Responsible Supply Chain Management
Key Performance in 2022
Critical Tier 1 suppliers and Critical Non-tier 1 suppliers have completed the comprehensive assessment
Tier 1 High-risk suppliers have completed the comprehensive assessment
Tier 1 High-risk suppliers have a risk management plan
Key Progress in 2022
Conducted training continuously every year to educate SMEs suppliers and encourage participation in the Declaration of the Thai Collective Action Against Corruption (CAC)
Developed supplier sustainability risk assessment tools which correspond to the type and capacity of respective supplier's business value
Develop a proactive supplier sustainability audit model which corresponds to current situations
Established programs to develop supplier sustainability capacity according to risk level (Capacity Building)
Significantly Affected Key Stakeholders
Supporting the SDGs
Performance Against Goal
2030 Goal
100%Tier 1 Suppliers with high sustainability risk must receive comprehensive assessment and improved
Progress against short-term and long-term goals
Performance Summary 2022
Supplier Identification
Tier 1 Suppliers
Significant Tier 1 Suppliers*
Significant Non-Tier 1 Suppliers*
Critical Tier 1 Suppliers
Critical Non-Tier 1 Suppliers
Remarks :
Significant Suppliers
Suppliers identified as having a high risk of negative ESG impact or having a significant business relationship with the company. or both together which consists of: 1. Critical Tier 1 Suppliers refer to High Volume Suppliers and/or Critical Component Suppliers which have a significant impact on competitive advantage. market success and or Non Substitutable Suppliers 2. ESG High-risk Suppliers refer to suppliers who are at high risk of negative ESG impacts. Significant Suppliers Spending Analysis
Proportion and purchase value
Proportion of domestic purchase value
Propotion of purchase value from Significant Tier1 Suppliers
Purchase value from SMEs*
*Purchase value from SMEs encompasses agricultural products, local products and OTOP
Tier 1 Suppliers Engagement
Communicated for Suppliers’ Code of Conduct
Written Acknowledgement for Suppliers’ Code of Conduct
Training Provided for Responsible Supply Chain Management
Significant Tier 1 Suppliers Engagement
Communicated for Suppliers’ Code of Conduct
Written Acknowledgement for Suppliers’ Code of Conduct
Suppliers in Capacity Building Programs
*Remark: 2022 Goal: 100%
Environmental, Social and Governance (ESG) Risk Management
Suppliers Assessed via Desk Assessment/On-Site Assessments
Significant Tier 1 Suppliers*
Remark: 2022 Goal: 100%
Suppliers Assessed with Substantial Actual/Potential Negative Impacts
Significant Tier 1 Suppliers*
Remark: 2022 Goal: 100%
suppliers with substantial actual/potential negative impacts that were terminated 0 case
Suppliers with Substantial Actual/Potential Negative Impacts with Agreed Corrective Action/Improvement Plan
Significant Tier 1 Suppliers*
Remark: 2022 Goal: 100%
Suppliers Supported in Corrective Action Plan Implementation
Significant Tier 1 Suppliers*
Remark: 2022 Goal: 100%
Risks and Opportunities
Responsible supply chain management, which initiates from quality supplier selection to supplier capacity building and relationship building, is an important factor in improving delivery process efficiency for consumers. Process development which integrates sustainability into the supply chain management process reduces risks associated with cost, shortage of raw materials and inventory, human rights violations including decent work condition rights, rights for life, liberty and security which may potentially interrupt business operations and tarnish company image. Present-day organizations from all sectors are focusing on enhancing their supply chain management in terms of efficiency while integrating sustainable
development practices into business operations throughout respective supply chains. The Company has supported the operations and promoted the potential of supplier groups for joint growth while considering social, environmental, governance and human rights issues throughout the supply chain. This approach reduces operational risks, increases business opportunities, competitiveness and developments to strengthen suppliers and business patners sustainably.
Management Approach
CP ALL Public Company Limited and its subsidiaries (the “Company”) aim to continue efficient management of supply chain operations while maintaining transparency, fairness, human rights and responsibility to all stakeholders groups through sustainable sourcing policies according to the Supplier Code of Conduct and Guideline which focuses on society and the environment. The mentioned approach, which promotes participation and development among Tier 1 Suppliers and Non-Tier 1 Suppliers across the supply chain, covers important issues such as production process environmental standards, suppliers products and services, child labor, fundamental human rights, appropriate working conditions, compensation, occupational health and safety, business ethics, and includes encouragement for sustainable procurement policies. The Company has concurrently conducted supplier risk assessments comprising all supplier groups, for instance, Tier-1 Suppliers, which indicates suppliers of high purchase value, suppliers of strategical importance, critical suppliers or non-substitutable suppliers composed of Tier-1 Suppliers with a small to medium purchase value. The development of supplier risk assessment tools suitable towards respective supplier group business sector enables capacity development and continuously elevates sustainability performance. Outcomes of this measure include organizational reduction in supply chain management, the promotion of life quality, establishing good relationships with suppliers, communities and society, assistance in mitigating environmental and ecological impacts within the framework policy and operational goals of sustainable supply chain management.
Supply Chain Management Strategy
Suppliers’ Code of Conduct and Guideline
The Company encourages its suppliers to comply with the Code of Ethics and Guidelines for Suppliers which relates to Tier-1 and Tier-2 Suppliers throughout the supply chain in every business through 16 practical guidelines. Additional details can be found in the Suppliers’ Code of Conduct and Guideline. During the previous 3 years, the Company has cumulatively communicated the Suppliers’ Code of Conduct and Guideline to 1,985 Tier-1 Suppliers and in 2022, the Company has communicated the Suppliers’ Code of Conduct and Guideline to 185 Tier-1 Suppliers (100%).
Sustainable Supply Chain Management Process
| Sustainable Supply Chain Management Process | |||
|---|---|---|---|
| Integrate the concept of sustainability, reduce risks throughout the supply chain | Value and Develop Creation Support SMEs | ||
01 Communicate expectations, recruit, and select capable suppliers while considering sustainability criteria |
02 Gain knowledge and manage suppliers’ sustainability risks |
03 Promote and support capabilities development |
04 Build and maintain a long-term relationship |
1. Communicate expectations, recruit, select and contracts with God ESG performance suppliers
The Company aspires for responsible and efficient supply chain management and the continuous prevention of human rights violations through integrating sustainability issues into the recruitment and selection of new business suppliers within every process, includes considerng for making cntractswith potential supliers, who are cnply with relevant laws, regulations and requirements, as well as Good ESG performance (Good ESG performance is cnsidered from scores assessed by the Company, which established the minimum ESG score. Suppliers who are unable to meet the minimum ESG requirments within the set timeframe will no longer be eligible for contract consideraton). Criteria for assessing capacity and qualifications for selecting new business suppliers have been established to cover key issues as follows: product qualities and safety, optimal production capability and cost management, delivery fulfilment capability and ESG assessment results. Suppliers receive communication regarding organizational expectations in addition to endorsing acknowledgment of the Suppliers’ Code of Conduct and Guideline.
In addition perchasing practices towards suppliers are cntinuously reviewd to ensure alignment with the Supplier Code of Conduct andto avoid potential conflicts with ESG requirements, as well as disseminatng policies and practices on sustainble procurement through training, knowledge sharing, or activities to raise awareness in various forms to executives and employes in responsible units who invoive in the selection, procurements, operation and make decisions proces. This includes external stakeholders, suppliers, contractors and busness partners who are crucial in facilitating the company to achieve ESG Goals throughout the supply chain
In 2022, 185 new suppliers, representing 100%, were selected based on criteria that integrates sustainability issues covering economic, environmental, social and human rights dimensions.
2. Manage Suppliers’ Sustainability Risks (Screen and Assessment)
The Company assesses sustainability risks among all Tier-1 Suppliers, including existing suppliers and new suppliers, in collaboration with the procurement and supply chain risk assessment units tasked with risk assessment. CPALL to manage supliers' Sustainability Risks section as follows;
Tools used for supplier screening process - Low spending
Concept : Supplier Risk Assessment - Low spending
ESG Topics Identification - Low spendng
Example of Information Template - Low spending
| 1 | 2 | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| Inherent | Mitigation | Resdual | |||||||
| Company Name | Industry | Group | Sub-group | Description | Key ocation | Employees | ESG Inherent Risk | Risk Mgmt. | ESG Residual Risk |
| Retal | Equipment | Office | Pen | Rayong | 30 | Low | 4 | Low | |
| Consultation | Non-trade | Consultant | Auit | Bangkok | 90 | Medium | Medium | ||
| Fresh Retail | Fresh | Frit | Multi-fresh fruit | Songkla | 150 | High | High | ||
| Dry |
Example of Information Template - Low spending Inherent Risk
| # | Vender Code | Company Name | (Compliance Assessment) | Group | Sub-GRoup | Ecosystem and Biodiversity | Occupational Health and Safet | Human Rights | Food Safetyand Product Quality |
|---|---|---|---|---|---|---|---|---|---|
| 1 | A01 | AAA | Yes | Production | non-alcoholic beverages | 7 | 11 | 7 | 8 |
| 2 | A02 | BBB | Yes | Production | non-alcoholic beverages | 5 | 6 | 5 | 6 |
| 3 | A03 | CCC | Yes | Production | processed food, fruits and vegetables | 6 | 7 | 5 | 8 |
| 4 | A04 | DDD | Yes | Production | processed food, fruits and vegetables | 8 | 9 | 7 | 10 |
| 5 | A05 | EEE | Yes | Production | Publishing_printing of advertisements and reproduction of recorded media | 4 | 7 | 4 | 5 |
| 6 | A06 | FFF | Yes | Production | Other products_furniture_toys_musical instruments_stationery | 4 | 10 | 6 | 5 |
Score
| Assessed Factor | Human Right | Health & Nutrition | Ecosystem & Biodiversity | OHS |
|---|---|---|---|---|
| DJSI | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 |
| SASB | High = 3 | High = 3 | High = 3 | High = 3 |
| Subgroup | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 |
| Number of Employees | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 | High = 3, Medum = 2, Low = 1 |
| Location (Score) | High = 3 | High = 3 | High = 3 | |
| Final Risk |  11-15,  6-10,  <=5 |
9-12, 5-8, <=4 |
11-15, 6-10, <=5 |
11-15, 6-10, <=5 |
Tools used for supplier screening process - Medim and High spending
Concept : Supplier Risk Assessment - Meium and High spending
ESG Topics Identificaion - Medium and High spending
Example of Information Template - Medium and High spending
If the results of the preliminary risk assessment (screening) by the company reveal which suppliers pose potential sustainability risks in the supply chain from an ESG perspective and dependence from business operations. The Company will conduct an assessment of its suppliers to identify Residual Risk through the form of supplier assessment as follows:
Examples for certificate from 3rd party
In 2022, the Company conducted Risk Screening of 1,985 Tier-1 Suppliers, representing 100% of Tier-1 Suppliers, Assessments for 159 Significant Suppliers, representing 100% of Significant Suppliers, 119 Critical Tier-1 Suppliers, representing 100% of Critical Tier-1 Suppliers, and assessments for 40 High Risk Suppliers, representing 100% of High Risk Suppliers. The proactively assessments have indicated 4 significant risk issues, namely environmental management, labor management and human rights, safety and occupational health, and legal and regulatory compliance.
In addition, the Company encourages its suppliers to internally develop respective sustainability risk management measures. 100 percent of suppliers have detected significant sustainability risks, known as Potential Finding, from the proactive assessment. There are risk management measures which enable rectification according to corrective action plans within 1 year as follows:
Potential ESG Findings from Sustainability Assessment
| Environmental Dimension | |
|---|---|
| Risk Issues | Corrective Action Plans |
| Environmental Management - Sewage management according to the Ministry of Industry announcements - Environmental impact and environmental quality assessment according to law |
- Notification of registration to the Ministry of Industry and license application according to the announcement of the Ministry of Industry (Sor Kor 1,2,3) - Prepare an environmental impact assessment form and determine corrective measures |
| Social Dimension | |
| Risk Issues | Corrective Action Plans |
| Safety and Occupational Health - Organize “firefighting training, fire drills and chemical spills” training to employees - Safety manual and organize employee training on work process safety - Work environment assessment - Assessment of equipment and relevant equipment functionality for incidence suppression including the posting of various indication signages |
- Organize an annual training plan and compile a training report summary - Prepare a safety manual and establish an employee training department - Establish an environmental inspection department in reviewing annual work performance by a certified agency - Analyze the audit results prior to improvements and corrections according to the law - Establish an equipment inspection department, both for operational equipment and incidence suppression equipment, including the posting of various indication signages |
| Labor and Human Rights Management - Employee health checks based on risk factors - Code of Conduct manual |
- Establish health monitoring guidelines according to risk factors and perform employee health checks - Prepare the Code of Conduct manual and disseminate to employees |
| Governance Dimension | |
| Risk Issues | Corrective Action Plans |
| Regulatory and Legal Compliance - Revise legal changes associated with business operations - Manual labor - Employment contract - Hazardous chemicals usage - Fire extinguisher installations - Registration of personnel or security agencies at the management level, supervisory level, etc |
- Appoint responsible person - Preparing legal registration and review changes in various laws - Preparation of labor manuals and disseminate to employees - Prepare a written employment contract in a language comprehendible by employees - Prepare a list of hazardous chemicals and corresponding safety information (Sor. 1) prior to notifying respective government agencies - Install fire extinguishers according to legal requirements - Appoint personnel at various levels and provide them with training prior to registration notification with the Office of Labor Protection and Welfare |
Example for Corrective Acton Plans
Example for Corrective Acton Plans Implementaton
In this regard, the Company has continuously monitored development progress and supplier risk resolutions, while focusing on promoting and developing supplier capacity in business operations. This approach increases efficiency and enables simultaneous sustainable growth for both the supplier and organization.
3. Promote and support capacity development
Example for ESG scored benchmarks against peers
Example for Supplier Support (Remote/On-site) on Implementation of Corrective Action
In-depth technical support programs to build capacity health & safety management topic for transportation contractor.
Based on the analysis of supplier sustainability risk assessment results Non-compliant (PF) according to the law. In 2022, the most common risk issues are safety, occupational health and working environment. especially among transport contractors Including assessing the trend of accidents during the year 2020 compared to the year 2021 of the increasing number of transportation vehicles. In 2022, the company has developed a potential development program. In-depth security management to the transport contractor Develop a cooperation system to raise standards and measures to promote the safety of freight vehicles that provide transportation services to the company. and progress is regularly measured The period of continuous operation in 2022-2023 is as follows:
2021 - 2022
| Executive | Transport Agency & Coordinator | Transport Worker |
|---|---|---|
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2023
| Executive | Transport Agency & Coordinator | Transport Worker |
|---|---|---|
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Pre-brief ensures that transport workers are ready to work on a daily basis.
- Dressing : Company uniform ?
- High Beam: Ready or Not?
- Low beam: Ready or Not?
- Tail light: Ready or Not?
- Brake lights: Ready or not?
- Reverse light: Ready or not?
- Reflective Vests: Available or Not?
- Horn sound: It works or Not?
- Windshield: Available or Not?
- Wiper/Wash System: Ready or Not?
- Side mirrors: Ready or Not?
- Seat belts: Ready or Not?
- Alcohol hand sanitizer in the car: Is there or not?
- 2 Rubber cones : Ready or Not?
- Wheel pillows: Ready or Not? (over 6 wheels)
- GPS : Ready or Not?
- Left-right cabin door: Ready or Not?
- Exhaust pipe: Is it a modified pipe?
- Exhaust smoke: Is the car black smoke?
- Fire Extinguisher: Ready or Not? (over 6 wheels)
- Tread Tread Bridge: Ready to Not?
- Car Insurance: Expiry or Not?
- Vehicle registration: Expired or Not?
- Driver's License : Expired or Not?
- Spare tire: Ready to Not?
KPI Safety
| Scoring Criteria | Driving Result | |||||||
|---|---|---|---|---|---|---|---|---|
| No. | Topic | Full Score | Conditions for point deduction (according to the selected time period) | Score | Infraction | |||
| 1 | The number of times the speed limit has been exceeded | 20 | If there are violations greater than equal to | 5 | times/100km will be deducted all points | 20 | 0 | times/100 km. |
| 2 | Exceeding the speed limit | 20 | If there are violations greater than equal to | 15 | percentage of driving time All points will be deducted | 20 | 0 | percentage of drive time |
| 3 | Driving continuously for more than 4 hours/time | 20 | If there are violations greater than equal to | 20 | percentage of distance traveled All points will be deducted | 20 | 0 | percentage of distance traveled |
| 4 | Number of times the sudden deceleration | 20 | If there are violations greater than equal to | 5 | times/100km will be deducted all points | 20 | 0 | times/100 km. |
| 5 | Number of times a sudden turn | 20 | If there are violations greater than equal to | 1 | times/100km will be deducted all points | 20 | 0 | times/100 km. |
Remarks: In case of violation less than the specified value, points will be deducted proportionately
KPI Eco
| Scoring Criteria | Driving Result | |||||||
|---|---|---|---|---|---|---|---|---|
| No. | Topic | Full Score | Conditions for point deduction (according to the selected time period) | Score | Infraction | |||
| 1 | The number of times that sudden acceleration | 20 | If there are violations greater than equal to | 3 | times/100km will be deducted all points | 20 | 0 | times/100 km. |
| 2 | Number of times the sudden deceleration | 20 | If there are violations greater than equal to | 5 | times/100km will be deducted all points | 20 | 0 | times/100 km. |
| 3 | ระยะเวลาจอดไม่ดับเครื่องยนต์นานเกินกำหนด | 20 | If there are violations greater than equal to | 15 | percentage of distance traveled All points will be deducted | 20 | 0 | percentage of distance traveled |
| 4 | Exceeding the speed limit | 20 | If there are violations greater than equal to | 15 | percentage of driving time All points will be deducted | 20 | 0 | percentage of drive time |
| 5 | Exceeding the speed limit | 20 | If there are violations greater than equal to | 15 | percentage of distance traveled All points will be deducted | 20 | 0 | percentage of distance traveled |
Remarks: In case of violation less than the specified value, points will be deducted proportionately.
Improvement resuts: Transport accidents in 2021 compared to 2022
 37.50% |
|
In additional, The Company is committed to continuously developing suppler capacity, a means whereby suppliers can apply respective knowledge and skills to create careers and generate sustainable income, through 3 approaches as follows:
In 2022, the Company has undertaken a variety of projects to provide knowledge and enhance supplier sustainability capacity. The outstanding projects are as follows:
Continuous supplier capacity development projects
The Company proceeded with capacity development projects for contractors for the sixth continuous year as a measure to prepare new contractors prior to operations initiation. This approach raises work safety awareness through organizing online and on-site orientations and includes training courses on workplace safety specifically for construction contractors, electrical work, repair work, specialized work, and transport contractors. In 2022, 14 contractors participated in the training.
In addition, the Company organized a training program for the Coalition Against Corruption of the Thai Private Sector (CAC) in 2022 for 38 business suppliers and SME entrepreneurs in an online format according to the New Normal way to create values, promote operations with honesty, transparency, and without corruption. New suppliers received training and education regarding the Suppliers’ Code of Conduct and Guideline via online format. The content scope covers compliance with laws and international practices for the environment, for instance energy management, social waste management including labor practices, occupational health and safety and corporate governance, which consists of personal data protection, for 71 suppliers.
7-Eleven project alongside Thai Farmers (continuously)
The Company has operated the 7-Eleven project alongside Thai farmers for the 9th year in a row to enhance farmers’ quality of life and provide customers with better access to agricultural products through post-harvest technology innovation implemented to the production process. The innovation adds value to Homthong Banana products and has since expanding to include fresh vegetable products, seasonal fresh fruits, salads, trimmed fruits and ready-to-cook vegetables, as well as promoting good manufacturing practices (GMP) in manufacturing plants. The joint development of packaging adds value to productsand responds to new consumer needs which entails increasing
demands for environmentally friendly products and services.
Impacts and Benefits
were participated in the project
Plantation area
Add variety to sold in 7-Eleven stores
4. Build and maintain a long-term relationships with suppliers
The Company aims to continuously maintain good relations with suppliers through the exchange of knowledge, planning and joint product development. Supplier meetings are held yearly to exchange opinions and receive to various suggestions between partners and organizations.
Sansu jelly 0 calories
7-Eleven collaborates with Zart-Pattamaporn Preechawutidet and Kan-Athakorn Rattanarom, new generation SME entrepreneurs, to formulate Thailand's first zero-cal jelly to meet the needs of health conscious customers who desire desserts through using konjac as an ingredient in jelly for added benefits and satiation. The product has been well received with sales up to 140 million Baht. In 2022, the key to business success is establishing partnerships, with 7-Eleven being an important partner who provides knowledge from the beginning through the new count-one model, which initiates with stock management to production cost management and product development. In addition, maintaining inventory is another factor which affects raw material procurement planning thus potentially assists with effective cost controls. Creating a clear selling point will assist with focus on the target customers and enable a marketing plan which matches the customer group.
Triple Fresh Company Limited
One of the SMEs entrepreneurs who discovered growth within the national fruit market started selling ready-to-eat fruits at 7-Eleven stores. The entrepreneur desired business expansion but encountered obstacles regarding fresh fruit products which includes a limited shelf life. Prolonged storage may result in diminishing quality and benefits prior to consumption. A dedicated 7-Eleven specialist team provided advice related to product quality improvements, marketing, and packaging which could reduce processes and time required to deliver fresh fruit. The developments allow consumers access to fresh and high-quality products available in a form beautifully packaged, ready-to-eat, clean, safe and suitable for daily consumption. At present, products comprising jackfruit, pomelo, papaya, guava with salt and pepper, dragon fruit, and ready-to-eat peeled Sainampeung
orange are sold at over 8,000 7-Eleven stores in Bangkok and its vicinity at over 10,000 packs per day.
ESG Integration in SCM Strategy
The Company has integrated ESG in SCM strategy as follows:
| Key objectives | ESG-related objectives in supply chain management | Overall supply chain management strategy linking to ESG |
|---|---|---|
Empowering SMEs |
Enhance SME’s capability in different perspectives, e.g. financial, product development, packaging development, logistics, sustainability, etc. Our supply chain management focuses on co-creation initiatives according to SDG 8.2 with all suppliers. We aim to collaboratively improve suppliers especially SMEs capacity in technological and innovation aspects. This is expected to result in positive social impact through economic growth and living standards. |
Creating Shared Value (CSV) “Develop and support Small and Medium Enterprises (SMEs)” CP ALL efforts demonstrate our determination to enhance product variety cost and operational effectiveness and good relations with community and society at large through development, co-creation of innovative products and service with partners/ suppliers for better environments. |
 Reducing plastic waste from packaging |
Reduce volume of packaging usage from suppliers within the general waste management process, consistent with CP ALL’s circular economy goals. This aims to fulfill SDG 12.6 and CP ALL Sustainability Framework “Biodiversity and Ecosystem Protection” through packaging design, materials, and reduction programs. Under our environmental strategy (7 Go Green). We are collaboration with packing suppliers and others to redesign packaging, aiming to reduce plastic waste. Environmentally Friendly Packaging Project is active during 2021-2030. The Company implemented this project while adopting the 3R (Reduce-Reuse-Recycle) Principle to mitigate environmental impacts generated from packaging. This was achieved through a reduction of natural resources consumption and post-consumption waste generation. We Are working closely with suppliers to reduce plastic waste generation. |
7 Go Green “Green Packaging”, the global trends in reducing plastic packaging usage brings about CP ALL’s ESG objectives development. One of the CP ALL Environmental Stewardship strategy components is to encourage the suppliers to integrate sustainability consideration into their operations, especially packaging design, and materiel selection. There have been collaboration programs with the packaging suppliers, e.g. process improvement for less material consumption. |
In addition, the Company has applied the sustainability criteria to assess the risks of its existing and new suppliers manufacturing Private Brand: PB products whereby Suppliers must undergo sustainability risk assessments through the Suppliers Self-Assessment Questionnaires (SAQ) system. Selected suppliers meeting Company criteria standards must score a minimum of 50% on ustainability performance.
The established Company established sustainability criteria include product and production standards, employment, welfare, and environmental management.
Supply Chain Management’s Success Indicators
The Company has set the index to measure the success of supply chain management. In 2021, there are indices that measure success, goals, and operating results as follows:
| Order | Supply Chain Key Performance Indicators (KPIs) | Target | Performance for the previous 3 years |
|---|---|---|---|
| KPI 1 | Tier 1 Suppliers with high sustainability risk must receive comprehensive assessment and improved | 100% of Tier 1 Suppliers with high sustainability risk must receive comprehensive assessment and improved by 2030 | |
| KPI 2 | SMEs Purchase Growth (Procurement Spending) | SMEs product purchase growth by 10% by 2025 (compared to base year 2020) | |
| KPI 3 | Supplier Engagement | 90% for supplier engagement level by 2030 | |
| KPI 4 | Plastic packaging within the Company's control (Private Brand) must be reusable or reused or biodegradable | 100% of plastic packaging within the Company's control (Private Brand) must be reusable or reused or biodegradable for companies operating in Thailand by 2025 and for companies operating overseas by 2030 |
Related Policy and Guideline
| News and Activities | Visit Page |
| Sustainable Sourcing Policy | Download |
| Supplier Code of Conduct and Guideline | Download |
