AIS Talent Attraction, Retention and Succession Plan

AIS Human Resources Department: Talent Attraction, Retention and Succession Plan

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AIS Talent Attraction, Retention and Succession Plan 1. AIS Career Framework In recent years, the company has established the "AIS Career Framework", which serves as the main career

framework to help assist and guide our HR department, along with employees and his/her supervisors to

develop sustainable career path and growth for individual employee at AIS. In addition, it also helps the

company to identify groups of employee who have the potential to grow and become the next generation

leader at AIS in the future.

In addition, the HR recruitment team had organized numerous recruitment activities at 18 universities in

order to introduce the organization and provide students with the opportunity to apply for jobs at AIS. There

were 2,583 students participated in this recruitment program and AIS had recruited numbers of qualified

students to be part of AIS team. In addition, the company also assisted this group of employee to develop

their own career development plan in order to build the roadmap for their successful future career.

AIS Career Framework


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1.1. AIS Career Design and Development

AIS fully support individual employee career ambition provided that in recent years, AIS employee were asked

to explore career opportunities, along with available options in order to visualize their future career path as

well as their goals to enhance soft and technical skills required to achieve successful career path.

1.2. Individual Development Plan (IDP)

Our company encourages every employee to design his/her career path, including personal skills development

by developing his/her own Individual Development Plan (IDP) to further enhance his/her soft and technical

skills that best matches his/her desire and career objectives. Our employees will also receive full support and

guidance from his/her supervisors to design and progress through their career path.

AIS recognizes individual employee’s dream and ambition, therefore, the career management system was

designed to cover the starting point of employee career (onboarding) until the end point where such

employees have demonstrated capacities to achieve the rewards for their hard work and dedication

(promotion). Once the employee is recruited and is onboard, he/she would have the opportunity to prove


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his/her abilities, enhance his/her skills and capabilities to align with job function requirements, while meeting

business objectives. This career management system has helped individual employee realize his/her career

goals and enable individual employee to design his/her own career path consistent with employee’s career

ambition and the ability to attain such goal.

2.Talent Attraction, Retention and Succession Plan

2.1. Adherence to Fair Employment Practices

The company adheres to the principles of fair employment practices which meets all legal requirements. In

addition, the company also recognizes the importance of diversity among our workforce, and in doing so, the

company offers wide ranges of career opportunities to potential candidates who have different backgrounds

and knowledge. In this regard, the company’s policy prohibits hiring of child labor or illegal labor. Nevertheless,

the company fully supports the employment of person with disabilities as well as continues to contribute its

funding to fund for empowerment of person with disabilities with an aim of permitting this group of

employees, while encouraging them to work in their hometown, community or province, and allowing them

to have access to new knowledge, capabilities and digital technologies.

2.2 Recruiting New Generations with New Abilities

The company collaborates with leading domestic and international universities. It has been organizing

numerous activities to introduce the organization as well as providing career opportunities to students, who

possess specific skills and talents such as block chain, Artificial Intelligence (A.I.), data analytics, to join AIS

workforce in order to drive business growth, strengthening business capacity as well as expand our digital

services.

2.3 Career Development

The company encourages its employees to compose his/her individual development plan for future career

growth in the organization, along with developing individual capacity through on-going learning to align his/her

capacity and career ambition. Every employee will receive the information, including advice from his/her

supervisors to develop an individual plan for career growth as well as providing support for individual’s skills

and capacity development plan.

2.4 Employee Retention

The company organizes numerous activities in order to retain and motivate talented employees with the

organization, while allowing them to sustainably grow with the company such as determining the

compensation and benefits that comes in the form of monetary and non-monetary, including providing

welfares to every employees such as health insurance, AIS wellness center, fitness center, provident fund.

2.5 Succession Plan

In order for the organization to be able to operate its business continuously, the company places a great

emphasis on developing a succession plan to cover important positions organization wide. The succession plan

would be revised at least two times a year in order to stay abreast with the current business situation,

organization restructuring and business expansion. The Human Resources Department has established

criteria, process and procedures for selecting highly responsible and well-performed employees, while


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designating these individuals as the "Successor" in each key position. In addition, the HR department has been

implementing nine-box talented grid for key successor selection process which is standardized process used

by several companies. Apart from listing them in our list of successor, the company also provides this group of

employee with the opportunity to engage in training in order to develop his/her leadership skills, while

preparing them for a challenging career in the future. On-going assessment would also be conducted on these

potential leaders to ensure that they demonstrate their sense of responsibility as well as quality needed to

lead their future team members to achieve corporate objectives. In 2019, the company has a total of 378

successors in its succession plan.

3. Performance Appraisal and Assessment Center

The company places a great emphasis on performance appraisal and fair compensation. The company

established an Assessment Center with the objectives to develop employee performance assessment tools and procedures that aligned with corporate direction, along with providing employees with fair assessment results so as to predict and evaluate employees’ behavior, abilities and capacities, individually and in the form

of group, that response to each job function and linked to employees’ skills and performance development

programs (i.e. Talent Development Program, AIS Transformational Trainers Development Program, Enterprise

Sales Development Program, Individual Development Plan.) The Assessment Center also provides advice, along with educating top executives and relevant parties relating to the employee assessment process and requirements. In addition, the Assessment Center also selects

qualified employees to participate in specific projects namely, Transformational Trainers, GAMMA Leader, Direct Sales Supervisor Promotion

In addition, the company arranged to have the semi-annually performance evaluation and divided it into two

main parts as follows:

1. Performance evaluation was conducted in accordance with the objectives and targets set

mutually by the supervisor and subordinates.

2. Evaluation of leadership competency and personal conducts consistent with corporate culture

and DNA. In the future, the company will also evaluate functional competency as well. The

results of evaluation would be used primarily to determine individual compensation and the

supervisor would communicate the results with individual subordinate privately in order for

them to acknowledge, to adjust and to sustainably grow with the company in the future.

4. Compensation and Benefits

4.1. Compensation

The compensation was determined based on the compensated rate within the same industry and

those that are different, and it is adhering to the principle of equality and is consistent with the corporate

performance which also linked to the individual employee’s performance. The company uses 3Ps compensation

principles as follows:

• Pay for Performance

• Pay for Position

• Pay for Person


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4.2. Remuneration Framework

The remuneration framework consists of base salary, allowance & benefits, Performance Bonus (PB), Economic

Value (EV) bonus and Long-term Case Plan.

Basis of

Compensation Remuneration Framework Purposes & Objectives of the Remuneration

Fundamental

Base

1. Base salary To compensate staffs for monthly livings

(compliance with the labor law)

2. Allowance & benefits To provide staffs with allowance and benefits

for personal needs and serves as future

security.

Performance

Base

3. Performance Bonus (PB) To reward individual performance for

contributions that meet predetermined annual

performance and business goals.

4. Economic Value (EV) bonus

To reward for the contribution towards overall

company’s achievements that relates to

outstanding economic profit (performance).

Portion of award paid out in cash and the

balance paid out into cumulative “bonus bank”.

5. Long-term Case Plan To reward for long-term shareholders’ value

creation and achievements of sustainable

profit.

Payout vest on the 3rd year and subject to

minimum performance requirements that tied

directly to shareholders’ return and NPAT

achievement.

The company has hired an external consultant to develop critical human resource management systems, such

as improving the evaluation system to be more concise, accurate, and fair in order to be in line with duties

and responsibilities of individual employee which have been adjusted to stay in line with the digital business

context. The survey on wages and benefits in the labor market was conducted in order to evaluate the current

criteria and the compensation. The Human Resources Department also conducts study as well as tracks any

new changes pertaining to labor laws and regulations governing remuneration and employees’ benefits,

including the methods used by leading companies to manage its remuneration and compensation scheme in

order to analyze and develop the compensation scheme that best matches our employees and corporate cost


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structure, while enhancing the company’s ability to retain current and key employees. The compensation

scheme also helps motivate and attract potential candidates to work for our company.

4.3. Employees’ Benefits

The company provides several forms of welfares and benefits to employees such as reimbursement in case of

staff’s marriage, financial support for child education (i.e. scholarship), especially to those children whose

academic performance met the requirements, reimbursement made to employees who were involved in an

accident, reimbursement for the patient visits (i.e. gift set), reimbursement for the funeral ceremony, financial

aid in the event of a natural disaster, Year-of-Service award program (i.e. exceeding 20 years of continuous

service), annual health check-up and medical treatment, life insurance, COVID-19 insurance, etc.

4.4. Long-term Incentives

The company offers long-term incentives to top and senior management in the form of Economic Value (EV)

bonus and Long-term Cash Plan

4.4.1. Economic Value Bonus

- Objectives: 1. To drive long-term decision-making and sustainable value creation for the

organization and shareholders

2. To align interests between shareholders and staffs

- Performance measurement: Based on economic profit performance and portion of award paid out

in cash in the current year and the balance paid out into cumulative “bonus bank”.

4.4.2. Long-term Cash Plan

- Objectives: To drive long-term shareholder value creation and profitability through Net Profit

After Tax

- Performance Measurement: 1. Absolute Total Shareholder’s Return (Absolute TSR) – 50%

2. 3-year Net Profit After Taxes Growth (NPAT Growth) – 50%

Employee Engagement

1. Employee Engagement score

AIS employee engagement score has slightly improved from 4.08 in 2017 to 4.13 in 2018. However, there were

recommended actions to improve employee engagement at AIS, for instance, identifying managers’ capability

gap through 360-degree evaluation, along with developing Individual Development Plan (IDP), enhancing

manager engagement by focusing on recognition, cares and personal and skill development through up-skill

and re-skill methodology.

AIS is a large size organization with over 10,000 employees. One way to improve its employee engagement

was to strengthen its communication via corporate communication strategy. The top-down communication

strategy was implemented corporate wide so that employee at all levels and those who work in remote

location (regional offices) could receive the information in a timely manner.


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Employee Engagement: Target & score (2017-2022)

Advanced Info Service Plc.

Topics of

Development % 2017 2018 2019 2020 2021 2022

Score Target Score Target - Target - Target

Employee

Engagement

Index

% 82

4.08

>, = 80

>.= 4.00

82.60

4.13

>, = 81

>,= 4.10

- >, = 83.50

>,= 4.35

- >, = 85

>,= 4.55

% of

employees

(talent)

remains

working with

the company

% 100 79 100 80 - 90 - 95

% of Group of

Talent that

received

training for “new ability”

% - 90 97 95 - 99 - 100

Remarks: From 2018 onward, AIS would conduct Employee Engagement assessment once every two years. In the year which not conduct the survey, the company will refer the scores from the previous year.

Year

Employee Engagement Score: segregated by gender

2017 2018

No. of employees

participated in EE

survey

8,324 (96%) 8,137 (94%)

Male Female Male Female

3786 (96%) 4538 (96%) 3701 (93%) 4436 (95%)

Employee

Engagement

Score

4.08 4.13

Male Female Male Female

4.08 4.08 4.09 4.16


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2. Corporate’s Activities to Promote Employee Engagement

2.1. People Champion

People Champion program was established with the goal of appointing “Change Leader” who communicates

corporate messages as well as promoting employee engagement among staffs at each business unit. Members

of People Champion were tasked to achieve three main objectives namely, 1) building AIS employee

engagement, 2) strengthening business unit communication and 3) enhance AIS culture and DNA (“Fit Fun

Fair”).

Currently, there are 237 People Champion members nationwide and their main roles and responsibilities

include, but not limited to the followings:

1) Change agent – fostering positive changes within the business unit (i.e. perspectives, mindset, conduct,

working style, etc.) 2) Engagement & culture driver – promote employee engagement & corporate culture among staffs,

along with educating and creating an understanding among staffs within the business unit. 3) Communicator and influencer – communicate corporate news releases and/or projects, along with

enticing staffs to get involve and participate in the project. 4) Relationship – acting as the center of relationship building inside the business unit as well as

acknowledge and resolve problems and obstacles faced by the staffs.

People Champion Check List 2020-2021


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2.2. Roo Jark Lom Project

Established in 2019, the objective of Roo Jark Lom project was to promote employee’s growth mindset, along

with encouraging employees, who have different backgrounds, to meet, learn and exchange their personal

experiences and knowledge. The project also encourages employees to boost up their morale, step up, while

initiating new collaborative projects to make a difference. This project has helped our employees in the area

of self-improvement, engagement and is considered an important part of the organization's “Digital

Transformation and “Employee’s Growth Mindset.”

In addition, employee’s sense of encouragement was shared via AIS E-book platform called, “ReadDi” so that

readers could adjust and balance their work and lifestyle.

2.3. AIS Staff Party (New Year Party)

AIS Staff Party was organized annually to celebrate New Year and to promote staff interaction. In 2020, the AIS

Staff Party was organized in late January under the theme called, “THE JUNGLE of FIT FUN FAIR”. Over one

thousand employees had participated in this event. This includes handing out special prizes, employee show,

concert and DJ show, free foods, a message from CEO to staffs, etc.

“Roo Jark Lom” Project

Project timeframe January – September 2019 (9 months) Numbers of participant/ Proportion

225 participants / 1.83% of total employees

Activities Workshops: inner mindset, communication, writing, storytelling &

VDO contents

E-Book Employees’ stories were being told via AIS E-Book platform

https://readdi.ais.co.th/book-detail/12892

https://readdi.ais.co.th/book-detail/12892


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2.4. Employee Well-Being & AIS Wellness Programs (6 Aors):

No. Types Activities

Forms of

activities/Channel

s

# of Employee

participated

1 Aor.R-Harn

(Foods) Im Jung Tang Yu Krob

Free foods for all

staffs 12,000

2 Aor.Academy

(Learning)

Communication topic:

IT knowledge – “catch up with the

digital world”

email 216

Cyber Security Talk 2019

seminar 263

3 Aor.R-Rom

(Moods)

-

Look after children in 4.0 era

seminar

200

Decode the character for

understanding others and yourself”

activity

seminar 121

4

Aor.Oark Kum

Lung Kai

(Exercise)

AIS League Cup 2019 Futsal & chairball

competition 323

Step count challenge Project

(Healthy activities i.e. walk, run that

can be done anywhere, anytime)

Counting steps via

mobile

application

2,756

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Aor.Aom

Ngeun

(Saving)

Financial knowledge: topic

“Investment strategy (equity) & Radar

finding the right stock”

email 200

Activity that promotes saving: topic

“Super salary man, smart spending &

smart saving – the road to millionaire”

email 223

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Aor.Aun Jai

(CSR)

Aun Jai R-Sa Project - a volunteer

project that allows staffs to

participate in 21 CSR projects

email and engage

in CSR projects 451

2.5. Fitness Facilities and Contributions to External Fitness Programs

AIS provides its staffs with the fitness facility and shower rooms. The fitness facility offers table tennis room,

fitness equipment, fitness training room for employees, fitness staffs and etc. To facilitate individual’s

objective, the company also provides fitness trainers who were trained to assist our employees to meet individual workout objectives and engage in the most suitable fitness program. This helps minimize any


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physical injury from over-exercise or accident during the workout session. In addition, the company also

organized more than 200 Exercise programs and classes according to the new exercise trend such as Zumba,

Aeroboxing, Aerobics Yoga, etc. Special exercise classes such as Thai Boxing and Proud Party (exercise using

drum sticks) were organized according to the result of employee’s survey which requested these programs.

The company also supports its employees to form a Sport Club for groups of employee who shares similar

interest such as running clubs. This club has been organizing running events, “Fit Fun Run at Lumpini Park”. This

special running event was opened to the public to join and share their passion for running.

2.6 Sport & Fitness Activities

1. “Intouch Group Sports Day” was organized to promote good relationships among

Intouch Group employees, while promoting sportsmanship among employees and

encouraging them to stay healthy.

2. AIS League Cup 2019 was organized with more than 150 staffs participating in indoor sport activities ( i.e. futsal, chairball, etc. ) Participants were divided into four teams. Men and women had engaged in

chairball and futsal competition. This sport event has strengthening friendship, along with promoting

healthy and fitness among employees from different business units.

3. Six Months Challenge activity was organized to encourage employees to engage in exercise to reduce body fat, keep themselves fit and prevent them from any NCD related diseases. 1,077 staffs had

registered for this program. Activities were divided into two types: Individual (426 persons) and Team

(651 persons).


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4. Fit Fun Run activity was organized in 2019 to promote exercise among AIS employees. The event was

organized in the public park.


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5. Step Count Challenge activity was organized between 1 July - December 2019 (6 months) in order to

encourage employees to exercise through walking and running in the park for their healthy lifestyle. 1,920 staffs had registered for this program.

2020 Step Count Challenge

AIS Wellness program organizes “Step Count Challenge” between 1 March to 31 December 2020. AIS

employees would be entitled to receive Token if they could achieve the following criteria:

Walk or Run

Steps per month Average Steps per Day # Token received

195,000 – 255,000 6,500 – 8,500 1

255,001 – 330,000 8,501 – 11,000 2

Above 330,001 Above 11,001 3

Participants must keep records of their steps via devices such as smart watch and report their monthly steps

to AIS Wellness in accordance with the specified deadline.


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6. Stretching activity was organized in February 2020 to encourage employees to learn and engage in light exercise via stretching body parts in order to prevent herniated intervertebral disk and back pain. 34 staffs had participated in this special exercise program.

More details of employee engagement can be found in the following link

Facebook Page: AIS Employee Activities (www.facebook.com/ais.activity)

AIS Talent Attraction, Retention and Succession Plan

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