ThaiBev aims to provide limitless and equitable opportunities for all employees by integrating diversity, equality, and inclusion into our operations. Our strategies strengthen organizational capabilities while enabling employees to build future-ready skills and meaningful careers by ensuring fair access to development, mobility, and career opportunities. To support PASSION 2030, ThaiBev has identified seven human capital management strategies that enhance workforce resilience and talent readiness, promote inclusion, and enable employees and the company to grow together.

ThaiBev provides fair and equitable compensation and benefits globally, strictly complying with legal requirements and upholding high standards for remuneration and internal promotion. This ensures equal opportunities and fair treatment for all employees, regardless of background or role.

We use market benchmarking and job evaluations to guarantee competitive and unbiased compensation.

Our Total Rewards Strategy is a holistic framework designed to:

• Recognize talent and contributions.
• Encourage high performance.
• Foster collaboration, inclusivity, satisfaction, and work-life balance.

These support our DEI goals. Performance assessments and extra contributions lead to accelerated bonuses and identify candidates for internal promotion, strengthening our commitment to retaining top talent.

Additionally, ThaiBev cultivates appreciation through the “Filling Smiles with Thank You” initiative on the Beverest Life application. This digital system allows employees to easily share recognition and encouragement, fostering unity, collaboration, and business success in alignment with our core values. Management by objectives
Since ThaiBev Vision has set the target of "Our Vision is to be the Stable and Sustainable ASEAN Leader in Beverage and Food Business," and aims to achieve PASSION 2025 within two years, it's crucial that the Executive and Management team respond to this mission of growth. Their aspiration and a well-built team are essential for contributing and embodying the values of growth.

To achieve this, ThaiBev has defined multiple performance appraisal practices to evaluate and incentivize employees across various roles. Key methods include:

• Management by Objectives (MBO) utilizing SMART KPIs tied to OKRs: This ensures objectives are Specific, Measurable, Achievable, Relevant, and Time-bound, aligning with Overall Key Results.
• A multidimensional approach assessing performance level, character, and peer-recognized contributions: This provides a holistic view of employee performance.
• An annual formal comparative ranking with calibrate scoring and distribution curves to identify top performers: This method allows for fair and accurate identification of high achievers.
• Continuous Conversations: These daily dialogues cover performance monitoring, planning, safety, and issue resolution, particularly for sales and operations teams, fostering open communication and problem-solving.

This comprehensive performance management system aims to:

• Align individual efforts with company objectives.
• Recognize valuable contributions through bonuses and recognition programs.
• Provide constructive feedback for continuous improvement.
• Identify high-potential employees for development opportunities.
• Foster an engaged, collaborative, and productive workforce.

This multifaceted approach underscores ThaiBev's commitment to nurturing talent and driving overall achievement. ThaiBev recognizes the importance of performance evaluation and fostering a performance culture. A high-performance culture emphasizes the most beneficial behaviors and expectations that lead to superior organizational results. This includes setting specific business plans and expecting employees to achieve those goals.
Employers and managers also play a crucial role in defining employee duties and supporting their growth and advancement.

ThaiBev Group conducts performance assessments twice a year. During these evaluations, employees set goals for their performance in the mid-year and year-end reviews.
The assessment uses three KPI categories:

• Group Performance:
  This measures efficient allocation of work goals to ensure that business results align with the organization's vision and strategy.
• BU Shared KPI (a financial measure):
  This focuses on allocating operational goals within business groups/functions and teams to achieve strategic goals. It measures the business performance of each function and directly increases competitiveness.
• Individual KPI:
  This focuses on setting individual goals that align with roles, responsibilities, and can be concretely measured. The goals should be consistent with the organization's and business group's goals. It also emphasizes setting goals that drive the organization forward by focusing on "WOW" (Way of Work), Sustainability Development, and People Development.

The Global value: ThaiBev integrates its core values (3C: Collaboration, Creating Value, Caring for Stakeholders) into its performance evaluation process during both mid-year and year-end appraisals for employees, specifically the Key Behavior Indicators (KBIs). The aim is to ensure the right organizational culture is fostered by aligning the right people with reward performance based on these values.

The 360-degree feedback: ThaiBev utilizes 360-degree feedback as part of its multidimensional performance assessment process. This method gathers feedback from various sources, including subordinates, colleagues, and supervisors, to provide a well-rounded evaluation of an employee's performance beyond just individual self-assessment. This feedback is particularly valuable for identifying and developing "Talent" employees at level 8 and above, categorized as TOP Talent, to enhance their capabilities for the long term.

The satisfaction survey: The satisfaction survey is conducted to measure both internal and external perceptions. Internally, it assesses satisfaction among employees across different business units and throughout the employee lifecycle (their journey within the organization). Externally, it measures customer satisfaction.
The Human Capital department leverages this survey data to track temporary employee status. This information helps them develop short-term HR strategies and design focus groups to improve employee retention. ThaiBev utilizes a team and business unit (BU) performance appraisal with senior management committee; involving evaluation by BU heads and chiefs, followed by calibration, where the team's performance is discussed about achievement and the values of team success in fiscal year. Moreover, the team-based performance approach fosters a culture of collaboration and shared successes across the ThaiBev Group and strengthens how they worked together and create a value of growth in the organization’s purpose and target.

The Human Capital Group continued to proactively implement a team-based performance appraisal system as teams were formally evaluated and received annual bonuses based on their performance. Business unit heads and executives reassessed team performance using criteria centered on team contributions and outcomes, rather than solely individual achievements.

A Team Assessment practice used a bell curve method to rank team performance across product groups (PGs) by job family and related job families. The results of this assessment served as supplementary data for the rewards scheme.

ThaiBev's reward scheme considers both individual achievements and team's overall performance (BU Performance). It's designed to reflect the multi-functional nature of their Team and aligns with individual performance. A segmented tier system is used for Team performance contributions, with a corresponding portion allocated to the bonus pool of that PG/BU. In addition, this reward system will create employee engagement with high performers and emphasize on short-term and long-term commitment in ThaiBev Group. ThaiBev promotes timely feedback to foster a supportive work environment. Employees can address challenges and seek assistance from their team.

We employ a two-way communication approach. Line managers offer constructive feedback on achievements and skills, using group coaching for continuous improvement. Simultaneously, open team communication is encouraged, allowing employees to share ideas and align team goals. Digital tools facilitate collaboration and connection.

Regular feedback is integrated into various processes:

• Daily meetings: Address daily tasks, share information, make decisions, and adjust plans.
• Weekly and monthly meetings: Monitor progress and provide feedback.
• Quarterly meetings and town halls: Share company performance, business direction, and future goals.

ThaiBev is committed to refining agile conversation practices to empower teams, build trust, and create a fulfilling work environment for all generations.

• One-on-One Communication:
  This channel involves informal meetings between supervisors and employees throughout the workday. Additionally, the company sets guidelines for formal one-on-one meetings twice a year during mid-year and year-end evaluations. These one-on-one sessions help employees review their performance for improved effectiveness and productivity throughout the fiscal year. They also facilitate the development of successful short-term individual development plans (IDP).
• Group Coaching:
  This channel uses town hall meetings with employees quarterly to share and update business performance. This approach helps build team commitment to business targets and drive results across sales, marketing, operations, and supply chain teams as they work towards their KPIs.
• Team Coaching:
  This channel focuses on team building, fostering relationships within teams (including cross-functional teams). It aims to engage and motivate team members, especially junior employees, by promoting a fast-learning culture and shaping employee behavior to align with ThaiBev's DNA. Furthermore, this practice can bridge the generational gap among different generations (e.g. Gen X, Y, and Z) within the organization, fostering a happy and harmonious work environment in the long run.

Recognizing the importance of incentivizing and retaining committed employees for long-term sustainability, ThaiBev has implemented a Long-Term Incentive Plan (LTIP). This program rewards management and staff across the ThaiBev Group with company shares, contingent upon achieving predetermined performance targets. The LTIP serves the strategic objectives of retaining valuable talent, attracting exceptional professionals, motivating employees to excel, aligning workforce interests with those of shareholders and stakeholders, and ultimately maximizing long-term shareholder value. Oversight is provided by the Board-approved Long Term Incentive Plan Committee, which handles matters such as participant eligibility, administration, and criteria for granting awards. Through this comprehensive long-term incentive strategy, ThaiBev aims to foster a high-performance culture, recognize dedication, and ensure its human capital remains committed to driving sustainable growth and profitability. The average paid out of our long-term incentives for employees is 3 years.

Although the LTIP targets employees mainly at Levels 12-15 (Managers to Directors), the consideration is also open to white-collars employees of lower levels with exceptional performance and contribution. The percentage of our employees that this program applies to is 23.19%.

The LTIP program rewards management and staff across the ThaiBev Group with company shares, contingent upon achieving predetermined performance targets. Incentive payout for LTIP is linked to employee's performance and contribution to the company and its businesses, where sustainability performance is one of the main categories in the balance score card of employees from junior management level to CEO. LTIP payout and share allocation are calculated through formula which considers both employee performance including short term and long-term sustainability related performance, and S&P DJSI CSA score. Therefore, the achievement of sustainability target in the first performance year as well as the second performance year is strongly linked to the level of incentive that the employees will be rewarded. Our Talent Acquisition Team uses a strategic approach focused on three key areas to deliver business impact:

• 1. Recruitment Process Improvement:
  We continuously enhance our hiring by developing a centralized candidate pool and enabling the sharing of qualified candidates across all Product Groups/Business Units (PGBUs). We utilize AI-driven CV screening and matching to accelerate evaluation consistency, strengthen hiring quality, and minimize duplicated efforts. This approach optimizes talent utilization and speeds up response to workforce needs.
• 2. Educational Partnerships:
  By collaborating with universities and students across Thailand and ASEAN, we build relationships that reinforce ThaiBev’s values. These partnerships significantly strengthen our talent pipeline, ensuring graduates are job-ready and aligned with our growth direction for long-term business continuity and leadership succession.
• 3. Diversity and Inclusion:
  We are committed to fostering a diverse and inclusive workforce that reflects the communities we serve. Encouraging diversity brings richer perspectives, fuels creativity, enhances innovation, improves decision-making, strengthens our employer brand, and enables ThaiBev to compete effectively in local and regional markets.

Our structured 120-day Onboarding Program ensures new hires quickly understand ThaiBev’s business, culture, and sustainability direction. It provides a solid foundation in operations, leadership expectations, and compliance, enabling newcomers to reach full productivity.

Support via mentorship, buddy systems, and continuous learning strengthens engagement and ensures consistent service standards across all PGBUs. By aligning newcomers with ThaiBev’s long-term goals from day one, the program reinforces our position as an employer of choice and builds a workforce ready to drive sustainability initiatives. Since 2022, ThaiBev has progressively replaced SAP SuccessFactors HR modules with proprietary in-house solutions (Beverest Platform) covering Recruitment, Employee Database, Performance Management, Career Development, and L&D. We continuously enhance this platform, powered by AI, automation, and scalable architecture, to improve efficiency, transparency, and the employee experience across the Group.

Key enhancements and digital initiatives include:

• 1. E-Recruitment AI Screening & Matching:
  Implementing an AI-driven engine has accelerated screening, improved evaluation consistency, and built a scalable foundation for predictive talent analytics.
• 2. 360 Assessment:
  The digital platform enhances transparency, supports structured talent calibration, and enables data-driven employee development through personalized learning journeys.
• 3. E-Claim (Travel Claim):
  Launching a digital travel claim system, integrated with Finance and SAP, has significantly reduced processing time, improved financial transparency, and delivered a smoother employee experience.
• 4. Children Scholarship:
  Digitizing this program has reduced paperwork, accelerated approvals, and increased fairness and accessibility, supporting our positioning as a family-oriented employer.
• 5. Time Management System:
  Developing this system has enhanced governance through automated time tracking, real-time dashboards, and reduced payroll discrepancies, paving the way for intelligent scheduling and group-wide standardization.

People Capability Development is a key priority for ThaiBev, supporting our goal to be a stable and sustainable ASEAN leader. Our Holistic People Development (HPD) strategy focuses on developing the critical capabilities employees need for both current and future roles. We use personalized tools, like the Individual Development Plan (IDP), to align business priorities with individual career goals. To standardize this, we launched My Career, a digital platform that guides employees through career development, covering exploration, competency assessments, IDP planning/execution, and growth tracking.

We expand learning through a partnership with a global digital platform, providing access to top-tier expertise and facilitating self-directed learning. We also strongly encourage integrating peer learning and experiential development into every employee’s IDP. The success of HPD relies on key stakeholders: Line Managers and Human Capital (HC) teams are actively developed and supported with tools to effectively champion and coach employee growth within the organization. ThaiBev is committed to strengthening our internal talent and leadership pipeline using the Triad Model (Product Group/Business Unit, Markets, and Role of Center) to analyze key positions and formulate Succession Planning. We focus on identifying and nurturing high-potential individuals for critical roles. We proactively analyze succession needs by reviewing Critical Positions with a high Risk/Impact of Loss against Business Needs. Roles are segmented into three at-risk types: Job Vacancy, Extended Employment (over 60), and Near Retirement (58–60). We conduct detailed analysis for PG (Chief Positions) down to the PG-1 level to identify roles needing urgent succession plans, accelerating development to close capability gaps. In FY2025, we successfully executed Succession Plans for 6 Chief Positions.

The Successor Pool identifies and develops leadership candidates based on Capability, Capacity, and Character. Candidates undergo a WAR Assessment (Willing, Able, Ready) to determine Readiness Status, which guides the planned development needed for progression into critical roles. We identify high-potential employees using the 9-Box Matrix to develop future leaders supporting the PASSION 2030 vision. Proactive discussions define customized career paths based on strengths and development areas.

This includes cultivating:

• International Talent: Global leaders with required mobility and mindset.
• Domestic/Local Talent: Leaders to drive growth within specific country markets.
• Functional Young Talent: Young specialists for key roles across departments (e.g., sales, IT).

Our implementation strategy executes the leadership pipeline—from “Young Talent” to “Successor”—through strategic planning, targeted development, and retention strategies. We nurture internal talent via a long-term Career Development Plan (CDP) focused on experiential learning, aiming to deliver Limitless Opportunities for growth across the Triad and strengthen organizational resilience and sustained growth. Guided by our aspiration to become a Stable and Sustainable ASEAN Leader in Beverage and Food, ThaiBev continues expanding across ASEAN and other international markets, creating limitless career opportunities for employees. We ensure equitable access to mobility so individuals from all backgrounds can pursue career paths aligned with their strengths and aspirations. Our approach emphasizes dynamic mobility pathways, including progression within specialized roles, cross-functional rotations that broaden capabilities, and international assignments that cultivate global experience and cultural awareness. These opportunities build an inclusive, future-ready workforce while strengthening ThaiBev’s leadership pipeline, regional capabilities, and long-term competitiveness.

ThaiBev is committed to maintaining a motivating and supportive work environment, using our annual Employee Engagement Survey to listen to our people across all entities. In 2025, engagement increased from 86 percent to 87 percent, reflecting continued progress across the Group. Notable improvements were seen in well-being, autonomy, diversity and inclusion, and striving dimensions. These results affirm that employees feel empowered to take ownership and express their views openly.

Insights from the survey guide targeted actions, including enhanced well-being programs, leadership capability development, and initiatives that strengthen inclusive team cultures. We remain committed to using employee feedback to drive meaningful improvements and reinforce a workplace where everyone can thrive.

To track employee metrics, our employees engagement survey addresses the following aspects: