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.

Key Program Objectives

• 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.

Business Impacts

• 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

Transition program for retiring and terminated employees
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.

Program Objectives

• 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.

Business Impacts
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.

Digital Transition Program
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.

Digital Transition Program
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

Program Objectives
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%

Employee-Level Impacts:

• Cultural Agility and Collaboration: Participants developed advanced cross-cultural competencies essential for managing in multicultural teams and markets. To execute their projects successfully, they gained a deep understanding of cultural nuances, local ways of working, market dynamics, and business practices across ASEAN.
• Career Advancement with Regional Readiness: Graduates demonstrated readiness for leadership in ASEAN markets and were included in succession plans for regional roles.
• Recognition and Inclusion: Participants gained visibility with senior leaders across countries, increasing their access to regional assignments and leadership opportunities.

Transition program for retiring and terminated employees
Performance Improvement Program
Thai Beverage Public Company Limited believes that our employees have potential and capability to grow and develop themselves. Guided by this principle, we have established a robust Performance Improvement Plan (PIP) to provide opportunities for employees to enhance their performance when it falls below expectations.
The PIP is a well-structured process that combines close monitoring, continuous coaching, and constructive feedback over a defined period—typically three months. Employees identified as underperforming are formally informed and invited to participate in this program, which clearly defines goals, expected outcomes, individual responsibilities, timelines, and available support.
Throughout the process, line managers and Human Capital Business Partners (HCBPs) work collaboratively with employees to help them improve skills, knowledge, and behaviors. If the employee demonstrates significant progress by meeting the defined performance criteria, they successfully complete the PIP program and return to regular performance management processes.
However, ThaiBev also recognizes that in some cases, despite support and effort, employees may not reach the expected standards. In these situations, the Company first seeks to identify alternative opportunities that align better with the employee’s capabilities, willingness, and career aspirations, whether within their current role, another function, or a different area of the business.
Ultimately, if, during or after the PIP period, it becomes clear that the employee and the organization no longer share an effective fit, the employee may choose to resign voluntarily.
For example, the Sales Performance Development Program has been implemented as part of this approach to support underperforming frontline sales employees. Between July 2024 and January 2025, sales performance was assessed using average daily sales volume benchmarks. Sales employees falling below the defined threshold participated in a structured 3-month Sales Capability Booster Program, which included foundation training, 1-on-1 mentoring, on-the-job observation with real-time feedback, and in-field coaching to strengthen their skills and performance. At the end of the intervention, employees were reassessed, with those achieving the expected results returning to their sales roles, while others were considered for reassignment to non-sales positions.

Program Objectives

• To support employees in enhancing their skills, knowledge, and work behaviors through a structured Performance Improvement Program.
• To assist employees who are unable to meet expectations by exploring alternative career opportunities within the organization or offering transition support.
• To provide clear guidance, coaching, and measurable goals that empower employees to close performance gaps and achieve sustainable growth.

Business Impacts
Organizational-Level Impacts:

• Strengthened employees’ performance effectiveness through differentiated, capability-based interventions.
• Enhanced resource efficiency by aligning role assignment with individual performance benchmarks.
• Implemented a performance accountability loop: All participants were required to meet defined performance criteria, or they would be re-enrolled in the development cycle for further support.

Employee-Level Impacts:

• 100% of participants successfully improved performance and were retained in full-time sales roles.
• The program provided a clear accountability framework, offering role reassignment, career rotation across functions or business units, or exit from full-time sales for those who could not meet performance thresholds.
• Contributed to employee clarity and fairness in performance expectations, while supporting career continuity, development, or transition based on individual outcomes.