Functions and Responsibilities

The crucial duties and responsibilities of the Executive Committee are to ensure that the Bank's operations are in accordance with its strategies and policies and regulations. The Committee is empowered to administer and manage the Bank's business, and perform tasks assigned by the Board of Directors, with an aim to accomplish the Bank's vision and be in alignment with the Bank's mission, as well as to promote management practices that are in compliance with the Bank's core values.

In addition, the Executive Committee shall have authorities, duties, and responsibilities as follows:

1. To consider and formulate the Bank's business strategy, financial goals, business plan (in short, medium, and long term), including annual budget for presentation to the Board of Directors.
   
   
2. To consider and approve matters related to the business of the Bank according to the Bank's regulations including, but not limited to the following:
   
   1. Credit
   2. Debt Restructuring
   3. Investment Strategy and Investments
   4. Contingent Liabilities and Borrowing
   5. Human Resource Matters
   6. Budget, Expenditure, Financial Report, and MIS Report
   7. Other crucial matters relating to the Bank’s business, such as new business, interest rate policy, credit policy, accounting policy, branch opening, organization structure, etc.
      
      
3. To screen issues prior to their submission to the Board of Directors for consideration, except where the issues are under the responsibility and/or authority of other Board Committees, they will be screened by such related Committees prior to being directly submitted to the Board.
   
   
4. To take note of issues both related to and not related to the management of the Bank, such as legal proceedings against the Bank as a defendant, which the Executive Committee members deem necessary or appropriate.
   
   
5. To take note of internal audit reports concerning preventive and audit measures. Damage or possible loss which could severely affect the Bank must be immediately reported by the Audit and Compliance Group to the Executive Committee.
   
   
6. To consider or approve issues which are assigned by the Board of Directors.

    

   In the case that the Executive Committee resolves or directs that a person or a group of persons be authorized to perform a task on its behalf, such authorization may not be sub-delegated to a third person unless it is allowed in the Committee's initial authorization.

Functions and Responsibilities

It is the responsibility of the audit committee to provide the board with independent, objec-tive advice on the adequacy of management's arrangements with respect to the following as-pects of the management of the SCB Group:

1. Values and ethics

       To obtain reasonable assurance with respect to the SCB Group's values and ethics prac-tices, the audit committee will:

• Review and assess the policies, procedures, and practices established by the governing body to monitor conformance with its code of conduct and ethical policies by all managers and staff of the SCB Group.
• Provide oversight of the mechanisms established by management to establish and maintain high ethical standards for all of the managers and staff of the SCB Group.
• Review and provide advice on the systems and practices established by management to monitor compliance with laws, regulations, policies, and standards of ethical conduct and identify and deal with any legal or ethical violations.

2. Organizational governance

To obtain reasonable assurance with respect to the SCB Group's governance process, the audit committee will review and provide advice on the governance process estab-lished and maintained within the SCB Group and the procedures in place to ensure that they are operating as intended.

3. Risk management

To obtain reasonable assurance with respect to the SCB Group's risk management prac-tices, the audit committee will:

• Annually review the SCB Group 's risk profile.
• Obtain report on management's implementation and maintenance of an appropriate enterprise wide risk management process.
• Provide oversight on significant risk exposures and control issues, including fraud risks, governance issues, and other matters needed or requested by senior management and the board.
• Provide oversight of the adequacy of the combined assurance being provided.
• Review and provide advice on the risk management process established and maintained by management and the procedures in place to ensure that they are operating as intended.

4. Fraud

To obtain reasonable assurance with respect to the SCB Group's procedures for the pre-vention and detection of fraud, the audit committee will:

• Oversee management's arrangements for the prevention and deterrence of fraud.
• Ensure that appropriate action is taken against known perpetrators of fraud.
• Challenge management and internal and external auditors to ensure that the entity has appropriate anti-fraud program and controls in place to identify potential fraud and ensure that investigations are undertaken if fraud is detected.

5. Control

To obtain reasonable assurance with respect to the adequacy and effectiveness of the SCB Group's controls in responding to risks within the SCB Group's governance, opera-tions and information systems, the audit committee will:

• Review and evaluate whether the SCB Group has set an appropriate and effective internal control system, including control over the information technology system, internal audits, and guidelines for communicating the importance of internal control and risk management throughout the SCB Group.
• Consider the effectiveness of the SCB Group's control framework, including information technology security and control.
• Review and provide advice on the control of the SCB Group as a whole and its individual units.
• Receive reports on all matters of significance arising from work performed by other providers of financial and internal control assurance to senior management and the board.

6. Compliance
The audit committee will:

• Review the SCB Group's compliance with the Securities and Exchange regulations and the law relating to the SCB Group’s businesses.
• Review the effectiveness of the system for monitoring compliance with laws and regulations and the results of management's investigation and follow-up (including disciplinary action) of any instances of noncompliance.
• Review the observations and conclusions of internal and external auditors and the findings of any regulatory agencies.
• Review the process for communicating the code of conduct to the SCB Group's personnel and for monitoring compliance.
• Obtain regular updates from management of the SCB Group.

Oversight of the internal audit activity and other assurance providers

1. Internal audit activity
To obtain reasonable assurance with respect to work of the internal audit activity, the audit committee will provide oversight related to:

1.1 Internal audit charter and resources

• Review and approve the internal audit charter at least annually. The charter should be reviewed to ensure that it accurately reflects the internal audit activity's purpose, authority, and responsibility, consistent with the mandatory guidance of the IIA's International Professional Practices Framework and the scope and nature of assurance and consulting services, as well as changes in the financial, risk management, and governance processes of the SCB Group and reflects developments in the professional practice of internal auditing.
• Advise the board about increases and decreases to the requested resources to achieve the internal audit plan. Evaluate whether any additional resources are needed permanently or should be provided through outsourcing.

1.2 Head of Audit Function performance

• Advise the board regarding the qualifications and recruitment, appointment, and removal of Head of Audit Function.
• Provide input to management related to evaluating the performance of Head of Audit Function.
• Recommend to management or the governing body the appropriate compensation of Head of Audit Function.

1.3 Internal audit strategy and plan

• Review and provide input on the internal audit activity's strategic plan, objectives, performance measures and outcomes
• Review and approve proposed risk based internal audit plan and make recommendations concerning internal audit projects.
• Review and approve the internal audit plan and engagements work program, including reviewing internal audit resources necessary to achieve the plan.
• Review the internal audit activity's performance relative to its audit plan.

1.4 Internal audit engagement and follow up

• Review internal audit reports and other communications to management.
• Review and track management's action plans to address the results of internal audit engagements.
• Review and advise management on the results of any special investigations.
• Inquire of Head of Audit Function whether any internal audit engagements or non-audit engagements have been completed but not reported to the committee; if so, inquire whether any matters of significance arose from such work.
• Inquire of Head of Audit Function whether any evidence of fraud has been identified during internal audit engagements and evaluate what additional actions, if any, should be taken.

1.5 Standards conformance

• Inquire of Head of Audit Function about steps taken to ensure that the internal audit activity conforms with The IIA's International Standards for the Professional Practice of Internal Auditing (Standards).
• Ensure that the internal audit activity has a quality assurance and improvement program and that the results of these periodic assessments are presented to the audit committee.
• Ensure that the internal audit activity has an external quality assurance review every five years.
• Review the results of the independent and external quality assurance review and monitor the implementation of the internal audit activity's action plans to address any recommendations.
• Advise the board about any recommendations for the continuous improvement of the internal audit activity.

2. External auditors

To obtain reasonable assurance with respect to work of the external assurance providers, the audit committee will meet with the external assurance providers during the planning phase of the engagement, the presentation of the audited financial statements, and the discussion of the results of engagements and recommendations for management.

The audit committee will:

• Review the external auditors' proposed audit scope and approach, including coordination of audit effort with the internal audit activity.
• Review the performance of the external auditors, and exercise final approval on the appointment or discharge of auditors.
• Obtain statements from the external auditors about their relationships with the organization, including non-audit services performed in the past, and discuss the information with the external auditors to review and confirm their independence.
• Have regularly scheduled exclusive meetings with external auditors to discuss any sensitive matters.
• Monitor management's progress on action plans.

To obtain reasonable assurance that management has acted on the results and recommenda-tions of internal and external audit engagements, the audit committee will regularly review re-ports on the progress of implementing approved management action plans and audit recom-mendations resulting from completed audit engagements.

3. Financial statements 
The audit committee is responsible for oversight of the independent audit of the SCB Group's financial statements, including but not limited to overseeing the resolution of audit findings in areas such as internal control, legal, regulatory compliance, and ethics.

The audit committee will:

• Review the SCB Group's financial reporting to ensure that it is accurate and adequate. Consider the completeness of acknowledged information and the appropriateness of accounting principles applied to financial statements.
• Consider the accuracy and completeness of the SCB Group’s disclosure, especially related transactions that may involve conflicts of interest.
• Review with management and the external auditors the results of audit engagements, in-cluding any difficulties encountered.
• Review significant accounting and reporting issues, including complex or unusual transac-tions and highly judgmental areas, and recent professional and regulatory pronouncements, and understand their impact on the financial statements.
• Review the annual financial statements, and consider whether they are complete, consistent with information known to committee members, and reflect appropriate accounting princi-ples.
• Review other sections of the annual report and related regulatory filings and consider the accuracy and completeness of the information before it is released.
• Review with management and the external auditors all matters required to be communicat-ed to the audit committee under generally accepted external auditing standards.
• Understand strategies, assumptions and estimates that management has made in preparing financial statements, budgets, and investment plans.
• Understand how management develops interim financial information and the nature and ex-tent of internal and external auditor involvement in the process.
• Review interim financial reports with management and the external auditors before filing with regulators and consider whether they are complete and consistent with the information known to committee members.

4. Other responsibilities
In addition, the audit committee will:

• Institute and oversee special investigations as needed.
• Perform other functions as assigned by the Board of Directors with the acknowledgement of the Audit Committee.
• Review roles, responsibilities, and membership term of committee members and assess the Audit Committee charter on a regular basis. Propose changes in the charter for the Board of Director’s approval.
• Conduct self-assessment at least once a year and present the results to the Board of Directors.
• The Audit Committee should discuss and investigate facts when notified by auditors about doubtful incidents related to corruption or violations of the provision of directors and executives' performances under Section 89/25 of the Securities and Exchange Act B.E. 2559 (2016). Results of such preliminary discussion and investigation shall be reported to audi-tors and the SEC within a period specified by the SEC.
  
  

5. Reporting 
The audit committee will report to the board annually, summarizing the committee's activities and recommendations.

• A summary of the work the audit committee performed to fully discharge its responsibilities during the preceding year.
• A summary of management's progress in addressing the results of internal and external au-dit engagement reports.
• An overall assessment of management's risk, control, and compliance processes, including details of any significant emerging risks or legislative changes impacting the SCB Group.
• Details of meetings including the number of meetings held during the relevant period and the number of meetings each member attended.
• Provide information required, if any, by new or emerging corporate governance develop-ments.
• The committee may report to the Board of Director at any time regarding any other matter it deems of sufficient importance.
• Prepare corporate governance of audit committee report as part of the Bank’s annual re-port.
• Define the responsibilities of the Audit Committee, including all changes in composition and significant changes in activities, in a clearly written form as approved by the Board and dis-closed in the annual report for the shareholders’ acknowledgment.
• Report doubtful incidents or suspicious transactions to the Board for improvement within a reasonable time, as follows:
  - Conflicts of interest
  - Fraud or significant internal control failure
  - Violation of Financial Institutions Businesses law, the Securities and Exchange law and regulations, the Bank of Thailand regulations, or other laws that relate to the business of financial institutions and securities and other laws. If the Board of Direc-tors or
  management do not rectify within the time committed by the Audit Committee, the Audit Committee shall disclose in the annual report, and report to the Bank of Thai-land.

Duties and Responsibilities

        The NCCG Committee is responsible for the nomination and remuneration of directors and persons with management authority, human resources policies and corporate culture, corporate governance practices of the Bank, and any other undertakings assigned by the Board of Directors which include the following:

1. Nomination

  1.1 Director Nomination

1. Formulate policies, criteria and procedures governing director nomination to be proposed to the Board of Directors for approval.
2. Select and nominate qualified candidates in accordance with relevant regulations, laws, and the Bank’s policies to the Board of Directors for appointment or for proposing to the meetings of shareholders (as the case may be) for the appointment of such nominees as directors of the Bank and members of the Board Committees.
3. Oversee that the size and composition of the Board of Directors and the Board Committees are appropriate for the organization and changing business environment. The NCCG Committee shall oversee that availability of director candidate vetting and nomination mechanisms or tools, such as the board skill matrix, to ensure that the Board of Directors is comprised of individuals with behaviors, knowledge, abilities and experience in fields that are favorable to the Bank’s business strategy and directions in the short, medium and long terms. The Board of Directors and the Board Committees shall consist of qualified individuals with knowledge, abilities, skills and experience as follows: 1) knowledge, expertise, or experience in macro-level management, 2) knowledge, expertise, or experience in specialized fields such as laws, accounting, finance, economics, and information technology, and 3) knowledge, expertise, or experience in other fields such as risk management, corporate governance, corporate social responsibility, and sustainability. The NCCG Committee shall also foster the diversity on the Board in terms of gender, race, nationality, age, educational background, professional experience, skills, knowledge and other differences to ensure the appropriateness and diversity of the Board composition in support of the Bank’s sustainable growth.
   
   

  1.2 Nomination of Persons with Management Authority of the Bank and Advisors to the Bank

1.  Formulate policies, criteria and procedures governing the nomination of persons with management authority of the Bank to be proposed to the Board of Directors for approval.
2. Select and nominate qualified candidates in accordance with relevant regulations and laws to the Board of Directors for the appointment of such candidates as persons with management authority of the Bank and advisors to the Bank.

    

  1.3  Nomination of Directors and Executives of Companies in SCB Financial Group

            Oversee and formulate policies, criteria and procedures governing the nomination of directors and persons with management authority of companies in SCB Financial Group to acquire qualified persons, in light of relevant duties, responsibilities and nature of work, to serve as directors and persons with management authority.

            The NCCG Committee is also in charge of disclosing policies and details of the nomination processes applicable to directors and persons with management authority in the annual reports of the Bank and submitting the policies to the Bank of Thailand upon request.

2  Remuneration

    2.1  Director Remuneration

1. Set out the policy on and amount of remuneration and other benefits for members of the Board of Directors and the Board Committees that are reflective of objectives, duties, responsibilities and relevant risks, are based on clear and transparent criteria, and are supportive of the Bank’s objectives, goals and long-term benefits. The policy and amount of remuneration shall be proposed to the Board of Directors for endorsement and, if applicable, the meetings of shareholders for approval. The policy must be submitted to the Bank of Thailand upon request.
2. Oversee that the remuneration of directors is commensurate with their duties and responsibilities. Directors who are assigned additional duties and responsibilities should receive remuneration that are appropriate for such assignments.
3. Establish guidelines and arrange for the assessment of the Board of Directors (i.e. the Board of Directors, the Chairman of the Board of Directors, individual directors, and the Board Committees) by way of self-assessment and cross-assessment on an annual basis as well as engage an external consulting firm in the assessment of the Board of Directors, the Chairman of the Board of Directors, individual directors, and the Board Committees at least every three years or as appropriate to support the determination of annual remuneration and the development of the Board of Directors based on findings gathered from the assessment.
4. Oversee the Bank’s disclosure of its remuneration policies and types as well as remuneration reports which enunciate overall performance assessment factors, goals, performance, opinions of the NCCG Committee, and risk-based remuneration approaches and tools (if any). Remuneration paid to individual directors shall be disclosed in the Bank’s annual reports

 
    2.2  Remuneration of Persons with Management Authority

1. Define the policy on and amount of remuneration and other benefits for the Chief Executive Officer, the Presidents and persons with management authority that are reflective of relevant objectives, duties, responsibilities and risks, are based on clear and transparent criteria, and are supportive of the Bank’s objectives, goals and long-term benefits. The policy and amount shall be proposed to the Board of Directors for approval.
2. Oversee that the remuneration of persons with management authority is commensurate with their duties and responsibilities.
3. Establish guidelines for the assessment of the Chief Executive Officer, the Presidents, and persons with management authority to support the determination of annual remuneration by taking into consideration relevant duties, responsibilities and risks. Contribution to the shareholder value maximization shall also be a priority in such assessment.
4. Oversee the Bank’s disclosure of its remuneration policies and types applicable to directors being persons with management authority and executives or persons with management authority who are entitled to remuneration as employees which enunciate overall performance assessment factors, goals, performance, opinions of the NCCG Committee, and risk-based remuneration approaches and tools (if any). The aggregate amount of remuneration paid to directors being persons with management authority and executives or persons with management authority who are entitled to remuneration as employees shall be disclosed in the Bank’s annual reports.
5. Review and propose for the Board’s approval the management’s proposals on remuneration policies, remuneration and fringe benefit plans other than salaries for employees of the Bank.

    2.3   Remuneration of Directors and Persons with Management Authority of Companies in SCB Financial Group

            Oversee the formulation of policies, criteria and methods applicable to remuneration and other benefits for directors and persons with management authority of companies in SCB Financial Group to ensure that they are based on clear and transparent remuneration criteria, are in line with key risks of companies in SCB Financial Group, and are commensurate with duties, responsibilities, and nature of work.

3. Human Resources Policies and Corporate Culture

    3.1  Consider and give recommendations on human resources policies based on the Bank’s business strategy as well as on the improvement and development of the Bank’s people capabilities to achieve appropriate levels of manpower, knowledge, skills, experience and motivation with an emphasis on the workforce diversity in terms of gender, age, race, etc.

    3.2 Formulate succession planning policies and direct succession planning for the Chief Executive Officer, the Presidents, and persons with management authority by identifying successors and establish successor development systems.

    3.3 Consider and give recommendations on the plan for cultivating and developing corporate culture

4 Corporate Governance

    4.1 Formulate and propose for the Board’s consideration the Bank’s corporate governance policy, monitor the policy implementation, and regularly review and update the policy to ensure appropriateness.

    4.2 Oversee the Bank’s operations to ensure alignment with corporate governance principles stipulated by competent regulators and other internationally recognized corporate governance principles.

    4.3 Oversee that the Bank implements mechanisms to honor shareholders’ legal rights, invite shareholders to propose questions, meeting agenda, and director nominations to the Bank in advance of ordinary meetings of shareholders, define criteria applicable to such proposals, and notify shareholders of the Bank’s reasons for its rejection of the shareholders’ proposals.

Functions and Responsibilities

1. Develop SCB's corporate social responsibility policy and framework.
   
   
2. Develop a working policy and coordinate with the Siam Commercial Bank Foundation.
   
   
3. Consider and allocate resources and budget for corporate social responsibility projects and activities run by SCB and the Siam Commercial Bank Foundation.

Functions and Responsibilities

1. Provide advice to the Board of Directors regarding the SCB Group’s risk management framework.
2. Ensure that senior management, including the Chief Risk Officer, strictly adhere to risk management policies, strategies, and risk tolerance.
3. Ensure that the SCB Group’s capital and liquidity management strategies to cope with risk are in line with risk-approved tolerances.
4. Review the adequacy and efficiency of overall risk management policies, strategies, and risk tolerance at least once a year or upon any significant change. The Risk Oversight Committee should discuss and share comments with the Audit Committee to assess the coverage of the SCB Group’s risk management policy and strategies to ensure that they cover all types of risk, as well as upcoming risks, and that the execution of such policy and strategies is effective and efficient.
5. Report risk positions, risk management effectiveness, status of compliance with the corporate culture of risk awareness, significant risk factors and issues, and actions to be taken for improvement line with the SCB Group’s risk management policy and strategies to the SCB Board of Directors.
6. Comment on or participate in assessment of the effectiveness and efficiency of the Chief Risk Officer’s performance.
7. Provide the SCB Board of Directors with advice on cultivating a risk awareness culture throughout the organization and corporate culture compliance.

Functions and Responsibilities

1. Oversee the bank’s technology strategy and architecture to ensure alignment with the Bank’s goals and objectives, addressing the integrity of technology services and managing technology risk, while promoting technology best practice complying with the Bank’s core values.
2. Review and provide guidance on technology strategies, risks, performance, and budgeting.
3. Ratify major decisions with the Board of Directors in respect to technology direction and policies and advise the Board of implications and proposed outcomes.
4. Understand the use of new advanced technology which may improve banking business within the risk appetite with the aim of becoming a leading technology bank through transformation.
5. If the TechComm resolves or directs that a person or a group of persons be authorised to perform a task on its behalf, such authorization may not be sub-delegated to a third person unless it is allowed in the Committee's initial authorization.
6. The authority to call meetings with members of the Board of Directors and Bank Management to address technology related matters.
7. The TechComm will provide an annual report to the Board of Directors on the “State of Technology.” Additionally, when the TechComm considers it important, they will raise matters to be put on the agenda of the Board, Executive Committee, Audit Committee and Risk Oversight Committee as appropriate to ensure the respective boards are synchronized in respect to the technology.
8. The TechComm will direct the Technology Awareness and Training program of the main board meetings.
9. Co-direct with other BOD-subcommittees on transforming the governance structure suitable to becoming a technology company.

Functions and Responsibilities

The Management Committee shall hold duties and responsibilities to drive the Bank’s business operations towards the achievement of its strategies, financial targets and business goals. The Committee is also tasked to promote the desired corporate culture and oversee the alignment of internal and external communication with the Bank’s strategies.

In addition, the Management Committee shall have authorities, duties and responsibilities as follows:

1. To develop business and annual operating plan and set financial goals, annual budget, and performance indicators in alignment with the Bank’s strategy and propose to the Executive Committee for consideration and subsequently to the Board of Directors for approval.
   
   
2.  To review the Bank’s performance and determine business guidelines appropriate to the business situation and competitive environment. 
   
   
3.  To consider the following matters:
         (a) To approve the Bank’s business strategy and execution plans for key projects, as well as to approve resource allocation in accordance with the Bank’s regulations and follow up on the implementation and key decisions related to such projects to ensure their success.
        (b)    To approve and/or acknowledge of the launches of new products, services and work processes.
        (c)    To approve the Bank’s major resource allocation plan.
        (d)    To approve other related matter as authorized by the Banks’ regulations and/or issues assigned by the Board of Director or the Executive Committee.
        (e)    To screen all matters that are not screened by any other committees or the Chief Executive Officer prior to the proposal to the Executive Committee.
   
   
4. To report and provide opinions on key matters of the Bank.

 Functions and Responsibilities

1. Develop risk management strategies in line with the SCB Group’s risk management framework as endorsed by the SCB Board of Directors.
2. Screen the SCB Group’s risk management policy and guidelines to ensure that they cover key types of risk, including strategic risk, credit risk, market risk, liquidity risk, and operational risk, and propose them for consideration by the Risk Compliance Committee or other sub committees/the SCB Board of Directors.
3. Oversee the SCB Group’s compliance with its risk management policy and strategies, ensure that risk levels are within acceptable risk tolerances, and approve operational risk acceptance for any issue raised.
4. Consider and approve the Charter of Model Risk Management Committee (MRMC) (as a sub-committee of the RMC), including roles and responsibilities of MRMC member. And also approval of MRMC Member.
5. Present reviews of the adequacy and efficiency of overall risk management policy and strategies and acceptable risk tolerance at least once a year or upon any significant change to the Risk Compliance Committee. The Risk Management Committee should discuss and share comments with the SCB Group’s audit teams to assess the coverage of the SCB Group’s risk management policy and strategies to ensure that they cover all types of risk, as well as upcoming risks, and that the execution of such policy and strategies is effective and efficient.
6. Report risk position, risk management effectiveness, status of compliance with the corporate culture of risk awareness, significant risk factors and issues, and actions to be taken for improvement to be in line with the SCB Group’s risk management policy and strategies to the Risk Compliance Committee.
7. Cultivate a risk awareness culture throughout the organization and ensure corporate culture compliance.
   
   

Functions and Responsibilities

1. Liquidity Policy
   
   1. Define a liquidity policy to suit business and regulatory requirements
   2. Monitor domestic and international market conditions that may affect liquidity, interest rates, and exchange rates.
   3. Define a policy and risk limits for liquidity management.
   4. Approve and review contingency funding plan.
   5. Endorse self-recovery plan.
      
      
2. Interest Rate Risk and Foreign Exchange Risk Policy
   
   1. Define a policy and risk limits for interest rates and exchange rates.
   2. Approve announcements of reference lending rates such as MLR and MOR, and deposit rates such as savings and fixed deposit rates in standard terms.
   3. Endorse investment limits for government bonds, private bonds, and debt instruments, including structured notes in the Trading Book and the Banking Book, in Thai baht and foreign currencies.
      
      
3. Asset and Liability Structure
   
   1. Define a policy for asset and liability structure for risk/return optimization and risk diversification.
   2. Endorse fund raising through issuance of debt instruments with maturity over 1 year for SCB, such as bonds, structured notes, and subordinated bonds countable as SCB’s capital, etc.
   3. Approve management tools such as fund transfer pricing and economic profit.
      
      
4. Capital Management
   
   1. Define a capital requirement policy to suit business and regulatory requirements.
   2. Endorse SCB’s fund raising plans through different instruments, including hybrid bonds and any other instruments countable as SCB’s capital.
   3. Monitor and control the effectiveness of SCB’s capital utilization.
   4. Monitor and follow up the above actions to ensure their policy compliance.
      
      

Functions and Responsibilities

1. Consider, review, and approve equity investments, investment policy, risk status, investment-related process and people.
2. Regularly review and assess investment results to ensure that operations are transparent and auditable.
3. Update, revise investment policy prior to proposing to the Board of Directors.