Human Capital Development

Human Capital Development

Key Performance in 2022

of executives, supervisors, employees, store managers and store employees participated in online learning and passed assessments on “Corporate Sustainability Development”

of employees at all levels, including suppliers, Store Business Partners, and Sub Area stores passed training and knowledge assessment on “Personal Data Protection Act”

of management-level passed online training and knowledge assessment for the “Human Rights and the Business Sector” course

of employees at all levels, including business supplier employees, Store Business Partners, and Sub Area stores received training for “Digital Mindset & Digital Literacy”

Key Progress in 2022

Online training and knowledge assessment on “Personal Data Protection Laws” for Store Business Partner and Sub Area stores

Online training and knowledge assessment on “Human Rights and the Business Sector” for employees at supervisory and executive levels and above

Online training and knowledge assessment on “Cyber Security” for employees at supervisory and executive levels and above

Development of salesperson skills in the digital age for store employees in response to O2O and 7Delivery strategies

Development of personnel digital skills to Intermediate and Advanced levels for designated groups spearheading corporate strategies

Significantly Affected Key Stakeholders


Sourcing raw materials, products, and services


Production, research, and products development


Logistic and distribution

Employees, Business partners

Retail and marketing

Employees, Business partners

Customer support and after sale service

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

All leaders and employees will be involved in the learning process and activities on sustainability annually

Progress against short-term and long-term goals

Performance Summary 2022

Average hours per year of training and development

By Age

By Level

By Gender

By Nationality

Total employees participating in the leaders development training according to the action learning path

Average amount spent per FTE on training and development

Human Capital Return on Investment

Employee Engagement


By Age

By Gender


By Level

By Nationality

Risks and Opportunities

Personnel within the Company are fundamental resources vital towards enabling the business to operate efficiently and achieve corporate sustainability objectives and goals. Therefore, promoting equality and non-discrimination in leadership and human capital development is crucial as an approach to increase operational capabilities among employees regardless of position. Throughout economic, social and environmental volatility, and during an era where digital platforms play a greater role, essential skills development and technological literacy upholds greater significance. In addition, capacity development plan preparations in conjunction with creating capacity and employee needs tools is paramount towards enhancing organizational efficiency for analysis of employee required skills inclusive of Holistic Development and employee engagement. The maintenance of employee well-being enables organizational readiness and sustainable future growth.

Management Approach

The Company is committed to developing the potential of employees at all levels in accordance with the human capital development strategy through a variety of skills promotion programs, comprising level specific leadership skills, professional skills for work efficiency improvements through Uplift Skill, and proficiencies in organizational sustainability, Personal Data Protection Law, data analysis, digital literacy, and process automation. The mentioned approach facilitates employees at all levels within the Company, which encompasses the employees of business partners, Store Business Partner and Sub Area stores, to develop crucial skills in performing their respective duties and prepare for emergencies, crisis situations and future changes.

The Company aims to develop the potential of employees. through a variety of methods and channels, both online and offline, comprising virtual training, e-Learning, on job training (OJT), and Project Based cross-functional knowledge training and Action Learning through real-world practice with executives or experts including consultants which provide advice, etc. In addition, the Company has further developed training courses through easing comprehension and increasing interesting content. These courses are tailor made for all employees including employees of business suppliers, Store Business Partners, and Sub Area stores, as a means for the development of vital skills and capacity. As a result, business operations can be carried out through the Company's human capital management under the concept of successful work indicated by content employees throughout their work life with the Company.

Sustainable employee skills development and career opportunities framework

Personnel Development Pathway

Personnel Development Pathway

Personnel Development Pathway

Professional Skills Development and New Working Methods Promotion

The Company encourages executives and employees at all levels to realize new working methods through a variety of training programs and establish an improvement encouraging learning atmosphere to enhance work output. In 2022, significant actions were taken as follows:

Productivity Improvement Program (Continuously)

The Company has continuously implemented technology to increase operational efficiency and develop the capacity of executives and employees at all levels. The approach aim centers on delivering value to customers and reducing organizational management cost through instilling concepts, attitudes and learning processes via Action Learning. Employees participating in the project have received practical experience in analysis, discovery of opportunities for work improvement, synthesis, ideas exchange, and Cross Functional Team work to enhance work efficiency and construct an Autonomous work improvement culture specified under the measure "4 Additions 1 Control" and
reduce, stop, quit non-value creating operations.

Increase sales

Increase income

Increase profits

Increase productivity

Control costs

Senior management upholds responsibility for advice and techniques provisions in addition to project progress and results monitoring in order to achieve learning outcomes and joint engagement in developing the project.

Impacts and Benefits


Number of participants

(17% of FTEs participating in the program)


Increase revenue


Cost reduction


Reduce work time

Leadership Development Program for Digital-Age Sales Managers in Response to O2O and 7Delivery Strategies

The Company continually aims to improve 7-Eleven store employee service skills with goals for employees to become “own sales managers” through training with technology tools to fulfil digital era’s customer needs. This includes products delivery services via 7Delivery. This approach corresponds to O2O and 7Delivery strategies via "own sales managers" training which consists of fundamental skills as follows:

Delivery sales skills

ALL Online sales skills

TRUE sales skills

Food & Beverage sales skills

Impacts and Benefits


Number of participants

(87% of FTEs participating in the program)

  million Baht per year

Generating sales from O2O channels averaging (Including sales from 7Delivery, ALL Online and @24Shopping)

Talent Management

via immediate co-workers as supporting information in forming an Individual Development Plan (IDP). This plan entails designing development projects for specific groups through the 70:20:10 learning and development model to create strengths for 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


Direct supervisors



Specialized experts

Last year, besides direct teaching from supervisors, top management had an additional role in teaching through various media types such as video content.

Learning and development through training processes

The Company supports both intra-organizational and inter-organizational learning in addition to improving learning models
to enable Virtual Training inclusive of online self-study systems.

Personnel Readiness Development for Transition to Digital Platform Era

Employee Development Project for Digital Mindset & Digital Literacy (Continuously)

The Company continually develops employee digital literacy capabilities through elevating digital skills development to the intermediate level with the "Digital Foundation" course for office employees and the "Impress customers with the O2O service charm” course. These are for both store manager level and FC level employees, providing digital skills essential for business operations. Employees in the data analytics group receive training to raise digital skills to an advanced level via the “Data Analytics Upskilling for Business Strategy” course and acquire Advanced Excel skills for data preparation, data analysis utilizing statistics and create visualization. This approach facilitates the Company to become a Data Driven Organization and the development of work processes improvement skills via automation through the “Work Process Improvement with Power App & Power Automate” course, a course which provides employees with ideas and skills for work improvement utilizing technological tools through hands-on learning (Action Learning).

Impacts and Benefits


Number of participants

Passed assessments


Number of digital prototype projects


Number of prototype projects implemented

Sustainable Human Capital Development

To maintain stable and sustainable business growth, the Company requires organization-wide development through educating employees at all levels to prepare for challenges offering risks and opportunities. In 2022, the Company has performed following key projects:

Cyber Security Awareness Project

employees have participated in the training

employees have successfully passed knowledge assessments

Personal data protection awareness project (continuously)

Employees at all levels within the Company as well as employees of suppliers, Store Business Partners and Sub Area stores are encouraged to build awareness of personal data protection. The Company provides online learning channels which consists of operational guidelines courses and associated risks courses relevant to personal data protection. The course includes an assessment of knowledge regarding personal data protection practices.

employees have participated in the training

employees have successfully passed knowledge assessments

Human Rights Awareness within the business sector project (continuously)

employees have participated in the training

employees have successfully passed knowledge assessments

The Company has continuously emphasized respecting human rights and equality within the Company. In 2022, the Company implemented online learning with knowledge assessments regarding human rights practices within the business sector.

Holistic Health & Well Being Project

The Company encourages employees at all levels within the organization to practice awareness and place importance towards Holistic Life development, inclusive of attitudes to promote organizational work-life balance with focus on physical and mental well-being through the CP ALL Holistic Development Model conceptual framework. This framework motivates employee development in terms of holistic life balance awareness and implementation which consists of physical health, mental health, social relations, spiritual growth, financial planning and career building. In 2022, the Company has implemented trials for an overall well-being project (PI Cross Functional), which consists of activities and courses such as the Rebalance Your Life course, Job Creation course, Career Building course, and the Financial Well-being course. The mentioned approach which provides knowledge and enhances employee’s life management skills across various dimensions in a holistically more balanced manner bolsters morale and work motivation. In addition, the Company is cognizant of the importance of advance preparation and care for employees prior to their retirement. Courses tailormade for each employee age group provide relevant and necessary knowledge. Employees are instilled with a preparatory attitude prior to retirement from the Company and thus would be well equipped to happily adapt to post-corporate life.

Type of Performance Appraisal

The Company establishes both qualitative and quantitative criteria in performance appraisal systematically, and both under the same standard. This ensures overall corporate performance aligns in the same direction and improves performance management of employees across all levels, to achieve corporate goals. It also serves as a channel of communication and 360-degree feedback both intra and inter-team, as well as cross functions. Employees are able to continuously improved themselves for greater results through an appraisal under ALL Perform (SAP Success Factors) system. In 2022, employees were assessed quarter through various forms as follow:

Appraisal Type % of Evaluated Employees
Management by objectives
Multidimensional performance appraisal
Formal comparative ranking

Furthermore, the Company recognizes that in order to promote and build capacity for employees to work with utmost quality and maximum efficiency, work guidance must be done regularly, bilaterally and consistently. Employees must receive opportunities to participate in co-setting goals and reinforce teamwork for success. The Company has established the type of performance appraisal as follows.

  • Team-based appraisal: focuses on teamwork according to individual differences. The team’s goals are stipulated and cascaded to individual members to join in setting individual targets and responsibilities corresponding to the team’s target through ALL Perform system
  • Agile conversations: employees and supervisors discuss performance and career advancement concerning strengths, points of improvement, as well as new work to commence and some to terminate This facilitates towards team’s success, business performance and employees’ professional growth

In 2022, the Company has improved and enhance efficiency of employees’ performance appraisal to be in accordance with standards throughout CP ALL group via ALL Perform system. This was achieved through management of performance appraisal and assessment, from diverse to aligned on the same system. It includes quarterly performance appraisal, probation assessment period, year-end assessment and 360-degree capacity assessment, which allow every employee group to access various assessments with greater ease.

Employee Engagement Assessment

The Company raises awareness and responds to employee expectations. Through surveys of employees' sentiment and perspectives towards the Company's operations from 33 questions which reflect employee behavior in 3 aspects.

1) SAY: speak positively about the Company 2) STAY: behavior and determination to continue working with the organization, or high reluctance to leave the organization 3) STRIVE: behavior of employees who are fully committed to work or performing above and beyond normal work duties. It includes a comprehensive example of questions about.

Job satisfaction such as

- I would like work that match my capacity and experience
- I am proud of the success accomplished

Purpose such as

- The setting of high-level executive’s future direction gives me enthusiasm and eagerness to be part of the Company’s success

Happiness such as

- I am happy to be part of this Company

The Company continuously surveys employee expectations. In 2022, employee engagement surveys were conducted with the system, Kincentric eX-Pulse Platform, from the Company, Kincentric (Thailand) Ltd. The results were compared at different time periods for current and up-to-date data for analysis, to formulate strategies and review criteria on improving employee engagement measures and employee participation which helps the organization achieve the set goals.

Employee Engagement Enhancement Approach


Establish a CP ALL Group engagement committee


HRBP in collaboration with area representatives analyze and establish PDCA to enhance engagement based upon Key Improvement priorities


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

GRI Standard Required Data Unit 2019
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

- 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

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