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Content

Vo l . 4 3 Exclusively For Company Directors Issue 06/2015 | Nov - Dec | ISSBN 01998484

Board Welcome CEO Reflection Cover Story

06 08

Anti-Corruption in Thailand : Sustaining the Momentum

10

บทบาทของภาคเอกชนไทยในการแกปญหาการทุจริคอรรัปชั่น

21

ขอคิดดีๆจากประสบการณตอตานคอรรัปชั่นของอินโดนีเซีย เขมงวด จริงจัง นําไปใชจริง สังคมดีเริ่มที่ตัวเรา ความรวมมือคือพลังสําคัญ

23 25 29 32 36 40

5 lessons inspired by Lee Kuan Yew On CG

51

จากนักบินสูกรรมการมืออาชีพ กรรมการที่ดีตองมีพื้นฐานความรูวิชาการ

54 56

รายงานของผูสอบบัญชีรูปแบบใหมคืออะไร? งานสัมมนา Thailand CG Forum กระแสบรรษัทภิบาลสูความยั่งยืน

59 62

Special Scoop

Special Interview

Anti-Corruption Update Board Briefing Board Development

Charter Director Corner Regulatory Update

Board Review Addressing Corruption Together Board Activities Welcome New Member

66 68 76

วัตถุประสงค 1. เพื่อเปนการเผยแพรเกี่ยวกับการกํากับดูแลกิจการที่ดีใหกับสมาชิกสมาคมฯ 2. เพื่อเปนการเผยแพรขอมูลกิจกรรมของสมาคมสงเสริมสถาบันกรรมการบริษัทไทย ใหกับสมาชิกสมาคมฯ 3. เพื่อเปนการเผยแพรบทความและกิจกรรมของสมาคมใหสมาชิกรับทราบ 4. สรุปประเด็นดานกฎหมาย กฎระเบียบใหมๆ ที่เกี่ยวของกับการทําหนาที่กรรมการ

คณะกรรมการ ประธานกิตติมศักดิ์ ศ.หิรัญ รดีศรี ศ.ดร.โกวิทย โปษยานนท คุณชฎา วัฒนศิริธรรม

Board of Directors Honorary Chairman Prof. Hiran Radeesri Prof. Kovit Poshyanand Khunying Jada Wattanasiritham

ประธานกรรมการ นาย เกริกไกร จีระแพทย

Chairman Mr. Krik-Krai Jirapaet

รองประธานกรรมการ นาย ฉัตรชัย วีระเมธีกุล นาย วีระศักดิ์ โควสุรัตน ศ.ดร. สุรพล นิติไกรพจน

Vice Chairman Mr. Chatchai Virameteekul Mr. Weerasak Kowsurat Prof.Dr. Surapon Nitikraipot

กรรมการผู อํานวยการ ดร. บัณฑิต นิจถาวร

President&CEO Dr. Bandid Nijathaworn

กรรมการ นาง เกศรา มัญชุศรี นาย ดอน ปรมัตถวินัย นาง ทองอุไร ลิ้มปติ นาง นวลพรรณ ล่ําซํา นาย บรรจง จิตตแจง นาย ประสัณห เชื้อพานิช นาย ปรีดี ดาวฉาย นาย ไพรินทร ชูโชติถาวร นาง ภัทรียา เบญจพลชัย นาย รพี สุจริตกุล

Director Mrs. Kesara Manchusree Mr. Don Pramudwinai Mrs. Tongurai Limpiti Mrs. Nualphan Lamsam Mr. Banchong Chittchang Mr. Prasan Chuaphanich Mr. Predee Daochai Mr. Pailin Chuchottawarn Mrs. Patareeya Benjapolchai Mr. Rapee Sucharitakul

คณะกรรมการ Member Engagement Committee (Boardroom) นาง กอบบุญ ศรีชัย ดร. ชัชวลิต สรวารี นาย ณ.พงษ สุขสงวน นาย ธีระยุทธ ตันตราพล นาย บุญเกียรติ ชีวะตระกูลกิจ รศ.ดร. ปริทรรศ พันธุบรรยงก นางสาว ภัคชัญญา ชุติมาวงศ นาย วัฒนา หลายเพิ่มพูน ร.ต.ท. ศิวะรักษ พินิจารมณ ผศ. อนุชา จินตกานนท นาย อภิวุฒิ พิมลแสงสุริยา

Member Engagement Committee (Boardroom)

คณะผู จัดทํา / เจ าของ สมาคมสงเสริมสถาบันกรรมการ บริษัทไทย

Owner Thai Institute of Directors Association

กองบรรณาธิการ นาง วิไลรัตน เนนแสงธรรม นางสาว ศิริพร วาณิชยานนท นาง วีรวรรณ มีนนาภินันท นางสาว สาริณี เรืองคงเกียรติ สํานักงานติดต อ อาคาร วตท. อาคาร 2 ชั้น 3 2/9 หมู 4 โครงการนอรธปารค ถนนวิภาวดีรังสิต แขวงทุงสองหอง เขตหลักสี่ กรุงเทพฯ 10210 โทรศัพท (66) 2-955-1155 โทรสาร (66) 2-955-1156-57 E-mail: sarinee@thai-iod.com Website : http://www.thai-iod.com

Mrs. Kobboon Srichai Dr. Chatchavalit Saravari Mr. Norpong Suksanguan Mr. Teerayuth Tantraphon Mr. Boonkiat Cheewatragoongit Assoc.Prof.Dr. Paritud Bhandhubanyong Ms. Pacchanya Chutimawong Mr. Wattana Laipermpoon Pol.Lt. Sivaraks Phinicharomna Asst.Prof. Anucha Chintakanond Mr. Apiwut Pimolsaengsuriya

Editor Mrs. Wilairat Nensaengtham Ms. Siriporn Vanijyananda Mrs. Wirawan Munnapinun Ms. Sarinee Ruangkongkiat Contact CMA. Building 2, 3rd Floor, 2/9 Moo 4 Northpark Project, Vibhavadi-Rangsit Road, Thungsonghong, Laksi, Bangkok 10210 Tel: (66) 2-955-1155 Fax: (66) 2-955-1156-57 E-mail: sarinee@thai-iod.com Website : http://www.thai-iod.com

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Board Welcome

Boardroom Merry Christmas & Happy New Year

¡ŒÒÇࢌÒÊÙ‹©ºÑºÊØ´·ŒÒ¢ͧ»‚áÅŒÇ ¢Í ¢Íº¤Ø³¼ÙÍŒ Ò‹ ¹·Ø¡·‹Ò¹·Õμè ´Ô μÒÁ¡Ñ¹Í‹ҧà˹ÕÂÇṋ¹ μ‹Íà¹×èͧ ¤³Ð¼ÙŒ¨Ñ´·íҨоѲ¹ÒáÅлÃѺ»Ãا Boardroom ãËŒ¶Ù¡ã¨¤Ø³¼ÙŒÍ‹Ò¹ÁÒ¡·ÕèÊØ´ ©ºÑºÊØ´·ŒÒ»ÅÒ»‚¹Õé Boardroom ¹íÒàʹÍàÃ×Íè §ÃÒǢͧ¡ÒÃμ‹ÍμŒÒ¹¡Ò÷بÃÔμ¤ÍÃ Ã»Ñ ªÑ¹ ¼‹Ò¹ÊÃØ»ÊÑÁÁ¹Ò Thailand’s 6th National Conference on Collective Action against Corruption ã¹ËÑÇ¢ŒÍ Anti-Corruption in Thailand: Sustaining the Momentum ¾ÃŒÍÁ´ŒÇº· ÊÑÁÀÒɳ Prof. Robert Klitgaard ¼ÙŒàªÕèÂǪÒÞ ´ŒÒ¹¡Òû‡Í§¡Ñ¹¡Ò÷بÃÔμ¤ÍÃ Ã»Ñ ªÑ¹ áÅФíÒ¡Å‹ÒǢͧ Ͼ³Ï ¾ÅàÍ¡ à»ÃÁ μÔ³ÊÙÅÒ¹¹· »Ãиҹ ͧ¤Á¹μÃÕ ·ÕèãËŒà¡ÕÂÃμÔ¡Å‹ÒǻҰ¡¶Ò» ´§Ò¹ ã¹Çѹ¹Ñ¹é à¾×Íè ÊÌҧ¢ÇÑÞáÅСíÒÅѧã¨ãËŒ¡ºÑ àÃÒ·Ø¡¤¹ ·ÕèËÇÁ¾Åѧμ‹ÍμŒÒ¹¡Ò÷بÃÔμ¤Íà ÃÑ»ªÑ¹·Ø¡ÃٻẺ áÅÐÂѧÁÕº·ÊÑÁÀÒɳ ¾ÔàÈɨҡ¼ÙŒàªÕèÂǪÒÞ´ŒÒ¹ ¡ÒÃμè Í μé Ò ¹¡ÒÃ·Ø ¨ ÃÔ μ áÅÐ¹Ñ ¡ ¸Øà ¡Ô¨¢Í§ä·Â à¡ÕèÂǡѺ¡ÒÃμ‹ÍμŒÒ¹¡Ò÷بÃÔμ¤Íà ÃÑ»ªÑ¹ μÔ´μÒÁ 䴌㹤ÍÅÑÁ¹ Cover Story μÒÁμÔ´ÁÒ´ŒÇ¡Òà »ÃСÒÈÃÒ§ÇÑŤ³Ð¡ÃÃÁ¡ÒôÕà´‹¹áË‹§»‚ (Board of Year Award) ·Õàè ¾Ô§è »ÃСÒȼšѹä»Ê´æ Ì͹æ áÅмšÒáí Ò ¡Ñ º ´Ù á Å¡Ô ¨ ¡ÒÃ·Õ è ´ Õ ¢ ͧºÃÔ É Ñ · ¨´·ÐàºÕ¹ä·Â (CGR) ºÃÔÉ·Ñ äË¹ä´ŒÃºÑ ÃÒ§ÇÑÅÍÐäà ¾Åԡ͋ҹ䴌·Õè¤ÍÅÑÁ¹ Board Briefing áÅÐ ¢Íá¶Áº·¤ÇÒÁ´Õæ ¨Ò¡ Lee Kuan Yew ÊíÒËÃѺ 5 º·àÃÕ¹à¡ÕèÂǡѺ CG 㹤ÍÅÑÁ¹ Board DevelopmentáÅÐÊ‹§·ŒÒ´ŒÇÂÀÒ¾ºÃÃÂÒ¡ÒÈ §Ò¹ÊѧÊÃä ¢Í§àËÅ‹ÒÊÁÒªÔ¡ ·Ñ駧ҹ IOD Golf Challenge Cup áÅÐ DCP Alumni Party ¤ÇÒÁʹءʹҹÊÒ¹ÊÑÁ¾Ñ¹¸ ¢Í§ÊÁÒªÔ¡ IOD ʹءʹҹᤋä˹ μÔ´μÒÁ䴌㹠Board Activities

As we are now reaching the last issue for this year, we wish to thank all our readers who have closely followed all the various issues of our Boardroom magazine during the year. The publisher and editor will continue to further develop the Boardroom to satisfy our readers as much as possible.

The final issue of the Boardroom for this year presents further information on Anti-Corruption activities in the summary of Thailand’s 6th Annual National Conference on Collective Action Against Corruption (CAC) that was held under the theme of “Anti-Corruption in Thailand: Sustaining the Momentum”, together with an interview with Prof. Robert Klitgaard, an expert on anti-corruption issues and the address by H.E General Prem Tinsulanonda, President of the Privy Council, who kindly gave the closing keynote speech at the Conference in order to further inspire and motivate each and every one of us to join together in fighting all forms of corruption. Furthermore, there are also other interviews with other anti-corruption experts and Thai businessmen involved in anti-corruption activities, which appear in the Cover Story column.

This is followed by the details of the Annual Board of Year Awards, that has only just been announced together with the results of the CG Ratings (CGR) of Thai listed companies for this year, whereby you can read about which Thai companies received which awards in the Board Briefing column. We have also featured in this issue, in the Board Development column, an additional article written by the late Lee Kuan Yew regarding 5 key lessons regarding CG. This issue ends up with photos of the recent IOD Golf Challenge Cup and DCP Alumni Party events held by the IOD for its Members, showing the fun-filled atmosphere of these social events enjoyed by attending IOD Members, which can be seen the Board Activities.

Lastly, we wish you all “Merry Christmas & Happy New Year”; and hope to see you all again gain next year.

The Editor

áŌǾº¡Ñ¹ãËÁ‹»‚˹ŒÒ Merry Christmas & Happy New Year ºÃóҸԡÒà Boardroom | 6 Board Room 43 E.indd 6

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CEO Reflection

แสงสว า ง ที่ปลายอุโมงค Dr.Bandid Nijathaworn ดร.บัณฑิต นิจถาวร President & CEO

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¨Ñ´¢Ö¹é ã¹à´×͹μØÅÒ¤Áã¹ËÑÇ¢ŒÍ “Anti-Corruption in Thailand : Sustaining the Momentum” «Ö觻‚¹Õé¨Ø´à´‹¹ÊØ´¢Í§§Ò¹¡ç¤×ͻҰ¡¶Ò¾ÔàÈɢͧ ·‹Ò¹Í´Õμ¹Ò¡ÃÑ°Á¹μÃÕ ¾ÅàÍ¡à»ÃÁ μÔ³ÊÙÅÒ¹¹· ÃÑ°ºØÃÉØ áÅлÃиҹͧ¤Á¹μÃÕ ·Õäè ´ŒãËŒ¤ÇÒÁàÁμμÒ ¡Ñº§Ò¹¢Í§â¤Ã§¡Òà CAC áÅСÒÃμ‹ÍÊÙ¤Œ ÍÃ Ã»Ñ ªÑ¹è ¢Í§ÀÒ¤àÍ¡ª¹ áÅÐä´ŒμÍ¡ÂéíÒ¤ÇÒÁÊíÒ¤Ñޢͧ ¡ÒÃá¡Œ»˜ÞËÒ¤Íà ÃÑ»ªÑè¹Ç‹Ò໚¹ÈÑμÃÙËÁÒÂàŢ˹Öè§ ¢Í§á¼‹¹´Ô¹·Õè·Ø¡½†ÒÂμŒÍ§Ã‹ÇÁá¡Œä¢ ¡ÒÃá¡Œ»˜ÞËÒ¤Íà ÃÑ»ªÑè¹μŒÍ§ÂÍÁÃÑºÇ‹Ò à»š¹»˜ÞËÒ˹ѡà¾ÃÒÐ໚¹àÃ×Íè §¾ÄμÔ¡ÃÃÁ ·Õ¼è Ò‹ ¹ÁÒ áÁŒ¨ÐÁÕ¤ÇÒÁ¾ÂÒÂÒÁÁÒ¡¨Ò¡·Ø¡½†Ò áÅÐÁÕ á¹Ç⹌Á´Õ¢Öé¹ áμ‹»˜ÞËÒãËÞ‹¡çÂѧÍÂÙ‹äÁ‹Ë¹Õä»ä˹ áÅоÌÍÁ¨Ð¡ÅѺÁÒÃعáç¢Ö¹é ÍÕ¡¶ŒÒ¤ÇÒÁ¾ÂÒÂÒÁ μ‹Ò§ æ ͋͹áÍŧ ´ŒÇÂàËμعÕé¨Ö§ÊíÒ¤ÑÞ·Õè·Ø¡½†Ò ·ÕèËÇÁᡌ䢻˜ÞËÒμŒÍ§¾ÂÒÂÒÁμ‹Íä» ¡ÒÃËÇÁÁ×Í μ‹ÍÊÙŒ¤Íà ÃÑ»ªÑè¹à»ÃÕºàËÁ×͹¡ÒÃà´Ô¹·Ò§ä¡Å·Õè μŒÍ§àÃÔèÁμŒ¹ áÅÐμŒÍ§à´Ô¹μ‹ÍäÁ‹ÊÒÁÒöËÂØ´¹Ôè§ä´Œ

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ÊíÒËÃѺμÑǼÁàͧ෋ҷÕèä´ŒÁÒËÇÁáÅÐ ÁÕº·ºÒ·ã¹¤ÇÒÁ¾ÂÒÂÒÁ¹Õé㹰ҹСÃÃÁ¡Òà ¼ÙŒÍíҹǡÒÃʶҺѹ IOD ª‹Ç§ 4-5 »‚·Õ輋ҹÁÒ ¡çμÍŒ §ºÍ¡Ç‹ÒàÃÔÁè àËç¹áʧÊÇ‹Ò§·Õ»è ÅÒÂÍØâÁ§¤ à¾ÃÒÐ â´Âà¹×éÍá·ŒáŌǤÍà ÃÑ»ªÑè¹à»š¹»˜ÞËÒ¾ÄμÔ¡ÃÃÁ áÅоÄμÔ¡ÃÃÁ໚¹àÃ×Íè §·Õàè »ÅÕÂè ¹á»Å§ä´Œ ¶ŒÒÊÒÁÒö ÊÌҧÀÒÇÐáÇ´ÅŒÍÁáÅÐáç¨Ù§ãËŒ¾ÄμÔ¡ÃÃÁ¢Í§ ¤¹ã¹Êѧ¤ÁÁÕ¡ÒÃà»ÅÕÂè ¹á»Å§ «Ö§è ໚¹àÃ×Íè §·Õ·è Òí ãËŒ à¡Ô´¢Ö¹é ä´Œ àËç¹ä´Œ¨Ò¡»ÃÐʺ¡Òó ËÅÒ»ÃÐà·Èã¹ àÍà«Õ ઋ¹ ΋ͧ¡§ ÊÔ§¤â»Ã äμŒËÇѹ áÅÐ à¡ÒËÅÕãμŒ·ÕèÊÒÁÒöŴ·Í¹¤Íà ÃÑ»ªÑè¹ã¹»ÃÐà·È ŧ䴌 áÅжŒÒÈÖ¡ÉÒÇÔ¸Õ¡ÒÃᡌ䢻˜ÞËÒ·Õè»ÃÐà·È àËÅ‹Ò¹Õé·íÒ ¨ÐàËç¹Ç‹Ò㪌ÇÔ¸Õ¡ÒäŌÒÂ æ ¡Ñ¹¤×Í์¹

Boardroom | 8 Board Room 43 E.indd 8

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Lights at the End of the Tunnel.

Welcome to the sixth and final issue of the “Boardroom” for 2015. At the time of writing, the IOD board has just held its final meeting of the year at which the work of the IOD in 2015 was discussed.

This year has turned out to be another successful year for the IOD. The financial outturn for 2015 exceeds the last year’s good performance, led by continued growth in director training and a strong showing in research, policy advocacy, chartered directors, and membership.

There was also very good news on the corporate governance front, with twenty three Thai listed companies recognized in the Top 50 ASEAN corporate governance award in 2015, based on the ASEAN CG Scorecard that assesses corporate governance practices of 550 publicly listed companies in six ASEAN markets.

This result in a way puts Thai listed companies in a leadership role in ASEAN corporate governance.On anti-corruption, the CAC project continues to make good progress with the number of signatories company rising to 530 in 2015, with 133 companies certified by the CAC as having adequate anti-corruption policy and compliance system in place. All this points to a good progress in 2015 and I would like to thank you all for the support given to the Institute.

The cover story of this issue of Boardroom is role of private sector in anti-corruption which features discussion drawn from the annual National Collective Action Coalition Against Corruption conference held last October under the theme “ Anti-Corruption in Thailand: Sustaining the momentum”. The conference highlight was the keynote address given by former Prime minister General Prem Tinasulanond, Thailand’s statesman and

President of the privy council. His presence showed his kindness and compassion to the works of the CAC and the private sector on anti-corruption and stressed corruption to be the country’s enemy number one, urging all to help tackling it.

Corruption is indeed a difficult problem to tackle because it is something to do with behavior. In the past year, in spite of the increased and dedicated efforts and incipient positive momentum, the bulk of corruption remains and the problem could easily worsen if the efforts to address it slacken. It is therefore important that the current momentum is maintained to achieve greater progress. Fighting corruption collectively is a journey. But the journey has started and needs to go on.

Personally, since I have become involved with anti corruption as part of my responsibility at the IOD some four years or more now, I can say that there is light at the end of the tunnel. This is because corruption is basically a behavioral problem and, with relentless efforts and given right incentives and environment, it can change. In Asia, we have seen this happen in Hong Kong, Singapore, Taiwan, and South Korea. A study of how these countries have turned the situations around shows that such efforts involve culcation of a strict rule of law, use of market mechanism, greater transparency, more open public procurement processes, with active involvement and participation of business and the civil society in fighting corruption.

The good news is that in Thailand all the key players and institutions needed to successfully fight corruption along this line is now in place. What needs to happen is that all these efforts must continue to move forward, making progress collectively and constructively, which is only possible if the society at all levels have a strong desire to get rid of the problem. This desire is clearly visible in Thailand at this time.

I hope you find this issue of the Boardroom an interesting read. Merry Christmas and a very happy new year.

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Cover Story

Anti-Corruption in Thailand:

Sustaining the Momentum

àÁ×èÍÇѹ·Õè 15 μØÅÒ¤Á 2015 á¹ÇËÇÁ »¯ÔºÑμԢͧÀÒ¤àÍ¡ª¹ä·Â㹡ÒÃμ‹ÍμŒÒ¹·Ø¨ÃÔμ (CAC) ä´Œ¨´Ñ §Ò¹»ÃЪØÁãËÞ‹»ÃШíÒ»‚ Thailand’s 6th National Conference on Collective Action against Corruption ¢Ö é ¹ã¹ËÑ Ç ¢é Í Anti-Corruption in Thailand: Sustaining the Momentum ·Õèˌͧ©ÑμÃÒºÍÅÃÙÁ âçáÃÁÊÂÒÁ à¤Á» ¹Ê¡Õé â´Âã¹»‚¹Õé CAC ä´ŒÃѺà¡ÕÂÃμÔ¨Ò¡ ¾ÅàÍ¡à»ÃÁ μÔ³ÊÙÅÒ¹¹· »Ãиҹͧ¤Á¹μÃÕ áÅÐÃÑ°ºØÃØÉ¡Å‹ÒǻҰ¡¶Ò¾ÔàÈÉ» ´¡ÒûÃЪØÁ áÅÐ Prof. Robert Klitgaard ¨Ò¡ Claremont Graduate University »ÃÐà·ÈÊËÃÑ°ÍàÁÃÔ¡Ò«Öè§ à»š¹¼ÙŒàªÕÂǪÒÞ´ŒÒ¹¡ÒÃμ‹ÍμŒÒ¹¤Íà ÃÑ»ªÑ¹ÃдѺ âÅ¡ÁÒ¡Å‹ÒǻҰ¡¶Òã¹ÃÐËÇ‹Ò§¡ÒÃÃѺ»Ãзҹ ÍÒËÒáÅÒ§Çѹ ¹Í¡¨Ò¡¹Õé ÀÒÂ㹧ҹÂѧÁÕÇÔ·ÂÒ¡Ã ¼ÙŒ·Ã§¤Ø³ÇزԨҡ·Ñé§ã¹»ÃÐà·ÈáÅÐμ‹Ò§»ÃÐà·È ÁÒËÇÁẋ§»˜¹¤ÇÒÁÃÙጠÅлÃÐʺ¡Òó Í‹ҧ¤Ñº¤Ñ§è ÍÒ·Ô ¤Ø³»ÃÐÁ¹μ ÊظÇÕ §È »Ãиҹͧ¤ ¡Ãμ‹ÍμŒÒ¹ ¤Íà ÃÑ»ªÑè¹ (»ÃÐà·Èä·Â) ¤Ø³ Ã¾Õ ÊبÃÔμ¡ØÅ àÅ¢Ò¸Ô¡Òà ¤³Ð¡ÃÃÁ¡ÒáíҡѺËÅÑ¡·ÃѾ áÅÐ μÅÒ´ËÅÑ¡·ÃѾ ¤Ø³ ÍÔÊÃРNjͧ¡ØÈÅ¡Ô¨ »Ãиҹ ËÍ¡ÒäŒÒä·Â áÅÐ ´Ã. ºÑ³±Ôμ ¹Ô¨¶ÒÇà ¡ÃÃÁ¡ÒüٌÍíҹǡÒà ÊÁÒ¤ÁÊ‹§àÊÃÔÁʶҺѹ ¡ÃÃÁ¡ÒúÃÔÉÑ·ä·Â (IOD) ¡ÒÃàÊǹҺ¹àÇ·ÕÀÒÂ㹧ҹẋ§Í͡໚¹ ÊÒÁª‹ Ç §«Öè § »ÃÐà´ç ¹ ·Õè ¹‹ Ò Ê¹ã¨¨Ò¡¡ÒÃàÊÇ¹Ò áμ‹ÅЪ‹Ç§ÊÒÁÒöÊÃØ»¾ÍÊѧࢻ䴌´Ñ§¹Õé

Panel Discussion 1: Overcoming anti-corruption challenges : International experiences

John Morrell, Regional Director, Asia ¢Í§ Center for International Private Enterprise (CIPE) ºÍ¡Ç‹Ò¡ÒäÍà ÃÑ»ªÑ¹à»š¹»˜ÞËÒ ã¹àªÔ§Ê¶ÒºÑ¹ äÁ‹ãª‹»˜ÞËÒã¹àªÔ§¸ØáÃÃÁ áÅÐ ÍÒ¨ÁͧänjNjÒ໚¹ÍÒ¡Òâͧ»˜ÞËÒàÃ×èͧ¢Í§¡Òà ¡íҡѺ´ÙáÅ¡Ô¨¡Ò÷Õ請͹ÍÂÙ‹àº×éͧËÅѧ «Ö觻˜ÞËÒ àËÅ‹Ò¹Õé»ÃСͺ´ŒÇ¡Åä¡¡Òúѧ¤ÑºãªŒ¡®ËÁÒ ·ÕèË‹͹ÂÒ¹ ¡Ò÷íÒ§Ò¹·ÕèäÃŒ»ÃÐÊÔ·¸ÔÀÒ¾¢Í§ ˹‹ÇÂÃÒª¡Òà ¡Ò÷Õè਌Ò˹ŒÒ·Õè¢Í§ÃÑ°ÁÕÍíÒ¹Ò¨ 㹡ÒÃ㪌´ØžԹԨÊÙ§à¡Ô¹àËμØ ¡ÒâҴ¡ÒÃÁÕ Ê‹Ç¹Ã‹ÇÁ¢Í§ÀÒ¤»ÃЪҪ¹ áÅСÒâҴÃкº ¡ÒäǺ¤ØÁ·Õèà¾Õ§¾Í ¹Í¡¨Ò¡¹Õéà¢ÒÂѧÃÐºØ ÍÕ¡Ç‹Ò˹Öè§ã¹»˜ÞËÒÊíÒ¤ÑÞ·ÕèÊØ´¡ç¤×ͤÇÒÁࢌÒ㨠¼Ô´¢Í§¤¹·ÑèÇä»Ç‹Ò˹‹Ç§ҹμ‹ÍμŒÒ¹¤Íà ÃÑ»ªÑ¹ ÊÒÁÒö·Õè¨Ðᡌ䢻˜ÞËÒ¹Õéä´Œ´ŒÇÂμÑÇàͧ áμ‹ ¡ÒèÐá¡Œ»˜ÞËÒ¤Íà ÃÑ»ªÑ¹ãˌ䴌¼Å¹Ñé¹ μŒÍ§ÁÕ ¡ÒÃà»ÅÕè¹á»Å§·ÕèμÑÇʶҺѹ«Ö觷íÒãËŒà¡Ô´»˜ÞËÒ à¢Òàª×èÍÇ‹Ò¡ÒÃÃÇÁμÑÇã¹áºº collective action ໚ ¹ ˹Öè §ã¹¡Òôí Ò à¹Ô ¹ ¡ÒÃàªÔ § ¡ÅÂØ · ¸ ·Õè ä ´Œ ¼ Å ´ŒÇ¡ÒÃÃÇÁμÑǢͧºÃÔÉÑ·ã¹ÀÒ¤¸ØáԨࢌҴŒÇ ¡Ñ¹à¾×èÍÅ´»˜ÞËÒ¡Ò÷بÃÔμ¤Íà ÃÑ»ªÑ¹ â´Âà¢Òä´Œ áÊ´§¤ÇÒÁª×蹪Á â¤Ã§¡Òà CAC ¢Í§»ÃÐà·È ä·Â 㹰ҹзÕèâ¤Ã§¡ÒÃÁÕ¤ÇÒÁ¤×ºË¹ŒÒÍ‹ҧÁÒ¡ 㹪‹Ç§·Õ輋ҹÁÒ ã¹¡Ò÷Õè¨Ð¢¨Ñ´¤Íà ÃÑ»ªÑ¹ãËŒËÁ´ÊÔé¹ ä»¹Ñé¹ ÀÒ¤àÍ¡ª¹¨íÒ໚¹μŒÍ§Ã‹ÇÁÁ×ÍËÇÁ㨡Ѻ ˹‹Ç§ҹμ‹ÍμŒÒ¹¡Ò÷بÃÔμ¢Í§ÀÒ¤ÃÑ° â´Â

μÑǺ·¡®ËÁÒ·Õèà¡ÕèÂÇ¢ŒÍ§¡çμŒÍ§ÁÕ»ÃÐÊÔ·¸ÔÀÒ¾ ´ŒÇ â´Â John 䴌¡μÑÇÍ‹ҧ Foreign Corrupt Practices Act (FCPA) ¢Í§ÊËÃÑ° áÅÐ UK Bribery Act ¢Í§Íѧ¡ÄÉ Ç‹Ò໚¹¡®ËÁÒ·ÕèÁÕ ¤ÇÒÁࢌÁ¢Œ¹ÃÑ´¡ØÁã¹àÃ×èͧ¹Õé áÅÐà¹×èͧ¨Ò¡ ¡®ËÁÒÂÊͧ©ºÑº´Ñ§¡Å‹ÒÇäÁ‹ä´ŒÁբͺà¢μà¾Õ§ ᤋÀÒÂã¹ÍÒ³Òà¢μ¢Í§»ÃÐà·È·Ñé§Êͧ෋ҹÑé¹ áμ‹ÂѧÁռšnjҧä¡Å仡NjҹÑé¹ÍÕ¡ÁÒ¡ ´Ñ§¹Ñé¹ ¨Ö§·íÒãËŒ¡®ËÁÒ·Ñé§Êͧ©ºÑº¹Õé໚¹à¤Ã×èͧÁ×Í·Õè ·Ã§¾Åѧ㹡Ò÷Õè¨Ð¨Ñ´¡ÒáѺ»˜ÞËÒ¡Ò÷بÃÔμ ¤Íà ÃÑ»ªÑ¹ ¹Í¡¨Ò¡¹Õé John Âѧ䴌áÊ´§¤ÇÒÁ ª×蹪ÁÇÔ¸Õ¡ÒèѴ¡Òû˜ÞËҢͧ»ÃÐà·È¿ ÅÔ»» ¹Ê «Öè § ÀÒ¤ºÃÔ ÉÑ · àÍ¡ª¹ä´Œ ÁÕ ¡ ÒÃ¨Ñ ´ μÑé § Ãкº¡Òà ¤Çº¤ØÁ¡Òû¯ÔºÑμԢͧºÃÔÉÑ·μ‹Ò§æ â´Â¼‹Ò¹ ¡ÒÃʹѺʹعÍ‹ҧ¡ÃÐμ×ÍÃ×ÍÃŒ¹¢Í§Ê¶ÒºÑ¹Ê‹§ àÊÃÔÁ¡ÃÃÁ¡ÒÃã¹»ÃÐà·È ´Ñ§¹Ñé¹ »˜ÞËÒ¡Òà ·Ø¨ÃÔμ¤Íà ÃÑ»ªÑ¹ã¹»ÃÐà·È¿ ÅÔ»» ¹Ê ¨Ö§Å´¤ÇÒÁ Ãعáçŧà¾ÃÒСÒÃࢌÒä»à¡ÕèÂÇ¢ŒÍ§¡Ñº¡Ò÷بÃÔμ ÁÕ¤ÇÒÁàÊÕè§ÁÒ¡¢Ö鹡NjÒà´ÔÁ 㹡Ò÷Õè » ÃÑ º »ÃØ § º·ºÒ·ã¹´Œ Ò ¹¡Òà ໚¹μÑÇá·¹¢Í§ÀÒ¤àÍ¡ª¹ã¹¡ÒÃáÊ´§¤ÇÒÁ àËç¹μ‹Í¡ÒáíÒ˹´¹âºÒ¢ͧÀÒ¤ÃÑ°¹Ñé¹ John á¹Ð¹íÒÇ‹Òͧ¤ ¡Ã·Õè໚¹á¡¹¹íÒã¹ collective action ¨ÐμŒÍ§à¹Œ¹ä»·Õèâ¤Ã§¡Ò÷Õè੾ÒÐà¨ÒШ§ «Öè§ÍÂً㹪‹Ç§àÃÔèÁμŒ¹¨Ö§¨Ðà¡Ô´¼Å ã¹¢³Ðà´ÕÂǡѹ ¡Ãкǹ¡ÒèѴ·íÒ¹âºÒ¢ͧÀÒ¤ÃÑ°àͧ¡ç¤Çà μŒÍ§¹íÒÁØÁÁͧ¢Í§»ÃЪҪ¹áÅÐÀÒ¤¸ØáԨࢌÒÁÒ Ã‹ÇÁ¾Ô¨ÒóҴŒÇ «Öè§ÍÒ¨¨ÐÁÕ¼Å㹡Òê‹ÇÂÅ´ ¤ÇÒÁàÊÕÂè §´ŒÒ¹¡Ò÷بÃÔμ¤ÍÃ Ã»Ñ ªÑ¹Å§ŒÇÂ

Boardroom | 10 Board Room 43 E.indd 10

12/25/15 20:40

Ashutosh Kumar Mishra, Executive Director ¢Í§ Transparency International India ä´ŒàÅ‹Ò»ÃÐʺ¡Òó ¡ÒáÒùíÒ¢ŒÍμ¡Å§¤Ø³¸ÃÃÁ (Integrity Pact ËÃ×Í IP) ÁÒ㪌¡ºÑ â¤Ã§¡ÒÃÀÒ¤ ÃÑ°ã¹ÍÔ¹à´Õ «Ö§è à¢ÒºÍ¡Ç‹Òä´ŒÃºÑ ¡ÒÃʹѺʹع໚¹ Í‹ҧ´Õ¨Ò¡ÀÒ¤ÃÑ° áÅÐ໚¹à¤Ã×Íè §Á×Í·ÕÁè ¡Õ ÒùíÒ ä»ãªŒ·èÑÇä»ã¹¡ÒôÙáŤÇÒÁàÊÕè§àÃ×èͧ¤Íà ÃÑ»ªÑ¹ â´Â੾ÒÐÍ‹ҧÂÔè§ã¹ÍØμÊÒË¡ÃÃÁ·ÕèÊíÒ¤ÑÞÍ‹ҧ ઋ¹¡Ò÷íÒàËÁ×ͧáË áÅСÒá‹ÍÊÌҧ ÏÅÏ áμ‹Í‹ҧäáçμÒÁ à¢ÒºÍ¡Ç‹ÒÂѧÁÕÍ»Ø ÊÃä ºÒ§»ÃСÒ÷ÕèμŒÍ§¡ŒÒÇ¢ŒÒÁä»ãˌ䴌¨Ö§¨Ð´íÒà¹Ô¹ â¤Ã§¡ÒâŒÍμ¡Å§¤Ø³¸ÃÃÁãËŒ»ÃÐʺ¤ÇÒÁÊíÒàÃç¨ »ÃСÒÃáá¡ç¤Í× ºÃÔÉ·Ñ àÍ¡ª¹ÁÑ¡¨ÐäÁ‹¤Í‹ ÂÍÂÒ¡ à» ´à¼Â¢ŒÍÁÙÅà¡ÕÂè ǡѺ¡Ò÷بÃÔμ¤ÍÃ Ã»Ñ ªÑ¹ à¾ÃÒÐ ¡Ñ § ÇÅÇ‹ Ò ¨Ð¡Ãзº¡Ñ º ª×è Í àÊÕ Â §¢Í§ºÃÔ ÉÑ · áÅÐ ¤ÇÒÁàÊÕÂè §Í×¹è æ ·ÕÍè Ò¨¨ÐμÒÁÁÒ »ÃСÒ÷ÕÊè ͧ ¡ç¤×ͺÃÔÉÑ·ËÅÒÂáË‹§Å§¹ÒÁã¹¢ŒÍμ¡Å§¤Ø³¸ÃÃÁ â´ÂäÁ‹ä´ŒÈ¡Ö ÉÒÃÒÂÅÐàÍÕ´¢Í§¢ŒÍμ¡Å§à¾ÃÒФԴ Ç‹Ò໚¹¡ÒÃŧ¹ÒÁμÒÁ¢Ñ¹é μ͹»¡μÔ෋ҹѹé à¢ÒÁͧNjҼٺŒ ÃÔËÒâͧͧ¤ ¡Ã·Õàè ¡ÕÂè Ç¢ŒÍ§ ºØ¤Åҡ÷Õèà¡ÕèÂÇ¢ŒÍ§ Ãкº¡ÒÃμÃǨÊͺ¢Í§ ¼ÙÊŒ §Ñ à¡μ¡Òó ÍÊÔ ÃÐ ÁÕʋǹÊíÒ¤ÑÞÁÒ¡ áμ‹Í¡Õ »ÃÐà´ç¹·ÕèÁÕ¤ÇÒÁÊíÒ¤ÑÞÁҡઋ¹¡Ñ¹¡ç¤×Í¡ÒÃËÒ ¤¹·ÕÁè ¤Õ ³ Ø ÊÁºÑμàÔ ËÁÒÐÊÁ â´ÂÁÕ·§éÑ ¤ÇÒÁÃÙ¤Œ ÇÒÁ ÊÒÁÒöáÅÐÁÕ ¤ ÇÒÁṋ Ç á¹‹ ·èÕ ¨ ÐÁÒμÔ ´ μÒÁ Êѧà¡μ¡Òó â¤Ã§¡Òà Erry Riyana Hardjapamekas, Chairman of Supervisory Board ¢Í§ Indonesia Institute of Corporate Directorship (IICD) áÅÐ Í´Õμ former First Commissioner ¢Í§ Indonesian Corruption Eradication Commission (KPK) ºÍ¡Ç‹Ò¡ÒèѴμѧé ÈÒžÔàÈÉà¾×Íè ¾Ô¨ÒóҤ´Õ·¨Ø ÃÔμ¤ÍÃ Ã»Ñ ªÑ¹ã¹»‚ 2002 ÁÕÊÇ‹ ¹ Í‹ Ò §ÁÒ¡μ‹ Í ¡ÒÃà¾ÔèÁ »ÃÐÊÔ · ¸Ô À Ò¾¡ÒÃ¨Ñ ´ ¡Òà »˜ÞËҷبÃÔμ¤Íà ÃÑ»ªÑ¹¢Í§»ÃÐà·ÈÍԹⴹÕà«Õ à¹×èͧ¨Ò¡¤´Õ¤Íà ÃÑ»ªÑ¹·Ø¡¤´Õ¨ÐμŒÍ§Ê‹§¿‡Í§·ÕèÈÒÅ ¾ÔàÈɹÕàé ·‹Ò¹Ñ¹é â´ÂÈÒŹÕÁé ÍÕ Òí ¹Ò¨ã¹¡ÒþԨÒÃ³Ò ¤´Õ·¼èÕ Ò‹ ¹¡ÒÃÊͺÊǹáÅдíÒà¹Ô¹¤´Õâ´Â Indonesian Corruption Eradication Commission «Ö§è ໚¹·ÕÃè ¨ŒÙ ¡Ñ ã¹¹ÒÁ¢Í§ KPK ÈÒžÔàÈɹÕé»ÃСͺ´ŒÇÂÊÁÒªÔ¡·Ñé§ËÁ´ 5 ·‹Ò¹ â´Â໚¹¼ÙŒ¾Ô¾Ò¡ÉÒ੾ÒСԨÊÒÁ·‹Ò¹ áÅмپŒ ¾Ô Ò¡ÉÒ¨Ò¡ÈÒÅÍ×¹è æ ÍÕ¡Êͧ·‹Ò¹ â´Â¼ÙŒ ¾Ô¾Ò¡ÉÒ੾ÒСԨ¨Ð¤Ñ´àÅ×Í¡ÁÒ¨Ò¡ºØ¤¤Å·ÕèÍÂÙ‹ ¹Í¡Ç§¡ÒÃÈÒÅ ËÃ×ͼÙàŒ ªÕÂè ǪÒÞ´ŒÒ¹¡®ËÁÒ ËÃ×ͼپŒ ¾Ô Ò¡ÉÒ·Õàè ¡ÉÕ³ÍÒÂØáÅŒÇ ã¹Í´Õμ ÈÒÅ ¹Õμé §éÑ ÍÂÙ·‹ ¡èÕ Ãا¨Ò¡Òà μÒŒ ෋ҹѹé áμ‹»¨˜ ¨Øº¹Ñ ÁÕ¡Òà ¢ÂÒÂÍÍ¡ä»ÂѧËÑÇàÁ×ͧãËÞ‹æ ÍÕ¡ËÅÒÂáË‹§´ŒÇ áμ‹ áÁŒ ¨ÐÁÕ ¡ÒÃμÑé§ÈÒžÔàÈÉ¢Öé¹ÁÒáÅŒÇ áμ‹¡ÒôíÒà¹Ô¹¤´Õ·Ø¨ÃÔμ¤Íà ÃÑ»ªÑ¹¡ÅѺÂÒ¡àÂç¹¢Öé¹ ¡Ç‹Òà´ÔÁ àÁ×Íè ÁÕ Ê.Ê. ࢌÒÁÒà¡ÕÂè Ç¢ŒÍ§ à¾ÃÒиØáԨ ¢¹Ò´ãËÞ‹ä´Œ·Á‹Ø à§Ô¹Å§ä»äÁ‹¹ÍŒ Âà¾×Íè ÊÌҧÍÔ·¸Ô¾Å ã¹ËÁÙ‹ Ê.Ê. ã¹ÊÀÒ áÅлÃÐà´ç¹¹ÕÍé Ò¨¨Ð·íÒãËŒ

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Board Room 43 E.indd 11

12/25/15 20:40

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Anti-

“ Corruption in Thailand: Sustaining the

Momentum” On October 15, 2015 the Private Sector Collective Coalition against Corruption (CAC) held the Thailand’s 6th.

National Conference on Collective Action against Corruption under the theme of “Anti-Corruption in Thailand: Sustaining the Momentum” at the Ballroom, Siam Kempinski Hotel in Bangkok. This year, the CAC was honored to have H.E General Prem Tinsulanonda, President of the Privy Council, deliver the special closing keynote address; as well as to welcome Prof. Robert Klitgaard, from Claremont Graduate University, USA, in joining the Conference as a global anti-corruption expert in presenting a special keynote speech during lunch.

Additionally, there were many other special subject-matter guest speakers, both from Thailand and overseas, who joined the event to share their insights and experiences – such as: Mr. Pramon Sutivong, Chairman of the Anti-Corruption Organization (Thailand); Mr. Rapee Sucharitakul, Secretary-General of the Securities and Exchange Commission (SEC); Mr. Isara Vongkusolkit, Chairman of the Board of Trade of Thailand; and Dr. Bandid Nijathaworn, President & CEO of the Thai Institute of Directors Association (IOD).

The panel discussions for this event were divided into 3 sessions; whereby an overview of the key discussion points in each session is summarized below:

Panel Discussion 1: “Overcoming anti-corruption challenges: International experiences”

John Morrell, Regional Director, Asia, Center for International Private Enterprise (CIPE), pointed out that Corruption is an institutional problem and not a transactional problem; and it could be seen as a symptom of underlying problems in governance.

These problems consist of weak enforcement mechanisms, inefficient government agencies, excessive discretionary power of government officials, absence of public participation and a lack of adequate controls system. He noted that one of the big challenges is the commonly misled view that the anti-corruption agency alone can cure this very problem. However, the underlying institutional drivers, that sustain corruption, must be changed in order to address and tackle corruption effectively.

He believes that collective action is one strategic approach in unifying the business community to collectively reduce the likelihood of corruption; and praised the Thai CAC for making substantial improvements in this regard.

referring to the United States’ Foreign Corrupt Practices Act (FCPA) and the UK’s Bribery Act as concrete examples. Since jurisdictions of these laws are not restricted only to domestic soils but have a much larger reach, they are proven to be among the most active and powerful tools to address corruption.

John praised the Philippines for their comprehensive approach in tackling corruption, with private companies setting up a corporate compliance system through eager support from their Institute of Directors. As a result, corruption there has become rarer, since it has become riskier to engage in such activities.

To improve its policy advocacy role, John suggested that the collective action entity should focus on particular projects in the initial stage. Meanwhile, views of citizens and business operators should also be taken into account and become part of the Government’s policy-making process, which could possibly reduce risks of corruption, he said.

To eradicate corruption, it is essential that the private sector work together with the State’s anti-corruption agencies under effective relevant legislations, John said,

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Ashutosh Kumar Mishra, Executive Director of Transparency International India, shared interesting information about Integrity Pact (IP) implementation in India.

He said the Integrity Pact (IP) has been established, with support from the public sector, as a common tool to address corruption in main areas - such as, mining and construction, etc.

However, there are several key obstacles that need to be overcome to ensure successful implementation of the IP on certain projects, he noted. Firstly, private companies are usually not willing to ‘open up’ when it comes to corruption matters, since they worry about their reputation and other risks involved.

Secondly, many firms sign the Integrity Pact without going through the documents, as they think it is just a routine procedure.

Despite the establishment of the special court, law enforcement regarding corruption cases became more difficult and more challenging when a Parliament member gets involved, as big conglomerates have invested substantially to extend their influences over Parliament members. This matter could lead to the abstaining of the corruption movement. “It’s still ok, but not that effective”, he concluded.

From his point of view, it depends heavily on its management, people who participate, independence, and the monitoring system, etc. Ashutosh said another crucial issue is to find the right people with relevant knowledge and real commitment to monitor the projects.

The real challenge in tackling corruption would be to start with the Prime Minister, Parliament, judges and prosecutors, the Public Sector, the police, the military and finally the financial sector. Therefore, the point is how to make clear rules right at the start on how this court will be run, said Erry.

Erry Riyana Hardjapamekas, Chairman of Supervisory Board at Indonesia Institute of Corporate Directorship (IICD) and former First Commissioner of Indonesian Corruption Eradication Commission (KPK), said the establishment of the Special Court for Corruption Crimes in 2002 contributed greatly to effective corruption tackling in Indonesia, as all corruption cases will be processed through this court. It has exclusive jurisdiction to hear those cases investigated and prosecuted by the Indonesian Corruption Eradication Commission, known locally as KPK. The special court consists of five members including three ad-hoc judges and two career judges. Typically, these ad-hoc judges, recruited from outside the existing judiciary, are legal experts or retired judges. In the past, this court was located only in Jakarta, but now it has spread out to other provincial capitals.

Panel Discussion 2 : “Anti-Corruption progress: How to keep the momentum rolling?”

Dr. Deunden Nikomborirak, Research Director, Economic Governance at Thailand Development Research Institute (TDRI) stated that, based on the CPI Ranking, the overall perception internationally is that Thailand has moved from 102 to 85 in 2014, as well as that in moving from 86 to 80 in the Governance Indicator this means that means that Thailand’s overall business environment has improved.

Nevertheless, despite this overall improved situation, from the viewpoint of the business sector corruption still remains the biggest issue in Thailand. From a recent survey of foreign investors as to what are the key issues in doing business in Thailand, it was found that 21.4% saw that corruption was a major problem. While in the past,

the Government has displayed good intentions in genuinely trying to stamp out corruption through legislating various laws on establishing good governance – such as, The Government Approval Facilitation Act. Pho.Sor. 2558, which is a law to enforce Government Authorities to take responsibility for undertaking their assigned duties; or the Royal Decree of Reviewing Appropriateness of various Laws BE 2558 correct ??, which sought to review all laws so as to ensure that they will not be sources for any consequential problems like taking bribes or undertaking any corrupt activities; or Laws relating to Advertising and Public Relations in the Public Sector; as well as further amendments made to Act on Public Information and News. All these legislation activity indicate that the Government Sector has genuinely good intentions and objectives to establish much improved mechanisms and systems for checking that good governance practices are in place.

As to the future directions for solving the issue of corruption, Dr. Deunden said that the TDRI was looking for a more effective use or adaptation of the existing anti-corruption laws and regulations, as well as undertaking genuine reviews of the existing obstacles in those laws; whereby the Government should assess to what extent can these existing laws be enforced more effectively – such as, The Government Approval Facilitation Act. Pho.Sor. 2558 that has resulted in problem of a decline in the requests for the issue of Certificates or Permits or Licenses, since it is believed that all the specified requirements cannot be met. Additionally, there is also the problem of human resources shortages that has resulted in companies believing

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that they will not be able to meet the specified legal required conditions.

Furthermore, compared to other overseas countries, Thailand still has many legal weaknesses relating to conflicts of interests issues, since the associated protective system, mechanisms and procedures are still not adequately well-defined or the associated information well-disclosed. Also, there is still no clearly specified requirement regarding the parties able to remain in the meeting and part of the discussions in the event that they are involved Stakeholders with vested interests already in the meeting. Also, there are no adequately and clearly specified requirements in regards to recording such discussions and reporting all related information.

Mr. Pramon Sutivong, Chairman of the Anti-Corruption Organization of Thailand, stated that during the past many years the Private Sector has endeavored to promote various anti-corruption issues and also managed to drive the Public Sector into meeting such initiatives through taking serious actions. Clear positive outcomes have been seen since the latest Government has taken over power and has announced, in a clear manner, that the issue of corruption must be resolved urgently. The Government has clear intentions to genuinely and positively address this issue through various activities - like the Super Board that is a good governance committee specifically created to oversee the various State-owned Enterprises or the establishment of the National Reforms and Anti-Corruption Committee, as well as undertaking legal prosecutions against various cases of corruption in a speedier manner.

The key issue is that the Government must announce its clear position that all those involved in corruption will be prosecuted and punished; whereby, while in the past, within the Government sector, as many as 100 people accused of corruption have been reassigned to inactive or other positions.

What the Government must now do is to establish an environment of full transparency in the working procedures and activities of Government officials - such as, in the procurement process involving very high expenditures or budgets, where, for the sake of full transparency, an opportunity should be given for the Private Sector to participate and be made aware of the various ongoing processes, through requiring that disclosures as to the amount of expenditures involved should be made so as to make it more

difficult for any corruption to occur. As such, during the process to drive the completion of legislating a “Public Procurement Act”, such transparent activities will serve to establish a more effective system and workable framework for the proposed “Public Procurement Act” as well as to reduce the possibility of corruption from occurring.

As for the future direction in solving the problem of corruption, Mr. Pramon believes that the Government should determine various procedures in accordance to the following 3 key aspects:

Private Sector must find effective ways to eradicate any possible opportunities to seek personal benefits/gains that may be used to achieved a business advantage during the procurement process for any Public Sector projects.

3. Suppression Currently, in Thailand, the various legal and judicial processes to suppress corruption are very slow and need to be improved urgently; whereby with regard to this issue, it has been concluded that a special Department for Corruption should be separated from the Criminal Court System and established as a special judicial unit – similar to the judicial unit relating to narcotics and drug trafficking - that will have judges with specific relevant expertise.

To what degree of success will these 3 key aspects and associated procedures achieve will, of course, depend largely on the upcoming drivers of change or reforms.

As such, considerable time will be needed to realize them; but through close cooperation, even if only 50% of the suggested ways to solve this problem are able to be implemented, then this would already help to significantly reduce the existing level of corruption.

1. Education to embed a new mindset Starting with informing and educating the new young generation, so as to instill into them a changed mindset as well as a ‘new way of thinking and doing things’; whereby, at present, there has been a Cabinet Resolution to include an new course – “Growing up without embezzling or being corrupt” - into the basic educational system within ithe Greater Bangkok Metropolitan area.

2.

Prevention Preventing corruption within the 3 key areas where national corruption is most likely to occur – namely : in politics,in the Civil Services, and in the Private Sector, through improving both the role and cooperation in preventing acts of corruption in these areas. As such, politicians will be required to explain their income and associated tax declarations for the previous 3 year period; the appointment of senior Government/Civil Servant positions must be free of any personal intervention by influential individuals/parties; and the

Mr. Rapee Sucharitakul Secretary General of the Office of the Securities Exchange Commission (SEC) stated that, for the capital markets, currently there are only 53 listed companies that have received formal ‘CAC certification’, which is quite a small number compared to the total number of listed companies. However, if you look at the fact that the CAC Project was initiated only in the past 2 -3 years, it would seem quite satisfactory given the difficult process in becoming formally certified by the CAC – such as, many companies may have several operational locations or may have a large number of staff, making it difficult for such large organizations to be able to effectively or quickly establish the associated deep awareness and knowledge on the part of all their staff within their organization. As for the SEC, it requires that listed companies disclose details of their internal procedures relating to anti-corruption. It has also endeavored to maintain promoting such matters on a continuing basis through attempting to create widespread knowledge and active awareness within listed companies.

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As for the State-owned Enterprises, the Public Sector has established the Policy Committee for State Enterprises (PCS), which has resolved to enact a law for the establishment of the “Superholding Board” that will be responsible for overseeing SET listed State-owned Enterprises as well as those State Enterprises that have already been transformed into a Public Company.

This law will enable reduction of many associated risks of corruption, since the oversight of these State Enterprises will be separated out from the responsibility of their respective original Ministry. Furthermore, the shareholdings in these State Enterprises will then be transferred into the State Enterprise Holding Company (instead of being held by the respective original Ministry) which will have these key responsibilities: 1. Achieve value creation – such as, reviewing why a specific State Enterprise is not able to be competitive against other similar organizations, and assessing various strategies that will effectively enable the State Enterprise to become more competitive. 2. Establish transparency as well as the principles and practices of good Corporate Governance, through the Holding Co. acting as “active shareholders” in the AGMs – such as, in determining various measures and procedures, and in the appointment of Board Directors of that State Enterprise, in order to achieve improved transparency in its ongoing operations.

Furthermore, on July 9, 2015 a new law relating to the NACC was announced that is based on the UK’s Bribery Act; whereby one Section of this new law states that: in the event that a representative of a company commits an act of corruption in order to achieve revenues for the company, then the company itself will also be held responsible for such corrupt acts. At the same time. if a company does not have any internal procedures in place to oversee, control or prevent any corrupt activities from occurring, then that company will also be held responsible for any acts of corruption that has occurred.

As for the future direction for anticorruption activities, Mr.Rapee believes that involved organizations should closely track and monitor whether there is genuine implementation or not. Additionally, there is another challenging issue: namely, most Shareholders in the capital markets mainly look at the performance results that are short term rewards or gains without taking into consideration long term sustainability.

This can be seen in the case of company that has announced its position on anti-corruption but is not successful in winning any bids for projects; whereas another company has not clearly stated its policy on anti-corruption as it should, but is able to win bids – and, as such, many minor investors prefer to buy shares in the company that is successful in winning

bids for projects. Such behavior by small Shareholders is a challenging issue that needs to be address by us all accordingly.

Panel discussions 3 “Leveraging the power of collective action” Mr. Isara Vongkusolkit, Chairman of the Board of Trade of Thailand stated that an important pivotal or turning point within the Private Sector began in 2010 when it started to give more attention to as well as jointly collaborate in actively fighting corruption, when corruption was rampant and accounted for almost 40% of the total funds used in developing the country. This was when the late Mr. Dusit Nontanakorn, the former Chairman of the Board of Trade of Thailand and the late Mr. Charnchai Charuvastr, the former President & CEO of the Thai Institute of Directors Association (IOD) both saw this critical issue, as well as recognized the need to urgently solve the problem. They, therefore, collaborated in establishing an anti-corruption organization jointly with various other organizations in Thailand. Mr. Isara himself also actively participated in the driving the creation of this anti-corruption organization, in his capacity as the then Vice Chairman of the Board of Trade of Thailand, that was supervising the issue of inequality at that time.

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Additionally, Mr. Isara also stated: “The commitment from the “No.1 person” in the organization – or the owner of the business - is vitally important. If the top person is not fully committed and acts accordingly, then his followers and subordinates will not follow his example. As such, the Chairman and CEO plays a key role in leading, establishing and driving a ‘corporate culture’ to operate the business in a fully correct and proper manner.

Nevertheless, Mr. Isara spoke about the difficulties in avoiding improper behavior or acts of corruption when having to deal with the Public Sector. This is because the Public Sector and the politics in Thailand have a deeply embedded core ‘patronageoriented’ environment – namely, it is a system of interdependence, whereby When requesting for help or assistance some sort of compensation or reward is required to be given in return. This deep-rooted system is hard to overcome or change. Nevertheless, Mr. Isara believes that if leaders in both the Public and Private Sectors join together in closely cooperating to createpositive self-awareness, then such issues can eventually be overcome and stamped out - so as to coincide with the word “Pracharat”, meaning that both the Public Sector and Private Sector become one and the same entity.

As for the current period of drafting the new Thai Constitution, Mr. Israra has the viewpoint that having the mechanisms and means for effective ‘law enforcement’ that are clearly defined and can be genuinely implemented is a vital component, since if these are written into the Constitution but they cannot be effectively put into practice then the current problems and issues will not be completely resolved – which also includes the issue of corruption. Nevertheless, the matter of creating a positive mindset must

begin with oneself first of all - through constant education and instilling positive behaviors from childhood. As such, at the family level, there must be a family ‘constitution’ to create positive awareness from birth and throughout childhood; which will then continue into the working years, when there must be a workplace ‘constitution’ that is based on positive operating guidelines, before this extends into the national level where there is an overall national ‘constitution’ or behavioral guidelines.

In summary, for the overall image of the country to improve, there must first be close cooperation by and participation from all parties and at every level of society.

Mr. Isara stated that “The matter of solving the issue of corruption currently has a strong momentum, yet it must depend on the efforts by everyone to effectively realize this at every level of society, with all parties focusing and helping to promote only positive and proper actions, as well as through giving mutual support so that this issue can be fully resolved.”

As for Mr.Pliu Mangkornkanok, Chairman of the Board of Director of TISCO Financial Group, who is a representative of the Private Sector participating in the CAC Project, stated that, in regards to the CAC Project, TISCO concurs and is happy with the establishment of the Private Sector Collective Coalition Against Corruption(CAC) Project, since for the past 40 years of operations, TISCO’s fundamental corporate culture has always been based on a core policy of not being involved in or undertaking any corrupt activities. As such, TISCO decided immediately to join the CAC Project, since, compared to other corporations within the same financial services industry sector, TISCO is small in size as well as is already under the strict oversight of various involved authorities.

Thus, its Staff was not against the idea of TISCO immediately deciding to join the CAC. Nevertheless, Mr. Pliu also gave his viewpoint that for those companies currently deciding whether or not to join in the CAC, they need to assess whether their respective organization is ready and well-prepared or not to participate in this Project, as well as whether or not the organization will gain any benefits by joining the CAC.

“Anti-Corruption in Thailand: Sustaining the Momentum”

As such, the Private Sector Collective Coalition Against Corruption (or CAC) was established, under the auspices of that organization, so as to make use of the joint collaboration of all involved parties within the Private Sector to actively fight corruption; whereby Mr. Isara stated “In reality, 90% of Thai companies view that corruption is a very damaging issue, but actually putting into practice various anti-corruption activities was very difficult, since in operating businesses it was difficult to implement them. Thus, such activities must be slowly developed and implemented on a continuing basis.”

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Mr. Pliu also stated that effectively fighting corruption must result from the close cooperation and collaboration between the Public Sector and the Private Sector, with the Public Sector taking the leading role in implementing the required reforms and changes. Nevertheless, so as to achieve changes more quickly, the Private Sector also needs to increase the overall number of active participating organizations in joining this anti-corruption coalition – such as in the case of TISCO, the Group has expanded the associated activities by establishing anti-corruption guidelines to its immediate business partners, clients and customers, as well as through creating a positive awareness on their part on the importance of not being involved in any form of corruption.

Nevertheless, despite not possessing any strong bargaining power within this immediate network of business partners and clients, but TSCO was able to implement this expanded anti-corruption collaboration network – starting from a small base but continually further developing it into a bigger network.

Given that there are over 500 listed companies, many companies joined the CAC because they were large companies and thus must successfully undertake this activity; but one aspect that needs to be taken into consideration is the matter of “Substance over Form”; whereby Mr. Pliu sees that if an organization genuinely undertakes such actions, then it will enable it to successfully solve this issue (of corruption) in a truly more effective manner Mr. Vichien Phongsathorn, President & Group CEO of the Premier Group of Companies, is another representative from the Private Sector, who sees the vital importance of being a private sector participant with the CAC in fighting corruption. Mr. Vichien stated that joining the CAC was not something new for the Group, which already has a position of not being involved in any corrupt actions, that has been embedded into its culture for over 10 year. As such, there have not been many obstacles in joining the CAC Project. However, if you look back for more than 10 years, when the Group was endeavoring to instill this mindset and culture into its businesses, there were some obstacles – such as, the overall cost of operating the business increased when involved in working with the Government Sector through not being able to completely avoid becoming involved with any acts

of corruption; or the issue of how can the Group survive in business if “we do not get involved in corrupt actions, while our competitors did so”. He added:”Such matters need to be incorporated as part of the hard learned lessons for the organization that will eventually enable people within the organization to realize that corruption does not really create opportunities.”

Mr. Vichien then also added that, at present, while some companies within the Premier Group have joined the CAC Project, the interesting issue is what do we need to do next, since we cannot act alone. Thus, what must be done is to create various mechanisms or tools and procedures as well as help to expand the activities of the network so as to create increased cooperation from all sectors.

Furthermore, Mr. Vichien stated that currently fighting corruption is a popular trend with increasingly more and more parties wishing to actively join in to solve this key issue. However, the problem is that such parties do not yet know how and in what way they should participate. Therefore, the CAC Project can be considered as being one channel or means that will allow people to actively participate in fighting corruption so as in to realize genuinely positive outcomes.

This annual Conference has enabled us all have a clearer view of the possibilities for collaborating together so as to achieve and realize further effective outcomes in solving this key issue, which in the end, each and every one of us all hope to achieve the same results – namely, improved transparency in Thailand.

Lastly, this Conference would not have been successfully undertaken without the close cooperation and support of all parties, including the kind ‘patrons’ of the IOD. The IOD, as the event organizer, also wishes to take this opportunity to express our appreciation, and to thank everyone involved.

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“บทบาทของภาคเอกชนไทยในการแก ไขปญหาการทุจริตคอรรัปชัน” ของ พลเอก เปรม ติณสูลานนท ประธานองคมนตรีและรัฐบุรุษ วันพฤหัสบดีที่ ๑๕ ตุลาคม ๒๕๕๘ เวลา ๑๕๓๐ ณ หองฉัตรา บอลรูม โรงแรมสยามเคมปนสกี้

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ขอคิดดีๆ จาก ประสบการณ ตอตานคอรรัปชัน ของอินโดนีเซีย

Mr. Erry Riyana

Chairman of Supervisory Board Indonesia Institute of Corporate Directorship (IICD)

㹧ҹ»ÃЪØÁãËÞ‹»ÃШíÒ»‚¢Í§á¹Ç Ë Ç Á»¯Ô ºÑ μÔ ¢ ͧÀÒ¤àÍ¡ª¹ä·Â㹡ÒÃμ‹ Í μŒ Ò ¹ ·Ø¨ÃÔμ (CAC) àÁ×èÍ¡ÅÒ§à´×͹μØÅÒ¤Á·Õ輋ҹ ÁÒ Boardroom ÁÕâÍ¡ÒÊä´Œ¾Ù´¤ØÂáÅ¡à»ÅÕè¹ »ÃÐʺ¡Òó ¡ÒÃᡌ䢻˜ÞËÒ¡Ò÷بÃÔμ¡Ñº Erry Riyana Hardjapamekas Í´Õμ First Commissioner ¢Í§ Corruption Eradication Commission (KPK) ¢Í§ÍԹⴹÕà«Õ «Öè§à»š¹Í§¤ ¡Ã·Õè à»ÃÕºàÊÁ×͹»»ª. ¢Í§ºŒÒ¹àÃÒ ¨Ö§¢Í¹íÒ¢ŒÍÁÙÅ ·Õè໚¹»ÃÐ⪹ ·Õèä´Œ¿˜§¨Ò¡¹Ñ¡μ‹ÍÊÙŒ¤Íà ÃÑ»ªÑ¹¢Í§ »ÃÐà·Èà¾×è͹ºŒÒ¹·‹Ò¹¹ÕéÁÒẋ§»˜¹ãËŒ·‹Ò¹¼ÙŒÍ‹Ò¹ ä´Œ·ÃÒº´ŒÇ àÁ×è Í à»ÃÕ Â ºà·Õ  º¤ÇÒÁÃØ ¹ áç¢Í§ ʶҹ¡Òó »˜ Þ ËÒ¤Íà ÃÑ » ªÑ ¹ ã¹»˜ ¨ ¨Ø ºÑ ¹ ¢Í§ »ÃÐà·ÈÍԹⴹÕà«Õ¡Ѻ¢Í§ä·ÂàÃÒáÅŒÇ ÍÒ¨¨Ð´Ù NjҢͧà¢ÒÂѧ˹ѡ˹ҡNjҢͧàÃÒ â´Â¶ŒÒ´Ù¨Ò¡ ´Ñª¹Õ Corruption Perception Index (CPI) ã¹ »‚ 2014 ÍԹⴹÕà«ÕÂä´Œ 34 ¤Ðá¹¹ ¨Ñ´ÍÂÙ‹ã¹ Íѹ´Ñº·Õè 107 ã¹¢³Ð·Õèä·Âä´Œ 38 ¤Ðá¹¹ÍÂÙ‹ã¹ Íѹ´Ñº·Õè 85 áμ‹àÁ×èÍ´Ù¨Ò¡ CPI 㹪‹Ç§ÊÔº»‚·Õ輋ҹ ÁҨоºÇ‹ÒÍѹ´Ñº¢Í§ÍԹⴹÕà«Õ¢ÂѺ´Õ¢Ö鹨ҡ 133 ã¹»‚ 2004 ÁÒ໚¹ 118 ã¹»‚ 2012 áÅР໚¹ 114 ã¹»‚ 2013 ã¹¢³Ð·Õè ¢Í§ä·ÂàÃÒ¢ÂѺ Ŵŧ¨Ò¡Íѹ´Ñº·Õè 64 ã¹»‚ 2014 ÁÒ໚¹ 88 ã¹»‚ 2012 áÅÐÅ´ÎǺŧä»à»š¹Íѹ´Ñº·Õè 102 ã¹»‚ 2013 ã¹¢³Ð·ÕèÍѹ´Ñº¢Í§ä·ÂàÃÒÁÕá¹Ç⹌Á á‹ŧàÃ×èÍÂæ áμ‹¢Í§à¢Ò¡ÅѺ¤‹ÍÂæ äμ‹Íѹ´Ñº´Õ¢Öé¹ àÃ×èÍÂæ Êǹ·Ò§¡ÑºàÃÒ áÅжŒÒàÃÒÂѧäÁ‹ÊÒÁÒö »ÃѺ»ÃاμÑÇàͧãËŒ´Õ¢Öé¹Í‹ҧμ‹Íà¹×èͧ䴌 ¡çÁÕâÍ¡ÒÊ ·ÕèÍԹⴹÕà«Õ¨Ð᫧˹ŒÒàÃÒä´Œã¹äÁ‹ªŒÒ Erry ä´ŒàŋҶ֧ʶҹ¡Òó ¡Òû‡Í§¡Ñ¹ áÅлÃÒº»ÃÒÁ¤Íà ÃÑ»ªÑ¹ã¹»ÃÐà·ÈÍԹⴹÕà«Õ Nj Ò ¶Ö § áÁŒ ¨ ÐÁÕ ¤ ÇÒÁ¤× º ˹Œ Ò ´Õ ¢Öé ¹ áμ‹ ¡ç ¶× Í Ç‹ Ò ¤‹ Í ¹ ¢ŒÒ§ªŒÒ à¢ÒºÍ¡Ç‹ÒÊÔ觷ÕèÊíÒ¤ÑÞ·ÕèÊØ´äÁ‹ä´ŒÍÂÙ‹·Õè¤ÇÒÁ ¤×ºË¹ŒÒÁÒ¡ËÃ×͹ŒÍ áμ‹ÍÂÙ‹·Õè¤ÇÒÁÊÁèíÒàÊÁÍ ã¹¡ÒôíÒà¹Ô¹¡ÒÃà¾×èÍãËŒà¡Ô´¤ÇÒÁÂÑè§Â×¹ÁÒ¡¡Ç‹Ò

໚¹¡ÒÃÍØ·¸Ã³ Ç‹Ò¡®ËÁÒ¢ͧ KPK ࢌÁà¡Ô¹ ä» ·íÒãËŒ KPK ÁÕÍíÒ¹Ò¨ÁÒ¡à¡Ô¹ä»áÅСÃзº μ‹ÍÊÔ·¸ÔÁ¹Øɪ¹ ÏÅÏ ã¹»˜¨¨ØºÑ¹ Ê.Ê. ã¹ÊÀÒ ¢Í§ÍԹⴹÕà«Õ¡ç¡íÒÅѧÁÕá¹Ç¤Ô´·Õè¨Ðá¡Œ¡®ËÁÒ à¾×èÍÅ´ÍíÒ¹Ò¨¢Í§ KPK ŧ ¹Í¡¨Ò¡¹Õé¡çÂѧÁÕ ¤ÇÒÁ¾ÂÒÂÒÁ¨Ò¡½†Ò¡ÒÃàÁ×ͧà¾×èÍá·Ã¡á«§ ¡Ãкǹ¡ÒÃá싧μÑ駡ÃÃÁ¡Òà KPK à¾×èÍãˌ䴌¤¹ ·Õè¨ÐàÍ×éÍ»ÃÐ⪹ ãËŒ¡Ñºμ¹áÅоǡ¾ŒÍ§ «Öè§àÃ×èͧ àËÅ‹Ò¹Õé¶×Í໚¹ÍØ»ÊÃäáÅФÇÒÁ·ŒÒ·Ò·ÕèÊíÒ¤ÑÞ ã¹¡Ò÷íÒ˹ŒÒ·Õè¢Í§ KPK ã¹ÃÐÂÐμ‹Íä»

áÁŒ ¨ ÐμŒ Í §à¼ªÔ Þ ¡Ñ º ¤ÇÒÁ·Œ Ò ·Ò嫄 § ¡Å‹ÒÇ áμ‹ÊÔè§ÊíÒ¤ÑÞ·Õ誋ÇÂãËŒ KPK Â×¹ËÂÑ´ ÍÂÙ‹ ä ´Œ Í Â‹ Ò §à¢Œ Á á¢ç § ¡ç ¤× Í ¤ÇÒÁÊ¹Ñ º Ê¹Ø ¹ ¨Ò¡ ÊÒ¸Òóª¹áÅÐÊ×èÍÁÇŪ¹ «Öè§ÊÔ觷Õè KPK ä´Œ·íÒ à¾ÃÒСÒÃμ‹ÍÊÙŒ¡Ñº¤Íà ÃÑ»ªÑ¹à»š¹àËÁ×͹¡ÒÃà´Ô¹ ä»à¾×èÍ·Õè¨Ðä´Œã¨áÅÐáçàªÕÂà ¨Ò¡»ÃЪҪ¹áÅÐ ·Ò§ä¡Å·ÕèμŒÍ§ÍÒÈÑÂàÇÅÒáÅФÇÒÁṋÇṋ äÁ‹ÁÕ Ê×èÍÁÇŪ¹¡ç¤×Í ÂÒÇÔàÈÉã´æ ·Õè¨ÐÁҨѴ¡Òû˜ÞËÒ¤Íà ÃÑ»ªÑ¹ãËŒ ËÒÂÇѺ仡ѺμÒä´Œ 1 ·íÒ˹ŒÒ·ÕèÍ‹ҧâ»Ã‹§ãÊ àÁ×èÍÁÕ¤ÇÒÁ¤Ò´ËÇѧ¨Ò¡ ÊÒ¸Ò󪹷Õèà¡Ô¹¡Ç‹Ò·Õè KPK ¨Ð»¯ÔºÑμÔä´Œ¡çμŒÍ§ ¡Ò÷Õ軘ÞËÒ¤Íà ÃÑ»ªÑ¹¢Í§ÍԹⴹÕà«Õ ÂÍÁÃѺNjÒ໚¹ÊÔ觷Õè·íÒäÁ‹ä´Œ á싶ŒÒ໚¹ÊÔ觷Õè·íÒä´Œ¡ç ÁÕá¹Ç⹌Á´Õ¢Öé¹àÃ×èÍÂæ Erry ºÍ¡Ç‹Òà¡Ô´¨Ò¡ËÅÒ μŒÍ§ºÍ¡ÍÍ¡ÁÒãËŒªÑ´à¨¹Ç‹Ò·íÒä´ŒáÅШзíÒ â´Â »˜¨¨Ñ»ÃСͺ¡Ñ¹ ·Ñ駤ÇÒÁàÍÒ¨ÃÔ§àÍҨѧ¢Í§ ·Ø¡àÃ×èͧ·Õè·íÒ ËÃ×ÍäÁ‹·íÒ μŒÍ§ÊÒÁÒö͸ԺÒÂáÅÐ ËÑÇ˹ŒÒÃÑ°ºÒÅ ¡Ò÷íÒ˹ŒÒ·Õè¢Í§ KPK àͧ «Öè§ μͺ¤íÒ¶ÒÁ¢Í§ÊÒ¸Òóª¹ä´ŒÍ‹ҧªÑ´à¨¹ áÅÐ ´íÒà¹Ô¹¡ÒÃÍ‹ҧá¢ç§¢Ñ¹·Ñé§ã¹´ŒÒ¹¢Í§¡ÒûÃÒº â»Ã‹§ãÊ »ÃÒÁ¤Çº¤Ù‹ä»¡Ñº¡Òû‡Í§¡Ñ¹ ¡Òû¯ÔÃÙ»Ãкº ÃÒª¡Òà áÅСÒûÃѺ»ÃاÃкº¡ÒÃãËŒºÃÔ¡Òà 2. ¡Òþº»Ð¡ÑºÊ×èÍÁÇŪ¹Í‹ҧÊÁèíÒàÊÁÍ ÃÇÁ ÀÒ¤ÃÑ° áμ‹à¢Ò¡çÂÍÁÃѺNjһÃÐà·ÈÍԹⴹÕà«ÕÂÂѧ ¶Ö§¡ÒâͤíÒ»ÃÖ¡ÉÒ¨Ò¡ NGO ¹Ñ¡ÇÔªÒ¡Òà áÅÐ μŒÍ§¾Ñ²¹Ò»ÃѺ»ÃاàÃ×èͧàËÅ‹Ò¹ÕéÍÕ¡ÁÒ¡ à¾ÃÒÐ ¼ÙŒ · ç¤Ø ³ ÇØ ²Ô «Öè § ໚ ¹ ·Õè ¹Ñ º ¶× Í ¢Í§ÊÑ § ¤Áã¹´Œ Ò ¹ »˜ÞËÒ¡ÒäÍà ÃÑ»ªÑ¹à»š¹»˜ÞËÒãËÞ‹·Õ轘§ÃÒ¡ÅÖ¡ μ‹Ò§æ ໚¹»ÃШíÒ ¹Í¡¨Ò¡¹Õé KPK ÂѧÍÍ¡ áÅСÒèÐá¡Œ»˜ÞËÒμŒÍ§¤‹ÍÂæ ·íÒÍ‹ҧ¤‹ÍÂ໚¹ Ê×èÍ ·Ñ駷ÕÇÕ ÇÔ·ÂØ áÅÐÍ×è¹æ Í‹ҧÊÁèíÒàÊÁÍà¾×èÍ ¤‹ÍÂä» â´Â¶ŒÒÂѧ¨Ñ´¡ÒÃàÃ×èͧãËÞ‹äÁ‹ä´Œ¡ç¨Ñ´¡Òà ãËŒ¤ÇÒÁÃٌᡋÊÒ¸Òóª¹à¡ÕèÂǡѺàÃ×èͧ¢Í§¤ÇÒÁ àÃ×èͧÃͧæ ŧÁÒ¡‹Í¹ ¤‹ÍÂæ à¡çºÊÐÊÁáμŒÁä» â»Ã‹§ãÊ ÊÔ觷Õèä´Œ·Òí ŧä»áÅŒÇ áÅСíÒÅѧ¨Ð·íÒ ÊÔ觷Õè àÃ×èÍÂæ ·íÒáŌǻÃÐʺ¤ÇÒÁÊíÒàÃç¨ ÊÔ觷Õè·íÒäÁ‹ÊíÒàÃç¨áÅÐ ÊÒàËμØ·Õè·íÒãËŒÊíÒàÃç¨ËÃ×ÍÅŒÁàËÅÇ à¢Ò์¹Ç‹Ò¡Òà Ê×èÍÊÒÃÍ‹ҧâ»Ã‹§ãÊ໚¹ÇÔ¸Õ·Õè·Ã§»ÃÐÊÔ·¸ÔÀÒ¾ ·ÕèÊش㹡Ò÷Õè¨Ð·íÒãËŒÊÒ¸Òóª¹à¡Ô´¤ÇÒÁàª×èÍ áÅÐÈÃÑ·¸Ò㹡Ò÷íÒ˹ŒÒ·Õè¢Í§ KPK ã¹μ͹·Œ Ò Â¢Í§¡ÒÃʹ·¹ÒÇÑ ¹ ¹Ñé ¹ Erry ä´Œ½Ò¡¢ŒÍ¤Ô´·Õ蹋Òʹã¨ãËŒ¡Ñº¼ÙŒ¹íÒÀÒ¤¸ØáԨ ¢Í§ä·Âà¡ÕèÂǡѺàÃ×èͧ¢Í§¡ÒÃμ‹ÍμŒÒ¹¤Íà ÃÑ»ªÑ¹ àÍÒäÇŒÊÒÁ»ÃÐà´ç¹´Ñ§¹Õé 1. ¡ÒáíҡѺ´ÙáÅ¡Ô¨¡Ò÷Õè´Õ (Corporate Governance) ËÃ×Í CG ໚¹¡ÃÐáʢͧ͹Ҥμ·ÕèËÅÕ¡ àÅÕè§äÁ‹ä´Œ ¶ŒÒÀÒ¤àÍ¡ª¹ÊÒÁÒö»ÃѺ»ÃاÃдѺ CG ãˌࢌÁá¢ç§¢Ö鹡ç¨Ð໚¹¡ÒÃà¾ÔèÁáç¡´´Ñ¹ ãËŒÀÒ¤ÃÑ°μŒÍ§»ÃѺ»Ãا¡ÒáíҡѺ´ÙáÅ¡Ô¨¡Ò÷Õè´Õ (public governance) μÒÁä»´ŒÇÂ

à¢ÒºÍ¡Ç‹ Ò ÍØ » ÊÃäÊí Ò ¤Ñ Þ ¢Í§¡Òà ᡌ »˜ Þ ËÒ¤Íà ÃÑ » ªÑ ¹ ã¹»ÃÐà·ÈÍÔ ¹â´¹Õ à «Õ Â ¡ç ¤×Í á·¹·ÕèàÁ×èͼٌ·Ø¨ÃÔμ¤Íà ÃÑ»ªÑ¹àË繡ÒèѺ »ÅÒãËÞ‹ á ÅŒ Ç ¨Ð¡ÅÑ º μÑ Ç ¡ÅÑ ºã¨·í Ò Ë¹Œ Ò ·Õè Í Â‹ Ò § ÊبÃÔμ áμ‹¡ÅѺËÑǡѹμ‹ÍÊÙŒ¡Ñº KPK â´ÂÍÒÈÑ ÍÔ·¸Ô¾Å·Ò§¡ÒÃàÁ×ͧã¹ÊÀÒ áÅСÃкǹ¡Òà 2. ÀÒ¤àÍ¡ª¹ÁÕ·ÃѾÂҡôŒÒ¹μ‹Ò§æ ÃÇÁ¶Ö§·Ø¹ ·Ò§¡®ËÁÒÂá·¹ â´Âã¹»˜¨¨ØºÑ¹ÁÕ¤´Õ«Öè§ÍÂÙ‹ áÅÐâ¤Ã§¡ÒûÃÐàÀ· CSR ÁÒ¡ÁÒ ¶ŒÒËÒ¡ ÃÐËÇ‹Ò§¡ÒþԨÒóҢͧÈÒŶ֧ 37 ¤´Õ·Õè ÊÒÁÒöÃÇÁμÑǡѹμÔ´ ¡çÊÒÁÒö´íÒà¹Ô¹â¤Ã§¡Òà Boardroom | 23

Board Room 43 E.indd 23

12/28/15 14:41

ËÃ× Í Ã‹ Ç Á¡Ñ ¹ ÊÃŒ Ò §áç¡´´Ñ ¹ ãËŒ À Ò¤ÃÑ ° ÁÕ ¡ Òà »ÃѺ»Ãا¡ÒáíҡѺ´ÙáÅ¡Ô¨¡Ò÷Õè´Õ¢Öé¹ä´Œ 3. CG ·íÒãËŒ¡ÒúÃÔËÒøØáԨáÅСÒÃμÑé§ÃÒ¤Ò ÊÔ¹¤ŒÒÁÕ»ÃÐÊÔ·¸ÔÀÒ¾ÁÒ¡¢Öé¹ «Ö觨зíÒãËŒÅÙ¡¤ŒÒ áÅФً¤ŒÒ¾Íã¨áÅÐÍÂҡʹѺʹع¡ÒôíÒà¹Ô¹¡Òà à¾×èÍμ‹ÍμŒÒ¹¡Ò÷بÃÔμ¢Í§ºÃÔÉÑ·ÁÒ¡¢Öé¹ Erry ºÍ¡Ç‹Ò¡ÒèѴ¡Òû˜ÞËÒ¤ÍÃ Ã»Ñ ªÑ¹ ãˌ䴌¼Å¡ç¤×Í·Ø¡½†ÒÂμŒÍ§Ã‹ÇÁÁ×ÍËÇÁ㨡ѹ â´Â ੾ÒÐÀÒ¤àÍ¡ª¹·ÕèÁÕʋǹÊíÒ¤ÑÞÍ‹ҧÁÒ¡ «Öè§ ã¹á§‹¹Õé à¢ÒÂÍÁÃѺNjÒÍԹⴹÕà«ÕÂÂѧäÁ‹à¢ŒÁá¢ç§ ෋ҡѺä·Âà¾ÃÒÐÀÒ¤àÍ¡ª¹ã¹ÍԹⴹÕà«ÕÂÂѧÃÇÁ μÑǡѹäÁ‹μÔ´¨Ö§ÂѧäÁ‹à¡Ô´ Collective Action Ẻ CAC ¢Í§ä·Â áμ‹¨Ò¡¤ÇÒÁ»ÃзѺã¨ã¹¤ÇÒÁ á¢ç§¢Ñ¹¢Í§ÀÒ¤àÍ¡ª¹ä·Â·Õèà¢Òä´ŒàËç¹ Erry ºÍ¡Ç‹Ò¨Ð¹íÒẺÍ‹ҧ¢Í§ CAC 仾ÂÒÂÒÁ ¼ÅÑ¡´Ñ¹ãËŒà¡Ô´¢Öé¹ã¹»ÃÐà·ÈÍԹⴹÕà«ÕºŒÒ§

Anti-corruption experiences in Inodonesia At Thailand’s 6th National Conference on Collective Action against Corruption in mid-October, Boardroom had an opportunity to hear views and experiences regarding anti-corruption efforts in Indonesia from Mr. Erry Riyana Hardjapamekas, former First Commissioner of Corruption Eradication Commission (KPK), a state agency with similar roles and responsibilities to Thailand’s National Anti-Corruption Commission.

Although corruption situation in Indonesia may seem to be in a more severe condition than in Thailand, given that Indonesia scored 34 and ranked 107th in the 2014 Corruption Perception Index (CPI) while Thailand scored 38 and ranked 85th.

However, corruption problem in Indonesia is apparently on the clear path of improvement from the ranking of 133th in 2004 to 118th in 2012 and 114th in 2013. In contrary, Thailand’s ranking slipped from 64th in 2004 to 88th in 2012 and slid to 102nd in 2013. If Thailand cannot improve our corruption situation, Indonesian’s ranking could breach above Thailand’s in the not so far away future.

Despite challenges in various fronts, constant support from the public and the media kept the KPK strong. Followings are things that the KPK have done to gain back up from the people and the media:

Despite positive progresses in preventing and fighting corruption in Indonesia, the pace of improvement is considered to be rather slow, Erry said and added that the most important issue is the consist improvement that would create sustainable result. He compared the fight against corruption with a voyage that requires time and strong commitment while stressing that there is no magic pill to eradicate corruption all at once.

The improving trend of anti-corruption efforts in Indonesia is a result of several factors including seriousness of government leader, prevention and enforcement against corruption by KPK, bureaucratic reform, and the government services improvement. However, he admitted that a lot more need to be done because corruption is a deep-rooted problems and tackling such issue need step by step implementations. Erry noted that when it was not possible to deal with big issues, then less significant matters should be tackled to build up small scores.

2. The KPK meets regularly with media representatives and frequently seeks consultations from NGOs, academics, renowned experts in various fields. Moreover, the KPK also made regular appearance on all media platforms, including TV and radio, to educate the public about transparency as well communicate about what it has done, what it is going to do, what it failed to do, and the reasons that cause the successes or failures. Erry stressed that transparent communication is the most effective way to create public trust and faith in KPK’s actions.

According to Erry, the key obstacle in resolving corruption issues in Indonesia is strong resistance by corruptors. Frying big fish over there did not discourage others to avoid wrongdoing as they suppose to. Instead, those rotten fishes joined hands and retaliate at the KPK by exercising their political influences in the parliamentary level and legislation process. At present, there are more than 37 legal appeal cases, accusing the KPK for being too strict and that it was granted too much authority that it affect basic human rights etc. Members of Indonesian Parliament is now mulling to amend relevant laws to mitigate the KPK’s authority while there also are attempts by politicians to intervene the appointment process of KPK commissioners so that they can instill their own people into the KPK. These are real challenges for the KPK going forward.

1 Take all actions with true transparency.

When the KPK faces with over expectations by the public, it admits to the people that it cannot meet such high expectations. But on issues that can be done, it has to state clearly that it can be done and will be done so. The KPK must be able to explain to the public with total transparency everything that it chose to do or not to do.

Toward the end of the discussion, Erry shared three interesting tips for Thai business leaders about fighting corruption as follows: 1. Corporate Governance, or CG, is an inevitable trend for the future. Enhancing CG level will add more pressure for the government to catch up by improving public governance.

2. The private sector has all the required resources such as funds and a variety of CSR projects. It the private sector can join hands together, it could create a powerful driving force for the government to improve public governance.

3. CG will help boosting efficiencies in business administration and pricing of products, which will make both customers and trading counterparts satisfy and want to support the company’s anti-corruption activities.

Erry said all concerned parties must work hands in hands to uproot corruption and the private sector has a crucial role to play. On this front, he said the Thai private sector is stronger than that of Indonesia, which has yet to gather and form a collective action as did the Thai CAC. He is impressed with active anti-corruption movements of Thai private sector and said will use the CAC as a tangible example to push for similar initiative in Indonesia.

Boardroom | 24 Board Room 43 E.indd 24

12/28/15 11:09

เขมงวด จริงจัง นําไปใชจริง คุณสุปรียา มกรามณี

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absolutely accepted within the organization. Additionally, determination of clearly defined policies, based on the core principles of full honesty and responsible behavior by each and every Siemens’ Business Unit located around the world, is also important

Stringent, Real and Implementing in a Real Manner Ms. Supreeya Mokaramanee Senior Vice President and Chief Financial Officer, Siemens (Thailand) Co. Ltd.

In 2006, Siemens was negatively affected by a crisis of non-compliance with the applicable rules and regulations; whereby the event occurred because the Manager of its Division (which, at that time was one of Siemens’s key Business Units) was accused of paying bribes to a foreign business partner and to Government officials, in order to win a bid for a telecommunications procurement project.

After being accused, the German Attorney Office issued a warrant to search for documentary evidence to be used in the investigation of the alleged acts of corruption by Siemens; whereby the police undertook a search for the relevant documents at the company’s HO. The result of this case was that Siemens had to pay fines totaling approximately Euro 2,000 million This was the starting point of major reforms in the company’s operating procedures and ways in conducting its businesses, resulting in the company being one of the most transparent and strict companies to this day, as well as in being able to maintaining its leading business position. Ms. Supreeya Mokaramanee Senior Vice President and Chief Financial Officer at Siemens (Thailand) Co. Ltd. tells us and our readers how to take corrective actions and how Siemens was able to effectively regain its proud leading position once again.

Operating Guidelines Prior to the abovementioned incident, of course, Siemens already had in place rules and regulations together with guidelines for the overseeing their actual

compliance; but there were no stringent processes that ensured full and genuine compliance. Furthermore, Siemens lacked a consistent culture in being a leader, and also had insufficient communications from those in positions of authority.

Additionally, the company failed to punish wrongdoers or those who did not strictly comply with the established operational principles. Therefore, after the abovementioned crisis, there was a major change in the culture with regards to undertaking acts of corruption in conducting the various Siemens businesses; starting with an immediate and complete change of the top Management and the establishment of a new compliance system within every Siemens business organization located around the world.

For Siemens, “compliance” means more than a commitment to acting in full compliance with all laws as well as internal rules and regulations within the company; whereby it represents an important and fundamental basic element within Siemens relating to the overall conduct of its businesses and to any decisions being made, as well as a being a core component in operating our businesses in a fully honest manner.

2. Responsibility of Executives and Management at all levels within the organization - especially starting from the top-most Executives down to middle Management levels - that focuses on their duties and on being responsible for effectively managing ‘compliance’. Thus, this ‘tone form the top and the middle’ involves all Managers in promoting and supporting full compliance with all rules and regulations, is considered to be a key component of their managerial responsibilities. Additionally, each and every Manager is required to set clearly defined goals as well as to act as a positive role model.

3. Compliance system The program and procedures for acting with full compliance with established rules and regulations within Siemens are considered as operating guidelines for correct behavior in adhering to these laws, rules and business ethics, that need to be observed throughout the organization. This program and procedures clearly define the required behavior and ways to act for every Staff member. Siemens not only established a special unit specifically responsible for ensuring compliance with the relevant rules and regulations, but also determined a system for stringently monitoring and reviewing full compliance, by its Staff, with the program and procedures.

Key Factors in Successfully Fighting Corruption The 5 important key factors that enabled the company to successfully fight corruption are: 1. Communications from top Executives (or the “Tone from the top”) is an important starting point; whereby there must be a clear and concise rule or principle that giving bribes/undertaking any corrupt practices or not fully complying with established rules and regulations will not be

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4. Training Every Staff, including Management members at all levels, will receive training in regards to acting in compliance with the relevant rules and regulations as well as on anti-corruption policies, so as to achieve their full understanding and ensure that the Staff will act in a fully correct manner in accordance with the established rules and regulations. These training activities are undertaken on a regular and continuing basis - both in the form of Staff groups being trained and of individual online learning.

ternally and externally, as well as for Staff training. However, the overall benefits and gains realized will be worth more that the amount invested – such as creating a positive corporate reputation and reputation for the company, and enabling the company to avoid possible expenses in being fined or imposed with penalties as a result of not adhering to the relevant laws and regulations.

5. Communications will help Staff members to effectively act in accordance with established policies; whereby both Staff and Managers will be regularly informed, in a speedy manner, from new measures and associated relevant information relating to compliance, through the company’s intranet, emails and various printed media. Additionally, ongoing improvements are made to these various channels of communications. Such activities are part of the overall communications strategy relating to achieving compliance on a sustainable basis.

The primary objective of the CAC Project fully coincides with the already established anti-corruption policies of Siemens. This includes being invited to be a guest speaker to educate and give full understanding, to the Management and officials of Private Sector companies who have joined the CAC project, of the various measures, mechanism and operating guidelines for preventing corruption within the organization, as well as to share Siemens’ experiences. These are the main reasons for us joining and giving our full support to the CAC Project from the beginning up to the present time.

Additionally, the CAC Project has been well-accepted by many organizations – both in the Public and Private Sectors; whereby, by joining the Project, Siemens sees that various benefits should be realized for the Members companies – such as, establishing a positive creditability on the part of external parties and creating a positive corporate image, as well as receiving various special privileges from the Public Sector - like reduced corporate income tax or import duties for goods brought into the country, or the Public Sector specifying that only those companies, who have formal CAC Certification and CAC Membership, are able to participate in bidding for any major Public Sector investment projects (having a value of Baht 1,000 million or more).

A Key Obstacle For Siemens, at the initial stage their Staff did not clearly understand and fully accept the new rules and regulations; as well as they thought that the new procedures were too complicated and a waste of time and business opportunities, whereby their main competitors were able to make use of such opportunities while we were not able to do so. Therefore, active support from the Executives and Management group, together with communicating relevant information and full understanding to the Staff in regards to acting in full compliance with the established rules and regulations, was a matter of priority.

Additionally, initially, it may involve having higher expenses through undertaking such activities – whether it is for allocating people resources specifically responsible for ’compliance’ aspects, for promoting communications-related activities both in-

Reasons for joining the Thailand CAC Project

Preparing to join the CAC Project Siemens was already fully prepared to undertake anti-corruption activities – regardless of whether it is in terms of establishing relevant policies, rules and regulations or having operating guidelines in regards to overseeing full compliance. As such, not much further preparation was needed; whereby what was needed was to inform the Management of Siemens Thailand together with the Compliance Unit in Germany, so as to clarify the objectives and associate benefits in joining Thailand’s CAC Project. This was positively received and fully support by all parties.

How Can the Private Sector Participate?

Fighting and suppressing corruption is not only a Government problem, but also a problem for the both Private Sector and people in general. As such, solving this problem will only be achieved through relying on the actions and close cooperation from all involved parties, so as to create a more pervasive culture of transparency in politics as well as in jointly conducting businesses.

As for the Private Sector, who is in the position as the giver of bribes, we must all cooperate together and combine our strengths in declining to offer and to give bribes, as well as to establish a collaborative network of many companies, so as to create a driving force against corruption. This is in order to achieve full transparency and to put pressure on the Public Sector to change their behavior in requesting and accepting bribes at the same time. Therefore, close cooperation by Private Sector companies – such as the CAC project – will help to drive the eventual achievement of conducting businesses in a ‘clean’ manner and lacking in any corrupt practices. This will enable the creation of a more positive image for doing business in Thailand.

Nevertheless, achieving a complete lack of corruption in Thailand may be difficult to achieve or realize in the short term; but activities to reduce corruption should be undertaken in a tangible manner. We must all be attentive and endeavor to conducting our businesses on the basis of having full transparency and effective quality standards, as well as to acting in an equitable manner; and we must all collaborate together in forming an anticorruption network, through starting with our own respective organizations – as mentioned above.

Additionally, collaborating to promote instilling awareness and mindfulness, on the part of all personnel within the Business Units, in recognizing good morals, and to enhance their mindset in valuing honesty so as to be a good role model for Thai society should be one of the first things that should be done. This should be combined with promoting, supporting and rewarding those companies and organizations or people, who perform good deeds and are fully transparent, in order to give moral support to such organizations and people; as well as with determining various measures to punish those wrongdoers, which will result in having in place effective rules and laws together with enhancing various ongoing effective mechanisms for punishing them.

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สังคมดีเริ่มที่ตัวเรา คุณบุญชัย ปณฑุรอัมพร

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Good society begins with us Mr. Bunchai Punturaumporn

Chief Executive Officer Sabina Fareast Public Company Limited

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พัฒนาคุณภาพของสินคาหนึ่งใน กลยุทธตอตานการทุจริตคอรรัปชั่น

Another company of interest that the Boardroom has interviewed is Sabina Fareast Public Company Limited with Mr. Bunchai Punturaumporn as the CEO together with his top Management team Mr. Prawit Toemwiriyakun, IT Department Manager, and Mr. Somkid Pardungkiattisak, Accounting and Finance Director, who told us that the start of this project was when the organization’s leader, Mr. Bunchai, determined and announced the policy to the Management team that the company would join the Private Sector Collective Coalition Against Corruption (or CAC). This is so that the company can become an active participant in solving the national social problem of corruption in Thailand. Mr. Bunchai added that he wanted to play a small part within Thai society, through participating in this positive initiative - beginning with himself and then the company (with approximately 4,000 staff) together with its network of business partners and other involved parties,.

μÑÇÍ‹ҧ˹Ö觢ͧÀÒ¤»¯ÔºÑμÔ㹡ÒÃμ‹Í μŒ Ò¹¡Ò÷ب ÃÔμ ¤Íà ÃÑ» ªÑè ¹¤× Í àÁ×èÍ«ÒºÕ¹‹Ò¨ÐμŒ Í§ ¢ÂÒ¸ØáԨä»Âѧ»ÃÐà·Èà¾×è͹ºŒÒ¹ àÁ×èÍÁÕ¡Òà àÃÕ¡ÃѺÊÔ¹º¹ÊÔ觷ÕèºÃÔÉÑ··íÒ¤×ÍàÅ×Í¡·Õè¨ÐäÁ‹¨‹Ò From policy to actual practice Sabina stated that the company áμ‹¹í Ò§º»ÃÐÁÒ³¹Ñé ¹ä»ãªŒã¹¡ÒþѲ¹ÒÊÔ¹¤ŒÒ received formal CAC Certification and áÅзíÒ¡ÒÃμÅҴ㹡ÒÃÊÌҧáºÃ¹´ ·íÒãËŒÅÙ¡¤ŒÒ Membership last July 2015, and telling us ã¹»ÃÐà·È¹Ñé¹àÃÕ¡Ìͧ·Õè¨ÐãËŒÁÕáºÃ¹´ «ÒºÕ¹‹Ò about the process in achieving this status ࢌÒ仢ÒÂã¹ËŒÒ§ÊÃþÊÔ¹¤ŒÒ «Öè§ã¹·ÕèÊØ´«ÒºÕ¹‹Ò that started with Mr. Bunchai stressing ¡çÊÒÁÒöࢌÒ仢ÒÂä´Œâ´ÂäÁ‹μŒÍ§¨‹Ò¤‹ÒÊÔ¹º¹ the great importance of this matter and ËÃ×Í㹡ÒâÂÒ§ҹ·ÕèμÔ´¢Ñ´à¹×èͧ¨Ò¡¡Ò÷ÕèäÁ‹μÔ´ receiving concurrence from the Board of ÊÔ¹º¹ ·Ò§«ÒºÕ¹‹ÒËÒ·Ò§·Õè¨ÐËÅÕ¡àÅÕè§â´Â¡Òà Directors to join the CAC Project. This then 㪌·ÃѾÂҡ÷ÕèÁÕÍÂÙ‹ ઋ¹ ËÒ¡¢ÂÒÂâç§Ò¹äÁ‹ä´Œ resulted in the announcement of this poltogether with the establishment of the ¡çμŒÍ§à¾ÔèÁ¡Ð áÅШ‹Ò¤‹ÒŋǧàÇÅÒãËŒ¡Ñº¾¹Ñ¡§Ò¹ icy working Committee, comprising of repre໚¹μŒ¹ sentatives from all Departments within the ·Ñ駹Õé¤Ø³ºØުѷÔ駷ŒÒÂÇ‹Ò¼ÙŒ¹íÒ»ÃÐà·È áÅÐÀÒ¤ÃÑ°¨ÐμŒÍ§ÁÕʋǹ㹡ÒÃᡌ䢻˜ÞËÒáÅРóç¤ àÃ×èͧ¹ÕéÍ‹ҧ¨ÃÔ§¨Ñ§ ¤ÇÃÁÕ¡¯ËÁÒ·ÕèࢌÁ á¢ç§·Õèŧâ·É·Ñ駼ٌãËŒáÅмٌÃѺ ¤Ø³ºØÞªÑÂàËç¹Ç‹Ò ËÅÒÂÍØμÊÒË¡ÃÃÁÂÒ¡·Õè¨ÐÁÒࢌÒËÇÁâ¤Ã§¡Òà 䴌 à¹×èͧ¨Ò¡¸ØáԨÂѧ¨ÐμŒÍ§¾Ö觾ԧà§Ô¹¨Ò¡ÀÒ¤ÃÑ° ໚¹Ê‹Ç¹ãËÞ‹ «Öè§ËÒ¡ÀÒ¤ÃÑ°äÁ‹»ÃÒº»ÃÒÁàÃ×èͧ ¹ÕéÍ‹ҧ¨ÃÔ§¨Ñ§¡çÂÒ¡·ÕèàÁ×ͧä·Â¨Ð»ÃÒȨҡ¡Òà ·Ø¨ÃÔμ¤Íà ÃѺªÑè¹

company – especially those Departments that had a high risk of corruption – in order tto brainstorm and determine the associated operating guidelines and procedures for its implementation throughout the organization.

Once this phase was concluded, the operating guidelines and procedures were implemented and put into practice, which the Management group then communicated and informed to all Staff members through various training sessions so

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as to ensure they were fully understood.

All Staff members were also required to complete an assessment and evaluation exercise, in order to measure the extent of their understanding; whereby if they did not ‘pass’, then they had to redo the assessment exercise. Additionally, various other forms of communications were used to disseminate the policy and associated procedures – such as, announcements posted on the PR bulletin boards as well as company newsletters that were sent to the company’s employees working in the various department stores or retail outlets, so as to ensure that all Staff members have a correct and complete understanding accordingly.

The key indicators of the effectiveness of this project is that, thereafter, many requests, complaints and suggestions were received through the available channels of communications, resulting in many of them having been rectified and actioned. These inputs even included confessions by some Staff members that they were in the process of committing acts of corruption. Furthermore, not only was this important matter communicated internally to all its Staff, Sabina also communicated with external parties – such as, business partners – in order to enquire about their respective policy and procedures on the issue, as well as to invite them to join in the CAC Project.

Successes and obstacles in fighting corruption Sabina sees that achieving success in fighting corruption is when people within the organization actually undertake and implement the established anti-corruption practices and procedures, rather than only just defining and establishing the associated policies, through having actual cases of those committing acts of corruption being punished. Another aspect is the establishment of a culture that the Staff should ‘feel that this is their home’, which they must all help look after. As for the obstacles in fighting corruption, it is the people’s mindset; whereby the Management group needs to change the mindset of the Staff to view that ‘the overall greater good’ in more important than the individual personal benefits.

After undertaking this project for a period of time, the Company was able to measure the level of achievement through the number of various inputs and information received through the established channels of communications for send-

ing requests or complaints, which, once the Management group became aware of these requests and complaints, appropriate actions were taken accordingly.

Mr. Bunchai stated that when the Staff all collaborated with each other, overall overhead expenses were reduced. This was because many Staff members submitted confidential information about various ongoing acts of corruption, that resulted in plugging up the previous unnecessary expenses within the organization.

(Note: When the Boardroom team visited the Company for this interview session, we saw a Company bulletin announcing the termination of employment by the Company of a certain Staff member, due to that person having committed acts of corruption in discharging his/her duties.

As such, this is a real life evidence of the genuine intent, by the Company, in implementing its anti-corruption policy and practices.

Developing the quality of its products is one of the strategies in fighting corruption.

Another real life example of the Company actually implementing its anticorruption policy and practices was the incident relating to Sabina having to expand its business operations into a neighbouring country. When the Company was asked to pay a bribe, the Company chose not to do so. Rather, instead it used the equivalent amount of money towards developing and improving its products as

well as for marketing campaigns to further promote it brand name. This resulted in its customers, in that country, demanding that Sabina import its products for sales in local Department Stores, which the eventually saw Sabina products entering into this new market without having to submit to paying any bribes. Further, in other incidents where Sabina wanted to expand its business and faced various obstacles by being asked to pay bribes, the Company decided to find alternative ways to achieve its goals, through making use of available resources so as to avoid pay bribes – such as, if it cannot expand its production facilities, it added more production shifts and paid overtime to its Staff instead.

As such, Mr Bunchai added, at the end of the interview, that the country’s leaders and leaders in the Public sector also need to genuinely participate in as well as actively campaign to promote solving this national issue. There should be strict laws to punish wrongdoers, who give and receive bribes. Mr. Bunchai sees that many industry sectors want to join this Project, because some business still largely depend upon and need public investments by the Government; and if the Government does not aggressively stamp out such corrupt practices, then it would be difficult for Thailand to be really rid of corruption.

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ความรวมมือ

คือ พลังสําคัญ คุณศุภเดช พูนพิพัฒน

ประธานกรรมการบริหาร บริษัท ทุนธนชาต จํากัด (มหาชน)

กลุมธนชาต เปนหนึ่งในกลุมบริษัทที่เขารวมโครงการ CAC ที่มีความ นาสนใจเพราะใชเวลาไมนานในการเขารวมและผานการรับรองฯ จาก CAC Boardroom ฉบับนี้ ไดนําแนวทางการดําเนินงาน และเคล็ดลับที่นาสนใจใน การรวมตอตานการทุจริตมาบอกเลาใหทานผูอานไดรับทราบ ผานวิสัยทัศน ของหัวเรือใหญอยาง คุณศุภเดช พูนพิพัฒน ประธานกรรมการบริหาร บริษัท ทุนธนชาต จํากัด (มหาชน)

การตอตานการทุจริตในองคกร

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¡Òôí Ò à¹Ô ¹ ¤´Õ μ ÒÁ¡®ËÁÒ·Õè Å‹ Ò ªŒ Ò à»š ¹ μŒ ¹ Í‹ҧäáç´Õ ¤ÇÒÁËÇÁÁ×͡ѹ¢Í§·Ø¡ÀÒ¤ áμ‹ Êí Ò ËÃÑ º ÀÒ¤àÍ¡ª¹¹Ñé ¹ ¤ÇÒÁäÁ‹ ÁØ‹ § ÁÑè ¹ áÅРʋǹäÁ‹Ç‹Ò¨Ð໚¹ÃдѺºØ¤¤Å ËÃ×ÍÃдѺͧ¤ ¡Ã ªÑ´à¨¹ã¹ËÅÑ¡¡ÒôíÒà¹Ô¹¸ØáԨ·Õè໚¹¸ÃÃÁáÅÐ ¨Ðª‹ÇÂãËŒà¡Ô´¡ÒÃà»ÅÕè¹á»Å§·Õè໚¹»ÃÐ⪹ μ‹ÍʋǹÃÇÁ (National Interest) ¡ÒÃÍÒÈÑÂãËŒ â»Ã‹§ãʤ×ÍÍØ»ÊÃäÊíÒ¤ÑÞ·ÕèμŒÍ§ä´ŒÃѺ¡ÒÃá¡Œä¢ ã¤Ã¤¹ã´¤¹Ë¹Öè§à»š¹¼ÙŒá¡Œä¢¹Ñé¹Â‹ÍÁ·íÒÁÔä´Œ áμ‹ การเตรียมการเขารวมโครงการ μŒÍ§ÍÒÈѤÇÒÁËÇÁÁ×͡ѹ à¾×èÍ໚¹¡ÒáÃШÒ àÃÔè Á μŒ ¹ ¨Ò¡¡ÒÃ¨Ñ ´ μÑé § ¤³Ð·í Ò §Ò¹«Öè § ¤ÇÒÁÃѺ¼Ô´ªÍºμ‹Í¡ÒÃà»ÅÕè¹á»Å§·ÕèÁÕ໇ÒËÁÒ »ÃСͺ´Œ Ç ÂÁÕ μÑ Ç á·¹¨Ò¡Ë¹‹ Ç Â§Ò¹μ‹ Ò §æ·Õè à´ÕÂǡѹ ¹Ñ蹡ç¤×Í ¡ÒÃᡌ䢻˜ÞËÒ¡Ò÷بÃÔμ ¤Ãͺ¤ÅØ Á ¡Òôí Ò à¹Ô ¹ ¡ÒÃ·Ø ¡ ´Œ Ò ¹·Õè à ¡Õè  ǢŒ Í § ¤Íà ÃÑ»ªÑ¹ «Öè§à»š¹»˜ÞËÒàªÔ§Ãкº ´Ñ§¹Ñé¹ ¤ÇÒÁ ã¹àÃ×èͧ¹Õé 䴌ᡋ ÊíҹѡàŢҹءÒÃͧ¤ ¡Ã §Ò¹ ËÇÁÁ×͡ѹ¢Í§ÀÒ¤àÍ¡ª¹ä·Â¨Ö§à»š¹·Ò§ÍÍ¡·Õè ºÃÔËÒäÇÒÁàÊÕè§ §Ò¹μÃǨÊͺÀÒÂã¹ §Ò¹ Êí Ò ¤Ñ Þ ·Õè ¨ Ð໚ ¹ μÑ Ç ¼ÅÑ ¡ ´Ñ ¹ãËŒ à ¡Ô ´ ¾ÄμÔ ¡ ÃÃÁμ‹ Í ¡íҡѺ¡®ÃÐàºÕºáÅТŒÍºÑ§¤Ñº §Ò¹·ÃѾÂÒ¡Ã μŒÒ¹ ËÃ×Í»¯Ôàʸ¡ÒäÍà ÃÑ»ªÑ¹ã¹·Ø¡ÃٻẺ ºØ¤¤Å¡ÅÒ§ §Ò¹¾Ñ²¹ÒÃкºáÅСÃкǹ¡Òà ·ŒÒÂÊØ´ ¤Ø³ÈØÀപ䴌½Ò¡Ç‹ÒÀÒ¤ÃÑ°¤Çà ·íÒ§Ò¹ §Ò¹Ê×èÍÊÒÃ/ºÃÔËÒÃáºÃ¹´ ÃÇÁ·Ñé§ ºÃÔÉÑ·ã¹à¤Ã×Í â´ÂãËŒ½†Ò¡íҡѺ¡®ÃÐàºÕºáÅÐ áÊ´§º·ºÒ·¤ÇÒÁ໚¹¼ÙŒ¹íÒã¹àÃ×èͧ¡ÒÃμ‹ÍμŒÒ¹ ¢ŒÍºÑ§¤Ñºà»š¹à¨ŒÒÀҾ㹡ÒôíÒà¹Ô¹§Ò¹à»š¹μŒ¹ ¡Ò÷بÃÔμ¤Íà ÃÑ»ªÑ¹Í‹ҧ¨ÃÔ§¨Ñ§ à¾×èÍãËŒà¡Ô´¡Òà à¾×èÍËÇÁ¡Ñ¹¾Ô¨ÒóÒáÅСíÒ˹´á¼¹´íÒà¹Ô¹§Ò¹ »®ÔÃÙ»ÃкºÃÒª¡ÒÃáÅСÃкǹ¡Ò÷íÒ§Ò¹¢Í§ 㹡ÒþԨÒóҹâºÒ ÁÒμáÒà ÃÐàºÕº ÀÒ¤ÃÑ° ã¹Ê‹Ç¹ÀÒ¤àÍ¡ª¹ ¡çμŒÍ§Ã‹ÇÁÁ×Í¡Ñ¹à¢ŒÒ ·Õèà¡ÕèÂÇ¢ŒÍ§μ‹Ò§æ áÅСÒû¯ÔºÑμÔμÒÁࡳ± ËÇÁ໚¹ÀÒ¤Õ㹡ÒüÅÑ¡´Ñ¹ãËŒà¡Ô´¡ÒÃμ‹ÍμŒÒ¹¡Òà »ÃСͺ¡Ñº »ÃÐàÁÔ¹à¡ÕèÂǡѺÁÒμáÒÃμ‹ÍμŒÒ¹¡ÒäÍà ÃÑ»ªÑ¹ ·Ø¨ÃÔμ¤Íà ÃÑ»ªÑ¹·Õè໚¹ÃÙ»¸ÃÃÁ ¢Í§â¤Ã§¡Òà CAC ÃÇÁ 71 ¢ŒÍ à¾×èÍ¢ÍࢌÒÃѺ μŒÍ§ÁÕ¡®ËÁÒ·Õè¡íÒ˹´¡Òû¯ÔºÑμÔáÅСíÒ˹´ ¡ÒÃÃѺÃͧ¡ÒÃ໚¹ÊÁÒªÔ¡â¤Ã§¡Òà CAC â´Â â·ÉÍ‹ҧªÑ´à¨¹ áÅзÕèÊíÒ¤ÑÞμŒÍ§ÁÕ¢Ñé¹μ͹¡Òà ¼‹Ò¹¡ÒþԨÒóҡÅÑ蹡ÃͧáÅÐ͹ØÁÑμÔâ´Â¤³Ð μÃǨÊͺ áÅСÒôíÒà¹Ô¹¤´Õ·ÕèÃÇ´àÃçÇ ·ŒÒÂÊØ´ ¡ÃÃÁ¡ÒúÃÔ ÉÑ · áÅФ³Ð¡ÃÃÁ¡ÒÃμÃǨÊͺ ໚¹àÃ×èͧ¢Í§¡ÒûÅÙ¡¨ÔμÊíÒ¹Ö¡ãËŒ¡Ñº¤¹ä·Â·Ø¡ μÒÁÅíҴѺ ¤Çº¤Ù‹ä»¾ÃŒÍÁ¡Ñº¡ÒÃÊ×èÍÊÒà áÅÐ ¤¹à¾×èÍãËŒà¡Ô´à»š¹ÇѲ¹¸ÃÃÁ¢Í§»ÃÐà·È«Ö觷íÒãËŒ ½ƒ¡ÍºÃÁ ¡ÃÃÁ¡ÒüٌºÃÔËÒÃáÅо¹Ñ¡§Ò¹ à¾×èÍ »ÃÐà·È¢Í§àÃÒàμÔºâμ䴌͋ҧÂÑè§Â×¹ ¶ŒÒ·Ø¡½†Ò ãˌࢌÒ㨠áÅÐμÃÐ˹ѡ¶Ö§¤ÇÒÁÊíÒ¤ÑÞã¹àÃ×èͧ¡Òà ËÇÁÁ×͡ѹÍ‹ҧ໚¹ÃÙ»¸ÃÃÁ ÁØ‹§ÁÑè¹ ¨ÃÔ§¨Ñ§áÅÐ μ‹ÍμŒÒ¹¡Ò÷بÃÔμ¤Íà ÃÑ»ªÑ¹ Í‹ҧ¨ÃÔ§¨Ñ§áÅÐμ‹Í μ‹Íà¹×èͧ ¡Ò÷بÃÔμ¤Íà ÃÑ»ªÑ¹¡ç¨Ð¤‹ÍÂæ ËÁ´ä» ¨Ò¡»ÃÐà·È¢Í§àÃÒ à¹×èͧ

Close Cooperation is an Important Driving Force Mr. Suphadej Poonpipat Chief Executive Officer, Thanachart Capital Pcl. The Thanachart Group of Companies is one of the companies that joined the CAC Project and is of interest, since the Group did not take long in deciding to join and in receiving formal CAC Certification. This issue of the Boardroom presents, to our readers, both guidelines and some interesting operational tips regarding close cooperation and collaboration in fighting corruption, through an interview with and receiving insights into the vision of its long time executive leader, Mr. Suphadej Poonpipat, CEO of Thanachart Cpaital Pcl.

Fighting corruption within the organization During the past 30 years, the Thanachart Group of Companies has always held steadfastly onto the principles of conducting its businesses in an equitable and fully transparent manner, together with having in place an effective system of internal controls and internal audit procedures. Everyone at all levels of the organization – from Broad Directors, the Management group to all Staff members - have always recognized and discharged their duties with full awareness of this key responsibility, as well as have not accepted any form or acts of corruption, whether direct or indirect. As such, all Companies within the Thanachart Group are required to have in place various oversight measures to ensure that full adherence to this key corporate commitment, together with the necessary assistance and support to facilitate all Staff members in discharging their duties within the required legal and regulatory framework; whereby this core business ethics has evolved to become a strong corporate culture within the organization.

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Given that the Thanachart Group recognizes that corruption will have negative and adverse results, which will be a major obstacle to the further economic and social development of the country as well as its competitive capabilities; whereby this eventually resulted in the establishment of the Private Sector Collective Coalition Against Corruption. The Thanachart Group sees that this initiative will enable our country to develop both its economy and society, and its ability to effectively compete on the world stage; and, therefore, as part of the Private Sector, decided to join the CAC project in order to be a driving force in helping the Project to achieve its targeted objectives in a tangible manner. The Thanachart Group also decided to obtain formal CAC Certification and CAC Membership status so as to help fight corruption; and, in 2014 – 2015, all 12 Companies within the Thanachart Group received formal CAC Certification and CAC Membership.

on instilling good morals and righteousness, so as to achieve positive awareness, on a continuous basis, on the part of its Staff, as well as to enable its Staff to have an overall happy well-being and life.

As such, Mr. Suphadej sees that the main obstacle in the fight against corruption, that will result in a failure to achieve its intended goals, comes from external factors – such as political benefits or the lack of stringent enforcement of the various relevant laws and regulations in regards to the imposing strict punishments on wrongdoers who commit acts of corruption – namely, both the giver and receiver of any improper benefits and bribes – together with the lengthy legal process in accordance with the established laws.

However, the key obstacle within the Private Sector, that must be corrected, is the lack of commitment and full clarity of the principles in conducting business in an equitable and fully transparent manner.

Important factors in fighting corruption Firstly, based on the core principle of conducting its businesses in an equitable manner on the part of its Board Directors, the Management group, and Staff - which has been handed down from one generation of to the next until it has evolved to become an integral part of its strong core corporate culture, it has resulted in everyone within the organization to discharge their duties in an equitable and fully responsible manner.

Secondly, the organization had determined its core policies and regulations in conducting its businesses, so that all its Board Directors, Management and Staff have clearly defined operating guidelines together with an effective system of internal controls, reports and audits, that serve to promote and support the Staff within the Thanachart Group to undertake their responsibilities in a clearer manner. Additionally, importance is given to internal communications, so that everyone within the organization is made aware of and fully recognizes the importance of fighting corruption, together with to the development of its people on a continuous basis.

This is done through undertaking various training courses for both new and existing Staff members and making use of technology by offering E-learning training tools.

Furthermore, the Group also holds 1-day religious teachings courses so as to ‘format the mind, delete emotions’, that focus

Preparing to join the CAC project Starting with establishing a Working Committee, consisting of representatives from various Business Units that covers all the aspects of the business operations involved with this issue - namely, the Office of the Corporate Secretary of the organization, the Risk Management Unit, the Internal Audit Unit, the Rules and Regulations Compliance Oversight Unit, the Central Human Resources Management Unit, the Operating Systems & Procedures Development Unit, and the Corporate Communications/Brand Management Unit as well as all the various Companies in the Group; whereby the Rules and Regulations Compliance Oversight Unit acts as the leader in this Committee, that considers and determines associated operating activities plans, policies, measures and regulations and also actual compliance to

(71) anti-corruption practices evaluation criteria established by the CAC and used in the formal CAC Certification process.

This is so that, after being reviewed and endorsed by the Audit Committee and the Board of Directors respectively, an application is submitted for assessment in being given formal CAC Certification and CAC Membership, together with undertaking internal communications and training for all Board Directors, the Management group, and the Staff, so as to ensure full understanding and recognition of the importance of fighting corruption in an active and continuous manner.

Nevertheless, close cooperation from every party – regardless of whether it is at the personal or organizational wide level – will help to create positive changes towards the overall national interest. Reliance on any particular person or party will not be enough, but rather reliance on full cooperation from all parties is needed, in order to distribute the responsibilities for achieving such changes that all have the same primary objective – namely, to solve the issue of corruption, which is a systemic problem. Therefore, close cooperation among those in the Thai Private Sector is a primary path towards actively driving the creation of anti-corruption behavior or towards the non-acceptance of corruption in any form.

Finally, Mr. Suphadej, left us with the idea that the Public Sector should take the role of the leader in genuinely and actively fighting corruption, so as to achieve real reforms within the Civil Service as well as the working procedures within the Public Sector. While at the same time, the Private Sector needs to cooperate in joining the fight against corruption in a tangible manner; as well as there must be laws that enforce actual compliance together with clearly established punishment or penalties being actual imposed on wrongdoers. And most importantly, there must be monitoring procedures and speedy legal prosecution. Lastly, it is a matter of creating self-awareness and mindfulness on the part of all Thais so as to establish a positive nationwide culture in this matter, which will then enable the country to develop on a sustainable basis. As such, if all parties closely cooperate in a real and tangible manner as well as in a consistent, genuine and continuous manner, then corruption will slowly but eventually disappear from our country.

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Anti-Corruption Update

รายงานความกาวหนา ระหวางเดือน พฤศจิกายน-ธันวาคม 2558

แนวรวมปฏิบัติ (Collective Action Coalition)

ของภาคเอกชนไทยในการตอตานการทุจริต

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áÅФÇÒÁμ‹Íà¹×èͧ áμ‹ÀÒ¤àÍ¡ª¹¢Í§ ÁÒàÅà«Õ  áÁŒ ¨ ÐÁÕ ¡ ÒèѴ μÑé§â¤Ã§¡ÒÃã¹ÅÑ¡ ɳРà´ÕÂǡѺ CAC ¢Í§ä·Â áμ‹¡ÅѺäÁ‹ÁÕ¤ÇÒÁ¤×º ˹ŒÒã´æ ºÃÔÉÑ·¢Í§ÁÒàÅà«Õ¡NjҾѹáË‹§·ÕèÁÒŧ »ÃСÒÈà¨μ¹ÒÃÁ³ μ‹ Ò §ÁÒà«ç ¹ áÅŒ Ç ¡ç ¡ ÅÑ º ºŒ Ò ¹ ¾ÃŒÍÁÀÒ¾¶‹Ò»ÃЪÒÊÑÁ¾Ñ¹¸ ÀÒ¾Åѡɳ ·Õè´Õ¢Í§ μ¹àͧáμ‹äÁ‹ÁÕ¼ÅÅѾ¸ ã´æ·ÕèªÑ´à¨¹àÅ ´ŒÇÂàËμØ ¹Õ餳зíÒ§Ò¹´Ñ§¡Å‹ÒǨ֧ʹ㨷Õè¨ÐÁÒËÒ¢ŒÍà·ç¨ ¨ÃԧNjҷíÒäÁâ¤Ã§¡ÒÃá¹ÇËÇÁ»¯ÔºÑμÔϢͧä·Â¨Ö§ ÁÕºÃÔÉÑ·àÍ¡ª¹ãËŒ¤ÇÒÁʹã¨áÅÐËÇÁŧÁ×Í»¯ÔºÑμÔ ¡Ñ¹Í‹ҧ¨ÃÔ§¨Ñ§ â´ÂࢌҾº ».».ª. ¡.Å.μ. ͧ¤ ¡Ã μ‹ÍμŒÒ¹¤Íà ÃÑ»ªÑ¹ ¼ÙŒá·¹¸¹Ò¤ÒáÊÔ¡Ãä·Â SCG áÅÐ IOD àÃ×Íè §·ÕÊè èÕ ã¹»‚ 2559 à¾×Íè ÊÌҧ¤ÇÒÁࢌÒ㨠à¡ÕèÂǡѺâ¤Ã§¡Òà CAC ÃÇÁ·Ñé§Ê×èÍÊÒÃá¼¹¡Òà ¢Í§â¤Ã§¡ÒÃãˌࢌҶ֧¼ÙŒºÃÔËÒÃÃдѺÊÙ§¢Í§ºÃÔÉÑ· ÁÒ¡ÂÔ觢Öé¹ CAC ¨Ö§ÇҧἹ¨Ð¨Ñ´¡ÒúÃÃÂÒ ÊÃØ»ãËŒºÃÔÉ·Ñ ä´Œà¢ŒÒ¿˜§·Ø¡æäμÃÁÒÊ á·¹¡ÒÃà´Ô¹ÊÒ 仺ÃÃÂÒ·ÕÅкÃÔÉÑ· ÊØ´·ŒÒ¹Õé ¨íҹǹºÃÔÉÑ··ÕèÁÒËÇÁ»ÃСÒÈ à¨μ¹ÒÃÁ³ à¾ÔèÁ¢Öé¹ÍÕ¡ 15 ºÃÔÉÑ· ·íÒãËŒ¨íҹǹ ºÃÔÉÑ·»ÃСÒÈà¨μ¹ÒÃÁ³ ÃÇÁ໚¹ 536 ºÃÔÉÑ· áÅÐÁÕºÃÔÉÑ··Õ輋ҹ¡ÒÃÃѺÃͧáÅŒÇ 133 ºÃÔÉÑ· ËÒ¡ÁÕ¢ŒÍʧÊÑÂËÃ×ÍμŒÍ§¡Ò÷ÃÒº¢ŒÍÁÙÅ à¡ÕèÂǡѺâ¤Ã§¡Òà CAC à¾ÔèÁàμÔÁ ¡ÃسÒμÔ´μ‹Í¤Ø³ ¹Ô¸Ô´Å ¾Ñ²¹μÃСÙÅÊØ¢ 02-955-1155 μ‹Í 400 ËÃ×Í ´ÙÃÒÂÅÐàÍÕ´ ä´Œ·Õè www.thai-iod.com ËÃ×Í www.thai-cac.com ...............................................

Progress Report: Nov - Dec 2015

Thai Private Sector Collective Action Coalition against Corruption: CAC The last and yearend Progress Report for 2015 regarding then Thai Private Sector Collective Coalition against Corruption (CAC) Project covers the various planned as well as unplanned activities undertaken during the year, which can be summarized as follows: • 1. The Ethical Leadership Program (ELP 2/2558) training course, held on November 27, 2015, was honored to host 26 senior executives, one of whom was Dr. Prasarn Trairatvorakul, who stated his view that this training course should be recommended for Civil servants in senior executive positions to attend together with senior executives within the Private Sector. This is so that both groups can achieve a clearer exchange of ideas and points of views, as well as because close cooperation between these 2 groups are needed to effectively solve the associated problems.

Additionally, there is a new training course being developed – namely, the Independent Observers of the Integrity Pact Course (Classes 1 to 4), which resulted from the agreement to establish the ‘Integrity Pact’ relating to public investment projects, that will w be available for those persons selected to be ‘Independent Observers selec (IOs)’, (IOs) who have no vested interests in or who do d not hold any positions as a Board Director Direc or part of the Management group of those companies involved in the th procurement bidding process or in being procu a Joint Join Venture Party and contractual party in any an Public Sector projects. As such, these IO’s will act as the independent third party, in observing and monitoring each key progress milestones of such major investment projects from the their start to inves their completion; whereby there are 3 key duties dutie and responsibilities; namely: 1) Reviewing and monitoring important and Revie relevant releva project-related information so as

to ensure full transparency as well as lack of any hidden agenda in its implementation; 2) Research and verify details relating to any project-related information, in order to ensure and guarantee full clarity of such information so that all those involved in the project will be confident of the complete transparency of the project; and 3) Report on as well as be responsible for full disclosures, to the public media, of all relevant details and actual facts found from undertaking this duty.

Currently, the Government wants to increase the total number of procurement activities relating to such major public projects that will make use of this ‘Integrity Pact’ process, resulting in the need for more IO’s (combined with the fact that there is a need for at least 3 IO’s for each project so as to ensure full independence); as well as, in the future, the requirement for IO involvement in the monitoring and reviewing mechanisms relating to the progress of each public project will be specified in the new Public Procurement Act. It is now apparent that, from now on, it will not be easy to convince people that a project is transparent by only just announcing or advertising that it is so; but, rather, actual proof will need to be given, through including such public projects that involve major investment from public funds or possibly that have major environmental impacts, into the required ‘Integrity Pact’ monitoring processes so that the general public, as a whole, will be made aware of all the relevant information.

• 2. The Board of the NACC has established a Sub-Committee responsible for determining detailed operating guidelines for Section 123/5 of the national Constitution in regard to the prevention and suppression of corruption – as amended on November 3, 2015. In summary, the significant points

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of law regarding this Section that have a direct impact on private companies is the requirement that they have in place effective internal procedures in preventing payment of bribes as well as in preventing any member of their Management from being involved in any acts of corruption. This law has clearly resulted in an increase in the overhead costs for companies. As such, those companies failing to implement such procedures to prevent payment of bribes or corrupt actions, on the part of their Staff and employees, will be punished and fined based on the overall amount and benefits received by the company; whereby there is no top limit for such imposed fines that will be based on global and internationally accepted practices in the event that a company (a) ignores or turns a blind eye to any acts corruption in order to just gain financially from public sector projects, or (b) pays bribes in order to benefit from speedier business-related processes and procedures and to hinder other parties, or (3) pays bribes to mitigate any illegal wrongdoings, on their part.

These 3 main thoughtless and careless acts of corruption by those companies, accustomed to paying bribes in order to operate their businesses, will soon become legally blocked; whereby if these companies come to their senses, they still have time to reassess such a corrupt business vision, since the NACC together with the CAC and through this Sub-Committee has made use of the CAC’s a self-evaluation form to determine a starting point in determining a new operating framework that will not be of too much burden for private companies - although it is also not that relaxed in terms of its requirements.

As such, details in determining the selfevaluation process is still being finalized, through studying and comparing details as well as listening to various suggestions and inputs from private companies, which is expected to be completed within 2016.

as much. There are more than1,000 Malaysian companies having declared their anti-corruption intent; but all there has been are PR photos promoting and showing photos of various companies having registered and declared their anticorruption stance without much further and clearly achieved outcomes of any substance thereafter. As such, the abovementioned Working Committee was very much interested to visit and see what is actually happening here as well as to assess why Thailand’s CAC Project has attracted considerable attention from Thai companies and have implemented concrete policies and practices. They met with the NACC, SEC, the CAC office itself, and also representatives from the K-Bank, SCG Group and the IOD.

• Finally, an additional total of 15 companies have joined in declaring their anti-corruption intent and stance, resulting in now a cumulative total of 568 companies now having declared such an intent. While, to date, there is now a total of 133 companies that have received formal CAC Certification.

Should there be any enquiries or requests from further information regarding the CC Project, please kindly contact Mr. Nithidol Pattanatrakulsook at the IOD at Tel. 02 955 1155 Extn 400; or you can access further details directly at these related websites: www.thai-iod.com or www.thai-cac.com ...............................................

Collective Action Coalition • 4. During 2016, so as to promote increased understanding about the CAC Project as well as to communicate the ongoing planned activities for the CAC project during the coming year, and to further extend its reach into the top Management of more companies, the CAC Project office plans to hold quarterly seminars to present to various companies, at one time, an overview of the CAC’s Project and associated progress. This is instead of undertaking several road shows to present to companies on an individual basis.

• 3. The Working Committee of the Malaysian Government’s Anti-Corruption Unit visited Bangkok to meet and study Thailand’s CAC Project; whereby its CPI ranking is 50 (and better than Thailand’s CPI), due to the active and genuine anticorruption practices on the part of the Malaysian Government that is relatively more stable and continuous than Thailand.

However, Malaysia’s Private Sector established anti-corruption project similar to Thailand’s CAC, which has not progressed

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Two Prestigious Global Awards: An Affirmation of Banpu’s Sustainable Development Achievement on the Path to “The Asian Face of Energy”

Banpu received ‘The Industry Leader and Gold Class Sustainability Award 2015’ in the Coal and Consumable Fuels Sector from RobecoSAM, an assessment company in charge of the Dow Jones Sustainability Indices (DJSI).

Banpu was selected as a member of the Dow Jones Sustainability Indices for Emerging Market 2014 in the Energy Sector.

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Board Briefing

CG

บจ. ไทยพัฒนาสูการปฏิบัติ อยางเปนรูปธรรม และยั่งยืน สงผลใหคะแนนประเมิน CG ปนี้ดีขึ้นทุกดาน Ê¶ÒºÑ ¹ ¡ÃÃÁ¡ÒúÃÔÉÑ·ä·Â (IOD) â´Â¡ÒÃÊ¹Ñ º Ê¹Ø ¹ ¨Ò¡μÅÒ´ËÅÑ ¡ ·ÃÑ ¾  á Ë‹ § »ÃÐà·Èä·Â (μÅ·.) à¼Â¼ÅÊíÒÃǨ¤Ðá¹¹ CGR »ÃШíÒ»‚ 2558 ¢Í§ º¨.ä·Â 588 ºÃÔÉÑ· ÁÕ ¤Ðá¹¹à©ÅÕèÂÍÂÙ‹·Õè 75% «Ö觶×ÍÇ‹ÒÍÂÙ‹ã¹ÃдѺ´Õ â´Â¨Ò¡¡ÒûÃÐàÁÔ¹¾ºÇ‹Ò »‚¹Õé º¨. ä·ÂãËŒ¤ÇÒÁ ÊíÒ¤ÑޡѺ¡Òû¯ÔºÑμÔμÒÁ¹âºÒ·ҧ´ŒÒ¹ CG Í‹ҧ໚¹ÃÙ»¸ÃÃÁÁÒ¡¢Öé¹ à¹Œ¹¡ÒôíÒà¹Ô¹¸ØáԨ·Õè ¡ŒÒÇ˹ŒÒ¤Çº¤Ù‹ä»¡Ñº¡ÒÃáÊ´§¤ÇÒÁÃѺ¼Ô´ªÍºμ‹Í Êѧ¤Á à¾×èÍ¡ÒÃàμÔºâμÍ‹ҧÂÑè§Â×¹ ´Ã. ºÑ³±Ôμ ¹Ô¨¶ÒÇà ¡ÃÃÁ¡ÒüÙÍŒ Òí ¹Ç¡Òà ʶҺѹ¡ÃÃÁ¡ÒúÃÔÉÑ·ä·Â (IOD) à» ´à¼Â㹧ҹ ÊÑÁÁ¹Ò¹íÒàʹͼÅÊíÒÃǨ¡ÒáíҡѺ´ÙáÅ¡Ô¨¡Òà ºÃÔÉÑ·¨´·ÐàºÕ¹ä·Â»ÃШíÒ»‚ 2558 (Corporate Governance Report of Thai Listed Companies 2015) àÁ×èÍÇѹ·Õè 19 μØÅÒ¤Á 2558 Ç‹Ò ã¹»‚¹éÕ ºÃÔÉ·Ñ ¨´·ÐàºÕ¹ä·Â (º¨.) Âѧ¤§ä´ŒÃºÑ ¤Ðá¹¹ ¡ÒûÃÐàÁÔ¹·Ò§´ŒÒ¹ CG ã¹ÃдѺ·Õè´Õ â´Â ¨Ò¡¡ÒÃÊíÒÃǨ º¨. ·Ñé§ËÁ´ 588 ºÃÔÉÑ· ÁÕ ¤Ðá¹¹à©ÅÕèÂÍÂÙ‹·Õè 75 à»Íà à«ç¹μ «Öè§ÊÙ§¡Ç‹Ò »‚ 2557 (550 ºÃÔÉÑ·) ·ÕèÁÕ¤Ðá¹¹à©ÅÕèÂ෋ҡѺ 72 à»Íà à«ç¹μ â´Â໚¹¼ÅÁÒ¨Ò¡¡ÒÃà¾ÔèÁ¢Ö鹢ͧ ¤Ðá¹¹à©ÅÕÂè ·Ø¡ËÁÇ´ ¡àÇŒ¹ËÁÇ´¡Òû¯ÔºμÑ μÔ Í‹ ¼ÙŒ ¶× Í ËØŒ ¹ Í‹ Ò §à·‹ Ò à·Õ  Á¡Ñ ¹ ·Õè ÁÕ ¤ Ðá¹¹à©ÅÕè  ෋ Ò à´ÔÁ «Öè§à»š¹¤Ðá¹¹à©ÅÕè·ÕèÊÙ§ÍÂÙ‹áÅŒÇ ËÒ¡¾Ô ¨ ÒóҤÐá¹¹à©ÅÕè  ÃÒÂËÁÇ´ ¢Í§¼ÅÊíÒÃǨ㹻‚ 2558 ¨Ð¾ºÇ‹Ò ËÁÇ´·Õäè ´ŒÃºÑ ¤Ðá¹¹à©ÅÕÂè μѧé áμ‹ 70 à»Íà à«ç¹μ ¢¹éÖ ä» ÁÕ 4 ËÁÇ´ 䴌ᡋ ËÁÇ´¡Òû¯ÔºμÑ μÔ Í‹ ¼Ù¶Œ Í× ËعŒ Í‹ҧ෋Òà·ÕÂÁ¡Ñ¹ ÊÔ·¸Ô¢Í§¼ÙŒ¶×ÍËØŒ¹ ¡ÒÃà» ´à¼Â¢ŒÍÁÙÅáÅФÇÒÁ â»Ã‹§ãÊáÅСÒäíÒ¹Ö§¶Ö§º·ºÒ·¢Í§¼ÙŒÁÕʋǹ䴌 àÊÕ«Öè§ÁÕ¤Ðá¹¹à©ÅÕÂè ෋ҡѺ 91, 91, 80 áÅÐ 70

à»Íà à«ç¹μ μÒÁÅíҴѺ â´Â»‚¹Õé ¶×Í໚¹»‚áá·Õè ¡Òû¯ÔºÑμÔμÒÁËÁÇ´¡ÒäíÒ¹Ö§¶Ö§º·ºÒ·¢Í§¼ÙÁŒ Õ Ê‹Ç¹ä´ŒàÊÕÂä´ŒÃºÑ ¤Ðá¹¹à©ÅÕÂè ¶Ö§ÃдѺ 70 à»Íà à«ç¹μ «Öè§ÍÂÙ‹ã¹ÃдѺ´Õ ʋǹËÁÇ´·ÕèÁÕ¤Ðá¹¹à©ÅÕèÂã¹ ÃдѺ 60 à»Íà à«ç¹μ 䴌ᡋ ËÁÇ´¤ÇÒÁÃѺ¼Ô´ ªÍº¢Í§¤³Ð¡ÃÃÁ¡Òà «Öè§ÁÕ¤Ðá¹¹à©ÅÕèÂ෋ҡѺ 66 à»Íà à«ç¹μ μÒÁÅíҴѺ «Öè§Âѧ¤§μŒÍ§Ê¹ÑºÊ¹Ø¹ ãËŒà¡Ô´¡ÒþѲ¹Òμ‹Íä»

¹Í¡¨Ò¡¹ÕéàÁ×èÍà»ÃÕºà·Õº¨íҹǹºÃÔÉÑ· μÒÁ¼Å¡ÒÃÊíÒÃǨ·Õèä´ŒÃѺã¹áμ‹ÅÐÃдѺ «Öè§ÁÕ¡Òà »ÃСÒȼÅμÒÁ¨íҹǹÊÑÞÅѡɳ ¢Í§¤³Ð¡ÃÃÁ ¡ÒúÃÃÉÑ·ÀÔºÒÅáË‹§ªÒμÔ ¡ç¾ºÇ‹Ò ÁÕºÃÔÉÑ·¨´ ·ÐàºÕ¹¨íҹǹ 405 ºÃÔÉÑ··Õèä´ŒÃѺ¤Ðá¹¹à©ÅÕè μÑé§áμ‹ 70 à»Íà à«ç¹μ ¢Öé¹ä» ËÃ×ÍÃдѺ´Õ¢Öé¹ä» â´Â㹨íҹǹ¹ÕÁé ºÕ ÃÔÉ·Ñ ·Õäè ´ŒÃºÑ ¤Ðá¹¹ 90 à»Íà à«ç¹μ ¢Ö¹é ä»ËÃ×ÍÃдѺ´ÕàÅÔÈ ¨íҹǹ 55 ºÃÔÉ·Ñ (ÃŒÍÂÅÐ 9) ºÃÔÉÑ··Õèä´ŒÃѺ¤Ðá¹¹ 80-89 à»Íà à«ç¹μ ËÃ×Í ÃдѺ´ÕÁÒ¡ ¨íҹǹ 159 ºÃÔÉÑ· (ÃŒÍÂÅÐ 27) áÅкÃÔÉÑ··Õèä´ŒÃѺ¤Ðá¹¹ 70-79 à»Íà à«ç¹μ ËÃ×ÍÃдѺ´Õ ¨íҹǹ 191 ºÃÔÉÑ· (ÃŒÍÂÅÐ 33) “¼Å¡ÒûÃÐàÁÔ¹¨Ò¡â¤Ã§¡Òà CGR ã¹»‚¹éÕ áÊ´§ãËŒàË繶֧¾Ñ²¹Ò¡Òâͧ º¨. ä·Â·ÕèàÃÔèÁ ãËŒ¤ÇÒÁÊíÒ¤ÑޡѺ¡ÒáíÒ˹´¹âºÒ (Form) ¤Çº¤Ù‹

仡Ѻ¡ÒùíÒ¹âºÒÂä»»¯ÔºÑμÔ¨ÃÔ§ãËŒà¡Ô´¼Å໚¹ ÃÙ»¸ÃÃÁ (Substance) ÁÒ¡¢Öé¹ äÁ‹Ç‹Ò¨Ð໚¹¡Òà »¯ÔºμÑ ·Ô àèÕ ¡ÕÂè Ç¢ŒÍ§¡Ñº¡ÒÃμ‹ÍμŒÒ¹¡Ò÷بÃÔμ¤ÍÃ Ã»Ñ ªÑ¹ ¡Òû¯ÔºÑμÔμÒÁ¨ÃÔ¸ÃÃÁ¸ØáԨ ¡ÒèѴãËŒÁÕ¡Òà »ÃÐàÁÔ¹¼Å§Ò¹¢Í§¤³Ð¡ÃÃÁ¡Ò÷Ñ駤³Ð áμ‹Âѧ ¤§μŒÍ§Ê¹ÑºÊ¹Ø¹ãËŒà¡Ô´¡ÒþѲ¹Ò㹺¨.ä·Â·Ñé§ ¢¹Ò´ãËÞ‹áÅÐàÅç¡μ‹Íä» ¹Í¡¨Ò¡¹Õé º¨. ä·ÂÂѧ ์¹¡ÒôíÒà¹Ô¹¸ØáԨ·Õè¡ŒÒÇ˹ŒÒ¤Çº¤Ù‹ä»¡Ñº¡Òà áÊ´§¤ÇÒÁÃѺ¼Ô´ªÍºμ‹ÍÊѧ¤Á à¾×èÍ¡ÒÃàμÔºâμ Í‹ҧÂѧè Â×¹ â´ÂÁÕ¡ÒáíÒ˹´¹âºÒÂáÅÐà» ´à¼Â ¶Ö§ÊÔ觷Õèä´Œ»¯ÔºÑμÔμÒÁ¹âºÒ·ÕèÁÕà¡ÕèÂÇ¢ŒÍ§¡Ñº ¼ÙŒÁÕʋǹ䴌àÊÕ·ء¡ÅØ‹Á¼‹Ò¹¡ÒèѴ·íÒÃÒ§ҹ¡Òà ¾Ñ²¹Ò·ÕÂè §èÑ Â×¹·Õàè »š¹ä»μÒÁÁÒμðҹÊÒ¡ÅÁÒ¡¢Ö¹é ” ´Ã.ºÑ³±Ôμ ¹Ô¨¶ÒÇà ¡Å‹ÒÇ áÅÐàÊÃÔÁÇ‹Ò “¾Ñ²¹Ò ¡Ò÷ҧ´ŒÒ¹ CG ã¹Í¹Ò¤μ ¨ÐÁا‹ ์¹¡ÒôíÒà¹Ô¹ ¸ØáԨÍ‹ҧÂѧè Â×¹ ÁͧÀÒ¾ÃÐÂÐÂÒÇÁÒ¡¡Ç‹ÒÃÐÂÐ ÊÑ¹é ¡ÒÃãËŒ¤ÇÒÁÊíÒ¤ÑޡѺ¡ÒÃà» ´à¼Â¢ŒÍÁÙÅ·Õäè Á‹ãª‹ ·Ò§¡ÒÃà§Ô¹ÁÒ¡¢Ö¹é º·ºÒ·¢Í§¤³Ð¡ÃÃÁ¡ÒèРμŒÍ§»ÃѺä»ÊÙ‹àªÔ§ÃØ¡ â´Â¨ÐμŒÍ§ÁÕº·ºÒ·¹íÒ·Ò§ ´Œ Ò ¹ÇÔ ÊÑ Â ·Ñ È ¹ á ÅСÅÂØ · ¸ ã ¹¡Òôí Ò à¹Ô ¹ ¸Ø à ¡Ô ¨ ÃÇÁ¶Ö§´ÙáÅàÃ×Íè §¤ÇÒÁàÊÕÂè §μ‹Ò§æ ·ÕÍè Ò¨à¡Ô´¢Ö¹é ¨Ö§ ¢ÍãËŒ ¤³Ð¡ÃÃÁ¡ÒÃä´ŒμÃÐ˹ѡ¶Ö§»ÃÐà´ç¹àËÅ‹Ò¹Õé â´Â IOD ¾ÃŒÍÁãËŒ¡ÒÃʹѺʹع¡Òû¯ÔºÑμÔ§Ò¹ ¢Í§¤³Ð¡ÃÃÁ¡Òà à¾×èÍËÇÁ¡Ñ¹¾Ñ²¹ÒÁÒμðҹ CG ¢Í§ä·ÂÍ‹ҧμ‹Íà¹×èͧμ‹Íä»”

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Thai listed companies’ increased focus on actual practices of governance and sustainability have led to higher CG scores in 2015 in all governance aspects.

The Thai Institute of Directors Association (IOD), with support from the Stock Exchange of Thailand (SET), disclosedthe CGR 2015 findings of 588 listed companies which show an average score of 75 percent, considered to be a good level of governance practice. This year, the assessment reveals that Thai listed companies have put more emphasis on the actual practices of governance as stipulated in their CG policies, a clear move towards substance as opposed to form. Listed companies also underscored the importance of social responsibilities to attain sustainable growth in their business operations.

Dr. Bandid Nijathaworn, President and CEO of the Thai Institute of Directors Association (IOD), indicates at the Corporate Governance Report of Thai Listed Companies (CGR) 2015 seminar on October 19, 2015 that Thai listed companies continue to maintain a good level of governance practices and performance. The findings for 2015 from a corporate governance assessment of 588 listed companies show an overall average CG score of 75 percent, higher than the average of 72 percent registered in 2014 (550 companies). Scores in all but one CGR categories show continued improvements.

The score on the Equitable Treatment of Shareholders category remain unchanged at a high level.

For each CGR category, the results of the 2015 survey indicate that there are four categories having the score of 70 percent or more. They are the Equitable Treatment of Shareholders, Rights of Shareholders, Disclosure and Transparency, and Role of Stakeholders categories, for which the corresponding average scores are 91, 91, 80, and 70 percent, respectively. This year, the Role of Stakeholders category makes it to the 70 percent level for the first time since the CGR was initiated in 2001. The Board Responsibilities category, on the

other hand, registers an average score of 66 percent. Such level means that further improvements in corporate governance practice are needed.

When companies are grouped in accordance with the ranking standards of the National Committee on Corporate Governance, there are 405 companies receiving a score of 70 percent or higher (“Good” level of recognition or above).

Specifically, 55 companies (9 percent) score at or above the 90 percent, which is the “Excellent” recognition level. There are 159 companies (27 percent) having a score at 80-89 percent, which is classified as the “Very Good” recognition level. And 191 companies (33 percent) earn the “Good” level of recognition by having a score at 70-79 percent.

“The result of this year’s CGR survey reflects a continued positive development of corporate governance of Thai listed companies. The companies have clearly put more emphasis on the substance aspects of corporate governance practices as well as policies. Many companies have put in place good governance practices that include an anti-corruption program, business ethics compliance, and performance evaluation of the board of directors, among others.

Nonetheless, it is important that we continue to support both large and small listed companies to pursuit this path further,” Dr.

Bandid said. He added that “Thai listed companies are increasingly embedding social responsibilities into their business models for a sustainable growth, as well as disclosing policies and practices that are important to the stakeholders via the publication of a sustainability report that is consistent with international standards.”

“The future of CG development is moving towards business sustainability.

This means giving more importance to longer-term rather than short-term outlook and on disclosure of non-financial information.

Board of directors is expected to take a more proactive role, including a leading role in formulating business visions and strategies as well as having in place an effective risk management system. Consequently, the board of directors should be aware of the CG issues and development. In this regards, the IOD stands ready to provide support to and work with company boards to develop the CG standards and practices for Thailand,” Dr. Bandid said.

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23 บจ. ไทย กวาดรางวัล CG ผูนํา ในอาเซียน àÁ×Íè Çѹ·Õè 14 ¾ÄȨԡÒ¹ 2558 ASEAN Capital Markets Forum ¨Ñ´§Ò¹ÁͺÃÒ§ÇÑÅ ASEAN CG Scorecard ³ ¡ÃاÁйÔÅÒ »ÃÐà·È ¿ ÅÔ»» ¹Ê â´ÂÁÕ¼ÙŒºÃÔËÒÃáÅмٌ᷹¨Ò¡ ¡.Å.μ. ºÃÔÉÑ·¨´·ÐàºÕ¹ªÑé¹¹íÒ áÅÐ˹‹Ç§ҹ¡íҡѺ ´ÙáÅÀÒ¤μÅÒ´·Ø¹ã¹ÀÙÁÔÀÒ¤ áÅмٌàªÕèÂǪÒÞ ´ŒÒ¹¡ÒáíҡѺ´ÙáÅ¡Ô¨¡ÒÃã¹»ÃÐà·È¿ ÅÔ»» ¹Ê ໚¹à¨ŒÒÀÒ¾ §Ò¹´Ñ§¡Å‹ÒǨѴ¢Öé¹à¾×èÍ¡‹ͧ¤ÇÒÁ ÁØ‹§ÁÑ蹢ͧºÃÔÉÑ·¨´·ÐàºÕ¹㹡ÒùíÒËÅÑ¡¡Òà ¡íҡѺ´ÙáÅ¡Ô¨¡ÒÃ·Õ è´ÕÁÒãªé㹡ÒôíÒà¹Ô¹¸ØáԨ Í‹ҧμ‹Íà¹×Íè § â´ÂºÃÔÉ·Ñ ¨´·ÐàºÕ¹ä·Â 23 áË‹§ μÔ´Íѹ´Ñº 50 ºÃÔÉÑ·áá·Õèä´Œ¤Ðá¹¹ ASEAN CG Scorecard ÊÙ§ÊØ´ÁÒ¡·ÕèÊØ´ μÒÁ´ŒÇºÃÔÉÑ· ¨´·ÐàºÕ¹¨Ò¡»ÃÐà·È¿ ÅÔ»» ¹Ê 11 ºÃÔÉÑ· ÊÔ§¤â»Ã 8 ºÃÔÉÑ· ÁÒàÅà«Õ 6 ºÃÔÉÑ· áÅÐ ÍԹⴹÕà«Õ 2 ºÃÔÉÑ· ¹Í¡¨Ò¡¹Õé ºÃÔÉ·Ñ ¨´·ÐàºÕ¹ ä·ÂÊͧºÃÔÉ·Ñ ä´Œá¡‹ ºÃÔÉÑ· ¾Õ·Õ·Õ â¡ÅºÍÅ à¤ÁÔ¤ÍÅ ¨íÒ¡Ñ´ (ÁËÒª¹) áÅкÃÔÉÑ· ÊÒÁÒö ¤Íà »ÍàêÑè¹ ¨íÒ¡Ñ´ (ÁËÒª¹) ä´Œ¤Ðá¹¹ CG ÊÙ§ÊØ´ 5 Íѹ´Ñºáá¢Í§ÍÒà«Õ¹ÍÕ¡´ŒÇÂáÊ´§ãËŒ àË繶֧¤ÇÒÁ໚¹¼ÙŒ¹íÒã¹ÃдѺÀÙÁÔÀÒ¤¢Í§ºÃÔÉÑ· ¨´·ÐàºÕ¹ä·Â㹡ÒùíÒá¹Ç»¯ÔºÑμÔ㹡ÒáíҡѺ ´ÙáÅ¡Ô¨¡Ò÷Õè´Õã¹ÃдѺÊÒ¡ÅÁÒ㪌 «Ö觼šÒà »ÃÐàÁԹ㹻‚ 2558 ¹Õé¹Ñºà»š¹»‚·Õè 4 μÔ´μ‹Í¡Ñ¹ ·ÕèºÃÔÉÑ·¨´·ÐàºÕ¹ä·Âä´ŒÃѺ¼Å¤Ðá¹¹μÔ´ 50 Íѹ´Ñºáá¢Í§ÍÒà«Õ¹໚¹¨íҹǹÁÒ¡ÊØ´ ASEAN CG Scorecard ໚¹â¤Ã§¡Òà ·ÕèÃÔàÃÔèÁâ´Â ASEAN Capital Markets Forum «Öè§à¡Ô´¨Ò¡¡ÒÃʹѺʹع¢Í§ ¡.Å.μ. ã¹ÀÙÁÔÀÒ¤ ÍÒà«Õ¹ à¾×Íè ·íÒ¡ÒûÃÐàÁÔ¹¡ÒáíҡѺ´ÙáÅ¡Ô¨¡Òà ¢Í§ºÃÔ ÉÑ · ¨´·ÐàºÕ  ¹Ë¡»ÃÐà·Èã¹ÍÒà«Õ  ¹ 䴌ᡋ ÍԹⴹÕà«Õ ÁÒàÅà«Õ ¿ ÅÔ»» ¹Ê ÊÔ§¤â»Ã ä·Â áÅÐàÇÕ´¹ÒÁ â´Âä´Œ´íÒà¹Ô¹¡ÒÃÁÒμÑé§áμ‹ »‚ 2555 áÅл‚¹Õé໚¹»‚áá·ÕèÁÕ¡ÒÃà» ´à¼ÂÃÒ ª×èͺÃÔÉÑ··ÕèμÔ´Íѹ´ÑºÊÙ§ÊØ´ 50 Íѹ´Ñºáá¢Í§ ÍÒà«Õ¹

´Ã. ºÑ³±Ôμ ¹Ô¨¶ÒÇà ¡ÃÃÁ¡ÒüÙÍŒ Òí ¹Ç¡Òà IOD 㹰ҹмٌàªÕèÂǪÒÞ´ŒÒ¹ CG ¢Í§â¤Ã§¡Òà ¡Å‹ÒÇÇ‹Ò “μÑé§áμ‹àÃÔèÁâ¤Ã§¡Òà ºÃÔÉÑ·¨´·ÐàºÕ¹ ä·ÂáÊ´§¤ÇÒÁâ´´à´‹¹ã¹¡Òû¯ÔºÑμÔμÒÁËÅÑ¡¡Òà ¡íҡѺ´ÙáÅ¡Ô¨¡ÒÃμÒÁÁÒμðҹÍÒà«Õ¹ÁÒμÅÍ´ â´Â੾ÒÐËÁÇ´ÊÔ·¸Ô¢Í§¼ÙŒ¶×ÍËØŒ¹áÅСÒû¯ÔºÑμÔ μ‹Í¼Ù¶Œ Í× ËعŒ Í‹ҧ෋Òà·ÕÂÁ¡Ñ¹ áÁŒ¨ÐÁÕ¡ÒûÃѺà»ÅÕÂè ¹ ࡳ± »ÃÐàÁÔ¹ãˌࢌÁ§Ç´¢Öé¹ áμ‹·Ø¡»‚ºÃÔÉÑ· ¨´·ÐàºÕ  ¹ä·ÂÂÑ § ÁØ‹ § ÁÑè ¹ ¾Ñ ² ¹ÒμÒÁÁÒμðҹ ASEAN ä´Œ´μÕ Í‹ à¹×Íè § ÃÇÁ¶Ö§áÊ´§ ¾Ñ²¹Ò¡Òà 㹷ҧ»¯ÔºÑμÔ·Õè໚¹ÃÙ»¸ÃÃÁ ´Ñ§¹Ñé¹·Ø¡ÃÒ§ÇÑÅ·Õè ºÃÔ ÉÑ · ¨´·ÐàºÕ  ¹ä·Âä´Œ ÃÑ º ¤ÃÑé § ¹Õé ¨Ö § ໚ ¹ ¤ÇÒÁ ÊíÒàÃ稷Õ蹋ÒÀÒ¤ÀÙÁÔ㨢ͧºÃÔÉÑ·¨´·ÐàºÕ¹ä·Â áÅÐμÅÒ´·Ø¹ä·Â ·Ò§Ê¶ÒºÑ¹ IOD ¢Íª×蹪Á áÅÐËÇÁáÊ´§¤ÇÒÁÂÔ¹´Õ¡ÑººÃÔÉÑ··Õèä´ŒÃѺÃÒ§ÇÑÅ áÅÐʶҺѹ¨Ð·íÒ˹ŒÒ·ÕèʹѺʹعºÃÔÉÑ·ä·Âã¹ ¡ÒáíҡѺ´ÙáÅ¡Òû¯ÔºÑμÔμÒÁËÅÑ¡¡ÒáíҡѺ´ÙáÅ ¡Ô¨¡Ò÷Õè´Õμ‹Íä» ·Ñé§à¾×èÍ»ÃÐ⪹ ¢Í§¡ÒþѲ¹Ò μÅÒ´·Ø¹ä·ÂáÅСÒÃÁÕ¸ÃÃÁÒÀÔº ÒÅ·Õè´Õã¹ÀÒ¤ àÍ¡ª¹”

¹ÒÂÃ¾Õ ÊبÃÔμ¡ØÅ àÅ¢Ò¸Ô¡Òà Êíҹѡ§Ò¹ ¤³Ð¡ÃÃÁ¡ÒáíҡѺËÅÑ¡·ÃѾ áÅÐμÅÒ´ËÅÑ¡·ÃѾ ¡Å‹ÒÇÇ‹Ò “¡.Å.μ. ÁÕ¤ÇÒÁÂÔ¹´Õ໚¹Í‹ҧÂÔ觡Ѻ¼Å ÊíÒàÃç¨ã¹¤ÃÑ駹Õé ¼Å¡ÒûÃÐàÁÔ¹ ASEAN CG Scorecard áÊ´§¶Ö§¤ÇÒÁ໚¹¼Ù¹Œ Òí ã¹àÃ×Íè §ÁÒμðҹ CG ¢Í§ºÃÔÉ·Ñ ¨´·ÐàºÕ¹ä·Â «Ö觨ÐÁÕ¼Åâ´Âμç μ‹Í¡ÒÃà¾ÔèÁ¤ÇÒÁàª×èÍÁÑ蹢ͧ¼ÙÅŒ §·Ø¹ã¹ÀÙÁÀÔ Ò¤áÅÐ ·ÑèÇâÅ¡μ‹ÍμÅÒ´·Ø¹ä·Â ¤ÇÒÁÊíÒàÃ稹Õéà¡Ô´¢Öé¹ä´Œ ¨Ò¡¤ÇÒÁËÇÁÁ×ͧ͢·Ø¡½†Ò ÃÇÁ¶Ö§¤ÇÒÁÁØ‹§ÁÑè¹ ·Ø‹Á෢ͧºÃÔÉÑ·¨´·ÐàºÕ¹ä·Â㹡ÒþѲ¹Ò¡Òà ¡íÒ¡Ñ º´ÙáÅ¡Ô ¨¡Ò÷Õè´ÕãËŒ ໚ ¹·Õè»ÃÐ¨Ñ¡É ã¹ÃдѺ ÊÒ¡Å ¡.Å.μ. ¾ÃŒÍÁʹѺʹعâ¤Ã§¡ÒùÕéÍ‹ҧμ‹Í à¹×èͧμ‹Íä»à¾ÃÒÐàÅç§àËç¹Ç‹Ò ÁÕʋǹÊíÒ¤ÑÞÍ‹ҧÂÔè§ ã¹¡ÒáÃдѺ¤Ø³ÀҾ㹡ÒáíҡѺ´ÙáÅ¡Ô¨¡Òà ¢Í§ºÃÔÉÑ·¨´·ÐàºÕ¹ã¹ÀÙÁÔÀÒ¤ áÅзíÒãËŒÊ¹Ô ¤ŒÒ μÅÒ´·Ø¹ÍÒà«Õ¹໚¹ asset class ·Õ蹋Òʹ㨔 μÔ´μÒÁÃÒª×èͺÃÔÉÑ··Õèä´ŒÃѺÃÒ§ÇÑÅä´Œ·Õè www.thai-iod.com

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12/28/15 11:16

23 Thai listed companies sweep ASEAN CG awards November 14, 2015 – Organized by the ASEAN Capital Markets Forum (ACMF) and hosted by the Philippines Securities and Exchange Commission (SEC), leaders of the region’s leading publicly - listed companies (PLCs), capital markets regulators and governance experts converged in the Philippines to take part in the ASEAN Corporate Governance Awards held in Manila, the Philippines. These awards recognize the efforts of companies that continuously implement good corporate governance in their operations and services. A total of 23 Thai list companies were amongst the top 50 ASEAN companies that achieved the highest ASEAN CG scorecard ranking; followed by 11 companies from the Philippines, eight companies from Singapore, six companies from Malaysia, and two companies from Indonesia. More importantly, two Thai listed companies, namely, PTT Global Chemical Public Company Limited and Samart Corporation Public Company Limited, both have earned the TOP5 ASEAN PLCs Awards. The 2015 results showed that Thai listed companies have continuously ranked amongst the top 50 ASEAN companies for a fourth consecutive

year. This reflects the regional leadership role that Thai listed firms have played in applying international corporate governance standards in their operation.

ASEAN CG Scorecard is a program nitiated by the ASEAN Capital Markets Forum and sponsored by the Securities and Exchange Commissions of each ASEAN country. The program’s purpose is to evaluate corporate governance standards of listed companies within the six ASEAN countries that include Indonesia, Malaysia, the Philippines, Singapore, Thailand and Vietnam. Since its inception in 2012, this is the first time that the names of the top 50 listed companies were publicly announced.

Dr. Bandid Nijathaworn, President and CEO of the Thai Institute of Director, as a corporate governance expert stated that “Since the program’s inception, Thai listed companies have been outstandingin consistently applying corporate governance principles in line with the ASEAN standard.

This is particularly in the areas of the Rights of Shareholder and the Equitable Treatment of Shareholders. Despite the increasingly stringent evaluation criteria, Thai listed companies have consistently improved their standards and compliance in accordance with the ASEAN standard.

As such, the awards earned by Thai listed companies could be considered a proud achievement for all Thai listed companies and the Thai capital market. The Thai Institute of Director wishes to congratulate all the

awarded companies. The institute will continue to support Thai listed companies to further advance corporate governance practices in endeavor to enhance the development of the Thai capital markets and corporate governance practice of the Thai private sector.

Mr. Rapee Sucharitakul, SecretaryGeneral of the Securities and Exchange Commission, Thailand, said: “We are very pleased with the success. The recent ASEAN CG Scorecard results clearly underline the leadership of Thai listed companies on their corporate governance standards which will have direct effect on investor confidence, both domestically and internationally on the Thai capital market.

This major achievement for the Thai capital market as a whole was made possible by the ongoing collaboration from all parties and the determination and commitment of the Thai listed companies to enhance their own corporate governancepractices in line with international standards. The SEC will continue to promote this project as it is such a vital mechanism for improving corporate governance of listed companies across the region. This in turn would help to increase brand recognition for ASEAN asset class.”

For list of Awardee Companies, please visit www.thai-iod.com.

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12/28/15 11:16

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12/28/15 11:33

สรุปประเด็นงาน Director Forum 2/2558

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¤³Ð¼ÙŒÍÀÔ»ÃÒ¼ٌ·Ã§¤Ø³ÇØ²Ô áÅÐÁÒ¡´ŒÇ »ÃÐʺ¡Òó »ÃСͺ´ŒÇ ¤Ø³»Ãзջ μѧé ÁμÔ¸ÃÃÁ »Ãиҹ¡ÃÃÁ¡Òà ºÃÔÉ·Ñ ÈØÀÒÅÑ ¨íÒ¡Ñ´ (ÁËÒª¹) ¤Ø³ºÃè§ ¨Ôμμ ᨌ§ ¡ÃÃÁ¡ÒÃÍÔÊÃÐáÅСÃÃÁ¡Òà μÃǨÊͺ ºÃÔÉÑ· ÅèíÒÊÙ§ (»ÃÐà·Èä·Â) ¨íÒ¡Ñ´ (ÁËÒª¹) áÅСÃÃÁ¡ÒÃÍҪվ㹷íÒà¹Õº IOD ¤Ø³ÇÒÃØ³Õ »ÃÕ´Ò¹¹· ËØŒ¹Ê‹Ç¹-´ŒÒ¹¡íҡѺ´ÙáÅ ¡Ô¨¡Òà ºÃÔËÒäÇÒÁàÊÕè§áÅÐμÃǨÊͺÀÒÂã¹ ºÃÔÉ·Ñ ä¾ÃŒ«ÇÍàμÍà àÎÒÊ ¤Ùà»ÍÃ Ê àͺÕàÍàÍÊ ¨íÒ¡Ñ´ (PwC) áÅдíÒà¹Ô¹¡ÒÃÍÀÔ»ÃÒÂâ´Â ´Ã. ¸ÃÃÁ¹ÙÞ Íҹѹâ·ä·Â »Ãиҹ¡ÃÃÁ¡ÒÃμÃǨÊͺáÅÐ ¡ÃÃÁ¡ÒÃÍÔÊÃÐ ºÃÔÉ·Ñ äÍàÍ¿àÍÊ á¤»» μÍÅ (»ÃÐà·Èä·Â) ¨íÒ¡Ñ´ (ÁËÒª¹) ·Ñ§é ¹Õ¤é ÇÒÁ¤Ô´àËç¹ ¢Í§áμ‹Åз‹Ò¹ÊÒÁÒöÊÃØ»ÊÒÃÐÊíÒ¤ÑÞä´Œ´Ñ§¹Õé ¤Ø³»Ãзջ μÑé§ÁμÔ¸ÃÃÁ ã¹°Ò¹Ð਌Ңͧ¡Ô¨¡Òà 䴌 ã ËŒ ¤ ÇÒÁÊí Ò ¤Ñ Þ ¡Ñ º ¡ÒÃÁÕ ¡ ÃÃÁ¡ÒÃÍÔ Ê ÃÐÇ‹ Ò ¡ÃÃÁ¡ÒÃÍÔÊÃÐÁÕʋǹÊíÒ¤ÑÞ㹡Òê‹Ç¢Ѻà¤Å×è͹ ºÃÔÉÑ· áÅзíÒãËŒà¡Ô´¡ÒÃÁÕ Sustainability ·Õ´è Õ à¾×Íè ¡ÒÃàμÔºâμÍ‹ҧÂѧè Â×¹ ÊíÒËÃѺ ºÁ¨. ÈØÀÒÅÑ ãËŒ ¤ÇÒÁÊíÒ¤ÑޡѺ¡ÒäѴàÅ×Í¡¡ÃÃÁ¡ÒÃâ´Â¾Ô¨ÒÃ³Ò ¨Ò¡¤ÇÒÁËÅÒ¡ËÅÒ·Ñ駷ҧ´ŒÒ¹¾×¹é °Ò¹¡ÒÃÈÖ¡ÉÒ ¤ÇÒÁÊÒÁÒö áÅФÇÒÁàªÕÂè ǪÒÞ à¾×èÍ·Õè¨Ð ÊÒÁÒö¼ÊÁ¼ÊÒ¹¡Ñ¹ä´Œ ¹Í¡¨Ò¡¹ÕéÂѧ໠´âÍ¡ÒÊ ãËŒ¼ÙŒ¶×ÍËØŒ¹ÊÒÁÒöàʹͪ×èÍ¡ÃÃÁ¡ÒÃŋǧ˹ŒÒä´Œ ÍÕ¡´ŒÇ ¤Ø³ºÃè§ ¨Ôμμ ᨌ§ 㹰ҹСÃÃÁ¡Òà ÍÔÊÃÐ áÅСÃÃÁ¡ÒÃÍҪվ㹷íÒà¹Õº IOD áÊ´§ ¤ÇÒÁàËç¹Ç‹Ò - â´Â·ÑèÇ令¹ÁÑ¡¤Ô´Ç‹Ò¡ÃÃÁ¡ÒÃÍÔÊÃÐࢌÒÁÒà¾×èÍ ¤Ò¹ÍíÒ¹Ò¨¢Í§¼ÙŒ¶×ÍËØŒ¹ãËÞ‹ áμ‹ã¹¤ÇÒÁ໚¹¨ÃÔ§ áÅŒÇ ¡ÃÃÁ¡ÒÃÍÔÊÃÐࢌÒÁÒ·íÒ˹ŒÒ·Õãè ¹¡ÒôÙáÅ ¼Å»ÃÐ⪹ ¢Í§¼ÙŒ¶×ÍËØŒ¹à»š¹ËÅÑ¡ â´ÂÊÒÁÒöÁÕ ¤ÇÒÁ¤Ô´àËç¹à»š¹ä»ã¹·ÔÈ·Ò§à´ÕÂǡѺ¼Ù¶Œ Í× ËعŒ ãËÞ‹ä´Œ

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- ¤Ø³ÊÁºÑμÔàº×éÍ§μŒ¹¢Í§¡ÃÃÁ¡ÒÃÍÔÊÃзÕè¤ÇèРÁÕ ¤×Í Financial Freedom ËÃ×Í ¤ÇÒÁ໚¹ÍÔÊÃÐ ·Ò§¡ÒÃà§Ô¹ ¡Å‹ÒǤ×ÍμŒÍ§ÁհҹСÒÃà§Ô¹·Õè¤Í‹ ¹ ¢ŒÒ§´Õà¾Õ§¾ÍÍÂÙá‹ ÅŒÇ áÅÐ Specialization ¤×ÍÁÕ ¤ÇÒÁàªÕèÂǪÒÞã¹ÊÒ¢Òã´ÊÒ¢Ò˹Öè§ ËÃ×ÍËÅÒ ÊÒ¢Ò «Ö觤سÊÁºÑμÔ·Ñé§ 2 »ÃСÒâŒÒ§μŒ¹ ໚¹ ÊÔ觷ÕèºÃÔÉÑ·μŒÍ§¡Òèҡ¡ÃÃÁ¡ÒÃÍÔÊÃÐ - »˜¨¨Ñ·Õè¤ÇÃ㪌¾Ô¨ÒóҤǺ¤Ù‹¡Ñº¡ÒÃμÑ´ÊԹ㨠㹡ÒÃࢌÒÃѺμíÒá˹‹§¡ÃÃÁ¡ÒÃÍÔÊÃÐ ¤×Í 1. μŒÍ§´ÙÇ‹Òμ¹àͧÊÒÁÒö Contribute ÍÐäÃãËŒ ¡ÑººÃÔÉÑ·ä´ŒºŒÒ§ â´Â¤Çº¤Ù‹ä»¡Ñº Skill Matrix Ç‹Òμç¡Ñº¤Ø³ÊÁºÑμԢͧμ¹àͧËÃ×ÍäÁ‹ ÃÇÁ·Ñé§ ¾Ô¨ÒóÒÇ‹Ò μ¹àͧ¹Ñ¹é ÁÕ¤ÇÒÁªíÒ¹ÒÞã¹´ŒÒ¹¹Ñ¹é æ ¨ÃÔ§ËÃ×ÍäÁ‹ à¹×èͧ¨Ò¡¡ÒÃ໚¹¡ÃÃÁ¡ÒÃÍÔÊÃÐ ¹Ñé¹ÁÕ¤ÇÒÁÃѺ¼Ô´ªÍº·Õ褋͹¢ŒÒ§ÊÙ§ 2. ¾Ô¨ÒÃ³Ò ¶Ö§¤ÇÒÁªÍº¢Í§μÑÇàͧ â´Â´Ù¨Ò¡¤‹Ò¹ÔÂÁ¢Í§ ºÃÔÉ·Ñ áÅФ‹Ò¹ÔÂÁ¢Í§¤³Ð¡ÃÃÁ¡Òà NjÒ໚¹Í‹ҧäà áÅÐ 3. ¡ÒþԨÒóҤ‹Òμͺ᷹·Õèä´ŒÃѺNjҤ،Á ¡Ñº¤ÇÒÁàÊÕè§áÅÐàÇÅÒËÃ×ÍäÁ‹

¡ÃÃÁ¡ÒÃÍÔÊÃйѹé ÁÕ¤ÇÒÁËÅÒ¡ËÅÒÂ㹤ÇÒÁàËç¹ ¢Í§¼ÙμŒ ÍºáÁŒ¨ÐÁÕ % ¢Í§¼ÙŒμͺ·ÕèàËç¹´ŒÇ¡Ѻ »ÃÐà´ç¹·Õè 1. ¡ÃÃÁ¡ÒÃÍÔÊÃÐÂÔè§ÁÕÊѴʋǹÁÒ¡ ÂÔè§à¾ÔèÁ¤ÇÒÁ¹‹Òàª×èͶ×ÍÁÒ¡¢Öé¹ (68%) 2. ¤Çà ÁÕ¡ÒèíÒ¡Ñ´ÇÒÃТͧ¡ÃÃÁ¡ÒÃÍÔÊÃÐäÁ‹à¡Ô¹ 9 »‚ ¤Ø³ÇÒÃØ³Õ »ÃÕ´Ò¹¹· 㹰ҹзÕè»ÃÖ¡ÉÒ (61%) 3. ¤ÇÃÁÕ¡ÃÃÁ¡ÒÃÍÔÊÃÐÍ‹ҧ¹ŒÍ¤ÃÖè§ áÅмٌ à ªÕè  ǪÒÞ·Õè ÁÕ » ÃÐʺ¡Òó ¡ Ò÷í Ò §Ò¹ ˹Öè§ (63%) áμ‹¡çÂѧ໚¹ % ·ÕèäÁ‹¶Ö§ÃŒÍÂÅÐ 70 à¡ÕÂè Ç¢ŒÍ§¡Ñº¡ÃÃÁ¡ÒÃÍÔÊÃÐ ÊÃØ»Ç‹Ò ¡ÃÃÁ¡ÒÃÍÔÊÃÐ ÁÕ Ê‹ Ç ¹Êí Ò ¤Ñ Þ㹡ÒÃàÅ× Í ¡·Õè » ÃÖ ¡ ÉÒ·Õè à ËÁÒÐÊÁ • ʋǹ»ÃÐà´ç¹ ¡ÃÃÁ¡ÒÃÍÔÊÃÐÂÔè§ÍÂÙ‹ã¹μíÒá˹‹§ ·ÕèÊØ´¢Í§ºÃÔÉÑ· Í‹ҧäáçμÒÁ¢Öé¹ÍÂÙ‹¡ÑºÇ‹Ò ºÃÔÉÑ· ¹Ò¹ ÂÔè§ÁÕ¤ÇÒÁäÁ‹ÍÔÊÃйÑé¹ Âѧ໚¹»ÃÐà´ç¹·ÕèμŒÍ§ μŒÍ§¡Ò÷Õè¨ÐàÅ×Í¡·Õè»ÃÖ¡ÉÒ´ŒÒ¹ã´ ËÒ¡μŒÍ§¡Òà ÍÀÔ»ÃÒ¡ѹμ‹Íä» à¹×èͧ¨Ò¡ÁÕ % ¼ÙŒμÍºÇ‹Ò ¨ÃÔ§ àÅ×Í¡·Õè»ÃÖ¡ÉÒ´ŒÒ¹ Corporate Governance ¡ç à¾Õ§ÌÍÂÅÐ 46 ¤ÇþԨÒóҤÇÒÁàË繢ͧ¡ÃÃÁ¡ÒÃÍÔÊÃÐ໚¹ËÅÑ¡ • 㹡ÒÃÊÃÃËÒ¡ÃÃÁ¡ÒÃÍÔÊÃРʋǹãËÞ‹ÃŒÍÂÅÐ ¹Í¡¨Ò¡¹Õãé ¹ª‹Ç§·ŒÒ¢ͧ¡ÒûÃЪØÁ IOD 77 àËç¹´ŒÇÂÇ‹Ò¡ÒÃÊÃÃËÒ¡ÃÃÁ¡ÒÃÍÔÊÃФÇþԨÒÃ³Ò Âѧ䴌ÊÃØ»¼ÅÊíÒÃǨ¤ÇÒÁ¤Ô´àËç¹à¡ÕÂè ǡѺ¡ÃÃÁ¡Òà ¨Ò¡áËÅ‹§·ÕèÁÒÀÒ¹͡ ઋ¹ ¼ÙŒ¶×ÍËØŒ¹ÃÒ‹͠ÍÔÊÃÐ â´ÂÁÕ¨íҹǹ¼ÙŒμͺ·Ñé§ËÁ´ 142 ¤¹ «Öè§ ºÃÔÉÑ··Õè»ÃÖ¡ÉÒ °Ò¹¢ŒÍÁÙÅ¡ÃÃÁ¡Òà ໚¹μŒ¹ áμ‹ Ê‹Ç¹ãËÞ‹ÃŒÍÂÅÐ 66 ¢Í§¼ÙŒμͺ໚¹¡ÃÃÁ¡Òà ¤ÇÒÁ໚¹ä»ä´Œ¢Í§¡ÒÃÊÃÃËÒ¡ÃÃÁ¡ÒÃÍÔÊÃШҡ IOD Chartered Director ËÃ×Í Director Pool â´ÂÁÕ»ÃÐà´ç¹·Õ蹋Òʹ㨴ѧ¹Õé ¢Í§ IOD ÍÒ¨¨ÐÂѧÁÕ % äÁ‹Ê§Ù ¹Ñ¡ ¤×ÍÃŒÍÂÅÐ 59 • ã¹á§‹¤ÇÒÁÊíÒ¤Ñޢͧ¡ÃÃÁ¡ÒÃÍÔÊÃмٌμͺ ʋǹãËÞ‹àËç¹Ç‹Ò ¡ÒÃÁÕ¡ÃÃÁ¡ÒÃÍÔÊÃШйíÒä»ÊÙ‹ CG ·Õ´è Õ (96%) áÅйíÒä»ÊÙ¤‹ ÇÒÁâ»Ã‹§ãÊã¹μÅÒ´ ËØŒ¹ä´Œà¾ÔèÁ¢Öé¹ (96%) «Öè§ 2 »ÃÐà´ç¹¹ÕéÁÕ¼ÙŒμͺ Ç‹Ò¨ÃÔ§ μÑé§áμ‹ÃŒÍÂÅÐ 95 ¢Öé¹ä»Ê‹Ç¹¡ÒÃ໚¹·Õè ¾Ö觢ͧ¹Ñ¡Å§·Ø¹ÃÒºؤ¤Å (85%) áÅСÒÃÁÕ ¡ÃÃÁ¡ÒÃÍÔÊÃШйíÒä»ÊÙ‹¼Å»ÃСͺ¡Ò÷Õè´Õ¹Ñé¹ (71%) áÁŒ¼ÙŒμͺʋǹãËÞ‹¨ÐàËç¹Ç‹Ò¨ÃÔ§ áμ‹ÃŒÍ ÅзÕèμͺ¡çÂѧäÁ‹Ê٧෋ҡѺ 2 »ÃÐà´ç¹áá • ʋǹ»ÃÐà´ç¹¡ÒôíÒçμíÒá˹‹§ áÅÐÊѴʋǹ¢Í§

Summary of Director Forum 2/2558 “Building Better Board through Effective Independent Director” IOD and Thai Investors Association jointly organized Director Forum 2/2558 on October 21, 2015 on the topic “Building Better Board through Effective Independent Director”. In the event, Mr. Mongkon Leelatham, President of Thai Investors Association gave a lecture on the topic “Independent Director: Investor Expectations and Current Practices” by presenting the result of a survey from 582 listed companies in May 2015 that - 27% of Thai listed companies had 632 independent directors who had been in the position more than 9 years. The longest term was 26 years and the shortest term was 10 years. Large companies in SET 50 accounted for 9.7% and SET 100 accounted for 16.43%. There were 17 directors who worked for more than 5 listed companies at the same time.

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Furthermore, he also added his opinion about the expectation toward the independent directors that they should encourage the listed companies to be responsible for the society and considerate to the stakeholders to strengthen the private organizations.

The topic in the second part of the lecture was “Effective Independent Director: International Practices and the Way Forward” by Mr. Ng Siew Quan, Corporate Governance Leader, Pricewaterhouse Coopers Singapore. The interesting issues were as follows,

Coopers ABAS (PwC) Co., Ltd. The moderator was Dr. Thamnoon Ananthothai, Chairman of Audit Committee and Independent Directors of IFS Capital (Thailand) Pcl. The opinions of each expert could be summarized as follows, Mr. Prateep Tangmatitham on behalf of the business owner emphasized on the importance of independent directors that they could push the company forward and lead to sustainability for sustainable growth. For Supalai Pcl. We nominated the directors by considering diverse education backgrounds, competences and expertises to integrate into the Board. Moreover, we were also open to the suggestion from the shareholders to nominate the director in advance.

- The compensation of independent directors in Thailand and Singapore was similar, namely they had got rather low compensation but high responsibility. The Mr. Bunchong on behalf of the average compensation was approximately 40,000-60,000 Singaporean dollars/person/ independent director and director in the IOD Chartered Director had an opinion year. that - The independent directors should be - In general, most people thought that the aware of independent directors had a duty to 1. Independence : the independence of balance the power of major shareholders.

However, their actual duty was mainly to duties of being an independent director protect the interest of the shareholders.

2. Competence: Although the law did not They also could have the same opinions indicate the qualifications of an independent as the major shareholders. director, he/she should have knowledge - The fundamental qualifications of the and understanding in business. independent directors were financial 3. Commitment: The law did not indicate freedom and specialization. For financial how many companies that an independent freedom, they had to have a rather good director could work for at the same time. financial status. For specialization, they However, in practice, the independent had to have an expertise in one field or director should be aware that working various fields. for many companies could affect his/ her performance in the meeting. The - The factors that the independent director Stock Exchange of Singapore had a should be taken into account when he/she recommendation that if it was a part time considered to be an independent director job, an independent director should not in any company was if 1. He/she could work for more than 5 companies. If it was contribute to the company by looking at a full time job, an independent director skill matrix if it was fit to the organization. should not work for more than 3 companies. Moreover, he/she should consider if he/ she really had expertise in that field 4. Risk Governance: Indication of risk because being an independent director governance could ensure the Board of had a high responsibility 2. Consider own Directors that the risk factors were preference by looking values of the compaindicated and the risk management system ny and the Board and 3. Consider the compensation if it was worth time and risk. was provided.

Then, it was a group discussion of experts on the topic “Keys to Enhancing the Effectiveness of Independent Director” The panelists consisted of Mr. Prateep Tangmatitham, Chairman of the Board, Supalai Pcl., Mr. Bunchong Chittchang, Independent Director and Audit Committee, Lam Soon (Thailand) Pcl., and Professional Director in IOD Chartered Director and Ms. Varunee Pridanonda, partner in Corporate Governance, Risk Governance and Internal Audit of Pricewaterhouse

At the end of the meeting, IOD summarized the opinions about independent director from 142 attendants which 66% of them were directors. The key matters were as follows, • R egardi ng to the im por t ance of independent directors, most attendants had an opinion that the independent directors would lead to good corporate governance (96%) and more transparency in the stock exchange (96%). More than 95% of the attendants agreed with these 2 issues.

For the statements that independent directors were reliable for private investors (85%) and independent directors could lead to a good performance of a company (71%), although most attendant agreed with the statements, the percentages were not as high as the 2 former statements.

• Regarding to the term and proportion of independent directors, the opinions were diverse Although the percentages of the attendants who agreed with 1. The higher proportion of independent directors could increase the confidence (68%) 2. The term of independent directors should not be longer than 9 years (61%) 3. The number of independent directors should be at least half of the Board; the percentages were still lower than 70% • For the statement that the independent directors were less independent when they worked for a company for very long time was still controversial because only 46% of the attendants agreed with this statement.

• Regarding to nomination process of the independent directors, 77% of the attendants agreed that they should be from the external sources such as minor shareholder, consultancy company director database etc. The possibility to nominate an independent director from IOD Chartered Director or Director Pool of IOD was not high. The percentage was only 59%.

Ms. Varunee Pridanonda on behalf on the consultant and expert who had an experience in working with independent director summarized that the independent directors played an important role in selecting a proper consultant for the company. However, it was dependent on the company which field of the consultant that it would like to have. If it would like to have a consultant in corporate governance, it should mainly take the opinions of independent directors.

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Board Development

5 Lessons inspired by Lee Kuan Yew on Corporate Governance

By David Wilkins, Partner, DPI Asia As directors with strict fiduciary responsibilities, it is tempting to view corporate governance as a technical, compliance-driven topic.

Mr. Lee Kuan Yew and the other founding fathers of Singapore dedicated their lives I the governance of Singapore to one thing: creating value for the country.

What can we learn from them in our governance of companies?

Lessons #1: Confront the hard truths Mr. Lee never swept uncomfortable facts under the carpet. Instead he was forthright, and at times confrontational, in fixing them. What are the uncomfortable realities that your organization is overlooking?

Lesson#2: Ensure absolute clarity of direction Mr. Lee’s clarity and vision gave him and those following him immense confidence and focus. What are the key factors in the concept of your business that will lead you to exceptional future growth at the expense of competitors?

Lesson#4: Demand accountability Mr. Lee viewed Singapore as a system, and unlike many Western Governments, took steps to ensure the system is not riddled with self-interest but instead demanded collective and cohesively accountability such as through tripartism. Is your governance system demanding and fairly rewarding performance?

Lesson#5: Insist on personal integrity Mr.Lee knew that even the merest sniff of corruption would immediately undermine confidence of investors, partners and the populous. Do you have a zero tolerance approach to integrity, even for top performers?

What does this mean to directors today? Governance is a means to an end, and therefore we must be practical, pragmatic and visionary when thinking about what governance means to us and the companies we steward.

Source: SID Directors’ Bulletin, Quarter 4, 2015

Lesson#3: Align all stakeholder interests Mr. Lee was famous for continually asking: “What would benefit Singapore and Singaporeans?” And by Singaporeans, he meant all, regardless of race, language or religion. How are you managing decisionmaking for the benefit of all stakeholders, not just the shareholders?

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Charter Director Corner

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เรืออากาศเอกศิริเดช จุลเปมะ

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From an airplane

pilot to a professional Director

Captain Siridech Julpema, Director&Chairman of the Audit Committee, Ratchaburi Electric Generation Holding Pcl.

After having 30 years experience as an airline captain with Thai Airways International, piloting airplanes and safely taking their 385 passengers to various destinations, as well as being an instructor for various classes of new pilots for Thai Airways together with always endeavoring to learn new things – such as, attending NIDA graduate school and successfully graduating with a Masters Degree in Public Administration, and attending various professional training courses both in Thailand and overseas, Capt. Siridech has leverage and effectively adapted these extensive experiences in undertaking the duties of a professional corporate Director.

The starting point in becoming a corporate Director was when he had the opportunity to assist in undertaking various social activities after Thailand experienced the massive flood crisis in 2011, in which he astutely suggested various ways to effectively manage the crisis and always acted with full public spiritedness.

This caught the eye of a senior person, who approached and invited Capt. Siridech to become a Director in a key Thai State Enterprise – namely, the Metropolitan Electricity Authority (MEA).

Capt. Siridech told us that he was able to effectively adapt his experiences as an airline pilot in discharging his duties as a corporate Director – namely, always paying attention to details (ie: equal to the ‘Duty of Care’) in undertaking the responsibilities as a Board Director. Another important aspect in this regard is risk management; whereby you need to determine and decide what are the key risks and what are the acceptable risks, as well as that both internal and external risks need to taken into consideration. As such, effective planning is very essential.

Board Directors and Risks Management Capt. Siridech believes that the role of Board Directors is very important in being the ‘protector” of the rights and full interests of Shareholders, especially minority Shareholders. As such, anything that is not absolutely clear and that affects the sustainability of the organization, Board Directors then must not overlook or let pass such issues easily – for example: in regards to making investments, Board Directors must consider the associated risks and not only the potential short term gains or profits; whereby they must thoroughly assess all the key associated elements of the project together with the possible impacts for all involved Stakeholders - or namely, those who may be directly affected by the project in question.

Board Directors who act for the benefit of the organization Capt. Siridech believes that Board Directors need to play a part in driving the organization forward, as well as need to demonstrate to the Management group and the Shareholders that the Board Directors actively participate in supporting them. Further, in the event of any conflicting issues, Board Directors must act solely for the full benefits of the overall organization through giving great importance to minority Shareholders. Whatever is not completely clear or confusing, Board Directors need to refer to the relevant laws and principles, as well as to oversee matters to ensure that everything is done in full accordance with such laws accordingly, so that the further growth and development of the company can be achieved on a sustainable basis. If the business operations are undertaken on the basis of exploiting or taking advantage of others,

it will be like a ‘boomerang” that is thrown outward but eventually comes back and results in self-inflicting damages – for example: by reducing costs you may end up with products of lower quality. So, you should “do the right thing” and “do the thing right.”

Additionally, Capt. Siridech stated a relevant expression relating to Board Directors discharging their responsibilities: namely, having an ‘astronaut view’ of things or, in other words, Board Directors need to have a ‘wide angle’ view or vision through taking into account a more strategic global view of things. For example, the world consists of various conflicting and complicated issues, so you need to know what are the main reasons for and who are the key players in this environment together with who and what are the key drivers of the global economic environment.

Capt. Siridech sees that Board Directors should act as ‘Change Agents’ - or those bringing changes to the organization even if they experience opposition to the proposed changes, through leveraging their knowledge combined with their extensive experiences, skills and a positive mindset. As such, the key factors are having good business morals and ethics.

Finally, Board Directors must analyze both how and what valuable benefits they can add or give to the organization.

Adapting and making use of religious principles in undertaking the duties as a Board Director Capt. Siridech cited the teachings and principles of Bhuddism, and said the Board Directors need to have “hirio-thapa” - or knowing what should be achieved and what cannot be achieved; knowing what is reasonable or when it is enough, as well as not being intent on exploiting or taking advantage of others, and always being afraid or aware of not to, or intentionally, commit any sins and wrongful acts. Such positive perceptions will make Board Directors not to have a vested or conflict of interests, as well as to work only for the benefit of the organization and to always protect the full interests of all involved Stakeholders.

Lastly, Mr.Siridech added that, in discharging their duty and responsibilities apart from working for the benefit of the company, Board Directors need to give importance to the country as a whole – such as, relating to the environment and anti-corruption, both of which are critical social issues for Thailand.

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กรรมการที่ดีตองมี พื้นฐานความรูวิชาการ รศ.ดร. สุปรียา ควรเดชะคุปต

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Basic Skills

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โครงการกรรมการอาชีพใน ทําเนียบ IOD (CDC)

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Boardroom | 56 Board Room 43 E.indd 56

12/28/15 11:43

A Good Director Should Have Basic Skills in Academics Assoc.Prof. Dr. Supriya Kuandachakupt, Independent Director and Audit Committee, Asia Sermkit Leasing Public Company Limited

Assoc.Prof. Dr. Supriya Kuandachakupt is a professional director who has knowledge and expertise in the field of academics and research. She has been granted several scholarships and been a director for organizations in the public and private sectors and a state enterprise.

Khun Supriya Kuandachakupt, the 41st professional director in the IOD Chartered Directors. spoke about her background. She began working as a teacher at Kasetsart University after being a scholarship student at Thammasart University.

Soon after, she realized that to enhance her teaching skills, it would be beneficial to actually work for a business.. This was the beginning of her career as a director.

From this point, she held the view that a good director should have basic academic skills, which could be used as a guideline and facilitate decision-making.

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The differences in business sectors Based on her experiences as a director, she said that the attributes required to carry out the duties at the different types of organizations are similar, namely academic experience, vision, strategy and an understanding of the strengths and weaknesses of each organization but the regulations and establishment laws differ.

These differentiated the mission of each organization. Thus, when working in any organization, a clear understanding of one’s roles and duties is required. An independent director must be able to make a commitment to carry out the duties independently.

The general public often is of the view that members of academia lack expertise in business and administration. However, Khun Supriya, as a former teacher in economics, believes that working in the academic world has helped work effectively

for businesses as teachers are skilled in analyzing weaknesses, strengths and other factors of an organization. Furthermore, their expertise in research enables them to present useful data to the directors and facilitate decision-making in business.

Khun Supriya had an interesting viewpoint that Thai society still relied on conventional practices, tradition and acquaintances. As a consequence, many organizations were merely following old practices and failed to analyze situations sufficiently, which can result in crises.

Thus, a good director should have a vision and the capability to analyze the risks of an organization, which, in turn, would help make it a more solid institution.

Women on the Board Khun Supriya told us that women Board members were different from male directors in terms of working style. Sometimes, women tended to be too busy with many ongoing activities, but Khun Supriya perceived this as a sign of strength as they thoroughly review the organization and prevent risk in the future. Nevertheless, good communication skills and a clear standing of issues are important as well because they could build creditability and confidence to the Board.

What to do if the Board does not listen to the independent director As mentioned previously, good directors must know their roles and duties.

When they have a clear understanding on their functions, they can then focus on collaborating with others based on specific roles and duties and exploit the strong points of their fellow directors. Moreover, academic data that support the needs of the Board and legal knowledge are beneficial in determining if a decision is in accordance with the law or regulation would facilitate working process of the Board.

Note to the directors

Khun Supriya noted that directors needed to have a good understanding of the key aspects of the organization, such as the financial statement and risk analysis. She explained that if they lacked expertise in any field, they should study more in that field, while pointing out that accessing data had become very easy.

When any organization has a good Board of Directors, it is reflected through the company’s performance. The foreign investors become aware of the good performance and then would like to invest in that organization. On the other hand, if the directors do not know their roles and duties and are not fully dedicated to working for the organization, the performance would be low and the foreign investment would be low as well. As a consequence, the organization and country ultimately suffer from this effect.

IOD Chartered Directors Class (CDC) For this program, Khun Supriya believes that directors want to work for solid organizations that practice good corporate governance. Hence, the program aims to build the knowledge of its participants. Although Khun Supriya is retired, but she still likes to contribute her skills and disseminate her knowledge. Thus, she decided to join this program.

At the end of the interview, Khun Supriya stated the following: “we must monitor ourselves regularly because Thai society values keeping face. Thus, we need to make sure we have knowledge, competence and time to dedicate to work.

If we find that we are unable to work full time for the organization, we are neglecting our duties denying the utmost benefit to the organization. Furthermore, we must continue to stay on top of the latest information to enhance our skills and broaden our vision.”

Boardroom | 57 Board Room 43 E.indd 57

12/25/15 20:41

Boardroom | 58 Board Room 43 E.indd 58

12/25/15 20:41

Regulatory Update

รายงานของผูสอบบัญชีรูปแบบใหม คืออะไร ?

บทความจากสภาวิชาชีพบัญชีโดย คณะกรรมการวิชาชีพบัญชีดานการสอบบัญชี

ปจจุบนั สภาวิชาชีพบัญชีอยูใ นระหวางการ ดํ า เนิ นการนํา เสนอรายงานของผู ส อบบัญ ชีรูป แบบใหม ซึง่ สอดคลองกับมาตรฐานการสอบบัญชี ระหวางประเทศ และคาดวาจะมีผลบังคับใชใน ประเทศไทยสําหรับการตรวจสอบงบการเงินทีม่ รี อบ ระยะเวลาสิ้นสุด ในหรือหลังวันที่ 31 ธันวาคม พ.ศ. 2559 ซึ่งเปนกรอบระยะเวลาเดียวกับที่มี การประกาศใชในตางประเทศ ผลการศึกษาและ วิจัยมาเปนเวลาหลายปโดยหนวยงานซึ่งทําหนาที่ กําหนดมาตรฐานการสอบบัญชี พบวารายงานของ ผูสอบบัญชีควรมีการใหขอมูลที่เกี่ยวของกับการ ตรวจสอบเพิ่มขึ้นเพื่อประโยชนแกผูใชงบการเงิน รวมทั้งเปนการเพิ่มคุณคาของรายงานการสอบ บัญชีอีกดวย รายงานของผูสอบบัญชีแบบใหมทําใหมี การสือ่ สารขอมูลทีม่ ปี ระโยชนระหวางผูส อบบัญชี และผูที่เกี่ยวของ โดยเพิ่มวรรคเรื่องสําคัญในการ ตรวจสอบ (Key Audit Matters) ซึ่งเปน พัฒนาการใหมของรายงานของผูสอบบัญชีเพื่อ สื่อสารเรื่องที่มีนัยสําคัญที่สุดในการตรวจสอบงบ การเงินงวดปจจุบัน และเปนเรื่องที่ผูสอบบัญชี สือ่ สารกับผูม หี นาทีใ่ นการกํากับดูแล การใหขอ มูลนี้ เป นการสะท อ นถึ ง ความโปร ง ใสในการปฏิ บั ติ งานสอบบั ญ ชี ซึ่ ง ผู ใช ง บการเงิ นทั่ ว ไปสามารถ รั บ ทราบและเข า ใจเรื่ อ งเหล า นี้ จ ากการอ า น รายงานของผูสอบบัญชี เรื่องสําคัญในการตรวจสอบโดยสวนใหญ เปนเรื่องเกี่ยวกับ 1. เรือ่ งทีม่ คี วามเสีย่ งทีม่ นี ยั สําคัญ (Signicant risk) เปนความเสี่ยงที่ผูสอบบัญชีประเมิน ไววา มีความเสีย่ งสูงทีก่ จิ การจะแสดงขอมูล ที่ขัดตอขอเท็จจริงอันเปนสาระสําคัญในงบ การเงิน 2. เรื่องที่ตองใชดุลยพินิจที่สําคัญของผูสอบ บัญชี ในการตรวจสอบ ซึ่งมักเปนการ

ตรวจสอบรายการบัญชีทผ่ี บู ริหารใชดลุ ยพินจิ ในการประมาณการทางบัญชี และรายการ เหล า นี้ เ ป น ประมาณการที่ มี ค วามไม แนนอนสูง 3. เรือ่ งหรือประเด็นปญหาทีส่ าํ คัญทีผ่ สู อบบัญชี พบในระหวางการสอบบัญชี รวมถึงผลกระทบ ต อ การตรวจสอบเหตุ ก ารณ ห รื อ รายการ ทีส่ าํ คัญ เชน การเปลีย่ นแปลงทีม่ นี ยั สําคัญ ทางดานเศรษฐกิจ การบัญชี ขอบังคับหรืออืน่ ๆ ที่ ส ง ผลกระทบต อ ข อ สมมติ ห รื อ การใช ดุลยพินจิ ของผูบ ริหารและกระทบตอวิธกี าร ตรวจสอบโดยรวมของผูสอบบัญชี ตัวอยาง “เรื่องสําคัญในการตรวจสอบ” เชน ปจจัย ที่กระทบกับการทดสอบการดอยคาของคา ความนิยม ความเหมาะสมของแบบจําลอง ทีใ่ ชในการวัด มูลคาเครื่องมือทางการเงิน ความยากในการ ตรวจสอบการรวมธุรกิจ และความเสี่ยงจากการ ทุจริตอันเนื่องมาจากการรับรูรายไดตามสัญญา เปนตน ซึ่งผูสอบบัญชีตองใชดุลยพินิจในการ เลือกวาเรื่องใดเปนเรื่องสําคัญที่ควรนําเสนอใน รายงานของผูสอบบัญชี ทั้งนี้ การนําเสนอ Key Audit Matters จะบังคับใชกับรายงานของผูสอบ บัญชีของบริษัทจดทะเบียนใน ตลาดหลักทรัพย เทานั้น สําหรับวรรคความรับผิดชอบของผูบริหาร และผูมีหนาที่กํากับดูแลกิจการตองบการเงินนั้น ได เพิ่ ม เติ ม เรื่ อ งความรั บ ผิ ด ชอบของผู บ ริ ห าร ในการประเมินความสามารถของบริษั ท ในการ ดําเนินงานตอเนื่อง การเปดเผยเรื่องที่เกี่ยวกับ การดํ า เนิ น งานต อ เนื่ อ งและเกณฑ ก ารบั ญ ชี สําหรับการดําเนินตอเนือ่ ง และมีขอ ความสําคัญ เพิม่ เติมทีร่ ะบุวา ผูม หี นาทีใ่ นการกํากับดูแลมีความ

UK เปนประเทศที่นํารองในการใชรายงาน ของผูสอบัญชีรูปแบบใหม โดยใช International Standards on Auditing (UK and Ireland) ซึ่งมีสวนที่แตกตางจาก มาตรฐานการสอบบัญชีระหวางประเทศ ที่ออกโดย IAASB อยูบาง รวมถึง รายละเอียดของเนื้อหาในรายงาน อาจไมตรงกัน แตรูปแบบการจัดเรียง แตละวรรคเหมือนกัน เชน รายงานขึ้นตน ดวยวรรคความเห็นและลงทายดวยวรรค ความรับผิดชอบของผูสอบบัญชี เปนตน ผูสนใจอาจดูรายงานของผูสอบบัญชีตาม International Standards on Auditing (UK and Ireland) ที่เริ่มมีการรายงาน ตั้งแตป 2557 ไดจากรายงานประจําป ของบริษัทจดทะเบียนในตลาดหลักทรัพย ของประเทศอังกฤษ

รับผิดชอบใน การสอดสองดูแลกระบวนการจัดทํา รายงานทางการเงินของบริษัท สวนวรรคความ รั บ ผิ ด ชอบของผู ส อบบั ญ ชี ต อ การตรวจสอบ งบการเงินนัน้ จะเนนอธิบายกระบวนการตรวจสอบ ที่ละเอียดมากขึ้น และที่สําคัญผูสอบบัญชีตอง ระบุไวในรายงานการสอบบัญชีวาไดมีการติดตอ สื่อสารกับผูมีหนาที่กํากับดูแลเรื่องขอบเขตการ ตรวจสอบและระยะเวลาที่วางแผนไว ประเด็น สําคัญทีพ่ บจาก การตรวจสอบ รวมทัง้ จุดออนของ ระบบการควบคุ ม ภายในที่ พ บในระหว า งการ ตรวจสอบ นอกจากนี้ รายงานรูปแบบใหมไดกําหนด ใหแสดงชื่อของผูสอบบัญชีที่รับผิดชอบงานสอบ บัญชี โดยเชื่อวาจะเพิ่มความรูสึกรับผิดชอบของ ผูสอบบัญชีที่มีต่อการตรวจสอบงบการเงิน ซึ่ง ขอกําหนดนี้ยังไมเคยมีในตางประเทศ แตสําหรับ ประเทศไทยไมไดมีผลกระทบมากนัก เนื่องจาก Boardroom | 59

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T h e N e w A u d i t o r ’s R e p o r t

มีการระบุชื่อผูสอบบัญชีในหนารายงานอยูแลว เพียง แตตองเพิ่มขอความวาเปนผูสอบบัญชีที่รับผิดชอบงาน สอบบัญชีและผลการตรวจสอบที่ระบุไวในรายงาน โดยสรุป รายงานของผูสอบบั ญชีรูปแบบใหม เปนการรายงานผลการตรวจสอบใหชัดเจนขึ้นแกผูใช งบการเงิน เพื่ อ ให้ข้อมูลเกี่ ยวกั บเรื่องสําคัญในการ ตรวจสอบซึ่งเปรียบเสมือน Executive Summary ใน รายงานประจําปของบริษัท ดังนั้นขอมูลที่สื่อสารใน รายงานตองเปนขอมูลการตรวจสอบเฉพาะของแตละ กิจการ และเปนภาษาที่งายแกการทําความเขาใจ ทั้งนี้ เพื่อใหขอมูลที่เปนประโยชนแกผูใชงบการเงินมากที่สุด สิ่งที่คาดหวังจากการเปลี่ยนแปลงรายงานของผูสอบ บัญชีนี้คือ ชวยเพิ่มความโปรงใสของกระบวนการจัดทํา รายงานทางการเงินและงานสอบบัญชี ซึ่งใหประโยชน ตอสาธารณะและผูท ม่ี สี ว นไดเสีย (Stakeholders) ไมวา จะเปนผูใชงบการเงิน นักลงทุน นักวิเคราะห คณะ กรรมการตรวจสอบ ผูบริหารของกิจการ รวมถึงวิชาชีพ สอบบัญชี นอกจากนี้ยังชวยเพิ่มการสื่อสารระหวาง ผูสอบบัญชีกับผูที่มีสวนเกี่ยวของ และทําใหผูบริหาร และผูมีหนาที่กํากับดูแลใหความสนใจในเรื่องที่ผูสอบ บัญชีระบุในรายงานของผูสอบบัญชี ขณะเดียวกัน ผูสอบบัญชีตองใชการสังเกตและสงสัยเยี่ยงผูประกอบ วิชาชีพ (Professional Skepticism) เพิ่มขึ้นและให ความใสใจเปนพิเศษในเรื่องที่สําคัญที่จะนําเสนอใน รายงานของผูสอบบัญชี ในทายสุดผูบริหารและผูมีหนา ที่กํากับดูแลควรมีบทบาทและความเกี่ยวของในเรื่องนี้ อยางไร เปนเรื่องที่ทานควรใหความสําคัญและทําความ เขาใจกับผูสอบบัญชีอยางชัดเจน

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T h e N e w A u d i t o r ’s R e p o r t An article from the Federation of Accounting Professions By the Auditing Profession Committee The Federation of Accounting Professions is in the process of promulgating the new form of auditor’s report to be in line with International Auditing Standards issued by International Auditing and Assurance Standards Board (IAASB). This new auditor’s report is expected to be effective in Thailand as well as in a number of other countries for audits of financial statements for periods ending on or after December 31, 2016.

According to the international research and studies, the auditor’s report should provide more relevant information pertaining to auditing which will add more value of the report to users.

The new auditor’s report will enhance the communication between the auditor and relevant parties by including “Key Audit Matters or KAMs” paragraph in the report. KAMs are those matters that, in the auditor’s judgment, were of most significance in the audit of the current period financial statements and are those matters that were communicated with those charged with governance. KAMs will provide greater transparency into the financial statement audit as it will enable users of the financial statements a better understanding of such matters from reading the auditor’s report.

KAMs are mostly related to (a) areas of higher assessed risks of material misstatement, or significant risks, (b) matters required significant auditor judgments in auditing areas that involved significant management judgment, including accounting estimates that have been identified as having high estimation uncertainty, and (c) important issues that were identified during the audit including significant events or transactions that affect the audit, for example, significant economic, accounting, regulatory, or other developments that affected management’s assumptions or judgments and the auditor’s overall approach to the audit. Examples of KAM are factors affecting the impairment test of goodwill, the appropriateness of a model used for financial instrument measurement, the complexity and difficulty in auditing the

business combination, and the risks of fraud relating to revenue recognition from contracts. The auditor will have to determine which matter is to be reported as KAM in the auditor’s report. Nevertheless, KAMs are mandatory for the audit of financial statements of listed company in the stock exchange.

The new auditor’s report adds a description of the respective responsibilities of management for assessing the company’s ability to continue as a going concern, disclosure of matters related to going concern and accounting basis for going concern. Moreover, the inclusion of a statement indicating the responsibility of those charge with governance in overseeing the Company’s financial reporting process. Under “Auditor’s Responsibilities for the Audit of the Financial Statements” paragraph, it will provide more information on auditing process. More importantly, the auditor has to indicate in the report that he/she has communicated with those charged with governance regarding the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that are identified during the audit.

The new auditor’s report also requires the disclosure of the name of the engagement partner based on the view that this will emphasis on the responsibility of the engagement partner. This may be new to other countries, however, in Thailand the auditor’s name is already stated in the report. Only the text “The engagement partner on the audit resulting in this independent auditors report is [Name]” is added.

In conclusion, the new auditor’s report provides a more transparent audit result for users of a financial statement.

The auditor communicates KAMs based on the audit that was performed and are like an executive summar y in the company’s annual report. The information in the report is specific for each entity and the wording must be easy to understand for the benefits of users of financial statements.

The new auditor’s report is expected to increase transparency into the financial reporting process and financial statement audit which, in turn, will benefit the public and stakeholders, not only users, investors, analysts, Audit Committee, company’s executives but also the audit professions.

In addition, it enhances communications between the auditor and relevant parties and increases attention by management and those charged with governance to key audit matters reported by the auditor.

Professional skepticism is expected to be increased as auditor will focus on the matters communicated in the auditor’s report. Finally, what are the roles and involvement of management and those charged with governance regarding this matter and what you need to do in working with your auditor to effectively implementing this new requirement.

The United Kingdom is a pilot country to implement the new auditor’s report form that based on the International Standards on Auditing (United Kingdom and Ireland). The detail of this standard is partially different from that of IAASB but the paragraph setting is the same. For example, the report begins with an opinion paragraph and ends with a paragraph explaining the auditor’s responsibility.

The auditor’s report according to the International Standards on Auditing (United Kingdom and Ireland) can be found in the annual report of listed companies in the Stock Exchange of England which has been implemented since 2014.

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กระแสบรรษัทภิบาล

สู ความยั่งยืน

ในอดี ต การนํ า หลั ก การการกํ า กั บ ดู แ ล กิจการ (Corporate Governance หรือ CG) ไปปรับใชกับองคกรธุรกิจนั้น อาจจะถูกจัดลําดับ ความสํ าคัญนอยกว าการดํ าเนิ นธุรกิ จปกติของ บริษัท แตในปจจุบันแทบจะปฏิเสธไมไดแลววา การนําหลักการ CG ไปปฏิบัตินั้น มีความสําคัญที่ จะตองสอดแทรกอยูในทุกขั้นตอนของการดําเนิน ธุรกิจ เพราะหลักการ CG จะเปนเกราะปองกัน ใหกับธุรกิจ ทั้งในดานการควบคุมภายใน การ บริหารความเสี่ยง การปองกันการทุจริต ซี่งจะ ทําใหธุรกิจมีความแข็งแกรงและสามารถดํารงอยู ไดอยางยั่งยืน เพื่ อ สนั บ สนุ น ให ก รรมการและผู บ ริ ห าร ของบริษัทจดทะเบียนเห็นความสําคัญของเรื่อง ดังกลาวมากขึ้น ตลาดหลักทรัพยฯ ไดรวมกับ สํานักงาน ก.ล.ต. และ IOD จัดงาน Thailand CG Forum 2558 เมื่อวันที่ 28 ตุลาคมที่ผานมา ณ โรงแรมดุสติ ธานี กรุงเทพฯ ภายใตธมี “Governance as a Driving Force for Business Sustainability” โดย Forum ครั้งนี้เปน International Forum มี วิทยากรทั้งไทยและตางประเทศมารวมแบงปน ประสบการณ

ทุนไทย คือ การสงเสริมเรื่อง CG in Substance over form เพื่อ “ประโยชนที่แทจริง” ของการนํา หลักการ CG ไปปฏิบตั ิ ทัง้ นี้ มี ดร.บัณฑิต นิจถาวร กรรมการผูอํานวยการ สมาคมสงเสริมสถาบัน กรรมการบริษัทไทย (IOD) เปนผูดําเนินรายการ

Growth Companies, Capital Markets and Corporate Governance” Ms.Fianna Jurdan – Senior Analyst จาก Organization for Economic Co-operation and Development (OECD) ไดชี้ใหเห็นวา ภาคครัวเรือนมีการออมเงินในตลาดทุนมากขึ้น โดยเนนลงทุนในบริษัทที่มีการเจริญเติบโต การที่ บริษัทจะเจริญเติบโตไดตองอาศัย “เวลา” และ “ความเชื่อมั่น” ซึ่ง “ความเชื่อมั่น” จําเปนตอง ดําเนินอยูบนพื้นฐานของหลัก CG ไมวาจะ เป นการสร า งความเท า เที ย มกั บ ให กั บ ผู ถื อ หุ น บุคคลผูมีสวนไดเสีย การเปดเผยขอมูลอยาง โปรงใส และการทําหนาที่ของคณะกรรมการ อยางมีประสิทธิภาพ

Sustainability of Thai listed companies: shared visions of SEC and SET

PANEL DISCUSSION I : “ENHANCING BOARD LEADERSHIP TO ACHIEVE SUSTAINABLE GROWTH AND CREATE LONG-TERM การสั ม มนาเริ่ ม ด ว ยสองบิ๊ ก ใหญ แ ห ง CORPORATE VALUES”

วงการตลาดทุนรวมแถลงวิสัยทัศนและบทบาท ของการพัฒนาตลาดทุน คุณเกศรา มัญชุศรี กรรมการและผู จั ด การตลาดหลั ก ทรั พ ย แ ห ง ประเทศไทย (SET) ไดกลาวถึงบทบาทของ SET ในการสงเสริมและกระตุนใหบริษัทจดทะเบียน เห็นความสําคัญของการปฏิบัติเรื่อง CG มากกวา 2 ทศวรรษ ทั้งการออกหลักการและแนวปฏิบัติ การใหความรู การประเมินผล และการใหรางวัล เพื่อประโยชนแหงการดํารงอยูไดอยางยั่งยืน ของบริษัทจดทะเบียน ทางดานของหนวยงาน กํากับตลาดทุน คุณรพี สุจริตกุล เลขาธิการ คณะกรรมการกํากับหลักทรัพยและตลาดหลักทรัพย (SEC) กลาวถึงความทาทายกาวตอไปของตลาด

Mr. John Lim อดีตประธาน Singapore Institute of Directors (IOD ของสิงคโปร) ไดรว ม แบงปนประสบการณวา การที่จะใหธุรกิจอยูได อยางยั่งยืนนั้น หลายทานอาจจะใหความสําคัญ กับการทําหนาที่ของคณะกรรมการ แตในความ เปนจริงแลว ความสามารถของ CEO กลับมี ความสําคัญยิ่งกวา เนื่องจาก CEO เปนบุคคล ที่ตองดําเนินการดานธุรกิจโดยตรง สวนบทบาท ของคณะกรรมการตองเนนที่ “Process” ทั้งการ สราง Innovation ใหกับกิจการ การพัฒนากรรม การ และการประเมินผลคณะกรรมการ เปนตน ขณะที่คุณภัทธีรา ดิลกรุงธีระภพ ประธานเจา

หนาที่บริหารบริษัทหลักทรัพย ดีบีเอส วิคเคอรส (ประเทศไทย) จํากัด ไดชี้ใหเห็นวากุญแจสําคัญ ของการทําหนาที่คณะกรรมการที่จะมุงสูความ ยั่งยืนไดนั้น จะตองครอบคลุม 3 เรื่อง คือ 1) การเขาใจธุรกิจอยางแทจริง 2) การรับฟงฝายบริหารที่เปนผูเกี่ยวของกับธุรกิจ และ 3) การติดตามผลการดําเนินงานอยางใกลชิด ทางดานของผูล งทุนสถาบัน Ms. Pru Bennett กรรมการจาก BlackRock ในสวนงาน Corporate Governance and Responsible Investment (CGRI) ใหมุมมองที่วา การทําหนาที่ของ กรรมการเปนปจจัยที่นักลงทุนสถาบันนํามาเปน องคประกอบหนึ่งในการพิจารณาเลือกบริษัทที่ จะลงทุน เชน ความเปนอิสระของ Chairman ความสามารถของคณะกรรมการและกรรมการอิสระ ในเรื่องธุรกิจ การเงิน รวมถึงตองมีจรรยาบรรณ และความน า เชื่ อ ถื อ ของรายงานทางการเงิ น เปนตน นอกจากนี้ Ms. Vronique Bruneau Bayard กรรมการผูจัดการ ของบริษัทที่ปรึกษา Labrador Conseil จากฝรั่งเศส ไดยกตัวอยาง ของบริษัท Danone ซึ่งเปนบริษัทฝรั่งเศส ดําเนิน ธุรกิจผลิตน้ําแร โดย ในอดีตเคยประสบปญหา การสรางมลพิษสูส ง่ิ แวดลอม แตหลังจากที่ Danone เริ่มแกไขปญหาดวยการปรับกระบวนการผลิตที่ เปนมิตรตอสิ่งแวดลอมและสรางสัมพันธอันดีกับ Stakeholders จึงทําให Danone สามารถดําเนิน ธุรกิจอยูไดมาจนถึงทุกวันนี้

Panel Discussion II : “Performing Board’s Roles – Challenge for Family Owned and Controlled Companies” ในชวงเสวนาเรื่อง Performing Board’s Roles – Challenge for Family Owned and Controlled Companies ชี้ใหเห็นวาการนํา หลักการ CG ไปปฏิบัติไมเฉพาะแคบริษัทจด ทะเบียนขนาดใหญเทานั้น ธุรกิจขนาดเล็ก ธุรกิจ

Boardroom | 62 Board Room 43 E.indd 62

12/28/15 11:51

ครอบครัวก็สามารถนําไปปฏิบัติเพื่อสรางความ ยั่งยืนใหกับกิจการได โดยผูรวมเสวนาในเรื่องนี้ ประกอบดวย คุณอนุรัตน กองธรนินทร อาจารย พิเศษจากสถาบันบัณฑิตบริหารธุรกิจศศินทรแหง จุฬาลงกรณมหาวิทยาลัย ศาสตราจารยพิเศษ กิติพงศ อุรพีพัฒนพงศ ประธานกรรมการ แหง บริษัทเบเคอร แอนด แม็คเค็นซี่ และคุณ ประทีป ตัง้ มติธรรม ประธานกรรมการบริหาร บริษทั ศุภาลัย จํากัด (มหาชน) มีคณ ุ กุลเวช เจนวัฒนวิทย ทีป่ รึกษา IOD เปนผูดําเนินรายการ ศาสตราจารยพิเศษ กิติพงศ ไดใหหลักการดําเนินธุรกิจอยางยั่งยืนไว ซึ่งเปนหลักการที่นาสนใจมาก กลาวคือ หลัก 6C ไดแก Corporate Structure - การจัดโครงสราง และแบงแยกหนาที่ใหชัดเจน, Compensation – การกําหนดคาตอบแทนทีเ่ หมาะสม, Communication– การกํ า หนดลํ า ดั บ ชั้ น ของการอนุ มั ติ แ ละการ สื่อสารใหเปนที่เขาใจและครอบคลุม, Care and Compassion – การดูแลและใสใจทั้งตอผูปฏิบัติ งานและธุรกิจ, Change – การปรับปรุงพัฒนา อยางตอเนื่องไมใหตกยุค และ Conict – ปองกัน และจัดการความขัดแยง

และผลลัพธจากการประเมินก็สามารถนํามาใช พัฒนากรรมการเพื่อนําพากิจการสูความยั่งยืน ในสวนของคุณวิทิต ลีนุตพงษ กรรมการบริษัท อินทัช โฮลดิ้งส จํากัด (มหาชน) ไดใหมุมมองของ การประเมินคณะกรรมการวามีประโยชนอยาง มาก เรื่องหนึ่งที่เห็นไดชัดคือการนําผลประเมินไป ใชเปนขอมูลในการสรรหากรรมการใหม อยางไร ก็ตาม ก็ยังคงมีอีกหลายบริษัทที่มองขามเรื่องการ ประเมินตนเอง ดวยเหตุที่วาภาระหนาที่ของคณะ กรรมการมีคอนขางมากอยูแลว จึงไมไดเห็นความ สําคัญของเรื่องนี้ แตคุณวิทิตไดใหขอคิดทิ้งทาย ไววา “ If you think it is important, you can nd time ” ทั้งหมดนี้คือภาพรวมของงาน Thailand CG Forum ประจําป 2558 สําหรับผูที่พลาดงาน สัมมนาในครั้งนี้สามารถติดตามชมไดที่ website ของตลาดหลักทรัพยฯ http://www.set.or.th/ sustainable_dev/th/cg/seminar_p1.html

Panel Discussion III : “Evaluating Board Performance-Constructive Mechanisms for Improving Board Effectiveness” อี ก หนึ่ ง กระบวนการที่ ส ามารถยกระดั บ การทําหนาที่ของคณะกรรมการบริษัทไดดียิ่งขึ้น และหลายบริ ษั ท จดทะเบี ย นในไทยเริ่ ม ปฏิ บั ติ กันมากขึ้น คือ การประเมินผลการปฏิบัติงาน ของคณะกรรมการ โดย Ms. Anne Molyneux กรรมการจาก CS International จากสวิตเซอรแลนด ไดใหขอ มูลวา ในอดีตเรือ่ งการประเมินคณะกรรมการ ถือเปนเรื่องที่คณะกรรมการใหความสําคัญนอย ไมมีใครรับเปนเจาภาพ จึงเปนที่ถกเถียงกันวา ประธานกรรมการหรือ CEO ควรจะเปนคน หนาที่ดังกลาว แตปจจุบันถือวาคณะกรรมการให ความตื่นตัวมากขึ้น และผูลงทุนสถาบันก็สามารถ นําผลจากการประเมินคณะกรรมการ เชน Competency หรือ Succession plan มาใชในการ พิจารณาบริษทั ดวย ขณะที่ Ms.Jane Stuchberry ผูก อ ตัง้ บริษทั ทีป่ รึกษา Diligence Board Advisory จาก Australia เห็นวา การประเมินคณะกรรมการ ยังทํา Form เปนสวนใหญ แตการประเมินที่ จะไดประโยชนอยางแทจริง คณะกรรมการตอง ยอมรับและนําผลประเมินเปนขอที่จะพัฒนาและ ปรับปรุงการทํางานของคณะกรรมการใหดขี น้ึ ตอไป นอกจากนี้ คุณสุวภา เจริญยิ่ง กรรมการ ผูจ ดั การบริษทั หลักทรัพย ธนชาต จํากัด (มหาชน) ไดกลาววา แมวัฒนธรรมของไทยจะไมชอบให ใครมาตัดสินตนเอง แตในชวงหลายปที่ผานมานี้ บริษัทจดทะเบียนไทยก็ตื่นตัวในเรื่องการประเมิน คณะกรรมการ ทั้งการประเมินแบบรายคณะ ราย บุคคล และการประเมินคณะกรรมการชุดยอย

Thailand CG Forum : Corporate Governance Trends Towards Sustainability

In the past, adopting the principles and practices of corporate governance (or CG) within organizations may have had a lesser priority or degree of importance than the actual normal business operational activities itself. However, it cannot be denied that, currently, adopting and implementing CG principles and practices is important; whereby these practices are embedded within all process and procedures of the business operation. This is because the principles of good CG act as a protective armor for the business in being effective internal controls, management of risks and protection against corruption, so as to enable the overall business to be strengthened and to continue on a sustainable basis.

อนึ่ง ในป 2559 ตลาดหลักทรัพยฯ ยังคงมี งานสัมมนาดาน CG ในหัวขอที่เปนประโยชนกับ ทั้งกรรมการบริษัท ผูบริหาร และผูปฏิบัติงานอีก มากมาย ผูที่สนใจสามารถติดตามไดจากขาวเผย แพรของทางตลาดหลักทรัพยฯ

As such, in order to promote and support corporate Directors and top Management of listed companies to see the increasing importance of the abovementioned aspects of CG, the Stock Exchange of Thailand (SET) has joined together with the SEC and the IOD in holding the annual Thailand CG Forum 2558, on October 28, 2015 at the Dusit Thani Hotel, under the theme of “Governance as a Driving Force for Business Sustainability”.

And, on this occasion, it was held as an ‘International Forum’, whereby both Thai and international guest speakers joined the event to share their insights and experiences.

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“Growth Companies, Capital Markets and Corporate Governance”

Sustainability of Thai listed companies : Shared visions of SEC and SET The Forum started with 2 very prominent persons within the capital markets environment jointly sharing their respective vision and perceived roles in developing the Thai capital markets, with Dr. Bandid Nijathawaorn, President and CEO of the Thai Institute of Directors Association (IOD) acting as the session moderator.

• Mrs. Kesara Manchusree, President of the Stock Exchange of Thailand (SET) stated that the role of the SET in promoting and encouraging listed companies to see the importance of implementing CG practices over the past 20 years included the following activities: defining as well as initiating CG principles and associated operating guidelines, informing and educating, evaluating the related outcomes, and also giving awards for ‘best in class’ CG practices implementation. This was undertaken all for the benefit of listed companies in regards to the overall sustainability of their businesses.

• While, representing the viewpoint of the capital markets’ oversight authority, Mr. Rapee Sucharitkul, Secretary General of the Office of the Securities Exchange Commission (SEC) stated that the upcoming and next challenge for the Thai capital markets is to promoted CG in terms of “substance over form” so as to achieve “real and concrete benefits” as a result of adopting and putting into actual practice the various principles of CG.

Ms.Fianna Jurdan, Senior Analyst at the Organization for Economic Cooperation and Development (OECD) pointed out that households are increasingly saving more money in the capital markets, with an emphasis on investing in companies that show significant growth. As such, such corporate growth largely depends on ‘time’ and ‘confidence in its business’; whereby this ‘confidence’ results from op e r a t i n g t h e b u s i n e s s w i t h i n t h e fundamental principles of CG – regardless of whether it is establishing equal treatment for all its Shareholders and all Stakeholders, disclosing information in a fully transparent manner, and achieving Board effectiveness.

Co. Ltd., pointed out that the important key in discharging the responsibilities of the Board of Directors that focus on the issue of ‘sustainability’ is to effectively incorporate these 3 main elements : 1) having a thorough and genuine understanding of the company’s business; 2) listening to the Management group, who are actively involved with the business operations; as well as 3) monitoring and keeping a close watch on the operating results of the company.

From the viewpoint of institutional investors, Ms. Pru Bennett, a Director from Black Rock Corporate Governance and Responsible Investment (CGRI) unit, presented that, for institutional investors, how Board Directors undertake their duties and responsibilities is a key factor and impor tant component of their consideration process for choosing which company they will invest in – namely, such PANEL DISCUSSION I : aspects as: the degree of independence “ENHANCING BOARD LEADERSHIP of the Chairman of the Board, as well as TO ACHIEVE SUSTAINABLE GROWTH with the overall capabilities of the Board of AND CREATE LONG-TERM Directors and the Independent Directors CORPORATE VALUES” in regards to the overall business operations and financial matters, together with their • Mr. John Lim, former Chairman having the required proper business ethics of the Singapore Institute of Directors and also credibility of the financial statements/ (or Singapore’s IOD) joined the Forum reports. to share his insights and experiences in stating: “So as to achieve business • Additionally, Ms. Véronique sustainability, many of you may place Bruneau Bayard, Managing Director of great importance on Board Directors Labrador Counsel, from France, added by discharging of their duties. However, in citing the example of Danone Co. Ltd., a reality, the ability of the CEO is more French company producing and supplying important. This is because the CEO is the mineral water, that previously faced person directly responsible for operating problems in having polluted the environment. the business; while the role of the Board However, Danone Co. then solved the issue of Directors is emphasize on the business by changing its manufacturing process “process” – such as, creating ‘innovation’ to be more environmentally friendly and in the business operations, developing by successfully establishing a close Board Directors’ skills, and evaluating the relationship with all involved Stakeholders, overall performance of the Board of Directors.” that the resulted in the company still being able to operate its business to this day.

• While, Ms. Patteera Dilokrungthirapop, CEO of DB Vickers Securities (Thailand)

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Panel Discussion II : “Performing Board’s Roles – Challenge for Family Owned and Controlled Companies” During the panel discussion session regarding Performing the Board’s Roles – Challenge for Family Owned and Controlled Companies, it was pointed out that it is not essential only for large listed companies to adopt and implement CG principles and practices, but that both small businesses and family-owned companies are also able to put them into practice within their respective organizations so as to achieve sustainability for their businesses.

Others joining this panel discussion session included: Mr. Anuratn Kongtoranin, Special Associate Professor at the SASIN Graduate Institute of Business Administration of Chulalongkorn University; Special Professor Kitipong Urapeepatanapong, Chairman, Baker & McKenzie; and Mr. Prateep Tangmatitham, Chairman, Supalai Pcl., with Mr.Kulvech Janvatanavit, Principal Project Advisor to the IOD, acting as the moderator.

• Special Professor Kitipong Urapeepatanapong presented that the key principles for achieving a sustainable business, which was of great interest, consist of these 6 principles: Corporate Structure – creating a business structure that clearly defines separate roles and responsibilities; Compensation – determining an appropriate compensation plan; Communication – defining a comprehensive approval and communications process that are clearly understood; Care and Compassion – overseeing the operationallevel staff and the overall business in an attentive manner, Change – continually enhancing and developing the business, so as to remain relevant to the ongoing current business environment; and Conflict – effectively preventing and managing any conflicts.

Panel Discussion III : “Evaluating Board Performance-Constructive Mechanisms for Improving Board Effectiveness” Another process that will enhance the activities of the company’s Board of

Directors in discharging their duties and responsibilities, which many Thai listed companies have now adopted and implemented, is the performance evaluation of the Board of Directors.

• Ms. Anne Molyneux, Director of CS International from Switzerland, presented further information on this topic by saying that, in the past, the matter of evaluating the overall performance of the Board of Directors had been considered as being of little importance, with no particular party acting as the leader responsible for taking the initiative to do so. This issue has been much debated, with various arguments that either the Chairman of the Board or the CEO should be the person responsible for undertaking this activity. However, currently the Board of Directors itself has been giving more attention to this matter - together with institutional investors, who are able to make use of specific aspects of the Board performance evaluation outputs - such as, competency and succession planning – as part of their overall assessment of the companies into which they are looking to invest.

• While, Ms.Jane Stuchberry, Founder of Diligence Board Advisory Co. from Australia, believes that currently, evaluation of Board performance still mainly stresses on “Form”; whereas, for such evaluations to be genuinely effective and beneficial, the respective Board of Directors must then make use of the evaluation outputs in further developing and making ongoing improvements to the overall working effectiveness of the Board of Directors.

the performance of the Board is very beneficial for all parties. Initially, it is clear that the evaluation outcome can be used as valuable information in the future nomination of new Board Directors.

However, there are still many other companies that overlook Board Directors’ self-evaluation, since there are already many other duties and responsibilities that need to be undertaken by Board D i rectors; and, as su ch, not m uch importance is placed on this matter. But he also ended up by adding that “If you think it is important, you can find time.”

Thus, the above summary is an overview of the annual Thailand CG Forum 2015; whereby those who missed the opportunity to attend this event as view further details on the SET website at: http://www.set.or.th/sustainable_dev/th/ cg/seminar_p1.html Furthermore, for 2016, the SET will continue to hold many more seminars and forums relating to CG, under the various headings that will be beneficial to company Board Directors, to the Management Team and to all operational level officials. Those interested to attend and participate in these events can follow up relevant news updates at the SET’s Information Broadcast Network and CG Center: http://www.set.or.th/sustainable_ dev/th/cg/history_p1.html

• Additionally, Ms. Suvabha Charoenying, Managing Director of Thanachart Securities Pcl., stated that, in spite of the fact that in Thai culture people do not like others to bribe them, but over the past few years, listed companies have been more attentive to evaluating the performance of their Board of Directors – both as a group, on an individual basis and as a Board Committee; whereby the evaluation outcome is then able to be used to further develop Board Directors and to lead the overall business operations towards greater sustainability.

• As for Mr. Vithit Leenutapong, Director of Intouch Holdings Pcl., presented his viewpoint that evaluating

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Board Review

Addressing corruption together ˹ѧÊ×ÍàÅ‹ÁäÁ‹ãËÞ‹ÁÒ¡ áμ‹ÍѴṋ¹´ŒÇ à¹×é Í ËÒ·Õè ¤ Ãͺ¤ÅØ Á àÃ×è Í §¡ÒÃμ‹ Í μŒ Ò ¹¡ÒÃ·Ø ¨ ÃÔ μ ¤Íà ÃÑ»ªÑ¹ àÃÔèÁμÑé§áμ‹¹ÔÂÒÁ¢Í§¡ÒäÍà ÃÑ»ªÑ¹ ¡ÒÃÇÒ§ÁÒμðҹ ¡Ã³ÕÈ¡Ö ÉÒáÅÐâÁà´Åμ‹Ò§æ ·Õ¨è Ð ª‹ÇÂãËŒ·Ø¡·‹Ò¹ÊÒÁÒö¹íÒä»»ÃÐÂØ¡μ 㪌ã¹Í§¤ ¡Ã ä´Œ “Addressing corruption together” ໚¹ ˹ѧÊ×Í·Õè¨Ñ´·íÒà¾×èÍ㪌㹧ҹ»ÃЪØÁ OECD Symposium on Anti-Corruption Development Assistance ·Õè¨Ñ´¢Öé¹àÁ×è͸ѹÇÒ¤Á 2557 â´ÂÁÕ ¹Ñ¡¢Õ¹ËÅÒ·‹Ò¹ ÃÇÁ¶Ö§ Prof. Robert Klitgaard ¼ÙŒàªÕèÂǪÒÞàÃ×èͧ¡ÒÃμ‹ÍμŒÒ¹¡Ò÷بÃÔμ¤Íà ÃÑ»ªÑ¹ 䴌ËÇÁà¢Õ¹˹ѧÊ×ÍàÅ‹Á¹Õé¢Öé¹ÁÒ “Addressing corruption together” àÅ‹Á¹ÕéäÁ‹ÁÕ¨íÒ˹‹Ò áμ‹ ÊÒÁÒö´Òǹ âËÅ´ä´Œ¿ÃÕ·Õè www.oecd.org

This book was written and published for the meeting of OECD Symposium on Anti-Corruption Development Assistance on December 2014 by various authors.

Especially, the key author is Prof. Robert Kliatgaard who is a specialist on the AntiCorruption Theory. Therefore, this book has plenty of knowledge and circumstances which it deeply clarified its definition, measures and essential example of success and/or analytical models for reader. Thus, a reader definitely can apply whole knowledge which they obtained from this book to develop and resolve some occurred issue for their company.

(Remark: Please download it for free at http://www.oecd.org.)

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Board Activities

IOD Golf Challenge Cup

12/2015

໚¹»ÃШíÒ·Ø¡»‚ ¡Ñº¡Ô¨¡ÃÃÁ¡ÕÌÒ¡ÃЪѺÁÔμà IOD Golf Challenge Cup »‚¹Õé¨Ñ´à»š¹¤ÃÑ駷Õè 12 â´ÂÁÕ¤³ Ø ¡ÄɳРÈÔÇСÄɳ ¡ÅØ »Ãиҹ¡ÃÃÁ¡Òà ºÃÔÉÑ· ÊÂÒÁ ÍÔ¹´ÑÊà·ÃÕÂÅ ¤Íà »ÍàêÑè¹ ¨íÒ¡Ñ´ ÃѺäÁŒμÍ‹ ¨Ò¡ ´Ã.¾¹ÑÊ ÊÔÁÐàʶÕÂà ÁÒ໚¹»Ãиҹ ¨Ñ´¡ÒÃᢋ§¢Ñ¹»‚¹àéÕ »š¹»‚áá «Ö§è ¨Ñ´á¢‹§¢Ñ¹ä»àÁ×Íè Çѹ·Õè 11 ¾ÄȨԡÒ¹·Õ輋ҹÁÒ ³ ʹÒÁ¡ÍÅ ¿¹Ç¸Ò¹Õ ·ÕèÁդسÊØ¢ØÁÒ ªÂÒ¹¹· ¡ÃÃÁ¡Òüٌ¨Ñ´¡Òà ºÃÔÉÑ· à·¾¸Ò¹Õ¡ÃÕ±Ò ¨íÒ¡Ñ´ (ÁËÒª¹) ¤ÍÂÍíҹǠ¤ÇÒÁÊдǡμÅÍ´¡ÒèѴ¡ÒÃᢋ§¢Ñ¹ ã¹Çѹ¹Ñé¹ Áչѡ¡ÍÅ ¿ãËŒ¤ÇÒÁʹã¨à¢ŒÒËÇÁ¡ÒÃᢋ§¢Ñ¹¡Ç‹Ò 20 ·ÕÁ »‚¹¤éÕ ³ Ø ¾§È¸Ã ©ÑμùÐÃѪμ Ãͧ¡ÃÃÁ¡Òà ¼ÙŒ¨Ñ´¡Òà ºÃÔÉÑ· «ÑÊâ¡Œ ¨íÒ¡Ñ´ ¹íÒºÑμÃàμÔÁ¹éíÒÁѹ ÁÙŤ‹Ò˹Öè§áʹºÒ· ÁÒ໚¹ÃÒ§ÇÑÅ Hole in One áμ‹Ê§Êѹѡ¡ÍÅ ¿¨ÐÅ×Á¾¡´Ç§ÁÒ´ŒÇ àÅÂäÁ‹ÁÕ ¹Ñ¡¡ÍÅ ¿·‹Ò¹ã´¤ÇŒÒÃÒ§ÇÑÅãËÞ‹¡ÅѺºŒÒ¹ä» áμ‹ ÃÒ§ÇÑÅ㹧ҹàÅÕé§ÁÕà¾Õº ᨡ¢Í§ÃÒ§ÇÑÅμÅÍ´ §Ò¹àÃÕ¡Njҹѡ¡ÍÅ ¿ä´Œ¢Í§ÃÒ§ÇÑÅμÔ´äÁ‹μÔ´Á×Í ¡ÅѺºŒÒ¹¡Ñ¹·Ø¡¤¹ ʋǹÃÒ§ÇÑÅ¡ÒÃᢋ§¢Ñ¹ »‚ ¹Õé ẋ§Í͡໚¹»ÃÐàÀ··ÕÁÊÁÒªÔ¡ IOD áÅÐ »ÃÐàÀ·ºØ¤¤Å ã¹»‚¹Õé·ÕÁ·Õè¤ÇŒÒáªÁ»Šä»¤Ãͧ໚¹ ·ÕÁ¼ÊÁ¨Ò¡ËÅÒÂÃØ‹¹ DCP 䴌ᡋ ´Ã.ÈÃÕÀÙÁÔ ÈØ¢à¹μà DCP15 ¤Ø³ÂØ·¸ ÇéÑμøÒà DCP0 ¤Ø³¨§ÃÑ¡ ÃÑμ¹à¾ÕÂà DCP190 ´Ã.¶¹ÍÁÈÑ¡´Ôì ÊØÇÃó¹ŒÍ DCP154 àÃÕ¡䴌NjÒ໚¹ÁŒÒÁ×´¢Í ¤èíҤ׹¹Ñ鹡ѹàÅ·Õà´ÕÂÇ ·Ò§´ŒÒ¹ÃÒ§ÇÑÅ»ÃÐàÀ·ºØ¤¤Å ¤Ø³´ØÊÔμ ÃØ‹§àÃ×ͧÂÈ ¤ÇŒÒÃÒ§ÇÑÅ Overall Low Gross áÅФسÊØ¢ØÁÒ ªÂÒ¹¹· ¤ÇŒÒÃÒ§ÇÑÅ Overall Low Net 令Ãͧ (àÍ... àÃÕ¡NjҫŒÍÁÁÒ´Õ㪋äËÁ¤Ð ¤Ø³âÍ‹§) ʋǹÃÒ§ÇÑÅ»ÃÐàÀ· Flight ÍÒÂØ áÅÐ ÃÒ§ÇÑÅã¡ÅŒ¸§ μÔ´μÒÁä´Œ·ŒÒ¤ÍÅÑÁ¹ ÊØ´·ŒÒ¹Õé ¡Ô¨¡ÃÃÁ IOD Golf Challenge Cup ¨Ðà¡Ô´¢Öé¹äÁ‹ä´ŒàŶŒÒ¢Ò´¡ÒÃʹѺʹع¨Ò¡ ¹Ñ¡¡ÍÅ ¿áÅмÙÊŒ ¹ÑºÊ¹Ø¹·Ø¡·‹Ò¹ IOD ¢Í¢Íº¤Ø³ ÍÕ¡¤ÃÑ駷ÕèËÇÁÊÌҧ˹ŒÒ»ÃÐÇÑμÔÈÒÊμà ãËŒ¡Ñº IOD »‚˹ŒÒ¨Ð¨Ñ´á¢‹§¢Ñ¹·ÕÊè ¹ÒÁä˹ à» ´ÃѺÊÁѤÃàÁ×Íè äËË μÔ´μÒÁ¡Ñ¹ãˌ䴌 áŌǾº¡Ñ¹ãËÁ‹»‚˹ŒÒ

»ÃÐàÀ··ÕÁÊÁÒªÔ¡ IOD ÃÒ§ÇÑŪ¹ÐàÅÔÈ 1. ´Ã.ÈÃÕÀÙÁÔ ÈØ¢à¹μà 2. ¤Ø³ÂØ·¸ ÇéÑμøÒà 3. ¤Ø³¨§ÃÑ¡ ÃÑμ¹à¾ÕÂà 4. ´Ã.¶¹ÍÁÈÑ¡´Ôì ÊØÇÃó¹ŒÍ ÃÒ§ÇÑÅÃͧª¹ÐàÅÔÈÍѹ´Ñº 1 1. ¤Ø³ÊØ¢ØÁÒ ªÂÒ¹¹· 2. ¤Ø³ÊÁºØÞ ÃѧÊÕËÔÃÑÞÃÑμ¹ 3. ¤Ø³³Ñ°ª¹Ò à¾çÞªÒμÔ 4. Mr. Toshiya Ito

ªÒÂ/ËÞÔ§ ÍÒÂØäÁ‹à¡Ô¹ 55–65 »‚ ÃÒ§ÇÑŪ¹ÐàÅÔÈ ¤Ø³»Ãоѹ¸ ÃÒ§ÇÑÅÃͧª¹ÐàÅÔÈÍѹ´Ñº 1 ¤Ø³ÊظÕà ÊÔ¹¸Ø¹ÒÇÒÃÑμ¹ ÃÒ§ÇÑÅÃͧª¹ÐàÅÔÈÍѹ´Ñº 2 ´Ã.à¨É®Ò ÇÕÃо§È

ªÒÂ/ËÞÔ§ ÍÒÂØ 65 »‚ ¢Öé¹ä» ÃÒ§ÇÑŪ¹ÐàÅÔÈ ¤Ø³¸ÇѪªÑ μÑé§Ê§‹Ò ÃÒ§ÇÑÅÃͧª¹ÐàÅÔÈÍѹ´Ñº 1 ¤Ø³¾§É â¾ÂÁ ÃÒ§ÇÑÅÃͧª¹ÐàÅÔÈÍѹ´Ñº 2 ÃÒ§ÇÑÅÃͧª¹ÐàÅÔÈÍѹ´Ñº 2 1. ¤Ø³¡ÄɳРÈÔÇСÄɳ ¡ØÅ ¤Ø³ÂØ·¸ ÇéÑμøÒà 2. ¤Ø³¸ÇѪªÑ μÑé§Ê§‹Ò 3. ¤Ø³ÇÕÃÇÔ· ¤§ÈÑ¡´Ôì »ÃÐàÀ· OPEN ºØ¤¤Å 4. ¤Ø³ÊØÇÔ·Â ¾Öè§à¨ÃÔÞ Overall Low Gross ¤Ø³´ØÊÔμ ÃØ‹§àÃ×ͧÂÈ Overall Low Net »ÃÐàÀ·ºØ¤¤Å ªÒÂ/ËÞÔ§ ÍÒÂØäÁ‹à¡Ô¹ 55 »‚ ¤Ø³ÊØ¢ØÁÒ ªÂÒ¹¹· ÃÒ§ÇÑŪ¹ÐàÅÔÈ ¤Ø³ÀÔÁØ¢ ÊÔÁÐâè¹ ÃÒ§ÇÑÅã¡ÅŒ¸§ ÃÒ§ÇÑÅÃͧª¹ÐàÅÔÈÍѹ´Ñº 1 1. ¤Ø³ÇѹªÑ ¨§ÈÃÕÊÇÑÊ´Ôì 2. Mr. Toshiya Ito ¤Ø³¾ÃÈÔÇÐ ÀÒ¤ÊØÇÃó ÃÒ§ÇÑÅÃͧª¹ÐàÅÔÈÍѹ´Ñº 2 3. ¤Ø³´ØÊÔμ ÃØ‹§àÃ×ͧÂÈ ¤Ø³¾§È¸Ã ©ÑμùÐÃѪμ

¤³Ð¡ÃÃÁ¡ÒèѴ¡ÒÃᢋ§¢Ñ¹Ï ¤Ø³¡ÄɳРÈÔÇСÄɳ ¡ØÅ »Ãиҹ¤³Ð ͹ءÃÃÁ¡Òà ¤Ø³àÃÇ´Õ μ.ÊØÇÃó ͹ءÃÃÁ¡Òà ¤Ø³¨ÔÃ°Ò ÇÒ¹ÔªÈØÀªÑ ͹ءÃÃÁ¡Òà ¤Ø³ÊØ¢ØÁÒ ªÂÒ¹¹· ͹ءÃÃÁ¡Òà ¤Ø³à¾ÕÂêÑ ¶ÒÇÃÃÑμ¹ Í¹Ø¡ÃÃÁ¡Òà ¤Ø³¾§È¸Ã ©ÑμùÐÃѪμ ͹ءÃÃÁ¡ÒÃ

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IOD Golf Challenge Cup 12/2015

IOD organized its annual IOD Golf Challenge Cup for the 12th time. Mr. Krishana Sivakriskul, Chairman of Siam Industrial Corporation Company Limited, took over the duty of presiding over the event from Dr. Panas Simasathien. The challenge cup was held on November 11 at the Nava Thanee golf course. Mr. Sukuma Jayananda, Managing Director of Tepthanee Kreeta Public Company Limited, facilitated the event. Twenty teams competed this year.

Mr. Phongsathon Chatnarat, Vice Managing Director of Susco Company Limited submitted a petrol card valued at 100,000 baht as a prize for any golfer who shot a hole in one. Unfortunately, no one managed to do this difficult feat. The accompanying party was full of prizes. In fact, almost all golfers went home with a prize. The prizes for the competition in this year were divided into an IOD member team category and an individual category.

The winner in the team category was a team made up of DCP alumni from many classes, including Dr. Sribhumi Sukhanetr, Mr. Yuth Vorachattarn, Mr. Chongrak Rattanapian and Dr. Thanomsak Suwannoi.

They were really the dark horses of that night.

For the individual category, the winners were Mr. Dusit Rungruangyos for the overall low score and Mr. Sukuma Jayananda for the low net score (Hmm! Mr. Ong, you really practiced hard for this). For details of the flight, age and near-flag prizes, please refer to the end of this column.

The IOD Golf Challenge Cup would not have been impossible without the support from the golfers and sponsors.

IOD would like to thank those golfers and sponsors again for creating a new page in IOD history. Please stay in touch with us if you do not want to miss the next IOD Golf challenge Cup. See you next year.

IOD Team Prizes Winner 1.

2.

3.

4.

Dr. Sribhumi Sukhanetr Mr. Yuth Vorachattarn Mr. Chongrak Rattanapian Dr. Thanomsak Suwannoi

1st Runner Up 1.

2.

3.

4.

Mr. Sukuma Jayananda Mr. Somboon Rangsihiranrat Mr. Natchana Phenjati Mr. Toshiya Ito

2nd Runner Up 1.

2.

3.

4.

Mr. Krishna Sivakriskul Mr. Thawatchai Thangsa-nga Mr. Veeravit Gongsakdi Mr. Suvich Pungchareon

Individual Prizes Under 55 Years Filght Winner 1st Runner Up 2nd Runner Up

Mr. Pimuk Simaroj Mr. Pornsiva Paksuwan Mr. Phongsathon Chatnarat

55–65 Years Filght Winner 1st Runner Up 2nd Runner Up

Mr. Praphan Mr. Suthee Sinthuwanarat Mr. Jessada Veerapong

Upper 65 years Winner 1st Runner Up 2nd Runner Up

Mr. Thawatchai Thangsa-nga Mr. Phongpayome Mr. Yuth Vorachattarn

Flight OPEN Overall Low Gross Mr. Dusit Rungruangyos Overall Low Net Mr. Sukuma Jayananda

IOD Golf Sub-Committee 1. Mr. Krishna Sivakriskul Chairman 2. Mrs. Rae-Vadee T. Suwan Committee 3. Mr. Jirathar Wanitsupachai Committee 4. Mr. Sukuma Jayananda Committee 5. Mr. Pianchai Thawornrat Committee 6. Mr. Phongsathon Chatnarat Committee

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12/28/15 11:54

DCP 200 Classes Endless Memories

§Ò¹àÅÕ駻ÃШíÒ»‚¢Í§ÈÔÉÂ à¡‹Ò DCP ¨Ñ´¢Öé¹àÁ×èÍÇѹ·Õè 26 ¾ÄȨԡÒ¹·Õ輋ҹÁÒ ÃÇÁÈÔÉÂ à¡‹Ò DCP ÃÇÁ 214 ÃØ‹¹ÁÕ ¼ÙŒ¼‹Ò¹¡ÒÃͺÃÁ¡Ç‹Ò 6,000 ¤¹ ÀÒÂ㹧ҹ¹ŒÍ§¨Ò¡ÈÔÉÂ à¡‹Ò ¨Ðä´ŒÁÒ¾º»Ð¾Ù´¤Ø¡ѹáÅŒÇ Âѧ䴌ªÁ¡ÒÃáÊ´§¾ÔàÈɨҡËØ‹¹ ¤³ÐÅФÃâ¨ËÅØÂÊ Ç§´¹μÃÕºÒ§¡Í¡«ÔÁ⿹ÕÍÍà¤ÊμÃŒÒáÅÐ º·à¾Å§¨Ò¡ÈÔÅ» ¹à¾Å§ÃÑ¡ª×èʹѧàºÔà ´¡ÑºÎÒà · ¹Í¡¨Ò¡¹Ñé¹ ÁÕÇÔ´ÕâͨҡÈÔÉ ࡋҺ͡àÅ‹ÒàÃ×èͧÃÒǢͧ IOD ¨Ò¡Í´Õμ¨¹ »˜¨¨ØºÑ¹§Ò¹¹ÕéáÁ‹§Ò¹ãËÞ‹Âѧ¤§à»š¹¤Ø³¹ÇžÃó ÅèíÒ«íÒ »Ãиҹ਌Ò˹ŒÒ·ÕèºÃÔËÒúÃÔÉÑ·àÁ×ͧä·Â»ÃСѹÀÑ (¨íÒ¡Ñ´) ÁËÒª¹ áÅСÃÃÁ¡Òà IOD §Ò¹¹Õé IOD μŒÍ§¢Í¢Íº¤Ø³ ¼ÙŒà¢ŒÒËÇÁ§Ò¹·Ø¡·‹Ò¹ áÅТ͢ͺ¤Ø³Ê»Í¹à«Íà ãËދ㨴շÕè ãËŒ¡ÒÃʹѺʹع¡ÒèѴ§Ò¹·Ñ駺ÃÔÉÑ·ºØÞÃÍ´ºÔÇàÇÍÃÕè ¨íÒ¡Ñ´, ºÃÔÉÑ· ´Ù à´Â ´ÃÕÁ ¨íÒ¡Ñ´, ºÃÔÉÑ· àÁ×ͧä·Â»ÃСѹÀÑ ¨íÒ¡Ñ´ (ÁËÒª¹), ºÃÔÉÑ· »μ·. ¨íÒ¡Ñ´ (ÁËÒª¹), ¸¹Ò¤ÒÃÍÍÁÊÔ¹, ºÃÔÉ·Ñ ·Õ¤ÇÔ àÍçÁ ¨íÒ¡Ñ´ (ÁËÒª¹) áÅÐ ºÃÔÉ·Ñ ÂÔºÍÔ¹«Í ¨íÒ¡Ñ´

DCP 200 Classes Endless Memories The annual party for the more than 6,000 DCP alumni of the total of 214 classes was held on November 26. During the event, the alumni had the chance to talk, see the classical puppet of the Joe Louis theatre, and listen to classical music from the Bangkok Symphony Orchestra and performance from the duo, Byrd and Heart. Moreover, there was also a video presentation telling the story of IOD from the past to present. Mrs. Nualpan Lamsam, CEO of Muangthai Insurance Public Company Limited and IOD directors presided over the event.

IOD would like to thank the attendee and sponsors, including Boonrawd Brewery Company Limited, Do Day Dream Company Limited, Muangthai Insurance Public Company Limited, PTT Public Company Limited, Government Saving bank, TQM Public Company Limited and Yip In Tsoi Company Limited for making this an eventful occasion.

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12/25/15 20:41

National Research Alliance Dialogue on Corporate Governance 2015 àÁ×èÍÇѹ·Õè 10 ¾ÄȨԡÒ¹ IOD ËÇÁ¡ÑºÍ§¤ ¡ÃáÅÐ ÁËÒÇÔ·ÂÒÅѪÑé¹¹íÒ䴌ᡋ ÁËÒÇÔ·ÂÒÅÑ¢͹ᡋ¹ ÇÔ·ÂÒÅÑ ¹ÇÑμ¡ÃÃÁ¡ÒèѴ¡Òà ÁËÒÇÔ·ÂÒÅÑÂà·¤â¹âÅÂÕÃÒªÁ§¤Å ÃÑμ¹â¡ÊÔ¹·Ã ¤³Ð¾Ò³ÔªÂÈÒÊμà áÅСÒúÑÞªÕ áÅФ³Ð àÈÃÉ°ÈÒÊμà ÁËÒÇÔ·ÂÒÅѸÃÃÁÈÒÊμà ÁËÒÇÔ·ÂÒÅѸØáԨ ºÑ³±Ôμ ÁËÒÇÔ·ÂÒÅÑÂÁËԴŠʶҺѹºÑ³±ÔμºÃÔËÒøØáԨÈÈÔ¹·Ã áË‹§¨ØÌÒŧ¡Ã³ ÁËÒÇÔ·ÂÒÅÑ ËÃ×Í ÈÈÔ¹·Ã ʶҺѹºÑ³±Ôμ ¾Ñ²¹ºÃÔËÒÃÈÒÊμà ËÃ×͹ԴŒÒ ºÃÔÉÑ·ËÅÑ¡·ÃѾ «Õ áÍÅ àÍÊ àÍ (»ÃÐà·Èä·Â) ¨íÒ¡Ñ´ áÅÐ ÁÙŹԸÔÁÑ蹾Ѳ¹Ò ¨Ñ´§Ò¹ “National Research Alliance Dialogue on Corporate Governance 2015” ¢Öé¹ ³ Sasin Hall ʶҺѹºÑ³±Ôμ ºÃÔËÒøØáԨÈÈÔ¹·Ã áË‹§¨ØÌÒŧ¡Ã³ ÁËÒÇÔ·ÂÒÅÑ â´Â ÁÕ¡ÃÃÁ¡Òà ¼ÙŒºÃÔËÒà ¹Ñ¡ÇÔªÒ¡Òà ¹Ñ¡ÇԨѠÍÒ¨Òà¹ÔÊÔμ ¹Ñ¡ÈÖ¡ÉÒáÅкؤ¤Å·ÑÇè ä»·ÕÊè ¹ã¨à¢ŒÒËÇÁ¡ÒûÃЪØÁ¡Ç‹Ò 200 ¤¹ ã¹»‚¹Õé IOD Âѧ¤§ãËŒ¤ÇÒÁÊíÒ¤ÑޡѺ¡ÒâÂÒÂͧ¤ ¤ÇÒÁÃÙŒ´ŒÒ¹¡ÒáíҡѺ´ÙáÅ¡Ô¨¡Ò÷Õè´ÕÍ‹ҧμ‹Íà¹×èͧ «Ö觡Òà »ÃЪØÁ㹤ÃÑ駹Õéä´ŒÃѺà¡ÕÂÃμÔ¨Ò¡ Mr. Stephen B. Young, Global Executive Director, Caux Round Table ÁÒ ¡Å‹ÒǻҰ¡¶Ò¾ÔàÈÉã¹ËÑÇ¢ŒÍ “Good Governance: The Only Way to Save Thailand” ¹Í¡¨Ò¡¹ÕéÂѧÁÕ¡ÒùíÒàÊ¹Í ¼Å§Ò¹ÇԨѴŒÒ¹¡ÒáíҡѺ´ÙáÅ¡Ô¨¡ÒâͧàËÅ‹Ò¤³Ò¨Òà¹ÔÊμÔ áÅйѡÈÖ¡ÉҨҡʶҺѹμ‹Ò§æ·Õàè ¾ÔÁè ÁÒ¡¢Ö¹é ¶Ö§ 14 àÃ×Íè § â´Â¶Ù¡¨Ñ´áº‹§Í͡໚¹ 3 ¡ÅØ‹Á 䴌ᡋ 1. Research Paper on Corporate Governance 2. Corporate Governance Theory and Practices by Thai Listed Companies áÅÐ 3. Corporate Governance and the Signaling Hypothesis «Ö觷Ñé§ 3 ¡ÅØ‹Á¹íÒàʹÍÁØÁͧà¡ÕèÂǡѺ¡ÒáíҡѺ ´ÙáÅ¡Ô¨¡ÒÃã¹ËÅÒ¡ËÅÒÂÁÔμÔ «Ö觷íÒãËŒàË繶֧¡ÒùíÒËÅÑ¡¡Òà ¡íҡѺ´ÙáÅ¡Ô¨¡ÒÃä»»ÃÐÂØ¡μ 㪌㹴ŒÒ¹μ‹Ò§æ ·Ñé§ã¹àªÔ§·ÄÉ®Õ áÅл¯ÔºμÑ äÔ ´ŒÍ‹ҧ¹‹Òʹ㨠·Ñ§é ¹Õ·é ¡Ø ·‹Ò¹ÊÒÁÒöμÔ´μÒÁ¼Å§Ò¹ ÇԨѷÑé§ËÁ´ä´Œ¨Ò¡àÍ¡ÊÒûÃСͺ¡ÒûÃЪØÁ National Research Alliance Dialogue on Corporate Governance 2015 ·Ò§ www.thai-iod.com

National Research Alliance Dialogue on Corporate Governance 2015 On November 10, 2015, IOD and leading universities, including: Khon Kaen University; the Innovation and Management College of Rajamangala; University of Technology Rattanakosin; Faculty of Commerce and Accounting and Faculty of Economics, Thammasat University; Dhurakij Pundit University; Mahidol University; Sasin Graduate Institute of Business Administration of Chulalongkorn University (SASIN) and the National Institute of Development Administration (NIDA); Securities CLSA (Thailand) Company Limited; and the Thailand Sustainable Development Foundation jointly organized the National Research Alliance Dialogue on Corporate Governance 2015 at Sasin Hall, Sasin Graduate Institute of Business Administration of Chulalongkorn University.

Among the 200 people who attended the event were directors, executives, academics, researchers, teachers, students and members of the general public.

Throughout 2015, IOD has continued to push for the expansion of knowledge in corporate governance.

Mr. Stephen B. Young, Global Executive Director, Caux Round Table gave the keynote address for the meeting on the topic “Good governance: the only way to save Thailand. The meeting also included 14 presentations on research in corporate governance by teachers and students from many universities.

The topics of the presentation could be divided into three groups. They were: 1. corporate governance; 2. corporate governance theory and practices by Thai listed companies; and 3. corporate governance and the signaling hypothesis. Through these three topics, different perspectives of corporate governance were presented, including theory and practice. For those interested, the meeting documents of National Research Alliance Dialogue on Corporate Governance 2015 are available at www.thai-iod.com

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12/25/15 20:42

Family Business Dinner àÁ×èÍà´×͹μØÅÒ¤Á·Õ輋ҹÁÒ¼ÙŒ¼‹Ò¹¡ÒÃͺÃÁËÅÑ¡ÊÙμà Family Business for Sustainability ËÃ×Í FBS ÃØ‹¹ 2 áÅÐ 3 áÅÐ਌Ңͧ¡Ô¨¡ÒäÃͺ¤ÃÑÇ·Õ輋ҹËÅÑ¡ÊÙμà DCP ä´Œ¹Ñ´¾º»Ð¡Ñ¹à¾×èÍÊѧÊÃä áÅÐã¹âÍ¡ÒÊà´ÕÂǡѹ¡çä´ŒÃѺ¿˜§ àÃ×èͧ¡ÒèѴμÑé§áÅкÃÔËÒà Family Office â´ÂÁÕ ÇÔ·ÂÒ¡Ã Mr. Kevin Ho, Chief Commercial Officer, Ball Watch Company ໚¹¼ÙºŒ ÃÃÂÒÂãËŒ¡ºÑ ·Ø¡·‹Ò¹ä´Œ¿§˜ ³ ˌͧÍÒËÒèչ Man Fu Yuan ÊâÁÊÃÃÒªÄ¡É ¹Í¡¨Ò¡ºÃÃÂÒ¡ÒÈʹءʹҹ ໚¹¡Ñ¹àͧáÅŒÇ ¼ÙàŒ ¢ŒÒËÇÁμ‹Ò§ä´ŒÃºÑ »ÃÐ⪹ «Ö§è μ‹Ò§àÃÕ¡Ìͧ ãËŒ IOD ¨Ñ´¢Öé¹ÍÕ¡º‹Í æ

Family Business Dinner Participants of the 2nd and 3rd classes of Family Business for Sustainability (FBS) and their families got together in October for a party. At that occasion, they also listened to a lecture given by Mr. Kevin Ho, Chief Commercial Officer from Ball Watch Company at Man Fu Yuan Restaurant, Rajpruek Club, who is an expert on setting up and the administration of a family office. The atmosphere of the party was informal and enjoyable. It was suggested that OD organize more parties like this in the future.

The Road to be Fellow Member ËÅѧ¨Ò¡¨ºËÅÑ¡ÊÙμà Director Certification Program (DCP) áÅСÅÒÂ໚¹ Graduate Member àμçÁμÑÇáÅŒÇ ·‹Ò¹¡ÃÃÁ¡ÒÃËÅÒ·‹Ò¹μŒÍ§¡ÒáŒÒÇࢌÒÊÙ‹¡ÒÃ໚¹ Fellow Member ËÃ×ÍÊÁÒªÔ¡¼Ù·Œ ç¤Ø³ÇزÍÔ ÒÇØâʢͧ IOD ¤Ø³ÍÅѹ á¤Á ÇÔ·Âҡüٌ·Ã§¤Ø³ÇزÔáÅÐ໚¹ÃØ‹¹¾Õè Fellow Member ¨Ö§ à» ´μÔÇÃØ‹¹¹ŒÍ§à¾×èÍàμÃÕÂÁμÑÇÊͺ Diploma Examination μÔÇࢌÁ¢Œ¹Í‹ҧ¹ÕéÃѺÃͧÊͺ¼‹Ò¹¡Ñ¹·Ø¡¤¹

The Road to be Fellow Member Following the completion of the Director Certification Program (DCP), many of the graduates of the course have expressed interest to become fellow members or senior experts of IOD. To accommodate this, Mr. Alan Kam, an expert and senior fellow member, opened a training course to prepare for the diploma examination

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12/25/15 20:42

Ethical Leadership Program ¼‹Ò¹ä»áÅŒÇ 2 Ãع‹ ¡ÑºËÅÑ¡ÊÙμà Ethical Leadership Program (ELP) ·Õè IOD ËÇÁ¡Ñº Institute of Business Ethics »ÃÐà·ÈÍѧ¡ÄÉ à¾×èÍÊÌҧ¼ÙŒ¹íÒͧ¤ ¡ÃãËŒ¹Í¡¨Ò¡¨Ð à¡‹§áÅŒÇÂѧºÃÔËÒçҹÍ‹ҧÁÕ¨ÃÔ¸ÃÃÁ «Öè§ ·Ñé§ 2 ÃØ‹¹ä´ŒÃѺ ¤ÇÒÁʹ㨨ҡ¼ÙŒ¹íÒÀÒ¤¸ØáԨࢌÒËÇÁ ÊíÒËÃѺºÃÃÂÒ¡ÒÈ ã¹ËŒ Í §ÍºÃÁ¹Í¡à˹×ͨҡ¨Ðä´Œ¿˜§à¹×éÍËÒáÅСóÕÈÖ¡ÉÒ ÁÒ¡ÁÒÂáÅŒÇ ÂѧÁÕ¡ÒÃÍÀÔ»ÃÒÂáÅ¡à»ÅÕÂè ¹¤ÇÒÁ¤Ô´àËç¹ÃÐËÇ‹Ò§¡Ñ¹ ÊíÒËÃѺÃØ‹¹μ‹Í æ ä»ÊÒÁÒöμÔ´μÒÁÃÒÂÅÐàÍÕ´䴌¼‹Ò¹·Ò§ àÇçºä«μ www.thai-iod.com

Ethical Leadership Program Recently, IOD and the Institute of Business Ethics from the United Kingdom jointly organized two classes as part of the Ethical Leadership Program (ELP) to create organization leaders with administrative skills and good ethics. Many leaders from various business sectors attended the training course. The course provided knowledge and case studies. The participants were also encouraged to take part in the discussion to exchange opinions.

Details of the next course will soon be available on the IOD website: www.thai-iod.com

IOD Exclusive Event for Partners àÁ×èÍÇѹ·Õè 17 ¾ÄȨԡÒ¹·Õ輋ҹÁÒ IOD ¨Ñ´§Ò¹ àÅÕ駢ͺ¤Ø³ ¼ÙŒÊ¹ÑºÊ¹Ø¹ (corporate partnership) ¾ÃŒÍÁ ¡ÒúÃÃÂÒ¾ÔàÈɨҡ Mr. Hung Q. Tran, Executive Managing Director, Institute of International Finance (IIF) ã¹ËÑÇ¢ŒÍ Global Financial Markets Outlook 2016 à¾×èÍà¾ÔèÁÁØÁÁͧáÅÐÇÔÊÑ·Ñȹ ãËŒ¡Ñº¼ÙŒÊ¹ÑºÊ¹Ø¹ áÅР໚ ¹ ¡Òâͺ¤Ø ³ ¼ÙŒ Ê ¹Ñ º Ê¹Ø ¹ ·Õè Ë Ç ÁÊ‹ § àÊÃÔ Á ¡Òáí Ò ¡Ñ º ´Ù á Å ¡Ô¨¡Òà (CG) ÁÒμÅÍ´»‚¹Õé â´ÂÁÕ¼ÙŒºÃÔËÒèҡºÃÔÉÑ··ÕèãËŒ¡Òà ʹѺʹعࢌÒËÇÁ§Ò¹à»š¹¨íҹǹÁÒ¡·‹Ò¹¡ÅÒ§ºÃÃÂÒ¡ÒÈ ÍºÍØ‹¹ ໚¹¡Ñ¹àͧ

IOD Exclusive Event for Partners On November 17, IOD organized a corporate partnership dinner with a special lecture from Mr. Hung Q. Tran, Executive Managing Director of the Institute of International Finance (IIF) who spoke about the global financial market outlook for 2016.

The aim of this event was to broaden the perspective and vision of our partners and thank our sponsors who have supported corporate governance throughout this year. Many executives attended this interesting event.

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Member Engagement Meeting ¡ÒûÃЪØÁ¢Í§¤³Ð·íÒ§Ò¹ Member Engagement ·ÕèÊÃØ»¼Å¡Ò÷íÒ§Ò¹´ŒÒ¹μ‹Ò§æ μÅÍ´»‚ ઋ¹ ¡ÒèѴ»ÃЪØÁ áÅÐÊÑÁÁ¹Ò ¡ÒèѴ¡Ô¨¡ÃÃÁÊÑÁ¾Ñ¹¸ áÅСÕÌÒ ¡ÒèѴ·íÒ¹ÔμÂÊÒà Boardroom áÅСÒÃÊ×Íè ÊÒÃÃÐËÇ‹Ò§ÊÁÒªÔ¡áÅÐCRM ໚¹μŒ¹ ¶×Í໚¹¡ŒÒÇáááÅСŒÒÇÊíÒ¤ÑÞ·ÕèàËÅ‹ÒÊÁҪԡࢌÒÁÒÁÕʋǹ ËÇÁ㹡ÒÃÊÌҧÊÃä áÅоѲ¹Ò IOD ãˌ໚¹ä»μÒÁ¤ÇÒÁ μŒÍ§¡ÒâͧÊÁÒªÔ¡ ã¹âÍ¡ÒʹÕé IOD ¢Í¢Íº¤Ø³μÑÇá·¹ ÊÁÒªÔ¡·ÕÍè ÒÊÒÃѺμíÒá˹‹§áÅл¯ÔºμÑ ËÔ ¹ŒÒ·Õãè ¹°Ò¹Ð¤³Ð·íÒ§Ò¹ Member Engagement 䴌͋ҧàμçÁÀÒ¤ÀÙÁÔ ã¹»‚˹ŒÒ ËÒ¡ÊÁÒªÔ¡·‹Ò¹ã´Ê¹ã¨à¢ŒÒËÇÁ໚¹Ê‹Ç¹Ë¹Öè§ã¹¤³Ð·íÒ§Ò¹ ÊÒÁÒöàʹͪ×èÍÁÒä´Œ·Õ轆ÒÂÊÁÒªÔ¡ÊÑÁ¾Ñ¹¸

Member Engagement Meeting

A meeting of the Member Engagement Team held to review the activities held this year, including, among others, meetings and seminar, relationship activities and sports events, Boardroom magazine and inter-member communications. This meeting was the first of its kind and key step towards getting our members involved in creating and developing IOD based on our reader’s preferences. For this occasion, IOD would like to thank those members who voluntarily worked in the Member Engagement team. If you are interested in joining the team, please contact our Member Relationship Department.

Exclusive Dinner for PTT àÁ×èÍÇѹ·Õè 14 μØÅÒ¤Á·Õ輋ҹÁÒ IOD ÁÕâÍ¡ÒÊ àÂÕèÂÁàÂÕ¹ ºÃÔÉÑ· »μ·. ¨íÒ¡Ñ´ (ÁËÒª¹) ¾ÃŒÍÁ¡Ñº¨Ñ´ Exclusive Dinner ã¹ËÑÇ¢ŒÍ Addressing Corruption Together: Ideas for the Private Sector â´Â Prof.

Robert Klitgaard, Claremont Graduate University ãËŒ ¡Ñº¤³Ð¡ÃÃÁ¡ÒÃáÅмٌºÃÔËÒâͧ »μ·.â´ÂÁÕ ´Ã.» ÂÊÇÑÊ´Ôì ÍÑÁÃйѹ·¹ »Ãиҹ¡ÃÃÁ¡Òà áÅФسà·ÇÔ¹·Ã Ç§È ÇÒ¹Ôª »Ãиҹ਌Ò˹ŒÒ·ÕèºÃÔËÒÃáÅСÃÃÁ¡Òüٌ¨Ñ´¡ÒÃãËÞ‹ ãËŒ¡Òà μŒÍ¹ÃѺ

Exclusive Dinner for PTT On October 14, IOD executives visited PTT Public Company Limited. The visit was followed by an executive dinner with a lecture on the topic “Addressing corruption together: ideas for the private sector” given by Prof. Robert Klitgaard from Claremont Graduate University. Dr. Piyasvasti Amranand, President and Mr. Tevin Vongvanich, Chief Executive Officer, PTT Public Company Limited hosted the reception.

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Welcome New Member Individual Member |

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ตําแหนง

Mr. Andy Chan Mrs. Aradhana Lohia Mr. Arto Artinian Mr. Buck Chye Kwek Mr. Christopher Ladd Heffner Mr. Dam Van Tuan Mr. Ho Ren Hua Mrs. Janet Marian Geddes Mr. Kevin Qumar Sharma Mr. Robert Kunkler Vice Mr. Seng Hock Yeoh Mr. Udit Dhawan Mr. Yashovardhan Lohia นาย กฤต จิตรนภาวงศ นาย เจษฎา ปญญาศร นาย ชาญชัย พันธุโสภา นาย ซันชิโร ภูอมร นาย ธนวัฒน เลิศวัฒนารักษ นางสาว นิตย สุเมธเชิงปรัชญา นาย นิติพันธุ ดารกานนท นางสาว ภัทรา กาญจนประภาศ นาย วีรวัฒน บูรพพัฒนพงศ นางสาว ศรีรัตน ชูโชติถาวร นาง สาริณี แสงประสิทธิ์ นาย สุขสันต ยศะสินธุ นาย หะริน ทองมี

กรรมการ Executive Director President & CEO Non-executive Director กรรมการ Executive Director Executive Director Executive Director Executive Director Chairman Independent Director Executive Director Executive Director กรรมการบริหาร Consultant กรรมการ กรรมการบริหาร Chairman กรรมการบริหาร กรรมการบริหาร เลขานุการบริษัท กรรมการบริหาร Chairman กรรมการบริหาร กรรมการบริหาร กรรมการ

Juristic Member |

บริษัท บริษัท เอ็ม.ไทย กรุป จํากัด บริษัท อินโดรามา เวนเจอรส จํากัด (มหาชน) บริษัท อารทิเนี่ยน จํากัด บริษัท ไทยคม จํากัด (มหาชน) บริษัท อารเอ็มเอ กรุป จํากัด ธนาคารเอเชียพาณิชยการ บริษัท ไทยวาสตารช จํากัด (มหาชน) บริษัท เมียรฟิลด คอนซัลแท็นทส จํากัด สํานักงานใหญ บริษัท อินโดรามา เวนเจอรส จํากัด (มหาชน) บริษัท ไมเนอร โฮเทล กรุป จํากัด (มหาชน) บริษัท ไทยประกันชีวิต จํากัด (มหาชน) Mega Lifesciences Public Company Limited บริษัท อินโดรามา เวนเจอรส จํากัด (มหาชน) บริษัท เอฟดับบลิวดี ประกันชีวิต จํากัด (มหาชน) บริษัท วีนัสแกส เทคโนโลยี จํากัด เดอะ แพลทินัม กรุป จํากัด (มหาชน) บริษัท อมร ศูนยรวมอะไหลอีเล็คโทรนิคส จํากัด บริษัท เอนนี่ ไอ คอรปอเรชั่น จํากัด บริษัท วีบีเอส การสอบบัญชี จํากัด บริษัท ยูเนี่ยนบัททึนคอรปอเรชั่น จํากัด บริษัทหลักทรัพย ฟินันเซีย ไซรัส จํากัด (มหาชน) บริษัท วี 2 โลจิสติกส จํากัด บริษัท เอนนี่ ไอ คอรปอเรชั่น จํากัด บริษัท วิทยุการบินแหงประเทศไทย จํากัด บริษัท บริหารสินทรัพย ชโย จํากัด บริษัท ทองมี กรุปส จํากัด

สมาชิกสามัญนิตบิ คุ คล

บริษัท

ชื่อ

ตําแหนง

ธนาคารกรุงศรีอยุธยา จํากัด (มหาชน) บริษัท กรุงเทพโสภณ จํากัด (มหาชน)

นาย พรสนอง ตูจินดา นาง อัจฉราพร เหมาคม

กรรมการบริหาร กรรมการอิสระและรักษาการกรรมการผูจัดการ

บริษัท เคมีแมน จํากัด

นาย เจริญ จุรีกานนท นาย ชัยวุฒิ ประสงคสัมฤทธิ์ นาย ชาย ศรีวิกรม นางสาว เพียงกมล ไกรเดช นาง รัชนีเพ็ญ อึ้งภากรณ นาย สุเทพ เอื้อเชิดกุล นาย สุวัฒน ตุลยาเดชานนท นาย อดิศักดิ์ เหลาจันทร นาย นริศ จิระวงศประภา นาย พงศศักดิ์ ธรรมธัชอารี นาย เอกฉัตร ลีลาปญญาเลิศ นาวาอากาศตรี ประจักษ สัจจโสภณ นาย ชายนอย เผื่อนโกสุม นาย พงศภัค จินดาสมบัติเจริญ

กรรมการ กรรมการ กรรมการ เลขานุการบริษัท กรรมการ กรรมการ กรรมการบริหาร ประธานกรรมการ กรรมการ กรรมการ กรรมการอิสระและกรรมการตรวจสอบ กรรมการ กรรมการ กรรมการบริหาร

บริษัท โซลารตรอน จํากัด (มหาชน) บริษัท ทาอากาศยานไทย จํากัด (มหาชน) บริษัท ทิปโกแอสฟัลท จํากัด (มหาชน) บริษัท นูทริกซ จํากัด (มหาชน)

Boardroom | 76 Board Room 43 E.indd 76

12/28/15 11:54

Juristic Member |

สมาชิกสามัญนิตบิ คุ คล

บริษัท

ชื่อ

บริษัท บางจากปโตรเลียม จํากัด (มหาชน) บริษัท บิสซิเนสอะไลเมนท จํากัด บริษัท บีทีเอส กรุป โฮลดิ้งส จํากัด (มหาชน) บริษัท ผลธัญญะ จํากัด (มหาชน) บริษัท ผลิตไฟฟาราชบุรีโฮลดิ้ง จํากัด (มหาชน)

บริษัท เฟอรโร (ประเทศไทย) จํากัด บริษัท สินมั่นคงประกันภัย จํากัด (มหาชน) บริษัท แอล.วี.เทคโนโลยี จํากัด (มหาชน)

Associate member|

ชื่อ Mr. Boonyapat Suvanamas Mr. Matthias Hoffrichter Mr. Robert Paul Gray นางสาว กุลกาน จีนปน นางสาว นฎา สินอนันตวณิช นาง ศริน ชินอุดมทรัพย นางสาว สุภาภรณ ทิพยฝน

ม.ล. ปุณฑริก สมิติ นาย กฤษฎา จีนะวิจารณะ นาย นพดล สันธนะพานิช นางสาว ตารเกศ ถาวรพานิช พลเอก ชัยวัฒน สทอนดี นาย รัตนชัย นามวงศ นาย ชาตรี ตันติยวรงค นาย ดาวฤทธิ์ ทองนิ่ม นาย ศิริศักดิ์ พุทธิปทีป Mr. Geoffrey John Dowdell นาย วิเศษ ภานุทัต นาย ปญญา กฤติยาวงศ

ตําแหนง กรรมการ กรรมการ กรรมการ เลขานุการบริษัท กรรมการ กรรมการบริหาร กรรมการอิสระ กรรมการบริษัท กรรมการบริหาร กรรมการผูจัดการ กรรมการอิสระ กรรมการบริหาร

สมาชิกสมทบ ตําแหนง General Manager Business Development Director Chief Operation Officer ผูชวยเลขานุการบริษัท Legal Manager พนักงานขายเครื่องมือแพทย Secretary of CG Committee

บริษัท บริษัท เคพีเอ็น มิวสิค จํากัด บริษัท พรอพเพอรตี้ แคร เซอรวิสเซส (ประเทศไทย) จํากัด บริษัท อลิอันซ อยุธยา ประกันชีวิต จํากัด (มหาชน) บริษัท ทิปโกฟูดส จํากัด (มหาชน) บริษัท เอฟดับบลิวดี ประกันชีวิต จํากัด (มหาชน) บริษัท บิสซิเนสอะไลเมนท จํากัด บริษัท กรุงเทพประกันชีวิต จํากัด (มหาชน)

Boardroom | 77 Board Room 43 E.indd 77

12/25/15 20:43

Boardroom | 79 Board Room 43 E.indd 79

12/25/15 20:43