OUR VISION To be the Bank of Choice for our customers, shareholders, employees and community. INDEX

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1 Profile

OUR VISION

To be the

Bank of Choice

for our customers, shareholders,

employees and community.

OUR MISSION

To be recognized as

• The Premier Universal Bank

through leveraging SCB’s financial

services franchise; and

• An exemplary corporate citizen.

INDEX

1

Vision and Mission

4 History 6 SCB Today 8 Change Program 10 SCB’s Human Sigma 14

Leading Market Positions

17 SCB Group 18 Distribution Network 22 Financial Performance 28 CSR at SCB 30 Award in 2010

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SCB’s Siam Paragon Branch

Increasingly, glitzy new

shopping malls have become

a retail shopping beacon for Thais

from all segments of the community.

SCB’s Siam Paragon Branch, like

other shopping mall branches,

provides an ultra modern, convenient

and extended hours service to

its customers.

“ Today, SCB has more branches at shopping malls all across the nation than any other bank in Thailand.

The Siam Paragon branch, located at one of Asia’s most fashionable shopping locations, is open 7 days a week and is very popular with the Bank’s customers. It is my privilege to ensure that all our customers leave our branch premises highly satisfied.”

Pakawan Kraithep Teller, Siam Paragon Branch

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History

First Thai Bank with Unique Heritage

SCB was established by Royal Charter as the

fi

rst

Thai bank in 1906. It has a unique heritage and a

long history of providing exemplary service to its

customers.

Founded in an era of geological change, as Europe’s powers jostled for position in Asia, SCB was a significant stepping stone in the modernisation of the country set in motion by the great Siamese Kings, Rama IV and Rama V. In the domestic sphere, it was a response to the lack of credible banking services that local businesses and the population at large could rely on. At a time when pawnbrokers were still the predominant source of borrowing for a Siamese people unfamiliar with the notion of a bank, SCB would help to spearhead the change to the local mindset and facilitate the nation’s move towards a modern economy.

In its 104-year history, SCB has grown from a small organization of just 18 employees to one of the largest banks in Thailand with a group employee base over 20,000. The bank has survived times of great adversity, which have included economic depression, bank failures, revolutions and wars. Under circumstances not entirely of its own making, SCB has come close to the brink on more than one occasion, but was able to continue to re-establish itself through the hard work of its employees and the perseverance of its shareholders and customers. Mostly, the bank has enjoyed stunning growth and prosperity, reflecting the country’s emergence as a regional economic power.

“We established our vision some nine years ago, as we started our transformation journey under the SCB Change Program. This vision continues to serve as a beacon to all the employees as we strive, collectively, to be the preferred choice of our customers, investors, and our community. Implicit in the vision is the deeply entrenched desire to establish the Bank as one of the region’s great workplaces.

We have made great progress towards attaining this vision but in an ever changing landscape, we remain mindful that much more needs to be done to attain this vision.”

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4 Profile

Dr. Vichit Suraphongchai Chairman of the Executive Committee

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Siam Commercial Bank (PCL) is the leading

universal banking group in Thailand, providing a

wide array of

fi

nancial products and services to

meet the various needs of its customers across

many segments. SCB has the

largest footprint

(by branch) and highest by market capitalization

of all Thai

fi

nancial institutions.

Continuous Transformation through

the Change Program

• Given the highly competitive financial services environment in Thailand, in 2001 SCB adopted a transformational change agenda that has resulted in deep-rooted and fundamental changes to the Bank’s business model, structures, processes, systems, and culture. The aim was to re-position the Bank’s franchise so that it can excel in each market it competes in and as a result, it is positioned today as a pillar of strength and stability in the Thai economic landscape.

• The Bank has 4 business groups: the Wholesale Banking Group; the Business Banking Group (serving SME clients); the Retail Banking Group (serving individuals and small businesses); and the Special Assets Group (mainly facilitating loan restructuring and NPL workout). Also, the Bank has 4 major subsidiaries and associated companies: SCB Securities Co., Ltd.; SCB Asset Management Co., Ltd.; Siam Commercial Samaggi insurance (PLC); and Siam Commercial New York Life Insurance (PCL). Each of these companies provides a unique mix of financial services to meet the needs of its customers.

• With a vision of being the “Bank of Choice for our customers, shareholders, employees and community”, SCB today has successfully implemented market leading strategies, pursued uncompromising customer satisfaction and engagement standards, and is dedicated to growing exceptional people.

“Our long history and cherished foundation have placed SCB at the forefront of financial institutions in Thailand. All of us at the Bank are proud of this heritage and mindful of the special obligations it confers on us. Accordingly, we are pledged to enhance our banking franchise across all segments of the Thai people, through innovative products, exemplary service levels and, above all, through galvanizing the spirit of all our employees to deliver a compelling value proposition to all our customers and shareholders.”

Together, we can.

Mrs. Kannikar Chalitaporn President

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• Refined business model

• Accelerated development of employee capabilities

• Institutionalized risk management as core competency

• Pursed diﬀerentiated capability building to develop a unique competitive edge

• Adopted a new governance model to exploit group synergies

• Accelerated building of new capabilities and better leverage from group-wide synergies

• Developed new strategic thrust

• Implemented new structure and systems

• Enhanced process efficiency The Change Program, initiated in 2001, was the Group's agenda

for far-reaching, deep-rooted, and continuous transformation, with the aim of substantively repositioning the SCB franchise.

The Change Program has driven the competitive success of the Bank in recent years towards its goal of being the Bank of Choice for our customers, shareholders, employees and community.

Phase I:

Foundation

(Year 2001-2003)

Phase II:

Growth

(Year 2004-2005)

Phase III:

Di

ﬀ

erentiation

(Year 2006-2009)

Phase IV:

Power of One

(Year 2009+) 9 Profile 8

Change Program

Together, we can Change Program IV: Next Level

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High employee engagement levels have translated into better business performance

Human Sigma is a measure of eﬀectiveness for the employee- customer encounter and this measure has a high correlation with financial performance.

Building on the employee-customer engagement levels to reach the highest level of Human Sigma.

SCB’s Human Sigma

2006

Continued eﬀorts have driven radical improvement to the Bank's Human Sigma level.

2010

The Bank has now reached a well optimized level of Human Sigma. Taken together, Employee and Customer Engagement are the twin bedrocks of our competitive edge.

2004

The initial measurement indicated that our positioning was clearly not satisfactory.

Figures in boxes are % of branches in each segment • = customer/employee engagement per branch

CE 11 Customer Engagement Q12_{Employee Engagement} CE 11 Customer Engagement Q12_{Employee Engagement} CE 11 Customer Engagement Q12_{Employee Engagement} CE 11 Customer Engagement Q12_{Employee Engagement} Maximum Optimization Optimized Emerging Optimization Partial Optimization Marginal Sub-Optimal 97.1% 1.8% 1.1% HS6 HS5 HS4 HS3 HS2 HS1 7.4% 16.8% 75.8% 87.7% 9.4% 2.9%

(Measured by Gallup Survey) Figures in boxes are % of branches in each segment

• = customer/employee engagement per branch (Measured by Gallup Survey)

HS1 HS2 HS3 HS4 HS5 HS6 HS1 HS2 HS3 HS4 HS5 HS6 HS1 HS2 HS3 HS4 HS5 HS6 HS1 HS2 HS3 HS4 HS5 HS6

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A Business Relationship Center

at Bang Kapi (Sukhumvit 45)

The 72 business relationship

centers of SCB provide a holistic

service, with a strong personal

touch, to a broad range of

SME customers of the Bank.

“Getting to know our customers, anticipating their needs, and helping them overcome the challenges in growing their businesses are at the heart of our SME business model. Geographical proximity to our customers, attractive products, and proactive services help us better partner with them and assist them in attaining their business aspirations.” Paiboon Tangkanokpairoj

Regional Manager, Medium-Sized Business Bangkok Region 1 Business Banking

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1/_{Market Share for Mortgage portfolio comprised of housing loans and consumer loans} 2/_Classi_fi_{ed by product, including NPLS}

1/_{Total life premiums which include individual life and credit life (new premium} and renewals)

Leading Market Positions

Mortgage Lending : Maintained dominance with approximately 29% market share1/ among commercial banks. Bancassurance: #1 with 22.5% market share. # 1 position in Product Innovation and Service Quality.

#1 Mortgage Loan Provider

Housing Loans2/ (Baht Billion)

Total Bancassurance Premiums1/ (Baht Billion)

Credit Card:

#1 in terms of total card spending with 16.6% market share.

Credit Card Spending

(Baht Billion)

#1 Credit Card Issuer

#1 Bancassurance Channel

#1 Business Cash Manager

+11.4%

yoy +27.4% _yoy

+12.3% yoy

Key Product Innovation

• Top-of-Mind Customer Recognition with 4-year in row recognition as “Best Cash Management Bank” by Asiamoney polls

• The most innovative electronic banking channels • Sophisticated E-Reservation and Payment Solutions • Advanced liquidity management systems

Key Service Quality

• Indisputable excellence of service quality with “Moneyback” guarantee

• Six Sigma principles to ensure high service quality and process efficiency

FY06 FY07 FY08 FY09 FY10

5 10 13.0 9.3 7.5 16.0 20.4 15 20 25 100 150 200 FY06 210 FY07 220 FY08 236 FY09 252 FY10 281 250 300

40 60 80 100 120 140 80 91 108 120 135

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17 Profile 16

Leading Market Positions (cont.)

SCB Group

Mutual Funds:

#2 with 25% market share

#2 Asset Manager

SCB Group

Mutual Fund Asset Under Management (AUM)

(Baht Billion)

Continue to be the market leader in Capital Markets as ranked by the Thai Bond Market Association.

Market share 2010

Capital Market Leader

+13.5% yoy

No. 1 Custodian business 44%

No. 1 Lead Underwriter 26%

No. 1 Registrar 25%

No. 2 Dealer 13%

Universal Banking Platform of SCB Group

The SCB Group has the most complete financial services franchise in Thailand. Through eﬀective leverage of this franchise, it is positioned to emerge as the Premier Universal Bank in the country.

100% 94.7% 100% 59.6% SCB Securities Co., Ltd. (SCBS) Broad range of financial advisory and securities brokerage services

for local and foreign institutional and retail investors. A market leader in bancassurance products. Market leader for mutual, provident, and private funds. A provider of non-life products to both SCB and non-SCB customers. SCB Life Assurance Pcl. (SCBLIFE) SCB Asset Management Co., Ltd. (SCBAM) Siam Commercial Samaggi Insurance Pcl. (SCSMG)

SCB Products and Services

Retail Banking Treasury Trade Finance Securities

Capital Market Investment General Insurance Private Banking

Cash Management Hire Purchase Life-Insurance

Factoring Business Banking Wholesale Banking Corporate Finance Asset Management

0 100 200 300 400 500 171 301 ₂₉₈ 416 472

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Distribution Network

“We like Siam Commercial Bank (SCB) for its strong network and retail franchise, on top of strong execution. The bank has successfully developed a retail-banking franchise and controls the largest branch/ATM network in the country”

ACL Securities / BNP Paribas 4 January 2011

#1 ATM Network in Thailand

#1 FX Booths Network in Thailand

#1 Branch Network in Thailand

SCB has maintained the #1 position in branch and ATM networks among Thai commercial banks since 2005, and continues to have the largest network in 2010.

Bangkok Non - Bangkok

0

200 400 793 266 291 527 583 316 633 874 949 325 662 334 685 987 1,019 600 800 1,000 1,200

0 1,500 3,000 3,828 4,833 6,030 7,129 8,006 4,500 6,000 7,500 9,000

0 40 80 134 141 137 118 120 160 112

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A Foreign Exchange Booth at

Suvarnabhumi Airport

With over 20 foreign exchange

booths at Thailand’s major

international gateway, the SCB

Exchange booths provide a much

needed 24x7 service to both tourists

and business travelers.

“With 21 diﬀerent locations, many open on a 24x7 basis, providing an exchange service in 25 diﬀerent currencies, and deploying Thailand’s only foreign currency dispensing ATMs is a tremendous challenge for the Bank at Thailand’s major gateway. For me, it is a privilege to support Thailand’s tourist industry at this flagship gateway.”

Hathairat Kumarj

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Loan growth was broad based, which was the direct result of the Bank’s market share growth strategies

Financial Performance

“SCB’s premium valuation is justified by its strongest deposit franchise, superior ROE of 17% next year, and expanding loan market shares”

Tisco

Securities/Deutsche Bank 3 December 2010

“We are positive on SCB’s growth momentum, having seen signs of strong growth after the setback last year. SCB is expected to have continued strong retail and coporate loan growth, while SMEs should continue to contribute to its recovery after the new strategies being implemented”

Phatra Securities/ Merrill Lynch 30 September 2010

Net Pro

fi

t

ROE & ROA

Net Profit (Baht Billion) ROE (%) ROA (%) Loans (Baht Billion)

Loan Growth

NIM widened in 2010 alongside strong loan growth and rising interest rates

Net Interest Margin

+16.6%

yoy

+12.6% yoy

Operating

Pro

fi

t

Market

Capitalization

Operating Profit

(Baht Billion)

15.0% yoy

The solid increase in net profit was driven by market share growth in all segments

Highest market capitalization among Thai banks

Robust profitability with highest ROE and ROA among the big Thai banks

Net Interest Margin (%)

FY06 13.3 FY07 17.4 FY08 21.4 FY09 20.8 FY10 24.2 FY06 24.7 FY07 29.0 FY08 35.1 FY09 33.5 FY10 38.6 FY06 198 FY07 291 FY08 164 FY09 295 FY10 352

2.5 2.8 3.1 3.4 3.7 4 3.80 3.59 3.63 3.42 3.93

748 0 350 600 868 917 940 1,059 900 1200 FY06 13.5 FY07 16.5 FY08 18.0 FY09 15.5 FY10 16.4 1.4 1.6 1.8 1.6 1.7 5 8 11 14 17 20 0 0.5 1 1.5 2 Market Capitalization (Baht Billion)

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“We believe that SCB’s focus on the consumer segment should help increase the proportion of fee income in its revenue mix, thus translating to better profitability”

HSBC Global Research 14 January 2011 “…continued disposal of legacy NPLs and a slow down in expensive branch build-out will provide structural support to ROA expansion” Credit Suisse 4 August 2010

Significant improvement in asset quality as shown by the decline in NPL ratio

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Financial Performance (cont.)

Strong capital base to support growth and emerging regula-tory requirements

Asset Quality

Capital Adequacy Ratio

The growth of non-NII in 2010 was mainly due to robust growth in fee income and higher gain on investments

Non-NII

(Baht Billion)

Gross NPLs

(Baht Billion)

Capital Adequacy Ratio

Basel II – Standardized Approach

Non Interest Income

Operating expenses rose 8.6% yoy but cost to income ratio fell to 50.0%

Operating Expenses

+20.6% yoy +8.6% yoy Operating Expense (Baht Billion) Other Income Underwriting Income

Cost to Income Ratio (%) Gain (Loss) on Investment

Gain on Exchange

Fees & Service Income FY06 19.6 13.3 15.4 17.1 18.9 22.6 FY07 22.4 FY08 25.1 FY09 27.1 FY10 32.7

FY06 FY07 FY08 FY09 FY10 0 5 10 15 20 25 30 35 40 40 % 45 % 50 % 55 % 60 % 27.5 32.6 34.3 35.6 38.6 52.7 % 53.0 % 49.4 % 51.5 % 50.0 %

30 35 7.9% 6.1% 5.1% 4.4% 45.0 50.1 54.2 59.3 3.3% 38.7 40 45 50 55 60 65 2% 4% 6% 8% 10%

0% 5% 10% 14.4% 13.1% 15.2% 16.5% 15.5% 3.0% 2.5% 4.2% 4.2% 3.9% 11.4% 10.6% 11.0% 12.3% 11.6% 15% 20% NPL ratio (%)

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SCB's Electronic Banking

SCB launched the

fi

rst internet

banking service in Thailand

more than 11 years ago.

Today it is a leader in

electronic banking for both

retail and business customers.

“SCB’s range of electronic banking services is convenient and functionally rich. The 24x7 internet channel (SCB Easy Net), telephone banking (SCB Easy Phone), and mobile banking (SCB Mobile Banking and SCB SMS Alert) allow me a 24x7 service, together with ‘anywhere’ access to my accounts.” Woradej Hongsrisuwan

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SCB regards Corporate Social Responsibility (CSR) activities as a core element of its overall vision, and has consistently supported and participated in public service and charitable activities. Importantly, the Bank continues to set aside more than Baht 200 million of the Bank's annual net profit to support CSR Programs. The campaigns dedicated to CSR projects include the following:

“SCB Challenge”

Every year, more than 7,000 youths nationwide gather to express their creativity, knowledge, capabilities, potential, and team spirit in 3 challenging competitions organized by the Bank:

• Painting competition for elementary schools • Quiz competition for secondary schools • Community project competition for universities

“SCB Let's Do Good” Campaign

Establishing civic awareness and a spirit of voluntarism among SCB staﬀ is one of the key goals in encouraging social responsibility at every level within the Bank. SCB encourages such awareness building among its employees in order to foster greater responsibility for the well being of the community. Activities under the “SCB Let's Do Good” campaign include:

• SCB blood donation drive • Art Therapy for the Youth • Underprivileged children’s outing • Libraries for schools in remote areas

• Shred to Share – used paper recycling campaign • Mangrove reforestation project

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CSR at SCB

SCB Challenge Art Therapy for Youth SCB Blood Donation Drive Underpriviledged Children Outing

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Overall Performance

• Best Emerging Market Bank (Best Bank) in Thailand (Global Finance)

• Best Domestic Bank in Thailand (The Asset) • Best Bank in Thailand (Alpha South East Asia) • Business / IT Excellence Award (IDC)

• Corporate Governance Asia Recognition Award (Corporate Governance Asia)

• Asia's Best Employer Brand Award (Employer Branding Institute)

• Trusted Brand Gold Award in Bank (Reader's Digest)

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32

Awards in 2010 (cont.)

Business Units

Retail Banking Group

• Excellence in Mortgage and Home Loans Award 2009 in Asia (The Asian Banker)

• Best Local Private Bank (Euromoney)

• Best Wealth Management Bank (Alpha South East Asia) • Trusted Brand Gold Award in Credit Card Issuing Bank (Reader's Digest)

Wholesale Banking Group

Capital Markets

• Best Transaction Bank in Thailand (The Asset) • Best Domestic Custodian in Thailand (The Asset) • Best Domestic Bond House in Thailand (The Asset) • Best Debt House in Thailand (Asiamoney)

• Best Bond House in Thailand (Finance Asia)

• Excellence Award EURO and US Dollar STP Remittance (Deutsche Bank AG)

• Top Underwriter 2009 (Thai Bond Market Association) • MOF Award 2009 (Thai Bond Market Association) • Deal of the Year 2009 (Thai Bond Market Association)

Business Cash Management Services

• Best Local Cash Management Bank (Asiamoney)

• Best Local Currency Cash Management Services (Asiamoney) • Best Cash Management Bank in Thailand (The Asset) • Best Cash Management Bank (Alpha South East Asia)

Treasury

• Best Foreign Exchange Bank in Thailand (FinanceAsia) • Best Foreign Exchange Bank in Thailand (Global Finance)

Subsidiaries

• Best Equity Fund Award 2009 (SCB Asset Management) (Morningstar Group and Money & Wealth)

The Siam Commercial Bank PCL.

Investor Relations

9 Ratchadapisek Road, Jatujak, Bangkok 10900, Thailand Tel: +66 2544 4358

email: Investor.relations@scb.co.th www.scb.co.th