Providing employees access to knowledge from diverse sources
- E-learning & digital training: Enabling learning anywhere, anytime
- On-the-job training: Developing practical and workplace-based problem-solving skills
- Knowledge sharing: Fostering a learning culture across in the organization
Employee Development Results in 2025 (GRI404-1)
- Total training and development hours: 24,021 hours
- Average hours per employee: 43 hours
- Percentage of employees receiving development training and development opportunities: 92.34%
CKPower is committed to continuously developing and improving training programs to align with organizational needs and industry trends, aiming to strengthen personnel capabilities, foster career advancement, and support the Company’s sustainable growth.
Competency Development Approach
CKPower enhances personnel capabilities in alignment with its organizational goals, business strategies, and core policies through a systematic learning framework. This approach focuses on developing both core and functional competencies to improve operational efficiency, support career advancement, and promote organizational sustainability. CKPower’s personnel development programs are strategically organized into four main levels:
Organizational Goals / Business Strategies / Core Policies |
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| Competencies ( Core Values / Function / Management) | |||||||
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Compulsory Training Programs
Basic / Fundamental |
Functional Skills
Knowledge / Skill |
Social and People Management Skills
Knowledge / Skill |
Advanced Skills
Knowledge / Skill |
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| To ensure compliance with standards, systems, criteria, and policies as prescribed by CKPower | To enable effective performance of assigned duties | To improve and enhance operational capabilities | To improve and enhance operational capabilities | ||||
| Ensure employee compliance with standards and regulations. | Enhance performance and productivity. | Develop potential and prepare for higher roles. | Elevate capabilities and increase long-term productivity. | ||||
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CKP Academy in CKPower Mobile Application
CKPower has developed the CKPower Academy Application as a comprehensive knowledge management platform designed to enhance employee capabilities and support lifelong learning. The platform enables employees to access essential knowledge resources, acquire key skills, and stay updated with industry trends anytime, anywhere, ensuring continuous personal and professional growth.
Key Features of CKPower Academy:
- Self-initiated learning: Employees can engage in self-directed learning through online learning and virtual training programs based on their individual interests and development needs.
- Knowledge Sharing: The platform serves as a centralized hub for knowledge sharing, enabling employees to exchange specialized skills, insights, and best practices across different departments.
- Virtual Class & Face-to-Face Training: The application supports multiple learning formats, including virtual and face-to-face training, to accommodate diverse learning preferences and enhance accessibility.
- E-Book & Key Content Summaries: The platform provides access to best-selling books and concise content summaries, making knowledge easily accessible and readily applicable.
CKPower Academy Results in 2025:
- 100% of new employees successfully completed mandatory training courses through the CKPower Academy Application.
- The application played a pivotal role in fostering a culture of lifelong learning and development, supporting sustainable growth and operational efficiency for both employees and the organization.
Expanding Success through Knowledge Sharing
CKPower actively cultivates a culture of knowledge sharing to enhance employee skills and promote collaboration across all organizational levels. By encouraging knowledge exchange, CKPower empowers employees to learn from each other, thereby fostering a culture of continuous improvement and innovation.
Knowledge Sharing Promotion:
- Encouraging the participation of employees at all levels in the exchange of knowledge and experience
- Developing a knowledge management system for easy access to information and knowledge
- Utilizing the CKPower Academy platform as a centralized hub for knowledge sharing, storage, and retrieval.
- Promoting continuous self-development through peer learning and collaborative exchanges.
Knowledge Sharing Results in 2025:
- 131 knowledge-sharing topics were available, covering various aspects of business operations.
- Employees were able to access knowledge more readily through the knowledge management system.
Content from knowledge sharing activities was compiled and uploaded to the CKPower Academy Application, enabling employees to access relevant and practical knowledge tailored to their roles. These initiatives help foster a culture of continuous learning, support employees’ readiness for future challenges and industry changes, and enhance the organization’s long-term resilience.
2) Opportunities for Career Advancement
Performance Tracking and Assessment
CKPower places emphasis on employee capability development and performance management to enhance organizational competitiveness and adaptability in response to the transition of the energy industry. The Company implements a standardized performance evaluation system aligned with its business expansion direction. Performance evaluations are conducted annually for employees at all levels, with the performance targets linked to CKPower’s roadmaps and assessments and based on four main criteria:
1. Corporate KPIs: Business objectives requiring employee support for organizational success
2. Performance Evaluation (PE): Assessment of employees’ deliverables based on metrics agreed upon with supervisors
3. Competency Assessment (CA): Assessment of skills, capabilities, and work behavior in alignment with corporate values and guidelines
4. Attendance Time (AT): Levels of work responsibility and consistency
Operational Guidelines
- Individual goal setting: Employees and supervisors jointly establish clear objectives in line with corporate strategy.
- Continuous feedback and monitoring: Supervisors provide ongoing guidance and support.
- Integration of assessment results with development plans: Assessment results inform the adjustment of employee development plans according to capabilities and business trends.
This system helps employees understand CKPower’s expectations and receive appropriate development opportunities, thereby supporting the Company’s stable and sustainable growth.
Performance Assessment Criteria
Performance Assessment (GRI404-3)
Performance assessments of executives and employees are conducted annually to ensure alignment with organizational goals and support long-term employee capability development.
Performance Assessment Guidelines
- Key performance indicators (KPIs): These serve as primary criteria for assessing the efficiency of employees in each position.
- Comparative ranking: Performance is compared among employees at the same level to ensure fair standards.
- Compensation consideration: Assessment results are used to determine compensation according to the CKP Performance Appraisal Manual.
- Continuous development: Assessment results are analyzed to create Individual Development Plans (IDP) and enhance employee capabilities in line with their career paths and organizational goals.
This assessment system enables the Company to effectively develop its human resources while also driving sustainable organizational growth.
Percentage of employees receiving performance assessment in 2025
Individual Development Plan Revision
CKPower places emphasis on continuous employee capability development through annual training plan reviews to ensure development programs align with employee needs and the business direction of the organization.
Employee Capability Review and Development Guidelines
- Annual training plan review: Training courses are updated to match required skills at each level.
- Individual development plans (IDP): Employees are empowered to plan their self-development, focusing on upskilling and reskilling to enhance productivity.
- SMART goal setting: Development targets are established in line with Specific, Measurable, Attainable, Relevant, and Time-bound principles for clear career growth achievement.
- Training roadmap: This roadmap serves as guidance for employee development at each level to maximize readiness and potential.
Individual Development Plan
CKPower prioritizes capability development for employees at all levels, encouraging them to formulate Individual Development Plans (IDPs) that align with the Company’s strategic training roadmap. This approach ensures targeted and continuous development, supporting employees’ career advancement and enhancing organizational growth.
IDP Development Guidelines:
- Alignment with Career Path and Corporate Strategy: Employees can select development paths suitable for their positions and career goals.
- Domestic and International Training Coverage: Employees are given access to the latest international knowledge.
- Multidisciplinary Skills Development: Employee growth is supported across various dimensions, including technical skills, managerial skills, and innovation and digital capabilities.
Objectives of Individual Development Plans:
- Enhance employee capabilities in preparation for career advancement.
- Link IDPs with training roadmap to ensure targeted and continuous development.
- Support lifelong learning through upskilling and reskilling to develop essential skills for current and future responsibilities and ensure constant adaptability to industry changes.
In addition, CKPower fosters a culture of continuous learning and development to enable personnel to adapt to industry changes and enhance the Company’s long-term competitiveness.
Succession Planning
CKPower recognizes the importance of succession planning in maintaining business continuity and stability. To this end, CKPower places emphasis on developing and preparing personnel for key positions to ensure smooth and efficient business operations, safeguarding its leadership pipeline.
Succession planning guidelines cover all organizational levels, including:
- Board of Directors
- Managing Director
- Senior executives and key positions in core functions
Standardized and Clearly Defined Implementation Guidelines:
- Establish written succession plans as clear guidelines.
- Define successor selection criteria based on potential, capability, and experience.
- Implement development and monitoring processes to ensure successor preparedness.
Successor Development:
- Training and Development: Create development plans for essential skills, knowledge, and competencies required for key positions.
- Leadership Pipeline: Prepare future leaders through specialized programs.
- Job Rotation and Coaching: Give high-potential employees opportunities to gain experience in diverse roles.
- Assessment and Readiness Evaluation: Evaluate successor preparedness based on clearly defined criteria.
3) Employee Well-being and Quality of Life (GRI2-30, 401-2, 401-3, 403-6)
CKPower places a high value on employee care and quality of life development to ensure appropriate support for all employees, foster engagement, and promote business sustainability.
1. Employee Welfare
CKPower provides welfare and benefits to personnel at all levels, including permanent staff and workers at key operational sites. Details of the Company’s benefits, policies, protocols, and legally compliant termination processes, which are applicable to 100% of the personnel, are clearly specified and announced to its employees. The core benefits provided are as detailed below.
Health and Life Benefits:
- Annual health check-up
- Life insurance
- Health insurance
- Disability coverage
Family and Social Benefits:
- Maternity leave: Female employees are entitled to 90 days of maternity leave (45 days paid).
- Male employees can take up to 7 days of personal leave per year to support their spouse during childbirth.
- Employees can take family care leave for their spouse, children, parents, and grandparents using personal leave for up to 7 days per year.
Retirement Plan
- Supports long-term financial security for employees
Personal Leave
Employees are allowed to take paid personal leave of up to 7 days per year for important personal matters including family care and support for spouses during maternity leave.
- Male employees can take up to 7 days of personal leave per year to support their spouse during childbirth.
- Employees can take family care leave for their spouse, children, parents, and grandparents using personal leave for up to 7 days per year.
2. Workplace Welfare Committee
The Workplace Welfare Committee has been established to oversee welfare allocation to ensure suitability and compliance with Thai Labor Standards (TLS 8001-2553) and international human rights principles, with the following objectives:
- To continuously monitor and control employee welfare allocation.
- To provide opportunities for employees to offer opinions and suggestions about welfare through designated channels.
- To ensure compliance with labor laws and human rights practices.
The Committee consists of five members who represent all employees and meet regularly to develop appropriate welfare management guidelines.
3. Diversity & Equal Opportunity Employment
CKPower promotes non-discriminatory employment policies and provides opportunities for all groups. The Company actively embraces diversity, considering factors such as race, gender, religion, age, socioeconomic status, domicile, education, and physical capability. In addition, CKPower places importance on employment of persons with disabilities and disadvantaged groups, which is supported in accordance with the following guidelines:
- Allocating tasks that match individual capabilities.
- Providing equal rights and benefits consistent with those of all employees.
- Supporting skill enhancement and potential development to ensure inclusive growth.
In 2025.
- No persons with disabilities or individuals from disadvantaged groups were employed.
- CKPower contributed 240,900 baht to the Fund for Empowerment of Persons with Disabilities under the Department of Empowerment of Persons with Disabilities, Ministry of Social Development and Human Security.
4. Employee Support Initiatives
Competitive compensation structure: CKPower has established competitive compensation based on:
- Industry salary rates
- Qualifications / experience / scope of supervision according to position level
Performance-Based Salary Adjustment
- Performance assessment results are used as criteria for a salary adjustment.
- Other considerations encompass assessment of KPIs, behavior, and work potential.
Compensation Benchmarking
- CKPower surveys and benchmarks compensation against other companies in the same industry to maintain competitiveness.
HR Governance & Compliance is applicable to 100% of all employees.
- Employees are required to comply with the Business Code of Conduct, HR Management Policy, and good corporate governance principles
- Details about policies, regulations, and legally compliant termination processes are disclosed to all employees.
Employee welfare performance in 2025
| Male | Female | |
|---|---|---|
| Employees entitled to parental leave | 375 people | 177 people |
| Employees who took parental leave | 4 people | 4 people |
| Employees who returned to work after parental leave ended | 4 people | 4 people |
| Employees who returned to work after parental leave ended and were still employed 12 months after returning to work | 4 people | 4 people |
| Return-to-work rate of employees who took parental leave | 100% | 100% |
| Retention rate of employees who returned from parental leave | 100% | 100% |
4) Workplace Environment and Employee Safety
CKPower places utmost importance on occupational safety, health, and environment, focusing on the prevention of risks that may impact safety and compliance with relevant laws. In addition, monitoring, assessment, and reviews are conducted to enable personnel to prevent and address activities that may affect occupational safety, health, and the environment, while operational procedures are regularly developed to create a safe workplace environment for all employees.
5) Employee Engagement Development
CKPower fosters employee engagement with the organization through its core values, organizational culture, and participatory activities to align employees at all levels around shared work practices and organizational values.
CAWTA Core Values
CAWTA has been developed as CKPower’s core values to foster solidarity in the organization and serve as guidelines to which all employees adhere to promote cooperation and drive sustainable organizational growth.
- COACHING AND LEARNING: Sharing like family, teaching and learning from each other, caring for each other, and growing together as a family.
- ACCOUNTABILITY: Do your best and be responsible for the consequences, putting maximum effort at work and taking full accountability and ownership of the work.
- WORK ETHICS: Doing what’s right should come before doing what. To maintain a code of conduct with integrity
- TEAMWORK: Alone we are sparks; together we are power, focusing on synergy and teamwork in tandem with individual capability development to collaboratively create the best outcomes for the organization.
- ADAPTABILITY: Continuous Improvement, resilience, and continuous improvement as pillars of unity to strengthen engagement among CKPower's employees.
Employee Engagement Survey
- Employee engagement surveys are conducted every two years to measure satisfaction levels, work happiness, and factors affecting employee engagement.
- Survey results are analyzed to determine suitable strategies and measures for improving the workplace environment.
CKPower believes that insights into employee needs and well-being are crucial for fostering engagement and promoting long-term operational efficiency.
Application of Kaizen to Organizational Development
- CKPower has adopted the principle of Kaizen to promote continuous improvement.
- Employees can provide opinions and suggestions for organizational process improvement.
- Employees are given opportunities to participate in driving the organization and creating new approaches to enhance work efficiency.
The implementation of Kaizen fosters a sense of belonging among employees and promotes a culture of continuous improvement.
Employee Engagement Activities
CKPower regularly organizes annual activities to provide employees with opportunities to share experiences, network, and enhance organizational cooperation, such as:
- Teamwork and leadership development activities
- Recreational and morale building activities
- Personnel development and collaborative learning projects
These activities are intended to strengthen organizational culture and ensure that employees feel valued and engaged with the organization.
Long-term targets, 2025 targets, and 2025 achievements (GRI3-3)
| Human Capital Management | |||
|---|---|---|---|
Human Capital Management |
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| Long-term Targets | |||
| Employee engagement and talent retention | |||
| 2025 Targets | 2025 Achievements | ||
| Employee engagement rate |
> 78.0% |
77.1% |
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| Participation rate for employee engagement survey |
> 95.0% |
98.3% |
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| Training hours per person on average |
≥ 30
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43
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| Internal training courses |
> 90
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207
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| External training courses |
> 90
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123
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| Average investment in employee training per person |
>10,000 THB |
12,454
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| SDGs |      |
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| Human Capital Management | |||
|---|---|---|---|
Human Capital Management |
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| Long-term Targets | |||
| Personnel competency development for sustainable organization growth | |||
| 2025 Targets | 2025 Achievements | ||
| Employees gain competency development |
> 80% |
92.34% |
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| Target employees gain knowledge and understanding about sustainable business development |
> 90% |
99% |
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| Personnel take compulsory training programs on the CKPower Academy Application |
100% |
100% |
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Project Highlights in 2025
CKP Technical Academy Program
The program aims to enhance the knowledge and technical competencies of electrical engineers and technicians in electrical protection systems. The program strengthens core electrical engineering capabilities to support safe power plant operations and ensure readiness to address technical challenges and operational risks effectively and sustainably.
Training courses delivered under the CKP Technical Academy Program in 2025 included: Protection Relay, Case Study: Overcurrent Relay Coordination, and Omicron Tester.
2025 Targets
At least 70% of electrical engineers and technicians achieve the required assessment score in diagnosing and preventing electrical system faults.
Performance Results
- 79% of participating electrical engineers and technicians successfully passed the post-training assessment.
- 25% reduction in the time required to resolve electrical system issues, reflecting improved diagnostic accuracy and faster problem resolution.
- Approximately 15% reduction in annual maintenance costs for machinery and electrical equipment.
- Achieved annual cost savings of 605,828 baht through internal training programs compared with external training.
Benefits to Employees
- Enhanced specialized knowledge and technical skills in electrical protection systems, enabling more effective analysis and problem-solving, increasing confidence in operations, and reducing the risk of errors.
- Learned from expert-led case studies, built professional networks, and applied knowledge to real-world situations to design safer and more reliable electrical protection systems.
- Increased career advancement opportunities through strengthened technical expertise.
- Equal access to learning and development opportunities for employees at all levels.
Positive Organizational Impacts
- Operational Safety: Reduced risks associated with electrical system and infrastructure failures. Employees can identify and resolve issues promptly, minimizing operational downtime.
- Production Efficiency: Strengthened preventive maintenance practices, reducing emergency repair costs and equipment damage.
- Sustainable Development: Enhanced internal capabilities, reduced reliance on external specialists, and promoted knowledge transfer from real case studies to prevent recurring issues.
- External Collaboration: Strengthened networks with industry experts and elevated operational standards in alignment with international best practices.
Engineering Expertise Development Program
The program aims to enhance the knowledge and technical capabilities of engineers, power plant operational personnel, and safety engineers. The program focuses on strengthening expertise in dam safety analysis, structural concrete behavior monitoring instrumentation, and hydropower plant safety risk assessment.
Training courses delivered under the Engineering Expertise Development Program in 2025 included:
- Instrumentation Data Management for Power Plant Safety Assessment
- Fundamental Dam Safety and Structural Monitoring Instrumentation, and Concrete Design
- Seismic Monitoring and Interpretation of Seismic Instrumentation Data
2025 Targets
At least 80% of participating engineers pass the assessment on dam safety fundamentals, structural monitoring instrumentation, concrete dam design principles, and safety risk assessment of water-retaining structures.
Performance Results
97% of participating engineers, power plant operational personnel, and safety engineers successfully passed the post-training assessment.
Benefits to Employees
- Enhanced knowledge and competencies in hydropower plant safety analysis and structural concrete behavior monitoring, enabling a deeper understanding of dam design principles and the operation of water-retaining structures.
- Strengthened skills in using specialized software to accurately interpret and analyze monitoring instrumentation data, conduct systematic and scientifically grounded safety risk assessments, and elevate overall engineering expertise and professional capability.
Benefits to the Company
- Improved efficiency and speed in processing and analyzing hydropower plant structural behavior data, reducing time and costs associated with monitoring data evaluation.
- Increased accuracy in identifying abnormal warning signals at an early stage, reducing the likelihood of undesirable incidents and structural-related accidents, while enhancing compliance with safety regulations governing water-retaining structures.
Positive Organizational Impacts
- Reinforced stakeholder confidence in the Company’s long-term dam safety management, strengthening its corporate image as a responsible organization with robust risk management practices toward projects and surrounding communities.
- Promoted alignment and standardization among engineering teams in methodologies, technical standards, and safety assessment approaches, supporting sustainable and efficient hydropower generation operations.
Digital and AI Skills Development Program
The program aims to enhance employees’ capabilities in Generative AI and modern digital tools, enabling them to use these technologies intelligently while understanding their limitations. It integrates theoretical knowledge with hands-on practice to ensure immediate application of learning and to enhance the organization’s competitiveness in the digital era.
Training courses delivered under the Digital and AI Skills Development Program in 2025 included:
- Generative AI for Workforce
- Microsoft 365: SharePoint & OneDrive
2025 Targets
At least 70% of participating employees pass the assessment on Generative AI skills and safe application.
Performance Results
90% of participating employees successfully passed the digital and AI skills development assessment.
Benefits to Employees
- Gained knowledge and the ability to effectively and safely apply digital tools and AI in daily work.
- Increased confidence and capability in working with emerging technologies.
Benefits to the Company
- Strengthened the organization’s competitiveness in the digital era.
- Reduced operational costs through the adoption of AI and automation.
- Improved the quality and speed of data and content management.
- Fostered a culture that supports innovation.
Positive Organizational Impacts
- Enhanced productivity and service quality across operations.
- Increased readiness for future digital transformation.
- Positioned the organization as a leader in the practical application of AI for business operations.
Leadership Management Skills Development Program
Process Improvement Workshop Course
High Performance Coaching and Positive Feedback for Leader Course
The program is designed to cultivate capable leaders at all levels of the organization, enabling them to navigate rapidly changing business challenges effectively. It is also designed to enhance managerial skills, improve work processes, and foster a strong organizational culture.
Training courses delivered under the Leadership Management Skills Development Program in 2025 included:
- Process Improvement Workshop
- High Performance Coaching and Positive Feedback for Leaders
2025 Targets
80% of management-level employees complete leadership development training.
Performance Results
95% of management-level employees completed leadership development training.
Benefits to Employees
Enhanced managerial capabilities, including a comprehensive understanding of work processes, systematic problem analysis, and the ability to build positive professional relationships, thereby increasing leaders’ confidence in management and decision-making and strengthening their readiness to effectively navigate challenging situations.
Benefits to the Company
- Strengthened leadership capability enables the Company to effectively drive strategic goals, navigate business challenges, and serve as role models across all levels of the organization, supporting long-term success.
- Leaders trained in process improvement are better able to address operational inefficiencies, reduce waste, optimize resource utilization, and enhance work quality, contributing to lower operating costs and improved profitability.
Positive Organizational Impacts
- Improved work processes and strengthened leadership skills enhance output quality and delivery speed, reduce errors, increase customer satisfaction, and support consistent business performance.
- Strong leadership drives long-term sustainability and growth by effectively navigating challenges, implementing sound strategies, and reinforcing business stability.
Soft Skills Development Program
Critical and Analytical Thinking for Problem Solving and Decision Making Course
Soft Skill on E-Learning Platform
The program focuses on enhancing employees’ well-rounded capabilities to support effective performance and serve as a key driving force toward the Company’s sustainable success. CKPower enhances employees’ soft skills in line with the Employee Development Roadmap through classroom and online training, enabling self-directed development based on individual needs.
Training courses delivered under the Soft Skills Development Program in 2025 included:
- Critical and Analytical Thinking for Problem Solving and Decision Making
- The Seven Key Attributes of High-Performing Employees in Modern Organizations Strength-Based Teamwork
2025 Targets
70% of target employees complete soft skills development training.
Performance Results
79% of target employees completed soft skills development training.
Benefits to Employees
Enhanced soft skills that strengthen overall work capability, build confidence, and create greater opportunities for career advancement.
Benefits to the Company
Developed a well-rounded and high-quality workforce, reducing skill-related performance gaps, improving overall operational efficiency, and strengthening competitive advantage.
Positive Organizational Impacts
Fostered a culture of continuous learning and a positive work environment, enhancing employee engagement and driving sustainable organizational performance with a resilient and capable workforce.
Team Building Empowerment Program
The program is designed to strengthen collaboration and coordination within and across teams while bridging gaps among employees at all levels. It also fosters an open and respectful working environment that values diverse perspectives, builds positive relationships and mutual trust across the organization, and reinforces corporate values aligned with shared organizational goals.
2025 Targets
80% of participating employees report satisfaction with the program.
Performance Results
90% of participating employees reported satisfaction with the program.
Benefits to Employees
Enhanced teamwork and effective communication skills, strengthened cross-functional relationships across departments and levels, reduced stress while increasing motivation, gained new perspectives through peer exchange, and developed an understanding of sustainability concepts applicable to daily life.
Benefits to the Company
Improved operational efficiency through enhanced coordination, reduced internal conflicts and communication gaps, strengthened employee engagement and organizational commitment, and reinforced the Company’s image as an organization that values its people and sustainability.
Positive Organizational Impacts
Strengthened organizational culture with shared values and clear direction, fostering more seamless cross-functional integration and collaboration.
Internship Program
The program provides university students the opportunity to gain hands-on experience within the organization over a period of 2–4 months. Interns are assigned meaningful and challenging tasks under the guidance of experienced mentors, enabling them to develop practical skills, professional ethics, and social responsibility while preparing for future careers and strengthening collaboration between academic institutions and the business sector.
2025 Targets
At least 5 interns
Performance Results
8 Thai students and 4 Lao students participated in the internship program in 2025.
Benefits to Participants
- Provided students with hands-on work experience in a real business environment.
- Enhanced students’ employability and future career opportunities.
- Supported Thai and Lao educational institutions in aligning academic curricula with labor market demands.
Benefits to the Company
- Expanded the talent pipeline by identifying capable candidates through practical experience, reducing hiring risks and recruitment costs.
- Gained additional workforce support for specific projects while benefiting from fresh ideas and perspectives from young talent.
Positive Organizational Impacts
- Enhanced corporate image and brand awareness among younger generations, contributed to social value creation in education, and strengthened employer attractiveness.
- Strengthened partnerships with leading academic institutions, fostering innovation, knowledge exchange, and the adoption of new ideas and technologies that support organizational modernization.
Sustainability report 2025