1.2 Upskill / Reskill With regard to employees development and growth, GC has since 2021 implemented long-term strategies to steer its learning culture towards self-directed learning, in which each learner can design their own learning path, analyze and determine their areas of development, set their own learning goals, and select their own learning resources, with an option to consult their coaches or mentors during this process. Within this learning culture, GC believes that its employees will be able to enhance their skills and capabilities rapidly and in time for changes in its business operations. GC has defined three groups of essential knowledge and skills for its employees: Corporate Courses: Courses on laws and GC’s fundamental policies Leadership Learning Solutions: Courses for leadership skill development Functional Learning Solutions: Courses for the development of specific skills for the roles and responsibilities of each job position GC prioritizes multimodal learning and practical applications through individual development plans (IDP) and “Anywhere, Anytime Learning,” in which personnel can engage in self-learning 24/7 through a digital system. Additionally, diverse projects are carried out to develop employees knowledge, skills, and capabilities. GC has also started conducting courses through the UP Platform, an e-learning platform makes it possible to offer a more diverse range of courses and accommodate more participants. Moreover, through this platform, employees can develop their English language skills through courses offered by VOXY, a language institute recognized by leading educational institutions worldwide. Furthermore, GC has introduced a tool called I-List to facilitate individual development planning, enabling employees to plan and manage their learning and achieve their development goals in expected skills and career paths. Employees are empowered to design their own learning plans and easily select relevant courses for self-development at any time, representing a cultural shift where employees are responsible for planning, managing, and conducting their own learning. To support self-directed learning, GC has created an ecosystem of development and growth for its employees, consisting of three major components: 1. Success Profile and Job to be Done: This component enables employees to compare their progress against GC’s expectations, identify room for improvement, and establish their own selfdevelopment targets. 2. Development Roadmap and Blended Learning Solution. Designed by the Expert House, this component allows employees to conveniently select learning modules to design their own learning trajectory. 3. Outcome Management: This component tracks whether employees who have undergone selfdevelopment can apply their acquired skilled and capabilities to their work and produce expected deliverables, thus enabling them to see the progress of their self-development and plan the next stage of development. Expert House has also been initiated to design learning journeys, blended learning programs, and specialized course content on technical/functional skills for each job family. Each Expert House consists of subject matter experts and instructors from both internal and external sources. The expected outcomes include an increased number of subject matter experts, enhanced employee proficiency, and learning outcomes measured in financial returns on investment (ROI). In the previous year, GC established a total of 21 Expert Houses, including Engineering and Plant Operation Expert House, Digital Expert House, and Leadership Expert House, whose deliverables collectively yielded an ROI of 360.93 million Baht. In 2023, GC also carried out other key employees development projects, including the GC Inspirational Leadership Development Program (ILP) and the GC NewGen Onboarding Camp 2023. Upskill Reskill 166
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