Connected Packaging Innovation for Anti-Counterfeiting and Data Connectivity Loading Data… Connected packaging integrates digital technology for enhanced security, counterfeiting prevention, and higher product quality. Thanks to the integration, this innovative packaging connects products, brands, and consumers together in real-time through QR codes or NFC, allowing access to product information, demonstration videos, and various activities. As the access enhances communications with customers and supports marketing activities, connected packaging also serves as an effective marketing tool and channel. Protecting brands from counterfeits During e-commerce boom, the problem of counterfeits has become increasingly severe, particularly in pharmaceuticals, supplements, and cosmetics sectors. Brand owners have tried to solve the problem through various methods. But in the digital era, connected packaging has emerged as a highly effective and widely adopted solution. As part of Smart Packaging, it leverages unique QR codes printed on each package in providing product-specific data. Each code allows consumers to instantly verify authenticity with a simple smartphone scan. Beyond authentication, QR codes can also track distribution channels and consumers can buy with confidence from authorized outlets. Connected packaging safeguards against counterfeiting while delivering multiple benefits to brand owners. Building consumer trust: As consumers can verify authenticity themselves, they are confident that the product is genuine. Enhancing supply chain management: Products can be tracked from origin to destination, enabling quality control and preventing leakage. Strengthening consumer engagement: QR codes provide additional product information or promotional activities, fostering stronger brand-consumer relationships. Providing valuable marketing insights: Data scans can be analyzed to understand consumer behaviors and refine marketing strategies. Connected packaging offers an effective safeguard against counterfeiting while creating a competitive edge for brand owners in the digital era. Connecting Brands with Modern Consumers Boosting brand engagement: When consumers scan QR codes to view product-related content, brands are able to collect real-time usage data (such as scan behavior, interaction location, and time). This data can be leveraged for precise marketing strategies or integrated directly into CRM systems to enhance loyalty programs. Creating fun and value-added consumer experiences: In addition to accessing product review videos, games, and AR filters with simple scans, consumers can also easily get key product details such as origin, ingredients, and instructions. They can even receive personalized offers, which underline brands’ attentiveness and create direct interactions. Raising brand awareness: Connected packaging is a major tool in engaging customers, telling meaningful stories, and creating value for brands and customers on a sustainable basis. In all, it can foster long-term brand loyalty. News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…
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Charting Fajar Paper’s Future
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…
Srinanaporn: Creates Value for Business and Society through Eco-Friendly Packaging
Srinanaporn: Creates Value for Business and Society through Eco-Friendly Packaging Loading Data… Over a little over three decades, Srinanaporn Marketing Public Company Limited (SNNP) has grown from a traditional snack wholesaler into one of Thailand’s leading producers and distributors of snacks and beverages. The company has built well-loved brands such as Jele, Bento, Lotus Biscuit Stick, and a wide range of wafer brands that are familiar to consumers nationwide. Since its founding 33 years ago, the company has delivered delicious high-quality products—bringing happiness to people in every moment of life. Developing Business & Society Mrs. Kittiya Chaisathaporn, executive vice president of Srinanaporn Marketing Public Company Limited (SNNP), says her company’s business strategy goes beyond creating food innovations that meet consumer needs for taste, convenience, and health trends as the company is committed to operating with environmental and social responsibility to enhance consumers’ quality of life. Indeed, such focus fosters sustainable growth for both business and society. Guided by the focus, SNNP places strong emphasis on improving its supply chain—from efficient sourcing of raw materials and continuous production development to close collaboration with local communities. The company aims to create shared value among all stakeholder groups while ensuring full compliance with legal and corporate governance standards. Pursuing Carbon Neutrality with Sustainable Packaging “One of our key milestones is the adoption of packaging certified with a Carbon Footprint label, which we have developed in collaboration with SCGP. The move represents a crucial strategy to achieve our Carbon Neutrality goal by 2032 because packaging is the largest source of greenhouse gas emissions in our supply chain. Choosing packaging with Carbon Footprint label is not merely about corporate image or ESG compliance. It is a strategic decision grounded in scientific data and driven by the values of the new generation who is becoming increasingly environmentally conscious,” Mrs. Kittiya says. In working with SCGP, SNNP does not think just about choosing a supplier but a “sustainability partner” sharing the same vision. ESG practices, after all, require building an ecosystem that cannot be set up singlehandedly. Through the collaboration with SCGP, SNNP has developed packaging design that fits each product category, enhances material efficiency, reduces energy consumption across the supply chain, and promotes the use of eco-friendly materials—whether recyclable or biodegradable. The results are long-term, sustainable impacts on the planet. ESG Creates New Business Opportunities, Brand Credibility Mrs. Kittiya believes ESG practices have brought new business opportunities, because they reduce her company’s costs in the long run via waste reduction and lower transportation-related energy expenses while enhancing its competitiveness especially in overseas markets where environmental measures grow increasingly complicated. Aside, carbon footprint on packaging not only enables consumers to make more environmentally conscious purchasing decisions but also helps SNNP build trust and attract new customers. “Good packaging is not only about beautiful design or durability. To be good, packaging must also tell consumers how much brands care about our planet. Together with SCGP, we are committed to setting a new standard for Thai packaging that is both sustainable and globally competitive,” she adds. With its dedication to creating a proper balance for businesses, consumers, and the environment, SNNP continues to deliver tasty products for all generations while helping build a sustainable planet. Its standing strengthens its position as a leading snack and beverage company ready to grow alongside Thai society and compete proudly on the global stage. …………. News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…
When Consumers Tighten Their Belts—The Marketing World Turns Upside Down Now, It’s Time for Marketers to Do What They Have Never Done Before
When Consumers Tighten Their Belts—The Marketing World Turns Upside Down Now, It’s Time for Marketers to Do What They Have Never Done Before Loading Data… Today, businesses are walking a tightrope. Every step demands caution as consumers become budget-conscious at the time their financial resources are limited. Asst. Prof. Dr. Ake Pattaratanakun, a marketing expert who closely observes shifting consumer behaviors, shares with Your Answers today about what “changes” marketers need to embrace and how brands should adapt in the face of consumers’ shrinking purchasing power. Change Mindset to Deal with Changed World Mindset is crucial to dealing with the challenge. When spending feels heavier and money flows slower, Asst. Prof. Dr. Ake suggests that marketers should make their marketing activities special based on four following concepts: Small – Use small size or lot to win big. In the past, large sizes or bulk packaging might offer tempting value. But today, breaking things down into smaller units makes it easier for consumers to buy. A clear example is the rise of sachet products, which grew from a 20-billion-baht market to 50 billion in just a few years. The same applies to telecom providers, now selling data by gigabyte or call time in small bundles instead of large prepaid plans. While consumers may need to purchase more frequently, each transaction feels lighter in the wallet. Short – Long-term plans can be a trap. In today’s fast-moving market, marketing plans that are prepared six months to one year in advance can quickly become outdated. Many department stores now adjust product placements daily, responding to rapidly changing consumer behaviors, a sudden drop in sales, or a competitor’s stronger promotion. Marketers who cling to rigid, long-term plans risk falling behind the game. Simple – Simple is Smart. Look at the Chinese ice cream and beverage brand MIXUE, which has grown into one of the world’s leading franchises. The brand opts for simple store designs with movable furniture, allowing outlets to open quickly, relocate easily, or close underperforming locations without major losses. Marketers must adopt a new mindset: simplicity is not laziness but the approach to respond rapidly and intensely involving business landscape. Good – Don’t compromise quality. No matter how small, short, or simple approach a business embraces, its commitment to doing good must remain unchanged. Cutting costs is acceptable—but cutting quality is not. Consumers often remember a brand not in its moments of success, but in how it behaves during difficult times. Brands that continue to offer quality products and act responsibly toward society will be remembered as genuine and trustworthy. Add Value Instead of Cutting Prices When consumers seek value, lowering prices can feel like a “sugar rush,” which offers instant gratification but harms long-term health. The same holds true for businesses. Marketers must remember that lowering prices is easy but raising them back to normal is always difficult. Overreliance on discounts may provide a short-term boost, yet it can erode brand value and profitability in the long run. The sense of value can be created in many ways—without relying on price cuts. Marketers can draw on the following six Ps to strengthen value perception: Product: Enhance product value, for example, by creating a shampoo that can also function as a conditioner. Place: Increase convenience, such as by offering free home delivery. People: Provide sincere after-sales service. Process: Streamline operations to ensure speed and efficiency, avoiding unnecessary delays Packaging: Design packaging that is aesthetically beautiful and collectible, reinforcing positive physical impressions through what customers see and touch. Pricing: Lowering prices should be used as the last resort only. Don’t forget that while it is easy to lower price, it is difficult to bring price back to the same rate as before. Price cut is nothing short of “marketing nuclear weapons,” which may complicate business operations in the future. Shift Your Investment Toward Data In an era where every baht counts, precision marketing depends on deep, insightful data. Investing in building a richer, more targeted customer database can significantly enhance brand value. Because Thailand Post has invested hundreds of millions of baht each year in developing its customer database, it can bring back a large number of customers. Building and leveraging customer data allows brands to conduct more effective marketing at lower costs, delivering both short- and long-term returns. For example, if you have reliable customer information in hand today, you can make tomorrow’s Facebook ads far more precise. Embracing technology and digital marketing can immediately improve a brand’s sales Although the economy may still feel sluggish today, we must remember that we have already weathered the far greater storm of COVID-19. Many new marketing ideas may seem to turn the old playbook upside down—but they are far from impossible. Marketers should view this as a test of brand resilience. And when the storm eventually passes, those that adapt and endure will emerge stronger than ever. News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…
SOLUTIONIST Stays Top-of-Mind with Insights & Access
Spotlight SOLUTIONIST Stays Top-of-Mind with Insights & Access Loading Data… In this issue, a LOT takes you across the globe for a conversation with two colleagues from Go-Pak member of SCGP: Mr. Alan Sterrey, Global Brands Manager based in the United Kingdom, and Ms. Louise Connolly, Global Export Manager based in the United States. Both share their perspectives and experiences on being “Solutionists” or partners who anticipate customers’ and consumers’ needs, help with value creation, and transform traditional “buyer-seller” relationships into “long-term partners”. “Cross-selling, from a brand perspective, is about showing that we understand customers’ needs beyond a single product. It also positions Go-Pak as a strategic partner. We’re currently engaged in several cross-functional projects for branded customers. One standout is our collaboration with Subway, where we’re developing a premium fibre-based packaging and delivery solution for a product that’s prone to leakage during transit. This solution not only meets but exceeds the customer’s functional requirements. “To me, being a solutionist is about proactively identifying challenges before they become problems and creating brand-led strategies that address them head-on. It’s about blending creativity with technical knowledge, understanding the customer’s world, and delivering not just a product but a full secure supply chain service experience that makes their business run more smoothly. “I address this listening to customer feedback, and adapting our offering where necessary, without losing sight of the core brand values. “Strong collaboration is key. I regularly engage with various teams to ensure we’re all aligned and pay attention to the voice of customers. Importantly, we must ensure the brand promise matches the real-world solution we can deliver.” Alan Sterrey Global Brands Manager, Go-Pak member of SCGP “Global groups appreciate working with global manufacturers. They appreciate the stability and product ranges offered by large groups, such as SCGP. Global Foodservice and Retail groups often deal with large accounts and brands; therefore, they want reassurance that a credible ethical business is behind the production. For this reason, I have found cross-selling via SCGP to be beneficial to Go-Pak as the group is seen as a one-stop shop. I have been successful in offering Imperial Dade, one of the largest Foodservice providers, a one-stop solution by offering molded fibre via TPC, hot cups, soup pots, and clutches via Go-Pak Papers. The group was impressed by the overall offering that the SCGP group could offer. This showed our strengths in the fibrous department. “The key to a solutionist is to listen and understand why the customer is looking for an alternative supply. Understand their demand and present to them the value of our business. Match their concerns with our offering and how we can help. “To always keep going, keep a strong pipeline and learn about your competitors. This is the key, keep close so that you know when they have weaknesses and new innovations. Keep in contact with all leads that have not committed, you never know when they may need us.” Louise Connolly Global Export Manager, Go-Pak member of SCGP บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี บทความเอสซีจีพี News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…
Smile Heart Foods: Answer Every Need Because Customers are at the Heart of its Operations
Spotlight Smile Heart Foods: Answer Every Need Because Customers are at the Heart of its Operations Loading Data… For more than 25 years, Smile Heart Foods Company Limited has exported its frozen products to countries all over the world under A-ROY MARK and Sea Smile brands. It has also sold its products in the domestic market while also serving as an original equipment manufacturer. a LOT has lately sat down with its managing director, Mr. Rojjanin “Kai” Phatchararuangkij, to look into the beginning of its successful frozen food business. Achieving continuous growth, the business has now presented a comprehensive offering of frozen foods. Beginning of Smile Heart Foods In 2000, Smile Heart Foods set up its factory in Samut Sakhon. Noticing that most frozen products back then mainly used chicken and pork as ingredients, the company chose to develop surimi-based products. The feedback was great and included an opportunity for the company to supply its products to a popular Japanese restaurant brand. Its sales, as a result, have risen significantly both in Thailand and overseas. “During those years, we focused on producing processed foods like imitation crab sticks, sausages, and fish tofu. More than 80 percent of our products were made from surimi and the rest were side dishes like kimchi and seaweed salad. We are proud of our journey. From our humble origin, we have grown into a big facility and presented a more comprehensive range of products today,” Mr. Rojjanin said. According to him, Smile Heart Foods is always committed to developing high-quality products on the philosophy of friendliness, closeness, and consumer trust, as it wishes to make end-consumers happy with every bite. Driven by this commitment, Smile Heart Foods continues to innovate and enhance the value of its food offerings by emphasizing nutritional benefits and food safety. The goal is to meet the needs of modern consumers who care about not just their health but also the environment. All products are manufactured under internationally recognized standards such as BRC (British Retail Consortium), the Department of Fisheries’ standards, and Halal certification. Enhancement & Boundless Solutions “We offer production flexibility and food innovations that respond to customers’ needs, not just fast but also comprehensively. Whether customers require small-batch production or have new product ideas, we can efficiently answer their specific requirements, ensuring the highest level of consumer satisfaction and accessibility,” Mr. Rojjanin continued. “Our product development goes beyond fulfilling purchase orders. We serve as an idea partner, working with clients from the very beginning of the process—helping to conceptualize, design, and solve problems effectively under the slogan ‘Complete all needs, be everything to you’. For example, our customers have limited space and staff for their fried meatball shops. We, therefore, have helped develop semi-finished balls so that customers just need two minutes of frying to get the items ready for serving. This innovation saves labor cost, enhances services, and increases end-consumer satisfaction, paving the way for our customers to expand their business further.” Quality Must Go Hand in Hand with Responsibility and Sustainability “On top of producing quality food, our business has upheld sustainable social and environmental responsibility. For example, we pay caring attention to local communities and the environment. We have replaced fuel oil with cleaner-burning gas even though it means higher costs, as we are determined to improve the environment in the long run. In addition, we apply the Zero Waste concept to manage production scraps, for instance, by converting leftover packaging film from the production line into fuel. This approach reduces waste and enhances the efficient use of resources,” he explained. “So, to us, packaging is also a strategic element that directly impacts product sales. We focus on ensuring that our packaging extends shelf life, preserves product quality, minimizes damage during transportation, and clearly displays all essential product information.” Trusted Partner with Right Solutions Asked why Smile Heart Foods has chosen SCGP as its partner, Mr. Rojjanin was quick to point out that SCGP was a large company whose quality operations have met international standards and whose diverse products have comprehensively responded to all needs. Thanks to these strengths, SCGP is always capable of developing packaging that effectively addresses pain points and delivers desirable results. “When we receive a brief from a client, we can bring it to SCGP for collaborative development. With its extensive knowledge and expertise, SCGP helps preserve the quality, flavor, and freshness of our products. In addition, SCGP can design attractive, beautifully printed packaging that stands out on the shelf and appeals to consumers,” he concluded. “In the future, our packaging needs will expand beyond food packaging. As SCGP is a one-stop service solution provider, it is well set to facilitate our operations and give us greater convenience and efficiency. We appreciate SCGP for being a sincere partner, the one that stands by our side developing products and innovations that bring value to our customers and consumers alike.” News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…
Everyone is an authentic leader-Thalengsak Ratchburi
Spotlight Everyone is an authentic leader- Thalengsak Ratchburi Loading Data… With his career path enriched by experience, challenges, and self-development, Mr. Thalengsak Ratchburi, Chief Operating Officer, Fibrous Business, at SCGP, is here to share his perspectives that can be applied to yours as well. Hailing from Business Analysis & Planning Field Mr. Thalengsak started working for SCGP at the time it was still known as Siam Pulp and Paper Public Company Limited. He had spent his first decade at the company as an analyst in charge of formulating business strategies, evaluating returns on investments, and assessing a merger. All these tasks required attention to detail and staying close to actual work sites. “Working in analysis and planning taught me to dive deep into the details and stay present at the operational level with the team. But as I grew in my career and took on broader responsibilities, I realized that beyond focusing on the finer points of the work, it’s just as important to ensure a balance between team performance and well-being,” he said. “Each task involves collaborations with various teams—everyone has colleagues, subordinates, and supervisors with knowledge, expertise, and experience. Together, work becomes easier. “In the business cycle, there are, of course, both good times and bad times. The team I work with now has experienced both. So, they know what needs to be done—and how to do it.” Mr. Thalengsak’s career has included two stints abroad—one in the Philippines and the other in Indonesia. Looking back, he believes his employer has chosen him for those jobs based on suitability for both the organization and his part. “My stint in the Philippines has been a chance for me to learn and gain experience in a new environment. But my time in Indonesia was more about identifying where I could create value for the organization,” Mr. Thalengsak said. “Currently, I am responsible for the Fibrous Business, which covers the entire value chain—from cultivating eucalyptus plantations for pulp production to converting that pulp into paper. Originally, our main focus was on printing and writing paper. However, we have already transformed our business. Now, we have delivered a wide range of products for industrial sectors, including textiles that are made from dissolving pulp and foodservice packaging under Fest by SCGP.” No Safe Zone in the Business World “As Fibrous Business has already embarked on a transformation journey, my role is to explore new opportunities to build up further success on our existing business and expand further into consumer packaging sector via our foodservice. “Today, the business world is highly volatile. So, we need to be both careful and timely in implementing some aspects of our business transformation as well. “Every business must always be ready for change, because disruption can come from many directions—whether it’s technology, sudden shifts in demand and supply, or unforeseen challenges. I believe every organization needs a transformative mindset.” Growth Mindset Matters When Things Go Wrong “I believe that everyone, at some point in their career, has faced situations where things didn’t go as expected. I have usually emphasized to my team that not everything is under control. So, while working, we need to assess the situation, formulate proper strategies, implement them, and go all out. If the results are not as expected, we just need to conduct a review to determine if there is actually a better alternative. In every situation, we need to keep improving ourselves and maintain a growth mindset. When we don’t get desirable results yet, sometimes it’s just because we need some more time. “Another key point is that, as we grow in our roles, we should become more flexible—able to manage ourselves to take on various assignments and collaborate with diverse teams. If we believe in our ideas and methods, we should try to persuade others to support us. But if others have already developed a good concept and a practical framework, we should support them and adapt ourselves to fit with the team.” Everyone is an authentic leader “At the mention of leadership, we often think it’s about the person at the very top—or the holders of just a few positions below. But in reality, leadership exists within everyone. We thus shouldn’t place the burden of ‘leading’ solely on others. Each person must exercise their own form of leadership—by being a leader in their own way. You don’t have to be someone else—just a better version of yourself. I always tell team members to lead in their own style. Use their strengths and fix any flaws. In business, if we need capital, we can raise funds. We can also buy machines and technology. But what truly differentiates an organization is its leadership. “Ownership mindset is also important. I came to deeply understand this concept during my time in Indonesia. It means having the courage to ask questions. Don’t think too much about whether we have done beyond our scope of job responsibility. We should think about how we would act if we owned this business. This is because in the end, our actions can have a real impact on the bottom line of the business.” News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…
Strong Team is Ready to Tackle Challenges!
Strong Team is Ready to Tackle Challenges! Loading Data… a LOT interviewed two members from the newly established team, Smart Industrial Solutions, about its role in creating value, including financial value from SCGP’s internal innovations and technology and empowering Thai industries. Our interviewees shared their perspectives on learning and work, which enabled them to fulfil their big missions. Supinya Supajam (Fan) Manager – Smart industrial Solutions “My team has provided innovative solutions related to power plant service to external customers with the aim to uphold their plant reliability, which in turn ensures that our customers’ machines will be able to work more efficiently without any interruption. “In the face of changing work environment, we have to adapt and learn more. For example, we need to be able to use Generative AI and write prompts so that we can keep up with new market trends. Also, we are responsible for sales and represent our company. Aware that what we do or say affects our company’s image, we always keep our words. It’s a way to build customers’ trust. If we say we can deliver products now, delivery must be made right away. Sometimes, we may need to sacrifice our time to assist customers when they have a problem to prove that we are truly reliable. “Passion is important too. When we first entered the market, we were really worried. Yet, whenever we looked for support, seniors really had got our back. When we asked for advice from specialists, they were keen to help. So, we are no longer worried but ready to move ahead together now.” Thitipat Charoenkitsupat (Ball) Account Executive “Our team serves as a coordinator between our plants and all relevant internal units and customers. Our solutions are customized like tailor-made suits, not ready-to-wear stuff. We study our customers’ needs and explain them clearly to plants to develop the right applications and foster a proper ecosystem. “I have adapted significantly because my job details have changed a lot. In the past, I sold paper. But today, I am selling industrial solutions. Communications become more formal. So, I now focus on grasping opportunities, accumulating insights, gathering pain-point data, and looking for the right engineering teams to develop proper solutions for customers. “Importantly, we need to listen well to our customers and communicate in the same language. If customers find us easy to understand and aligned with their perspective, work flows seamlessly. We must build customers’ trust by proving to them that we are reliable. That’s how we stay top of mind. “Also important is the back-up team that supports our efforts to develop solutions for customers. As our products or solutions are novel, we used to be worried. However, whenever challenges arise, we receive full support from the back-up team. This gives us confidence and the courage to push forward in pursuit of success.” News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…
Jorakay Corporation Incessantly Conducts Business on Sustainability Principles
Jorakay Corporation Incessantly Conducts Business on Sustainability Principles Loading Data… Jorakay has always operated its business with an ESG focus, which is integrated into its product development, raw-material selection, production process, and product usage. Its latest sustainability innovation, Jorakay Green Pack, comes out of its collaboration with SCGP. Mr. Woraphot Tangmanuswong, Vice President-Marketing at Jorakay Corporation, said his Thai-national company has been growing throughout its 33-year journey because it is committed to presenting innovative and quality construction products that are functional, elevate quality of life, and reduce environmental impacts all at the same time. Business for Family’s Happiness “We are a company driven by a deep understanding of our customers’ pain points and needs—whether they are homeowners or professionals in the construction industry. Through continuous innovation and quality development, we ensure that our products truly meet users’ needs and remove their pain points. We have built our company and Jorakay brand with the aim to let them thrive alongside people, the environment, and the planet. To us, homes are not mere structures. They embody happiness for everyone,” Mr. Woraphot said. “‘Jorakay’ is the First Mover in its industry. Our Crocodile Silver Premium Plus++ is the first anti-black mold cement grout in the Thai market. Designed for tile installation, this innovative product integrates anti-black mold technology out of understanding that Thailand’s tropical climate encourages mold growth. This innovation reflects that we don’t look at just raw materials used but also end-user benefits. Our focus has also applied to cement tile adhesive, chemical products, and paints for the construction industry.” 3 Greens in Jorakay Sustainability Framework Because of its commitment to Innovation for Your Family’s Happiness concept, Jorakay or Crocodile has been a favorite among its customers. It knows what customers want and adopts innovations to develop increasingly better products. Mr. Woraphot said his company’s definition of family had now become broader too. “With the broader definition, our Family is about our society, our subdistrict, our district, our province, our country, and even our world. As our family becomes bigger, we pay bigger attention to environmental and social responsibility too. ESG has answered our company’s business vision,” he said. “Our operational strategy therefore integrates Jorakay Sustainability Framework, which has three key components or three Greens. The first, Green People, emphasizes that our staff must be green first. Only when all of our members are environmentally conscious to their DNA, can we help society protect the environment. The second, Green Process, is about eco-friendly manufacturing and work processes. The third is Green Planet. With our contributions, we will see greener families, districts, provinces, countries, and the world.” Partner with Shared Goal for Mutual Growth Recognizing the adverse impacts of climate change, PM2.5 crisis, and other environmental problems, Jorakay Corporation as a manufacturer continues to develop innovations for the purpose of serving environmental benefits. “We are determined to apply sustainability concept to every aspect of our business operation in pursuit of Carbon Neutrality. Jorakay Green Pack is a result of our firm determination. Designed as an eco-friendly packaging, this pack aligns perfectly with Jorakay’s environmental policy. SCGP, an expert in packaging, has long been our partner. We have also shared the same green vision or the aspiration to curb environmental impacts. That’s why we worked together in developing Jorakay Green Pack based on Circular Economy concept. Our paper packaging is made mainly from recycled materials. Therefore, we have supported circular materials and reduced the usage of new resources,” Mr. Woraphot said. “We will continue to develop our products across all categories in response to the growing demand. Our green philosophy will also extend far beyond Jorakay Green Pack, as we intend to operate our business for a sustainable planet by offering more eco-friendly products. If our partner shares the same focus on environmental care and sustainability, we are always ready to embrace recommended innovations that resonate with our business philosophy,” Mr. W News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…
Anirut Na Nan Takes Up the Mission of Ensuring Everyone Works Happily
Anirut Na Nan : Takes Up the Mission of Ensuring Everyone Works Happily Loading Data… Because SCGP really cares about its people, a LOT recently sat down with Mr. Anirut Na Nan, People Caring Director, to listen to his approach in managing the company’s multigenerational workforce and ensuring all people at the company have necessary skills, collaborate, and get well-prepared for the new-age business landscape – all while upholding their happiness. Absorb the Practical Way of Working Mr. Anirut began his HR career under the Building Materials Business before moving on to the Ceramics Business and then to various other companies under SCG or its joint ventures with foreign business operators. As a result, he has accumulated work experience in various countries, including the Philippines, Indonesia, and China. Through these experiences, he has gained insights into different work methods, perspectives, and management approaches. “I had been responsible for both HR management and administrative functions, which allowed me to interact with people from diverse backgrounds. Experiences and lessons from those years can still apply today in many aspects. For a certain period of time, I worked with Japanese people and noticed their dedication, attention to detail, and teamwork. They also had a very clear work process. So, they knew what needed to be done and what they needed to deliver. The process clearly specified the person in charge and what information would be needed to complete the task. The Japanese also held discussions to explore solutions. Meetings were held on a daily basis, lasting about half an hour to address problems the team encountered yesterday to get solutions today. That’s the Japanese style. I have used such approach too. Discussions are held not to blame anyone, but to find a way to get jobs done,” Mr. Anirut said. Business Transformation Requires People Transformation “Over a decade ago, I was transferred to SCGP around the time the Pulp and Paper Business was preparing for its transformation. On the HR front, the company needed to do many things for the transformation and team formation so that the company’s businesses could evolve. Also, we handled HR system, organizational chart, and the work format of each unit as well as each new business. Our planning focused on not just business needs but also our people’s mindset. All our young staff knew full well at that time that the HR team was a crucial factor in the company’s transformation. We needed to put in our efforts. Because we pulled through that period, our company is getting strong once again today.” People Caring Makes Employees Happy in Every Stage of Their Lives “SCGP has named its HR Department ‘People Caring’ Department because our executives believe that happiness will be the key concept in the new-age HR management as well as related functions. How can we ensure that our staff are working happily then? Older staff, especially supervisors at all levels, have a role to play here because they are the persons younger staff will turn to when coming across a problem. From People Caring perspectives, people are assets. We also must understand that people are humans with preferences, anger, and love. To make everyone happy, we must talk and listen to one another. “People caring pays attention to employees’ lives since they started working for the company. We have prepared their training, development, and learning opportunities in order for them to excel at work and enjoy career advancement. We have managed their wages, remuneration, and welfare. We take care of them until their last workday, making sure they work happily together no matter what their age. With these concepts in mind, SCGP has improved its guidelines and regulations as well as redesigned its training and employee development. For our retiring staff, we have tried to ensure they are ready for their retirement life by providing financial management training and advised them about rights and benefits related to social security scheme as well as the universal healthcare scheme. We have also updated them about possible threats from call-center scams. We have even invited police speakers who share real-life cases with our staff to boost their immunity. “Today, HR management is much more challenging than before. As technology has evolved fast, we need to ensure our employees keep pace with the changes. Our training must enable our staff to leverage technology for better performance. More senior staff, through communications, have also tried to highlight the importance of technology adoption. AI, for example, is a good tool. It is not here to replace people. But if you don’t learn to use it, other people who know how to use it will replace you. SCGP’s people development now requires all employees to develop their AI skills. It’s just that their training programs may be different, as contents will align with their job responsibilities.” Look for Opportunities from Changes “Getting new assignments or job responsibilities comes with huge learning opportunities. It paves the way for us to meet capable people, see and understand different work approaches, and acquire connections that will be meaningful for future collaboration and career. “Also, I would like to recommend all employees to pursue self-development. Only you can make it happen because the company can just provide support. Today, the world has been changing so fast. That means if you stay the same, you are falling behind. We always need to keep up. The more we develop ourselves, the more opportunities we create for ourselves. “Last but not least, don’t be shy about trying to learn something. Don’t think that you’ll lose face if you ask for knowledge about technology or other subjects from those who are less senior or younger. We must acknowledge that the younger generation grew up with technology. Learn from them and apply what you learn. If it works well, develop and improve it further. If it doesn’t, take it as a lesson and avoid repeating the same mistakes next time,” Mr. Anirut concluded. News Release ดาวน์โหลด เนื้อหาที่เกี่ยวข้อง Loading Data…