Creating Value for Society

Employee Care, Development & Retention

Employee Care, Development and Retention

Risk Opportunity
Ineffective human resource management, or practices that are not aligned with human rights principles—particularly with respect to equal treatment, non-discrimination, and respect for employees’ rights—may adversely affect the Company’s ability to attract and retain qualified personnel. This could in turn undermine employee morale, work efficiency, and business continuity. In addition, if the Company is unable to equip employees with the skills, knowledge, and capabilities required to respond to changes in business conditions, technology, regulations, and the expectations of customers and operators within the industrial estates, the Company may face reduced service readiness, missed business opportunities, and weakened competitiveness in the future. The development of a human resource management system that promotes fairness, respect for human rights, and the continuous enhancement of employees’ capabilities helps strengthen a workforce that is adaptable to change. This, in turn, supports efficient operations and service delivery across the Company’s industrial estates, enhances service quality, and fosters the development of new ways of working. These efforts contribute to building confidence among customers and operators within the industrial estates and support the Company’s sustainable growth.

Management Approach

The Company recognizes that human capital is a critical factor in the long-term success of the organization. Talented employees who demonstrate integrity and ethics are key drivers in achieving the Company’s sustainable development goals. Therefore, human resource management plays a vital role in attracting, retaining, and developing capable personnel while enhancing employee relations and overall organizational performance.

To support this commitment, the Company has established a “Human Resource Management Policy”, which reflects its dedication to managing human resources effectively. This policy encompasses recruitment, employment, compensation and benefits, employee relations, and termination. It also includes physical and mental well-being, as well as a healthy working environment. All human resource practices are implemented systematically under the principles of human rights, fair labor treatment, corporate governance, and the Company’s Code of Conduct. The goal is to foster continuous career development, promote employee engagement and satisfaction, and ensure that employees are empowered to perform at their full potential. Ultimately, this approach supports workforce stability and readiness for the Company’s future business expansion.

See more details about our Human Resource Management Policy.

Human Resource Management Policy

The Company places human resource management under the oversight of the Board of Directors and management. The Board of Directors is responsible for approving and reviewing relevant policies, ensuring that operations comply with applicable laws and recognized practices, and monitoring risks and performance. Management is responsible for implementing the approved policies by establishing appropriate structures, objectives, action plans, and control measures, as well as monitoring implementation, communicating to raise awareness, providing grievance and complaint channels, and regularly reporting material issues to the Board of Directors. This governance framework supports effective, transparent, and goal‑aligned human resource management.

The Company has established the Human Resource Management Committee as a strategic planning and monitoring mechanism, chaired by the Chief Executive Officer of AMATA Group and consisting of 15 members, including the Chief Marketing Officer, Chief Business Development Officer, Chief Financial Officer, Chief Technical Officer, Chief Administration Officer, Chief Strategy Officer, Chief People Officer, Vice President – Company Secretary & Legal, as well as the Chief Executive Officers and Managing Directors of subsidiary companies. The Committee sets guidelines for employee care according to the rules, regulations, local laws, and international standards relevant to the Company’s business operations, including the human rights principles. All employees are treated equally and fairly, with their rights protected and respected. Channels for complaints are provided to receive suggestions, problems, and expectations from all employees in order to improve human resource management accordingly.

Respect for Human Rights and Fair Labor Practices

  • Human Rights and Labor Principles and Practices

The Company is committed to respecting human rights and upholding fair labor practices across its operations. Applicable labor laws, regulations, and relevant standards in the countries where the Company operates, together with internationally recognized human rights principles, serve as the foundation for human resource management throughout the employment lifecycle. The Company promotes a working environment that respects human dignity and is free from human rights abuses, harassment, forced labor, child labor, and all forms of discrimination. It is also committed to ensuring fair treatment, safe working conditions, equal opportunity, and access to learning and development for all employees, while supporting career advancement on the basis of qualifications, capabilities, and performance. To support these commitments, the Company has established written policies and practices covering human rights and labor management, communicated them throughout the organization, and monitored employment practices to ensure alignment with applicable legal requirements and relevant standards.

  • Diversity, Equity, and Inclusion (DEI)

The Company promotes diversity, equity, and inclusion in the workplace by treating all employees fairly, equitably, and equally, without discrimination, and free from any form of segregation on the basis of age, gender, education, marital status, political opinion, nationality, race, religion or beliefs, as well as visible and non‑visible disabilities, or any other personal characteristics unrelated to job performance.

The Company employs individuals of eight nationalities, reflecting cultural diversity within the organization. Accordingly, the Company fosters a respectful, inclusive, and open working environment that supports effective collaboration. Clear criteria and processes are established for recruitment, employment, development, performance evaluation, promotion, and remuneration, based on employees’ qualifications, capabilities, performance, and potential. The Company communicates its non‑discrimination practices to employees and management, provides mechanisms for raising complaints or concerns, and regularly reviews human resource processes to promote equal opportunity and mitigate the risk of discrimination in the workplace.

  • Equal Opportunity and Employee Capability Development

The Company believes that providing equal opportunities alongside the continuous development of employee capabilities is a fundamental foundation for the organization’s sustainable growth. Accordingly, the Company supports employees at all levels in accessing learning, training, and skill‑development opportunities necessary for their roles, as well as new skills that are responsive to changes in the business environment, technology, and the expectations of customers and operators within the industrial estates. In addition, the Company has established a performance appraisal system and career advancement process based on clear, transparent, and fair criteria in order to support employees in developing their capabilities and advancing appropriately within the organization.

  • Grievance Mechanisms and Employee Protection

The Company has established mechanisms and channels for employees to submit complaints or raise concerns regarding unfair treatment, discrimination, harassment, or other forms of rights violations. These mechanisms provide all employees with an appropriate means to report issues or seek assistance. Complaints may be submitted directly to the Chairman of the Board and the Chairman of the Audit Committee at P.O. Box no.7, Monterey Tower Post Office. All complaints are subject to consideration, investigation, and follow‑up in accordance with procedures that emphasize fairness, confidentiality, and the protection of complainants, witnesses, or other related parties from intimidation or retaliation. The Company also uses complaints and concerns received as inputs for improving management practices and the workplace environment.

Recruitment and Employment

The Company emphasizes the importance of recruitment, selection, and hiring employees to join the Company in order to employ the right personnel that suits well with the Company business strategy and has potential for further development to help drive the organization according to AMATA’s core values under AMATA DNA: DRIVE. The Company seeks qualified candidates from both internal employees within the group and external applicants. Priority is given to internal candidates for consideration and selection. If no suitable candidate is found internally, the Company will proceed with external recruitment and hiring. The Company will not use child labor or labor that violates the law and will treat employees, job applicants, workers, and all stakeholders with fairness. It will also carry out all processes with fairness, transparency, and accountability, without discrimination, throughout the recruitment and hiring process. In 2025, the Company targeted achieving at least 70% of its recruitment and employment plan with the following strategies and performance:

Strategy Performance
1.  Plan workforce and competencies in alignment with the Company's core values and organizational culture.
  • The Company has guidelines for recruiting staff that match its core values, whereby every new staff member will have a chance to converse and interview with the Chief Executive Officer to evaluate alignment with its core values and organizational culture.
2.  Develop proactive recruitment channels and opportunities to reach the new generation.
  • The Company has expanded communication channels through online social media, i.e. Facebook/AMATACorp and LinkedIn/AMATACorp to strengthen the corporate image and better access the new generations.
  • The "Friends Get Friends" program has been implemented by the Company to incentivize employees within the AMATA group to recommend job candidates who align with the Company's core values and organizational culture.
  • The Company has organized an internship program that allows college students in Thailand to intern and learn work skills with the Company. In 2025, 14 students participated in this internship program.
3.  Encourage cross-function work to enhance staff competency and for the staff to work in the suitable function.
  • The Company provides the opportunity for the staff to work in other functions of their interest in addition to their current position for 6 - 12 months in order to enhance their competency according to their interests and also to learn about other functions within the Company. In 2025, 3 staff members have transferred to other functions within the Company.

In 2025, the Company had a total of 44 job openings, successfully recruited 39 new employees, achieving a recruitment success rate of 89%, with details as follows:

2022 2023 2024 2025
Total employees (Persons) 250 275 289 298
New employees (Persons) 32 42 35 39
Job opening (Positions) 48 55 42 44
Hiring plan achievement rate (%)
(Target)		 67%
(70%)		 76%
(70%)		 83%
(70%)		 89%
(70%)

Employment of Retired Employees

The Company has a Retirement Policy that allows retired employees to return to work voluntarily. Since the Company is well aware that certain retired employees are still healthy, able to work efficiently, and provide value to the Company by passing on their work experience to the younger generation. The Company therefore offers opportunities for employment after retirement and considers the knowledge and abilities of retirees, as well as the suitability of the job role, on an annual basis. The rehired employees will receive proper compensation in accordance with regulations, as well as benefits comparable to those of full-time employees. They will also be provided with protections as required by the laws and regulatory authorities of each country where the company operates. In 2025, a total of 2 employees retired, and 16 employees were employed on a continuous basis under the post-retirement employment policy.

As of 31 December 2025, the Company had a total of 298 employees, covering all categories of employees of AMATA Corporation Public Company Limited and its subsidiaries in Thailand over which the Company holds more than 50% ownership or has financial or management control. These comprise a total of four subsidiaries, namely AMATA City Rayong Company Limited, AMATA Summit Ready Built Company Limited, AMATA U Company Limited, and AMATA Facility Services Company Limited.

Employee Care

Building Organizational Capability Elevating Motivation Enhancing Employee Well-being
• Future-ready Organization Design
  • Organizational structure
  • Governance and management systems
• Rewards & Recognition
  • Market-competitive remuneration aligned with market benchmarks and cost of living
  • Employee recognition
  • Employee referral ("Friends Get Friends" program)
• Education
  • Scholarships
  • Language training
• Health & Well-being
  • Physical health (vitamins, sports club, health insurance)
  • Mental health (employee counselling program)
• Occupational Safety
  • Ergonomic work shoes to support employees' health and well-being
• Skills-based Organization
  • Learning journey
  • Leadership Development Program
• Effective Communications
  • Town hall
  • CEO Day
  • Staff meetings
  • The Welfare Committee
• Workplace Facilities
  • Recreation room
  • Exercise equipment
  • Ergonomic furniture and equipment for standing, sitting, and resting
• Career Pathing

Compensation Management

The Company manages employee compensation through a combination of short‑term and long‑term remuneration, benefits, and welfare that are appropriate, fair, and aligned with the Company’s performance. In determining compensation levels, the Company takes into account job roles and responsibilities, economic conditions, cost of living, the business environment, and labor market benchmarking within comparable industries to ensure that compensation remains appropriate, competitive, and supportive of employees’ quality of life. Compensation is determined based on the principles of pay for position and pay for performance, including performance outcomes and aligned behaviors. The Company also upholds the principle of equal pay for work of equal value, without discrimination, to retain and motivate high‑performing, capable, and committed employees. In this regard, the Company ensures that employee remuneration is not lower than the legally prescribed minimum wage and promotes compensation levels that are sufficient to support a reasonable standard of living, taking into consideration the local context of areas in which the Company operates.

The Company establishes clear payroll and bonus payment schedules, ensures timely payment, and provides employees with appropriate payment documentation. The compensation, welfare, and benefits structure are regularly reviewed to reflect changes in the cost of living, economic conditions, and labor market dynamics. Bonus payments are determined based on individual performance and the Company’s operating results for the respective year and are subject to approval by the Human Resource Management Committee.

For employees assigned to work overseas (Expatriate Staff), the Company provides appropriate compensation and benefits in compliance with applicable local laws and with due consideration for competitiveness within the local labor market. This includes benchmarking compensation and benefits as well as reviewing cost‑of‑living and price indices for each city or country in which the Company operates.

In addition, the Company complies with applicable labor laws governing employees’ working hours and ensures that overtime work is compensated accurately and fairly. The Company also continues to enhance the efficiency of its work systems to minimize unnecessary overtime, as part of its commitment to supporting employees’ quality of life and well-being.

Employee Performance Evaluation and Remuneration

The Company conducts performance evaluations and career development planning for executives and employees on a regular basis twice a year, namely the mid‑year and year‑end cycles. The evaluation process covers employees at all levels in accordance with the Company’s established criteria and is carried out through clear, transparent, and fair assessment frameworks. Performance assessments are based on actual work outcomes and behaviors that reflect the Company’s corporate values.  Individual performance evaluation results are used as a key input for annual remuneration decisions for executives and employees, as well as for competency development, individual development planning, and career progression and succession readiness. The Company encourages employee participation in defining work plans and key performance indicators (KPIs) jointly with supervisors, ensuring alignment with departmental and Company‑level objectives (Corporate KPIs). This two‑way communication process enables employees and supervisors to jointly plan, monitor performance, and identify opportunities for improvement, thereby enhancing work effectiveness. It also strengthens positive working relationships between supervisors and employees, contributes to employee engagement, and serves as a key mechanism for driving the organization toward its strategic objectives.

In 2025, the Company conducted performance evaluations and career development planning covering 100% of employees within the reporting scope. The evaluation process comprised the following three components:

  1. Performance evaluation using Key Performance Indicators (KPIs) is an effective tool for driving performance management processes. The KPIs were established collaboratively between employees and supervisors.
  2. Assessing work behavior based on the Company's shared characteristics (AMATA DNA), which represent the core competencies and expected behaviors of the Company. It is believed that by having employees who embody these shared characteristics, the Company can effectively pursue its vision, mission, and strategy.
  3. Career development evaluation identifies both strengths and areas that need further development for A one-to-three-year employee development plan is also collaboratively established by the employees and their supervisors.
Employee Group Total number of employees Number of employees evaluated Percentage (%)
By Gender
•Male
 163 163 100
•Female
 135 135 100
By Level
•Top Management (Level 9–12)
 18 18 100
•Middle Management (Level 6–8)
 50 50 100
•First-line Management (Level 4–5)
 86 86 100
•Operational Level (Level 1–3)
 144 144 100

The Company recognizes the importance of nurturing and retaining knowledgeable and capable employees, who are key drivers of long-term sustainable growth. As such, the Company places great emphasis on ensuring fair, performance-based compensation and providing appropriate welfare benefits in accordance with its Human Resource Management Policy. In addition, the Company offers recognition and rewards to high-performing employees whose capabilities are evident, with the aim of attracting and retaining top talent and fostering their development into future leaders. To ensure competitiveness and alignment with industry practices, the Company participates annually in compensation and benefits surveys conducted by reputable national institutions. These benchmarking efforts are conducted against similar business groups to support compensation strategies that are responsive to employee expectations, economic conditions, and the national cost of living. This approach enables the Company to remain competitive in the labor market and to attract an increasing number of talented professionals to join the Company.

Basic Salary Ratio (Female: Male)

♀
Top Management 0.95 : 1
♂
♀
Middle Management 0.86 : 1
♂
♀
First-line Management 1.04 : 1
♂
♀
Operational Level 1.03 : 1
♂

Performance Evaluation and Remuneration of the Chief Executive Officer and Senior Executives

The Company has reviewed and improved the performance evaluation criteria for the Chief Executive Officer and senior executives to ensure clarity and alignment with the Company’s strategy and business direction. The performance indicators for all senior executives are linked to the objectives of the Long‑Term Strategic Plan 2030 and the Company’s Corporate Key Performance Indicators (Corporate KPIs), which encompass both financial and non‑financial dimensions, including environmental, social, and governance aspects, in accordance with the Balanced Scorecard approach. The determination of these performance indicators is subject to the Company’s governance processes and is used as part of the evaluation of performance and the consideration of remuneration for senior executives.

Dimension Key Performance Indicators CEO Senior Executives Employees
Economic
•Revenue and net profit
 ● ● -
•Recurring income ratio
 ● ● -
•Growth of recurring income through innovative products and services
 ● ● ●
Environmental
•Greenhouse gas emissions (Scope 1 & Scope 2)
 ● ● ●
•Proportion of renewable energy usage
 ● ● ●
•Efficient resource utilization (e.g., water, waste)
 ● ● ●
•Number of significant environmental violations or fines
 ● ● ●
Social
•Talent acquisition, retention, and workforce capability development
 ● ● -
•Employee engagement score
 ● ● -
•Succession planning readiness for strategic growth
 ● ● -
•Customer and local community satisfaction score
 ● ● ●
•Number of road accidents within the industrial estate
 ● ● -
Corporate Governance
•Number of significant corporate governance complaints
 ● ● -
•Number of legal violations related to economic, social, or environmental laws
 ● ● ●
•Number of corruption or fraud cases
 ● ● ●
•Number of cybersecurity breaches or data leaks
 ● ● ●

Performance Evaluation and Remuneration of Senior Executives

The Company sets the performance evaluation for senior executives twice a year, and the evaluation result for each individual senior executive will be considered to determine their annual remuneration. The senior executives will be assessed on their achievement of their KPIs that are consistent with the Corporate KPIs covering the business, social, and environmental aspects, which are common goals for sustainable development of the Company. 75% of the allocation is given to the indicators that the executives in each field can achieve the Company’s goal and relay it to the subordinates to achieve the sustainability goals. A 25% allocation is given to the behavioral assessment through AMATA DNA.

 

Performance Evaluation and Remuneration of Chief Executive Officer

The Nomination and Remuneration Committee is responsible for evaluating the performance and compensation of the Chief Executive Officer as a guideline although the current CEO declines to accept such compensation. Performance indicators are determined through mutual agreement between the Board of Directors and the CEO.  These indicators encompass operational activities to achieve business objectives, weighted at 70%, along with sustainability (ESG) goals, weighted at 30%. In terms of compensation, a survey has been conducted to access salary adjustment rates and executive compensation benchmarks within the industry. The remuneration proposal is then reviewed by the Nomination and Remuneration Committee, which will be submitted to the Board of Directors for approval.

30% 70%
Business KPI
ESG KPI

Welfare and Benefits

The Company provides additional welfare and benefits to all employees without discrimination by considering the appropriateness of duties and responsibilities. In the case of permanent and yearly contract employees, additional welfare, including life and accident insurance, disability and occupational injury coverage, annual health check-ups, maternity leave, language proficiency incentives, medical and dental treatment fees, annual influenza vaccination, loans, and various types of financial support, are given in accordance with the criteria set by the Company. However, the provident fund and retirement fund are given only to permanent employees. Moreover, the Company provides certain welfare benefits to permanent and yearly contract employees that also extend to cover family members of the employees, such as educational scholarships for their children and funeral allowance for family members, etc.

In 2025, the Company enhanced its employee health and wellness benefits by providing additional support for employees’ access to fitness center services at both partner and non-partner facilities across all office locations. This initiative formed part of the Company’s ongoing efforts to support employee well-being.

 The Company has informed the employees of the available welfare and benefits since the first day of employment. The employees are also allowed to participate in the welfare program to improve it and create additional activities for the public's benefit through the Welfare Committee. The Welfare Committee consists of 18 employee representatives selected by the employees and 6 representatives of the Company. The Welfare Committee holds a meeting every three months. Recommendations and feedback from the Welfare Committee meetings are used as inputs for reviewing and improving relevant policies, regulations, and welfare programs to better align with employees’ needs and to promote employees’ quality of life, which in turn supports improved work performance. Furthermore, the Welfare Committee serves as an additional channel for fostering engagement between management and employees, as well as for receiving opinions, suggestions, and complaints related to welfare, occupational health and safety, labor standards, and other employee concerns.

Provident Fund

To promote long-term financial and retirement planning, the Company has established a provident fund, which has 173 members, accounting for 58% of the total number of employees in 2025. Since 2020, the Company has diversified investment risks by appointing two asset management companies to manage the provident fund in order to maximize benefits for the employees. Moreover, financial experts have been invited to educate employees about economic conditions, investment, and tax incentives.

Employee Health and Well-being

The Company has established an annual budget allocation policy to promote employee well‑being and quality of life by supporting health and safety initiatives. These initiatives include the provision of fitness rooms and recreational spaces, which serve not only as wellness facilities but also as areas that encourage interaction and experience sharing between younger employees and retirees who are engaged under continued employment arrangements. In addition, members of senior executives regularly engage with employees through online meetings to communicate the Company’s care and concern for employee health. The Company also disseminates health‑related informational materials prepared by its in‑house medical personnel through internal employee LINE groups. These communications cover personal health care and disease prevention related to environmental and public health conditions, such as preventive measures against fine particulate matter (PM2.5), common seasonal illnesses during the rainy season (including respiratory and gastrointestinal diseases), mosquito‑borne diseases such as dengue fever, and conjunctivitis. Guidance on self‑care and prevention of respiratory infectious diseases, including COVID‑19 and seasonal influenza, as well as information on vaccinations and basic symptom monitoring, is also provided.

Employee Development

The Company recognizes the importance of nurturing the potential, knowledge, and skills of its employees across diverse professions and roles. This preparation is essential for addressing future business opportunities and challenges and for steering toward a high-performance organization. To support this, the Company has introduced the "AMATA Learning Journey," a development framework based on the Company's core competencies. Additionally, "Learning Solutions" have been implemented to encourage self-development among employees at all levels, fostering behaviors that align with the Company's expectations.

Strategic Aspirations 2023 - 2025: Human Resource

2023

  • Talent Pool for Succession Plan
  • Amata Leadership Academy
  • Digital HR

2024

  • Talent Pool for Organizational Growth
  • E-learning (Learning Management System)
  • Career Management

2025

Regional Talent Pool

Learning and Development Strategic Roadmap 2023-2025

Learning and Development Strategic Goals

  • Enable success of strategic priorities 2023 through competencies development of successors and talents
  • Create long-term leadership pipeline to enhance competitiveness
  • Leverage technological advancement for personalized learning

Success Indicators

  • Continuous program to develop competencies required by successors and talents to implement Strategic Projects
  • Structured execution of Leadership Development Plan
  • Rotation according to Career Path
  • Implementation of HR Information System interface with digital learning platforms

In 2025, the Company provided training programs and learning and development initiatives for employees at all levels in accordance with the 70:20:10 Learning Model, with a focus on the application of artificial intelligence (AI) and digital transformation to enhance operational efficiency and reduce costs across business processes. The Company also delivered AI literacy and technology training to executives and employees across the organization. In parallel, the Company enhanced its training needs assessment process in collaboration with prioritized functions, namely the Sales and Marketing Department and the Engineering Department. These efforts focused on designing targeted learning programs to strengthen specialized workforce capabilities, covering both behavioral skills (soft skills) and technical skills (hard skills) relevant to each professional discipline. This approach aims to improve the effectiveness and relevance of work processes, better align operations with customer needs, and help mitigate risks within the sales process.

Level of Expected Behavior Behavior Level 1 Behavior Level 2 Behavior Level 3 Behavior Level 4 Behavior Level 5 Worker, Semi-skilled Officer, Senior Officer Section Manager Department Manager – Vice President C-Level
Degree of Proficiency Level 1 Level 2 Level 3 Level 4 Level 5 AMATA DNA LEARNING SOLUTIONS

The Company has also developed the 'AMATA Leadership Development Program' for junior, mid-level, and senior executives, with the aim of cultivating and preparing future leaders who possess the leadership qualities, skills, and knowledge necessary for key succession roles. This initiative supports the Company’s long-term growth and competitive advantage. The Company continuously enhances the program to encompass both behavioral skills (soft skills) and technical skills (hard skills) in business management. The primary objectives of the program include:

  1. Foster a comprehensive understanding of the business, including the impacts of each department, and cultivate readiness for change.
  2. Develop essential skills, mindset, and proficiency in the use of management tools, technology, and effective team leadership.
  3. Instill habits and behaviors that prepare individuals for taking on higher-level leadership roles.

AMATA LDP | Leadership Development Program

Transformational
Leader Program

for Senior Management / Executive

For JL8 to JL9
  • Understand and take role as business leaders
  • Formulate organization strategy in terms of increasing and balancing business and people capabilities
  • Use new management / business tools to manage business effectively
  • Create and lead change within the organization which leads to business and organization future growth sustainably

Smart Leadership
Accelerator
Program 2

for Middle Manager

For JL6 to JL7-8
  • Understand and take role as manager of managers
  • Translate organization strategy into execution strategy effectively
  • Formulate functional strategy to align with organization / business strategy
  • Manage team and resources to ensure the effectiveness of execution

Smart Leadership
Accelerator
Program 1

for First-line Manager

For JL4 to JL5-6
  • Understand and take role as a first line manager
  • Understand business and customers
  • Manage and engage team to commit and work dedicatedly, collaborate and effectively

The Company has continuously provided training programs to enhance workforce capability, with a focus on strengthening leadership skills and competencies essential for future business operations. Key initiatives include the SMART LAP 1 (New Leader Development Program for Department Managers), which aims to enhance managerial skills, foster strong team‑building capabilities, and develop a fundamental understanding of business operations. In addition, the Company delivered upskilling training on AI Literacy and Technology Trends 2025 for employees and executives across all functions and levels. These programs are designed to enable participants to apply the acquired knowledge in their work, improve operational efficiency, and support readiness for technological change and evolving modern business practices.

Rising Star Program

The Company has initiated the 'Rising Star' program to pinpoint employees with outstanding abilities and high potential, intending to nurture and cultivate new leaders for the Company's future expansion and sustainable growth. The Company has established selection criteria aligned with its business strategy, identifying five talent potential factors to serve as primary considerations in evaluating and screening future leadership prospects.

The AMATA Rising Star program is designed to promote employee advancement and mitigate the risk of talent shortages, ensuring the Company’s ability to grow its business as planned. The program targets the identification and development of 12 high-potential employees per year, equivalent to 5% of the total workforce. Candidates are selected from junior management level and employees in critical positions using a 360-degree assessment to evaluate their potential, combined with a performance review and final screening by the Human Resource Management Committee.

Employees identified as Rising Stars receive individual development plans, career path planning, and priority consideration for inclusion in the succession plan. Since the inception of the program in 2021, the Company has identified a cumulative total of 12 Rising Star employees. However, in 2025, the Company was in the process of enhancing and refining its 360‑degree assessment framework for potential identification to ensure alignment with the Company’s business direction over the next three to five years. As a result, no additional Rising Star employees were selected during the year, and the cumulative number of Rising Star employees remained unchanged.

In addition, the Company has implemented an employee scholarship program since 2024 to encourage employees to further develop their knowledge and capabilities, apply such knowledge to their work, and enhance career growth opportunities. This initiative aligns with the Company’s value of “Visionary for Leaders” and also serves as a motivation and retention mechanism for employees. Eligible employees may apply for scholarships throughout the year for undergraduate or postgraduate programs delivered in English at leading universities in Thailand. In 2025, one employee received a Company scholarship to pursue a Master of Business Administration (MBA) in International Entrepreneurship (International Program).

Succession Plan

To ensure business continuity and prepare for business expansion, the Company has recruited and developed successors for key executives particularly those nearing retirement or positions at risk that may potentially disrupt business continuity. Priority is given to internal recruitment before external recruitment to enhance career advancement opportunities for high-potential employees with consistently strong performance.

In 2025, the Company completed successor profiles for 100% of senior executive positions, with a list of successors covering 88.2% of all senior executive positions, prioritizing internal high-potential candidates. The company then aims to create individual development plans to prepare employees for taking on leadership roles or executive positions, in order to replace executives who will be retiring in the next 1-3 years.

The Company requires employees identified as successor candidates to prepare Individual Development Plans (IDPs), focusing on development in three key areas:

  1. Readiness for the target position: Preparation for the target role is supported through the assignment of additional roles and responsibilities, together with close mentoring.
  2. Development of diverse skills and experience: Employees are assigned challenging projects or tasks that are defined as Key Performance Indicators (KPIs) within clearly specified timeframes. This is complemented by job shadowing to gain insights into the Company’s culture, work processes, and management‑level responsibilities, as well as participation in training programs that enhance networking, presentation skills, and the ability to represent the Company.
  3. Leadership skills development: Leadership capabilities are strengthened through participation in training programs organized by the Company, together with coaching to enhance motivation, confidence, and readiness to perform leadership roles.

In 2025, the Company delivered a total of 101 training courses through both in-person and online formats, with total personnel development expenditure of amounting to 2.85 million Baht. A total of 90.27% of executives and employees, based on the total workforce, participated in training programs during the year. The average training hours were 24.45 hours per person per year. Average training hours for management-level employees were 20.94 hours per person per year, while operational-level employees averaged 25.10 hours per person per year, exceeding the target of 18 hours per person per year.

Average Training Hours per Employee in 2025 (hours per person per year)

22.27

Male employee

27.04

Female employee

20.94

Management level

25.10

Operational level

Employee Engagement

The Company conducts an annual employee engagement survey to measure the level of engagement among employees. This includes their interests, expectations, feedback, suggestions, and any complaints they may have. The Human Resources Management Committee is responsible for developing and enhancing employee care programs and initiatives. The results of these efforts are then reported to executives and Board of Directors. Furthermore, the Company has informed the employees about the results of employee engagement survey through the Company’s intranet and presented progress on the management of issues found in the previous year through quarterly staff meetings, as well as communicated via employee representatives in the Welfare Committee.

In 2025, the employee engagement score reached 83%, an increase from the previous year and exceeding the target of 74%. Based on employee feedback, the key areas identified for accelerated improvement include strengthening cross‑functional collaboration, enhancing information sharing among departments, and improving the compensation system to better align remuneration with performance.

As part of these efforts, the Company plans to promote effective communication and coordination across business units through the regular organization of meetings and team‑building activities, together with the establishment of clear working guidelines to enhance collaboration efficiency. In addition, the Company will further develop and improve communication channels and information‑sharing systems to enhance accessibility and timeliness. These initiatives will be implemented in parallel with periodic reviews of the performance evaluation framework and compensation structure to ensure fairness, transparency, and appropriate linkage to employees’ performance outcomes.

The Company sets a target for its employee turnover rate to remain at or below the industry average, based on survey data from the Personnel Management Association of Thailand (PMAT). In addition, the Company has set a target for the voluntary employee turnover rate of below 7.5%. In 2025, the voluntary employee turnover rate was 6.4%, representing an increase from 2024 but remaining within the target threshold of 7.5%. Nevertheless, the Company will continue to develop employee care in all aspects, fostering greater participation and engagement to retain quality personnel as a vital asset for the Company's future.

2019 2020 2021 2022 2023 2024 2025
Average turnover rate of the real estate and construction industry (%) 22.6 22.6 20 16 25 20 24
Employee turnover rate* (%) 7.3 5.9 8.0 6.8 5.8 7.6 9.1
Target on voluntary employee turnover rate (%) 10 10 10 10 10 10 7.5
Voluntary employee turnover rate (%) 6.0 4.6 6.7 6.8 4.0 6.2 6.4

*Employee turnover includes voluntary resignation, dismissal, retirement and death.

Note: In 2025, the Company revised the data coverage for voluntary employee turnover to align with the reporting scope applied in the Company's Sustainability Report. Accordingly, historical data for the years 2019–2024 were restated to reflect the revised reporting scope, in order to ensure appropriate year-on-year comparability of the disclosed information.

298

Total Employee
(Persons)

100%

Employee Engagement
Survey Coverage

35 44 52 64 59 69 67 70 83 7.5 7.4 6 4.6 6.7 6.8 4 6.2 6.4 2017 2018 2019 2020 2021 2022 2023 2024 2025 Employee Engagement Score (%) Voluntary Employee Turnover Rate (%)

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Talk With Our Consultants

Contact us for more details.

Thailand

(+66) 38 939 007

Vietnam

(+84) 251 3991 007 (South)
(+84) 203 3567 007 (North)

Myanmar

(+95) 1 230 5627

Laos

(+856) 21 810007
(+856) 20 5710007 (Chinese)
(+856) 20 57550007 (English)

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