Human Resource Management and Development

Target 2029
The level of employee’ engagement with the organization 77%


Average training hours per employee (FTE) is 82 hours per person per year.

At least 50% of top management positions are held by women.
Target 2024
The level of employee’ engagement with the organization 72%

Average training hours per employee (FTE) is 77 hours per person per year.

At least 50% of top management positions are held by women.
Performance 2024
The level of employee’ engagement with the organization 75%

Average training hours per employee (FTE) is 81.12 hours per person per year.

76.47% of top management positions are held by women.
Challenges and Opportunities

The Company recognizes that employees are the foundation of its success and a key driving force in propelling organizational growth. KTC prioritizes the development of employees’ skills, knowledge, and expertise to ensure that its workforce remains adaptable to evolving circumstances, technological advancements, and shifting market demands. If employees’ skills and knowledge are not kept up to date, it could result in the Company losing potential business opportunities and competitiveness. As a result, the Company continues to empower employees with the necessary capabilities not only to boost individual self-esteem and job satisfaction, but also to improve morale and drive collective success across the organization. Additionally, the Company also places a strong emphasis on respecting diversity and ensuring the well-being of all employees in line with the fundamental human rights principles. Neglecting employees’ rights or failing to adequately address their welfare needs can lead to potential decreased job satisfaction, productivity and increased employee turnover rates. Therefore, KTC is committed to fostering an inclusive workplace where individuals from diverse backgrounds are valued and respected.

Key Achievements
  • Employee engagement level is equal to 75%
  • Average employee training and development is 81.12 hours per FTE/year
  • 76.47% female ratio in top management positions

The Company conducts effective human resource management as follows.

Promotion of Diversity, Inclusion, and Equality Talent Attraction and Retention
Human Capital Development Employee Satisfaction and Employee Engagement

Promotion of Diversity, Inclusion, and Equality

KTC treats all employees fairly, respects human rights, and forbids discrimination and harassment based on sex, gender identity, race, religion, nationality, age, disability, or minority status. In addition to strict adherence to labor laws and regulations, the Company applies the human rights principles as outlined in the Code of Conduct. Referring to the Code of Conduct, the Company is committed to respecting human rights per respective guidelines in relation to the provision of equal pay, supports the right to freedom of association, and the right to collective bargaining. The Code of Conduct, available in both Thai and English, is communicated and enforced to all employees. Discrimination and harassment behaviors that are noncompliant with the Code of Conduct shall be reported through the designated whistleblowing channel, equipped with a robust investigation process, grievance mechanism, and disciplinary actions. This is to ensure that employees are treated fairly, have equal opportunities for professional growth, and reinforce stakeholder confidence that the Company conducts business responsibly.

External Hiring
270 persons
equivalent to 97.83%
Internal Hiring
6 persons
equivalent to 2.17%
Total Hiring for the organization 276 persons, representing 100%

Promotion of Diversity and Equality of Labor Practices

The Company treats its employees with fairness, respecting human rights, refraining from discrimination, and rejecting any form of harassment. It does not allow gender, sexual orientation, race, or minority status to hinder individuals from participating or advancing within the Company. These principles are applied universally across all departments, in addition to strict adherence to labor laws and regulations. Moreover, the Company is committed to combating illegal practices such as child labor or forced labor. In cases where employees encounter health issues, the Company adjusts their roles and responsibilities based on their capabilities and abilities to minimize the impact on their health.

In 2024, detail of employees, composition are as follow,

In 2024, detail of employees

Additionally, KTC intends to employ under-privileged groups such as individuals with disabilities in accordance with the Empowerment of Persons with Disabilities Act B.E. 2550 (2007) to promote and enhance their quality of life. The regulation aims to protect individuals with disabilities from unfair discrimination in employment due to physical and health-related reasons, thus requires the government entities, employers, or business owners to hire disabled workers under Section 33, contribute to the Empowerment of Persons with Disabilities Fund under Section 34, or choose to provide and subcontract work under Section 35.

In 2024, the Company employed people with disabilities to work offsite at their domiciles. This employment gave the disabled people who live far away the chance to pursue a full-time career that will enable them to become self-reliant. Freedom of Association

Freedom of Association

Talent Attraction and Retention

Ink 105, ShapeTalent attraction and retention are fundamental to the Company’s sustained success. The process of recruiting, training, and allowing employees’ adjustments to corporate culture requires substantial investment of both time and resources. Therefore, the Company highlights the importance of having a strategic approach to talent management to foster long-term tenure and career growth of employees at the organization.

KTC aims to cultivate a culture of trust within the organization, driven by corporate core values that are embodied in all employees’ DNA.

Talent Attraction and Retention

Core Values

ค่านิยมองค์กร

Performance Appraisal

The Company has implemented policies aimed at fostering the professional growth of potential employees. This includes offering opportunities for job transfers based on individual aptitudes and interests. A systematic and ongoing performance management system has been established to propel employees towards achieving the Company’s set goals. The Company strategically defines performance indicators, goals, and evaluation criteria, outlining them at the beginning of the year to align with the organizational strategies and plans. Performance is evaluated by Key Performance Indicator (KPIs), which align with the balanced scorecard in areas such as finance, customers, and internal processes. This KPI serves as a tool for setting work targets through agreements between supervisors and operators, emphasizing engagement to enhance employee performance. Cooperation within the organization is prioritized to ensure everyone works towards shared objectives and elevates performance standards. Management and employees at all levels must meet Group KPIs that include adherence to market conduct criteria, information security and personal data standards, which are assessed alongside individual KPIs. These criteria underscore the commitment to sustainable business practices encompassing economic, social, and environmental dimensions.

Furthermore, the Company employs a 360-degree evaluation model, which integrates indicators from core values and core competencies along with KPIs. Employee evaluation results are ranked across groups using the Bell Curve Model. Performance evaluation outcomes play a crucial role in determining remuneration considerations, including salary increments, incentives, and promotions. Regular follow-ups on the implementation of the established performance plan are conducted to maintain continuous efficiency and motivate high-performing employees.

1 Every manager who is a direct report to chief executive officer as shown in the organizational structure of the Company

Succession Planning

The Company emphasizes the critical importance of personnel development and robust succession planning for key organizational roles to ensure business continuity and long-term operational efficiency. The Company has prepared for two main aspects including, identifying individuals to replace or assume top management roles (Key Position) and crucial positions that impact the organization’s business operations (Critical Position). This preparation aims to ensure readiness for transitions, mitigate the risks associated with the loss of key personnel, and support the development of employees’ potential, ensuring they are equipped for important roles in the future. The top management will select candidate successors based on criteria that evaluate the employees’ potential and readiness, past performances, leadership, and adaptability. An Individual Development Plan is subsequently crafted for each selected successor, tailored to enhance the competencies required for their targeted roles. This Individual Development Plan consists of on-the-job training, special assignments, and coaching & feedback.

CEO Succession Planning

The Company has established a CEO succession plan, assigning the Nomination and Remuneration Committee to prepare a succession plan for executive positions in anticipation of the retirement or incapacity of such executives so that the Company's management may continuously operating. In addition, the Board determines the criteria for recruitment of Chief Executive Officer to which the Nomination and Remuneration Committee refers for recruitment of CEO candidates, when the office is vacated, before presenting a list of CEO candidates to the Board for deliberation. These candidates must be a qualified person who possesses management knowledge, skills and experience in credit card business or the finance or banking sector or financial institutions or other businesses related to the credit card business, and they must have an overarching vision and management philosophy suited for the Company’s businesses.

Remarks:
Executive means chief executive officer, a person holding a position in the first four management levels below chief executive officer, a person holding a position comparable to a person holding a position in the fourth management level,1 including a person holding a department manager position or above in the accounting or finance management function.

1 Every manager who is a direct report to chief executive officer as shown in the organizational structure of the Company.

Employee Remuneration

The Company remains committed to its remuneration management policy, emphasizing fair and impartial compensation for employees. This approach considers factors such as experience, competency, equity, and non-discrimination, ensuring alignment with performance benchmarks and market competitiveness. Oversight of this policy, along with regular reviews of employee compensation and benefits, is managed by the Human Resources business unit. Employee benefits encompass the Workmen’s Compensation Fund, the Social Security Fund, and the post-employment-benefits, which are all in compliance with the Labor Protection Act. Additionally, the Company conducts an annual industry survey on remuneration and benefits through collaboration with a respected human resource consulting firm. The findings from this survey guide updates to the Company’s compensation structure, ensuring relevance and competitiveness in the market.

KTC offers flexible provident fund arrangements where employees can select their preferred rates and the Company will contribute corresponding amount in accordance with related policies. The amount that the Company contributes to provident fund will increase following the employee’s tenure. Provision of provident funding for employees allows financial security and ensures savings for retirement plans.

Employee Support Programs

Beyond enhancing skills and competencies, KTC is dedicated to ensuring employees’ well-being and fostering a positive work environment. The Company has implemented numerous programs offering comprehensive benefits, including the following.

Work Conditions

  • The Company offers flexible working hours, allowing employees to choose clock-in and leave times within specific time frames. This improves commuting convenience and helps alleviate traffic congestion issues during rush hours.
  • The Company has designed and allocated relaxation areas and common spaces, allowing employees to freely adjust their work environment without being confined to a fixed desk. Additionally, in case of emergencies, the Company has established work-from-home arrangements along with data security measures for remote work, ensuring that operations remain efficient and comply with security standards.

Pregnancy and Childbirth Benefits
Maternity Leave
Maternity Leave

Expectant mothers are entitled to maternity leave for a maximum of 98 days, which includes time off for prenatal appointments. During this period, employees receive their full salary for up to 60 days, inclusive of public holidays, surpassing the legal requirement of 45 days.

Job Transfer for Pregnant Women
Job Transfer for Pregnant Women

Pregnant employees certified by a first-class medical practitioner as unfit to continue their current duties may request a temporary job transfer either before or after childbirth. The Company assesses and offers suitable alternative roles for the pregnant employee as necessary.

Breastfeeding Room Provision
Breastfeeding Room Provision

An area of the Nursing Room has been allocated for breastfeeding rooms aims to encourage breastfeeding, fostering the well-being of mothers and infants.

Paternity Incentive Package
Paternity Incentive Package

Male employees receive a paternity incentive package of Baht 2,000 per child born to their spouses, with a maximum of 5 children.

Family Benefits

  • Expectant mothers are entitled to a maximum of 98 days of maternity leave, including time off for prenatal checkups. Employees earn full salary for up to 60 days, including public holidays, which exceeds the 45-day requirement under Thai labor law.
  • Pregnant employees who are medically unfit for their current duties may request a temporary job transfer before or after childbirth. The Company will consider and assign a suitable alternative role as deemed appropriate.
  • Provision of a nursing room for breastfeeding.
  • Employees who give birth receive a newborn allowance of 2,000 Baht per child, up to a maximum of five children.
  • The Company provides medical benefits for employees, which also extend to their families on a voluntary basis. The Company covers 50% of the health insurance premium for the families of full-time employees. Additionally, employees and their families can receive vaccinations at a special discounted rate.

Labor Practices 

Working Hours and Overtime Management

The company is committed to promoting a healthy work-life balance by strictly managing working hours to minimize overtime or excessive working hours. Working time is clearly defined in accordance with the Labor Protection Act, with a maximum of 8 hours per day (including a 1-hour

Overtime work requires prior approval through the SAP system and must comply with Labor Protection Act limits of no more than 36 hours per week. Weekend and holiday work requires separate approval and is compensated according to statutory rates. All overtime expenses are monitored and controlled monthly by the Finance and Human Resources departments.

Employee Benefits and Welfare

This approach supports the overall well-being of employees and reflects the company's commitment to full compliance with labor laws in all aspects, including welfare provision, employment, and termination. The company provides mandatory benefits including social security contributions, annual leave (minimum 12 days after one year of service), traditional holidays and sick leave as required by the Thai Labor Protection Act and relevant regulatory authorities (Bank of Thailand). In many cases, the company provides additional benefits that exceed legal requirements.

Termination Policies and Procedures

In the event that such action becomes necessary, the company will proceed with caution and due diligence. This includes advance planning and the preparation of comprehensive supporting information, such as an assessment of both positive and negative impacts, to be presented to the Chief Executive Officer or the Board of Directors for consideration. The purpose of this process is to avoid adverse effects on the company's reputation, image, and financial stability.

The company is committed to ensuring that all termination decisions are conducted fairly, transparently, and in full compliance with the Thai Labor Protection Act and relevant regulations. Termination procedures are based on objective criteria, with respect for employee rights and a clear process for review and documentation.

In all cases, the company follows proper documentation procedures, including written warnings for misconduct (except in cases of gross misconduct) and performance improvement plans where appropriate. All terminations are reviewed and approved by the Human Resources and Legal department to ensure consistency, fairness, and legal compliance. Where termination falls under specific provisions in the company’s Human Resources regulations, all procedures are carried out in strict accordance with applicable rules and policies.

Compliance and Record-Keeping

The company maintains comprehensive records of all employment-related matters in accordance with Thai labor laws and ensures regular reviews of policies and practices to maintain full legal compliance and support employee welfare.

Freedom of Association

KTC established a Welfare Committee in the Workplace that serves as a mechanism that provides employees with collective bargaining authority about benefits and work practices. The Committee engages in discussions with the employer on matters related to employee welfare, upholding the following responsibilities.

THE WELFARE COMMITTEE ON THE WORKPLACE comprises of;
Employee
Representatives
70 %
Management and
Secretary Representatives
30 %
  • Act as representatives for employees in evaluating welfare benefits and workplace conditions that may impact all employees, ensuring that they receive fair rights and benefits. Additionally, this role helps boost morale and foster employee engagement within the organization
  • Provide advice and suggestions to the employer on welfare arrangements for employees
  • Oversee, control and ensure the provision of welfare benefits provided by the employer to employees
  • Offer opinions and guidelines on welfare arrangements beneficial to employees and the Labor Welfare Committee

The Welfare Committee in the Workplace members are selected from volunteer candidates, in which there are a total of 14 members. Subsequently, 100% of the employees are covered under the Welfare Committee in the Workplace to bargain fair labor and welfare aspects with the Company.

Learning Opportunities Through Internships

The Company recognizes the importance of youth as a vital force in driving the country and society’s future development. As such, KTC has continuously supported and enhanced students’ potential for over 20 years through the KTC COOP Program, an extension of the KTC LEARN&EARN Program. This initiative provides opportunities for student cooperative education programs from various universities to intern at KTC, and gain insights into work processes and essential skills that can be applied in their professional careers. Employees are assigned as mentors with responsibilities for providing guidance, sharing expertise, and closely monitoring interns’ progress throughout the internship, which spans over one academic semester. Additionally, interns have the opportunity to participate in various KTC learning programs, including knowledge-sharing sessions on credit card business, personal loans, and auto loans, self-development courses such as Growth Mindset and financial literacy, and etc. This program plays a crucial role in equipping students with the skills needed to become high-quality professionals in the labor workforce, ultimately contributing to national development. Furthermore, it serves as an effective mechanism for attracting and recruiting high-potential talent into the organization.

โอกาสเรียนรู้ผ่านการฝึกงาน

Additionally, KTC has established the Management Trainee (MT) Program, a leadership development initiative designed to cultivate the next generation of top managements. This program features a structured curriculum that enhances skills and hands-on experience through practical learning and executive coaching from the top management, equipping participants for future leadership roles within the organization.

Human Capital Development

The Company continuously develops all employees’ skills and knowledge to align with their job responsibilities and business directions. An annual Learning & Development Master Plan is established, which focuses on upskilling, reskilling, and building capabilities, promoting a strong learning culture across the organization

Human Capital Development

Additionally, the Company offers the KTC e-Library, a free online library, along with a book borrowing service featuring recommended and management-selected titles to support continuous self-development. KTC encourages employees to engage in diverse and personalized learning experiences based on their preferences by adopting a blended learning 70:20:10 approach, categorized as follows.

การพัฒนาทรัพยากรบุคคล การเรียนรู้

In 2024, the Company offered various training programs such as the following.

หลักสูตร Six Sigma Green Belt
หลักสูตร Power BI
หลักสูตร Value Based-Marketing
RPA Horizon : Unlocking Efficiency
Course Title: Multiplier Leadership Program

Description:
This program develops leadership skills among executives, supervisors, and individuals in leadership roles, enabling them to become “Multipliers”—leaders who amplify the capabilities of others—while avoiding the behaviors of “Diminishers” who hinder team potential. The course emphasizes conceptual understanding and hands-on practice, equipping participants with practical tools that can be applied to continuously enhance team performance.

Training Benefits:

  • To enhance self-awareness in leadership roles and behaviors, enabling participants to adjust their leadership approach to better unlock and support their team’s full potential—fostering a leadership style that empowers growth and opportunity.
  • To strengthen people management capabilities using practical tools and techniques, while building motivated, high-performing teams that continuously learns and develops.
Course Title: Leader as a COACH

Description:
Leader as a COACH develops coaching-based leadership skills, focusing on shifting the leader's role from being a “commander” to “enabler of potential.” Through deep listening, purposeful questioning, and constructive dialogue, the course empowers leaders to create space for their teams to think, discover their own solutions, and grow independently. This program encourages a mindset centered on support rather than control and aims to foster a culture of shared learning within and across the teams, paving the way for sustainable growth at both individual and team levels.

Training Benefits:

  • To equip participants with structured understanding of coaching principles and leadership approaches that enable potential, with effective application in real-world team development and management.
  • To promote a culture of continuous learning and self-development within teams, while reducing dependency on top-down decision-making by encouraging independent thinking, accountability, and shared ownership.
  • To strengthen relationships and build mutual trust between leaders and team members, creating essential foundations for effective collaboration and long-term success.

Employee Satisfaction and Employee Engagement

The Company prioritizes fostering employee engagement by conducting annual surveys to evaluate employee satisfaction and commitment to the organization. All employees participate by providing feedback through a survey consisting of three sections with a total of 80 questions. Employees rank their satisfaction levels on a six-point scale.

Assess employee satisfaction towards the organization through 5 key drivers

  • Engaging Leadership
  • Talent Focus
  • Agility
  • The Basic
  • The Work

The result of the annual employee satisfaction survey is disseminated to all employees via email.

The result of the annual employee satisfaction survey is disseminated to all employees via email.