Employee Caring and Development

Employees are our most valuable asset in driving success. We are committed to effective people management through the recruitment of qualified personnel, fair and competitive compensation practices, and continuous employee development. We also prioritize workplace safety and employee well-being, while respecting the rights of employees to representation and collective bargaining. Furthermore, we adhere to the principles of the amfori BSCI Code of Conduct to uphold labor standards and ensure responsible treatment of our workforce.

Workforce Management and Human Capital Development

Recruitment

The Company recruits employees with consideration to human rights and non-discrimination in any form, whether due to gender, age, religion, nationality, race, class or disability. The Company has a policy of recruiting from internal personnel through the process of job modification or transfer of work lines in order to foster advancement and growth among employees. For outsourcing, the Company recruits personnel according to the specific job duties for each position, along with measure of EQ or emotional intelligence in order to get employees who are good and competent, suitable for the job position whereby the necessary recruitment details are specified in full through various channels such as the Company's website, various job search websites, open admission in universities and booths in provincial job fairs so that interested candidates can choose to apply for the desired position equally.

The Company employs people with disabilities in communities under Section 33 of the Promotion and Development of the Quality of Life of Persons with Disabilities Act B.E. 2550 (2007) and in cooperation with government agencies and local administration organizations to provide suitable jobs for them to work in those agencies. In addition to complying with the law, employing underprivileged and disabled individuals also supports the United Nations' Sustainable Development Goals of eradicating poverty, promoting decent work, and reducing social inequality. This aligns with the company's human rights and non-discrimination policies.

Moreover, the Company builds facilities for disabled employees, such as ramps, toilets, and car parks, including organizing activities to develop capabilities and create happiness for disabled employees regularly. In 2025, the company employed persons with disabilities in full compliance with the law without making any additional contributions.

Disable employees	2021	2022	2023	2024	2025
Total disable employees (Persons)	46	43	46	58	54
Inside ⁽¹⁾ (Persons)	40	38	36	44	42
Outside ⁽²⁾ (Persons)	6	5	10	14	12
Wages Payable (Baht)	6,264,000	5,826,000	6,024,000	7,680,000	7,200,000

Remark

(1) Employment of people with disabilities to work within the company of the Sri Trang Group.
(2) Employment of people with disabilities to work in the community for public benefits such as government agencies, hospitals, municipalities, etc.

Recruitment Performance

As of 31 December 2025, the Company had 6,823 employees

	Male	Female
Total employees by sex	69% (4,717 Persons)	31% (2,106 Persons)

Total employees by area
Thailand	67.74%
South	27.10%
Northeastern	24.61%
Eastern	3.22%
North	10.64%
Central	2.17%
Western	0.00%
Foreigner	30.82%
Indonesia	11.93%
Myanmar	18.13%
Cambodia	0.09%
Laos	0.00%
Malaysia	0.04%
India	0.03%
China	0.29%
Australia	0.01%
Singapore	0.32%
Africa	1.33%
Vietnam	0.01%
Switzerland	0.01%
Honduras	0.03%
America	0.01%
Taiwan	0.00%

	Male	Female
Employee termination by sex	74%	26%

Turnover rate	34.46%

	Male	Female
New Employee by sex	75%	25%

New Employee by age
Under 30 years	57.82%
30-50 years	40.07%
Upper 50 years	2.11%

Employees who return to work after maternity leave	82.61%

Hiring new employee	2021	2022	2023	2024	2025
Total number of new employee hires (Persons)	2,258	2,928	1,681	2,737	1,782
Open positions filled by internal candidates (%)	35	28	52	39	37
Average hiring new employee cost (Baht/Person)	2,389	4,244	6,475	19,340	1,663

Employee Level Adjustment Information	2022	2023	2024	2025
Employees have been promoted (%)	4.4	4.5	6.6	3.8

Workforce Well-being

Employees are an important resource to drive operations and lead the organization to success. As a result, the Company prioritizes the development of a good human resource management system, beginning with recruiting new employees, administering standardized compensation, setting goals and development plans for the potential of employees to promote their progress and career growth and stability, as well as emphasizing the importance of employee safety and health, and granting employees the freedom and respect for the rights of employees to be representatives in collective bargaining regarding benefits for various activities within the company within an appropriate framework. Moreover, the Company has applied labor practices according to the amfori BSCI Code of Conduct and the International Labor Organization (ILO) as a guideline for labor and employee care. In 2025, the company initiated a pilot project to seek certification for the 11 Indicators of Forced Labour (ILO), demonstrating its commitment to rejecting forced labour at the Phitsanulok branch factory. The assessment results indicated that the company complied with all the standards in every aspect.

Fair Compensation Management and Consideration of Cost of Living

The company establishes its compensation structure based on knowledge, skills, job responsibilities, performance, and labor market conditions. Benchmarking against industry standards ensures that compensation remains competitive and fair for employees at all levels, without discrimination on the basis of gender, age, race, religion, or any other status. Recognizing the importance of employees’ cost of living, the company incorporates national cost-of-living data as a key factor in determining compensation. This approach aligns pay with economic conditions, inflation rates, and changing living expenses. The company sets base wages at or above the legal minimum wage and provides additional benefits such as performance bonuses, attendance incentives, and other merit-based rewards to help alleviate living costs and promote employee well-being. For executive compensation, a dedicated committee oversees the process to ensure transparency, appropriateness, and alignment with roles, responsibilities, and company performance. Executive pay is linked to both financial results and sustainability objectives, reinforcing responsible management and supporting long-term sustainable growth for the organization.

Employee Benefits

In addition to fair compensation, the company provides essential benefits to ensure employees have a good quality of life that is appropriate and sufficient for local living costs. These include employee uniforms, housing rental assistance, company-provided accommodation, allowances for off-site work, health and accident insurance, provident fund, retirement benefits, emergency assistance for employees affected by unforeseen events, activities under the Happy Workplace program, educational field trips, as well as social security contributions and all statutory benefits as required by law (GRI 401-2)

Workforce Well-being Performance

The Company has conducted an annual survey of employees' well-being and commitment to the organization and communicated the results of said survey to employees throughout the organization via email, Intranet, and sustainability reports. The results and goals are as follows.

Performance	Unit	2021	2022	2023	2024	2025
Goals for employee well-being and engagement	Percent	-	85	85	85	85
Survey result of Employee well-being and engagement	Percent	87	88	89	89	86.79
Proportion of employees who responded to the survey	Percent	80	87	85	100	100

The Human Resources Department has taken feedback from the employee well-being and engagement survey regarding employee benefits and has implemented five improvements as follows:

1. Flexible Benefits

Employees can choose their own benefits, whether it be OPD health insurance or other benefits such as purchasing books for self-development, dental expenses, eyewear costs, spa services, fitness memberships, or travel support.

2. Employee Wellness Program

The Sri Trang Group places great importance on enhancing employees’ quality of life and well-being in the long term, within the framework of sustainable operations (ESG). The Group aims to create a working environment that supports physical and mental health as well as employee engagement, through health promotion activities that are easily accessible and inclusive for all employees.

One of the key initiatives for 2025 is the “Sri Trang Run 2025 – Get Fit, Conquer 100K” project, organized to promote a lifestyle centered on regular exercise and to foster a sustainable health culture across the organization. This initiative is carried out with the participation and cooperation of all subsidiary companies within the Sri Trang Group.

Project Performance

The project was organized in the form of a Virtual Run, allowing employees to exercise at times that fit their individual lifestyles. This approach reduced constraints related to location and work schedules, resulting in high participation and reflecting increased health awareness within the organization.

A total of 1,826 employees registered, achieving 91.30% of the target.
1,370 participants (75.03%) started accumulating their running distances.
842 employees completed the full 100-kilometer distance within the project period.
The initiative promoted discipline in regular exercise and encouraged employees to adopt long-term healthy behaviors.

In addition to health outcomes, the activity also helped foster a culture of engagement within the organization. Many employees reported that running alongside their colleagues provided motivation, strengthened team relationships, and contributed to the expansion of a health-oriented culture across the company.

Linkage to Sustainability and Human Capital Development Strategy

This project forms part of the Sri Trang Group’s commitment to its ESG policy, which emphasizes the creation of long-term shared value. Health and well-being initiatives, such as promoting physical activities, conducting health screenings based on physical and mental risk factors, and providing training on wellness knowledge, are designed to align with employees’ needs and the broader public health context.

The Group leverages innovation and health data to enhance the effectiveness of these programs. These initiatives exemplify the Company’s approach to employee welfare, ensuring overall organizational stability and safety, while fostering the well-being of its workforce. Such efforts constitute a fundamental pillar for the organization’s sustainable growth in the long term.

3. Mental Health Program

Sri Trang Group conducted the “Mental Health Check-up 2025” program from May to June 2025, covering all factories and offices nationwide. The program was led by professional psychiatrists to assess employees’ mental health, workplace well-being, and support needs. A total of 3,197 employees expressed interest in participating.

Male: 1,525/Female: 1,607/LGBTQ+: 54/Unspecified: 11
Employees with 1–3 years of service represented the largest group: 39.85%
The production department had the highest participation

Overall Mental Health Situation

The average Mental Well-being Score was 69.76%, exceeding the standard threshold of 65.00%. This indicates that the majority of employees experience a satisfactory level of well-being. However, 15.23% of employees were identified as needing additional support, and 3.60% were considered in urgent need of professional attention.
Regarding work ability and self-care, over 76.76% of employees reported no difficulties in performing their work. Nevertheless, some employees indicated challenges in their daily lives that affected overall work performance and mental health. These cases are being monitored periodically and provided with ongoing counseling support.

Project Conclusion

The 2025 Mental Health Assessment Program served as a key tool for the organization to systematically understand employees’ mental health status. The insights gained can be used to plan and develop long-term support initiatives, including talent development, employee welfare, and the creation of a work environment that promotes overall well-being. This program is therefore considered a crucial component in advancing Sri Trang Group’s sustainability strategy in the “Social Sustainability” dimension and demonstrates the organization’s commitment to comprehensive and continuous employee care.

4. Enhancing the Work Environment

Sri Trang Agro-Industry Public Company Limited, Bangkok Branch, has improved its office facilities by adding amenities, relaxation areas, and recreational corners. These enhancements aim to create a better work environment, promoting employee well-being and increasing workplace happiness.

5. Work-Life Balance

Sri Trang Agro-Industry Public Company Limited, Bangkok Branch, supports a flexible working arrangement that allows employees to manage their working hours according to their lifestyles. Employees can choose between two working schedules: 09:00–17:30 or 09:30–18:00. This initiative helps promote work-life balance and enhances employees’ quality of life. The company recognizes the importance of employees’ well-being and the welfare of their families as a fundamental basis for sustainable growth. Employees are supported in caring for their families through family-related benefits, such as:

Paid primary caregiver maternity leave: Employees who are the primary caregiver are entitled to 120 days of paid leave. In cases where a child is at risk of complications, has abnormalities, or a disability, employees may take an additional continuous leave of up to 15 days, with 50% of regular wages upon presenting a medical certificate.
Paid secondary caregiver leave: Employees who are secondary caregivers are entitled to up to 15 days of paid leave per pregnancy, which can be taken before or after childbirth, but must be used within 90 days from the date of birth, with pay calculated based on the regular wage rate for a maximum of 15 days.

However, the Company has had no significant labor disputes over the past three years (GRI 419-1)

Recognition and Certifications

• ILO International Labour Organization Standards

Sri Trang Agro-Industry Public Company Limited, Phitsanulok Branch, passed the ILO '11 Indicators of Forced Labor' assessment under the Project Pilot Factory for Human Rights Standard, according to the International Labour Organization (ILO) by the United Nations (UN), reinforcing global confidence and a positive image for Thailand's rubber industry.

• Good Labour Practice (GLP) Recognition from the Department of Labour Protection and Welfare:

Rubberland Products Company Limited Buriram Branch

Employee’s Remuneration

The Company appropriately manages and determines the remuneration of employees at each level in accordance with the national minimum wage rate. Each year, the Company also explores compensation and benefits comparable to similar industries to ensure appropriate remuneration, including the external environment to review and improve the remuneration criteria to be appropriate. In addition, there is continual review and development in order to be able to manage compensation in accordance with the trends and needs of the new generation of employees. There is no gender difference in employee compensation and promotion; instead, abilities and performance of employees are the main considerations.

Type of Performance Appraisal

The Company implemented the Performance Management System (PMS) by establish the PMS working group to consider and the guideline to consideration and set up the Key Performance Indicator (KPIs) in each business unit in order to set the goals of each department to be consistent and the same guidelines throughout the organization. In 2025, 100% of employees receive an annual performance appraisal based on the KPIs of each department. (Disclosure 404-3)

Productivity Management

The Company has a dedicated unit in charge of compensation management that works together with productivity to increase production potential by using labor efficiently coupled with appropriate compensation to employees.

Our focus through productivity management is to eliminate loss, waste and inefficiency in process, including promoting the creation of new innovations in work. In this regard, the strengths of the Company's productivity management are as follows:

The best productivity management from comparing different factories in the same business group to find the best productivity management (Benchmarking/Best Practice) as well as setting challenging productivity goals. As a result, the development of potential is accelerated and the standards of work are created to be higher all the time.
Increasing the potential and skills of employees so that they can perform a variety of tasks and receive appropriate compensation. It also reduces the impact of the resignation of employees. The Company has employees who can replace the resigned employees at any time.
The Company has introduced new technology into the production process. The Company has a project to support research and development in machinery to replace labor or to help reduce the workload of employees, especially Automation/Robot systems that will replace the point that is heavy work or there is a risk of failure. The most important is these technologies will substitute hard or dangerous work, it is able to contribute quality of life of our workers become healthier.

Remuneration Management Performance

Average compensation ratio of female employees to male employees	2022		2023		2024		2025
	Base salary only	Base salary and Bonus	Base salary only	Base salary and Bonus	Base salary only	Base salary and Bonus	Base salary only	Base salary and Bonus
Top Management (L7-L12)	0.92	0.82	0.89	0.79	1.06	1.14	1.15	1.21
Management (L5-L6)	0.98	0.96	1.05	1.04	0.89	0.88	1.05	1.00
Operation (L3-L4)	0.98	1.04	1.03	1.04	1.08	1.09	0.94	0.98
Operation (L1-L2)	0.96	-	0.95	-	1.03	-	1.02	-

Human Capital Development

The Company places importance on personnel development. The Company has put into effect a personnel development policy and a succession plan (collectively referred to as the “Plan and Policy”), which set guidelines for skill development, common and specific knowledge in responsible positions along with creating a mindset on social and environmental responsibility of employees.

The Company has established Career Development Plans and Individual Development Plans for employees, incorporating training courses that enhance work-related competencies, such as leadership skills, risk management, anti-corruption practices, and conservation-oriented concepts in "Green Rubber Industry," among others. Training curricula are aligned with job responsibilities, with a focus on continuously developing employees' knowledge, capabilities, and essential skills required for both current and future job performance. Training delivery emphasizes the utilization of information technology to facilitate personnel learning and development, including online training, video learning, self-learning through the Company's internal @Core system, as well as on-the-job training. Beyond focusing on employee knowledge and skill development, the Company also emphasizes cultivating awareness and positive behaviors in the green rubber industry concurrently. The Company employs a systematic approach to recording and maintaining employee training records to ensure efficient and effective training data management.

In developing the potential of employees in the organization for business excellence and sustainability, along with creating good and talented people for society, the Company has set guidelines for employee development as follows:

Basic Employee Training: According to the personnel development plan, this training covers job responsibilities, work documents according to quality system standards, and basic knowledge review (In-house Training & On the Job Training) for all positions. It ensures that all employees have the necessary knowledge for their duties and promotes self-learning through the information system (@Core system), which provides consistent study and review materials, including tests to measure learning outcomes.
Legal Compliance Training: This training ensures employee safety at work, focusing on instilling safety behavior awareness and relevant laws, such as confined space courses, crane operation courses, and proper and safe forklift driving courses. It also includes safety officers at various levels and the Occupational Safety, Health, and Environment Committee (OSHEC).
Training for Key Successors to develop the potential of employees to be ready for their positions.
Essential Knowledge Training: This training develops work skills, leadership, and management skills necessary for effective management, aligning with the company's policies and vision. It includes skills and expertise in using technology during the COVID era and enhancing professional knowledge to perform current tasks efficiently and promote employee potential for future work capabilities, following the company's beneficial guidelines.
New Employee Orientation: This training covers corporate governance, including topics such as corporate governance policies, business ethics, anti-corruption policies, complaint handling policies, conflict of interest prevention policies, and related practices.
Corporate Governance Training: This training ensures that all employees understand and can correctly implement corporate governance and business ethics policies, including anti-corruption practices, complaint handling, conflict of interest prevention, and proper use of internal information. It is conducted and reviewed at least once a year during the fourth quarter.
Promoting internal learning through the 'STA Share & Learn' program. The company believes in the specialized knowledge within the Sri Trang group and creates internal experts to share knowledge and exchange experiences through various activities to harness employee potential. These internal experts cover various fields, such as quality system experts, environmental and safety system experts, crane experts, and forklift experts.
Developing employee knowledge and skills through Activity Development, such as 5S activities, Quality Control Circle (QCC), Kaizen, and One Point Lesson (OPL). These activities encourage employees to take responsibility for continuous improvement and development, which helps reduce production costs, streamline work processes, and enhance convenience by leveraging knowledge, work skills, and modern technology.
Sri Trang Culture (STA Culture): This initiative instills attitudes and work practices according to the Sri Trang Core Values for new employees joining the Sri Trang group. It also fosters good relationships among new employees from different locations and cultures through joint activities.
Encourage employees to visit work in various businesses of the Sri Trang Group together, including study visits to other works, both domestic and abroad, in order to enhance the experience, bring creativity to develop further in their own work or exchange ideas with other agencies.
Creation of forums to showcase achievements in the organization, “Activity Prize” and “STA Champion,” for employees to participate in showing their work and abilities, which leads to pride and work exchange among one another. This will be a shortcut for further development, as well as expansion. More importantly, it is a way to train personnel to learn how to become a champion and guidelines for maintaining the championship, which must constantly improve the working process.

Employee Development Performance

Employee Development	Unit	2025
Target: Training Hours Average	Hours/Person/Year	35
Result: Training Hours Average (GRI 404-1)	Hours/Person/Year	147.48
Training hours	Hours	871,619
By Gender
Male	Hours	577,503
Female	Hours	294,116
By Age Group
Under 30 years	Hours	193,917
30-50 years	Hours	601,997
Over 50 years	Hours	75,705
Training hours by level
Operation (L1-L4)	Hours	743,609
Management (L5-L6)	Hours	114,039
Top management (L7-L10)	Hours	13,851
Top management (L11)	Hours	121
Training hours by skill
Administration	Hours	28,681
Manufacturing	Hours	12,791
Training	Hours	360,308
Service	Hours	70,357
Technical	Hours	74,216
Environmental	Hours	50,540
Occupational Safety and Health	Hours	68,310
Quality	Hours	41,961
Artificial Intelligence	Hours	164,456
Total training costs	Bath	12,489,491.41
Average amount spent in training for all employees	Bath/Person/Year	2,113.2811
Human Capital Return on Investment-HC ROI	Ratio	0.76
Promoted Monthly-Paid Employees	Percent	3.71%

Key projects for training and skills development

Empowering Senior Leaders to Drive AI Transformation and Social Impact

9 January 2025

The curriculum is designed to inspire and empower Sri Trang's senior management to implement AI-driven transformation initiatives. The content integrates interactive learning with practical applications tailored to the rubber industry, culminating in reflection and action planning to drive meaningful change.

Objectives and Outcomes of the Project:

To inspire and enhance the knowledge, tools, and leadership skills of Sri Trang's senior management
To implement AI-driven transformation through various sessions
To integrate interactive learning with practical applications tailored to the rubber industry

Number of Participants:

Total of 156 participants

Employee Benefits

Participants will gain guidance on change management, team inspiration, and AI implementation aligned with organizational goals
Employees will understand AI applications in the rubber industry, equipped with frameworks and tools to effectively plan and execute AI projects

Benefits to the Company

The Company will develop personnel with knowledge and skills in AI strategic planning aligned with organizational goals and sustainability directions, capable of effectively driving transformation. This will result in continuous organizational development, enhanced competitive capabilities, and robust preparedness for future changes.

Strategic AI Leadership, Visionary Roadmap, and Leading Change for Sri Trang's Future

10 January 2025

This curriculum is designed to inspire Sri Trang's senior leadership to drive AI adoption aligned with the organization's strategic objectives and sustainability directions. Through interactive activities, participants will learn to anticipate change, develop data-driven visions, prioritize high-impact AI initiatives, and effectively lead transformation.

Objectives and Outcomes of the Project:

To inspire Sri Trang's senior leadership to drive AI adoption aligned with the organization's strategic goals and sustainability initiatives
Participants will learn to anticipate change, develop data-driven visions, prioritize high-impact AI initiatives, and effectively lead transformational change

Number of Participants:

Total of 35 participants

Employee Benefits

Participants will acquire knowledge, skills, and frameworks for planning and driving AI implementation aligned with the organization's strategic goals and sustainability objectives, while enhancing leadership capabilities in change management and generating tangible impact

Benefits to the Company

The Company will develop visionary leaders with capabilities to plan and drive AI adoption aligned with organizational strategy and sustainability goals, enhancing operational efficiency, fostering innovation, and ensuring robust organizational resilience to future transformation

Building Scalable AI Solutions with Robust Data Governance and Leadership for Change

10 January 2025

The curriculum aims to empower Sri Trang's technical teams with the knowledge, tools, and leadership skills to develop powerful AI solutions. Participants will learn about AI applications suitable for the rubber industry, effective data management approaches, and scalable data architectures. Additionally, the program emphasizes the leadership role in change management and inspiring teams to successfully drive technical transformation.

Objectives and Outcomes of the Project:

To enhance Sri Trang's technical teams' capabilities with knowledge, tools, and leadership skills for developing effective AI solutions
Participants will learn about AI applications tailored to the rubber industry, robust data governance approaches, and scalable data frameworks

Number of Participants:

Total of 34 participants

Employee Benefits

Participants will understand AI applications in production processes and supply chain, while learning to structure scalable and efficient data architectures
Participants will be able to lead teams through transformation, inspire others, and manage challenges in new technology adoption

Benefits to the Company

The Company will have technical teams capable of designing and implementing AI projects effectively, aligned with strategic goals and ESG objectives
AI adoption and governed data systems will reduce costs, enhance quality, and create long-term business competitive advantages

DIGITAL TRANSFORMATION (DX) : The Path to Organizational Excellence

13 March 2025

In the current era, the world is rapidly advancing into the digital age. Digital technology plays a pivotal role in every dimension of life, including work, education, and daily living, necessitating organizations to adapt and transform themselves to align with the digital era by applying digital technology to organizational operations. Digital Transformation is the modification of organizational operating models through the use of digital technology to enhance efficiency and competitiveness. The digital transformation process requires collaboration from all organizational sectors, particularly personnel, who are the cornerstone of change. Change Management facilitates organizational adaptation and smooth transition. Effective change management enables organizations to achieve digital transformation objectives efficiently.

Objectives and Outcomes of the Project:

To cultivate Digital Mindset among executives and practitioners
To learn, understand, and enhance Digital Literacy and Digital Skills
To learn and understand the Digital Transformation Framework
To formulate appropriate and cost-effective Digital Transformation Strategy, action plans, and budget plans that provide value for investment in digital organizational transformation
To enable the application of digital technology within the organization and work processes to enhance efficiency
To emphasize the importance of data-driven organizational management, integrating and connecting data management accurately, comprehensively, currently, and securely

Number of Participants:

Executive and factory manager levels

Mr. Chalermpop Khanjan Executive Director and Chief Operating Officer
Mr. Patrawut Panitkul Executive Director and Chief Financial Officer
Mr. Chetta Naktay Manager, LTX and RSS Production Lines
Mr. Panus Kongriun Manager, STR and PE Production Lines
Mr. Anuwat Chimchun Factory Manager, STA-KD
Mr. Ronnachai Srisukkaew Factory Manager, STA-CP
Mr. Apichet Dechpichai Factory Manager, STA-SK

Employee Benefits

Employees gain knowledge, skills, and approaches for applying digital technology in their work to enhance efficiency and prepare for transformation in the digital era

Benefits to the Company

The organization can formulate strategies and execute digital transformation effectively, enhancing competitive capabilities and supporting sustainable development

The 7 Habits of Highly Effective People

8-9 April 2025

3-4 June 2025

In an era of rapid change across technology, work, and lifestyle, self-development and effective team management are essential for personnel at all levels. The 7 Habits of Highly Effective People is an internationally recognized program that strengthens mindsets, attitudes, and behaviors leading to sustainable success in both personal life and work. This curriculum focuses on developing skills in positive thinking, planning, communication, collaboration, and balanced self-care through 7core habits that can be practically applied in daily life and work, cultivating effective personnel who drive organizational change.

Objectives and Outcomes of the Project:

To develop attitudes and behaviors that promote sustainable success
To strengthen self-management skills, collaboration with others, and effective leadership
To enable participants to apply the 7 Habits principles in their work and daily life

Number of Participants:

Batch 3: Total of 23 participants
Batch 4: Total of 33 participants

Employee Benefits

Employees will gain systematic approaches and tools for self-development, enabling effective time management, work planning, communication, and collaboration with others, while establishing balance between personal life and work

Benefits to the Company

The organization will have responsible personnel with positive attitudes capable of working together effectively, resulting in a strong organizational culture that can sustainably drive organizational objectives

One Sri Trang Town Hall

5 June 2025

In an era of rapid transformation across technology, economy, and society, Sri Trang Group has continuously adapted and developed the organization, particularly through the integration of digital technology and AI into operations to enhance efficiency and create long-term sustainability.

The One Sri Trang Town Hall activity was organized to serve as a platform for communicating organizational direction, ongoing changes, and key strategies related to future organizational development. The event provides employees with opportunities to hear perspectives from senior management, exchange learning through various activities, and build shared understanding of organizational objectives.

Objectives and Outcomes of the Project:

To communicate organizational direction, strategies, and significant changes comprehensively to all employees
To build shared understanding regarding the application of digital technology and AI in organizational development
To promote relationships and collaboration among teams from diverse organizational units

Number of Participants:

Total of 503 participants

Employee Benefits

Employees gain in-depth information regarding organizational direction, technological transformation, and personal development approaches to prepare for the future and participate in driving organizational advancement

Benefits to the Company

Establishes shared organizational understanding, strengthens employee engagement, and prepares for effective implementation of digital and AI strategies

AI-Bullet Train Strategy 2025 Course: From Idea to Action

14 August 2025

Sri Trang Group has earnestly commenced the integration of AI technology within the organization. This initiative aims to provide knowledge and understanding regarding appropriate AI implementation planning tailored to the context of each department or unit, emphasizing analysis, scope definition, and development of concrete action plans. Participants will have opportunities to present concepts, exchange perspectives, and develop these ideas into practical applications.

Objectives and Outcomes of the Project:

To understand approaches for AI application in individual work contexts
To promote systematic analytical thinking and AI implementation planning
To enable each department to appropriately define AI operational scope and implementation guidelines
To develop skills in presenting AI plans to management or organizational teams

Number of Participants:

Total of 152 participants

Employee Benefits

Participants can develop AI concepts and implementation plans within their own contexts
Each unit has preliminary action plans that can be further developed

Benefits to the Company

The organization has shared understanding regarding AI utilization direction for development

Quality Day : Quality drives sustainability

28 February 2025

The Quality Day: Quality Drives Sustainability activity was organized to communicate organizational quality policy and direction for 2025, while providing opportunities for employee participation through group activities, perspective exchange, and learning from quality and environmental performance results of each factory within the Sri Trang Group. Additionally, a Quality Talk forum was held to share approaches for quality issue prevention, which enhances shared understanding and inspires continuous quality improvement

Objectives and Outcomes of the Project:

To build awareness and understanding of the importance of quality systems and production of quality products in accordance with organizational standards
To encourage all employees to participate in continuous quality improvement
To create knowledge and understanding of quality policy and key operational plans, ensuring unified goals and operational direction for all personnel

Number of Participants:

Total of 1,210 participants

Employee Benefits

Employees will understand organizational quality policy and objectives, enabling them to apply concepts and approaches in their work, while participating in continuous quality improvement at team and departmental levels

Benefits to the Company

The organization will have personnel who recognize the importance of quality and environment, resulting in maintained production standards, reduced quality issues, and effective organizational advancement toward sustainability

Additionally, in 2025, the organization has implemented a policy to develop employee knowledge in AI, with related courses as follows:

e-Form UAT and Brush up (iCube)
Copilot for Microsoft 365
Power BI
Empowering Senior Leaders to Drive AI Transformation and Social Impact
Data Platform for BU Champion
Factory of The Future Introduction
Generative AI for Business Users
2025 Esri Developer&Technology Summit
Generative AI and RAG
Transform Your Smart Phone into Professional Field Survey Equipment with ArcGIS
DIGITAL TRANSFORMATION (DX): The Path to Organizational Excellence
Governance and Risk Management for Using AI (Organized by the Stock Exchange of Thailand)
Using AI to Solve Engineering Problems
Lead with Insight: Power BI for Forward-Thinking Leaders
Robotics Summit 2025
COMPUTEX 2025 Discover AI NEXT and Future Tech Trends (Taiwan)
Super AI (Singapore)
The 27th China Hi-Tech Fair (China-Shenzhen)
DigiTech ASEAN Thailand 2025-Digital Solutions for Business
Digital Transformation & AI Foundation
Digital Transformation Workshop

Employee Capacity Building Program

The Company placed importance on continuous development and enhancement of employee capabilities by encouraging employees to participate in study visits and benchmarking activities both domestically and internationally. These opportunities enable employees to learn from practical experiences, exchange knowledge, best practices, as well as modern innovations and technologies from external organizations. In 2025, the Company deployed employees for study visits to various locations, including:

Taiwan: COMPUTEX 2025: Discover AI NEXT and Future Tech Trends
Singapore: SuperAI
China: BESS in China Trip
China: The 27th China Hi-Tech Fair
India: 5th World Teak Conference
Malaysia and Songkhla Port: Study visit on container handling processes between ports and cargo vessels

These study visits enhance employee skills, knowledge, and perspectives, enabling them to apply learnings to improve work processes, increase operational efficiency, and elevate the organization's long-term competitive capabilities. Furthermore, these initiatives inspire and foster lifelong learning among employees at all levels.

Successor Development

The succession plan for key positions is a process of pro-active readiness for personnel in supervisory positions and above to inherit the position from the former manager or executive who resigned or retired or take up a new position that exists to support the expansion of production capacity, factory and/or business expansion, which is considered a career advancement plan for employees and to prevent a shortage of personnel in key positions of the Company in the future. The Company has criteria for considering the selection of successors as follows:

Job Performance Appraisal: based on the past performance of the successor employees.
Potential Appraisal: based on leadership potential, attitude and behavior that are consistent with the core value of the organization, which might affect working in a new position in the future.

Employees who are appraised as successors will be regarded as high-potential talents and receive appropriate development to prepare them to become agency leaders in the future. When there are vacancies, the Company employees named on the list of successors will be considered first. If there are no qualified employees, the Company will continue to recruit from outsiders. The Company will regularly review the list of successors every two years.

The Company has set up a total of 20 succession development courses as follows:

General knowledge about digital society
Creativity and understanding of innovation
Mediation techniques for organization cooperation
Ability to make decisions
Critical thinking skills and thirst to learn to grow
Leadership skills
Understanding and accepting social diversity
Understanding of future technology and adaptation to changing situations
Ability to analyze the financial statements and see the achievement ahead
General knowledge and importance of presentation and preparation to present information
Preparation of content to be presented and data analysis
Data presentation design
Techniques for presenting information effectively and presentation techniques with PowerPoint
Analysis of consumer behavior with secondary data and primary data
Creating a customer-centric mindset in work
Risk management
Advanced business management strategies
Logistics and supply chain management strategies
Emotional management intelligence
Digital leadership

The succession development courses may be adjusted according to the situation and strategy of the Company and for the suitability of the group of successors. In addition, the Company determines to appraise learning outcomes after training in each subject, including appraising the potential of successors by appraising competency in the following areas:

Core Competency

Specialist
Teamwork
Accountability

Functional Competency

Business knowledge
Production technique and process
Cost management
Productivity management
Decision making & Problem solving
Systematic thinking

Technical/Professional Competency

Change management
Leadership
Team management
Human resource management
Risk management
Vision & strategic management
Complexity management

This is to ensure that successors are ready to take on higher positions in terms of knowledge, skill, and attitude.

Employee development and innovation creation through development activities

From the Company’s employee development guidelines through development activities and forums to showcase the work and achievements of employees, the Company has implemented Kaizen, QCC, and OPL feedback activities to drive employee work process improvement and promote the invention of new innovations. There is an annual QCC and Kaizen competition for employees under the name “STA Champion 2025”. This year, a large number of employees participated in the QCC and Kaizen contests, with departmental executives and Company directors joining as the judges.

Activity Development Performance

Activity	2022		2023		2024		2025
Activity	Subject	Save Cost (million baht)	Subject	Save Cost (million baht)	Subject	Save Cost (million baht)	Subject	Save Cost (million baht)
OPL	107	-	122	-	64	-	181	-
Kaizen	944	24.4	1,113	22	1,186	25	1,652	15
QCC	106	7.7	118	11.6	105	9.7	83	12.2

Examples of Work Improvements from Quality Activities

KAIZEN: Increase CY production capacity
Branch: Nam Hua Rubber Co., Ltd. (Concentrated Latex)

Before Improvement

Work Process

After the skim rubber coagulates, employees release the skim rubber from the pit and lift the rubber blocks onto storage racks. The blocks are then transported using a forklift to the skim rubber rolling machine, where they are processed into sheets and rolled for storage.

Problem Point

During the transportation of rubber blocks to the rolling machine, losses occur due to movement and handling while waiting for production.

After Improvement

Improvement

Three additional conveyor lines were installed to transport rubber blocks to the first rolling machine. This reduces the steps where employees manually lift the blocks onto storage racks and decreases the use of forklifts for moving the blocks to the first rolling machine.

New Work Process

After the skim rubber coagulates, employees release the rubber blocks from the pit and place them onto the conveyor. The conveyor then transports the blocks continuously to the first and second rolling machines, allowing uninterrupted rubber sheet processing.

Benefits Achieved

Improved Work Efficiency

The conveyor system enables a smoother and more continuous workflow.
Reduces bottlenecks in feeding raw materials into the machines.

Reduced Employee Burden

Eliminates the need for employees to frequently lift rubber blocks manually.
Minimizes injuries and risks associated with heavy lifting.

Reduced Forklift Usage

Helps lower operational costs.
Reduces congestion in the work area and enhances safety.

Reflects Continuous Improvement

Serves as an example of process improvement for sustainability, demonstrating care for both employees and factory efficiency.