The year drawing to a close for Aminess Hotels & Resorts brought new business records, as well as a confirmation of the policy according to which the company's success must also be reflected in the earnings of the people who create it. After introducing an enhanced seasonal bonus and confirming the increase in base salaries at the beginning of summer, they are marking the end of 2025 with the richest package of payments to date – with a Christmas bonus, a gift for children and a gift in kind, jubilee awards, special recognitions for the best, and a series of benefits that make a difference in the quality of the working environment throughout the year.

The most generous holiday package yet

Ahead of the holidays, the company confirmed the payment of a Christmas bonus of up to 600 euros per employee, along with an additional gift in kind amounting to 133 euros. A gift for children of 140 euros is also intended for employees' parents, and in addition, children up to the age of 15 participated in festive gatherings on the occasion of Saint Nicholas Day. The stated payments build upon earlier seasonal bonuses achieved during the key months of the tourist season, concluding 2025 for Aminess employees on a note of gratitude and recognition for the work done in the field.

The holiday payment is not just an occasional gesture, but part of a systematically defined reward model that also includes a fair distribution of payments, clear criteria, and transparent communication of conditions. At the level of the entire organization, goals are aligned with operational results by destination, which is why rewards are correlated with the achieved performance and the contribution of the individual and the team.

Seasonal bonus: up to 1,220 euros with an expanded coverage of months

Already in the middle of the year, Aminess announced that seasonal cash bonuses would run from June to October, with a total maximum amount of up to 1,220 euros for a full fund of hours. This recognizes the actual rhythm of work in tourism – the season closes later and later, and October has become an important month for many facilities to achieve goals. The amount of the bonus depends on the number of hours worked per month and the achievement of planned results, with additional value placed on engagement during the peak season. In practice, this means that employees who worked a full fund of hours during the peak season could count on the full amount of the bonus, while the contribution of those who worked on a project basis or for a shorter period during the summer was also valued proportionally.

In the segment of motivational recognitions throughout the year, the company implements the "department employee" and "employee of the month" systems, while "employees of the year" are also selected annually. This approach combines monetary rewards with public recognition, with an emphasis on examples of excellence, mentoring work, and team collaboration, and not just on individual figures.

Jubilee awards and the festive Ami Gala

Ami Gala holds a special place in the calendar – a festive evening dedicated to outstanding individuals and teams. On this occasion, jubilee awards are presented for long service, ranging from 300 euros for 10 years of service up to 720 euros for over 40 years of loyalty to the company. The highlight of the event is the announcement of the four "Employees of the Year," each of whom wins a monetary prize of 1,500 euros. In addition to the recognitions, this evening is important because it serves as a gathering point for all destinations within the portfolio, a place for exchanging experiences, and a symbolic thank you to the people who have raised the standards one step further.

Beyond the ceremony, jubilee awards also have a practical dimension: over the years, they continuously motivate retention and development within the system, showing that loyalty and knowledge have a real material value. In combination with opportunities for advancement and professional training, they represent a stable framework for a long-term career in tourism.

Material rights throughout the year

In addition to seasonal and holiday payments, employees are provided with basic and visible working standards: two hot meals a day, secured and significantly raised accommodation standards for seasonal workers, more favorable banking conditions, as well as allowances that amortize specific costs of working in tourism (transport, distance allowances, assistance in specific life situations). The new, modern hotel for employees in Novigrad ("New Town") is particularly noteworthy, which has practically raised the quality of accommodation to a level previously reserved for the best hotel brands.

Aminess systematically improves family policies: in addition to the gift for children, there is additional support upon the birth of a child, as well as appropriate benefits for parents during important periods of the school year. Such a combination of material and non-material benefits shows the ambition that the fight for personnel relies not only on amounts but also on a work culture that understands the needs of people from different life phases.

Tax framework: occasional awards and gifts in 2025

The payments of the Christmas bonus, Easter bonus and annual leave allowance, gifts in kind and gifts for children are harmonized with the valid tax rules for 2025. In this way, the space for non-taxable receipts is maximized – for example, a gift to a child up to 140 euros annually, a gift in kind up to 132.72/133 euros, while occasional awards (such as the Christmas bonus) are non-taxable in a sum up to 700 euros annually. In practice, this allows employees a significantly higher "net" effect of the awards, i.e., greater benefit in their account, and the employer more efficient planning of labor costs.

It is important to emphasize that the amounts and dynamics of payments are defined collectively, with criteria communicated in advance. Such rules ensure predictability, especially for seasonal workers who plan their own expenditures according to the rhythm of the tourist season. In addition, the company has increased base salaries by 10 percent through negotiations with social partners, which further solidified the trend of total income growth in 2025.

Record focus on development and education

The possibility of faster advancement for employees is one of the topics that gained new momentum in 2025. In practice, this means more specialized workshops, mentoring work of experienced managers with young colleagues, and clear competency matrices by job position. Entering the job is accompanied by organized initial education (onboarding), followed by cycles of improvement during the season. This creates a standard that has also been recognized by the profession: several dozen certification and internal trainings were held focusing on service quality, food and beverage safety, technical maintenance, and digital tools in operations.

For employees, this means a concrete benefit – more knowledge and greater capacity to take on more responsible roles, which in turn opens the way to higher salaries and incomes. For the employer, investing in knowledge reduces fluctuation and strengthens the organizational culture, especially in multi-destination systems where process standardization is crucial. This is precisely why education is not a seasonal decoration, but the foundation of long-term growth.

Portfolio expansion and search for reinforcements for the 2026 season

Aminess enters the final phase of 2025 with a clear plan to open hundreds of seasonal and permanent jobs for the next year. Open positions are distributed across a whole range of destinations from Istria and Kvarner to Dalmatia and the islands – including Novigrad, Njivice and Crikvenica, Novi Vinodolski and Opatija, but also locations in Dalmatia such as Pag, Makarska, Hvar, Brač, Korčula and Orebić. This involves about ten leading Adriatic destinations and a total of thirty facilities, which provides space for internal advancement and vertical shifts between hotels and camps.

In recruitment, the emphasis is placed on chefs and confectioners, catering staff, reception, housekeeping, and technical services, but a number of positions are also open in corporate functions. Candidates coming from other parts of the country or region are provided with accommodation and hot meals, so employment is realistically feasible even without relocating the entire family. In practice, a large part of seasonal workers return year after year – which is further proof that the reward system and internal development create loyalty, even in labor market conditions where the demand for quality staff is significantly greater than the supply.

Accommodation standards and working conditions: "New Town" and logistical support

Investments in logistical support for employees – from nutrition and transport to accommodation – are particularly worth highlighting. The modern "New Town" facility, intended for seasonal workers, was built in Novigrad, with comfortable rooms and common areas. Such infrastructure directly raises the quality of life during the season, facilitates the arrival of people from more distant places, and reduces the stress of relocation during the peak summer. In practice, this means that seasonal work is transformed into an experience with clear standards, and not improvisation dependent on individual destinations.

In addition to accommodation, the transport policy has also been significantly expanded – kilometer thresholds have been increased and access to allowances has been made easier, which is best seen in destinations with greater daily migrations. Additionally, the company provides solidarity assistance in extraordinary circumstances, and female employees are provided with a paid day off on March 8, a gesture that has become a recognizable part of the corporate culture in recent years.

Personnel strategy also confirmed by the market

In tourism, results are measured by guest ratings, repeat visits, and financial indicators, but the quality of the employer is an increasingly important factor in long-term sustainability. In recent seasons, Aminess has stepped up to the group of the most desirable employers in tourism, and the reason is a combination of more generous earnings, a clear reward structure, and investment in development. The continuous increase in salaries and supplements – from Christmas bonuses and gifts to seasonal bonuses and jubilee awards – has created a framework in which both young and experienced workers see perspective.

That is why the company records a high rate of returning employees from previous years. In the context of the Croatian labor market, where competition for labor is becoming increasingly intense, this is one of the most valuable confirmations that the established model is meaningful and sustainable. It is important to emphasize that the focus is not only on earnings – behaviors that make a difference for the guest are also rewarded: teamwork, mentoring new members, attention to detail, and readiness for additional effort during demanding days of the peak season.

What "an average of several thousand euros in additional annual income" means

When all types of supplements outside of regular salary are added up – seasonal bonuses, occasional awards ahead of holidays, gifts in kind, gifts for children, jubilee awards, and recognitions for the best – employees realistically achieve additional income worth several thousand euros throughout the year. The range depends on the status (permanent, permanent seasonal, seasonal), the number of hours worked, the destination, and performance, but the approach is the same: the greater the contribution and the longer the continuity of work, the more generous the annual sum of supplements. In practice, this means that tourism, with such a policy, is once again more interesting than numerous alternative seasonal jobs – especially for those seeking security and clear working conditions.

For workers who do not use employer-provided accommodation, additional allowances are provided as compensation for housing costs, and attention is also paid to travel costs and the alignment of policies with real-life situations (e.g., separation from family during the peak summer). All this together forms a package that is not exhausted in a single payment but lasts the whole year.

The voice of human resources

As the human resources management team points out, employees are the "heart of the business" and the key to success in the experience industry. The focus is on a stimulating working environment, clear valorization of results, and career development. In practice, this implies that the planning of benefits is done in advance – so that employees know what awaits them in June, August, or December – and that the criteria for awards are accessible and understandable to everyone. Such an approach reduces uncertainty and helps newcomers integrate faster, while giving experienced workers a clear map towards more responsible positions.

Where to apply and what to expect in the selection process

All information about open positions is published on the official career pages, and the application is digital and simplified. Candidates who meet the basic requirements undergo a structured selection procedure, where motivation to work during the high season, readiness for teamwork and learning, and professional conduct in contact with guests are valued. Knowledge of foreign languages and previous experience is a special advantage, but the education system is designed to provide even beginners with a clear path to mastering the job. In destinations with larger capacities, "open day" presentations are also organized, where candidates can meet managers and go through short task simulations.

Destinations and career paths

Positions are distributed throughout the Adriatic: from Istria and Kvarner to Dalmatia and the islands. The portfolio includes hotels, camps, apartments, and villas in Novigrad, Njivice on Krk, Crikvenica, Novi Vinodolski, and Opatija, and in the south in Pag, Makarska, on Hvar, Brač, and Korčula, and in Orebić on Pelješac. Working in such a system means the possibility of horizontal shifts between destinations and departments (e.g., from the kitchen to food & beverage management, from reception to sales), as well as vertical advancement towards managerial positions.

For many, the added value of working in a larger company is mobility – the possibility to work one season on an island and the next in a smaller Adriatic town, depending on personal preferences. In the background, the same level of standards is always maintained, which is why – regardless of the location – one can count on equal foundations regarding work and rewards.

Why this model is important for Croatian tourism

The seasonality of Croatian tourism and competition from employers in other industries put great pressure on the personnel policy of hospitality companies. The model applied by Aminess shows how stability and worker satisfaction can be achieved through a combination of growing wages, clear and fair supplements, investment in accommodation, and education. At the macro level, this means better service for guests, more repeat visits, and long-term healthier business operations. At the employee level, it means a predictable schedule and motivation, which is the foundation for the "tough" season to pass with a smile – and to look with pride at the effort invested already on December 10, 2025.