Home / Social
LIMITLESS OPPORTUNITIES
ThaiBev is committed to being the best possible employer and strongly believes that career satisfaction and advancement opportunities motivate employees to seek long-term commitments with the company. To foster organizational strength from within, ThaiBev promotes the concept of “oneness,” offering opportunities for employees to learn and develop new skills as they strive for success in the organization. This results in high-caliber and happy employees who want to grow with the company.
The pandemic has highlighted the importance of digital experience in career satisfaction and accelerated the integration of digital technology at work. ThaiBev employees can now work virtually from anywhere. A focus on the development of such digital technology, with the aim to enable fast and efficient work, has increased in anticipation of potential future disruptions.
Strategy
To strengthen ThaiBev’s human capital, create oneness in the organization, and prepare employees for fast-changing work environments, ThaiBev has identified seven strategies for human capital management:

Strategy 1
Clear Structure and Roles
  • Arrange the organizational structure, roles, and responsibilities to support the company’s business strategy and PASSION 2025.
  • Expand and develop competencies and options for career paths corresponding to ThaiBev’s organizational structure, roles and responsibilities.

Strategy 2
Market-oriented Compensation and Benefits
  • Continuously monitor job market dynamic and ThaiBev’s demand for personnel to set appropriate compensation and benefits standard for ThaiBev Group companies.

Strategy 3
Recognition-Based Performance Management
  • Develop a comprehensive employee performance management system and expand channels for system accessibility that meets the needs of employees in all age groups.
  • Develop a comprehensive employee performance management Ensure fair performance evaluation; set talent development plans to unlock employee potential, enabling them to work towards their goals; and strive to achieve excellence.

Strategy 4
Holistic People Development
  • Promote a learning culture for employees to develop their capabilities. ThaiBev develops employees’ potential according to the 70:20:10 model for learning and development. It also promotes digital literacy and the implementation of individual development plans (IDP), as well as employee progress-tracking.

Strategy 5
Proactive Succession and Workforce Planning
  • Proactive Succession and Workforce Planning Proactively prepare the readiness of employees and executives identified as potential successors to ensure seamless transitions and business continuity; enhancing the sustainability of the organization.

Strategy 6
Strategic Talent Acquisition and Onboarding
  • Recruit and select personnel who have appropriate knowledge, abilities and skills to perform their jobs as required by the organization and aim to reach and attract potential candidates to join the organization, especially those from the new generation, which is agile and highly capable of adapting in the digital age.

Strategy 7
ENGAGING CORPORATE CULTURE
  • Build knowledge, understanding, and engagement by fostering a sense of oneness through the global values of the ThaiBev Group, promoting employees’ continuous engagement to encourage appropriate behaviour in line with corporate values.
Achievements
HR Asia 2021 and We Care Most Caring Company
In 2021, ThaiBev was recognized as HR Asia Best Companies to Work for in Asia for the third consecutive year, and also awarded with the “WeCare Most Caring Company” accolade. These national and international awards draw on input from employee interviews and surveys regarding human capital management to select winners from hundreds of companies that participated. We believe this reflects our constructive way of work and the opportunity to serve as a role model for others.
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.) .
Employee Engagement Score 2021
>> 82


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.

Training and Development
Input

688,596.90
Training hours
Total training hours

Average training hours totalled
19.78
hours

Average training input
2,483
THB
Average Training Hours by Gender

Female
27.09
hours

Male
14.26
hours
Average Training Hours by Age Group

Over 50
10.60
hours

30-50
38.47
hours

Below 30
13.23
hours
Data Breakdown
and Diversity
Recruitment from internal candidates
53.51%
NEW EMPLOYEE HIRES BY AGE AND GENDER
 
Male

Female
Under 30 62.20% 37.8%
30-50 79.0% 21.0%
over 50 67.3% 32.7%
Employee Diversity
Workforce Breakdown

Women in
The total workforce
38.60%

Women in
All Management Positions
43.35%
(as% of all management workforce)

Women in
Junior Management Positions
46.26%
(as% of all junior management workforce)

Women in
Middle Management Positions
39.44%
(as% of all middle management workforce)

Women in
Senior Management Positions
33.48%
(as% of all senior management workforce)

Women in
Revenue-Generating Positions
38.03%
(as% of all Revenue-Generating Positions)

All management positions Women in
Revenue-Generating Positions
33.12%
(as% of all management in Revenue-Generating Positions)

Women in
Stem-Related Positions
61.69%
(as% of all management in Stem-Related Positions)
TARGET

Share of women in
management positions in revenue-generating functions
50%
(By 2025)

Share of women in
junior management positions
50%
(By 2025)
Remuneration Ratio
Executive
Level

Female
0.96

Male
1.04
Base salary only

Female
1.01

Male
.99
Base salary + Other cash incentive
MANAGEMENT
Level

Female
0.97

Male
1.03
Base salary only

Female
1.03

Male
0.97
Base salary + Other cash incentive
NON-MANAGEMENT
Level

Female
1.04

Male
0.96
AGE GROUP
DIVERSITY
Age Group Breakdown
PEOPLE WITH
DISABILITY

People with disability
1.08%
of total workplace
Nationality
Diversity
Nationality Total Workforce % of Total Workforce Management Workforce % of Total Management Workforce

American
3 0.01% 3 0.01%

British
216 0.52% 78 0.19%

Bulgarian
1 0.00% 0 0.00%

Cambodian
14 0.03 0 0.00%

Chinese
30 0.07% 16 0.04%

France
1 0.00% 1 0.00%

German
1 0.00% 1 0.00%

Hong Kong
1 0.00% 1 0.00%

Indian
4 0.01% 4 0.01%

Indonesian
1 0.00% 1 0.00%

Israeli
1 0.00% 0 0.00%

Japanese
1 0.00% 0 0.00%

Malaysian
8 0.02% 7 0.02%

Mexican
1 0.00% 1 0.00%

Myanmar
1,492 3.57% 525 1.26%

Pakistan
1 0.00% 1 0.00%

Philippines
1 0.00% 1 0.00%

Polish
3 0.01% 3 0.01%

Réunion
3 0.01% 3 0.01%

Singaporean
19 0.05% 12 0.03%

Spanish
1 0.00% 1 0.00%

Sri Lankan
2 0.00% 2 0.00%

Thai
39,961 95.64% 2,368 5.67%

Vietnamese
15 0.04% 2 0.00%
*Breakdown Data consist of ThaiBev Group (Thailand), Oishi PLC, Sermsuk PLC, and Grand Royal Group (Myanmar), International Beverage Holding Limited
2021 Highlight
People Analytics
ThaiBev uses People Analytics to measure employee performance, assist in strategic workforce planning, identify current workforce skills gaps, aid in recruiting and hiring, identify flight risks to improve retention, and competitive intelligence, as well as enable organizational network analyses. Various tools have been implemented in order to support proactive workforce planning and decision making and to ensure business growth.

To be ready for a new set of goals in 2025, amid rapid business changes due to digital technology and automation processes, ThaiBev must develop and equip employees with the capacity to respond and adapt to changes through the development of their skills, including both “reskill” and “upskill.”
RESKILL
Develop new skills for current and future business landscapes by adjusting skills to match organizational strategies and rapid technological changes.
  • Emphasize the development of new digital technology skills for the future of the digital age.
  • Transform labor-focused skills to effectively operate and control advanced technology.
  • Employees whose job may be at-risk due to changes in business landscape and strategy may require new skills to continue performing their duties.
UPSKILL
Development of existing skills and expertise to continuously keep up with business to achieve targets and gain a 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.

Transformation and Innovation Development Program:
In disruptive world where everything moves with speed, the organization needs to nurture the new skill set to create value in the new world. ThaiBev has invested in the Transformation and Innovation Development programs for our people who engage in transformation and innovation projects with four aspirational goals.
(1) Spark inspiration with new thinking and concept to drive Impact.
(2) Promote cross functional team collaboration
(3) Align actions for sustainable growth for organization.
(4) Inspire a transformative mindset
(5) Build future ready capabilities.

In 2021, 130 teams and 469 participants were engaged for development, ideation and eventual implementation. A series of development programs were provided to the teams alongside their project works which were presented, reviewed and chosen for further developments.

With the training, the teams continued to pursue their projects on two tracks.
(1) WOW Program comprising 80 teams requiring the projects to be delivered and pitched in a pre-determined time frame and enter into a competition for the best ideas and implementation.

(2) Transformation Program comprising 50 teams requiring the projects to work with relevant people across the organization to sharpen the ideas, resolve obstacles, implement as part of real world.

In parallel to the journey, mentoring were provided as well as peer-to-peer support in the form of ‘forum’ to further engage and develop their journeys.

From the WOW Program projects of 2021, benefits of approximately 55 million THB/ year were realized with contributions from ideas including alternative fuel implementation, new milk product pack sizes, new energy optimizing process as well as new revenue channel from remote markets. From the Transformation Program projects of 2021, benefits of more than 500 million THB were realized with contributions from ideas including joint cross-country procurement savings and new product launch which were entirely conceived, developed and launched during the transformation program.
Restaurant Manager's Advanced Financial Management:
The program targeted at Restaurant General Manager (RGM) in ThaiBev’s Food Group, who is responsible for managing financial results of the restaurant. The program focused on In-depth P&L Analysis and Management specifically for Restaurant Business. In this course, participants gained an extensive understanding of P&L and the importance of P&L analysis to gain insights where the profitability can be achieved as well as how to apply the financial techniques to achieve the branch’s financial KPIs. At the end of the program, the RGMs are able to uplift the financial performance of their restaurants and achieve the financial targets. In the pandemic situation where the existing insight and knowledge can easily become outdate, to be able to perform analysis and make quick decision can be vital to the business.

The objective of this program is to embed the RGMs with advanced restaurant financial principles, utilizing the advanced financial tools and insight on their own operation to be able to improve their restaurant’s financial performance and restaurant operation by managing cost and profitability of the restaurant (P&L). Not only can this program impact the business in monetary term but the company also drive this program as part of Talent Development Career Path. At the end of the program, the RGM will be capable of performing cost analysis, budgeting, improve financial performance and restaurant operation by managing cost and profitability of the restaurant (P&L)

Successful food restaurant operation planning, as a result of precise profitability analysis, has been implemented after the RGMs participated in this program and track record shows very significant improvement. On overall, the profits of the restaurant’s participated in this program increased by 35.90%.
THAIBEV SUSTAINABILITY ACADEMY (TSA)
Sustainability knowledge today contains many facets, integrating the key concept of ESG with constantly evolving sustainability strategies, systems, and solutions, in accordance with GRI, TCFD, and other internationally recognized standards. The ThaiBev Sustainability Academy (TSA) was founded in 2019 with a mission to embed sustainability into ThaiBev’s corporate culture, to promote the learning and spread of best practices and, importantly, to build capacity among ThaiBev employees in every business unit, both in Thailand and overseas. TSA frequently holds academic and capacity-building activities related to sustainability, including trainings, meetings, workshops, seminars, and knowledge-evaluations for employees. The goal is that all ThaiBev’s work throughout the entire value chain and covering all ThaiBev stakeholders will be conducted according to sustainability principles.
Moving Forward 2020 - 2025
ThaiBev Sustainability Academy (TSA) Curriculums