Economic Dimension and Governance Dimension

The Company has implemented a comprehensive restructuring of its business units (Front Office) integrating the Asset Development Division and Property Sales Divisions 1 and 2 to consolidate the management of NPLs, NPAs, and legal matters. This integration streamlines operations, eliminates bottlenecks, and enhances overall organizational efficiency. A Strategy and Business Development Division will be responsible for developing current and future business. This restructuring will also develop employee potential by providing multi-skills training and enhancing career paths, allowing employees and managers at all levels to advance their careers. This restructuring will also develop employee potential by providing multi-skills training and enhancing career paths, allowing employees and managers at all levels to advance their careers.

Furthermore, the Company has adopted a Flat Organization structure by shortening the chain of command and decentralizing decision-making. Authority and responsibilities are delegated to senior executives under a C-Level Management framework, ensuring clear performance targets within each division while fostering collaboration across functions. This structure empowers executives to take on strategic and integrative leadership roles in managing business units and driving cross-functional initiatives. It also enables them to play a key role in advancing strategic plans that support business expansion, the development of new products and services (New Business), and the Company’s long-term vision, mission, and key objectives. All of these efforts align with the company's commitment to sustainable growth, guided by the principles of Environmental, Social, and Governance (ESG).

The Company is committed to enhancing workforce readiness and developing employees' adaptability to align with evolving business directions and objectives. This includes continuous adaptation to technological advancements, shifting consumer behaviors, and aggressive competition. To ensure employees possess the necessary knowledge and skills to respond effectively to these dynamic changes, the company implements various training and development initiatives, including:

• Education
            To enhance knowledge and professional skills, the Company has established policies to support employees in pursuing higher education in fields relevant to its business operations. This includes providing 20 domestic scholarships and 2 international scholarships per year for employees to pursue master’s degrees. Additionally, the Company extends its commitment to talent development by offering 10 domestic scholarships and 2 international scholarships per year to external candidates seeking master’s degrees. This initiative aims to attract high-potential individuals, develop a strong talent pipeline, and cultivate future professionals who can contribute to the Company’s growth and long-term organizational development.
   
• Knowledge and Skill Development
            The Company has developed a structured seminar and training plan aligned with its business operations to ensure continuous and appropriate professional development for all employees. This initiative equips the workforce with the necessary skills to thrive in the digital era by addressing skill gaps, strengthening competencies, and enhancing expertise across all functions and levels. The training programs cater to employees in business and support functions, ranging from staff-level personnel to managers, executives, and designated successors. This approach fosters career growth, professional advancement, and leadership development, enabling employees to perform their roles effectively and contribute to the company’s strategic objectives. Additionally, the company ensures compliance with all legally mandated training programs through both internal and external training sessions, including corporate training initiatives. In response to the COVID-19 pandemic, the company has transitioned to an online training model, ensuring uninterrupted learning opportunities and continuous employee development in an increasingly digital environment.

The Company actively builds strategic partnerships to monitor and pursue asset acquisition opportunities from domestic financial institutions that regularly offer non-performing loans (NPLs) and non-performing assets  (NPAs) for sale. This initiative aims to expand the Company’s asset base sustainably, ensuring long-term growth. The pace of asset expansion is subject to market conditions, asset availability, and pricing suitability. Under normal circumstances, the Company anticipates that financial institutions will continue to release NPLs and NPAs into the market due to various factors, including regulatory requirements set by the Bank of Thailand (BOT) regarding the holding period of non-performing assets.

The Company is focused on maximizing cash inflows through the proactive management of non-performing loans (NPLs). This strategy involves creating opportunities and expediting debt restructuring negotiations to reach the most feasible and mutually beneficial agreements for all parties. These efforts are facilitated through various debtor assistance programs designed to support loan settlements efficiently. Additionally, the Company accelerates debtor engagement and auction processes by expediting auction announcements for collateral assets, fast-tracking financial statement preparations for asset liquidation, and collaborating with the Legal Execution Department to organize public assets auctions.

The Company continuously implements sales promotion activities to drive purchase offers and stimulate asset sales. These efforts include booth exhibitions, marketing campaigns, and special pricing strategies to attract potential buyers. Additionally, the Company ensures that assets are renovated and ready for sale, facilitates sales to individual investors, and expands the customer base for installment purchases. Beyond direct sales, the Company actively seeks alternative revenue opportunities, such as leasing non-performing assets (NPAs) and diversifying business models.

Mechanism for Comparing Performance and Strategic Aims
          The Company places strong emphasis on monitoring and evaluating operational performance to ensure alignment with its strategic objectives. Performance results are reported, respectively, to the Management Committee, Executive Committee, and Board of Directors on a quarterly basis. Performance results are reported, respectively, to the Management Committee, Executive Committee, and Board of Directors on a quarterly basis. Additionally, financial performance is regularly reported to the Asset and Liability Management Committee (ALCO) to support effective financial oversight. The Company also provides enterprise risk status reports to the Risk Oversight Committee and Board of Directors, ensuring that key risk factors are managed proactively. These reporting mechanisms serve as critical tools for guiding decision-making and ensuring that operational outcomes remain in line with corporate goals.

Lessons Learned in Enhancing Economic Operations
          As society rapidly transitions into the digital era, consumer behavior has shifted significantly toward online services due to the convenience of conducting transactions anytime, anywhere. In response, the Company has proactively enhanced its multi-channel service offerings to better serve customers and adapt to evolving market trends. Key initiatives include online property reservations via the BAM website, debt payments through QR code scanning, and virtual property viewings via BAM Virtual Store. These digital solutions improve accessibility, enhance customer experience.