A STUDY ON GENDER EQUALITY AT WORKPLACE PLACE CPF PVT LTD

SECTION 1: DESCRPTION OF THE COMPANY

One of Thailand’s largest corporate groups is C P Group. Started in 1978 the CPF group, an
international Pvt enterprise based in Thailand that has benefited from the agro-industrial sector, has
spent the last 70 years researching, developing, and disseminating technology to benefit consumers and
processes (particularly farmers) to the fullest extent possible. The C P group has grown significantly
over the course of more than seven decades and is now the top foreign corporation in Thailand.
Singapore, Korea, Hong Kong, Japan, Belgium, the United States, Germany, Dubai, and South
America’s Chile, Peru, Argentina, and Brazil are among the nations with which C P conducts business.
Malaysia, Vietnam, and Taiwan are nations with which the group conducts business and makes
investments.

Combodia, Myanmar, Laos, Indonesia, India, China, Turkey, Portugal, the Netherlands, and Mexico are
among the nations in which the group has made investments. In China, the group has investments in 70
feed mills spread across 27 of the country’s 30 provinces. With more than 80,000 employees worldwide,
C P Group currently has an annual turnover of US$12 billion. C P has proven to be a significant
contributor to the growth of Thailand as a major centre for marine products. One of the business
divisions in the C P Group is C P Aquaculture, and it is also the division with the fastest growth rate

Employees are the most valuable resource .The most precious resource is the workforce. That is
unquestionably crucial to the business’ success. In other words, employees seen as “Human Capital”
that should get invested continuously in order to add value to the business and themselves. In Thailand
and more than 14 other countries around the world, CPF employs more than 100,000 people. In order to
function efficiently, CPF must stay abreast of rapidly evolving technology and plan for a quick
development of its business activities both domestically and internationally.

Human resources are the most crucial component at CPF and they need to grow continuously while also
contributing value to the business. They would continuously train, educate, push, and improve employee
potentials. This is to support their abilities in the workplace, moral conduct, as well as personal and
social duties. All of their employees will have the chance to expand one’s own skills further at CPF.
The “Gateway to Success” programme is used to continuously train and develop people, including
members of the manufacturing line, future global executives, and new-generation management. This is
done to encourage and support the business’s methodical, sustainable growth.

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The integrated agro-industrial and food businesses run by CPF include feed production of animals ,l
breeding of animals , farming of animals, primary form of meat processing, production of food, pre
prepped food, along with meat and food retail outlets. All of these businesses are run with a focus on
biosecurity systems and animal welfare.

Business of feed

Since animal feed has a crucial importance on an animal’s state of health and wellness, it serves as the
foundation of the chain of production for higher-quality meat and food. As a result, the company is
focusing on increasing animal nutrition science and innovation in feed production, allowing them to
prep higher-quality feeds that has worldwide standards while being consistent with cost competitiveness
and offering the products at rates that are fair to farmers. Swine feed, chicken feed, and shrimp feed are
the company’s three main product lines. These feeds come in a variety of forms, including concentrate,
powder, and tablet. Locally manufactured and supplied animal feed is the norm.The Company operates
in the feed industry in 11 different nations, including India , Thailand, Vietnam, Taiwan, Turkey,
Malaysia, the Philippines, Cambodia, Laos, and Russia, in addition to a joint venture in China and
Canada. In 2021, the feed business will generate total sales of 127,072 million Thai Baht, or 25% of the
Company’s overall sales.

The company places priority on its primary business, which is providing animal feeds. the Company is
continuously innovating its production process to produce higher-quality animal feeds, starting with
selecting a suitable location, choosing higher-quality raw materials, adding the right nutrition formula to
achieve the unique nutritional needs of various animal species and life stages, utilising cutting-edge
technologies like computerised systems to control the process of production , and developing an
efficient logistic system. The CPF company currently produces feeds for pig , chicken, duck , shrimp ,
and fish as its major products.

 The Company is highlighting the value of its facilities’ location and layout. The perfect location
is chosen carefully to guarantee full utilities, sufficient resources of water, and no adverse
impact on biodiversity or measures to prevent the contamination in accordance with to the
requirements of health and safety. As a result, the factory was created using the “green factory”
concept, which takes into consideration the environment and the communities around it. It also
has dust and odour management systems in case there are any emissions from the feed
production process.

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 In order to maintain appropriate and adequate nutrition for animals of all ages and life stages and
to support healthy growth, feed formula is a crucial component of animal feed productions

 The main building blocks are corn, soybean meals, fish meal, rice bran, and vitamins and
minerals. Our high-quality products begin with the sourcing of premium raw materials and
certification of product standards. In addition, our procurement strategy places a focus on
purchasing from local vendors to support local farmers. In order to assist farmers who were
negatively impacted by the crisis in rice prices, the Company purchased rice and products related
to rice in 2021.

 The company continuously incorporates automation into its production and quality control
processes. The automated manufacturing process complies with international standards and has
been approved by unaffiliated third parties

 The company knows that the success of animal farmers results in the mutual, sustainable growth
of our partners and our business. Thus, the Company places a strong emphasis on feed usage and
knowledge sharing in animal farming. To provide more access to farmers in remote places, the
company develops online feed sales in addition to direct delivery of feed goods to farmers
through its points of sale and dealers. With the increased demand for meat consumption and the
expansion of contemporary industrial farming, the feed business has continued to develop.

Business of farm

Company operates an animal farm and a processing facility that produces basic processed meat as well
as various animal breeds and farms. To meet consumer demand, the company chooses and creates new
animal breeds. To offer goods of the highest quality and food safety, they also focus on animal health in
accordance with international animal welfare guidelines while integrating cutting-edge, environmentally
friendly technology throughout the agricultural processes. Their main animals include swine, broiler,
layer, duck, and shrimp. Their core product categories also include live animals, primary processed
meat, and eggs.

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The company runs farms and processing facilities in 15 nations, including Thailand, China, Vietnam,
Russia, Cambodia, Philippines, Malaysia, India, Republic of China (Taiwan), United States, Laos,
Turkey, Sri Lanka, and Poland. Canada and Brazil are also partners in the venture. Depending on the
market potential and suitability, each firm employs a distinct business strategy. 54% of the company’s
overall revenues, or 277,446 million baht, were made by the agricultural and processing sector in 2021.

 The best location for a farm is carefully selected to meet agricultural requirements, taking into
account the availability of basic infrastructure and the impact on the community and
environment based on the management of the biosecurity system to prevent disease spread and
assure animal welfare.

 Additionally, the company chooses and creates animal breeds that are popular in each region
where it operates and are able to adapt well to various environments. The goal of breeding
improvement is to create breeds which are stronger with high disease resistance traits. It is based
on the animal genetics principle.

 The organisation is always enhancing its farming practises and technologies to ensure
compliance with the pertinent legislation. The company follows the Five Freedoms approach
while maintaining the farming efficiency ratio, and the animals are raised in a hormone-free
environment to ensure they live comfortably and are free to behave naturally.

 During animal transportation and primary meat processing, the company adheres to the animal
welfare principle and requirements.

 The company uses bioplastic trays created from renewable resources such polylactic acid (PLA),
which was produced from plants and is biodegradable without impacting the quality of food
storage, as packaging to reduce the environmental impact

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 Breeds and live animals are frequently marketed and distributed through farms, whereas meat
products, meat parts, eggs, and byproducts are distributed through traditional market dealers and
modern trade methods.

 Due to expanding population and improved access to affordable meat, the farming industry has
seen strong expansion in line with consumer needs.

Business of food

The manufacturing of food products is a part of CPF’s integrated business, therefore the company is able
to monitor and manage the quality of raw materials throughout the entire production process. Modern
technology and certification in accordance with international standards are both present in CPF
production facilities. Because of their high quality and safety, CPF food items are widely regarded by
both Thai and international consumers.

The business understands the importance of R&D in laying the foundation for the production of high-
quality, delicious, and nutrient-dense meals. In order to meet the demands of consumers worldwide of
all ages and regions, products are created with safety guaranteed along the entire manufacturing supply
chain, encouraging consumer health at a low price as well as a variety. The business aims to make its
customers’ lives easier by offering them convenience through a variety of distribution channels. The
food industry includes the restaurant, ready-to-eat food, processed food, and distribution sectors.

China , Thailand, the United States Of America, Vietnam, Republic of China (Taiwan), the United
Kingdom, Russia, Malaysia, Cambodia, the Philippines, India, Turkey, Laos, Sri Lanka, Belgium, and
Poland are among the 15 nations in which the company conducts food business. In 2021, the food
industry generated total sales of 108,186 million Thai Baht, or 21% of the Company’s overall revenues.

 They have focused on the qualities and sources of raw materials because the company firmly
believes that delicious cuisine originates from high-quality raw ingredients. Apart from its
premium meat products, which make up the bulk of the food it produces; the company also buys
other raw materials from reliable suppliers and collaborates with nearby farmers to co-create
value through a variety of programs to support their agricultural output. This agricultural produce

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is then used in the company’s food production. Additionally, the company educates farmers on
sustainable farming practices.

 The strictest standards for quality and safety are upheld throughout the whole production
process, and they have always come first. As a result, the business makes research and
innovation investments to enhance operational efficiency and push the limits of food quality and
food safety. To improve innovation and the creation of new products for the food industry that
better meet consumer preferences and the needs of the food industry, the company built the CPF
Food Research and Development Centre in Thailand. Automation and robotics have also
received attention.

 To minimise food waste and food loss, the company only accepts packaging that can fully
preserve product quality and increase the shelf life of such commodities. By adding nutrition
facts and Guideline Daily Amounts (GDA) on the labels of its products, the company also
promotes healthy living.

 Distribution happens through a number of channels, including: 1. Conventional commerce,

particularly wet marketplaces 2. Contemporary trade, which includes supermarkets, convenience
stores, and wholesalers 3. Food services, such as lodging, dining, food courts, and catering,
which are advertised through both internal and external partner channels of the business.

 The food sector is changing quickly as a result of rising urbanisation, changing lifestyles, and
fierce competition. Due to these, consumer demand for prepared meals has increased, which
makes life more convenient. But consumers have been searching for a variety of goods,
particularly nutritious foods from dependable sources and high-quality food. To meet consumers’
evolving needs and to adapt to regional consumer cultures, food manufacturers must innovate
and develop goods.

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The “Sustainable Kitchen of the World…Towards Net-Zero” idea, which guides CP Foods’ Smart
Process innovations, will be highlighted. These innovations cover smart sourcing, smart production, and
smart consumption.

Focus on reducing emissions by using a sustainable sourcing strategy. 100% of the maize acquired by
CP Foods came from suppliers that guarantee no deforestation and eco-friendly farming methods. Up to
2 million forest acres have been preserved because to the policy. By 2030, the sourcing of other
important raw commodities, such as palm oil, soybeans, and tapioca, will guarantee complete
traceability and no deforestation.

Focus on reducing emissions at feed mills, farms, and processing facilities through production and
energy-related improvements. CP Foods is one of the top five food firms in terms of its use of renewable
energy at the moment, with 27% of all energy consumption coming from renewable sources. 680,000
tonnes of carbon dioxide equivalent have been cut from greenhouse gas emissions as a result of the
improvements. The volume is the same as planting 73 million trees or getting rid of 150,000 cars. Solar
energy, biogas, and biomass have all been used in the manufacture. The goal to quit using coal in 2022
is announced by CP Foods, the first and only Thai corporation to do so.

Focus on product and packaging development to achieve socially and environmentally responsible
manufacturing and consumption with smart consumption. In addition to meeting the highest nutritional
and quality standards, CP Foods is environmentally conscious. For more than 790 packaging goods, CP
Foods has obtained labels for carbon footprint and carbon reduction. In Thailand, they make up more
than one-fourth of all certified goods. The company CP Foods wants to see an increase in the percentage
of green products reaching 40%. Our “100% Sustainable Packaging” goal is to have all packaging that is
reusable, recyclable, and biodegradable. 99.9% of the target has been reached.

 CPF has a wide range of customers to begin with its HoReCa (Hotels , Catering , Restaurants) .
They target all the prominent hotels , restaurants in the vicinity and supplies the necessary
products to them .

 The next set of customers are Retail customers or know as direct customers. The company
products are directly sold to the direct customers.

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 Following with CP FRESH. Their own retail store, also franchise outlets. (5 star chicken is the
franchise that the company owns and can be seen prominently throughout the market countries
serving customers with higher quality products at a affordable price.

 The last sets of customers are the QSR customers. These are special set of customers who
primarily prefer CPF company products in order to produce or serve it as their final product. This
includes Hotel Den , Hilton group of hotels , KFC , McDonald’s ,Taco Bell , Burger King , Pizza
Hut and Domino’s )

 At the time of research they were having positive conversations with Radisson group as a
potential customer

When it comes to market share to become the largest food manufacturer in South Asia, Charoen
Pokphand Foods (CPF) is increasing its business in the areas of packaging, logistics and brand
development.

In order to promote its expansion and fulfil demand from the quickly expanding regional trade, Thailand
's CPF is also developing plans to establish its own logistics infrastructure.

According to CPF President and CEO Adirek Sripratak, “distribution and logistics are the most
significant variables governing business,” and the company has hired roughly 10 logistics professionals,
including one headquartered in Hong Kong.

According to Sripratak, the plan sought to achieve sustainable growth of 10% annually over the
following five years, which will result in Bt200 billion in yearly sales income. He continues by saying
that the “one company, one logo” concept is the end goal of the brand-building strategy, which is
intended to guide the business towards international recognition. According to Sripratak, “We intend to
cut back on fresh meat exports and concentrate on our brand and finished goods.”

The "third phase" in the development of the food business, which involves a value chain starting with
animal breeding and feed, owning farms as a middle step, and producing processed foods downstream,
has already been accomplished by CPF

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The CPF plans to grow its animal feed meal and aquaculture businesses in the Philippines in addition to
investing Bt500 million to build an animal feed meal and pig products plant in Russia, which is
anticipated to start operating late next year.

Major importers of maize including Japan and Vietnam are experiencing price rises of Bt8 per kilogram
this year compared to Bt6 last year as a result of the rise in the demand for maize to support the ethanol
industry in the United States from 10% last year to 20% this year. Maize costs in Thailand are
anticipated to increase by 15% this year to Bt6.50 per kilo.

As of December 31st 2022 the administration is divided into 3 part . Thailand operation, international
operations and Associate and JV

The Thailand operation accounts for about 37% under which the domestic is around 31% and export
accounts for about 6%.

The international operations accounts for 63% under which Vietnam and China holds the highest
percentage with 22% and 6 % respectively. Rest of the countries make up to 35% which includes United
Kingdom, Taiwan, India, United States, Malaysia, Philippines, Russia, Cambodia, Turkey , Laos ,
Poland , Belgium and Sri Lanka .

Associate and JV includes around 18 to 20 ventures.

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SECTION 2: SWOC ANALYSIS

Charoen Pokphand Foods’ SWOC analysis examines the brand’s strength, weaknesses , Opportunity
and challenges .The internal variables in Charoen Pokphand Foods’ SWOT Analysis are its strengths
and weaknesses, while the exterior factors are its opportunities and threats.

SWOC Analysis is a tried-and-true management paradigm that enables a company like Charoen
Pokphand Foods to compare its operations and performance to those of its rivals. Among the top brands
in the food and beverage industry is Charoen Pokphand Foods.

In Order to strengthen its position in the market, Charoen Pokphand Foods can use a SWOC analysis to
concentrate on developing its advantages and opportunities while resolving its disadvantages and
challenges .

The advantages of using SWOC are:

1. SWOC analysis is a thorough analysis method that considers both internal and external elements
that have an impact on an organization. It offers a methodical way to assess the existing state of
an organization and aids in pinpointing areas that require development.
2. Identifies important issues: SWOC analysis aids in the identification of important issues that
must be resolved in order to achieve organizational objectives. It offers a framework for ranking
the necessary steps to address these problems in order of importance.
3. Promotes consensus: SWOC analysis is a collaborative process that includes all organization
stakeholders. It facilitates reaching agreement on the critical issues that must be resolved and the
steps that must be done to accomplish organizational objectives.
4. Offers a foundation for planning: SWOC analysis offers a strong foundation for planning.
Organizations can utilize this information to construct a strategic plan that will help them reach
their objectives by identifying their opportunities, challenges, and strengths.
5. Assists in risk mitigation: SWOC analysis aids in the identification of potential risks and
obstacles that may hinder an organization’s ability to accomplish its objectives. Organizations
can create measures to manage these risks and lessen their effects by identifying them.
6. Encourages innovation: By pointing out potential new opportunities, SWOC analysis encourages
innovation. It encourages businesses to think outside the box about how they might use their
strengths to seize opportunities and overcome obstacles.

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Overall, SWOC analysis is a useful technique that can assist businesses in reaching their objectives,
creating effective strategies, and making educated decisions.

CHAROEN POKPHAND FOODS STRENGTHS

The core competencies of Charoen Pokphand Foods' enterprise that provide it a competitive edge in the
market are regarded as the firm's strengths. Numerous factors, including a company's financial stability,
the calibre of its workforce, the uniqueness of its products, and intangible assets like brand value, can
contribute to a brand's strength. The following is a list of the strengths of the Charoen Pokphand Foods
SWOC analysis:

1. Pioneer and industry leader in the creation of a variety of livestock feed products, including
pellets, powder, and concentrate

2. New ideas through younger employees

3. Well-versed in integrated business

4. Unique number of products which the competitors doesn’t have

5. They have their own leadership institute to build the DNA of good talented , powerful leaders

6. No dependence for raw materials

7. Very good with overseas business

8. They can sustain with limited marketing as people are dependent on them for more than 3
decades

9. Leader in the field of natural genetic selection research and development. The goal is to create
high-quality breeds that are robust, healthy, and compatible with Thailand’s farming
environment.

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10. One of the strongest players in Thailand with a strong brand presence

11. Computer-controlled production methods guarantee consistency in quality and meet the required
level.

12. To guarantee product quality and specifications are met consistently, production operations are
computer controlled.

13. The Company is the first business outside of the European Union to receive certification under
the Animal Welfare Criteria, the strictest standard to date for chicken exports.

14. one of Thailand's most powerful players with a well-known brand

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CHAROEN POKPHAND FOODS WEAKNESSES

The company's weaknesses are certain areas where a brand should make adjustments to solidify its
position. The weaknesses of a firm can be categorised as areas where it falls short or where its
competitors flourish. The following are the shortcomings of the Charoen Pokphand Foods SWOT
Analysis:

1. Products’ costs change as a result of supply and demand

2. Disease outbreaks have caused anxiety and decreased consumer confidence, which has resulted
in a drop in meat consumption.

3. Concerningly small worldwide presence in comparison to market leaders

4. Due to lack of marketing in certain countries reach of customer is low

5. Less employee stability cause the frequency of promotion is very late and employees tend to get
disappointed with it

6. Product price reduction compared to the competitors is very low

7. A takes a lot of time to get the decisions approved and in implementation by the management

8. Procurement of new equipments and marketing support takes a lot of time .

9. Few countries where in consumption of non veg products the brand is having a very less market
share.

10. Billion Dollar Company but lack of dedicating marketing branches in few countries like India.
Inspite of the products being cheaper than the competitor’s products due to lack of marketing
branches people tend to not notice the brands products in countries like India, Bangladesh and
Pakistan.

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CHAROEN POKPHAND FOODS OPPORTUNITIES

To increase its consumer base, any brand has the capacity to make some improvements. A brand may
have opportunities for geographic expansion, product improvements, better communication, etc. The
following are the prospects found in Charoen Pokphand Foods' SWOC Analysis:

1. The company, which sells chilled and frozen ready-to-eat items under the Five Star and CP
brands, is investing in expanding distribution channels through its own outlets and retail stores.

2. There are promising opportunities in the trading of processed foods in China, India, and
Indonesia.

3. Implementing an environmentally friendly policy would help cut back on waste disposal costs,
save on production costs by reusing recycled parts, boost profits due to the higher selling prices
that customers are willing to pay for such products, and enhance the company’s reputation as an
environmentally friendly one.

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CHAROEN POKPHAND FOODS CHALLENGES

Any business could run into problems from situations that could hurt its operations. Threats can
originate from a number of places, such as heightened rivalry, altering governmental agendas,
competing products or services, etc. The Charoen Pokphand Foods SWOC Analysis revealed the
following challenges.

1. Effects of the growing economic uncertainties in the US and the EU, which could lead to a
faster-than-expected slowdown of the world economy

2. A decrease in the number of workers available to move production lines due to demographic
changes.

3. Unpredictable Weather and Environmental Conditions can effect the farm business

4. Seasonal festivals hamper the sales as customer prefer to consume veg products than the meet
products

5. Sometimes it’s hard to meet the customer demand as they prefer a product which cannot be
produced in the plant .

6. Certain products of the company are not as well know as few of the branded companies hence
the reach of customers is quite tough .

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CHAROEN POKPHAND FOODS COMPETITORS

In the market, a number of companies are vying for the same group of consumers. The top 3 rivals of
Charoen Pokphand Foods are listed below:

1. China resources enterprise LMT

2. Nutreco NV

3. Smithfield food Inc

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INTRODUCTION TO THE TOPIC

Gender equality in workplace

All individuals should enjoy equal opportunities, rights, and duties. Everyone is affected by gender
inequality, including men, women, transgender and gender nonconforming people, children, and
families. It affects people of all ages and races.

We urgently need gender parity. Gender equality prevents violence against women and girls. It is
essential for the economy's stability. In safer and healthier cultures, men and women are valued equally.

The goal of gender equality in the workplace is to create generally equal opportunities and outcomes for
women and men individuals, but necessarily identical outcomes for all.

Workplace gender equality will be achieved when everyone has access to and can profit from the same
rewards, resources, and opportunities regardless of gender.

One component of gender discrimination at work is pay differences. Black women, LGBTQ+ women,
and other women of colour in particular continue to confront barriers when trying to climb into
leadership positions. Insensitive comments or questions made in reference to someone's race, ethnicity,
gender, or sexual orientation are also more likely to be directed at them.

Gender inequality in the workplace: What does it look like today?

A few examples of how gender inequality in the workplace presents itself include unfair pay, unequal
promotions, sexual harassment, and racism. It frequently shows itself in more covert ways, such through
fewer opportunities for moms and an increase in female burnout.

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Unequal pay

Equal pay for men and women still does not exist. In 2020, women made 84% of what men made for the
same work, with Black and Latina women earning substantially less. The gender wage gap has persisted
over the past few years, with a 25-year drop of just 8 cents. Numerous issues need to be taken into
account, such as discrimination, unequal access to education, and "sticky floors" brought on by
ingrained social conventions that discourage women from entering better-paying careers and industries
where males predominate.

Women also suffer with the fear of salary negotiations and punishment if they do, particularly those who
experience intersectional realities like transgender and immigrant women. This idea was refuted by a
recent study, which found that although women request wage rises exactly as frequently as men do, they
do it 15% less frequently than men (20%).

Barriers to promotion

There is a "broken rung" at the manager level where "only 86 women get promoted to manager for every
100 men." This problem is made worse at higher levels of leadership since there are fewer women
managers who are qualified to be promoted to department heads, directors, and C-suite positions. It is
quite clear that there is a lack of representation: White men occupy 62% of C-suite roles; white women
hold 20% of these positions (higher than the 13% held by men of colour), while women of colour hold
only 4% of these positions.

Additionally, managers frequently search their personal networks for candidates for unfilled positions
(of the same gender, ethnicity, or identity), who are typically "people like them." This makes the
representation gap more enduring.

Bias against mother’s

Hiring managers are less likely to contact moms and women of childbearing age, even though their
resumes are exactly the same as those of men or childless women. This exemplifies how the
"work/family narrative," which portrays women as carers and moms, has gender biases. The (incorrect)
belief is that, particularly in high-level jobs, their dedication to their families and childcare renders
females less dedicated and unable to put in the long hours of their male coworkers.

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The pandemic's "gender effect" dealt a further blow, leading almost 2 million women, primarily
mothers of small children, to consider changing their careers or leaving their employment.

Higher burnout in women

According to study, women are more likely than men to experience burnout and continuous stress at
work, especially those in higher-ranking positions. The gender gap in burnout nearly quadrupled as a
result of the pandemic. Women are more likely to accept "accommodations" like internal jobs or part-
time work as a result, which furthers their career derailment and promotes gender inequity .

Incidents of sexual harassment

The fact that 35% of American women experience sexual harassment at some point during their job is
evidence that sexism is accepted in the workplace. Additionally, unequal pay and advancement
opportunities may have a detrimental direct effect on sexual harassment.

Following the launch of the #MeToo movement in October 2017, instances of unwanted sexual
attention and sexual coercion reduced. However, there has been a discernible increase in hostility
towards women; in fact, a survey found that from 2016 to 2018, male coworkers' sexist remarks and
improper comments rose from 76% to 92%.

Experiences in racism

Compared to white women, women of colour and those with other marginalised identities are more
likely to face impolite or "othering" microaggressions including being questioned or interrupted. In
addition, there aren't many colleagues who can support women of colour. Less than half of white
employees who consider themselves allies to women of colour really take action, even in the most
fundamental ways, like speaking out against prejudice or pushing for more opportunities for women of
colour. This frequently happens because white women who identify as "allies" and women of colour
have very different ideas about what is advantageous.

CPF being very well know company having its branches in number of companies it’s the really
necessary for it to have gender equality at its workplace. The main purpose of this project is to check
whether CPF being a global company does follow gender equality.

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OBJECTIVES OF THE STUDY

 To understand the current status of gender equality in the CPF workplace

 To analyze the impact of gender inequality on employees and the organization as a whole

 To make recommendations for organizations to improve gender equality and diversity in their
workplace.

PROBLEM STATEMENT

A study on gender equality at workplace in CPF Private Ltd.

SOLUTION

The solution for the problem of gender equality at CPF Pvt Ltd could involve the following actions:

 Conducting a comprehensive assessment of the current state of gender equality at the company,
including analyzing the representation of men and women in different roles and departments, pay
and benefits disparities, and experiences and perceptions of workplace cultures.

 Establishing clear policies and guidelines to promote gender equality, such as equal pay for equal
work, transparent hiring and promotion practices, and zero-tolerance for discrimination and
harassment.

 Providing training and education programs to employees and managers on gender-related issues,
such as unconscious bias, diversity and inclusion, and effective communication and
collaborations

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 Encouraging and supporting the participation of women in leadership and decision-making roles,
such as by providing mentorship and networking opportunities, and creating a culture that values
and recognizes the contributions of women.

 Monitoring and evaluating the effectiveness of the implemented policies and programs, and
making adjustments as needed to ensure continued progress towards gender equality.

By implementing these actions, CPF Pvt Ltd can create a more equitable and inclusive workplace
culture that benefits all employees, promotes diversity, and enhances the company’s reputation and
performance.

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OUTCOME OF THE STUDY AND CONTRIBUTION

UN Women 2022 Thailand WEPs Awards in Gender-Inclusive Workplace were given to CP Foods. The
"UN Women 2022 Thailand WEPs Awards" presented the second runner-up prize to Charoen Pokphand
Foods (CP Foods) in the area of Gender-Inclusive Workplace. The honour, presented by UN Women,
recognises the business's extraordinary efforts to enhance gender equality across the whole enterprise.
According to CP Foods' Chief People Officer, Pimonrat Reephattanavijitkul, the award honours a
business's dedication to advancing organisational diversity and inclusion at work.

The goal of CP Foods' workforce synergization policy is to bring together individuals from various
backgrounds, including those that span gender, generation, culture, and practises, and to provide them an
equal opportunity to steer the company in the direction of sustainable growth. She added that CPF food
believes that differences will create value and be a key driving force that enables the organisation to be a
truly inclusive workplace and achieve its goal of being the "Kitchen of the World." "CP Foods is very
proud to receive this prestigious award as it reflects the success of the company in driving change in
gender equality and women empowerment," she said. The United Nations Sustainable Development
Goals are also in line with the gender-inclusive business strategy (SDGs).

A new generation of leaders has been developed, a mom room has been installed in operations across the
country, an LGBTQ+ club has been established, and the company has made significant strides in recent
years to promote diversity and inclusion within the organisation. Other initiatives include equal career
advancement opportunities, flexible welfare improvements based on employee diversity background,
and leadership development programmes.

These initiatives aid in improving workplace morale and advancing organisational culture. Aside from
Thailand, CP Foods has used this principle to build its supply chain on the foundation of equality and
tolerance, which is socially and internationally accepted. This includes its overseas operations, business
partners, and farmers. In the UN Women 2022 Thailand WEPs Awards, more than 500 eminent
organisations from 19 different Asia-Pacific nations took part.

The Human Rights Award 2022 from Thailand's Ministry of Justice, the HR Asia Best Companies to
Work For in Asia 2022 Award from HR Asia magazine, and the Gold Medal in Human Rights at the
Asia Sustainability Reporting Awards 2021 were among the numerous awards that CP Foods received
this year in the categories of human rights and human resources.

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A STUDY ON GENDER EQUALITY AT WORKPLACE PLACE CPF PVT LTD

Through the study at CPF private limited, I personally found out that CPF has made sure that gender
inequality doesn’t happen in their organization. CPF has implemented several rules and regulations to
uplift gender equality at its workplace in all the countries where it is in operations. The following are
few of the observations that were observed during the study.

 The main branch of CPF located in Thailand is the most advanced when it comes to gender
equality. This branch has the most astonishing gender equality program compared to all of its
other branches.

 Both men and women are paid equally based on the position that they are working in . The salary
may even vary based on the work that they do the organization.

 It was observation that women in CPF have occupied prominent positions, with the utmost
position of president being a woman.

 Workplace day care is also provided in many of its branches spanning in several of the countries.
Specially the one in Thailand.

 Maternity and paternity leaves are also provided as per the government rules and regulations.

 In the branch in Thailand pregnant women are given soft work where as in other branches
women are given paid leave.

 Strict rules are maintained when it comes to harassment and company would take serious action
if any case of harassment is found.

 In its branch in Thailand women are allowed to work late at night and cab services are provided
to women for their safety.

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 In countries like India and Bangladesh women are not asked to work late at night and they are
encouraged to work during the day. Soft work includes computer works than hard labor at
factories.

 Sanitary facilities are also provided in the workplace of the company.

 Thailand has also recognized the third gender and equal opportunity has been given to them as
well without discrimination.

 Company even encourages prospects belonging to third gender to apply for the job

 Equal opportunity to students who wish to study under the company’s scholarship scheme. The
selected students are then sent to study in Thailand at the companies own college.

 Under my study it was found that the company has around 40 % employees who are women.
These range at a age between 25 to 45 years.

 Specific designate harassment wing is also present in the company which is headed and run by
women. This wing makes sure that the women working on the company would never face
harassment or even take strict actions if any found.

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CONCLUSION:

Gender equality at the workplace is a critical issue that has a significant impact on the success of any
organization, including CPF Pvt Ltd. Ensuring that all employees, regardless of gender, have equal
opportunities, treatment, and access to resources and benefits is essential for creating a fair and inclusive
workplace.

One of the key aspects of promoting gender equality is having fair hiring practices. This means
eliminating any gender biases in the recruitment process, and ensuring that all job candidates are
evaluated based solely on their skills and qualifications. This requires training for all those involved in
the hiring process, as well as regularly reviewing and updating recruitment policies to ensure they are
equitable

Another important aspect of gender equality is equal pay for equal work. This means that employees of
all genders should receive the same compensation for performing the same job duties, regardless of
gender. Closing the gender pay gap requires regular assessments of pay practices, and taking steps to
address any disparities that may exist. This can include conducting salary reviews, providing training
and education on fair pay practices, and promoting transparency in pay and compensation policies

Creating a diverse and inclusive work culture is also crucial for promoting gender equality. This can
include initiatives to increase the representation of women and other underrepresented groups in
leadership positions, as well as providing support and resources for employees of all genders. This can
also involve addressing workplace barriers that may prevent certain employees from thriving and
reaching their full potential, such as lack of flexibility in work arrangements, inadequate support for
caregiving responsibilities, and gender-based harassment or discrimination.

Ultimately, promoting gender equality at the workplace requires commitment and effort from all levels
of the organization, from management to employees. This means regularly reviewing and assessing
policies and practices to ensure they are equitable, providing training and education on gender equality,
and fostering a culture of openness and inclusiveness. By doing so, CPF Pvt Ltd can create a workplace
that is fair, productive, and supportive for all employees, and one that ultimately leads to improved
business performance and success.

In conclusion, gender equality at the workplace is a critical issue that has far-reaching implications for
the success of any organization. Ensuring equality requires a multifaceted approach that includes fair

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hiring practices, equal pay, and a commitment to creating a diverse and inclusive work culture. By
taking a proactive and ongoing approach to promoting gender equality, CPF Pvt Ltd can create a
workplace that is equitable and supportive for all employees, and one that ultimately contributes to its
success.

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A STUDY ON GENDER EQUALITY AT WORKPLACE PLACE CPF PVT LTD

EXPERIENTIAL LEARNING:

 Promote diversity and inclusion through training and education programs at its Bangladesh
branch.

 Offer a proper work arrangement and support work-life balance at its Bangladesh branch.

 Encourage equal representation of men and women in leadership positions at its branches in
India and Bangladesh.

 Provide equal opportunities for career development and advancement for all employees.

 Create a safe and inclusive workplace culture that values diverse perspectives at its India branch.

 Regularly assess and track the company’s progress towards gender equality and make necessary
adjustments.

 Partner with organizations and initiatives that promote gender equality in the workplace.

 Foster a culture of openness and transparency by regularly seeking and acting on feedback from
employees at its Bangladesh branch

 Offer parental leave policies that are gender-neutral and supportive of both mothers and fathers
at its India and Bangladesh branch.

 Provide access to support services, such as counseling and mental health resources, for all
employees at its Bangladesh branch.

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A STUDY ON GENDER EQUALITY AT WORKPLACE PLACE CPF PVT LTD

 Promote diversity in recruitment efforts by sourcing candidates from a variety of backgrounds

and experiences at its India branch.

 Encourage open and honest communication about gender equality, including opportunities for
employees to share their experiences and concerns.

 Conduct regular performance evaluations that are fair, transparent, and based on merit
specifically at its India branch.

 Provide mentorship and sponsorship programs that support the professional growth of all
employees, regardless of gender at its Bangladesh branch.

 Establish clear and consistent standards for promotions and career advancement, based on merit
and experience.

 Provide ongoing training and development opportunities that focus on skills relevant to the
changing needs of the workplace at its Bangladesh branch.

 Ensure that all company policies and practices are in compliance with labor laws and regulations
related to gender equality.

 Encourage active involvement in diversity and inclusion initiatives by all employees, including
senior leadership.

 Carry out more research projects relating to the implementation and employees perspective on
the gender equality at workplace.

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BIBILOGRAPHY:

 https://www.cpfworldwide.com/en/about
 https://youtu.be/BdqxcfSENBc
 https://www.ambitionbox.com/overview/cpf-india-overview
 https://www.cp-foods.com/
 https://rocketreach.co/charoen-pokphand-foods-public-company-limited-cpf-thailand-world-
headquarter-profile_b5c72371f42e0d0b
 https://markets.ft.com/data/equities/tearsheet/profile?s=CPF:SET
 https://www.statista.com/statistics/1360847/cp-foods-sales-share-by-product-category/
 https://www.cpfworldwide.com/en/media-center/1130
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analysis
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packaged-foods-business-in-india/articleshow/52639453.cms
 https://m.indiamart.com/company/14340415/
 https://www.tofler.in/cpf-india-private-limited/company/U01211TN1997PTC038419

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