1. Identify critical positions of the organization. The Company considers and specifies top management positions as well as positions which are important to the organization, taking into account a number of specific factors. The objective is to identify key positions to be included in the succession plan. 2. Specify knowledge, ability and experience for each position. 3. Nominate appropriate successor candidates. The Company will carry out assessments of executives’ of specific tools. In making the assessments, the Company takes into consideration three factors including 1) knowledge and ability, 2) aspirations, and 3) commitment to the organization. 4. As regards the successor development plan, the Human Resource Management Committee will consider a list of successor candidates for all the organization’s key positions. In this connection, the Committee will determine the level of preparedness of the successor candidates, taking into account their tenure as well as level of knowledge and proficiency. The information will enable the Committee to manage and develop the potential of the successor candidates in an appropriate manner, through training activities and job rotation so that they will gain experience and skills by taking new duties and responsibilities. As well, the candidates will be provided with an opportunity to participate in the meetings held by the organization’s key committees. In this connection, it is required that the reports on the succession plan, the list of executives identified as successors as well as the results in line with the development plan for each person in the successor group be presented to the Nomination, Remuneration, and Corporate Governance Committee for consideration. In addition, the succession plan will be considered and reviewed regularly. The Orientation for Newly Appointed Directors and Executives When the composition of the Directors has been changed or there is a newly appointed executive, the Corporate Secretary Office is responsible for preparing necessary documents for a new Director, which include: 1. Organizational chart, structure of the Board of Directors and structure of various committees, together with clear information about their duties and responsibilities. 2. Information about Thanachart Group, with details related to each company’s shareholding structure and nature of business, as well as supervision of subsidiaries. 3. Meetings of the Board of Directors, with information about ordinary agenda items and quarterly special agenda items, and also documents and reports about performance, as well as the annual schedule of the Board of Directors’ meetings. 4. Methods for using the Company’s meeting systems together with the information which Directors should know. Emphasis is placed on the meeting systems such as the handbook for Directors which consists of the prohibited characteristics specified in the related laws, as well as Thanachart Group’s main policies such as the Good Corporate Governance Policies, the Handbook of the Code of Ethics, the Anti-corruption Policy, the Risk Management Policy, and the Outsourcing Policy, among others. Other important documents include the related Acts and notifications as well as legal requirements and matters which one must be careful about. Meet ing Attendance and Remunerat ion Payments to Each Committee Member Members of the Company’s Board of Directors as well as members of standing committees in Thanachart Group’s member companies attach importance to participation in meetings for the purpose of carrying out their duties and 182
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