17 May 2021

Employee Caring and Development

Employees are key drivers of the organizational readiness for the increasingly competitive and fast-paced business climate. SCG actively develops the skills and competency necessary to support business transformation in the future among employees, with emphasis on the concepts of consumer centricity and circular economy principle under the culture of lifelong and multimodal learning.


  • 100% of employees in Thailand receive performance assessment and an Individual Development Plan (IDP) on the Learning Management System (LMS) continuously every year
  • 72% employee engagement rate in 2022 based on the total number of employees (domestic only)


  1. Create a culture of learning and coaching and mentoring in which employees are responsible for their own learning and self development and are supported by supervisors.
  2. Enhance employee competencies to meet the business competitiveness and develop leaders to have attitudes, knowledge and abilities, and be able to develop subordinates to have potential as an important force of SCG.
  3. Create a fundamental learning system by using the Learning Management System (LMS), with the same quality and standards across the region, and offer learning opportunities through digital classrooms.
  4. Create value for the organization to attract talents and competent prospective employees.
  5. Ensure that employee caring is equitable and thorough to foster employee engagement.


  • SCG has appointed committees and responsible functions to oversee employee learning at the organization level (Learning Council), at the business unit level (BU Academy Committee), and for each specific professional field (Professional Academy Committee) to take care of competency development for all employees.

2020 Performance

  • 100% of SCG’s employees in Thailand continued to receive performance assessment and an Individual Development Plan (IDP) on the Learning Management System (LMS) on a yearly basis
  • The total expenses of employee learning and development both internal and external are 786 million baht
  • SCG achieved 71% employee engagement based on the total number of employees (domestic only)

Re-Skilling – Up-Skilling in Anticipation of Business Changes

  • SCG has equipped employees to cope with changes through its courses that are geared towards re-skilling and up-skilling, such as Digital Literacy, Business Model Canvas, Design Thinking, and Data Analytics courses.
  • SCG has shifted away from training-based learning towards action learning and experiential learning as well as project-based learning.

Faced with the rapid change in business competition and customer needs, SCG recognizes the significance of re-skilling and up-skilling, which would enable all employees to cope with changes that may affect the business. Therefore, SCG has been consistently developing its courses to ensure that the employees understand business factors and key business strategies as well as adding new learning tools to accommodate learning behaviors and lifelong learning.

  • Developing courses on digital literacy: Courses on digital literacy, such as Big Data, Digital Marketing, Robotic Process Improvement, Internet of Thing (IOT), and Structured Query Language (SQL), have been developed to prepare employees for the adoption of digital technology at work. The courses have been designed in collaboration with leading educational institutions, such as Kasetsart University and King Mongkut’s University of Technology North Bangkok, to accommodate changes in industry, which requires the ability to innovate and obtain customer insights.

  • Shifting towards action and experiential learning: Greater emphasis has been placed on action learning and experiential learning, as evident in the Business Concept Development (BCD) course, in which participants learn about theoretical and fundamental knowledge in a digital classroom and then put what they have learned in practice for case study analysis and integrate all learnings into a project-based learning. Experiential learning is also incorporated into different courses, such as Business Concept Development, Young Leader with ABC, and Management Acceleration Program (MAP), in which managerial-level employees learn about operations of other companies overseas.
  • Enhancing business knowledge: The content of the Business Model Canvas (BMC), Design Thinking, and Agile Mindset courses has been incorporated into various courses for employees at all levels through different learning activities, such as case studies, peer-to-peer knowledge exchange, and practice, to ensure that employees understand SCG’s business landscape and the importance of customers.
  • Cultivating the principles of circular economy: As part of its sustainable development strategy, SCG adheres to the principles of circular economy and have thus communicated and raise awareness about these principles to new employees.
  • Expand course offerings for employees overseas: SCG has begun offering flagship programs, such as Business Concept Development (BCD), and various professional courses, such as human resources management, safety, environment, and marketing and sales, to overseas employees. SCG talents have also been given an opportunity to learn and attend Flagship Program, such as Management Development Program (MDP), in Thailand.
  • Developing skills for new working practices: SCG has introduced a new set of practices called “Test and Learn,” which is commonly employed by startups who places emphasis on value for customers and customer insights.
  • Future capability solutions: In 2020, 13 courses on future capability solutions were developed, such as Constructive Feedback, Coaching & Developing Your Team, Analytical Skills for Problem Solving and Decision Making, Business Strategy in the VUCA World, and Winning with Communication & Highly Effective Team, among others. In addition, five flagship programs were revised: SCG Ready Together, Young Leader with Abridged Business Concept (ABC), Business Concept Development (BCD), Management Development Programs (MDP) and Management Acceleration Programs (MAP), to align with business and changes, with content on design thinking, agile mindset, and customer empathy added to all courses in 2020.

Adaptation of Human Resources Management

SCG has improved its human resources management in anticipation of changes in both the business landscape and the behavior of the new generation in order to acquire key talents and prepare them for executive positions in the future.

SCG has actively been adding value to the organization in order to be recognized as the best company to work for and be able to attract talents across different professional fields at all levels where they have opportunities to for career advancement from operational to more supervisorial positions in accordance with their potential and career goals. As the business landscape and current lifestyles are changing, SCG has to adjust its human capital management to develop and retain employees, who are the essential business capital in the future.

Initiative for Talent recruitment, development and retention

  • Adjusting employee recruitment and selection:SCG has increased the proportion of mid-career recruits with experience and expertise in digital-related areas, retail, and logistics to accommodate its future businesses.
  • Researching other recruitment models:Because new generations of workers seek flexible hiring schemes, SCG has started studying various recruitment models other than regular employment, so that it can attract workers whose skills are in alignment with business needs and trends in labor markets.
  • Excellent Internship Program: In line with its policy to promote and develop the youth of Thailand, SCG has been organizing the Excellent Internship Program since 2002 as an initiative to recruit potential talents or students in the specific fields required by SCG. The program provides opportunities for third-year students from all educational institutions nationwide studying in a field relevant to SCG’s business operations to join a summer internship program, where they can learn and gain real experience by putting ideas into actions. The program also seeks to cultivate the concept of good governance to create and develop quality personnel, which will be a vital force in the development of the society and the nation in the future. In 2020, the program was held online and 110 students joined the program.
  • Preparing key talents:To ensure human resources preparedness for the business both at present and in the future, SCG has expanded its talent management to include Junior Management and Senior Management positions, which are considered critical positions for SCG. In 2020, about 30% of SCG employees were included in this category.
  • Developing the employee learning to talent management: Organize and encourage the employee to complete the Competency Assessment and Individual Development Plan together with the learning and development through the standardized 70:20:10 Model for Learning and Development in the Learning Management System (LMS).
  • Talent retention by revise job value assessment and develop career management:SCG has revised its job value assessment for executive positions to reflect the significance of their duties to the organization and form the basis for other areas of human resources management, such as rewards management, learning development, and career management.

Employee Engagement Survey

  • SCG conducted an employee engagement survey among domestic employees and found that 71% of the respondents felt a sense of engagement with the organization.

SCG regularly conducts employee engagement surveys among employees both in Thailand and the countries where it operates in collaboration with Aon, an outstanding world-class consultant and expert on employee engagement surveys. The survey is conducted every two years so as to leave enough time for suggestions from the previous survey to be actively implemented. The latest survey in 2019 found that the employee engagement rate stood at 68% based on all the respondents.

In 2020, SCG conducted an internal survey on domestic employees to obtain additional feedback from them. The overall score improved by 3% compared to that of the previous year. The suggestions and feedback were used to improve work plans at business, company, and business-unit levels