True Corporation, Thailand’s largest telecom provider, emerged from the merger of two industry giants. With over 50 million mobile subscribers and 3.7 million broadband users, the company is shaping the nation’s digital future. Yet, at the core of this transformation is its people.

Leading with empathy and resilience

Sarinra Wongsuppaluk, Group CHRO, champions a people-first approach in a tech-driven world. Drawing from her early career in retail management, she saw how strong HR partnerships drive performance.

“HR must anticipate employee needs and act before challenges arise,” she emphasised. Her leadership, shaped by lessons from her mother, blends empathy and resilience – critical in navigating the complexities of a merger.

“Mergers bring different cultures together, and culture is the hardest thing to integrate,” she told People Matters Global in an exclusive interview.

To unify True’s workforce, she led initiatives grounded in three cultural pillars: building one team with trust and respect, fostering a performance-driven organisation, and embedding customer-centricity at every level.

True launched six strategic initiatives to embed this culture: Change Stories to ensure a unified message across all employees; On-Ground Events where executives conduct market visits and listen to customer feedback firsthand, thereby reinforcing a customer-centric approach; Redesigned Performance Management to align individual goals with company strategy; the Change Champions Program to empower “Culture Ignitors” in driving core values; Coaching & Feedback Programs to foster continuous development; and Internal Competitions & Hackathons to spark innovation and collaboration. These initiatives culminated in the 4C Cultures: Compassion, Credibility, Co-creation, and Courage, strengthening alignment and empowering employees to drive change.

Also Read: Why trust is the currency of leadership

Championing AI and continuous learning

With AI transforming industries, Sarinra sees upskilling as a necessity, not an option. True has ambitious targets of training 2,400 digital talents in 2024 and 5,000 by 2025. She said:

Before AI, we need a strong digital foundation.

The Learnathon, a 45-hour learning program, for example, fosters continuous growth, while AI upskilling ensures employees are ready for a tech-driven future. Advanced analytics provide precise insights into employee needs, helping HR craft impactful solutions.

To reinforce leadership excellence, True partnered with Stanford University for an Executive Development Program that empowers top leaders to drive business impact.

Meanwhile, hackathons and internal competitions focused on ‘Modernization, Simplification, Automation, and Digitalization’ have generated 177 innovative ideas, fostering a problem-solving mindset.

The most promising concepts have advanced through multiple projects into the Sandbox stage for further development. These ensure impactful solutions drive real business transformation.

Embracing AI while valuing the human touch

At True, people remain at the heart of transformation. By 2027, True aims for full-scale AI automation across the company. For HR, 95% of operations will integrate AI, with a 30% rollout by 2025. This shift allows HR to move beyond administrative tasks and focus on strategic workforce development, enabling employees to reskill, upskill, and adapt to the evolving digital landscape. As Sarinra puts it:

AI won’t replace people, but people who use AI will replace those who don’t.

True is ensuring its workforce stays ahead, leveraging AI to enhance, not replace human potential.

At an organisational level, True is driving a comprehensive AI transformation. For 2025, the company is committed to achieving 100% AI literacy through a foundational generative AI training programme for all employees.

Also Read: The role of the CHRO, redefined

However, technology alone won’t drive success. To ensure long-term impact, True is equipping employees – especially leaders – with three essential power skills for the AI era: strategic thinking, people leadership, and results execution.

These competencies ensure that AI integration isn’t just about automation but about driving innovation, fostering collaboration, and delivering real business impact.

True isn’t just preparing for the future – it’s shaping it.

A leader anchored in people-centric values

Throughout her journey, Sarinra has remained steadfast in her belief:

People have both heart and mind.

“Technology may provide intelligence, but people will always be at the heart of everything.”

Her leadership at True Corporation exemplifies a harmonious blend of technological advancement and human-centric values, inspiring HR and business leaders as they navigate the complexities of modern organisations.