QTC: Sustainability Report 2016 EN by Surachet Fungwatthananon

Sustainability Report 2016 รายงานความยัง่ ยืน 2559

“¾‹ÍËÅÇ§¢Í§á¼‹¹´Ô¹” เจ็ดทศวรรษ ที่พระองค ทรงครองราชย ยางพระบาท ยาตราไป ทุกแหงหน เหนืออีสาน ออกตกใต ทั่วสกล ทรงแยบยล แกปญหา ประชาไทย กวาสี่พัน โครงการ พระราชดำริ สรางสันติ พัฒนา ถิ่นอาศัย ทรงตรากตรำ เหน็ดเหนื่อย ดวยหวงใย ไพรฟาไทย สุขเพราะ พระบริบาล เมื่อสิบสาม ตุลา ปหาเกา ฟาโศกเศรา มืดมิด สิ้นดับขันธ เสียงร่ำไห คร่ำครวญ ทุกขอนันต แสนจาบัลย น้ำตา ทวมทั่วไทย องคภูมิพล จากไปลับ ไมกลับแลว ดังดวงแกว ประชา ก็ดับไข นอมจิตถึง พระองค ทุกหองใจ แสนอาลัย ปานขาด ใจรอนรอน แตชีวิต ที่อยู ตองกาวผาน เดินไปตาม ปณิธาน คำพอสอน พระบนฟา โปรดฟง ขาฯ วิงวอน พนมกร กมกราบ ขอสัญญา จะรูรัก ปรองดอง สามัคคี เปนคนดี ซื่อสัตย ไมกังขา จะเคารพ ในสิทธิ และกติกา มีเมตตา ตอพี่นอง เพื่อนพองไทย ดวยความรัก ที่พอ มีตอลูก ขาฯ ขอผูก ดวงจิต ทุกสมัย จะเกิดดับ กี่ภพ กี่ชาติไป ขออยูใต ขารองบาท ทุกชาติเทอญ

ธ สถิตในดวงใจตราบนิจนิรันดร ดวยสำนึกในพระมหากรุณาธิคุณเปนลนพนอันหาที่สุดมิได ขาพระพุทธเจาผูบริหาร และพนักงาน บริษัท คิวทีซี เอนเนอรยี่ จำกัด (มหาชน) ประพันธโดย : นางทิพยวิมล ถาวรชาติ หัวหนาสวนธุรการโรงงานและอาคารสถานที่ บมจ.คิวทีซี เอนเนอรยี่

สมเด็จพระเจาอยูหัวมหาวชิราลงกรณ บดินทรเทพยวรางกูร

ทรงพระเจริญ

ขาพระพุทธเจา ผูบริหารและพนักงาน บริษัท คิวทีซี เอนเนอรยี่ จำกัด(มหาชน)

Content Awards for Success Message from QTC Leaders About “QTC” Share Structure Corporate Vision Corporate Values for Sustainability Corporate Management Structure QTC & Sustainability Sustainable Development Policies Key Strategies for Sustainable Development Stakeholders About This Report Sustainable Development & Performance Economic Performance Economic Results Distribution of Value to Stakeholders Good Corporate Governance Anti-corruption Risk Management Work Standards Product Standards Innovation Trade Partner Development CSR Performance Safety Health Employment Human Rights Employee Care Employee Development Product and Service Responsibilities Community Development Social Investment Social Activities Environmental Performance Waste and Scrap Material Management Environmentally-friendly Production Processes Environmentally-friendly Products Pollution Control Corporate Carbon Footprint Greenhouse Gas Emission Reduction Activities Energy Water “Plant Trees in the Factory” Project GRI Content Index

2 3 5 9 10 11 12 13 15 16 18 24 27 29

รายงานความยั่งยืน 2559 • บริษัท คิวทีซี เอนเนอร์ยี่ จ�ำกัด (มหาชน)

Awards for Success

Outstanding Good Corporate Governance 2016 National Anti-corruption Commission

Innovative Abilities & Innovation Organization Certificate National Innovation Agency (Public Organization) & Stock Exchange of Thailand

Thailand 5-S Award 2016 (Silver Award) Technology Promotion Association (Thailand-Japan): TPA

Certified as a Pioneer Factory with Registered Corporate Carbon Footprint - Certification No. TGO CFO 59-054 Minister of Natural Resources & Environment

Green Industry Certificate - Class 4 Green Culture Certificate No. 4-116/2559

Sustainability Report Award 2016 Thai Listed Companies Association

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

สารจากผู้น�ำ Dear Stakeholders, Due to the sluggish domestic and international economic conditions, including delayed investments in solar energy power plant projects and various important basic infrastructure investment projects in the government sector, the Metropolitan Electricity Authority and the Provincial Electricity Authority throughout 2016, there was intense competition in the electrical transformer distribution system market with approximately 24 major and minor manufacturers in the country. The competition primarily involved pricing strategies with little regard to quality. Hence, competition in the electrical transformer market in 2016 was truly a red ocean competition. QTC, as a manufacturer of electrical transformers with emphasis on quality and readiness to create increased value for customers and stakeholders in all sectors in a socially and environmentally responsible manner, has continuously made preparations to deal with the aforementioned risk. Through attempts to study and seek opportunities for investments or joint ventures to generate additional income from other businesses, we aim to establish security and sustainability for the company. The company’s activities such as capital increase, changes in major shareholders, launches of subsidiaries to accommodate new businesses or changes in the organization structure, are all activities aimed at achieving sustainable growth for the company, shareholders and other stakeholders under true good corporate governance with social and environmental responsibility. The company’s performance in 2016 was unsatisfactory for the executive team, employees, shareholders and investors, etc. And the confidence of stakeholders might be affected, particularly the company’s employees. In this regard, a number of company employees in key positions resigned in 2016, although there was little impact on internal processes because the company had effectively laid the foundation for work continuity in key positions. Aside from employee resignations, in 2016 the company also had to deal with indirect costs in Quarters 1-3 due to reduced production capacity utilization from the same period in 2015 as a result of delayed purchase orders by customers and intense competition placing little emphasis on quality in the domestic and international electrical transformer markets. Additionally, the company had increased debt obligations resulting from millions of baht in loss of liquidity among customers who failed to make payment on schedule, for which the company attempts to resolve based on legal principles and good corporate governance. Nevertheless, the company continues to recognize business opportunities due to multiple factors such as the green label project for Thai electrical transformers with maximum improvement in the quality of electrical transformers while ensuring environmental-friendliness. The project was put forth by the Thai Industrial Standards Institute in cooperation with the Office of the Thai Environment Institute, which developed green label specifications to offer more options to consumers on using environmentally-friendly products and promotion of environmentally-friendly production innovations with effective utilization of resources as part of the nation’s sustainable development. Furthermore, the company can manufacture energy-saving, environmentally-friendly amorphous electrical transformers, which are more effective than green label transformers and capable of reducing greenhouse gas Sustainability Report 2015 • QTC Energy Public Company Limited

emissions from electricity generation by power plants. This is compliant with the National Economic and Social Development Plan No. 11 (B.E. 2012-2016) and No.12 (2017-2021), which support for both public and private sectors to engage in reducing greenhouse gas emissions. The Provincial Electricity Authority and the Metropolitan Electricity Authority are working to improve standards for electrical transformers in their systems for better effectiveness and ability to achieve the national development plan. With the company’s current capabilities, we are most ready to manufacture green label electrical transformers and energy-conserving electrical transformers of any standard for the market as soon as official announcements are made for usage. This will be blue ocean competition, a good, challenging opportunity for the company in the future. Lastly, on behalf of the Board of Directors, executives and all employees, we would like to express our gratitude to shareholders, customers, trade partners, communities and all stakeholders for constant support and encouragement for the company. The company promises to continue in line with its corporate vision and turn the crisis of 2016 into opportunities for later years with responsibility for the environment and society as well as good corporate governance through dedication for continuous development to achieve sustainability for all sectors.

We will exert our utmost effort toward seeking business investment opportunities aimed at minimizing riskd under responsibility to the environment, society and good corporate governance to achieve sustaonable security for the organization and all stakeholders.”

(Mr. Poonphiphat Tantanasin) Chief Executive Officer

“I am ready to guide QTC to move forward and become a leading innovator of electrical transformer products and services meeting the challenging demands of customers and adding value to the environment, society and stakeholders.”

(Mr. Ruangchai Kritsnakriengkrai) Managing Director 4

Sustainability Report 2015 • QTC Energy Public Company Limited

About “QTC”

s l i a t e D

Mr.

y t i l ua

Q . s Mis

Sustainability Report 2015 • QTC Energy Public Company Limited

QTC Energy PCL (QTC) has its main offices at 2/2, Krungthep Kritha 8 (5), Krungthep Kritha Rd., Huamark, Bangkapi, Bangkok 10240. In addition, it has a manufacturing factory located at 149 Moo 2, Pluakdaeng-Huayprab Mabyangporn, Pluakdaeng, Rayong 21140.

Products and Services • Distribution Transformer

• Power Transformer

Sustainability Report 2015 • QTC Energy Public Company Limited

• Distribution Transformer

Dry-Type Class F&H

Pad Mounted

CSP - Type

GAS Sealed

Earthing Transformer

On Load Tap Changer

• AMorphous metal Distribution Transformer : AMDT

Sustainability Report 2015 • QTC Energy Public Company Limited

• Various services include inspection and maintenance of electrical transformers, electrical transformer oil change services, electrical transformer leasing, electrical transformer repairs and electrical testing of electrical transformers.

• Electrical Transformer Inspection and Maintenance

“ QTC” distributes its products under the Trademark domestically and abroad to places like Europe, Australia, Japan, Panama, Central Asia, North America, South Africa and every ASEAN member country.

Sustainability Report 2015 • QTC Energy Public Company Limited

Shareholding Structure Summary of Shareholding Structure as of 26 December 2016 Group of Investors 62.96%

Group of Mr. Poonphiphat Tantanasin

Group of Other Investors

8.86%

28.18%

QTC Energy PCL QTC 100%

QTC Global Power Co., Ltd.

QTC-PANCO Co., Ltd.

PPWE Co., Ltd.

QTCGP

QTC-PANCO

PPWE

100% QTC Energy PCL

QTC Energy PCL

85%

50%

PANCO Co., Ltd. Group

UAC Energy Co., Ltd.

15%

50%

A QTC Global Power Co., Ltd. (QTCGP) is engaged in the electricity and other energy generation business. The company was founded on 28 September 2016 with registered capital of 140 million baht. QTC holds 100% of the companyâ&#x20AC;&#x2122;s shares. A A QTC-PANCO Co., Ltd. is engaged in the electricity transformer manufacturing and distribution business in Laos. The company was founded on 19 March 2015 with registered capital of 20 million baht. QTC holds 85 percent of company shares, while the PANCO Group holds the remaining 15 percent. A A A PPWE Co., Ltd. operates an energy business. The company was founded on 12 January 2016 with registered capital of one million baht. QTC holds 50% of the company shares, while UAC Energy Co., Ltd. holds the other 50%.

This report presents information about the sustainability performance of QTC Energy PCL only and does not include the three aforementioned companies in its group.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Vision â&#x20AC;&#x153;To be a technology provider with world-class standards in the power industry along with social and environmental responsibilities and good governance.â&#x20AC;?

Missions 1. 2. 3. 4. 5.

Providing integrated technology solutions for businesses in the power industry. Developing environmentally-friendly products, services and internal processes to create added value in the value chain. Developing human resources to enhance professional capabilities in both hard and soft skills. Operating in governance along with corporate social responsibility. Building long-term, sustainable growth in businesses to gain the trust of all stakeholders.

Management Principles 1. 2. 3.

Ethical, just and transparent management. Product and service provision meeting international quality standards. Focus on corporate social and environmental responsibility in strict compliance with human rights principles.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Corporate Values for Sustainability

D - Dynamics Creative Energy

E - Environment Environment Care

T - Teamwork United Quality Teamwork

To be an active organization with a corporate culture responsive to changes for sustainable progress

Focus on environmentally-friendly product design and development for green culture

Recognize the importance of human resources and diligently develop personnel at all levels for teamwork excellence vased on good quality of life

I – Innovation Excellent Innovation

L – Leadership World Market Leadership

A – Achievement International Success

Professionally manage the organization with good ethics and determination to achieve world-class success

Promote innovation development in processes, products & services to maximize quality & effectiveness

To be a leader in the comprehensive manufacturing & technology service provision in the electricity industry

S – Service Professional Service

Provide expert electrical system engineers with consultation, close pre-/post sale customer care, accurate information, expertise & fasty service Sustainability Report 2015 • QTC Energy Public Company Limited

Corporate Management Structure คณะกรรมการบร�ษัท

คณะกรรมการบร�หารความเสี่ยง

คณะกรรมการตรวจสอบ คณะกรรมการสรรหา กำหนดค าตอบแทนและบรรษัทภิบาล

คณะกรรมการบร�หาร ผู ตรวจสอบภายใน

เลขานุการบร�ษัท ประธาน เจ าหน าที่บร�หาร

สายกลยุทธ และพัฒนาธุรกิจ

รองกรรมการผู จัดการ สายการตลาด

คณะกรรมการ ส งเสร�มความยั่งยืนองค กร

กรรมการผู จัดการ

รองกรรมการผู จัดการ สายงานบร�หาร

ฝ ายขายต างประเทศ

รองกรรมการผู จัดการ สายบัญชีและการเง�น

ฝ ายบร�หาร

แผนกขายต างประเทศ ฝ ายขายในประเทศ ฝ ายขายโครงการพ�เศษ และบร�การ

รองกรรมการผู จัดการ สายโรงงาน

ฝ ายบัญชีและการเง�น

แผนกทรัพยากรบุคคล

แผนกบัญชีทั่วไป

แผนก IR & PR

แผนกบัญชีต นทุน

ฝ ายว�ศวกรรม ฝ ายส งเสร�มนวัตกรรม แผนกว�ศวกรรม แผนกทดสอบ แผนกประกันคุณภาพ แผนก ว�จัยและพัฒนา ฝ ายผลิต กระบวนการผลิต แผนกผลิต 1 แผนกผลิต 2 แผนกผลิต 3 แผนกผลิต 4 แผนกซ อมบำรุง

แผนกการเง�น ฝ ายพัฒนาความยั่งยืนองค กร แผนก CSR

แผนกการตลาด

แผนก MS 77 Females

ฝ ายพัฒนาธุรกิจ

ฝ าย Supply Chain และ Logistic แผนกจัดซื้อ จัดหา แผนกวางแผน แผนกคลังสินค าและขนส ง

แผนกพัฒนาระบบ

37%

กลุ มงาน Management 63%

กลุ มงาน Knowledge

131 Males

กลุ มงาน Operate

At the end of 2016, the company had a total of 208 employee 13 in Manament

6% 77 Females

85 in Operations

37%

41%

63%

53% 110 in Knowledge

Sustainability Report 2015 • QTC Energy Public Company Limited

131 Males

QTC & Sustainability The company has established the Corporate Sustainability Promotion Committee composed of department managers of various work sections. The Committee is authorized to monitor performance in line with policies and promote activities corresponding with the sustainable management framework and the sustainability equation, “Q+R=S”, with the Sustainable Development Department as the key steering organization.

Corporate Sustainability Management Structure Board of Directors Board of Risk Management Board of Audit Nomination, Remuneration & Corporate Gevernment Committee

Board of Executives Internal Audit

Company Secretary Chief Executive Officer

Corporate Sustainability Promotion Committee

Chairman of the Board Chief Executive Officer QTC

Directors

QTCGP Directors

QTC-PANCO Directors

PPWE Directors

Directors High-ranking Executives, QTC

Directors Department Executives, QTC

Directors Sustainable Development Department Manager

Board of Directors

TQM Promotion Work Committee

Social Work Committee

Environmental Work Committee

Corporate Governance Work Committee

Practices

Roles and Duties of the Corporate Sustainability Promotion Committee • Set policies and objectives for sustainable development. • Listen to recommendations from stakeholders through various channels such as ordinary shareholder meetings, public discussion stages, QTC-community meetings, customer complaints and complaints from other stakeholders, specifications, customer agreements, relevant laws, etc. • Consider sustainable development issues to set development guidelines in concurrence with issues and proper care of stakeholders. • Assign sustainable development work responsibilities to work committees and related work areas to implement structured activities. • Monitor and test performance by topics of sustainability. • Review policies, objectives and sustainability issues to remain current and appropriate for situations. Sustainability Report 2015 • QTC Energy Public Company Limited

With awareness about roles, duties and responsibility to the environment, society and good corporate governance, the company has revised its sustainable development framework from its previous structure, which has been used as the sustainable development guidelines for over three years, to cover the companyâ&#x20AC;&#x2122;s businesses in subsidiaries and joint companies and allow congruent adoption as guidelines for all companies in the group.

QTC Sustainability Framework

QTC Sustainability Equation

Quality

Responsibility

Sustainability

Stability Prosperity Sustainability

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

People Processes Equipment and Machinery Products and Services

Develop good people who are responsible for self and others in addition to taking responsibility for subsequent processes, avoiding environmental impacts and ensuring safety for operators, energy-conservation and responsibility for products and services.

People Processes Equipment and Machinery Products and Services

Develop good, capable people, revise/develop work processes for the entire organization to create flexibility, revise/develop equipment and machinery to maximize effectiveness and create products and services with the highest quality.

Sustainable Development Policies “Quality of Details” forms an important foundation that will lead the company and other companies within the group toward sustainable growth. This means management that prioritizes creating quality in three aspects to establish balance, namely, economic, social and environmental balance based on international practices. The practice guidelines for implementation are as follows: 1. Conduct business honestly and fairly in compliance with the law and trade specifications while promoting clarity and transparency in corporate management to concur with international principles. In addition, support anti-corruption and prevent unlawful gain-seeking while exercising authority to create the greatest fair benefits for stakeholders. 2. Promote practices under human rights principles with awareness about the human dignity, rights, freedom and equality of individuals as protected by the Constitution of the Kingdom of Thailand and related international laws. In addition, respect the local traditions where the company or another company within the group is located. 3. Endeavor to improve and develop work procedures and services with the value chain based on Total Quality Management principles (TQM) to promote quality attitudes for personnel within the organization and added value for customers in addition to promoting long-term growth. 4. Encourage effective utilization of resources, which includes reduction and control of social and environmental impacts resulting from the company’s operations, the operations of other companies in the group and related trade partners. 5. Pay attention to and place emphasis on the occupational and environmental health and safety of employees, trade partners and contacts to prevent loss of life and property, including work-related injury or sickness. 6. Manage personnel fairly and give importance to labor skill development in addition to promoting work happiness for effective steering of the organization. 7. Promote and create innovation with responsibility to society and the environment to increase effectiveness and efficiency with added value for the organization and stakeholders. 8. Create sustainable benefits for communities and society. Also support and engage in activities for public gain while promoting employees to have a good conscience for the public and performing good deeds for society. 9. Maintain firm commitment to managing risks in all areas in line with international standards to increase opportunities for success and to minimize the chances of failure and loss. The activities under the sustainable development policies contain indices for monitoring and evaluating the effectiveness of the company’s activities and activities of other companies in the group socially, economically and environmentally. They provide essential information for continuously and sustainably setting the corporation’s development direction. Furthermore, the company is confident that the aforementioned policies will be effectively, extensively monitored and implemented by employees and executives on every level within the company and other companies in the group.

Sustainability Report 2015 • QTC Energy Public Company Limited

Main Strategies for Sustainable Development With the organization’s vision to be a “world-class” leader and the corporate culture emphasizing “quality of details”, combined with sustainable development policies, the company has set in place its main strategies for conducting business through risk management and impact assessment for stakeholders in all areas. Furthermore, indicators have been set for monitoring and evaluating economic, social and environmental work effectiveness leading to the objective of extensive implementation by executives and employees. The key strategies are as follows:

•

Develop “People” in All Areas to Create “Skilled” + “Good” People

The company has set the organization’s core competency based on corporate developmental guidelines and vision for use in setting the qualifications required for all people inside the organization as a foundation. Furthermore, capabilities for each work position have been set clearly to provide guidelines for developing employee work skills. Additionally, courses have been created for emotional and behavioral development in addition to strict enforcement of rules, regulations requirements and relevant laws to turn these people into capable workers and good people in society to create valuable work and coexist happily.

Core Competency

Dynamics

•

Team Work

Achievement

Service

World Class

Increase Competitive Potential with “Quality” + “Responsible” Products and Services

The company has set its business growth objectives to create sustainable value for all stakeholders and applies the Total Quality Management (TQM) system continually, which is now in its third phase, covering all work processes and the entire value chain to create innovations in processes as competitive advantages and increase value for customers while reducing socio-environmental impact.

Sale & Marketing

Raw Material Procurement

Processed (Management + Production)

Sustainability Report 2015 • QTC Energy Public Company Limited

Delivery

Product Usage

Waste Management

•

Work Life Balance

The company is well aware that happy employees in work and personal lives promote good living and good health, which influence and play a part in achieving success, security and career advancement for employees, the organization and society. Therefore, the company has created work mechanisms to achieve work – life balance for people within the organization with the main objective of creating sustainable happiness and sharing happiness with society in general.

•

Creating Safety Culture

The company gives importance to the occupational safety of employees and all stakeholders with emphasis on upgrading safety management with the objective of achieving zero accidents and a safety culture.

•

Creating Green Culture

The company places significance on the development and upgrade of environmental responsibility to cover business processes in a life cycle manner pursuant to the guidelines set by ISO 14001:2015 by fostering awareness of environmental responsibility and creating a green culture.

•

Building Trust in Stakeholders

The company treats stakeholders fairly and adheres to good governance principles while paying attention to potential impacts from its processes and listening to the opinions of stakeholders inside and outside the organization through meetings, the Safety Committee, the Welfare Committee, community discussions, comments and suggestion boxes, etc. for application to the creation of mutual benefits. Additionally, the company discloses information about practices, business activities, environmental management, human resources development, etc. transparently and verifiably through its annual reports, sustainability reports, discussion forums, websites, etc.

Sustainability Report 2015 • QTC Energy Public Company Limited

Stakeholders Identification of Stakeholders in the Value Chain and Impacts The Corporate Sustainability Promotion Committee has scheduled a review to be conducted on impacts in the processes of the entire value chain each year to identify stakeholders and significant issues through processes to identify work hazards and environmental impact assessment from work and products in a life cycle manner using participatory evaluation methods involving employees at all levels. In addition to the internal evaluation of the organization, the company has also created a forum for discussion in which communities can meet QTC once annually to hear out recommendations from communities and give consideration to proposals from stakeholders through other channels and the national development plans related to the business in order to identify sustainability issues that cover stakeholders.

Identification of Stakeholders in the Value Chain and Impacts Sale & Marketing

Raw Material Procurement

Processed (Management + Production)

Delivery

Product Usage

Waste Management

Stakeholders • Customers • Customers (government, private) (government, • Retailers private) • Trade Partners • Retailers • Trade Partners

• Employees, Staff • Board of Directors • Customers, Sales Representatives • Trade Partners, Contractors • Shareholders, Investors • Financial Institutes • Communities, Society • Trade Partners • SEC, SET • Government Agencies

• Customers • Community, Society • Employees • Consumers • Disposal Contractors • Transport • Communities, Society • Consumers Contractors • Mass Media • Shareholders • Government • Banks Agencies • Communities, Society • Government Agencies • Investors

Impacts • Fair Competition • Corruption • Maintenance of Customer Confidentiality • Responsibility for Products and Services

• Human Rights • Fair Treatment • Corruption • Mutual Development of Trade Partners • Environment

• Human Rights • Labor Practices • Health and Safety • Corruption • Energy Usage • Pollution • Climate Change • Waste Management • Disclosure of Information • Good Corporate Governance • Legal Compliance • Risk Management • Society, Communities

Sustainability Report 2015 • QTC Energy Public Company Limited

• Safety in Product and • Human Rights Service Usage • Health and Safety • Energy Usage • Labor Practices • Responsibility • Pollution for Products and • Climate Change Services • Corruption • Fair Treatment • Legal Compliance • Society, Communities

• Health and Safety • Pollution • Disposal Methods • Legal Compliance

Chart Illustrating Identification of Impacts in Production

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Caring for Stakeholders Once stakeholders and their issues of interest have been identified in addition to their expectations, the company will consider specifying communication and response methods in meeting the expectations of all groups of stakeholders.

Mass Media

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Communication and Response No. 1

Stakeholder

Method/ Communication Employees Regular • Monthly meeting Employees of executives and Temporary employees. Employees • KAIZEN suggestion activities. • Training for skill improvement pursuant to annual plans, orientation. • Weekly safety and health promotion activities. • Listening to employee opinions and complaints. • Safety news. • Health promotion news. • HR Magazine. • Employee happiness survey. • Corporate love and attachment survey. Board of Company • Board of Directors’ Directors Directors meetings. • Quarterly progress reports on sustainable development to the Board of Directors pursuant to set meeting agendas. Shareholders Shareholders • Annual meetings of Investors Investors shareholders. Analysts • Quarterly performance announcements. • Financial analysts’ meetings. • Registered companies meet investors. • Invitations for investors to observe production processes. • Answering of inquiries via telephone and email, and annual reports.

Need/Expectation • Appropriate salary raises. • Appropriate welfare. • Work safety. • Reduction of health risk factors (cigarettes, alcohol, travel accidents). • Inviting work environment. • Equality and opportunities for advancements. • Plans for skill and knowledge training. • Good living.

Response

Outcomes

• Fair payment of • Attachment to the remuneration and organization = income. 75.08% • Respect for human • Zero accidents rights and equal causing work to treatment. stop. • Safety management • Resignation rate of pursuant to 2.13% OHSAS18001. • Environmental management pursuant to ISO14001. • Provident fund, health promoting workplace project. • Organizational health for sustainable happiness project.

• Correct compliance • Good business to laws and ethics governance in principles. strict compliance • Transparent and to policies and verifiable activities. requirements.

• CG Score = 5

• Profit • Transparent, fair and • Performance failed • Good governance verifiable business to meet objectives. over activities. governance. • Stable business and • Appropriate continuous growth. dividend payment. • Correct, complete • Transparent and up-todisclosure of date company information. information. • Risk management system. • Good audit and control system.

Sustainability Report 2015 • QTC Energy Public Company Limited

No.

Stakeholder

Method/ Communication Government • Meet-ups with Customers customers. Private • Product exhibitions. Customers • Customer Foreign satisfaction surveys. Customers • Technical Retailers knowledge provision to customers. • Opportunities for customers to observe production processes. • Joint activities with customers.

Need/Expectation

Response

Outcomes

• Receive accurate technical product and service information. • Appropriate product and service prices. • Transparent price competition. • Receive quality products and services. • Fair compliance of agreements. • Option to choose energy-conserving products. • Warranty for products and services. • Customer confidentiality preservation.

• Good corporate governance that is transparent and verifiable. • Anti-corruption policies and promotion of quality management pursuant to ISO9001. • Total Quality Management to improve product and service processes. • CRM system. • Ethics in maintaining customer confidentiality. • Product certification pursuant to laboratory standard ISO17025. • Development of energy-conserving products by R&D team. • Visits to observe production processes. • Compliance to purchase and procurement policies. • Development of trade partners through recommendations, knowledge provision, understanding about developing raw materials to be better than standard specifications. • Have anti-corruption policies and promote practice. • Compliance to ethics principles to operate business fairly and transparently.

• Customer satisfaction score = 82.25% • 100% customer service within the warranty period. • 100% handling of customer complaints. • Complaints about leaks of confidential customer information = 0

Customers

Trade Partners

Deliverers • Communication via • Receive accurate Contractors various channels. information quickly • Accurate and clear and according to communication conditions and information. schedule. • Production process, • Fair compliance to product quality agreements and inspection. payment terms. • Improvement • Fair and transparent recommendations. price competition. • Knowledge provision and raw material production process improvement.

Trade Competitors

Competitors

• Exchanges of • Fair and transparent information about trade competition. products, raw material sources and tools and machinery used in production.

Sustainability Report 2015 • QTC Energy Public Company Limited

• Delivered quality raw materials by up to 99.07%. • Delivered raw materials on time by up to 99.28%. • Evaluated delivers with average value of passing score according to AVL criteria at 75%.

• Continuous business operations on the basis of fair competition.

No.

Method/ Communication Waste Waste • Exchanges of Disposers Disposers knowledge about legal specifications and correct practices. Communities - Communities • Organizing activities and Society Surrounding with communities. the Factory • Participation in - General community and Society social development. • Annual QTC meets communities community discussion activities.

Creditors

Financial Institutes

• Annual reports. • Quarterly performance reports.

Government Agencies

• Report information under legal specifications. • File taxes in compliance with the law. • Support government projects that benefit general society.

Media

SEC. SET. Customs Provincial Industrial Authority; Provincial Labor Authority; Provincial Transport Authority; Mabyangporn SAO Chamber of Commerce; Federation of Thai Industries Newspapers Television Radio Magazines Online Media

Stakeholder

• Meet with the media on various occasions

Need/Expectation

Response

Outcomes

• Strict compliance to • Monitor and inspect • No emergencies. agreements. actions of disposers. • No complaints • Correct actions from communities, pursuant to the law. society, the government. • Mutual amicability. • Establishing • Social acceptance. • Support in mutual trust and • No complaints from community activities. understanding. communities and • No negative impacts • Support for public society. on communities and activities. • Continuous society. • Bringing volunteercommunity support. • Operating minded employees • Livelihood creation transparency. to participate in project, Ban • Adherence to human public activities. Saphan Si. rights principles and • Environmental engagement in anti- management under corruption. the ISO 14001 standard. • Energy management under the ISO 50001 standard. • Presence of human rights policies and promotion of practice. • Presence of anticorruption policies and promotion of practice. • Ability to comply • Strict compliance • Financial institutes with contract terms with contract terms allow loans and agreements and agreements, continuously. and have business and business visits. transparency. • Ability to follow • Compliance with • Licensed to relevant laws and relevant rules and continuously regulations. regulations specified operate business. • No social and by the law in all • Awarded for environmental aspects. outstanding impacts. • Develop processes corporate • Development of to seek opportunities governance 2016 corporate capacity for improvement (Eastern Region) for participation in and reduction of production process environmental improvements impact. to reduce • -Transparent environmental disclosure of impact. information.

• Accurate and fast information about business progress.

• At least one • Advertised positive quarterly progress news and corporate report and summary image continuously of performance and and regularly. business plans.

Sustainability Report 2015 • QTC Energy Public Company Limited

About This Report Origin of the Report This report was drafted to demonstrate the performance of QTC Energy PCL. in areas relevant to corporate sustainability management, which is linked to economic, social and environmental aspects, including good corporate governance. The company initially drafted and disseminated its first report in 2014 and then released its second report in 2015. This is the third report and is for the performance during the year from 1 January – 31 December 2016. Business sustainability and abilities to meet stakeholder expectations were considered, and reporting guidelines referenced concur to the Global Reporting Initiatives Guideline Version 4.0 (GRI G4) Framework.

Principles for Issue Selection 1.

Issue Identification: Considerations are made regarding the source information, beginning from the corporate sustainability framework, and information from stakeholders inside and outside the organization on issues given importance to by each group of stakeholders or expectations for impacts on the sustainability of the organization economically, socially, environmentally and good corporate governance in order to identify issues that are important to the organization and stakeholders using assessment procedures and weights according to the criteria specified by the company. • Inside the Organization: Meetings of responsible persons, the Corporate Sustainability Promotion Committee, the Risk Management Committee, the Welfare Committee, the Safety Committee were convened on issues obtained from measuring employees’ attachment to the organization, issues obtained from the happiness survey of employees within the organization by the Happinometer and issues obtained from organizational health measurement by the Happy Workplace Index and the comment box. Information was collected about the meeting, survey results and suggestions of employees in each agenda for analysis of sustainability expectations for employees and the organization to be designated as issues. • Outside the Organization: Meetings of shareholders, meetings of the Board of Directors, meetings with customers, complaints, customer satisfaction survey results, community discussions, QTC meets the communities, development plan of the government and relevant government agencies. Information was collected on opinions, expectations and recommendations by interviews, questionnaires, official and unofficial discussions and analysis of information about expectations and trends of the country’s development to designate issues.

Prioritization of Issues: Once issues that are significant to the organization and stakeholders have been specified, they are to be given weighted scores covering impacts to stakeholders inside and outside the organization. The company has specified scoring criteria pursuant to the practice guidelines in ISO14001, ISO18001, ISO50001, ISO26000 and consistent to the context of the organization, where the GRI G4 have not yet been referenced. Consideration of prioritization led to the specification of significant issues in the Materiality Matrix as follows: Sustainability Report 2015 • QTC Energy Public Company Limited

Materiality Matrix

The presentation of important issues to the Corporate Sustainability Promotion Committee in 2016 differed slightly from in 2015 due to changes in the expectations of some stakeholders leading to adjustments to responses to be consistent with the expectations of stakeholders.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Scope of the Report: This report presents information about the sustainability performance of QTC Energy PCL. from 1 January – 31 December 2016 covering key issues in every activity of the company (excluding QTC Global Power Co., Ltd., QTC-PANCO Co., Ltd. in Laos’ PDR and PPWE Co., Ltd.)

Confidence of the Sustainability Report: This report and its indices have been examined and certified by qualified external agencies. The some items of the performance presented in the report are certified by external agencies. In any case, this report is approved by the Corporate Sustainability Development Committee and the Board of Directors on 14 February 2017, and the company does not currently have a plan to submit the entire report for certification by external agencies.

Inquiries: This report was drafted for stakeholders identified by the organization and ordinary individuals. In cases of any inquiries or additional recommendations, please contact the Sustainable Development Department of QTC Energy PCL., Email: sureeporn.m@qtc-energy.com, Tel: 038-891-411, Fax: 038-891-411.

Sustainability Report 2015 • QTC Energy Public Company Limited

ประเด็นด้านการพัฒนาอย่างยั่งยืนและการด�ำเนินงาน Key Sustainability Issues

Content Reported

QTC SD-Framework

SDGs

Page

Quality Economic Issues Business Growth

Corporate Governance

Risk Management

•Economic Results ! •Distribution of Value to Stakeholders !

•Good Corporate Governance ! •Anti-corruption ! Risk Management !

29 32

Transparency Business Growth

33 36

Transparency Ethics Anti=Corruption Fair Trade Respect for rule of law

! 38

Risk Management

•Work Standards ◉ Standards & Innovation

Trade Partner Development

•Product Standards ! •Innovation ! Trade Partner Development !

42 43 44

Business Growth

Fair Operating Practice

Quality Society Issues Employee Safety and Health

Employment and Human Rights Employee Care

Employee Development Product and Service Responsibilities

Social Responsibilities

•Safety ! •Employee Health ◉ •Employment ! •Human Rights !

49 56

Transparency Health, Safety & Well-being Human Rights

Employee Care ◉

60 63 65

Employee Development ◉

Employee Development

Product and Service Responsibilities !

Accountability Stakeholder Engagement

•Community Development ! •Social Investment ! •Social Activities ⃝

Community Involvement Stakeholder Engagement

75 79 80

Transparency Pollution

Quality Environment Issues Waste and Scrap Material Management Environmentally-friendly Production Processes & Environmentally-friendly Products

Waste and Scrap Material Management ! •Environmentally-friendly Production Processes ! •Environmentally-friendly Products ! •Pollution Control !

Climate Change

•Corporate Carbon Footprint ! •Greenhouse Gas Emission Reduction !

Resource Utilization

•Energy ! •Water !

Respect for rule of law Pollution

83 84 85

Climate Change

88 89

Resource Use Respect for rule of law

90 91

Other Issues Biodiversity

•Plant Trees inside the Factory !

Climate Change Respect for norms of behavior

Scope of Impacts

◉ = Inside organization, ! = Inside-outside organization, ○ = Outside organization

Sustainability Report 2015 • QTC Energy Public Company Limited

Performance

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Business Growth

Economic Results

As of the end of 2016, the company had performed at a loss based on the financial statements of QTC Energy PCL (only), not including subsidiaries, amounting to 79.33 million baht. This differed from 2015 by 166.57 percent when the net profit was 119.17 million baht. The primary reasons are as follows:

Graph Comparing 3 years of Retrospective Income from Sales

In 2016, the companyâ&#x20AC;&#x2122;s income from sales and services amounted to 531.23 million baht, a decrease from 1,229.20 million baht in 2015 or a decrease by 56.78 percent. In 2016, income from the sales of electrical transformers to government agencies and state enterprises decreased from 2015 by 73.25 percent. Income from domestic private sector sales decreased from 2015 by 58.50 percent. Income from foreign private sector sales increased from 2015 by 2.05 percent and income from services and raw materials decreased from 2015 by 39.95 percent due to the sluggish economy and investments causing rather heavy competition in the domestic market involving lower prices, particularly for domestic customers from government agencies, state enterprises and the private sector.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Graph Comparing 3 Years in Retrospective Sales and Service Costs

For 2016, the company’s sales and service costs amounted to 503.56 million baht, a decrease from 2015 by 936.41 million baht or 46.22 percent. Meanwhile, gross profit in 2016 amounted to 27.67 million baht, a decrease from 292.79 million baht in 2015, or a decrease in gross profit by 90.55 percent due to decreased production volume causing increased production cost per unit.

3. In 2016, the company’s sales and administrative expenses amounted to 127.44 million baht, a decrease from 138.23 million baht from 2015, or 8.08 percent, which is a smaller decrease than sales and service costs and gross profit. The majority of expenses were fixed expenses, and the decrease was due to decreased operating expenses for certain items in line with decreased production and sales, e.g., electrical transformer testing fees, transportation fees, packaging fees, etc.

Sustainability Report 2015 • QTC Energy Public Company Limited

Economic Overview Table Showing Retrospective Economic Performance for 3 Years

Table Showing Retrospective Economic Performance for 3 Years

Item

Table Showing Retrospective Unit Economic Performance 2014 for 3 Years 2015

2016

Income from SalesItem and Services

(million Unitbaht)

760.50 2014

EBITDA Income from Sales and Services

(million (million baht) baht)

114.95 760.50

200.05 1,229.20

(48.45) 531.23

Net Profit (Loss) EBITDA

(million (million baht) baht)

54.70 114.95

119.17 200.05

(79.33) (48.45)

(million (baht)baht)

54.70 0.28

119.17 0.60

(79.33) (0.33)

Net Profit (Loss) Net Profit per Share NetAsset ProfitReturns per Share Rate of Rate of Asset Returns

Rate of Shareholder Returns

(baht) (%)

0.28 7.63%

1,229.20 2015

2016531.23

0.60 13.51%

(0.33) -6.94%

(%)

7.63%

13.51%

-6.94%

(%)

11.48%

22.70%

-11.94%

(%)

11.48%

22.70%

-11.94%

Graph Showing Comparison of Retrospective Economic Performance Over 3 Years The companyâ&#x20AC;&#x2122;s economic situation in 2016 was considered a crisis with tremendous impact on stakeholders inside and outside the organization that was caused by competitive factors. Although the company has already taken actions to control the aforementioned risks, the crisis occurred. However, the company recognizes opportunity for improvement in areas such as marketing plans for obtaining sales channels, launching new products and production processes to control quality and cost, etc. Accordingly, short-term and long-term plans have been created for risk management in order to build stakeholder confidence.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Distribution of Value to Stakeholders

Stakeholder Trade Partners (Raw Materials) Stakeholder Employees

Trade Partners (Raw Materials)

Shareholders (Dividends)

Employees

Unit

2014

(million baht)

447.66 Unit

(million baht) (baht)

Financial Institutes (Interests)

(million baht)

Shareholders Communities, Society(Dividends) and Environment

(million baht)

FundFinancial to PromoteInstitutes and Improve the Quality (Interests) of Life of the Disabled

(baht)

89.14

(million baht) 0.18

(million 7.54 baht) (baht) 0.34 (million219,000 baht)

Communities, Society and Environment (million 14.9 baht) (million baht)

Government

2015

2016

774.09 2014

426.7 2015

112.87

447.66

88.63

774.09

426.7

7.76

112.87

88.63

0.31

0.32

0.03

219,0008.77

7.76

0.28

0.31

0.32

0.03

8.77

0.280.18

89.14

7.54 219,000 0.34

42.78

2016

0.39

Fund to Promote and Improve the Quality (baht) expenses, etc.219,000 219,000 219,000 *Salaries, wages, benefits, provident funds, social security, personnel development of Life of the Disabled **Because the company experienced a loss in 2016, it was not necessary to file juristic income taxes. For the companyâ&#x20AC;&#x2122;s value-added tax, more tax credit was transferred than sales tax. Hence, the company used the tax credit. The taxes occurring in 2016 were for Government (million baht) 14.9 42.78 signs and household taxes. 32

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

0.39

Good Corporate Governance Good Corporate Governance The company has always given importance to good corporate governance and has created “good corporate governance policies” in writing as practice guidelines for directors, executives and employees in operating business. Concurrently, the company has appointed the “Nomination, Remuneration & Corporate Government Committee” to perform duties in overseeing good corporate governance and giving consideration to improving good corporate governance policy annually in order to concur with international standards and suit changing circumstances with each term lasting three years. At present, the committee is composed of three directors and one committee secretary. In 2016, the committee convened four meetings to monitor, review and revise policies.

Mr. Pholrach Piathanom Chairman (Independent Director)

Dr. Kamol Takabut Director

Mr.Poonphiphat Tantanasin Director

Miss Boonpa Ruddist Secretary

Nomination, Remuneration & Corporate Government Committee For communication, the company has created portable corporate governance policies and business ethics manuals for use as media in training and building understanding about practice guidelines for all employees. This manual is also disseminated on the company’s website. Corporate governance policies: Disseminated on website: http://qtc-th.listedcompany.com/cg_principle.html Business ethics: Disseminated on website: http://qtc-th.listedcompany.com/code_of_conduct.html

Portable Manuals Sustainability Report 2015 • QTC Energy Public Company Limited

The Board of Directors has scheduled assessment of the Board of Directors’ performance in addition to the ability to perform the duties of the Chief Executive Officer at least once annually. In 2016, the assessment results were as follows: 1.

The Board of Directors was assessed with reference to the self-assessment forms for boards of directors of the Corporate Governance Center, Stock Exchange of Thailand, of December 2002 (the score obtained for each item is an average of the seven directors). From a totalคะแนนเต็ of five possible points, ่ยthe wasบ4.32, ม 5 คะแนนเฉลี ที่ได้average 4.32 score อยู่ในระดั ดีเยีย่ มwhich is an excellent score.

หัวข้Assessment อประเมิน Item

Score คะแนน

2. !

ผลการประเมินความสามารถในการปฏิบตั งิ านต�ำแหน่งประธานเจ้าหน้าทีบ่ ริหาร โดยอ้างอิงแบบประเมินผลการปฏิบตั งิ าน ตนเองของคณะกรรมการบริษทั ; ศูนย์พฒ ั นาการก�ำกับดูแลกิจการบริษทั จดทะเบียนตลาดหลักทรัพย์แห่งประเทศไทย ธันวาคม 2545 (ประเมินโดยคณะกรรมการบริษัทฯ)

Graph Showing Assessment of the Performance Capabilities of the Chief Executive Officer 34

Sustainability Report 2015 • QTC Energy Public Company Limited

Good Corporate Governance Assessment by the IOD (Total Score: 100)

! Quality Assessment of Annual Meetings of Ordinary Shareholders (Total Score: 100)

Quality Assessment of Annual Meetings of Ordinary Shareholders (Total Score: 100) Quality Assessment of Annual Meetings of Ordinary Shareholders (Total Score: 100)

Authorization to Use the Q-MARK Symbol In 2016, the company was authorized to use the Q-MARK symbol in sales and services by the Joint Standing Committee on Commerce, Industry and Banking (JSCCIB). This proves the companyâ&#x20AC;&#x2122;s quality of service, business ethics and responsibility to customers, consumers and society.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Anti-corruption The company gives importance to improving internal processes to create transparency in practice with verifiability. In 2016, the company revised work processes at risk for corruption to be in line with international practices and specified the processes as risk issues for risk management. Their transparency is assessed by BK IA & IC Co., Ltd., which audits the company’s internal control system once every quarter and reports to the Board of Audit, which is composed of three independent directors and one secretary with each holding a term of three years. In 2016, a total of five meetings were convened to monitor, audit and assess results.

Mr. Nattharphon Lilawathananun Chairman (Independent Director)

Mr. Pholrach Piathanom Director (Independent Director)

Mrs. Wasara Chotithammarat Director (Independent Director)

Miss Bunyanee Kusolsopit Secretary (Independent Director)

Board of Audit Furthermore, the company submits its purchase, procurement and anti-corruption policies to trade partners for practice by trade partners in compliance with the law and ethics standards. In addition, in 2016 the company issued a policy to suspend acceptance of gifts and communicated it to trade partners, employees and external parties who conduct business with the company via letters, email, training and the company website in order to improve good corporate governance.

Anti-corruption Policy: http://qtc-energy.com/index.php/against-corruption-policy

Purchase and Procurement Policy: http://qtc-energy.com/index.php/purchasing-policy/

The company has established channels for complaints upon encountering corruption and unlawful behaviors or injustice resulting from the actions of employees. Complaints can be submitted to the “Board of Audit, QTC Energy PCL, address at 2/2, Krungthep Kritha 8 (5), Krungthep Kritha Rd., Huamark, Bangkapi, Bangkok 10240” or by email: audit@qtc-energy.com. Complainants are protected pursuant to the measures specified in the company’s business ethics. In 2016 the company received zero complaints from stakeholders inside and outside the organization. 36

Sustainability Report 2015 • QTC Energy Public Company Limited

Implementing Policies In implementing policies, the company provides training to increase understanding in employees through several channels such as orientation for new employees and building understanding about practice guidelines and disciplinary penalties for all employees in executives-meet-employees activities to raise awareness and ensure correct practice. Strictly Enforced Fairly and without Selective Treatment

นโยบาย ประกาศ

คาสั่ง

การปฏิบัติ

ขั้นตอนการปฏิบัติ ประชุมชี้แจง

บังStrict คับใช้Enforcement อย่างเคร่งครัด เป็นFair ธรรม No selective Treatment ไม่เลือกปฏิ บัติ

วิธีการปฏิบัติ อบรม

คู่มือ

ระเบียบปฏิบัติ

ตรวจสอบ

ตัวImportant ชี้วัดที่สำคัIndicators: ญ: การปฏิ Inconsistent practice terms of บัติที่ไม่สอดคล้ องกับinนโยบาย หรือpolicies in violation of the law. ขัดต่อกฎหมาย

In addition to communicating with trade partners and employees within the organization, the company also cooperates with external agencies in disseminating the company’s practice guidelines through the “Business Transparency… Clean Thailand” discussion, organized by the Thai Chamber of Commerce at King Mongkut’s University of Technology North Bangkok, Rayong Campus on 31 August 2016, in order to impart knowledge to educators, students and interested persons in general for acknowledgement and adoption. In 2016, the company was evaluated by the Ethics and Anti-corruption Promotion Committee, Thai Chamber of Commerce, jointly with the State Enterprises and Private Businesses Anti-corruption Office, NAAC Office, University of the Thai Chamber of Commerce and awarded with Corporate Governance Excellence (Eastern Region) 2016. The company announced its intention to join Thailand’s Collective Action Coalition against Corruption on 24 November 2016 and is expected to be able to apply for certification by 2017. Sustainability Report 2015 • QTC Energy Public Company Limited

Risk Management In order for the companyâ&#x20AC;&#x2122;s activities to concur to the organizationâ&#x20AC;&#x2122;s vision in advancing toward becoming a world class company under the constantly changing economic, social and environmental challenges, the company has set in place risk management pursuant to the COSO international standards in addition to channels for systematic reporting, monitoring and assessments covering economic, social and environmental dimensions. The risk management structure is as follows:

Board of Risk Management

Risk Management Procedures The company has specified that the Board of Risk Management set agendas in meetings to identify, review, assess results, etc. pursuant to the COSO standard at least once per quarter. If any changes occur in situations with potential risks for the company, the Chairman of the Board of Risk Management has the authority to immediately summon the Board of Risk Management for a meeting to assess the aforementioned risks. Additionally, the Board of Audit and the Internal Auditor are in charge of monitoring and examining the activities of the Board of Risk Management and offering recommendations and making reports to the Board of Directors.

Chart Showing Risk Management Procedures 38

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Significant Risks

The Board of Risk Management has classified risks into four areas as follows:

1. Economic Risks

1.1 Inconsistency of Income and Dependency on Major Customers The company has income from government auctions from the Provincial Electricity Generating Authority and the Metropolitan Electricity Authority, amounting to approximately 25-30 percent of total income, which is a high proportion with potential impact on the company. This income is dependent on the ability to win auctions and political situations, while competitors compete by using price strategies. Since 2014, the company made preparations for dealing with the aforementioned risk by using the Total Quality Management system (TQM) to improve competitiveness. However, due to external risk factors affecting the company’s income in 2016 such as delayed projects in the private sector and delayed basic infrastructure projects of the country, including the overall sluggishness of the world economy, there was a high level of price competition that caused the company’s performance in 2016 to incur a loss for the first time. In 2017, the Total Quality Management system will continue to be used with greater emphasis on product strategies. This will be done by building understanding with customers about the uniqueness of QTC’s electrical transformers, which can exceed the expectations of customers in energy with greater emphasis on clean energy power plant projects aimed at growth. Moreover, exports will become a primary focus to reduce pressure from the intense price competition in the domestic market. In addition, the company will distribute its investments into energy businesses through the activities of QTC Global Power Co., Ltd., a subsidiary, to reduce risks and create growth for the company in the future. 1.2 Fluctuations of Foreign Currency Exchange Rates and Raw Material Prices Since the main raw materials for electrical transformer construction are silicon steel, copper foil, transformer oil, etc., it is necessary to import these materials from abroad. Therefore, their prices fluctuate in line with the world economy. At the same time, the company exports electrical transformers abroad at a smaller ratio than imports in order to minimize risks from foreign currency exchange rates. Hence, the Board of Directors approved for forward contracts to purchase foreign currencies, which led the company’s performance in 2016 to have profits from foreign currency exchange at 1,720,902.00 baht.

Graph Showing a Comparison of Forward Contract Results 3 Years Retrospectively Sustainability Report 2015 • QTC Energy Public Company Limited

2. Social Risks

2.1 Employee Health and Work Safety The company gives the utmost importance to the work safety of employees and contacts visiting the company’s factory with awareness of the risks for loss of life and property of employees, contacts and the organization as a whole. In 2015, the total number of accidents causing injury and property damage was 31 times, the highest number over a three year period. Therefore, the company upgraded its safety management as risks for control and declared 2016 as the year to promote a safety culture with “Start Safe, Work Safe, Finish Safe”. In 2016, the total number of accidents decreased by up to 45.16 percent. The details are accordingly presented under “Employee Health and Safety”. 2.2 Outpouring of Engineers Electrical engineers are important to the business operations of QTC because the company relies on their knowledge and engineering skills to develop products/services, support customers and analyze various engineering problems. In 2015, a number of engineers were found to have resigned after having achieved various skills and reaching a work age of 2-3 years as they sought advancement in government enterprises or large international corporations. In 2016, therefore, the company raised the aforementioned issue as a moderate risk to the organization. If no preventive actions are taken, the company’s internal processes might be affected, which would waste time and expenses in training new engineers. In 2016, the company created development plans to minimize the aforementioned risk as follows: • Project to develop wage structure and improve wage and remuneration management structure. • Project to develop career paths beginning in 2017. • Project to build the organization’s health. • Implementations of projects are reported under “Employment and Human Rights”. 2.3 Compliance with Laws and Trade Agreements Due to the characteristics of the company’s business, the majority of income will be gained from government auctions, state enterprises auctions and auctions for large private projects involving large quantities of material procurement for production. Hence, if actions do not comply with laws and trade agreements, the company’s reputation will be damaged; moreover, the company would be at risk of violating laws and specifications and will be watched by stakeholders. Therefore, in order to ensure transparency and verifiability, in 2016, the company revised its internal work procedures, especially in work agencies vulnerable to corruption, to have verifiable procedures and record. Additionally, the company announced its intention to join Thailand’s Collective Action Coalition against Corruption on 24 November 2016 and is prepared to submit an application for certification by 2017.

List of Companies Stating Their Intention to Join Thailand’s Collective Action Coalition against Corruption Agency Name QTC

Search by name or characters of the name of the agency

Title

QTC Energy Public Company Limited

Sustainability Report 2015 • QTC Energy Public Company Limited

Declaration Date 24 Nov 2016

Declaration Expiry

24 May 2018

3. Environmental Risks 3.1 Waste and Scrap Material Management In production processes and servicing of the company’s electrical transformers, scrap materials are produced in addition to hazardous wastes that require controlled disposal pursuant to the announcement of the Ministry of Industry on disposal of wastes or scrap materials. At present, the company commissions the services of licensed waste disposal providers. The potential risk is irresponsibility on the part of the waste disposers, which might dispose, discard or destroy the company’s wastes without undergoing authorized procedures and thereby cause impacts to the environment and society as is frequently shown in the news. In such cases, the company responsible for creating the wastes is held liable, leading to damage to reputation. Therefore, in order to prevent the aforementioned potential risk, the company exercises special stringency in sending wastes for disposal, ranging from waste sorting, selecting waste disposers, inspecting disposal locations, disposal procedures along with understanding between the company and waste disposers on legal compliance. In 2016, the aforementioned activities were flawless. The details of this are shown under “Waste and Scrap Material Management”.

4. Business Interruption Risks The company has made extensive preparations to handle emergencies and disasters that might impact business operations, namely, fires. The company has created a fire prevention and suppression plan and drills the plan annually. It has also purchased insurance policies with coverage for all risks such as fires, floods, earthquakes, thief and accidents from product transportation. In 2016, no situations occurred to cause any impact on the lives, properties or production processes of the company. As for risk about information on the AX system, which links the Rayong factory and the office in Bangkok, the company installed the DR-SITE system and tested actual function in 2016. Additionally, the company has added a risk drill plan for cases of main server failure as a result of disasters for DR-SITE to function within four hours in order to prepare and inspect system function at least once annually.

Sustainability Report 2015 • QTC Energy Public Company Limited

Standards and Innovation Work Standards The company applies the Total Quality Management system to improve internal processes covering management, sales, production, delivery and services in all processes in order to upgrade work to meet production standards and achieve management excellence. The first phase began in 2014 and reached the third phase in 2016. Work has proceeded according to the specified development plan under monitoring and assessment of the TQM Promotion Committee, which is composed of two sub-committees, namely, the Cross Functional Sub-committee and the TQM Promotion Committee. Additionally, Processes have been set to be examined by external consultants once monthly for two days each time. The processes that are significant to business processes are examined in order to create models and expand to cover other processes. The Total Quality Management system implementation will be developed up until the fifth phase before it finally concludes in 2018, when an application will be made for the TQA Award. In 2016, the total amount of funds spent in TQM equaled 837,730 baht.

In addition to the Total Quality Management system, the company also applies various other standards related to business and applied for certification in order to upgrade its products and services to achieve global competitiveness. These include ISO9001, ISO14001, ISO14064-3, ISO50001, ISO/IEC17025, OHSAS18001, 5S, etc. The company will maintain the aforementioned standards and might change system versions according to the specifications of each standard, and if there are new standards capable of supporting and further raising work standards, the company will consider adopting them for consistent usage in the organization.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

ระบบ 5ส เป็ นพืน้ ฐานสาคัญของทุกๆ ระบบมาตรฐานการทางาน ซึง่ คิวทีซี ให้ความสาคัญ และส่งเสริมการทา 5ส มา The 5S system is an important foundation for all work standards. QTC has always given importance to and โดยตลอด และได้ อการรั บรองพืfor น้ ที5S ่ 5สarea จากสถาบั นเทคโนโลยี ทย-ญี่ป่ ุน (สสท.) เนื่องตัง้ แต่ป(TNI) ี 2557continuously และ ในปี 2559 promoted 5S andขhas applied certification to the ไThai-Nichi Instituteมาต่ of อTechnology since คณะกรรมการ กระดับการทupgraded า 5ส ให้สอดคล้ องกับการสร้างสุforขภาวะองค์ กร โดยสร้ างหลักสูcorporate ตรการเรียนรู ท้ เ่ี ป็ นbyรูปcreating แบบ 2014. In 2016, 5ส theได้ 5SยCommittee 5S implementation concurrence with building health learning courses unique “Happiness with 5S”. It is aฒformat an าatmosphere เฉพาะของคิ วทีซี in“สุaขสร้ างได้ดformat ว้ ย 5ส”of ซึQTC ง่ เป็ นnamed รูปแบบการสร้ างบรรยากาศในการพั นาระบบfor5สcreating ด้วยการสร้ งความตระหนัofก5S development raising รawareness effects on 5ส employees who และผลเสี follow theยที5S guideline, pointing out จนเกิ the benefits ถึงผลลัพธ์ทพ่ี นัby กงานจะได้ บั จากการปฏิabout บตั ติ ามแนวทาง ชีใ้ ห้เห็นผลดี อ่ าจเกิ ดขึน้ หากมี การละเลย ดการ and potential drawbacks in the event of negligence to create participation for the entire organization. This has resulted มีส่วนร่วมขึน้ ทัง้ องค์กร ส่งผลให้ปี 2559 บริษทั ฯ ได้รบั รางวัล Thailand 5S Award 2016 ระดับรางวัล Silver Award จัดโดย in the company being awarded the Thailand 5S Award 2016, Silver Award by the Thai-Nichi Institute of Technology สถาบัon นเทคโนโลยี ไทย-ญี ป่ ่ นุ (สสท.) เมื่อวันที่ 4 พฤศจิกายน 2559 (TNI) 4 November 2016.

มาตรฐานผลิ ตภัณฑ์ Product Standards

หม้อelectrical แปลงไฟฟ้ าtransformers คิวทีซี ออกแบบ ผลิตare และทดสอบตามมาตรฐาน IEC60076 , มอก. 384-2543 และตามมาตรฐานของ The of QTC designed, manufactured and tested pursuant to IEC60076, TIS 384-2543 ลู ก ค้ า หรื อ ประเทศคู ค ่ า ้ เช่ น ANSI , IEEE, JIS เป็ น ต้ น นอกจากนี ้ บริ ษ ท ั ฯ ยั ง ส่ ง หม้ อ แปลงเข้ า ทดสอบความทนต่ กระแส and customer standards or standards of trade partner countries such as ANSI, IEEE, JIS, etc. Furthermore, theอcompany ลัดวงจร Shortelectrical Circuit Performance Testshort จากสถาบั KEMA ประเทศเนเธอร์ ประเทศอิตาลีandแต่CESI, ละ also submits transformers for circuitนperformance test by theแลนด์ KEMAและสถาบั InstituteนofCESI the Netherlands ขนาดอย่ างต่อเนื่องเพื เป็ นการรั รองคุ ณภาพของหม้ อแปลงไฟฟ้ าคิวof ทีซQTC’s ี โดยในปี 2559 บริษทั ได้สIn ง่ หม้ อแปลงไฟฟ้ าเข้า Italy, continuously for่อeach sizeบin order to guarantee the quality electrical transformers. 2016, the company ทดสอบทีส่ ถาบั น CESI านวนทัforง้ สิtesting น้ 2 รายการผ่ านการทดสอบ 1 รายการwhile ไม่ผthe ่านการทดสอบ 1 รายการ ซึง่ ทีมงานจะได้ submitted a total of twoจitems by CESI. One failed testing, other passed. Accordingly, the teamทาwill continue and corrections. การปรับปรุtoงmake และพัฒimprovements นาต่อไป

Sustainability Report 2015 • QTC Energy Public Company Limited

Innovation The company gives importance to and promotes innovation within the organization in processes developed by the research team and emphasizes product and production innovations. Additionally, the company encourages innovation on the operating area level and for the use of KAIZEN work improvement techniques without limits to concepts created by employees. All employees can implement KAIZEN on quality, safety, the environment or energy independently based on their perspectives but must demonstrate the effectiveness obtained from their KAIZEN.

Processes to Promote Innovation in the Organization In 2016, a total of 97 KAIZEN work projects were conducted, an increase from 2015 by 185 percent. This was achieved by motivating employees such as praise and award consideration leading to increased employee participation. For 2017, the company has a plan to promote and increase KAIZEN implementation in terms of quantity and quality from 2016.

รางวัล KAIZEN ดีเด่นประจ�ำปี 2559 นายสุธี รื่นเริง พนักงานผลิต ส่วนเหล็กแกน ส่งผลงานปรับปรุงจ�ำนวน 7 เรื่อง ผลงานอยู่ในระดับเกรด A จ�ำนวน 1 เรื่อง 44

Sustainability Report 2015 • QTC Energy Public Company Limited

รางวัล KAIZEN ยอดเยี่ยมประจ�ำปี 2559 นายโกสิน มูลเทพ เจ้าหน้าที่ซ่อมบ�ำรุง ส่วนซ่อมบ�ำรุง ส่งผลงานปรับปรุงจ�ำนวน 9 เรื่อง ผลงานอยู่ในระดับเกรด A จ�ำนวน 3 เรื่อง

The company has joined the project to promote innovation capabilities organized by the Stock Exchange of Thailand, MAI Stock Exchange and the National Innovation Agency (Public Organization) to improve ability to produce innovations to meet customer needs and create sustainability for organizations. QTC became one out of ten companies that passed corporate innovation capabilities assessment, leading to being provided advanced innovation training and receiving the certificate for innovative capabilities and innovative organization on 5 October 2016 from Dr. Chaiyawat Wibulsawasdi, Chairman of the Stock Exchange of Thailand. The event was organized by the National Innovation Agency (Public Organization) and the Stock Exchange of Thailand.

The knowledge obtained by the innovation team of QTC from the projects produced new marketing innovations and strategy adjustments in competition to create product difference in addition to perception and understanding about QTCâ&#x20AC;&#x2122;s unique amorphous distribution transformers to attract customer attention with added value. The activities will create a clear marketing difference in 2017.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Outstanding Work

Process Development

Research and Development Project for Design of Electrical Transformer Chassis Using Calculated Fluid Dynamics and Finite Element Method A problem that is partly responsible for customer complaints is leaking transformer chassis after usage. This issue was submitted to in-depth study together with the leading universities of the country in order to seek preventive guidelines. The study was rather lengthy and lasted several years. Finally, it was discovered that pressure is created in the chassis as the transformer functions. This pressure causes the transformer to expand sideways. If the chassis is not sufficiently strong, significant expansion will occur and cause irrecoverable deformity or leakage and damage to weld joints. The aforementioned problems directly affect the effectiveness and usage life of transformers. Hence, a project was launched to make improvements using the finite elements method and modern software to aid analysis and design to improve chassis structure to be stronger and superior to standards while having appropriate shape as a result of the effectiveness of KAIZEN. ŕ¸&#x2122;

Results Presently, the aforementioned process is used in structural design and has been made into a standard for QTCâ&#x20AC;&#x2122;s electrical transformers, which is superior to international standards and can meet customer needs in extending transformer usage life for customers.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

KAIZEN Work Site Improvement

Valve Wow… Wow… Wow…

In the production process of electrical transformers in the manufacturing of transformer fins, it is necessary to use a corrugator to fold the transformer fins. In the function of the machine, hydraulic tubes have to be used to provide mold pressure to rotate rollers and pull metal sheets into the corrugators. However, the hydraulic tubes impacts too heavily, causing bearings and couplings to wear out more quickly than they should and for the worked metal to be deformed, which wastes time for operators to make corrections. Additionally, the machine is very loud, which affects the health of operators. In addition, in replacing bearings and couplings each time, it is necessary to shut down the machine for at least eight hours with maintenance expenses costing approximately 5,000 baht/time and occurring at about 2-3 times per year. Mr. Kosin Moonthep, Maintenance Officer, Maintenance Section, perceived the problem and sought for opportunities for improvement. He studied the functions of hydraulics with the intention of reducing mold impact. Eventually, Mr. Kosin thought of reducing the hydraulic oil pressure to prevent excessive supply into the hydraulic tubes by installing valves for adjusting hydraulic oil pressure at entries and exits. As a result, it became possible to regulate mold pressure to remain within desired ratings, leading to improved metal work quality, less noise disturbance to operators and extended usage life of machinery. The improvement cost was only 4,000 baht. At six months after the pressure valve installation, no equipment deterioration has occurred.

Results Item 1. Times for replacing bearings and couplings 2. Maintenance expenses 3. Metal work quality 4. Noise disturbance (hearing conservation zone)

Before Improvement 2-3 times per year. 10,000-15,000 baht/year. Not smooth, deformed. 93.2 dB(A)

After Improvement No problems so far. No expenses so far. Smooth, not deformed. 91 dB(A)

Sustainability Report 2015 • QTC Energy Public Company Limited

Trade Partner Development Since the majority of QTCâ&#x20AC;&#x2122;s trade partners are SMEs, which lack the capital to apply for certification for various standards desired by the company, uses purchase and employment policies that cover quality, ethics, social and environment for trade partners to follow the guidelines of QTC at least. The qualifications of trade partners are assessed at least once annually to keep them registered as QTCâ&#x20AC;&#x2122;s trade partners. If assessments find indicators that a trade partner lacks any qualification, the QTC work team will provide consultation and recommendations as well as opportunities for improvement in order to ensure correct practice and for materials to be sent to QTC to meet the criteria specified by QTC.

Development of Important Trade Partners After QTC replaced its oil-based paint to water-based paint for transformer chassis painting to reduce impacts on the environment and operators, the company received complaints from customers about transformers rusting quickly after a period of usage. Hence, the research team analyzed for causes and discovered that the water-based paint is highly resistant to UV rays and is safe and is friendly to the environment and operators but when used for extended periods in high-moisture locations, the moisture will penetrate the paint film and reach the steel, leading to rust after installation. The chassis would be corroded, and transformer oil will eventually leak. Hence, in 2016 QTC asked for the paint manufacturer to cooperate in developing moisture-resistance in waterbased paint. Clear coat technology was used to effectively prevent moisture penetration while still effectively maintaining the positive qualities of water-based paint, i.e., resistance to UV rays and friendliness to the environment and operators. The factory, procedures and works of QTC were used in each paint quality testing. From submission of works for salt spray test in a laboratory setting, results were found to exceed expectations. Each sample was able to withstand salt spray test longer than the original water-based paint by over three times. Hence, QTC approved the paint formula and asked the manufacturer to begin production. Accordingly, the first delivery was made in the middle of 2016.

Purchasing Policy: http://qtc-energy.com/index.php/purchasing-policy/

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

ประเด็นด้านสังคม (Quality Society) Employee Safety andความปลอดภั Health ยและสุขภาพของพนักงาน ความปลอดภัย Safety ยในการท กงานto ถืbeอเป็theนสิmost ง่ ทีส่ าคั ญทีส่ ุดของพนั กงานทุ กคน ทุกระดัonบevery รวมถึlevel, งผูม้ สี ่วasนได้ ย ความปลอดภั Employee work safetyางานของพนั is considered important issue for all employees wellเสีas อื่นother ๆ ทีเ่ related กีย่ วข้องstakeholders. ในปี 2559 บริInษทั 2016, ฯ ได้ยthe กระดั บเรื่องความปลอดภั ยในการท างานมาเป็ นความเสี งควบคุ เนื่องจากในปี company upgraded work safety to become a riskย่ งที thatต่ ้อmust beมcontrolled due 2558 มี จ านวนอุ บ ต ั เ ิ หตุ เ กิ ด ขึ น ้ 31 ครั ง ้ ซึ ง ่ เป็ น จ านวนสู ง สุ ด ในรอบ 3 ปี พร้ อ มก าหนดให้ ท ุ ก คนในองค์ ก รร่ ว มกั น สร้ าง to the fact that 31 accidents occurred in 2015, the highest number in three years. All employees within the organization “วัwere ฒนธรรมความปลอดภั ย” a “safety culture”. instructed to create

Safety Culture

Start Safe

Finish Safe

Work Safe

Zero Accident

การสร้ Manyางวั components necessary inยcreating safety cultureวมหลายประการ such as a standard for management, support ฒนธรรมด้าare นความปลอดภั ต้องใช้องค์ ประกอบร่ ตัง้ แต่system ระบบมาตรฐานที ่ใช้ในการบริ หารof for implementation, strictบenforcement จัดhigh-ranking การ การสนัexecutives, บสนุ นของผูknowledge บ้ ริหารระดับdissemination สูง การถ่ายทอดองค์ ความรูส้ ่กู ารปฏิ ตั ิ การบังคับofใช้regulations ระเบียบปฏิบand ตั อิ ย่participation างเข้มงวด of employees the organization. component ปisระกอบใดองค์ missing, it will not be possible create aางให้ safety และการมี ส่วนร่วinมของพนั กงานในองค์Ifกany ร หากขาดองค์ ประกอบหนึ ่งจะไม่สtoามารถสร้ เกิดculture. เป็ นวัฒ นธรรม Standardยได้System ความปลอดภั เลย For safety, occupational health and work environment, QTC proceeds in compliance with the specifications of OHSAS18001 and is certified by SGS (Thailand) Co., Ltd., which has specified clear personnel and operating framework. ระบบมาตรฐาน การบริหารจัดการด้านความปลอดภัย อาชีวอนามัย และสภาพแวดล้อมในการทางาน คิวทีซดี าเนินการตามข้อกาหนด ของระบบตามมาตรฐาน OHSAS18001 ได้รบั การรับรองมาตรฐานจาก บริษัท เอสจีเอส (ประเทศไทย) จากัด ซึ่งได้กาหนด Safety, Occupational Health and Work Environment Management Framework บุคลากร และกรอบการดาเนินงานไว้อย่างชัดเจน กรอบการบริหารด้านความปลอดภัย อาชีวอนามัย และสภาพแวดล้อมในการทางาน พนักงาน/หัวหน้ างาน/คปอ./จป. ปฏิบตั ิงานด้ วยความปลอดภัย แจ้ งปั ญหาด้ านความปลอดภัย ดาเนินการป้องกัน/แก้ ไข ติดตามและประเมินผล

พนักงาน/หัวหน้ างาน/คปอ./จป. ตรวจความปลอดภัยก่อนปฏิบตั ิ ควบคุมการปฏิบตั ิให้ ปลอดภัย ตรวจวัดสภาพแวดล้ อมในการทางาน

ACTION

CHECK

PLAN

ผู้บริหาร กาหนดนโยบายความปลอดภัยฯ กาหนดเป้าหมาย ทบทวนการดาเนินการ

หัวหน้ างาน&ผู้ปฏิบตั ิงาน ประเมินความเสี่ยง กาหนดวิธีการที่ปลอดภัยในการปฏิบตั ิ ให้ ความรู้กบั ผู้ปฏิบตั ิงาน และนาไปใช้ ในการปฏิบตั ิงานจริง

Sustainability Report 2015 • QTC Energy Public Company Limited

Support from High-ranking Executives The executives of QTC give importance to and support activities by properly allocating operating budgets on safety and monitoring in addition to inspecting activities by convening meetings of the Board of Executives on a monthly basis. Furthermore, a representative has been selected to become the Chairman of the Safety Committee to provide close oversight jointly with the Safety Committee as an employee representative resulting from an election. Safety Committee (Saf. Com.) First-Last Name Mr. Siripong Buntham Mr. Charoensak Sarawong

Position Committee Chaiman Committee Chaiman

Remarks Resigned on 7/9/2016 Appointed as Replacement on 7/9/2016

Mr. Kittipong Mahahing Director Mr. Panya Saengsanga Director Mr. Ongaj Wannapake Director Mr. Kertpong Atthachak Director Mr. Issiriyathep Khiaowichit Director Miss Saowalak Lila Director/Secretary Calculated as 3.37 percent of all employees on the committee. Budgetary support for improvements and safety promotion activities in 2016 amounted to 1,760,528.81 baht.

Mobilization of Knowledge into Practice

The company has created procedures, methods, manuals and journals on safety practices covering all of the company’s activities. The company also creates appropriate safety training courses for employees such as orientation for new employees, employees in specific work areas, old employees requiring review and contractors operating inside the company in order to create correct understanding about practice. Additionally, every morning before beginning work the employees of all sections are required to perform KYT and Safety Talk activities to build awareness and perception of dangers ahead of time and before working. ฉบับที่ 7 ที่ : 9 เดือนกรกฎาคม หน้า 1/1

ยกตัวอย่างมาตรฐาน

มาตรฐานความปลอดภัยในการทางาน - มาตรฐานการแต่งกายของพนักงาน - มาตรฐานเครือ่ งจักร

้

ได้ดงั ต่อไปนี

- มาตรฐานการจัดวางถังดับเพลิง

ตัวอย่างการแต่งกายสาหรับ พนักงานทีป่ ฏิบตั งิ านในไลน์ผลิต

1.ผู้รับผิดชอบเครื่องจักร

ตัวอย่างจุดติดตัง้ ถังดับเพลิงในโรงงาน ป้ายแสดงวิธีการใช้ ถังดับเพลิง

2.แผนภาพการตรวจเครื่องจักร

ป้ายบอกตาแหน่งถัง ดับเพลิง ระดับตาแหน่ง ติดตั้งสูงจากพื้น ไม่เกิน 150 ซม. ตีเส้นสีขาว - แดง ห้ามวางสิ่งของกีด ขวางบริเวณใต้จุดที่ ติดตั้งถังดับเพลิง

3.แบบตรวจสอบเครื่องจักร

เมื่อวันที่ 1 กรกฎาคม 2559 ทางส่วนความปลอดภัยและ คณะกรรมการความปลอดภัย ได้เข้าร่วมงาน สัปดาห์ความปลอดภัยในการทางานแห่งชาติ ครั้งที่ 30 ณ ศุนย์นิทรรศการ และการประชุมไบเทค บางนา กรุงเทพฯ

ผูจ้ ดั ทา : ส่วนความปลอดภัย 11-7-59

Sustainability Report 2015 • QTC Energy Public Company Limited

Enforcement of Regulations After knowledge and understanding of the right practice guidelines are provided to reduce the likelihood of accidents, strict enforcement of safety regulations becomes an important aspect in maintaining practice standards. QT has methods for dealing with persons who neglect or disregard occupational safety in the “Unsafe Work Warning Record Form”. The head of every work section can issue this warning slip to employees in any agency immediately upon discovering unsafe work activities. Additionally, if repeat offenses are encountered, the warning slip can be upgraded to a written warning under the company’s work rules and regulations. Such cases will affect the annual bonus of employees who violate regulations. In 2016, an employee was issued a warning record slip. For contractors, QTC pays attention to the issue by providing training to build understanding about various safety practices and principles for when contractors work at the company’s facilities. QTC also issues contractor IDs. In operating each day, contractors are required to prepare work application forms. Additionally, inspections will be conducted by professional safety officers. If dangerous actions are detected or found to not comply with the reported permit, the professional safety officer is authorized to order an immediate cessation of the contractor’s work and remedy the situation until safety is achieved before authorizing the contractor to continue with work. In 2016, no actions of contractors were found to create any risk or danger in working for the company.

Creating Participation Every year, the company conducts reviews and assessment of risks and dangers in the workplace and for working in various work positions. Employees in all work areas are instructed to participate in risk assessment in order to make risks visible, even in the smallest of units. Thus, this method is the best danger prevention method. Additionally, each year the company organizes a week of activities to promote health, safety and happy workplace to provide a forum for employees to demonstrate their thinking and innovations concerning safety as they learn from exhibitions organized at the aforementioned event.

Sustainability Report 2015 • QTC Energy Public Company Limited

Improving the Work Site with KAIZEN on Work Safety: Metal Transport Bridge A corrugator is a machine used to fold metal sheets into corrugated work pieces. Metal sheets are inserted into the corrugators by pulling metal sheets from the decoiler platform, which is situated about three meters away from the corrugators. Hence, three people are needed to hold metal sheets and control the control button, which takes up to five minutes each time. Furthermore, on any given day, it is necessary to carry out the process six times. As a result, operators experience arm and back muscle fatigue from lifting metal sheets from the decoiler to the corrugators. Mr. Apichat Takong, Corrugator Control Officer, who is in charge of this operation came up with an idea to KAIZEN improve the worksite and reduce health impacts. Hence, he sought the advice of Mr. Kosin Moonthep, who has experience in many KAIZEN projects. As a result, conclusions were drawn and the “metal transport bridge” was created. It was produced from leftover steel waiting to be sold, which was welded together and designed with the ability to expand and contract along the width of the metal sheets. It is moveable because of metal wheels (old wheels pending sales) and can be folded to save space. When needed, the metal transport bridge can be rolled out to connect the decoiler to the corrugators. One employee will press the controls to release metal sheets and another employee will hold the end of each sheet as it enters the corrugators. Once finished, the bridge will be folded and put back in place. The total amount of time needed for the aforementioned process is three minutes with two people involved. As a result operators do not experience arm and back muscle pain. Moreover, the method conserves manpower and saves work time. The budget for the aforementioned undertaking was 70 kilograms of steel or 210 baht (steel scrap price at 3 baht/ kilogram). Before Improvement

Kosin : “I was glad that my junior consulted me about KAIZEN. I fee mor valued, and i am glad to help my fellow employees in my area of competence. Just say when you need, and I’ll help share what i know to make good things happen in our organization.”

Sustainability Report 2015 • QTC Energy Public Company Limited

After Improvement

Apichart : “The metal transport bridge was my first job. I am proud to have successfully created valuable work from scrapt metal pending sales and making it into a work accessory. It improved my health and sanes costs for the company. More importantly, I would like to thank Phi Ko for his advice.”

Accident Statistics Table Showing Retrospective Comparison of Work Accident Statistics over a 3-year period.

Graph Sorting Accidents in 2016 by Type

Accidents in 2016 caused damage to property valued at 36,547 baht. Important Indicators Accidents have to be

1. Zero work accidents Results: 17 accidents; failed to meet the objective. 2. No accidents causing work to stop for a streak of 1250 days. Results: 1,240 days as of 31 December 2016. The objective is expected to be accomplished in 2017.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Measuring Safety, Occupational Health and Work Environment บริษัทฯ ได้ด�ำเนินการตรวจวัดสภาพแวดล้อมในการท�ำงาน เพื่อเฝ้าระวังปัจจัยเสี่ยงต่อสุขภาพของพนักงาน อย่าง ครอบคลุม และสม�่ำเสมอ โดยมีผลการตรวจวัดประจ�ำปี 2559 ดังต่อไปนี้ ผลการตรวจวัดระดับเสียงในพื้นที่ท�ำงานเปรียบเทียบย้อนหลัง 3 ปี Measurement Result Area

Inspected Location

2014

2015

2016

2/4/2014

28/5/2015

10/12/2016

Standard

Unit

Factory 1

Steel Core

74.1

dB(A)

Factory 2

Uni Core Steel Cutter

79.0

76.8

78.3

dB(A)

Oven and Oil-ﬁlling

Tanking

88.8

75.8

79.1

dB(A)

Assembly

Wood-cutting Room

77.4

77.3

81.5

dB(A)

Steel Core

Workshop

77.3

79.9

81.2

dB(A)

Factory 4

Steel Pellet Firing Zone

85.9

84.7

89.6

dB(A)

Assembly

Workshop

69.6

dB(A)

Coiling 1

Coiling

70.6

dB(A)

Coiling 2

Coiling

82.2

dB(A)

Coiling 4

Coiling

75.3

dB(A)

New Coiling Building

Coiling Machine

dB(A)

Paper Cutting Room

Paper Cutter

dB(A)

Factory 4

Chassis Assembly and Welding

dB(A)

74.1

85.9

84.7

91.3

Based on measurements of sound levels in the workplace in 2016, the sound levels in the work areas of Factory 4 were found to have increased. This is due to the increase in the number of manufacturing machines. Accordingly, the company designated the aforementioned areas as hearing conservation areas in which operators are required to wear personal protective equipment at all times while operating, and employees implement KAIZEN to reduce the noise of machinery. Retrospective Comparison of Measurements of Noise Disturbance Emitted from the Factory over 24 Hours during a 3-year Period Measurement Result Parameter

Area

1/2014

1/2015

1/2016

24-26/3/2014

26-28/5/2015

1-2/6/2016

65.2

65.8

General Volume Level (Leq24 hr)

Factory Garden

56.3

General Volume Level (Lmax)

Factory Garden

51.6-78.3

Sustainability Report 2015 • QTC Energy Public Company Limited

36.5-91.4 96.3

Standard

Unit

dB(A)

115

dB(A)

Retrospective Comparison of Measurement Results of Work Environment and Chemicals over a 3-year Period Measurement Results Area

Parameter

1/2013 20/3/2013

Steel Core: Factory 3 Steel Core: Factory 1 Steel Arrangement

2/2013 6/9/2013

1/2014 2/4/2014

2/2014 18/9/2014

1/2015

2/2015

1/2016

2/2016

28/5/2015

23/11/201 5

1/6/2016

10/12/2016

<0.007

Iron Dust Xylene

0.71

2.17

0.25

0.6

Xylene

<0.25

Toluene

Not Detected

4.36

Toluene Acetone

0.26

Standard

Unit

mg/m3

435

mg/m3

100

ppm

435

mg/m3

0.33

Not Detected

200

ppm

<0.30

Not Detected

250

ppm

435

mg/m3

Not Detected Not Detected Steel Core: Steel Clamp Paint

Xylene

0.01

2.17

0.25

6.35

9.95

2.86

2.72

4.82

0.3

Xylene Toluene

<0.25

Toluene Acetone Steel Core: Plasma Cutting

Coiling: New Coiling Building

Coiling: Paper Cutting Room Assembly: Transformer Assembly

Equipment Installation: Spray Booth

Transformer Repair

Chassis: Plasma Cutter

Steel Pellet Firing Room (inside)

Spray Booth, Factory 4

ppm

<0.25

2.41

200

<0.30

250

ppm

<0.25

0.43

mg/m3

Carbon Monoxide

ppm

<0.007

Not Detected

0.1

mg/m3

<0.25

Not Detected

mg/m3

Copper Fume

<0.007

Not Detected

mg/m3

Total Dust

0.34

Not Detected

mg/m3

Copper Fume

<0.007

Not Detected

0.1

mg/m3

<0.25

mg/m3

0.008

Not Detected

0.1

mg/m3

<0.007

mg/m3

0.2

mg/m3

Total Dust

<0.25

Total Dust

Copper Fume

0.01

0.26

0.01

0.007

Lead

0.001

0.01

0.25

Copper Fume

0.009

0.01

0.015 <0.007

<0.007

0.1

mg/m3

<0.007

mg/m3

0.25

0.42

0.34

mg/m3

0.1

0.4

Not Detected

mg/m3

0.007

Total Dust

Respirable Dust

Total Dust

9.13

1.36

0.25

0.68

Not Detected

mg/m3

Xylene

0.01

0.25

2.17

0.25

<0.25

100

ppm

Toluene

0.57

0.83

0.01

1.88

0.25

<0.25

1.57

200

ppm

Total Dust

0.25

<0.25

Not Detected

mg/m3

0.08

mg/m3

0.34

Not Detected

mg/m3

Carbon Monoxide

ppm

Iron Fume

0.206

0.018

mg/m3

Oil Mist Chassis: Chassis Assembly Welding

mg/m3

0.53

Iron Fume Assembly: Wood Cutting Room

ppm

752

<0.25

Iron Fume Assembly: Workshop

100

Total Dust

Copper Fume Coiling: Coiling 4

Not Detected

Total Dust

0.056 -

0.25

0.34

Carbon Monoxide

ppm

Iron Fume

0.015

0.153

0.018

ppm

Iron Fume

0.232

0.182

0.090

mg/m3

Iron Fume

0.011

0.016

0.042

mg/m3

ppm

0.020

0.017

0.012

ppm

0.05

<0.10

mg/m3

Carbon Monoxide Iron Fume Respirable Dust

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Health

The good health of employees is an important factor that allows employees to effectively perform the duties under their responsibilities. Therefore, the company provides an inviting and clean work environment by addressing issues such as lighting, noise, heat, chemicals and diet. In addition, the company provides annual health check-up and continuously monitors results. Furthermore, the company has created various health promotion projects for correct practice by employees in caring for personal health such as diet, rest, exercise, excretion, reduction and quitting of narcotic substances for their own health.

Health Promotion Project: “Happy Body & Great Health” This is a continuation of a project in 2015 to promote exercise in employees along with proper diet. In any case, health is part of an individual’s rights and, therefore, individuals have to take action on their own to obtain results. The company is responsible for promoting and supporting activities that can meet the needs of employees. In 2016, the company continued to organize a wide range of activities for employee participation at their leisure and propensity, e.g., aerobics, yoga, badminton, soccer, etc. Furthermore, training is provided to provide knowledge to employees about 5 Or. to have components of good living as employees choose proper dietary behaviors.

5 Or. Training for Good Living Components, Provided by Resource Persons from Mabyangporn Sub-district Health Promotion Hospital

QTC League Cup 2016 Soccer Competition

Sustainability Report 2015 • QTC Energy Public Company Limited

Badminton Club Activities

Aerobics and Yoga Club Activities

The budget spent to support health and sports promotion activities in 2016 amounted to 276,418.00 baht. Results of General Health Check-up of Employees with Abnormalities Based on BMI Scores Shown in Retrospect over a 3-year Period

The graph shows that the health promotion activities for employees failed to meet the companyâ&#x20AC;&#x2122;s expectations. According to the findings in 2016, the percentage of employees with high BMI scores increased from 2015. From records of participation in activities, the majority of persons with excessively high BMI scores pay less attention to health than persons who are already in good health. Accordingly, in 2017 the team will make improvements by motivating employees to enthusiastically care for their own health within a suitable budget. Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

White Factory Project: Drug Prevention and Suppression Promotion Project The company also gives tremendous importance to the suppression and prevention of drugs using proactive and regular approaches. This is because the company is well aware that drug problems affect employees as well as their colleagues, families, communities and the company. Thus, the company arranges for regular random drug testing without advance notice and strictly enforces regulations. According to performance in 2016, the company discovered five employees who used narcotics. Of these, two were repeat offenders whose employment was terminated under the terms of the project. The company sent the remaining three for treatment and close monitoring. In addition to the aforementioned actions, the company attempts to educate employees about the negative effects of narcotics and strictly enforces policies in order to ensure that employees have awareness and conduct themselves as good people for their families, organization and society.

The total budget spent in these activities in 2016 amounted to 22,636.00 baht.

Education activities about the negative impact of narcotics

We Care!

In 2017, the company will continue to strictly monitor measures and provide education for employees in order to ensure that employees are aware of the negative effects of narcotics, which affect work and family relationships and create social burdens.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Human Maintenance Program with Massage and Posture Adjustments As the company supports creating massage and posture adjustment jobs for youths of Ban Saphan Si, during the school holidays in 2016 students in the vocational group provided massage and posture adjustments to QTC employees for an entire week to train them and generate income while concurrently alleviating the aches and pains of employees. In this undertaking, the company paid a total of 8,400 baht as remuneration for the students in line with the service terms of the vocational group. In all, 56 employees used the services.

Health Examination Results by Work-Related Risk Factors in 2016 Risk Factor

Number of People Examined (persons)

Normal Results (persons)

Abnormal Results (persons)

Lead in Blood

Styrene in Urine

Toluene in Urine

Xylene in Urine

Lung Performance

117

114

Hearing Performance

107

Occupational Eye Health

Hand Muscle Performance

119

Back Muscle Performance

114

For health examinations results by work-related risk factors in work that were abnormal, the company invited medical specialists to directly provide consultation to employees to provide recommendations about health care and proper practices. Accordingly, the company continues to monitor risk factors that might impact the health of employees and constantly promotes good health.

We S

upport You

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Employment and Human Rights Employment The company gives importance to employment and fair management of remuneration and is conscience about individual human rights. Hence, a policy was set as practice guidelines for operators and was communicated to all employees for understanding and dissemination on the company’s website. The related policy is as follows:

Human Resource Management Policy: http://qtc-energy.com/index.php/human-resource-management-policy/ Retrospective Proportions of Employment over a 3-year Period 2014 Item

2015

2016

No. (persons)

(No. (persons)

Males Females

137 79

63.43 36.57

145 80

64.44 35.56

131 77

62.98 37.02

Management Males Females Knowledge Operate

12 6 6 118 86

5.56 54.63 39.81

12 6 6 121 92

5.33 53.78 40.89

13 6 7 10 85

6.25 52.88 40.87

Aged 18-35 Years Aged 36-50 Years Greater than 50 Years

153 55 8

70.83 25.46 3.70

159 57 9

70.67 25.33 4.00

145 55 8

69.71 26.44 3.85

20 29

9.26 13.43

22 25

9.78 11.11

22 23

10.58 11.06

117 50

54.17 23.15

123 55

54.67 24.44

109 54

52.40 25.96

By Gender

By Level

By Age

By Area Bangkok Main Ofﬁce Males Females Rayong Factory Males Females Total Employees at End of Year (persons)

216

255

208

Ratios of Salaries and Remunerations between Males and Females Salary Payment Employee Salaries and Remunerations by Gender Males Females Total

Sustainability Report 2015 • QTC Energy Public Company Limited

2014

Not Sorted

2015

2016 Amount (baht)

Not Sorted 59,480,140.42 29,144864.14 88,625,004.56

% 67.11 31.89 100

Retrospective Proportions of New Entries and End of Status over 3-year Period Item

New Employees Males Females New Employees Aged 18-35 Years Aged 36-50 Years Over 50 Years

End of Employment by Gender Males Females End of Employment by Age Aged 18-35 Years Aged 36-50 Years Over 50 Years

2014

2015

2016

No. (persons)

(No. (persons)

77.10

77.04

63.16

22.90

22.96

36.84

91.57

96.72

100.00

8.43

3.28

0.00

39 15

72.22 27.78

28 9

75.67 24.33

37 18

67.27 32.73

54 48

88.89

83.78

11.11

16.22

0.00

0.0

Number of Female Employees Who Took Maternity Leave and Returned to Work Year

2014

2015

2016

Number of Maternity Leaves (persons)

Number of Returns (persons)

Retrospective Rates of Resignation Over 3-year Period Year

2014

2015

2016

Rate (%)

1.73

1.37

2.13

In 2016, the rate of resignation increased due to external factors, i.e., competition in the labor market and economic conditions, and internal factors from the companyâ&#x20AC;&#x2122;s failure to achieve sales targets in 2016. As a result, some employees seeking additional income from overtime decided to resign to seek work that can generate better income. Additionally, the strict enforcement of the white factory policy on drug prevention and suppression was also a factor. Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Employment Salary Rate upon Initial Entry and Beneﬁts Management

อัตราการจ้างงานแรกเข้าและสวัสดิ การ

Operations

Knowledge

Initial Salary (excluding experience fee): Baht

9,500

17,00-20,000

Item

Travel Fee

รายการ

ค่าจ้างเริ ม่ ต้Cost น (ยังไม่รวมค่าประสบการณ์) : บาท Living ค่าเดินControlled ทาง Engineer Professional License Fee

ระดั◉ บ Operate 9,500 ◉ -

ค่าครองชี Risk พ Fee ค่าใบประกอบวิ ชาชีพวิศวกรรมควบคุม Diligence Fee ค่าความเสีย่ ง

Accident Insurance

เบีย้ ขยัน

ประกันTelephone อุบตั เิ หตุFee

Position Vehicle

ค่าโทรศัพท์

Education Scholarship for Children (if any) pursuant to Terms

รถประจาตาแหน่ง

Provident Fund (max. from employees at 15% with 3-6% augmented ทุนการศึ กษาบุ ตร (ถ้pursuant ามีบุตtoร)terms) ตามเงือ่ นไข by the company

กองทุนFinancial สารองเลี ย้ งชีพ (พนักงานสูงสุด 15% บริษทั สมทบ 3-6% ตามเงื่อนไข) Assistance for Funerals of Employee Relatives เงินช่วยเหลืองานศพญาติพนักงาน Financial Assistance for Marriage (one time only) เงินช่วยเหลืองานมงคลสมรส (จ่ายครังเดี ้ ยว) Child Delivery Financial Assistance เงินช่วยเหลือค่าคลอดบุตร Medical Treatment Fee for 1 Times Salary/ ค่ารักษาพยาบาล จ่ายไม่ เกิNo น More 1 เท่than าของเงิ นเดืMonthly อน/คน/ปี Person/Year

Section

According to Salary Structure

ระดั◉บ Knowledge

17,000-20,000 ◉

  Engineers Only  Positions Only  High-risk

เฉพาะวิ ศวกร ◉

เฉพาะตOperating าแหน่งOutside งานทีม่ ofคี Facilities วามเสีย่ งสูง Employees Only

◉



Some Positions

◉

เฉพาะพนักงานทีต่ อ้ งปฏิบตั งิ านนอกสถานที่

◉ -

◉

 ◉  ◉  ◉  ◉

บางตาแหน่งงาน ◉

◉

     

◉

◉ ◉ ◉ ◉

Department

◉ ◉ ◉ ◉

Management Section Department ตามโครงสร้างค่-าจ้าง



    

◉ ◉ ◉ ◉ ◉ ◉ ◉

 

    

Project Developางค่Salary Structure and หImprove Salary and Remuneration Management โครงการพัto ฒนาโครงสร้ าจ้างและปรั บปรุงระบบบริ ารค่าจ้างและผลตอบแทน The risk from “outpouring of engineers” has led to a dismantling of the salary and remuneration management จากความเสี ง “การไหลออกของวิ ชาชีพby วิศHuman วกร” นาสูIntellectual ก่ ารรือ้ ระบบบริ หารค่าจ้างและผลตอบแทน ใ่ ช้มhired าเป็ นระยะ system that had beenย่ งเรื in ่อuse for over twenty years Management Co., Ltd., which ทีwas as the เป็ น ที ป ่ รึ ก ษาในการ เวลานานกว่ า 20 ปี โดยการจ้ า งผู เ ้ ชี ย ่ วชาญจากบริ ษ ท ั ฮิ ว แมน อิ น เทเลคชวล แมเนจเมนท์ จ ากั ด consultant to handle all the aforementioned issue, in order to: ดาเนินการทั ง้ หมด ทัง้ the นี้เพืhuman ่อ (งบประมาณที 400,000 บาท) • Analyze resourceใ่ ช้management system of QTC to seek guidelines for improving effectiveness. าการวิเaคราะห์ ระบบบริ หารทรัพยากรมนุ ษย์ใthat นคิวcreates ทีซี เพื่อแสวงหาแนวทางการพั ระสิthe ทธิภperformance าพยิง่ ขึน้ • - ทCreate system of remuneration system motivation and is fairฒนาให้ basedมปี on of - สร้ า งระบบผลตอบแทนที จ ่ ง ู ใจ เป็ น ธรรมตามผลการปฏิ บ ต ั ง ิ านของแต่ ล ะบุ ค คล each individual. ดทาโครงสร้a าfair งค่าsalary จ้างเป็ นstructure ธรรมและสามารถแข่ งขันในตลาดแรงงานได้ • - จัConstruct that can compete on the labor market. เพื อ ่ ส่ ง เสริ ม ผู ม ้ ค ี วามสามารถและสร้ า งพลั ง ร่ ว มในการผลั กดันความส าเร็จตามกลยุ ทธ์ทก่ี าหนด • Support capable persons and empower the drive toward success using specified strategies. Inในปี 2016,2559 the salary constructed and theบปรุ salary and remuneration managementพร้system ได้ดาเนิstructure นการจัดทwas าโครงสร้ างค่าจ้างและปรั งระบบบริ หารค่าจ้างและผลตอบแทน อมประชุwas มชีแ้revised. จงให้ Then a meeting was convened to explain this to all employees within the organization. Personnel were then transferred พนักงานทัง้ องค์กรได้รบั ทราบ และได้ทาการถ่ายโอนบุคลากรเข้าสู่ โครงสร้างค่าจ้างใหม่ แผนในปี 2560 จะเป็ นการต่อยอด over to the new salary structure. The plan in 2017 is to continue on from the project and revamp the performance โครงการเพื่อปรัsystem บปรุงระบบการประเมิ ผลการปฏิบwith ตั งิ าน Managementdevelopment System : PMS) ใหม่เพื่อand ให้เชืdevelop ่อมโยง management (PMS) to link นstrategies the(Performance company’s sustainable guidelines กับกลยุpaths ทธ์และแนวการพั ฒนาอย่างยังยื ่ นของบริษทั และการพัฒนาเส้นทางสายอาชีพ (Career Path) ให้กบั พนักงาน career for employees.

Sustainability Report 2015 • QTC Energy Public Company Limited

Human Rights

In 2016, the company arranged to accept applications from employee representatives to become part of the Safety Committee (SC) and the Welfare Committee. The old set of committees was to reach the end of their terms on 31 December 2016. In addition, an election was held on 14 November 2016 and applicants were given opportunities to campaign for votes and rights were given to all employees to elect employee representatives. The election was held transparently and in accordance with modern standards.

ข่าวความปลอดภัย อาชีวอนามัย และสภาพแวดล้อมในการทางาน

ฉบับที่ 11 ปี ที่ : 9

Safety Committee

เดือนพฤศจิกายน

หน้า 1/1

เลือกตั้งคณะกรรมการผูแ้ ทนลูกจ้าง เพือ่ ปฏิบตั ิหน้าทีเ่ ป็น คณะกรรมการความปลอดภัยในการทางาน ปี 2560 —2561

สืบเนื่องจากข่าวความปลอดภัยเดือนตุลาคม 2559 ที่ได้มีการประชาสัมพันธ์รับสมัครคณะกรรมการ ความปลอดภัย เพื่อดารงค์ดาแหน่งปี 2560—2561 ซึ่งได้กาหนดแผนการเลือกตั้ง โดยจะจัดการเลือกตั้ง พร้อมประกาศผลในวันที่ 14 พ.ย. 59 บริเวณร้านค้าสวัสดิการ และทาการประกาศแต่งตั้ง คณะกรรมการความปลอดภัย ในวันที่ 15 พ.ย. 59

First-last Name

Work Position หมายเลข ประชาสัมพันธ์ผู้สมัครทั้ง 12 Production หมายเลข 1 หมายเลข Staff 2 หมายเลข 3 หมายเลข 4 หมายเลข 5

Mr. Kanoksak Naopothong Miss Chuthamanee Chochansaeng

Administrative Off., Production 2 นายกนกศักดิ์ เนาว์โพธิ์ทอง ส่วนประกอบ

นายเดชา ยืนยาว ส่วนอบและเติมน้ามัน

นายพีระพงษ์ คมบาง ส่วนตัวถัง

นางสาวจุฑามณี โรจน์จันทร์แสง

ส่วนตัวถัง

นางสาวพุทธิตา สอาดดี ส่วนพันคอยล์

หมายเลข 6 หมายเลข 7 หมายเลข 8 หมายเลข 9 หมายเลข 10

และประกาศผลในวันที่

Mr. Kosin Moonthep

Maintenance Off. นางสาวธนาภรณ์ พวงมาลัย ส่วนพันคอยล์

นายโกสิน มูลเทพ ส่วนซ่อมบารุง

ทำกำรเลือกตันวั้งนที่

นายองอาจ วรรณปะเก

ส่วนติดตั้งอุปกรณ์

นายเจษฎา ประทีป

ส่วนซ่อมบารุง

หมายเลข 11 หมายเลข 12

ผลใ

และประกำศ

14 พ.ย 59

นายมาโนช เนตรบ้าง

ส่วนขนส่ง

นายทินภัทร ลายประโคน

นายฉัตรชัย แสงอภัย

ส่วนเหล็กแกน

อย่าลืม !!! ไปใช้สท ิ ธิก์ นั ด้วยนะคะ

ส่วนทดสอบ

ผู้จดั ทำ : ส่วนควำมปลอดภัย 9-11-59

Election Results Safety Committee First-last Name

Welfare Committee Work Position

Mr. Kanoksak Naopothong

Production Staff

Miss Chuthamanee Chochansaeng

Administrative Off., Production 2

Mr. Kosin Moonthep

Maintenance Off.

First-Last Name

Work Position

Mr. Yingyot Leetrakulpanich Miss Nadda Chainarong

Production Staff

Mr. Poonponsutacha

Welder

Mr. Poonponsutacha

Welder

Welfare Committee

First-Last BothName committees have a term of two years beginning from 1 January Work Position 2017 up to 31 December 2019. Each member will be paid 300 baht of Mr. Yingyot Leetrakulpanich IT:SYS Section Supervisor meeting attendance Miss Nadda Chainarong fee for each meeting. Administrative Off. Production Staff

Administrative Off.

Miss Panicha Yodket

Miss Rapiporn Supisa

Miss Panicha Yodket Important Indicators

IT:SYS Section Supervisor

Warehouse Off.

n o i t a l tu a r on g

Miss In 2016, there were no complaintsWarehouse about human rights violation under Rapiporn Supisa Off. the company’s policy, whether from employees against employees in the organization and employees against outside parties. Human Rights Policy: http://qtc-energy.com/index.php/humans-right-policy/ Sustainability Report 2015 • QTC Energy Public Company Limited

In 2016, the company applied to enter the project to promote children-friendly businesses organized by the Thaipat Institute jointly with UNICEF in order to seek opportunities for supporting children rights in line with business practice principles and scope of operations. Hence, QTC can integrate children rights into its business policies and corporate management processes. On 13 May 2016, the project’s work team from Thaipat Institute and UNICEF representatives gave training to the work team and related persons of the company at the Rayong factory.

As a result of participation in the project and from the training and recommendations provided in seeking opportunities in QTC’s business processes to support children’s rights, guidelines have been obtained for improving internal management processes in several aspects, namely, employee welfare improvement that reaches the children of employees, establishing facilities inside the organization to accommodate children to ensure their contentment and safety in cases where parents have to take their children to work and organizing activities for children in the community to create sustainability for children and youths. All of these aspects will be appropriately implemented by the company in line with practice guidelines.

Sustainability Report 2015 • QTC Energy Public Company Limited

Employee Care The company emphasizes and places importance to caring for employees to ensure good living, diet, contentment and being good members of society. The company aims to create sustainable happiness by utilizing work-life balance strategies under the happy workplace policy, which is announced for usage and disseminated on the companyâ&#x20AC;&#x2122;s website.

Happy Workplace Policy: http://qtc-energy.com/index.php/happy-workplace-policy/

The company has measured employee happiness using the Happinometer and the Happy Workplace Index in order to discover opportunities for improvements. In 2016, assessment results are as follows: Happinometer

Time 1: August 2015 (Surveyed 219 people out of 221 employees, or 99%). Time 2: January 2016 (Surveyed 221 employees out of a total of 225 employees, or 98.23%).

Happy Workplace Index

Time 1: September 2015; Time 2: February 2016.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

กิ จกรรมสนับสนุนการสร้างสุขและสุขภาวะองค์

Happy Workplace Promotion Activities

“แฮปปี้ มันนี่ ชีวิตดี๊ดี หมดหนี้ เลิ กจน”

“Happy Money, Good Living, No Debts, No Poverty”

้ และวิธกี ารmethods เทคนิคต่and างๆ techniques ในการใช้จ่ายเงิ น การออมเงิ แก่พนักงานon spending and savings. ให้ความรู Knowledge, were offered toนemployees

Options for employees to provide solutions informal debt by entering with three หาทางเลืwere อกให้sought พนักงานมี ทางออกในการแก้ ไขปั ญ หาหนี้สนิ toนอกระบบ โดยการท า MOUintoร่วMOUs มกับธนาคาร 3 แห่banks งได้แก่as follows:

Output

Output = ผลผลิ ต KPI KPI

Target Target

Happinometer(Happy (Happy Money) Money) X X Happinometer

>75% >75%

ResignationกRate ราการลาออกของพนั งาน X X อัตEmployee No. of Employees up forนProvident กงานทีส่ มัSigned ครเข้ากองทุ สารองเลีย้ Fund งชีพ X X จานวนพนั No. of Employees with Financial Difﬁculty have Knowledge about

X X จานวนพนักงานทีม่ ปี ั ญหาด้านการเงิน มีความรู้ เกีย่ วกับการจัดการด้านการเงิน Managing Finances

50 are provided support and knowledge about managing finances.

Actual

Before ก่อน

Afterหลัง

51.13% 55.97% 55.97% 51.13%

9.47% 9.47%

1%1%

1.73% 1.73%

1.37% 1.37%

20.81% 20.81%

100% 100%

58.75% 58.75

74.44% 74.44%

26.71% 26.71%

100% 100%

0 0

78.12% 78.12%

จานวนพนักงานทีม่ ปี ั ญหาด้านการเงิน = 64 คน ได้รบั การส่งเสริม และให้ความรู้ บการจั ดการด้านการเงิ แล้วจานวน 50 คน= 64 employees; so far, เกีย่ วกัNo. of employees withนfinancial difficulty

Actual

t’s e L

ve! a S

Sustainability Report 2015 • QTC Energy Public Company Limited

Morals and Ethics Promotion Activities The company perceives the importance of promoting good morals and ethics in employees and motivates employees to think about being “good people” who take responsibility for themselves and others around them. Hence, various activities were organized as follows: Carrying on the Thai Tradition: Rod Nam Dam Hua & Blessings from the Elderly on 9 April 2016

Sitting in at Sermons on the Occasion of 20 Years QTC on 15 July 2016

Family Institution Promotion Photo Contest 2016

Winner: The family of Mr. Decha Yuenyao, Production Staff

Winner: Mr. Amornkrit Khamkong, Production Staff

Sustainability Report 2015 • QTC Energy Public Company Limited

Poetry Contest in Mourning of “The Father of the Land” ด้วยส�ำนึกในพระมหากรุณาธิคุณหาที่สุดมิได้ บริษัทฯ จึงได้จัดกิจกรรมเพื่อเป็นการถวายความอาลัยต่อ พระบาทสมเด็จพระปรมินทรมหาภูมพิ ลอดุลยเดช บรมนาถบพิตร เป็นการภายในด้วยกิจกรรมประกวดบทกลอน ไว้อาลัย “พ่อหลวงของแผ่นดิน” เพื่อให้พนักงานได้มีเวทีในการแสดงออกถึงความจงรักภักดี ส�ำหรับบทกลอนที่ชนะการประกวดจะได้รับการตีพมิ พ์เป็นปกรองในหนังสือรายงานความยัง่ ยืนประจ�ำปี 2559 ทัง้ นี้ บริษทั ฯ ได้ดำ� เนินการขอพระราชทานพระราชานุญาต เชิญพระฉายาลักษณ์ของสมเด็จพระเจ้าอยูห่ วั และพระบรมฉายาลักษณ์ของพระบาทสมเด็จพระปรมินทรมหาภูมิพลอดุลยเดช บรมนาถบพิตร ลงตีพิมพ์เป็น ปกรอง ซึ่งบริษัทฯ ได้รับพระราชทานพระราชานุญาตให้ด�ำเนินการได้ตามที่ขอพระราชทานแล้ว เมื่อวันที่ 24 กุมภาพันธ์ 2560

“พ่อหลวงของแผ่นดิน” บทกลอนที่ชนะเลิศ

เจ็ดทศวรรษ ที่พระองค์ ทรงครองราชย์ เหนืออีสาน ออกตกใต้ ทั่วสกล กว่าสี่พัน โครงการ พระราชด�ำริ ทรงตรากตร�ำ เหน็ดเหนื่อย ด้วยห่วงใย เมื่อสิบสาม ตุลา ปีห้าเก้า เสียงร�่ำไห้ คร�่ำครวญ ทุกข์อนันต์ องค์ภูมิพล จากไปลับ ไม่กลับแล้ว น้อมจิตถึง พระองค์ ทุกห้องใจ แต่ชีวิต ที่อยู่ ต้องก้าวผ่าน พระบนฟ้า โปรดฟัง ข้าฯ วิงวอน จะรู้รัก ปรองดอง สามัคคี จะเคารพ ในสิทธิ และกติกา ด้วยความรัก ที่พ่อ มีต่อลูก จะเกิดดับ กี่ภพ กี่ชาติไป

ย่างพระบาท ยาตราไป ทุกแห่งหน ทรงแยบยล แก้ปัญหา ประชาไทย สร้างสันติ พัฒนา ถิ่นอาศัย ไพร่ฟ้าไทย สุขเพราะ พระบริบาล ฟ้าโศกเศร้า มืดมิด สิ้นดับขันธ์ แสนจาบัลย์ น�้ำตา ท่วมทั่วไทย ดังดวงแก้ว ประชา ก็ดับไข แสนอาลัย ปานขาด ใจรอนรอน เดินไปตาม ปณิธาน ค�ำพ่อสอน พนมกร ก้มกราบ ขอสัญญา เป็นคนดี ซื่อสัตย์ ไม่กังขา มีเมตตา ต่อพี่น้อง เพื่อนพ้องไทย ข้าฯ ขอผูก ดวงจิต ทุกสมัย ขออยู่ใต้ ข้ารองบาท ทุกชาติเทอญ

ข้าพระพุทธเจ้าขอน้อมเกล้าน้อมกระหม่อมร�ำลึกในพระมหากรุณาธิคุณหาที่สุดมิได้ ข้าพระพุทธเจ้านางทิพยวิมล ถาวรชาติ

Sustainability Report 2015 • QTC Energy Public Company Limited

Employee Value Promotion 2016

Outstanding Employee Award

10 Years QTC Award

ZERO Accident Area Award

20 Years QTC Award

Recreational Activities 2016 Annual vacation holiday “Rafting Adventure San Sampan Chan Pi Nong” at Kaeng Krachan Dam, Phetchaburi, from 12-13 March.

In 2016, the company did not organize New Year’s celebration activities. Sustainability Report 2015 • QTC Energy Public Company Limited

Employee Development The company is determined to develop the skills, knowledge and capabilities of employees to develop “skilled” and “good” people according to the sustainability equation: Q+R=S (Quality + Responsibility = Sustainability) and uses the important strategy of developing people in all aspects to create “skilled” and “good” people. The performance in 2016 is as follows: No. of Hours/Person/Year Total Employees

2016 2013

2014

2015

Total Training Hours

Average per Person

34.00 32.52 16.26

1,290.50 7,300.00 2,621.00

99.27 64.60 29.12

7,670.50 3,541.00

55.99 44.82

249.00 227.00 747.00 55.00 1132.00 470.00 686.00 2968.00 1286.50 2045.50 493.50 263.00 126.00 65.00 398.00

51.91

8,682.00 1,410.50 1,119.00

40.19 6.53 5.18

By Level Management (13) Knowledge (113) Operations (90) By Gender Males (137) Females (79) By Work Department Executives International Sales Domestic Sales Business Development Supply Chain Accounting and Finance Management Production 1 Production 2 Engineering Special Project Sales Research and Development MIS Marketing Safety By Course In-house Training OJT Public

Sustainability Report 2015 • QTC Energy Public Company Limited

Training Performance Course

Method

Results

Expenses

On-the-job Training

Necessary knowledge and skill standards were speciﬁed for each work position, and the work supervisor in charge provided training and taught employees in the aforementioned positions to achieve desired knowledge and skill levels with close and regular monitoring and assessment aimed to develop capable personnel. Accordingly, training is required to reduce at least 50 percent of GAP each year.

In 2016, a total of 197 employees had their performance assessed. A total of 91 employees had GAP, and 96 courses have been completed with the average training hours for the entire year at 6.53 hr./person/ year. **To summarize the year, 54 GAP employees received training and reduced GAP by 50 percent.

In-house Training Work & Life Skill

Core Competency Managerial Competency Function Competency Other Courses

Training for the entire year included 57 courses with average training hours for the entire year at 40.19 hrs/person/year

862,703

Public Training

Sending employees for training in courses provided by outside institutions.

Training for the entire year included 58 courses with average training hours for the entire year at 5.18 hrs/person/year

356,974

Total Expenses in Employee Development

1,219,677

Work Skill

“5S Lecturer Training”

“KAIZEN for Continuous Improvement”

“Work Safety on Electricity”

Life Skill Courses “Happiness… by Us”

Sustainability Report 2015 • QTC Energy Public Company Limited

Target : 80%

2016 : 75.08% 2015 : 76.46% 2014 : 74.88% 2013 : 76.82% 2012 : 73.72%

he company arranges for a survey to be conducted on the attachments employees have to the organization once annually with the objective of having > 80% of attachment to the organization. According to survey, employee attachment in 2016 was greater than in 2014 by 0.2 percent but was less than 2015 at 1.38 percent. In any case, the company remains determined to develop the organization to create a sustainably happy organization pursuant to the Happy Workplace Policy to benefit employees and the organization. 72

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Product and Service Responsibilities The company gives importance and is determined to meet the needs of customers in solving problems resulting from the company’s products and services and has, therefore, established a customer care and service center that provides 24-hour service to customers. Additionally, the company has created channels for receiving customer complaints by submitting through the sales and service teams. Their duties involve directly meeting and communicating with customers. Accordingly, customer complaints have been set by the company to cover quality, safety and environmental impacts caused by the company’s products and services. Customer complaints are submitted for processing by the Quality System Management Committees of the organization. Furthermore, the company arranges for customer satisfaction surveys to be conducted annually in order to bring the issues of interest of customers for improvement and continuous development. In 2016, the company gave priority to communication and providing knowledge about the company’s products to target group customers directly through seminars and academic lectures provided by qualified experts as follows: 1. A seminar was organized to launch a new product, a dry-type cast resin transformer, on 22 November 2016 @ Central Plaza Ladprao. The expert lecturers were, namely, Assoc. Prof. Prasit Pittayapat, Mr. Eduardo Fontecha and Mr. Rafael Chacon from IMEFY, Spain.

Cast Resin Transformer Technical Siminar

2. Academic seminar about electrical systems by Dr. Kamon Tarakabut, President, Council of Engineering; Mr. Nipat Chingchamikorn, Special Project Sales and Customer Service Department; and Mr. Wichai Homechai, Customer Service Supervisor, on 28 July 2016, at Surawongse Hotel, Chiang Mai.

Sustainability Report 2015 • QTC Energy Public Company Limited

ตัวชี้วัดที่สาคัญIndicators Important การให้บริกService ารลูกค้าในระยะเวลารั บประกัน Customer during Warranty Goal: Provide electricalบtransformer services during the warranty by >/ 90%/year. เป้ าหมาย : สามารถให้ ริการหม้อแปลงไฟฟ้ าในระยะประกั นได้period > 90% ปี

2014

Year

2015

2016

Performance (%)

Managing การจัดการข้Customer อร้องเรียComplaints นจากลูกค้า เป้ าหมาย : สามารถด นการจัดcomplaints. การข้อร้องเรียนจากลูกค้าได้ 100% Goal: Manage 100% ofาเนิcustomer

Year

2014

2015

2016

No. of Complaints (Issues) No. Processed (%)

Customer Satisfaction ความพึงพอใจของลู กค้า Goal: Manage 100% of customer complaints. เป้ าหมาย : 70% ของผลส ารวจความพึ งพอใจของลูกค้าจะต้องผ่านเกณฑ์มากกว่า 80%

2014

2015

2016

2015

2016

การรักษาความลั บของลูConfidentiality กค้า Maintaining Customer Goal: Complaints leaked information = 0กค้ารัวไหล เป้ าหมาย : ข้อร้อabout งเรียนเกี ย่ วกัcustomer บข้อมูลความลั บของลู ่ =0

Year

2014

No. of Complaints (Issues)

74 74

Sustainability Report 2015 • QTC Energy Public Company Limited

Corporate Social Responsibility The company gives importance to corporate social responsibility issues and has set a budget of 1.5 percent of net profit for use in the aforementioned activities in order to ensure liquidity in work and consistency with the company’s economic situation. Projects and activities are approved through annual business plans and are examined or transparency by the internal auditor (the budget set in 2016 is set based on the net profit of 2015). Corporate social responsibility related to QTC is divided into three issues as follows:

Community Development

QTC uses an important strategy and that is “building trust of stakeholders” and organizes “community discussion activities: QTC meets communities” once annually to create a channel for receiving recommendations, opinions and requests of the people living in communities as well as a channel for communicating the company’s performance over each given year in order to establish mutual trust and acceptance of QTC in communities.

Community Discussion: QTC Meets Communities

In 2016, the discussion activity was organized on 6 September 2016. On the aforementioned day, the directors of all schools in Mabyangporn were engaged in an urgent provincial meeting and, therefore, were unable to attend the discussion. Nevertheless, school teachers were assigned to represent them and take part in the activity. Additionally, community leaders, medical facility representatives and local people number at 70. The company presented the company’s performance openly about environmental management and safety management along with a summary of the “creating massage and posture adjustment jobs for youths of Ban Saphan Si” for participants to be informed and to answer inquiries.

For the outcome of the discussion in 2016, the communities and schools were satisfied with the company’s performance and made the following recommendations for QTC to be engaged in community development: 1. QTC was asked to disseminate 5S knowledge to all four community schools to provide out-of-the-classroom experience for students. For this, QTC has accepted their request and will create the “5S to Schools”, and the 5S work team has been assigned to coordinate with each school to create the work plan, which will take place in the 2017 academic year. 2. QTC was asked to send personnel skilled in electricity to inspect the electrical system of local temples, schools and medical facilities to determine whether any damages occurred and whether replacements are necessary in order to prevent fires. The community is willing to cover various equipment expenses if replacements are necessary. QTC accepted the aforementioned request and instructed the CSR team along with the maintenance work section responsible to coordinate with temples, schools, etc. to undertake the aforementioned actions immediately. Expenses in operating the QTC meets communities community discussion in 2016 amounted to 31,475 baht (excluding massages and posture adjustments). Sustainability Report 2015 • QTC Energy Public Company Limited

Meeting the Needs of Community Stakeholders in the Discussion Activity “Ban Saphan Si Massage and Posture Adjustment” Job Creation Project This is a project created as a result of the discussion in 2015. QTC works with sustainable health enterprises (SHE) and students who express interest from Ban Saphan Si School (presently renamed to Ban Mabyangporn Wittayakhom School). Additionally, support was provided by local, district and provincial government agencies. The results are as follows: 18 Jan 2016, the project was officially launched and was honored by the presence of the Governor of Rayong, Mr. Somsak Suwansuchit, who chaired the ceremony. In 2016, students were engaged in the following activities to serve the public: • Provided services to parents and ordinary people on National Children’s Day at Mabyangporn School. • Provided service to ordinary people at Mabyangporn Health Promotion Hospital. • Provided service to attendees of Eastern Red Cross Meeting. • Provided service to ordinary people in the “Mobile SAO” activity. • Provided service to ordinary people in the “Bike for Health @ AMATA” at Somboon Advance PCL. • Provided service to ordinary people at the worker’s meet-up event @ Amata City Estate, Rayong. • Provided service to attendees of the “Happy Variety Expo 2016” at the Health Learning Center Building, Thai Health Promotion Foundation (THPF). • Provided service to ordinary people in the Sweet Pineapple Event, Pluakdaeng • Provided service to QTC’s Human Maintenance employees at QTC’s factory. • Provided service to attendees of the SET Social Impact Day 2016 event. • Provided service to ordinary people at the school’s service center.

In addition, the “Ban Saphan Si Massage and Posture Adjustment” job creation group was given the opportunity to show off their massage and posture adjustment to UNICEF volunteers in the “Children-friendly Business Promotion Project” organized by the Thaipat Institute together with UNICEF on 13 May 2016 at QTC’s factory. The representatives of the children were praised and given great advice from UNICEF representatives.

Sustainability Report 2015 • QTC Energy Public Company Limited

Project Implementation Results for 2016 Item

QTC’s Financial Assistance

Income from Service Users

Total Income

Coupons

Funds

People

Funds

1. Service Used by Recycle CSR by QTC Coupons

169

25,350

338*

25,350

50,700

2. Service Used Not by Recycle CSR QTC Coupons

7,500

3. Tips

21,102

Total Income

79,302

*There were two service recipients who used coupons and one who paid cash. QTC handles the difference and is responsible for supporting the project to promote service usage. Persons who are entitled to coupons are stakeholders in QTC’s communities. The company gives all income from the aforementioned activities to the students and the school and allocates income according to the terms of the project. The company has set a budget to support the project at the amount of 150,000 baht or 1,000 coupons for a period of one year. However, since the project failed to achieve intended objectives, due to several surrounding factors, QTC will assess the situation and consult with the school to seek guidelines for future implementation for the greatest benefits of students and stakeholders in the community.

Sustainability Report 2015 • QTC Energy Public Company Limited

“Electrical System Inspection and Improvement in Important Places of the Communities” Project In the discussion, QTC was requested to apply its electrical skills to improve important places in communities. Hence, the CSR work team coordinated with Mabatoei Temple and sent a maintenance team to inspect electrical systems. It was found that the electrical systems of every monks’ living quarter were old, damaged and vulnerable to short circuits. Hence, proposals were made for renovations by replacing damaged equipment and installing energyconserving lighting, all of which QTC offers to the temple through “volunteer-minded sharing happiness with society” by QTC volunteers. The work was completed in line with objectives. In all, 5,576 baht was spent in purchasing new equipment, although some equipment already available at QTC was also provided.

For other important community locations, coordination is pending for actions, e.g., Mabyangporn School, where inspection has discovered that electrical supply is not sufficient to usage. Accordingly, the school is procuring the funds for improving the internal electrical wiring, and QTC has offered to provide support with an electrical transformer sized 160kVA, which is presently waiting to be installed.

Sustainability Report 2015 • QTC Energy Public Company Limited

Social Investment

การลงทุนเพื่อสังคม

In terms of social investment, QTC has assessed the situation and made the decision that the company is not สาหรับการลงทุนเพื่อสังคม คิวทีซี ได้ประเมินแล้วว่า ยังไม่มคี วามพร้อมทีจ่ ะดาเนินการลงทุนเพื่อสังคมได้โดยทางตรง ready to invest in society, either directly or indirectly, through one of its businesses. Hence, guidelines have been issued หรืsocial อเป็ นธุinvestment รกิจหนึ่งของบริ ษทั ฯ offering จึงมีแนวทางการลงทุ นเพื่อสัInงคมผ่ านการใช้ บริการธุรits กิจactivity เพื่อสังคม โดยในปีto 2559 คิวsales ทีซี ได้ for through services to society. 2016, QTC modified structure promote and linked to health enterprises (SHE), which massage ปรับmarketing รูปแบบกิจกรรมเพื ่อส่sustainable งเสริมการขายการตลาด โดยการเชื ่อมโยงกั บวิสare าหกิbusinesses จสุขภาพชุมfor ชนsociety, (SHE) ซึtoง่ เป็provide นกิจการเพื ่อสังคม and adjustment to customers instead of giving items in the นาบริposture การนวดดั ดจัดสรีระservices ไปบริการให้ ลูกค้า และผูand ม้ สี ่วother นได้เstakeholders สียอื่นๆ แทนการแจกของที ร่ ะลึกaway ตามงานแสดงสิ นค้company’s า ต่างๆ ของ product exhibitions such as the following: บริษทั ฯ เช่น TEMCA FORUM & EXHIBITION 2016 @ Peach Convention Center, Royal Cliff Beacah Resort, Pattaya. งาน TEMCA FORUM & EXHIBITION 2016 @ ศูนย์ประชุมพีช โรงแรมรอยัล คลิ ฟ บีช รีสอร์ท พัทยา

งาน MAIForum Forum2016 2016@@Centara เซนทราราแกรนด์ น้ 23 กรุ งเทพฯ MAI MAIงาน Event, MAI Grand, 23rdชัFloor, Bangkok.

งานSET SETSocial Social Impact 2016 กทรั ย์แห่งประเทศไทย Impact DayDay 2016 @@ theอาคารตลาดหลั Stock Exchange ofพThailand Building

Thailand 5S Award 2016 2016 @ BITEC, Na. งานประกาศรางวั ล Thailand 5S Award @ ศูนBang ย์ประชุ มไบเทค บางนา

The total budget spent in support of businesses for society through the company’s activities in 2016 amounted งบประมาณที ในการสนับสนุนกิจการเพื่อสังคมผ่านกิจกรรมของบริษทั ฯ ประจาปี 2559 เป็ นจานวน 65,550 บาท to 65,550ใ่ ช้baht. Sustainability Report 2015 • QTC Energy Public Company Limited

79 79

Social Activities The company gives importance to CSR activities by cooperating and coordinating with communities and agencies with considerations made on a case by case basis. In 2016, CSR activities included the following:

“QTC Loves Children 2016” Activity In 2016, QTC launched its exhibition booth and organized activities on National Children’s Day and offered massages and posture adjustment services to parents and ordinary persons through the team of Mabyangporn School, Pluakdaeng, Rayong.

Activities in “Ruam Chai Phi Nong Su Thong Thin …Wat Chai Kuang Wanaram School (Som Chao Rat Bamrung)” In 2016, Mr. Chetsada Pratheep, Maintenance Officer, proposed a project and asked for budget to develop his hometown at Wat Chai Kuang Wanaram School (Som Chao Rat Bamrung), Chachoengsao, where he had studied and where his son is currently studying. The project involved improving the school’s electrical systems and bathrooms with donations of sports equipment for the school. In total 11 of QTC’s volunteers took part in the activities to build pride in bringing good things to their own home, for which they are praised by teachers, students and locals.

Important Indicators On complaints from communities and society about the company’s CSR activities: Results: There were no complaints from communities and society.

Sustainability Report 2015 • QTC Energy Public Company Limited

Cute

Waste and Scrap Material Management The company gives importance to managing wastes created by employee consumption and contract construction work or equipment installation, including the companyâ&#x20AC;&#x2122;s production and service processes. Hence, the company has clearly set methods for sorting waste and has a waste-sorting facility that meets safety standards along with emergency preparations procedures specifically for waste management. Furthermore, the company pays attention to its selection of waste disposers and chooses only those licensed by the Department of Industrial Works. Additionally, the company monitors and conducts inspection on the work of waste disposers on a regular basis, since waste and scrap management is considered to be an issue of interest of stakeholders and a risk to the organizationâ&#x20AC;&#x2122;s reputation that requires management that comply with legal specifications and thoroughness in activities.

List of Waste and Scrap Collection, Transportation, Treatment and Disposal Operators of QTC in 2016 1. Thai Hsing Hydrocarbon Co., Ltd. Disposes: Used transformer oil containing no PCB components. Disposal Method: 049, Recycle for other uses. 2. Akkhie Prakarn PCL. Disposes: Industrial factory wastes and scrap materials. Disposal Method: 075, Incineration in special incinerators for hazardous wastes. 3. Professional West Technology (1999) PCL. Disposes: Industrial factory wastes and scrap materials. Disposal Method: 071, Land-filling pursuant to sanitation principles, for non-hazardous wastes only. Disposal Method: 073, Safe land-filling after stabilization or compacted into solids.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Graph Showing Retrospective Comparison of Waste and Scrap over a 3-year Period กราฟแสดงการเปรียบเทียบปริมาณของเสียและวัสดุเหลือใช้ยอ้ นหลัง 3 ปี

231.99

250.00

184.59

200.00 จานวน (ตัน)

150.00

100.00

148.19

117.83

98.38

49.81

47.40

64.43 53.40

ปี 2557

ปี 2558

ปี 2559

เศษวัสดุทวไป(ตั ั่ น)

98.38

184.59

64.43

เศษวัสดุอนั ตราย(ตัน)

49.81

47.40

53.40

รวมปริมาณเศษวัสดุไม่ใช้แล้ว(ตัน)

148.19

231.99

117.83

50.00 0.00

These are scrap materials from manufacturing that are non-hazardous and can be sold to licensedตไม่ operators, e.g., copper scrap, etc.นIn 2016,เช่sales of ordinary คือวัสดุindividual ทเ่ี หลือจากการผลิ อนั ตรายและสามารถขายให้ กบั ผูsteel ไ้ ด้รบั scrap, อนุ ญาตเป็ รายได้ นเศษทองแดง wastes amounted to 4,163,554.29 baht. เศษเหล็ก ฯลฯ ในปี 2559 มีการขายวัสดุทวไปจ ั ่ านวน 4,163,554.29 บาท

Ordinary Waste: เศษวัสดุทวไป ั่

เศษวัสดุอนั ตราย คือวัสดุทป่ี นเปื้ อนสารเคมี บางส่วนต้องส่งกาจัดภายนอก เช่นเศษผ้าปนเปื้ อนน้ ามัน ภาชนะบรรจุสี หรือ Hazardous Waste: These are contaminated wastes. Some have to be transported for disposal outside such as oilสารเคมีต่างๆ และบางส่วนสามารถขายได้ เช่นน้ามันหม้อแปลง ภาชนะบรรจุน้ามันหม้อแปลง ในปี 2559 contaminated cloths, paint containers, various chemicals, etc., while others can be sold such ค่าใช้จas ่ายในการส่ งไปกoilาจัand ดจานวน 261,358 บาท และรายได้ จากการขายน นหม้ อแปลงเก่amounted าจานวน to transformer transformer oil containers. In 2016, expenses้ ามัfor disposal 215,712 บาท baht, while income from sales of old transformer oil amounted to 215,712 baht. 261,358

การจัดการของเสียในรอบปี 2559 ไม่มเี หตุการณ์หกรัวไหลของน ่ ้ามันหม้อแปลง และสารเคมี ทีอ่ าจส่งผลกระทบต่อ สิง่ แวดล้ ง้ ภายในบริ ษทั ฯin(การใช้ ดเก็บof) transformer และภายนอกบริ ทั ฯ (การส่งoccurred กาจัด) such that could impact the environment, อมทั In waste disposal 2016,,การจั no spills oil orษchemicals

whether inside the company (usage, storage) or outside the company (disposal). 82 82

Sustainability Report 2015 • QTC Energy Public Company Limited

Environmentally-friendly Production Processes and Products Environmentally-friendly Production Processes The company gives importance to environmental impacts that occur as a result of the company’s business operations, whether directly or indirectly, and uses the “Green Culture” strategy in the organization implementing greenhouse gas management systems pursuant to ISO14064-3. In addition, the company participates in activities to improve work processes to become environmentally-friendly. To create Green Culture in QTC with a In 2016, the company applied to be certified for Green Industry Level 4 from the Ministry of Industry to prove that everyone at QTC cooperates in every aspect of environmental-friendly activities that have become a part of the organization’s culture.

Sustainability Report 2015 • QTC Energy Public Company Limited

Environmentally-friendly Products From the companyâ&#x20AC;&#x2122;s dedication of finances and people in the research of the amorphous metal distribution energyconserving transformer (AMDT) since 2012, which was successfully manufactured for sales in 2014, and throughout the past in which the research team together with Hitachi Metals Ltd. dedicated available resources in obtaining guidelines for improving production processes, the company successfully reduced production cost and allow customers to make purchase decisions on the basis of greatest cost effectiveness. In late 2016, the company began to market AMDT to promote awareness among target group customers and ordinary customers on the benefits from switching over to AMDT directly in terms of energy conservation and electricity cost reduction and indirectly from reduced greenhouse gas emission in the electricity production process of power plants. Accordingly, the company has created a special catalog about AMDT electrical transformers, and in 2017 the company plans to organize a seminar to provide knowledge to customers and interested people in general to promote sales and have Thai people better know AMDT electrical transformers.

L_1-6 MP1.indd 1

3/3/2560 BE 5:17 PM

L_1-6 MP1.indd 3

3/3/2560 BE 5:17 PM

As for the project to test install and use AMDT electrical transformers in the electrical distribution system of the Metropolitan Electricity Authority, the project has completed its term and AMDT transformers have already been removed from the distribution system for analysis about their effectiveness and energy conservation results were satisfactory. Presently, the company is waiting for the Metropolitan Electricity Generating Authority to public its report accord to the MOU.

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Pollution Control Wastewater Quality QTCâ&#x20AC;&#x2122;s manufacturing factory is located in a place without public water resources, whether natural or via plumbing. Hence, water usage is only possible through extraction of ground water. Nevertheless, no water is used in the manufacturing process of electrical transformers. Water is used only for the cooling circulation of the vacuum oven system and reducing temperature of weld works. In these usages, water is stored for repeated usage throughout the entire year and then transported for proper disposal. As for the rinsing of contaminated equipment of the company, the company provides water containers for storing contaminated water and transports them for disposal outside according to schedule. Hence, discarded water is water resulting from washing in bathrooms and kitchens and car washing only. Additionally, the company tests the quality of the wastewater of factory on a regularly on a twice-annually basis. 3 Years Retrospective Comparison of Factory Wastewater Quality at Final Location

3 Years Retrospective Comparison of Cafeteria Wastewater Quality at Final Location

The wastewater quality inspection results at the cafeteria failed to meet standards and, since the final storage pit is a closed system, the company employed a licensed company to transport the water for disposal, namely, Kritsada Service Co., Ltd. In 2016, the company increased the frequency of disposal from two times to four times annually with operating expenses at 4,280 baht. Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Air Quality QTCâ&#x20AC;&#x2122;s electrical transformer production processes involve stages that have to release air outside. Hence, the company has installed a modern preliminary prevention system in related production processes to minimize the release of pollution to outside atmosphere and conducts regular air quality inspection twice per year. The processes related to air pollution emission are as follows: 1. In the transformer baking process, vacuum and hot air ovens are used. During this stage, hot air is released outside and might contain transformer oil vapors. 2. In preparing insulation plywood, the air that is released outside might contain paint dust. 3. Dry Spay System is vented to the outside, there may be dust in the air. 4. In cutting with the plasma cutting machine, the air released outside might contain dust that might undergo chemical reactions with the atmosphere and become toxic pollutants. Retrospective Air Quality Measurement Results at Ventilation Ducts over a 3-year Period Results 2014 Area

Sawdust Suction Duct, Wood Cutting Room

Chassis Spray Booth

Spray Booth (installation)

Plasma Cutting Machine Duct, Factory 4

Parameter

Vacuum (transformer repair)

2016 Standard

Unit

2.82

400

mg/m3

4.49

2.59

400

mg/m3

0.25

<0.25

0.73

200

ppm

29.4

1.05

32.2

28.2

ppm

2.1

1.2

8.42

4.73

0.38

400

mg/m3

<0.25

1.06

0.38

200

ppm

Volatile Organic Compounds

17.5

5.35

40.2

28.7

4.54

ppm

Particulate

87.6

2.05

42.5

400

mg/m3

Oxide of Nitrogent as Nitrogen Dioxide

Not Detected

Carbon Monoxide

870

ppm

3.68

0.3

0.031

0.617

0.391

355

Carbon Monoxide

690

ppm

Oxide of Nitrogen as Nitrogen Dioxide

Not Detected

200

ppm

Oil Mist

0.48

0.42

0.03

0.447

0.513

306

mg/m3

Xylene

<0.25

Not Detected

200

ppm

24/3

19/9

26/5

23/11

1/6

23/11

Particulate

1.9

0.5

2.15

10.4

<0.1

Particulate

5.6

0.7

1.66

Xylene

3.31

0.25

Total VOCs

27.85

Particulate

Xylene

Oil Mist Vacuum

2015

ppm

The company that conducted inspection and certified water and air quality results was Chemlab Services (Thailand) Co., Ltd., which is certified by ISO/IEC17025 Accreditation Number Testing-0064. 86

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Climate Change Climate change is becoming an important issue to QTC because stakeholders from the government and green customers inside the country and abroad are paying more attention to it. Hence, QTC is paying more attention to it and will seek opportunities to improve the internal processes of the company to reduce greenhouse gas emission and increase business opportunities in presenting products to target customer groups inside the country and abroad, with emphasis on environmental impact reduction. In late 2015, the company has signed up to be part of a project to reduce carbon footprint of organizations in the industrial sector in Stage 5. Accordingly, financial support is provided on consultation with the Federation of Thai Industries. In 2016, the company began the project with two advisors from the Federation of Thai Industries providing consultation for four days along with teaching on greenhouse gas calculation and evaluating which activities cause greenhouse gas using information from 2015 as the base year. The project’s implementation was a success, and the company applied to register the organization’s carbon footprint with Thailand Greenhouse Gas Management Organization (Public Organization) (TGO) with SGS (Thailand) Co., Ltd. as the reviewer. The company became certified as a pioneer factory with registered carbon footprint with certification number TGO CFO 59-054 by the Minister of Natural Resources and Environment on 19 September 2016 at the “Roi Duang Chai Ruam Chai Lot Lok Ron 2016” at Queen Sirikit National Convention Center.

Sustainability Report 2015 • QTC Energy Public Company Limited

Corporate Carbon Footprint Report on Retrospective Greenhouse คาร์ บอนฟุ ตพริ้นขององค์ กรGas Emissions (Rayong Factory) over a 2-year Period Greenhouse Gas Emission

Typeรายงานการปล่อยก๊าซเรือนกระจกย้อนหลัง 2 ปี

2016

2015 (Base Year)

ปริ มtonCO าณการปล่ 2eq. อยก๊าซเรือนกระจกtonCO2eq. ปี 2558 (ปี ฐาน) ปี 2559 426 401 tonCO2eq. tonCO2eq. 899 672 426 401 899 672 63 68 63 68 1,388 1,141 1,388 1,141

ประเภท

Scope 1 (Direct GHG Emissions) Scope 2 (Indirect Emissions: Electricity) Scope 1 (Direct GHGGHG Emission) Scope 2 (Indirect Emission Scope 3 Other GHG Emissions (Paper:&Electricity) Cloth Usage) Scope 3 Other Emission (Paper & Cloth usage) Total Emissions Total Emission

CO2, CH4, N2O, HFCs, PFCs, SF6, NF3

Types of GHGs included:

กราฟแสดงรายงานการปล่อยก๊าซเรือนกระจกย้อนหลัง 2 ปี

Emission (tonCO2eq.)

1600 1400 1200 1000 800 600 400 200 0

1,388 899 426

1,141

672

401

63 Scope 1 (tonCO2eq.)

Scope 2 (tonCO2eq.)

Scope 3 (tonCO2eq.)

Total Emission (tonCO2eq.)

ปี 2558 (ปี ฐาน)

426

899

1,388

ปี 2559

401

672

1,141

In 2016, the company reducedอgreenhouse gas emission = 247 eq. and was reviewed ได้รบั การทวนสอบผลโดยบริ ษทั by ในปี 2559 บริษทั ฯ ลดการปล่ ยก๊าซเรือนกระจกจากปี 2558from = 2472015 tonCO 2 eq.tonCO2 SGS (Thailand) Co., Ltd. จากัด เอสจี เอส (ประเทศไทย) ปี 2558 (ปี ฐาน)Year) 2015 (Base

ปี2016 2559

Thumb’s Up!!

Theสามารถ complete version of the Greenhouse Verification (4 sheets/document) can be downloaded at: Download Greenhouse Gas VerificationGas Statement ฉบับเต็Statement มได้ท่ี (มีจานวน 4 แผ่น/ฉบับ) http://qtc-energy.com/index.php/certificates/ http://qtc-energy.com/index.php/certificates/ 88

Sustainability Report 2015 • QTC Energy Public Company Limited

กิจกรรมลดการปล่อยก๊าซเรือนกระจก

Greenhouse Gas Emission Reduction Activities HR Online

HRจากการคั Onlineดเลือกประเด็นเพื่อทากิจกรรมลดการปล่อยก๊าซเรือนกระจก พบโอกาสในการปรับปรุงระบบงานทรัพยากร

บุคคลซึ Based the selection of issues for organizing gas emission ่งมีปริon มาณการใช้ กระดาษเพื ่อการอนุ มตั ิต่างๆ เช่นgreenhouse การทางานนอกเวลา การลาreduction, สลิปเงินเดืopportunities อน ฯลฯ ในแต่were ละเดืfound อน forค่improving work system of Human Resources, uses large quantities each month for authorizations อนข้างมากthe และมี ขนั ้ ตอนในการปฏิ บตั หิ ลายขั น้ ตอนกว่which าจะจบกระบวนการอนุ มตั ทิ าให้ofเสีpaper ยเวลาในการด าเนินงาน such as for overtime, leaves, salary slips, etc. and has many processes before each authorization can be complete, which wastes a lot2558 of time. ปลายปี แผนกทรัพยากรบุคคลจึงนาโปรแกรมระบบงานงานทรัพยากรบุคคลออนไลน์ มาประยุกต์ใช้ และเริม่ ใช้ งานจริ the Human Resources the online HR work system with โดย actual Hence, งต้นปี near 2559 the ทัง้ end นี้เพื่อofเพิ2015, ม่ ขีดความสามารถในการให้ บริDepartment การงานบุคคลadopted เกิดความคล่ องตัว ลดขั น้ ตอนทางเอกสาร implementation beginning in early 2016. This is aimed to increase human resources management capabilities, create พนักงานสามารถตรวจสอบข้อมูล ประวัตสิ ่วนบุคคล สถิตกิ ารลา และสวัสดิการต่าง ๆ รวมถึงการขออนุ มตั ิลา การขออนุ มตั ิ flexibility and reduce paperwork. Employees can personally examine information, personal background, leave statistics ดว้ ยตนเอง และผูบ้ งั คับrequests บัญชาตามล าชัน้ สามารถอนุ มตั คิ supervisors าขอต่างๆ ได้through โดยไม่ต้อthe งใช้chain กระดาษ การใช้งานcan andทางานนอกเวลาได้ benefits, including leave requests, for าด overtime work, and of command สามารถท าผ่านเครื่อrequests, งคอมพิวเตอร์ ใ่ี ช้งานปั จจุบperformed นั หรือสมาร์through ทโฟน โดยการผ่ านระบบ Intranet Internet และบริvia ษทั intranet ฯ ได้ authorize paperless withทwork being computers currently in useหรืorอ smart phones or นinternet. addition, company thatไว้were being usedวไปเพื Online booths access ้by าคอมพิวInเตอร์ ทไ่ี ม่ได้ใthe ช้งานมาปรั บปรุmodified งใหม่เป็ นcomputers ตู้ HR Online ให้บริnot การพนั กงานทั ่ into ่อHR ความสะดวกยิ ง่ ขึน้ forนอกจากนี ordinary to increased campaigns allกactivities using บริษทั ฯemployees, ยังรณรงค์ให้ทleading ุกกิจกรรมที ใ่ ช้กระดาษconvenience. A4 ของแต่ละส่Furthermore, วนงานมีการใช้the อย่าcompany งคุม้ ค่าด้วยหลั ก 4R เน้forนหลั การ Reduce A4 paper in each work section to use paper cost effectively on the 4R principle, which emphasizes usage Reduction มาณการใช้ ด้วยการนาเทคโนโลยีดา้ นข้อมูลสารสนเทศมาปรับใช้กบั การทางาน การรายงานผล แทนการใช้กระดาษโดย byลดปริ applying information technology in work and reporting to avoid unnecessary paper usage, Repair by focusing on ไม่ จ าเป็ น Repair เน้นการบารุtoงprevent รักษาเครืerrors ่องพิมพ์during เพื่อป้ อprinting, งการไม่ให้which ผดิ พลาดเวลาพิ มพ์งานจนท ต้องสูญเสีprint ยกระดาษ และ maintaining printer machines wastes paper throughาให้incorrect outs, Reuse byReuse using paper effectively sides Recycling outside. การใช้cost กระดาษอย่ างคุม้ ค่onาทัboth ง้ สองหน้ าก่อbefore นส่งไปsending Recyclefor ภายนอก Report sent,วSir! ส่งรายงานแล้ ค่ะ

Results ผลลัพธ์ที่ได้ Item

2015

รายการ Usage Quantity กระดาษ (kg.) A4-70-gram Paper (kg.) A4 -70 แกรม 2,165.63

2016 ปี 2559 ปี 2558 Emission Emission Usage Quantity Emission Emission ปริ ม าณที ใ ่ ช้ ปริ ม าณที ใ ่ ช้ Ton CO Ton CO2 eq. ton CO2 eq. ton2 eq.CO2 eq. 4.11 1,476.56 2.80 2.80 4.112,165.63 1,476.56

กระดาษ A4-70 แกรม 1 แผ่น หนัก 0.00438 kg , EF ของกระดาษ = 1.8974 kgCO2eq./หน่วย (EF จากการผลิตกระดาษ)

One A4-70-gram paper weighs 0.00438 kg. Paper EF = 1.8974 kg CO2 eq./unit (EF from paper production). ผลจากการปรับปรุงในกิจกรรมเล็กๆ น้อยๆ ทาให้บริษทั ฯ สามารถลดการปล่Thumb’s อย Up!! ก๊าซเรือนกระจกจากปี 2558 ได้ 1.31 tonCO2 eq.

The results from small improvements in activities allowed the company to reduce greenhouse gas emission in 2015 by 1.31 ton CO2 eq.

Sustainability Report 2015 • QTC Energy Public Company Limited

Resource Utilization Energy The company uses non-renewable energy in its production process and services as well as its office work, primarily comprised of two forms of energy as follows: 1. Electricity from the Metropolitan Electricity Authority for the main office in Bangkok and from the Provincial Electricity Authority for the manufacturing factory at Rayong.

Table Showing Retrospective Comparison of Electricity Usage Effectiveness over 3-year Period Item

Year 2014

2015

2016

Metropolitan Electricity Authority (kWh)

140,000.00

141,000.00

153,000.00

Provincial Electricity Authority (kWh)

1,255,120.00

1,545,688.00

1,153,576.00

Total Energy Usage (kWh)

1,395,120.00

1,686,688.00

1,306,576.00

Production Quantity (kVA)

1,322,535.0

1,791,847.00

1,148,604.00

1.05

0.94

1.14

Production Quantity (kVA)/Energy Usage (kWh)

Graph Showing Retrospective Comparison of Electricity Usage Effectiveness over 3-year Period

The graph shows that the company’s electricity usage effectiveness in 2016 decreased from 2015 by over 20 percent. This was caused by decreased production quantity but without changes to energy consumption in the office section. In any case, the company continues to give importance to energy conservation and focuses its priority on the Rayong factory. In 2016, the company installed meters in zones to measure energy consumption and determine electricity usage effectiveness on the agency level and seek improvement opportunities. 90

Sustainability Report 2015 • QTC Energy Public Company Limited

Keep

at it!

2. Heat (Fuel) such as diesel oil and benzene oil for transportation work outside of the company, services and movement within the company, along with employee transportation and position vehicles. Table Showing 2 Years Retrospective Comparison of Oil Consumption Item

2014*

2015

2016

Diesel (liters)

118,873.10

110,765.37

Benzene Oil (liters)

29,908.38

29,275.52

Total (liters)

148,781.48

140,040.89

*In 2014, figures on oil usage did not cover all activities and oil types were not sorted.

Water QTC’s factory is located in an area that does not have public water sources, whether natural or from plumbing. Ground water is extracted for usage only. No water is used in the electrical transformer production process. Water is used in a cooling cycle of vacuum, vacuum, vacuum, vacuum, vacuum, vacuum to reduce the temperature of weld works and for washing bathrooms, kitchens and vehicles. Water is supplied to the Bangkok main office by the Metropolitan Waterworks Authority. Item

2014

2015

2016

Metropolitan Waterworks Authority (m3)

2,992.00

1,527.00

803.00

Ground Water

7,534.80

5,551.40

4,504.30

Furthermore, the company campaigns for conservative and most effective water usage and replaced water faucets with water-conserving types and automatic types in suitable places and conducts inspections into installed equipment, joints and pipes regularly. In addition, the company encourages participation and conscience in effective water usage in employees.

Sustainability Report 2015 • QTC Energy Public Company Limited

Biodiversity ปลูกป่าในโรงงาน Since the factory is located on land that does not have water sources or forest and is required to drill a well to extract ground water for use, which can decrease ground water quantities, in order to maintain natural balance, the company has launched a project to plant trees in the factory grounds to restore the environment surrounding the factory and increase moisture to the soil and underground water sources in 2013. At present, there are over 751 trees planted by employees, and they continue to grow according to expectations. In addition, the natural water collection pond that was dug at the center of the planting area continues to hold a significant amount of water employees can use to raise fish, grow aquatic plants and prepare food. At present, the area cannot yet be opened to the surrounding communities for utilization, since the forest that was planted is still not fully mature. On National Mother’s Day in 2016, the company organized an activity in honor of Her Majesty the Queen Sirikit by gathering “QTC’s environmentally-minded volunteers” to develop the forest in the factory by tilling the soil, adding fertilizer, pruning branches and eliminating weeds along with replacing dead trees.

Sustainability Report 2015 • QTC Energy Public Company Limited

Environmental Complaints

The company has open channels for stakeholders to file complaints about environmental problems related to the

ร้องเรียนปัญ หาด้านสิ่งแวดล้อม company’s processes along with a CSR department to be responsible for this. The channels are as follows:

1. ผAnมู้ สี opinion/complaint installed frontอมที of the security guard post at Rayong บริษทั ฯ เปิ ดช่องทางให้ ว่ นได้เสียสามารถร้อbox งเรียนปั ญหาด้าatนสิthe ง่ แวดล้ เ่ กีย่ วข้ องกับกระบวนการทางธุ รกิจของfactory. ทฯ มีแผนกความรับผิดชอบต่ อสังคมเป็ นหน่Energy วยงานรัPCL. บผิดชอบ โดยผ่ านช่2,อMabyangporn, งทางดังต่อไปนี้ Pluakdaeng, Rayong 21140, with envelope containing 2. Letter to QTC at 149 Moo

braces and detailsงหวัabout impacts 1. ตูร้ บั ความคิดเห็น/ข้อร้องเรี ยน ติthat ดตัง้ says ไว้ ณ“(Environmental บริเวณป้ อม รปภ.Complaint)” ด้านหน้า ของโรงงานจั ดระยอง หรือ and telephone number for contact. 2. ทางจดหมายโดยส่งที3.่ บมจ.คิ วทีซsureeporn.m@qtc-energy.com ี เอนเนอร์ย่ี เลขที่ 149 ม. 2 ต.มาบยางพร อ.ปลวกแดง จ.ระยอง 21140 วงเล็บมุม E-mail: ซองว่า (ร้องเรียนปั ญหาด้านสิง่ แวดล้อม) พร้อมระบุขอ้ มูลทีไ่ ด้รบั ผลกระทบและเบอร์โทรศัพท์เพื่อติดต่อกลับ 4. Telephone: 038-891-411-3 to 101 or 08-8203-0128. 3. ทาง e-mail : sureeporn.m@qtc-energy.com 5. Asking for contact at Rayong factory (contact CSR Department). 4. ทางโทรศัพท์ 038-891-411-3 ต่อ direct 101 หรื อ 08-8203-0128 5. การขอเข้าพบโดยตรง ณ โรงงานจังหวัดระยอง

Important Indicators

ชี้วัดที่ส้าคัญ

1. Fines from failure to comply with environmental laws (Goal: 0 baht).

1. ค่าปรับPerformance จากการละเว้นการปฏิบัติตามกฎหมายด้านสิ่งแวดล้อม (เป้าหมาย 0 บาท) ผลการด้าเนินงาน

2. Ability to manage environmental complaints (100%).

2. ความสามารถในการจัดการข้อร้องเรียนปัญหาด้านสิ่งแวดล้อม (เป้าหมาย 100%) Performance

ผลการด้าเนินงาน

Confirmation documentation from Mabyangporn Sub-district Administrative Organization to certify that “QTC” did not receive complaints from communities in 2015 and 2016. No data was collected in 2014.

Sustainability Report 2015 • QTC Energy93 Public Company Limited

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

GRI Content Index GENERAL STANDARD DISCLOSURES Standard Disclosure Requirements Disclosure STRATEGY AND ANALYSIS Provide a statement from the most senior decision-maker of the organization (such as G4-1 CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability. G4-2

Provide a description of key impacts, risks, and opportunities.

ORGANIZATIONAL PROFILE G4-3 Report the name of the organization. G4-4 Report the primary brands, products, and services. G4-5 Report the location of the organization’s headquarters. Report the number of countries where the organization operates, and names of countries G4-6 where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report. G4-7 Report the nature of ownership and legal form. Report the markets served (including geographic breakdown, sectors served, and types G4-8 of customers and beneficiaries). G4-9 Report the scale of the organization. a. Report the total number of employees by employment contract and gender. b. Report the total number of permanent employees by employment type and gender. c. Report the total workforce by employees and supervised workers and by gender. d. Report the total workforce by region and gender. e. Report whether a substantial portion of the organization’s work is performed by G4-10 workers who are legally recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors. f. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries). G4-11 Report the percentage of total employees covered by collective bargaining agreements. G4-12 Describe the organization’s supply chain. Report any significant changes during the reporting period regarding the organization’s G4-13 size, structure, ownership, or its supply chain. Report whether and how the precautionary approach or principle is addressed by the G4-14 organization. List externally developed economic, environmental and social charters, principles, or G4-15 other initiatives to which the organization subscribes or which it endorses. List memberships of associations (such as industry associations) and national or G4-16 international advocacy organizations. IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES a. List all entities included in the organization’s consolidated financial statements or equivalent documents. G4-17 b. Report whether any entity included in the organization’s consolidated financial statements or equivalent documents is not covered by the report. a. Explain the process for defining the report content and the Aspect Boundaries. G4-18 b. Explain how the organization has implemented the Reporting Principles for Defining Report Content. G4-19 List all the material Aspects identified in the process for defining report content. G4-20 For each material Aspect, report the Aspect Boundary within the organization. G4-21 For each material Aspect, report the Aspect Boundary outside the organization. Report the effect of any restatements of information provided in previous reports, and the G4-22 reasons for such restatements. Report significant changes from previous reporting periods in the Scope and Aspect G4-23 Boundaries. STAKEHOLDER ENGAGEMENT G4-24 Provide a list of stakeholder groups engaged by the organization. G4-25 Report the basis for identification and selection of stakeholders with whom to engage. Report the organization’s approach to stakeholder engagement, including frequency of G4-26 engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process. Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including G4-27 through its reporting. Report the stakeholder groups that raised each of the key topics and concerns. REPORT PROFILE G4-28 Reporting period (such as fiscal or calendar year) for information provided. G4-29 Date of most recent previous report (if any).

Page

Note

SDG Mapping

3-4 18-19, 29-31, 38-41

37-40

6 6-8 6

6 22-24 20

27-28

60-61

57-58

18-19

7,41

38-41

47-48

24,40

5-8

20-40

24-26

Goal 8 : Employment

25,27 25,27 27 -

24,26 18-23 24 21-23 21-23

24 24

Sustainability Report 2015 • QTC Energy Public Company Limited

Page Standard Disclosure Requirements Disclosure SR AR G4-30 Reporting cycle (such as annual, biennial). 24 G4-31 Provide the contact point for questions regarding the report or its contents. 26 a. Report the ‘in accordance’ option the organization has chosen. b. Report the GRI Content Index for the chosen option. G4-32 c. Report the reference to the External Assurance Report, if the report has been 24 externally assured. GRI recommends the use of external assurance but it is not a requirement to be ‘in accordance’ with the Guidelines. a. Report the organization’s policy and current practice with regard to seeking external assurance for the report. b. If not included in the assurance report accompanying the sustainability report, report G4-33 the scope and basis of any external assurance provided. 26 c. Report the relationship between the organization and the assurance providers. d. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization’s sustainability report. GOVERNANCE Report the governance structure of the organization, including committees of the highest G4-34 governance body. Identify any committees responsible for decision-making on economic, 12 42-50 environmental and social impacts. Report the process for delegating authority for economic, environmental and social topics G4-35 12 42-50 from the highest governance body to senior executives and other employees. Report whether the organization has appointed an executive-level position or positions G4-36 with responsibility for economic, environmental and social topics, and whether post 12 42-50 holders report directly to the highest governance body. Report processes for consultation between stakeholders and the highest governance G4-37 body on economic, environmental and social topics. If consultation is delegated, 12,13,18,75 describe to whom and any feedback processes to the highest governance body. G4-38 G4-39 G4-40 G4-41 G4-42 G4-43

G4-44

G4-45

G4-46 G4-47 G4-48 G4-49 G4-50 G4-51

Report the composition of the highest governance body and its committees. Report whether the Chair of the highest governance body is also an executive officer (and, if so, his or her function within the organization’s management and the reasons for this arrangement). Report the nomination and selection processes for the highest governance body and its committees, and the criteria used for nominating and selecting highest governance body members. Report processes for the highest governance body to ensure conflicts of interest are avoided and managed. Report whether conflicts of interest are disclosed to stakeholders. Report the highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts. Report the measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental and social topics. a. Report the processes for evaluation of the highest governance body’s performance with respect to governance of economic, environmental and social topics. Report whether such evaluation is independent or not, and its frequency. Report whether such evaluation is a self-assessment. b. Report actions taken in response to evaluation of the highest governance body’s performance with respect to governance of economic, environmental and social topics, including, as a minimum, changes in membership and organizational practice. a. Report the highest governance body’s role in the identification and management of economic, environmental and social impacts, risks, and opportunities. Include the highest governance body’s role in the implementation of due diligence processes. b. Report whether stakeholder consultation is used to support the highest governance body’s identification and management of economic, environmental and social impacts, risks, and opportunities. Report the highest governance body’s role in reviewing the effectiveness of the organization’s risk management processes for economic, environmental and social topics. Report the frequency of the highest governance body’s review of economic, environmental and social impacts, risks, and opportunities. Report the highest committee or position that formally reviews and approves the organization’s sustainability report and ensures that all material Aspects are covered. Report the process for communicating critical concerns to the highest governance body. Report the nature and total number of critical concerns that were communicated to the highest governance body and the mechanism(s) used to address and resolve them. a. Report the remuneration policies for the highest governance body and senior executives. b. Report how performance criteria in the remuneration policy relate to the highest governance body’s and senior executives’ economic, environmental and social objectives. Sustainability Report 2015 • QTC Energy Public Company Limited

12,13,33, 36,38

42-50

46-47,52

13-18

6-12

13-17

50-51

38-41

38 18,26 13 13,18,26 -

56-59

Note

SDG Mapping

Goal 16 : Inclusive decision making Goal 5 : Women in leadership Goal 16 : Inclusive decision making Goal 16 : Effective, accounutable and transparent governance Goal 5 : Women in leadership Goal 16 : Inclusive decision making Goal 16 : Effective, accounutable and transparent governance

Goal 4 : Education for sustainable development

Goal 16 : Inclusive decision making

Standard Disclosure

Disclosure Requirements

Report the process for determining remuneration. Report whether remuneration consultants are involved in determining remuneration and whether they are independent of management. Report any other relationships which the remuneration consultants have with the organization. Report how stakeholders’ views are sought and taken into account regarding G4-53 remuneration, including the results of votes on remuneration policies and proposals, if applicable. Report the ratio of the annual total compensation for the organization’s highestpaid individual in each country of significant operations to the median annual total G4-54 compensation for all employees (excluding the highest-paid individual) in the same country. Report the ratio of percentage increase in annual total compensation for the organization’s highest-paid individual in each country of significant operations to the G4-55 median percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country. ETHICS AND INTEGRITY G4-52

G4-56

Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.

Report the internal and external mechanisms for seeking advice on ethical and lawful behavior, and matters related to organizational integrity, such as helplines or advice lines. Report the internal and external mechanisms for reporting concerns about unethical or G4-58 unlawful behavior, and matters related to organizational integrity, such as escalation through line management, whistleblowing mechanisms or hotlines. SPECIFIC STANDARD DISCLOSURES CATEGORY: ECONOMIC ASPECT: ECONOMIC PERFORMANCE G4-DMA Generic Disclosures on Management Approach G4-57

G4-EC1

Direct economic value generated and distributed

G4-EC2

Financial implications and other risks and opportunities for the organization’s activities due to climate change

G4-EC3 Coverage of the organization’s defined benefit plan obligations G4-EC4 Financial assistance received from government ASPECT: MARKET PRESENCE G4-DMA Generic Disclosures on Management Approach G4-EC5

Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation

Page SR

46-47

46-47,74

56-59

33-37

60-67

36-37

60-67

29-31 44-47

76-144

3-4,84,87

119 -

Proportion of senior management hired from the local community at significant locations of operation ASPECT: INDIRECT ECONOMIC IMPACTS G4-DMA Generic Disclosures on Management Approach G4-EC7 Development and impact of infrastructure investments and services supported G4-EC8 Significant indirect economic impacts, including the extent of impacts ASPECT: PROCUREMENT PRACTICES G4-DMA Generic Disclosures on Management Approach G4-EC9 Proportion of spending on local suppliers at significant locations of operation CATEGORY: ENVIRONMENTAL ASPECT: MATERIALS G4-DMA Generic Disclosures on Management Approach G4-EN1 Materials used by weight or volume G4-EN2 Percentage of materials used that are recycled input materials ASPECT: ENERGY G4-DMA Generic Disclosures on Management Approach

60-61

G4-EN3

G4-EC6

Energy consumption within the organization

Note

SDG Mapping

Goal 16 : Inclusive decision making

Goal 16 : Effective, accounutable and transparent governance Goal 16 : Effective, accounutable and transparent governance Goal 16 : Effective, accounutable and transparent governance

Goal 5 : Infrastructure investments Goal 8 : Economic performance Goal 9 : Research and development Goal 13 : Risks and opportunities due to climate change

Goal 1 : Earnings, wages and benefits Goal 5: Equal remuneration for women and men Goal 8 : Earnings, wages and benefits Goal 8 : Employment

32 -

31-34 -

90-91

Goal 8 : Materials efficiency

Goal 7 : Energy efficiency Goal 8 : Energy efficiency Goal 13 : Energy efficiency

Sustainability Report 2015 • QTC Energy Public Company Limited

Standard Disclosure Requirements Disclosure G4-EN4 Energy consumption outside of the organization G4-EN5 Energy intensity G4-EN6 Reduction of energy consumption G4-EN7

Reductions in energy requirements of products and services

Page SR 90-91 -

AR -

ASPECT: WATER G4-DMA Generic Disclosures on Management Approach G4-EN8

Total water withdrawal by source

G4-EN9 Water sources significantly affected by withdrawal of water G4-EN10 Percentage and total volume of water recycled and reused ASPECT: BIODIVERSITY G4-DMA Generic Disclosures on Management Approach Operational sites owned, leased, managed in, or adjacent to, protected areas and areas G4-EN11 of high biodiversity value outside protected areas Description of significant impacts of activities, products, and services on biodiversity in G4-EN12 protected areas and areas of high biodiversity value outside protected areas G4-EN13

Habitats protected or restored

91,92 -

92 -

G4-EN15

Direct greenhouse gas (GHG) emissions (Scope 1)

G4-EN16

Energy indirect greenhouse gas (GHG) emissions (Scope 2)

G4-EN17

Other indirect greenhouse gas (GHG) emissions (Scope 3)

G4-EN18 Greenhouse gas (GHG) emissions intensity G4-EN19 Reduction of greenhouse gas (GHG) emissions G4-EN20 Emissions of ozone-depleting substances (ODS) G4-EN21 NOX, SOX, and other significant air emissions ASPECT: EFFLUENTS AND WASTE G4-DMA Generic Disclosures on Management Approach G4-EN22 Total water discharge by quality and destination G4-EN23 Total weight of waste by type and disposal method

88 89 88 -

G4-EN24

82,85,89

Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally Identity, size, protected status, and biodiversity value of water bodies and related G4-EN26 habitats signifcantly affected by the organization’s discharges of water and runoff ASPECT: PRODUCTS AND SERVICES G4-DMA Generic Disclosures on Management Approach G4-EN27 Extent of impact mitigation of environmental impacts of products and services Percentage of products sold and their packaging materials that are reclaimed by G4-EN28 category ASPECT: COMPLIANCE G4-DMA Generic Disclosures on Management Approach Monetary value of significant fines and total number of non-monetary sanctions for nonG4-EN29 compliance with environmental laws and regulations ASPECT: TRANSPORT G4-DMA Generic Disclosures on Management Approach Significant environmental impacts of transporting products and other goods and materials G4-EN30 for the organization’s operations, and transporting members of the workforce ASPECT: OVERALL G4-DMA Generic Disclosures on Management Approach G4-EN25

G4-EN31

Total environmental protection expenditures and investments by type

Sustainability Report 2015 • QTC Energy Public Company Limited

Goal 12 : Energy efficiency Goal 13 : Energy efficiency Goal 6 : Sustainable water withdrawals

Goal 6 : water-related ecosystems and biodiversity Goal 6 : water-related ecosystems and biodiversity

Total number and volume of significant spills

SDG Mapping

Total number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk ASPECT: EMISSIONS G4-DMA Generic Disclosures on Management Approach G4-EN14

Note

Goal 3 : Air quality Goal 13 : GHG emissions Goal 3 : Air quality Goal 13 : GHG emissions Goal 3 : Air quality Goal 13 : GHG emissions Goal 13 : GHG emissions Goal 13 : GHG emissions

Goal 3 : Waste Goal 3 : Spills No 6 : Spills significant Goal 6 : Water-related leaks. Goal ecosystems and biodiversity Goal 3 : Waste

Goal 16 : Compliance with laws and regulations

Goal 9 : -Environmental investments -Research and development

Page Standard Disclosure Requirements Disclosure SR ASPECT: SUPPLIER ENVIRONMENTAL ASSESSMENT G4-DMA Generic Disclosures on Management Approach G4-EN32 Percentage of new suppliers that were screened using environmental criteria 48 Significant actual and potential negative environmental impacts in the supply chain and G4-EN33 actions taken ASPECT: ENVIRONMENTAL GRIEVANCE MECHANISMS G4-DMA Generic Disclosures on Management Approach Number of grievances about environmental impacts filed, addressed, and resolved G4-EN34 93 through formal grievance mechanisms CATEGORY: SOCIAL SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK ASPECT: EMPLOYMENT G4-DMA Generic Disclosures on Management Approach

Note

SDG Mapping

G4-LA1

Total number and rates of new employee hires and employee turnover by age group, gender and region

G4-LA2

Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation

G4-LA3

Return to work and retention rates after parental leave, by gender

Goal 5 : Gender equality Goal 8 : Employment Goal 8 : Parental leave Goal 8 : Earnings, wages and benefits Goal 5 : Parental leave Goal 8 : Parental leave

Goal 8 : Laor/management relations

ASPECT: LABOR/MANAGEMENT RELATIONS G4-DMA Generic Disclosures on Management Approach Minimum notice periods regarding operational changes, including whether these are G4-LA4 specified in collective agreements ASPECT: OCCUPATIONAL HEALTH AND SAFETY G4-DMA Generic Disclosures on Management Approach Percentage of total workforce represented in formal joint management-worker health G4-LA5 and safety committees that help monitor and advise on occupational health and saftey programs

G4-LA6

Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender

G4-LA7

Workers with high incidence or high risk of diseases related to their occupation

G4-LA8

Health and safety topics covered in formal agreements with trade unions

49-51

ASPECT: TRAINING AND EDUCATION G4-DMA Generic Disclosures on Management Approach G4-LA9

Average hours of training per year per employee by gender, and by employee category

G4-LA10

Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

G4-LA11

Percentage of employees receiving regular performance and career development reviews, by gender and by employee category

70-71

Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

Goal 5 : Gender equality Goal 6 : Women in leadership Goal 8 : Diversity and equal opportunity

Goal 5 : Equal remuneration for women and men Goal 8 : Equal remuneration for women and men

ASPECT: EQUAL REMUNERATION FOR WOMEN AND MEN G4-DMA Generic Disclosures on Management Approach G4-LA13

Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation

ASPECT: SUPPLIER ASSESSMENT FOR LABOR PRACTICES G4-DMA Generic Disclosures on Management Approach G4-LA14 Percentage of new suppliers that were screened using labor practices criteria

Goal 3 : Occupational health and safety Goal 8 : Occupational health and safety Goal 3 : Occupational health and safety Goal 8 : Occupational health and safety Goal 8 : Occupational health and safety Goal 4 : Employee training and education Goal 5 : Gender equality Goal 8 : Employee training and education Goal 8 : - Employee training and education - Employment Goal 5 : Gender equality Goal 8 : Employee training and education

ASPECT: DIVERSITY AND EQUAL OPPORTUNITY G4-DMA Generic Disclosures on Management Approach G4-LA12

Goal 8 : Occupational health and safety

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Standard Disclosure

Disclosure Requirements

Significant actual and potential negative impacts for labor practices in the supply chain and actions taken ASPECT: LABOR PRACTICES GRIEVANCE MECHANISMS G4-DMA Generic Disclosures on Management Approach Number of grievances about labor practices filed, addressed, and resolved through G4-LA16 formal grievance mechanisms SUB-CATEGORY: HUMAN RIGHTS ASPECT: INVESTMENT G4-DMA Generic Disclosures on Management Approach Total number and percentage of significant investment agreements and contracts that G4-HR1 include human rights clauses or that underwent human rights screening Total hours of employee training on human rights policies or procedures concerning G4-HR2 aspects of human rights that are relevant to operations, including the percentage of employees trained ASPECT: NON-DISCRIMINATION G4-DMA Generic Disclosures on Management Approach G4-HR3 Total number of incidents of discrimination and corrective actions taken ASPECT: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING G4-DMA Generic Disclosures on Management Approach Operations and suppliers identified in which the right to exercise freedom of association G4-HR4 and collective bargaining may be violated or at significant risk, and measures taken to support these rights ASPECT: CHILD LABOR G4-DMA Generic Disclosures on Management Approach Operations and suppliers identified as having significant risk for incidents of child labor, G4-HR5 and measures taken to contribute to the effective abolition of child labor ASPECT: FORCED OR COMPULSORY LABOR G4-DMA Generic Disclosures on Management Approach Operations and suppliers identified as having significant risk for incidents of forced or G4-HR6 compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor ASPECT: SECURITY PRACTICES G4-DMA Generic Disclosures on Management Approach Percentage of security personnel trained in the organizationâ&#x20AC;&#x2122;s human rights policies or G4-HR7 procedures that are relevant to operations ASPECT: INDIGENOUS RIGHTS G4-DMA Generic Disclosures on Management Approach Total number of incidents of violations involving rights of indigenous peoples and actions G4-HR8 taken ASPECT: ASSESSMENT G4-DMA Generic Disclosures on Management Approach Total number and percentage of operations that have been subject to human rights G4-HR9 reviews or impact assessments ASPECT: SUPPLIER HUMAN RIGHTS ASSESSMENT G4-DMA Generic Disclosures on Management Approach G4-HR10 Percentage of new suppliers that were screened using human rights criteria Significant actual and potential negative human rights impacts in the supply chain and G4-HR11 actions taken ASPECT: HUMAN RIGHTS GRIEVANCE MECHANISMS G4-DMA Generic Disclosures on Management Approach Number of grievances about human rights impacts filed, addressed, and resolved G4-HR12 through formal grievance mechanisms SUB-CATEGORY: SOCIETY ASPECT: LOCAL COMMUNITIES G4-DMA Generic Disclosures on Management Approach Percentage of operations with implemented local community engagement, impact G4-SO1 assessments, and development programs G4-SO2 Operations with significant actual and potential negative impacts on local communities ASPECT: ANTI-CORRUPTION G4-DMA Generic Disclosures on Management Approach Total number and percentage of operations asessed for risks related to corruption and G4-SO3 the significant risks identified G4-SO4 Communication and training on anti-corruption policies and procedures G4-SO5 Confirmed incidents of corruption and actions taken G4-LA15

100

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

Page

Note

SDG Mapping

75-80

18,75

Goal 16 : Anti-corruption

36-37 36

Goal 16 : Anti-corruption Goal 16 : Anti-corruption

No case

Goal 5 : Non-discrimination

Page Standard Disclosure Requirements Disclosure SR AR ASPECT: PUBLIC POLICY G4-DMA Generic Disclosures on Management Approach G4-SO6 Total value of political contributions by country and recipient/beneficiary ASPECT: ANTI-COMPETITIVE BEHAVIOR G4-DMA Generic Disclosures on Management Approach Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly G4-SO7 practices and their outcomes ASPECT: COMPLIANCE G4-DMA Generic Disclosures on Management Approach Monetary value of significant fines and total number of non-monetary sanctions for nonG4-SO8 compliance with laws and regulations ASPECT: SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY G4-DMA Generic Disclosures on Management Approach G4-SO9 Percentage of new suppliers that were screened using criteria for impacts on society Significant actual and potential negative impacts on society in the supply chain and G4-SO10 actions taken ASPECT: GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY G4-DMA Generic Disclosures on Management Approach Number of grievances about impacts on society filed, addressed, and resolved through G4-SO11 formal grievance mechanisms SUB-CATEGORY: PRODUCT RESPONSIBILITY ASPECT: CUSTOMER HEALTH AND SAFETY G4-DMA Generic Disclosures on Management Approach Percentage of significant product and service categories for which health and safety G4-PR1 84 impacts are assessed for improvement Total number of incidents of non-compliance with regulations and voluntary codes G4-PR2 concerning the health and safety impacts of products and services during their life cycle, by type of outcomes ASPECT: PRODUCT AND SERVICE LABELING G4-DMA Generic Disclosures on Management Approach Type of product and service information required by the organizationâ&#x20AC;&#x2122;s procedures for G4-PR3 product and service information and labeling, and percentage of significant product and 73,79 22-28 service categories subject to such information requirements Total number of incidents of non-compliance with regulations and voluntary codes G4-PR4 concerning product and service information and labeling, by type of outcomes G4-PR5 Results of surveys measuring customer satisfaction 74 ASPECT: MARKETING COMMUNICATIONS G4-DMA Generic Disclosures on Management Approach G4-PR6 Sale of banned or disputed products Total number of incidents of non-compliance with regulations and voluntary codes G4-PR7 concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes ASPECT: CUSTOMER PRIVACY G4-DMA Generic Disclosures on Management Approach Total number of substantiated complaints regarding breaches of customer privacy and G4-PR8 74 losses of customer data ASPECT: COMPLIANCE G4-DMA Generic Disclosures on Management Approach Monetary value of significant fines for non-compliance with laws and regulations G4-PR9 concerning the provision and use of products and services

Note

SDG Mapping

No case

Goal 16 : Compliance with laws and regulations

No case

Goal 16 : Grievance mechanisms

Goal 12 : Product and service information and labeling

Sustainability Report 2015 â&#x20AC;˘ QTC Energy Public Company Limited

101

Survey of reader’s opinion The information acquired from the survey of reader’s opinions on the 2016 sustainability report will be used to improve and develop the next year’s report. 1. Your basic information Gender

❑ Female

❑ Male

2. Which stakeholder group do you belong to?

❑ Customer

❑ Personnel

❑ Company department ❑ Trade partner

❑ Investor

❑ Shareholder

❑ Competitor

❑ Financial institute

❑ Government sector

❑ Other (Please specify………………………………………………………………………………)

❑ Society ❑ Media

3. How did you receive the sustainability report?

❑ The company’s website

❑ Seminar report

❑ Company’s personnel

❑ Visiting the company

❑ Others (Please specify…………………………………………….)

4. What is your objective in reading the 2016 sustainability report?

❑ To gather information for deciding investments

❑ For education and research

❑ To use as a guideline to create your own report

❑ Others (Please specify……………………………………………………………………………………….)

5. How satisfied are you with the company’s 2016 sustainability report format

Completeness of the report

❑ High

❑ Moderate

❑ Low

❑ Should be improved

Issue specification of the report

❑ High

❑ Moderate

❑ Low

❑ Should be improved

Interesting presentation

❑ High

❑ Moderate

❑ Low

❑ Should be improved

Easy understanding language

❑ High

❑ Moderate

❑ Low

❑ Should be improved

Overall satisfaction

❑ High

❑ Moderate

❑ Low

❑ Should be improved

6. Additional recommendations for improving the company’s next year’s report ………………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………… ………………………………………………………………………………………………………………………………… For your convenience, please send this opinion survey by taking a photo using your smart phone or scan and send to e-mail: sureeporn.m@qtc-energy.com or via Line ID: 0882030128 or QR QTC Energy Co., Ltd. (Public) would like to thank you for your cooperation