The Social Security Office explains its organizational reform direction under three main issues: structural reform, procurement and budget system adjustments, and investment approach reform to increase sustainable returns.
On 11 Feb 2026 GMT+7, reporters noted that the Social Security Office clarified its organizational reform direction amid widespread media and public interest, affirming its acceptance of all suggestions to move forward with improving operations and safeguarding the interests of over 24 million insured persons under the following key points.
Issue 1: Reforming the structure and management of the Social Security Office.
The Social Security Fund is the basic protection for insured persons that the state cannot deny responsibility for. At the same time, it is ready to adjust and enhance operational efficiency in both service delivery and investment to align with the changing social needs and context.
The Ministry of Labour, led by the Minister and Permanent Secretary, has urgently ordered the appointment of advisors and a working group to study the reform structure of the Social Security Office. This group includes representatives from the tripartite parties: employers, insured persons, and related government agencies such as the Ministry of Finance, the Council of State, and the Office of the Public Sector Development Commission (OPDC).
This working group has set a roadmap to study and improve the management structure to be on par with private organizations, aiming to create more agile, transparent, and accountable operations that can respond more quickly to the needs of insured persons.
Issue 2: Improving the procurement system and budget usage.
The administrative budget comes from annual contributions by insured persons, employers, and the government. Section 24 of the Social Security Act stipulates that the Social Security Office may use up to 10 percent of these annual contributions for administration. Historically, the Office has spent on average no more than 3 percent per year on administrative expenses.
Budget usage is subject to multiple levels of oversight, including the tripartite Social Security Committee comprising representatives of insured persons, employers, and the government, independent audits by agencies such as the Office of the Auditor General, and regular financial reporting. To ensure cost-effectiveness, transparency, and efficiency, the Social Security Office has reviewed expenses and budgets for various projects and the allocation plan for the 2027 budget to suit current contexts.
Issue 3: Reforming investment approaches to increase prudence and sustainable returns.
The Social Security Office has expedited revisions to investment regulations, particularly regarding off-market real estate investments, which have been approved by the Social Security Committee. Lessons learned from past investments and exchanges with professional experts have been used to refine stricter asset selection criteria. Additionally, the Committee approved a new investment strategy plan, adjusting the asset allocation from a 60:40 split between stable and risk assets to 50:50, and expanding foreign investments to raise the expected return from 5.2 percent to 5.9 percent per year. Although some investments may incur losses at times, the Office maintains close monitoring.
In 2025, the Social Security Fund achieved satisfactory returns, supported by an Investment Subcommittee and Risk Management Subcommittee comprising external experts, employer representatives, and insured persons to enhance transparency and confidence standards.
The Social Security Office confirms that organizational structure reform, procurement system improvements, and investment reforms will be conducted carefully, while welcoming input from all stakeholders.
The aim is to elevate management standards to be transparent, accountable, and responsive to the long-term needs of insured persons. The Office reaffirms that protecting the interests of over 24 million insured persons remains its highest priority.