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Spotlight Collaborating and Synergizing Create Excellence for Our Customers Loading Data… As our organization focuses on driving operations through innovation and digital technology, a vital engine is undeniably the Data Science team that helps connect data, technology, and business together. As the team collaborates with every function across the organization, Passionate Experiences’ interview with two Data Science team members reveals insights into their work, their inspiration, and their role in our company’s pursuit of excellence for customers. Kanlaya Rattanyu AI and Advanced Data Manager “Data Science operations handle use cases related to AI. Supporting all business groups within our company, we have categorized them into 10 functions—Customer and Market Insights, Packaging Design & Product Reliability, Production Planning, Raw Material Sourcing, Production and Process Optimization, Asset Maintenance, Quality Control and Inspection, Warehouse and Logistics, People, and Finance. Our team collaborates closely with staff in these functions to make positive business impacts together. “For example, when Maintenance asked us to integrate AI into the monitoring and decision-making process specifically Vibration Analysis or Motor Current Analysis, our goal was to ensure our AI tools can detect any issue before a breakdown in downstream stages. We have now rolled out our AI-enabled system to various plants including those in foreign countries and downstream. “There is no rosy path in a data science project. But we keep going because we know impacts from our efforts will be well-worth. That’s why no matter what we come across our path, we strive hard and harder to push through. Our passion is rooted in business impacts we know will happen from our project. We also see every challenge as an opportunity for self-improvement.” Pawitra Nopsuwan Data Scientist “Data science supports Customer and market insights with a diverse range of customer-related tasks, including finding new customers. AI can help analyze the list of registered businesses and identify which ones may buy from us. Following the identification, our sales team can reach out to prospective customers with a higher success rate. Data science, moreover, supports customer analyses. While tracking customers’ changing behaviors, we can also alert relevant teams as to which customers have the likelihood of stopping buying. We can also provide customer-care guidelines. “The challenging part about this job is working with various new people, because it takes time to learn others’ work style and approach, fine-tune, and visualize the same picture. Currently, our company has encouraged all employees to learn about AI via various courses and to apply AI to their jobs. With greater understanding in AI and more widespread AI applications, communications flow much smoother. “I am happy working because I can see how my output benefits our organization. My job also provides me with opportunities to exchange knowledge and perspectives with colleagues. Such discussions bring us closer. So, we can talk about various kinds of things. That’s kind of making me want to come to work every day.” News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…

P-DNA EMPOWER TEAM & HEAD TOWARDS SHARED GOALS Loading Data… In today’s complex and rapidly changing business world, seamless collaboration is the key to unlocking excellence. In this issue, we sat down with Mr. Bhakkawat Bhasipol, Managing Director, Siam Kraft Industry Co., Ltd., to find out how this new-generation executive has fostered seamless teamwork for the company’s sustainable growth throughout the past few decades. 20 YEARS OF ADAPTATION OPPORTUNITIES Mr. Bhakkawat started working for the company in 2000 as a plant engineer and later received a company scholarship to pursue an MBA overseas. After he returned to Thailand, he took on a wide range of challenging roles, from business planning and international sales to sourcing management and corporate-level strategic planning. “The major turning point in my life was my transfer from the international sales field during the Hamburger Crisis. Back then, domestic demand faltered, and we had no other choice but to tap into overseas markets,” he recounted. “I was really worried because with my engineering background, I was never a salesman. But over time, I had learned to apply my experience to my new role. Data analyses were made to assess the demand/supply of each target country. Digging deeper then revealed new opportunities. I have eventually realized that there is no task we could not accomplish, as long as we apply what we have.” CHANGE & GROW TOGETHER In a high-level executive position, Mr. Bhakkawat not only takes on more responsibilities but also adjusts his mindset toward people management. “I used to think we couldn’t change others. We could only change ourselves. However, while studying in the Advanced Management Program, my executive coach explained that my beliefs were just partly true. With coaching, coachees can develop. If I were to stick to my old beliefs, it would mean coaching was meaningless. It is necessary to understand that people can change and improve,” he interestingly shared his experience on this shift in thinking. “From that time on, I no longer focus solely on changing myself. I communicate and coach to help others develop their potential and fine-tune for smooth collaborations.” SEAMLESS COLLABORATION BEGINS WITH PURPOSE “In large organizations, conflicts naturally arise. The production team wants big production volumes, while the sales team wants the best products at the lowest cost. Each team has its own KPIs. So, we need to step back and look at the bigger picture like our organization’s purpose. For example, SCGP’s goal is to make the world a better place. If everyone, regardless of department, shares the same vision, their smaller goals can be adjusted and aligned in the same direction,” he continued. COMMUNICATION FOR MUTUAL UNDERSTANDING Mr. Bhakkawat also shared a real case about a customer’s demand for a special-grade product requiring extremely high cleanliness standards. “After listening to the customer’s brief, the quality management team interpreted it as the requirement for 10-PPM (parts per million) cleanliness. That would mean the manufacturing team would need special raw materials and more time, resulting in higher costs. “We then decided to double-check with our customers and all relevant staff, which enabled us to find out that the customer was fine with the 400 PPM. So, we could produce products for our customers without the need to use special raw materials or production processes. This case makes clear that we should communicate and connect with the customer for the best solutions.” BRIDGING THE GAP FOR POWERFUL TEAMWORK In the eyes of Mr. Bhakkawat, the age gap within the workforce presents opportunities. “I am on the border between Gen X and Gen Y. But now, more Gen Zers have joined the workforce. In this multigenerational context, it is important to be understanding. Older staff should be open to the younger staff’s perspectives and knowledge, while the juniors should learn from the seniors’ experience and prudence. If we combine the strengths of different generations in our corporate culture of Customer and Consumer Centricity, Seamless Collaboration, Proactive & Agile, Inspiration & Innovation, our organization will enjoy solid growth, and we all will be happy at work.” For personal development and professional success, Mr. Bhakkawat recommends his long-held 4D principles: Discipline Considered the foundation of everything, discipline starts with small actions such as being punctual and keeping one’s word. These characteristics are essential to professionalism. Decisiveness Leaders have a duty to make decisions. A team cannot move forward if its leader does not take a clear stand, and decisions must be made based on facts and data. Development The world evolves so fast that today’s knowledge may no longer be relevant tomorrow. So, keep learning and take good care of our health. Dedication Build the next generation. Be open to the fact that younger people are tech-savvier and understand new-age consumers better. Our role is to help them grow. News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…

Lift up your voice OLIC DRIVING HEALTHCARE BUSINESS WITH SUSTAINABILITY Loading Data… For over 40 years, OLIC (Thailand) Limited, a proud member of the Fuji Pharma Group, has established itself as one of Southeast Asia’s leading Contract Development Manufacturing Organizations (CDMO). The company operates with a strong commitment to environmental care and sustainability, including its collaboration with SCGP on Carbon Footprint-certified packaging to support its carbon emission reduction goals. Mr. Takefumi Sagara, Managing Director of OLIC (Thailand) Limited, shares the company’s story and business philosophy as OLIC enters its fifth decade with a commitment to being a leader in sustainable healthcare business in Asia—elevating quality of life while reducing environmental impacts. BUSINESS FOR BETTER QUALITY OF LIFE OLIC was founded in 1984 with its head office and facility in Phra Nakhon Si Ayutthaya, Thailand. The company offers one stop services ranging from formulation development, manufacturing, analytical services, regulatory services, and logistics—pushing further to create accessibility of “Innovative Products” in ASEAN markets to patients and healthcare professionals. OLIC’s pharmaceutical and healthcare products serve global markets, including Asia-Pacific, Australia, Europe, and North America. Additionally, OLIC focuses on providing women’s healthcare products that correspond with Fuji Pharma’s long-term vision. “OLIC is more than a manufacturer or healthcare provider. Every step we take reflects a deep responsibility to people, society, and the planet. We’re committed to building a healthier, more sustainable world. Where caring for people also means caring for the planet,” Mr. Takefumi Sagara says. PURSUING NET ZERO WITH SUSTAINABLE PACKAGING Beyond its manufacturing expertise, OLIC places priority on sustainability. Over the years, the company has implemented numerous projects such as investments in clean energy, including implementing many Sustainable Procurement Projects as part of its commitment to SBTi and achieving Net Zero by 2050. OLIC signed MOU with Thailand Greenhouse Gas Management Organization (Public Organization) or TGO, ECEE, and 19 other organizations to attain Net Zero greenhouse gas emissions, while creating environmental and social awareness among employees and across the supply chain to meet Ecovadis, SMETA, and Thai Green Industry standards. “We chose CFP-certified packaging to support our carbon emission and reduction goal and ensure transparency in our environmental impact. Packaging materials contribute significantly to carbon emissions, so selecting CFP-certified options helps us track and reduce that carbon footprint. FSC is also needed for consideration as well to ensure our paper comes from forests managed in a way that preserves biodiversity, water resources, and ecosystems. It helps reduce deforestation and promotes reforestation. In the near future, low-carbon products are becoming more common. It shows our customers and everyone that we’re focused about sustainability in every part of our operations and OLIC supply chain,” Mr. Takefumi Sagara explains. SELECT A PARTNER WITH SHARED GOAL OLIC selects its partner based on a balance between high-quality and cost-effectiveness, plus the partners that can provide a sustainability solution will be prioritized for the evaluation process. “SCGP has met our expectations by providing innovative and sustainable paper packaging that fulfills all our requirements, both in terms of performance and environmental responsibility. This aligns with our sustainability goals and contributes to creating positive impact and shared values by delivering sustainable products to customers and patients. It also builds trust with customers who care about the environment and gives us a competitive edge by showing we are ahead in providing low-carbon products and sustainable products to customers and patients,” Mr. Takefumi Sagara says. “Going forward, we’re planning to enhance our eco-friendly packaging by focusing on materials with lower carbon emissions and improving packaging design across the entire product life cycle—from sourcing and production to using less of resources until recycling after use. Collaboration with partners is a key success factor for us, especially in developing innovative and finding solutions that meet both sustainability and business needs. And if our partner shares the same focus on environmental care and sustainability, we are always ready to embrace innovations that resonate with our business philosophy,” Mr. Takefumi Sagara concludes. News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…

Spotlight Inspiring Adult Playground Leads to Customers’ Innovations Loading Data… “Customer and Consumer Centricity”, a core SCGP value, has driven continuous efforts to apply innovations for increasingly better manufacturing chain and modernized management system while answering economic, social, and environmental needs. Below, two engineers fromTechnology and Engineering Division, Technology Sustainability and Productivityshare their inspirations and talk about their contribution to innovatively efficient packaging. choose the right tool and machine for higher manufacturing efficiency and lower costs. “Our main challenge is how to optimize manufacturing process within budget. It’s quite a big challenge especially in light of the fact that raw material prices are volatile. “After years of working, I have seen how packaging has evolved in terms of materials and functional purposes to better respond to customers’ needs. I have witnessed how our company has presented worthy alternatives to consumers. I feel proud of being part of its development process. It is important for us to share the company’s goals, constantly improve processes, and effectively communicate with outsiders.” Thirada Techachainiran Engineer, Fiber Technology – SCGP “Our team has leveraged digital and AI technology to support the main team and the Manufacturing Department. Innovations have been applied for enhanced data analytics and key parameters, which are related to the manufacturing process. Following analyses, we have explored ways to maintain excellent product quality at reasonable costs. “To me, there are just two challenges – to do something others have never done before and to adapt to customers’ ever-changing needs to best answer them. One of our proud projects is MIPA (Manufacturing Intelligence Production Assistant Platform), which successfully optimizes manufacturing process with AI. It delivers positive financial and environmental results. “In our team, the leader encourages younger team members to present their ideas both inside and outside the company. To me, it’s like we have got an adult playground where we can explore, learn, share both ideas and inspirations, and grow together. Netipoom Lertworadilog Engineer, Packaging Material Technology – SCGP News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…

Charting Fajar Paper’s Future Loading Data… The Journey and Growth at Fajar Paper Mr. Yustinus is the three-decade architect behind Fajar Paper’s transformation from a two-machine operation into an industry leader. Now, in his second term as President Director – Fajar member of SCGP, his tenure is defined by successfully navigating financial crises, leading expansion, and masterfully executing complex ownership transitions. His foundation was built on a Master of Industrial Engineering from the Georgia Institute of Technology and a Master of Business Administration from the State University of New York, followed by expertise in business system integration at Andersen Consulting. He joined Fajar Paper in 1995 as an engineer, mastering production and logistics. The true test of his strategic acumen came during the 1998 Asian financial crisis. His crisis leadership culminated in his promotion to Chief Operating Officer in 2010 and finally taking the ultimate helm as President Director in 2014 and 2024, solidifying his role as the key leader. “The 1998 Asian financial crisis called for innovative solutions, with the domestic market collapsing and the currency exchange depreciating around 600 percent. The impact was severe, as most of the company’s debt was in US Dollars. After a change in management, I was appointed as Marketing Director. From then on, I took on additional assignments over production planning, logistics, and domestic recycling material sourcing, implementing improvements from manual systems to a computer system. In 2010, I was appointed as Chief Operating Officer (COO), managing all mill operations except Finance and Sourcing. Then, in 2014, I was appointed as President Director. “Since 1995, Fajar Paper dramatically increased its capacity from two machines to six machines. We navigated many challenging milestones. Despite a financing freeze on the paper industry between 1998 and 2007, we expanded to our fourth machine (BM7) in 2007. I was part of the team that went on a roadshow to secure a bond issuance for the expansion. The company successfully issued a bond, making it the first paper company in Indonesia to do so for expansion during that period. Later, in 2015, the business faced extreme headwinds as consumer goods were down, paper prices dropped, and costs rose. To combat this while constructing BM8, we launched a new revolutionary innovative product: high-performance lightweight paper. This breakthrough involved substituting higher grammage paper with similar-strength, lower grammage paper. This pioneering product helped Fajar Paper pass the crisis, establishing us as the pioneer of lightweight paper in Indonesia.” Under the guidance of the founder, Mr. Winarko Sulistyo, he gained comprehensive exposure to challenging situations, which compelled him to master nearly every facet of the company. In 2019, following SCGP’s Merger & Partnership, he was appointed as the Operational Director, tasked primarily with ensuring a smooth organizational transition and maintaining legal compliance. In 2024, he was reappointed as President Director. His main responsibility is the crucial task of guiding the company back to positive EBITDA and subsequent profitability. Adapting Leadership Style “My leadership style has evolved across three stages. First was the Authoritative style, heavily influenced by the founder. Given our debt and strong competitors, every move had to be fast and executed precisely—we were in the war every day. While this hands-on, directive style helped us pass several crises. “Next is the transition period to SCGP in 2019, I shifted to a Transformation Style, focusing on communicating the vision change from a stand-alone company to a part of the SCGP family. “Now, targeting a turnaround, my style is a combination of Transactional and Authoritative. Management sets clear targets, rewarding achievements, but retaining the authoritative approach where speed is needed to get jobs done faster and more efficient.” Business Outlook and Our Competitive Edge The Indonesian packaging business is significantly shaped by Fajar Paper, which commands approximately 32 percent of the domestic market share. The current market environment is severely challenged by an oversupply of nearly two million tons. Despite these immediate pressures, the long-term outlook for the region remains positive, with Indonesia’s growth projected at 4.7 percent in 2025. Fajar Paper retains a very strong brand presence, earning deep respect from customers, who often refer to the company as their “big brother”—reflecting the close and enduring bonds built over time. “Our customer relationship and commitment are our strongest competitive advantage. Since most packaging factories are owner-run. They want quick, simple communication, and we provide a convenience, where owners can contact me directly for quick decisions. We also offer services and solutions, including just-in-time delivery, which minimizes our alliance customers’ inventory and working capital. Our product is sustainably sourced and approved, a key requirement for multi-national companies, enhancing our competitive advantage.”   Work Guiding Principles and Message to SCGP Staff “I have two work guiding principles. My first is ‘there is no such thing as impossible, only unwilling’. Many people prematurely claim things are impossible. I was taught the value of persistence, and I push the team to try as much as possible—it may be hard, but as long as it is doable, we should go for it. My second guiding principle is ‘try your best, and God will do the rest’. It is a religious belief. When I try my best, I won’t regret the outcomes, knowing some things are beyond my capabilities, and I believe God will help when you do something good with your best efforts and in God’s way. “As my senior advised me, everyone was hired to be a CEO. Therefore, you must strive to develop and challenge yourself to put in the necessary extra effort and time for significant achievements. Always grab opportunities to expand your knowledge. Finally, adapt to new technologies and embrace cultural differences, since SCGP will always be at the forefront in applying new technologies and operates in many countries with different cultures.” News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…