AIS Human Resources Department: Human Capital Development

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AIS Human Capital Development

The key to successful organizational transformation was to promote growth mindset among AIS staffs. We believe that

staff’s mindset is an integral part that requires fine tuning to stay consistent and parallel with AIS’s Digital Transformation

strategy. In doing so, our team of top executives have communicated with our employees regarding re-skill and up-skill

strategy which requires full collaboration among our staffs to strengthen their knowledge and capacity. This is because

the outdated soft and technical skills may not last very long and new soft and technical skills will eventually replace the outdated ones. The key component of growth mindset includes, but not limited to the followings:

1. Promoting Growth Mindset

1.1 Facing challenges

Staffs must view challenges as an excitement and try to overcome it with ambition, knowledge and capacity. Our staff are

encouraged not give up easily, instead, he or she should exert personal efforts to overcome such challenges. 1.2 Open up and learn from criticism

When faced with criticism, staffs are encouraged to open up their mindset and be able to handle positive criticism, try to resolve problems and learn how to adjust their work in accordance with such criticism. 1.3 Learning from others’ successful stories

Staffs are encouraged to continuously keep up with their learning and acquiring new knowledge whenever possible. They

must find a sense of inspiration from other successful persons who may have experienced set back in the past, but managed to overcome problems. 1.4 Daring to make mistake and differences

Staffs are encouraged to demonstrate their sense of courage and dare to make mistake, especially when they are experimenting and innovating new work process, products and services, etc. To move our staffs away from fixed mindset, our company intends to invest in employee engagement activities, knowledge and skill enhancement as well as learning platforms and world-renowned leadership development programs

in order to pave the way for our employee to have growth mindset and be able to choose their own learning direction and career goals.

2. AIS Academy

AIS strongly believes that continuous technological development will bring Thai people closer together and lead to

sustainable knowledge enhancement among Thai people. New technological development must also pave the way for

Thai people to have endless access to knowledge in order to close the digital divide gap, while bring everyone onboard

without leaving anyone behind. For this reason, AIS Academy was established in response to the fast evolving

technological world, along with the idea of developing and enhancing peoples’ knowledge, capacity and skills in parallel

with new technological development through the life-long learning strategy via online learning platforms called, “LearnDi”

and “ReadDi”. Therefore, people develop is considered an integral part of AIS Academy’s main objectives because the

technological development must go hand in hand with people development.

In this regard, AIS Academy also serves as the center of learning among our employees as well as providing and

educating Thai people with knowledge pertaining to digital technology. In doing so, in recent years, AIS Academy has

collaborated with leading domestic and international agencies, organizations and companies in order to disseminate

knowledge throughout Thailand and to raise awareness concerning digital disruption that has had impacts on Thai

people, businesses, including Thai society.

As Thailand leading digital service provider, AIS Academy also plays an important role in supporting up-skill and re-skill

strategy which is consistent with AIS’s digital transformation roadmap. In doing so, AIS Academy realized that the old

fashion physical classroom may no longer be cost effective and suitable to employees’ lifestyle, therefore, it is critical that

the company implement its “hybrid learning” strategy by focusing more on an online learning channel instead of

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conventional classroom. In addition, AIS Academy also places a great emphasis on acquiring more relevant digital online

learning courses (i.e. A.I., 5G network, etc.) so that our employees have the flexibility to access the learning platform (i.e.

LearnDi and ReadDi) and learn the contents anytime and anywhere.

The LearnDi application, for instance, was opened (24/7) for staff to access the platform in order to learn new knowledge

and develop new skills, along with taking short test to measure their level of understanding. The modern knowledge

includes both soft and technical skills (i.e. negotiation skill, NB-IoT, IT security awareness, etc.) and news update.

2.1 The New Digital Library

In addition to an online learning platforms and learning community, in 2020, new AIS Digital Library was opened to staffs to borrow books in order to promote self- learning. In addition, the digital library also serves as the center of knowledge

sharing and exchanging of the information, a place where staffs could set up meeting and special events. The digital library concept incorporates “Digital Shelf” technology, or better known in Thai as the “Book Kra Jai” concept,

which allows staffs (users) to use digital function to search for books and scan the QR code to reserve books. Once the

librarian received the booking confirmation in the system, the book will be delivered to staff’s desk. Staffs could return the

borrowed books by sending internal mail or drop them off in the drop box located in front of the library. Furthermore,

staffs could also browse and borrow books by using the ReadDi application. www.readdi.ais.co.th

2.2 Leadership Development Program

AIS has been working closely with leading universities and academic institutions such as Harvard University, University of Manchester and SEAC to strengthen leadership skills among our executives. Emerald Bucket Blended-learning program, for

instance, was designed for potential employee including officer, specialist and first line manager and focused on 2 AIS leadership competencies namely, 1) Impact & Influence and Change Leadership and 2) Essential issue related to Leading in

Changing World and Business Planning Essentials. The program duration was about 6 months and there were 172 targeted

employees. Below are some of the leadership development programs that AIS deployed in 2018-2020: 1. Harvard University - Harvard Executive Learning Sustainment Program (Cohort 1) (2018-2020) 2. Harvard University - Harvard Leadership Development Program (Cohort 2) (2019-2020)

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3. The University of Manchester – Gold Leaders Program (2018-2020) 4. SEAC – Emerald Talent Program (2018-2019)

Reference: www.aisacademy.com

2.3 AIS Academy for Thais

Academy for Thais was organized in Bangkok and other provinces ( i.e. Chiangmai, Nakorn Ratchasrima, etc. ) with the goal

of disseminating and educating the public with relevant digital knowledge, business experiences and new opportunities. Our company believes that the key factor for digital transformation is human capital; therefore, the Thai community is entitled to learn as much as our staffs in order to prepare everyone in the Thai community for the fast evolving digital disruption and digital transformation. Reference: https://www.ais.co.th/thestartup/blog-academy-for-thais.html

2.3 Technical Knowledge Management (TKM)

TKM mission was to be the trusted source & sourcing of technical knowledge and development for optimum learning to

accomplish digital transformation era. TKM’s key implantation includes knowledge deployment processes, digital blended

learning, digital capability adoption and learning culture as well as equipping workforce with competency and skill

shifting. In addition, TKM main tasks involve the followings:

1. Enhance digital learning process to drive business environment through blended learning 2. Define-Acquire-Design-Deploy-Measure

3. Alignment development course design with AIS Academy & HR Business partner 4. Provide technical learning consultation to employee 5. Equip workforce with higher skill-sets to ensure AIS have the right people with the right competency at the right

times for present and future challenge 6. Uplift organization capability by re-skill & up-skill through digital adoption to exploit technology

7. Embed “Fit / Fun / Fair” throughout development process to cultivate sustainable development mindset &

Behavior

2.3.1 TKM Human Capital Development Framework includes the following steps: 1. Clarify: Job roles & responsibilities

2. Identify: Job stream & job family

3. Define: Functional competency

4. Mapping: Functional competency with roles & responsibilities

5. Design: Development program

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2.3.2 TKM knowledge deployment process includes the following steps: 1. Define: Critical technical competency (knowledge-skills-attitudes and values) required for existing and

future businesses. 2. Acquire: Knowledge through sourcing from qualified internal / external sources. 3. Design: Learning methodology by learning model [ 70: 20: 10] to match with the learning style and

intervention while maximizing the return on learning and investment. 4. Deploy: Learning program to the right technical and non-technical employee through the effective

learning channel. 5. Measure: Learning outcome on knowledge & skill to perform excellence performance on their tasks

and get feedback for courses improvement.

2.3.3 TKM Learning Channels

1. Learning classroom: In-house training classrooms

2. E-Learning & virtual learning: AIS LearnDi, Tech2Know & Hybrid classroom

3. Online learning: AIS LearnDi, Udemy and e-book

2.3.4 TKM Training & Development Projects & Co-Projects

Prioritized Learning Categories include the following areas: 1. Data Science: Analytics and Big Data

2. Development: Database, Development tools, programming, Mobile Dev and Web Dev

3. IT and Software: Database, hardware, IT certifications, network & security, operating system and

services 4. Project Management & Operations: Agile & Scrum, Operations Management, Project Management

Certifications, Project Management Tools. 2.3.5 Technical training classes In recent years, TKM has organized several technical training classes which include, but not limited to the followings:

Training Categories Topics of Training Project Details

Analytics/Tools Data analytic Power B.I.

Analytics/Concepts Data analytic tools Data Analytic Boot Camps

IT/Analytic Udemy Platform for online learning focus on IT/Technology &

Analytic contents.

IT/Programming RPA RPA train the trainers

FBB/Wireless Certification FTTX Course - FBB

(Reskill FBB engineers)

Certify course & Worker FTTH Installation part

Telecom New Skill Set for FE & PM 5G, FBB, EDS knowledge enhancement

Telecom/Core Network 5G Technology 5G new technology & services / 5G Train the

Trainers

IT, Telecom, Audit Telecom/IT & Non-Technical Certificate Regulations & Criteria of Telecom/IT & Non-Technical

Certification

IT & Telecom “PTECH Program” (Pathway to Technology

Early College High School) AIS and Intrachai

College.

Security Data Management Officer, Cyber Security ,

Compliance and Awareness, Data Analyst

IT & Programming Micro:bit

(EdCALearning Solution)

Foundation course for programing BLOCK BASED

PROGRAMMING using the board MICRO: BIT

Process Training Matrix - ISO Development plan refer to ISO 22301, ISO 27001 & CSA

STAR, ISO 14001

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Examples of technical courses and fun activities that were organized internally among our staffs includes, but not limited to the followings: 1. Robot & Automation

2. Data Analytic Boot Camp Path

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3. Data Engineer Boot Camp Path

4. Data Scientist Boot Camp Path

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2.3.6 IT & business management courses

Apart from the above mentioned priorities, AIS also worked with Udemy to offer IT & business management

related courses to those staffs who wish to strengthen their business capacities under the following topics:

1. Design: 3D and animations, graphic design, mobile design, user experience, design, web design

2. Finance & Accounting: accounting, financial modeling & analysis, investing and trading

3. Human Resources: compliance, learning & organizational development

4. Management: communication, customer service, influence, leadership & productivity, business strategy

5. Marketing: content & email marketing, digital marketing, marketing strategy, paid advertising, public

relations and social media 6. Office Productivity: collaboration, email & productivity, operating systems, presentation, spread sheets, word

processing, MS Office, etc. 7. Personal Development: Arts & Creativity, Health and fitness, language learning, personal finance, personal

growth, stress management 8. Sales: Sales skills, sales tools

2.4 Fixed Broadband Training

AIS fixed broadband (in association with KCT Academy) had organized special two-day training event called, “FBB Sale skills

& motivation” each year with the objectives of equipping our FBB sale team total 200 staffs with the ability to improve

selling skills ( i.e. negotiation & persuasion) , cross selling, improve a relationship with the customers, improve churn rate,

etc. Over 200 FBB sales staffs have participated in this special training event. The KCT Academy instructor had delivered

presentation on tips to create a sense of inspiration, along with ways to change the staff mindset at work to create positive outcome for the business (helping the customers by matching FBB package with customer’s budget, closing sales and

maintain long- lasting and good relationship with the customers. ) As a result of training, FBB sales staffs were able to

generate more FBB sales which helped increase the numbers of subscriber from 730,500 in 2018 to 1,037,600 in 2019.

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2.5 Customer & Service Management Training

Customer & Service Management (CSM) has been implementing training strategy called, “Learning Transformation” that

gears toward hybrid learning (a combination of online and offline) . The idea was to increase the proportion of online

learning among its staffs in relation to classroom and mixed learning methodology in total 304 staffs. CSM training had

organized at least 70 training classes for its AIS shop staffs. Recently, CSM training strategy has put more weight on the

online learning channel (i.e. LearnDi application) which offers fundamental and technical learning courses. This has helped

the company saved its training costs at around THB 882,297 or 40% of its CSM total training costs (from the total costs of

THB 2.19 million in 2018 to THB 1.3 million in 2019. ) Furthermore, the measured Customer Satisfaction Index (CSI) has

increased from 4.7 in 2018 to 4.8 in 2019. In addition, CSM also organized special training session for AIS customers called, “AIS Digital Workshop by GURU” in order

to assist its customers on how to use Android and iPhone ( iOS) operating system as well as AIS and other mobile

applications. The highly trained staffs who were awarded (“GURU”) trainer were invited to assist our customers at key AIS

Shops (i.e. AIS Shop at Central Embassy). The special training sessions were well praised by our customers thereby resulting

in high CSI in 2019.

AIS Digital Workshop by Guru 2.5.1 Total Training Costs of Human Capital Development (2018-2019)

Items 2018 2019

Investment in Training &

Development

THB 156,138,764.59 THB 203,297,704.58

Total Training Hours 1,332,020.37 Hrs. 797,909.07 Hrs.

Average Training Hour per Staff 108.17 Hrs./staff 62.82 Hrs./staff

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AIS Human Capital Development Index

GRI standard

Information 2016 2017 2018 2019

Persons Percentage Persons Percentage Persons Percentage Persons Percentage

GRI 102-8 Information on Employees and Other Workers

Segregated by Gender

Male 4,944 41% 4,810 41% 4,985 40% 5,141 40%

Female 7,263 59% 7,014 59% 7,329 60% 7,560 60%

Total 12,207 100% 11,824 100% 12,314 100% 12,701 100%

Segregated by types of employment contract

Permanent Employees

Male 3,861 44% 3,884 44% 3,999 44% 3,774 43%

Female 4,929 56% 4,969 56% 5,049 56% 5,004 57%

Total 8,790 100% 8,853 100% 9,048 100% 8,778 100%

Temporary Employees

Male 1,083 32% 926 31% 986 30% 1,367 35%

Female 2,334 68% 2045 69% 2,280 70% 2,556 65%

Total 3,417 100% 2971 100% 3,266 100% 3,923 100%

GRI 102-41 Collective Bargaining Agreement

Percentage of employees represented in relevant committees

Occupational Health and Safety

Committee (OHSC) 175 100% 191 100% 216 100% 91 100%

Welfare Committee (WC) 50 100% 50 100% 50 100% 45 100%

Provident Fund Committee (PF) 18 100% 18 100% 18 100% 18 100%

GRI 401-1 Recruitment

Segregated by Gender (Recruited)

Male 1,167 36% 843 36% 1,026 35% 958 35%

Female 2,058 64% 1,526 64% 1,886 65% 1,802 65%

Total Recruited 3,225 100% 2,369 100% 2,912 100% 2,760 100%

Segregated by Age (Recruited)

Age below 30 2,763 86% 2,029 86% 2,491 86% 2,301 83%

Age between 30-50 458 14% 340 14% 419 14% 456 17%

Age above 50 4 0.12% 0 0% 4 0.13% 3 0.10%

GRI 401-3 Parental Leave

Female employees requested for maternity leave (% of total employees)

280 1.15% 304 1.29% 279 1.13% 256 1.01%

Female employees returned to work after maternity leave (% of female employees

returned to work)

280 100% 304 100% 279 100% 256 100%

GRI 405-1 Diversity of Governance Bodies and Employees

Segregated by Employees' Level

Top Management

Male 8 62% 9 69% 11 73% 13 81%

Female 5 38% 4 31% 4 27% 3 19%

Total 13 100% 13 100% 15 100% 16 100%

Senior Management

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GRI standard

Information 2016 2017 2018 2019

Persons Percentage Persons Percentage Persons Percentage Persons Percentage

Male 102 63% 106 62% 114 65% 110 64%

Female 59 37% 64 38% 62 35% 61 36%

Total 161 100% 170 100% 176 100% 171 100%

Junior Management

Male 2,104 46% 2,148 46% 2.202 46% 2,235 47%

Female 2,493 54% 2,531 54% 2,548 54% 2,567 53%

Total 4,597 100% 4,679 100% 4,750 100% 4,802 100%

Operational Staffs

Male 2,734 37% 2,547 37% 2,658 36% 2,783 36%

Female 4,702 63% 4,415 63% 4,715 64% 4,929 64%

Total 7,436 100% 6,962 100% 7,373 100% 7,712 100%

Grand Total Employee 12,207 11,824 12,314 12,701

Females in management positions in revenue-generating functions

N/A N/A N/A N/A N/A N/A N/A 47%

Segregated by Age

Age below 30

Total Employee Aged below 30 5,032 41% 4,478 38% 4,736 38% 4,828 38%

Age between 30-50

Total Employee Aged between

30-50 6,800 56% 6,883 58% 7,024 57% 7,349 58%

Age above 50

Total Employee Aged Above 50 375 3% 463 4% 554 4% 524 4%

Total Employee & Percentage 12,207 100 11,824 100% 12,314 100% 12,701 100%

Remark: Welfare Committee is a channel to deliver employee voice/request related to welfare treatment is through Welfare Committee via a dedicated

email. The roles and responsibilities of the committee include 1) jointly consult with the employer for the purpose of providing welfare to employees, 2)

give advice and recommendations to the employer regarding the provision of welfare for employees, 3) inspect, control, and supervise the welfare

arrangements for employees, and 4) comments and propose guidelines on the welfare arrangements for employees’ benefit to the Labor Welfare

Committee. There are a total of 39 Welfare Committee members, from Welfare Committees of AIS and subsidiaries, elected from employees. 100% of AIS

Group employees is covered by such collective bargaining agreements.

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Employees Training and Development Index

GRI standard Information 2018 2019

Hours Percentage Hours Percentage

GRI 404 Training and Development

1.Online & Conventional Training Hours (TH) (employees only)

AIS Call Center (ACC) 972,555.02 73% 261,254.55 39%

AIS Academy (ACM) 138,625.35 10% 94,181.87 14%

Customer Service Management (CSM) 42,896 3% 38,184.71 6%

Technical Knowledge Management (TKM) 177,944 13% 155,953.39 24%

Others* - - 113,959.33 17%

Total Training Hours (TTH) (employees only) 1,332,020.37 100% 663,533.85 100%

2.ReadDi (Employee's Reading Hours)

Book - - 132,094.27 98%

e-book - - 2,280.95 2%

Total Reading Hours (TRH) (employees only) - - 134,375.22 100%

Grand Total Training Hours (GTTH) (employees only) 1,332,020.37 100% 797,909.07 100%

Remarks: In 2019, Employee's reading hours were

included in the calculation based on the average of 80

minutes of reading per employee per day. *Others

include HRBPs, ICE (AIS Wellness), RTC (regional), Udemy,

YournextU, NEXT, and edx.

GRI 404-1

Total Average Training Hours Per Head

HCROI (Target & Year) Target 2018 Target 2019

HCROI 17 18.7 19 15.2

Total Costs of Training & Development (THB)

2019

Average Hours of Training Per Year Per Employee

GRI standard Information2018

156,138,764.59 203,297,704.58

Hours/Employee Hours/Employee

108 63

Human Capital Return on Investment (HCROI)

Total Costs of Training & Development (Internal & External)

2018 2019

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