BETTER People
Human Capital & Employee Well-Being
At AWC, our people are one of significant driving force to AWC achievement. Without competent and engaged people, AWC cannot thrive. Talent attraction, retention, and development are crucial to our success, particularly in building organizational capability towards organization effectiveness and sustainable growth.
AWC is committed to unleash our people’s potential and empowering them by fostering a supportive working environment and ensuring the effective human capital management where talents are developed, their performances are recognized, celebrated and rewarded. Listening to our people is essential to us. We invest in our talent not only for AWC’s growth but also to cultivate upstanding citizens who can contribute to society through AWC’s values: holistic and integrative thinking, knowledgeable, and assertive core values.
Key Performance in 2024
Revision of Human Resources Policy on Career Enhancement Program
Build Leadership through Leadership DNA Development
Built role-based competency for recruitment and development
72% of key driver roles that have ready-now internal successors. Successor refers to high-potential employees who have the capability to be successors of critical positions in the Company
Employees have learned and developed knowledge and skills: 46.2 hour / person / year
All employees in every branch have received training in “Property Service Excellence”
We aim to be recognized as one of the best employers in the industry and attract talents from all levels, and champion gender parity.
Join AWC …
To build a better future
Discover the extraordinary journey awaiting you at AWC, where we believe in unleashing the potential of innovation, collaboration, synergy, sustainability, partnership and creating a meaningful impact and long-term sustainable value for our stakeholders. Together, let's build a brighter and sustainable future; better planet, better people, and better prosperity, fueled by your unique talents, boundless passion, and exceptional contributions are the foundation of our success as we strive for a better future.
To build world class destination
We are more than just property developers - we are architects of unique memorable experiences and sustainable value. With our steadfast dedication to excellence, innovation, and community, We are crafting iconic destinations and landmarks that captivate hearts and minds. Together, let's embark on a journey to redefine integrated lifestyle; modern living, working, and thriving within paralleled environments of world-class caliber. Step into a realm where every creation tells a story of inspiration and one-of-a-kind.
To build capability
We are on a mission to build capability, and your journey with us is a pivotal part of this exciting endeavor. Here, we're all about empowering individuals to boost their skills, creating an environment of constant growth and learning. Be a part of our dynamic team, where you'll unleash your full potential, shape innovation, and conquer challenges. At AWC, we’re family of collaborative team with ownership spirit. We work together in strengthening our capability, paving the way for your success and our shared triumph.
To build career growth
We empower our employees to soar to new heights in their careers. Whether you're at the outset of your professional journey or ready to take the next step, AWC is committed to build a better future for our people. We are dedicated to nurturing employees to be high caliber talents and achievers to lead AWC, industry and be the talent powerhouse of the country. This is to ignite our employees perpetual career growth, boundless career possibilities and fuel your professional journey,
To achieve performance recognition
We design meaningful roles that create the value - we empower you to create impact that matter and achieve aspirational goals. We champion the recognition of outstanding achievements. At AWC, we embrace unique performance management model together with the performance achievement linked rewards program, Your relentless effort and dedication with impactful results are recognized; we set the stage for a celebrated achievement milestones motivating you to achieve extra mile with fulfilling career. We appreciate your success toward the forefront of performance recognition and well-deserved outstanding rewards.
To enjoy happy journey together
Join AWC on a journey filled with pride and inspiration, where joy, collaboration, and shared success define our path. We passionately believe that a happy workplace fuels productivity, valuing and supporting every member of our team. At AWC, we're more than colleagues; we're family driven by a shared purpose and goal. Let’s enjoy and have fun to take the happy journey towards our destination of Building a Better Future….
1. Essential Program
| Program list | Target Group | Attendees and Percentage of Total FTE | Average Training Hours | Target Outcome |
|---|---|---|---|---|
| 1. Leadership Program | Organizational Leaders | 640 Employees (52%) | 4 hrs/FTE | Strengthen leadership aligned with strategy |
| 2. Core Program | All Employees | 180 Employees (15%) | 1 hrs/FTE | Instill ethics, integrity and safety awareness |
| 3. Functional Program | Function-Specific Employees | 1,144 Employees (92%) | 15 hrs/FTE | Enhance targeted functional skills |
| 4. General Program | All Employees | 100 Employees (10%) | 1 hrs/FTE | Improve operational processes and reduce costs |
2. Enhancement Program
- Learning channel: Online Platform e.g. Coursera, In-house, Data Bootcamp
- Target Group: All-level employees aiming to enhance their capabilities and build leadership readiness
| Program List | Example |
|---|---|
| Core Program | Agile Project Management, Strategic Planning, AWC Core Values |
| Leadership Program | Leader as Coach, Transformational Leadership, AWC Leadership DNA |
| Functional Program | CRM Salesforce, Accounting Standards, ESG, Machine Learning |
| General Program | Design Thinking, Power BI, Cybersecurity, Analytic Thinking |
| Sustainability & Digital | Circular Economy, Data-Driven Decisions, AI for Hospitality |
Employee Evaluation Program
Management by objectives
AWC aims to create sustainable values to stakeholders. To achieve this, AWC needs to have efficient performance management to enhance all employees to be able to achieve targets, develop a specialization, grow careers and be competitively rewarded
AWC compels performance management to be most effective and efficient which applies to all employees with the steps below
- Target Setting - Identify targets in terms of activities and results that enhance action plans to be effective. In addition, the development opportunities for all employees to build capability in order to achieve targets
- Performance review and evaluation - Organize quarterly review and evaluation by comparing targets against results to acknowledge the progress without delay. Provide creative feedback and revise action plans and development plans if needed
- Annual performance evaluation - Organize annual performance evaluation by comparing targets against results and performance calibration to promote the fairness and transparency throughout the process. Including identify the strengths and areas for development in order to achieving targets in the following years
Team-based performance appraisal
Achieving targets started from team collaboration. All employees have opportunities to be a part of many teams. Synergizing individual specialization will enhance the aim to create sustainable values to stakeholders
To drive effective and efficient team based performance evaluation, all team members identify the targets and results of team and individuals by comparing targets against results to acknowledge progress without delay. Provide creative feedback and revise action plans and development plans if needed. The team members may adjust the evaluation where it deems appropriate
Agile conversations
AWC acknowledges the aim to create sustainable values to all stakeholders. Having quarterly review and evaluation is not sufficient. AWC encourages all employees and people manager to provide ongoing creative feedback through one-on-one session Consequently, all employees acknowledge the progress and able to revise action plan where it deems appropriate without delay
Employee Well-Being
AWC places importance in attracting and retaining talented employees, while emphasizing on employee knowledge and capability development. Moreover, AWC strives to improve the quality of life for all employees in order to enhance their capability to support company growth
WORKPLACE HEALTH AND WELL-BEING PROGRAM
AWC is committed to enhancing the quality of life of our employees through numerous initiatives. We adhere to Thai labor standards and other international human rights standards to protect and support all employees, promoting work-life balance to create an environment where everyone can thrive. Our initiatives emphasize both physical and mental well-being, ensuring our employees can work happily and effectively
Flexible Work Arrangements
AWC allows employees to have flexible workdays and hours to accommodate the nature of different job positions. This flexibility helps employees manage their personal errands while meeting the company's operational needs.
Maternity and Paternity Leave
AWC provides paid maternity leave to both primary and secondary caregivers. Female employees are entitled to 98 days of maternity leave, which aligns with legal requirements. Male employees receive 1 day of paternity leave and an additional 3 days of personal leave.
Part-Time Employment
AWC offers part-time employment options to provide flexibility for employees who require fewer working hours than a full-time position. These arrangements are formalized through written employment contracts between the company and part-time employees. Contract terms, including the number of working days and hours per week or month, compensation, benefits, and other relevant details, vary based on the agreement.
Employee Support
AWC prioritizes employee well-being by setting long-term goals and planning activities to support employees in various areas, including:
- Physical Well-being such as providing annual health check-ups and health and life insurance, ensuring a safe workplace with access to clean and hygienic facilities, and organizing lectures on various diseases to educate employees on prevention.
- Mental Well-being such as organizing stress management workshops and providing rewards to recognize achievements.
- Social Well-being such as organizing activities to promote interaction and build positive relationships among colleagues and acknowledging and celebrating employee successes.
- Financial Well-being such as providing education on retirement financial planning and enabling employees to enroll in a provident fund.
AWC emphasizes employee welfare. The company conducts various activities to ensure our employees are protected from diseases such as COVID-19, office syndrome, and workplace stress.
Additionally, we continuously engage experts and external partners to provide health and wellness lectures by doctors on topics such as high cholesterol, blood sugar, and hepatitis. These benefits support our employees in maintaining a healthy physical and mental state for work.
The company facilitates employee relaxation and self-care through the design of dedicated spaces that support mental and physical health, as well as various personal needs, including:
- Medical Room
- Lactation Room
- Prayer Room
- Recreation Room
- Childcare Room
Heartfelt Recognition Program
AWC encourages employee participation and development within the organization by recognizing and rewarding their success. This program adheres to the concept of the 6A’s:
The AWC Heartfelt Recognition Program rewards employees for dedication, achievements, and positive contributions, building a happier and more successful company. Launched in 2024, it has three categories:
Personal Milestones
Celebrating employee life events like birthdays, work anniversaries, and new babies.
Target Achievements
Recognizing successful project completions and contributions to company goals.
Desired Behaviors
Appreciating employees who demonstrate AWC's values and leadership qualities.
Employee Engagement Program
AWC launched an Employee Engagement Survey with Gallup to understand employee experience and implement initiatives to create a Great and Happy Workplace, driving the company's mission.
EMPLOYEE ENGAGEMENT SURVEY RESULTS 2024
92% of employees responded to the survey
| 2021 | 2022 | 2023 | 2024 | |
|---|---|---|---|---|
| Percentage of AWC employee engagement score (Calculated from the average score out of a full score of 5, based on GALLUP standard) | 70 | 77.4 | 77.4 | 76 |
Fair Living Wage
To provide fair compensation to employees and support equal treatment according to relevant national laws and international standards, AWC has conducted employees’ wages assessment based on the latest statistic information of average expenditure per household by the National Statistical Office of Thailand (NSO), the Ministry of Digital Economy and Society, Anker Living Wage Reference. The compensation shall include three basic expenses which are food, housing, and clothing. The additional expenses include health, transportation, personal care items, childcare, and education, are taken into consideration.
SAFETY, OCCUPATIONAL HEALTH, AND WORKING ENVIRONMENT MANAGEMENT
AWC develops and designs a work safety manual for employees, including contract workers and contractors (Occupational Safety, Health and Environment Manual for AWC workplace: OSHE Manual) who work regularly within the Company's premises. The objective is to provide guidelines for relevant personnel to comply with safety and occupational health laws systematically, as well as to create awareness of work safety and control, avoid, and reduce losses from work-related injuries.
In 2024, the Company continued to review and improve the employee safety manual to support occupational health and safety plans and strategies in line with international standards and practices, resulting in the certification of the Occupational Health and Safety Management System (ISO 45001-2018) in the scope of project management, design management, cost and contract management, and construction management for all projects.
EMERGENCY, CRISIS, AND BUSINESS CONTINUITY MANAGEMENT
AWC has adopted the Hazard Identification and Risk Assessment (HIRA) Framework to evaluate safety across its businesses and ongoing construction projects, encompassing the safety of both employees and contractors. The risk assessment process comprises five steps:
PROMOTION OF SAFETY MEASURES AND SAFETY CULTURE IN THE ORGANIZATION
In 2024, AWC enhanced its safety and occupational health measures to control, prevent, and reduce potential accidents for employees and contractors at each establishment, as well as to strengthen a safety culture throughout the organization. Key actions included:
- Morning Talks: Internal departments were mandated to conduct briefing sessions in the morning before commencing work to emphasize the safety status of employees.
- Workshops: Operational workshops were organized in each department to raise awareness of workplace safety among employees.
- Maintenance of Post-Pandemic Preventive Measures: Measures were maintained post-COVID-19 outbreak to ensure cleanliness of public areas and common touchpoints, provision of disinfectants and alcohol, ventilation in workplaces, infectious waste management, and provision of health and safety guidance.
KEY INITIATIVE AND PERFORMANCE OF 2024
1) Building Safety Awards (BSA) 2024
In 2024, AWC received 22 "Building Safety Awards: BSA," organized by the Building Inspectors Association in collaboration with the Department of Public Works and Town & Country Planning. These awards are presented to buildings with outstanding safety features and high standards in design, construction, operation, management, and occupational health and safety.
2) Safety Summit
AWC organized the "Safety Summit," an event that brought together all AWC and affiliate Company safety officers to acknowledge the Company's safety policies, manuals, and roles and responsibilities in safety management, as well as future operational goals to achieve sustainability targets under the "BETTER PEOPLE" theme, which includes the development of occupational health and safety in all real estate properties.
3) Work-related Injuries Results
| Key Indicators | 2022 | 2023 | 2024 |
|---|---|---|---|
| Number of fatalities as a result of work-related injury | 0 | 0 | 0 |
| Lost-Time Injury Frequency Rate per 1,000,000 hours worked | 8.30 | 6.45 | 5.49 |
Remarks:
- LTIFR in 2022 represents employees specifically within the hospitality business unit.
- LTIFR in 2023-2024 represents employees within hospitality business units and commercial building units including retail, wholesale, and office sectors.
Safety Manual
AWC has established the Safety, Occupational Health, and Working Environment Policy, with the goal of establishing continuous efficient and effective safety, occupational health, and working environment management. The policy is endorsed by CEO, representing the member of the Board of Directors. As such, the company raises awareness among employees and related stakeholders to promote good health and foster a good environment to achieve zero fatality, zero injury, and occupational illness free.
AWC has developed Safety Manual which applies to all employees, contractors, and suppliers that work within AWC’s properties. The objectives of the Safety Manual are to act as a guideline for all related personnel to perform their works in accordance with applicable occupational health and safety rules and regulations, to raise awareness regarding safe working practice and safe working environment, as well as to control, prevent, and minimize loss from work accident. The Safety Manual contains regulation and rule for following areas: general working routines, onsite and office working rule for contractors, working on height, working with electrical and related equipment, handling hazardous substances or chemicals and etc. In addition to the regulation and rules, the Safety Manual also included risk hazard and assessment of accident, internal inspection, respond plan to incident, accident and emergency situation.
Community and social integration
AWC is deeply committed to fostering strong partnerships with local communities, especially those in the hospitality sector outside urban centers. The company actively seeks input from all stakeholders, including community members, to understand and address their needs.
By supporting local development and self-sufficiency, AWC aims to enhance community well-being. This commitment is realized through initiatives like the Asset World Foundation for Charity (AWFC). The foundation has implemented the “3 Pun” or “3 Gives” framework, namely “Pun Fun”: Give educational support and grants, “Pun Dee”: preserving national religion and cultural art, and “Pun Sook” promoting health and well-being in communities through various activities. Moreover, the Company expands its value propositions and social enterprise initiatives through The GALLERY project, aiming to boost confidence in creating societal returns, elevate the quality of life for society, and empower communities for sustainable self-development.
Recognizing the importance of building trust and acceptance within communities, AWC has adopted a "Better People" philosophy. The company's ambitious plan to implement Flagship Programs across all properties by 2030 demonstrates its dedication to creating a positive social impact. These programs will focus on employment, education, environmental sustainability, and community enrichment. AWC will rigorously measure the success of these initiatives through Social Return on Investment (SROI) analysis, targeting an SROI of at least 1.5 times by 2030. Ultimately, AWC strives to create lasting benefits for communities and improve the overall quality of life for residents.
To the end, the Company committed to enhancing the local stakeholder value through the development of a comprehensive Stakeholder Engagement Policy. This policy will facilitate open and transparent communication, foster collaborative partnerships, and strive for mutually beneficial outcomes.
LOCAL STAKEHOLDER ENGAGEMENT PROGRAM
AWC has implemented a Stakeholder Engagement Procedure to govern interactions with stakeholders across all company assets, operations, and their lifecycle. This standardized approach aims to foster open communication, actively listen to stakeholder feedback, and incorporate their input to enhance AWC's operations. Developed in alignment with the AA1000 Stakeholder Engagement Standards 2015, the procedure ensures a comprehensive and responsible approach to stakeholder management.
Community and Social Engagement Activities
AWC operates under the firm belief that "Sustainable growth must go hand in hand with society, communities, and the environment." In 2024, AWC has driven multiple initiatives to create tangible positive change, with a strong emphasis on employee, community, and partner engagement across all dimensions of society.
Volunteer Activities under the “AWC Be Better” Program
AWC Be Better is AWC's volunteer program designed to inspire and encourage employees to dedicate their time and expertise to social causes. This initiative is carried out in various formats based on the needs of stakeholders that the company works with for instance, volunteering as educators or participating in hands-on community activities.
In 2024, over 85% of employees across all business units joined in activities such as tree planting in the Sathorn area, providing career guidance to underprivileged youth from the “Fai-Fah” project, and sorting plastic waste for recycling. Notably, over 432 kilograms of PET bottles were creatively repurposed.
The GALLERY – Supporting Community Products
AWC supports The GALLERY, a non-profit store operated as a social enterprise. The GALLERY serves as a platform for distributing artisanal and handcrafted products created by local communities. These items reflect the unique lifestyles and cultural identities of people across Thailand.
Throughout 2024, The GALLERY sold over 15,356 community-made products, generating more than THB 3.04 million in income for local artists and communities. Additionally, the initiative supported 27 emerging artists and youth with autism through the Our Art Gallery program, generating an additional THB 999,822 in income.
Building Positive Community Relations
AWC has set a sustainable development approach that includes fostering strong relationships with communities surrounding its projects. This involves listening to the concerns of community leaders and addressing their feedback to build trust and long-term engagement. In 2024, key initiatives included:
-
The Lhong 1919 Riverside Heritage Destination
AWC engaged with the Khlong San community to gather feedback and concerns regarding The Ritz-Carlton Bangkok, The Riverside hotel development. The company implemented mitigation measures to reduce potential impacts from construction through to operations. AWC also established a new social enterprise subsidiary, Sao Chao Mae Mazu Co., Ltd., to help preserve the "Sao Chao Mae Mazu Shrine." Community-focused activities included annual movie screenings, traditional Chinese opera performances, charity food distribution (Xie Shen festival), and free services such as haircuts, facials, spa treatments, Chinese medicine, music, and kids’ art workshops in collaboration with partners and Thonburi Technical College. Over 1,000 people participated.
-
Woeng Nakornkasem Yaowaraj
In the Samphanthawong district, the company conducted consultations and received suggestions and concerns from local communities. These inputs were integrated into planning and development processes to generate positive social outcomes.
AWC also plans to deepen community engagement through initiatives that improve local livelihoods and preserve cultural heritage, such as supporting Children’s Day activities and donating to local educational institutions. These efforts aim to create long-term shared value with communities.
Asset World Foundation for Charity (AWFC)
AWC is committed to enhancing the quality of life for communities, society, and the nation. For over a decade, AWFC has implemented various charitable projects under the theme "4 Sharing Pillars for Society," aiming to uplift vulnerable groups and improve long-term well-being.
In 2024, key projects included:
-
Charity Market Around
In partnership with leading organizations, government agencies, and networks, this charity market featured over 30 social enterprise vendors and generated more than THB 540,000 in charitable donations.
-
A Charity Christmas Tree
Held in central Sathorn, this event promoted joy and sustainability through a Christmas tree made from recycled materials, highlighting the circular economy concept. The project partnered with AWC’s The GALLERY social enterprise for design and implementation.
-
CBD We Run
This city-centered half marathon promoted environmental consciousness by minimizing waste and maximizing resource use. With over 1,200 participants, proceeds supported environmental initiatives in Bangkok. Event t-shirts were made from recycled PET bottles, and medals were crafted from electronic waste—demonstrating care at every step.
Human Rights Policy
AWC is committed to respecting the human rights of all stakeholders as embedded in AWC’s business vision and sustainability strategy. Our human rights policy is guided by the United Declaration of Human Rights, the International Labour Organization’s (ILO) Declaration on Fundamental Principles and Rights at Work, the United Nations Guiding Principles on Business and Human Rights, and the United Nations Global Compact.
Scope of Application: Employees, partners including joint venture and consortia partners, customers, local communities, and anyone who works for the Company’s suppliers or business partners throughout the supply chain.
Human Rights and Labour Rights
AWC proactively champions upholding, at the minimum, the following inherent human rights and labor rights:
- Protect rights to life, liberty, and security.
- Abolish the use of child labor, all forms of forced labor, human trafficking, and modern-day slavery in its own operations and throughout the supply chain.
- Eliminate discrimination in employment or occupation while strongly advancing diversity, equity, and inclusion, including equal remuneration for work of equal value.
- End all forms of violence and sexual and non-sexual harassment (Zero tolerance) at work.
- Promote freedom of association and the right to collective bargaining.
- Promote a safe and healthy working environment.
- Ensure decent employment and ethical recruitment with fair wages, benefits, and welfare for decent living for employees and their families.
- Respect the right to privacy.
- Respect community rights and human rights of people in communities, in terms of their quality of life, health and safety, and access to land and natural resources while ensuring community engagement.
Management Approach
AWC is dedicated to respecting the human rights of all stakeholders. We achieve this through a comprehensive human rights due diligence process that actively identifies potential risks throughout our operations, supply chain, business partners, customers, and local communities.
- Proactive Risk Identification: We proactively identify potential human rights risks through our robust due diligence process.
- Mitigation & Remediation: When risks are identified, we develop mitigation and remediation plans in close collaboration with relevant stakeholders, both internal and external. This collaborative approach ensures fairness, transparency, and the protection of affected individuals' human rights.
- Ongoing Monitoring: AWC is committed to continuous improvement. We conduct regular reviews of our risk assessments on a three-year basis to ensure our human rights efforts remain aligned with our commitments.
Scope of Human Rights Issues
Context Analysis: 30 Human rights issues
- Forced and compulsory labor
- Child labor
- Human trafficking and modern slavery
- Freedom of association and rights to collective bargaining
- Non - Discrimination at work, concerning recruitment, placement, equal remuneration, benefits, promotion, and termination
- Diversity, Equity and Inclusion
- Working conditions - working hours, rest time, leave entitlements
- Ethical recruitment
- Violence and all forms of harassment
- Hazardous working conditions
- Substandard living conditions
- Lack of security and privacy
- Standards of living and quality of life
- Community health and safety
- Community engagement
- Respect for Cultural heritage
- Minorities Including Indigenous Peoples
- Resettlement
- Rights to access to land, water, and natural resources & Environmental Protection
- Right to access to employment
- Right to privacy
- Right to access information and news
- Right to vote
- Right to work in a safe and healthy environment
- Right to be heard
- Freedom of expression
- Freedom of religion
- Right to consumer education
- Right to satisfaction of basic needs
- Right to non - discrimination practices
Identifying Potential & Actual Human Rights Concerns / Risks
Data Collection Coverage
Own operations:
AWC’s operation encompasses two business groups: Hospitality, and Retail and Commercial Buildings (covering retail, and wholesale and offices), covering 100% of 2024 revenue.
Value chain or other activities related to our business:
In 2024, there are 19 hotels owned by AWC, we manage the hotels under the hotel brand standards: Marriott, Melia, Hilton, Intercontinental Hotel, Banyan Tree, and Okura Group. Each year, hotels under the Marriott, Melia, and Hilton brands conducted data collection throughout their value chain (own operation and suppliers) through various methods against the human rights risk register, including self-diagnosis, Light stay application, and human rights risk mapping from program software such as Verisk Maplecroft to identify potential and actual human rights risks from the hospitality business group.
We also conducted the data collection through desk review, survey, focus group discussion, and interviews of AWC’s stakeholders include AWC employees, business partners - suppliers, tenants, Joint venture, customers, and local community members.
The data collected helps identify potential and actual human rights in AWC's own operation and throughout the supply chain. The details are provided in the Human Rights Risks Assessment Summary Report
Methodology
AWC prioritizes identifying potential and actual human rights risks within its operations and supply chain. To achieve this comprehensive understanding, the company employs a multi-pronged approach involving data collection. This includes desk reviews, engagement sessions with internal stakeholders, surveys, focus group discussions, and interviews. These methods assess stakeholders' awareness of human rights issues and their direct or indirect experiences with human rights challenges.
| Group | Methodology |
|---|---|
| AWC Employee | Survey and Desk review |
| Business partners - Tenants, Supplier, and Joint venture | Survey |
| Customers | Survey |
| Community | Focus group discussion and Interview |
Prioritizing human rights concerns through risk assessment criteria
According to the UNGP, the human rights risk assessment is determined against severity and likelihood (probability) criteria:
- A level of severity will be determined based on the scale - how many people could be affected by the adverse impact, scope - how serious would the adverse impacts be for the victim? And remendability - will remedy restore the victim to the same or equivalent position before the harm. The level of severity is not an absolute value, yet it is relative to the other human rights risks and impacts that have been identified (UN Guiding Principle 14).
- A level of likelihood will be determined based on the local environment or/and sector context - the likelihood of a risk occurring is greater in a high-risk operating environment: conflict zone, weak governance (policy, procedure, mechanism, etc.), a mismatch between local practices and international human rights and labor standards, higher risk economic sectors breach of human rights/labor cases, records of previous complaints, and media coverages on human rights (UN Guiding Principle 19).
In addition, the report analysis will focus on different types of human rights concerns/risks against the company’s existing mitigation & remediation measures and identify areas for improvement of those measures and /or of new development measures
According to the assessment, three types of human rights risks are identified:
- Inherent (based on the nature of the context when no mitigation measures are in place)
- Residual (level of risks where mitigation measures & control are in place)
- Salient (high-priority areas that still require mitigation actions and without the mitigation actions the salient human rights issues may result in a higher impact on the company)
HUMAN RIGHT RISK ASSESSMENT RESULT
100%
of AWC’s operation and business partners-supplier were assessed.
7.7%
by FTE of AWC’s operation were identified human rights risk issues.
7.7%
of AWC’s business partners-supplier were identified human rights risk issues.
100%
of AWC’s operation and business partners, where identified human rights risk issues, have been investigated and developed the mitigation plan.
*In 2024, there are no human rights risk issues were identified in AWC’s joint venture and tenant
SALIENT HUMAN RIGHTS ISSUES
There are 6 significant human rights issues affecting different groups of AWC's stakeholders, or right holders, were identified in the evaluation out of 30 issues that have been assessed against the risk criteria. The company plans to take proactive measures to mitigate these issues in 2024.
AWC Employee
- Fair & Equal pay
- Discrimination
Business partners-Suppliers
- Exploitation and unfair treatment of migrant workers.
Customers
- Right to information about the grievance mechanism
Community
- Right to health and safety environment (during the construction)
- Right to Access to Resources (Land and Water).
Mitigation Plans
From the result, risks can be considered: “Inherent risk” of which no mitigation measures have yet been in place, and “Residual risk” of which mitigation measures are discussed, agreed and implemented to assess “Human Rights Salient issue” as a high level of impacts to which the company needs to further mitigate.
6 Salient human rights issues are considered high risks that need to be addressed through the mitigation plan and measurement.
After conducting human rights risk assessment, 6 salient human rights issues were found as high risks that cover 19 operational sites with relevant right holder including employee, customer, business partners-suppliers and community. AWC recognizes the important of potential risks found. In the event that even a single case occurs at one site, the company will consider the situation and take immediate action. Therefore, AWC has developed and deployed mitigation measures to cover all the operational sites in order to mitigate the potential risk that may occur in the future.
| STAKEHOLDER / RIGHT HOLDER | SALIENT HUMAN RIGHTS RISKS | MITIGATION MEASURES | MONITORING PERIOD |
|---|---|---|---|
| Employee | Fair & Equal pay |
|
Quarterly |
| Discrimination |
|
Quarterly | |
| Business Partners-Suppliers | Migrant workers (Exploitation and unfair treatment of migrant workers) |
|
Quarterly |
| Customers | Right to information about the grievance mechanism |
|
Monthly (especially item 2) |
| Community | Right to safety and healthy environment (during the construction phase) |
|
Quarterly |
| Right to Access to Resources (Land and Water) |
|
Quarterly |
REMEDIATION ACTIONS
In 2024, AWC is dedicated to upholding the highest standards of human rights for all stakeholders. Should any negative human rights impacts arise from company operations or supply chain, AWC will take the following remediation actions:
- Quickly address and respond to any reported human rights violations.
- Provide immediate support to affected individuals and communities.
- Conduct thorough investigations to understand the issue.
- Use independent experts if needed for unbiased assessments.
- Keep affected parties informed throughout the process.
- Share updates and information with all stakeholders.
- Offer fair compensation to those affected.
- Provide necessary support services, such as medical care and legal help.
- Implement actions to prevent similar issues in the future.
- Update policies and practices to address any gaps.
- Monitor the effectiveness of remediation actions.
- Ensure affected parties have received adequate support and remediation.
- Engage with communities and stakeholders for their input and feedback.
- Collaborate with local organizations to protect and promote human rights.
With the robust monitoring system, It is noted that AWC has not encountered any instances of human rights violations throughout its operations and value chain in 2024.