Suntory PepsiCo Vietnam Beverage Co., Ltd.

Education - Dynamic Contest

For years, SPVB has been taking advantage of all resources to bring the best opportunities for Vietnamese young talents to learn and exchange from people inside and outside the country.
For the last 24 years, SPVB have been accompanying the “DYNAMIC – The future entrepreneurs” contest and since 2017, we are proud to become its co-organizer with University of Economics Ho Chi Minh City for the new DYNAMIC start up version where the students had room to conceive and develop their own business ideas. Here are some highlights of Dynamic of the recent years:

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  Expand the participation of more universities: 14 participating Universities nationwide
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  DYNAMIC 2019 kick off events at 4 regions in 7 Universities reached +2,000 students
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  Cross functional contribution incl. local Sales/Finance/Marketing joint functional trainings for DYNAMIC students

Talk show with Mr. Mai Quang Vinh - Executive Vice President, Sales of Suntory PepsiCo Vietnam

Marketing training with Ms. Nguyen Xuan Linh Trang - Senior Marketing Director SPVB

Blocky (UEH) – The winning team of Dynamic 2019

Vietnamese students from Dynamic 2019 winning team visited the office of Suntory Beverage and Food Asia (SBFA) in
Singapore

Suntory PepsiCo Friendship Golf Tournament

The Suntory PepsiCo Friendship Golf was organized from 2001 to recognize the companionship, contribution and cooperation of its partners and friends to the overall success of the company. Since 2007, the event has been organized to raise funds for poor people living in poverty. This is the 16th edition of this popular event.

From 2007 to 2015, the raised fund from the tournament has been used to conduct 380 heart surgery donations, award 40 scholarships and sponsored thousands of Tet gifts for orphans and the elderly, support 30 disabled athletes with excellent academic results, build 6 health centers, 28 houses, 4 kindergartens and 2 informatics centers. In 2016 & 2017, nearly 1.7 billion was used to build 6 water supply systems in 5 schools and one island district of Ben Tre province to provide clean water supply for more than 4,000 people and children here and provide 74 water filters for more than 1,600 students in 7 schools and about 7,000 patients each year at two infirmaries in Tan Tru District, Long An Province.

Over 2.8 billion VND was raised from Suntory PepsiCo Friendship Golf 2018 and 2019 events by Suntory PepsiCo Vietnam in collaboration with the Sponsoring Association for the Poor Patients of Ho Chi Minh City was donated to bring clean water to students in Ben Tre Province via the "Clean Water for Primary Schools" program. In 2020, the tournament raised a fund of up to VND1,780,000,000 - the highest amount over years of organizing, given to disadvantaged children with cancer through Ho Chi Minh City Sponsoring Association for Poor Patients.

Mr. Nguyen Van Ranh - Vice President of Ho Chi Minh City Sponsoring Association for Poor Patients, received VND1,780,000,000 donated from the 2020 Golf Tournament

1. H&S Vision – Mission:

One of the key safety changes at SPVB was the launch of the vision & mission of safety on 31st Aug 2020. EXCOMs and CEO already approved for the new H&S vision and mission after carefully reviewed the proposal of H&S Director. This is the first time the company has established a vision of Health & Safety and Well-being. The purpose of the vision is to inspire and guide strategies for safety programs and to make sense of our safety efforts. SPVB expects everyone from people working in all plants to those working in offices or in the field come home safe after work every day. Nothing is so urgent for someone who works in plant to take a shortcut or bypass safety procedures and systems. Nothing is so pressing for someone who is on motorbike in the field to overspeed over limit or drive in a rash manner. It is not just about safety. We also expect everyone go come home in good health and well-being to fully enjoy time with their family and your loved ones.

Come home safe every day is not just our Company Vision. It is our EXCOM’s expectation and also our strong request to all the Leaders of the Company to do the right things, develop meaningful procedures, eliminate hazards and risks and ensure the compliance including people’s behaviors…etc. Your efforts and commitment will be recognized and appreciated through the smiles on the faces of our employees’ family members when they see their loved one come home safe from plant or office every day. SPVB believes that Come Home Safe Every Day is one of the Core Values and Principles for our Business and Operations. So, let’s work together to make this a way of life in SPVB.

Concerning to Operations and Supply Chain in 2021, the safety mission for this year is Safety Culture of Compliance and Disciplines. In the past few years, especially in 2020, we have made progress and improvements in safety at our factories. By the end of 2020, all five factories & distribution centers achieved the goal of no accidents affecting workdays for SPVB employees, subcontractors and 3PLs. We have also completed a compliance assessment of the safety of Utility equipment in all five plants. The Work Permit program has been applied. Reporting safety incidents has gradually taken shape in our safety culture.

However, these advances are only a very small step in making SPVB a safe workplace, ensuring the physical and mental health of all employees. There are still unsafe behaviors from some employees. There are still non-compliance conditions, even violation of safety regulations and procedures. And so, there are still some accidents, unfortunate safety incidents occurred. Because of this, the Board of Directors value the action of our 2021 safety mission to promote a Culture of Safety, Compliance and Disciplines. This focus of actions will help us build a strong foundation and support the development of safety at a higher level.

Fostering a culture of safe compliance and discipline will help us set safety standards, help every employee understand safety practices and standards, and help you build habits safety compliance and enforcement during work. With this in mind, we will bring the safety culture of SPVB to a new level. In doing this, we help SPVB become a better place to work. With this in mind, your colleagues will be HOME SAFE EVERY DAY!

2. 5 Must-Win-Battles (MWB)

From approved SPVB H&S vision-mission, this was made into details via MWB to have clear goals, targets and programs to be achieved by different work levels at both Nationwide and Plant team. The MWB is categorized into 5 pillars to specify actions as following: Building People, Building Systems, Building Compliance, Building Standards and Building Technology. Under each pillar, key specific actions are identified with clear programs and persons to lead it to the success. These are the long-term strategies that SPVB defined for the next 5 years, event 10 years to help the continuity of the programs to build safety culture. Specifically, on 5 MWBs overall below will give a full roadmap of what SPVB want to achieve:

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  MWB#1 (Building People): building commitment for leadership (ELSW), competence and skills for EHS Managers, Operation Managers, Line Supervisors, for people handling critical operations, and for operators.
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  MWB#2 (Building Systems): building Safety Culture system, ISO 45001:2028 system; KPIs Lagging & Leading, H&S Management SOPs & Guidelines and data analysis & control.
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  MWB#3 (Building Compliance): assurance the compliance of H&S legal requirement, safe operations of critical equipment and tasks, 12 Life Saving Rules, contractor safety management and H&S inspection.
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  MWB#4 (Building Standards): Building standards of visual control system, for process safety, for machine safety designs, standards of behaviors, designs & layouts, and for preparedness & response to emergency.
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  MWB#5 (Building Technology): building online safety culture survey, OHS Lawsoft, BBRM (Behavior-Based Risk Management), online reporting system, BOMP (Behavior Observation Monitoring Program), H&S Online Management system.

3. Corporate H&S policy:

From the very first beginning, a new corporate H&S policy was approved and signed-off by CEO on 18/11/2020, the highest level in SPVB. This is a replacement of old H&S policy which was signed-off by individual Plant Director at each plant. The new policy was communicated and visualized at all 5 plants to show employees to alignment and strong commitment from the top leaders of SPVB to the ground – operators at shop floor. In another hand, the new policy is another way of outlining of 5 Must-Win-Battles which were defined above for long-term journey of building safety culture. With this, SPVB is confident to face challenges, to admit what we were not done well and commit to make improvement.

4. Reinforcement of leadership commitment

What are the best ways to motivate employees and increase safety? This is a crucial question for just about anyone in a workplace leadership role. In SPVB, EXCOMs, Plant Directors and EHS team (Nationwide and plant team) were together joined in a workshop called Executive Leadership Safety Workshop (ELSW) to share the H&S performance results, focused actions, sustained action for next year when putting priorities, KPIs. By sharing this together directly, this gained trust among us, gained the understanding of safety programs and together move forward with aligned H&S agenda. The ELSW was first-time organized in SPVB and also be considered as the importance of positive reinforcement from leadership. Moreover, the ELSW level 2 (plant level) is organized online to all 5 plants leading by Plant Directors and support from Nationwide EHS. The alignment with PDs on of H&S Focused Action (13 Elements) and KPIs (7 KPIs) was made and showing the strong commitment to EHS again.

5. 12 Life Saving Rules (LSRs)

In 2020, H&S found that company rules have general terms in safety while there are 12 golden safety rules from safety. This showed that in-alignment from SPVB document and made difficulty in communication, event for disciplinary controls made. With the purpose to unify and make clear alignment of “safety rules”, 12 LSRs were alignment among EHS and HR team and started to be applied at all plants, all facility that SPVB managing. 12 LSRs are the basis and set employee’s mind when they start to do something: think and behave safely.

6. Compliance Assessment

To assure the lesson learnt to be carried forward for the prevention of re-occurrence, the operations of boiler/NH3 and air-compressors in DOP is in compliance against local specific requirements and standards, the new program of assessment of design safety and operations safety compliance audit was carried out by professional and experts in the industry of SOSHI (Ho Chi Minh City Science of Occupational Safety and Health Institute). This is deep dive assessment to identify and detect wrong or improper designs of the equipment. The experienced assessors also help to identify at-risk behaviors of the operators and confirm the status of compliance against legal requirements and standards. The assessment was already completed for 5 plants in 2020 and new scheme of 2021 is continuous to defined and carried out.

7. Collaboration of Operations Capability (Ops Cap)

Operational Excellence (OE) Operations Capability (Ops Cap) is a new function established in 2020 and leading by Ms. Nguyen Thi Ngoc Lanh. The function is about to improve the competence and skills of all defined work levels including EHS function. Therefore, as a representative of Nationwide EHS team Mr. Mac Dang Them is assigned as project leader for EHS part and collaborating with OE-Ops Cap Director to build-up clear Competence & training matrix for each level with required PL (proficient level), following up and assess the effectiveness of those training courses. This is demonstrated that a work cannot be completed with Solo culture, collaboration among departments is a key factor leading to best performance of work.

Moreover, clearly defined skill sets were completed defined for each function and work level which including awareness competency, core competency and advanced competency. The focus in 2021 is to build competency for Manager, Executive and Supervisor levels on 2 key courses:

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  BBRM (Behavior-Based Risk Management): completed for EHS Managers and now is rolling-out at plant
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  RCA (Root Cause Analysis): completed for HMP and BNP and will continue to roll-out for other remaining plants

8. Safety Culture survey

Safety culture is the collection of the beliefs, perceptions and values that employees share in relation to risks within company. Safety culture is a part of organizational culture and has been described in a variety of ways. One of methods to know about safety culture level of one organization is safety culture survey done by their all employees. This activity was completed in July 2020 for 5 plants and was validated by Nationwide EHS team with the confirmation of each Plant Director. The final 2020 score for the whole Operations-Supply Chain confirmed by Mr. Nguyen Duc Huy (EVP-Ops SC), Mr. Dang Thanh Tan (EVP-Ops) and 5 Plant Directors is 38 (Supervision) in ELSW in Ha Noi 27 Jan 2021. With the target of 52 score of safety culture for 2021, all work levels right now know what to do, what are responsibilities to contribute on their works.

9. Safety Talk

Safety talk – talking about 1 simple topic in a short period of time (approx. 30 mins), delivered monthly by leadership team PD, Managers or even from an experience employee. This is a new program deployed in 2019 by Nationwide H&S team, continued in 2020 with the purpose to provide simple & easy-remember safety knowledge to employees; step-by-step enhance safety awareness and make safety as priority in daily routine and non-routine tasks. The simpler, the easier to apply in employees’ activities! Safety should be easy to talk about. Given to everyone’s interest, a topic was discussed and chose properly and suitably and to make more effectiveness of receivers – our employees. This activity became monthly routine and let employees spread the spirit of “leading by example” from leaders to operators.

10. Restructure of Nationwide EHS Division

In 2019, EHS Nationwide Division was merged with QA to become QAEHS Department. In 2020, Nationwide H&S was separated out of QAEHS while Environment section was still in QA (QAE department). Moreover, EHS Department at plant was also busy to solve issues, problems, not have time to focus on building up competences, give professional advice to another department, etc. The change in organizational structure of H&S (plus E-Environment) was rapid and not stable enough to sustain performances and leading changes in safety culture. With the purpose to re-structure Nationwide EHS Division and EHS plant team to have right focus, right role responsibility and right person, the new structure of Nationwide EHS Division and EHS plant team already approved from 5th Mar 2021.

Environment section re-join EHS team while EHS Managers at plants will functional report to EHS Director. Each member of Nationwide EHS is in charge for specific role such as System & Standards, Compliance, Data Analysis while EHS Manager at plant will take lead a Nationwide project to build more competences. With this new structure, SPVB strongly believe that this will bring much more benefits, success to EHS in near future.

11. GEMBA (standardized with new process)

GEMBA is an exercise which requires a discipline demonstrated through planning, route, frequency and the monitoring of the execution. We haven’t executed GEMBA on the way we’re expecting! GEMBA is also the exercise which requires reporting and following-up with the actions to address issues or solve problems! We also haven’t executed GEMBA on the way we’re expecting. An effective GEMBA also requires direct dialogues with staff or operators to motivate right behaviors and understand barriers or challenges that prevent them from doing the right things or behaviors. We’re doing GEMBA as they way we’re doing an INSPECTION!

3 factors are now stopping GEMBA from becoming effective?

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  Lacking standards including safety standards for equipment, auxiliary equipment, tools and standards of behaviors for safe operations.
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  No GEMBA report form is available. Personnel who complete a GEMBA do report on their own way (E.g. Take photos during GEMBA and send to EHS managers through Zalo. EHS managers collect information and consolidate GEMBA report by Excel files).
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  No analysis of data collected from GEMBA exercises

Therefore, October 2020 it was the time for change! Changes in executing GEMBA in SPVB with GEMBA board (name of person L6+, frequency), GEMBA route (designed for each segment of plant), GEMBA report (complete and fill in the GEMBA Report when GEMBA is completed at each Pitstop during GEMBA Route), GEMBA dialogue (must interact and discuss with operators whenever a right behavior is observed to motivate employees or wrong behavior is observed to understand why the operator cannot perform right behaviors).

12. Safety value

Last but not least, SPVB is focusing to build “beliefs” for all employees via Safety Value with specific 6 actions to demonstrate. Belief is a psychologic term that when you believe a thing, you will do or follow that. Based on that methodology, Nationwide EHS set a group of 6 specific actions that employees need to comply with when they do a work as following:

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  All meetings always start with safety
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  Nothing is so urgent that safety is compromised
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  Safety is always considered in every business decision
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  Leaders always stop when noticing an unsafe act & condition
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  No employee is allowed to operate a equipment unless health and safety risks are tolerated by proper control measures
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  Health and well-being of employees are as important as their safety