Kasikorn Bank Bank of the Year 2021

Revealing the bank ranking results of the year Kasikorn Bank is the Bank of the Year 2564 champion. Siam Commercial Bank sits in second place, followed by Thanachart Bank in third place.

Journal of Finance and Banking Ranked Bank of the Year Bank of The Year This year is the 38th year in a row to honor banks with excellent performance and outstanding business performance. which ranking Bank of the Year 2564 Bank of the Year 2021 This year, the operating results for the year 2563 from 1 January - 31 December 2563 of 14 commercial banks were used to consider the ranking.

For the factors used to rank banks of the year 2564, international standard criteria were used. It considers a total of 10 financial ratios to measure the bank's efficiency in terms of operating results (Strong Performance) and quality of the balance sheet (Strong Balance Sheet) that demonstrate management efficiency. competitiveness Along with the stability and stability of each bank (See also the criteria for ranking banks of the year 2564)

However, the factors used for ranking have been adjusted to suit the situation each year. Overall, the Thai economy in 2563 had a decreased growth rate amidst the COVID-19 outbreak situation. Both inside and outside the country. Recently, the Bank of Thailand (BoT) has reduced GDP for 63 to -6.1%.

This situation has had a wide impact on all business sectors. At the beginning of 2563, the BoT issued measures to encourage banks to proactively restructure their debt. By asking for cooperation from financial institutions throughout the system to carry out debt restructuring. which includes suspension of principal debt Reduce interest rates Adjust the repayment period to be longer. To reduce debt repayment burden of debtors

Many banks have created special work processes, such as setting up centers to help directly affected debtors as One Stop Service and issuing product programs for restructuring various groups of debts. Both large businesses and SME entrepreneurs To alleviate problems for debtors who are starting to show signs of becoming bad debts or NPLs, they have also set aside provisions for expected credit losses (Expected credit losses: ECL), which have increased significantly from the previous year. To prepare for the impact of COVID-19 that has an effect on debt quality This does not occur in normal economic conditions. Therefore, this year's Bank of the Year ranking criteria does not take into account non-performing loans (NPL) and loan loss allowances. To be consistent with the situation that occurred

However, for the commercial banking business as a whole Even though it was affected throughout the year 2563, it was still able to generate a net profit of 146,200 million baht, a decrease from the previous year because of a continuously high level of reserves. In addition, there is a strong capital base. It has a total capital fund of 2,994,300 million baht, representing a capital adequacy to risk-weighted assets ratio (BIS Ratio) of 20.1% and reserves at a high level of 799,100 million baht, with the ratio of reserves to non-performing loans (NPL Coverage Ratio) ) is at 149.2%

Kasikorn Bank is the champion.
Bank of the Year 2021

For the ranking results in 2564, it appears that Kasikorn Bank crowned champion Bank of the Year 2564 Bank of the Year 2021 In 2563, Kasikorn Bank had the highest net profit, ranking number 1 in the commercial banking system. With a total net profit of 29,487.12 million baht, the highest earnings per share at 1 baht and a total income of 12.42 million baht, also the highest ranked as 176,921.41st.

In 2564, the Bank has set a strategy to continue to conduct business on the principles of being a Bank of Sustainability (Bank of Sustainability) by adhering to Customer Centricity and aiming to empower every life and business of every customer. Group by setting strategies for conducting business in 3 important areas

1. Develop strategies for business growth and meet customer needs. It maintains its position as a leader in digital payment services to reach and serve customers where and when they need them. Including obtaining data to analyze in order to present appropriate products and services to customers. Along with raising the level of lending for both businesses and individuals. To generate income by using data and technology to target retail loan customers. Using business transaction data from business partners in the Value Chain to analyze in order to find new customers. Including managing costs, risks and operations efficiently.

In addition, it has expanded its investment and insurance services to retail customers and customers who do not yet have access to investment and insurance. with bank products Companies in the financial business group Including services provided by the bank's business partners. With an investment platform that helps customers make convenient and informed decisions.

along with elevating the service and sales experience Develop services through various channels So that customers can make transactions anywhere, anytime. Including sales and service formats that are appropriate to customer needs. As well as increasing work efficiency to create more value from the efficient use of resources, including human resources, information, finance, and technology. At the same time, it will penetrate the AEC market so that the bank can reach customer groups and do business in the AEC that is growing both. Demographic and economic

2. Create a strong and reliable brand Through communication and management of the experience that all stakeholders receive from doing business with the Bank and

3. Continuously raise the level of competitiveness in the long term according to the project. Transformation All 8 projects include:

1) Collaborating with business partners to create an ecosystem along with developing the bank's sales and service channels. To deliver the best experience to customers 2) Data analysis to offer loans to meet the needs of each customer (Intelligent Lending) 3) Manage various risks and guidelines for proactive prevention

4) Developing international payment services 5) Developing data analysis capabilities To increase business opportunities and operational efficiency (Data Analytics), 6) cyber security, 7) developing employee potential to become an Agile Organization, and 8) developing modern technology. Make the bank a leading financial service provider in the region

The bank's financial goals for 2564 are set as follows.

1. Loan Growth is set at 4-6%, focusing on personal customer loan growth at 11-13% from using data to analyze in granting loans. SME business loans Target growth of 2-4% and corporate loans. Target growth of 1-3%

2.NIM aims at 3.1-3.3%, in line with the direction of interest rates. 3.Net Fee Income Growth: Targeting slight growth at Low Single Digit from the credit card business. Fees received from granting loans and fund management business 4.NPL Ratio (Gross) aims at 4.0-4.5%

5.Credit Cost aims at Up to 160 bps under the assumption about COVID-19. Including the fact that the bank still uses the principles of caution and prudent financial policy in considering reserves for expected credit losses and 6.Cost to Income Ratio is targeted at Mid-40s, with the bank still giving importance to Vital to cost management and productivity improvement (Productivity) including additional investment to create future growth

2nd place: Siam Commercial Bank 

In 2563, Siam Commercial Bank It has the second highest net profit of 2 million baht and the second highest income of 27,217.60 million baht. For the 2 policy, the bank is divided into 165,987.85 parts.

1.Policy for current business COVID-19 outbreak The new round makes the direction of the Thai economic recovery still uncertain. Therefore, the Bank will continue to provide assistance to affected customers. This must be done in conjunction with careful credit portfolio management. In providing assistance to customers Banks will continue to do so in many ways as in past years.

By assisting with debt restructuring based on the customer's ability to repay debt. and helping customers increase their business income by having more options for selling products, such as the online sales channel SCB ShopDeal (SCB ChobDeal.com), which is a center for special discount deals from customers. Bank's SMEs or the Food Delivery platform under the name Robinhood (Robinhood) that does not collect any fees. The bank is confident that it can help its customers through difficult times and cope with the situation.

In addition, the bank will continue to adjust its business model to achieve continued cost savings. Whether through adjusting channel strategies and the use of technology Over the past year, business costs have decreased a lot and we believe they will continue to decrease.

As for the growth of the business The bank focuses on expanding the business of selling bancassurance products and the wealth management business. which last year did well Even though it has been affected by the epidemic situation, this is because the foundation of the business has been laid very well. To have the ability to compete Whether it is cooperation with partners Preparing a team and operating system that are well prepared and have a good understanding of the business.

2.Policy for a sustainable future Technology investments under the SCB Transformation project This gives the bank a strong foundation in today's technology. that can expand and develop the business to compete in today's world where consumer behavior is rapidly changing. However, the bank will still need to continue to develop its technological capabilities for sustainability in the future.

At the end of 2562, the bank established a subsidiary, SCB 10X, to find investment sources in new technology. Come help strengthen the bank's growth. Having developed SCB Shopdeal and Robinhood last year, in 2564 SCB 10X is committed to developing a business platform. and businesses that use new technology continuously coming out

In addition, this year the bank will create a new digital bank. By building more relationships with customers through digital channels. This is not just about selling financial products through digital channels. It is about creating an ecosystem and using Artificial Intelligence that understands the needs of individual customers. Come to fully answer the needs of customers in their daily life.

and with a strong financial position The Bank continues to look for opportunities to grow into adjacent businesses and/or businesses that will add new capabilities to the Bank through joint ventures. or business acquisition To further increase returns to shareholders.

No. 3 Thanachart Bank/No. 11 TMB

In 2563, Thanachart Bank had a net profit of 10,949.32 million baht, while TMB had a net profit of 10,112.18 million baht and has begun the merger with the goal of increasing the potential of both banks' customer bases through products and services that answer Different customer needs at different stages of life through an easy-to-use digital platform To help customers have a better financial life (Financial Well-being)

For 2564, 7 strategic goals have been set that will help push the bank to achieve its goals as follows:

1. Taking the customer as the center By conducting an in-depth study and gathering an understanding of customer needs and behavior in order to develop products and services. And use this understanding to better manage the customer experience. In addition, we continually measure customer satisfaction with the experience they receive. To use the results to further improve products and services.
2. Create excellence in deposit products and financial transactions It uses a deposit-led strategy to create competitive differentiation by delivering deposit and financial transaction products that best meet customer needs.
3. Maintain leadership in car loans and offer complete loan products. By using the strengths of the business in terms of employees car dealer network and the strength of the brand to increase the capabilities of other loan products In order to better meet the needs of customers, in addition, the variety of products is more comprehensive. It also helps the bank to be more competitive and adaptable to changing market conditions. and maintain its leadership in car loans.
4. Create sustainable non-interest income This will result in the bank being able to manage funds more efficiently, such as life insurance products. and investment products By selecting leading mutual funds from many asset management companies to be purchased in one place (Open Architecture), focusing on selecting the best business partners and products. To bring happiness to customers through the bank's various sales channels and also be able to have products that meet the diverse needs of customers.
5. Use funds and manage liquidity efficiently The goal is to achieve a rate of return on equity that is at the same level as the average of leading banks within 3-5 years. The bank has focused on growing its business by considering opportunities to generate increased returns.
6. Create readiness for digital transformation By investing in developing information technology systems Cyber ​​security system and continuous customer data security along with developing the knowledge and abilities of employees Strengthen organizational culture in line with the digital age Improve various work processes to be more digital To speed up the development of products and services to create a good experience for customers.
7. Joining forces to create growth After the merger, the banks receive benefits that support each other (Synergies) from the merger in 3 parts: 1) Balance sheet benefits that will increase the value of the business by having an appropriate balance sheet (Balance Sheet Optimization) through the use of assets and Effective financing

2) Cost benefits from larger business size It starts with the cooperation of important supporting agencies such as information technology infrastructure. Work process management and 3) revenue benefits from working together will make it more efficient to offer financial products and services to customers more comprehensively. including the ability to offer new products and services from a customer base that has more than doubled Resulting in more income

4rd place: Bank of Ayudhya

In 2563, Bank of Ayudhya had the third highest net profit, totaling 3 million baht. As for the bank's policy in 23,039.78, which is the first year of the third medium-term business plan covering 2564 to 3, it has a new mission to be “Thai financial institution that is number one in the hearts of customers Ready to connect with the needs of customers throughout the ASEAN region” by laying down 2564 business operations strategies:

1. Reforming the retail business into one (One Retail Transformation) by leveraging Krungsri's large customer database to design products that meet the unique needs of customers and harmonize with the customer experience at every stage of life.
2. Strengthening efficiency in business operations Business customers through accelerating the creation of a digital platform for the business chain and providing services across customer groups
3. creating an ecosystem of the bank and creating new business alliances to expand the customer base
4. Expanding business to the ASEAN region By opening up new business opportunities For banks and customers in the ASEAN market It aims to increase the proportion of investment income and help clients explore new opportunities in ASEAN.
5. Generating income from new business By relying on Krungsri's research and development strength and potential to develop new innovative solutions.

For the direction of business operations in 2564 under conditions of uncertainty from the COVID-19 outbreak. New wave in the country The bank continues to focus on providing assistance to customers. Maintaining strong asset quality continuously and effective management of operating expenses

In addition, the Bank will continue to strive to operate in line with sustainable banking guidelines. To promote a more stable financial system in the country. as well as supporting the economic system to grow steadily and sustainably.

As for the financial target for 2564, the bank expects that all loan segments will grow in the range of 3-5%. The loan portfolio structure will continue to focus on a balance between business loans and retail loans at 50:50, with a target spread of 3.1:3.3. The net interest rate is XNUMX-XNUMX%.

Meanwhile, non-interest income growth is expected to be at the same level as last year. Cost to income is expected to be in the mid-40s with the bank continuing to invest. and manage expenses efficiently for asset quality Expected to be able to maintain the non-performing loan ratio below 2.7%.

Number 5: TISCO Bank

In 2563, TISCO Bank had a net profit of 3,786.31 million baht. In 2564, the bank set a strategic plan. The issues focused on are as follows:

1. Expand credit services to various regions. to cover the entire country To support the continuously expanding demand for registration pawn loans. Along with developing digital platforms and developing an ecosystem of car, motorcycle and home users to create opportunities to expand new customer bases.

2. Focus on providing investment advisory services and financial planning Covers mutual fund products Life insurance products and health from various companies (Open Architecture) by being a broker for selling mutual fund products of 12 leading asset management companies, along with developing the quality of registered Treasury Managers with professional qualifications as Assistant Financial Planners. and financial planners (AFPT/CFP) to provide efficient financial planning, investment, and asset management services to clients.

3. Continuously develop products It is a leader in issuing and selecting theme funds that are consistent with the market situation. Can answer long-term investment needs and is the future world context (Mega Trend) including offering health insurance consulting services. By selecting health insurance from leading insurance companies Give advice and compare the value of health insurance plans that are suitable for customers. Including providing comprehensive after-sales service to customers.

4. Seek business partners To expand the customer base and increase channels to access services This includes business partners who are leading automobile manufacturers. In terms of offering insurance products in the form of Branded Insurance, as well as developing innovations on digital platforms that are in line with customer lifestyles to expand the current business.

5. Increase the capabilities of the information technology system. cyber security Apply technology and innovation to create efficiency. as well as develop the potential of personnel and adapt the organization into the digital era

6. Drive sustainable business Following the Banking Guidelines for Sustainability and Responsible Lending (Sustainable Banking and Responsible Lending) as well as adhering to good governance. To build confidence and trust among customers and all stakeholders.

Number 6 Bangkok Bank

In 2563, Bangkok Bank had a net profit of 17,180.58 million baht. For 2564, the bank aims to be a bank that provides quality financial services to meet customer needs. Ready with quality personnel Has modern technology and work systems Remain international as well as being a leading bank in Asia The bank's business operations focus on 5 areas as follows:

1.Taking care of customers closely By adhering to the spirit of "Friend of Thoughts, Friend of Home" that focuses on taking care of customers closely As well as supporting customers with quality financial products and services and providing expert advice. To help customers capitalize on opportunities and meet new challenges.

especially For customers affected by the COVID-19 outbreak situation The bank has a 3-step assistance process: supporting business during the slowdown; Support sufficient working capital when opportunities begin to open up. and support investment to adapt to meet the new way of life.

2.Maintaining the quality of assets The Bank places importance on asset quality management. By managing credit risk carefully Parallel to taking care of customers closely This allows the bank to understand the financial status and needs of customers correctly, up to date, and able to provide excellent service with quality and kindness. Both financial support and careful and appropriate advice. To help customers have discipline in managing debt and have good financial status.

3.Transition to the digital age We continue to develop and improve work systems and services in order to transition into the digital era under the concept of “Digital First” by using appropriate technology in the organization. Develop the digital skills of personnel in all parts of business operations. Develop products and services that aim to meet customer needs and be a part of the lives of customers who conduct various transactions. more online and strengthening governance to maintain data security and protect customer privacy.

4.Increasing the efficiency of the work process Focus on developing work processes to achieve goals creatively and with higher efficiency. All aspects are carried out simultaneously, including developing the skills and potential of personnel. Adjusting the work process to be more concise and the introduction of various digital technologies into use in the work process To help make the service quick and smooth. including more efficient cost management

5. Seeking opportunities for growth By aiming to benefit from business opportunities including economic sectors with high growth potential By assessing the situation in advance to help the bank be ready for new business opportunities. Expanding the international network to support customers who want to expand their businesses and investments. Including the importance of being a financial advisor. Life insurance through banks and asset management planning To meet the needs of each customer

No. 7 Kiatnakin Phatra Bank

In 2563, Kiatnakin Phatra Bank had a net profit of 5,123.27 million baht. In 2564, the goal was to be a financial institution with high profitability. Under operations in 3 main businesses: 1. Credit Business and related transactions 2. Private Banking Business and 3. Investment Banking Business

The operations have been grouped according to goals to operate together in both the commercial banking business and the capital market business. Consider connections and create mutual benefits. and relying on the existing expertise of both businesses to expand the scope of services and continuously enhance the ability to provide services and operations.

As for the lending business, we will focus on providing retail loans and small and medium-sized business loans that rely on systematic, fast, efficient, and standardized work processes. Rely on the development of sales channels in order to reach customer groups appropriately. Including good risk management.

For the Private Banking business, which is a service business for high-wealth customers. Emphasis will be placed on creating returns and various investment options. By relying on the cooperation of both commercial banking businesses in taking advantage of the customer base and branch channels. and capital market business with expertise in providing investment advisory services (Wealth Management)

The goal of the Investment Banking business is to be a joint operation of many departments under the Commercial Banking and Capital Market Businesses in order for the business group to Able to provide more comprehensive financial products

Number 8: Krung Thai Bank

In 2563, Krung Thai Bank had a net profit of 16,731.58 million baht. For the bank's strategy in 2564, it will continue to focus on driving business through 2 important business models:

          1. Aircraft carrier or Carrier type Focus on increasing efficiency and reducing operating costs of various main departments. To protect the bank's existing business base and customers

2. Speed ​​Boat type Aiming to do business in an Agile style with the working principle of Fail Fast Learn Fast, relying on agility, speed, and data analysis on the Digital Platform / Open Banking to experiment and search for new business models. and expand business from customer partners Including various cooperation with government projects

Under the said strategic plan The Bank will conduct business based on the action plan based on 5 important pillars (5 Execution Pillars).

        1.Sustaining the growth of the core business (aircraft carrier) which is the original business to grow continuously and efficiently They must take care of non-performing debts along with supporting the bank's debtors. and take care of cross-selling products (Cross Selling) so that the impact on debtors is as little as possible.

        2. Creating a new business model under a parallel strategy between aircraft carriers and fast ships. By changing the service model to sales. Because the bank has a large number of employees in some branches, many services may be replaced by digital, such as Call Center and securities evaluation.

Therefore, service delivery must be adjusted from Service to Sale in order to serve a wider variety of customers. It may also take things from the existing business and expand it into a new business, such as a call center service or debt collection that the bank already has expertise in. It may be open to providing debt collection services to other businesses that have a need for this service.

In addition, “Infinithus by Krungthai” was established to develop new digital financial products such as Digital Lending, Health Platform, Tourist Platform, Capital Market Platform, etc., in order to provide the best and impressive experience to customers and the public.

3. Reduce paper use to a minimum. (Paperless) The bank will bring in RPA or Robotic Process Automation systems and the use of AI in more internal work processes of the bank. To reduce paper use in the future Reduce various work steps Makes the bank's internal work processes faster. This will help raise the level of competitiveness of the bank. Including increasing customer satisfaction in using services.

        4.Expanding business from customer partners with the X2G2X strategy that places the government sector at the center and connect with business partners and retail customers through the efficiency of technology (Digital Supply Chain).

        5.Krung Thai side by side with Thailand towards sustainability (Krungthai Sustainability) supports policies in carrying out various activities or projects. To take care of Thai people, take care of the economy, society and the environment, such as Krungthai loves the community. State Welfare Card Project Pracharat Blue Flag Shop Project, etc., to meet the needs of strong communities. As a result, the bank grows along with society. sustainable national economy

The bank has set a budget for investment in technology this year of more than 10,000 million baht in order to use technology to develop the bank's internal work processes and develop services for customers. Including supporting the expansion of new businesses. According to the guidelines for running a fast boat business

The bank continues to promote the open platform of the bank that has been jointly developed with the government sector. Especially the "Pao Tang" application to make it easy and convenient for all citizens to have access to financial services through the digital system. As well as helping support the Thailand 4.0 policy in moving towards a cashless society in Thailand in the future.

In 2564, it was also the year that Krung Thai Bank accelerated the development of parallel digital systems, namely the open system “Paotang” and the closed system Krungthai NEXT mobile banking, so that the bank's system can support the huge growth in the use of the platform. climb Currently, both platforms can support more than 2 million customers and are efficient and stable systems on the cloud. To aim towards creating a digital platform of the country (Thailand Digital Platform) for Thai people.

Number 8: ICBC Bank (Thai)

In 2563, ICB Bank (Thai) had a net profit of 2,385.17 million baht. In 2564, the bank set growth targets in a flexible manner and in line with the country's economic growth trends. which will mainly focus on providing services according to the needs of customers in each group

The bank has established growth strategies for customer groups in industries that have good growth potential. Customer groups involved in the development of the country's infrastructure linked to the Eastern Economic Corridor Development Project and the Southern Economic Corridor Development Project

which consists of investment from the Thai public and private sectors including from foreign investors especially from China who are interested in investing in Thailand both in the aforementioned projects and Chinese investors who have plans to expand production capacity to other countries Including Thailand

In addition, the bank plans to increase efficiency by improving internal operational processes. Reduce work steps Focus on using technology Including developing the skills, knowledge and abilities of employees to be diverse. This is in line with the trend of the commercial banking business where digital technology plays an increasingly important role. and to increase the bank's competitiveness to better respond to customer needs.

All operations will remain subject to strict regulations and good corporate governance. In order for the bank to aim to be a strong financial institution. successful and grow steadily alongside Thai society sustainably In accordance with the principles of the Bank's policy for sustainability (Sustainable Banking)

Number 10: Thai Credit Retail Bank

In 2563, Thai Credit Retail Bank had a net profit of 1,372.85 million baht. In 2564, the bank has set strategies in 3 main areas.

1. Core loan growth By still focusing on creating sustainable growth By controlling the quality of the loan portfolio and risk management to prevent non-performing loans from occurring by setting appropriate debt collection and debt restructuring strategies. To enhance the potential of customers to have universal access to financial services in the system and to recover their businesses strongly.

At the same time, the bank is also considering increasing the credit limit to meet the needs of enhancing liquidity or expanding the business further. and adjusting interest rates to be consistent with the changes To increase flexibility to support a variety of needs. Ready to organize promotional campaigns to increase business competitiveness. By focusing on marketing and advertising through digital channels continuously

2.Transforming to a digital system By planning operations, developing and designing innovations that create a new foundation for the Bank's products and services. To create important competitive advantages with financial institutions or other banks in the future, including the development of digital technology to increase the efficiency of the bank's work. With a commitment to delivering a complete digital experience for customers and employees Ready to support business expansion and enhance the bank's capabilities in the long term.

In addition, the bank is also working on adjusting internal systems. Using a platform for products and services with open infrastructure (Open Source) to develop the credit system. To be able to connect with the bank's main system to provide digital services. and increase the efficiency of the bank's work Including the use of digital devices in work. and improve service as well as increasing flexibility in providing services through online channels

Meanwhile The Bank also aims to develop and improve the financial innovation of Micro Pay continuously. To encourage widespread use This helps create convenience, speed, and safety in the era of a cashless society. Ready to organize financial knowledge projects regularly Especially in terms of the benefits of digital technology. and places importance on maintaining strong relationships with customers through a network of branches and retail lending branches covering all areas in Thailand.

3. New business development The bank pays attention to every opportunity to create business growth. Along with developing products and services that truly meet the needs of customers and are consistent with the current situation. To provide the best financial services safe and fair to retail customers throughout the country Can improve the quality of life and create sustainable economic growth at the national level

In addition, the bank places importance on continuous improvement of business processes. Both credit Operations and Collections Including facilitating sales channels. Risk management debt collection and digital infrastructure To serve as a basis for developing new products and businesses

No. 12 Land and Houses Bank

In 2563, Land and Houses Bank had a net profit of 1,407.59 million baht. For 2564, the bank aims to be a bank that is truly different and specific to a specific group (Niche Bank). There are 3 groups of customers that the bank chooses to do business with:

1. Retail customer group Divided into Affluent customer groups, emphasizing financial and investment advice through the wealth management product group. both mutual funds and life insurance and focus on the bank's strengths to grow the home loan business for Thanabodi customers. Through building relationships with various real estate development companies and use the bank's channels to offer benefits to customers through refinancing and middle income customers with a focus on providing advice and financial services through the bank's digital channels and Mobile Banking
2. 2. SME customer group with a focus on creating a business model and products suitable for customer groups along with appropriate risk management criteria So that the bank can grow quality SME loans. within the risk framework that the bank accepts
3. Corporate customer group The bank focuses on generating more income. Through expanding the new customer base Along with bringing CTBC Bank's strengths to expand the business and offer foreign transaction service products (Trade Finance) to the existing customer base. and new customer base. In addition, the bank has a strategy to collaborate with business partners to offer Supply Chain Finance products as well.

Including specifying 4 supporting factors that help drive the company, consisting of 1) a business model that focuses on the customer as the center. Support business growth through digital channels and create an organization that uses data to make business decisions (Data Analytics) 2) Development and use of the bank's resources in order to work with maximum efficiency and building organizational bonds to reduce employee turnover. 3) Development of holistic banking channels and cooperation with affiliated business groups. We focus on working together across all banking channels to be able to serve customers seamlessly. (Omni-Channel experience) along with giving importance to mobile transactions and 4) risk management to support official regulations and capital management. and fund management To compare returns and risks for efficiency and provide appropriate returns to shareholders

Number 13: UOB Bank

          In 2563, UOB Bank had a net profit of 1,650 million baht. In 2564, the bank has a policy of still adhering to the principles of conducting business with prudence. on risk management culture for sustainable growth and maintain the ability to maintain a strong balance sheet. This is something that the Bank continually gives importance to. It is an important basis for providing support to bank customers during all market cycles.

In addition, to be able to offer quality financial products. and excellent service to customers Amidst technology-driven changes and increasing expectations from customers, The bank has taken steps to develop its digital capabilities. Whether it be through mobile and online banking service channels such as UOB Mighty and TMRW, as well as digital products and services such as cash management. including financial and wealth solutions

Including giving importance to the preparation of personnel. To have modern skills that are in line with future developments in order to grow the business and support customers in the country. throughout the region sustainably

No. 14 CIMB Thai Bank

In 2563, CIMB Thai Bank had a net profit of 1,290 million baht. For 2564, the bank has an operating direction focused on 3 important things:

1. customer The Bank emphasizes and places great importance on customer operations. Both in raising the level and delivering a good customer experience. Increasing sales capabilities and employee performance Emphasis is placed on making all employees aware of strict compliance with regulations.

as well as the appropriate use of digital technology and innovation. Combined with the ASEAN banking network to make a difference, which is the bank's strength. throughout creating value in products that are in line with the Bank's specific customer groups Along with focusing on growing and expanding the business. that the bank has expertise and strengths in, such as Treasury and Wealth Management

2. Management and operational excellence The bank drives work to be in line with the policies of the CIMB Group. which takes into account business growth with appropriate costs and has high working efficiency As well as operating under effective operational risk management.
3. people and culture The Bank places importance on recruiting personnel correctly and at the right time. along with retaining potential personnel and looking for employees with high potential to work at the same In addition, it gives all employees the opportunity to truly participate in their work. and join in creating a highly efficient work culture as well.

Criteria for ranking banks of the year 2563

Criteria for considering the ranking of banks of the year 2563: Bank Finance has taken the operating results for the fiscal year 2563 from 1 January - 31 December 2563 of 14 commercial banks to calculate financial ratios that measure banks' performance in: Performance (Strong Performance) and quality of balance sheet (Strong Balance Sheet) to rank banks of the year.

This is to reflect true leadership in the commercial banking system. Both in terms of ability to conduct business and in terms of being able to strengthen the business In order to create trust from the public and stability in doing business in the long term.

1. Operational results Consisting of the following ratio criteria:

1.1 Total income (Revenue) To measure the ability to compete in every environment to earn income. from interest income and non-interest income If the income is high, it means that the bank has the ability to earn income. Using income figures from the bank's specific financial statements Not including income from affiliates

1.2 Net profit (Net Profit) To measure the bank's ability to conduct business. that corresponds to the risk If profits are high, it indicates that the bank has the ability to operate its business to achieve its goals.

1.3 Net profit to total revenue ratio (Net Profit Margin) To measure the bank's ability to make a profit from its total revenue. Both interest types and non-interest types If the ratio is high, it indicates that the bank has the ability to generate income, manage costs, and control expenses.

1.4 Rate of return on assets (Return on Asset : ROA) To measure the profitability of the bank When compared to all assets invested If the ratio is high, it indicates that the bank is managing its assets efficiently.

 1.5 Rate of return on shareholders' equity (Return on Equity : ROE) To measure the return on investment that the owner's equity will receive. If the ratio is high It shows that the bank has the ability to manage. To create good returns for shareholders who own

1.6 Net earnings per share (Earnings per Share : EPS) To measure the return that shareholders will receive per share. High earnings per share It will also result in good dividend payments. And it is one of the important factors causing the market price of stocks to increase.

1.7 Ratio of operating expenses to income (Cost to Income Ratio) tTo measure the bank's cost management ability. If the ratio is low, it means The bank controls expenses effectively.

1.8 Book value per share (Book Value per Share) To measure the bank's value expressed at book value per common share holder. high amount It shows the wealth of those who invested in the bank.

        2. Quality of the balance sheet Consisting of the following differential ratio criteria:

2.1 Assets (Total Assets) To measure the size of the bank's business Its large size reflects its leadership in the financial institution sector and trust from the public. This will lead to stability and stability in doing business.

2.2 capital adequacy ratios to risk assets (BlS Ratio) To measure the adequacy of capital funds To accommodate losses that may occur The higher the ratio, the more stable the bank.