Creating Value for Society

Employee Care, Development & Retention

Risks

Ineffective human resource management or inconsistent human rights principles management, especially in the areas of equality and respect for employees’ rights, may be risk factors for losing talented employees and affecting business continuity or competitiveness. Without the employee development process to update new skills, knowledge, and capabilities to accommodate the rapid changes in the business environment and modern customers’ needs, the Company would run the risk of losing business opportunities and failing to deliver products and services that meet customer needs.

Opportunity

If a company has effective human resource management that treats employees equally and fairly, protects and respects employee rights, and promotes employee development, the employees will perform happily and efficiently. This will result in increased engagement with the Company and better-quality products and services. Additionally, it is a crucial factor in driving the business towards its intended goals and achieving 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.

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 13 members, including the Chief Marketing Officer, Chief Business Development Officer, Chief Financial Officer, Chief Technical Officer, Chief Administration Officer, Chief Executive Officer 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.

Human Resource Management Policy

See more details about our Human Resource Management Policy.

Human Resource Management Policy

Respect for Human Rights and Fair Labor Practices

The Company is committed to treating all employees fairly, with equity, equality, and without discrimination. This includes ensuring non-discriminatory practices based on age, gender, education, marital status, political opinion, race, religion, beliefs, or visible and non-visible disabilities. These principles are upheld in accordance with local labor laws, labor-related regulations and standards in the countries where the Company operates, as well as international human rights frameworks. The Company actively promotes and embraces Diversity, Equity, and Inclusion (DEI) by fostering a respectful and inclusive workplace where differences are acknowledged and valued. Fair treatment is ensured throughout the entire employee lifecycle — from recruitment and hiring to skills development and termination — through clearly defined and documented processes. Compensation and benefits are provided equitably, based on a transparent performance evaluation system that aligns with predefined targets and measurable outcomes. This approach reinforces a just, inclusive, and high-performing work 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 DNA: DRIVE culture. 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 2024, the Company targeted achieving at least 70% of its Recruitment and Employment Plan with the following strategies and performance:

StrategyPerformance
1. Plan manpower and competency according to the corporate culture
  • The Company has guideline to recruit the staff that match with the corporate culture whereby every new staff will have a chance to converse and interview with Chief Executive Office to evaluate the corporate culture fit.
2. Strengthen branding via on-line media to attract new generations
  • 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 organizational culture to join the Company.
  • The Company has organized an internship program that allows college students in Thailand to intern and learn work skills with the Company. In 2024, 11 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 2024, 5 staff members have transferred to other functions within the Company.

In 2024, the Company had a total of 46 job openings, successfully recruited 39 new employees, achieving a recruitment success rate of 85%. As of 31 December 2024, the Company employed a total of 309 employees, with details as follows:

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 2024, a total of 6 employees retired, and 14 employees were employed on a continuous basis under the post-retirement employment policy.

Employment of Employees with Disabilities

The Company has a policy to hire people with disabilities to create opportunities and income for them. In 2024, the Company hired 1 disabled employee, complying with the legal requirements (due to having 122 employees in AMATA Corporation Public Company Limited, and the subsidiary companies having fewer employees than the legal requirements).

Employee Care

Compensation Management

The Company manages both short-term and long-term compensation, benefits, and entitlements to ensure they are appropriate, fair, and aligned with business performance. Compensation structures consider job responsibilities, economic conditions, cost of living, and business environment, with regular reviews to remain competitive and benchmarked against similar industries. Compensation is determined based on the principles of Pay for Position (aligned with roles and responsibilities) and Pay for Performance (based on individual performance and alignment with organizational values), with a commitment to non-discrimination for work of equal value. This approach is designed to retain, motivate, and reward high-performing, capable, and dedicated employees. For expatriate staff working in overseas locations, compensation and benefits packages are structured in accordance with local laws and remain competitive within local labor markets. These packages are developed by referencing market salary data and cost-of-living indices in each host city. The Company has established clear payroll and bonus payment schedules, ensures timely payments, and provides proper documentation to employees. In addition, the Company complies with all applicable labor laws related to working hours, including the fair and accurate payment of overtime. The Company is also committed to enhance operational efficiency and improve work systems to reduce unnecessary overtime.

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 2024, the Company revised its employee healthcare benefits policy by introducing a flexible medical fee scheme. This annual health support allowance allows employees to access expanded care, including dental treatments, LASIK eye surgery, and eyewear support, offering greater flexibility to meet diverse healthcare needs.

 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 two months with the intention of promoting a better quality of life, which in turn enhances employee performance and fosters participation between management and employees. They provide a formal channel for gathering feedback and suggestions on welfare, occupational health and safety, labor standards, as well as employee complaints and concerns.

Provident Fund

To promote long-term financial and retirement planning, the Company has established a provident fund, which has 169 members, accounting for 54.7% of the total number of employees in 2024. 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 a policy to allocate an annual budget to promote employee well-being, ensuring a healthy work environment. This includes health and safety programs, on-site fitness facilities, and recreational spaces designed to foster interaction between new employees and retired employees who continue to work under extended contracts. Additionally, online meetings between senior management and employees were held regularly to share the commitment to looking after employees' health. Educational materials on disease prevention and self-care are disseminated through internal communication channels, including employee Line groups, by in-house healthcare professionals, particularly during seasonal outbreaks of diseases i.e influenza, dengue fever, and heatstroke which are global public health concerns that have intensified due to the impacts of climate change.

Employee Performance Evaluation and Remuneration

The Company conducts performance evaluations for executives and employees twice a year, at mid-year and year-end with clear, transparent and fair evaluation criteria and processes. The individual performance assessment results are considered in determining the annual compensation for executives and employees. The Company encourages employee participation in the development of individual work plans and key performance indicators (KPIs) in collaboration with their supervisors, ensuring alignment with departmental and corporate goals (Corporate KPIs). This participatory approach, grounded in two-way communication, supports the planning and continuous improvement of work efficiency. In addition, it helps strengthen the relationship between supervisors and employees, fostering a sense of trust and engagement. Ultimately, this process plays a vital role in enhancing employee commitment and serves as a key mechanism in driving the Company toward its strategic objectives.

In 2024, all employees and executives within the organization (100%) were evaluated based on three categories:

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.

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.

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

The Company has established clear performance evaluation criteria for the Chief Executive Officer and senior executives to ensure alignment with its strategic direction. All senior executives are assessed based on key performance indicators (KPIs) that reflect the Company’s long-term strategic plan toward 2030, as well as the Corporate KPIs. These indicators encompass both financial and non-financial dimensions, incorporating environmental, social, and governance (ESG) performance, and are structured under the Balanced Scorecard framework.

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.

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 2024, the Company provided a comprehensive learning and development program based on the 70:20:10 Learning Model and guided supervisors and subordinates in discussing and planning their development and addressing any skill gaps. As a result of the training, 65% of employees completed their Individual Development Plans (IDPs). Additionally, the Company analyzed the data on employees' basic knowledge needs to determine the training needs for the following year.

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 soft skills and technical 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.

The Company provides specialized competency development programs to enhance workforce skills resilience and industry-specific expertise. These initiatives focus on upskilling employees in critical operational roles. Examples include training on the application of construction contracts, aligned with the International Federation of Consulting Engineers (FIDIC) standards, for engineering and legal compliance teams, as well as Service Excellence Mindset training for frontline employees, customer service teams, and VIP relations teams to ensure high service standards and positive customer engagement.

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 program’s inception in 2021, six employees have been added to the pool of successor candidates, out of a total of 12 Rising Stars to date.

In 2024, the Company also launched an educational sponsorship program to support employees in advancing their knowledge and capabilities for career development, in line with the Company's core values: Visionary for Leaders. The program serves as both a motivational tool and talent retention strategy. Employees can apply for scholarships year-round for bachelor’s or master’s degree programs taught in English by leading universities in Thailand.

Succession Plan

To ensure business continuity and prepared 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 2024, the Company completed successor profiles for 100% of senior executive positions, with a list of successors covering 76.5% 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.

In 2024, the Company assigned strategic project work to a group of successor candidates and Rising Star employees, allowing them to gain experience beyond their routine responsibilities. These projects were designed with a cross-functional approach to promote broader organizational understanding and collaboration. In addition, a total of 37 employees from this group were enrolled in the inaugural Business and Leadership Development Boot Camp program. The program aims to equip participants with knowledge, mindset, and practical skills in project management and business tools relevant to a rapidly changing and sustainability-driven world. It also focuses on enhancing leadership capabilities and team management in preparation for middle management roles as strategic drivers. Furthermore, participants are trained to understand and apply data and digital technologies in business operations, and to develop storytelling skills that foster credibility and stakeholder confidence—an essential component in achieving the Company’s business objectives. The learning journey includes both digital learning modules and hands-on workshops. The Company has set a target for at least 80% of participants to successfully complete the program.

In 2024, the Company set a target for the average employee’s training hours of 18 hours per person per year. The Company developed onsite and online training courses in which 80.91% of all employees participated, for a total average of 23.31 training hours per person per year. The management level received an average of 54.63 training hours per person per year, and the operational staff received 17.72 training hours per person per year.

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 2024, the average employee engagement score was 70%, showing an improvement from the previous year. However, it did not meet the target of 74%. Key areas identified through employee feedback that require urgent development include high-potential employee management and workforce planning (talent & staffing), in preparation for the Company’s regional business expansion and upcoming projects over the next three years. The Company has taken these concerns into consideration for further action.

Regarding talent management, the Company has implemented development programs specifically designed for high-potential employees and successor candidates to strengthen their business and/or departmental-level project management competencies. In terms of workforce planning, the Company conducted workshops for managers to deepen their understanding of organizational structure design based on clear role definitions along the business value chain. This process utilized the RACI framework (Responsible, Accountable, Consulted, Informed) to support an effective and scalable organizational structure aligned with workload expansion. Additionally, the Company has initiated measures to develop career paths to retain high-performing and capable employees in the long term. Plans include job evaluation and salary structure adjustments that reflect the evolving organizational structure and job responsibilities. The Company also aims to enhance its internal systems through digital transformation and strengthen the employee experience to foster lasting satisfaction and engagement with the Company.

The Company has set a target for the employee turnover rate not to exceed the industry average surveyed by the Personnel Management Association of Thailand, with a set corporate target of keeping the voluntary employee turnover rate below 10%. In 2024, the voluntary employee turnover rate decreased to 7.4%, meeting the target set and showing an improvement from 2023. 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.

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Start
Building the Future
with AMATA

Talk With Our Consultants

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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

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