
Human Resource Management
Supporting the SDGs Goals
SDGs
Goal 1:
Goal 2:
Goal 4:
Goal 5:
Goal 10:
Goal 16:
Goal and Performance Highlights
Performance Highlights

Management Approach and Value Creation
Management Approach
The company has intention to manage the human resources according to the good corporate governance principle by determining the personal strategy since recruitment, employee’s development and employee retention together with supporting employees equal for career growth and advancement without restrictions on gender, nationality, and religion. The company emphasizes on knowledge and ability development as well as encourages employees to be good citizen with volunteer spirit, make public and social benefit following to the Human Resource Management Policy of the company “GBH Smart People”

With respect to the main operation plan focusing on continuous store expansion every year, cause the company must set the recruitment plan in advance to support operational activities. The company has stipulated the employment policy by promoting mainly local employment in area where the store is located for supporting local economic and labor development including internal recruitment for transfer to their hometown.
Furthermore, the company has promoted career building for disadvantaged peoples by giving the cooperation and supporting the employment policy of the government sector such as Elderly Employment, Disability Employment, New Graduated Employment (Co-payment Project), with the performance of the past years as follow;
Employees Statistics 2024
The employee proportion separated by gender
Details | Male Employee | Female Employee | Total Employee (person) | ||
---|---|---|---|---|---|
Quantity (person) | % | Quantity (person) | % | ||
Operation Employees | |||||
|
4,904 | 58.57 | 3,469 | 41.43 | 8,373 |
|
1,383 | 64.87 | 749 | 35.13 | 2,132 |
Center Support Employees | |||||
|
152 | 24.20 | 476 | 75.80 | 628 |
|
86 | 27.22 | 230 | 72.78 | 316 |
Disabled Employees | 54 | 63.53 | 31 | 36.47 | 85 |

The employee proportion separated by age
Quantity (person) | Percent/Total Employees | |
---|---|---|
Younger than 30 year | 4,673 | 40.51 |
Between 30-50 year | 6,139 | 53.23 |
Older than 50 year | 722 | 6.26 |
The employee proportion separated by years’ experience
Quantity (person) | Percent/Total Employees | |
---|---|---|
0-5 years | 7,344 | 63.68 |
5-10 years | 2,959 | 25.65 |
10-15 years | 984 | 8.53 |
More than 15 years | 247 | 2.14 |
The employee proportion classified by employment contract
The proportion of employee’s remuneration
Information of new hire employees
Detail | 2021 | 2022 | 2023 | 2024 |
---|---|---|---|---|
Average Hiring Cost/FTE (Baht/person) | 1,233.72 | 830.78 | 659.31 | 718.89 |
Percentage of Internal Hires (%) | 8.3 | 18.60 | 18.58 | 13.90 |
Total number of new employee hires (person) | 2,388 | 3,984 | 5,051 | 4,949 |
Gender | ||||
Male | 1,512 | 2,523 | 3,026 | 3,064 |
Female | 876 | 1,416 | 2,025 | 1,885 |
Age | ||||
Under 30 years | 1,598 | 2,670 | 3,217 | 3,074 |
Between 30-50 years | 743 | 1,242 | 1,765 | 1,777 |
Over than 50 years | 47 | 72 | 69 | 98 |
Employee Level | ||||
Staff | 2,209 | 3,742 | 4,625 | 4,545 |
Junior Management | 164 | 233 | 401 | 395 |
Middle Management | 15 | 9 | 19 | 9 |
Top Management | 0 | 0 | 6 | 0 |
Religious | ||||
Buddhist | 2,358 | 3,934 | 4,987 | 4,578 |
Christian | 29 | 45 | 3 | 16 |
Muslim | 1 | 2 | 60 | 355 |
Others | 0 | 3 | 1 | 0 |
The company places importance on employee development to enhance their potential and increase efficiency in their work. Content selection for training courses is tailored to align with the nature of the business and is in line with external factors that may impact the business at that time.
Details | 2022 | 2023 | 2024 |
---|---|---|---|
Training Value (Baht) | 1,940,965.09 | 1,799,219.50 | 3,267,964.31 |
Total hours of training (hours) | 81,422 | 90,879 | 93,444 |
Total hours/person/year | 8.08 | 8.59 | 9.45 |
Average number of hours/total working hours (FTE) | – | 1.07 | 1.18 |
Total trained employees (person) | 10,077 | 10,575 | 9,885 |
Details of Training for Employees | Number (person) |
---|---|
Age Diversity | |
Younger than 30 year | 4,619 |
Between 30-50 year | 4,595 |
Older than 50 year | 671 |
Employee level | |
Executives | 293 |
Department Managers | 119 |
Employees | 9,473 |
Nationality Diversity | |
Thai | 9,884 |
Cambodian | 1 |
Filipino | 0 |
Chinese | 0 |
Details of the Employee Training Course
Course Name | Male (person) | Female (person) | Total | Total Hours |
---|---|---|---|---|
Kickoffs: Annual Strategic Planning for 2024 | 13 | 27 | 40 | 280 |
Strategic Work Planning for 2024 | 12 | 16 | 28 | 308 |
Management Guidelines for 2024 | 24 | 69 | 93 | 651 |
Management Guidelines for 2024 for Area Managers, Assistant Area Managers | 4 | 7 | 11 | 165 |
CEO walk & talk 2024 | 81 | 49 | 130 | 910 |
Enhance job skills for store managers | 8 | 14 | 22 | 4,620 |
Enhance job skills for assistant store managers | 30 | 19 | 49 | 10,290 |
Operational Excellence: Store Management Strategies for Achieving Excellence | 6 | 8 | 14 | 168 |
GBH Growing Together: Developing and Strengthening Work Potential for Sustainable Growth | 15 | 30 | 45 | 585 |
Compliance risks and current Organizational Adaptation | 30 | 18 | 48 | 288 |
Process Improvement & Technology Integration At DC Wang Noi | 11 | 1 | 12 | 336 |
Crane Operator, Signal Man, Material Adhesives, and Crane Supervisor for Overhead Crane | 239 | 1 | 240 | 7,200 |
Forklift Operator for Lifting Goods Up to 10 Tons, Level 1 | 41 | 1 | 42 | 756 |
Safe and Efficient Forklift Operation | 102 | 18 | 120 | 3,600 |
5 Principles for Effective Work | 46 | 34 | 80 | 560 |
Comprehensive Sales Service | 70 | 44 | 114 | 798 |
Sales Techniques and Professional Service | 121 | 113 | 234 | 1,638 |
Exceptional Salespeople and Essential Qualities | 146 | 90 | 236 | 1,652 |
Promoting Personality Development for Service Excellence | 325 | 285 | 610 | 4,575 |
Service Mindset: Excellence in Service | 1,351 | 1,273 | 2,624 | 18,368 |
Good management of Manager | 15 | 7 | 22 | 154 |
Leadership Development | 20 | 8 | 28 | 168 |
Job Motivation | 2,246 | 1,394 | 3,640 | 25,480 |
Modern Retail Trade | 1 | 11 | 12 | 768 |
Service Communication Skills for Impressive Service | 376 | 292 | 668 | 4,676 |
Stock Management Standards in Retail Stores | 136 | 102 | 238 | 1,428 |
Work Discipline for the New-Generation Employee | 224 | 149 | 373 | 2,238 |
The Core of Service Excellence through Proactive, Service Beyond Expectations | 52 | 60 | 112 | 784 |
Development and Enhancement Program for Store Managers
The company aims to develop and enhance the capabilities of the store management team, which is a crucial mechanism in managing store operations, encompassing both sales and service aspects. Additionally, the company focuses on ensuring the effectiveness and success of the human resources team in each store. The development plans are outlined as follows:
Target group | Development Topics | Outputs and Benefits |
---|---|---|
High potential talent selected based on the past performance and qualified as specified criteria. |
|
|
New Young Management Trainee Program
The Company promotes and creates opportunities for both fresh graduates and experienced employees who are eager to learn, practice, and develop themselves in the retail business field. This is aimed at enhancing their potential and preparing them for career growth, making them valuable assets for the store management team in the future.
Employee is important part in business operation to be sustainable growth. The company gives the importance in employee retention to build the employee engagement in the organization by the following treatments;

Performance of The Year 2024
Employee’s Compensation and Welfare Management
The Company defines the compensation and welfare management for employees with fairness, non-discrimination and being appropriated with economic condition and complies with working area in order to be adequate for employees’ cost of living. Apart from salary payment is higher than the average rate as stipulated by laws, the company also provides additional other welfares for employees such as position allowance, cost of living, active payment, provident fund, accident insurance, uniform, loan, employee benefit fund, employee’s fever gifts, maternity gifts, funeral grants for the employee’s family person, etc.
Reward gold medal to appreciate employees who has taken part to drive the company’s operation more than 26 years for business growth and progress. In 2024, there are employees getting the gold medal with honor card as follow;
Years’ experience | Numbers (person) | Reward |
---|---|---|
10 years | 237 | Golden Medal 25 St. |
15 years | 30 | Golden Medal 50 St. |
20 years | 17 | Golden Medal 1 Baht |
25 years | 6 | Golden Medal 1 Baht/ Global House gold brooches |
Remark: Employees who has right to receive rewards need to be in the company’s employee status only as at reward day and counting the years’ experience since the beginning of work with the company.
Salary Increment based on areas affected by the government's minimum wage adjustment in order to be in accordance with laws, be appropriated and fair in the organization. As well as building competitive ability with external labor market.

Other Benefits
Beside of fair compensations and welfare for employees, the company also aims for employees having good quality of life and stability by providing credit with low interest rate for employees in order to relieve the financial problems, and liabilities which is important cause of employee’s stress and may affect their quality of life and living including probably reduce the work efficiency. Furthermore, the company encourages the employees having their own residence by cooperating in loan project for employee welfare by the Islamic Bank of Thailand which there is total employees has participated in the project total 1,433 persons.

Performance Evaluation
The company establishes and formulates a performance evaluation policy, including evaluation criteria, utilization of evaluation results for compensation consideration, and relevant actions. The company conducts systematic performance evaluations, both quantitatively and qualitatively, using consistent standards every quarter through the HR Management system to ensure transparency and fairness. The evaluations adhere to the Management by Objectives as a standard evaluation format and incorporate additional dimensions for different job groups with diverse characteristics.

Employee's Engagement
The company has conducted an Employee's Engagement Survey as a means to gather feedback and suggestions from employees. The company analyzed the survey data and results to formulate plans for addressing relevant issues and communicated the outcomes to employees across the organization. This aim to enhance employee satisfaction and engagement with the organization. As a result, in 2024, the employee engagement survey score was 92.39%, which is higher than set target. A total of 10,463 employees participated, representing 93.25% of the total workforce. According to the survey results, the top 3 factors that are important to employees in their work remain consistent with those in 2023, including; stable and reputable company, proximity of the workplace to home, and a good balance of family time with competitive income. In addition to these key factors, further suggestions on various issues were gathered. These inputs are beneficial for the company to consider and take appropriate actions, tailored to the specific areas and relevant departments.
The Example Questions for 2024 | |
---|---|
Job satisfaction | Proud to be part of the company and happy to recommend the company to external parties (95.92%) |
Purpose | The department has goals and missions (96.53%) |
Happiness | The friendly environment at your workplace enhances your happiness at work (92.03%) |
Stress | Effectively balances work and personal life (95.85%) |
Employee Resignation
Details | 2021 | 2022 | 2023 | 2024 | ||||
---|---|---|---|---|---|---|---|---|
Male | Female | Male | Female | Male | Female | Male | Female | |
Voluntary Resignation Rate | ||||||||
Resignation rate (%) | 20.90% | 11.29% | 16.85% | 11.26% | 16.31% | 10.46% | 12.10% | 7.71% |
Classified by Age | ||||||||
Under 30 years old | 8.70% | 4.87% | 8.38% | 5.80% | 8.58% | 5.64% | 6.36% | 4.10% |
30-50 years old | 12.20% | 5.96% | 8.01% | 5.27% | 7.17% | 4.57% | 0.71% | 0.23% |
Over 50 years old | 1.00% | 0.46% | 0.47% | 0.19% | 0.56% | 0.25% | 5.01% | 3.38% |
Classified by Position Level | ||||||||
Executive level | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% |
Mid-tier level | 0.03% | 0.02% | 0.03% | 0.08% | 0.05% | 0.05% | 0.04% | 0.02% |
Entry level | 2.48% | 0.83% | 2.32% | 1.03% | 2.44% | 0.85% | 1.82% | 0.89% |
Non-executive/ general employees | 13.49% | 10.44% | 14.51% | 10.15% | 13.82% | 9.57% | 10.23% | 6.79% |
Classified by Race/Nationality | ||||||||
Thai | 20.90% | 11.29% | 16.85% | 11.26% | 16.30% | 10.45% | 12.10% | 7.71% |
Cambodian | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% |
Filipino | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% |
Chinese | 0.00% | 0.00% | 0.00% | 0.00% | 0.01% | 0.00% | 0.00% | 0.00% |
Remark: Voluntary Resignation Rate (% of Total Employees)