For successful execution of the integration, it was critical to set strategic directions and align them across both banks. Since January, a new set of c-suite executives and a governing board of directors for the merged bank have been established. Soon after, the topmanagement conducted a process of management on the ground, travelled across the country to communicate directly to both TMB and TBANK employees on the merged bank’s strategic directions, mission, values and culture. They shared ‘One Dream’, an aspiration to deliver better financial well-being to Thai people through a strong ‘One Team’, as well as a target, ‘One Goal, of becoming the recommended bank of choice by our customer. These sessions were successfully completed just before the COVID-19 outbreak occurred. Employee well-being is a key element of the integration plan because employees – the driving force of the business – are the most valuable asset of both banks. As the bank is committed to treating every employee equal ly, al l HR pol icies, such as compensation, benefits and recruitment, have been al igned in preparation for employee transfer, to ensure the fair treatment and selection of both banks’ employees for the new bank. Shortly after the introduction of the c-suite, a new organizational structure for the merged bank was definedwhere all positions were identified and vacancies forecast. Then came a selection process where the bank fairly and effectively evaluated all employees for new positions andmatched the right skills and competencies to each position with equitable pay, thereby increasing the potential for the newbank. This process successfully organized all employees within the new structure of the merged bank. Throughout the year, employee transfers have been conducted phase by phase, starting with senior management and key positions. As of 2020, 1,840 employees have been transferred to the merged bank. ONE DREAM ONE TEAM ONE GOAL 16 Su s t a i n a b i l i t y Re po r t 2 0 2 0 I n t r odu c t i o n Cu s t ome r s En v i r o nme n t a l & So c i a l I mp a c t s Pe op l e Go v e r n a n c e App e nd i x
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