Sustainability l Thanachart
en th
Go To Corporate

Human Capital Development

Equal and Fair Treatment of Employees
Thanachart Group has taken steps regarding the issue of treating its employees equally and fairly, based on the operational standards as follows:
01
Thanachart Group follows employment practices in line with the established standards as well as the related laws. In this connection, the Company has also established a clear policy and clear regulations. Avoid violating human rights, e.g. employment of child labor and use of forced labor. Also put in place a process for checking various qualifications before recruitment.
02
Thanachart Group’s human resources regulations comply with applicable labor standards, and these policies have been effectively communicated to all employees across the organization.
03
Thanachart Group’s defined working hours and overtime arrangements in accordance with the requirements of labor laws.
04
Thanachart Group without giving undue advantages or depriving employees of their rights unfairly, due to differences in their race, nationality, religion, social status, gender diversity, age, physical impairment or disability. As well, the Group has adopted a clear policy aiming at adopting measures for preventing and addressing sexual harassment.
05

Thanachart Group employs persons with disabilities directly and also engages persons with disabilities through outsourced services in collaboration with the Don’t Drink and Drive Foundation. This initiative provides continuous employment opportunities throughout the year, supporting persons with disabilities and their families to achieve a better quality of life, self-reliance, and access to basic rights, while fostering self-esteem and reducing social inequality. In addition, appropriate facilities are provided for persons with disabilities who work with or visit Thanachart Group, including accessible buildings and premises, designated parking spaces, and wheelchair ramps.

06
Supports internship programs for university and college students as a foundation for the future, enabling the organization to access skilled talent. In addition, interns help strengthen the workforce, provide employees with opportunities to develop leadership skills, bring fresh perspectives from the younger generation, and expand the organization’s candidate pool for future recruitment.
07
Emphasis is placed on ensuring procedural fairness in relation to disciplinary actions. As well, the Group has put in place procedures for investigating all people involved to establish facts and for hearing both sides of the story in a careful manner. A disciplinary review committee has been appointed, consisting of qualified members from within and outside the organization. The objective is to ensure that the disciplinary procedures are followed in the fairest manner possible. Importantly, a procedure has been put in place to allow employees who are subject to disciplinary action to lodge an appeal so that the case could be reconsidered for ensuring fairness of disciplinary.
08
Establish regulations, code of conduct handbook, and policies for good governance to be implemented towards stakeholders such as shareholders, executives, employees, business partners, etc., to adhere to the requirements, guidelines, and processes of working according to the principles of transparency and without corruption.
09
Thanachart Group also encourages collective bargaining negotiations, aiming at bringing about group discussions, suggestions and negotiations among the parties concerned, including the organization, employees’ representatives, the employee welfare committee, and the employee committee. The objectives are to act on useful suggestions and to build good employer-employee relationships. In addition, arrangements have been made to the effect that the centralized human resource department establishes an HR business partner unit responsible for looking after employees, keeping them happy and productive so that they continue working for the organization.
10
In order to comply with Section 96 of the Labor Protection Act B.E. 2541, the Company has established a Welfare Committee within the workplace. The committee includes representatives from the employees, and its term is two years. The responsibilities of the committee are as follows:

Participate in negotiations with the Company to organize welfare for employees.

Give counsel, and make recommendations to the Company regarding the provision of employee welfare.

Inspect, control, and oversee the welfare provided by the Company to employees.

Propose ideas and guidelines for the provision of welfare that would be beneficial to employees to the Welfare Committee. This committee is, in essence, established to ensure the well-being and benefits of the employees in accordance with labor laws.

In 2025, the Company promoted the role of the Welfare Committee by conducting a total of 4 committee meetings in the workplace.

Employees’ Health Care

Thanachart Group recognizes the importance of ensuring that all employees are healthy and are able to access health services conveniently, mainly because the well-being of employees brings about organizational productivity. As a result, Thanachart Group pays great attention to the health of all employees. On one hand, it promotes the maintenance of the employees’ health by putting in place of preventive measures which raise the awareness of and mitigate health risks. On the other hand, it puts in place the following measures with the aim of promoting the good health of employees.
The Company provides an on-site medical room with a Registered Nurse (RN) available to assist employees in case of minor illnesses or medical emergencies. The medical room offers basic first aid services, essential medical equipment, and modern medicines. Additionally, employees can receive consultations and health-related advice from the attending nurse.
The Company conducted its annual health check-up program during 2 December 2025 - 18 December 2025, followed by medical consultations during 8 January 2026 - 22 January 2026, where employees could review their results and receive health care recommendations. This initiative ensures accessibility to health screenings and raises awareness of personal health maintenance. Additionally, employees are provided with screening benefits for serious illnesses such as cervical cancer, prostate cancer, and breast cancer. The Company also offers vaccinations against prevalent diseases, including influenza and hepatitis B, to promote overall well-being and ensure that employees remain healthy.

Employee Health and Quality of Life Promotion Program (Wellbeing Program)

In addition to managing and controlling the working environment, the Company has implemented an annual Wellbeing Program for 2025 to promote employees’ health and quality of life through a preventive and holistic approach. The program covers physical, mental, social, and financial well-being, with the objective of supporting employees of all age groups to adapt, grow, and work effectively and sustainably. The program comprises three main areas of activities, as follows:
Happy Wealth
The initiative focuses on enhancing employees’ knowledge and skills in financial management, saving, and investment, tailored to each stage of life, in order to strengthen long-term financial security, reduce personal financial stress, and support overall employee well-being. Activities are conducted in collaboration with financial experts and include financial planning, short-term and long-term investment strategies, retirement preparation, as well as information on savings-related benefits such as savings cooperatives and provident funds.
Happy Life
The initiative promotes mental well-being and positive relationships within the organization through creative activities that provide opportunities for employees to exchange experiences, build inspiration, and strengthen engagement across functions. It also includes the Healthy Mind, Healthy Life Wellness Program, which focuses on physical health, nutrition, and mental well-being to help reduce stress and foster positive energy in the workplace.
Happy Future
The initiative supports work-life balance and future preparedness through short retreat activities that allow employees to relax and reflect on their life goals. It also includes the Happy Retirement Program, which focuses on transferring knowledge and experience from the current workforce to the next generation, alongside preparation for financial planning and post-retirement life. This approach aims to build confidence and ensure a good quality of life over the long term.
The implementation of employee health promotion initiatives reflects Thanachart Group’s commitment to comprehensive employee well-being, encompassing both the working environment and overall quality of life. These efforts help reduce health-related risk factors, enhance employees’ readiness and performance at work, and support the organization’s sustainable growth over the long term.

Safety, Occupational Health, and Work Environment

Thanachart Group prioritizes safety management, occupational health, and workplace environment by implementing policies to maintain suitable working conditions and employee welfare in accordance with occupational health standards. The Company also promotes awareness, provides guidance, and enforces compliance among executives and employees to ensure continuous improvement in workplace safety. The key measures include:
Requiring all employees to adhere to safety regulations, official directives, and workplace health and safety standards as mandated by authorities, as prescribed by law and the Company, in order to prevent accidents, injuries, and work-related illnesses, as well as to manage and reduce health risks for employees and all stakeholders operating under the Company’s supervision in a systematic manner.
Managing and maintaining a safe and hygienic working environment while ensuring that employees are protected from harm to their life, body, mind, and overall health. In 2025, no employees experienced workplace accidents or work-related illnesses, and no material complaints were reported regarding health, safety, or working environment conditions.
In 2025

employees experienced workplace accidents or work-related illnesses

No

material complaints were reported regarding health, safety, or working environment conditions

No
A clear governance structure for occupational health and safety is established, with a Safety, Occupational Health, and Working Environment Committee serving as the main body responsible for policy formulation, oversight, and ensuring compliance with relevant laws and standards. The committee meets regularly every month to review safety-related incidents, analyze causes, and determine appropriate preventive and corrective actions, while continuously monitoring implementation to prevent recurrence and systematically elevate workplace safety standards.
The Company appoints Safety Officers (SO) to oversee, supervise, promote, and support the effective implementation of occupational health and safety management. Their responsibilities cover legal compliance, risk monitoring, and internal safety communication. The appointment of such officers complies with the Ministerial Regulation on the Appointment of Safety Officers 2022.
Mandating safety training programs for executives and supervisors, including courses for occupational health and workplace safety for all employees.
The Company conducts regular occupational health and safety training and emergency drills to enhance employees’ knowledge, understanding, and preparedness in responding to emergency situations. In 2025, firefighting and evacuation drills were conducted at the head office on 3 November 2025 and 19 December 2025, and an earthquake evacuation drill was conducted on 1 September 2025. The Company emphasizes reviewing and learning from safety-related incidents, including observations from drills and real operations, to analyze and improve training plans, operational procedures, and appropriate corrective and preventive actions. Emergency equipment readiness is also inspected monthly to strengthen preparedness and continuously reduce risk.

Human Resource Development

The Company develops the capabilities of employees within its diverse financial business group by focusing on learning through real work experience. Employee development is aligned with job roles, business goals, and governance requirements, starting with building shared knowledge and understanding of financial business, governance, ethics, and risk management across the organization. The Company also supports the development of specialized skills for each business line, while strengthening digital skills, data usage, and leadership capabilities. Instead of relying only on classroom training, the Company emphasizes the role of supervisors in creating learning opportunities, sharing experience, and encouraging teamwork and knowledge exchange. This approach helps build a capable and ethical workforce that is ready to support sustainable transformation in the financial business.

Practice Guidelines on Training

The Company focuses on enhancing employee capabilities through real-work experience, promoting collaborative learning within work processes, and supplementing it with necessary training programs. Less reliance is placed on classroom-centered training, while emphasis is given to designing continuous learning pathways linked to practical work.
Training is implemented based on the 70-20-10 human capital development framework, which prioritizes experiential learning from actual work as the core component, linking personnel development to job responsibilities and organizational business goals. Supervisors are designated as key supporters who create learning opportunities for their teams.
In addition, the Company promotes learning through the exchange of experiences with others by fostering an environment of continuous guidance and constructive feedback within each function. This includes supporting knowledge sharing and the formation of communities of practice based on job characteristics, as well as transferring experience through mentoring systems and peer-to-peer learning among colleagues
For formal training, the Company applies a targeted and purpose-driven approach to establish a solid foundation of knowledge, mindset, and consistent performance standards. Emphasis is placed on programs that can be immediately applied to actual work practices, while minimizing theoretical training that is not aligned with job contexts or the organization’s operational needs.
In 2025, Thanachart Group focused on a systematic and continuous approach to building and enhancing personnel capabilities. Emphasis was placed on developing the knowledge, skills, and attitudes required to work effectively in a rapidly changing environment. Employees are encouraged to learn from real-life experience, knowledge exchange, and collaboration, supported by tools, technology, and a learning-friendly environment that enables continuous learning. Learning initiatives are clearly linked to the organization’s goals, strategies, and direction, enabling employees to adapt, solve problems, and innovate effectively. This approach supports organizational readiness, competitiveness, and sustainable long-term growth, as outlined below.

This focuses on developing foundational knowledge and a common mindset that all employees should share, enabling a comprehensive understanding of the financial business group and the interconnections among hire purchase, non-life and life insurance, securities, secured lending, distressed asset management, and investment businesses. It also covers principles of good governance, ethics, risk management, and compliance with laws and regulatory requirements, with the objective of establishing shared standards and a consistent organizational culture across the entire organization.

This type of training activities focuses on development of skills suitable for one’s roles, duties, and responsibilities. The objectives are to raise the level of customer service based on the concept of customer centricity and to ensure that customers receive financial services which meet their needs and are in line with their risk tolerances. Not less importantly, emphasis is placed on ensuring that the services are delivered properly in compliance with the requirements and regulations of the state agencies concerned and in a transparent manner.

2.1 Product knowledge training activities were organized,

aiming at providing employees with knowledge and understanding of various products and services of the Group which were constantly improved and updated. As a result, employees were capable of appropriately introducing products and services that met the real needs of each group of customers.

2.2 As well, training activities were conducted on basic infrastructure of various work systems.

The objective was to ensure that customer services could be delivered in a timely and efficient manner. Among others, these included training on customer management systems for introducing financial services, loan approval system, and systems related to buy and sell orders of life and non-life insurance products. The Group also provided employees with knowledge and understanding of information technology which constantly changed. As well, it organized training activities and seminars on innovative concepts and innovation skills for employees. The objective was to encourage employees to have concepts of product development and to adopt work processes that met customer needs in the digital age in a timely manner.

2.3 Professional certificate courses were also organized.

Among others, these included courses for securities investment consultants, general insurance agents, and life insurance agents as well as courses on unit-linked insurance plans.

2.4 As well, training courses on regulations of the authorities concerned were conducted.

The objectives were to provide all executives and staff with knowledge and understanding of the regulations and to ensure that the executives and staff were able to manage and do their work in full compliance with the regulations. In this connection, tests were given to assess participants’ knowledge of course contents after training. Among others, the trainings included courses on the Personal Data Protection Act, Anti-Money Laundering Act, Counter-Terrorism and Proliferation of Weapon of Mass Destruction Financing Act, Ministerial Regulations on Customer Due Diligence (CDD) as well as the course on CG & Anti-corruption Measures which covered the Group’s corporate governance and anti-corruption policies. The Group also cooperated with the public sector in promoting ethical behavior and fostering fairness in business. As a result, the cooperation had positive impacts on the country’s social and economic development.

Executives play an important role in implementing the organization’s policies and strategies. As a result, Thanachart Group has organized training activities. The focus is on developing leaders who are capable of effectively managing a diverse financial business organization under constraints related to cost, governance, and risk. For senior and middle management, the programs emphasize cost management, productivity enhancement, strategic decision-making based on data and risk considerations, and efficient resource management to deliver tangible business outcomes. In parallel, Individual Development Plans (IDPs) are implemented for key personnel, with a focus on strengthening strategic thinking, ownership, trust-building, and the ability to drive results that reduce costs and enhance productivity over the long term.

For newly appointed executives and supervisors, development efforts concentrate on essential practical management skills, including goal setting and clearly communicating objectives to teams, continuous communication and individualized feedback, selecting and recruiting personnel suited to specific roles and business contexts, and developing and monitoring Individual Development Plans. These efforts aim to build leadership readiness in managing people, managing work, and delivering sustainable business results.

To keep pace with today’s ever changing world. The idea gives rise to a blended learning that could address the problem of personnel development: getting them well-prepared for business operation and customer service by means of the following learning methods:

4.1 Coaching

Supervisors were required not only to provide trainees with advice and suggestions but also to share various experiences with them so that they would be able to work efficiently.

4.2 On-the-job Training

Employees were encouraged to exchange their experiences with one another and to help solve problems together while they received suggestions from advisory experts. The objective was to promote group learning and foster teamwork skills which were beneficial to the organization.

4.3 Microlearning (via the Vonder Application)

This learning approach focuses on short, concise, and targeted content that requires minimal time for each learning session. It enables employees to learn anytime and anywhere, and to immediately apply the acquired knowledge to their work through a digital platform.

4.4 Knowledge Management / Knowledge Sharing

this refers to the systematic process of collecting, storing, transferring, and applying knowledge within the organization, including both theoretical knowledge and knowledge gained from work experience. The objective is to enable shared use of organizational knowledge to enhance operational efficiency and reduce the risk of knowledge loss within the organization.

In addition to the above-mentioned elements, Thanachart Group has enhanced preparedness of newly recruited staff. Each new employee is required to attend a one-day orientation session, in which they will be provided with product knowledge, core values, organizational structure, compliance with the anti-money laundering law as well as the countering the financing of terrorism law as well as information about staff welfare. The objective is for new employees to know the business overview as well as direction and various strategies so that they could adjust themselves to Thanachart Group and establish good relationships with fellow colleagues and the organization. The orientation lays the foundation for the organization to retain the new employees.

Examples of training Programs Conducted by Companies within Thanachart Group in 2025

The Company

  • The training program for executives and supervisors includes the “Leadership Skills Training 2025” initiative, which covers the following key topics: Performance Management, Leadership Program, and Coaching for Results.
  • The training program for employees titled “Integrating Cybersecurity, AI & Quantum Risk into Enterprise Risk Management (ERM)”. The program covered the following key topics: building knowledge and understanding of cybersecurity risk, AI governance, and quantum risk; effectively integrating cyber risk into Enterprise Risk Management (ERM); and learning best practices from both domestic and international contexts to enhance the organization’s governance standards.
  • Organized workplace safety training program, including a Basic Life Support (BLS) course, to enhance employees’ knowledge and skills in providing basic life-saving assistance.

Executives and employees participated in both internal and external training programs, with an average of 10.6 training hours per person per year.

THANI

Organized 19 training programs aimed at developing employees’ skills and work capabilities. Examples include courses on legal procedures for hire-purchase cases and legal issues affecting hire-purchase business operators, ChatGPT and Generative AI for Work, and Power BI, among others. In addition, in 2025, employee representatives participated in five e-learning courses provided by the Department of Environmental Quality Promotion, Ministry of Natural Resources and Environment, covering: Environmental Technology, PM 2.5 A Nearby Threat More Serious Than Expected, Designing Environmental Communication Media That Is (Not) Engaging, Zero Waste Operations, Sustainable Consumption. Employees who attended these programs shared the knowledge gained with their colleagues and applied it within the organization. On average, executives and employees received 4.21 training hours per person per year.

TNI

    • Thanachart Insurance conducted a total of 75 training and development courses based on a competency-based approach. The competency framework consists of three key components:
      1. Managerial and Leadership Competency are defined as required capabilities for employees at supervisory level and above, with differing levels of expectations at each level. Examples of related programs include The Power of Goal Setting, One-on-One Feedback, The Power of Recruitment and Interview, Individual Development for Success, and the TNI Future Leader Program.
      2. Functional Competency – This pertains to specialized skills specific to each profession and job function, ensuring that employees with similar expertise and roles develop the necessary knowledge and capabilities. Examples of related training programs include The Power of Close and Top Sales, Enterprise Architecture with Archi: Advanced Model Development and Practical Application, Project Management in Practice, and Telephone Service Standards.
      3. BOOTS UP A trend-based learning initiative designed to prepare the organization for the future, with recommended programs tailored by generation. Examples include ChatGPT and AI Mastery, Critical Thinking & Problem Solving, Time Management for Productivity, and Growth Mindset.
    • Organized an annual online training on IT Security and Cybersecurity Awareness (2025), with 100 percent employee participation, to strengthen understanding of cybersecurity and personal data protection.
  • Organized online training on Good Corporate Governance and Anti-Corruption, with all employees completing training and knowledge assessments related to good governance and transparent corporate practices.
  • Organized online training on Risk Management, completed by executives and employees with 100% participation, to enhance preparedness for responding to and recovering from crises effectively.
  • Provided PDPA (Personal Data Protection Act) training to all employees at every level to ensure understanding of the policy and correct practices. Employees were required to pass the assessment with a 100 percent score. In addition, PDPA training was included in the new employee orientation program, which was conducted regularly on a quarterly basis.

T Life

Organized training programs for executives and supervisors, including courses such as Synergy in Action: Building Winning Teams, Manager Roles, Unlock Your Sale, Keyman Insurance, PDPA in Action (Personal Data Protection Knowledge), and International Financial Reporting Standard No. 17: Insurance Contracts (IFRS 17).

Employee Engagement Measurement

The Company places great importance on employee care, recognizing that employees are a key component of organizational success. As part of this commitment, the Company conducts an employee satisfaction and engagement survey every two years. The results will be systematically analyzed and applied to strengthen employee care practices and improve the effectiveness of human resource management.

From the Voice of Employees (VOE) survey conducted in 2025, the response rate reached 100 percent of total employees, with an average satisfaction and engagement score of 77 percent. Based on these results, the Company developed VOE Action Plans to improve and enhance employee satisfaction and engagement. The development of these plans involved collaboration with supervisors from each department in planning and implementation, along with continuous progress monitoring throughout 2025–2026.

In 2027, the Company plans to conduct the VOE survey again, with a target to maintain average scores for job satisfaction, working environment, and organizational engagement at no less than 70 percent.

Performance Appraisal and Staff Remuneration

Thanachart Group has set up a clear and transparent performance appraisal process. Not only it adopted a standard methodology but also prepared a standard appraisal form for all work units. Performance appraisals, whether individuals, team or executives, have been clearly grouped. In this connection, the appraisal of the division/section must specify their main goals which are in line with the annual Key Performance Indicators (KPIs) of their respective department. As well, the individual KPIs and the team KPIs have to be in line with the main goals set by each of their respective division/section. Such appraisal process will help drive the performance of the staff members of the whole organization to achieve the established business goals. The appraisal will be conducted twice a year in order to allow proper monitoring of the implementation. A central unit will be responsible for ensuring that the appraisal of the whole organization follows the same direction as specified.

As regards remuneration, Thanachart Group has laid down the remuneration principles, ensuring that the remuneration is in line with the different nature of work, and that the remuneration in the form of monthly salaries and annual bonuses will be properly taken into account. The objectives are to motivate staff members to carry out their duties and achieve the goals established by each division/section and to ensure that the compensation levels the Group provides are competitive with those offered by companies in the same business, In 2025, performance evaluations were conducted for 100 percent of the Company’s employees.

Thanachart Group provides employee compensation based on performance, knowledge, capabilities, and levels of responsibility, while offering benefits and welfare that are appropriate, fair, and competitive with those of companies in the labor market. Compensation is structured as follows:

01
Fixed Compensation includes salary, position allowances, and professional allowances. Salary structures are designed to be appropriate to job characteristics and responsibilities, ensuring internal equity within the Company and member companies under the Group and compliance with, and exceeding, the minimum wage requirements stipulated by labor protection laws. Annual salary adjustments are also made in line with industry conditions and labor market trends.
02
Variable Compensation includes performance-based bonuses or special allowances, as well as incentive rewards for projects in which employees play a role in driving the Company toward achieving its defined objectives.
03
Employee Welfare and Benefits. The Company and member companies under the Group are committed to supporting employees’ well-being and quality of life, as well as maintaining morale and motivation at work. Accordingly, the Company and member companies under the Group provide a range of employee welfare and benefits covering the following areas:

Welfare Benefits

Thanachart Group provides welfare benefits to permanent employees as well as those on fixed-term and temporary employment contracts. These welfare benefits are as follows:
Welfare Benefits Permanent Fixed-term Temporary
Salaries
Medical Treatments
**
Provident Fund
**
Annual Physical Check-Up
**
Life and Accident Insurance
**
Savings Cooperative
**
Overtime
Training/Staff Development/Staff Scholarship
Funeral Benefits
**
Educational Assistance for Staff's Children
**
Residential Rental Expenses
**
Welfare Loans
**
Danger Pay Allowance
Staff Uniforms
*
*

Notes :

  1. Permanent employees are those who are engaged by Thanachart Group on a permanent basis.
  2. Fixed-term employees are those who are on fixed-term employment contracts.
  3. Temporary employees are employed for the nature of work which is temporary or of a definite duration of not more than one year.
  4. * Only for some specified jobs.
  5. ** Only employees holding some positions are entitled to the benefits.
The Company provides equal benefits to all employees to promote their health and well-being. Employee benefits include:

The Company offers medical benefits covering outpatient and inpatient treatment, dental care, vision care, maternity expenses, sterilization procedures, cancer screenings, and vaccinations. Employees can receive medical services at both public and private healthcare facilities.

The Company provides annual checkups, with screening programs tailored to different age groups and health risk factors.

The Company and its employees have jointly established the Thanachart Group Provident Fund, which is officially registered and managed under the supervision of the Provident Fund Committee. The committee consists of representatives appointed by the employer and representatives elected by fund members. The fund aims to promote financial discipline and long-term savings through an Employee’s Choice model, allowing employees to choose their contribution rate from 2 percent to 15 percent of their monthly salary. The Company provides matching contributions based on employees’ length of service, at rates ranging from 3 percent to 10 percent of monthly salary, to provide financial security for employees upon retirement or in the event of unemployment.

Recognizing the importance of effective management of employees’ provident fund investments, Thanachart Group has adopted a policy to appoint a professional fund manager. The Company has appointed Kasikorn Asset Management Company Limited as the provident fund manager, as it complies with the Investment Governance Code for Institutional Investors (I Code) and follows the Principles for Responsible Investment (PRI), ensuring responsible investment practices based on good governance principles.

As of 31 December 2025, the Company and companies within the Group employed a total of 1,104 employees, of whom 871 employees, or 79 percent, were members of the provident fund.

The Company encourages employees to join the “Thanachart Employee Savings Cooperative” to promote financial savings. Members of the cooperative receive additional benefits such as group life and family insurance, special interest rates for deposits, and loan privileges.

The Company provides group life insurance and travel accident insurance for all employees to offer financial security and peace of mind. The coverage includes death due to illness or accident, loss of limbs or eyesight, permanent total disability, and death benefits. Employees are covered 24 hours a day, anywhere in the world, both on and off duty.

The Company provides funeral assistance to support employees in case of their own passing or the death of their parents, spouse, or children. The Company offers financial support for funeral expenses based on established criteria and conditions.

Thanachart Group Employee Information

Social Data Unit 2023 2024 2025
Male Female Male Female Male Female
Total employees Persons 1,852 1,861 1,698
Persons 822 1,030 830 1,031 744 954
% 44.38 55.62 44.60 55.40 43.82 56.18
By type of contract
Permanent employee Persons - - - - 721 941
Contract employee Persons - - - - 23 13
By type of employment
Full-time Persons - - - - 798 742
Temporary Persons - - - - 74 84
By age
< 30 years old Persons 41 118 41 105 36 95
30-50 years old Persons 532 752 489 762 457 717
> 50 years old Persons 249 160 300 164 250 143
By level
Senior Executives Persons 28 21 38 24 16 6
Manager – Intermediate Executives Persons 233 257 119 159 109 116
Operational Level Persons 561 752 673 848 618 833
By Workplace Location
Head Office Persons 635 871 646 866 572 792
Domestic Branch Persons 187 159 184 165 172 162
By nationalities
Thai Persons 822 1,030 830 1,031 744 954
% 44.38 55.62 44.60 55.40 43.82 56.18
Others Persons 0 0 0 0 0 0
% 0 0 0 0 0 0
Hiring of employee with disability
Hiring of employee with disability Persons - - - - 6 2
Social Data Unit 2023 2024 2025
Male Female Male Female Male Female
Total new employees Persons 174 149 94
Persons 66 108 71 78 47 47
New hire rate % 9.40 8.00 5.54
% 3.56 5.83 3.82 4.20 2.77 2.77
By age
< 30 years old Persons - - - - 11 18
% - - - - 0.65 1.06
30-50 years old Persons - - - - 32 26
% - - - - 1.88 1.53
> 50 years old Persons - - - - 4 3
% - - - - 0.24 0.18
By nationalities
Thai Persons - - - - 47 47
% - - - - 2.77 2.77
Others Persons - - - - 0 0
% - - - - 0 0
By Workplace Location
Head Office Persons - - - - 45 45
% - - - - 2.65 2.65
Domestic Branch Persons - - - - 2 2
% - - - - 0.12 0.12
Social Data Unit 2023 2024 2025
Male Female Male Female Male Female
Total employee turnover Persons 185 157 106
Persons 75 110 75 82 55 51
Turnover rate % 9.99 8.44 6.24
% 9.12 10.68 9.04 7.95 3.24 3.00
By age
< 30 years old Persons - - - - 4 9
% - - - - 0.24 0.53
30-50 years old Persons - - - - 40 37
% - - - - 2.36 2.18
> 50 years old Persons - - - - 11 5
% - - - - 0.65 0.29
By nationalities
Thai Persons - - - - 55 51
% - - - - 3.24 3.00
Others Persons - - - - 0 0
% - - - - 0 0
By Workplace Location
Head Office Persons - - - - 43 39
% - - - - 2.53 2.30
Domestic Branch Persons - - - - 12 12
% - - - - 0.71 0.71
Social Data Unit 2023 2024 2025
Female Female Female
Senior Executives (Female) % - - 0.35
Manager – Intermediate Executives (Female) % - - 6.83
Operational Level (Female) % - - 49.06

Note : The Company does not employ persons with disabilities because it has fewer than 100 employees, which exempts it from the legal requirement to hire persons with disabilities under the applicable regulations. However, TNI and THANI have directly employed persons with disabilities.

Employees 2023 2024 2025
By Position
Senior Executives - 1.0 : 0.9 1.0 : 0.8
Manager – Intermediate Executives - 1.0 : 1.0 1.0 : 1.1
Operational Level - 1.0 : 0.9 1.0 : 0.9
Type 2023 2024 2025
Employee's Leave
Employees Entitled to Maternity Leave for Childcare (Person) 1,030 1,030 954
Employees who Have Exercised Their Maternity Leave (Person) 21 19 23
Employees who Return to Work after the End of Their Maternity Leave (Person) 21 19 23
Rate of Employees Coming Back to Work After Maternity Leave (%) 100 100 100
Sick Leave (Day/Person) 9.62 10.75 28.52
Type 2023 2024 2025
Injury Rate (IR) 0 0 0
Lost Time Injury Rate (LTIFR) 0 0 0
Day Injury Rate (LDIR) 0 0 0
Occupational Disease Rate (ODR) 0 0 0
Absence Rate (AR) 0 0 0
Type 2023 2024 2025
Received Issues (Case) 0 0 0
Issues Under Investigation/ Resolving (Case) 0 0 0
Concluded Issues (Case) 0 0 0
Type 2023 2024 2025
Percentage of evaluated employees 100 100 100
Type 2023 2024 2025
Total Trainings (Hour) 12,868.73 30,039.50 11,679
Average for Senior Executives (Hour/Person) 64.57 135.61 6
Average for Managers -Intermediate Executives (Hour/Person) 131.21 187.15 9.06
Average for Operation Level Employees (Hour/Person) 160.69 160.69 6.04