รายงานความยั่งยืน

"The Bank has continued to develop its employees every year."
       The Bank has established guidelines for human resource development based on various factors and strategic plans such as the Bank's strategies, the Groups' strategies, competencies, job description, career path, training need, training road map and future trends. For the development, employees are classified into 2 levels: executive and staff levels. The Bank has continued to develop its employees every year to meet the change requirements in terms of the strategic plans and strategic objectives of the Bank. In this regard, the employees' skills shall be developed in 3 areas: core competency, management competency and technical competency, e.g., product knowledge, sales and services, credit, leadership.
       In 2020, the Bank had a policy to focus on human resource development in line with the Bank’s 2-Banking Model strategy, which is divided into Carrier and Speed Boat.
Carrier
The Carrier model focuses on improving efficiency and reducing costs of operations of the main business units.
Speed Boat
The Speed Boat model aims to do business with agility - fast and flexible, including moving towards digital banking under the concept of "Excellent work, skillful man, proficient in technology".
       As a result, the Bank analyzed, reviewed and evaluated personnel competencies systematically, i.e., core competency, leadership competency and technical competency. Especially technical competency that relates to the employees' performance, the digital competency was added to be more in line with the Bank's operational policy. In addition, Technical Competency was categorized by job family to ensure that the performance is in accordance with the job categories within the organization. This makes it possible to properly assess and develop personnel working in both Carrier and Speed ​​Boat areas, which require different skills, knowledge and qualifications
Core Competency
Core Competency
Leadership Competency
Leadership Competency
Technical Competency
Technical Competency
       The Bank arranges training to develop its employees through a variety of channels - classroom training in form of both in-house and public training, online classroom via video conference and E-learning courses, including dissemination of knowledge through different channels such as Email and Digital Signage. Besides the abovementioned training, to enable efficient human resource and leadership development processes, the Bank also designed curriculum and content focused on interactive learning. In particular, the Bank integrates training content with recreational activities or simulations of various situations to make employees feel involving in learning and practice in real situations, e.g., Hackathon course, Consultative Selling Skill course that allows the participants to offer products to customers in real situations, Strategic Planning and Development course, and Coaching courses, etc. In 2020, the average hours of training spent per FTE was 109.81 hours, and the average amount spent per FTE on training and development programs was 6,936.98 Baht.


       The Bank has focused on the role of supervisors in developing employees through non-classroom training, e.g., supervisors' coaching, project assignments and on-the-job training (OJT) as well as starting to follow up results of non-classroom training. The Bank has also supported human resource development through the exchange of experiences among employees within the Bank (Experience based Training), where senior executives are involved in creating an atmosphere for continuous learning within the organization. The expertise executive shall act as an internal trainer to directly transfer knowledge to employees in an attempt to generate sustainability in human resource development. Furthermore, a coaching culture has been created, which focuses on developing professional coaching skills according to international standards in order that executives can use coaching skills to harness employees' potential and motivation in their work. To create a learning culture, the Bank also offers employees from its subsidiaries to participate in training along with the Bank' employees.

Operations Related to Employee Engagement

       In 2020, to enhance its employee engagement, the Bank has appointed employee engagement agents from all Groups to use the results from the survey in enhancing the employee engagement concretely. Moreover, the Bank organized a project to raise awareness, love and pride in the Bank and create an admiration culture through various activities and media of the Bank, e.g., Love Krungthai with Blue Heart activity, Loving and Caring to Overcome Covid-19 campaign, Retirement Wishes for Retiring Employees activity, “Thank You for Not Giving Up” VDO series, Employee Engagement Handbook, etc.

       Furthermore, the Bank has created a variety of communication channels to stimulate employee engagement, information exchange and feedback to connect good relations among the employees and between business units across the country. 

       In 2020, 97.73% of employees took part in the survey. The result of the whole Bank placed at 91.26%, in which scores between females and males in 2020 and for the past four years are not different and achieves the Bank’s goal.