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”
In alignment with the Company’s main business operation plan, which focuses on continuous store expansion each year, employee recruitment is conducted in advance to ensure sufficient staffing to support operations. The Company prioritizes local hiring in areas where new stores are opened to support local economic and workforce development. Internal recruitment is also encouraged to facilitate employee transfers back to their hometowns.
Employees Statistics 2025
| New Employee Hires Information | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|
| Average Hiring Cost/FTE (Baht/person) | 830.78 | 659.31 | 718.89 | 731.77 |
| Percentage of Internal Hires (%) | 18.60 | 18.58 | 13.90 | 11.68 |
| Total Number of New Employee Hires (persons) | 3,984 | 5,051 | 4,949 | 5,271 |
| Number of New Employe Hires (persons) | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|
| Total number of new employee hires | 3,939 | 5,051 | 4,949 | 5,271 |
| Gender | ||||
| Male | 2,523 | 3,026 | 3,064 | 3,223 |
| Female | 1,416 | 2,025 | 1,885 | 2,048 |
| Age | ||||
| Under 30 Years | 2,670 | 3,217 | 3,074 | 3,271 |
| Between 30–50 Years | 1,242 | 1,765 | 1,777 | 1,905 |
| Over 50 Years | 72 | 69 | 98 | 95 |
| Employee Level | ||||
| Staff | 3,742 | 4,625 | 4,545 | 4,893 |
| Junior Management | 233 | 401 | 395 | 370 |
| Middle Management | 9 | 19 | 9 | 8 |
| Top Management | 0 | 6 | 0 | 0 |
| Nationality | ||||
| Thai Nationality | - | - | - | 5,002 |
| Other Nationalities | - | - | - | 269 |
| Religion | ||||
| Buddhist | 3,934 | 4,987 | 4,578 | 4,979 |
| Christian | 45 | 3 | 16 | 20 |
| Muslim | 2 | 60 | 355 | 272 |
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;
Employee Statistics 2025
Employee Breakdown by Gender
Employee Breakdown by Position Level
| Details | Male Employee | Female Employee | ||
|---|---|---|---|---|
| Quantity (person) | % | Quantity (person) | % | |
| Operation Employees | ||||
|
5,132 | 58.27 | 3,676 | 41.73 |
|
1,414 | 64.16 | 790 | 35.84 |
| Center Support Employees | ||||
|
431 | 42.46 | 584 | 57.54 |
|
81 | 25.71 | 234 | 74.29 |
Proportion of Employees in STEM Roles
Percentage of STEM Employees
Note: STEM refers to personnel in the fields of Science, Technology, Engineering, and Mathematics.
Employee Breakdown by Age
| Number (person) | Percent/Total Employees | |
|---|---|---|
| Younger than 30 year | 4,869 | 39.45 |
| Between 30-50 year | 6,790 | 55.02 |
| Older than 50 year | 683 | 5.53 |
Employee Breakdown by Region
| Region | Percentage of Total Employees (%) |
|---|---|
| Northeastern Region | 42.36 |
| Northern Region | 19.86 |
| Central Region | 18.64 |
| Eastern Region | 4.70 |
| Western Region | 3.96 |
| Southern Region | 10.48 |
Employee Breakdown by Tenure
| Number (person) | Percent/Total Employees | |
|---|---|---|
| 0-5 years | 8,206 | 66.49 |
| 5-10 years | 2,624 | 21.26 |
| 10-15 years | 1,139 | 9.23 |
| More than 15 years | 373 | 3.02 |
The Proportion of Employees by Employment Contract Type
The Proportion of employee Remuneration
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 | 2023 | 2024 | 2025 |
|---|---|---|---|
| Training Value (Baht) | 1,799,219.50 | 3,267,964.31 | 3,232,648.10 |
| Total Training Hours (hours) | 90,879 | 93,444 | 96,469 |
| Average days per employee | - | - | 1.09 |
| Average hours per employee per year | 8.59 | 9.45 | 8.78 |
| Average number of hours/total working hours (FTE) | 1.07 | 1.18 | 1.09 |
| Total trained employees (person) | 10,575 | 9,885 | 10,992 |
| Training in 2025 | Number (person) |
|---|---|
| Gender | |
| Male | 6,442 |
| Female | 4,550 |
| Age Diversity | |
| Younger than 30 year | 4,398 |
| Between 30-50 year | 5,991 |
| Older than 50 year | 603 |
| Employee level | |
| Executives | 505 |
| Department Managers | 2,019 |
| Employees | 8,468 |
| Nationality Diversity | |
| Thai | 10,991 |
| Others | 1 |
Details of the Employee Training Course
| Course Name | Total Hours |
|---|---|
| Management Guidelines for 2025 | 456 |
| Organizational Roles in Readiness for Compliance with the Climate Change Act | 4,291 |
| Enhancing Work Skills for Branch Directors and Deputy Branch Directors | 11,760 |
| Applying AI to Enhance Service Excellence | 700 |
| Effective Supervisor Management and Self-Development through Mindset Transformation | 777 |
| Enhancing Product Knowledge and Building Confidence in Sales | 1,760 |
| Workplace Motivation Development | 10,301 |
| Service Mind, Service Excellence, and Service Improvement Skills | 13,739 |
| Modern Service Personnel and Sales Professionals | 29,244 |
| Teamwork and Communication Techniques for Effective Collaboration | 2,782 |
| Safe and Proper Forklift Operation and Maintenance | 5,484 |
| Crane Operator, Signal Person, Rigger, or Crane Supervisor for Fixed and Mobile Cranes | 6,120 |
| Professional Customer and Complaint Handling Process | 770 |
| Review of Work Processes, Store Standards, and Service Excellence | 2,746 |
| Developing Effective Communication Skills for Sales | 5,539 |
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.
Performance of the year 2025
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 27 years for business growth and progress. In 2025, there are employees getting the gold medal with honor card as follow;
| Years’ experience | Numbers (person) | Reward |
|---|---|---|
| 10 years | 386 | Golden Medal 25 St. |
| 15 years | 70 | Golden Medal 50 St. |
| 20 years | 29 | Golden Medal 1 Baht |
| 25 years | 3 | 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
In addition to providing fair compensation and welfare to employees, the Company has found that some employees experience debt burdens and financial difficulties, which are major causes of stress that affect their quality of life and well-being and may reduce work efficiency. With care and a commitment to ensuring that all employees have a good quality of life and financial stability, the Company has arranged low-interest loan facilities to alleviate financial hardship and reduce employees’ debt burdens, as well as to support home ownership. This initiative is implemented in cooperation with the Islamic Bank of Thailand under an employee welfare loan program. In 2025, a total of 1,422 employees participated in the program.
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 2025, the employee engagement survey score was 91.13%, which is higher than set target. A total of 11,207 employees participated, representing 94.73% 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 2024, 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 2025 | |
|---|---|
| Job satisfaction | Proud to be part of the company and happy to recommend the company to external parties (94.89%) |
| Purpose | The department has goals and missions (95.02%) |
| Happiness | The friendly environment at your workplace enhances your happiness at work (90.48%) |
| Stress | Effectively balances work and personal life (95.15%) |
Employee Turnover Rate
| Annual Employee Turnover Rate 2025 | |
|---|---|
| Total Employee Turnover Rate | 21.71% |
| Full time Employee voluntary turnover rates | 17.84% |
| Total Employee Turnover Rate in 2025 (Percentage of Total Employees) |
|
|---|---|
| Gender | |
| Male | 13.53% |
| Female | 8.18% |
| Age Diversity | |
| Younger than 30 years | 11.27% |
| Between 30–50 years | 9.42% |
| Older than 50 years | 1.00% |
| Management Level | |
| Top Management | 0.00% |
| Middle Management | 0.12% |
| Junior Management | 2.94% |
| Non-Management Employees | 18.64% |
| Nationality Diversity | |
| Thai | 21.66% |
| Others | 0.05% |
| Voluntary Employee Turnover Rate (Percentage of Total Employees) | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|
| Gender | ||||
| Male | 16.85% | 16.31% | 12.10% | 10.78% |
| Female | 11.26% | 10.46% | 7.71% | 7.06% |
| Age Diversity | ||||
| Younger than 30 years | 14.18% | 14.22% | 10.46% | 9.59% |
| Between 30-50 years | 13.28% | 11.74% | 0.94% | 7.82% |
| Older than 50 years | 0.66% | 0.81% | 8.39% | 0.43% |
| Management level | ||||
| Top Management | 0.00% | 0.00% | 0.00% | 0.00% |
| Middle Management | 0.11% | 0.10% | 0.06% | 0.11% |
| Junior Management | 3.35% | 3.29% | 2.71% | 2.56% |
| Non-Management Employees | 24.66% | 23.39% | 17.02% | 15.17% |
| Nationality Diversity | ||||
| Thai | 28.11% | 26.75% | 19.81% | 17.84% |
| Others | 0.00% | 0.02% | 0.00% | 0.00% |
