Leading with Purpose and People: Coca-Cola’s HR Vision in Southeast Asia

Insights from Rina Chanco Estolano, People Vice President – Coca-Cola Beverages Singapore, Malaysia and Brunei, hrX Malaysia 2025

In the heart of Kuala Lumpur last August, rockbird media’s hrX Malaysia 2025 gathers the region’s most forward-thinking people leaders. One standout voice in this transformative gathering is Rina Chanco Estolano, the dynamic People Vice President – Coca-Cola Beverages Singapore, Malaysia and Brunei, who brings with her a treasure trove of lessons in agility, inclusivity, and strategic HR.

From shaping rewards that resonate with today's workforce to nurturing inclusive cultures in diverse markets, Rina’s perspective is not just relevant, it’s essential.

A Unified People Strategy with Local Soul

In dynamic regions like Southeast Asia, the ability to stay globally consistent while adapting locally is critical. Rina introduces Coca-Cola’s “freedom within a framework” model, a strategic approach that maintains a cohesive global foundation while giving local teams the autonomy to adapt execution based on market-specific realities.

“We don’t reinvent what already works. Instead, we leverage global scale and cross-market learnings to accelerate impact, reduce duplication and foster collaboration.” 

This balance empowers Coca-Cola to remain agile in Southeast Asia’s fast-moving landscape, while never losing sight of its shared values and unified people agenda.

Change Is the Constant And That’s the Point

Working in the FMCG (Fast-Moving Consumer Goods) industry means transformation is not the exception, it’s the norm.

Rina shares a telling moment when a team member asked, “When is it going to be BAU or when is it going to be business as usual?” Her response? “This is BAU.”

For Coca-Cola, thriving amid constant change requires:

• Early involvement of employees in transformation processes

• Clarifying the purpose and direction

• Giving flexibility to shape the path

• A culture of continuous improvement, even during stable periods

“We always think we have to stay hungry, stay curious or shall I say even stay thirsty for us to be ahead.”

Rethinking Rewards: It’s More Than Money

With healthcare costs projected to rise significantly across Asia, Rina emphasizes the importance of co-creation and shared responsibility between corporations, providers, and policy-makers. Coca-Cola is preparing to navigate a 12–16% spike in healthcare costs in Singapore and Malaysia, even without benefit changes.

“Flexibility in people programs is only possible honestly when our external partners… offer adaptable, financially suitable and sustainable solutions.”

She reinforces the importance of rewarding performance fairly and transparently:

“I strongly believe in differentiated rewards, recognizing and investing in high performers while holding low performers accountable. It’s about fairness, impact, and driving a culture of excellence.”

The Power of Listening in Diverse Cultures

When Rina stepped into her regional leadership role, one leadership insight became crystal clear:

“Listening is key. Listening to understand and not with an expected just judgment or validation.”

Instead of focusing only on head office voices, she spends time with frontline employees, those in supply chain and sales, who make up 70% of Coca-Cola’s workforce. Whether it’s through site visits or sharing meals (especially in Malaysia, where “eating is life,” she adds), Rina uses these informal spaces to dissolve hierarchy and connect as humans.

“It's a great way to connect without the hierarchy, without any expectations and just getting to know people as humans and not as physicians.”

And with inclusion, she reminds us that empathy must be balanced with structure:

“It's allowing people to be comfortable to speak up, but that doesn't necessarily mean that you have to indulge all of the tasks. It actually is a balance between making space for both structure and empathy.”

Business Mindset First, HR Leader Second

One of the most resonant takeaways from Rina’s interview was this shift in mindset:

“We need to start thinking… to be business leaders first, HR leaders second, meaning we always have to think with a business mindset first and that's the way we really truly add value.”

It’s a powerful reminder that today’s HR professionals are not just policy stewards, they are business enablers.

Rina Chanco Estolano doesn’t just speak about HR, she lives it from the ground up. Her approach blends structure with empathy, strategy with heart, and regional nuance with global scale.

At hrX Malaysia in Kuala Lumpur last August, Rina reminded leaders that this is BAU.

And thriving in it means listening better, acting braver, and always staying thirsty – for people, progress, and purpose.