Home / ThaiBev's Sustainability
Limitless Opportunities
ThaiBev believes that successful organizations work together with their employees to create growth and learning experiences that ultimately strengthen both individual and company performance. Providing employees with development and advancement opportunities, and helping them address various skills gaps, are important aspects that can strengthen ThaiBev as a company. We also ensure that all staff have equal opportunities to excel in their work and grow to their full potential.

Our strategy to enable sustainable growth includes not only human capital development, but also talent attraction and retention, which covers onboarding, compensation, and performance management. ThaiBev is committed to being among the best employers in ASEAN and strongly believes that career satisfaction and advancement opportunities motivate employees to give long-term commitment to our organization.
Management Approach
ThaiBev places great emphasis on developing human capital and strengthening organizational capabilities, and has set up the Human Capital and Organization Capabilities (“HC&OC”) department to support the company’s aspiration to become a stable and sustainable ASEAN leader. HC&OC works closely with the Human Capital Business Partner (“HCBP”) in each Product Group (PG) and Business Unit (BU), to establish the HC&OC strategies, policies, and plans in support of business objectives.

In addition, the central HC&OC works with each country/market HC&OC Support & Operations team to ensure both execution of HC&OC strategy and excellence in HC service delivery, in order to create meaningful employee experiences at every touchpoint.

This management approach enables ThaiBev to develop and mobilize talent across countries and Business Units, and helps to foster collaboration and share best practices, in line with our “Limitless Opportunities” objective.
Strategies
ThaiBev strives to provide limitless opportunities for employees, incorporating diversity, equality, and inclusiveness into our business operations. We aim to ensure equal opportunities for our diverse workforce to grow in their careers. To strengthen human capital, create oneness, enhance diversity awareness, and prepare employees for change, ThaiBev has identified seven human capital management strategies:
Strategy 1:
Clear Structure and Roles
  • Arrange organizational structure, roles, and responsibilities to support the company’s business strategy and PASSION 2030.
  • 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 dynamics and ThaiBev’s demand for personnel to set appropriate compensation and benefits standards 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.
  • Ensure fair performance evaluation and 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 emphasizes digital literacy and the implementation of individual development plans (IDP), as well as employee progress-tracking.
Strategy 5:
Proactive Succession and Workforce Planning
  • Prepare employees and executives identified as potential successors to ensure seamless transitions and business continuity, enhancing the sustainability of the organization.
Strategy 6:
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.
Strategy 7:
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, who are highly capable of adapting in the digital age.
*70% learning on the job; 20% learning from peers; 10% learning in the classroom

Market-oriented Compensation and Benefits
In terms of compensation and benefits management, ThaiBev is committed to providing fair compensation to all employees in all countries. We adhere to legal requirements on welfare and benefits and established standards for remuneration management, performance management, and internal promotion.

Contribution assessments may lead to accelerated extra bonuses and help to rank existing staff on potential promotion lists. We aim to retain high-performance employees and build the company culture by promoting from within.

Recognition-based Performance Management
ThaiBev has implemented various performance appraisal practices to evaluate and motivate employees across departments. These include Management by Objectives (MBO), which uses SMART Key Performance Indicators (KPIs) aligned with Objectives and Key Results (OKRs). The system also takes a multidimensional approach, assessing performance levels, personal attributes, and peer-recognized contributions.

Additionally, ThaiBev conducts annual comparative rankings using calibrated scoring and distribution curves to identify top performers. “Continuous Conversations”, involving daily performance monitoring, planning, safety discussions, and issue resolution, particularly support sales and operations teams. This comprehensive performance management framework aligns individual efforts with organizational goals, recognizes significant contributions through bonuses and awards, provides constructive feedback, identifies high-potential employees, and fosters a collaborative, engaged, and productive workforce. This multifaceted approach reflects ThaiBev’s commitment to nurturing talent and driving organizational success.

Multidimensional Performance Appraisal
Performance assessments are conducted twice a year, during mid-year and year-end reviews, where employees set goals and evaluate their progress.

The assessment uses three KPI categories:
  • Group Performance: aligning work goals with the company’s vision and strategy.
  • BU Shared KPI (Financial): setting operational goals within business units to enhance competitiveness.
  • Individual KPI: establishing personal goals aligned with roles and responsibilities, focusing on “WOW (Way of Work)”, sustainability, and people development.
Global Value:
ThaiBev integrates its core values (3C: Collaboration, Creating Value, Caring for Stakeholders) into performance evaluations, using Key Behavior Indicators (KBIs) to align the right people with rewards based on these values.

360-degree Feedback:
A comprehensive performance evaluation method, gathering feedback from subordinates, peers, and supervisors, crucial for identifying top talent (level 8 and above) for growth.

Team-Based Performance Appraisal
The Human Capital Group has a team-based performance appraisal system to recognize and reward collective achievements. Teams are evaluated based on overall contributions and outcomes, rather than individual employee performances, in order to foster collaboration and drive organizational success.

A bell-curve ranking method is used to assess team performance across Product Groups and job families, guiding reward distribution and talent development.

ThaiBev’s reward system considers both individual and BU performance, aligning with role responsibilities. A tiered bonus system allocates rewards based on BU contributions, ensuring fair recognition for top performers and boosting engagement and long-term commitment.

Agile Conversation
The company encourages timely feedback to help individuals address issues and seek support for their work. ThaiBev follows a two-way communication approach, where line managers provide support and constructive feedback, focusing on achievements and skills rather than criticism. Regular feedback is also embedded in daily meetings, weekly team discussions, and monthly meetings within each product group and business unit.
Coaching Types Based on Team/PG/BU:
  • One-on-One Communication: informal meetings with supervisors, along with mid-year and year-end evaluations, to assess performance, improve productivity, and create short-term Individual Development Plans (IDPs).
  • Group Coaching: quarterly town halls to update business performance, strengthen team commitment, and drive results toward KPIs across sales, marketing, operations, and supply chain teams.
  • Team Coaching: focuses on team building, fostering relationships, and aligning behavior with ThaiBev’s values, especially among junior employees, to create a harmonious work environment.

Strategic Talent Acquisition and Onboarding
Our Talent Acquisition Center employs a strategic approach focused on three key areas:
  • Regional Customization: we tailor recruitment strategies to address the unique skills, cultural nuances, and economic conditions of each region, ensuring alignment with local needs and opportunities.
  • Educational Partnerships: by collaborating with universities, professors, and students, we strengthen relationships that enhance understanding of ThaiBev’s values, building a robust talent pipeline and ensuring future employees are well-equipped to drive our growth.
  • Diversity and Inclusion: we are committed to fostering diverse and inclusive workforce that reflects the communities we serve, driving innovation and bringing diverse perspectives to the company.
Onboarding Program
Our onboarding program offers a comprehensive, immersive experience designed to integrate new hires into ThaiBev’s culture and sustainability goals. Key elements include:
  • A 120-day Structured Onboarding Journey that introduces new employees to ThaiBev’s business operations and sustainability initiatives, providing a solid foundation for their roles.
  • Mentorship, Buddy System, and Continuous Learning that provide ongoing support, foster a sense of belonging, and encourage professional development through personalized guidance and resources.

HC Digital Platforms
In 2024, we launched innovative, in-house digital systems to improve HC processes and enhance the employee experience, replacing legacy solutions with a more efficient, data-driven approach.
  • Employee Database (ED): a central repository for real-time, accurate employee data, integrated with other HC systems to support informed decision-making and align with organizational goals.
  • Performance Management System (PMS): streamlines performance evaluations, helping employees and managers track progress, set goals, and provide feedback with greater efficiency and accuracy.
  • My Career (IDP): a development tool integrated with Employee Database, allowing employees to update profiles, set career goals, and track progress, fostering a culture of continuous learning.
  • Employee Status Letter: digitizes job status notifications, eliminating paper and improving sustainability, while providing a timely, personalized way to recognize employee achievements.

Holistic People Development
People Capability Development is a key priority at ThaiBev, supporting our goal to be a stable and sustainable ASEAN leader in the beverage and food industry. To drive growth and employee advancement, we’ve implemented the Holistic People Development (HPD) strategy, focusing on developing the critical capabilities employees need for both current roles and future aspirations.

Through personalized tools like the Individual Development Plan, we align business priorities with career goals.

To standardize these practices globally, we launched My Career, a digital platform guiding employees through a comprehensive career development process, including career exploration, competency assessments, IDP planning and execution, and growth.

To expand learning opportunities, we’ve partnered with a global digital learning platform, giving employees access to top-tier expertise. This facilitates self-directed learning, allowing employees to address capability gaps at their own pace. In addition to formal training, we encourage employees to include peer learning and experiential learning in their IDPs.

For the HPD strategy’s success, we recognize the vital role of key stakeholders. Line managers and HC teams are actively involved in career development and are continuously supported with tools to effectively champion employee growth within the organization.

ThaiBev Group Talent Pool
ThaiBev is committed to strengthening our internal talent and leadership pipeline to ensure future leadership and organizational success. We focus on identifying and nurturing high-potential individuals who can assume critical roles and drive growth.
  • Successor Pool: we identify and develop individuals who are poised to take on leadership positions within the organization.
  • Group Talent Pool International Talent: we cultivate global leaders with the skills, mindset, and high mobility to thrive in international roles in all Product Groups.
  • Domestic/Local Talent: we develop local talent to drive growth within specific countries/markets.
  • Functional Young Talent: we invest in the development of young functional specialists to play key roles across various departments such as sales, manufacturing, and IT.
Aligned with our Talent Strategy, we have implemented a six-step process to execute our leadership pipeline, from “Young Talent” to “Successor”. This includes strategic planning, talent identification, targeted development, and retention strategies. By nurturing internal talent through a long-term Career Development Plan focused on experiential development, we support career growth and strengthen our organization’s ability to drive sustained growth in a changing business environment.
Targets

Key Projects

ThaiBev Internship Program 2024
The Chang Junior and ThaiBev Internship Programs offer ASEAN university students the chance to explore various job families within the company. Over two months, interns gain hands-on experience, work on real-world projects, and engage with industry professionals across departments like Creative & Design, Engineering, Finance, HR, IT, Legal, Marketing, R&D, Sales, and Supply Chain.

Key program highlights include mentorship, networking opportunities, and exposure to diverse departments, helping interns explore different career paths and develop valuable skills. ThaiBev is committed to nurturing future leaders, and this year, all interns expressed interest in joining the company post-graduation and we achieved a 95% satisfaction rate.

ThaiBev Transformation Program
The ThaiBev Transformation Program aims to identify and develop top talent by offering a unique opportunity for accelerated leadership growth. Participants lead high-impact, company-wide transformation projects crucial to ThaiBev’s growth, while receiving coaching and mentorship from senior executives. This guidance helps them tackle complex challenges, drive innovation, and manage stakeholder relationships effectively.

Since its inception in 2020, the program has engaged over 443 employees across ASEAN (Thailand, Vietnam, Singapore, Malaysia, Myanmar, Cambodia), successfully implementing 141 transformation projects. By promoting experiential learning and exposure to strategic leadership roles, the program accelerates the development of emerging leaders and collaborate across units, strengthens our ability to retain top talent across the region.

ThaiBev Talent Development Program
Our Talent Development Program cultivates a new generation of leaders, equipping them with the mindset and skills to navigate future challenges. Through a blend of classroom learning, real-world experiences, and collaborative projects, participants gain a holistic understanding of our business and develop the leadership capabilities to drive sustainable growth.

ASEAN Management Development Program (AMD):
139 Alumni in 4 Batches In partnership with C asean, the AMD program enhances executive capabilities across ASEAN. ThaiBev executives from Thailand, Vietnam, Singapore, Malaysia, and Myanmar engage in cross-cultural learning and market exploration. AMD#4 (2024) involved 22 participants, focusing on expanding new market and products, and strengthening e-commerce.

Management Development Program (MDP):
346 Alumni in 11 Batches In collaboration with the Sasin Graduate Institute of Business Administration at Chulalongkorn University, the MDP prepares participants for future executive roles.

The program includes project-based learning, knowledge sharing, and workshops. MDP#11 focuses on driving growth through existing Spirits and Food brands, expanding new product development and exploring health and wellness products, while emphasizing cost reduction strategies, such as waste reduction and supply chain optimization.

Supervisory Development Program (SDP):
480 Alumni in 12 Batches Developed with Thammasat University, the SDP enhances participants’ business acumen through executive insights and site visits to top Thai organizations.

Young Talent Development Program:
159 Alumni in 5 Batches ThaiBev is dedicated to developing future leaders through a program focused on leadership, management, and functional skills. In collaboration with internal experts and trainers, participants work on real business projects to apply their learning. Building on last year’s success, 2023 participants have continued their projects, showing their commitment to ongoing development.

Professional Sales Development
The Professional Sales Development Program enhances employees’ skills in data analysis and business dynamics, helping them understand consumer behavior and sales territory conditions. This initiative empowers sales team to act as strategic partners, identifying opportunities across various channels. The program blends foundational principles with practical learning, including business case studies and classroom instruction. Participants present business plans, which receive valuable feedback from senior executives, fostering knowledge sharing and supporting the goal of creating sales opportunities while strengthening relationships with customers.

ThaiBev Group Conference
We aim to empower ThaiBev’s global leadership through the ThaiBev Group Conference, an annual event that brings together over 400 management-level employees from around the world. This flagship gathering aligns leaders with the company’s vision and mission, expands global business perspectives, and fosters collaboration under the 3C Global Values (Collaboration, Creating Values, Caring for Stakeholders).

The conference serves as a strategic platform to drive global business expansion, cascade organizational goals into actionable plans, and cultivate networking and knowledge-sharing opportunities among colleagues. By promoting inclusivity, innovation, and teamwork, the ThaiBev Group Conference underscores the company’s commitment to sustainable growth and delivering long-term value for all stakeholders.
Achievements
Employee Engagement Score
ThaiBev regularly reviews and tracks employee engagement and satisfaction across various factors. In 2024, our overall engagement score, based on the “Say–Stay–Strive” methodology, improved from 83% to 86%, surpassing our target of 85%. This increase can be attributed to continuous improvements in performance management, brand, diversity and inclusion, and work tasks, which were key focus areas with high scores. Additionally, in 2024, we expanded the scope to include SABECO, Vietnam’s leading beer producer within the ThaiBev Group, where our overall engagement scope was 92.3%.

Training Hours
Our dedication to employee development is evident in the total training hours of 1,725,662 hours, with each employee receiving an average of 29.58 hours

Training and Development
Input

1,725,662
Training hours
Total training hours

Average training hours totalled
29.58
hours

Average amount spent per FTE
2,635
THB
Average Training Hours by Gender

Female
33.66
hours

Male
26.73
hours
AVERAGE TRAINING HOURS BY MANAGEMENT LEVEL
Executive Level Middle Management Department Head / Supervisor Senior Officer Officer
31.88
hours
43.63
hours
30.60
hours
23.54
hours
31.75
hours


HIGHLIGHT EMPLOYEE DEVELOPMENT PROGRAMS
Leadership Program:
SCM (Supply Chain Management) Young Talent Development Program
Program Description:
To ensure a future-ready leadership pipeline in alignment with ThaiBev’s long-term strategic direction under PASSION2030, the SCM Young Talent Leadership Development Program was launched as a flagship initiative to address a critical business challenge: the shrinking pool of ready-now leaders within the Supply Chain Management (SCM) Group.
This program is a proactive response to both internal succession gaps and the increasing complexity of the external business environment. It is specifically designed for young talents across seven SCM business units, who have been identified as high-potential employees with the capacity to take on future leadership roles.
Co-developed by the SCM Management and Human Capital (HC) teams, the program integrates strategic workforce planning with targeted capability development. It reflects a cross-functional collaboration between business and HR leaders to ensure that talent investments directly support business continuity, competitiveness, and sustainable growth.
The curriculum is delivered through a blended learning framework, combining multiple learning methodologies to maximize behavioral change and business impact. These include:
  • Formal learning: Structured training modules on functional expertise, strategic thinking, and leadership skills.
  • Experiential learning: Real-world, action-based business projects that allow participants to apply knowledge and drive tangible results.
  • Intrapreneurship development: Participants are encouraged to think and act like entrepreneurs within the organization, fostering innovation, ownership, and agility.
  • Peer and senior leader engagement: The program creates opportunities for participants to engage with senior leaders, receive coaching and feedback, and build strong internal networks.
A distinctive feature of this program is its emphasis on redefining leadership capabilities to align with emerging business trends, sustainability imperatives, and SCM’s evolving role in value creation. The capability framework focuses not only on functional and managerial skills but also on strategic foresight, systems thinking, and cross-cultural collaboration—all critical for future regional leaders.
In essence, this initiative represents a strategic investment in ThaiBev’s human capital, ensuring the development of agile, capable, and forward-looking leaders who can drive transformation, improve operational effectiveness, and create value across the SCM ecosystem.

  • Build a sustainable leadership pipeline for SCM General Managers.
  • Strengthen functional, managerial, and intrapreneurial capabilities of young leaders.
  • Enhance career readiness for regional and ASEAN leadership roles.
  • Align young talent development with real business challenges and corporate strategy.
  • Empower SCM leaders to act as talent developers within their units.

  • 6 innovative business projects launched.
  • Approximately 140 million baht in profit increase from project implementation.
  • Approximately 29 million baht in cost savings.
  • 33% increase in career opportunity visibility and advancement among SCM management.
  • Enhanced functional and leadership capabilities among young talent.
  • Strengthened leadership pipeline across all SCM business units.
  • Improved cross-functional collaboration and networking capabilities



Employee Preparation Program for a Better Life after Retirement 2024
Program Description
In 2024, ThaiBev launched the Employee Preparation Program for a Better Life after Retirement, targeting 421 retiring employees as part of its strategic approach to sustainable people development and responsible workforce transitions.
This initiative reflects ThaiBev’s long-standing commitment to valuing employee contributions beyond their active service, while supporting a smooth and confident transition to post-retirement life. The program was designed to address the emotional, financial, and practical challenges employees face as they enter retirement—ensuring they are well-prepared and supported during this life-changing milestone.
The program delivered a comprehensive learning experience across four key modules:
  • Retirement Benefits: An overview of company-provided and government-supported benefits, including pensions and social security systems.
  • Financial Planning: Practical guidance on savings, budgeting, investment, and long-term financial stability.
  • Community and Support: Opportunities for continued connection via a dedicated Line group and peer support system, reinforcing social belonging.
  • Health and Wellness: Education on maintaining physical and mental well-being post-retirement, with a focus on healthy aging.
  • Career Skill Transition: Support for employees to groom practical skills for their post-retirement lives, such as dessert making, cooking lessons, and other hands-on trainings, empowering them to explore new interests or potential income sources during retirement.

The program format combined formal sessions, emotional support tools, and networking opportunities to ensure holistic preparation for life after work.


  • To ensure employees feel confident and informed as they approach retirement.
  • To provide essential knowledge in retirement planning, financial security, and personal well-being.
  • To promote a continued sense of connection, identity, and inclusion within the ThaiBev community post-retirement.


Organizational-Level Impacts:
  • Employer Brand & Culture: Reinforces ThaiBev’s image as a people-centric and socially responsible employer that values contributions across the full employee lifecycle.
  • Trust & Engagement: Enhances employee loyalty and organizational trust by showing tangible support during major life transitions.
  • Cultural Strengthening: Demonstrates gratitude and respect for long-term service, contributing to a respectful and appreciative work environment that aligns with ThaiBev’s PASSION2030 values.

Employee-Level Impacts:
  • Improved emotional and financial well-being among retirees, reducing anxiety during transition.
  • Stronger post-employment affiliation and alumni engagement, fostering a long-term relationship with the organization.
  • Participants gained practical tools and peer support networks that enhance their post-retirement quality of life.
  • The program was well-organized and thoughtfully delivered, resulting in high levels of participant satisfaction and appreciation for the support provided during this important life transition.



My Career Training Workshop
Program Description
ThaiBev’s My Career Training Workshop was launched as part of a digital transition strategy to embed an enterprise-wide career development system aligned with long-term sustainability and internal capability building.
With participation from 12,626 employees (officer to management level), this program introduced the internal platform My Career – Career Development System, which integrates structured career planning with real-time development tracking. The system enables employees to design and manage their Individual Development Plans (IDPs), linking personal growth with organizational needs. By leveraging technology to upskill people through personalized development pathways, the initiative reinforces ThaiBev’s commitment to building a future-ready workforce and fostering continuous learning across all levels.
To ensure adoption and comprehension across the organization, internal workshops were held to support the system’s large-scale rollout. The training approach combined classroom and group learning formats, fostering collaborative understanding and peer-based support. The training was designed to:
  • Introduce the career development concept, including the development framework and stakeholder roles.
  • Provide a step-by-step process for navigating and using the system effectively.
  • Allow participants to apply knowledge through hands-on practice, turning theory into execution via the platform interface.

This program aligns digital transformation with workforce development, ensuring employees are not only digitally literate but also empowered to own and manage their long-term career paths within the company.

Program Objectives
  • To raise awareness and understanding of career development principles and responsibilities through a digital system.
  • To equip employees with system knowledge and planning skills to successfully create and execute IDPs.
  • To facilitate long-term career ownership and visibility of development goals aligned with business priorities.

Quantitative Business Impacts
Platform Engagement & Behavior Change:
  • 92.34% of participants (11,659 out of 12,626 full-time employees) successfully planned their IDPs using the new digital platform.
  • Received an exceptionally high Net Promoter Score (NPS) of 89.34%, indicating strong satisfaction, perceived value, and system usability.
  • This has contributed to a 4.11% increase in overall engagement scores in the “Career Opportunities” dimension, reflecting improved perceptions of career development across the workforce.
    • Employees now have clear career plans that facilitate job rotation for career growth, aligning personal aspirations with business needs.
    • The career development platform is leveraged as a strategic tool for monitoring employee career trajectories, helping them identify opportunities and visualize pathways for advancement within the organization.

Strategic Business Implications:
  • Significantly enhanced the digital readiness and career ownership mindset across a wide talent base.
  • Created an integrated data source for future workforce planning and evidence-based development decision-making.
  • Contributed to cultural transformation, embedding system-based thinking and self-directed growth across functional levels.



Building a Future-Ready Workforce: The Strategic Imperative of Digital Literacy and a Growth Mindset
Program Description
In an era of accelerated technological advancement, ThaiBev launched the Digital Transition Program (2024–2025) as a strategic response to the growing need for workforce digital fluency. This initiative aims to prepare employees at all levels to adapt, innovate, and thrive in a digitally driven environment. Built around three strategic knowledge pillars—Cybersecurity, PDPA Compliance, and Responsible AI Use—the program fosters a digital growth mindset and builds critical capabilities for the future. A key focus of the initiative is to improve employees’ digital skills and create awareness of cybersecurity, which is identified as the top organizational risk and a critical priority for the company.
Through a blended learning framework, the program integrates scalable e-learning with interactive workshops and community-led engagement to ensure widespread understanding, practical application, and sustained behavioral change. It employs both classroom and e-learning development approaches, and is also embedded in the new employee orientation program, reinforcing a consistent message across the organization. This initiative enhances employee productivity, ensures regulatory compliance, and supports ThaiBev’s long-term business sustainability and digital transformation goals. The program’s progress is comprehensively monitored and reported during ThaiBev’s Sustainability & Risk Management Committee meetings, ensuring strategic oversight and alignment with enterprise risk priorities.

Strategic Knowledge Pillars
  • Cybersecurity:
    Promotes a security-first culture where every employee understands their role in protecting digital assets. Training covers cyber threats like phishing, safe data-handling practices, and response protocols. This builds a “human firewall” that reduces the risk of data breaches and supports DJSI’s Risk & Crisis Management standards.
  • PDPA Compliance:
    Reinforces responsible and transparent handling of personal data across all functions. Employees are equipped with clear guidelines to ensure compliance with the Personal Data Protection Act, building trust with stakeholders and supporting governance standards under DJSI’s Codes of Business Conduct and Customer Relationship Management.
  • Responsible AI Use:
    Introduces a company-wide AI Policy that guides ethical and effective AI use. Training empowers staff to apply AI tools responsibly while mitigating risks related to data privacy, intellectual property, and algorithmic bias. This aligns with DJSI’s Innovation Management and demonstrates ThaiBev’s leadership in responsible tech adoption.

Blended Learning Framework
The program incorporates three interlinked approaches to maximize learning retention and real-world application:
  • Foundational E-Learning:
    On-demand training modules ensure consistent baseline understanding of core digital topics across the workforce.
  • Workshops & Role-Based Learning:
    Live sessions provide deeper insights through expert facilitation, real-life case studies, and interactive role-play to bridge knowledge and practical application.
  • Community-Led Engagement:
    A “Show and Share” platform encourages peer learning, where employees present how they apply digital tools in their roles. An internal Community of Practice further supports continuous learning and cross-functional collaboration.

Key Program Objectives
  • Equip employees with essential digital knowledge and skills.
  • Cultivate a company-wide digital growth mindset to support innovation and productivity.
  • Ensure full compliance with cybersecurity and data protection regulations.
  • Build readiness to integrate AI responsibly into business practices.
  • Create a resilient and adaptable workforce aligned with long-term digital transformation goals.

Business Impacts
  • Wide Reach and High Completion:
    Over 98% of employees — including both full-time and part-time — completed PDPA (35,195 participants) and Cybersecurity (35,299 participants) training.
  • Cultural Shift Toward Digital Adoption:
    Employees across employment types began actively applying digital tools, improving problem-solving, task automation, and communication.
  • Enhanced Compliance and Risk Reduction:
    Organization-wide awareness of security and data privacy, covering full-time and part-time staff, reduced exposure to digital risks. As part of proactive risk mitigation, the organization regularly sends simulated phishing emails to employees to build cybersecurity awareness, and employees who fail to identify these are actively retrained to strengthen vigilance and response. As a result of these concerted efforts, the organization has reported zero cases of cybersecurity breaches, reflecting the effectiveness of its awareness and prevention strategies.
  • Innovation Enablement:
    Responsible AI practices accelerated experimentation while preserving trust and ethical standards.

Cultural Education
ASEAN Management Development (AMD) Program
Program Description
To support ThaiBev’s strategic ambition of becoming a leading food and beverage conglomerate across the ASEAN region, the ASEAN Management Development (AMD) Program was created not only as a leadership pipeline initiative but also as a cultural education program designed to deepen participants’ understanding of diverse cultural backgrounds, business practices, and leadership styles across Southeast Asia.
Recognizing that regional growth requires culturally agile leaders, the AMD Program focuses on developing intercultural competence among high-potential talents from diverse backgrounds. The program is anchored in ThaiBev’s belief that inclusive leadership and cross-cultural understanding are essential for success in multinational, multi-ethnic environments.
The program incorporates a blended learning experience that integrates:
  • Instructor-led sessions with regional speakers and cultural experts
  • Experience-sharing from ThaiBev executives operating across ASEAN
  • International Field visits that expose participants to real-life business operations in different cultural contexts
  • Cross-functional action-based projects solving real-world problems from a multicultural lens
  • Cross-cultural workshops designed to strengthen participants’ ability to collaborate effectively across ASEAN entities, fostering mutual understanding and regional synergy
  • A coaching and mentoring program that provides personalized guidance to support participants’ group projects, offering hands-on experience to deepen understanding of both cultural dynamics and business contexts

The curriculum includes six modules, with a special emphasis on the “People & Cross-Cultural Management” module, which develops the skills to:
  • Lead and collaborate across cultural boundaries
  • Manage diverse teams
  • Build inclusive stakeholder relationships
  • Communicate and negotiate effectively in multicultural environments


Organizational Level:
  • To cultivate culturally competent leaders capable of driving ThaiBev’s growth across diverse ASEAN markets.
  • To build a leadership pipeline that embodies inclusive thinking, global awareness, and cross-cultural leadership.
  • To effectively integrate culture and business context, enabling participants to plan and implement business projects successfully through a deep understanding of cultural dynamics, ways of working, market conditions, and organizational context.
  • To ensure alignment with company goals and foster sustainable regional collaboration through leadership development rooted in both strategic and cultural awareness.

Employee Level:
  • To enhance employees’ cross-cultural communication, collaboration, and leadership capabilities.
  • To provide immersive learning experiences that build empathy, adaptability, and intercultural fluency.
  • To elevate career visibility and create a network of regionally connected and culturally agile leaders.

Business Impacts
Organizational-Level Impacts:
Based on the four business projects initiated through this program, the projected impacts at the organizational level are summarized as follows:
  • Over USD 250 million in projected revenue generation
  • More than USD 30 million in annual profit contribution
  • Cost optimization of up to 6.3% across the supply chain and e-commerce channels
  • Feasible payback periods of 6 to 8 years and strong internal rates of return (IRR) ranging from 13% to 34%



Furthermore, our commitment has been recognized with prestigious awards, including:
  • Employee Experience 2024 Thailand by Human Resources Online (Singapore) – Overall Learning Award: First place in the learning category
    • Gold Awards: Best Skilling Strategy, Best Soft Skills Training Programme, Best Career Development Programme, Best Executive Coaching Programme, Best First-Time Manager Programme, Best Management Training Programme
    • Silver Awards: Best Capability Development Programme for the HR Team
    • Bronze Awards: Best In-House Certification Programme
  • HR Asia: Best Companies to Work for in Asia 2024 Awards (Singapore)
    • HR Asia Best Companies to Work for in Asia 2024 Award
    • Diversity, Equity, and Inclusion (DEI) Award
    • Most Caring Award
    • Sustainable Workplace Award
  • WorkVenture: Top 50 Companies in Thailand (Thailand)
  • Future Trends: Most Attractive Employer (Thailand)
    • Most Attractive Employer for Under-30s
    • Most Attractive Employer for Over-30s
MANAGEMENT INCENTIVE AND COMPENSATION
Management Level Type of Incentive Incentivized KPIs Details
Executive Officers Monetary Human Capital Development
Talent Attraction and Retention
ThaiBev sets Corporate KPIs that reflect our CPO (Chief People Officer), executive, and employee compensation. ThaiBev’s Corporate KPIs relating to 'Human Capital Development' and 'Talent Attraction and Retiontion'. We define and categorize the criteria for achieving Corporate KPIs into 5-level. Compensation and bonuses will be allocated to relevant executives and employees, with related targets: employees average training hour 25 hours per person per year and incrasing Employee Engagement Score to 90% in 2030
Business Unit Managers Monetary Human Capital Development
Talent Attraction and Retention
ThaiBev sets Corporate KPIs that reflect our CPO (Chief People Officer), executive, and employee compensation. ThaiBev’s Corporate KPIs relating to 'Human Capital Development' and 'Talent Attraction and Retiontion'. We define and categorize the criteria for achieving Corporate KPIs into 5-level. Compensation and bonuses will be allocated to relevant executives and employees, with related targets: employees average training hour 25 hours per person per year and incrasing Employee Engagement Score to 90% in 2030
Moving Forward
At ThaiBev Group, we are committed to continuously refining our recruitment, selection, and onboarding processes. Regular reviews and feedback loops ensure that our practices remain aligned with industry best practices and support our organizational goals. This commitment enables us to attract, engage, and retain top talent while enhancing the overall candidate experience at every stage of the hiring journey.

In terms of Human Capital Development, our aim is to uplift our people development practices to be more career-based, preparing employees at all levels for their desired career advancements. Initially, we plan to bolster the capabilities of our line managers and HC team, strengthening them as career developers. Integrating AI-driven technology will further personalize career development, aligning it with individual needs. To equip our workforce with essential future skills, we intend to launch mandatory training in growth mindset, critical thinking, digital literacy, and data analytics. Additionally, to cater for the diversity of our employees, we plan to tailor training programs by roles, levels, regions, and capability needs. A dedicated learning analytics center will support this segmentation, leveraging data to meticulously design targeted interventions for each group.

As part of our new “PASSION 2030” strategy, which emphasizes on two core pillars of reach competitively and digital growth, HC will further enhance our people’s capabilities to align with the required new skills. We will focus on upskilling and reskilling our workforce in line with these two core pillars of Passion 2030.

We will also strengthen our HC digital systems to fully unlock the potential of our digital platform and its big data capabilities. Data insights and analytics on our people and their talents will be efficiently reported and leveraged to shape their development roadmap within the company. Our employees will be trained and equipped with new AI tools provided by the company to enhance their productivity and support their work more effectively.