AVC HR Framework-Oct 2016

Anantara Vacation Club Chiangmai Preview Centre
Human Resources Policies and Procedure
Proposed by: ……………………………………………………………….

Anat Photchanatanti
Human Resources Manager
Approved by: ……………………………………………………………….

Nisha Chand
Group Director of Human Resources
TABLE OF CONTENTS
1. Job Groups within Anantara Vacation Club .................................................................................................... 3

2. Employee Classifications .................................................................................................................................. 4
3. Company & Business Unit Codes within Anantara Vacation Club ................................................................ 5
4. Manpower Planning .......................................................................................................................................... 6
4.1 Departmental Manpower Plan ................................................................................................................ 6
4.2 Organisation Charts ................................................................................................................................. 6
4.3 Job Descriptions ...................................................................................................................................... 6
4.4 Key Performance Indicators.................................................................................................................... 7
5. Employment ...................................................................................................................................................... 8
5.1 Approval to Recruit.................................................................................................................................. 8
5.2 Advertising Vacant Positions .................................................................................................................. 8
5.3 Interview and Selection Process ............................................................................................................. 9
5.4 Employment Contracts and Welcome Letters ....................................................................................... 9
5.5 Probationary Period and Conditions .................................................................................................... 10
5.6 Email Addresses and Other System Access ........................................................................................... 11
5.7 Business Code of Conduct and Anti corruption .................................................................................... 11
5.8 Internal Transfers ................................................................................................................................... 11
5.9 Announcement of New Joiners .............................................................................................................. 12
5.10 Company ID Cards..................................................................................................................................12
6. Visa and Work Permit Processing for Expatriates .........................................................................................13
6.1 Before Arrival: Securing the 90-day Non-Immigrant Type B Visa ........................................................... 13
6.2 After arrival: Securing the Work Permit and One Year Visa .....................................................................13
6.3 Dress Code for Embassy/Labour Office Visits ............................................................................................ 14
7. Benefit Grids..................................................................................................................................................... 15
8. Remuneration.................................................................................................................................................. 16
8.1 Remuneration of Preview Professionals................................................................................................ 16
8.2 Remuneration of Marketing Professionals ........................................................................................... 16
8.3 Remuneration of Corporate Employees ................................................................................................ 16
8.4 Payroll Calendar ..................................................................................................................................... 17
8.5 Income Tax and Salary Reviews ............................................................................................................ 17
9. Performance Management ............................................................................................................................. 18
9.1 Probation Appraisal ............................................................................................................................... 18
9.2 Appraisal upon Transfer or Promotion ................................................................................................ 18
9.3 Monthly Performance Appraisal ................................................................................................................ 18
9.4 Annual Performance Appraisal............................................................................................. ....................20
9.4 Sales Executive Performance Counselling ............................................................................................ 19
10. Working Hours and Working Days ................................................................................................................ 20
11. Weekly Holidays, Public Holidays, Annual Leave, Overtime ........................................................................21
12. Leave of Absence ............................................................................................................................................. 23
13. Benefits and Allowances ................................................................................................................................. 27
13.1 Medical Insurance Plans ....................................................................................................................... 27
13.2 Annual Physical Examination ............................................................................................................... 27
13.3 Provident Fund ...................................................................................................................................... 27
13.4 Death Benefits ........................................................................................................................................ 29
13.5 Transportation or Fuel Allowance ........................................................................................................ 29
13.6 Accommodation Allowance ................................................................................................................... 30
13.7 Mobile Phone .......................................................................................................................................... 31
13.8 Computer Desktop / Notebook .............................................................................................................. 31
13.9 Food Discount Entitlement ................................................................................................................... 32
14. Flights and Business Expenses ....................................................................................................................... 33
14.1 Air Travel ................................................................................................................................................ 33
14.2 Treatment of Business Expenses .......................................................................................................... 33
15. Discipline and Disciplinary Action................................................................................................................. 34
15.1 Use of Social Media ..................................................................................................................................... 37
16. Cases of Grievance .......................................................................................................................................... 38
17. Termination of Employment .......................................................................................................................... 39
18. Appendix: Supporting Forms ........................................................................................................................ 40
HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 2 of 41

1. Job Groups within Anantara Vacation Club
Policy
Job Groups are set up to categorize responsibilities, accountability and authorization. Job Groups are
consistent to all Minor Group Companies as follows
Job Group
Code Description Definition
CO Chief Officer  Responsible for overall results of a Group of Companies: Minor

Food Group, Minor Hotel Group, Minor Corporation
CH (L1) Company Head:  Responsible for the results of a single Company (Anantara Hotels
Business Unit Leader of & Resorts, Anantara Vacation Club, MSpa, Residences,
a Company Plaza/Entertainment)
Vice President  Functional leader supporting a Company or a Group of
Companies. Reports directly to a Business Unit leader, or a Chief
Officer
DI (L2) Group Director or  Head of division comprising multiple departments
Director  Report to Company's General Manager or to a VP
(Division Head)
 Sits on the Company's executive committee
 Should have 1 or more DHs reporting to them
DH (L3) Department Head /  Responsible for performance of a department covering multiple
Senior Manager sections
 Report to a Director or directly to CH depending on size and
responsibility of the department
 Should have 1 or more SHs reporting to them
SH (L4) Section Head: Middle  Responsible for performance of a specific section of a department
level Manager, such as a restaurant, outlet, or a limited element of the overall
Supervisor business unit
 Reports to a Department Head
 Should have 1 or more UHs reporting to them
Executive Secretary or  Executive Secretary of CO/CH level officers
Executive Admin Asst.
UH (L5) Unit Head: Supervisors  Front line supervisor or team leader, supporting the delivery of
or Team Leaders business results within a unit
 Reports to a Section Head
 Has 1 or more ST reporting to them
Secretary/Admin Asst.  Secretary to DI/DH level officers
ST (L6) Staff /Line Associate  Line Staff / associates
 Performs operational or clerical level administrative work

2. Employee Classifications
Policy
To ensure the Company meets its business objectives, employees are classified based on the levels of
responsibility and authority. By doing this there will be employees who are directly accountable for carrying
out the Company’s business plan. Such employees can then supervise other employees in implementing tasks.
Employees are classified as follows;

 Permanent Employee
 Special Contracted Employee
Permanent Employee refers to an employee the Company employs on a full-time permanent basis.
A permanent employee will be placed within one of the following job classifications.
1.1 Executive Level (or equivalent) defines Chief Executives, GM/VP, and Director
1.2 Middle Management Level (or equivalent)

1.2.1 Department Manager Level defines Department Manager
1.2.2 Section Manager Level defines Head of Section
1.3 Supervisory Level (or equivalent) defines Supervisory, Unit Head, and Senior Officer
1.4 Operation Level (or equivalent) defines Officer and Full-time staff
All job classifications are determined by the job scope and accountabilities. These may be subjected to change
on business need without prior notification.
Equivalent job means professional jobs such as Engineer, Accountant, Analyst, Scientist, Financial Specialist,
Marketing Specialist, etc.
Special Contracted Employee refers to an employee whom the Company employs on terms and conditions
that are different from the Permanent Employee such as consulting job, temporary, seasonal, occasional,
project work, or academic-related job, etc.

3. Company & Business Unit Codes within Anantara Vacation Club
Policy
In order to efficiently assign costs within AVC, all employees are grouped into business units within the
Company. The business unit codes are used by different applications that are used to track and assign
expenses. Oracle is used for general business expense, Humatrix is used for employment and personnel cost
expenses.
Procedure
Company Codes and Business Unit Codes for the AVC business can be found in Appendix 01.

4. Manpower Planning
Policy
In order to have a firm HR foundation for the business, certain key documentation is completed each year in
preparation for the annual budget process. This comprises:
 Departmental Manpower Plan
 Organisation Charts
 Job Descriptions
 Key Performance Indicators
Procedure
4.1 Departmental Manpower Plan
In preparation for the sign-off of each annual budget, the VP HR must work with the CFO and each business
unit leader to confirm the number of employees required in the year ahead, which is recorded in the AVC
Manpower Plan. This activity typically takes place around July-September each year. The required
information includes the following, by person for each department:
 Department Code (both Oracle and Humatrix)
 Job Title
 Job Grade
 Month of Hire (count from January if this is a pre-existing position)
 Total anticipated cost of hiring, per person
This information is a key input to the annual budget process. Once the departmental manpower plan is
complete, this is referred to during subsequent recruitment activities.
Reporting: Key HR Monthly Manpower Reports are as follows:

 Monthly Actual Headcount, by Business Unit
 Monthly Forecast for remainder of year, by Business Unit
 Movement Report (Joiners, leavers and transfers), by Business Unit
4.2 Organisation Charts
In preparation for the sign-off of each annual budget, the VP HR must work with the CFO and each business
unit leader to confirm a detailed organisation chart for the year ahead. All positions within the AVC
Manpower Plan must be shown.
Organisation Charts for the AVC business are held within Humatrix. These must be kept updated on a
monthly basis, which is a shared responsibility of the VP HR, and the business unit head for each business.
4.3 Job Descriptions
The VP HR must work with each business unit leader to ensure the existence of a full set of job descriptions
for each position in the company. These job descriptions should be maintained at the regional HR office.
Job descriptions should be reviewed and reconfirmed individually as part of the pre-recruitment process for a
new hire. If any changes need to be made, they should be made before the hiring process commences.
Whenever a new employee joins the Company, review and agreement of the Job Description is an important
part of the orientation process, to ensure aligned understanding about the key responsibilities of the role. The
responsibility to ensure this review takes place lies with the departmental manager.

All AVC job descriptions should be reviewed and reconfirmed by the VP HR and each business unit leader,
then signed off with the CEO, on an annual basis. This activity should take place before 30 November each
year.
4.4 Key Performance Indicators
For certain executive positions (DI and above for corporate roles), a condition of the contract may be a KPI
bonus. In this case, KPIs should be set according to the company standard, by 31 December each year for the
following year. KPIs should be signed off by the individual, their business unit leader, and the CEO of the
business.

5. Employment
Policy
The hiring of any employee will be based on the needs of the business. Note that just because a position is
budgeted, it does not necessarily need to be filled. Approval of each position is considered on a case-by-case
basis, taking into account the specific performance of the business at that time.
Whenever possible a vacancy should be filled by a candidate from within the Company whose qualifications
and competency levels are suitable for the role. If a suitable internal candidate cannot be found, the Company
will then look to recruit externally.
It is AVC policy that all candidates receive a professional response to their application. Unsuccessful
candidates are properly informed, either before or after interview as appropriate. We do not allow an
application to go unacknowledged. A set of supporting letters (Appendix 25a-d) are included for this purpose.
Procedure
5.1 Approval to Recruit
Any department manager that wishes to appoint a new employee or to replace an employee who has resigned
must first create a Personnel Requisition Form (Appendix 02) to seek approval to proceed with the search for
a qualified candidate. The Personnel Recruitment Form should be completed with the full appropriate details
as required on the form. This enables the Human Resources Department to source candidates for the
position, quickly and who match the specification.
If a position is budgeted, sign-off of the department head is sufficient for HR to proceed with the recruitment.
If a position is not budgeted, then approval to recruit must be obtained by the department head’s own line
manager (VP level).
An updated Job Description should also be created by the Department Head. Both documents are then sent
by the Department Head, to the VP HR. Human Resources will advertise the position in consultation with the
requesting manager.
5.2 Advertising Vacant Positions
Like all Minor International companies, Anantara Vacation Club uses a software application called Taleo to
support the process of posting job advertisements and sourcing suitable candidates. Taleo enables all
vacancies to be posted to the MINT Careers website, and also to selected external job boards. Through Taleo,
the HR Recruiting team can manage the full recruitment and candidate management lifecycle, from posting a
vacancy through to processing a letter of offer. It is therefore a Minor Group strategic HR priority
that all recruitment is conducted through Taleo.
Process:
 A Personnel Requisition Form must be raised and completed. (Note, this step will continue until the use
of Taleo is embedded within the MINT organization).
 An authorized Hiring Manager or their nominee raises a Requisition for a new position, in Taleo. They
select the job template from the job template library, make required changes, and send the Requisition to
the Approving Manager.
 Once the Approving Manager confirms the requisition, notice is sent to the Recruiter.
 The Recruiter completes the requisition and confirms which external job boards to post the vacancy on.
They manage the response to candidates and forward on strong candidates for Hiring Manager review
and interview.
Where the Hiring Manager or Recruiter wishes to use a job board for which there is not an existing automated
link to Taleo, then the advertisement must contain a line encouraging candidates to apply through Taleo, not
through the job board. For example:
To apply for this role, please click on the link below and apply through our online eRecruitment system:
http://www.minorinternational.com/career/
The recruiter must then check both channels for candidate applications: Taleo and also the response channel
of the job board.

Review and approval of external job advertisements
Because driving the use of Taleo for recruitment is a strategic HR priority, any proposed use of recruitment
channels that do not involve using Taleo is subject to the approval of the VP Human Resources.
Since job advertisements are a visible public document for the brand (just like marketing or sales collateral)
the proposed text and format of any job advertisement is subject to the approval of the VP Human Resources,
prior to posting. The VP Human Resources will decide if input from Marketing Communications team is
required.
No commercial contracts with external providers of eRecruitment services may be entered into without the
prior review & approval of the GDHR.
No use of external search agencies of headhunters may be entered into without the prior review & approval of
the GDHR.
5.3 Interview and Selection Process
HR Interview: An interview will be conducted by the HR Manager. The focus of this interview is to check for
intelligence, attitude, integrity and motivation. Information about the company, its culture, and the core
compensation & benefits of the role should also be communicated. Where necessary, an assessment of
English skill ability will be completed to determine language comprehension and understanding.
Operational Interview: A screening interview will be conducted by the function head, or an operational
manager. The focus of this interview is to ascertain whether the candidate has the past experience necessary
to succeed in the position, and whether they have the potential and aptitude to learn the skills required in the
position.
Supporting Materials. Both the HR Interview and the Operational Interviews should be conducted using the
Interview Assessment Form (Appendix 24a). At the end of the Interview, conclusions should be documented
on the Interview Conclusions Form (Appendix 24b).
All candidates should have a final interview with the site Director, before the decision whether to offer is
made. This applies to all internal and external candidates.
Reference Checks: AVC will always check references from at least 2 past employers, using the Reference
Check form (Appendix 23). This is an HR responsibility but may be delegated to the hiring manager if the HR
representative is satisfied that the reference check will be properly completed.
Candidate Notification: Once a candidate is selected, all other unsuccessful candidates will be properly and
professionally notified, and kept on file for future possible use (see supporting letters in Appendix 25a-d, or
via the Taleo system).
Details of the successful candidate are then recorded on Personnel Appointment Form (Appendix 03),
including the specifics of the remuneration that has been negotiated. Other core benefits will be as per the
Benefit Grid for each position (Appendix 6).
Note that the interview, reference checking, training and performance monitoring process for all new Sales
Executives will be conducted consistently as per the Sales Executive Performance Criteria guidelines
(Appendix 29).
Walk-in Candidates: Where possible, all candidates should be encouraged to apply through the Taleo system
only, so that historical information about the application are captured in this system. However, by exception,
an application for employment may be completed by candidates at the HR Office or Preview Centre, using the
Application Form (Appendix 07).
5.4 Employment Contracts and Welcome Letters
The objective is to ensure that all successful candidates are informed on a timely and consistent basis.
Employment Contracts should be sent to the successful applicant along with a copy of the Welcome Covering

letter. For local employees, Welcome Letter Appendix 05a should be used. For expatriate employees,
Appendix0 5b should be used, which details the residency visa and work permit process.
The Assistant HR Manager should follow up all offers with a direct phone call to personally congratulate each
applicant and explain the details of employment such as remuneration, benefits, and start date.
Field Positions in Bangkok: Employment contracts will be normally created by the HRM, from the Personnel
Appointment Form. The contract is signed by the authorising manager, and issued to the candidate.
A full HR File needs to be created based on documentation required by Thailand labour law. See the AVC
Document List (Appendix 08). The completed HR file is held by the HR Manager. The HRM must also create
the online data entry for the new employee, in the HR IT System.
All employment contract templates must be reviewed and re-approved on an annual basis. Any amendments
must be signed off by the GDHR. The due date is 31 December of each year.
Basic Qualifications of a New Hire

 Be between the ages of 18 and 60, except for special employment situations as the company may deem
appropriate.
 Be in good health with no serious diseases or alcoholism or drug addiction.
 Be a good citizen who has not been sentenced by a Court or prosecuted in a criminal case, except for
minor offences.
 Has never been declared by the Court to be bankrupt or insolvent.
 Has completed military obligations to Thailand (for male employee who are Thai citizens).
 Receive satisfactory reference checks from previous employers.
 Never be expelled, dismissed or discharged due to unsatisfactory work performance or insubordination,
theft, criminal offences, or other offences against a previous employer.
 If expatriate, employment is subject to the company being able to obtain a visa and work permit for the
employee.
5.5 Probationary Period and Conditions
The service period of an employee is considered to begin on the first day that an employee starts work with
the Company as a probationary employee.
Normally all Thailand new hire employees must serve a probation period for 119 days as mandated by labour
law. During the probation period, the Company will evaluate the work performance and behaviour of a
probationary employee to consider suitability for permanent appointment. Should it appear that a
probationary employee is not suited for the position in which he/she has been hired, the Company at its
discretion has the right to terminate employment as per local labour law. In this situation, payment of basic
salary and any earned entitlements or commissions will be made only in respect of actual days worked. No
payment of basic salary in lieu of notice will be made.
In a case where the Company, after considering the work performance, behaviour and other qualities of a
probationary employee, finds the individual to be suited for the position, the Company will not need to notify
such employee in writing. After the probationary period has elapsed, a probationary employee will be
deemed to have passed and will automatically becomes a full-time and permanent employee unless he/she
receives notice otherwise.

5.6 Email Addresses and Other System Access
When a new joiner requires access to the Minor Email system to Oracle, or to other non-Oracle systems, their
line manager must communicate this to the Minor IT Group in Bangkok, using the procedure as agreed at the
time. (Appendix 21). This form will then be sent to IT Service Centre for processing.
The service Level Agreement for processing the User ID Request Form by IT is 5 working days.
5.7 Business Code of Conduct and Anti-corruption
All employees are required to read and sign a copy of Minor’s Business Code of Conduct and Anti-corruption
which is available in both English and Thai (Appendix 11). We believe that having this code and following it,
is part of being a responsible employer and corporate citizen.
The Code of Conduct and Anti-corruption states that Minor International and its affiliates will always conduct
business with uncompromising ethical standards. Every associate is expected to follow and promote high
ethical standards and behaviour. Associates must avoid seeking loopholes, shortcuts or technicalities. Failure
to live up to the Company’s ethical standards will be subject to disciplinary action including, where
appropriate, termination.
5.8 Internal Transfers
Internal transfers within Anantara Vacation Club or to another Minor Group company will follow the hotel
group SOP on processing transfers between Minor Group companies. This SOP is held as Appendix 35 within
the AVC HR Policy manual. The detailed policy will be followed, however a summary of key points is as
follows:
 Once people have worked more than 1 year in their current role, then they can apply for any posted
internal vacancies. If they are successful, the releasing business can hold them to the full notice period,
but no longer than that.
 If they have worked less than 1 year, the decision whether to release them is at the discretion of the
current employing entity. The rationale is that at that point, the current business unit still hasn’t realised
full value from their time & cost to recruit a good staff member. (see also Note below)
 A candidate who has worked less than 1 year in his current role
 All vacant roles must be posted for internal consideration, either online if applicable, or by posting the
role manually on an associate notice board
 The candidate must complete an application expressing interest in the posted role
 The currently-employing company must send all relevant information relating to the candidate’s job
performance, attendance & discipline record, to the posting company.
 If the candidate is successful, the releasing company may hold the candidate to the full notice period but
may not block the proposed transfer
 Length of service related benefits such as vacation days, provident fund entitlements will be respected by
the receiving company. However the candidate will fit into the benefit grid of the new company. No
benefits will be grandfathered across.
 Managers on a KPI bonus incentive who have transferred between companies properties will be eligible
for a pro-rata contribution from both companies at year-end, subject to the KPI scheme rules. However
line staff who transfer will only be eligible under the bonus rules of the new company.
 Probation periods will not apply to people who are transferring from an existing Minor Group company.
 The transfer administration of an employee will be handled by the Personnel Action Form process (PAF).
A full employment contract will also be drafted, for the benefit of the individual.
Note: we will not allow ‘strategic resignations’ in order to get around the 1 year requirement, where people
resign and then are immediately rehired by another unit. We need to all work within the spirit of the policy.

5.9 Announcement of New Joiners
All new joiners should be announced within the Company, so that their colleagues are aware of their arrival,
and contact details are shared.
For new joiners at Director level or above, the announcement will be issued by their direct managers. It will
be distributed across the Company as a whole, via the site Directors.
For new joiners below Director level, the announcement will be drafted by the functional VP or their nominee,
and issued to the functional team and any other relevant recipients.
For consistency, an announcement template which aligns with brand standards is attached as Appendix 33 of
this manual. If a photograph is available, then this should replace the text box as shown.
5.10 Company ID Cards
All associates should receive Minor or AVC-branded Company ID card within 6 weeks of commencing
employment.

6. Visa and Work Permit Processing for Expatriates
Policy
The Company will strictly follow the labour law of the Country of operation in all matters relating to the
employment of local or expatriate employees. All laws relating to work permits, visas, payment and taxation
will be strictly followed.
Procedure
For expatriate employees in Thailand, employment is conditional upon the granting of a visa and work permit.
The process for application is complex, and needs to be followed closely as documented below in order to
minimise administrative time, and expense.
Once employment of a new expatriate employee is confirmed, the VP HR or his nominee will send a copy of a
company letter welcoming the employee to the Company and detailing the procedural steps that will need to be
followed. (Appendix 05).
6.1 Before Arrival: Securing the 90-day Non-Immigrant Type B Visa
Initially a new expatriate employee must apply for a Thai Non-Immigrant visa (type-B), which is a business
visa to enter Thailand for 90 days. Note: This is issued by a Thai Embassy or Consulate outside Thailand. It
cannot be issued in Thailand. Accompanying dependent family must apply for a Non-Immigrant (type-O) visa.
Supporting documents for Non-Immigrant visa application at Royal Thai Embassy

1. Recommendation letter from employer and company registration (prepared by Company)
2. Original passport and copy of each person
3. Two colour photos, size 4x 6 cm. of each person.
The applicant should apply for a multiple entry visa. This is not always granted, but is preferable as it gives the
applicant the flexibility to enter and leave Thailand within the first 90 days. If a single entry visa is granted,
then the applicant must complete the work permit & one-year visa process on the first visit to Thailand,
otherwise he/she will have to repeat the application process for the Non-Immigrant Type B visa.
Allocation of Expenses
The cost of the Non-Immigrant B and Non-Immigrant O visas(for family status contracts) are considered a
reimbursable expense, which will be reimbursed through the normal payroll process upon production of
receipts, once the individual has commenced with the Company. However any flight, hotel or other costs
incurred by the individual in securing the Non-B visa are not a reimbursable expense and will be considered as
being at the expense of the individual.
6.2 After arrival: Securing the Work Permit and One Year Visa
The HRM will ensure that the appropriate documentation is collected and passed to the outsourced HR Shared
Service Centre (Humanica) who will assist the executive with the work permit and visa process in Bangkok.
Supporting Documents for Work Permit Application and One-Year Visa application
4. Copy of passport (photo page, Non-Immigrant visa page, departure card and entry stamp). Should
the family be accompanying the executive, copy of family’s passport.
5. Resume (English version) showing educational background (year, and major field of study), working
experience, previous employers, last position held, brief job description, the location and the nature
of business, the date of commencement and the date of completion.
6. Certificate of highest education and training (English version).
7. Certificate(s) from previous employer(s) (English version) stating last position held, brief job
description, the date of commencement and the date of completion.

8. Six colour photos; four in size of 3x4 cm and two in size of 4x6 cm for the employee, AND two colour
photos size 2 inches for each family member.
9. A Health certificates issued by hospital or clinic in Thailand.
10. For Non-Immigrant type O application of family members
a. Marriage Certificate (original, and/or English version) if applicable – for visa application,
income tax registration, computation and deduction purpose.
b. Birth Certificate of all children (original, and/or English version) for visa application, income
tax registration, and tax computation purpose.
The Marriage and Birth certificates have to be certified as genuine by the home embassy of the individual in
Thailand for family’s visa extension.
Allocation of Expenses
The cost of the Work Permit and the One Year Visa Extension and any Legal support retained by the Company
to secure these documents are considered as a reimbursable expense, which will be reimbursed through the
normal payroll process upon production of receipts, once the individual has commenced with the Company.
Any other costs including passport renewal, translation or certification charges, photographs, courier & mail
costs and Health Certificates are not a reimbursable expense and will be at the expense of the individual.
6.3 Dress Code for Embassy/Labour Office Visits
When people go to government offices for visa / work permit processing, this needs to be treated as a business
meeting and a formal dress code needs to apply. This applies both to Thai embassies & consulates overseas,
and also to the Bangkok one-stop shop.
Those offices are very conservative environments. Applicants who are dressed inappropriately or who fail to
conduct themselves professionally are at risk of having the visa or work permit denied.

7. Benefit Grids
Policy
For all associates, benefits relating to employment will be maintained in an approved Benefit Grid (Appendix
06a-c). A separate Benefit Grid is maintained for each of the job groups of employee as referred to in clause 1.
The approved version of the benefit grid is kept on file by the HRM. This should be referred to when drafting
employment contracts.
Benefit Grids cover the following entitlements:
Type of Benefit Details

Sales Commission Any sales commission relating to that position
Incentive Bonus Any other incentive scheme relating to that position
Vacation The number of days annual paid vacation for that position
Public Holidays The number of public holiday days as will apply to that position
Work Hours The core work hours for that position
Paid Sick Leave Entitlement to paid sick leave, if any
Government Social
Rules around mandatory government social security contributions, if any
Security
Workmen
Rules around mandatory workers Compensation insurance, if any
Compensation
Life Insurance Rules around the Life Insurance scheme that is applicable to that position, if any
Rules around the Provident Fund or other pension/retirement scheme if any,
Provident Fund
relating to that position
Parking Rules around parking permit, if any
OPD Medical Claim Rules around outpatient medical reimbursement, if any
IPD Medical Details of the Company’s medical insurance scheme, if any
Hotel rooms Rules relating to staff entitlement to room discounts, if any
Club Point Discount Rules relating to the discounted value at which employees may purchase points
F&B of hotels Rules relating to staff entitlement to Food & Beverage discounts, if any
Fuel Fuel allowance relating to that position, if any
Mobile Phone Mobile phone allowance relating to that position, if any
Notebook Computer Entitlement to notebook computer relating to that position, if any
All benefit grids are formally reviewed and re-approved on an annual basis. Any amendments must be signed
off by the GDHR. The due date is 31 December of each year.
Any amendments, no matter whether large or small, must be formally communicated to the affected
employees, prior to the change taking effect.

8. Remuneration
Policy
All employees will be fairly remunerated for their role, taking into account the current market practice and
their personal performance
Procedure
8.1 Remuneration of Preview Centre Professionals
Total remuneration is as set out in Annexure A of each employment contract. Annexure A is common to all
sales professionals (see Appendix 09a)
Employees shall be solely responsible for all taxes and all social security contributions or provident fund
contributions arising out of their employment, which shall be deducted at source.
Commission entitlement (‘Commission’) shall be in accordance with the Company’s commission schedule as
defined in Annexure A. Commission will be calculated and paid on a calendar month basis. The Company
reserves the right to amend Annexure A at its sole discretion to take into account seasonality trends, specific
sales campaigns and other promotions etc.
The Company may reverse a commission payment in certain instances (i.e. misrepresentation, first finance
instalment payment not received).
From 1st Jan 2016 Reserve account is created as per Sales SOP whereby monthly approx. USD 250 is
deducted from incentives until total USD 2000 reserve is created. It is only after 6 months that a team
members who leaves the company, any bad debts adjustments are handled then amount in the reserve
account is paid off via salary bank account (in Thailand)
Annexure A details the following remuneration elements for Sales Professionals:

 Advance Guarantee: a per working day advance guarantee against commission.
 Monthly Commission. This is the main remuneration vehicle for each sales person.
 Owner Referral (OR) Lead Harvesting. See Annexure A for detail of qualifiers.
 Site Generated Direct Sale. See Annexure A for detail of qualifiers.
 Annual Bonus. See Annexure A for details around qualification rules, and bonus amount. Bonus
amount is based on annual sales volume.
 SPIF. Sales Performance Incentive Fund. A discretionary incentive that is reset regularly at the
discretion of the Director of Sales within each Sales Preview Centre.
8.2 Remuneration of Marketing Professionals
Marketing positions are salaried, as per the amounts detailed in the manning guide at the start of each
calendar year. Incentive payments also apply as detailed in Annexure A for Marketing professionals.
Annexure A is common to all Marketing professionals (see Appendix 09). Key elements are as follows:
 Package and Tour Fee. See Annexure A for detail.
 Commission. See Annexure A for detail.
8.3 Remuneration of Corporate Employees
Corporate positions are salaried.
Incentive payments may also apply as detailed in the Benefit Grid for Corporate roles. Key elements are as
follows:
 Sales Override. An amount per month, based on the number of AVC points sold during the month.
This may be paid at one rate for ST-SH grades, and a higher rate for DH and above. Any override is

paid with payroll of the following month (e.g. October results are paid with November payroll). See
detail in Appendix 09a.
For the year 2015 onwards, the monthly variable incentive could be applied to the first 45-day
maternity leave along with base salary.
 Performance KPI Bonus. The Company stipulates the policy for the payment of an annual KPI
Incentive Bonus with the objective to compensate staff who have co-operated in assisting the Company
achieve its business results. KPI bonus applies to managers at DI level and above.
8.4 Payroll Calendar
Calculation of sales and marketing incentives is done on a monthly basis. Once the full financial results of the
business are confirmed each month, then all fees and commissions are calculated and paid together with
salaries, other fixed or variable entitlements, and SPIFs, at the end of the following month.
A payroll timetable is attached in the Appendix (See Appendix 10). This has been confirmed with business
operational leaders, and with the Humanica outsourced HR service providers.
Process for calculating Gross Pay: Preview Centre

 Analysts within the office of the Corporate Preview Operations will calculate monthly variable
entitlements based on the contract and the results of the previously month
Process for calculating Gross Pay: Marketing

 Each Director of Marketing will each send worksheet to VP Marketing showing details of variable
payments due, and supporting information.
 VP Marketing will validate by date shown above
Once all payroll components are confirmed, a single consolidated file of variable payroll data will be produced
by the HR, and sent to Humanica. Humanica will:
 Insert the fixed components of Salary and any monthly fixed allowances
 Calculate the withholding tax deductions and other mandatory deductions (social security). Provident
Fund will also be calculated
 Arrange for payment of each employee, and distribution of payslips
Payslips will be sent from Humanica Payslips will be sent either to a business email address or to a personal
email address if the individual does not have a business email address.
Normal procedure is that leavers will be paid at the end of the month in which they depart, not on the day of
departure. By exception, if requested by the GDHR for business reasons, an individual may be paid on the
last day of employment especially cases of terminations.
8.5 Income Tax and Salary Reviews
The Company will withhold income tax from the employee’s salary payment according to the law. This will be
based on the latest personal status information that the employee has provided to the company.
The Company reviews salaries on an annual basis, taking into account the performance of each individual as
documented on the performance appraisal form, and also the overall results of the business as a whole.
When an individual is transferred to a new position or promoted, the Company will review all elements of
remuneration at that time.

9. Performance Management
Policy
AVC conducts regular performance management conversations, in order to maintain an honest dialogue
conversation about whether each individual is meeting the expectations of the Company and detail what each
person needs to do to continue moving their career forward. Also to understand how each employee feels
about their employment experience, what their own career aspirations are, and what if any issues they have
that would cause good people to leave us for a competitor.
Types of Performance Appraisal
Types of performance appraisal include a probation appraisal, an appraisal upon transfer or promotion, and
the annual performance appraisal (Start of Year, Mid-Year, and Year-End steps)
9.1 Probation Appraisal

To be conducted by the Department Head on the 90th day of employment.
Timing: can happen all year round.
Process:
 The HR sends the Probation Appraisal form to the Manager one week in advance of the 90 day due date
 The Manager rates the associate using the assigned form
 The Manager reviews appraisal with associate and both sign the form
 The Manager returns the form to Human Resources. The PA form will be kept in the reviewed associate’s
file and a copy given to the associate.
9.2 Appraisal upon Transfer or Promotion

Manager proposes that an associate be transferred or promoted
Timing: can happen all year round.
Process
 Line Manager requests a copy of the Performance Appraisal form from HR
 Line Manager rates the associate, reviews with function head (VP Sales/ Marketing)
 Line Manager returns the completed form to Human Resources. The PA form will be kept in the
reviewed associate’s file and a copy given to the associate.
9.3 Monthly Performance Appraisal

To be conducted by the Department Head and applied to the Sales and Marketing only
Process
 The department manager will review each of team members based on the monthly target.
 The shortfall for 3 months consecutive is lead to the disciplinary action.
9.4 Annual Performance Appraisal
Start of the Year
Process:
 Director of Sales/Marketing creates a new Performance Appraisal template for each Assistant Manager
and above. Due by 31 January.
 Director of Sales/Marketing meets with each Section Head and above. Insert the specific Business Goals
for that person, for the year ahead. Review the performance expectations. By 31 January.
 Set the Individual Development Plan for the year, based on identified developmental needs of each
person. Agree how these are going to be met through a mixture of the following:
o Cross-exposure across departments or sites
o Other Special projects within the site
o Regular Coaching and Feedback
o Participation in Formal Training
o Involvement in the delivery of AVC training
o Other Developmental Opportunities e.g. Minor Founders Day

Mid-Year
Conduct a review of how the Line Manager and the associate sees each associates performance as measured
against Business Results, and the Minor Competencies.
Process:
 By June: Director of Preview/Marketing meets and reviews the Performance Appraisal form with all
managers & supervisors who are responsible for conducting appraisals. Ensure there is a common
understanding. Discuss the Core Competencies, and how you believe these are demonstrated by both
your highest and lowest performers.
 Those managers and supervisors should then draft their mid-year appraisals. For SH and above, they
should make updates against the Business Goals that were set for each individual at the start of the year.
 All draft appraisals for a department should then be reviewed by the Director, to ensure that the
appraisals are sufficiently detailed, accurate and consistent across the department
 Once management are satisfied with the appraisals, then the manager/ supervisor should deliver the
performance appraisals their associates. Review progress against all sections of the form, including the
Individual Development Plan. Give the associate the opportunity to add their own comments to the
appraisal.
 Manager returns the form to Human Resources. The PA form will be kept in the reviewed associate’s file
and a copy given to the associate.
Completion date is 31 July.
Year End Appraisal
 By 01 December: Director of Preview/Marketing meets and reviews the Performance Appraisal form
with all managers & supervisors who are responsible for conducting appraisals. Ensure there is a
common understanding. Discuss the core Competencies of the brand, and how you believe these are
demonstrated by both your highest and lowest performers.
 Those managers and supervisors should then draft their year-end appraisals. They should make updates
against the mid-year forms.
 All draft appraisals for a department should then be reviewed by the Director, to ensure that the
appraisals are sufficiently detailed, accurate and consistent across the department
 Once senior management are satisfied with the appraisals, then the manager/ supervisor should deliver
the performance appraisals to the associates. Review progress against the all sections of the form,
including the Individual Development Plan. Give the associate the opportunity to add their own
comments to the appraisal.
 Manager returns the form to Human Resources. The PA form will be kept in the reviewed associate’s file
and a copy given to the associate.
Completion date is 31 January.
The Overall Performance rating will be used as the basis for any merit increase, annual increment, and will be
recorded on the Personnel Action Form (PAF)
Forms Used in this Process

Insert form reference here
9.4 Vacation Consultant Performance Counselling
Vacation Consultant who are struggling to achieve expectations on Targets or in relation to demonstrating the
Minor competencies will receive counselling from their Site Manager, with the agreed targets documented on
the Performance/Counselling Review Agreement (Appendix 30). In cases where the required improvement is
not seen, then the areas required for improvement will be documented on the Final Contract (Appendix 31).
Failure to demonstrate the required improvement may result in termination.

10. Working Hours and Working Days
Policy
Core working days and working hours are defined in order to support the management, operations, sales, and
services of the Company. However, the Company may make changes as deemed appropriate to meet
departmental requirements or business needs.
Normal Workdays
Preview Centre 5 days per week as required by the operational day of their
Preview Centre
Marketing 5 days a week as per roster
Support Team 5 days a week as per roster
Normal work Hours
The following normal working hours will apply to all departments unless otherwise specified:
Preview Centre 09:30 – 17:00 (Preview Team)

09:00 – 18:00 (Administration)
Marketing As rostered
Support Team 09:00 – 18:00

11. Weekly Holidays, Public Holidays, Annual Leave, Overtime
Policy
There are 3 types of Holidays: Weekly Holidays, Public Holidays, and Annual Leave.
Weekly Holidays
Preview Centre 2 days per week
Marketing As rostered
Support Team 2 days per week
Company policy is that compensation days in lieu of weekly holidays must be taken within four weeks and
cannot be accrued. The exception is AVC Preview & Marketing working at Site Preview Centres where the
weekly holidays must be taken within 12 weeks (3 months), or forfeited.
Public Holidays (Traditional Holidays)

 The Company will announce its list of company-recognised public holidays. This announcement is
made each December for the following year.
Employee are granted public holidays with normal pay. If an employee is required to work on the announced
public holidays due to the nature and / or requirement of the work, the Company will compensate such
employee with a Compensation day in lieu.
Annual Leave
An employee who has passed the probation period, and stays with the company for at least 1 year, is then
entitled to annual vacation. The number of day paid annual leave is detailed in the Benefit Grid for each
position.
AVC standard policy is that no one should take paid vacation for a year. However, to avoid a large accrual of
vacation, we do allow people to take their accrued paid vacation, once they have passed probation - on the
understanding that if they leave the company before working a full year, the company may deduct any taken
days, at its discretion.
Our practice is to give the new joiner the number of pro-rata vacation days between their joining date and the
end of the year. Example:
 Team member A joins on 01 January 2012. She has 6 days paid vacation for the year of 2012. She passes
probation on 30 April. From that point she can take the 6 vacation days during 2012, to be scheduled
with the agreement of the site director. All paid days to be taken by year end of 2012.
 Team member B joins on 01 July 2012. He has 3 paid days vacation for 2012, on a pro-rata basis. He
passes probation on 31 October, and should take those 3 days before year end. Then he starts 2013 with
the understanding that a further 6 days will accrued during that year, and that all 6 should be taken by
year end.
 Team member person C joins on 01 November 2012. She has 1 day paid vacation for 2012, but cannot
take it as she is in probation. That day is carried over, and added to her 6 days for 2013, at the start of the
new year. She needs to take those 7 days before the end of 2013, or forfeit.
An employee who wishes to take annual leave must seek approval from an authorized manager no less than 7
days prior to taking leave. Agreed leave should be documented on the leave card which is held by HR or the
business unit head
An employee shall not take leave before his/her leave request is approved by an authorized manager.
Otherwise, it will be considered as absence from work.

In each calendar year, any unused leave days cannot be carried over to the following year unless with the
written approval of the Business Unit Head. If carried over, the accumulated leave must be utilized by the
end of March in the following year otherwise it will be forfeited.
The Company reserves the right to designate dates for any employee to take annual leave, or to change any
approved leave schedule as it sees fit. In the case it is necessary to have employee to come to work during his
leave, the Company will either compensate such employee with another day off, or arrange for the payment of
holiday work.
Overtime
The Company’s objective is to allow its employees to rest and spend their personal time as they so choose, we
therefore do not encourage overtime or working on day-off. Each department must manage his/her
departmental productivity and standard of services effectively, within core hours.
However, the nature of the timeshare industry is that if necessary a supervisor may request an employee to
work beyond his/her normal working hours. Payment or time off in lieu will not be offered.

12. Leave of Absence
Policy
The Company provides paid and unpaid leaves in various categories to assist employees in meeting their
personal, family, and health and safety needs as follows:
 Business Leave
 Sick Leave
 Maternity Leave
 Military Service Leave
 Monkhood Leave
 Leave for Training or Skill Development
 Vasectomy/Tubal Ligation Leave
Leave can only be taken with prior written approval from a supervisor. An employee shall submit a written
leave request for approval from his/her supervisor.
Taking leave of absence beyond 30 working days per calendar year may affect an employee’s performance,
which may result in the deduction or ineligibility for bonus or other benefits or annual salary increase.
To support smooth operations of the Company, employees are expected to comply with the procedures
outlined. Failure to do so will be considered as an authorize absence from work which may be result in
disciplinary action. The employee will not receive pay on that day.
12.1 Business Leave
Policy
A full-time employee who has passed the probation period, may take personal leave with pay up to 6 days per
year, to carry out necessary personal business that cannot be done during weekends or holidays.
Procedure
An employee shall submit a leave card for personal leave at least 1 day in advance, and can take leave after the
supervisor has approved and signed for approval on the leave card.
In case of emergency when an employee cannot submit leave card in advance, the employee must inform his
supervisor as soon as possible or at his/her first possible opportunity. Once the employee returns to work,
he/she must report to his/her supervisor and submit the leave card accordingly.
Supervisor is authorized to decide whether or not the personal leave request of his/her subordinates should
be approved.
Please note that this policy is specific to employment in Thailand only. Policy will vary according to the
labour law by the country of operations.
12.2 Sick Leave
Policy
When an employee falls ill or suffers injury or illness that inhibits his/her ability to work, sick leave will be
granted.
Procedure
In each calendar year, the employee is entitled to sick leave as long as he/she is actually ill, up to 30
workdays. If the role is salaried, absence is with pay. If the role is incentive-only, no sick leave is payable.

If an employee requires for continuous medical treatment, the Company may allow the employee to take
additional sick leave without pay for more than 30 workdays. A medical certificate from a registered physician
is required to justify this extended sick leave.
An employee who takes sick leave more than 30 workdays per year may be deemed incompetent and
therefore may be subjected to job transfer or employment termination.
In case employee is sick or injured due to an accident during performing his/her duty, and by the advice of
the registered physician, the Company at discretion will allow sick leave with pay (paid partly by the
Workmen’s compensation Fund and partly by the Company) until he/she is recovered and can return to work
again.
To prevent any disruption to work, an employee who must be absent from work due to sickness must inform
his/her supervisor as soon as possible or at his first possible opportunity. Once the employee returns to work,
he/she must report his/her supervisor and submit the leave card accordingly.
In case of an emergency when an employee has to receive immediate medical treatment that prevents
him/her from informing his/her supervisor as mentioned in 2.1, the employee or his/her family member shall
proceed to inform the supervisor at the first possible opportunity.
If the sickness requires absence from work for 3 or more consecutive days, the employee shall also provide a
medical certificate as a supporting document to the leave request.
12.3 Maternity Leave
Policy
A pregnant employee is entitled to take maternity leave up to 90 days (including holidays) with 45 days pay.
Sickness, miscarriage, abortion or other complications arising from pregnancy and occurring before
childbirth shall be treated as maternity leave.
Procedure
A female staff member proceeding on maternity leave should apply for maternity leave at least 12 weeks
before the expected date of confinement. She should forward the leave card, with her supervising manager’s
endorsement, to the Human Resources Department together with a copy of a medical certificate verifying
pregnancy and stating the expected date of confinement.
 Within one week after delivery, the employee should advise her supervising manager of the date on
which she will return to work.
 On reporting back to duty, an employee should help the Company maintain accurate employee records
by:
o Confirming to the HR Department the date of actual delivery and the maternity leave period
following the delivery, and
o Sending this confirmation along with a copy of the birth certificate to the Human Resources
Department for filing.
In a case where the post-confinement maternity leave period is longer than the date originally indicated (e.g.
due to confinement occurring later than, or extending longer than the expected date), the employee should
request her supervisor’s endorsement on a changed application for leave, indicating beginning and end dates
of the actual leave period.

12.4 Military Service Leave
Policy
Military training leave with pay will be granted to conscripted male employees throughout the time required
by the Military but not exceed 60 days per year.
Procedure
 An employee shall submit a leave card together with official documents to his supervisor at least 7 days
in advance.
 Upon having been released from the military training or mobilization, the employee shall repost to
work immediately. A document certifying such training or mobilization shall be submitted to the
Company.
12.5 Monkhood Leave
Policy
A male employee who has completed 1 years of service may request for Monkhood leave for up to 90 days Commented [KP1]: Edit Monkhood Leave
(including holidays).
Service Period Maximum Days of Leave with Pay

1 year to less 3 years 7 workdays
3 years to less than 5 years 15 workdays
5 years up 30 workdays
An employee can only take Monkhood leave once during his employment with the Company.
Procedure
 An employee shall submit a leave card to his supervisor for approval at least 15 days in advance.
 Supervisor is authorized to decide whether or not the leave card of his/her subordinates should be
approved.
 After leaving the Monkhood, employee shall submit supporting documents of his ordination, to the HR
Department within 7 days.
12.6 Leave for Training or Skill Development
Policy
In each calendar year, the Company may allow employee to take leave for training or skill development as
follows.
 For the interest of labour and social welfare or for enhancing employee skill and expertise to improve
employee work performance. Such training shall have established program curriculum with definite
training duration.
o For taking an educational examination held or endorsed by the state authorities.
o The Company reserves the right to consider whether such leave with or without pay. This is to
prevent any disruption to the smooth operation of the Company.
Procedure
An employee may take leave for training or skill development for either a maximum of 30 days for 3 occasions
per year.

An employee shall submit a leave card to his/her supervisor at least 7 days in advance, with supporting
documents attached. Once permission from supervisor is granted, then the employee may take leave
accordingly.
The employee has to submit the Training Certificate to the HR Department within 7 days after returning to
work.
12.7 Vasectomy / Tubal Ligation Leave
Policy
An employee is entitled to vasectomy / tubal ligation leave with pay in accordance with a recommendation
from a registered physician.
Procedure
An employee shall submit a leave card at least 3 days in advance, and shall submit a medical certificate from a
registered physician to the HR Department within 7 days upon returning to work.

13. Benefits and Allowances
13.1 Medical Insurance Plans
Policy
The Company would like to promote its employee’s good health. The company has therefore provided medical
insurance plans to assist employees in coping with necessary medical expenses.
Group Medical (Health) Insurance Plan Coverage/Entitlement:
To be eligible for the Group Medical Insurance Plan coverage, an employee must be under the employment of
the Company at the time treatment is received, and at the time the claim is made.
In the event of any staff being transferred to other company within the Minor Group; employee will receive
the Medical Insurance coverage as per the practice of the new Company
Procedure
New employees who are entitled to the domestic medical insurance scheme (Plan 1 to Plan 4) will be enrolled
automatically by Humanica, based on the details in the employment contract. Coverage should be in place
from the first day of employment. Medical cards and scheme handbook details should be given to the
employee as soon as possible, and an explanation of coverage levels should form part of the orientation
process
New employees who are entitled to the international medical insurance scheme should be sent an enrolment
application form as soon as their employment is confirmed. The HRM should inform the Humanica expat
manager, who will send the application for to the employee. This form should be completed by the employee,
prior to them joining the Company. Once the form is received back, the Humanica Expatriate Manager will
enrol them in the program with the broker. Coverage should be in place from the first day of employment.
Medical cards and scheme handbook details should be given to the employee as soon as possible, and an
explanation of coverage levels should form part of the orientation process
To reclaim expenses under the Group Medical Health Insurance plan, the employee should follow the process
defined in the scheme detail handbook.
13.2 Annual Physical Examination
Policy
The Company will arrange an annual physical examination for employees once per year. This is to ensure that
employees are in good health. An employee who avoids taking annual physical examination may be subjected
to disciplinary action, and may not be allowed to reimburse for medical expenses or other employee’s
benefits.
All permanent full time employees who have completed 12 months of employment will be provided the
annual physical check-up.
For details of what is covered under the annual physical check-up for employees, please see Appendix 13
Procedure
Once a year, the HRM will arrange for all eligible employees to receive the physical check-up.
13.3 Provident Fund (Thai Nationality Only)
Policy
To encourage responsible financial planning for all associates, to protect the future of themselves and their
families. This scheme is established under the labour law of Thailand, and applies only to employees based in
the Kingdom of Thailand.

All local permanent staff working in Thailand who have completed one year of employment with any Minor
Group company may apply to join the Provident Fund.
Permanent full-time staff who have already completed one year of employment with any Minor Group
company but are not already members of the Provident Fund are qualified to apply immediately.
If the qualifying year of employment has been spent in a Minor Group company outside of Thailand but the
employee is now working for a Minor Group company in Thailand, that year will still count for the purposes
of qualification for membership of the Provident Fund.
If a member of the Provident Fund transfers to work in a Minor Group company outside of Thailand, their
employer and employee contributions are suspended for the duration of that time spent working outside
Thailand. Upon their return to Thailand they and the company will recommence contributions to the Fund.
Procedure
Company HR to send the application form to qualified staff, prior to the individual’s completing their one
year of employment where possible.
Once a membership application is received back from the employee, the employee contribution will be
deducted from monthly salary as part of the payroll process.
In parallel the hotel or other business unit will contribute the employer contribution to the Fund for each
qualified individual as per company policy
Scheme Details and enrolment form– see details provided separately (Appendix 14)

13.4 Death Benefits
Policy
To assist an employee or employee’s family members in case of the death of the employee or an employee’s
immediate family members.
All permanent employees who have successfully completed the probation period are eligible for this benefit.
The Company will not grant the assistances mentioned in the following cases:
 Death from suicide or illegal acts with an intention to injure oneself or other persons, or to cause
damage to the Company.
 Death due to the failure to undergone the annual medical check-up arranged by the Company.
Procedure
The Company will grant the following assistance in the case of the death of the employee or of the employee’s
immediate family.
Funeral Company
Eligibility Hosting of funeral
assistance Wreath
All Permanent Full-Time employees 5,000 Baht Yes One night
Employee’s Immediate Family
2,000 Baht Yes None
(Legal: parents, spouse, children)
Funeral of Immediate Family
Leave with pay a maximum of 6 days per request per year
(Legal: parents, spouse, children)
An employee is able to reimburse this assistance by submitting the death certificate together with the house
registration to the Human Resources Department. The Company will pay the assistance money into the
employee’s bank account according to the payroll schedule. The employee will be responsible for income tax
incurred from this assistance
Beneficiary
In case of the death of an employee, the Company will pay the assistances to the beneficiaries according to the
information the employee provided to the Company. In case of the death of an employee’s immediate
members, the Company will pay the assistances to the employee.
13.5 Transportation or Fuel Allowance
Policy
The Company may provide an allowance to certain employees when required as a supporting tool to
effectively perform their jobs.
 Director – to be approved case by case basis, based on function and business of each group.
Procedure
Where a transportation allowance is offered, the employee will bear all tax occurred from this allowance by
himself/herself, along with other associated expenses including maintenance, insurance, fuel and vehicle tax.
A Fuel Allowance may be provided to certain employees when a need for the use of a car for company’s business
is confirmed. The entitlements are described in Appendix 15.

13.6 Accommodation Allowance
Policy
For expatriate employees at DI level, the company will provide accommodation support. In each case,
accommodation allowances are as stated in the employment contract.
Accommodation allowance is based on company’s discretion. The company reserves the right to alter the
allowance if it deems it reasonable and necessary. As an alternative to an allowance, the Company may look
to provide suitable accommodation for the employee, and their family if appropriate. Rental contracts will be
between the employee and the landlord, not the company. The employee is responsible for other related
expenses and obligations.
Procedure
The company will pay any allowance with payroll. The employee will be responsible for Withholding Taxes.

13.7 Mobile Phone
Policy
The Company will provide a Mobile Phone to the employee where the Company considers there is a need for
the use of Mobile Phone for company’s business.
Entitlements are described in Appendix 16.
Procedure
For employees where the Company pays the phone bill, in the event that usage exceeds the agreed allowance,
the excess amount will be deducted from employee’s payroll.
For employees who receive a mobile allowance and use their own phone, the mobile allowance will be paid
together with the monthly salary. The employee will be responsible for income tax.
Those who receive a mobile phone from the company must take all reasonable care of the Company Asset in
their possession. If the phone is lost or damaged due to negligence, the individual will be responsible for the
cost the mobile phone.
The phone must be returned to the Company upon resignation.
13.8 Computer Desktop / Notebook
Policy
The Company will provide the Computer Desktop or Notebook to employees who require them to perform
his/her work conveniently and efficiently.
For new joiners, fully configured computer equipment together will all application software, supporting
passwords, chargers, carry-cases etc will be made available, prior to the first day of employment.
Procedures
The issued model of laptop or desktop computer will be based on current IT policy. See IT for guidelines
here. Typically, individuals are issued with company IT equipment as follows:
Job Group Type

Director Level Note book
Department Manager As required
Section Head, Unit Head, Staff As required
The HRM will advise the IT requirements of new employees, and will coordinate with IT team to ensure the
equipment is sourced and provided by the required date. Equipment shall be charged to the business unit of
the employee.
The employee must take responsibility for the IT equipment in their care, ensuring that all necessary
precautions are taken to safeguard its security and condition. If the equipment is lost or damaged and it is
deemed the employee has failed to take the necessary safety precautions; the Company may require the
employee to pay replacement / repair costs. Examples of negligence include the laptop being stolen from a car
or being damaged from viruses.
Theft / loss
If the equipment is stolen whilst under the responsibility of the employee, the police and HR / MIT
Administrator must be notified immediately. A copy of the police report must be submitted to HR / MIT
Administrator and also submitted if a request is made for a replacement. An Incident Report form must be
completed within one day of the theft / loss.

Upon departure from the Company, the equipment must be returned to the company
Only computer equipment provided by MIT may be used on Company business. Self-sourced equipment is
prohibited and may not be used. It follows that it will not be configured or supported by the Minor Group.
Non-MIT employees are prohibited from contracting with equipment vendors. All requests must be co-
ordinated with MIS Administrator.
13.9 Food Discount Entitlement
Policy
The Minor Hotel Group Company offers a Food & Beverage discount scheme to eligible employees who are
eating in Minor-operated properties. AVC is entitled to participate in this. This Group policy is updated on a
regular basis – see the latest copy of the policy for details here. (Appendix 18)

14. Flights and Business Expenses
14.1 Air Travel
Please see the separate AVC standard operating procedure with regard to flights. A travel authorization form
is held as Appendix 17 of this manual.
14.2 Treatment of Business Expenses
Please see the separate AVC standard operating procedure with regards to treatment of business expenses.

15. Discipline and Disciplinary Action
1. Policy
1.1 The Company maintains its disciplinary policy to help achieve its objectives through policies and
procedures that are just and lawful and will create a harmonious working environment for all
employees. It is the responsibility of all employees to comply with the regulations. Failure to do so
may lead to disciplinary action based on the nature of the violation.
1.2 It is the supervisor’s duty to ensure that employee behaves according to the Company’s
regulations to prevent any damage to employees, colleagues, or the Company. He shall do this
through good people management principles.
1.3 Normally, the process of disciplinary action should be by degree. This is to give the employee the
opportunity to improve him/herself. However, when an offence is of a severe nature, it may lead to
a suspension from work or dismissal even if it is a first time offence.
2. Discipline
Minor’s disciplinary code is as follows
2.1 An employee shall perform his duties with honesty.
2.2 An employee shall protect the Company’s interest and secrets. He shall not act in any way in conflict with
the Company’s interest. He shall follow up with his job done and report any event that may cause damage to
the Company’s properties or reputation immediately. If an employee or his family’s members suffer from
serious contagious diseases, he shall report of the same to the Company immediately. In case of
name/surname, address change or marriage, divorce, having children or receiving additional certificate or
degree, the employee shall inform of such within 15 days from the date of such event.
2.3 An employee shall protect the reputation and honour of the Company’s business and protect the interest
of the Company as if protecting his own interest.
2.4 An employee shall strictly conform to his superior’s instructions and shall respect persons of superior
position. He shall cooperate in good faith with the Company or any investigative committee in investigating
for the truth or any case of offence.
2.5 An employee shall strictly support and comply with regulations, agreements, announcements or
circulated memos of the Company. He can neither claim that he is unaware of such nor ignore an instruction
of his superior or of Company.
2.6 An employee shall maintain unity among colleagues whether inside or outside office hours. He shall not
cause altercation, quarrel, challenge, intimidation or physical assault.
2.7 An employee shall carefully comply with the work safety rules and shall not enter the premise of other
departments or units he is not responsible for or which is not his area of work except by the Company’s
instruction.
2.8 An employee shall, upon being requested, consent to a body search by the Company’s officers, in the
presence of a same-sex independent witness.
2.9 An employee shall use his best efforts to take care and protect Company property from damage or loss
caused by any person or threat. He shall not use any tool, equipment or property of the Company for personal
interest or for interest of any third party without due authorization. He shall ensure the frugal use of all
material, equipment, tolls, appliance, water and items. Moreover, an employee shall learn and understand the
direction and safety precaution of any property prior to its use.
2.10 An employee shall not be late for work, leave the work before the end of working hours, be absent from
work, abandon his duties, or take leave without reasonable ground, He shall not be out of his assigned
working area except on the Company’s business and by the approval of his superior.

2.11 An employee shall not work with negligence and shall act in a good working manner to ensure his
responsibility is fulfilled correctly and honestly.
2.12 An employee shall not work for other employers and shall not conduct any business which is not of
Company business during working hours or within the Company’s premise. This includes study and
employment by other third parties on regular basis except for a written consent given in a special case. He
shall not work in competition with the Company’s business and shall not perform anything in conflict with
the interest of the Company, both directly and indirectly.
2.13 An employee shall neither contend, use contemptuous language or show impolite manners, insult,
disdain, make false charges, mock, be aggressive, make sarcastic comments, allege, blame nor do any act that
embarrasses other persons nor instigate or provoke negative news of other persons whether being customers,
superiors, visitors or colleagues.
2.14 An employee shall not give false messages to his superiors or the Company and shall not take wrong
types of leave or take leave with bad faith.
2.15 An employee shall not conceal the truth for his own or other person’s benefit. He shall not stamp a time
card of sign a time log for other persons. He shall not remove, cross out, add or amend any text on any card or
document of the Company except when assigned by the Company. He shall keep his time card in good
conditions at all time.
2.16 An employee shall not gamble or support any form of gambling. He shall not have debt due to gambling.
2.17 An employee shall not drink any alcoholic beverages during working hours or come to work intoxicated.
2.18 An employee shall not interfere or act in any manner to interfere with the operation by authorized
persons. He shall not bring in third parties into the Company’s premise without approval by the Company.
2.19 An employee shall not conduct offensive acts or do or collude to do any act against the law or social
moral. He shall be a good citizen and behave under the social rules.
2.20 An employee shall not bring in illegal drugs or weapons into the Company’s premise and shall not
conduct in the manner that affects the reputation or damages the Company.
2.21 An employee shall not commit a criminal offence.
2.22 An employee shall not write, draw, post pictures or distribute documents, printed matters, or post up or
bring in any announcement, document or article within the company’s premise without a written consent
from the Company.
2.23 An employee shall not smoke in the workplace except in the places assigned by the Company.
2.24 An employee shall not hold any non work-related meeting or gathering within the Company’s premise
without a written consent from the Company.
2.25 An employee shall not destroy, correct, add or draw anything on any of the Company’s posted
announcements or documents.
2.26 An employee shall treat customers and visitor in good manner.
2.27 An employee shall dedicate himself for the Company’s work. He shall work with diligence,
determination and best effort. He shall not sleep during working hours.
2.28 An employee shall work within the time fixed by his superior or by the Company and shall wear uniform
as stipulated by the Company before and throughout the period of his work.
2.29 An employee shall work with diligence whether on his duties or on any special job.
2.30 An employee shall work in the careful and knowledgeable manner both in his duties and related works.
He shall be ready to learn new things.

2.31 An employee shall maintain tool and equipment of work in good and working conditions.
2.32 An employee shall keep his work place clean and tidy. Garbage or unused materials shall be dropped in
the place provided for the purpose by the Company.
2.33 An employee shall help in special jobs of the Company for its completion with efficiency.
2.34 An employee shall help his colleagues in any business for the benefit of the Company at all times and
occasions as much as possible.
2.35 An employee shall not disclose his wage or salary, or his or other person’s raise whether intentionally or
unintentionally to any irrelevant employee.
The above disciplines are only the guidelines for the employees to comply with. The Company cannot issue
disciplines to cover all matters. Therefore the Company may implement disciplinary actions against a
violating employee other than those specified on a case-by-case basis.
3. Disciplinary Action
In order to maintain a fair, consistent and logical work discipline, all employees, regardless of position, are
subject to the discipline procedure as outlined below:
Stage One: Verbal Warning
The normal action taken in the first instance of a failure to meet the Hotel’s standards will be a verbal
warning by a Supervisor or Department Manager. The employee will be encouraged to improve within the
stated time period, where it is appropriate to set one.
Stage Two: First Written Warning
Continued failure to reach Company standards or a more serious breach of discipline will justify a First
Written Warning. A Disciplinary Notice Form is used to record a verbal warning. It gives an account of the
breach of conduct, any remedial action required, the associate’s statement or comments, improvement plan,
and the disciplinary action liable in the event of a further failure to meet the required standards. A copy is
placed in the associate’s personal file.
Formal Written warnings may be issued by Managers and Directors.
Stage Three: Second & Final Written Warning
Continued failure to reach hotel standards or a more serious breach of discipline will justify a second (and
final) written warning. A Final written warning may be issued by a Human Resources professional after
consultation with the Department Head concerned.
Stage Four: Dismissal
Repetition of an action for which a person has received prior written notification will result in dismissal. An
employee may be dismissed with or without notice according to the circumstances.
The following policy outlines some examples of behaviour, which will result in Instant Dismissal, but is not
intended to be exhaustive:
 Reporting to work under the influence of alcohol or illegal drugs or consuming alcoholic beverages
whilst on duty.
 Purchase, sale, possession or use of illegal drugs at any time when on duty.
 Gambling on Company premises.
 Unlawful harassment, threatening, intimidating, coercing or interfering with fellow employees,
Company property, customers and/or customer property.

 Dishonesty or the failure to report any act or plan of dishonesty, when knowledge or such act or plan
is obtained directly or indirectly.
 Interfering with work schedules, falsification of reports, documents or wages information.
 Destruction, damage or threat thereof, or unauthorised disruption, possession, misuse of, or removal
from Company premises of any property that does not belong to the employee irrespective of its
conditions or value.
 Misappropriation of funds (cash and like).
 Possession of a gun or any other deadly instruments or weapon at any time when on Company
premises.
 Breaches of confidentiality in regard to sensitive Company information without authorisation from a
Company officer
 Improper behaviour towards a guest that reflects poorly on the Company or has a severe detrimental
impact on customer service.
 Improper behaviour towards a fellow employee that significantly damages relations.
 Refusing to obey the legitimate direct request of a supervisor (insubordination).
 Negligence, carelessness or mischief which results in the loss, destruction or damage of Company
property, guests’ property and safety to others.
 Fighting on Company premises or whilst on duty
In all cases of dismissal, the Employment Termination Form must be signed by the associate to acknowledge
receipt. A refusal to sign will be acknowledged by a witness notified by the Human Resources Manger, on the
form.
If an investigation needs to be carried out for any disciplinary violation, the Company may decide to suspend
the concerned employee from work during this investigation. This work suspension for investigation shall not
be more than 7 days. The suspension is taken with 50 % payment of wage and other entitlements. If, after the
investigation, the employee is found not guilty, the Company will pay the remaining 50 % of wage to him/her.
15.1 Use of Social Media
Employees should be reminded that their use of social media should be exercised with care, professionalism
and good judgement. Web pages that compete with official Company Web Pages on any internet forum are
not permitted, and may result in disciplinary action.
Any communication which references the Company on internet bulletin boards or other public forum’s e.g.
Twitter should not be made unless by an employee who is specifically authorised to post on the Company’s
behalf. Any beaches of this regulation may result in disciplinary action.

16. Cases of Grievance
Policy
The Company sets criteria for treatment of complaints or appeals, with the purpose of promoting harmonious
relations between the Company and its employees, and to minimize or dispel misunderstandings that may
affect the morale and spirit of employees.
1. Definition of Grievance
A grievance refers to matters that an employee is frustrated or anxious at.
2. Grievance Procedures
2.1 When an employee has a grievance, he/she should express the concerns with his/her immediate
supervisor first, If the employee is not willing or unable to discuss the concern with his/her immediate
supervisor, he/she may submit his grievance in writing to a higher level of business unit manager, or to
the HR, within 7 days after the occurrence of such concern.
2.2 The grievance letter shall have the following details.
2.2.1 Date
2.2.2 Name and department of the aggrieved person
2.2.3 The person to whom the grievance is directed
2.2.5 Detailed explanation of the grievance
2.2.6 Objectives making of the complaint
2.2.7 Signature of the aggrieved person
3. Investigation and Review
3.1 The person who accepts a grievance letter shall complete the investigation within 7 days.
3.2 An immediate solution shall be implemented thorough the chain of command and clarification shall be
made within 7 days from the date the investigation and consideration are completed. If no solution can
be found, it shall be reported to a higher superior and the grievant.
4. Settlement of Grievance
4.1 If the grievant is not satisfied with the solution, he should submit the grievance letter to the GDHR or SVP
Sales and Marketing within 5 days after the solution is reported.
4.2 The GDHR may further investigate the matter by calling concerned parties for explanation in order to
find a fair solution for mutual benefit among employees and the Company. Results of the appeal shall
be made within 5 days from the investigation under 3.2 and informed to the grievant.
4.3 The decision made on the grievance by the SVP Sales and Marketing, GDHR or their assignee shall be
final and all concerned parties shall comply with the decision.
5. Protection of Grievance and Concerned Parties
It is the policy of the Company to protect the aggrieved individuals and other employees who are involved
in giving facts in the grievance procedure, from any direct or indirect negative effect that may be caused
by making the complaint. The Company will treat information received in a confidential manner.

17. Termination of Employment
Termination of employment takes effect in the following cases:
1. Resignation
When an employee wants to resign from the Company, he/she must submit the resignation letter
(Appendix 19) to his/her supervisor in accordance with the notice period specified in the contract of
employment.
For each departing employee, an Exit Interview (Appendix 20) must be completed by the HR,
independent of their line manager.
2. Retirement
Retirement refers to the termination of employment when an employee reaches a full 60 years old. The
retirement will take effect on the first day of the following year and the retired employee will receive the
severance payment as specified by Labour Law.
3. Termination of Employment with Severance Pay

Employment of a permanent full-time employee will be terminated with severance pay in various
situations, for example:
 In the opinion of a physician, the employee is physically or mentally unfit for his present position and
no other suitable position is available, or the employee has an affliction that may be harmful to other
employees or to the Company’s properties.
 When the Company faces a decrease in business volume, overstaffing, or in a situations that the
Company finds it necessary to close down certain work units or certain positions and that no other
suitable position available.
 The employee’s performance does not meet the acceptable standards, and does not improve after the
supervisor has issued the warning
 The employee behaves inappropriately, is untrustworthy, or commits an offence that the Company
deem serious to justify the termination of employment. However, such offence is not serious enough
to justify the termination of employment without severance pay.
 Termination caused from reorganization, adoption of machinery or the change of machinery or
technology by the Company which causes a reduction of the number of employees.
 Termination caused from retirement as stated in item 2.
The Employment Termination Form (Appendix 27) will be used to record all cases of termination.
4. Termination of employment without severance pay

Employee of permanent full-time employment will be terminated without severance pay when the
employee commits serious offences.
5. Termination of employment with special severance pay

The employee will be entitled to special severance pay at the rate and conditions prescribed by Labour
Law for the following conditions:
 The Company plans to relocate the place of business to another place and informs the employee not
less than 30 days prior to the date of relocation but the employee refuses to go to work in the new
location, considering that it significantly affects to the normal living of his or her family, and decides
to terminate the contract of employment.
 The Company contemplates termination of employee as stated in 4.5 but do not notify the Employee
and the Labour Inspector in less than 60 days before the date of contemplated termination, then the
employee will be entitled to special severance payment.

18. Appendix: Supporting Forms
Appendix 01: Business Unit Codes within AVC
Appendix 02: Personnel Requisition Form
Appendix 03: Personnel Appointment Form
Appendix 04: Authorised Signatories of Employment Contracts
Appendix 05a: Welcome Covering Letter with Offer – Local Joiners
Appendix 05b: Welcome Covering Letter with Offer – Expatriate Joiners
Appendix 06a: Benefit Grid: field positions (Phuket, Samui, Bangkok)
Appendix 06b: Benefit Grid: field positions (Corporate)
Appendix 06c: Benefit Grid: Telesales (Hong Kong)
Appendix 07: AVC Application Form
Appendix 08: AVC New Joiner Document List
Appendix 9a: Annexe A: 2012 Sales Commissions & Earnings
Appendix 9b: Annexe A: 2012 Marketing Commissions & Earnings
Appendix 9c: Annexe A: AVC Telesales Executive (Hong Kong)
Appendix 9d: Annexe A: AVC Telesales Supervisor (Bangkok)
Appendix 10: AVC Payroll Timetable, 2012
Appendix 11: Business Code of Conduct and Anti-corruption
Appendix 12: Outpatient Benefit
Appendix 13: Items covered under Annual Physical Check-up
Appendix 14: Provident Fund Application Form
Appendix 15: Company Car
Appendix 16: Company Mobile Phone
Appendix 17: Travel Authorisation Form
Appendix 18: Associate F&B Discounts
Appendix 19a: AVC Resignation Form
Appendix 20a: AVC Exit Interview
Appendix 20b: Asset Checklist, Resignations
Appendix 21: Minor User ID Request Form
Appendix 22: Tricor payroll input form (Hong Kong)
Appendix 23: Reference Check

Appendix 24: Interview Form
Appendix 24b: Interview Conclusions Form
Appendix 25a: Regret letter – Keep on File
Appendix 25b: Regret letter – no interview
Appendix 25c: Regret after interview – Keep on File
Appendix 25d: Acknowledgement of application
Appendix 26: Leave Form
Appendix 27: Employment Termination Form (Thailand and Hong Kong versions)
Appendix 28: Probation Appraisal Form
Appendix 29: Sales Executive Performance Criteria
Appendix 30: Sales Executive Performance Counselling Form
Appendix 31: Sales Executive Final Contract Form
Appendix 32: Notice of Conduct Form
Appendix 33: AVC New Joiner Announcement Template
Appendix 34: Tricor Payment Instruction Template
Appendix 35: Processing Internal Transfers between Minor Hotel Group Companies

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Anantara Vacation Club Chiangmai Preview Centre

Human Resources Policies and Procedure

Proposed by: ……………………………………………………………….

Approved by: ……………………………………………………………….

1. Job Groups within Anantara Vacation Club .................................................................................................... 3

HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 2 of 41

CO Chief Officer  Responsible for overall results of a Group of Companies: Minor

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Employees are classified as follows;

1.2 Middle Management Level (or equivalent)

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HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 5 of 41

4.1 Departmental Manpower Plan

Reporting: Key HR Monthly Manpower Reports are as follows:

4.2 Organisation Charts

4.3 Job Descriptions

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4.4 Key Performance Indicators

HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 7 of 41

5.1 Approval to Recruit

5.2 Advertising Vacant Positions

HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 8 of 41

5.3 Interview and Selection Process

5.4 Employment Contracts and Welcome Letters

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Basic Qualifications of a New Hire

5.5 Probationary Period and Conditions

HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 10 of 41

5.7 Business Code of Conduct and Anti-corruption

5.8 Internal Transfers

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5.10 Company ID Cards

HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 12 of 41

6.1 Before Arrival: Securing the 90-day Non-Immigrant Type B Visa

Supporting documents for Non-Immigrant visa application at Royal Thai Embassy

HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 13 of 41

6.3 Dress Code for Embassy/Labour Office Visits

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Benefit Grids cover the following entitlements:

Type of Benefit Details

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8.1 Remuneration of Preview Centre Professionals

Annexure A details the following remuneration elements for Sales Professionals:

8.2 Remuneration of Marketing Professionals

8.3 Remuneration of Corporate Employees

Corporate positions are salaried.

HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 16 of 41

8.4 Payroll Calendar

Process for calculating Gross Pay: Preview Centre

Process for calculating Gross Pay: Marketing

8.5 Income Tax and Salary Reviews

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Types of Performance Appraisal

9.1 Probation Appraisal

9.2 Appraisal upon Transfer or Promotion

9.3 Monthly Performance Appraisal

9.4 Annual Performance Appraisal

Start of the Year

HR Manual for Anantara Vacation Club Chiangmai Preview Centre Page 18 of 41

Completion date is 31 July.

Year End Appraisal

Completion date is 31 January.

Forms Used in this Process