Talent Attraction and Development
Commitment
To build a future-ready workforce by equipping employees with required future skills and developing career paths for high-potential talent to build competency and retain them.
Materiality
The current global challenges, including rapid changes and advancements in digital technologies, climate change, economic uncertainty and evolving needs of customers, have had a significant impact on the Bank’s business performance. To effectively address these challenges, we must strengthen our human capital readiness by attracting and recruiting a sufficient number of employees with the appropriate skills to support our operations. This includes the continuous development of employees’ knowledge and capabilities, effective management of high-potential employees, determination of compensation based on employees’ skills, competencies and performance, and the development of clear career pathways. These initiatives are essential to ensure we have the ability to adapt, remain competitive, and achieve sustainable long-term growth, while also enabling employees to perform at their full potential.
Management Approach
Enhancing Capabilities of Employees for the Future
Success in the digital era depends not solely on the adoption of technology, but fundamentally on people who are equipped with the knowledge and capabilities to use technology effectively to create new value for customers and the organization. We place strong emphasis on the continuous development of our workforce to ensure that employees possess future-ready skills, remain responsive to change and are able to drive the Bank to achieve our strategic objectives. In 2025 we established a Future Skills development plan focusing on a practical, hands-on learning approach that can be directly applied to daily work. The plan emphasizes four key areas to strengthen employees’ capabilities and readiness for the future.
Employee Learning and Development Approaches
We provide a wide range of training programs for employees. These include cultural education to prepare employees assigned to overseas branches with an understanding of local cultures, enabling them to work effectively with colleagues from diverse ethnic, religious and cultural backgrounds based on mutual respect and understanding. To ensure the effectiveness of each learning activity and development program, we adopt a variety of learning approaches tailored to specific objectives. These include classroom learning, project-based learning, coaching, mentoring, team-based and network-based learning, on-the-job training and interactive learning formats that emphasize knowledge-sharing among employees in a collaborative and informal environment through sharing sessions.
Performance Evaluation
We have established strategic corporate goals across the short, medium and long-term, taking into account the business environment, customer needs and the expectations of all stakeholder groups. These goals are used to design the Bank’s key performance indicators and to define the framework and criteria for employee performance evaluation. Annual work objectives and performance targets are set at both the individual level through management by objectives and the team level through team-based performance appraisals. Performance evaluations are conducted twice a year for employees and once a year for executives. The evaluation results are used not only as a basis for determining remuneration, but also to monitor performance and define ongoing development pathway for employees, covering individual performance within teams, cross-team coordination and cross department collaboration.
We have periodically updated our employee performance evaluation processes to ensure they remain up-to-date and accurately reflect actual performance outcomes. New performance evaluation approaches have been introduced in some units, such as 360-degree feedback, which incorporates comprehensive perspectives from relevant stakeholders, and coaching and feedback that provides opportunities for employees and supervisors to discuss problems, monitor progress on assigned tasks, and jointly identify areas for improvement. In addition, we have adopted an agile performance management approach, emphasizing collaboration, regular consultation and continuous feedback. This approach enables employees to address performance gaps more effectively and supports ongoing performance improvement, ultimately leading to enhancing their performance.
Talent Attraction and Retention
Attracting and retaining talent is a critical factor in driving our long-term success. We have implemented various initiatives to attract high-potential young professionals to join the organization and to retain talented employees, supporting their growth alongside the Bank, as outlined below:
Talent Attraction
Career Planning
Career progression is a key priority for high-potential employees. The Bank therefore helps them to gain clear visibility into career opportunities and growth pathways within the organization by enabling them to jointly develop career progression and individual development plans with their supervisors through the Career Plan Application. This tool is designed to facilitate a structured and systematic approach to aligning development directions with defined career pathways.
Employee Value Proposition
We engage with high-potential employees to identify and gain insights into the values and factors that matter most to them, particularly among younger generations. The insights gathered are used to develop targeted and effective strategies for attracting and retaining high potential employees, ensuring alignment between the needs of both employees and the Bank.
Inspiration and Pride
We organize Success Story Sharing activities to provide high-potential employees with opportunities to learn from and be inspired by the real-life experiences of senior executives who were high-potential employees themselves or received scholarships from the Bank. Through the sharing of personal career journeys, including the support received from the Bank throughout their development and progression into executive roles, the initiative aims to inspire high-potential employees while fostering a sense of pride among executives who were formerly high-potential employees and who have since advanced and achieved success within the organization.
Success in the digital era depends not solely on the adoption of technology, but fundamentally on people who are equipped with the knowledge and capabilities to use technology effectively to create new value for customers and the organization. We place strong emphasis on the continuous development of our workforce to ensure that employees possess future-ready skills, remain responsive to change and are able to drive the Bank to achieve our strategic objectives. In 2025 we established a Future Skills development plan focusing on a practical, hands-on learning approach that can be directly applied to daily work. The plan emphasizes four key areas to strengthen employees’ capabilities and readiness for the future.
- Empowering Digital and Innovation
We continue to enhance employees’ digital capabilities while fostering a digital-first mindset that enables them to identify and seize opportunities arising from technological advancements. This is delivered through key initiatives, including:- Generative AI for Workplace 101 training course, designed to prepare employees to effectively apply Artificial Intelligence (AI) in their day-to-day work.
- Change Leadership Development training course, aimed at building internal change agents such as AI Champions, Data Champions, and Lean Champions to drive transformation across the organization. Tech Adoption Challenge Season 5 competition, under the theme of AI Empowerment, which emphasizes a project- based learning approach and focuses on developing innovations that address real business challenges. In addition, we organize knowledge-sharing forums to facilitate discussions on emerging technologies and to further upskill existing competencies in key areas, including AI, data analytics and the use of digital tools. These initiatives are designed for technology-related employees, frontline employees responsible for building customer relationships and employees involved in our key projects. The objective is to strengthen workforce readiness and develop a strong talent pool as drivers for our continued transformation and sustainable growth.
- Elevating Business and Leadership Excellence
We place a strong emphasis on developing core business capabilities alongside leadership enhancement through a wide range of training programs, including:- Credit Analysis Skills, covering corporate cash flow analysis and advanced corporate credit analysis.
- Sales and Relationship Management Skills, such as sales techniques, business negotiation and best practices in selling for new employees.
- Leadership and Soft Skills, including the BBL Mentoring Program, the Next Gen Supervisor Program and the Coaching to Win Together Program, all of which are designed to strengthen leadership capabilities and people management skills among employees and supervisors. Additionally, the annual Leadership Symposium was organized to develop supervisors and managers into people-centric leaders or people managers who are capable of effectively managing, engaging and supporting their teams.
- Capability Enhancement Skills, including analytical thinking, creative thinking, resilience and a proactive mindset, to enable employees to deliver value-added services and manage customer relationships with professionalism and excellence.
- Developing Future-ready Management Trainee
We prepare executives and high-potential employees to become leaders capable of driving the organization forward and assuming critical roles in the future. This is achieved through the Management Trainee Program at the Relationship Manager (RM) and Assistant Relationship Manager (ARM) levels. The program focuses on development across three core areas: leadership and business acumen, digital competencies and sustainability - Leading with ESG Impact
We are committed to integrating ESG into our corporate culture to create sustainable value for customers while also effectively managing environmental, social and governance (ESG) aspects. This commitment is implemented through two areas:- Credit and Risk Functions
This is focused on strengthening capabilities in managing environmental and climate- related risks, as well as providing advisory services and support to help customers adapt to ESG-related challenges. It is implemented through three key initiatives:- ESG Seminar Series: Providing knowledge on emerging ESG trends, policies and regulations that may impact customers’ businesses and the Bank, as well as insights for environmental and climate change risk management.
- ESG in Action Seminars: Providing knowledge on industry-specific approaches to addressing ESG challenges in order to build understanding for employees and provide comprehensive information for customer advisory services. Key topics include Green Building; Net Zero strategies in the agriculture and food processing industries; and wastewater management in factories and commercial buildings.
- ESG Company Visits: Organizing study visits to companies with outstanding ESG practices to provide practical and real-world examples of sustainable business operations. For example, visits to Thai Smile Bus, an operator of electric buses and electric ferries, demonstrate implementing sustainable business concepts into concrete operational practices.
- Bank-wide
Be Caring Be Ethical This is focused on enhancing employees’ knowledge and fostering behavioral change in alignment with the Bank’s environmental policies through online learning platforms. Courses we have implemented include the Bualuang Waste Management course, the Energy Management in Building course and the Sustainable Living: Sustainable Waste Management workshop. In addition, we organize activities to encourage employees to adopt more environmentally friendly lifestyles through initiatives such as the Green Marketplace. This eco-conscious market promotes efficient resource use under the Reduce & Reuse concept by providing a platform for employees to sell pre-owned clothing and household items in good condition at affordable prices.
- Credit and Risk Functions
Employee Learning and Development Approaches
We provide a wide range of training programs for employees. These include cultural education to prepare employees assigned to overseas branches with an understanding of local cultures, enabling them to work effectively with colleagues from diverse ethnic, religious and cultural backgrounds based on mutual respect and understanding. To ensure the effectiveness of each learning activity and development program, we adopt a variety of learning approaches tailored to specific objectives. These include classroom learning, project-based learning, coaching, mentoring, team-based and network-based learning, on-the-job training and interactive learning formats that emphasize knowledge-sharing among employees in a collaborative and informal environment through sharing sessions.
Performance Evaluation
We have established strategic corporate goals across the short, medium and long-term, taking into account the business environment, customer needs and the expectations of all stakeholder groups. These goals are used to design the Bank’s key performance indicators and to define the framework and criteria for employee performance evaluation. Annual work objectives and performance targets are set at both the individual level through management by objectives and the team level through team-based performance appraisals. Performance evaluations are conducted twice a year for employees and once a year for executives. The evaluation results are used not only as a basis for determining remuneration, but also to monitor performance and define ongoing development pathway for employees, covering individual performance within teams, cross-team coordination and cross department collaboration.
We have periodically updated our employee performance evaluation processes to ensure they remain up-to-date and accurately reflect actual performance outcomes. New performance evaluation approaches have been introduced in some units, such as 360-degree feedback, which incorporates comprehensive perspectives from relevant stakeholders, and coaching and feedback that provides opportunities for employees and supervisors to discuss problems, monitor progress on assigned tasks, and jointly identify areas for improvement. In addition, we have adopted an agile performance management approach, emphasizing collaboration, regular consultation and continuous feedback. This approach enables employees to address performance gaps more effectively and supports ongoing performance improvement, ultimately leading to enhancing their performance.
Talent Attraction and Retention
Attracting and retaining talent is a critical factor in driving our long-term success. We have implemented various initiatives to attract high-potential young professionals to join the organization and to retain talented employees, supporting their growth alongside the Bank, as outlined below:
Talent Attraction
- Broadening recruitment channels to better reach younger generations and target talent pools through social media, special recruitment activities, job fairs, campus recruitment, and collaboration with partners to organize Career Explorer/Career Roadshow initiatives for target student groups both domestically and internationally, with the aim of increasing interest in joining the Bank.
- Improving the Bank’s careers website, including the publication of interview schedules across various job functions, to effectively communicate available job opportunities to external candidates.
- Offering internship opportunities to students from both domestic and international institutions under the Bangkok Bank Student Internship Program. In addition to providing valuable learning experiences, the program helps foster strong relationships between the Bank and interns, who may become potential future employees.
- Implementing a Referral Program that enables employees to recommend qualified candidates to join the Bank, with a focus on critical and high-demand roles, such as positions related to digital technology. The program helps reduce recruitment time and costs while attracting talent.
- Providing master’s degree scholarships at leading domestic and international universities to talented employees and qualified external candidates as an incentive to attract these talents to work with the Bank.
- Enhancing the Bank’s image to appear more modern and leveraging social media platforms to communicate workplace culture, career opportunities and the vision of senior executives, thereby ensuring that target candidates receive relevant information and are encouraged to apply.
Talent Management
We place a strong emphasis on the effective management of high-potential employees, covering the entire talent lifecycle from identification and selection, skills and competency development, and preparation for future critical roles, to the retention of promising talent to grow alongside the Bank. In selecting these employees, we consider individuals who demonstrate strong performance outcomes and talent as well as attributes aligned with the Bank’s core values. Selected high-potential employees are invited to participate in onboarding activities where senior executives extend congratulations as a sign of recognition. This demonstrates that the Bank values them, has high expectations of them, and will support the development of essential skills to prepare them for future roles, as outlined below.
In addition, we have implemented the following initiatives to retain high-potential employees:
Guidance and Support by Supervisor or Talent Manager Supervisors or talent managers play a critical role in closely developing and supporting employees, which directly influences employees’ future career progression. We designate supervisors or talent managers and the Human Resources division as co-owners in the management and development of high-potential employees. In addition, we organize activities that provide supervisors or talent managers with opportunities to exchange knowledge and share best practices and experiences in talent management. These activities are complemented by the development of people management capabilities, including generation management, lifelong learning, coaching and feedback, and fostering a positive and supportive work environment.
Career Planning
Career progression is a key priority for high-potential employees. The Bank therefore helps them to gain clear visibility into career opportunities and growth pathways within the organization by enabling them to jointly develop career progression and individual development plans with their supervisors through the Career Plan Application. This tool is designed to facilitate a structured and systematic approach to aligning development directions with defined career pathways.
Employee Value Proposition
We engage with high-potential employees to identify and gain insights into the values and factors that matter most to them, particularly among younger generations. The insights gathered are used to develop targeted and effective strategies for attracting and retaining high potential employees, ensuring alignment between the needs of both employees and the Bank.
Inspiration and Pride
We organize Success Story Sharing activities to provide high-potential employees with opportunities to learn from and be inspired by the real-life experiences of senior executives who were high-potential employees themselves or received scholarships from the Bank. Through the sharing of personal career journeys, including the support received from the Bank throughout their development and progression into executive roles, the initiative aims to inspire high-potential employees while fostering a sense of pride among executives who were formerly high-potential employees and who have since advanced and achieved success within the organization.
Employee Development Programs and Learning Methods
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Program |
Learning Method |
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Project-based Learning |
Coaching/ Mentorship |
Teams and Networks |
On-the-job Training |
Sharing Session/ Class Room Training |
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Leadership Development |
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Leadership Symposium 2025 |
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Management Trainee for Commercial Banking and Business Banking |
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Supervisor as a Talent Manager |
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Talent Development Program |
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Executive Development Program |
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Cultural Education |
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Overseas Preparation for Expat Staff* |
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Foundation of Diversity, Equity and Inclusion |
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Exchange Development Program/ Business Sharing Sessions (BBL and Overseas Subsidiaries) |
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Transition for Retiring and Terminated Employees |
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Pre-Retirement Preparation Planning |
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60 Young Wow Program |
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Digital Transition |
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Tech Adoption Challenge Season 5 |
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Digital Talent: Power Apps/ Power Automate/ Power BI/ Data Analytics |
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Generative AI |
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Knowledge Day Forum 2025 |
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Note:
- *For Overseas Preparation for Expat Staff, it is training for employees who are assigned to work at overseas branches. The training helps these employees to be aware, understand and respect people from different cultural backgrounds.
- Details of other training courses can be found in Sustainability Report 2025, on page 96-100.
Key Learning and Training Initiatives
Leadership Symposium 2025
The Leadership Symposium 2025 was organized to enhance leadership capabilities as well as emotional intelligence and interpersonal skills (soft skills) among supervisory-level employees in support of the Bank’s Growing Together policy. The symposium focused on strengthening knowledge and tools for team management, complemented by case studies from various organizations. It provided supervisors with guidance on fostering collaboration within their teams and managing teams effectively through different types of changes.
- Lead with Understanding (Leadership for Beginners): 190 participants
- Lead with Understanding: 257 participants
- Lead with Collaboration: 257 participant
- Lead with Constructive Communication: 168 participants
- Lead with Influence: 168 participants
Assistant Relationship Manager Management Trainee
The Assistant Relationship Manager Management Trainee program is set up to develop and prepare potential employees from the Commercial Banking and Business Banking business units, across both metropolitan and provincial areas, to be ready for promotion to an Assistant Relationship Manager role. The program combines workshops with on-the-job training to build practical experience and readiness for future responsibilities.
Relationship Manager Management Trainee
The Relationship Manager Management Trainee program aims to develop and prepare potential employees from the Commercial Banking business unit, across both metropolitan and provincial areas, to be ready for promotion to a Relationship Manager role. The program includes workshops, on-the-job training, and field-based learning that allows participants to gain hands-on experience in the Relationship Manager role, supported by experienced Relationship Managers designated as mentors.
ESG Series (e-Learning)
The ESG Series (e-Learning) program is designed to enhance employees’ knowledge of ESG principles. The course focuses on practical applications of sustainability concepts in business operations, illustrated through real-world case studies from clients across a wide range of industries. The content is delivered in an engaging and easy-to-understand online format. In 2025 a total of 1,696 employees participated in the program.
Empower Your Workforce with Copilot Chat
In 2025 we organized the Empower Your Workforce with Copilot Chat program, aimed at enabling employees at all levels to effectively leverage artificial intelligence (AI) to enhance work efficiency, reduce redundancy and improve data-driven decision-making. The program was delivered by expert instructors with over 20 years of experience in Microsoft Tools, who provided in-depth technical knowledge alongside practical guidance on the ethical and responsible use of AI (Responsible AI) in accordance with international standards. The training covered fundamental usage of Copilot Chat, its application across various tools and workflows, effective prompt creation and best practices for workplace implementation. In addition, the program included a Day in a Life with Copilot Chat activity, designed to help participants visualize and understand the practical application of AI within real working contexts. This program not only strengthened employees’ digital capabilities but also reflected the Bank’s commitment to driving a responsible digital transformation toward becoming a digital bank. A total of 1,234 employees participated in the program.
Tech Adoption Challenge Season 5: AI – The Next Frontier
The Tech Adoption Challenge has been held for the fifth consecutive year under the theme, AI: The Next Frontier, with the objective of enhancing capabilities and digital experience of employees through action learning base. The program encourages and motivates employees to utilize tools such as AI Builder, Copilot Studio, Power Apps, Power Automate and Power BI to improve work processes and deliver more efficient services to customers. It also promotes the use of these technologies to analyze the evolving needs and enables the Bank to further develop products and services that create value and meet the customers’ needs. In addition, this initiative also encourages employees to actively participate and helps drive the Bank to achieve its sustainability goals in both social and environmental dimensions. In 2025, the number of participants in the program increased by 11 percent. If the projects from Tech Adoption Challenge Season 5 are implemented, they are expected to generate the following business impacts: 1. reduce the timeline for branch requests for new equipment from 35 days to 15 days, 2. reduce the steps and time for the Bank’s talent acquisition team to review CVs by 79%, and 3. a reduction of 24,000 sheets of paper per year for the audit division which equals to a reduction of greenhouse gas emissions by 0.10 - 0.14 tonnes of CO₂e per year.
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