In the initial stages of operations given that its scope of business was limited as previously mentioned, the Bank’s growth was gradual. Its main goal was to provide financial services to the military corps and personnel. In 1963, the Bank opened its first branch, the Rajaprasong Branch.

The Thai Military Bank expanded the scope of its financial services to include the business and private sectors. As the Government implemented the Economic Development Master Plan to promote the private sector’s role in the development of the economy, additional financial services were required by the private sector and the Thai Military Bank helped implement the Government’s policy by expanding its financial services to the private sector. In 1973 the Bank adjusted its business policy by becoming a full commercial bank and enlarging its customer base to include the general public. This policy was reflected in its slogan “Thai Military Bank, the Bank for all people”.

The Bank relocated its head office from No. 2 Rajadamnoen Avenue to the 16 story building at the corner of Phayathai and Sri Ayudhaya Roads. The building served as the Bank’s head office for nearly 15 years.

The year saw several changes to the Bank. First, His Majesty the King bestowed on the Bank a royal appointment to become a commercial bank under His Majesty’s royal patronage. Second, the Bank increased its registered capital from the initial 10 million Baht to 100 million Baht. Lastly, the Bank computerized its operating system enabling inter-branch deposits and withdrawals within the Bangkok Metropolitan area for the first time in 1983. The computerization of the deposit system was successfully completed in 1985

The Bank increased its registered capital from 100 million Baht to 500 million Baht. In addition, it was listed on the Stock Exchange of Thailand on 23 December 1983.

The Bank increased its registered capital twice. The first increase was from 500 million Baht to 800 million Baht and the second increase to 1 billion Baht.

Its registered capital was again raised from 1 billion Baht to 1.5 billion Baht and the Bank expanded its financial services abroad for the first time by incorporating TMB Finance (Hong Kong) Company Limited. It was later upgraded to the Hong Kong Representative Office.

In response to the Government’s policy to transform the Indochinese combat zone into a trade zone, the Bank led the extension of international financial services to the Indochinese region by establishing a Representative Office in Vientiane, the capital of the Lao Peoples’ Democratic Republic and in 1990 by opening a Representative Office in Ho Chi Minh City in the Socialist Republic of Vietnam.

The Bank relocated its head office to the 35 story building on Phaholyothin Road opposite Chatuchak Park. The building is equipped with facilities to efficiently provide its customers with full financial services.

Its status was changed to a public limited company under the Public Limited Company Act B.E. 2535 and a Cayman Island branch was established.

It received licenses to open the Beijing and Her Fei Representative Offices in August and September 1998, respectively.

During this period, the Bank pursued a “To Become a Quality Bank” policy. The first phase was readiness preparation of the Bank. Development targets in various areas were set for the Bank to achieve standards equivalent to those of large domestic commercial bank. The Total Quality Service adopted many activities such as the 5S, Q.C., mini Q.C. and suggestion activities to promote teamwork in brainstorming and in systematically resolving problems or deficiencies in various operations by increasing efficiency and enabling management to achieve its goals as planned.

Several projects were undertaken. They were the implementation of the Quality Branch system, the development of an internal communication system between the head office and the branches to allow electronic transmission of information via email and intranet, the development of an employees’ data base, an electronic interbank debiting system, development of the Bank’s financial services to achieve ISO 9000 standards as well as the opening of the Thai Military Mutual Fund Management Company Limited on 9 September 1999.

The second phase of the “To Become a Quality Bank” policy was implemented. The project was divided into three levels, organizational, operational and staff. This was to allow consistent and complementary operations at all levels.

The Bank received ISO 9002 certification from the UKAS. Moreover, in response to the policy of the Stock Exchange of Thailand promoting “Corporate Good Governance” among the listed companies, the Bank established an internal audit committee comprised of external experts to examine the conduct of management in order to build public depositor and customer confidence in the Bank. Since the economic crisis in 1997, the Bank improved its organization chart in response to the economic environment during the crisis and strict regulations. The Credit Promotion and Credit Review Departments were established to supervise and resolve the Bank’s non-performing loans. Further, the Thai Military Property Management Company was also founded.

The Credit Promotion for Region 3 Department was established to oversee and effectively address the non-performing loans of provincial branches.

The Bank engaged two international advisory companies. The Boston Consulting Group (BCG) acted as advisor for the retail banking system and A.T. Kearney for the risk management system.

The Bank reorganized. The Marketing division was established to develop new products and increase service channels. It also set up the credit risk management unit and Office of Compliance. With regard to the technology area, it undertook several technology developments to increase service efficiency, in particular was the development of core banking, credit scoring, trade finance, treasury as well as retail banking systems.

Technology development was continued. The core banking system was test run at 10 branches. The branch network was improved to complement the business, economic and competitive environments. Kiosk-typed branches were opened and service hours were extended. In addition, to adjust personnel policies under the reorganization, an early retirement program entitled “Ruam Jai Jarg” was offered, 967 employees participated.

The Bank’s capital was increased to 22.255 billion Baht in September 2003 reflecting the confidence and support of new and existing shareholders.

The Bank merged its operations with the DBS Thai Danu Bank and the Industrial Finance Corporation of Thailand. The merger completed on 1 September 2004, boosted the Bank’s rank to the 5th largest commercial bank with total assets of 700 trillion Baht and more than 450 branches in addition to an affiliated insurance company and a mutual fund management company. As such, the Bank was in an excellent position to conduct universal banking.

TMB introduced “TMB Macquarie Securities (Thailand) Limited”, a new joint venture company between TMB Bank and Macquarie Bank Group(Australia) with an aim of being Thailand’s leading securities company.