, a defining moment is being presented before the nationalized banks to transform. are the banks ready to handle the new bunch of employees who will be culturally so different from their predecessors of the post nationalization era? it all begins with having a manpower plan. how many banks can claim to have a proper manpower plan that captures the type of people it requires, the level at which they are required, clearly defined roles for everyone, etc. manpower plans should follow a lifecycle approach, that is, from the time of recruitment of an employee to his retirement. further, this needs to be integrated with the business plan and strategy of the bank. are we having a business strategy or business plan needs to be addressed first. while planning your people requirement it is very important for you to develop your “ employer brand ”, that is, your reputation as an employer to attract, engage and retain talented candidates and employees. banks will have to plan for the following : • a steady, carefully calibrated recruitment programme, • as rapid technological changes transform business – continuous skill up - gradation. • a new generation of the workforce will be working alongside an older generation as a team. banking, in my opinion is a team work and this new situation will require cultural adjustments and therefore, change management ( b ) acquiring the right people : what kind of talent is required by the banks? discrimination is the key. do we need good people? or do we need suitable people? i think we require good but suitable people. is the mad rush to top campuses justified? will the people recruited from top management institutes understand the financial inclusion drive? will these people have empathy towards bis central bankers ’ speeches poorest of the poor? i have often heard bank heads talking about the challenge of finding people keen to work in rural areas. does it not indicate that there is something amiss in the way we recruit people? is it not better to recruit people from smaller cities? how do we get to acquiring people with the right kind of talent? unfortunately, it is the same limited talent pool that will be targeted by banks, financial institutions, insurance, telecom and other industries which are on fast growth track and in need of talented manpower. while my friends in the banking industry are busy developing “ on - line ” application forms and “ online ” tests, we need to probably question if we are even targeting the right kind of talent pool. i would like to have a study on how many people in remote villages, at the taluka

i believe that over the next two days we will get to see many more exciting products and projects that can inspire innovation ; broaden our understanding of the current technology landscape ; and help set the policy agenda for strengthening thailand ’ s and our region ’ s fintech ecosystems, especially to serve smes and consumers. seeing the extensive works put on by our staff and partners and many prominent leaders and individuals in attendance this morning make me certain that we are on the path towards fulfilling our goals. ladies and gentlemen, to attain the overall improvement in productivity, immunity, and inclusivity, the bank of thailand is committed to supporting adoption of financial technology by financial institutions and promoting fintech innovation while ensuring that key risks can be contained. throughout the next two days i look forward to personally interacting with all participants, to learn and find ways we can collaborate for the benefits of the thai and regional financial industries and our fintech ecosystems. thank you very much for participating in our very first bangkok fintech fair. i wish you all a successful and fruitful event. 7 - 7