Background of the Organization

As the first and oldest Thai commercial bank, Siam Commercial Bank has a history dating back as early as the reign of King Rama V, when the country's banking system was served only by foreign banks. Realizing that a sound and independent financial system was vital for Thailand's economic development, HRH Prince Mahisararajaharuethai initiated the establishment of the Thai banking business under the name of" The Book Club" in 1904. As its operations received wider recognition, His Royal Highness sought Royal Assent and transformed it into the Siam Commercial Bank Company Capital Limited, a full-fledged commercial bank, on January 30, 1906.

Because of his far-sighted undertaking, HRH Prince Mahisom is revered as " The Father of Thai Banking," and the Siam Commercial Bank is regarded as a prototype of Thai commercial banks.

For almost a century of business operations, the management of the Siam Commercial Bank has consistently adhered to the philosophy set forth by its founder which is to dedicate ourselves to the quality and righteousness of our work, to work as a team so that we shall provide the best of services, to respect human values, and to participate to the best of our ability in our society and nation.

Since the Siam Commercial Bank has been granted to establish in 30 January 1906(B.E. 2449), it plays important roles to serve Thai people and their society indulgence and keeps its path simultaneously with the country economic growth. As a professional and well-managed bank, it has demonstrated a leadership in utilizing modem technologies to enhance and develop new services for customers.

Under the mission " to be the Bank of Choice for our customers, shareholders, and employees", Siam Commercial Bank is committed to continuous development

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according to the current environment. Recently, the Bank has initiated "Change Program" to restructure its organization for a better efficiency and flexibility. SCB aims to demonstrate its international performance through innovation, service enhancement and operational efficiency to achieve the highest customer satisfaction from each individual group of customers. With a strong financial foundation, over Baht 760,000 million assets, it conforms the Bank to be the country best financial institution and the country best innovative service.

Siam Commercial Bank has divided many organization types which are president and CEO, groups, divisions, units and teams. Finance Group takes proactively a leading role in financial planning to enhance SCB's financial position, and be a dynamic business partner through its quality and effectiveness of decision support within a strong internal control framework. Operations Group is responsible for cooperation to business staff in order to solve the problem of operation processes, and enhancement customer satisfaction which analyze from the problem of work flows and the result of operations.

Retail Banking Group is responsible for financial transaction of individual customers which are deposition, withdrawal, transferring and personal credit. Corporate Banking Group take care large business credits such as government, telecommunication, a public utility, and real estate. Human Resources Group is responsible for staffing and development, training, compensation, human resource administration and human resource client service division will take care separately for their customers. Information Technology Group will support for information technology operation including data management, security, IT resource management and solution development which IT client services will get the requirement from user before forwarding to concerned person. The organization chart is shown as Figure 2.1. Below:

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RETAIL BANKING GROUP PRODUCTS & MARKETING DIVISION SALES& SERVICE DIVISION RETAIL CREDIT& BUSINESS SUPPORT DIVISION

INFORMATION TECHNOLOGY GROUP

PRESIDENT AND CHIEF EXECUTIVE OFFICE HUMAN RESOURCES GROUP FINANCE GROUP ITG EXECUTIVE SUPPORT IT CLIENT SERVICES DIVISION IT SOLUTION DELIVERY DIVISION DEVELOPMENT! DIVISION DEVELOPMENT2 DIVISION ITDATA MANAGEMENT DIVISION IT SCEURITY DIVISION IT RESOURCES MANAGEMENT DIVISION

HR ADMIN!STRA TION DIVISION TRAINING DIVISION STAFFING& DEVELOPMENT DIVISION HR CLIENT SERVICES DIVISION

FINANCIAL REPORTING & CONTROLS DIVISION MIS & FINANCIAL PLANNING DIVISION BALANCE SHEET MONITORING DIVISION INVESTOR RELATIONS DIVISION FINANCIAL MANAGEMENT SYSTEMS DIVISION

OPERATIONS GROUP PAYMENTS& SETTLEMENTS DIVISION CREDIT OPERATIONS DIVISION COLLECTIONS DIVISION CARD OPERATIONS DIVISION TREASURY & FUNDS OPERATIONS DIVISION INTERNATIONAL TRADE OPERA TIO NS DIVISION PLANNING& CONTROL DIVISION Figure 2.1. The Organization Chart of Siam Commercial Bank

CORPORA TE BANKING GROUP CORPORA TE DIVISION l CORPORA TE DIVISION 2 FINANCIAL& INSTITUTIONAL DIVISION BUSINESS PRODUCTS DIVISION JAPANESE DIVISION BUSINESS BANKING DIVISION CORPORATE BANK- STRA TEGIC PLANNING

2.2 Business Functions and Operations

The existing training business processes are manual which can be summarized as follows:

Process 1: Build Individual/ Organizational Learning Program

The process of responding to the training needs assessment with planned educational activities, including learning content design and structuring, sourcing of supplies, project management. This also considers financial aspects of the training courses. Program development unit receives the training requirements from different units, and then drafts the training plan in order to send to the group head for approval. After obtaining approval from the group head, program development unit prepares training program details and budget. If the budget is not planned, the request for the budget is required. Otherwise, program development unit prepares the logistics of the course.

Process 2: Maintain Knowledge Management

This procedure covers the process of general internal training. The Program Development, Training Administrator and Training Delivery units will prepare training program proposal such as content, trainer and target audience. After approved in principle by each program, they will set up the course, class and learner as the planned, and then book resources to central administration division.

Training Administrator and Training Delivery units have to wait for the response from client unit approval and employee reply in order to make class enrollments.

Also, they have to update class status to be confirmed and update employee enrollment status to be enrolled before reporting the attendee lists. In the e-learning courses, employee can launch via the intranet of the bank in the training homepage.

After completing the attendance, Training Delivery unit has to summarize the training evaluation results and training expenses in order to send to financial reporting and controls division.

The existing business functions and operations can be explained through a context data flow diagram as Figure 2.2.

Central

Training Requirements Administration

Approval Program Results Division

Client Units

- -

Division ^, And

Controls Division

' ^,I

Figure 2.2. Context Data Flow of Existing Diagram