Employee Development

Succession Planning, Talent Attraction, Retention, Development, and Satisfaction

        Employees are vital human capital who play a crucial role in creating economic value for both the organization and society. They also serve as a key driving force enabling the company to achieve its business objectives and goals. Accordingly, BAM consistently recognizes the importance of strengthening and developing its human resource management processes to ensure long-term effectiveness and sustainability. All employees nationwide are treated in accordance with principles of fairness, equality, and non-discrimination, under consistent standards applied throughout the entire employment lifecycle, from recruitment and employment, to employee development, talent retention, and termination of employment. This includes, for example, the provision of appropriate compensation and benefits in compliance with legal requirements, the establishment of equitable career growth and advancement pathways, and the implementation of systematic training and development plans to enhance employees’ skills and knowledge. These efforts aim to strengthen employee capabilities in alignment with the Company’s business growth direction. In addition, the Company encourages collaboration among employees and fosters a culture of giving by organizing various activities that contribute positively to society. (3-3)
        The Company recognizes and places strong emphasis on developing the knowledge, skills, and capabilities of all employees, as competent personnel play a critical role in creating long-term organizational value. This includes improving operational efficiency, enhancing employee engagement and organizational commitment, maintaining an appropriate workforce balance, reducing employee turnover, and minimizing organizational costs arising from operational errors. Furthermore, the Company manages employee working hours in compliance with labor laws and implements systematic workforce planning, which is reviewed annually to ensure adequate staffing levels, reduce excessive workloads, and prevent working hours from exceeding legal limits. These efforts aim to cultivate employees with leadership potential and work flexibility, enabling them to adapt to future changes, while also encouraging innovation, creating business opportunities, and building long-term organizational sustainability.
        Amid continuous change and increasing demand for new skill sets, employee development is not only a strategy to enhance operational efficiency and job satisfaction but also a critical factor in sustaining the Company's long-term competitiveness. Accordingly, human resource development is regarded as a core responsibility of the Human Resources function. This responsibility extends beyond the recruitment and selection of qualified personnel to include the retention and continuous development of all employees, enabling them to grow together with the organization.
 

Human Capital Development Objectives

Strategic Aims

Provide an average of at least 40 training hours per employee per year.

Performance 2024

Provided an average of 41 training hours per employee per year
 

Management Approach

BAM allocated a training budget of THB 30 million to enhance the skills, knowledge, and capabilities of a total of 1,326 employees, representing 100% employee participation in reskilling, upskilling, and new skill development programs under the 2025 annual plan within the Learning and Growth Perspective. These initiatives focus on improving operational efficiency, with the objective of ensuring that every employee has the opportunity to develop their potential, in line with the principle of One Person One Training (at least one training course per employee). Training is delivered through various formats, as follows:

  • Self-learning programs provided online through the BAM E-Learning platform, comprising both internally developed courses tailored to the Company's business operations and programs conducted in collaboration with external institutions, such as SCB Academy and the Stock Exchange of Thailand.
  • Training through presentations, interactive discussions, and small group workshops.
  • On-the-Job Training.
  • Public training programs organized by external institutions in both the public and private sectors.
     

        In 2025, BAM continued to develop executives and employees to enhance their knowledge and skills for maximum effectiveness at the individual, departmental, and organizational levels through in-house training programs, public training courses organized by external institutions, and e-learning programs, totaling 174 training programs. These programs were categorized into key areas, including organizational culture development, sustainability enhancement, good corporate governance, risk management, human rights, digital skills, and career development. The average training cost per person was THB 22,625 per year, while the average training hours completed amounted to 41 hours per person per year.

Training Programs

  1. Organization Culture Building Training
    1. BAMGO Culture: "5 Steps with BAMGO" 
      Objectives; 
      Employee-Level (51 Participant; 24 Training Hours)
      1.    To foster deep awareness and comprehension of the BAMGO organizational culture. 
      2.    To define and identify behavioral traits that exemplify BAMGO values. 
      3.    To ensure the practical application of learning outcomes in daily operations. 
      4.    To promote a collaborative environment consistent with the BAMGO framework. 
      Organizational-Level
      1.    To enhance workforce readiness in alignment with the Company’s vision, mission, and competitive strategy. 
      2.    To design and standardize a behavioral framework rooted in corporate values. 
      3.    To ensure the effective operationalization of organizational culture with measurable impacts.
  2. Sustainability & Environmental Training
    1. Environmental Risk Management and Climate Change for Organizational Sustainability
      Objectives; 
      Employee-Level (954 Participant; 3 Training Hours)
      1.    To cultivate awareness regarding the environmental footprint of business operations and define individual roles in risk mitigation. 
      2.    To build technical competency in analyzing and managing climate-related risks specific to individual work functions. 
      3.    To empower employees to operationalize environmental management and decarbonization strategies within their standard workflows.
      Organizational-Level
      1.    To strengthen strategic readiness by implementing a systematic approach to environmental and climate change risk management. 
      2.     To institutionalize a sustainability-driven culture.
  3. Good Corporate Governance Training Program
    1. Anti-Corruption Guidelines
      Objectives; 
      Employee-Level (716 Participant; 2 Training Hours)
      1.    To provide a comprehensive understanding of the typologies and mechanisms of corruption within both public and private sector contexts.
      2.    To foster a culture of integrity, ethics, and professional honesty across all levels of the workforce.
      3.    To ensure that all employees are prepared to follow the organization's anti-corruption policy and set a good example through transparent work practices.
      Organizational-Level
      1.    To ensure that personnel at all levels are fully aware of their roles, duties, and responsibilities in safeguarding against corruption in work processes.
      2.    To mitigate reputational, ethical, and legal risks associated with fraudulent activities or misconduct. 
      3.    To uphold the principles of good corporate governance and the Company's anti-corruption policy
  4. Risk Management Training Program
    1. Cyber Security Awareness: "Cyber Survivor"
      Objectives; 
      Employee-Level (620 Participant; 3.5 Training Hours)
      1.    To establish a foundational understanding of the evolving cyber threat landscape impacting both daily life and the workplace.
      2.    To institutionalize Cyber Hygiene practices, ensuring the secure and responsible use of internet services, email, and digital assets.
      3.    To enhance awareness and decision-making skills for identifying and responding when suspicious cybersecurity incidents are detected. 
      Organizational-Level
      1.    To strengthen the organization's readiness to effectively prevent and respond to cyber threats.
      2.    To bolster confidence among stakeholders, including customers and shareholders, by demonstrating a robust and modern information security posture.
  5. Human Rights Training Program
    1. Business and Human Rights: Ensuring Effective Access to Remedy for Affected Parties 
      Objectives; 
      Employee-Level (441 Participant; 3 Training Hours)
      1.    To establish foundational literacy in human rights principles and business responsibility to respect these rights.
      2.    To cultivate employees' awareness of the importance of conducting operations without infringing upon the human rights of both internal and external stakeholders.
      3.    To embed a culture of social responsibility and equity into all operational processes.
      Organizational-Level
      1.    To refine frameworks and Operational-level Grievance Mechanisms that prevent, mitigate, and remediate human rights impacts arising from business activities. 
      2.    To strengthen the Company's reputation as a leader in rights-based governance, serving as a benchmark for ethical conduct and corporate citizenship within the industry.
  6. Information Technology and Innovation Skills Development Training Program
    1. AI & ME: The Next Prompt – Operational Readiness
      Objectives; 
      Employee-Level (615 Participant; 2 Training Hours)
      1.    To cultivate strategic literacy in Artificial Intelligence (AI) and analyze transformative trends shaping the modern digital workplace.
      2.    To establish a functional understanding of AI mechanisms and identify tools for enhancing operational efficiency in daily tasks. 
      Organizational-Level
      1.    To elevate workforce potential by integrating AI as a primary driver for process innovation and high-value productivity. 
      2.    To formalize a framework for responsible AI governance that ensures organizational data security.
    2. Thinking Tools: Organizing and Presenting Data with Excel
      Objectives; 
      Employee-Level (43 Participant; 12 Training Hours)
      1.    To enhance knowledge and skills in using tools to improve work efficiency and reduce processing time.
      Organizational-Level
      1.    To further develop employees' skills toward achieving tangible business outcomes and improving overall organizational efficiency.
      2.    To bolster the Company's human capital capability by ensuring that analytical tools are strategically applied to meet operational requirements.
    3. Critical Thinking for Data Insights
      Objectives; 
      Employee-Level (20 Participant; 12 Training Hours)
      1.    To cultivate critical thinking skills enabling systematic analysis, differentiation, and logical interpretation of in-depth data.
      2.    To enhance the ability to pose critical questions, analyze complex information, and synthesize effective decision-making approaches.
      Organizational-Level
      1.    To enhance personnel competency in in-depth data analysis, leading to more accurate project development and policymaking
      2.    To advance organizational sustainability through the application of in-depth analytical insights in strategy formulation and risk management.
    4. Professional Deep Dive Analysis (Excel Intermediate)  
      Objectives; 
      Employee-Level (20 Participant; 12 Training Hours)
      1.    To develop intermediate to advanced Microsoft Excel skills for in-depth data analysis.
      2.    To promote analytical thinking and the transformation of data into actionable insights.
      3.    To enable participants' skills in leveraging essential Excel functions, including Lookup, IF, SUMIFS, COUNTIFS, PivotTables, and logical formulas, to effectively summarize and analyze complex data.
      Organizational-Level
      1.    To increase work efficiency and minimize errors in data management.
      2.    To support the organization's high-performance approach by leveraging technology and data as tools to drive results.
    5. Tools for Effective Business Analytics (Power BI Desktop for Business Analytics)
      Objectives; 
      Employee-Level (20 Participant; 12 Training Hours)
      1.    To establish foundational knowledge of business analytics and how Power BI enables data-driven decision-making.
      2.    To develop skills in designing interactive reports and dashboards that are intuitive and meet management needs.
      Organizational-Level
      1.    To foster a data-driven culture across all levels of the organization.
      2.    To improve operational reporting efficiency by reducing manual data collection time and enhancing data accuracy.

Digital Skills Development Programs

         BAM is committed to developing digital skills to enhance the capabilities of organizational leaders and foster sustainability in the digital era. As technology rapidly evolves, digital skills development has become a critical priority for leading global organizations. Recognizing this necessity, and with the goal of preparing organizational leaders (Deputy Manager level and above), BAM has partnered with SCB Academy to develop an e-learning program under the concept: “Learn at your own pace, anytime, anywhere, without compromising your work.” This approach makes learning flexible, accessible, and seamlessly integrated into daily work, while also aligning with organizational policies and strategic goals. In 2024, BAM has launched Digital & Data Training Programs focused on developing essential leadership skills, including:

โดยในปี 2567 BAM ได้กำหนดหลักสูตรด้าน Digital & Data ที่มุ่งเน้นพัฒนาทักษะที่จำเป็นสำหรับผู้นำองค์กร ได้แก่:

  • Digital Skill: ช่วยเพิ่มพูนความรู้และทักษะด้านดิจิทัล เพื่อให้ผู้นำปรับตัวเข้าสู่ยุคดิจิทัลอย่างมีประสิทธิภาพ
  • The Impact of Gen AI on Work Productivity: สำรวจผลกระทบของ Generative AI ที่มีต่อการเพิ่มประสิทธิภาพในการทำงาน
  • The 4 Types of Analytics: เรียนรู้การวิเคราะห์ข้อมูลเชิงลึกเพื่อสนับสนุนการตัดสินใจที่มีประสิทธิภาพ
  • Storytelling with Data: สร้างทักษะการเล่าเรื่องด้วยข้อมูลเพื่อการสื่อสารที่ชัดเจนและน่าสนใจ

          ผลลัพธ์ของการเรียนรู้ในปี 2567 จากการอบรมกลุ่มเป้าหมายระดับรองผู้จัดการขึ้นไปซึ่งจะก้าวเป็นผู้นำองค์กรในอนาคต ได้รับการตอบรับอย่างดีโดยมีผู้เข้าเรียนในหลักสูตรเฉลี่ยถึง 75% ซึ่งสะท้อนถึงความตระหนักถึงความสำคัญของ การพัฒนาทักษะด้านดิจิทัล โดยเฉพาะหลักสูตร Digital Skill ที่มีอัตราการเข้าเรียนสูงสุดถึง 77% ซึ่ง BAM ตระหนักดีว่า ผู้นำองค์กร คือกลุ่มที่ต้องขับเคลื่อนองค์กรให้พร้อมเผชิญหน้ากับการเปลี่ยนแปลงในยุคดิจิทัล การอบรมในครั้งนี้ ส่งเสริมให้กลุ่มเป้าหมายมีทักษะด้านดิจิทัลที่แข็งแกร่งจะช่วยสนับสนุนการดำเนินงานขององค์กรบรรลุผลเป็นไปตาม เป้าหมายที่กำหนด ไม่เพียงมุ่งหวังให้พนักงานพัฒนาตนเอง (Digital Mindset) แต่ยังมองการณ์ไกลในการสร้างความ พร้อมของทั้งองค์กร เพื่อความสำเร็จในยุคดิจิทัล (Digital Transformation) ที่เต็มไปด้วยโอกาสและความท้าทายใหม่ ได้อย่างยั่งยืน

Human Resource Development Monitoring and Evaluation Approach

To ensure that BAM's training and development programs are effective, up to date, and aligned with employees' needs and functional requirements, the Company has established a systematic process for evaluating training effectiveness. This process assesses learning outcomes at different levels and utilizes appropriate assessment and testing tools.
Recognizing the importance of career development and progression for employees, the Company has defined structured learning and development pathways, categorized into three key programs as follows: 

  1. Leadership Succession Plan (LSP): This program is designed to enhance the knowledge and competencies of high-potential executives in alignment with the Company's managerial competency framework. The program includes learning from leaders of leading national organizations, developing capabilities in modern work practices through the use of AI tools, data-driven decision-making, Agile-based project management, and leadership development. These initiatives aim to prepare high-potential executives for future leadership roles.
  2. Leadership Academy: This program focuses on developing managers and assistant managers across the organization. Participants receive training in leadership roles and responsibilities, task delegation and follow-up, team management, analysis of team members' strengths, appropriate task assignment, and conflict management. The program enhances managerial capabilities, enabling participants to effectively address challenges and respond to organizational needs.
  3. Talent Development Plan (TA): This program is designed to develop high-potential employees to ensure readiness for advancement to higher-level positions. It supports the Company's business expansion and long-term growth, while also contributing to talent attraction and retention, thereby helping to reduce employee turnover. 

Through the implementation of a systematic approach to monitoring the outcomes of employee potential development and career advancement initiatives, the Company has achieved various benefits, as outlined below:

  1. Benefits to Employees
    1.1    Acquisition of relevant skills required to effectively perform assigned roles and responsibilities.
    1.2    Enhanced opportunities for career progression and advancement within defined career paths.
    1.3    Development of competencies necessary to prepare for higher-level roles and responsibilities.
  2. Benefits to the Organization
    2.1    Improved organizational performance in both quantitative and qualitative aspects compared to previous levels.
    2.2    Positive economic outcomes, including cost reduction, decreased losses or waste from operational processes, reduced workplace accidents, and more efficient resource utilization.
    2.3    Enhanced employee morale and engagement through continuous training and development programs. 
    2.4    Reduction in conflicts, anonymous complaints, or grievances arising from management or operational practices of trained personnel.
    2.5    Increased satisfaction among customers, service recipients, and relevant coordinating agencies.
     

Table of Average Annual Training Hours per Employee

Performance Evaluation

The Company conducts employee performance evaluations twice a year, in June and December, to assess merit and determine compensation. Additionally, these evaluations serve as a basis for planning and developing employees for the next operational cycle. The evaluation consists of two main components: the Key Performance Indicator (KPI) assessment, which measures employees’ achievements against predefined performance targets, and the Competency assessment, which evaluates employees' skills, behaviors, and capabilities in alignment with the Company's expectations. The evaluation results are as follows:

Table of Performance Evaluation

Performance Evaluation

Performance Evaluation

BAM conducts employee performance evaluations twice a year, in June and December, to support decisions related to merit-based recognition, compensation adjustments, and workforce planning and development for the following year. The performance evaluation process comprises two key components:

  1. Performance evaluation based on Key Performance Indicators (KPIs)
  2. Competency assessment

To promote continuous and sustainable human resource development, the Company analyzes evaluation results to determine appropriate employee development strategies. These initiatives are implemented through the “Leadership Skills in Practice” program, an ongoing executive development initiative supported by a structured monitoring and evaluation framework.