ThaiBev’s vision is to achieve world-class competitiveness. Vision 2020 was therefore launched to allow ThaiBev and its subsidiary companies in Thailand to take leadership in the beverage market in a stable and sustainable manner. Concrete plans have been formulated to respond to Vision 2020, including business expansion, product development to fulfill growing and increasingly diverse needs, process development to ensure higher quality output in a timely manner, and the employment of technology for efficient production, fast and accurate communication, and effective goods delivery, etc.

Employees are recognized as core to the vision of the organization, which emphasizes competency and professionalism. ThaiBev places equal emphasis on employee development as it does on technology or innovation since the “employee” is a key success factor which helps drive the business to achieve its mission and goals. The human resources management strategies of ThaiBev are based on Vision 2020 and feature a 3-year plan with a clear framework as follows:

  • In 2015, the goal is to build foundations for growth.
  • In 2016, the goal is to strengthen the organization.
  • In 2017, the goal is to institutionalize corporate culture.

In this connection, the Office of Human Resources has been recognized as a strategic partner in building the business competitive advantage of Thai Beverage Group stably and sustainably.

Mr. Sanjay Khosla - Senior Adisor, The Boston Consulting Group (BCG) in one of our ThaiBev Leadership Series workshop “Focus 7 for Growth and Sustainability Leadership”

ThaiBev Group Conference, October 7-8, 2015

To ensure that the evaluation system is monitored regularly, 2 rounds of evaluation were applied to 100 percent of employees over the past year, consisting of a mid-year evaluation in July, and a year-end evaluation in December. This was to ensure that all employees had the opportunity to acknowledge their performance periodically, and to be able to perform self-improvement in a timely manner. In addition, another key performance indicator (KPI) regarding human resources development was added for the supervisory level upwards.

Once the performance evaluation of employees is completed, the information will be used for further self-development. As for the supervisory level upwards, employee information will be presented via a computer system which is acceptable, transparent, traceable, fair, and convenient. The evaluation results are available anywhere and anytime via the computer network system of the organization, while the results can be monitored anywhere as well. The evaluation of employees at the supervisory level downwards is conducted using an evaluation form, the process for which is clear and identical across all functions, and is reviewed by the immediate supervisor. Supervisors are encouraged to directly communicate and listen to the feedback of employees regarding the evaluation results. Employees will then receive a copy of the evaluation form for their information.

Once employees have been evaluated, their work skills and competency are developed to achieve professionalism, as well as to support the overall individual development plan. As a result, the organization is ready to accommodate growth based on Vision 2020, as well as gain benefits from the risk management of human resources, and preparation of employees and executives in accordance with the sustainability development plan.

In 2015, the Company systematically set up the evaluation approach by dividing into groups based on the personnel level in the organization. Each level has a weight chart of KPI, competency, evaluation methods and frequency, as well as communication and close monitoring from human capital executives.

The proportion of evaluated employees in 2015 can be categorized by gender and personnel level as shown in the below table.

The total number of evaluated employees is 20,281 persons.

ThaiBev’s strategic plans to implement the policy on performance evaluation have now been devised and the targets up until 2017 have been established. The annual targets are as follows:

In 2015, the target is to revitalize mid-year review.
In 2016, the target is to strengthen bi-annual appraisal.
In 2017, the target is to stabilize quarterly appraisal.

ThaiBev focuses on developing employees at all levels. Development is systematically structured in accordance with the organizational vision and individual career path. Employees at all levels have been provided with development opportunities in line with the position, including the development of skills necessary for their assignments, resulting from the discussions with supervisors on individual development plans. This is to give confidence to both the organization and its employees that they will benefit from development program in a stable and sustainable manner.

In addition to work-related training and development, ThaiBev also enhances employees’ capability in business, as well as leadership development by clearly determining leadership competencies for employees at all levels. There is a rounded assessment to allow evaluated employees acknowledge the areas that need improvement and formulate a development plan as appropriate. In addition, we offer opportunities for the development of management and teamwork skills, foreign language and computer skills, as well as specific business skills, such as those relating to production technology and processes, logistics and supply chain, and marketing. We emphasize skills and knowledge development and professionalism in each area, and have programs to encourage everyone to achieve Vision 2020, including how to adjust cognition and attitudes, and how to set goals in life and work, etc.

With the belief that a wide range of development opportunities will contribute to effectiveness in employee development, both classroom training and analytical workshops have been developed so as to enable employees to share their work experiences and to apply such experiences to solving problems in the real working environment. In addition, employees can also learn via the e-learning system which allows them to access to learning opportunities anywhere and anytime, and not to waste time and expenses on transportation. In the past year, various programs were developed for employees to review knowledge they gained from previous courses, including courses for new employees, i.e., the introduction to ThaiBev and its subsidiary companies, ethical issues, products of the Company, general rules and welfare, and production of spirits, beer, and non-alcoholic beverages, and the courses for general employees, e.g., English for general employees. In addition, the coaching and mentoring system was developed so as to enable employees to quickly improve their limited knowledge and skills as required.

After employees complete training programs, their performance will be monitored and assessed. Supervisors will evaluate knowledge and skills of employees via online evaluation form and discuss with employees in order to systematically inform employees about the expectations and their capabilities.

Analytical workshop to enhance our management capability

“Golden driver” skill development Activity by ThaiBev logistics Co., Ltd.

To support the continuous growth of ThaiBev and its subsidiary companies, the exploration and development of high potential employees is a crucial task of the Company. ThaiBev currently provides a training program for these employees simultaneously with managing to retain them systematically, with an emphasis on increasing the capabilities of these talented employees through challenging assignments so that they can continue to drive the organization in the future.
The development programs for high potential employees include:

  1. Executive Development Program (EDP) - This program allows senior executives to participate in development programs at leading education institutes abroad.
  2. Management Development Program (MDP) - This program is provided for management level to enhance their knowledge and skills in modern management, leadership, and business operations through the action-based learning.
  3. Supervisory Development Program (SDP) - This program is provided for supervisory level to enhance knowledge on business administration (Business World), as well as the linkages between various functions within the organization (ThaiBev World) in order to prepare those who are promoted to the supervisory level in terms of business management and team management

Courses are developed in cooperation with leading institutions in the country and abroad in order to ensure high quality courses with international standards.

Mr.Thapana Sirivadhanabhakdi give the certification to one of the participants “ThaiBev – Supervisory Development Program (SDP), 3rd batch on May 27, 2015

(left to right) Mr.Thapana Sirivadhanabhakdi, Mr. Ueychai Tantha-bhas, Dr. Pisanu Vichiensanth sharing experience about ThaiBev 5 level of leadership in ThaiBev Group Conference, October 7-8, 2015

Moreover, there are other development projects, such as new executives’ development (Rocket Project), and scholarships for postgraduate and doctoral programs in Thailand and abroad granted to those who meet the qualifications of the Company. Currently, the Company has granted scholarships to 5 employees, all of whom are in the process of studying. The overseas field trip is aimed at providing learning opportunities and new experiences to employees of ThaiBev and its subsidiary companies. All activities are intended to develop ThaiBev employees, in line with our motto, “Everyone has the opportunity to stably grow together with ThaiBev and its subsidiary companies”.

Mr. Chanavut Narkveg, VP, Office of Human capital (left) and Dr. Agapol Na Songkhla, Chief People Officer (right) congratulate our ThaiBev employees who received the post graduate scholarship in 2015

Mr. Charoen Sirivadhanabhakdi, Khunying Wanna Sirivadhanabhakdi, and Mr. Thapana Sirivadhanabhakdi joined the retirement ceremony to reward long term services from their newly retired employees.

Our executives are committed to leading the organization to achieve world-class competitiveness, with the result being that ThaiBev and its subsidiary companies have been highly successful business entities. The challenge now is how to enable new personnel to inherit the business stably and sustainably. In this connection, the Company has initiated a succession planning project, primarily involving important levels and positions. In 2015, the Executive Committee endorsed and approved the policy of the Office of Human Resources regarding the succession planning. In the past year, vacant positions of executives due to prospective retirement were identified in advance. In 2016, individual development plans will be formulated for the target successor group, while the superiors of the participants will jointly give advice and make assessments to support them in achieving their plans. ThaiBev believes that the benefits from the succession planning project will develop skills and capabilities of employees, while also providing the opportunity for them to work with full capacity and potential. It will also help to build a sustainable relationship between employees and the Company.

ThaiBev focuses on employee engagement in the organization because employees are the main contribution to the success and growth of the organization. To cultivate virtuous and intellectual employees with professionalism and readiness for continuous learning, and encourage them to help ThaiBev take care of the society, community, and environment - while driving the organization towards stable and sustainable leadership - is another significant task. The Employee Engagement Survey 2015 was therefore conducted to acknowledge opinions and expectations of employees at all levels towards the organization so that the future policies and activities can meet their expectations.

The results of the Employee Engagement Survey 2015 were considered along with other factors, such as turnover rates, complaints, etc. The outputs will help to improve human resources management of ThaiBev each year accurately and systematically.

In line with our motto, “We will stay side by side with every success (Always with you)”, the Company focuses on not only customers and suppliers, but also our employees and their potential. Being provided with the opportunity to expand and develop capabilities, employees will be able to grow and move forward together with the successful organization.

ThaiBev and its subsidiary companies place emphasis on employees as we believe that people are not just resources that are daily consumed and become devalued in the future, but human capital that can be developed to drive ThaiBev towards its goals in a stable manner. This is a significant mission of ThaiBev and its subsidiary companies. We are committed to developing the capabilities of our management and employees to manage competition and strongly support ThaiBev in 2016.

As of date 31 december 2015

ThaiBev adheres to good corporate governance principles, and conducts our business with efficiency, transparency, and traceability. In addition to our compliance with all applicable laws and regulations, we aim to be a role model of professionalism, transparency, and good corporate governance to build trustworthy relationships with our shareholders, investors, employees, customers, stakeholders, and all concerned parties.

In addition, ThaiBev has disclosed its good corporate governance report in the Annual Report for the year 2015 which explains the structure and procedures of ThaiBev for corporate governance disclosure. Moreover, the said Annual Report has also disclosed the information of operating results and future business opportunities, including the development guidelines for organizational sustainability among Board of Directors, Management Committee, and shareholders, in order to create competitive advantages. It also focuses on providing support and boosting business performance of customers for the long-lasting prosperity, as well as adding values to shareholders in the long run, with consideration to both internal and external stakeholders.

ThaiBev’s good governance leads to complete compliance to law and regulations. Additionally, ThaiBev keeps monitoring, preventing and withstanding every form of corruption by raising and embedding awareness into employees’ mindset, resulting in no reporting of non-compliance.

In order for a business to grow and prosper in a sustainable manner and gain social acceptance in the community, one of the most important factors is that the Company must conduct its business ethically. A part of the process to promote ethical practice within the organization is to establish its own ethical standards, to let it be acknowledged by employees at all levels and to ensure that such standards are strictly adhered to and maintained consistently. In 2006 ThaiBev announced The Business Ethics of Thai Beverage group that consists of four interrelated parts as follows: Business Ethics of the Company, Ethics of the Directors, Ethics of the Executive Officers, and Ethics of the Employees.

ThaiBev adheres to responsibilities of all stakeholders, comprising the Company, shareholders, the stock exchange, customers, business counterparts, executives, and employees, including community, society, environment, and nation, by complying with the ethical considerations and the scope of morality. Giving, offering to give, or soliciting, including receiving or accepting bribes in any circumstances, are not permitted by the Company.

ThaiBev has provided the e-learning channel for employees at all levels to access to our ethical standards, and has consistently carried out the Code of Conduct – E-learning activity which was initiated from 2014. It also includes the topic of business ethics in the training courses for new employees. ThaiBev is determined to conduct its business honestly, lawfully, morally, and ethically. We have a transparent process of work and adhere to and comply with good corporate governance policy. Therefore, our Business Ethics are shared with personnel of all levels, including directors, executives, and employees in order to ensure that such standards are strictly adhered to and maintained in a consistent manner.

As of date 31 december 2015

ThaiBev recognizes the importance of our corporate social responsibility towards, and safety of, our consumers. We place strong emphasis on ensuring all kinds of marketing communications strictly comply with the law and are moral. Whether it is our advertising of alcoholic beverages or the arrangement of creative marketing activities of various products of Thai Beverage Group, our communications activities are undertaken with accountability towards consumers.

ThaiBev does not carry out marketing activities of carbonated beverages with consumers below 12 years of age, nor of alcoholic beverages with consumers below 20 years of age. We encourage responsible drinking behaviors, while also cautioning against adverse effects of drinking alcohol by displaying warning on the packaging of every type of alcoholic beverage, and useful health information is available through a variety of channels.

To achieve our mission to launch a responsible drinking campaign during the long holiday period in Thailand in April 2015, ThaiBev cooperated with the government and private sector in releasing a road safety campaign to welcome the 2015 Songkran Festival called “Don’t Drive Drunk, back home safely.” The aim of the campaign was to raise awareness on the responsible drinking of alcoholic beverages and encourage people to celebrate Songkran Festival consciously. The campaign encouraged travelling by train or bus, covering all provinces in Thailand, in order to reduce road accidents in an efficient and concrete manner.

In addition, at the end of 2015, we arranged an activity called “Drink don’t drive” at the Blen Fest 2015 concert in Udon Thani province, whereby a total of 7,741 people of over 20 years of age joined the event. Through this activity, we encouraged the audience to keep in mind the concept of “Drink don’t drive”; we also provided 4,000 bottles of drinking water and 600 cold towels for refreshment for the return home, free of charge. The campaign received positive feedback, and we are now setting a goal to launch the “Drink don’t drive” campaign at all events or special activities in various places.

ThaiBev initiates a space for concert participants to relax by providing bottles of drinking water and refreshing towels to help them freshen up before going back home.

We have an internal procedure to control the production and release of advertising through a policy specifying that, if we are uncertain as to whether the advertising about to be released media is lawful, the creators are required to submit it to the Office of Legal Affairs for consideration prior to public release. We also send our employees to attend training courses with the government sector regularly. Our Office of Legal Affairs has also researched, monitored, and collected related information in order to ensure that the Company can keep up with any amendments to the law and comply with the laws accurately and completely. We have established a “Self-Regulatory Policy” Committee. The responsibilities of the committee are as follows:

In addition, ThaiBev began implementing a “self-regulatory” policy at the end of 2015. Relevant personnel now have clearer frameworks to work within, and recognize their accountability to convey quality marketing communications and encourage responsible consumption among consumers. ThaiBev is confident that such measures and policy will help to ensure the company remains compliant with the law.

Mr. Thapana Sirivadhanabhakdi presents his vision to ThaiBev and subsidiary companies in an annual management meeting 2015.

ThaiBev magazine launched every two months to our employees.

ThaiBev and its subsidiaries recognize that employees are valuable human resources of the organization and are significant to driving business growth and prosperity. Therefore, we continue to place emphasis on communications with our employees that create knowledge, understanding, loyalty, a feeling of being a part of the organization and pride.

We would like to maintain a pleasant work environment and, as such as promote and effectively stimulate employees’ involvement via multiple channels of internal communication in accordance with the organizational goals and mission. For example, we arrange a town hall meeting on a yearly basis to inform employees about the business direction, the organizational goals, and supports of employees.

ThaiBev has also trained marketing, sales and related employees to regularly enhance their knowledge on laws related to advertising, public relations and marketing communications. Our communications present the perspective and vision of the management team of ThaiBev and its subsidiary companies. We have created knowledge and understanding about business operations and operational guidelines in alignment with business goals among our stakeholders. ThaiBev and its subsidiary companies are further committed to promoting the communication of our human resources development policy for our employees to better understand their career path, including the competency development at employee level, business unit level, and organizational level.

In this regard, the Company has released news regarding good relationships and friendship among employees throughout the year. Various types of our internal communications include ThaiBev Magazine (every two months), One World Magazine (every three months), HR Intranet (electronic information for employees), ThaiBev E-News (electronic news directly sent to employees’ computers), ThaiBev Radio (internal radio broadcasting), ThaiBev SMS (short messages), Social Media (Line: HR_ENaiBev and Facebook: We are ThaiBev), etc. In every internal communication, we emphasize responsible drinking, and encourage our employees apply this in their personal lives as well.

ThaiBev Expo, October 9-11, 2015.

Aside from communicating with our consumers, we also focus on communication with our customers, suppliers and the government sector. We have fostered a more accurate and complete understanding of alcoholic beverage control laws among our customers by assigning a lawyer to every point of sales in each region nationwide. Moreover, we organize an annual conference for our customers and suppliers, called the ThaiBev Expo, which presents our standard production and distribution processes, as well as introduces new developments and innovations at ThaiBev to our customers, consumers, and suppliers in a comprehensive manner.

ThaiBev also frequently communicates with legislators and the government sector, taking into account their opinions and recommendations, while also significantly contributing to providing them with knowledge, understanding, and perspectives on laws in order to jointly improve the clarity and appropriateness of legislation and enforcement for utmost benefit to consumers.

As mentioned earlier, in 2015, ThaiBev also nominated a committee responsible for formulating the “Self-Regulation Policy” and Marketing Code for controversial activities – the latter of which clearly states that, before launching any alcoholic beverages marketing communication, especially via social media, which are easily accessed by youth, it should be carefully inspected to ensure that any messages or pictures not imply any violence or undesirable behaviors. Throughout the past year, ThaiBev conducted all marketing communications in compliance with the law.

With regard to marketing communications relating to ThaiBev products, our main strategy is to inform consumers and other stakeholders of our product excellence, in terms of the production quality control, environment, brand creation, concerns over safety of consumers, and responsible consumption. In particular, we help to raise confidence among consumers that our products are manufactured in compliance with hygienic standards, laws, and the regulations of the Ministry of Industry.

Our ultimate aim is to create trustworthiness and encourage consumers to perceive that ThaiBev is the leading total beverage producer that can fulfill the needs of people of all groups, levels and lifestyles. Furthermore, we cultivate the pride of being a Thai company in order to gain recognition from they global community.

To accomplish this, the marketing communications of ThaiBev products are diverse. They can be categorized by types of products as follows:
  1) Alcoholic beverages - The trademark as required by the Alcoholic Beverage Control Act, B.E. 2551, and related laws is strictly displayed.
  2) Non-alcoholic beverages – Our 3 main companies which produce and distribute non-alcoholic beverages include Sermsuk Public Company Limited, Oishi Group Public Company Limited, and Thai Drinks Co., Ltd. Details of marketing communications of only Sermsuk Public Company Limited and Oishi Group Public Company Limited are highlighted below:

The marketing communications of Sermsuk are based on the concept of sharing happiness from the organization via a variety of quality products, which are then distributed by our trusted agents and business partners – who, in turn, spread happiness to all Thai people, wherever they are. In further dedicating ourselves to share happiness to underprivileged people in Thai society, we believe happiness will ultimately return back to us and empower us to performing our duties consistently. In 2015, Sermsuk collaborated with Thai Drinks Co., Ltd. to organize various marketing activities beneficial to our consumers. We aimed to share happiness and build good relationships between the organization, employees, and stakeholders extensively, with a total budget amount of over Baht 50 million. We organized activities under the concept of “Fill every opportunity

Oishi Group Public Company Limitedoperates 2 main businesses, namely, beverages and a Japanese food business. The vision of the company is “To be a leader and an innovator of the Japanese food and beverage business for the quality of life and wellness of the new generation.” Its missions are:
  1. To maintain the quality and good services of the restaurant, bakery and health beverage businesses, as well as the popularity of “Oishi” products among the customers, and give the importance to the standards of the product manufacturing and operation.
  2. To select quality raw materials that bring the highest customer satisfaction, in order to be well recognized in both local and overseas markets.
  3. To continuously improve the production process by using modern technology in the product’s research and development.
  4. To increase the effectiveness of the production and the company’s competitiveness, in terms of the price and quality, relative to competitors in the local and overseas market as it will help drive Thai economic growth.

The year 2015 was considered a successful year for the non-alcoholic beverages business of ThaiBev, especially for Oishi Group Public Company Limited, which won the “Superbrands Thailand 2015” award. The award emphasizes the success of Oishi as a food and beverage brand which has accomplished successful brand development in Thailand, as well as being recognized as the No.1 brand for consumer choice in terms of brand quality, brand affinity, and brand personality. Superbrands is widely accepted as an award, and is granted by an independent organization that measures and evaluates the excellence of brand development, and involves experts in the field of marketing, advertising and public relations in each country. We believe that to be the No.1 brand for consumers requires diverse marketing activities and efficient marketing communications that truly satisfy consumers.

All Oishi products are produced from high quality ingredients. For our tea, we select only the best and most beneficial part of the green tea leaf, i.e., the “three young buds”, and then proceed to the cold aseptic filling production process, which is a worldclass innovation. Moreover, due to quality inspections and certifications by GMP Codex, HACCP Codex, ISO 9001:2008, ISO 14001:2004, ISO 22000:2005, BRC, NSF, HALAL, Green Industry, as well as Total Productive Maintenance (TPM) from related organizations, consumers can be confident in products that are safe and that also preserve the benefits of green tea right through to final consumption.

To satisfy health-conscious consumers, Oishi green tea has also launched a sugar-free green tea, i.e., Oishi Kabusecha, a premium green tea available in sugarfree/ zero calorie and low-sugar/low calories formulas to fulfill customer needs for healthy products. Oishi implemented comprehensive marketing communications under the campaign “Tea for the emperor” in the last quarter of 2015 via all advertising media. As for marketing campaigns for social contribution, Oishi launched the campaign “Love Mom with Oishi” in August 2015. Such activities encouraged the sharing of love in the family. Oishi wanted to encourage the young generation to show their love to their mother in their own style via TV advertising and digital media, as well as allow children to see a movie for free of charge together with mothers nationwide on Mother’s Day. This campaign received great feedback, with more than 20,000 participants nationwide on August 12, 2015. There was also a campaign allowing Oishi consumers to participate in the lucky draw and obtain gifts for their mothers.

Thai Drinks Co., Ltd. In early 2015, the company launched a new product, “Jub Jai”, a Jub Liang herbal tea, which is enriched with 10 traditional herbs. The product aims to be tasty, refreshing, and good for health, with herbal benefits that can quench thirst. The company utilizes an innovative production technology called “Cold Aseptic Filling” which contributes to 100% germ free, high quality, and maintains herbal benefits completely.

In 2015, “Jub Jai” carried out a marketing communication activity called “Jub Jai boosts public spending fair” in 8 provinces nationwide in order to encourage Thai people to spend more on affordable products, and stimulate cash flow in the economy – with more than 60 outlets of local SMEs participating. In addition, Young Entrepreneur Chamber of Commerce (YEC) provided investment knowledge to the general public, with the aim of entertaining and educating participants. In each province, there were more than 10,000 participants on average.

In conclusion, all of ThaiBev’s business groups have organized different and diverse marketing communication activities, ranging from promoting consumers’ health, enhancing corporate social responsibility, sales promotion, to lucky draw - all of which were organized to give back to the consumers for their great supports, and reinforce leadership of ThaiBev products. Nevertheless, all the activities and communications to be released to general public need to be carefully considered by directly responsible persons, and reviewed by the Office of Legal Affairs in order to ensure that the Company’s operations comply with the laws and truly maximize benefits to our consumers.

As of date 31 december 2015

“In addition to recognizing the importance of producing our products responsibly, ThaiBev also focuses on the development of corporate excellence - creating values, and being a role model for society and all stakeholders. ThaiBev efforts in developing society, communities and the environment will promote stability and sustainable growth. This is also a form of resilience that enables us to operate business without conflicts and while also being recognized by society. These things will build the confidence of our stakeholders and shareholders, not only in regard to their individual interests, but also in regard to our sustainable growth alongside society. I believe that with strength and sincerity, ThaiBev will be able to gain global recognition.” said Mr. Vichate Tantiwanich, Senior Vice President - Corporate Services, Thai Beverage Public Company Limited. Creating activities for local communities – ThaiBev has evaluated its community activities’ relevance to communities, society and other stakeholders, in comparison with the Organizational sustainability materiality (local communities) and the UN Sustainable Development Goals.

Most of the projects initiated by ThaiBev relate directly to community and society development. These are followed by initiatives aimed at employees and public sector; currently, few projects are directly focused on NGOs.

The UN defined a total of 17 sustainable development goals to be achieved within 2030 as follows:

The 17 Sustainable Development Goals

ThaiBev seeks to contribute to the achievement of 5 Sustainable Development Goals as set out below.

Most ThaiBev projects are consistent with the UN Sustainable Development Goals 3 and 4 which concern Good Health and Well-Being and Quality Education. As a Thai company and a role model for corporate citizens, ThaiBev is determined to launch projects that benefit Thai society, including the Thai communities in which ThaiBev are operating, customers, business partners, employees, and all stakeholders – as demonstrated through the many projects and activities of the Company over the past 20 years. We have a “community activities planning policy” that can be taken as the guide for others to follow and extend in a continuous and sustainable manner. Our activities are, moreover, diverse and comprehensive to fulfill the needs of each community – as well as consistent with the UN Sustainable Development Goals in many aspects. Our projects, for example, contribute to promoting good health; developing education; promoting adaptation for sustainable and innovative industry; promoting jobs to stimulate the overall economy; building sustainable communities; preserving, restoring and promoting sustainable use of terrestrial ecosystem and sustainable forest management to stop the loss of biodiversity. As a result of our efforts ThaiBev received the “Best Strategic Corporate Social Responsibility Award” from the event “5th Alpha Southeast Asia Awards”, held by Alpha Southeast Asia magazine. The award is based on the 5th annual opinion poll to find Southeast Asia’s top companies. The votes were collected from 520 financiers throughout Southeast Asia, Europe and USA. The voters consist of stocks analysts, fund managers of large institutions, pension funds, personal financial consultants, and insurance companies, hedge funds investing in Southeast Asia, including analysts from highly specialized securities companies.

ThaiBev classifies social contribution activities into 5 main categories:
  1) Society and Community Development, of which Community and Environmental development is a subset
  2) Education
  3) Public health
  4) Arts and culture
  5) Sports

ThaiBev received the “Best Strategic Corporate Social Reponsibility Award” from the event “5th Alpha Southeast Asia Awards”.

In 2015, ThaiBev spent a budget more than Baht 440 million to support these activities and projects as shown in the details below.

When including other social contribution projects since 2003, ThaiBev has spent a significant amount of money to support various projects. All our projects are focused on building economic, social and environmental value, in a sustainable manner as we believe that investing in society and sharing benefits will develop the society alongside our own corporate excellence. For us, it is not a company expense but, rather, an important investment for the organizational stability and sustainability.

ThaiBev has a clear direction for carrying out community and social development projects. We support the community and local people to be able to help themselves in regard to fostering their livelihoods, local values and intellectual development. To enable these communities to enjoy sustainable growth together with ThaiBev, we have set a policy to develop community model that encourages members to become sustainably self-reliant, provides opportunities for them to think and make contributions to their own communities, as well as undertake projects on their own in the long run.

Category	Percentage of Total Costs
Charitable Donations	29%
Community Investments	7%
Commercial Initiatives	64%
Total	100%

ThaiBev Commercial initiatives consist of over 100 sports tournaments sponsorship, Organizing and supporting competitions to promote and preserve arts and culture projects, Thainess to the world project.

We had contributed most of money in doing sport and Art & Culture activities to promote "Sportsmanship" and "Thainess". ThaiBev is our corporate brand that represents "giving, kindness, freshen up, and Thainess". In addition, Thailand is land of smile, Thai people are always be generous and kind. We want to present those kind of good images to the world. Also, we have encouraged Thai consumer to be proud of being Thai and consuming Thai products. More, ThaiBev promotes "Sportsmanship" or "Human development" theme via Sports activities, music, art, Thainess event sponsorship to communicate with regional and global consumer market. We have been supporting and sponsoring all kind of sport athletes, sport events, musicians, artists, and talented people with hoping to to develop leaders to a better world. We annually participate as an active partner of "Sport Expo". We did launched TBFA (ThaiBev Football Academy) project to train youths in football playing skills that is aligned with international standards, free of charge. We believe that Sportsmanship can demonstrate a good & common characteristic of mankind. Furthermore, we have been supporting Thai talents to succeed their dreams and giving them opportunities to show their abilities to the eyes of the world.

In 2015, ThaiBev donated almost THB 250 million for Charitable donations which include art and culture festival, environment preservation, education & Sport scholarship, and medical service development.

Our community investments consist of community role model projects such as 1 Tambon 1 Social Enterprise project, Huai Hong Khrai Royal Development Study Center Cooperation Project, Ping River and Western Forests Conservation Project. Rather than just donating money on community investment, we do concern on the concept of self-reliance and sufficient economy theory which initiated by Thailand King, Bhumibol Adulyadej. We had been contributing time, knowledge, skills, innovation and workshop to improve more than thousands of farmers all across Thailand to improve their farming process and products. Continuously, we determine to help all of poor people in Thailand to be able to have a well-being health and sustainable life.

During 14 October to 11 December, 2015, we conducted a survey on the needs of communities and stakeholders to obtain information to support our community development efforts and improve our strategies in the following years. From the questionanaire survey results, our stakeholders placed emphasis on the following topics:

The survey results also highlighted our success in various sustainable development activities that ThaiBev has organized for the communities.

ThaiBev places great emphasis on our “Hub and Spoke” model, which aims to help build cooperation among stakeholders in carrying out community development projects. Its implementation starts with a community that has enough potential to be a model community (Hub) that can be developed to be a learning center which influences the surrounding communities to learn and rapidly follow the development process of the role model. The Corporate Social Responsibility (CSR) is the unit responsible for determining the criteria for consideration of the projects and procedures. Communities are divided into 2 groups, namely, the surrounding communities, and potential model communities (Hub).

ThaiBev has worked with different organizations and many leading companies that share the same goals of contributing to the sustainable development of communities, and is focused on building role model communities in every region. We also support community management efficiency, as well as the development of their human resources to be able to create value for the community, society, and the country at large.

ThaiBev believes that youths are an important human resource to the communities, and that building their capacity to have leadership and self-confidence will lead to strong connections between communities and ThaiBev. This belief has given rise to a number of projects that can prepare youths to be ready for the role of creative leaders, who can contribute to projects and cooperation that will bring changes and sustainable growth to the community. One of these projects is the Model Youth Project of Bang Khu Wat community.

Apart from the communities surrounding the operations, ThaiBev has also worked with other communities with potential to be a role model. We evaluate the community by analyzing the strength of community leaders. ThaiBev believes that to raise consciousness, we have to start at the individual level, followed by the community level once it has a strong leader and network for expanding to other communities rapidly and effectively. In association with the Right Livelihood Foundation, ThaiBev identified a number of highly successful projects that have now been accepted and used as a model in many areas in Thailand. The company has not only given financial support, but also learned together with the community. We have chosen three areas for development from 2013 to present as follows:

1 Tambon 1 Social Enterprise Project
Role Model of self-management in terms of community-based economics, as well as forest and water sources preservation, and mutual support through cooperation from all sectors

Stakeholders	Objectives	Procedure	Results (evaluation)
The community in Pone Thong sub-district, Chaiyaphum province	• To develop the learning resources for organic farming • To reduce household expenses in relation to rice and vegetable farming • To develop potential, knowledge and skills of the change leaders in organic farming, technology for increase of rice and vegetable productivity, and management to the leader of change • To develop a demonstration field and increase productivity of organic rice and pesticide-free vegetables for more income	• Developing the production system of germinated brown rice to fulfill market demands • Improving the community drinking water production system for cost saving of local people and for generation of income from selling clean water, so as to stimulate the sub-district economy • Driving the master plan of the sub-district to stimulate the economy through organic farming across the sub-district:  - To have a demonstration system of rice intensification - for 20 Rai in 20 households (Riceberry)  - To demonstrate organic farming for 25 families  - To develop a biofertilizer to support and reduce cost of organic farming in the sub-district	• Products from the community enterprise at provincial level • Role model in building the community-based economics by means of organic farming in the whole sub-district • Learning center for processing germinated brown rice
The community in Bua Yai sub-district, Nan province	• To extend the community activities based on the sub-district strategic plan covering various dimensions of the community (tourism, herbs, natural resources conservation) • To develop the group of activities/small and micro community enterprise for more income and community economic development • To develop an operational mechanism in an integrated manner to reflect overall capabilities of the community • To restore resources and community way of life	• Recording locations and information of the target areas by using GPS device • Collecting information on consumption of ThaiBev products • Calculating amount of water in the streams • Building check dams/ semi-permanent check dams • Building alternative energy source to obtain water for organic farms	• Restoration of soil, water and forests by 1 Rai Organic Farming Project, totaling 541 Rai and 302 households • Managing water from lower to higher land at 11 spots (hydraulic ram) • One of the community role models was a guideline for the National Reform Council to formulate plans • Development of a water system for organic farming, including maintenance of waterworks and expansion of the areas where we apply the hydraulic ram for the restoration forests in Nan province to become thoroughly fertile
The community in Khao Than sub-district, Surat Thani province	• To extend community activities based on the sub-district strategic plan covering various dimensions of the community (tourism, herbs, natural resources conservation) • To develop the group of activities/small and micro community enterprise for more income and community economic development • To develop an operational mechanism in an integrated manner to reflect overall capabilities of the community • To restore resources and community way of life	• Educating on integrating resources in the community to create the community-based economics through tourism and local resource preservation by tourists and local people	• Role model in preserving the mangrove forest and aquatic animals through the community’s management system • Creation of ecotourism to boost local economy • Youths gathered to connect and work together for the whole sub-district. Previously, development had been carried out separately by each group.

Objectives
Books for Young kids – Year 1 • To create a sustainable project based on the development of community members and society under the concept of Building Good Community with Smiles Project. • To give opportunities and build knowledge foundations through learning materials and activities for youths in remote areas, especially in schools under the royal patronage of HRH Princess Maha Chakri Sirindhorn.	Books for Young kids – Year 2 • To create a sustainable project based on the development of community members and society under the concept of Building Good Community with Smiles Project. • To give opportunities and build knowledge foundations through learning materials and activities for youths in remote areas, especially in schools under the royal patronage of HRH Princess Maha Chakri Sirindhorn. • To celebrate HRH Princess Maha Chakri Sirindhorn, “Top Reading Role Model Princess”, in honor of her 60th birthday anniversary.
Target groups
• 100 schools surrounding ThaiBev operations nationwide.	• 100 Border Patrol Police schools nationwide.
Results
• Youths are encouraged to love reading and learning from the books provided by the company.	• Youths are encouraged to love reading and learning from the books provided by the company. • 100 youths from Border Patrol Police schools submitted 369 essays to join the competition. • “Sharing for Reading” Project received 1,500 books from the public’s donations to Border Patrol Police schools. Apart from the first 100 schools.

This project, aiming to help make socially-minded young entrepreneurs’ dreams come true, is carried out under the cooperation between ThaiBev and Sirivadhanabhakdi Foundation in association with the University of the Thai Chamber of Commerce and Thai Chamber of Commerce. The project gives the opportunity to youths to become real entrepreneurs while they are still studying, as well as cultivate business virtues, ethics and responsibility for the society. The first year of the project continues to contribute to making the young entrepreneurs’ dreams come true. The young entrepreneurs have now operationalised their business plans with two approaches were adopted: developing a start-up based on initial capital of Baht 20,000, for the duration of one year, and UTCC BETA DUMMY COMPANY, a simulated company. We presented certificates to the participants of both groups in 2015.

The start-up option was a chance for 37 entrepreneurs who are studying in their second year to learn how to conduct a real business on their own. The foundation gave them Baht 20,000 per person, totaling Baht 740,000, to fund their start-up business. Each young entrepreneur will have an opportunity to individually operate their business for a year. The types of businesses included clothing and fashion, snacks and foods, skincare products, air fresheners, and others. Over the course of the year, participants faced numerous challenges, ranging from making investments, identifying locations for sales, products not meeting the requirements of customers, among many other challenges – thus gaining real business experience. One example of success from this project is Ms. Yankawi Piemsukon, a participant of Beta Young Entrepreneur in year 3. Her “Angela” juice cup drink earned Baht 60,000. The selling price was Baht 10 each and it was sold daily between 14.00 – 20.00 hrs. Sales totalled approximately 200-300 cups each day, but on Wednesday and Sunday during the market fair, she could sell up to 500-600 cups. Within almost one year, she earned a total of Baht 60,000, which was considered a success in line with her goal.

The UTCC BETA DUMMY COMPANY (a simulated company) was provided an initial budget of Baht 1,000,000 by the Foundation, and involved 42 participants in year 2. Following a brainstorming process, the participants were assigned to 3 business groups: clothing under the brand “UNISAi”; a snack box under the brand “Koom Ka”; and beverages sold in the university under the brand “Gang”. Throughout the course of the business, each group received continuous advice from ThaiBev staff, business gurus and university professors. The project was aimed at enabling them to learn how to work with others, exchange ideas, and take responsibility together as a team.

An example of success from this project comes from Ms. Pornchanok Jirapongsathon, a participant from Beta Young Entrepreneur in year 2, and a representative from UNISAi clothing brand, which earned Baht 179,032. UNISAi’s concept is a comfortable T-shirt for both men and women, coming in neutral colors of black, white, and grey. The T-shirts have a symbol of a sailboat which is the university’s symbol. The T-shirts were sold at Baht 250 each. Sales were conducted online via Facebook and Instagram, and the products received positive feedback. The profits were divided into 3 parts: 50% for social contribution; 30% for the group members; and 20% for participants of the project in the following year. Students who participate in the project also gain opportunities to participate in various activities of ThaiBev so as to promote their morality, ethics, and social responsibility. For instance, Beta Young United participated with ThaiBev to Fight the Cold and Building Good Communities with Smiles, as well as We Are Volunteers in the Water Festival 2015 and River Festival 2016. These activities focus on cultivating youths to realize their duties and responsibilities, self-devotion, and generosity, all of which we believe will further guide them to develop into good entrepreneurs and citizens in society.