We adhere to transparency and cultivate the good conscience along with skill development to all level staff to enhance capability for the utmost effectiveness in working process. We focus on value chain development and support in developing neighboring community and society.
Sustainability management in social dimension
Employees are the most important asset to the Company’s business. This is translated into a policy to nurture our human resources as a “capable” and “good” person who takes part in helping the society and driving the Erawan Group to become a sustainable organization ready to adapt to changes in all situations.
Care for Employees
Amidst challenges arising from the Covid-19 pandemic, we relentlessly commit to take care of our staff in a comprehensive manner to enable them to work happily and to be inspired to adapt to changes for collaboration that will drive the organization forward while delivering sustainable values to stakeholders. In addition, we commit to treat every employee equally through the international principles of human rights. In 2021, the total number of employees of the company is 3,000 people, and 4% was employees with disabilities.
Competency building policy
We have conducted an annual capacity-building plan each year. The plan, which focuses on enhancing capacity, re-skilling, up-skilling and nourishing digital skills, is carried out in tandem with the individual development plan (IDP) at the rate of 70:20:10. Monitoring and assessment are regularly updated.
We actively recruit people based on the human rights principle where everyone is treated equally without discrimination in race, color, gender, age, religion and faith. Everyone of any race and nationality can apply to work with us. Employees are selected based on qualifications. All new staff will attend an orientation and onboarding program. Internal staff can rotate their job through job transfer or promotion to another position based on what’s appropriate for upskilling and advancement in career path.
Core Values and Corporate Culture
The Company raises awareness and understanding and promotes its DNA through Erawan’s SPICE values & CLIENT corporate culture. This is carried out through regular communication, projects and events such as a Townhall Meeting, the Friday Talk, Ex-Sharing, Digital Showcase, Idea board and Erawan Virtual Run Together to encourage employee engagement as anticipated by the Company
Employee Engagement Survey
An Employee Engagement Survey is conducted annually to allow the Company to listen to opinions and recommendations from employees. Information from the survey is analyzed and implemented to design and develop a program to provide comprehensive care to employees to improve their living conditions and strengthen the relationship. In 2021, the survey showed the level of employee engagement at 80%.
The Company actively promotes ongoing staff capacity building. In 2021, the ERW Digital Learning Center, which is an online training platform, was upgraded to underline the Reskill and Up skill training courses during Covid-19 for staff to learn from anywhere through a variety of channels ranging from virtual, to website, Share Point, Podcast and learning platforms developed by local and international leading education institutions. When the pandemic became less intense, we introduced a hybrid learning program where staff may access training courses either virtually or through an in-person classroom. In 2021, 88,371 training hours were delivered, which accounted for an average of 33 training hours/ person/year. The training was delivered via 5 major programs in a form of more than 200 courses. Details are as follows.
- “ERW Core Program (ECP)”
- “Leadership Development Program (LDP)”
- “Functional Development Program (FDP)”
- “Digital Development Program (DDP)”
- “English Development Program (EDP)”
At the end of 2021, the Company conducted a satisfaction and benefit survey for its employee potential development program. The benefits that employees rated the most in the top 3 are:
- Growth Mindset concept, including planning for adapting to the uncertainty of the COVID-19 situation.
- Skills in applying work processes to digitalization form.
- Technological tooling skills to support Hybrid Workplace policies.
From 2021 development program, the employees were able to revise work processes using digitalization to increase work efficiency such as auditing the hotel standard through the application which helped employees save time and minimize travel and helps the company to accelerate the expansion of new hotels and control the quality of existing hotels faster. The company also surveyed the areas employees would like to learn more in the coming year, which includes adaptation to support work in the era of digitalization, English for work development and attitude adaptation to build leadership skills.
The Health and Safety (OHS) Policy
The Company commits to oversee the OHS elements for staff especially during the Covid-19 pandemic when training on self-protection was organized for employees to take care of themselves through online doctor consultation, telemedicine, Work from Home (WFH) measure and requirements that different teams may alternately work at the office to reduce exposure to one another. The Company also procures Covid-19 vaccines for staff, provides an annual health check-up, regularly conducts office space sterilization and performs an annual fire drill and fire prevention event.
Participation in community development
The Company underlines the importance of joint community development and therefore establishes a policy to upskill community members through our hotel management knowledge and expertise so that communities learn to sharpen their skills while we create jobs for local workers and safeguard local traditions. We encourage employees to volunteer in social projects. We also collaborate with business partners, networks, and government agencies to strengthen communities to cultivate a sustainable society. For community base tourism development projects
the company initiated the project "HAPPY HOME HAPPY STAY " which originated from the company's growth plan that focuses on expanding hotels in the Hop Inn hotels throughout Thailand. and our intention on supporting local tourism. From survey in local tourist destination communities in the province where the HOP Inn hotel is located,
it was found that the community’s homestay to accommodate tourists is not up to standards.
With the collaboration from the community, the company started this project in Nakhon Si Thammarat Province at Ban Laem Community with the objective to improve homestay quality by sharing our hotel management expertise to communities to be ready to manage the homestay in terms of hygiene, convenience, safety, good service and maintain a local identity. The scope of development was training program in hotel service and management skills such as welcoming guests, registration, bookkeeping, bedding, cleaning, and housekeeping for villagers. The trainers were volunteer staff from the Hop Inn Hotel . The company also supports the necessary supplies, most of which are retired from sister hotels to reused in homestays. The company also extended financial assistance in the form of a revolving fund for use in improving the facility to meet standard of accommodation for tourists. The HAPPY HOME HAPPY STAY project has been launched since 2018, however, due to Covid-19, in 2021, the project was transformed into an online training via a project called Beautiful Home through Your Identity with the collaboration from Department of Tourism and Local Alike Co Ltd. the result was outstanding, and the project reached out to a wider audience within a short period of time, as about 20 communities participated in the program.