Human Capital Development
Key Performance in 2023
Average training hours
Average training cost
Position openings internally fulfilled
Employees incorporated into the Individual Development Plan (IDP) received training according to plans
Employees at all levels completed the “Enterprise development for sustainability (ESG)” course through the E-Learning system
Employees at all levels completed the “Supporting Climate Change with the 7 Go Green Strategy” environmental course through the E-Learning system
Employees have completed the “Digital Mindset & Digital Literacy” strategy course”
Key Progress in 2023
Organized training and online knowledge assessment via “Supporting climate change with the 7 Go Green strategy” environmental course through the E-Learning system
Organized training and online knowledge assessment via “Intermediate Digital Capability Development” course for staff level employees to the administrative level at the office to increase the level of Digital Literacy to Intermediate
Organized Digital Literacy training and assessments for Advanced level, which includes Data Analytic Skills, Automation Skills, and Digital Marketing Skills
Organized training courses “Own sales manager” and the “Custom-made shop charm” course to support the Company's O2O strategy
Significantly Affected Key Stakeholders
Supporting the SDGs
SDG 4 Ensure all persons have inclusive and equal access to quality education and support life-long learning opportunities
4.4 Increase the number of youth and adults who have relevant skills, including technical and vocational skills, for employment, decent jobs, and entrepreneurship
SDG 5 Achieve gender equality and empower women and girls
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making
SDG 8 Achieve gender equality aPromote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for allnd empower women and girls
8.2 Achieve higher levels of economic productivity through diversification, Technological-upgrading, and innovation, including through a focus on high-value added and labour-intensive sectors
Performance Against Goal
2030 Goal
100All leaders and employees will be involved in the learning process and activities on sustainability annually
Progress against goals
Performance Summary 2023
Average hours of training and employee development
By Age
By Level
By Gender
By Race/ Nationality
Categorized by the types of training
Average amount spent per FTE on training and development
Total employees participating in the leaders development training according to the action learning path
Human Capital Return on Investment
Employee Engagement
Overview score
Coverage
By Gender
By Age
By Level
Risks and Opportunities
The success of an organization within the business world depends on the quality of its personnel, a significant resource which drives the organization’s operation through stability and sustainability. Therefore, non-discrimination, equality promotion, and the development of leadership and knowledge for personnel within the organization will assist with raising personnel capacity at all levels. Through developing potential and supporting necessary skills and knowledge in new tools and technology literacy, employees are prepared to cope and operate in an era of economic, social, and environmental fluctuations. In retaining employees to work alongside the organization sustainably and effectively managing employee expectations, digital platforms play an ever-increasing role. However, if the organization has an ineffective personnel development process, issues concerning human rights violations, including discriminations based on race, gender, religion, age, women receiving lower wages than men, etc. may persist. Therefore, the organization should establish capacity development plans and create tools to analyze personnel potential and needs. This effort to increase employee potential through analyzing necessary skills at all levels supports participation and creates well-being for employees and ultimately sustainable organizational growth into the future.
Management Approach
The Company realizes the importance of developing the capacity of employees at all levels and therefore aims to develop organizational human resource management processes under the concept "work succeeds, people are happy" throughout their professional life with the organization. Additionally, a strategic framework for human capital development through various skills development programs are dedicated to business alliance groups, Store Business Partners, and Sub Area stores. The various professional skills mentioned include uplift skills, organizational sustainability, personal data protection law, data analysis and digital literacy through learning methods according to the 70:20:10 model, where 70 is learning through real experiences including On the Job Training (OJT) and Project Assignments, etc., 20 is learning through coaching and mentoring and 10 is learning through various training course formats including Virtual Training, E-Learning, etc. The blended learning model, where online learning is combined with classroom learning, develops employee skills required for respective jobs and capabilities to promptly adapt to emergencies, crisis, future changes, and assists with business operation progression.
Sustainable development framework for personnel skills and career opportunities
The Company realizes the significance of developing personnel skills and knowledge within the organization. Therefore, executives and employees at all levels are encouraged to revise novel working methods through training programs which provide a variety of knowledge and a learning conducive atmosphere to encourage development.
Course structure categorized according to work discipline
In raising work performance and instilling an organizational learning culture, significant actions in 2023 included the following:
Productivity Improvement continuation program
The Company encourages employees to advance work processes through integration of technology which increases personnel operational potential. A senior executive tasked with providing advice and elaborating various implementation techniques, including project progress and results monitoring, promotes the goal of continuous learning and collective development to increase the potential of executives and employees at all levels. The Company envisions this measure to increase capabilities for the delivery of quality products and services to customers and organizational management cost reduction through instilling awareness, concepts, attitudes, and hands-on learning processes (Active Learning). Participating employees gained the opportunity to practice analyzing, synthesizing, and exchanging opinions, in addition to Cross Functional Team and TK (Tanpin Kanri) improvement experience. The mentioned small group improvement focused on improving minute aspects to raise work efficiency level in line with the organization's NEXTSS strategy and promoted a culture of autonomous work improvement according to “4 Additions 1 Controls”.
Impact and Benefits for employees
Employees participated in the development
Reduce working hours
Impact and Benefits for the organization
Process efficiency increased
Total value from improvements
Increased income
Reduced cost
Increase sales
Increase income
Increase profits
Increase productivity
Control costs
“Own sales manager” course a strategy for O2O
The Company organizes "Own sales manager" online training courses to develop operations and service skills of 7-Eleven store employees in response to customer behaviors and digital age changes. The training courses, which provide employees with knowledge and comprehension of product sales processes in addition to technological literacy of tools to offer respective products and services, includes an assessment to measure sales skills according to standards. The training has been divided into 6 products: 7-Eleven Delivery, ALL Online, TRUE, Coffee, Bakery and Food. In addition, processes have been implemented to raise "Own sales manager" to "Skilled own sales manager" through rapid business expansion support to increase sales. This approach encouraging employees to self-study content and receive evaluation for the 3 products: TRUE, ALL Online, Food & Beverage.
Impact and Benefits for employees
Employees participated in skills and techniques development in product management and passed the “Able Seller Entrepreneurs” competency assessment
Employees who passed the competency assessment from “Able Seller Entrepreneurs” to “Skilled Seller Entrepreneurs”
Impact and Benefits for the organization
Employees participated in skills and techniques development in product management and passed competency assessments for "Able Seller Entrepreneurs" and "Skilled Seller Entrepreneurs." These employees have achieved an average daily sales growth per store
“Custom-made shop charm” a strategy for O2O
The Company project “Custom-made shop charm” encourage Assistant District Managers (FC) and store managers to tailor-make their own shops in response to customer behavior and requirements dependent upon store location. Through the tailoring concept, shops become charming though shop charm, product charm, people charm, and system charm to increase customer satisfaction and generate continuous increases in sales. The Company therefore offers the “Custom-made shop charm” course to assistant district managers (FC) and store managers to develop professional skills, knowledge, and techniques for operations (Hard Side) utilizing the Store Assortment principles. The concept emphasizes data analysis to appreciate customer behaviors and needs, develop comprehension of collective human habitation (Soft Side), focus on ideas (Mindset), utilize Signature Service framework as the main principle, application to the store’s model, and Action Learning to establish responsible custom-made shop charms.
Impact and Benefits for employees
Employees who have been trained and have skills according to the criteria. "Custom- Made Shop Charm" numbering over
Impact and Benefits for the organization
Create average sales per store per day, growing
Talent Management
A critical factor in developing efficiency and continuity within organizational business operations is organizational personnel potential. In recognizing the significance of developing personnel potential, the Company established guidelines and processes for managing and developing employees with high potential on a continuous basis though potential assessment, Individual Development Plans (IDP), and designated development projects for specific groups. The 70:20:10 learning and development model was used to promote advancements and reduce barriers to career growth.
Learn by hands-on practice
Syllabus content for developing the Talent Pool group and the CP Leadership Institute (CPLI) divides into the following 4 category levels:
Senior Leaders Development Program
Focusing on upgrading and developing CP ALL Group and the Charoen Pokphand Group
Leaders Development Program
Developing operational-level leaders focusing on work process reform
Potential Leaders Development Program
Developing a new generation of leaders, focusing on business development
Future Leaders Development Program
For new generation employees
Learn and develop from surroundings with people from different roles
Management
Direct supervisors
Mentors
Colleagues
Specialized experts
In addition to direct teaching from supervisors, the Company encourages senior executives to participate in providing advice through various media formats including articles and videos, etc.
Learning and development through training processes
The Company promotes learning via virtual format (Virtual Training) both within and outside the organization and through online system self-studies.
Personnel Readiness Development for Transition to Digital Platform Era
Employee Digital Mindset & Digital Literacy Development continuation project
The Company highlights the importance of continuously developing employees' digital literacy abilities and thereby elevates office employee digital skills to the Intermediate level through the “Intermediate Digital Capability Development” course with skills assessment. Further developments in raising skill level from Intermediate to Advanced entails assessment of important skills as follows:
Impact and Benefits
A total of participated in the training
Passed measurement and evaluation
Number of projects developed through digital tools processing
Number of projects developed though digital tools processing implemented into practice
Personnel sustainability development
The Company focuses on organizational development through promoting communication and educating employees at all levels, risk and opportunities response preparations, and business operation growth in a steady and sustainable manner. In 2023, the Company provided knowledge through the E-Learning system and organize knowledge level tests to assess guidelines understanding after training. 10% of employees at all levels have passed the training.
Critical sustainability knowledge in 2023
Good Governance and Anti-Corruption
Cyber Security Awareness
Personal information protection awareness
Human rights within the business sector
Climate change response
Holistic Development
The Company promotes awareness raising among employees at all levels in the organization and emphasizes Holistic Life development through balanced physical and mental health throughout professional life with the organization. The CP ALL Holistic Development Model concept focuses on employee creation of holistic balance composed of balancing physical health, mental health, social relationships, spiritual aspects, financial aspects, and career building, etc.
In 2023, the Holistic Development course aims to strengthen each life skill dimension in a holistic and balanced way. The course provides knowledge and work motivation for employees, cultivates positive attitude and techniques to create happiness, and designs life developments through various training continuously. The mentioned training includes job creation, career creation, Happy Money & Happy Life, Ikigai, seeds of happiness cultivation and life value.
The Company simultaneously realizes the significance of employee care and retirement preparation through organizing training courses which provide relevant and necessary knowledge for employees of each age group to ensure appropriate retirement transition. This ensures the ability for adaptation to post-Company life, mind adjustments, and happy and normal living within society through the retirement life design course.
Impact and Benefits
Number of employees participating in the training
Overall satisfaction in 2O23
Type of Performance Appraisal
The Company organizes systematic performance evaluation criteria, both quantitative and qualitative, under the same standards to evaluate overall organizational success. The evaluation could improve the management style of employees at all levels and achieve organizational goals in addition to doubling as a channel for communication and feedback within the ALL Perform Plus system for employee development. In 2O23, employees received annual performance evaluations through various formats as follows:
Appraisal Type | frequency | % of Evaluated Employees |
---|---|---|
Management by objectives | Quarterly | |
Multidimensional performance appraisal | Quarterly |
In addition, the Company realizes that the promotion and development of employee potential to the highest quality and efficiency would benefit from operational guidelines, regular two-way conversations to provide opportunities for employees to participate in setting work goals, and teamwork promotion to increase success through performance evaluations in the following format.
Appraisal Type | frequency | % of Evaluated Employees |
---|---|---|
Team-based appraisal with focus on collective team-based operations given individual diversities, the overall team goals are determined and communicated to individual team members for joint consideration of individual employee goals and responsibilities in an approach to satisfy goals through the ALL Perform system | Quarterly | |
Agile conversations Employees and supervisors discuss performance and plan career growth through evaluating well performed operations, operations which should be improved, new issue requiring action and issues which should be terminated to drive team success, business success and employee career growth | Ongoing |
The Company has improved and increased employee performance evaluation efficiency to satisfy standards of the entire CP ALL Group under the ALL Perform system through collecting performance management and evaluation data in various forms. The data is integrated into a single system which includes quarterly performance evaluations, probationary evaluations, one-year assessments and potential assessments in a 360-degree format, which facilitates easier access to various assessments for all employee groups.
Employee engagement assessment
The Company values the opinions and suggestions of all employees through a 37 question engagement survey in the form of closed-ended and open-ended questions to reflect satisfaction factors covering various dimensions as follows:
Job satisfaction
--- Sample questions ---
"I have performed work that matches my abilities and my experience"
"I am proud of the success of the work I did"
Purpose
--- Sample questions ---
"Determining the future direction of senior management makes me feel enthusiastic and want to contribute to the success of the company"
Happiness
--- Sample questions ---
"I am happy to be a part of this company"
In 2023, the Company surveyed employee engagement and survey analysis was conducted by Dosetech Co,.ltd. The results were compared against 2022 performance to determine the various projects where performance was satisfactory and where further development is needed. To satisfy employee needs, establish strategies, and establish guidelines to enhance engagement between senior executives and each operations line representative, reviews are conducted to increase organization-wide employee participation and ultimately enable the organization to achieve stated goals.
Employee Engagement Enhancement Approach
Establish a CP ALL Group engagement committee
Establish a CP ALL Group engagement committee
HRBP collaborates with field representatives to analyze, plan, implement, monitor, and improve plans to enhance engagement level by prioritizing important improvement areas
Survey employee engagement towards the Company
Report employee engagement towards the Company
By creating involvement with line-level executives in the operation to raise the level of employee engagement as follows:
Appointment of managers with comprehension and capability to instill other supervisors to establish suitable engagement activities
Monitor development of engagement on a regular basis to provide recommendations for engagement enhancements
Create an environment for executives and employees to adopt Harmony (5-7-11) as a means to increase happiness and joint operations success
Employee Retirement Plan Project
Transition assistance programs are provided to facilitate continued employability and the management of career endings resulting from retirement. The mentioned programs include financial benefits and welfare benefits for medical expense provisions, establishment of a retirement club, options for employees to become 7-Eleven store owners or be hired as a Company consultant. In 2022, 7 employees were hired as consultants after retirement.
Impacts and Benefits
Project participants
Continuous employment
Other Information
Human Capital Return on Investment (HCROI)
Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|
a) Total Revenue | THB | 571,110,057,763 | 546,589,995,663 | 587,529,718,793 | 852,605,218,842 |
b) Total Operatng Expenses | THB | 111,562,064,680 | 107,585,197,880 | 116,866,861,572 | 165,413,878,985 |
c) Total Employee-Related Expenses (Salaries+Benefits) | THB | 38,502,000,000 | 37,088,000,000 | 41,841,000,000 | 61,862,000,000 |
Resulting HCROI | Equal | 12.94 | 12.83 | 12.25 | 12.11 |
Other Information
GRI Standard | Required Data | Unit | 2019 |
2020 |
2021 |
2022 |
||||||||||||
Male | Female | Total | Male | Female | Total | Male | Female | Total | Male | Female | Total | |||||||
404-1 | Training and education | |||||||||||||||||
- Average hours of training | Hours/Person/year | 20.51 | 23.84 | 22.18 | 17.35 | 20.47 | 18.91 | 18.25 | 21.96 | 20.11 | 30.03 | 30.29 | 30.20 | |||||
- Average hours of training | Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 31.25 | 32.79 | 32.23 | |||||
By Age | ||||||||||||||||||
- Under 30 years old | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 29.29 | 29.99 | 29.74 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 30.68 | 32.81 | 32.03 | ||||||
- 30-50 years old | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 33.33 | 33.97 | 33.71 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 34.35 | 39.71 | 39.24 | ||||||
- Over 50 years old | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 35.37 | 35.27 | 35.31 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 35.99 | 35.67 | 35.79 | ||||||
By Nationality | ||||||||||||||||||
- Thai | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 30.60 | 30.56 | 30.57 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 32.03 | 33.19 | 32.77 | ||||||
- Cambodian | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 11.15 | 11.09 | 11.12 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 9.78 | 10.50 | 9.92 | ||||||
- Burmese | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 10.98 | 11.64 | 11.33 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 9.64 | 10.55 | 10.11 | ||||||
- Indian | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 4.13 | 9.00 | 4.51 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 4.13 | 9.00 | 4.51 | ||||||
- Austrian | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 68.50 | 3.50 | 46.83 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 68.50 | 3.50 | 46.83 | ||||||
- Korean | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 9.00 | 0.00 | 9.00 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 9.00 | 0.00 | 9.00 | ||||||
- Other | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 25.67 | 0.00 | 25.67 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 25.67 | 0.00 | 25.67 | ||||||
By function | ||||||||||||||||||
- Operations (production department, sales) | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 27.35 | 26.83 | 26.93 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 28.44 | 28.18 | 28.22 | ||||||
- Transport and distribution | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 8.05 | 6.81 | 7.57 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 8.08 | 7.02 | 7.69 | ||||||
- Office | Hours/Person/year | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 87.54 | 76.70 | 80.36 | |||||
Hours/FTE | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | 87.86 | 77.49 | 80.95 |
Remakr
- N/A = Not Avaliable
- Human resources performance reporting is mode in accordance to the reporting framework of the GRI Standard, version 2016
- Human resources performance cover all business unit operations
Human Capital Return on Investment (HCROI)
Unit | 2019 | 2020 | 2021 | 2022 | |
---|---|---|---|---|---|
a) Total Revenue | THB | 571,110,057,763 | 546,589,995,663 | 587,529,718,793 | 852,605,218,842 |
b) Total Operatng Expenses | THB | 111,562,064,680 | 107,585,197,880 | 116,866,861,572 | 165,413,878,985 |
c) Total Employee-Related Expenses (Salaries+Benefits) | THB | 38,502,000,000 | 37,088,000,000 | 41,841,000,000 | 61,862,000,000 |
Resulting HCROI | Equal | 12.94 | 12.83 | 12.25 | 12.11 |