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.

Responsibilities

The Audit Committee is responsible for providing the Board with independent, objective advice on the adequacy of management's arrangements concerning key aspects of the SCB Group’s operations. Additionally, the Committee will promote collaboration among the SCB Group’s Audit Committees to ensure strong corporate governance, effective risk management, and the implementation of appropriate internal controls and audits. It will also monitor changes to ensure the Company is well-prepared to address any potential risks that may arise in the future.

1 Values and Ethics

To obtain reasonable assurance with respect to the SCB Group's values and ethics practices, 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.
• Promote whistleblower channels for reporting inappropriate behavior, including ensuring the existence of policies or methods for receiving notifications and appropriately protecting whistleblowers.

2 Corporate 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 established 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 practices, the Audit Committee will:

• Review and monitor those practices to ensure that the principles of good corporate governance have been implemented adequately and assessed risk management appropriately.
• Seek consultation with the Risk Oversight Committee to ensure that financial institution risk management policies and plans include all types of risks, including emerging risks, and are implemented efficiently and effectively.

4 Fraud 

To instill reasonable confidence in the prevention and detection of fraud within the SCB Group, the Audit Committee will:

• Oversee management's efforts to prevent and suppress fraud.
• Ensure that appropriate actions are taken against individuals engaged in fraudulent activities.
• Interrogate management, and internal and external auditors to verify that the SCB Group has effective fraud prevention measures and controls in place. The Committee will ensure that investigations are conducted if instances of fraud are uncovered.
• Supervise policies and measures addressing bribery and corruption to guarantee compliance with legal and ethical obligations.

5 Internal Control

To obtain reasonable assurance with respect to the adequacy and effectiveness of SCB Group's internal controls in responding to inherent risks within the SCB Group's governance, operations 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 internal control framework, including information technology security and control.
• Review and provide advice on the SCB Group as a whole and its individual units.
• Receive reports on all matters of significance arising from work performed by other financial advisors and internal control assurance providers to the senior management and the Board.

6 Regulatory 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.

7 Internal Audit Activities 

To obtain reasonable assurance with respect to work of internal audit and ensure the internal audit function has sufficient authority to fulfill its purpose, strategy, and objectives, the Audit Committee will provide oversight related to:

7.1 Internal audit charter and human resource management

• Discuss with the Head of Audit and senior management the appropriate authority, role, responsibilities, scope, and services (assurance and/or advisory) of the internal audit function.
• Ensure the Head of Audit has unrestricted access to communicate and interact directly with the Audit Committee, including in private meetings without senior management present.
• 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.

7.2 Appointment, Performance Evaluation and Removal of Head of Audit

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

7.3 Internal audit strategy and plan

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

7.4 Internal audit engagement and follow up

• Review internal audit reports and other communications proposed to management.
• Review and track management's action plans to address results of internal audit engagements.
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• Review and advise management on the results of any special investigations.
• •Inquire with the Head of Audit 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 with the Head of Audit whether any evidence of fraud has been identified during internal audit engagements and evaluate what additional actions, if any, should be taken.

7.5 Standards conformance

• Inquire with the Head of Audit about steps taken to ensure that the internal audit activity conforms with The IIA’s Global Internal Audit Standards.
• Ensure that 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 and approve the external quality assurance review and improvement action plans and timeline as well as monitoring the implementation.
• Advise the Board about any recommendations for the continuous improvement of the internal audit activity.

8 Compliance Function 

To obtain reasonable assurance with respect to work of compliance function, the Audit Committee will provide oversight related to:

• Review and approve the compliance charter, annual plan, staffing, and resources required for compliance functions.
• Consider regular updates from the Audit Function and the Compliance Function regarding compliance matters affecting the SCB Group’s operations.
• Review findings/issues raised by regulators and follow up corrective actions. Report these issues to the Board.
• Review the efficiency of the system for monitoring compliance with laws and regulations and the results of follow-up of corrective actions for non-compliance issues.
• Review compliance with the anti-corruption policy and report it to the Board.

9 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 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 regarding their relationships with the SCB Group, including non-audit services performed in the past to validate their independence.
• In the event that the Audit Committee receives a report from the external auditor or finds irregularities in the financial statements, such as significant changes in figures and financial ratios, any change in the accounting policy, unusual and significant transactions during the year, no accounting adjustment despite the external auditor’s finding, the external auditor has not received satisfactory evidence or explanation, or the audit scope has been restricted by management, and so forth, the Audit Committee shall urgently contact concerned parties, such as the external auditor and the senior persons in charge of accounting and finance of listed companies, to seek explanations for any irregularities, the causes, and the audit scope.
• Appoint the auditor for non-assurance services in addition to annual financial statement audits. Such responsibilities shall not compromise the auditor's independence in conducting an audit of the annual financial statements. If the value per engagement exceeds the stated threshold outlined in Appendix 1, the Audit Committee's approval is required prior the appointment.
• Have regularly scheduled exclusive meetings with external auditors to discuss any sensitive matters and hold at least one annual meeting with the external auditor without management present.
• Monitor management's progress on action plans. To obtain reasonable assurance that management has acted on the results and recommendations of internal and external audit engagements, the Audit Committee will regularly review reports on the progress of implementing approved management action plans and audit recommendations resulting from completed audit engagements.

10 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, including any concerns encountered.
• Review significant accounting and reporting issues, including complex or unusual transactions, issues requiring discretionary judgment, and recent professional and regulatory declarations, and understand their impact on financial statements.
• Review annual financial statements, and consider whether they are complete, consistent with information known to committee members, and reflect appropriate accounting principles.
• Review other sections of the annual report and related regulatory filings and consider the accuracy and integrity of the information before it is released.
• Review with management and the external auditors all matters required to be communicated to the Audit Committee under generally accepted external auditing standards.
• Understand the 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 extent 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.

11 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 tenure of committee members and assess the Audit Committee charter on a regular basis. Propose changes in the charter for the Board approval.
• Conduct self-assessment at least once a year and present the results to the Board.
• 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. 2535 (1992). Results of such preliminary discussion and investigation shall be reported to auditors and the SEC within a period specified by the SEC.
• Monitor and follow up on material transactions (“MT”) of asset acquisition or disposal and related party transactions (“RPT”) by:
  • Providing opinions on significant MT & RPT transactions requiring approval at the Board’s meetings or shareholders’ meetings.
  • Monitoring the progress of significant MT & RPT transactions, considering additional information to detect abnormalities in the overall picture.
  • Taking appropriate action to halt inappropriate MT & RPT transactions, along with reporting the facts to the SEC Office according to specified criteria.
• Review details related to the use of raised funds and monitor their use to ensure alignment with disclosed objectives.
• Promote the integration of GRC (Governance, Risk, and Compliance) into practical operations and collaboration between GRC-related units and internal audit. Support the integration of GRC to enhance operational efficiency.

Reporting 

The Audit Committee will report to the Board annually, summarizing the committee's activities and recommendations. The report should also include:

• A summary of the work the Audit Committee performed to fulfil its responsibilities during the preceding year.
• A summary of management's progress in addressing the results of internal and external audit engagement reports.
• An overall assessment of risk management, 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 any information required in response to emerging corporate governance developments.
• The Audit Committee may report to the Board at any time regarding any other matter it deems of sufficient importance.
• Prepare the corporate governance section of the Audit Committee report as part of the Bank’s annual report.
• 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 for disclosure in the annual report for shareholders’ acknowledgment.
• Report doubtful incidents or suspicious transactions to the Board for improvement within a reasonable time, as follows:
  • Conflicts of interest
  • Improprieties in material transactions (“MT”) of asset acquisition or disposal and related party transactions (“RPT”)
  • Inappropriate or misdirected use of raised funds
  • 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 or management do not rectify within the time specified by the Audit Committee, the Audit Committee shall disclose in the annual report, and report to the Bank of Thailand.

Duties and Responsibilities

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

1. Nomination

  1.1 Director Nomination

1. Formulate policies, criteria and procedures governing director nomination based on the Policy for Governance of Subsidiaries of SCB X Public Company Limited to be proposed to the Board for approval.
2. Select and nominate qualified candidates in accordance with relevant regulations, laws, and the Bank’s policies to the Board, the Board of Directors of SCB X Public Company Limited, the Bank of Thailand, and the meetings of shareholders (where required by law) for appointment as directors of the Bank and members of the Board committees.
3. Oversee that the size and composition of the Board and the Board committees are appropriate for the organization and changing business environment. The NCCG Committee shall oversee that vetting mechanisms or tools, such as the board skills matrix, are available for and applied to the selection and nomination processes to ensure that the Board is comprised of individuals possessing knowledge, abilities and experience that are favorable to the Bank’s business strategy and directions in the short, medium and long terms. The Board and the Board committees shall consist of qualified individuals with knowledge, abilities, skills and experience in various aspects such as: 1) knowledge, expertise, or experience in macro-level management, 2) knowledge, expertise, or experience in specialized fields such as laws, accounting, finance, economics, and 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 elements of diversity in terms of gender, race, nationality, age, educational background, professional experience, skills, knowledge and other differences with a view to promoting the diversity on the Board, the appropriateness of the Board composition, and the Bank’s sustainable growth.
   
   

  1.2 Nomination of Senior Executives of the Bank and Advisors to the Bank

1. Formulate policies, criteria and procedures governing the nomination of senior executives based on the Policy for Governance of Subsidiaries and Associates under SCB X Public Company Limited to be proposed to the Board for approval.
2. Select and nominate qualified candidates in accordance with relevant regulations and laws, as well as the Policy for Governance of Subsidiaries and Associates under SCB X Public Company Limited, to the Board for the appointment of such candidates as directors and executives of Subsidiaries of the Bank.

    

  1.3  Nomination of Directors and Executives of Subsidiaries of the Bank

1. Formulate policies, criteria and procedures governing the nomination of directors and executives of Subsidiaries of the Bank based on the Policy for Governance of Subsidiaries and Associates under SCB X Public Company Limited to be proposed to the Board for approval.
2. Select and nominate qualified candidates, in light of relevant duties, responsibilities and nature of work, and in accordance with relevant regulations and laws, as well as the Policy for Governance of Subsidiaries and Associates under SCB X Public Company Limited, to the Board for the appointment of such candidates as senior executives of the Bank and advisors to the Bank. The process of appointment and the determination of employment conditions for the Chief Executive Officer and senior executives for financial functions requires joint approval from the Board of Directors of SCB X Public Company Limited, as applicable,

The NCCG Committee is also in charge of disclosing policies and details of the nomination processes applicable to directors and senior executives in the annual report 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 the Board and the Board committees that are reflective of objectives, duties, responsibilities and relevant risks, the Bank’s long-term benefits, are based on clear and transparent criteria, are in line with the Bank’s objectives and goals and the director remuneration criteria applicable to companies in SCBX Group. Such policy and amount shall be proposed to the Board and the Board of Directors of SCB X Public Company Limited for endorsement and subsequently to 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 and are in line with the director remuneration criteria applicable to companies in SCBX Group.
3. Oversee the Bank’s disclosure of its policy on remuneration and other benefits as well as preparation of remuneration reports which enunciate overall performance evaluation 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 Senior Executives

1. Define the policy on and amount of remuneration and other benefits for the Chief Executive Officer and senior executives that are reflective of relevant 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. Such policy and amount shall be proposed to the Board for approval. The NCCG is responsible for considering and approving the compensation of senior executives or endorsing such matters for submission to the Bank’s Board of Directors and the Board of Directors of SCB X Public Company Limited, for consideration and approval, as applicable.
2. Oversee that the remuneration of senior executives is commensurate with their duties and responsibilities.
3. Establish guidelines for the evaluation of the Chief Executive Officer and senior executives to support the determination of annual remuneration by taking into consideration relevant duties, responsibilities and risks, in alignment with the policies of SCB X Public Company Limited. Contribution to the shareholder value maximization shall also be a priority in such evaluation.
4. Oversee the Bank’s disclosure of its policy on remuneration and benefits applicable to directors being senior executives and executives or senior executives who are entitled to remuneration as employees which enunciates overall performance evaluation 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 senior executives and executives or senior executives who are entitled to remuneration as employees shall be disclosed in the Bank’s annual report.
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 Senior Executives of Subsidiaries of the Bank

            Oversee the formulation of policies, criteria and procedures applicable to director remuneration of subsidiaries of the Bank to ensure appropriateness and alignment with the director remuneration criteria applicable to companies in SCBX Group. The NCCG Committee shall also oversee the formulation of policies, criteria and methods applicable to remuneration and other benefits for senior executives of subsidiaries of the Bank. The remuneration criteria shall be clear, transparent, in line with key risks of companies in SCBX Group, and 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 directors and personnel 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 and senior executives by identifying successors and establish successor development systems.

    3.3 Consider and give recommendations on the corporate culture cultivation and development plan.

4 Corporate Governance

    4.1 Formulate and propose for the Board’s consideration the Bank’s Corporate Governance Policy based on the Policy for Governance of Subsidiaries of SCB X Public Company Limited and other policies of SCBX Group, monitor the corporate governance policy implementation, and regularly review and update the Corporate Governance 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.

    4.4 Establish the Board performance evaluation guidelines and arrange for the Board evaluation (comprised of the performance evaluations of the Board, the Board Chairman, individual directors, and the Board committees) which involves a self-evaluation and/or a cross-evaluation on an annual basis. The NCCG Committee may engage an external consulting firm in the Board evaluation process every three years or when appropriate and shall apply the evaluation results to the enhancement of the Board’s performance.

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. 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. 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. 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.