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Human Capital Development and Retention

Management Approach

Human Resource Management Policy

BDMS strives to improve human capital management by recruiting potential personnel, strengthening the organization’s image, emphasizing appropriate welfare and benefits to ensure legal compliance. Besides, the Company constantly and systematically develops personnel competency and efficiency while strengthening clear career advancement to achieve the Company’s established goals. The Company also takes into consideration personnel well-being, quality of life as well as encourages and promotes their morale, building good workplace environment which helps render mental and physical happiness and safety. Thus, this policy applies not only to BDMS’s direct employees but is also communicated as a guideline for best practices to contractors and partners. BDMS ensures this policy is shared whenever collaboration occurs and expects all parties involved to adhere to its principles.

Furthermore, the Company fosters the organizational culture of respect for diversity. In terms of labor relations and employee rights, BDMS complies with labor laws under Section 121 of the Labor Protection Act B.E. 2541 (1998), which requires employers to provide employees with no less than sixty days' advance or setting minimum consultation or notice periods before mass terminations. This allows employees sufficient time to prepare or seek new employment. The Company recognizes the importance of acting fairly, transparently, and with full respect for employee rights as strictly stipulated by law. 

Labor Practices Programs

BDMS is committed to sustainability in line with the UN Sustainable Development Goals (SDGs), with a strong focus on responsible labor practices. The company implements dedicated labor programs to ensure compliance with BDMS Human Resource policy to promote fair employment, and safeguard employee well-being. These programs enhance transparency, support equal remuneration and social protection, and help maintain BDMS’s reputation and operational effectiveness. Combined with ongoing employee development efforts, they strengthen talent retention, promote decent work, and contribute to a competitive and sustainable workforce. The labor programs include the following key components:

1. Ensure adequate wages at or above cost of living estimates or benchmarks

BDMS ensures that employee compensation is set at a level that meets living wage standards, guaranteeing that salaries are sufficient to cover the basic living expenses of employees and their families. This program demonstrates the organization’s commitment to promoting decent work and economic well-being, adhering to the principles established by the International Labor Organization (ILO) regarding fair compensation. BDMS regularly benchmarks its compensation packages against leading healthcare organizations and continuously monitors cost-of-living changes in relation to inflation rates in the countries where it operates. This approach guarantees competitive and equitable remuneration, which in turn fosters employee motivation and retention, underscoring BDMS’s dedication to responsible labor practices and sustainable human resource management.

2.Monitor working hours including overtime management and ensure employees are paid for overtime work

BDMS has established a comprehensive program to monitor working hours, including overtime management. This program covers all hours worked beyond the normal, legally mandated working hours within a day or week, ensuring compliance with labor regulations and protecting employee well-being. The company maintains a robust database system to track employee working hours and identify any instances of excessive overtime. Procedures are in place to monitor and manage overtime effectively, ensuring that employees do not exceed the prescribed working hour limits. Furthermore, BDMS guarantees that all overtime work is compensated fairly, providing overtime pay as required by law. Through this program, BDMS promotes a healthy work-life balance, prevents labor exploitation, and upholds responsible labor practices in line with both local regulations and international standards.

3.Routinely monitor the gender pay gap to achieve equal remuneration for men and women

BDMS is committed to fostering workplace equality by routinely monitoring the gender pay gap to ensure equal remuneration for all employees, regardless of gender. This program involves systematic collection and analysis of hiring and compensation data across all levels and job categories to identify and address any disparities between male and female employees including data transparency, benchmarking and ongoing reporting. 

4. Expand social protection coverage for workers beyond public programs

BDMS is committed to promoting diversity, equity, and inclusion, which serves as the foundation for designing employee welfare programs that go beyond statutory requirements. These initiatives aim to enhance employees’ quality of life and provide additional social protection outside of public systems. Key programs include Special Loan Program for Employees, Diligence Allowance, Provident Fund, Child Support Subsidy, HIV Work-Related Compensation and Spousal Welfare Benefits, etc. 

5.Ensure employees are taking their paid annual leave entitlements

BDMS values work-life balance and prioritizes ensuring that all employees take their entitled paid annual leave. To support this, BDMS implements a proactive communication program that reminds employees every quarter to utilize their annual leave. Communication channels include email notifications, printed posters in common areas, and announcements during team meetings. The company also strictly enforces policies that prevent the accumulation of unused leave across calendar years, encouraging employees to take timely breaks for rest and recuperation. This program promotes employee health, job satisfaction, and overall productivity while reflecting BDMS’s dedication to fostering a balanced and supportive workplace.

Human Capital Development 

Human capital development is essential to drive BDMS’s strategy in delivering top-notch healthcare services. Therefore, BDMS enforces the policy to develop and train employees, emphasizing their knowledge and skills in line with changing technology to ensure innovation and sustainability. The Company also encourages learning various techniques beneficial for personnel operation as well as providing career advancement and promote the personnel to work collaboratively with others, all of which will foster good workplace environment and organizational culture. 

Human Capital Development and Training 

BDMS organizes training and development policy for both clinical and non-clinical employees, including newly recruited, contractual and temporary employees. The objectives are to ensure their understanding of corporate direction and the hospital’s quality system as well as knowledge and skills under their responsibilities. This is to ensure that these training and developments will be appropriately adjusted with the organizational value and strategies while encouraging new skills, knowledge and expertise in line with the changes in economy, technology and environment affecting the medical personnel, including other employees. 

Talent Development through Training 

BDMS has developed a Human Resource Development strategy adhering to 3 key principles:

1. Holistic Human Resource Development

Developing employees with essential additional skills, including learning innovative technology, to promote the advancement of employees in their career paths and ensure readiness to perform efficiently.

2. Proactive Employee Capability Development

Creating employee capability development plans by integrating data on the needs of employees at different life stages with their career advancement plans. This aims to enhance preparedness for both operational and managerial teams, ensuring a smooth continuity of operations and promoting a quality, flexible lifestyle in an unpredictable future.

3. Employee Engagement Through Organizational Culture

This includes effectively selecting and integrating new employees, encouraging understanding and a sense of belonging within the organization. It promotes the organization's culture and values and supports participatory activities between operational and management teams to foster unity in alignment with the organization's core values.

BDMS Employee Training and Development 

General Orientation for New Employees

This aims to inform new employees about the organization's culture, direction, vision and mission, organizational core values, service standards, rules and regulations, service principles, workplace safety, and the hospital's quality systems.

Unit Orientation

Communicate the mission and strategies in the respective departments, the scope of services, policies and operational guidelines in accordance with the corporate strategy.

Mandatory Training

Convey to all employees regarding corporate strategy, direction, business ethics, anti-corruption policies, quality systems, quality improvement, risk management, basic fire safety, basic life support, information technology systems, relevant courses for professional employees, laws and regulations. 

Quality Improvement Training

Prevent incidents by utilizing data derived from quality and safety incident monitoring, patient complaints, changes in workflows and new technologies, as well as English language proficiency. Training and assessments will be conducted for both theoretical and practical knowledge of patient care at different levels and positions to ensure employees can advance in their careers and provide effective, continuous treatment services.

ESG Training and Upskill

Enhance knowledge in the areas of Environment, Social, and Governance.

Related Training

Conduct academic conferences and grant education scholarships for employees to expand their knowledge and competencies in various areas relevant to the business and departments, as well as enhance patient care capabilities and create values for them.

Beyond simply meeting basic job requirements, BDMS focuses on promoting a deep understanding of the organizational culture, vision, mission, and strategies, while helping employees adapt to evolving technologies and work environments. The impact of these human capital investments is rigorously measured to ensure our value in driving both individual growth and organizational success. Employee development is supported through internal and external learning methods, including coaching, mentorship, and involvement in teams and networks such as Employee Resource Groups, which enhance individual capability and career progression. The type of program offered for employee development covers 4 types including Leadership, Cultural Education, Transition program for retiring and terminated employees, Digital transition program as follows: 

1. Leadership: BDMS managerial leadership program 2025

Learning methods

The training programs were delivered by combining academic instruction with practical, hands-on activities. It incorporates coaching to help individuals find solutions to work challenges, mentoring to facilitate knowledge sharing, and team-based learning to promote collaboration and skill-building across diverse groups of employees.

Participants/ Target groups 

Training courses were provided for BDMS department managers and section heads, with 60 participants per cohort, totaling 120 participants.

Description of program 

BDMS Managerial Leadership Program 2025 is a strategic leadership development initiative designed to prepare current and emerging mid-level managers to meet the demands of today’s rapidly evolving and innovative-driven business environment. Recognizing that effective leadership is essential for sustaining growth and driving strategic transformation, BDMS has prioritized the cultivation of key leadership capabilities across the organization. This initiative responds to the organization's demographic shift, as a significant proportion of employees now belong to Generation Y (ages 29–45)—many of whom are transitioning into managerial roles and gradually succeeding Generation X leaders. To address this leadership transition, the program focuses on the development of Future Skills, including digital leadership, innovation management, and the application of artificial intelligence, while reinforcing core principles of business management. The curriculum is divided into two specialized tracks: one for Division Managers, with emphasis on leadership and strategic planning, and another for Department Heads, focusing on operational and human resource management. It aims to equip leaders with critical competencies such as strategic thinking, decision-making, communication, and emotional intelligence, empowering them to lead with agility and purpose. The program is delivered in collaboration with the Center for Academic Services and Training, Faculty of Commerce and Accountancy, Chulalongkorn University, and emphasizes business-oriented leadership development within a healthcare context. Participants must pass a formal knowledge assessment with a minimum score of 70% and maintain 80% attendance to receive certification. Additionally, they are required to sign a learning contract committing to a 1.5-year retention period following course completion. 

Outcomes

Since its launch in 2014, the program has successfully trained 1,076 participants—including 451 Division Managers and 625 Department Heads—across the BDMS network. In 2025, leadership training saw high active participation from both Managers (88%) and Heads of Department (89%), with HODs achieving a higher promotion rate (16%) compared to Managers (12%). Currently, BDMS is in the process of seeking accreditation from the Office of the National Higher Education Science Research and Innovation Policy Council (NXPO). Complementing this effort, Group 5—comprising Phyathai and Paolo Hospitals—has placed strategic emphasis on cultivating leadership across generations. Through the “Talent Identity 2024” program, the group focuses on developing modern leadership skills tailored to generational strengths, fostering cross-generational collaboration and forward-thinking leadership. This initiative not only supports long-term workforce sustainability but has also driven significant business results: participating hospitals recorded a 2.34% increase in revenue and improvements in key performance indicators. This clearly demonstrates the program’s measurable impact and reinforces the value of investing in diverse, future-ready leaders. 

2. Cultural education: Basic Arabic and Chinese for BDMS Frontline

Learning methods

Training courses incorporated mentoring methods alongside team-based learning and networking activities during both online sessions and the Language Camp, enabling learners to benefit from mentors’ expertise while fostering collaboration and practical engagement.

Participants/ Target groups 

Training courses were provided for frontline employees—including registered nurses, international service officers, pharmacists, and physiotherapists—covering full-time, contractual and part-time employees within the company’s own workforce across the group.

Description of program 

With the increasing number of Middle Eastern and Chinese customers, along with the expansion into Middle Eastern markets, the ability to communicate in both Arabic and Chinese has become critically important. Proficiency in these languages is essential for creating positive customer experience and delivering services that effectively meet the expectations of BDMS’s growing international clientele. Accordingly, enhancing employees’ ability to communicate in basic Arabic and Chinese has been identified as a strategic priority. This third-language development initiative is designed to support employees at hospitals currently serving these customer segments while also preparing other facilities for future demand. The program is delivered through a combination of online virtual classrooms and in-person sessions, including a two-day, one-night Arabic Language Camp hosted at the BDMS Movenpick Wellness Resort. This initiative is also closely aligned with BDMS’s broader cultural education strategy, which encompasses training programs aimed at enhancing employees’ awareness, understanding, and respect for a range of cultural backgrounds, practices, and perspectives. By integrating language instruction with cultural education, BDMS ensures that employees are well-equipped to engage meaningfully and respect with diverse customer groups with different backgrounds, thereby fostering greater cultural sensitivity and elevating overall service quality. In addition, participants enhanced specific insights into Middle Eastern and Chinese cultures, including appropriate behaviors and key considerations when interacting with clients from these regions. This comprehensive approach supports the continued advancement of BDMS’s service standards, particularly in relation to its international clientele. As part of this initiative, in 2024, each Center of Excellence (COE) hospital will be tasked with organizing Level 1 and Level 2 Chinese and/or Arabic communication courses, with the objective of training at least 20% of their frontline workforce by the end of the year.

Outcomes

As part of this initiative, in 2024, each Center of Excellence (COE) hospital will be tasked with organizing Level 1 and Level 2 Chinese and/or Arabic communication courses, with the objective of training at least 20% of our frontline workforce by the end of the year. This program not only strengthens language proficiency but also enhances cultural awareness and respect for different cultural backgrounds among hospital personnel—empowering them to better serve both Thai and international patients with empathy, accuracy, and cultural sensitivity. The initiative has demonstrated a measurable quantitative business impact, with most COE hospitals reporting an average revenue increase of approximately 7%. This improvement is attributed to increased patient confidence and satisfaction, particularly among Chinese and Arabic-speaking customers, who are increasingly choosing BDMS hospitals due to the personalized and culturally attuned care they receive.  

3. Transition program for retiring and terminated employees: Financial Literacy for retirement

Learning methods

The program offers financial planning workshops partnership with CIMB, combined with coaching and mentorship to support career transitions. The program provides additional counseling to address emotional and practical challenges, retraining to develop new skills for future employment, and job placement services to help participants secure new opportunities. Meanwhile, teams and networks encourage peer learning and support, creating a collaborative environment that enhances the transition experience.

Participants/ Target groups 

The program targets employees who are approaching retirement as well as those interested in gaining financial planning knowledge, ensuring they receive tailored support to manage career transitions and life after employment.

Description of program 

BDMS offers a comprehensive transition program designed to support employees approaching retirement or facing termination, aimed at facilitating a smooth career transition and continued employability. Key components include pre-retirement financial planning conducted one month prior to retirement, offered in partnership with CIMB to provide expert guidance on financial management. Additionally, the program incorporates retraining opportunities for those intending to remain in the workforce, severance packages that take into account employee age and years of service, job placement services, and support such as counseling and training to assist employees in adjusting to life after work. This holistic approach ensures that employees receive the necessary resources and guidance for a secure and positive transition.

Outcomes

The Transition Program has resulted in improved financial preparedness and confidence for retiring employees through personalized planning, while retraining initiatives have enhanced the employability of those seeking continued employment. Dedicated job placement services have facilitated successful reemployment for terminated staff, and counseling combined with mentorship has contributed to reduced stress and smoother career transitions. Furthermore, active engagement in teams and networks has fostered peer support and knowledge sharing, promoting a positive and collaborative transition experience and this has also resulted in an employee engagement survey score of 83.30%, successfully surpassing the target set at 80%.

4. Digital transition program: AI Training Program

Learning methods

The training course included targeted coaching and mentoring, helping staff apply AI knowledge to improve decision-making and drive innovation. Learning was also reinforced through cross-functional teams and networks, encouraging collaboration beyond daily routines to integrate AI into operations, boost efficiency, and develop individual capabilities.

Participants/ Target groups 

The target group for “The Impacts of AI” training program includes employees at all levels across BDMS, with each training session accommodating approximately 100 participants in an onsite setting.

Description of program 

In response to the current rapidly changing landscape in technology and artificial intelligence (AI), BDMS has organized the specialized training program “The Impacts of AI” in a hybrid format for employees at all levels, achieving 100% participation. This program aims to raise awareness and enhance employees’ understanding of artificial intelligence technology and modern management knowledge. It aligns with the organization’s strategy and direction to be applied in everyday operations, ultimately increasing work efficiency and reducing waiting times. In 2025, BDMS continued to implement an ongoing AI training program for employees. The program covers key topics such as Innovation Development through Effective AI and Data Management, Using Data as a Tool for Empowerment, Leveraging AI for Innovation Development, and Utilizing Data Analytics Tools for Innovation Creation.

Outcomes

The impact of AI training program provides skills for innovative leadership and the pursuit of opportunities to create a competitive advantage in business. The AI training program has directly supported BDMS’s digital transformation strategy—a core focus in 2024—and delivered a clear quantitative business impact. By enabling employees to apply AI in daily operations, the program led to measurable improvements in productivity, reduced patient waiting times, and enhanced operational efficiency. These outcomes contributed to a sustained average revenue growth of 9% over three consecutive years (2022–2024). Additionally, reduced service errors and faster turnaround times resulted in significant cost savings and more effective resource allocation across hospitals. In 2024, BDMS achieved a record-high customer satisfaction score of 94.94%, surpassing the target of 88%, which reflects increased patient confidence in the efficiency and quality of AI-enabled services. Feedback and complaints are systematically collected and analyzed through the hospital’s reporting system, providing a foundation for continuous service improvement and further reinforcing the long-term business value of AI integration and targeted employee training.

Talent Attraction and Retention

Recognizing employees as the driving force behind success and sustainable organization, BDMS emphasizes human resource management, welfare care and workplace environment development. To foster competency for career growth, employee engagement and talent retention, BDMS implements policies and processes that strengthen employee engagement. This includes a holistic organizational culture, designing a fair compensation system and improving performance management efficiency with clear criteria to ensure that employee benefits are appropriate, equitable and fair. Moreover, BDMS formulates strategies for retaining high-potential talents, ensuring proactive succession and providing extensive welfare and benefits for employees and their families. BDMS is determined to enhance corporate values by ensuring a positive experience, both physically and mentally, for the employees which will ultimately result in long-term commitment to BDMS.

Talent Management Program

Emphasizing talent management to ensure excellent performance and business advancement, BDMS launches the Talent Management Program to ascertain leadership and assignment of significant corporate missions, all of which help foster effective performance and the organization’s growth to respond to constant changes while enabling competitiveness. The program comprises of the following: 

Talent Attraction and Retention 

The supervisors are responsible for sourcing and assessing the candidate’s competence for criteria before submitting the results to the Human Resources Department to summarize the rating and present to the senior executives. 

Talent Development 

1) Individual Development Plan Coaching: Perform 360° feedback to identify strengths and weaknesses of everyone for a tailored development plan 

2) Project Management: Assign missions to the talented team to finalize results or alternatives to develop teamwork skills within the duration and limitations provided.

 Talent Management Program  

• Acquisition and retention of high potential, enabling long-term competitiveness.
• Organizational culture and value succeeded from the leader to the next level executive.
• Management of limited resources to gain the utmost benefits.

 Succession Plan

BDMS selects and develops talented employees to ensure their career advancement in the organization. The supervisors are responsible for talent assessment, planning competency building and performance monitoring. The successor evaluation and planning are performed annually to ensure successor readiness in case of retirement of executives, business expansion or resignation. The competency building guidelines for each individual are as follows: 

• Evaluation and planning of competency of each successor.
• Leadership training
• Job rotation to learn from related departments.
• Special assignments
• Site visits in Thailand and abroad
• Competency planning for employees at all levels to identify necessary knowledge and skills while supporting learning sessions and evaluation to progress in their career path with adequate knowledge and skills.

Welfare and Benefits for Employees and Their Families

BDMS is dedicated to embracing the culture of diversity, equality and inclusion to ensure fairness across all business operations. The determination serves as the foundation for designing employee welfare and benefits, focusing on the well-being of employees and their families in physical health, mental well-being and financial security. BDMS strives to enhance employees' quality of life, BDMS provides various employee benefits, including vaccine and immunization, including Covid-19 vaccine, fitness, foster workplace happiness and encourage work-life balance, empowering the employees to reach their full potential.

Performance Management System

BDMS sets out the performance management system with similar standard for equality and fairness throughout the entire organization. 

Performance Management Procedure 

• Communicate goals and details of strategic indicators of the Company, starting from top executives to department heads.
• Review the performance with the employees quarterly and report the results to the top executives to propose guidelines to the Human Resources Department for further practice.
• The supervisor must complete the performance evaluation of each department at the end of the year to consider the remunerations and provide guidelines for the Human Resources Department to achieve the established objectives.
• The Human Resources Department evaluates results, compared with the established objectives and subsequently allocates annual remuneration and salary adjustment together with the supervisor.

By determining individual competency guidelines as follows: 

• Guidelines on performance evaluation of employees in the organization
• Consideration on job promotion/ transfer/ appointment/ adjustment
• Consideration on remuneration in line with the performance
• Use of results to develop employees’ performance competency

Management Based on BDMS Objectives 

Multi-Dimensional Performance Evaluation

BDMS initiates the performance management system as well as sets out a standardized and fair system for both personnel and organization. The 360° competency evaluation has the objectives to assess the rewards offered, promote competency development of the employees, specify performance evaluation criteria, job promotion and remuneration payment. Apart from the consideration of core competencies, leadership and responsibility are also considered. The objectives are to deliver excellent services and value to all customers. To achieve this end, Key Performance Indicator (KPI), core competencies and leadership competencies must be considered. The core competencies and excellence in ethical behavior, following the organization’s philosophy, business code of conduct and professional integrity must be adhered to and conformed to by every personnel. Moreover, BDMS promotes professional culture under the governance principle and provides the services with the utmost safety according to international standards.  

Team-based Performance Evaluation

BDMS sets out the team-based performance of various departments in the organization such as the Digital Innovation Department, to elevate and support the operation to achieve the established objectives. Besides, the Company emphasizes teamwork by determining Key Performance Indicators (KPI) of each department to ensure the team’s incentives in innovative development as well as specifies performance evaluation of employees on a quarterly or annual basis, depending on the project duration.  

Agile Conversations

Bangkok Hospital Headquarter implements the performance evaluation through ongoing agile conversations, starting from the senior executives to the unit level. The Hospital organized the “Huddle Policy for Nurse” project to enable the executives and representatives of related units to attend in daily morning brief in exchange of information. The project covers 4 perspectives as follows:

1. Reflection of issues

2. Readiness of actions

3. Recognition of employees

4. Return of solution

The Huddle can be structured into 3 levels; namely, Unit Huddle, Hospital Huddle and Administration Huddle. This activity helps enhance communication efficiency and cross-functional management, including downward communication and upward communication more effectively

BDMS Employee Engagement

BDMS established guidelines for employee engagement and conducted employee engagement surveys to identify their needs and opportunities for improvement. The surveys also seek to understand factors influencing employee engagement to further refine human resources management system. Moreover, progress is monitored annually through surveys and initiatives that aim to foster employee engagement.

BDMS conducts annual employee engagement surveys. In 2024, the survey methods: 

1. Data Analysis in Employee Engagement Survey

• Gender
• Age group
• Work position
• Type of work
• Years of experience

2. Aspects in employee engagement survey 

2.1 Job satisfaction 

- Salary, welfare, and benefit, economic security and conditions, career opportunity and advancement 

Example of survey questionnaire 

• Monthly salary is enough for future savings when needed.
• Career opportunities are clearly visible within the organization.
• You have a good relationship with your team leader and team members.

2.2 Purpose

• Acknowledgement of corporate target and core values, organizational pride  

Example of survey questionnaire

• BDMS core value is consistent with your own value set.
• You are proud to be part of the company.
• You feel that the company’s success is also your success.

2.3 Happiness 

- Positive relationship

Example of survey questionnaire

• Overall working environment is positive.
• Cooperation and teamwork are clearly found in your department.
• You have a motivation to come to work everyday.

2.4 Stress                               

- Physical and mental health

Example of survey questionnaire

• You are experiencing a burnout from work.
• Pressure at work is giving you stress that affect your personal life.
• The company sees the importance of employee’s welfare, safety, and health.

Long-Term Incentives for Employees

BDMS has provided a long-term incentive program for employees below senior management level, which is tied with employee’s performance. During 2022–2024,  The Company is committed to fostering long-term employee motivation through innovation enhancement programs and the continuous delivery of high-quality healthcare services to its patients. Innovation is embedded in BDMS’s strategic direction and plays a vital role in driving the organization toward long-term sustainability. 

the company continued this initiative through the “Idea Sharing Project.” To further support employee development, provide consistent incentives, and retain top talent within the organization aligned with the belief that “The greatest innovation is people who never stop evolving. BDMS also expanded the long-term incentive program in 2025 to include other hospitals within the BDMS group, such as Paolo, Phyathai, and Samitivej. This expansion includes initiatives like ANT Innovation and the Ppitchs Awards, an annual innovation competition that encourages employees to develop and implement their ideas. These initiatives result in impactful projects that enhance operational efficiency, improve customer experiences, and promote environmental stewardship, reinforcing the company’s commitment to sustainable business practices. The details of the programs are as follows:

Program1: Idea Sharing Project

Description of the incentive program 

BDMS initiated “Idea Sharing Project”, which was in line with company’s strategies to create and foster innovation within the organization in all aspects to enhance risk and crisis management, information and cyber security, and innovative environmental management through the “New S Curve” business model.  BDMS fosters all employees who participate in this project by providing incentive rewards such as engagement point via BDMS Application “Ampos.” Participants whose project passed the final round will be rewarded with recognition and bonus incentive to be paid out quarterly throughout longer than 3-years period or according to the project timeline. 

Telehealth Anywhere Project was one of the successful initiatives from this project, by integrating and combining the innovation of medical technology through providing  4 main key service functions: (1)Tele Consultation (2)Tele Pharmacy (3)Health Mall and (4)Health Package. As a result, patients are able to receive positive experiences throughout their virtual hospital treatment journey. 

The Paperless Health Information Exchange was another successful innovative project that won the Smart Healthcare in BDMS Awards 2023 Contest. This project sends digital analysis data to facilitate patients and medical staff to access x-ray data by themselves, while also enhance data accuracy and safety. As a result, the project helps reduce waiting time by 70%, budgeted cost by 24%, and increase data safety to 100%.

Linkage to sustainability 

BDMS “Idea Sharing Project” was launched to promote innovation within the organization in all aspects including product development, processes, business model, and environmental initiatives. One of the successful initiatives was the Telehealth Anywhere Project, which enhance sustainability by integrating innovative medical technology. This initiative aims to improve access to healthcare services for all stakeholders, particularly frailty patients suffering from chronic diseases and pediatric patients, while also reducing transportation costs and carbon footprint. BDMS strives for carbon offset or neutrality through these efforts, achieving cost reduction, operational efficiency gains, increased revenue, and talent development. Furthermore, these projects focus on enhancing access to healthcare services, reducing infection risks for customers and medical staff, minimizing waiting times, and optimizing resource use in transportation. Ultimately, these efforts drive operational excellence, encourage employee potential, and contribute to the organization's sustainability goals. 

Program 2: Health Up Application 

Description of the incentive program

As part of the ongoing development of the initiative, employees were encouraged and recognized for their contributions to innovation and service improvement. One key project developed under this program is the “HealthUp” application—a comprehensive digital health platform designed to make healthcare more accessible, convenient, and efficient for modern users. The HealthUp project exemplifies how BDMS’s Long-Term Incentive Program fosters employee engagement, creativity, and cross-functional collaboration. By recognizing and rewarding innovations that deliver measurable improvements in operational efficiency, patient satisfaction, and sustainable healthcare practices, the program reinforces BDMS’s broader commitment to employee development and continuous innovation. The examples of applications features are including: 

• Online doctor appointment booking – allowing users to select doctors, times, and departments without waiting in long queues.
• Instant access to health check-up results – removing the need for return visits just to collect documents.
• Health record and appointment history tracking – centralizing personal health data for easy access and review.
• Video consultations (Telecare) – enabling patients to consult doctors from home when unwell.
• Fitcoin rewards system – users earn points through app engagement that can be redeemed for special health-related privileges.

Linkage to sustainability 

The HealthUp Application demonstrated how employee-driven innovation supports sustainable healthcare. Launched to enhance service accessibility and patient experience, the app now operates across 11 hospitals within the Phyathai–Paolo group, offering 21 smart features such as online appointments, video consultations, and a health rewards system. As of December 31, 2024, the app recorded 635,000 downloads, a 51.8% YOY growth rate, over 509,000 active users, and 69 million annual transactions, reflecting strong adoption and operational impact. This initiative aligns with BDMS’s sustainability goals by promoting digital health access, reducing environmental impact through paperless systems, and empowering employees to contribute to innovation, efficiency, and improved patient outcomes.

Program 3: Innovator Commercialize Program 

Description of the incentive program

In addition to corporate-wide projects, BDMS actively promotes employee-driven initiatives through its Innovation Commercialization Program. This program is designed to enhance innovator incentives by supporting the development of medical products, supplements, and equipment such as NPI bed, Safety Restraint and Lavita supplements. Innovators whose projects are selected receive revenue-based incentives from product sales, which can be reinvested into improving and refining their innovations. Furthermore, BDMS provides comprehensive intellectual property (IP) management for all approved projects, ensuring that employee contributions are protected and recognized. By enabling employees to participate in product development and IP registration, the program fosters a sense of ownership, belonging, and pride in contributing to the organization's success. This approach not only rewards creativity and initiative but also strengthens employee engagement by positioning them as co-creators of BDMS’s innovation journey. 

Linkage to sustainability 

BDMS’s Innovation Commercialization Program supports sustainable development by encouraging employees to create medical products and supplements that align with environmental and social responsibility. Innovations are developed with consideration for ethical sourcing, reduced environmental impact, and public health benefits. One of the key selection criteria for receiving incentive support is that the proposed project must clearly demonstrate its relevance to sustainability—whether through positive environmental outcomes, social impact, or contributions to responsible healthcare. This initiative enhances employee engagement and drives innovation that supports BDMS’s long-term sustainability goals.

Average paid-out period 

Longer than 3 years

Percentage of your workforce eligible to the incentive  

78%  of our employees