“We no longer solely aim to maximise our income or market capitalisation. Instead, we set our course to become “the Most Admired Bank,” both in terms of our capability and being a balanced organisation to face with new market players, evolving rules and regulations, and volatile global markets. At SCB, we strive to be an agile and robust organisation that can quickly adapt to technological change.”
Mr. Arthid Nanthawithaya
President & CEO
With the belief that His Majesty Bhumibol Adulyadej’s Philosophy of Sufficiency Economy lays the path towards sustainability, the Bank has fully adopted the philosophy to be its guiding principle for every dimension of the Bank’s business, ranging from policy to decision making, business strategy formulation to risk management, and internal knowledge development. The Bank also encourages employees to apply the Philosophy of Sufficiency Economy to every process of business operations. Specifically, the Bank aspires to operate the business by adhering to the three values of Sufficiency Economy Principles: Moderation, Reasonableness, and Self-Immunity, while fulfilling its social and environmental responsibilities to become a truly sustainable organisation.
In 2016, SCB developed a sustainability framework to ensure its sustainability management in alignment with the Bank’s vision to be the Most Admired Bank. The Bank has also initiated the “SCB Transformation”, transforming the Bank’s strategy and business model. Its purpose is to sustainably develop the Bank’s capability to differentiate and create long-term values for customers through Foundation Transformation in parallel with Business Transformation.
Contribution to SDGs
SCB has embraced the aspirational Sustainable Development Goals of the United Nation’s 2030 Agenda for Sustainable Development. The Bank views that the SDGs are in line with the Philosophy of Sufficiency Economy, which is a guiding principle for SCB’s sustainability approach. The Bank selects and supports the SDGs that align with its strategies and business plan by fair consideration of the needs of all stakeholder groups.
Stakeholder engagement is at the hear t of developing the business towards sustainability. Therefore, are specified guidelines on stakeholder engagement in the Bank’s Code of Conduct. The Bank also encourages every function to continuously foster stakeholder engagement through appropriate channels and activity to understand their expectations and perspectives as well as to solicit feedback and suggestions on the Bank’s operations. This stakeholder inclusion effort also provides an opportunity for SCB to communicate sustainability aspirations and management approach to stakeholders. In addition, stakeholders’ feedbacks serve as input to the report selection process and provides guidance for the Bank to meet stakeholders’ expectations in all dimensions.
Sustainability Materiality Matrix
The Bank annually identified issues and any other relevant topics by considering both internal and external factors, such as business direction and strategy, stakeholders’ interests, issues internationally considered material in the context of sustainability for the banking sector as well as global trends on sustainable development. These issues are annually reviewed and endorsed by management.
The Bank places an emphasis on understanding the impacts of business activities on every groups of stakeholder. The Bank introduced impact valuation methodology that examines economic,social, and environmental impacts from the Bank’s operations, both positive and negative externalities while attempting to monetises the true value of the Bank’s contribution to society. Key business factors that have been incorporated in the economic, social, and environmental impact valuation methodology are: opportunities to improve operational efficiency, preparation for future legal and regulatory changes, customer base expansion, creating environmental business opportunities through sponsorship, promoting a positive image of the Bank, and transparent disclosure of the Bank’s operating performance to stakeholders.
In 2017, the Bank’s digital banking program was chosen to pilot the economic, social, and environmental impact valuation by considering stakeholders’ expectation and global trends in digital technologies. The Bank calculates positive contributions from product and service delivery on the digital platform which helps promote financial service accessibility. At the same time, the Bank also assesses environmental impacts of digital innovation by using the Natural Capital and Social Capital Protocols, which has been globally accepted, as guidelines. The resulted valuations will be incorporated in the business planning for customer base expansion.
The changing pace of technology and innovation have become increasingly important in the current business lanscape, SCB has then embarked on a journey to become a truly digital bank by developing and offering products and services that fit and facilitate customer's digital lifestyle while maintaining maximum security and efficiency.
In 2016, The Bank has upgraded its SCB Easy platform to facilitate the transition into a truly digital bank with improved security, faster speed and higher capacity for a larger user base. Ready to be everything for users in the digital age, SCB Easy application offers new features to enhance the customer experience beyond mobile transactions, such as cardless ATM, privileges and discounts (Easy Bonus), payment request using a phone number or a national ID number (Request Money).
Concurrently, the Bank develops the iPlan application, an electronic device that helps employees analyse customer data and recommend the right insurance products. Customers will receive information in a format that is easy to understand to help them compare and navigate through product choices effectively with a function that allows customers to conveniently change product details. In addition to streamlining the documentation process, this application also reduces issues such as complex form-filling process, incomplete documents for application, delays in document delivery and document loss.
For corporate customers, the Bank developed SCB BizNet application for SME customers to be able to approve business financial transactions and check account balances anywhere, anytime on their smartphones. Customers can access this app at no additional charge by using their current passwords for SCB Business Net with full confidence that every transaction is secure.
The Bank encourages consumers, especially those with a preference for using cash, to use more electronic and online services which are more convenient and secure for both buyers and sellers. In 2017, the Bank upgraded its digital platforms to be more stable and secure with a higher capacity to accommodate the expanding customer base in the digital age. The Bank launched the new “SCB Easy Pay – Mae Manee Money Solution” campaign to familiarise target customers, both merchants and users, with the Bank’s new QR code payment. The campaign also highlights the key feature of the system which is a free payment notification through SCB Connect on LINE application, the first and only provider in Thailand.
Customer Relationship Management
With the challenges from technological advancement, the banking industry has been revoluntionalised to the point where banks are expected to offer more than standardized financial services. Thus, it has become crucial to understand customer needs at great depth to deliver products and services that are specifically tailored to each customer segment. SCB employs advanced analytics technologies to manage and analyse customer behaviour data with the goal of delivering better customer experience and helping customers realise their full potential.
The Bank strives to be a universal financial service provider that delivers the right products and services to meet customer needs. Therefore, the Bank classifies customers into 3 main segments –Corporate segment, SME segment, and Retail and Wealth segment, with the following management strategy:
Customer Satisfaction Survey
The Bank conducts satisfaction survey with each customer segment through a variety of assessment tools such as TRI*M index and Net Promoter Score (NPS) to measure customer's satisfaction towards SCB and the services provided at branch network. To mesaure satisfaction towards call center services, the Bank uses eQ index to gain insights. The scope of the survey has been extended to include service on digital platform such as the Bank’s mobile digital application, to inform the Bank’s future effort on product and service development.
The Most Caring Employer
Amid rapidly changing business environment, people with well-rounded knowledge, capabilities and skills will be the key engine of sustainable success for their organisations. The Bank focuses on enhancing people capabilities at all levels by leveraging cutting-edge technologies to increase effectiveness in people development with comprehensive development plans. The Bank also supports internal job rotation as a skill building mechanism as well as partnering with educational institutions on its recruiting effort. Moreover, employees also have an opportunity to sharpen their skills and excercise their knowledge and capabilities to create social benefits through participation in the Bank’s CSR initiatives.
Training and Development
The Bank recognises the need to develop people capabilities at all levels which will be one of the key success factors for the organisation to overcome today’s challenges. In 2017, the Bank revamped its learning and development programmes by setting up SCB Academy to develop knowledge, skills and capabilities of employees at all levels from executives, managers to officers and staff, both in customer facing roles and support roles. SCB Academy offers various training programmes on core finance and banking knowledge, functional skills related to specific jobs, leadership and other essential skills for future finance and banking businesses.
For executives, the Bank offers development programmes, such as Talent Acceleration Program in which the Bank collaborated with International Institute of Management Development, a leading institution and world-renowned expert on executive training, to design and implement the training programme. The Bank sets challenging targets and KPIs for the training to enable executives to unlock their full potential and to develop a leader and role model for embracing change. Executives are also the tenet of change management centers on communicating and developing desired attributes before passing those attributes down to employees at all levels.
At the manager level, the Bank focuses on developing coaching skills for communicating and transferring management knowledge and skills to colleagues and junior staff, such as leadership, strategic and innovative thinking, as well as other essential knowledge for future banking business, e.g. digital transformation, design thinking. These courses will help employees to truly understand customer’s needs.
For officer and staff, the Bank focuses on developing general finance and banking knowledge in conjunction with building direct and indirect functional skills such as sales and product recommendation techniques, and banking technologies, to motivate, build confidence, and prepare employees for internal rotation and to grow together with SCB.
Talent Attaction and Retention
In conjunction with developing people capabilities and supporting internal rotation, the Bank continues to recruit highly qualified people to strengthen and drive the organisation. The Bank has a proactive recruiting strategy through partnerships with leading educational institutions and organisations in Thailand to access and understand what prospective job candidates expect from companies they would like to work with as well as preparing students to enter the workforce upon graduation. The ongoing partnerships with universities have enabled the Bank to design and execute an effective recruiting programme that truly meets its people needs.
The Bank creates career advancement opportunities for employees at all levels by encouraging internal rotation to facilitate cross-functional learning and skill building. This internal rotation also ensures adequate manpower for the Bank’s future business strategy in addition to giving employees an opportunity to grow together with the Bank in a sustainable manner. For an effective employee rotation and transfer, the Bank has conducted strategic workforce planning and analysis in terms of both quantity and quality by applying a manpower model based on key manpower driver of each business unit, such as sales revenue, transaction volume, and number of customers This analysis enables business units to assess whether they have adequate manpower relative to the amount of work and can effectively plan for resources accordingly.
Communicating with employees and preparing them for internal rotation is another important matter for which the Bank has established a clear approach and procedure. The initial step is to conduct capabilities screening and then provide training necessary for the new positions through a variety of learning formats. Then, employees will receive on-the-job training prior to permanently assuming the new roles and responsibilities. Thereafter, the Bank will continue to monitor and provide additional training to ensure that employees can succeed and reach their full potential in their new roles.
Diversity and Inclusion
The Bank places an emphasis on respect for labor rights and fair treatment of employees without discrimination against gender, skin colour, race, religion, culture or education. This non-discrimination practice has been stated clearly and explicitly in the Bank’s Code of Conduct and communicated to all employees to encourage employees to treat one another fairly and respectfully. Moreover, employees are given complete freedom to join the Bank’s labor unions which are organised into three unions: management labor union, general employee labor union and service employee labor union. The objective of the labor unions is to forge strong relationships between the Bank and employees with a commitment to protecting the rights and fair benefits for members and employees by considering joint interests of all parties.
Well-being and Safety
The Bank treats employees like family members by ensuring their wellbeing and creating an inspiring and motivating workplace equipped with digital platform facilities. A wide range of channels have been put in place for employees to give suggestions and feedback which have been turned into concrete initiatives to enhance employee well-being at all levels such as redesigning work and recreational space at the head office and branch offices, allowing flexible work hours, providing benefits beyond legal requirements, for instance, allowing full paid maternity leave up to 90 days, full paid paternity leave up to five days, and creating various activities to provide an opportunity for employees to socialise with colleagues in other units and form strong relationships.
Organizational Health Measurement and Index
Although the Bank has given priority to developing employee capabilities and building positive attitudes toward change from job rotation and technology adoption, it is the Bank’s assessment on employee engagement that is the key indicator for becoming an employer of choice. Therefore, the Bank has assessed level of employee engagement by using the Organisational Health Index (OHI) as a measurement of the Bank’s current strength and readiness for future changes. In doing so, The Bank has engaged a leading global consulting firm to conduct the assessment to ensure neutrality and impartiality.
Health and Safety
A positive and safe work environment is fundamental to sustainable development of an organisation. The Bank develops and follows safety, occupational health, and environmental practices for employees, contractors and suppliers by complying with applicable laws and global standards and to prevent any incidents or accidents that may affect employees, customers, suppliers and contractors operating at the Bank’s premises as well as safeguarding the Bank’s reputation and credibility.
In 2017, the Bank reviewed and announced the latest version of the Occupational Health and Workplace Safety Management Policy which requires all employees to take ownership on safety issues as well as revising the safety, occupational health, and environmental guidelines to be in line with international standards. The Policy and guidelines have been communicated to all branches nationwide to guide workplace safety management. The Bank also assigns branch employees to perform safety self-assessment with the Bank’s Safety and Security Management Unit responsible for advising, following up on the assessment results and supervising the work to improve workplace safety. The key goal is to ensure that every employees come to work and return home safely every day at every workplace.
The Bank regards safety as the duty and responsibility of all employees. Employees must consider their own safety and that of their colleagues, as well as complying with safety and occupational health practices. The Bank places an emphasis on educating employees on safety issues by developing an online training course which offers convenience and accessibility. This safety training course is part of a mandatory training that all employees must complete before the end of their probation periods with the target of all employees successfully completing the safety training course. The Bank also runs a continuous employee safety awareness campaign through a variety of communication channels.
Responsible lending Policy
As a financial provider to major capital projects, such as public or private utilities infrastructure development, the Bank plays an important economic and social role by creating jobs and new businesses which lead to a higher standard of living. Even though these major capital projects are necessary to support the country’s economic growth, they may create social and environmental ramifications if managed inappropriately or inadequately. Therefore, it is essential that assessment of social and environmental impact be an integral part of the Banks credit appraisal process. Moreover, as specified in the Bank’s Credit Policy Guide, loans classified as high risk require a higher level of approval authorisation than normal loans to ensure compliance with regulatory requirements and thorough considerations of all relevant dimensions.
In 2017, the Bank began to raise the appraisal standards for responsible lending by conforming with international practices on social and environmental risk analysis and management, such as the Equator Principles and International Finance Corporate (IFC) Guidelines. These guidelines are appropriately adopted for project finance considerations. Notably, in 2018, the Bank began to review and improve the Credit Policy Guide, by specifying the type of credit which the Bank will not sponsor (exclusion list), as well as establishing sector specific guides for credit considerations. These approaches ascertain that projects, have in place an appropriate management approach to mitigate and prevent potential social and environmental impacts.
Financial institutions play an important role in driving the government’s economic policy on investment in the business sector that helps mitigate environmental impacts from global climate change. Therefore, the Bank focuses on developing loan programs for businesses that help lower environmental impacts such as financing alternative energy businesses, revolving fund for energy conservation and energy and environmental conservation loans for the SME segment.
Responsibility to Environment
Siam Commercial Bank PCL (SCB) manages our operational eco-efficiency performances of our key buildings through data governance, data collection, performance target, performance reporting and third-party assurance. SCB seeks to continuously improve our approach to data coverage, data consistency and data collection which we applies new technologies such as cloud computing to improve our process.
SCB sets up a committee chaired by a senior executive to oversee operational eco-efficiency performance and initiatives. The targets of 10% intensity reduction, by 2023, on individual operational eco-efficiency performance (total energy consumption, water consumption, waste disposal and domestic travel) the performance is also tracked on a monthly basis.
Internal Resources Management
The Bank aims to utilize resources optimally to derive the maximum benefits while minimising environment impacts. The Bank’s efforts range from conserving energy, using water wisely, reducing paper usage, and building awareness for optimal resource use for employees through campaigns and communication media. In conjunction with moving toward full digital banking, the Bank also integrates natural resource conservation into the work process.
In 2017, the Bank began to improve the work process to minimise resource usage together with a campaign to use paper wisely by targeting to digitize 50% of the current work process by 2019 which will reduce resource use and shorten process time while contributing to the Bank’s progress on digital banking. At the same time, the Bank focuses on changing the attitude and behaviour of employees and related persons throughout the business value chain to raise awareness of environmental impacts from the operations.
Supplier Code of Conduct
Banking operations relies on strong partnerships with suppliers in various tasks to responsibly deliver services and products that meet the Bank's needs. To emphasise integrity and fair treatment among its suppliers, SCB has established a 'SCB Supplier Code of Conduct) as a basis of supplier selection, convering business ethics, labour and human rights, occupational health and safety and environment.
The supplier code of conduct is annually communicated to suppliers via the Vendor Communication Day and suppliers are required to acknowledge and strictly follow the Supplier Code of Conduct. The Bank regularly monitors and audits the supplier compliance and reserves the right to halt the work in consideration of impact or damage. Details of the SCB Supplier Code of Conduct
The Bank integrates environmental considerations into the procurement process to support environmentally friendly products while helping to drive the green demand in the overall market. The Bank encourages suppliers to improve their product or service quality to respond to market demand for environmental considerations in conjunction with promoting sustainable development in the business sector, aligning with the national policy to become a low-carbon and environmentally friendly society. In 2017, the Bank has communicated its direction and commitment to green procurement to all suppliers to serve as guidelines for working together in the future.
Community and Social Empowerment
From the start of concrete CSR efforts, the Corporate Social Responsibility Committee has played a key role in formulating policies, setting operational frameworks, as well as allocating resources and budget for activities to improve the quality of life in the community and society. The Corporate Social Responsibility Function and Siam Commercial Bank Foundation are the key engines that drive each initiative to create long-term impacts, and truly address all stakeholders’ needs, in order to achieve the Bank’s vision of becoming “The Most Admired Bank.”
The primary approach of the Bank’s CSR initiatives consist of youth development and learning enhancement, quality of life and environmental development, and community arts and cultural development. The CSR activities or projects aim to address social needs, develop capabilities, and learning opportunities for youths, ensuring that they grow to become important resources for the country’s development. The Bank’s CSR activities not only contribute to better quality of life in society, but also instil the awareness of social responsibility, volunteer spirits, and the sense of civic duty for SCB people, who are the valuable resources of future CSR activities.
The Bank’s CSR practices also address four UN Sustainable Development Goals (SDGs), comprises Goal 1, Goal 4, Goal 7 and Goal 8; while instantaneously remain in alignment with the Bank’s aspiration and implementation to become “the Most Responsible Corporate Citizen” for society. Accordingly, the Bank has set key success indicators and monitored performance to assess whether objectives have been achieved, to what level of benefits to the general public, along with gauging the possibility of further expansion. Performance assessment outcomes are regularly reported to all relevant parties, serving as input for further improvement, and development of various initiatives to deepen and broaden benefits to the society.
Financial Inclusion and literacy
The Bank promotes fair financial inclusion by providing a variety services in the form of both physical branches and digital platforms, such as ATMs, CDMs, virtual teller machines, SCB Easy app, and SCB Easy Net. The Bank also aims to deliver the right products for customers to provide equal opportunities for all groups of the population to access and benefit from financial services which is crucial to the country’s wealth distribution and sustainable development as supported by the Bank of Thailand’s Financial Sector Master Plan Phase III (2016-2020). In addition, the Bank supports low-income earners and small business owners by streamlining the credit underwriting process and simplifying lending terms and conditions as another route to unlevel the playing field of capital access and mitigate the informal debt problem. Furthermore, as a response to changes in the digital age, the Bank partners with a non-bank e-Wallet (or e-Money) service provider to offer digital transaction services such as online shopping and bill payment, to people without a bank account or a credit card, which helps create an ecosystem for a cashless society.
By leveraging the Bank’s financial expertise and insights on customer behaviour and concerns, the Bank aims to promote financial literacy among all groups of people and entrepreneurs to equip them with practical financial management skills that can be applied to daily life or business. The Bank’s ongoing activities to build engagement in the social media sphere provide insights into the behaviour of social media users and the challenge in creating financial discipline and awareness which is often viewed as irrelevant and complicated. The Bank, therefore, uses a communication strategy that makes the content on this subject interesting by drawing connection to day-to-day events or social trends. The Bank provides information tailored to individual user groups using creative and easy-to-understand presentation techniques, such as infographics, words of wisdom, articles and short movies. These initiatives help bring customers and the Bank closer together and make SCB the leading provider of financial literacy materials on social media which was recognized at both national and international levels.
The Most Prudent Bank
The Bank places an emphasis on having a board structure that is independent, transparent, and accountable to ensure maximum effectiveness in corporate governance and to comply with Corporate Governance Code enforced by the Securities and Exchange Commission (SEC) as well as other best practices. The Nomination, Compensation, and Corporate Governance Committee is responsible for identifying qualified director candidates to be appointed at a board meeting or a shareholder meeting by considering a wide range of factors including knowledge, expertise and experience that align with the Bank’s strategy.The Bank’s director selection process treats all candidates equally and fairly with no discrimination against gender, ethnicity, race, religion or marital status. Furthermore, the Bank has also applied the Board Skill Matrix to assess the Board’s qualifications which has been reviewed regularly to ensure that it remains current and appropriate. Details of SCB Corporate Governance Policy
SCB Financial Group's Codes of Conduct
SCB announces the SCB Financial Group's Code of Conduct and the SCB Supplier Code of Conduct in demonstrate its commitment to operating a transparent business as well as setting ethical behavior standards for directors, management, employees and suppliers. The SCB Financial Group's Code of Conduct also serves as a direction for directors, executive, management, employees and suppliers to act cautiously and prevent any legal or regulatory violations that will tarnish the Bank’s reputation. The Audit Committee, consisted entirely of independent directors, is responsible for overseeing compliance of rules, ethical principles and the Bank’s Code of Conduct.
The Bank regularly updates both codes of conduct to maintain its relevance and stay current with today’s changing business environment. All directors, executives, managers, employees, suppliers and subsidiaries are expected to acknowledge, sign, and strictly comply with the Code of Conduct. The Bank offers training in the e-learning format for all employees and organises Vendor Communication Day to communicate the Code of Conduct to suppliers who are required to attend the session every year. Details of SCB Financial Group's Code of Conduct
The Bank establishes the Whistleblower Policy to serve as a framework for managing the process for whistleblowing and reporting on incidents of fraud, corruption, or violation of the Bank’s regulations, rules and Code of Conduct. The Bank provides diverse reporting channels and has a policy to keep whistleblowers’ identity confidential to protect whistleblowers against retaliatory actions. The Bank has appointed the Fact Finding Committee to conduct prompt investigations once complaints have been raised. The Committee reports outcomes and performance to the Disciplinary Committee and to the Audit Committee every 3 months. The Bank continues to encourage employees at all levels to report incidents or cases that may affect the Bank through the channels that have been set up which will then trigger the investigation and review process.
Anti-crime Policy and Measures
To ensure the effective establishment and implementation of an anti-money-laundering and anti-terrorism financing-supporting culture, SCB has promoted ‘Prevention, Detection, and Investigation’ as a framework and adopts Anti-Money Laundering and Counter-Terrorism and Proliferation of Weapon of Mass Destruction Financing Policy to which all employees are required to strictly adhere to. SCB has identified the procedure for customer identification. The Bank conduct Know Your Customer (KYC) and Customer Due Diligence (CDD) by requesting identification documents or relevant documents, filling and updating information for both new and existing customers, particularly high risk customers who must declare the source of fund/ revenues and specific objectives of the transaction.
Risk Management Framework
Since effective risk management under good corporate governance is a key element of strong business foundation and stakeholders’ trust, the Bank is committed to developing an effective risk management system along with considering potential opportunities and impacts from such risks. The Bank has established a clear risk management structure with proper checks and balances.
Part of the Bank’s risk management process is to explicitly articulate acceptable levels of risk in the Risk Appetite Statement which is reviewed annually to ensure that every change with risk implication and potential business impacts will be taken into consideration in the next year business planning. The Risk Management Committee meets every month to monitor significant risk issues by considering both internal and external risk factors. In addition, the Audit Committee meets with the head of Risk Management Function every month to review the Bank’s risk management operations. Key risk trends, key incidents and management approach for relevant risk issues are also being reported during to shareholders during the Ordinary General Meeting.
Technology Security Strategy
Safeguarding the Bank’s and customer data is the Bank’s top priority. Therefore, the Bank has a clear management structure with senior executives and the Technology Security, Architecture and Risk Function to monitor the Bank’s IT operations to effectively facilitate the Bank’s strategy. SCB has established the Information Security Policy and Technology Security Strategy focusing on role-based access control (RBAC). The RBAC includes Identity & Access Management and Digital Right Management for data access. The policy applies to the Bank’s employees, suppliers, contractors, and all consultants who are involved in the Bank’s operation. In 2017, the Bank has stepped up on its data security testing by engaging external experts to conduct additional tests on top of the Bank’s routine monthly tests to identify potential weaknesses and loopholes. Moreover, the Bank has also improved the Cybersecurity Threat Intelligent Surveillance system by supplementing surveillance of internal activities with external surveillance to prevent an external attack or theft of consumer data
Information confidentiality is an important matter that requires strict employee compliance. Employees are not allowed to disclose any customer information to other parties by any means or through any communication channels, unless required to do so by authorities by law or court order. Information confidentiality covers personal information of customers and employees, including income, benefit data, and medical records. This type of information is available, internally or externally, only on a strict need-toknow basis. Employees entrusted with the handling of such personal information must do so with the utmost prudence, discretion, and confidentiality.
In addition to its attention on internal labor rights, the Bank is aware of the need to manage human rights issues throughout the business value chain. The risk of human rights violations can manifest itself in various forms and can happen to employees, suppliers and customers such as workplace discrimination, violation of customer privacy, social risk from financing infrastructure development or real estate projects as well as human rights violations on the part of suppliers, e.g. labor disputes. Such human rights risk can lead to impact on both the overall business and the Bank’s reputation. Therefore, the Bank has issued the Human Rights Policy to respect and comply with all human rights laws and principles both at the national and global levels. In doing so, the Bank has developed and applied the Human Rights Management Framework throughout the value chain and abided by the UN Guiding Principles on Business and Human Rights (UNGP). In 2017, the Bank undergoes the human rights due diligence process to avoid and potential human rights violations of employees, business partners (i.e. suppliers and customers) and communities.
Moreover, to conform with global standards on human rights risk assessment, the Bank has reviewed and improved its human rights practices as well as conducting a human rights risk assessment. The objectives of this assessment are: to assess risk and set appropriate control or impact mitigation measures for human rights risk; to monitor, review, and report the implementation effectiveness; and to specify governance structure, role, and responsibilities of business units involved in the human rights management process. The Bank is committed to upholding human rights practices for all activities that may have human rights impact and preventing human rights violations.
The Bank aims to conduct human rights risk assessment once every three year in order to comprehensively assess the risks emerged from the Bank's both direct and indirect operations as well as identifying appropriate mitigation measures.
SCB ensures strict compliance with relevant laws and regulations both at domestic or international level. The Bank has adopted Tax Policy which is applied to all SCB and all subsidiaries. The policy is aligned with SCB’s strategy in seeking to maximize shareholder value whilst demonstrating responsible tax behavior to all stakeholders.
Contribution and Spending
SCB is conmitted to conducting its business by upholding the good corporate governance and codes of conduct. The Bank discloses both financial and non-financial data to all groups of stakeholder through a variety of channels.
In 2017, SCB has supported trade associations such as the Thai Bankers' Association (TBA), Thai Bond Market Association (ThaiBMA), Thai Financial Planners Association (TFPA) in the form of membership fee totaling THB 20,348,466, in compliance with the Bank's Anti-Corruption and Bribery Policy. SCB recognizes that strong networking and alliance for supporting of national government policies will help strengthen the Bank’s position and the national financial industry.