Employee Development                                                                                     

 

BJC’s commitment to human capital development extends beyond simply filling skill gaps. The company recognizes its workforce as its most valuable asset, and its investment strategies reflect a human rights-centered approach. By fostering a culture of continuous learning and professional development, BJC empowers employees not just to perform their current roles effectively, but to thrive and reach their full potential. This commitment takes shape through dedicated training programs, mentorship initiatives, and clear pathways for career advancement. This approach yields a multitude of benefits. Employees equipped with the latest skills and knowledge are empowered to excel, fostering a spirit of innovation and efficiency. This translates directly into enhanced customer satisfaction, as a highly skilled and engaged workforce consistently delivers exceptional service. Furthermore, BJC’s focus on employee well-being and growth fosters a loyal and motivated team, reducing turnover and absenteeism while boosting overall morale. Looking towards the future, BJC recognizes the vital role human capital plays in a world increasingly focused on human-centric business models. By investing in its people, BJC not only drives operational excellence but also strengthens its competitive edge. A workforce brimming with expertise and passion not only meets but exceeds customer expectations, leading to sustainable revenue growth. Moreover, BJC’s commitment to staying at the forefront of industry trends ensures it attracts top talent, further solidifying its position as a leader in the market. In essence, BJC prioritizes human capital development not just as a strategic move for success, but as a core value. By nurturing its workforce, the company creates a win-win situation, empowering individuals while propelling the organization towards a bright and sustainable future. This commitment positions BJC as a responsible and forward-thinking company, setting a strong example for the future of business in a rapidly evolving world.

 

 

Employee Development Approach

 

Through the Learning & Development Activity Roadmap, BJC continued to focus on the right learning opportunities, curating employees at the right depth, at the right time in the employee journey with work learning methods and enabling all employees to have equal opportunity to participate in the training programs. Moreover, in order to drive their growth forward and beyond, the company allowed employees to have freedom of choice to participate in many training programs upon their preference, which were available both offline and online.

 

BJC Big C  Learning Landscape

 

At BJC Big C, fostering a culture of continuous learning and professional growth is essential to driving business transformation, operational excellence and employee engagement. To
achieve this, the company has developed the BJC Big C Learning Landscape, a structured and dynamic framework that ensures learning is accessible, engaging and aligned with
both individual career aspirations and organizational objectives. This learning landscape replaces traditional learning models with a comprehensive, multi-dimensional approach,
ensuring that employees at all levels have the resources, tools and support needed to excel in their roles and prepare for future leadership opportunities.

 

1. Comprehensive Learning Approach

• Encompasses both functional and soft skills training, with a mix of online, classroom and experiential learning opportunities.     • Encourages employees to develop a broad skill set that enhances job performance and career progression.

2. Customized Development Programs

• Offers structured learning pathways such as On-the-Job Training (OJT), Change Agent Programs and Management Trainee Programs.     • Includes hackathons, contests and action-learning projects that encourage practical application of knowledge.

3. Informal and Peer Learning

• Promotes peer-to-peer knowledge sharing through initiatives such as Morning Coffee Sessions, Let’s LEAD and ABC Club.     • Encourages employees to learn from each other, fostering a culture of collaboration and shared expertise.

4. Knowledge Management and Digital Learning

• Big C SharePoint serves as an internal knowledge-sharing platform, allowing employees to access expert insights and best practices.     • AI-driven learning tools provide personalized recommendations and skill assessments to enhance development.

5. Life-Long Learning and Career Growth Support

• Employees, particularly at the store level, receive financial support for non-formal and higher education programs.     • Encourages continuous professional development, ensuring employees remain competitive in the evolving job market.

6. Gamification and Incentives

• Employees earn points for participating in training, which can be redeemed for rewards, making learning more engaging.     • Recognizes top learners and encourages participation through competitive yet supportive learning environments.

7. Technology-Driven and Adaptive Learning

• Learning is integrated into daily operations, ensuring that employees receive relevant training in real-time as they perform their tasks.     • Omnichannel Learning allows employees to seamlessly blend digital, classroom and mentorship-based learning experiences

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

BJC Big C  Workforce Planning

 

2025 Performance

 

Percentage of employees receiving regular performance and career development reviews: 100%, Target: 100%

Create sustainability knowledge and mindset training for new comers: 100%, Target: 100%

 

 

 

 

 

Training & Development Inputs

 

	unit	2022		2023		2024		2025
		Male	Female	Male	Female	Male	Female	Male	Female
Average hours per FTE of training and development	Hours	123		125		126		127
		122	123	129	126	126	126	128	126
Average amount spent per FTE on training and development	THB Bath	1042		774		656		679
		1022	1060	815	733	719	614	715	642

 

 

Average Training hours of Employees by Employee Category
Top Management	Hours	124	145	122	123
Management	Hours	126	127	133	130
Junior Management	Hours	124	123	160	140
Supervisor	Hours	122	124	133	120
Officer	Hours	122	124	124	123

 

Employee Development Programs

BJC’s employee development programs are designed to be inclusive and accessible to all categories of employees. The scope explicitly covers contractual or part time employees in the company’s own workforce, ensuring equal access to training, upskilling, and career development opportunities alongside full-time staff.

 

Digital Workforce Transformation	Big C’s Retail Service Enhancement Program	DiverCity Project & DiverCity Day 2025	Sustainability Day #4: Highway to Net Zero	Transition Programs – Supporting Career and Life Changes

 

1. Digital Workforce Transformation

 

• Program description: 

  To strengthen BJC’s ambition of becoming a data-driven organization, the Company implemented the Digital & Data Literacy Empowerment Program to enhance employees’ digital capabilities and accelerate workforce readiness for digital transformation. Building on the AI awareness initiatives introduced in 2024, the program established a stronger digital foundation by equipping employees with essential competencies in Digital Literacy, Data Literacy, and AI Literacy across all functions and organizational levels.

  The program combined organization-wide capability development with role-specific learning, covering Microsoft 365, Microsoft Teams, Microsoft Copilot, data analytics, AI-assisted workflows, and digital governance. Hybrid learning formats, practical workshops, and continuous e-learning enabled employees to apply digital technologies effectively while supporting productivity, collaboration, and data-driven decision-making.

• Learning methods: Mixed – combining instructor-led training, hybrid learning, e-learning, practical workshops, coaching by internal experts, and peer-to-peer learning across business units..
• Type of program: Digital Transition Program
• Key objectives:
  • Digital Inclusion: Establish baseline digital competency ("Digital Ready") for employees across all functions and levels.
  • Digital Productivity: Promote effective use of Microsoft 365, Teams, and Copilot to improve efficiency and streamline workflows.
  • Data-Driven Decision Making: Strengthen Digital Literacy, Data Literacy, AI Literacy, and Digital Ethics to support data-informed business decisions.
  • Innovation & Workforce Readiness: Equip employees with digital and AI capabilities to support business transformation and future ways of working.
•  Program Benefits and Impact
  • Delivered Digital, Data, and AI Literacy training and competency assessments to more than 30,000 employees across BJC business units.
  • Achieved significant learning outcomes, with post-test scores increasing from 92.44% to 97.46%.
  • 100% of participants achieved Level 3 digital proficiency, demonstrating readiness to apply digital technologies to improve productivity and collaboration.
  • Trained more than 700 employees on Microsoft 365 and Copilot to enhance AI-assisted workflows and workplace productivity.
  • Strengthened advanced digital capabilities through HR, MIS, and Data Analytics programs for 150 employees, together with structured Digital Ready and Data Smart & GenAI learning tracks involving 233 employees.
  • Accelerated technology adoption, improved operational productivity, and strengthened workforce readiness for a technology-driven and data-driven business environment.

• Participation : More than 30,000 employees participated in the Digital & Data Literacy Empowerment Program in 2025, with additional specialized digital capability programs delivered to over 1,000 employees across Microsoft 365, Copilot, HR, MIS, Data Analytics, and Data Smart learning tracks.

 

 

2. Big C’s Retail Service Enhancement Program

 

• Program description: The Retail Service Enhancement Program is a key part of Big C’s “Customer@Heart” initiative, designed to improve service quality, reduce customer complaints, and instill customer-first values throughout the organization. The program includes two main tracks:

  • Outstanding Service Enhancement, focusing on essential customer skills like active listening, clear communication, and exceeding expectations

  • Leading the Service Team, a leadership track for GMs aimed at motivating teams and maintaining consistent service delivery

• Learning methods: Mixed – combining internal training, coaching and mentorship by General Managers, peer learning, service performance monitoring, and practical customer service improvement initiatives.
• Type of program: Leadership development program.
• Key objectives:
  • Service Skills Development: Strengthen active listening, communication, complaint handling, and service excellence skills among frontline employees.
  • Leadership Growth: Equip managers and General Managers with leadership capabilities to motivate teams and sustain service excellence.
  • Customer-Centric Culture: Embed “Customer@Heart” behaviors across all frontline and leadership roles.
  • Continuous Improvement: Utilize customer feedback and service performance monitoring to continuously improve customer experience.
  • Employee Engagement: Recognize and develop service role models who can inspire and mentor employees across branches.
•  Program Benefits and Impact

  • Outstanding Service Enhancement: Trained 29,307 employees, representing a 46.9% increase from 19,948 participants.

  • Leading the Service Team: Trained 1,114 General Managers, achieving a 95% participation rate across targeted hypermarket and market formats.

  • Service Refreshment Program: Achieved a 99% attendance rate (432 managers and section chiefs) with an average post-test score of 93%.

  • Strengthened customer service, communication, problem-solving, and leadership capabilities across frontline employees and managers.
  • Improved customer experience through VOC analysis, service monitoring, and customer feedback initiatives.
  • Recognized service excellence through the Premier Service Touchpoint Awards and Big C Ambassador Program.
  • Customer Satisfaction: Achieved 93% customer satisfaction based on VOC and Mystery Shopper evaluations in 2025.
  • Enhanced employees' professional development while reinforcing a consistent Customer@Heart service culture across stores.
• Participation : A total of 30,853 employees, including frontline staff, managers, and General Managers, participated in the Retail Service Enhancement Program in 2025, reinforcing Big C’s commitment to service excellence and customer-centric culture across its retail operations.

 

 

 

 

 

3. DiverCity Project & DiverCity Day 2025

 

• Program description: The DiverCity Project, initiated in 2022, promotes BJC’s Diversity and Non-discrimination Policy and encourages employees to embrace diversity in age, gender, religion, race, nationality, disability, and marital status. Through conferences, workshops, and annual flagship events such as DiverCity Day, the program aims to foster respect, inclusion, and awareness across the organization and among external stakeholders.
• Learning methods: Teams and networks – creating opportunities for employees, suppliers, and external stakeholders to exchange perspectives, experiences, and best practices related to diversity, equity, and inclusion (DEI).
• Type of program: Cultural education.
• Key objectives:

  • Awareness Building: Strengthen understanding of diversity, equity, and inclusion (DEI) among employees and stakeholders.

  • Gender Equality Advocacy: Promote the integration of DEI principles into business strategies and operations.

  • Inclusive Workplace Culture: Foster a workplace where employees and partners feel valued and respected regardless of their backgrounds or identities.

  • Cross-sector Collaboration: Encourage collaboration among businesses, international organizations, and other stakeholders to advance inclusive and sustainable development.

•  Program Benefits and Impact

  • In June 2025, BJC Big C Group organized “DiverCity Day 2025: The Path to Inclusive Business”, bringing together leaders and experts from business sectors and international organizations to explore how diversity, equity, and inclusion can be embedded into business strategies and operations. The event featured a keynote address from a representative of the United Nations and promoted dialogue on inclusive business practices and human rights.

  • The event welcomed 300 participants onsite, including BJC employees and key suppliers, demonstrating BJC’s commitment to engaging a broad range of stakeholders in advancing DEI and fostering an inclusive workplace culture.

  • Proceeds generated during the event were donated to the United Nations to support initiatives that promote diversity, equity, and inclusion in society. Through the DiverCity Project, BJC continues to strengthen awareness, encourage cross-sector collaboration, and reinforce its commitment to creating a workplace and business ecosystem where everyone is respected, valued, and empowered to contribute to sustainable growth and innovation.

 

 

4. Sustainability Day #4: Highway to Net Zero 
(Training / reskilling to mitigate negative effects of industrial or climate transition changes)

 

• Program description: As part of BJC’s ongoing commitment to sustainability and climate action, Sustainability Day 2025 was held on 27 August 2025 and represented the fourth year of BJC’s annual sustainability engagement program. Organized under the theme “Highway to Net Zero,” the event brought together executives and employees from across the Group to share experiences and practical solutions for addressing climate transition challenges and accelerating progress toward BJC’s Net Zero by 2050 ambition.
• Learning methods: Mixed – internal training, executive knowledge-sharing sessions, cross-business unit learning, practical case studies, and peer-to-peer experience exchang
• Type of program: Cultural education and climate-transition capability building
• Key objectives:

  • Climate Literacy: Enhance employee understanding of climate change, decarbonization, and Net Zero pathways.

  • Engagement Across Functions: Demonstrate how sustainability can be integrated into business operations across the value chain.

  • Cross-functional Engagement: Encourage collaboration and knowledge sharing among business units and sustainability champions.
  • Net Zero Commitment: Reinforce BJC’s long-term climate goals and Science-Based climate actions.
  • Employee Empowerment: Equip employees with practical knowledge to contribute to greenhouse gas reduction, resource efficiency, and renewable energy initiatives.
•  Program Benefits and Impact
  • Enhanced employees’ climate literacy and sustainability awareness through practical examples of climate-transition initiatives implemented across BJC’s businesses.
  • Increased employee understanding of key sustainability topics, including sustainable packaging, circular economy practices, resource efficiency, energy efficiency, renewable energy, low-carbon logistics, and smart energy solutions.
  • Equipped employees with practical knowledge to support the implementation of BJC’s sustainability strategy and Net Zero ambitions within their respective functions.
  • Facilitated cross-business unit collaboration and knowledge sharing, enabling participants to exchange experiences, best practices, and successful sustainability initiatives.
  • Strengthened employees’ understanding of how different business units contribute to BJC’s Net Zero by 2050 commitment and broader sustainability goals.
  • Promoted an organization-wide culture of sustainability by encouraging employee engagement, accountability, and participation in climate-related initiatives.
  • Improved workforce readiness for climate-related business transformation by enhancing awareness of climate risks, opportunities, and low-carbon business practices.
• Participation: More than 200 employees and senior executives from across BJC’s business groups participated in Sustainability Day 2025, creating an organization-wide platform for sustainability learning, knowledge sharing, and climate-transition engagement.

 

 

 

5. Transition Programs – Supporting Career and Life Changes

 

• Program description: BJC provides structured support for employees navigating key life and career transitions, whether approaching retirement or leaving the company. The program ensures dignity, fairness, and employability support, reinforcing BJC’s commitment to decent work and employee wellbeing.
• Learning methods: Mixed – external expert consultations (financial planning and wellness) and internal coaching for performance improvement.
• Type of program: Transition program for retiring and terminated employees.
• Key objectives:

  • For Retiring Employees: Prepare individuals for life after work with financial literacy, wellness training, and retirement planning.

  • For Terminated Employees: Provide support to underperforming employees through a structured Performance Improvement Plan and ensure fair and lawful severance packages.

•  Program Benefits and Impact

  • Retirement Support: Includes expert-led consultation and financial literacy initiatives such as the “3 Pillars of Financial Stability” (Save–Invest–Retire), ensuring employees are financially and personally prepared for retirement.

  • Termination Support: Employees with below-average evaluations are offered a Performance Improvement Plan to improve performance or prepare for external opportunities. Where termination is necessary, BJC provides severance pay that considers employee age and years of service, ensuring fairness and dignity.

  • These initiatives safeguard employee wellbeing, strengthen organizational fairness, and help mitigate the negative impacts of industrial or organizational transitions.

  • Participation varies annually, with retirement-focused seminars and PIP engagements conducted regularly to support affected employees.

 

 

Continuous Learning and Development

At BJC, we are committed to cultivating a future-ready workforce capable of thriving in today’s fast-changing and complex business environment. Our comprehensive Learning & Development (L&D) program goes beyond skill acquisition — it fosters innovation, adaptability, and personal growth.

We offer a curated mix of tailored training modules, hands-on workshops, and access to advanced digital learning platforms. These multifaceted initiatives empower employees to enhance their capabilities, stay ahead of industry trends, and unlock their full potential, fostering a culture of continuous learning and innovation across the organization.

Recognizing that modern career paths are no longer linear, BJC further demonstrates its commitment to employee well-being by extending support beyond conventional L&D. We provide robust transition assistance programs — including career counseling, financial guidance, and upskilling pathways — for employees navigating life transitions such as retirement or separation.

By equipping our people with the tools to maintain employability throughout their careers, we help ensure a resilient, agile, and sustainable workforce. This holistic approach not only elevates individual performance and satisfaction but also enhances organizational capability and long-term success.