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.
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