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 BigC  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 BigC  Workforce Planning

 

2024 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%

 

 

 

Average Training Hours of Employees and Average Amount Spent per FTE (Baht)

 

 

Training Hours and Training Cost	2024
Average hours per FTE of training and development	126
Average amount spent per FTE on training (Baht)	656
The percentage of local FTEs	100%

 

 

 

Human Development Programs

 

 

1. Generative AI Series

This initiative is designed to enhance employees’ ability to apply Generative AI effectively and creatively across all levels and functions within the organization. By empowering employees with cutting-edge knowledge and practical skills, the program aims to foster innovation and ensure BJC remains competitive in the rapidly evolving business landscape.

The Generative AI Series has the following key objectives:
    • Promoting Lifelong Learning: Encouraging employees to continuously expand their knowledge and adapt to technological advancements.
    • Increasing Organizational Efficiency: Equipping employees with tools to utilize Generative AI effectively within their roles, driving higher performance across all business units.
    • Fostering Innovation: Strengthening BJC’s competitive edge by embedding Generative AI capabilities into workflows and decision-making processes.
Key Program Benefits
    • Enhanced Understanding of Generative AI: Participants will gain in-depth knowledge of Generative AI and its applications in day-to-day tasks.
    • Increased Operational Effectiveness: Employees will learn how to integrate AI tools into their work to improve efficiency and productivity.
    • Innovation and Competitive Advantage: The program will inspire employees to adopt Generative AI as a driver of creativity and innovation in their roles.
    • Workforce Readiness: Over 80% of participants indicated increased confidence in using AI to support their roles, demonstrating tangible upskilling success.

Total  723 participants or 2.1% of total full-time employees

 

2. Big C’s Retail Service Enhancement Program

Big C’s Retail Service Enhancement Program in 2024 remains a vital aspect of the company’s commitment to prioritizing customer satisfaction within the framework of the “Customer@
Heart” initiative.

Objective:
With a persistent focus on refining service quality and aligning employee behavior with corporate values, Big C aims to reduce customer complaints and enhance satisfaction levels.

 

The Programs

1. Outstanding Service Enhancement
    • Course Content: Enhanced modules emphasize active listening, clear communication and exceeding customer expectations.
    • Outcomes: In 2024, the program trained 19,948 employees, a 57.4% increase from 12,672 in 2023. The expanded reach reflects Big C’s commitment to instilling a customer-centric ethos throughout its workforce.

2. Leading the Service Team
    • Target Audience: General Managers (GMs) across hypermarket and market formats.
    • Participation Rate: Achieved a high engagement rate of 78% (125 out of 161 targeted GMs).
    • Focus: Developing leadership skills to foster team motivation and ensure consistent delivery of exceptional service.
 

Measurable Outcomes and Future Goals:

    • Customer satisfaction improved significantly, with VOC and Mystery Shopper evaluations integrated into performance tracking. In 2024, 91% of customers reported satisfaction with Big C’s products and services, consistent with previous years and a testament to sustained service excellence.
    • Professional Development: Employees gained critical service skills, including active listening, problem-solving and conflict resolution, enhancing career advancement opportunities.
 

Total 20,073 participants (19,948 employees and 125 GMs) or 57.87% of total full-time employees