SBFAP's May San Wu on building a connected culture in a diverse workplace

Leading a diverse team across the APAC region is no small task, but for May San Wu, Chief People and Culture Officer at Suntory Beverage & Food APAC, it’s an opportunity to cultivate a culture where people truly thrive. With a deep focus on creating connections across cultures, championing DEI, and navigating the shift to digital, May San is passionate about building workplaces that empower employees and foster a sense of belonging. In this exclusive conversation with People Matters, May San reflects on the challenges and opportunities of her role, offering thoughtful insights into what it takes to lead with purpose and adaptability in today’s ever-evolving workplace comprising diverse teams.

Read the full interview here:

What specific initiatives has SBFAP undertaken to foster a cross-cultural employee experience across such a diverse region? 

At Suntory Beverage & Food, we are very clear about our corporate philosophy, purpose, and values and consistently communicate this to our employees across markets through internal campaigns, our leaders, and in how we operate on a day-to-day basis. This has helped us build a ‘One Suntory’ identity among our teams, and an essential ingredient in cultivating a sense of belonging no matter which part of the world we’re from. 

We value opportunities for intercultural exchange to drive personal and professional growth, and many of our employees have had chances to work in different offices globally, whether in full-time roles or on short-term assignments. These opportunities allow for an appreciation of different cultures and understanding of different markets, fostering stronger cross-cultural collaboration. 

We’ve also created platforms that represent our diverse workforce and encourage open conversation. We’re launching a DEI network to surface on ground insights and share “best” or “emerging” practices. Our upcoming regional inclusion council will play a pivotal role at connecting allies outside of HR to magnify the impact of DEI in business. We have developed a Women in Leadership program to create a pipeline of future female leaders in our organisation. We’ve also implemented inclusion training for all employees and even an inclusive leadership training program for our leaders to steer the charge as ambassadors.

Globally, SBFAP is represented at Suntory Group’s leadership development initiatives as well as Ambassador programmes. For example, the Beyond Borders programme, conducted in partnership with the Wharton Business School in the US, is designed to nurture leaders and prepare them for more senior roles in the future. For 8 months, Suntory leaders from all over the world connect with and learn from each other in-person and online. 

What were some of the most significant challenges in managing SBFAP’s digital transformation from an HR perspective? Is employee engagement a challenge during this shift?  

One of our core challenges as the People and Culture team is ensuring we maintain – and ideally enhance – the employee experience amid organisational changes. This experience directly influences how well our employees adapt, which in turn impacts daily operations, business outcomes and overall performance. For example, as we introduced new digital tools, including collaboration platforms and AI-drive solutions, we made it a priority to facilitate a smooth integration of these technologies into employees’ daily workflows with a strong focus on minimising any potential disruptions to productivity. 

Concurrently, we remain highly focused on employee engagement, particularly as face-to-face interactions decrease with the rollout of hybrid and remote working models across the region. In addition to leveraging digital tools to enrich the work experience, we actively encourage colleagues to connect intentionally and build relationships, even in virtual environments. It’s common for teams to celebrate each other’s birthdays or organise online lunches and catch-up sessions.

This deliberate effort to stay connected, especially when led by team leaders who prioritise fostering a collaborative culture, makes a meaningful difference in sustaining a cohesive work environment. 

How do you see leadership's role evolving as SBFAP undergoes digital transformation?

As we embrace digital transformation, it’s essential that our leaders evolve to effectively support and drive this transition. To this end, leaders must champion this transformation, ensuring that the digital transformation strategy is understood across all levels while fostering an agile and adaptable mindset within the organisation, as employees navigate new challenges and innovate.  

Digitalisation has given rise to new leadership roles, with our leaders guiding teams to adopt new technologies and leading by example. They are fostering a culture of continuous learning, providing support for employees as they develop new skills, and proactively addressing any concerns regarding digital tools and automation.

What role does upskilling or reskilling play in SBFAP’s digital transformation, and what programmes have you put in place?

Upskilling and reskilling stands at the core of our digital transformation strategy, as we recognise that the success of any digital initiative hinges on the capabilities of our people. As technology evolves, it’s essential that our workforce is equipped with the skills necessary to thrive in a digital-first environment – not only enhancing technical expertise, but also cultivating a growth mindset across the organisation.

To support and facilitate this, we are rolling out numerous initiatives as part of our Enterprise Digital Capability Strategy. This strategy focuses not only on new technologies such as AI but also on functional platforms and fostering a digital mindset. Key initiatives include MySU, Suntory University’s digital learning platform, which provides 40,000 employees with easy access to learning and development opportunities. This platform is a cornerstone of our efforts to promote a culture of continuous learning. We have also partnered with Microsoft to pilot Co-pilot roll out across key users to test and learn. 

Could you share some of SBFAP's key DEI strategies, the challenges faced in promoting DEI across different cultures? How do you measure the success of DEI initiatives, particularly in such a varied region?

At Suntory, DEI is not a standalone initiative but is integral to our strategy and culture. 

As an organisation, we embrace the concept of “seikatsusha”, which reflects how we engage with both our consumers and employees; we view every individual as a person with unique perspectives, values, and feelings, rather than as part of a demographic. In the same vein, our DEI strategy focuses on mirroring our consumer populations to bring that diversity into the way we meaningfully manage our teams. To this end, this requires us to stay attuned to the needs of our employees and creatively manage differences across cultures and markets, while maintaining the stability needed to perform. It’s a balancing act but one that brings us great reward when the emphasis placed on it is intentional. From a business standpoint, we also ensure that all our business units have concrete plans and metrics that tie driving culture and engagement to business needs and performance. 

To assess the success of our DEI efforts, we track key metrics, such as gender diversity in leadership positions and monitor employee engagement survey results. 

Based on your experience, what have you observed about the impact of work environments on human well-being, and how should this shape the way we create and support these spaces?

While the physical work environment is important for focus and productivity, the psychological environment plays a pivotal role in employee well-being. According to the World Economic Forum, the average person spends 90,000 hours or roughly one-third of their life at work; highlighting that the work environment – both physical and psychological – has a profound impact on our overall mental health and well-being. 

At Suntory, we recognise this and take a proactive approach as employers to create work environments that support both the physical and psychological needs of our employees. This includes offering flexible work arrangements, providing access to wellness programmes, and encouraging open communication to build trust and security. Additionally, we also emphasise creating a sense of belonging within the organisation, as this can help mitigate the negative impacts of external stressors. 

We’ve introduced initiatives like email signatures to advise against after-hours communications, to help set boundaries. We've also implemented workshops on psychological safety, empowering employees to take time to disconnect. Additionally, many functional teams designate Friday afternoons as no-meeting times, which allows employees to manage their workload without the pressure of additional responsibilities. 

What trends do you see shaping the future of work within the APAC region, especially in terms of employee engagement and work life balance?

In APAC, prioritising employee well-being has become a strategic priority for organisations to stay competitive – impacting recruitment, DEI efforts, and overall performance. As leaders recognise the link between well-being and employee satisfaction, this focus is transforming workplace cultures and HR policies, especially during economic downturns and other crises like the pandemic. At Suntory, we dedicate one month each year to promoting both physical health and mental wellbeing through a global initiative that encourages employees to stay active, also fostering connections outside of work. We’ve found that such an initiative is a strong driver of work satisfaction, alongside learning opportunities and an attractive pay package. 

In parallel, fostering a sense of belonging has become even more critical after the Covid-19 pandemic, as employees were found to have struggled with longer working hours, social isolation and job insecurity. In the same vein, engaged employees are more productive and aligned with company goals, which reflects our efforts in fostering a supportive culture.

Our Quality-Work-Life (QWL) Committee in our APAC office leads initiatives to enhance employee engagement for Singapore-based employees, such as employee-led bonding events held like our durian party and badminton session, which provided our employees the opportunity to connect over activities outside of work hours. 

What has been your most significant learning in leading HR across APAC? What advice would you give to other HR leaders managing diverse teams across multiple countries?  

I’ve learnt that today’s challenges are too complex for one person to solve. It’s important for HR leaders to understand this and recognise that they have diverse talent that they can tap on – these cognitive resources are their organisation’s most valuable assets. It is through being willing to listen and obtaining diverse inputs from different groups of employees that we, as adaptive leaders, can build systems and a workplace for our teams that align with their purpose and provide authentic care and connection.