Home / 2020 Sustainability Report / Caring for People
Limitless Opportunities
ThaiBev believes that career satisfaction and advancement opportunities motivate employees for long-term commitment with the company. In order to foster organizational strength from within, ThaiBev promotes the concept of “oneness,” offering career advancement for employees to learn and develop new skills to strive for success of the organization resulting in high-caliber and happy employees that want to stay with the company in the long term.
Determination and Achievements
To strengthen ThaiBev’s human capital, create oneness in the organization, and prepare employees for the fast changing environment, ThaiBev identified seven strategies for human capital management as follows:
7 Strategies for Human Capital Management

WOW Awards

This year marks the third year ThaiBev organizes the WOW (Way of Work) Award competition as a platform for employees to present projects with new concepts, business models, or processes that will support organization effectiveness such as cost reduction and efficiency gain. WOW competition also fosters corporate culture. Finalists of the WOW Award competition have the opportunities to present their projects or ideas to senior executives. In 2020, due to COVID-19 pandemic, oversea competitors were not able to participate in person. Thus ThaiBev organized virtual competition to support oversea participants creating wider engagement. The WOW projects and ideas are expected to reflect the following qualtieis:
  • Generate Insights:
    Work processes that bring about insights and understanding, which answer to ThaiBev Group’s business needs.
  • Spark Inspirations:
    Work processes that inspire people, can be implemented and scalable in the real world.
  • Drive Impacts:
    Work processes that create significant impacts and generate results that benefit ThaiBev Group and its employees.
A new sustainability award is included in 2020 with the objective to promote understanding on sustainability to participants and judges. Participants present the sustainability angle of their projects, from both ThaiBev and its stakeholders perspectives by referring to UN SDGs
Employee Engagement
ThaiBev recognizes the importance of employee engagement given that it is one of the best ways to receive employee feedback which can be analyzed for organization improvement, increases in employee engagement, unity, and ability to support employees (in terms of work, well-being, other opportunities, etc.) This year, ThaiBev achieved significant increases in employee engagement from 69% to 85% as a results of collaboration efforts within the organization.
Employee Engagement Application In 2020, ThaiBev Employee Engagement have significantly improved from previous year
69% >> 85%

ThaiBev has developed the Beverest Life Application, an employee engagement online survey, with 2 aspects, which are:
1. Engagement through the “Say, Stay, Strive” model to constantly develop better plans and engagement building processes.
  • Say – Employees are eager to talk about positive aspects of the organization.
  • Stay – Employees have strong bonds and long-term commitments to the organization.
  • Strive – Employees are determined to bring their best performance to the organization.

2. Employee apprehensions towards various indicators and topics, such as organizational visions, safety and wellbeing, work values, supervisors, internal communications, compensation and benefits, etc.
Preparing for Future through Digital Experience
ThaiBev focuses on the development of digital technology with the objective to create fast and efficient work. During the COVID-19 pandemic, Thai effectively from anywhere. For instance, trainings are provided for digital tools like Zoom or MS Teams so everyone works smoothly and conducts meetings seamlessly. Moreover, ThaiBev also utilized a digital check-in system to record attendance together with tracking employees who live or work in at-risk areas. The digital check-in system has also been added to facilities, so that when employees return they can avoid unnecessary contact from finger-scanning machines to prevent the spread of COVID-19.
Career-based Development
ThaiBev designs job families according to their functions, provides opportunities for employees to progress, defines career paths, improves capacities, and recognizes people’s individual development plans in order to systematically develop employees and help them to advance their careers, as outlined in the following:
1. Employee Development and Opportunity Building
to develop their capacity to perform their roles and responsibilities efficiently and receive pertinent opportunities to advance in the organization. Employees are divided into groups by job level, such as Spring & Streams (operational), River (management), and Ocean (executives). ThaiBev develops employee potential, according to the 70:20:10 formula;

2. Development Evaluation
uses the Kirkpatrick Training Evaluation Model to develop the capacity of employees with outstanding potential through learning programs tailored to different levels, from high-level executives to supervisor-level employees.
3. Individual Development Plan (IDP)
covers 100% of employees from officer to executive levels (4 and above), in order to improve their weaknesses and enhance their strengths, and to prepare them to progress to a higher level within their job families. This also includes follow-up programs to ensure that the plan has been implemented effectively and is achieving its goals. In this regard, ThaiBev has achieved 100% of its goals. The processes to develop IDP for employees in job families include:
  • Analysis of a career path and required competency in designated job families
  • Evaluates potential in job families in order to identify competency gaps
  • Develops IDP from evaluation results and career goals in designated job families through Beverest, which is ThaiBev’s human capital information technology.
IDP is also developed for employees at other levels from other job families. For instance, supervisors create IDP through Beverest to track planned advancement.
4. Functional Training Program
was launched in 2019 for employees from 3 job families, including sales, finance and accounting, and human resources. This covers career opportunities for 5,400 employees.

Talent Development Program
Talent development programs are designed to support and enhance the capacity of employees at every level through Learner Centric Principle, and by promoting their business knowledge and leadership skills by applying the 70:20:10 formula and the “Learning by Doing” concept and Action-Learning Project. The programs serve as a platform for employees to present their ideas to help ThaiBev achieve its visions, allowing ThaiBev executives to see employee potentials. This is a more effective way of learning than formal learning alone, for instance, these projects includes Supervisory Development Program (SDP), Management Development Program (MDP), ASEAN Management Development (AMD), and Senior Executive Development Program (SEDP), in which high-level executives participate in events and give feedback in order to develop ideas from case studies to implementation.

Additionally, ThaiBev has developed Leadership Competency Development Guidebook to assist the selection of development activities under the 70:20:10 formula and to support the development of Individual Development Plan (IDP).
Training and Development Input
Data Breakdown
Goals towards PASSION 2025
In order to be ready for a new set of goals in 2025, which business change rapidly due to digital technology and automation, it is necessary for ThaiBev to develop and equip employees with the capacity to respond and adapt to changes through the development of their skills, both “ReSkill” and “UpSkill.”

Development of new skills for current and future business landscapes by adjusting skills to match with organizational strategies and rapid technological changes.
  • Emphasize on basic and development of new necessary digital technological skills so they are ready for the future digital age
  • Transforming labor-focused skills to effectively operate and control advanced technology
  • Employees whose job role may be at-risk due to changes in business landscape and strategy may require additional skillsets to continue performing.

Development of existing skills and expertise to continuously keep up with business in order to achieve target and buildup business advantage.
  • Develop skills to work at regional and global levels to serve continuous business expansion beyond Thailand.
  • Develop skills in digital technology and automation such as communications, interactions, information sharing through digital tools and the security of digital information and identities.
ThaiBev Sustainability Academy (TSA)
ThaiBev Sustainability Academy (TSA) was founded in 2019 with a mission to build corporate culture, promote learning on sustainability development, and build capacity among ThaiBev employees in every business unit, both in Thailand and overseas, to work on the sustainability principle and extend the scope of sustainability development to cover the whole value chain and all ThaiBev stakeholders. TSA holds academic activities related to sustainability, including trainings, meetings, seminars, and knowledge evaluations on sustainability development for employees.
Kosit Suksingha
Executive Vice President
Thai Beverage Public Company Limited
“One key role of the academy is to sustainably develop everyone’s capacity on sustainability.”
ThaiBev Sustainability Academy (TSA) Goals

TSA focuses on promoting sustainability among all organizations under ThaiBev with an objective to develop employees and executives so they are able to conduct self-evaluations and build knowledge to tackle sustainability development issues so the organizations achieve their goals in business, environmental, social, artistic, and cultural aspects, and are in line with the Sufficiency Economy Philosophy (SEP) and the United Nations’ Sustainability Development Goals (UN SDGs)
Moving Forward
in 2020 – 2025
Foundation Building
Value Creation
Sustainability Transformation
Sustainability Leader
ThaiBev Sustainability Academy (TSA) Strategies
1. Clear guidelines and determinations for sustainable development for ThaiBev employees

2. Research and survey the impacts of future trends on sustainability and transforming strategies to implementation

3. Create and share benefits from collaboration between business partners
ThaiBev Sustainability Academy (TSA) Curriculums
TSA designs and develops curriculums on sustainable development in thought processes, skills, and operations with the expectation that employees in all business units will learn, understand, and be able to access knowledge related to ThaiBev’s sustainability efforts, including from global perspectives. This also includes adoption of knowledge for employees to develop themselves, create change in the organization, work more efficiently with colleagues, support goals, and promote the Academy’s sustainable growth through a learner-centric approach.
The programs are categorized into 3 target groups:
1. Individual Contributor
Employees from all levels who contribute their knowledge and experience regarding sustainable development. These employees have capacity and knowledge to work with others and are able to perform as expected by the organizations.
2. Practitioner
Groups of employees who have direct responsibility on sustainable development in their specific knowledge (deep-knowledge). They are practitioners and implementors to achieve the organization’s sustainability goals.
3. Executive
Management team who can mobilize business strategies to implementation in order to sustainably create value for the organization and achieve the sustainable development goals.
2020 Achievements
The 2020 fiscal year is the first year that TSA organized sustainable development classes for 10,162 ThaiBev employees and executives. These classes included trainings, seminars, and tests to evaluate knowledge and understanding of sustainable development.

TSA works with ThaiBev Training, ThaiBev’s training center, to use the learning platform in the company’s Learning Management System. This international-level software is applied internally in the Beverest System, with the aim to support human capital development to reach optimum efficiency and to build a database on the development of all employees, throughout their terms of employment, together with constant improvement of this information on their development.
Communities of Practice
From more than a decade, ThaiBev has rotated staff on its sustainability committee, together with experience from being selected as Dow Jones Sustainability Index Indices (DJSI) member in the Emerging Markets Index category for the 5th year, in the World Index category for the 4th year, and the Industry Leader in the food and beverage industry for the 3rd consecutive year. ThaiBev, therefore, has employees working in a rotation of the sustainability working team, including working on various projects on the organization’s sustainability development. During this time, more than 1,000 employees and executives have co-created, exchanged, and shared knowledge contributing to ThaiBev’s Best Practices to use in the design and development of the academy’s curriculums, together with the development of other projects and dissemination of knowledge throughout the organization.

The academy plans to extend its membership of talented individuals to include those who are in internal and external ThaiBev organizations, both in Thailand and overseas, by working with networks and partners, communities, experts on sustainability, and specialists from around the world to exchange knowledge and experience through workshops and field visits. This will highlight ThaiBev as an organization that prioritizes and advocates employee learning on sustainable development, with dedication to create, express, and share values of the growth toward the Vision of PASSION 2025.
Employee Data Breakdown and Diversity
Recruitment from Internal Candidates


Recruitment and Turnover by Gender
Recruitment and Turnover by Age Group
Recruitment and Turnover by Management Level
Workforce Breakdown
Remuneration Ratio

Age Group Diversity
Age Group Breakdown

Nationality Diversity
Nationality Total Workforce % of Total Workforce Management Workforce % of Total Management Workforce

6 0.015% 6 0.21%

220 0.540% 84 2.99%

1 0.002% 0 0.00%

1549 3.805% 194 6.89%

17 0.042% 0 0.00%

27 0.066% 14 0.50%

3 0.007% 3 0.11%

1 0.002% 1 0.04%

Hong Kong
1 0.002% 1 0.04%

3 0.007% 3 0.11%

1 0.002% 1 0.04%

1 0.002% 0 0.00%

1 0.002% 1 0.04%

1 0.002% 0 0.00%

6 0.015% 5 0.18%

1 0.002% 1 0.04%

1 0.002% 1 0.04%

4 0.010% 4 0.14%

3 0.007% 3 0.11%

11 0.027% 10 0.36%

1 0.002% 1 0.04%

Sri Lankan
2 0.005% 2 0.07%

38,834 95.385% 2,462 87.49%

18 0.044% 17 0.60%
*Breakdown Data consist of ThaiBev Group (Thailand), Oishi PLC, Sermsuk PLC, and Grand Royal Group (Myanmar)
Toward Vision of

1. Employee capacity building regarding sustainability development
  • Plan modules and teaching structure
  • Use indicators from Training Need Analysis
Expected benefits
  • Better knowledge on sustainability development
  • Build collaboration between implementers from all sectors

2. Building collaboration for joint studies
  • Connect best practices from both internal and external organizations
  • Develop and extend knowledge on sustainability development
Expected benefits
  • Center of knowledge on sustainability development
  • Create and share knowledge on sustainability development

3. Build communities of practice on sustainability development
  • Develop network of sustainability development implementers
  • Exchange in-depth knowledge on sustainability development
Expected benefits
  • Develop implementer and knowledge on sustainability development
  • Create corporate culture of sustainability development