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Enhancement of post-trade service
for overseas investment
To facilitate the growing demand of international
investment, reduce costs and promote wide varieties
of capital market products among Thai investors, Thailand
Clearing House (TCH) and Thailand Securities Depository
(TSD) have developed the new intermediary post-trade
services for investment in foreign securities, both
inside and outside ASEAN. Such services will cover
settlement, securities delivery, securities depository
in foreign countries and management of shareholders’
benefits. These services will be available from early
2015 onwards.
Compliance with PFMI
TCH and TSD has enhanced efficiency,
reliability and confidence of the settlement and
depository services, by adjusting the criteria and
risk management measures for relevant operations,
such as equity instruments’ risk calculation, review
of collateral types and TSD’s use of capital, etc.
in accordance with the Principles for Financial Market
Infrastructures (PFMI) – an international standard for
clearing and depository services. In addition, the new
system will enable TSD to become a Qualified Central
Counterparty Clearing House (QCCP) in the future. This
will increase its future competitiveness in the region
and will enable foreign institutional investors, mainly
commercial banks, to maintain capital reserve at a lower
cost. Such information has already been circulated on
TCH website. In the future, TCH will comply with
the European Market Infrastructure Regulation (EMIR).
Leadership development
SET places considerable emphasis on human
resources, proven as a key factor that drives continuous
success and sustainable growth. In 2014, SET placed
importance on leadership & culture development, aiming
to prepare its personnel for business expansion towards
becoming a sustainable regional capital market leader.
The summary of activities is as follows:
• Leadership Development program, implementing
continuously since 2010, aims at building future
leaders of the organization. It enhances potential
of future leaders by integrating different
development approaches, such as one-on-one
coaching by specialists, as well as training and
seminars both at home and abroad.
•
Leading Self and Others program
is available
for employees up to middle management level,
and aims at developing knowledge, skills and
capabilities to manage oneself and others.
•
Job Rotation program rotates employees both within
and across business functions,
in order to provide
them with knowledge, skills and capabilities
to perform various duties in broader scopes.
The program provides scholarships for Master’s
degree, both at home and abroad, in the fields
of business administration, law and technology,
totaling five scholarships each year, comprising
two scholarships in Thailand, and three abroad.
The selected employees will acquire more knowledge
and capabilities, as well as new technology
and innovations to benefit the organization.
• The 360 Competency Assessment has been used
as guidelines for leadership development and
individual development plan (IDP) for top executives
as well as the arrangement of succession plan.
• There has continuously been periodical and
occasional communications with employees at all
levels through internal communication channels,
such as intranet, wired announcements, notice
boards, email and activities including townhall
meeting, focus group meeting, knowledge sharing
sessions, etc. There were also informal joint
activities or get-together functions between
executives and employees on a regular basis in 2014.
• The performance management system is clear and
in line with the organizational goals. Directors
and managers are subject to KPIs that link with
the organizational goals, which will be cascaded
down to individual executives and employees,
respectively. These include the link of KPI with
benefits that reflect each employee’s performance.