Reinforce FUTURE-READY RESILIENCE
Capabilities
KBank places strong emphasis on the continuous development of skills and the strengthening of its people, which forms a critical foundation that allows the Bank to effectively respond to challenges and changes in the business environment. In addition, the Bank supports the development of skills and capabilities within external communities, fostering shared opportunities for sustainable growth.
Resource Management and Strategy
KBank has established a Human Resource Management Strategic Plan for 2025 - 2027 under the concept of “Productivity FITS,” focusing on strengthening people productivity in alignment with performance targets across all levels of the organization.
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Workforce Optimization :
KBank enhances people productivity through effective allocation and rotation of human resources in terms of both workforce and the development of critical skills. This is achieved through the implementation of productivity initiatives, with a strong focus on the application of AI technologies and the prioritization of resource allocation for high-impact initiatives. As a result, the Bank has been able to manage personnel expenses within its targeted framework. In addition, eligible employees were offered the opportunity to participate in a one-off voluntary early retirement program, “Happy Early Retirement,” under which participants received retirement compensation and special financial assistance in accordance with the Bank’s established criteria. -
Performance-Driven Rewards :
KBank has revised its compensation structure and remuneration policies to enhance alignment and market competitiveness. The Bank has also introduced new compensation models consistent with its Performance-driven culture, placing greater emphasis on performance-based variable pay and long-term incentives to increase flexibility and improve long-term efficiency in personnel cost management. -
Capable Workforce and Leadership :
The Bank provides learning and development programs focused on business-specific expertise and the application of AI technologies to improve work efficiency under the concept of “Do less, get more.” Both quantitative and qualitative assessments of talent development outcomes, particularly in terms of strategic capability readiness, exceeded the established benchmarks. -
Productivity Culture and Engagement :
KBank fosters a culture of productivity and employee engagement through clear communication, engagement-focused activities, and training programs. Additionally, the Bank supports employee well-being and applies the K-People Touch system to manage performance throughout the entire business process.
Employee Turnover Rate
| Turnover rate | FY 2022 | FY 2023 | FY 2024 | FY 2025 |
|---|---|---|---|---|
| Total employee turnover rate | 8.49 | 7.87 | 6.83 | 6.28* |
| Voluntary employee turnover rate | 7.97 | 7.5 | 6.56 | 5.97* |
| Coverage (as a percentage of all FTEs globally) | 100 | 100 | 100 | 100 |
*Excluding one-time workforce transition.
| Labor Union | Unit | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|
| Number of Employees Under Supervision of The Welfare and Labor Union Committee | % | 100 | 100 | 100 | 100 |
Employee Development
KBank implements a systematic approach to developing the potential and leadership capabilities of employees at all levels. This encompasses the cultivation of next-generation leaders, the enhancement of business-specific expertise, and the development of AI technology skills to improve work efficiency. Clear performance evaluation frameworks–both quantitative and qualitative–are in place to ensure alignment with the Bank’s business objectives, as outlined below.
Leadership and Talent Development
KBank delivers a wide range of training programs and individualized people development plans to build leadership capabilities across all lev-els, with a focus on cultivating purposeful and practical leaders who are able to set clear goals and translate them into effective action. These initiatives include the KBank Leadership Accelerator (KLA) Program to strengthen leadership and soft skills; the Performance Driven Leader (PDL) Program, the Executive Development Program for senior management, and the Leadership Development Flagship Program for high-performing employees.
Strategic Capability Development Aligned with Business Strategy
KBank provides strategically focused skill development programs, emphasizing capabilities essential to driving the organization and meeting customer needs. The effectiveness of translating these skills into action is continuously assessed. Notable programs include wealth management programs; product development and SME credit management programs, such as SME Credit Skill on Demand and the Profitability Management Program; and the Consultative Selling & Sales Negotiation Program for the Bank’s sales units.
Building Future-Ready AI Technology Capabilities
KBank focuses on developing AI and productivity-related skills to pre-pare employees to navigate future changes. This is achieved through training programs and learning initiatives that foster a performance-driven organizational culture. In addition, the Bank has introduced the AI Literacy and Productivity STAR Program, aimed at equipping a broad base of employees with foundational knowledge and practical under-standing of AI technologies and their applications.
Management of Occupational Safety and Health, and Workplace Environment
KBank has established the Occupational Safety and Health, and Working Environment Working Group, with a focus on preventing workplace accidents, injuries, and work-related illnesses. The scope of its operations covers KBank, the wholly-owned subsidiaries of KBank (K Companies), and the Support Service Providers to KBank (P Companies), as well as all activities conducted nationwide at premises under the Bank’s management, including all relevant stakeholders. In addition, the Bank conducts an annual review of its Occupational Safety and Health, and Working Environment Policy to ensure that mechanisms for controlling safety risks and potential environmental impacts arising from the Bank’s operations comply with applicable legal requirements and align with international standards.
The Bank has enhanced its standards on safety, occupational health, and working environment through the annual review of its Safety, Occupational Health, and Working Environment Policy(1) by the Board of Directors to ensure compliance with legal requirements and international standards. A significant milestone was achieved when the Bank received certification for ISO 45001:2018 (Occupational Health and Safety Management Sys-tem) and ISO 14001:2015 (Environmental Management System)(2) simultaneously on 25 October 2023. The Bank was the first bank in Thailand to obtain both certifications at the same time and has continuously maintained these standards to date.
In 2025, the Bank successfully renewed its ISO 45001:2018 certification for the third consecutive year, upholding its commitment to the goal of “zero work-related injuries and zero work-related illnesses leading to lost time.” The Bank remains committed to driving policies and implementing action plans under a systematic safety, occupational health, and working environment management framework. This commitment is reflected in the Bank receiving the Zero Accident Campaign 2025 – Gold Level Award (Year 1) from the Prime Minister, presented by the Thailand Institute of Occupational Safety and Health, as well as the Thailand Safety Award 2025 – Provincial Level (Year 1) for outstanding establishment in safety, occupational health, and working environment.
By ensuring appropriate, safe and healthy working conditions and equipment, the Bank complies with legal requirements and international standards on occupational safety, health, and working environment management. Hazard identification, risk assessment, and environmental aspects assessment are systematically conducted in line with actual working conditions, enabling the Bank to effectively mitigate workplace risks.
Occupational Safety and Health, and Workplace Environment Policy
Employee Grievance Process at KASIKORNBANK
The Bank has established clear and strict regulations for handling employee complaints and addressing labor rights violations. The Bank values employee feedback and consistently consults with employee representatives or labor unions. The process for submitting employee grievances includes the following steps:
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Filing a grievance
Employees wishing to file a grievance may submit a written complaint directly to the Employee Relations Department, the Human Resource Division. The written complaint should include essential information: the complainant’s full name, position, department, the specific issue or concern, details of any involved parties (such as names, witnesses, and relevant incidents), and the purpose or desired outcome of the grievance. -
Investigation and review of grievance
The Bank will gather facts, analyze, and review the grievance (or an investigative committee may be formed to establish the facts if necessary). The outcome will then be documented and provided in writing to the employee who filed the grievance and any relevant parties within 30 days, along with follow-up on actions taken based on the decision. -
Appealing the grievance decision
If an employee believes the decision is unjust, they may submit a written appeal to the First Senior Vice President or Executive Vice President of the Human Resource Division within 15 days of receiving the decision. If no appeal is filed within this timeframe, the matter will be considered closed, and the employee cannot submit a grievance on the same issue again. -
Protection for complainants and involved parties
The Bank will keep the names of the complainant and involved parties confidential if they prefer. Grievances will not be used to influence performance evaluations or other benefits. Furthermore, the Bank will not take any adverse actions against the complainant or any involved parties who have filed grievances in good faith.
