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Direction, Policy and Key Plans

Five-Year  Operational Strategy (Fiscal Year 2017-2021)  
 
In the fiscal year 2018, BAAC still maintains its commitment and dedication in supporting the agricultural sector continuously by giving importance to proactive customer care (Customer Centric), using the cooperative and entrepreneur process as the core to enhancing the capability of the Thai agriculture sector in order to increase the value of integrated production sectors by using the community as the joint center with the network, focusing on increasing Smart Farmers, bringing innovation and technology that create added value for the customers and community, and enhancing low-income people to earn more income and gain access to fair sources of investment funds, as well as placing importance on the Sustainable Development Goals (SDGs). Therefore, the 4 strategic objectives and driving 5 strategies have been determined as follows. 
 
Strategy I : Enhance the capability of Thai agriculture: 
Focusing on the use of the SMAEs and cooperative process as the main mechanism for change throughout the agricultural product chain, as well as enhancing farmers and their heirs to become Smart Farmers with the civil state network; promoting change in the production structure of unsuitable areas; supporting the development of low-income people or those who have informal debt to be able to gain access to sources of investment funds and sustainable career development; and strengthening the immune system of farmers both in career and the aspect of family.  
 
Strategy II : Develop integrated and modern financial services: 
Focusing on the channel/product to respond to customer needs as a group by placing importance on responding to the needs of agricultural cooperatives and community organizations as an important driving mechanism in the chain.
 
Strategy III : Manage capital to be balanced for stability and sustainability by 
focusing on extending the sources of investment funds, managing liquidity, increasing the efficiency of cost management regarding assets and liabilities, and enhancing the standard of loan risk management and modern financial services, including developing a support system for International Financial Reporting Standard 9 (IFRS9).
 
Strategy IV :  Enhance the competitiveness of the organization with good governance: 
Focus on increasing the competitiveness of the organization, personnel, and operational process by adjusting the organizational structure and operational process to become Customer Centric; allocating and developing personnel to have direct expertise for the job; developing the information system to enhance the efficiency in all operational levels; promoting a good governance system for transparency; and developing the databases, research, innovations, and added value technologies that increase the capability of the customers.
 
Strategy V :  Develop the potential of integrated communities for the sustainability of the local economy, social structure, and environment: 
For the sustainability of the local economy, focus on reinforcing the sustainability of the ecological economy by using the principle of eco-efficiency development and the objective of sustainability development of the operations; supporting green loans; extending the results of the Tree Bank; proceeding with the forest recovery project for sustainable development in cooperation with the civil state network; providing knowledge together with developing communities to reinforce strong and happy communities; and connecting the agricultural markets of the civil state market and online market through platforms in order for an integrated agricultural market.
 
 
Significant Policies in Fiscal Year 2018
 
1. Enhance the capability of the agricultural sector by integrating with the network :
To place an importance on the Customer Centric model; provide support to people with low-income or informal debts to gain access to sources of investment funds to correct their debt problems in cooperation with the network to provide financial knowledge and develop individual career; support the use of technology and innovation to increase agricultural products; promote the integration of large plots agriculture according to government policy; cultivate farmer-entrepreneurs; develop smallholder famers, agricultural heirs, and the new generation of farmers to become Smart Farmers; expand the customer base; and rehabilitate the agricultural cooperatives, including enhancing the agricultural cooperatives, community enterprises, entrepreneurs, and community business organizations with the potential to become leaders in driving the agricultural product value chain. 
 
2. Sustainable Development and Added Value Creation for the Community :
Use the Philosophy of Sufficiency Economy and Sustainable Development Goals (SDGs) as the developmental process. Support environmentally friendly loans and promote organic farming to reach the standard. Connect the agricultural markets both online and the civil state networks. Promote knowledge and strengthen the community in 4 dimensions, which are economic, social, cultural, and environment to become an ecological community and tourism community, and enhance the community to become a happy community. 
 
3. Enhance the Competitiveness of the Organization with Good Governance :
Adjust the organizational structure to support the service under the Customer Centric model. Develop the loans process and selling manuals for good and standard service. Extend the service through digital channels with BAAC A-Mobile and QR Code Payment. Develop the village fund and community financial institutions to become the financial network in providing service at the community level. Enhance the capability of employees as a financial/agricultural business investment. Emphasize the use of innovation and technology to increase work efficiency. Be prepared to support actions according to the supervision criteria and international standard of IFRS9. 
 

 

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