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https://www.nationthailand.com/business/corporate/40020122

Over 7,000 Jobs To Be Created As Marriott Plans Major Expansion In Thailand

BY LINE : NONGLUCK AJANAPANYA

THU, SEPTEMBER 15, 2022

Marriott International Plans To Build More Than 36 Hotels And Executive Apartments In Thailand Over The Next Four To Five Years, Creating More Than 7,000 Jobs.

The board unanimously agreed on the potential for exponential recovery in Thailand’s tourism industry, the CEO of Marriott International, Anthony Capuano, said.

He stated during an exclusive interview with a group of media that Thailand’s tourism industry has simply followed the global recovery trend of many countries easing travel restrictions and reopening borders.

However, when compared to other countries in Southeast Asia, Thailand’s recovery is one of the fastest, he said.

Travels to Thailand have seen a big jump since the country lifted mandatory quarantine upon arrival at the end of last year. Thailand welcomed 4.79 million international visitors between January 2022 and September 3, 2022, and reports indicate that the government hopes to attract at least 10 million visitors.

Domestic travel is becoming a significant market that cannot be ignored. The government’s “We Travel Together” stimulus programme has boosted travel numbers.

“We are strongly optimistic about the future of travel and are committed to expanding our presence in Thailand in accordance with Thailand’s long-term vision. Thailand is rich in culture and tradition, as well as diverse natural resources and warm and friendly people,” Capuano said.

The group has 36 under-construction hotels and executive apartments on the list to open nationwide, indicating positive growth. Ten of them will be officially launched early next year.

Capuano said when all hotels and executive apartments are fully operational, they would create over 7,000 new jobs.

There are currently 47 Marriott properties in Thailand, including hotels and residences, covering key tourist destinations such as Bangkok, Chiang Mai, Chiang Rai, Pattaya, Rayong, Samut Prakan, Hua Hin, Cha-am, Pranburi, Samui, Phuket, Khao Lak, and Krabi. The company now employs approximately 9,000 people.

He said that Marriott would target the luxury premium market.

“The first Ritz-Carlton Reserve in the world opened in Phulay Bay [Krabi, Thailand] in 2008, and there are several luxury projects in the pipeline, which align with the government’s effort to market Thailand as a premium destination, attracting quality travellers. We recently signed a deal with AWC to open The Ritz-Carlton Bangkok Riverside in 2026,” Capuano added.

Besides, the Marriott group discovered an intriguing fact: people prefer to buy for the experience rather than the product. The company recently discovered that as a result of the pandemic, travellers are more aware of the impacts they leave when they travel. According to some studies, travellers are more willing to spend money on more purposeful travel.

Rajeev Menon, president, Asia Pacific (excluding Greater China), Marriott International, added that the change in consumer behaviour had led the group to launch the “Good Travel with Marriott Bonvoy” project last year.

The project will work with local communities or government-certified organisations to arrange a one-day trip for hotel guests to learn about local culture or to help preserve the local environment.

“One of the popular activities is coral planting in the Maldives,” Menon elaborated. “The ‘Good Travel with Marriott Bonvoy’ project now has over 100 activities. Nine of them are already available in a Thai resort, with more on the way.”

Craig S Smith, group president and managing director, International Division Marriott International, added that because of the group’s policy of putting people first, when the travel industry shows signs of recovery, they will not face a labour shortage. The majority of their employees previously worked for Marriott.

However, Smith stated that Marriott has been collaborating with local colleges and universities in order to attract more young people to the hospitality industry.

Marriott International is a leading multinational corporation that operates hotels, executive apartments, and luxurious residences around the world. Today, the company owns over 7,000 properties in 131 countries, including luxury brands Ritz-Carlton and St Regis.

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https://www.nationthailand.com/business/corporate/40020113

Boonsithi Takes Over As SPI Chairman After Somkid’s Resignation

THU, SEPTEMBER 15, 2022

Saha Group Chairman Boonsithi Chokwatana Has Taken Over As Chairman Of Saha Pathana Inter-Holding Plc (SPI) Following The Resignation Of Somkid Jatusripitak.

Boonsithi, 85, resigned as chairman of Thai President Foods Plc, the producer of Mama instant noodles, to assume the position at SPI. The changes have been in effect since September 7.

Saha Group, Thailand’s largest consumer product conglomerate, was founded by Boonsithi’s late father Thiam eight decades ago.

The group has more than 200 companies under its umbrella, and reported annual revenue of 289 billion baht before the Covid-19 crisis struck in 2020.

Somkid, a former finance minister, had served as SPI chairman and director before his resignation on August 31.

He is expected to be the prime ministerial candidate of the new Sarng Anakot Thai Party at the next general election.D

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https://www.nationthailand.com/blogs/business/corporate/40020106

Let’s Not Mistake Corporate Social Responsibility For Corporate Decency

BY LINE : THE NATION

THU, SEPTEMBER 15, 2022

When We Talk About Companies “Doing The Right Thing”, We Often Think Of Big Initiatives Or Sweeping Gestures—An Ambitious Environmental Program Here, A Charity Donation There. While Businesses Should Be Doing Their Best To Give Back To Society, The Mere Existence Of These Highly Visible, External Actions Doesn’t Always Tell Us About Who The Company Is At Its Core. Sure, Maybe They Are Making Bold Moves To Combat Climate Change, But They Could Also Suffer From An Exceedingly Toxic Internal Culture, Which May In Turn Affect The Lives Of Employees And Their Families.

Decency is something more fundamental. Decency reveals itself both in outwardly visible actions as well as in ways that are much more subtle; it’s about always trying to do the right thing by one another, even when no one’s looking. As we emerge from the turmoil of the pandemic, decency will be a key differentiator for businesses. A lot has been said about the “Great Resignation”, but from what I’ve seen in Asia Pacific, I think of it more as a “Great Re-evaluation”—a moment in time where people are questioning just how they want to spend their working lives. More people are trying their hands at becoming entrepreneurs, or they’re looking for more fluid working arrangements, or a role that will be more fulfilling. In this kind of labor market, a corporate culture of decency can be the tipping point that brings in a new hire or retains an existing employee.

However, given the somewhat intangible nature of decency, fostering it in a corporate setting requires a nuanced approach, and an appreciation of the fact that there’s no “one size fits all” way to do it. 
 

Encourage decency at the top, but don’t make it “top-down”

It’s all well and good to say that we should value decency, but it’s not something that can be mandated by edict. It needs to start with a company’s leaders setting the tone, and then ensuring that this outlook is reflected at all levels of the company, whether it’s in hiring practices, people management, or conflict resolution. When employees feel that they’re being treated with respect and decency, they’re also more likely to act accordingly. Ultimately, decency begets decency.

While these values may need an instigator, they shouldn’t be forced. Genuine cultural change can be slow and requires dialogue, leading by example, and acknowledging complexities. But once it permeates an organization, it’s much more likely to self-perpetuate and stay in place.
 

Reward cooperation, not competition

Perhaps one of the biggest impediments to a culture of decency is internal competition between employees. It’s a natural human trait that can be compounded by promotion processes that rely heavily on KPIs. The behaviors that foster good relations between employees, such as cooperativeness, compassion, and supportiveness, are more difficult to quantify, but if you care about a workplace where decency is valued, these qualities need to be recognized and rewarded.

This is not to say that these are the only qualities that we should focus on when we’re looking to promote someone, but we also need to recognize that personal ambition and the ability to cooperate aren’t mutually exclusive. Speaking from my own experience at Mastercard, we find that employees at all levels of the company do best when helping each other be great. In fact, they can recognize others for it through an in-house platform where employees are able to write notes of appreciation for their colleagues’ acts of support and kindness—a demonstration of our Decency Quotation, as we call it, in action. 

This culture of collaboration and collective growth allows us to be externally—rather than internally—competitive. An employee culture of “sharp elbows” tends to result in a battered and bruised workforce, rather than one that feels supported and unified in its goals.

Make decency a foundation—not just an add-on    

In a time of upheaval, growing internal and external expectations, and changing cultural norms, many corporate entities are rushing to demonstrate their awareness and elevate how they practice inclusion and care. While commendable, doing right by employees (and communities at large) should be a consistent guiding principle, rather than a sudden response to the changing tides of culture and other social forces. An enduring ethos of decency, regardless of what’s happening in the world more broadly, promotes a sense of trust and safety internally and lends greater credence to companies’ efforts to tackle big societal issues. At its most fundamental level, a foundation of decency also means that complex issues can be discussed openly, with empathy, in an environment where everyone can have their voices heard. 

Decency shouldn’t require inducements 

As a company focused on building a sustainable economy where everyone can prosper, at Mastercard we’ve found that a greater sense of empathy among our employees allows us to have a more open-minded, human-centric approach when designing our solutions. In a safe workplace where employees’ contributions are respected, they’re also more likely to embrace new ideas and innovate in ways that drive true business impact.

We all want to be treated decently. To say that this very central trait doesn’t need to be encouraged in our offices and in our boardrooms is to say that decency isn’t important in the places where we spend a great deal of our time and effort. Quiet, modest decency has been overlooked for too long in the business world, but if we want to create enduring, happy teams, that has to change. Don’t be decent because it’s good for the company—be decent because it’s good for us all as humans.

By Amanda Gervey, Senior Vice President, Human Resources, Asia Pacific · Mastercard

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https://www.nationthailand.com/business/corporate/40020105

Thailand Post Branches In Bangkok, Suburbs To Stay Open Until 8pm Or Midnight

BY LINE : THE NATION

THU, SEPTEMBER 15, 2022

Facing Stiff Competition From Private Logistics Operators, Thailand Post Will Extend The Working Hours Of Its Post Offices In Bangkok And The Suburbs To 8pm, While Some Will Stay Open Even Until Midnight, Its President Said On Thursday.

Danan Suphatthaphan said the extended office hours of major branches in Bangkok and suburban areas are designed to cope with the changing lifestyles of city residents.

He said most residents go out after office hours, so Thailand Post decided to extend its working hours to keep pace.

The demand for logistics services has been increasing in Bangkok and the suburbs because of the growth in e-commerce business, Danna noted.

As a result, all Thailand Post offices in Bangkok and surrounding provinces will be open every day with no off-days, he said.

According to him, Thailand Post cares about customers in remote areas too, so it has opened more than 3,300 branches in all provinces. These branches operate from Monday to Saturday.

“Thailand Post will not stop developing its services so that all branches will conveniently meet new lifestyle demands of our customers,” Danan added.

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https://www.nationthailand.com/business/corporate/40020099

THU, SEPTEMBER 15, 2022

Norway Is Unfazed By Soaring Electricity Prices Amid The Russia-Ukraine War As The Country Can Produce Clean Electricity On Its Own, The CEO Of Norwegian Oil Company OKEA ASA Said.

That’s good news for Thai energy giant Bangchak Corporation, which is poised to become the largest shareholder in OKEA after a US$535 million deal to buy Shell’s stakes in Norway’s Draugen and Gjoa fields.

OKEA CEO Svein J Liknes said the hike in electricity prices due to the Russia-Ukraine conflict had caused less impact on Norway than in other European countries that were reliant on importing gas.

He added that Norway is the biggest oil and gas supplier in Europe as most of its domestic production is exported.

According to the Norwegian Carbon Dioxide Capture, Transport and Storage Research Centre, 88 per cent of Norway’s power supply comes from hydropower, followed by wind power (10 per cent), and others including solar and thermal energy (2 per cent).

“Norway was only forced to increase gas production capacity to meet rising consumers’ demand amid the conflict,” he said.

He also expected Norway’s gas price to remain high until summer next year, depending on global demand and supply.

However, world energy trends were changing, Liknes said.

“Demand for gas and nuclear will soon replace coal,” he said, adding that trend would shift to renewable energy around 2030 to 2035.

Norway is targeting carbon neutrality by 2030 and net-zero emissions by 2050.

OKEA has plans to extend the lifetime of its assets, exploring for recoverable resources and maintaining efficient operations to minimise the carbon footprint from production.

The company is cooperating with Thai conglomerate Bangchak on oil and gas exploration and production, focusing on reducing carbon dioxide emissions in overall operations.

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https://www.nationthailand.com/business/corporate/40020082

Work From Home: The ‘New Normal’ That Works

WED, SEPTEMBER 14, 2022

According To One Of The Largest Global Employee Surveys, One In Five Workers Plans To Quit Their Jobs This Year. When Asked About What Motivates Them To Change Jobs, Being Able To Choose When And Where To Work Was Ranked Very Important By 50% And 47% Of Those Surveyed Respectively. 

Yet, we’re seeing major companies pushing for compulsory office return policies, despite 56% of employees in Asia-Pacific making it clear that flexible work options, even beyond the pandemic, are in demand for sustained productivity. 

This begs the question – why are so many companies still adamant about employees returning to the office, even when talent is at stake?  

Admittedly, I was worried when the pandemic first hit. How were we going to brainstorm and collaborate on projects if we aren’t in the same room? Was the quality of our work going to suffer?

Instead, our teams came together like never before. Deadlines were met, work goals were achieved, and we remained as collaborative as ever. 

In fact, studies have shown that businesses that embraced virtual work were even more productive.

Approximately 6 in 8 Thai professionals reported a similar or increased level of productivity while working at home. Consequently, 6 in 8 wish to have more work-from-home arrangements in the future. This may be an increasingly significant consideration in determining employee job satisfaction or their decision to change roles.

The pandemic has demonstrated that employees could be just as productive and successful, independent of the office. It has also taught us to focus on quality of output, instead of hours spent in the office, a rather archaic method of measuring performance anyway. 

Most importantly, it has taught us the need to trust our employees to deliver their best work regardless of their way of working, and the importance of communicating that trust. 

This trust will pay off. Research shows that trust builds employee engagement and well-being, boosting business and performance outcomes.   

After spending months in remote work and subsequently rolling out a flexible, trust-based work model across our global organization called ‘Work Your Way’, here’s how we were able to not only offer flexible, hybrid or remote work, but take these work models to new heights. 

Carving out “moments that matter” starts with the top

Leadership calls for flexibility and adaptability. As such, we should find ways to create “moments that matter” regardless of whether our teams are working on-site or remotely. 

This means strategically planning valuable personal and professional interactions, be it virtually or in-person, and this will look different depending on each team’s size, work arrangements, preferences, and personalities. It may include performance reviews, celebrating key milestones, team-building activities and many more. While these moments may not need to be in-person, it’s important for those involved to discuss how to recognize them in an effective and meaningful way.  

I thus take the time to meet and collaborate in person with my team in Korea, where I’m based. To continue building rapport with the wider Asia-Pacific region, which is also within my area of responsibility, I hold regular regional town halls and dialogue sessions. 

Some of us leaders also started regular virtual meetings with different teams. As a result, we have had much more face-time with team members we previously would have not met, and hearing these different perspectives have in turn helped us lead better. 
Invest more resources into making virtual onboarding a success
Many naysayers of flexible and remote work often bring up the difficulty of virtual onboarding for new talent. Helping them pick up your organization’s work software, procedures, and team culture can be challenging. But doing it entirely online adds another layer of complexity. 

This is an understandable perspective. However, I argue that companies are still scratching the surface when making their virtual onboarding a success. 

Here are ways to improve virtual onboarding processes. Organizations must figure out effective onboarding procedures to help new employees adapt quickly even if they choose to work remotely. This can be in the form of comprehensive employee guides, videos, and scheduling both formal and informal meetings with team members.  

Additionally, dedicated networking programs for new joiners can help them make connections and learn more about the company culture much faster. Our ‘New Employee Opportunity Network’ (NEON) is a global community that accelerates the connection and growth of new employees to provide them tailored networking, development, and leadership opportunities to empower these new joiners to actively influence our strategy, culture, and results.

The future of work – let employees work their way 

When managed well, allowing employees to choose how they want to work should not affect business continuity. Flexible work should also go beyond shift A or B. Employees should have the freedom to decide when to come in. 

Besides 3M, other companies are allowing employees to choose how, when and where they work.

Offering trust-based, flexible models of working is the way forward. It is how we can continue to retain talent, from younger workers to working parents. 

Juggling work and parenting is notoriously challenging. With 3M’s new working model, parents can better plan their work around childcare, allowing them to enjoy parenthood without sacrificing career development.

Flexible work programs need not stop at the corporate office. Rolling out flexible work arrangements for plant employees is more challenging, but an important mission for us. While they will have to continue working on-site due to the nature of the work, production plant workers at 3M are offered other forms of flexibility such as flexible start and stop times or shift swapping.

We’ve seen great results from the launch of our new work model. As many as 90% of our employees across our global organization reported feeling supported in a survey conducted recently. 

These findings say it all – instead of focusing on getting our employees back in the office, let’s find more ways to empower our employees to work in ways that boost their productivity.  

By Jim Falteisek, Senior Vice President, 3M Asia Corporate Affairs and Managing Director of 3M Korea

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https://www.nationthailand.com/business/corporate/40020081

Three Thai Cities To Host International Power And Energy Conferences

BY LINE : THE NATION

WED, SEPTEMBER 14, 2022

The Thailand Convention And Exhibition Bureau (TCEB) And IEEE Power & Energy Society (Thailand) Have Successfully Secured Three International Power And Energy Conferences, Which Will Be Held In Three Cities In Three Years.

The Thailand Convention and Exhibition Bureau (TCEB) and IEEE Power & Energy Society (Thailand) have successfully secured three international power and energy conferences, which will be held in three cities in three years.

The three events are IEEE PES Asia-Pacific Power & Energy Engineering Conference 2023 in Chiang Mai, IEEE International Smart Cities Conference or ISC2 2024 in Pattaya, and IEEE PES Grand International Conference and Exposition Asia 2025 in Bangkok.

TCEB said it has played the role of being the key driver of Thailand’s MICE (meetings, incentives, conventions, and exhibitions) industry and has distributed income to all sectors in a sustainable way.

It also acts as a “national bidder” in proposing the country and its host city options to attract world-class events.

Before Covid-19 in 2019, the MICE sector generated expenditure of approximately 280 billion baht, value addition worth 277 billion baht, created roughly 410,000 jobs, and generated tax payments of around 20 billion baht.

TCEB senior vice president Nichapa Yoswee said that Thailand’s success in winning the three consecutive international power and energy conferences is the result of TCEB’s strategic planning and strong collaboration with local associations and partners, including the proposed host cities.

“The partnership collectively elevates the event owners’ confidence in bringing forward its financial investment and world-class intellectual know-how to Thailand.

She said that the three events were expected to attract more than 10,000 participants from around the world, expenditure of approximately 837 million baht, and value-addition worth 465 million baht, creating some 586 jobs, and generating taxes of around 29 million baht.

Nichapa added: “They will also be a great opportunity for Thai professionals and students in related fields to have access to world-class knowledge from experts in power, energy, and smart cities from around the world.

“The positive impacts and legacies will encompass economic, social, and subject matter advancement aspects for Thailand and especially the host cities. This resonates greatly with TCEB’s strategy in using MICE to drive the local economy throughout Thailand and uplifting MICE events in the 10 strategic MICE cities and more.”

IEEE PES also plays an important part in driving power and energy advancement in Thailand, which will help increase the country’s opportunity to host world-class events in the future.

IEEE PES senior vice chairman Somchai Homklinkaew unveiled more details of the three conferences. “The 15th Annual Asia-Pacific Power & Energy Engineering Conference to be held in December 2023 in Chiang Mai is expected to attract around 700 participants

“The IEEE International Smart Cities Conference or ISC2 2024, the main annual conference of IEEE Smart Cities, is being held in 2024 in Pattaya, Chonburi province, and is expected to attract more than 500 participants

“We anticipate that more than 10,000 participants will attend the IEEE PES GTD Grand International Conference and Exposition Asia, the largest international conference and exposition on power and energy, which will take place in 2025 in Bangkok.”

Proposing the right host city in the bidding process was also a key factor in winning the conferences for Thailand.

The vice governor of Chiang Mai, Weerapan Dee-on, said: “Research focusing on energy conservation and renewable energy in Chiang Mai is knowledge that will be shared at the conference. These studies combine global knowledge with local processes and resources.”

“This, coupled with Chiang Mai city development plans and support from the public and private sectors, will boost Chiang Mai’s development in many areas, in particular sustainable energy for better quality of life.”

Deputy Mayor of Pattaya Titipun Pettrakul added: “The IEEE ISC2 in 2024 will be a platform for knowledge, technology, and experience exchange for Pattaya in its path to developing into a smart city, and with a goal of becoming ‘city of opportunity, balanced economy and quality of life for all’. We look forward for us to push forward clean energy for sustainability together.”

Deputy director-general of the Department of Culture, Sports and Tourism at the Bangkok Metropolitan Administration, Sing Limpirat, shared a similar view “The upcoming IEEE PES GTD Asia in 2025 will provide great benefits to all sectors in Bangkok and other provinces while also upgrading academic knowledge, most useful for students and professionals in the fields of power and energy engineering.”