AMATA - Amata's 'Mayor' On Building The Smart, Green Industrial Cities Of Tomorrow

With more than 26 years at Amata Group, Aukkares Choochouy has established himself as a leader in business management, facility services, and corporate administration.

He currently serves as Managing Director of Amata Facility Services Co., Ltd. and Deputy Chief Executive Officer of Amata U, bringing a wealth of experience and strategic insight to these key roles.

Mr. Choochouy holds a master's degree in business administration and management from Missouri State University, U.S.A., as well as a bachelor's degree in economics from Thammasat University. His academic foundation has supported a dynamic career guiding the evolution of Amata's operations and industrial services.

In addition to his current responsibilities, he is a director of several affiliated companies, including Amata U, Amata VN, SODEXO AMATA SECURITY GUARD SERVICES CO., LTD., and AMATA KWEG EDUCATION CO., LTD. Through these roles, Mr. Choochouy continues to drive organizational growth and champion innovation across the Amata ecosystem.

Q:

Reflecting on your extensive tenure at Amata, what has been the single most defining moment that shaped your personal outlook on leadership and innovation within the organisation?
A:

Since the early stage of my career, I had the opportunity to work closely with Mr. Vikrom, our founder, which has shaped the way I think about leadership and business. One of the key lessons I learned is that every objective can be achieved through different approaches — what matters is having a clear vision, resilience, and the determination to keep moving forward.

His leadership philosophy taught me to think beyond short-term challenges, to never give up on meaningful goals, and to always consider all stakeholders in the ecosystem. Equally important was creating an environment where people are empowered to think differently, innovate, and take ownership.

This mindset changed the way I lead. Instead of focusing on obstacles, I focus on opportunities and possibilities. I believe sustainable growth comes from continuously learning, adapting, and building organizations where people can grow together.

One defining moment part of my journey at Amata has been developing people — helping teams unlock their potential, strengthen capabilities, and create future leaders. Seeing people grow alongside the organization is one of the greatest achievements for any leader.

Most importantly, I have learned that business success is not only measured by financial performance. The work we do can create meaningful impact for society, communities, and the environment. Creating long-term value for all stakeholders is what gives purpose to leadership and sustainable business growth.

Q:

Managing a 24/7, year-round industrial city must come with immense pressures—how do you maintain personal wellbeing and resilience while ensuring the success of such a dynamic environment?
A:

First, I believe it is important to clearly understand the responsibility that comes with the role. This is a responsibility I chose to take on, so I must fully commit and be accountable for it.I also separate workload and stress as two different things. In the early stages, both were high because there were many new challenges to learn. Over time, I focused on building stronger teams and developing people, so the pressure could be shared more effectively. Today, the volume of work remains high, but stress becomes much more manageable through experience, understanding, and preparation.

Most importantly, I am fortunate to do work that I genuinely enjoy and believe in. That passion gives me energy and drive to continue moving forward. I believe leadership is also a continuous learning journey — the more experience we gain, the stronger and more resilient we become, which creates long-term value for both the organization and ourselves

Today, as the Managing Director of Amata Facility Services Co Ltd (AFS), he is tasked with turning traditional industrial estates into tech-driven, carbon-neutral "smart cities".

In this exclusive Q&A, Mr Aukkares discusses the strategic pivot toward sustainability, the digital overhaul of waste management, and why the future of Thailand's industrial competitiveness hinges on humanising the workplace for over 300,000 workers.

On Leadership & The Amata Journey

Q:

You have been with the Amata Group for more than 25 years. How has the definition of "facility management" evolved from basic maintenance when you started in 1999 to the complex, tech-driven ecosystem you lead today?
A:

When I first joined the group, facility management was strictly about baseline infrastructure—maintaining roads, lighting, basic utilities, and handling emergency responses to keep daily operations smooth for our tenants.

Back then, we were essentially looking after the fundamental anatomy of a city, which is why some colleagues jokingly nicknamed me "The Mayor".

Today, AFS has evolved far beyond common-area maintenance. We operate as an integrated solutions provider delivering waste management, dedicated safety training academies, security services, specialised maintenance, solar energy systems, construction services, and landscape management.

We are embedding artificial intelligence and digital tech directly into our operations to drive sustainability and efficiency.

This includes everything from our KoomKah Smart Manifest for waste and smart power monitoring to AI-driven illegal parking management and automated plumbing systems.

Our core mandate today is not merely maintaining assets, but actively improving the quality of life for the hundreds of thousands of people working within Amata City every day.

Q:

Amata’s "All Win" philosophy is a core corporate tenet. In your role at AFS, how do you translate this high-level corporate philosophy into daily operations that satisfy both multinational tenants and local communities?
A:

The "All Win" philosophy is highly pragmatic because, in the modern commercial landscape, long-term business success cannot be achieved by prioritising profit alone.

At AFS, this ethos guides every facet of our operations. Industry is ultimately about people and relationships; we view our stakeholders—from multinational clients to local villagers—as an extended family requiring collaboration and mutual understanding.

A clear example of this is our "Zero Waste to Landfill" initiative. By eliminating landfill dependency, we prevent illegal dumping and mitigate environmental degradation, which directly improves resource efficiency.

This approach benefits everyone involved: our factory clients meet their environmental compliance requirements, the local community gains from a cleaner, healthier environment, and Amata further establishes itself as a leader in sustainable estate management. Collectively, we make progress and thrive together.

Q:

Your background includes specialised training in corporate strategy formulation and execution. What has been the most challenging strategic pivot you have had to lead AFS through to keep pace with the growth of the Eastern Economic Corridor (EEC)?
A:

Without a doubt, the most significant shift was transforming AFS from a traditional facility caretaker into an integrated smart-city, wellness, and sustainability partner.

In the past, we focused on operational support and infrastructure.

However, global investor expectations have fundamentally shifted.

Modern multinationals are no longer just buying industrial plots or utility connections; they demand comprehensive ESG programs, green technology, carbon-reduction frameworks, and premium workplace wellness.

To meet these shifting demands, we had to rapidly expand our capabilities, rolling out industrial-scale solar rooftop solutions and digital environmental platforms.

The primary hurdle was not launching the services themselves, but transforming our internal organisational mindset. se had to shift our culture from being reactive service providers to becoming proactive, innovation-driven partners. This ongoing cultural transformation ensures AFS remains tightly aligned with the high-tech, high-value trajectory of the EEC.

On the "We Care" Philosophy & Sustainability

Q:

The AFS motto is "24 Hours We Care". In a heavy industrial setting, "care" is rarely the first word that comes to mind. How are you humanising industrial services to improve the daily lives of the 300,000-plus people working in Amata cities?
A:

Our motto means we are committed to supporting people at every single moment of their day, not just keeping factories running.

For AFS, "care" means a constant, 24-hour presence ensuring safety, environmental standards, cleanliness, and flawless public utilities.

From the condition of the roads and the efficiency of waste collection to green common areas and smart traffic management, our work touches the lives of over 300,000 people daily.

We are managing a functioning city. Our role must exceed basic industrial expectations by engineering solutions that balance corporate efficiency with long-term community well-being.

Q:

AFS has been a vocal proponent of the circular economy, shifting from landfill models to Refuse-Derived Fuel (RDF) and recycling. What is your ultimate vision for a "zero-waste" industrial estate?
A:

Our ultimate objective is to establish a fully closed-loop ecosystem where zero waste is sent to landfills and all manufacturing byproducts are continuously recycled, reused, or upcycled into value.

We are scaling up our Circular Waste Management Center to maximise resource recovery through advanced sorting and RDF processing.

This runs alongside our zero-discharge water management systems and renewable energy networks.

Looking ahead, a true zero-waste industrial estate will merge digital traceability with industrial symbiosis.

Through shared data, the waste or thermal byproduct of one factory will seamlessly become the raw material or energy source for a neighbouring facility.

This level of circular manufacturing optimises resources, cuts carbon footprints, and ensures sustainable growth for all parties involved.

Q:

You recently led a series of seminars on decarbonisation for your industrial clients. How does AFS act as a consultant to help tenants navigate the transition toward Carbon Neutrality by 2040?
A:

We position ourselves as a long-term sustainability partner rather than just a landlord.

Under our guiding framework, "We care for sustainable society," we recognise that true industrial decarbonisation cannot be achieved in isolation.

It requires deep collaboration across our entire corporate family, including tenants, public agencies, and local community leaders.

To drive practical action, AFS initiated the "Amata Carbon Neutral Network" in direct partnership with the Thailand Greenhouse Gas Management Organization (TGO).

This platform connects manufacturers with technical experts, enabling factories to share data, benchmark emissions, and implement realistic carbon-reduction strategies.

We back this up with ongoing technical workshops and energy audits to ensure our tenants can meet stringent international environmental standards in a commercially viable manner.

On Innovation & Smart Cities

Q:

From your "KoomKah Smart Manifest" platform for digital waste tracking to smart traffic management, AFS is beginning to look more like a tech firm. Which digital innovation has had the single greatest impact on estate efficiency so far?
A:

The KoomKah Smart Manifest system has undoubtedly been our most transformative digital tool.

Managing industrial waste is exceptionally complex, involving strict regulatory compliance, intricate logistics, and a need for absolute data transparency. Prior to digitalization, the industry relied heavily on manual paperwork and spotty tracking logs.

With KoomKah (worthy in Thai), tenants can now track waste collection and disposal protocols in real time, validating compliance data transparently.

Beyond accountability, the system generates high-fidelity data that allows us to map waste generation patterns, optimise logistics routes, increase recycling yields, and reduce fleet emissions.

Digital transformation here isn't about replacing human workers; it is about empowering data-driven decision-making across the entire supply chain.

Q:

AFS has received accolades for road safety and incident management. As Amata transitions into a full "Smart City," how is tech changing public safety and emergency response?
A:

Technology is moving us from a reactive emergency model to a proactive, predictive safety posture. We have integrated real-time traffic monitoring, centralised command centres, environmental sensors, and rapid communication arrays to slash incident response times.

Because our industrial estates operate 24/7 with massive logistics and heavy cargo volumes, road safety is a top operational priority.

By analysing traffic data patterns and collaborating closely with public highway authorities, we have managed to significantly reduce traffic accidents within and around our economic zones.

The next frontier is leveraging artificial intelligence and IoT sensors to anticipate infrastructural risks and potential accidents before they ever occur.

On Challenges & Future Legacy

Q:

Through your involvement with initiatives like "EduTown" and local safety officer associations, how is AFS helping bridge the skills gap to prepare the next generation of Thai workers for Industry 4.0?
A:

Industry 4.0 is completely rewriting the job descriptions of industrial talent. Traditional technical or vocational skills are no longer sufficient on their own.

Modern industrial workers must be fluent in data analytics, digital automation systems, ESG compliance, and safety cultures.

AFS is actively addressing this skills gap by building structural bridges between academia and industry.

We partner closely with top-tier institutions, including Burapha University and King Mongkut's Institute of Technology Ladkrabang, alongside our EduTown initiative, to place students in real-world, high-tech operational environments before they graduate.

Furthermore, we emphasise continuous upskilling and reskilling for our existing workforce.

Thailand has immense industrial potential, but maintaining our regional competitiveness will depend entirely on how fast we can cultivate a workforce capable of managing smart, green infrastructure.

Q:

Looking ahead, what does a "Perfect City" look like from a facility management perspective, and what legacy do you hope to leave behind at Amata?
A:

Amata is not merely an industrial estate; it is a living city. From my vantage point, a "Perfect City" is an ecosystem where smart technology, green infrastructure, and environmental care work in tandem to optimise business operations while elevating human well-being.

Future cities must strike an absolute balance between commercial productivity and environmental sustainability through renewable energy, circular systems, and intelligent public utilities.

The legacy I want to leave behind is an organisational culture at AFS that genuinely believes "nothing is impossible".

I want our teams to carry forward the conviction that we can build a smarter, greener, and more sustainable industrial footprint that improves daily life for everyone.

As Amata’s founder, Vikrom Kromadit, always says: "Tomorrow must be better than today."

Amata's 'Mayor' On Building
The Smart, Green Industrial Cities
Of Tomorrow

Aukkares Choochouy –
Managing Director of Amata Facility Services Co., Ltd. and Deputy Chief Executive Officer of Amata U

Executive Insights

Today, as the Managing Director of Amata Facility Services Co Ltd (AFS), he is tasked with turning traditional industrial estates into tech-driven, carbon-neutral "smart cities".