Learning and Development Manager-SRM

Upskilling for AI in FDI Companies: Case Studies. Monday, 06/04/2026 14:45:22 Upskilling for AI in FDI Companies are becoming a strategic focal point as major corporations such as Samsung, Intel, and Nestlé pioneer the transformation of Vietnam into a hub for training and practical technology application. Rather than viewing artificial intelligence merely as a tool, these organizations implement structured "upskilling" models to help employees shift their mindsets, thereby optimizing productivity and maintaining a global competitive edge. The following article delves into practical case studies and distills valuable implementation lessons, paving the correct path for any organization on the journey to build a culture of working alongside AI. 1. FDI Leaders: Pioneering the AI Skill Race in Vietnam In recent years, Foreign Direct Investment (FDI) corporations have emerged as the leading "living laboratories" for AI skills in Vietnam. They are not merely transferring technology but are also investing heavily in human capital to ensure employees can work effectively alongside AI. According to recent reports from PwC, the percentage of enterprises in the Asia-Pacific region integrating AI skills into their internal HR strategies is surging. In Vietnam, pioneers such as Samsung, Intel, Unilever, and Nestlé launched comprehensive AI upskilling roadmaps between 2023 and 2025. FDI enterprises view AI upskilling as a long-term strategic investment in their future workforce rather than a standard training expense. This approach helps them enhance productivity, retain talent, and increase competitiveness within the global value chain. 2. The 3-Stage AI Upskilling Deployment Model in FDI Enterprises FDI corporations typically apply a clear, scalable 3-stage model for deploying AI skills: | Stage | Key Actions | Achieved Objectives | | Awareness | Introductory AI workshops; real-world business applications. Employees view AI as a supportive tool, not a threat. | | Adoption | Implementing AI pilot projects within specific departments. Employees apply AI directly to tasks (Marketing, Supply Chain, HR, Production). | | Integration | Embedding AI into standard processes & performance reviews | AI becomes an indispensable part of the corporate culture. | "We don't teach our employees AI programming - we teach them to think with AI to solve daily practical problems." - HR Director of a South Korean manufacturing FDI group in Vietnam. 3. Real-world Case Studies: US Tech Giants and Major FDIs in Vietnam Case 1: A US Tech Enterprise (3,000 employees in Vietnam) This firm implemented the "AI for Everyone" program with remarkable results: | Phase | Program Description | Key Results | | Basic Training | 8 weeks of e-learning + hands-on workshops. 92% completion rate; 87% immediate workplace application. | | Advanced Training | Developing team-specific use cases (Marketing, HR, Data). 25% increase in Marketing productivity; 18% reduction in HR data entry errors. | Case 2: Intel and the National Innovation Center (NIC) Intel partnered with the National Innovation Center (NIC) and local authorities to deploy the "AI for All" program. This free online course aims to enhance awareness and basic AI skills for employees, students, and public officials alike. Case 3: Samsung Innovation Campus Samsung goes beyond internal training through the Samsung Innovation Campus, supporting the development of AI, IoT, and Big Data skills for thousands of students and employees. This contributes directly to Vietnam's goal of developing a workforce of 50,000 semiconductor and AI professionals. According to data compiled by HR1 Vietnam and 2025 industry reports, FDI enterprises with structured AI training programs record significantly higher employee satisfaction levels compared to those that have not yet implemented such initiatives. 4. Critical Success Factors for AI Skill Implementation in FDI Firms The following key factors have been instrumental in the success of FDI corporations: | Factor | Description | Lesson for Vietnamese Enterprises | | Leadership Buy-in | CEOs and Board members participate in training alongside staff. Build a culture where "AI starts at the top. | | Personalized Learning | Monitoring productivity metrics, behaviors, and KPIs post-training | Align AI upskilling with clear business objectives. | | Cross-functional Learning | Organizing knowledge-sharing sessions between different teams. Increase internal collaboration and drive innovation. | | Training ROI | Monitoring productivity metrics, behaviors, and KPIs post-training. Align AI upskilling with clear business objectives. | These factors ensure that AI skills in FDI enterprises move beyond mere training to create sustainable organizational transformation. 5. AI Culture Starts with People, Not Just Technology FDI corporations in Vietnam are clearly demonstrating that AI digital transformation cannot be separated from human transformation. They are not just looking for employees who "know how to use AI," but individuals with a continuous learning mindset, ready to experiment and turn AI into a trusted partner. Key Lesson for Vietnamese Businesses: Start with a learning mindset and awareness before investing in tools. Training AI skills helps employees move from fear to proactively harnessing the power of technology. When a "working with AI" culture is built from leadership down to the staff, Vietnamese enterprises will find it easier to integrate deeper into the global supply chain and compete sustainably in the digital age. Are you preparing to deploy AI skill training for your business? Start with the 3-stage model and leadership commitment - this is the key to success that FDIs have effectively applied in Vietnam. Create by: hr1vietnam Enterprise. Discover how Vietnamese businesses are applying AI in recruitment - from candidate search and screening to interviews and evaluation,... Discover how AI is reshaping workforce training strategies and why continuous learning has become a critical capability for modern... How can professionals avoid displacement and instead become more innovative in the face of the artificial intelligence wave? The answer... Upskilling for AI in the Workplace is the ultimate strategy to stay ahead of the automation wave. Explore 4 core AI skill groups and a... New jobs. Salary: 1300 - 1600 USD Location: Hồ Chí Minh Salary: To 30 Million VNĐ Location: Hồ Chí Minh Salary: To 55 Million VNĐ Location: Hồ Chí Minh Salary: 30 - 50 Million VNĐ Location: Hà Nội Salary: To 20 Million VNĐ Location: Bắc Ninh

The coffee break has become a multi-million dollar business, and Nestlé will intensify this bet in Brazil. With 30,000 machines installed across the country, from offices to convenience stores, this division already represents 10% of the national revenue and is set to grow even more with a R$200 million investment this year. Behind the coffee machines, Nestlé operates with a data-driven system. The company invests in artificial intelligence to understand consumer behavior at each location (Assembly EXAME/Disclosure). Published on April 6, 2026 at 12:59 PM. Last updated on April 6, 2026 at 1:32 PM. Follow everything about Business Expansion. The traditional 'coffee break' has gained a new strategic dimension within Nestlé. Far from being limited to domestic consumption, Nestlé Brazil has accelerated its operations in the so-called out-of-home consumption, which includes all food and beverage experiences (like hot and cold drinks) in environments such as companies, hotels, restaurants, hospitals, and convenience stores. * + Looking for your first job opportunity? It's time to connect with recruiters from Brazil's most innovative companies. Participate in the Management and Innovation Conference, a free in-person event where 1 in 5 young people are hired after the event. Sign up. The segment is known to the multinational as 'Nestlé Professional' and already accounts for about 10% of the company's business in Brazil. 'It's not just the product. We offer a complete solution: product, machine, and technical service to ensure the best experience,' says Lilian Miranda, global director of the Nestlé Professional Latam area. Follow Exame and stay updated on the latest news from Brazil and the World. Follow on Google. The multinational has been betting on 'Nestlé Professional' for 30 years and already has about 30,000 coffee machines installed in Brazil, spread across 50,000 clients, including offices, hotels, bakeries, and convenience stores. Lilian Miranda, global director of the Nestlé Professional Latam area: 'There is no small or large client. There is where the consumer is, and that's where we want to be' (Nestlé Brazil/Disclosure). From thermos-bottle coffee to premium experience. The segment's advancement follows a change in consumer behavior. While out-of-home coffee was previously limited to thermos bottles in offices, today it has become a central element of experience in environments such as companies, hotels, airports, and clinics. 'Coffee connects people. It's over coffee that you solve problems, relax, and chat. We want to turn this moment into a better experience,' says Miranda. This movement also helps explain the company's strategy: using out-of-home consumption as an entry point for new habits, which later reflect at home. Growth above market average and heavy investment. The numbers show the weight of this bet. In 2025, the out-of-home coffee business grew 15% in Brazil, above the category average. To sustain this pace, the company is preparing a robust investment: * R$150 million in innovation, equipment, and technology * R$50 million additional in training, development, and support The strategy ranges from developing more modern machines to using artificial intelligence to understand consumer behavior. 'If I know that at a certain location cappuccino sells more than black coffee, I adjust the supply. This improves the experience and results,' says the executive. Brazil: Key piece in the global game. Brazil holds a strategic position for the company. According to Miranda, it is the 3rd largest market for Nestlé worldwide and is among the top 3 globally in out-of-home consumption. 'Only 30% of coffee consumption happens outside the home, indicating great expansion potential. We have a lot of room to grow,' says the executive. 'In the United States, out-of-home consumption is already greater than at-home consumption.' Although coffee is the main pillar, the business goes beyond. The division also operates with: * Cold beverages (a growing global trend) * Desserts and foods * Partnerships with large food service networks 'The logic is to increase the average ticket and create complete experiences for the consumer,' says the executive. Technology behind the coffee. Behind the coffee machines, Nestlé operates with a data-driven system. The company invests in artificial intelligence to understand consumer behavior at each location and adjust the supply in real-time. 'If I understand that at a machine cappuccino consumption is higher than black coffee, I need to be prepared for that,' says Miranda. In practice, the technology helps avoid shortages, personalize the beverage mix, and improve consumer experience, besides making machines more modern, efficient, and sustainable. The army of technicians maintaining the operation. The operation goes beyond technology and depends on a wide network of field professionals. The company maintains technical teams responsible for ensuring the operation of machines at thousands of locations across the country. 'We rely on technicians who are direct employees of Nestlé. They are the ones keeping this business running within clients,' says Miranda. These professionals perform maintenance, support, and continuous adjustments, ensuring the experience is uninterrupted - a differentiator in a business that depends on constant availability. From the pandemic to recovery - and beyond. The pandemic was the biggest shock to the business, as out-of-home consumption practically disappeared. Still, the company managed to recover, and according to Miranda, it is already operating at levels higher than pre-Covid. The strategy for this was maintaining proximity with clients, including removing equipment from temporarily closed locations to reduce costs. 'We stayed close to clients during the toughest time. This strengthened the relationship and helped in the recovery,' says Miranda. Brazilian innovation that went global. Among the bets for 2026 is a launch born in Brazil and already starting to gain global traction: the hot KitKat beverage. The idea is to transform the chocolate concept into a liquid experience, available in machines installed at various locations. 'It's the KitKat 'break' in beverage form. It was developed in Brazil and is now being taken to other countries,' says Miranda. Far beyond coffee. Although coffee is the main pillar, the business goes beyond. The division also operates with: * Cold beverages (a growing global trend) * Desserts and foods * Partnerships with large food service networks The logic is to increase the average ticket and create complete experiences for the consumer. The future: Experience as a competitive differentiator. With consumers becoming more demanding post-pandemic, experience has become the main differentiator. 'There is no small or large client. There is where the consumer is, and that's where we want to be,' says Miranda.

ATU, Nestlé Ghana partner to train female engineering students. Accra Technical University (ATU) has taken another step to connect classroom learning with industry practice, as it welcomed a team from Nestlé Ghana to begin a new training initiative for students. The visit follows an agreement between the two institutions to roll out the Nestlé Technical Training Programme (NES-TECH), aimed at equipping female engineering students with practical, industry-relevant skills. The partnership was formalised through a Memorandum of Understanding (MoU) signed on April 2, 2026, at the University's Council Chamber. Speaking at the ceremony, the Vice-Chancellor of ATU, Professor Amevi Acakpovi, expressed his excitement about the initiative and the opportunities it presents for students. He noted that as a technical university, ATU places strong emphasis on preparing students for the world of work. According to him, the University remains focused on guiding students toward meaningful career paths and welcomed the programme as a step in the right direction. He added that closer collaboration between industry and academia is key to building a strong and sustainable workforce. The Managing Director of Nestlé Ghana Limited, Ms. Salome Azevedo, also shared her enthusiasm about the partnership. She linked the initiative to efforts to promote gender inclusion in engineering, especially in the context of International Women's Day. She explained that the NES-TECH programme is designed to support and empower young female engineers to succeed in their chosen careers. Adding her voice, the Dean of the Faculty of Engineering, Engr. Mrs. Tina Wemegah described the collaboration as timely and beneficial. She noted that in today's fast-changing, technology-driven world, practical skills are essential, especially for women pursuing careers in engineering. The Nestlé Technical Training Programme forms part of Nestlé's global "Needs Youth" initiative, which focuses on improving youth employability. The programme will provide hands-on training in areas such as Mechanical, Electrical, and Automation Engineering, helping students gain the skills needed to transition smoothly into industry.