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Our People

The Bank has policies and Human Resources and Remuneration Committee with duties to review and propose strategic directions on areas related to human resource management namely employee recruitment, remuneration and benefits, regulatory requirements on employment and labor relations as well human rights.  Human resource management is a crucial part for the Bank’s continuity and growth. Therefore, the Bank intends to position the Bank to be the workplace where our employees can “Make REAL Change”.


Human Capital Development

The Bank has a strategic training roadmap that is designed to strengthen leadership competency for all employees that empower them to fully perform in line with the Bank’s business goals. Training content is carefully tailored to fit each talent group and match with their needs for their jobs and future roles


HR Roadmap and Strategy

At the Bank, we are committed to Make REAL Change in the Thai banking sector. By empowering our employees to always challenge and improve upon the status quo in everything we do, the Bank is in turn able to deliver value to all our stakeholders: our customers, our shareholders, our community and, of course, our employees themselves.

  • Our employees have clear career development plan based on individual potentials and required competencies
  • Best Development – We are a learning organization with structured development program
  • Performance Recognition – We offer a competitive performance-based pay scheme & recognition
  • Culture – We empower our employee to Make REAL Change


Employee Learning and Development Program

 

 

In 2018 and to be continued in 2019-2020, there are some key changes in Learning & Development concept, which will strengthen the development impacts and encourage employees to have self-learning. Those areas that the Bank will focus more are:

  1. Applying 4 level of Kirk-Patrick Model for the Functional Development Programs to ensure that the expected business results and behaviors are clearly defined prior to the design of any development programs;
  2. Involving more from Senior Management and People Manager in co-designing the development programs with HR, in order to build accountability and create the sense of ownership in developing their people;
  3. Providing Blended Learning Journey with the digital technology that can combine various development solutions (classroom training + virtual classroom + community of practices + knowledge sharing) into one learning platform, where employees can learn anywhere, anytime and any device;
  4. Strengthening the development contents by creating more Integrated/ Intervention Program with clear objectives, instead of having the variety of Fragmented programs; and
  5. Shifting the e-learning contents from Long-form learning to be more Bite-sized/ Micro learning which is flexible, self-pace, and structured for easy consumption with clear single objective.


Core Competency Training Roadmap

Training roadmap for the Bank’s staffs has been designed to strengthen Core and Leadership Competency for our people. We customized training contents and topics to fit staff and executive at all levels through analyzing key behaviors and skills required for the Bank’s employees at different proficiency levels.

The significant factors such as expected behaviors, required skills, and proficiency levels, are used to analyze and develop content of the curriculum, through various methods, for example, learning from direct experience, learning from each other, classroom training, E-Learning, and community of practice. The Bank has also set a training path for employees throughout the organization in order to create a sustainable learning environment as well as encouraging our employees to develop the required competencies to meet standard criteria.


Leadership Development Program

The Bank focuses on the development of the leaders at all levels. Therefore, the program has been designed to align with the expected roles and responsibilities to be able to handle all the challenges. The program offers the curriculum to build the right mindset, skill set and tool set.  “First Line Manager” and “Manager of Manager” programs are designed based on the role of People Managers, which need to understand their responsibilities and practically apply on daily basis.  They will learn either mindset, skillset, or toolset that enhance them to become a better manager.   For the senior leaders and top management, the program focuses on widening the business perspectives and understanding key business challenges to prepare for rapid change in the industry.  The program “Food For Thought” was developed to provide the learning opportunity to exchange views and share knowledge and expertise.  This also includes the inspirational session and workshop run by many well-known professionals and experts.


Learning Platform

In December 2018, the Bank has lunched the new learning platform replacing the previous one with the aim to enhance the learning effectiveness. With the new learning platform, employees can learn and interact with the training programs through any mobile devices. The community of discussion and knowledge sharing space can be created with easily accessible. It fully supported the concept of learning at anywhere, anytime and any device. Not only the new learning platform, but the e-learning contents also be provided with more than 400 subjects to the employees, so they can choose the program that matches with their needs.


Functional Expertise Enhancement

In order to align with the bank strategy on maximizing the Bank’s resources for cost and quality control efficiently, the Bank has applied Six Sigma and Lean concept to improve working process within the organization. The training program itself is provided to all level of our employees to create awareness and understanding.


Process Improvement for operational excellence

In order to align with the bank strategy on maximizing the Bank’s resources for cost and quality control efficiently, the Bank has applied Six Sigma and Lean concept to improve working process within the organization. The training program itself is provided to all level of our employees to create awareness and understanding.


Operational Risk Management and Security Awareness

With the concern on the impact to the customers and the Bank’s reputation, risk management and security awareness are one of the aspects that the Bank has seriously focused. We have then provided various risk and security related training programs i.e. Corporate Operational Risk Management, Anti Money-Laundering, Promoting risk Awareness 2018, Cyber Threats etc. to our people through the Bank E-Learning system which our employees in all over the country can easily get access to study at any their convenience time.


ttb Hackathon

In 2018, we introduced a “Hackathon”, which is a common method of work among technology startups. The aim is to encourage a key focus on cross-functional collaborations where our employees can be innovative and create new products and services that address the needs of our customers. That was the starting point of our competition of nine teams, gathering members from eight different value-chains in the Bank. Each of the teams brainstormed for new initiatives to find right answers to customers’ needs, and most importantly, to keep up with today’s fast-paced changes in lifestyles and market demands.


Employee Engagement

The Bank recognizes the importance of employee engagement as the main indicator in building a strong workplace. Therefore, many programs have been introduced to increase employee engagement such as WorkHeart program that promotes open-communication where employees’ opinions are heard and considered into improving their well-being and the Bank. Besides that, ttb has established additional channels such as HR Minisite, HR on Call and Yammer to communicate with employees and encourage them to involve in the Bank’s activities.

The Bank conducts employee engagement survey annually to measure the effectiveness of the Bank’s initiatives and to measure three elements among employee namely - loyalty, contribution and advocacy. These are the fundamental drivers of high-performance organization.


Employee Relations

The Bank recognizes that our employees are the drivers of our business; hence, we respect labor rights of our employees. At the Bank, Welfare Committee is established to ensure fair treatment and to protect the benefits of the employees, with a biannually meeting at a minimum. The employee representatives meet with HR function every 6 months to discuss issues regarding employees’ rights, benefits, and concerns. After the discussions, HR reports the key summary to the management committee for further decisions and actions. Moreover, the Bank has four employee unions: Thai Military Workers Union, Thai Military Employees Labor Union, Thai Military Bank Labor Union, and TMB Thanachart Labor Union , accounting for 20% of total employees.


Health, Safety, and Well-being

The Workplace Safety and Physical Security Policy provides approach to managing occupational health, workplace environmental safety, and physical security. Workplace Safety and Physical Security Policy is approved by Risk Oversight Committee (ROC) at the board level. The Occupational Safety, Health and Environment (OSHE) Committee is chaired by CEO and members of the Committee include representatives from the management and operational level as well as Safety Officer as a secretary of the Committee. The OSHE Committee holds monthly meeting to discuss issues, monitor performance, assess effectiveness of actions and plans implemented e.g., evaluating progress of reducing/preventing health issues/risks against targets. The OSHE Committee will ensure the adequate implementation of the requirements indicated in this policy as well as develop plans, taking into account this policy, on health and safety to prevent and reduce accidents, dangers, sickness, or annoyance resulting from Bank’s work and non-work related activities. Other parties involve in the management and execution at the operational level include Corporate Property and Services, Business Continuity Management, Department Heads in business units and support units (e.g., HR, etc.), managers of branches and other sales offices.

The OSHE Committee ensures the adequate implementation of all OSHE requirements indicated in the policy and in the Ministerial Regulation on the Prescribing of Standard for Administration and Management of Occupational Safety, Health and Environment 2006. On an annual basis, OHS risk and hazard assessments are part of the annual operational risk assessment to identify business continuity plan (BCP) at the bank-wide level. Prioritization and integration of action plans with quantified targets to manage those risks where targets are linked to variable compensation for relevant employee and top management (such as Safety Officer, HR Manager, and Head of Corporate Property and Services) who are accountable and oversee the implementation of OHS.

The Bank performs annual physical security assessment to ensure the adequate implementation and compliance with this policy including reporting and tracking status of non-compliance issues resolution in GRC. Health and safety risks are analyzed and identified to mitigate the impacts. Safety action plans and targets are in place to effectively manage health and safety issues; also, internal and external safety inspections are conducted regularly. The progress and update of health and safety matters are regularly communicated to the executive management, especially during the world pandemic, Covid-19.

All job activities are analyzed for any exposures to health and safety hazards where 3 job activities are currently at high risk including call center with exposure to noise and storage room and printing with exposure to hydrocarbon and volatile organic compounds. While appropriate control measures are put in place to control risks in these areas, should employees be found to have levels of these substances that are higher than the legal standards, the employee will receive appropriate treatment. The Bank will also investigate the causes of exposure and conduct regular testing on the affected employees until their health returns to normal.

The Bank takes care of our employees’ health and well-being in order to maintain a healthy and mindful workforce that helps advance the business. Safety measures are in place to ensure a safe environment for employees, customers and visitors. To build employee awareness, foster health and a culture of well-being, the Bank offers employees with benefits and conducts initiatives as follows:

  • Full paid maternity leave of 98 days and full paid paternity leave of 5 days
  • Health check-up programs based on risk exposures such as audiogram test for call center staffs, spirometry and volatile organic compounds tests for staff who work in storage room and printing who are exposed to health hazards.
  • Key indicators monitoring including indoor temperature, humidity, illumination, noise, particulate matter, chemical and bacteria in air, bacteria at the canteen, drinking water quality, hydrocarbon and volatile organic compounds in area at risk.
  • In-house medical clinic at the Headquarter
  • Fitness center
  • A lactation room for mothers to use for pumping breast milk
  • Safety day and campaigns
  • Internal communication about health issues e.g. ergonomics, health and nutrition, etc.
  • Flexibility of working hours and arrangement

Workplace Safety and Physical Security Policy


Diversity in Workplace

Our commitment towards diverse and inclusive workforce aims to create a level playing field where all employees, both male and female, have an equal employment opportunity. Our target is to build at least 40% of female workforce in management positions. Above all, we are committed to not tolerate any kind of job discrimination against age, gender, sexual orientation, Race or ethnicity, nationality, country of origin or cultural background, religions, beliefs, cultures, and socio-economic background in workplace.

Diversity and Inclusion Statement

 

Positions 2018 2019 2020 2021
Female Male Female Male Female Male Female Male
Board of Directors 8% 92% 0% 100% 7% 93% 14% 86%
Management 58% 42% 60% 40% 59% 41% 56% 46%
Top management 29% 71% 33% 67% 36% 64% 42% 58%
Middle management 32% 68% 35% 65% 32% 68% 34% 66%
Junior management 60% 40% 62% 38% 61% 39% 57% 43%
Management 71% 29% 71% 29% 71% 29% 71% 29%

In addition, the Bank has hired employees with disabilities. As of 2021, there was 1 disabled employee.

 

Our People

The Bank has policies and Human Resources and Remuneration Committee with duties to review and propose strategic directions on areas related to human resource management namely employee recruitment, remuneration and benefits, regulatory requirements on employment and labor relations as well human rights.  Human resource management is a crucial part for the Bank’s continuity and growth. Therefore, the Bank intends to position the Bank to be the workplace where our employees can “Make REAL Change”.


Human Capital Development

The Bank has a strategic training roadmap that is designed to strengthen leadership competency for all employees that empower them to fully perform in line with the Bank’s business goals. Training content is carefully tailored to fit each talent group and match with their needs for their jobs and future roles


HR Roadmap and Strategy

At the Bank, we are committed to Make REAL Change in the Thai banking sector. By empowering our employees to always challenge and improve upon the status quo in everything we do, the Bank is in turn able to deliver value to all our stakeholders: our customers, our shareholders, our community and, of course, our employees themselves.

  • Our employees have clear career development plan based on individual potentials and required competencies
  • Best Development – We are a learning organization with structured development program
  • Performance Recognition – We offer a competitive performance-based pay scheme & recognition
  • Culture – We empower our employee to Make REAL Change


Employee Learning and Development Program

 

 

In 2018 and to be continued in 2019-2020, there are some key changes in Learning & Development concept, which will strengthen the development impacts and encourage employees to have self-learning. Those areas that the Bank will focus more are:

  1. Applying 4 level of Kirk-Patrick Model for the Functional Development Programs to ensure that the expected business results and behaviors are clearly defined prior to the design of any development programs;
  2. Involving more from Senior Management and People Manager in co-designing the development programs with HR, in order to build accountability and create the sense of ownership in developing their people;
  3. Providing Blended Learning Journey with the digital technology that can combine various development solutions (classroom training + virtual classroom + community of practices + knowledge sharing) into one learning platform, where employees can learn anywhere, anytime and any device;
  4. Strengthening the development contents by creating more Integrated/ Intervention Program with clear objectives, instead of having the variety of Fragmented programs; and
  5. Shifting the e-learning contents from Long-form learning to be more Bite-sized/ Micro learning which is flexible, self-pace, and structured for easy consumption with clear single objective.


Core Competency Training Roadmap

Training roadmap for the Bank’s staffs has been designed to strengthen Core and Leadership Competency for our people. We customized training contents and topics to fit staff and executive at all levels through analyzing key behaviors and skills required for the Bank’s employees at different proficiency levels.

The significant factors such as expected behaviors, required skills, and proficiency levels, are used to analyze and develop content of the curriculum, through various methods, for example, learning from direct experience, learning from each other, classroom training, E-Learning, and community of practice. The Bank has also set a training path for employees throughout the organization in order to create a sustainable learning environment as well as encouraging our employees to develop the required competencies to meet standard criteria.


Leadership Development Program

The Bank focuses on the development of the leaders at all levels. Therefore, the program has been designed to align with the expected roles and responsibilities to be able to handle all the challenges. The program offers the curriculum to build the right mindset, skill set and tool set.  “First Line Manager” and “Manager of Manager” programs are designed based on the role of People Managers, which need to understand their responsibilities and practically apply on daily basis.  They will learn either mindset, skillset, or toolset that enhance them to become a better manager.   For the senior leaders and top management, the program focuses on widening the business perspectives and understanding key business challenges to prepare for rapid change in the industry.  The program “Food For Thought” was developed to provide the learning opportunity to exchange views and share knowledge and expertise.  This also includes the inspirational session and workshop run by many well-known professionals and experts.


Learning Platform

In December 2018, the Bank has lunched the new learning platform replacing the previous one with the aim to enhance the learning effectiveness. With the new learning platform, employees can learn and interact with the training programs through any mobile devices. The community of discussion and knowledge sharing space can be created with easily accessible. It fully supported the concept of learning at anywhere, anytime and any device. Not only the new learning platform, but the e-learning contents also be provided with more than 400 subjects to the employees, so they can choose the program that matches with their needs.


Functional Expertise Enhancement

In order to align with the bank strategy on maximizing the Bank’s resources for cost and quality control efficiently, the Bank has applied Six Sigma and Lean concept to improve working process within the organization. The training program itself is provided to all level of our employees to create awareness and understanding.


Process Improvement for operational excellence

In order to align with the bank strategy on maximizing the Bank’s resources for cost and quality control efficiently, the Bank has applied Six Sigma and Lean concept to improve working process within the organization. The training program itself is provided to all level of our employees to create awareness and understanding.


Operational Risk Management and Security Awareness

With the concern on the impact to the customers and the Bank’s reputation, risk management and security awareness are one of the aspects that the Bank has seriously focused. We have then provided various risk and security related training programs i.e. Corporate Operational Risk Management, Anti Money-Laundering, Promoting risk Awareness 2018, Cyber Threats etc. to our people through the Bank E-Learning system which our employees in all over the country can easily get access to study at any their convenience time.


ttb Hackathon

In 2018, we introduced a “Hackathon”, which is a common method of work among technology startups. The aim is to encourage a key focus on cross-functional collaborations where our employees can be innovative and create new products and services that address the needs of our customers. That was the starting point of our competition of nine teams, gathering members from eight different value-chains in the Bank. Each of the teams brainstormed for new initiatives to find right answers to customers’ needs, and most importantly, to keep up with today’s fast-paced changes in lifestyles and market demands.


Employee Engagement

The Bank recognizes the importance of employee engagement as the main indicator in building a strong workplace. Therefore, many programs have been introduced to increase employee engagement such as WorkHeart program that promotes open-communication where employees’ opinions are heard and considered into improving their well-being and the Bank. Besides that, ttb has established additional channels such as HR Minisite, HR on Call and Yammer to communicate with employees and encourage them to involve in the Bank’s activities.

The Bank conducts employee engagement survey annually to measure the effectiveness of the Bank’s initiatives and to measure three elements among employee namely - loyalty, contribution and advocacy. These are the fundamental drivers of high-performance organization.


Employee Relations

The Bank recognizes that our employees are the drivers of our business; hence, we respect labor rights of our employees. At the Bank, Welfare Committee is established to ensure fair treatment and to protect the benefits of the employees, with a biannually meeting at a minimum. The employee representatives meet with HR function every 6 months to discuss issues regarding employees’ rights, benefits, and concerns. After the discussions, HR reports the key summary to the management committee for further decisions and actions. Moreover, the Bank has four employee unions: Thai Military Workers Union, Thai Military Employees Labor Union, Thai Military Bank Labor Union, and TMB Thanachart Labor Union , accounting for 20% of total employees.


Health, Safety, and Well-being

The Workplace Safety and Physical Security Policy provides approach to managing occupational health, workplace environmental safety, and physical security. Workplace Safety and Physical Security Policy is approved by Risk Oversight Committee (ROC) at the board level. The Occupational Safety, Health and Environment (OSHE) Committee is chaired by CEO and members of the Committee include representatives from the management and operational level as well as Safety Officer as a secretary of the Committee. The OSHE Committee holds monthly meeting to discuss issues, monitor performance, assess effectiveness of actions and plans implemented e.g., evaluating progress of reducing/preventing health issues/risks against targets. The OSHE Committee will ensure the adequate implementation of the requirements indicated in this policy as well as develop plans, taking into account this policy, on health and safety to prevent and reduce accidents, dangers, sickness, or annoyance resulting from Bank’s work and non-work related activities. Other parties involve in the management and execution at the operational level include Corporate Property and Services, Business Continuity Management, Department Heads in business units and support units (e.g., HR, etc.), managers of branches and other sales offices.

The OSHE Committee ensures the adequate implementation of all OSHE requirements indicated in the policy and in the Ministerial Regulation on the Prescribing of Standard for Administration and Management of Occupational Safety, Health and Environment 2006. On an annual basis, OHS risk and hazard assessments are part of the annual operational risk assessment to identify business continuity plan (BCP) at the bank-wide level. Prioritization and integration of action plans with quantified targets to manage those risks where targets are linked to variable compensation for relevant employee and top management (such as Safety Officer, HR Manager, and Head of Corporate Property and Services) who are accountable and oversee the implementation of OHS.

The Bank performs annual physical security assessment to ensure the adequate implementation and compliance with this policy including reporting and tracking status of non-compliance issues resolution in GRC. Health and safety risks are analyzed and identified to mitigate the impacts. Safety action plans and targets are in place to effectively manage health and safety issues; also, internal and external safety inspections are conducted regularly. The progress and update of health and safety matters are regularly communicated to the executive management, especially during the world pandemic, Covid-19.

All job activities are analyzed for any exposures to health and safety hazards where 3 job activities are currently at high risk including call center with exposure to noise and storage room and printing with exposure to hydrocarbon and volatile organic compounds. While appropriate control measures are put in place to control risks in these areas, should employees be found to have levels of these substances that are higher than the legal standards, the employee will receive appropriate treatment. The Bank will also investigate the causes of exposure and conduct regular testing on the affected employees until their health returns to normal.

The Bank takes care of our employees’ health and well-being in order to maintain a healthy and mindful workforce that helps advance the business. Safety measures are in place to ensure a safe environment for employees, customers and visitors. To build employee awareness, foster health and a culture of well-being, the Bank offers employees with benefits and conducts initiatives as follows:

  • Full paid maternity leave of 98 days and full paid paternity leave of 5 days
  • Health check-up programs based on risk exposures such as audiogram test for call center staffs, spirometry and volatile organic compounds tests for staff who work in storage room and printing who are exposed to health hazards.
  • Key indicators monitoring including indoor temperature, humidity, illumination, noise, particulate matter, chemical and bacteria in air, bacteria at the canteen, drinking water quality, hydrocarbon and volatile organic compounds in area at risk.
  • In-house medical clinic at the Headquarter
  • Fitness center
  • A lactation room for mothers to use for pumping breast milk
  • Safety day and campaigns
  • Internal communication about health issues e.g. ergonomics, health and nutrition, etc.
  • Flexibility of working hours and arrangement

Workplace Safety and Physical Security Policy


Diversity in Workplace

Our commitment towards diverse and inclusive workforce aims to create a level playing field where all employees, both male and female, have an equal employment opportunity. Our target is to build at least 40% of female workforce in management positions. Above all, we are committed to not tolerate any kind of job discrimination against age, gender, sexual orientation, Race or ethnicity, nationality, country of origin or cultural background, religions, beliefs, cultures, and socio-economic background in workplace.

Diversity and Inclusion Statement

 

Positions 2018 2019 2020 2021
Female Male Female Male Female Male Female Male
Board of Directors 8% 92% 0% 100% 7% 93% 14% 86%
Management 58% 42% 60% 40% 59% 41% 56% 46%
Top management 29% 71% 33% 67% 36% 64% 42% 58%
Middle management 32% 68% 35% 65% 32% 68% 34% 66%
Junior management 60% 40% 62% 38% 61% 39% 57% 43%
Management 71% 29% 71% 29% 71% 29% 71% 29%

In addition, the Bank has hired employees with disabilities. As of 2021, there was 1 disabled employee.

 

Our People

The Bank has policies and Human Resources and Remuneration Committee with duties to review and propose strategic directions on areas related to human resource management namely employee recruitment, remuneration and benefits, regulatory requirements on employment and labor relations as well human rights.  Human resource management is a crucial part for the Bank’s continuity and growth. Therefore, the Bank intends to position the Bank to be the workplace where our employees can “Make REAL Change”.


Human Capital Development

The Bank has a strategic training roadmap that is designed to strengthen leadership competency for all employees that empower them to fully perform in line with the Bank’s business goals. Training content is carefully tailored to fit each talent group and match with their needs for their jobs and future roles


HR Roadmap and Strategy

At the Bank, we are committed to Make REAL Change in the Thai banking sector. By empowering our employees to always challenge and improve upon the status quo in everything we do, the Bank is in turn able to deliver value to all our stakeholders: our customers, our shareholders, our community and, of course, our employees themselves.

  • Our employees have clear career development plan based on individual potentials and required competencies
  • Best Development – We are a learning organization with structured development program
  • Performance Recognition – We offer a competitive performance-based pay scheme & recognition
  • Culture – We empower our employee to Make REAL Change


Employee Learning and Development Program

 

 

In 2018 and to be continued in 2019-2020, there are some key changes in Learning & Development concept, which will strengthen the development impacts and encourage employees to have self-learning. Those areas that the Bank will focus more are:

  1. Applying 4 level of Kirk-Patrick Model for the Functional Development Programs to ensure that the expected business results and behaviors are clearly defined prior to the design of any development programs;
  2. Involving more from Senior Management and People Manager in co-designing the development programs with HR, in order to build accountability and create the sense of ownership in developing their people;
  3. Providing Blended Learning Journey with the digital technology that can combine various development solutions (classroom training + virtual classroom + community of practices + knowledge sharing) into one learning platform, where employees can learn anywhere, anytime and any device;
  4. Strengthening the development contents by creating more Integrated/ Intervention Program with clear objectives, instead of having the variety of Fragmented programs; and
  5. Shifting the e-learning contents from Long-form learning to be more Bite-sized/ Micro learning which is flexible, self-pace, and structured for easy consumption with clear single objective.


Core Competency Training Roadmap

Training roadmap for the Bank’s staffs has been designed to strengthen Core and Leadership Competency for our people. We customized training contents and topics to fit staff and executive at all levels through analyzing key behaviors and skills required for the Bank’s employees at different proficiency levels.

The significant factors such as expected behaviors, required skills, and proficiency levels, are used to analyze and develop content of the curriculum, through various methods, for example, learning from direct experience, learning from each other, classroom training, E-Learning, and community of practice. The Bank has also set a training path for employees throughout the organization in order to create a sustainable learning environment as well as encouraging our employees to develop the required competencies to meet standard criteria.


Leadership Development Program

The Bank focuses on the development of the leaders at all levels. Therefore, the program has been designed to align with the expected roles and responsibilities to be able to handle all the challenges. The program offers the curriculum to build the right mindset, skill set and tool set.  “First Line Manager” and “Manager of Manager” programs are designed based on the role of People Managers, which need to understand their responsibilities and practically apply on daily basis.  They will learn either mindset, skillset, or toolset that enhance them to become a better manager.   For the senior leaders and top management, the program focuses on widening the business perspectives and understanding key business challenges to prepare for rapid change in the industry.  The program “Food For Thought” was developed to provide the learning opportunity to exchange views and share knowledge and expertise.  This also includes the inspirational session and workshop run by many well-known professionals and experts.


Learning Platform

In December 2018, the Bank has lunched the new learning platform replacing the previous one with the aim to enhance the learning effectiveness. With the new learning platform, employees can learn and interact with the training programs through any mobile devices. The community of discussion and knowledge sharing space can be created with easily accessible. It fully supported the concept of learning at anywhere, anytime and any device. Not only the new learning platform, but the e-learning contents also be provided with more than 400 subjects to the employees, so they can choose the program that matches with their needs.


Functional Expertise Enhancement

In order to align with the bank strategy on maximizing the Bank’s resources for cost and quality control efficiently, the Bank has applied Six Sigma and Lean concept to improve working process within the organization. The training program itself is provided to all level of our employees to create awareness and understanding.


Process Improvement for operational excellence

In order to align with the bank strategy on maximizing the Bank’s resources for cost and quality control efficiently, the Bank has applied Six Sigma and Lean concept to improve working process within the organization. The training program itself is provided to all level of our employees to create awareness and understanding.


Operational Risk Management and Security Awareness

With the concern on the impact to the customers and the Bank’s reputation, risk management and security awareness are one of the aspects that the Bank has seriously focused. We have then provided various risk and security related training programs i.e. Corporate Operational Risk Management, Anti Money-Laundering, Promoting risk Awareness 2018, Cyber Threats etc. to our people through the Bank E-Learning system which our employees in all over the country can easily get access to study at any their convenience time.


ttb Hackathon

In 2018, we introduced a “Hackathon”, which is a common method of work among technology startups. The aim is to encourage a key focus on cross-functional collaborations where our employees can be innovative and create new products and services that address the needs of our customers. That was the starting point of our competition of nine teams, gathering members from eight different value-chains in the Bank. Each of the teams brainstormed for new initiatives to find right answers to customers’ needs, and most importantly, to keep up with today’s fast-paced changes in lifestyles and market demands.


Employee Engagement

The Bank recognizes the importance of employee engagement as the main indicator in building a strong workplace. Therefore, many programs have been introduced to increase employee engagement such as WorkHeart program that promotes open-communication where employees’ opinions are heard and considered into improving their well-being and the Bank. Besides that, ttb has established additional channels such as HR Minisite, HR on Call and Yammer to communicate with employees and encourage them to involve in the Bank’s activities.

The Bank conducts employee engagement survey annually to measure the effectiveness of the Bank’s initiatives and to measure three elements among employee namely - loyalty, contribution and advocacy. These are the fundamental drivers of high-performance organization.


Employee Relations

The Bank recognizes that our employees are the drivers of our business; hence, we respect labor rights of our employees. At the Bank, Welfare Committee is established to ensure fair treatment and to protect the benefits of the employees, with a biannually meeting at a minimum. The employee representatives meet with HR function every 6 months to discuss issues regarding employees’ rights, benefits, and concerns. After the discussions, HR reports the key summary to the management committee for further decisions and actions. Moreover, the Bank has four employee unions: Thai Military Workers Union, Thai Military Employees Labor Union, Thai Military Bank Labor Union, and TMB Thanachart Labor Union , accounting for 20% of total employees.


Health, Safety, and Well-being

The Workplace Safety and Physical Security Policy provides approach to managing occupational health, workplace environmental safety, and physical security. Workplace Safety and Physical Security Policy is approved by Risk Oversight Committee (ROC) at the board level. The Occupational Safety, Health and Environment (OSHE) Committee is chaired by CEO and members of the Committee include representatives from the management and operational level as well as Safety Officer as a secretary of the Committee. The OSHE Committee holds monthly meeting to discuss issues, monitor performance, assess effectiveness of actions and plans implemented e.g., evaluating progress of reducing/preventing health issues/risks against targets. The OSHE Committee will ensure the adequate implementation of the requirements indicated in this policy as well as develop plans, taking into account this policy, on health and safety to prevent and reduce accidents, dangers, sickness, or annoyance resulting from Bank’s work and non-work related activities. Other parties involve in the management and execution at the operational level include Corporate Property and Services, Business Continuity Management, Department Heads in business units and support units (e.g., HR, etc.), managers of branches and other sales offices.

The OSHE Committee ensures the adequate implementation of all OSHE requirements indicated in the policy and in the Ministerial Regulation on the Prescribing of Standard for Administration and Management of Occupational Safety, Health and Environment 2006. On an annual basis, OHS risk and hazard assessments are part of the annual operational risk assessment to identify business continuity plan (BCP) at the bank-wide level. Prioritization and integration of action plans with quantified targets to manage those risks where targets are linked to variable compensation for relevant employee and top management (such as Safety Officer, HR Manager, and Head of Corporate Property and Services) who are accountable and oversee the implementation of OHS.

The Bank performs annual physical security assessment to ensure the adequate implementation and compliance with this policy including reporting and tracking status of non-compliance issues resolution in GRC. Health and safety risks are analyzed and identified to mitigate the impacts. Safety action plans and targets are in place to effectively manage health and safety issues; also, internal and external safety inspections are conducted regularly. The progress and update of health and safety matters are regularly communicated to the executive management, especially during the world pandemic, Covid-19.

All job activities are analyzed for any exposures to health and safety hazards where 3 job activities are currently at high risk including call center with exposure to noise and storage room and printing with exposure to hydrocarbon and volatile organic compounds. While appropriate control measures are put in place to control risks in these areas, should employees be found to have levels of these substances that are higher than the legal standards, the employee will receive appropriate treatment. The Bank will also investigate the causes of exposure and conduct regular testing on the affected employees until their health returns to normal.

The Bank takes care of our employees’ health and well-being in order to maintain a healthy and mindful workforce that helps advance the business. Safety measures are in place to ensure a safe environment for employees, customers and visitors. To build employee awareness, foster health and a culture of well-being, the Bank offers employees with benefits and conducts initiatives as follows:

  • Full paid maternity leave of 98 days and full paid paternity leave of 5 days
  • Health check-up programs based on risk exposures such as audiogram test for call center staffs, spirometry and volatile organic compounds tests for staff who work in storage room and printing who are exposed to health hazards.
  • Key indicators monitoring including indoor temperature, humidity, illumination, noise, particulate matter, chemical and bacteria in air, bacteria at the canteen, drinking water quality, hydrocarbon and volatile organic compounds in area at risk.
  • In-house medical clinic at the Headquarter
  • Fitness center
  • A lactation room for mothers to use for pumping breast milk
  • Safety day and campaigns
  • Internal communication about health issues e.g. ergonomics, health and nutrition, etc.
  • Flexibility of working hours and arrangement

Workplace Safety and Physical Security Policy


Diversity in Workplace

Our commitment towards diverse and inclusive workforce aims to create a level playing field where all employees, both male and female, have an equal employment opportunity. Our target is to build at least 40% of female workforce in management positions. Above all, we are committed to not tolerate any kind of job discrimination against age, gender, sexual orientation, Race or ethnicity, nationality, country of origin or cultural background, religions, beliefs, cultures, and socio-economic background in workplace.

Diversity and Inclusion Statement

 

Positions 2018 2019 2020 2021
Female Male Female Male Female Male Female Male
Board of Directors 8% 92% 0% 100% 7% 93% 14% 86%
Management 58% 42% 60% 40% 59% 41% 56% 46%
Top management 29% 71% 33% 67% 36% 64% 42% 58%
Middle management 32% 68% 35% 65% 32% 68% 34% 66%
Junior management 60% 40% 62% 38% 61% 39% 57% 43%
Management 71% 29% 71% 29% 71% 29% 71% 29%

In addition, the Bank has hired employees with disabilities. As of 2021, there was 1 disabled employee.

 

Our People

The Bank has policies and Human Resources and Remuneration Committee with duties to review and propose strategic directions on areas related to human resource management namely employee recruitment, remuneration and benefits, regulatory requirements on employment and labor relations as well human rights.  Human resource management is a crucial part for the Bank’s continuity and growth. Therefore, the Bank intends to position the Bank to be the workplace where our employees can “Make REAL Change”.


Human Capital Development

The Bank has a strategic training roadmap that is designed to strengthen leadership competency for all employees that empower them to fully perform in line with the Bank’s business goals. Training content is carefully tailored to fit each talent group and match with their needs for their jobs and future roles


HR Roadmap and Strategy

At the Bank, we are committed to Make REAL Change in the Thai banking sector. By empowering our employees to always challenge and improve upon the status quo in everything we do, the Bank is in turn able to deliver value to all our stakeholders: our customers, our shareholders, our community and, of course, our employees themselves.

  • Our employees have clear career development plan based on individual potentials and required competencies
  • Best Development – We are a learning organization with structured development program
  • Performance Recognition – We offer a competitive performance-based pay scheme & recognition
  • Culture – We empower our employee to Make REAL Change


Employee Learning and Development Program

 

 

In 2018 and to be continued in 2019-2020, there are some key changes in Learning & Development concept, which will strengthen the development impacts and encourage employees to have self-learning. Those areas that the Bank will focus more are:

  1. Applying 4 level of Kirk-Patrick Model for the Functional Development Programs to ensure that the expected business results and behaviors are clearly defined prior to the design of any development programs;
  2. Involving more from Senior Management and People Manager in co-designing the development programs with HR, in order to build accountability and create the sense of ownership in developing their people;
  3. Providing Blended Learning Journey with the digital technology that can combine various development solutions (classroom training + virtual classroom + community of practices + knowledge sharing) into one learning platform, where employees can learn anywhere, anytime and any device;
  4. Strengthening the development contents by creating more Integrated/ Intervention Program with clear objectives, instead of having the variety of Fragmented programs; and
  5. Shifting the e-learning contents from Long-form learning to be more Bite-sized/ Micro learning which is flexible, self-pace, and structured for easy consumption with clear single objective.


Core Competency Training Roadmap

Training roadmap for the Bank’s staffs has been designed to strengthen Core and Leadership Competency for our people. We customized training contents and topics to fit staff and executive at all levels through analyzing key behaviors and skills required for the Bank’s employees at different proficiency levels.

The significant factors such as expected behaviors, required skills, and proficiency levels, are used to analyze and develop content of the curriculum, through various methods, for example, learning from direct experience, learning from each other, classroom training, E-Learning, and community of practice. The Bank has also set a training path for employees throughout the organization in order to create a sustainable learning environment as well as encouraging our employees to develop the required competencies to meet standard criteria.


Leadership Development Program

The Bank focuses on the development of the leaders at all levels. Therefore, the program has been designed to align with the expected roles and responsibilities to be able to handle all the challenges. The program offers the curriculum to build the right mindset, skill set and tool set.  “First Line Manager” and “Manager of Manager” programs are designed based on the role of People Managers, which need to understand their responsibilities and practically apply on daily basis.  They will learn either mindset, skillset, or toolset that enhance them to become a better manager.   For the senior leaders and top management, the program focuses on widening the business perspectives and understanding key business challenges to prepare for rapid change in the industry.  The program “Food For Thought” was developed to provide the learning opportunity to exchange views and share knowledge and expertise.  This also includes the inspirational session and workshop run by many well-known professionals and experts.


Learning Platform

In December 2018, the Bank has lunched the new learning platform replacing the previous one with the aim to enhance the learning effectiveness. With the new learning platform, employees can learn and interact with the training programs through any mobile devices. The community of discussion and knowledge sharing space can be created with easily accessible. It fully supported the concept of learning at anywhere, anytime and any device. Not only the new learning platform, but the e-learning contents also be provided with more than 400 subjects to the employees, so they can choose the program that matches with their needs.


Functional Expertise Enhancement

In order to align with the bank strategy on maximizing the Bank’s resources for cost and quality control efficiently, the Bank has applied Six Sigma and Lean concept to improve working process within the organization. The training program itself is provided to all level of our employees to create awareness and understanding.


Process Improvement for operational excellence

In order to align with the bank strategy on maximizing the Bank’s resources for cost and quality control efficiently, the Bank has applied Six Sigma and Lean concept to improve working process within the organization. The training program itself is provided to all level of our employees to create awareness and understanding.


Operational Risk Management and Security Awareness

With the concern on the impact to the customers and the Bank’s reputation, risk management and security awareness are one of the aspects that the Bank has seriously focused. We have then provided various risk and security related training programs i.e. Corporate Operational Risk Management, Anti Money-Laundering, Promoting risk Awareness 2018, Cyber Threats etc. to our people through the Bank E-Learning system which our employees in all over the country can easily get access to study at any their convenience time.


ttb Hackathon

In 2018, we introduced a “Hackathon”, which is a common method of work among technology startups. The aim is to encourage a key focus on cross-functional collaborations where our employees can be innovative and create new products and services that address the needs of our customers. That was the starting point of our competition of nine teams, gathering members from eight different value-chains in the Bank. Each of the teams brainstormed for new initiatives to find right answers to customers’ needs, and most importantly, to keep up with today’s fast-paced changes in lifestyles and market demands.


Employee Engagement

The Bank recognizes the importance of employee engagement as the main indicator in building a strong workplace. Therefore, many programs have been introduced to increase employee engagement such as WorkHeart program that promotes open-communication where employees’ opinions are heard and considered into improving their well-being and the Bank. Besides that, ttb has established additional channels such as HR Minisite, HR on Call and Yammer to communicate with employees and encourage them to involve in the Bank’s activities.

The Bank conducts employee engagement survey annually to measure the effectiveness of the Bank’s initiatives and to measure three elements among employee namely - loyalty, contribution and advocacy. These are the fundamental drivers of high-performance organization.


Employee Relations

The Bank recognizes that our employees are the drivers of our business; hence, we respect labor rights of our employees. At the Bank, Welfare Committee is established to ensure fair treatment and to protect the benefits of the employees, with a biannually meeting at a minimum. The employee representatives meet with HR function every 6 months to discuss issues regarding employees’ rights, benefits, and concerns. After the discussions, HR reports the key summary to the management committee for further decisions and actions. Moreover, the Bank has four employee unions: Thai Military Workers Union, Thai Military Employees Labor Union, Thai Military Bank Labor Union, and TMB Thanachart Labor Union , accounting for 20% of total employees.


Health, Safety, and Well-being

The Workplace Safety and Physical Security Policy provides approach to managing occupational health, workplace environmental safety, and physical security. Workplace Safety and Physical Security Policy is approved by Risk Oversight Committee (ROC) at the board level. The Occupational Safety, Health and Environment (OSHE) Committee is chaired by CEO and members of the Committee include representatives from the management and operational level as well as Safety Officer as a secretary of the Committee. The OSHE Committee holds monthly meeting to discuss issues, monitor performance, assess effectiveness of actions and plans implemented e.g., evaluating progress of reducing/preventing health issues/risks against targets. The OSHE Committee will ensure the adequate implementation of the requirements indicated in this policy as well as develop plans, taking into account this policy, on health and safety to prevent and reduce accidents, dangers, sickness, or annoyance resulting from Bank’s work and non-work related activities. Other parties involve in the management and execution at the operational level include Corporate Property and Services, Business Continuity Management, Department Heads in business units and support units (e.g., HR, etc.), managers of branches and other sales offices.

The OSHE Committee ensures the adequate implementation of all OSHE requirements indicated in the policy and in the Ministerial Regulation on the Prescribing of Standard for Administration and Management of Occupational Safety, Health and Environment 2006. On an annual basis, OHS risk and hazard assessments are part of the annual operational risk assessment to identify business continuity plan (BCP) at the bank-wide level. Prioritization and integration of action plans with quantified targets to manage those risks where targets are linked to variable compensation for relevant employee and top management (such as Safety Officer, HR Manager, and Head of Corporate Property and Services) who are accountable and oversee the implementation of OHS.

The Bank performs annual physical security assessment to ensure the adequate implementation and compliance with this policy including reporting and tracking status of non-compliance issues resolution in GRC. Health and safety risks are analyzed and identified to mitigate the impacts. Safety action plans and targets are in place to effectively manage health and safety issues; also, internal and external safety inspections are conducted regularly. The progress and update of health and safety matters are regularly communicated to the executive management, especially during the world pandemic, Covid-19.

All job activities are analyzed for any exposures to health and safety hazards where 3 job activities are currently at high risk including call center with exposure to noise and storage room and printing with exposure to hydrocarbon and volatile organic compounds. While appropriate control measures are put in place to control risks in these areas, should employees be found to have levels of these substances that are higher than the legal standards, the employee will receive appropriate treatment. The Bank will also investigate the causes of exposure and conduct regular testing on the affected employees until their health returns to normal.

The Bank takes care of our employees’ health and well-being in order to maintain a healthy and mindful workforce that helps advance the business. Safety measures are in place to ensure a safe environment for employees, customers and visitors. To build employee awareness, foster health and a culture of well-being, the Bank offers employees with benefits and conducts initiatives as follows:

  • Full paid maternity leave of 98 days and full paid paternity leave of 5 days
  • Health check-up programs based on risk exposures such as audiogram test for call center staffs, spirometry and volatile organic compounds tests for staff who work in storage room and printing who are exposed to health hazards.
  • Key indicators monitoring including indoor temperature, humidity, illumination, noise, particulate matter, chemical and bacteria in air, bacteria at the canteen, drinking water quality, hydrocarbon and volatile organic compounds in area at risk.
  • In-house medical clinic at the Headquarter
  • Fitness center
  • A lactation room for mothers to use for pumping breast milk
  • Safety day and campaigns
  • Internal communication about health issues e.g. ergonomics, health and nutrition, etc.
  • Flexibility of working hours and arrangement

Workplace Safety and Physical Security Policy


Diversity in Workplace

Our commitment towards diverse and inclusive workforce aims to create a level playing field where all employees, both male and female, have an equal employment opportunity. Our target is to build at least 40% of female workforce in management positions. Above all, we are committed to not tolerate any kind of job discrimination against age, gender, sexual orientation, Race or ethnicity, nationality, country of origin or cultural background, religions, beliefs, cultures, and socio-economic background in workplace.

Diversity and Inclusion Statement

 

Positions 2018 2019 2020 2021
Female Male Female Male Female Male Female Male
Board of Directors 8% 92% 0% 100% 7% 93% 14% 86%
Management 58% 42% 60% 40% 59% 41% 56% 46%
Top management 29% 71% 33% 67% 36% 64% 42% 58%
Middle management 32% 68% 35% 65% 32% 68% 34% 66%
Junior management 60% 40% 62% 38% 61% 39% 57% 43%
Management 71% 29% 71% 29% 71% 29% 71% 29%

In addition, the Bank has hired employees with disabilities. As of 2021, there was 1 disabled employee.