Human Capital Development
Goal and Performance Highlights
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Challenges and Opportunities
Central Pattana Public Company Limited operates a diverse business portfolio with multiple stakeholder groups, requiring the management of a large workforce across different job functions and locations. This necessitates development and training approaches tailored to each group, along with ongoing investment in digital and technological upskilling to support effective adaptation in the digital era. Moreover, the company places emphasis on strengthening employee engagement amid constantly evolving work environments, by cultivating a positive organizational culture and enabling career growth. The company also extends its development approach to business partners and suppliers, particularly small businesses, to help fortify the overall economic system.
Central Pattana sees opportunities to attract and develop talent through training programs and leadership development initiatives, while leveraging technology for learning via digital platforms and e-learning to enhance efficiency. Collaboration with business partners, academic institutions, and social organizations helps amplify program impact. The company acknowledges that employee development not only boosts work performance but also strengthens business alliances and leads to long-term success, generating positive impacts on society and communities where it operates.
Central Pattana sees opportunities to attract and develop talent through
Training programs and leadership development initiatives, while leveraging technology for learning via digital platforms and e-learning to enhance efficiency.
Management Approach and Value Creation
Central Pattana is committed to developing employee potential in all dimensions, believing that people are valuable assets and a driving force behind the company’s growth and sustainability. Empowering employees to continuously develop their skills not only enhances performance but also fosters engagement and creates an environment that supports both personal and organizational growth.
Performance Evaluation and Employee Development
The company implements a transparent and fair performance evaluation system based on Objectives and Key Results (OKRs) and Key Performance Indicators (KPIs). Employees collaborate with supervisors to set goals and receive continuous feedback to support improvement and growth. In addition, Individual Development Plans (IDPs) are designed for each job role to facilitate stable career progression.
A Transparent and fair performance evaluation system based Objectives and Key Results (OKRs) and Key Performance Indicators (KPIs).
Central Pattana also emphasizes digital skill-building by offering training courses in technology and digital subjects such as Data Analytics, AI, Automation, and Digital Marketing through e-learning platforms and expert-led workshops. Leadership development programs are also provided to cultivate future leaders.
A key initiative is the “Power of Dream” program, which invites employees at all levels to present innovative ideas for process improvement.
Selected projects receive executive support and funding for implementation. In 2024, a total of 1,063 employees participated (20.4% of total workforce), with 16 winning projects delivering an estimated return on investment of 6.6 times. Activities such as TPOD Dreamer Coffee Talk and The Power of Dream Boost Camp were also organized to inspire innovation and facilitate knowledge sharing across the organization and with external partners.
Employee Engagement and Organizational Culture
Central Pattana recognizes that employee happiness directly contributes to organizational success. The company promotes a positive work environment through the “YOU ดี มีสุข” framework, focusing on four areas: physical health, mental well-being, financial wellness, and relationships. Activities include financial counseling, group exercise, mental wellness initiatives, and work-life balance programs.
Promotes a positive work environment through the “YOU ดี มีสุข”
To enhance engagement, the company launched the CneXt platform , enabling employees to manage their career paths and track their development progress through a modern digital system.
The company also conducts Employee Engagement Surveys to gather feedback for improving the work environment. In addition, Employee Relations Programs aim to foster unity through recreational activities, workshops, and community involvement, strengthening teamwork and employee morale.
Extending Development to Business Partners
Central Pattana prioritizes not only internal talent development but also the growth of partners and networks, particularly SMEs, which are vital to its value chain. The company organizes training programs to build management capabilities and elevate collaboration standards. It also promotes sustainable practices among partners to enable mutual and long-term growth.
SMEs which are vital to its value chain.
Recruitment
The Company defines required qualifications for each position as a standard for recruitment and selection, both internally and externally, based on a non-discriminatory approach that offers equal opportunity for all genders, races, and individual backgrounds. This is conducted under the workforce planning framework and the Build & Buy talent acquisition strategy, with data analysis and forecasting supported by the CneXt digital human resource management system.
| Recruitment Channels | Recruitment Outcome in 2023 |
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Internal Recruitment
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Recruitment through media and online channels, such as recruitment agencies, company’s official recruitment portal: https://careers.centralgroup.com/centralpattana, various job boards such as JobsDB, JobThai, LinkedIn, and employee referral program |
A total of 1,328 positions were successfully filled, with an average recruitment lead time improved by 9.1% |
In 2023, under the Build & Buy strategy, the Company analyzed datasets from applications, selection results, resignations, internal transfers, promotions, retirements, current workforce, and vacancy rates. The analysis enabled a 42% success rate in internal hiring and an 88% success rate in succession readiness for key executive positions.
People Development
The Company’s employee development framework is structured into three core areas Functional Competency: Development of role-specific knowledge and skills, Leadership Development: Building leadership capabilities across levels, and Talent and Succession: Nurturing high-potential employees and successors. These efforts aim to enhance organizational capabilities to adapt to all forms of change and remain competitive in the labor market.
In 2024, the Company expanded its focus to include digital-age skills through the development of new e-Learning modules and in-depth workshops on AI Literacy, AI 102: Co-Pilot Workshop, cyber Awareness, and safe use of Generative AI. These programs are designed to equip employees with the ability to effectively integrate technology into their work, in alignment with the evolving, data- and innovation-driven corporate landscape.
High-Potential Talent Development
- Communicated and promoted the Individual Development Plan (IDP) framework through various internal channels, enabling employees to set clear career goals and develop their own career paths effectively. The plan is also regularly reviewed and optimized for maximum effectiveness.
- Implemented a High-Potential Talent Development Program to identify employees with outstanding performance and strong leadership potential. These employees are supported through customized IDPs to enhance their learning and self-development, preparing them for future leadership roles. Progress is tracked quarterly in collaboration with senior management and direct supervisors, including discussions on reward schemes, career growth, and employee engagement.
- Developed succession planning for senior executives in key positions through collaboration with business unit leaders, including a “Career Plan” and “Individual Career Development Plan.” Currently, 88% of targeted positions have identified successors who are actively undergoing development with progress tracked quarterly.
- Equipped supervisors with data-driven insights via the Business Intelligence (BI) system, such as employee engagement levels and compensation data of high-potential employees (reviewed twice annually in addition to regular salary adjustment cycles).
Development of High-Potential Employees under Central Group Collaboration
- Implemented leadership learning programs designed to strengthen managerial capabilities.
- Conducted executive learning programs to build high-performing leadership teams through project-based action learning.
- Launched exclusive learning programs for senior executives, such as the ‘Executive Development Program (EDP)’ and ‘Management Development Program (MDP),’ engaging senior and mid-level leaders across Central Group’s businesses in Thailand, Vietnam, and Europe. Themed “Becoming a Future-Ready Organization,” these programs emphasize navigating upcoming business disruptions, fostering leadership agility, and preparing talent pipelines and successors for the future.
Leadership Development
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Launched the General Manager (GM) Trainee Program for shopping center general managers
an essential role in the company. Qualified candidates receive comprehensive training in mall management and leadership skills through hands-on learning under the mentorship of experienced general managers. In 2023, a total of 10 GM Trainees participated: 4 internal transfers, 1 from Central Group affiliates, and 5 new hires, all currently undergoing performance assessment as Acting Assistant General Managers.
Training and Competency Building of Employees
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Implemented the People Manager Program
to strengthen supervisory capabilities, enabling line managers to achieve success through effective team leadership. This Micro-learning program is delivered via CneXt and live sessions. In 2023, 84% of the targeted participants completed the program.
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Provided upskilling opportunities to employees at all levels
through the 70:20:10 development model. In 2023, a total of 325 training courses were offered—143 via e-Learning and 182 in classrooms. The overall training satisfaction rate was 76% (a slight decrease from 2022), with an average of 7.5 training hours per employee annually (also lower than 2022), reflecting a strategic shift to more on-the-job learning. This approach contributed to a 6% increase in organizational productivity compared to the previous year.
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Strengthened sustainability competencies and awareness
through online e-Learning courses:
- Anti-Corruption and Human Rights – 4,856 participants
- Personal Data Protection (PDPA) – 436 participants
- Occupational Health and Safety – 1,123 participants (duplicated count)
- Environmental Management – 226 participants (duplicated count)
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Continued the Master's Degree Scholarship Program,
focusing on digital and technology-related fields such as Data Science, IT, Digital Marketing, and Digital Innovation. Eligibility criteria include at least two years of tenure, consistently strong performance evaluations, and the ability to balance study and work. As of 2023, 20 employees were awarded the scholarship (a slight decrease from 2022 due to 3 forfeitures), with 15 graduates and 5 currently pursuing their degrees. Among these, 8 are classified as high-potential employees.
Performance Appraisal
The Company places great importance on providing employees with a clear direction aligned with its business goals, while also bridging organizational objectives with individual aspirations. To this end, the Company implements the Objectives and Key Results (OKR) system across all employee levels as a performance measurement and evaluation tool. The performance appraisal process is fully integrated into the CneXt platform, starting from OKR setting through to salary adjustment consideration. This ensures an efficient, transparent, and participatory evaluation process that encourages open dialogue. The Company employs a variety of appraisal methods, including Management by Objectives (MBO) – where KPIs are mutually agreed upon with employees, Multidimensional Performance Appraisal – enabling 360-degree feedback from supervisors, peers, and subordinates, Team-based Performance Appraisal – emphasizing team outcomes over individual contributions, to foster collaboration and shared accountability, and Agile Conversation – promoting real-time feedback, continuous dialogue, and rapid resolution of issues in a dynamic work environment.
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In the goal-setting phase or the KPI setting
OKRs are established at the organizational, business unit, departmental, team, and individual levels. These OKRs are aligned across the Company to support enterprise-wide objectives. The Company also facilitates goal benchmarking across units and adopts team-based appraisals to drive cross-functional alignment and inspire high performance.
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During the mid-year performance review
“Performance Conversations” are conducted twice a year between managers and team members. These sessions apply coaching and feedback techniques, including 360-degree input from indirect supervisors, direct reports, and colleagues, enabling employees to identify strengths and development areas.
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At the end-of-year review
performance ratings are calibrated across business units to ensure consistency and fairness in evaluations.
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All appraisal processes are managed through the CneXt platform for real-time accessibility
enabling rapid and equitable decisions on salary and bonus adjustments.
Employee Care
The Company is deeply committed to supporting employee well-being, aiming to relieve work-related stress, strengthen interpersonal connections, and create a positive working environment that supports daily performance.
1. In-House Welfare Committee
An In-House Welfare Committee has been established to act as an intermediary between employees and management. It facilitates dialogue regarding welfare needs, provides suggestions, and ensures effective implementation of benefits.
2. Workplace Policy and Welfare
The Company supports remote work (Work from Home) and hybrid work arrangements, reducing in-office days from five to four per week where applicable. It promotes online meetings through tools like Microsoft Teams and provides laptops to over 100% of necessary staff.
Meeting rooms are fully equipped for both formal and informal use, including soundproof booths and live-streaming facilities for company-wide Townhalls.
The “Smart Office” initiative continues to improve workspaces with employee input on office furniture. Occupational health inspections are conducted as part of human rights risk management. The Company has also expanded indoor air quality and dust monitoring in line with shopping mall air quality standards. Employees are encouraged to use customer facilities, such as nursing rooms and prayer rooms. Additional privileges include discounts at fitness centers, supplemental health checkups for employees and their families, critical illness insurance, special rates for family health insurance, emergency blood donation assistance, and expanded coverage for office syndrome and mental health-related conditions. Physical Wellbeing programs include indoor workouts like Piloxing and yoga, and therapeutic massages by visually impaired practitioners. Employee engagement, human rights risk assessments, and human capital analytics are reviewed regularly to improve welfare policies. Initiatives include part-time employment options for retirees, emergency salary advances, and a pre-retirement entrepreneurship pilot program for food center operators.
The Company also promotes financial literacy and savings via the Central Group Employees’ Savings Cooperative and provides life assurance through the Cooperative’s Welfare Fund.
In the employee relation activities, CPN emphasizes sports and social engagement by organizing inter-branch football matches, Central Group Sports Day, Friday Playtime gatherings, Staff Parties, team-building activities, and festive events like Songkran celebrations—encouraging camaraderie and workplace enjoyment.
Organizational Culture Development
The Company reinforces its four core beliefs through observable employee behaviors. These are communicated and demonstrated continuously by employees at all levels—executive, middle, and operational—via engagement activities, storytelling, and best practice sharing. Key sustainability themes such as corporate governance, risk management, innovation, human rights, and occupational health and safety are integrated into the culture-building strategy.
Human Rights:
In 2023, the Company integrated its Human Rights Impact Mitigation Plan into the corporate communication strategy under the campaign “RESPECT!”, coordinated by the Company Secretary and People Group. The campaign was delivered across email, Workplace, and Viva Engage platforms to Central Pattana and affiliate employees in 10 communications. The Corporate Governance Day 2023 (CG Day), themed “RESPECT”, was held on 25 October 2023 and attended by 840 employees nationwide.
Risk Management:
In the transition to a Digital Organization, CPN launched the CneXt platform for comprehensive human resource management. CneXt supports all employee lifecycle touchpoints, including recruitment, onboarding, coaching, time management, benefits, internal mobility, goal setting, performance evaluation, IDPs, succession planning, online training, and resignation – accessible anytime, anywhere, across all devices.
Occupational Safety:
The Company has adopted ISO 45001 to standardize incident reporting via the Smart Property system. All incidents—affecting customers, tenants, contractors, or employees—are logged, responded to, investigated, and resolved promptly. A central Occupational Health and Safety Committee (OHSC) has been established alongside local OHSCs across branches. There are currently 367 OHSC members, comprising 159 employer and 210 employee representatives (7% of total employees, excluding contract workers). A senior executive chairs the central committee, while branch general managers lead local OHSCs. Incident data is reported quarterly to the Risk Management Committee and the Risk Policy Committee.
Organizational Engagement:
CPN conducts the “CG Voice” employee engagement survey twice annually using Kincentric’s framework for becoming an “Employer of Choice.” The survey assesses:
Organizational commitment expressed through speech, behavior, and the effort to do one’s best
Organizational image
Work processes and resource
Nature of work
Career advancement opportunities
The results are analyzed to identify engagement drivers and inform department-specific engagement improvement plans. These plans are translated into OKRs for managers with direct reports.
Towards a Human Rights-Respecting Organization
Central Pattana is firmly committed to responsible business practices that prioritize human rights, fairness, and transparency. These principles foster stakeholder trust and drive the organization toward stable and sustainable growth.
Foster stakeholder trust and drive the organization toward stable and sustainable growth
Stakeholders Directly Impacted
