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Vision  To be ASEAN’s leading integrated mass media and infotainment business operator that promotes a knowledge-based society

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Mission 1. To stand as ASEANâ&#x20AC;&#x2122;s leading integrated multimedia company with reliability and responsibility to the whole of society and stakeholders. 2. To operate an integrated multimedia businesses with consistent and sustainable growth. 3. To develop the Companyâ&#x20AC;&#x2122;s potential to be modern, integrated and continuously dynamic.

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MCOT Annual Report 2012

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General Information Listed Company Company Name ÊCÌT Íublic Company Éimited ¥ÊCÌT Ílc.¦ Type of Business Êass media businesses consisting of television business ¥Êodernine TÓ¦, radio business ¥ÊCÌT Ïadio Network¦, News Services ¥Thai News Agency¦ and electronic media including businesses operated under the cooperation with other private operators pursuant to çoint operation agreements. Employees As of 31 Áecember 2­12 totaling 1,±²¶ employees· - 2± eõecutives - 1,1¶­ permanent employees - 2±² temporary employees Head Office Location ³3¬1 Ïama ÆÕ Ïoad, Åuay Èwang, ¿angkok 1­31­ Registered Number ­1­´´²±´­­­´±² ¥Ìld Ïegistered Number· ­1­´²´±´­­´±3¦ Home Page www.mcot.net Registered Capital ¿aht 3,µ3²,­­­,­­­, consisting of ´³´ million ordinary shares, ² ¿aht par value per share. Æssued and paid-up share capital 3,±3²,±¶³,­²­ ¿aht, consisting of ³µ´,­¶¶,21­ ordinary shares of ² ¿aht each. Contact Head Office Telephone ¨³³ ¥­¦ 22­1-³­­­ Ãacsimile ¨³³ ¥­¦ 22±²-1±3² e-mail contact½mcot.net Office of Corporate Secretary Telephone ¨³³ ¥­¦ 22­1-³±¶1, ¨³³ ¥­¦-22­1-³21­ Ãacsimile ¨³³ ¥­¦ 22±²-1µ²± e-mail csmcot½mcot.net Investor Relations Telephone ¨³³ ¥­¦ 22­1-³3µµ, ¨³³ ¥­¦-22­1-³±²± Ãacsimile ¨³³ ¥­¦ 22±²-1µ²± e-mail ir½mcot.net Corporate Communication Department Telephone ¨³³ ¥­¦ 22­1-³2²2, ¨³³ ¥­¦-22­1-³2²3 Ãacsimile ¨³³ ¥­¦ 22±³-1µ³³ e-mail pr½mcot.net Office of Internal Audit Telephone ¨³³ ¥­¦ 22­1-³222 Ãacsimile ¨³³ ¥­¦ 22­1-³±¶­ e-mail ia½mcot.net

MCOT Annual Report 2012

Subsidiary Company Name Type of Business

Íanorama Ôorldwide Company Éimited Service business in association with the production of television programs for ÊCÌT Íublic Company Éimited and other companies Employees ¶­ employees Head Office Location 2¶µ Soi Éad Íhrao ¶± ¥Íunçamit¦, Ôang Thong Éang ¿angkok 1­31­ Telephone ¨³³ ¥­¦ 2¶3±-±1²3-± Facsimile ¨³³ ¥­¦ 2¶3±-±´2³ Registered Capital ¿aht 1­ million, consisting of 1 million ordinary shares, 1­ ¿aht par value per share. All shares have been issued and fully paid up. Shareholding Status ±¶.­¢ of paid-up registered capital Company Name Type of Business

SeedÊCÌT Company Éimited Service business in association with the production of television and radio programs, concert, movie, music and relevant business Employees ³2 employees Head Office Location ³3¬1 Ïama ÆÕ Ïoad, Åuay Èwang, ¿angkok 1­31­ Telephone ¨³³ ¥­¦ 22­1-³­­¶ Facsimile ¨³³ ¥­¦ 22±²-1µ32 Registered Capital ¿aht 1­­ million, consisting of 1 million ordinary shares, 1­­ ¿aht par value per share. Æssued and paid-up capital 2²,­­­,­­­ ¿aht. Shareholding Status ±¶.­¢ of paid-up registered capital References Registrar

Auditor

Thailand Securities Áepositary Company Éimited Éocated on Ãloor ± and ³-´, The Stock Eõchange of Thailand ¿uilding ³2 Ïatchadapisek Ïoad, Èlong Toey, ¿angkok 1­11­ Tel. ¨³³ ¥­¦ 222¶-2µ­­ Ãaõ. ¨³³ ¥­¦ 23²¶-12²¶ Ìffice of the Auditor Äeneral of Thailand Éocated on Ïama ÆÓ Ïoad, Íhayathai, ¿angkok 1­±­­ Tel. ¨³³ ¥­¦ 2³1µ-²µ­3 Ãaõ. ¨³³ ¥­¦ 2³1µ-²µ­´

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.6''46''%6' Message from the Chairman of MCOT Plc.

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MCOT =L<"L35=J#dL5úýýý

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Throughout 3² years of business operations as a national leading mass media organiáation, Ă&#x160;CĂ&#x152;T Ă?ublic Company Ă&#x2030;imited has adhered to the good corporate governance, integrity, and morality to enhance the sustainable business development and competitiveness under corporate social responsibility whilst the policy in the precise and neutral content presentation, and creation of intelligence-oriented society for integrated knowledge and entertainment has been retained. As a result, Ă&#x160;CĂ&#x152;T Ă?lc. stands as a listed company operated under the eĂľcellent good corporate governance. The 2­12 operating results of Ă&#x160;CĂ&#x152;T Ă?lc. showed a continual growth. Although Ă&#x160;CĂ&#x152;T Ă?lc., from the end of 2­11 up to the beginning of 2­12, has suffered from the national great floods, which adversely affected many businesses and advertising eĂľpenditure while Ă&#x160;CĂ&#x152;T Ă?lc., inevitably, had to adapt to many changing circumstances, including laws on mass media business operation, technological reform to be the digital-based system, severe business completion due to certain emerging media, especially satellite television, subscription television system in which there were more operators with highly competitive potential especially in contents, çumped into this business, as well as other on-line media, the efficient organiáation management, good corporate governance, contributions of the Âżoard of Ă irectors, eĂľecutives and employees of Ă&#x160;CĂ&#x152;T Ă?lc. all fostered Ă&#x160;CĂ&#x152;T Ă?lc. to have good adaptation and business competitiveness. Ă&#x2020;n 2­12, Ă&#x160;CĂ&#x152;T Ă?lc. widened its selling portion, and generated more income by increasing the proportion of its own programs, applying mostrecent technologies for news presentation, generating some service revenues, and earning some income from its eĂľisting resources that included the combination of multimedia operated by Ă&#x160;CĂ&#x152;T Ă?lc. for the highest benefits to all consumers, customers, and society. Ă&#x160;CĂ&#x152;T Ă?lc. also made investment, and boost the efficiency of tools, eĂŽuipment and resources appropriately. The neĂľt pace of Ă&#x160;CĂ&#x152;T Ă?lc. in 2­13 deems a year of great changes for its business and mass media technological system. Ă&#x160;CĂ&#x152;T Ă?lc. has been permitted to test its digital-television broadcasting system around the end of 2­12. This is preparedness for a crucial competition as an operator who must be licensed by the NÂżTC. Âży potential and long eĂľperience in providing the mass media service, we do believe that we will become an operator providing the most efficient and well-organiáed services, facilities, and terrestrial digital-television network, and participating in the auctions for the channel business operation license and other eĂľtra services in the near future.

To enable Ă&#x160;CĂ&#x152;T Ă?lc. to ençoy the constant growth, and to respond to stiffer competition, the proportion of its own television programs was increased to ²1¢, and planned to be ´1¢ by 2­1´ in order to enlarge its selling portion and to retain the market share. Ă&#x160;CĂ&#x152;T Ă?lc. also sought for some revenues from other sources by creating the activities related to the television programs, which is an alternative market eĂľpansion, by integrating various media operated by Ă&#x160;CĂ&#x152;T Ă?lc. to diversify its eĂľisting resources¸ for eĂľample, production and broadcasting of radio programs via satellite television stations and internet. These newly emerging media will take more roles in the future. They are not only the potential competitors against Ă&#x160;CĂ&#x152;T Ă?lc., they also become the beneficial path to generate income for Ă&#x160;CĂ&#x152;T Ă?lc. Ă&#x160;CĂ&#x152;T Ă?lc. has possessed a variety of resources creating benefits for its shareholders. These resources include the satellite channel in form of Ă&#x160;CĂ&#x152;T Network, and the utiliáation of eĂľisting movable and immovable properties for the best interest, e.g. tools and eĂŽuipment or land especially plots of land located in Âżangkok and business centre areas where certain mega proçects will commence soon. Ă&#x2020;ntention, contribution and determination of the Âżoard of Ă irectors, eĂľecutives and employees who have been working with their best endeavours, as well as understanding, trust and encouragement from every shareholder, customer, program producer and other related agencies all are the significant composition for the progress and success of Ă&#x160;CĂ&#x152;T Ă?lc. These factors also pave the way for the corporate sustainable growth in the future, and drive Ă&#x160;CĂ&#x152;T Ă?lc. to be an integrated mass media business leader stepping into the ASEAN Economic Community in 2­1² strongly and securely.

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=ER:T;$EEC$TE <EVKS9 OLC9 +lT$S6 ÂĽCMT-;ÂŚ Chairman of the Âżoard, Ă&#x160;CĂ&#x152;T Ă?ublic Company Ă&#x2030;imited

MCOT ÂŚĂ&#x201C;Ă&#x201C;Ă&#x161;Ă&#x2020;Ă&#x2018;¡Ă&#x160;Ă&#x2022;Ă&#x201D;Ă&#x2014;Ă&#x2122;ĂşÂ&#x161;Úú Annual Report 2012

15 15


,I<<:K< Board of Directors +5A;1Ä&#x152;A8 IS;9Wg Ž² 7ZGT'C Ž°¾² OTDZ ¹¾ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 9;TD'ITCOVLER '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 <EVMTE:ZE$V+ CMTIV9DTGSD_$K7EJTL7E  =EVÂ&#x2030;Â&#x2030;T7EW ;V7VJTL7E +ZNTG*$E5CMTIV9DTGSD '4+586'N6 6  9;TD'ITCOVLER 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;} cCCW +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$TE<EVMTE+S6$TE`GR$0MCTD '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ¹¹ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

6&.<''%B. '4<% =ER:T;$EEC$TE  $EEC$TEOVLER ¼_%T6lTE*7lT`M;*IS;9Wg 22 @FJ+V$TD; 2²²²Œ

Mr. Sutham Saengpratoom

Date of Birth Ž² October ­¾¹¯ Age ¹¾ Current Position LaĂłyer Education Background  Ă&#x2030;BA¨ Ă&#x2021;asetsart Ă&#x2018;niversity  LLÂŞ Bª¨ Chulalongçorn Ă&#x2018;niversity Work Experience LaĂłyer £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} None Specific knowledge and expertise Ă&#x2030;anagement and laĂł ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ¹¹ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

Chairman ÂŹ Ă&#x2020;ndependent Ă irector ÂĽĂ ate of Ă irectorship¡ 22 November 2­12ÂŚ

MCOT =L<"L35=J#dL5úýýý

16


+5A;1Ä&#x152;A8 IS;9Wg ´ CV8Z;TD; Ž°¾´ OTDZ ¹³ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 =GS6LlT;S$;TD$ES2C;7EW '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 ;V7VJTL7E +ZNTG*$E5CMTIV9DTGSD  =EVÂ&#x2030;Â&#x2030;Ta99T*$0MCTD ¤LLÂŞĂ&#x2030;ÂŞÂĽ NeĂł Ă&#x2022;orç Ă&#x2018;niversity  =EVÂ&#x2030;Â&#x2030;Ta9 ES2JTL7E CMTIV9DTGSDLZa%9SD:EECT:VET _;7V<S53V7 LlT;S$O<ECJX$KT$0MCTD`M*_;7V<S53V7DLBT  =EVÂ&#x2030;Â&#x2030;T7EW ;V7VJTL7E ¤_$WDE7V;VDCÂĽ +ZNTG*$E5CMTIV9DTGSD  =EVÂ&#x2030;Â&#x2030;T7EW ;V_9JJTL7E CMTIV9DTGSDLZa%9SD:EECT:VET =EVÂ&#x2030;Â&#x2030;T<S7E IV9DTGSD= O*$S;ET-OT5T+S$E ¤I=EOÂŞ °¯­¯¼ '4+586'N6 6  $EEC$TE <EVKS9 9E[ IV-Sg;L +lT$S6 ¤CMT-;ÂĽ  =GS6LlT;S$;TD$ES2C;7EW LlT;S$;TD$ES2C;7EW  $EEC$TE :;T'TEOT'TEL*_'ETRM  _G%T:V$TELBT$TEJX$KT $ER9EI*JX$KT:V$TE  EO*=ER:T;$EEC$TE <EVKS9 OLC9 +lT$S6 ¤CMT-;ÂĽ  EO*=GS6$ER9EI*DZ7V:EEC $ER9EI*DZ7V:EEC 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  Audit Committee Program ¤ACPÂĽ EZ; °Ž­Ž  Director Certification Program ¤DCPÂĽ EZ; ­´Ž´  Director Accreditation Program ¤DAPÂĽ EZ; Ž²Ž° +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$0MCTD $TE<EVMTE $TELYgOLTE '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ŽŽ­ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW Date of Birth ´ Ă&#x2020;une ­¾¹¹ Age ¹³ Current Position Permanent Secretary¨ The Prime Ă&#x2030;inisters Office Education Background  LLÂŞ Ă&#x2030;ª¨ Chulalongçorn Ă&#x2018;niversity  LLÂŞ Ă&#x2030;ª¨ NeĂł Ă&#x2022;orç Ă&#x2018;niversity  Ă&#x2030;ÂŞAÂŞ in Political Science¨ Suçhothai Thammathirat Open Ă&#x2018;niversity  BarristerŠatŠLaó¨ Thai Bar Association  LLÂŞ BÂŞ ¤Hons¼¨ Chulalongçorn Ă&#x2018;niversity  BÂŞAÂŞ in Communication Arts¨ Suçhothai Thammathirat Open Ă&#x2018;niversity  Diploma¨ National Defense College ¤Class °¯­¯¼ Work Experience  Director¨ True Ă&#x2019;isions Public Company Limited  Permanent Secretary¨ the Primes Ă&#x2030;inister Office  Director¨ Ă&#x192;overnment Housing Banç  SecretaryŠĂ&#x192;eneral¨ Office of Educational Council¨ Ă&#x2030;inistry of Education  Ă&#x2019;ice Chairman¨ Ă&#x2030;COT Public Company Limited  Deputy Permanent Secretary¨ Ă&#x2030;inistry of Ă&#x2020;ustice £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;}  Audit Committee Program ¤ACPÂĽ Class °Ž­Ž  Director Certification Program ¤DCPÂĽ Class ­´Ž´  Director Accreditation Program ¤DAPÂĽ Class Ž²Ž° Specific knowledge and expertise Laó¨ public administration and mass communication ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ŽŽ­ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

MCOT Annual Report 2012

,6.'6 6'&Ä&#x2DC;"Ă´A,- 1  5'6 ,< EO*=ER:T;$EEC$TEÂŹ =ER:T;$EEC$TE$GSg;$EO**T;<EVMTE

Professor Tongthong Chandransu Ă&#x201C;ice Chairman ÂŹ Chairman of Ă&#x160;anagement Affairs Ă?eview Committee

17


+5A;1Ä&#x152;A8 IS;9Wg ÂŽÂŽ LV*MT'C Ž°¾³ OTDZ ¹´ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 LYgOCIG-;OVLER '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 <EVMTEES2$V+ '5RES2JTL7E CMTIV9DTGSD:EECJTL7E  =EVÂ&#x2030;Â&#x2030;T7EW ;V_9JJTL7E CMTIV9DTGSDET-BS0+S;9E_$KC  MGS$L[7E ;S$<EVMTE$TEDZ7V:EEC9T*=$'EO*ER6S<L[* ¤<D=ÂŞÂĽ EZ; ° LlT;S$*T;JTG=$'EO*  MGS$L[7E >[<EVMTEER6S<L[*6T;IV9DT$TE@GS**T; ¤I@;ÂŞÂĽ EZ; ­ L8T<S;IV9DT$TE@GS**T; '4+586'N6 6  $EEC$TE <EVKS9 9E[ IV-Sg;L +lT$S6 ¤CMT-;ÂĽ  $EEC$TE <EVKS9 9E[ IV-Sg;L _'_<VhG +lT$S6 ¤CMT-;ÂĽ  ES$KT$TEb;7lT`M;*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; <EVKS9 OLC9 +lT$S6 ¤CMT-;ÂĽ 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  Director Accreditation Program ¤DAPÂĽ EZ; ­²²Ž­Ž +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;IV9DZ `GRa9E9SJ; '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç Ž­Ž­ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

6& 5'"5<Ä&#x2DC;&% è6 EO*=ER:T;$EEC$TE ÂŹ $EEC$TE$GSg;$EO**T;<EVMTE ÂŹ =ER:T;$EEC$TE$V+$TELSC@S;: ÂŹ $EEC$TE<EVMTE'ITC_LWgD*

Mr. Chakraphan Yomchinda Ă&#x201C;ice Chairman ÂŹ Ă&#x160;ember of Ă&#x160;anagement Affairs Ă?eview Committee ÂŹ Chairman of Ă&#x2030;abor Ă?elations Committee ÂŹ Ă&#x160;ember of Ă?isk Ă&#x160;anagement Committee

MCOT =L<"L35=J#dL5úýýý

Date of Birth ÂŽÂŽ August ­¾¹° Age ¹´ Current Position Independent Ă&#x2020;ournalist Education Background  Ă&#x2030;PA¨ Thammasat Ă&#x2018;niversity  B AÂŞ in Communication Artsª¨ Chandraçasem RaĂŚabhat Ă&#x2018;niversity  High Ă&#x2020;udicial EĂ´ecutive on Administration Course ¤Class °¼¨ Administrative Court  High EĂ´ecutive on Energy Ă&#x2030;anagement Course ¤Class ­¼¨ Thailand Energy Academy Work Experience  Director¨ True Ă&#x2019;isions Public Company Limited  Director¨ True Ă&#x2019;isions Cable Public Company Limited  Acting President¨ Ă&#x2030;COT Public Company Limited £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} Director Accreditation Program ¤DAPÂĽ Class­²²Ž­Ž Specific knowledge and expertise Television and radio broadcast ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä Ž­Ž­ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

18


+5A;1Ä&#x152;A8 IS;9Wg ÂŽÂł $S;DTD; Ž°¾³ OTDZ ¹´ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5O:V<6WOSD$TE LlT;S$*T;9Wg=EX$KT$0MCTD '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 ;V7VJTL7E¨ HARĂ&#x2019;ARD Ă&#x2018;NIĂ&#x2019;ERSITĂ&#x2022;  _;7V<S53V7c9D _$WDE7V;VDC LlT;S$O<ECJX$KT$0MCTD`M*_;7V<S53V7DLBT  =EVÂ&#x2030;Â&#x2030;T7EW ;V7VJTL7E ¤_$WDE7V;VDCOS;6S< ­¼ +ZNTG*$E5CMTIV9DTGSD '4+586'N6 6  O:V<6WOSD$TE LlT;S$*T;'5R$EEC$TEOSD$TE  $EEC$TE <EVKS9 <EVMTELV;9ES@DLZ%ZCIV9 +lT$S6  O:V<6WOSD$TE? TD'6WGCGRGTD LlT;S$*T;'6WGCGRGTD  $EEC$TE :;T'TE_@YgO$TEL*OO$`GR;lT_%T`M*=ER_9Jc9D  $EEC$TE LlT;S$*T;@S4;TIV9DTJTL7E`GR_9'a;aGDW`M*-T7V  $EEC$TE LlT;S$*T;ES2<TGOV_Gf$9EO;V$L ¤O*'$TECMT-;ÂĽ 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  MGS$L[7E Director Accreditation Program ¤DAPÂĽ EZ; ­´Ž°  MGS$L[7E Director Certification Program ¤DCPÂĽ EZ; Ž¾Ž¯ +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$0MCTD $TE7EI+ET*LSÂ&#x2030;Â&#x2030;T bM'lT=EX$KT`$M;ID*T;%O*ES2 '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­¾Ž­ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW Date of Birth ÂŽÂł September ­¾¹° Age ¹´ Current Position Director Ă&#x192;eneral¨ Department of Legal Counsel Education Background  LLÂŞ Ă&#x2030;ª¨ Harvard Ă&#x2018;niversity  BarristerŠatŠLaĂł ¤Honsª¼¨ Thai Bar Association  LLÂŞ BÂŞ ¤­st Honsª¼¨ Chulalongçorn Ă&#x2018;niversity Work Experience  Director Ă&#x192;eneral¨ Office of the State Attorney Commission  Director¨ Suçhumvit Asset Ă&#x2030;anagement Coª¨ LtdÂŞ  DirectorŠĂ&#x192;eneral¨ Department of Bançruptcy Litigation  Director¨ EĂ´portŠImport Banç of Thailand  Director¨ National Science and Technology Development Agency  Director¨ Electronic Ă&#x192;overnment Agency ¤Public OrganiĂśationÂĽ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;}  Director Accreditation Program ¤DAPÂĽ Class ­´Ž°  Director Certification Program ¤DCPÂĽ Class Ž¾Ž¯ Specific knowledge and expertise Laó¨ revieĂłing drafted contracts and giving legal advices to government agencies ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ­¾Ž­ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

MCOT Annual Report 2012

6&AH%5&<8+ ,Ä&#x2DC; $EEC$TEOVLER ÂŹ =ER:T;$EEC$TE$lT$S<6[`G$V+$TE ÂŹ $EEC$TE$GSg;$EO**T;<EVMTE

Mr. Khemchai Chutiwongse Ă&#x2020;ndependent Ă irector ÂŹ Chairman of Corporate Ă&#x201E;overnance Committee ÂŹ Ă&#x160;ember of Ă&#x160;anagement Affairs Ă?eview Committee

19


+5A;1Ä&#x152;A8 IS;9Wg ° @FJ+V$TD; Ž¹­ OTDZ ¹° = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 >[OlT;ID$TELlT;S$$0MCTD LlT;S$*T;'5R$EEC$TE;aD<TDES2IVLTM$V+ $ER9EI*$TE'GS* '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 ES2=ERJTL;JTL7E +ZNTG*$E5CMTIV9DTGSD  =EVÂ&#x2030;Â&#x2030;T7EW ;V7VJTL7E CMTIV9DTGSDLZa%9SD:EECT:VET =EVÂ&#x2030;Â&#x2030;T7EW <SÂ&#x2030;-W CMTIV9DTGSD:EECJTL7E  Diploma in Advance Business Ă&#x2030;anagement Ă&#x2021;ings College =ER_9JLMET-OT5T+S$E  =ER$TJ;WD<S7E<S53V79T*$0MCTDCMT-; CMTIV9DTGSD:EECJTL7E  Certificate in Creating Collaborative Solution Innovation in governance¨ Ă&#x2021;ennedy School of Ă&#x192;overnment¨ Harvard Ă&#x2018;niversity¨ Ă&#x2018;SA  Certificate in EĂ´ecutive Development Program¨ Ă&#x2021;ellogg School of Ă&#x2030;anagement¨ NorthĂłestern Ă&#x2018;niversity¨Ă&#x2018;SAÂŞ '4+586'N6 6  $EEC$TE <EVKS9 9E[ IV-Sg;L _'_<VhG +lT$S6 ¤CMT-;ÂĽ  $EEC$TE`GR_MESÂ&#x2030;Â&#x2030;V$ C[G;V:VL8T<S;IV+SD`GR@S4;T O*'$EBT'ES2 ¤IRDPÂĽ  $EEC$TE`GR=ER:T;$EEC$TE7EI+LO< <EVK9S _MCYO*`Ea=`7. OT_.WD; +lT$S6 ¤CMT-;ÂĽ  $EEC$TE`GR$EEC$TE<EVMTE <EVK9S MGS$9ES@D+6S $TE$O*9Z; _OfC_OA.W +lT$S6 ¤CMT-;ÂĽ  $EEC$TE <EVKS9 >GV7cAA T`GR@GS**T;EIC +lT$S6 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  Audit Committee Program ¤ACPÂĽ EZ; °Ž¹  Director Certification Program ¤DCPÂĽ EZ; °¯Ž° +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$TE<EVMTE+S6$TE $TE<SÂ&#x2030;-W$TE_*V; $0MCTD $TE@S4;TES2IVLTM$V+ $TELET*C[G'T_@VgC `GR$TE$lT$S<6[`G$V+$TE9Wg6W '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­¾Ž 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

6 g6D "5.<+.5Ä&#x2DC; $EEC$TE ÂŹ =ER:T;$EEC$TE<EVMTE'ITC_LWgD* ÂŹ $EEC$TE$GSg;$EO**T;<EVMTE ÂŹ $EEC$TE$lT$S<6[`G$V+$TE

Mrs. Yajai Pattanasukwasun Ă irector ÂŹ Chairman of Ă?isk Ă&#x160;anagement Committee ÂŹ Ă&#x160;ember of Ă&#x160;anagement Affairs Ă?eview Committee ÂŹ Ă&#x160;ember of Corporate Ă&#x201E;overnance Committee

MCOT =L<"L35=J#dL5úýýý

Date of Birth ° November ­¾¹´ Age ¹° Current Position Director¨ Office of Legal Affairs¨ State Enterprise Policy Office¨ Ă&#x2030;inistry of Finance Education Background  Ă&#x2030;PAª¨ Chulalongçorn Ă&#x2018;niversity  LLÂŞ Bª¨ Suçhothai Thammathirat Open Ă&#x2018;niversity  BÂŞAÂŞ in Accounting¨ Thammasat Ă&#x2018;niversity  Diploma in Advance Business Ă&#x2030;anagement Ă&#x2021;ings College¨ Ă&#x2018;Ă&#x2021;  Ă&#x192;raduate Diploma Program in Public Laó¨ Thammasat Ă&#x2018;niversity  Certificate in Creating Collaborative Solution Innovation in governance¨ Ă&#x2021;ennedy School of Ă&#x192;overnment¨ Harvard Ă&#x2018;niversity¨ Ă&#x2018;SAÂŞ  Certificate in EĂ´ecutive Development Program¨ Ă&#x2021;ellogg School of Ă&#x2030;anagement¨ NorthĂłestern Ă&#x2018;niversity¨ Ă&#x2018;SAÂŞ Work Experience  Director¨ True Ă&#x2019;isions Cable PlcÂŞ  Director and Treasurer¨ Institute of Research and Development for Public Enterprises of Thailand  Director and Chairman the Audit Committee¨ ASEN Potash Ă&#x2030;ining Public Coª¨LtdÂŞ  Director and EĂ´ecutive Director¨ Ă&#x2030;FC Asset Ă&#x2030;anagement PlcÂŞ  Director¨ Combined Head and PoĂłer Producing Coª¨ LtdÂŞ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;}  Audit Committee Program ¤ACPÂĽ Class °Ž¹  Director Certification Program ¤DCPÂĽ Class °¯Ž° Specific knowledge and expertise Ă&#x2030;anagement¨ finance¨ accounting¨ laó¨ state enterprise development¨ value Š added creation and corporate governance ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ­¾Ž ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

20


+5A;1Ä&#x152;A8 IS;9Wg ÂŽÂł :S;IT'C Ž°¾¾ OTDZ ¹² = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5=ER:T;LlT;S$$0MCTD _=EC `O;6 `OLa..V_O9 '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 ES2JTL7E ¤$TE<EVMTE+S6$TELT:TE5RÂĽ CMTIV9DTGSD:EECJTL7E  =EVÂ&#x2030;Â&#x2030;T7EW ;V7VJTL7E CMTIV9DTGSD:ZE$V+<S53V7D '4+586'N6 6  $EEC$TE :;T'TEOVLGTC`M*=ER_9Jc9D  ES$KT$TEb;7lT`M;*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; <EVKS9 OLC9 +lT$S6 ¤CMT-;ÂĽ  $EEC$TE <EVKS9 9E[ IV-Sg;L +lT$S6 ¤CMT-;ÂĽ  $EEC$TE <EVKS9 9E[ IV-Sg;L _'_<VhG +lT$S6 ¤CMT-;ÂĽ  $EEC$TE<EVKS9 `$E;6 GOI_DOE +lT$S6  $EEC$TE <EVKS9 _O_-WD `=.VA' CSG7VCW_6WD +lT$S6 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  Audit Committee Program ¤ACPÂĽ EZ; ¯¾Ž­Ž  Director Certification Program ¤DCPÂĽ EZ; ­¹¹Ž­Ž +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$0MCTD $TE<EVMTE '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç Ž­Ž­ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW Date of Birth ÂŽÂł December ­¾¹² Age ¹² Current Position President¨ Prem and Associates LaĂł Office Education Background  Ă&#x2030;ÂŞAÂŞ Political Science ¤Public Affairs¼¨ Thammasat Ă&#x2018;niversity  LLÂŞBª¨ DhuraçiĂŚ Pundit Ă&#x2018;niversity Work Experience  Director¨ Islamic Banç of Thailand  Acting President¨ Ă&#x2030;COT PlcÂŞ  Director¨ True Ă&#x2019;isions PlcÂŞ  Director¨ True Ă&#x2019;isions Cable PlcÂŞ  Director¨ Ă&#x192;rand LaĂłyer Coª¨ LtdÂŞ  Director¨ Asia Pacific Ă&#x2030;ultimedia Coª¨ LtdÂŞ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;}  Audit Committee Program ¤ACPÂĽ Class ¯¾Ž­Ž  Director Certification Program ¤DCPÂĽ Class ­¹¹Ž­Ž Specific knowledge and expertise LaĂł and management ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä Ž­Ž­ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

MCOT Annual Report 2012

6&A'%%)&Ä&#x2DC;8'1&<&6 $EEC$TE ÂŹ $EEC$TELEEMT

Â&#x153;Ă Â&#x201A;Â&#x;à ´Ÿº°Ÿž½£¸½½°ºžà ½Â?°Â?Ă&#x2C6;Ă&#x201E;Ă&#x192;Ă&#x192;¡°Ă&#x2C6;° Ă irector ÂŹ Ă&#x160;ember of Nomination Committee

21


+5A;1Ä&#x152;A8 IS;9Wg ÂŽÂŹ 7ZGT'C Ž°¾´ OTDZ ¹³ =W N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 ;S$:ZE$V+ '4+586',:-6  =EVÂ&#x2030;Â&#x2030;T7EW LT%TIVJI$EECcAA T L8T<S;_9'a;aGDW@ER+OC_$GT:;<ZEW  =EVÂ&#x2030;Â&#x2030;T<S7E IV9DTGSD= O*$S;ET-OT5T+S$E ¤I=EOÂŞ °¹­¹¼  =EVÂ&#x2030;Â&#x2030;T<S7E IV9DTGSD$TE_CYO*$TE=$'EO* L8T<S;@ER=$_$GT  MGS$L[7E $TE$lT$S<6[`G$V+$TELlTMES<$EEC$TE`GR>[<EVMTEER6S<L[*%O*ES2IVLTM$V+ `GRO*'$TECMT-; EZ; ­ L8T<S;@ER=$_$GT  L8T<S;IV9DTGSD$TE7GT69Z;MGS$L[7E>[<EVMTEER6S<L[* EZ;9Wg ²  IV9DTGSDDZ7V:EEC MGS$L[7E>[<EVMTE$ER<I;$TEDZ7V:EECER6S<L[* ¤<ÂŞDÂŞLÂŞÂĽ EZ;9Wg ­² '4+586'N6 6  $EEC$TE $TE=ER=T;'EMGI*  $EEC$TE <EVKS9 _IWD*-SDPVGG +lT$S6  $EEC$TE>[+S6$TE <EVKS9 IWÂŞ@WÂŞ `OL_.f9L +lT$S6 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  Ă&#x2018;nderstanding the Financial Statement ¤Ă&#x2018;FSÂĽ EZ; ŽŽ²  Director Certification Program ¤DCPÂĽ EZ; ´­Ž²  Director Accreditation Program ¤DAPÂĽ EZ; ÂŻÂŻÂŤÂŽÂŹÂŹÂą +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;<EVMTE+S6$TE $TE<EVMTE6T;IVJI$EEC '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­¾Ž­ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

6&'4A.'èA-%CA%, $EEC$TEOVLER  $EEC$TE7EI+LO<  $EEC$TELEEMT

Mr. Prasert Kasemkomase Ă&#x2020;ndependent Ă irector ÂŹ Ă&#x160;ember of Audit Committee ÂŹ Ă&#x160;ember of Nomination Committee

MCOT =L<"L35=J#dL5úýýý

Date of Birth ÂŽÂŹ October ­¾¹¹ Age ¹³ Current Position Businessperson Education Background  BÂŞ Eª¨ Electrical Engineering¨ Ă&#x2021;ing Ă&#x2030;ongçuts Institute of Technology Thonburi  Diploma¨ The National Defence Course ¤Class °¹­¹¼¨ National Defence College  Certificate¨ College of Politics and Ă&#x192;overnance¨ Ă&#x2021;ing PraĂŚadhipoçs Institute  Corporate Ă&#x192;overnance for Directors and HighŠRançing EĂ´ecutives of State Enterprises and Public OrganiĂśations Course ¤Class ­¼¨ Ă&#x2021;ing PraĂŚadhipoçs Institute  HighŠRançing EĂ´ecutive Course ¤Class ²¼¨ Capital Ă&#x2030;arçet Academy  Ă&#x2020;udicial Process Course for HighŠRançing EĂ´ecutives ¤Class ­²¼¨ College of Ă&#x2020;ustice Work Experience  Director¨ Ă&#x2030;etropolitan Ă&#x201C;aterĂłorçs Authority  Director¨ Ă&#x2019;iengchai Hill Coª¨ LtdÂŞ  Ă&#x2030;anaging Director¨ Ă&#x2019;ÂŞPÂŞ Assets Coª¨ LtdÂŞ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;}  Ă&#x2018;nderstanding the Financial Statement ¤Ă&#x2018;FSÂĽ Class ŽŽ²  Director Certification Program ¤DCPÂĽ Class ´­Ž²  Director Accreditation Program ¤DAPÂĽ Class ÂŻÂŻÂŤÂŽÂŹÂŹÂą Specific knowledge and expertise Ă&#x2030;anagement and engineering management ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ­¾Ž­ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

22


+5A;1Ä&#x152;A8 IS;9Wg ­´ @FKBT'C Ž¹¹ OTDZ ¹ =W N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 EO*$EEC$TE>[+S6$TEbMÂ&#x2030; LTD*T;6T;<SÂ&#x2030;-W`GR$TE_*V; `GR=ER:T;_+TM;T9Wg$TE_*V; <EVKS9 <T*+T$=a7E_GWDC +lT$S6 ¤CMT-;ÂĽ '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 $TE_*V; Steton School of Economics and Business Administration Ă&#x2030;ercer Ă&#x2018;niversity¨ Ă&#x2018;SA  =EVÂ&#x2030;Â&#x2030;T7EW <EVMTE:ZE$V+ +ZNTG*$E5CMTIV9DTGSD '4+586'N6 6  $EEC$TE :;T'TEOOCLV;  $EEC$TE>[9E*'Z5IZ4V L8T<S;O;ZÂ&#x2030;Ta77ZGT$TE  $EEC$TE <EVKS9 <T*+T$a.GTE_Of;_;OEDW +lT$S6  $EEC$TE <EVKS9 <T*+T$$EW;_;9 +lT$S6  $EEC$TE <EVKS9 %;L*;lTCS;9T*9O +lT$S6  $EEC$TE <EVKS9 <T*+T$c<aOA[_OG +lT$S6 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  Director Certification Program ¤DCPÂĽ EZ; ­¹ŽŽ­­  Audit Committee Program ¤ACPÂĽ EZ; ­²Ž³  Director Accreditation Program ¤DAPÂĽ EZ; °¾Ž² +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$TE_*V; $TE:;T'TE `GR$TE<EVMTEO*'$E '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­³­´ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW Date of Birth ­´ Ă&#x2030;ay ­¾²Ž Age ¹ Current Position CFO and Senior EĂ´ecutive Ă&#x2019;ice President of Accounting and Finance¨ Bangchaç Petroleum PlcÂŞ Education Background  Ă&#x2030;ÂŞBÂŞAÂŞ ¤Finance¼¨ Steton School of Economics and Business Administration Ă&#x2030;ercer Ă&#x2018;niversity¨ Ă&#x2018;SA  BÂŞBÂŞAª¨ Chulalongçorn Ă&#x2018;niversity Work Experience  Director¨ Ă&#x192;overnment Saving Banç  EĂ´pert Ă&#x2030;ember¨ Arbitrator office of Thailand  Director¨ Bangchaç Solar Energy Coª¨ LtdÂŞ  Director¨ Bangchaç Ă&#x192;reennet Coª¨ LtdÂŞÂŞ  Director¨ Fuel Pipeline Transportation Coª¨ LtdÂŞ  Director¨ Bangchaç Biofuel Coª¨ LtdÂŞ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;}  Director Certification Program ¤DCPÂĽ Class ­¹ŽŽ­­  Audit Committee Program ¤ACPÂĽ Class ­²Ž³  Director Accreditation Program ¤DAPÂĽ Class °¾Ž² Specific knowledge and expertise Finance¨ Bançing and management ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ­³­´ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

MCOT Annual Report 2012

6&.<'5&C -8A.'ĂŠ+ Ä&#x2DC; $EEC$TE ÂŹ $EEC$TE<EVMTE'ITC_LWgD* ÂŹ $EEC$TE$lTM;6'T7O<`9;

Mr. Surachai Kositsareewong Ă irector ÂŹ Ă&#x160;ember of Ă?isk Ă&#x160;anagement Committee ÂŹ Ă&#x160;ember of Ă?emuneration Committee

23


+5A;1Ä&#x152;A8 IS;9Wg ­ $ZCBT@S;: Ž¹¯ OTDZ ¹¯ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 9Wg=EX$KT$0MCTDOVLER <EVKS9 ORa$E CW_6WD +lT$S6 '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 $TE+S6$TEBT'ES2`GR_O$-; L8T<S;<S53V7@S4;<EVMTEJTL7E  =EVÂ&#x2030;Â&#x2030;T7EW ;V7VJTL7E CMTIV9DTGSDETC'lT`M*  =EVÂ&#x2030;Â&#x2030;T<S7E IV9DTGSD= O*$S;ET-OT5T+S$E Ž¹°¾ '4+586'N6 6  =ER:T;$EEC$TE <EVKS9 @Ta;ETCT _IVG6cI6 +lT$S6  9Wg=EX$KT  <EE5T:V$TE ;V7DLTEcGA `O;6aPC 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  Director Certification Program ¤DCPÂĽ EZ;­²­Ž­Ž +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  9Wg=EX$KT$0MCTD $TE<EEDTD@V_JK $TE<EVMTE+S6$TEBT'ES2`GR_O$-; '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­¾Ž 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

6&<g''%"Ă´<),'ĂŠ $EEC$TEOVLER ÂŹ =ER:T;$EEC$TE$lTM;6'T7O<`9; ÂŹ $EEC$TE$GSg;$EO**T;<EVMTE ÂŹ $EEC$TE<EVMTE 'ITC_LWgD* ÂŹ $EEC$TE$lT$S<6[`G$V+$TE

Mr. Boontham Pigulsri Ă&#x2020;ndependent Ă irector ÂŹ Chairman of Ă?emuneration Committee ÂŹ Ă&#x160;ember of Ă&#x160;anagement Affairs Ă?eview Committee ÂŹ Ă&#x160;ember of Ă?isk Ă&#x160;anagement CommitteeÂŹ Ă&#x160;ember of Corporate Ă&#x201E;overnance Committee

MCOT =L<"L35=J#dL5úýýý

Date of Birth ­ February ­¾² Age ¹¯ Current Position Independent Legal Counselor¨ Agro Ă&#x2030;edia Coª¨ LtdÂŞ Education Background  Ă&#x2030;ÂŞ AÂŞ in Public and Private Sectors Ă&#x2030;anagement¨ NIDA  LLÂŞ Bª¨ Ramçhamhaeng Ă&#x2018;niversity  Diploma¨ National Defence College Class Ž² Work Experience  Chairman¨ Panorama Ă&#x201C;orldĂłide Coª¨ LtdÂŞ  Advisor  Editor¨ Life and Home Ă&#x2030;agaĂśine £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} Director Certification Program ¤DCPÂĽ Class ­²­Ž­Ž Specific knowledge and expertise Legal advices¨ lecture¨ public and private sector management ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ­¾Ž ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

24


+5A;1Ä&#x152;A8 IS;9Wg ÂŻÂŹ CW;T'C Ž°¾Ž OTDZ ²¯ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;59Wg=EX$KT'5R$EEC$TE$TE9O*_9WgDI`M*=ER_9Jc9D '4+586',:-6  =EVÂ&#x2030;Â&#x2030;T7EW OS$KEJTL7E +ZNTG*$E5CMTIV9DTGSD  MGS$L[7E$TE$lT$S<6[`G$V+$TELlTMES<$EEC$TE`GR>[<EVMTEER6S<L[* %O*ES2IVLTM$V+`GRO*'$TECMT-; EZ;9Wg Âł L8T<S;@ER=$_$GT  MGS$L[7E;S$<EVMTEER6S<L[* MGS$L[7E9Wg ­ ¤;<Lª­¼ EZ;9Wg °Ž LlT;S$*T; $@ÂŞ  MGS$L[7E EĂ´ecutive Creative Economy Training Program EZ;9Wg ­ ¤EĂ&#x201D;CETŠ­¼ %O*LlT;S$*T;<EVMTE`GR@S4;TO*''ITCE[ ¤O*'$TECMT-;ÂĽ OĂ&#x2021;Ă&#x2030;D `GRL8T<S;JJV;9E '4+586'N6 6  $EEC$TE O*'$TELI;@F$KJTL7E  $EEC$TE O*'$TELI;LS7Ib;@ER<ECET-[=8SCB  $EEC$TE <EVKS9 `=.VA' _G_-OE ¤c9D`G;6ÂĽ +lT$S6  EO*=ER:T;$EEC$TE <EVKS9 _Of;ÂŞ.WÂŞ.WÂŞ `C_;+_C;9 `O;6 6V_IGGO=_C;9 +lT$S6  $EEC$TE <EVKS9 IW_Of;D[ _Of$.V<V-Sg;L _O_-WD `=.VA' +lT$S6  $EEC$TEOVLER <EVKS9 =ERLV9:Vk@S4;T +lT$S6 ¤CMT-;ÂĽ  $EEC$TE<EVMTE '5ROS$KEJTL7E +ZNTG*$E5CMTIV9DTGSD  $EEC$TE <EVKS9 `$E;6 `OL_L9 aP_9G `O;6 @EO@_@OE7Wh +lT$S6 ¤CMT-;ÂĽ 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;}  Financial Statements for Directors ¤FSDÂĽ EZ; ¹Ž¾  Director Certification Program ¤DCPÂĽ EZ; ­­³Ž¾ +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$TE<EVMTE+S6$TE $TE9O*_9WDg I $TEa)K5T =ER-TLSC@S;: $TELET*BT@GS$K5 $TE7GT6 `GR6T;$TE7T*=ER_9J '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ÂŽÂŤÂŽ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW Date of Birth ÂŻÂŹ Ă&#x2030;arch ­¾°¾ Age ²¯ Current Position Advisor to Board of Directors¨ Tourism Authority of Thailand Education Background  BAª¨ Chulalongçorn Ă&#x2018;niversity  Corporate Ă&#x192;overnance for Directors and High EĂ´ecutives of State Enterprises and Public OrganiĂśations ¤Class ³¼¨ Ă&#x2021;ing PraĂŚadhipoçs Institute  HighŠRançing EĂ´ecutive Course ­ ¤Class °Ž¼¨ Office of Civil Service Committee  EĂ´ecutive Creative Economy Training Program ¤Class ­¼¨ Office of Ă&#x2021;noĂłledge Ă&#x2030;anagement and Development and SASIN Work Experience  Director¨ The Botanical Ă&#x192;arden OrganiĂśation  Director¨ Ă&#x2013;oological Parç OrganiĂśation under the Royal Patronage  Director¨ Pacific Leisure ¤ThailandÂĽ Coª¨ LtdÂŞ  Ă&#x2019;ice Chairman¨ NÂŞCÂŞCÂŞ Ă&#x2030;anagement and Development Coª¨ LtdÂŞ  Director¨ Ă&#x2019;NĂ&#x2018; EĂ´hibition Asia Pacific Coª¨ LtdÂŞ  Independent Director¨ Prasitpattana PlcÂŞ  EĂ´ecutive Director¨ Faculty of Arts¨ Chulalongçorn Ă&#x2018;niversity  Director¨ Ă&#x192;rande Asset Hotel and Property PlcÂŞ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;}  Financial Statements for Directors ¤FSDÂĽ Class ¹Ž¾  Director Certification Program ¤DCPÂĽ Class ­­³Ž¾ Specific knowledge and expertise Ă&#x2030;anagement¨ Tourism¨ PR and advertising¨ Corporate image¨ Building marçeting and foreign affairsÂŞ ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ÂŽÂŤÂŽ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

MCOT Annual Report 2012

6 "',8'è%C/6g $EEC$TEOVLER  =ER:T;$EEC$TE7EI+LO<  $EEC$TE$lTM;6'T7O<`9; ¼_%T6lTE*7lT`M;*IS;9Wg 22 @FJ+V$TD; 2²²²Œ

Mrs. Phornsiri Manoharn Ă&#x2020;ndependent Ă irector ÂŹ Chairman of Audit Committee ÂŹ Ă&#x160;ember of Ă?emuneration Committee ÂĽĂ ate of Ă irectorship¡ 22 November 2­12ÂŚ

25


+5A;1Ä&#x152;A8 IS;9Wg ° $ZCBT@S;: Ž¹´ OTDZ °´ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 =ER:T;_+TM;T9Wg<EVMTE <EVKS9 O'IT_EWDL _OL_79 +lT$S6 '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 Ă&#x2030;aster Degree of Business Administration ¤Ă&#x2030;BAÂĽ Southern NeĂł Hampshire Ă&#x2018;niversity¨ NeĂł Hampshire¨ Ă&#x2018;SA  =EVÂ&#x2030;Â&#x2030;T7EW _JEK2JTL7E ¤LT%T$TE_*V;`GR$TE'GS*ÂĽ +ZNTG*$E5CMTIV9DTGSD  MGS$L[7E$TE= O*$S;ET-OT5T+S$EBT'ES2EIC_O$-; ¤=EOÂŞÂĽ EZ; Ž° L8T<S;IV-T$TE= O*$S;=ER_9J IV9DTGSD= O*$S;ET-OT5T+S$E '4+586'N6 6  $EEC$TE`GR$EEC$TE<EVMTE <EVKS9 :;T'TE$EZ*c9D +lT$S6 ¤CMT-;ÂĽ  $EEC$TE`GR$EEC$TE<EVMTE'ITC_LWgD* $TEcAA T? TD>GV7`M*=ER_9Jc9D ¤$A>ÂŞÂĽ  $EEC$TE `GR=ER:T;_+TM;T9Wg<EVMTE <EVKS9 O'IT_EWDL _OL_79 +lT$S6  $EEC$TE <EVKS9 _;_-OESG _'CV'OG +lT$S6  $EEC$TE <EVKS9 O'IT_EWDL aP_9G `O;6 EWLOE9 +lT$S6  $EEC$TE <EVKS9 O'IT_EWDL `G;6 +lT$S6 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;} Director Certification Program ¤DCPÂĽ EZ; ­²­Ž­Ž +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$TE_*V; $TE'GS* $TE@S4;TOLS*MTEVC9ES@D $TE<EVMTE$TE7GT6`GR :ZE$V+OLS*MTEVC9ES@D '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­­ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

6&& &<5&"'/%'4.88M $EEC$TEOVLER  EO*=ER:T;$EEC$TE$GSg;$EO* *T;<EVMTE  =ER:T;$EEC$TELEEMT ¼_%T6lTE*7lT`M;*IS;9Wg ¹ :S;IT'C 2²²²Œ

Mr. Yongyutt Chaipromprasith Ă&#x2020;ndependent Ă irector ÂŹ Ă&#x201C;ice Chairman of Ă&#x160;anagement Affairs Ă?eview Committee ÂŹ Chairman of Nomination Committee ÂĽĂ ate of Ă irectorship¡ Âą Ă ecember 2­12ÂŚ

MCOT =L<"L35=J#dL5úýýý

Date of Birth ° February ­¾²¹ Age °´ Current Position Chief EĂ´ecutive Officer¨ AĂ­uarius Coª¨ LtdÂŞ Education Background  Ă&#x2030;aster Degree of Business Administration ¤Ă&#x2030;BA¼¨ Southern NeĂł Hampshire Ă&#x2018;niversity¨ NeĂł Hampshire¨ Ă&#x2018;SA  Bachelor Degree in Economics ¤BÂŞ EconÂŞÂĽ ¤Ă&#x2030;onetary and Finance¼¨ Chulalongçorn Ă&#x2018;niversity  Ă&#x2020;oint StateŠPrivate Sector Course ¤Class Ž°¼¨ National Defence Studies Institute¨ National Defence College Work Experience  Director and Ă&#x2030;anaging Director¨ Ă&#x2021;rung Thai Banç PlcÂŞ  Director and Risç Ă&#x2030;anagement Ă&#x2030;ember¨ Electricity Ă&#x192;enerating Authority of Thailand  Director and Chief EĂ´ecutive Officer¨ AĂ­uarius Estate Coª¨ LtdÂŞ  Director¨ Natural Chemical Coª¨ LtdÂŞ  Director¨ AĂ­uarius Hotel and Resort Coª¨ LtdÂŞ  Director¨ AĂ­uarius Land Coª¨ LtdÂŞ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} Director Certification Program ¤DCPÂĽ Class ­²­Ž­Ž Specific knowledge and expertise Fiscal and financial¨ Real Estate Business and Development¨ Ă&#x2030;arçeting Ă&#x2030;anagement ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ­­ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

26


+5A;1Ä&#x152;A8 IS;9Wg Ž­ $ZCBT@S;: Ž¹­¹ OTDZ °­ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5$EEC$TE>[+ 6S $TE <EVK9S _Of$.@T_;f9 OV;9V_$E9 a.G[-;gS +lT$S6 '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 <EVMTE:ZE$V+ LT%T$TE<EVMTE`GR$TE+S6$TE CMTIV9DTGSDOV;_6WD;T =ER_9JLMES2O_CEV$T  =EVÂ&#x2030;Â&#x2030;T7EW IV9DTJTL7E LT%TIV9DT$TE'OC@VI_7OE CMTIV9DTGSDOSLLSC-SÂ&#x2030;  MGS$L[7E $TE$lT$S<6[`G$V+$TELlTMES<$EEC$TE`GR>[< EVMTEER6S<L[*%O*ES2IVLTM$V+ `GRO*'$TECMT-; EZ; ­ L8T<S;@ER=$_$GT '4+586'N6 6  $EEC$TE>[+S6$TE <EVKS9 _9' IS; CVILV' +lT$S6  $EEC$TE <EVKS9 c=EK5WDc9D +lT$S6  $EEC$TE>[+S6$TE <EVKS9 a$G_Cf$. CW_6WD ¤=ER_9Jc9DÂĽ +lT$S6  $EEC$TE>[+S6$TE <EVKS9 OOa7_;f9_IVE' _.OEIVL +lT$S6 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;} Director Certification Program ¤DCPÂĽ EZ; ­¹¾Ž­Ž +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;_9'a;aGDWLTEL;_9J`GR$TELYgOLTE 'OC@VI_7OE '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç Š 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW Date of Birth Ž­ February ­¾³Ž Age °­ Current Position Ă&#x2030;anaging Director¨ EĂ´panets Integrated Solution Coª¨ LtdÂŞ Education Background  Ă&#x2030;BA¨ Indiana Ă&#x2018;niversity at South Bend¨ Indiana¨ Ă&#x2018;SA  BÂŞScÂŞ in Computer Science¨ Assumption Ă&#x2018;niversity  Corporate Ă&#x192;overnance for Directors and High EĂ´ecutives of State Enterprises and Public OrganiĂśations ¤Class ­¼¨ Ă&#x2021;ing PraĂŚadhipoçs Institute Work Experience  Ă&#x2030;anaging Director¨ Taçe One Ă&#x2030;usic Coª¨ LtdÂŞ  Ă&#x2030;ember of Board of Directors¨ Thailand Post Coª¨ LtdÂŞ  Ă&#x2030;anaging Director¨ Ă&#x192;lomeĂ´ Ă&#x2030;edia ¤ThailandÂĽ Coª¨ LtdÂŞ  Ă&#x2030;anaging Director¨ Auto NetĂłorç Service Coª¨ LtdÂŞ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} Director Certification Program ¤DCPÂĽ Class ­¹¾Ž­Ž Specific knowledge and expertise Information technology and communication and Computer ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä Š ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

MCOT Annual Report 2012

6&E'.1 Ä&#x2DC;5&,58M $EEC$TEOVLER ÂŹ $EEC$TE7EI+LO< ÂĽ_%T6lTE*7lT`M;*IS;9Wg 2Âł :S;IT'C 2²²²Œ

Â&#x153;Ă Â&#x201A;Â&#x161;à °¸Ă&#x192;žĂ&#x201A;Â&#x17E;½œ²¡°¸Ă&#x201A;°º Ă&#x2020;ndependent Ă irector ÂŹ Ă&#x160;ember of Audit Committee ÂĽĂ ate of Ă irectorship¡ 2Âł Ă ecember 2­12ÂŚ

27


+5A;1Ä&#x152;A8 IS;9Wg ÂŽÂŹ $ZCBT@S;: Ž°¾´ OTDZ ¹´ = N6B/Ä&#x201D;

6DÄ&#x2122; Ä&#x20AC;5 $EEC$TE>[OlT;ID$TEbMÂ&#x2030; <C+ÂŞ OLC9 '4+586',:-6  =EVÂ&#x2030;Â&#x2030;T_O$ Docteur es Science PolitiĂ­ues ¤$TE_CYO*$TE=$'EO*ÂĽ Ă&#x2018;niversity de Strasbourg III =ER_9J?ESg*_JL  =EVÂ&#x2030;Â&#x2030;Ta9 Diplome dEtudes Approfondie es Sciences PolitiĂ­ues ¤$TE_CYO*$TE=$'EO*ÂĽ Ă&#x2018;niversity de Strasbourg III =ER_9J?ESg*_JL  =EVÂ&#x2030;Â&#x2030;T7EW ES2JTL7E<S53V7 ¤$TE7T*=ER_9JÂĽ CMTIV9DTGSD:EECJTL7E  MGS$L[7E$TE= O*$S;ET-OT5T+S$EBT'ES2EIC_O$-; ¤=EOÂŞÂĽ EZ; ¹ L8T<S;IV-T$TE= O*$S;=ER_9J IV9DTGSD= O*$S;ET-OT5T+S$E '4+586'N6 6  =ER:T;$EEC$TE <EVKS9 .Wh6 _OfC'O9 +lT$S6  =ER:T;$EEC$TE <EVKS9 c=EK5WDc9D +lT$S6  OZ=;TD$LBTCMTIV9DTGSD >[9E*'Z5IZ4V LBTCMTIV9DTGSDET-BS1LI;LZ;S;9T  $EEC$TELBTCMTIV9DTGSD >[9E*'Z5IZ4V LBTCMTIV9DTGSD_9'a;aGDWET-C*'GGT;;T  _G%T:V$TELBT$TEJX$KT LlT;S$*T;_G%T:V$TELBT$TEJX$KT $ER9EI*JX$KT:V$TE  =ER:T;$EEC$TE O*'$TELI;@F$KJTL7E $ER9EI*9ES@DT$E:EEC-T7V `GRLVg*`I6GOC  EO*=GS6LlT;S$;TD$ES2C;7EW LlT;S$*T;=GS6LlT;S$;TD$ES2C;7EW 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E&|Â&#x2DC;Â&#x17E;Â&#x201C;} cCCW +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$TE=ER-TLSC@S;: $TE_CYO*$TE=$'EO* $TE7T*=ER_9J $TE<EVMTE+S6$TE '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ŽŽ­ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

6&A1A"ôø%+ ,Ä&#x2DC;A.9&Ä&#x2DC; $EEC$TE`GR$EEC$TE>[OlT;ID$TEbMÂ&#x2030; ÂŹ EO*=ER:T;$EEC$TE<EVMTE'ITC_LWgD* ÂŹ $EEC$TE$GSg;$EO**T;<EVMTE ÂŹ $EEC$TE$lT$S<6[`G$V+$TE

Â&#x153;Ă Â&#x201A;Â?½´ºÂ&#x;´à ŸĂ&#x2026;ž½œĂ&#x201A;´½¸ Ă irector and Ă?resident ÂŹ Ă&#x201C;ice Chairman of Ă?isk Ă&#x160;anagement Committee ÂŹ Ă&#x160;ember of Ă&#x160;anagement Affairs Ă?eview Committee ÂŹ Ă&#x160;ember of Corporate Ă&#x201E;overnance Committee

MCOT =L<"L35=J#dL5úýýý

Date of Birth ÂŽÂŹ February ­¾¹¹ Age ¹´ Current Position President¨ Ă&#x2030;COT PlcÂŞ Education Background  Docteur es Science PolitiĂ­ues¨ Ă&#x2018;niversite de Strasbourg III¨ France  Diplome dEtudes Approfondie es Sciences PolitĂ­ues¨ Ă&#x2018;niversite de Strasbourg III¨ France  BÂŞ AÂŞ in Political Science ¤International Relations¼¨ Thammasat Ă&#x2018;niversity  Ă&#x2020;oint StateŠPrivate Sector Course ¤Class ¹¼¨ National Defence Studies Institute¨ National Defence College Work Experience  Chairman¨ Seed Ă&#x2030;COT Coª¨ LtdÂŞ  Chairman¨ Thailand Post Coª¨ LtdÂŞ  Ă&#x2019;ice Chairman and EĂ´pert¨ Ă&#x2018;niversity Council¨ Suan Sunandha RaĂŚabhat Ă&#x2018;niversity  EĂ´pert Ă&#x2030;ember¨ Ă&#x2018;niversity Council¨ RaĂŚamangala Ă&#x2018;niversity of Technology Lanna  SecretaryŠĂ&#x192;eneral¨ Office of Education Council  Chairman¨ Botanical Ă&#x192;arden OrganiĂśation  Deputy Permanent Secretary¨ The Prime Ă&#x2030;inisters Office £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} None Specific knowledge and expertise Public Relations¨ Political Science¨ Foreign Affair¨ and Ă&#x2030;anagement ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ŽŽ­ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

28


<<:K<0N^FF"K.cKWD2 !<ID@ K!4 2555 ¥´Ă&#x201A;¸œ½°Ă&#x192;¸ž½ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A;¸½äÂ&#x201E;ãä ")N6'+ A1$6<" ,Ä&#x2DC;.8 /'61&<&6 $EEC$TEOVLER ¤­ C$ET'C Ž¹¹¹ Š ÂŽÂł $S;DTD; Ž¹¹¹¼ +5A;1Ä&#x152;A8 IS;9Wg ÂŽÂŽ LV*MT'C Ž°¾¹ OTDZ ²­ = '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 ES2=ERJTL;JTL7E +ZNTG*$E5CMTIV9DTGSD  The Ă&#x2030;aĂŚor Case Ă&#x2030;anagement Course¨ FBI Academy¨ Ă?uantico¨ Ă&#x2019;irginia¨ Ă&#x2018;SAÂŞ  =EVÂ&#x2030;Â&#x2030;T7EW ES2=ERJTL;JTL7E aE*_EWD;;TDEOD7lTEI+ EZ;9Wg Ž´  MGS$L[7E$TE= O*$S;ET-OT5T+S$EBT'ES2EIC_O$-; ¤=EOÂŞÂĽ EZ;9Wg ­¹  MGS$L[7E>[<EVMTEER6S<L[* L8T<S;IV9DT$TE7GT69Z; ¤I79ÂŞÂĽ EZ;9Wg ² '4+586'N6 6  EO*>[<SÂ&#x2030;-T$TE7lTEI+`M*-T7V  9Wg=EX$KT ¤L<­¼ LlT;S$*T;7lTEI+`M*-T7V 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E& |Â&#x2DC;Â&#x17E;Â&#x201C;} cCCW +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  'I<'ZC $lT$S<6[`G $TE<EVMTE*T;ER6S<L[*%O*O*'$E<S*'S<b-$0MCTD %;T6bMÂ&#x2030; ¤LlT;S$*T;7lTEI+`M*-T7VÂĽ '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­¯­¹ 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

MCOT Annual Report 2012

Â&#x;žÂ&#x201A;Â&#x2013;´½Â&#x201A;Â&#x;°½Ă&#x201E;¿ž½œ¢¸½œ¡°à °Â?°Â?Ă&#x2C6;Ă&#x201E;³¡Ă&#x2C6;° Independent Director ¤­ Ă&#x2020;anuary Ž­Ž Š ÂŽÂł September Ž­Ž¼ Date of Birth ÂŽÂŽ August ­¾¹Ž Age ²­ Education Background  Ă&#x2030;ÂŞPÂŞAª¨ Chulalongçorn Ă&#x2018;niversity  Diploma¨ Ă&#x2030;aĂŚor Case Ă&#x2030;anagement Course¨ FBI Academy¨ Ă?uantico¨ Ă&#x2019;irginia¨ Ă&#x2018;SA  BÂŞAÂŞ in Public Administration¨ Royal Police Cadet Academy ¤Class Ž´¼  Diploma¨ the Ă&#x2020;oint State Š Private Sector Course ¤Class­¹¼¨ National Defense College  Diploma¨ Senior EĂ´ecutive Course¨ Capital Ă&#x2030;arçet Academy ¤Class ²¼ Work Experience  Deputy Commissioner Ă&#x192;eneral¨ Royal Thai Police  Advisor ¤Commissioned Officer ­¼¨ Royal Thai Police £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A; Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} None Specific knowledge and expertise Supervision¨ management on laĂł enforcement of largeŠsiĂśe organiĂśation ¤Royal Thai PoliceÂĽ ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ­¯­¹ ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

29


6&.' 5'A-%.<+'' =ER:T;$EEC$TE ÂŤ $EEC$TEOVLER ¤Ž :S;IT'C Ž¹¹° Š Âľ 7ZGT'C Ž¹¹¹¼ +5A;1Ä&#x152;A8 IS;9Wg ° $ZCBT@S;: Ž°¾´ OTDZ ¹´ = '4+586',:-6  =EVÂ&#x2030;Â&#x2030;T_O$ ;V7VJTL7E Ă&#x2018;niversity of London¨ Ă&#x2018;Ă&#x2021;ÂŞ  =EVÂ&#x2030;Â&#x2030;Ta9 ;V7VJTL7E Ă&#x2018;niversity of London¨ Ă&#x2018;Ă&#x2021;ÂŞ  =EVÂ&#x2030;Â&#x2030;T7EW ;V7VJTL7E`GRES2JTL7E Ă&#x2018;niversity of Ă&#x201C;ales¨ Ă&#x2018;Ă&#x2021;ÂŞ  MGS$L[7E$TE_CYO*$TE=$'EO*b;ER<O<=ER-T:V=c7DLlTMES<;S$<EVMTE ER6S<L[* ¤==EÂŞÂĽ EZ; Âą L8T<S;@ER=$_$GT '4+586'N6 6  =ER:T;MGS$L[7EJVG=JTL7ECMT<S53V7LS;7VBT@JX$KT`GR$TE9[7 CMTIV9DTGSDLDTC  _G%T:V$TE LCT@S;:LCT'CBT@D;7E`M*-T7V  >[OlT;ID$TE LCT'C>[LET*BT@D;7E`M*LMES2O_CEV$T ¤=ER_9Jc9DÂĽ  9Wg=EX$KT C[G;V:VLZ;9ETBE5  EO*=ER:T; C[G;V:VL8T<S;$TE7T*=ER_9JLETÂ&#x2030;ECD  EO*=ER:T; C[G;V:VLISL6V$TE;S$`L6*OTIZaL 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E& |Â&#x2DC;Â&#x17E;Â&#x201C;} Director Accreditation Program ¤DAPÂĽ EZ; ŽŽŽ° +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$0MCTD`GRLYgOLTECIG-; '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­²­² 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

MCOT =L<"L35=J#dL5úýýý

Â&#x153;Ă Â&#x201A;¢žà °š°ºÂ&#x161;°Ă&#x201A;´ŸĂ&#x201A;Ă&#x201E;Ă&#x2026;°½ ChairmanÂŤIndependent Director ¤Ž December Ž­­ Š Âľ October Ž­Ž¼ Date of Birth ° February ­¾¹¹ Age ¹´ Education Background  LLÂŞDª¨ Ă&#x2018;niversity of London¨ Ă&#x2018;nited Ă&#x2021;ingdom  LLÂŞĂ&#x2030;ª¨ Ă&#x2018;niversity of London¨ Ă&#x2018;nited Ă&#x2021;ingdom  LLÂŞBª¨ Ă&#x2018;niversity of Ă&#x201C;ales¨ Ă&#x2018;nited Ă&#x2021;ingdom  Certificate¨ Democracy for Senior EĂ´ecutives¨ Ă&#x2021;ing PraĂŚadhipoçs Institute¨ Class Âą Work Experience  Chairman¨ Ă&#x2030;aster of Arts in Peace Studies and Diplomacy Program¨ Siam Ă&#x2018;niversity  SecretaryŠĂ&#x192;eneral¨ National Federation of Thai Film  EĂ´ecutive Director¨ Association of American Filmmaçers  Advisor¨ Soontraporn Foundation  Ă&#x2019;ice Chairman¨ Saranrom Institute of Foreign Affairs Foundation  Ă&#x2019;ice Chairman¨ Thai Senior Art Foundation £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A; Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} Director Accreditation Program ¤DAPÂĽ Class ŽŽŽ° Specific knowledge and expertise LaĂł and mass communication ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ­²­² ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} None Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A; None

30


6&.<''%,8'è8"&Ä&#x2DC;.6 ' $EEC$TE ¤Ž :S;IT'C Ž¹¹° Š ­­ @FKBT'C Ž¹¹¹ `GR ÂŽÂŻ @FKBT'C Ž¹¹¹ Š Âł @FJ+V$TD; Ž¹¹¹¼ +5A;1Ä&#x152;A8 IS;9Wg ­¹ C$ET'C Ž°¾¾ OTDZ ¹³ = '4+586',:-6  =EVÂ&#x2030;Â&#x2030;Ta9 LT%T$TE+S6$TE_9'a;aGDWOT'TE ¤_$WDE7V;VDCOS;6S<M;Xg*ÂĽ CMTIV9DTGSD:ZE$V+<S53V7D  =EVÂ&#x2030;Â&#x2030;T7EW '5RL8T=7D$EECJTL7E ¤_$WDE7V;VDCOS;6S<M;Xg*ÂĽ +ZNTG*$E5CMTIV9DTGSD '4+586'N6 6  $EEC$TE :;T'TEOOCLV;  $EEC$TE '5R$EEC$TE>S*_CYO* $ECaD:T:V$TE`GR>S*_CYO*  $EEC$TE <EVKS9 <W9W_OL `OL_Lf9 +lT$S6 6' Ä&#x201D;6/)5.='1'%1 .%6 %.Ä&#x201D; A.'è%.65''%6''è-5E& |Â&#x2DC;Â&#x17E;Â&#x201C;} Director Accreditation Program ¤DAPÂĽ EZ; ²¯Ž³ +6%'=Ä&#x2022; +6%N66g/'ĂŤ1 +6% 5A  6T;$TEOO$`<<OT'TE $TE<EVMTE*T;a'E*$TEOLS*MTEVC9ES@D $TE7GT6`GR$TE%TD '4+586'AÄ&#x2022;6'Ä&#x201D;+%'4<% 4''%6''è-5DÄ&#x152;äççç ­¹­² 'ESh* 6';1/<Ä&#x2022;% Â&#x201A;1.%|ĂĽĂŁÂ&#x192;ãäÂ&#x192;çç} cCCW '4+586'N6 86 /%6&D'4&4ĂŁÂ&#x201E;Ä&#x152;9I Ä&#x201D;6%6 cCCW

MCOT Annual Report 2012

Mr. Sutham Siritipsakorn Director ¤Ž December Ž­­ Š ­­ Ă&#x2030;ay Ž­Ž and ÂŽÂŻ Ă&#x2030;ay Ž­Ž Š Âł November Ž­Ž¼ Date of Birth ­¹ Ă&#x2020;anuary ­¾¹² Age ¹³ Education Background  Ă&#x2030;aster of Science ¤­st Honsª¼¨ Building Technology Ă&#x2030;anagement¨ DhuraçiĂŚ Pundit Ă&#x2018;niversity  BÂŞArchÂŞ ¤­st Honsª¼¨ Chulalongçorn Ă&#x2018;niversity Work Experience  Director¨ Ă&#x192;overnment Saving Banç  Director¨ Department of Public Ă&#x201C;orçs and ToĂłn ¢ Country Planning  Director¨ BTS Asset Coª¨ LtdÂŞ £à °¸½¸½œ¿à žœà °Ÿžà œ°½¸Ă&#x2030;´³ÂąĂ&#x2C6;£¡°¸Â&#x2DC;½Ă&#x201A;Ă&#x192;¸Ă&#x192;Ă&#x201E;Ă&#x192;´ž¾Â&#x201C;¸à ´²Ă&#x192;žà Ă&#x201A; Â?Ă&#x201A;Ă&#x201A;ž²¸°Ă&#x192;¸ž½|Â&#x2DC;Â&#x17E;Â&#x201C;} Director Accreditation Program ¤DAPÂĽ Class ²¯Ž³ Specific knowledge and expertise Building design¨ Real Estate Ă&#x2030;anagement¨ Ă&#x2030;arçeting and Sales ¥´²žà ³ž¾Â&#x2018;ž°à ³Ă&#x;Ă&#x201A;Â&#x153;´´Ă&#x192;¸½œĂ&#x201A;Â?Ă&#x192;Ă&#x192;´½³°½²´¸½äÂ&#x201E;ãä ¢¡°à ´¡ž³¸½œĂ&#x201A;Ă&#x192;°Ă&#x192;Ă&#x201E;Ă&#x201A;|°Ă&#x201A;ž¾ĂĽĂŁÂ&#x192;ãäÂ&#x192;ãä} Â&#x2DC;´œ°à ´²žà ³¸½¿°Ă&#x201A;Ă&#x192;ĂŁÂ&#x201E;Ă&#x2C6;´°à Ă&#x201A;

­¹­² None None

31


4 =Ä&#x2022;'è/6'

Management Team

6&A1A"ôø%+ ,Ä&#x2DC;A.9&Ä&#x2DC; $EEC$TE>[OlT;ID$TEbMÂ&#x2030; Mr. Anek Permvongseni President

6&.<'4A44,8) EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; Mr. Sura Gaintanasilp Executive Vice President

6&A -6"'/% 6 MSIM;T_+TM;T9Wg6T;$TE_*V; Mr. Jessada Promjart Chief Financial Officer

MCOT =L<"L35=J#dL5úýýý

6 + D %/6'54 EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; Mrs. Duangchai Maharakkhaka Executive Vice President

6 %)6.8'è 18,'6 ='1&<&6 EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; Mrs. Kamalasiri Isarankura na Ayudhya Executive Vice President

32


6&45&+ ,Ä&#x2DC;1 ,'ĂŠ EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; Mr. Thanachai Wongthongsri Executive Vice President

6 ("'"6A"Ăľ&' EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; `GRES$KT$TE>[-ID$EEC$TE >[OlT;ID$TEbMÂ&#x2030; LlT;S$:ZE$V+LYgObMC Mrs. Kritaporn Parkpien Executive Vice President and Acting Senior Vice President, Office of New Media Business

MCOT Annual Report 2012

6 .<8,6A/);1 E"C' Ä&#x2DC; EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; Mrs. Suthisa Luangphairoj Executive Vice President

6&")5&+è8 5&<) EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; Mr. Polchai Vinijchaikul Executive Vice President

33


6&.6%5&N6 ' >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$IV9DZ Mr. Sanamchai Gamjorn Senior Vice President, Radio Office

6&+èC 16 /6g >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$%TIb;=ER_9J Mr. Wichok Arjharn Senior Vice President, Office of Domestic News Bureau

6&)8)6&)8è >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$IVJI$EECa'E*%TD Mr. Chalit Lailikit Senior Vice President, Network Operations Office

MCOT =L<"L35=J#dL5úýýý

6 '6'65'5"5<Ä&#x2DC; >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$%TI7T*=ER_9J Mrs. Pratana Nuntaratapan Senior Vice President, Office of International News Bureau

6 8ø%1 Ä&#x2DC;A&H.6& >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$$TE%TD Mrs. Nimanong Yensabay Senior Vice President, Sales Office

6 .6+%6)8")9'4A.9&' >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$$TE7GT6 Miss Malin Palathirasathien Senior Vice President, Marketing Office

34


6 Ä&#x201D;18"&Ä&#x2DC;'A,'-Ä&#x2DC;<) >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$ MCOT ACADEMĂ&#x2013; Mrs. Chotip Norasetkul Senior Vice President, MCOT Academy Office

6 )$6%6,5+''4 >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$>[7EI+$TE:ZE$V+ Mrs. Lapamas Tantawatana Senior Vice President, Office of Business Inspector

6&.% è8.%='Ä&#x2DC; >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$<EVMTE$GT* Mr. Somchit Chinsomboon Senior Vice President, Office of General Administration

MCOT Annual Report 2012

6&1N6")' 'è'Ä&#x2DC; >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$7EI+LO<BTDb; Mr. Ampon Songjarin Senior Vice President, Office of Internal Audit

6&.<68.8%6' >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; =ER+lTLlT;S$OlT;ID$TE Mr. Suchati Simakorn Senior Vice President, Attached to the Office of the Executive Secretary

6& 8<-

>[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$OlT;ID$TE Mr. Kanit Budsabong Senior Vice President, Office of the Executive Secretary

35


6&1<.'Ä&#x2DC;,8'è68 >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; =ER+lTLlT;S$OlT;ID$TE Mr. Anusorn Sirichart Senior Vice President, Attached to the Office of Executive Secretary

6&$6<A.9&'" Ä&#x2DC; >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$9ES@DT$EC;ZKD Mr. Panu Satienpoch Senior Vice President, Human Resources Office

6 ,<$+''''%+8'6"' >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$<SÂ&#x2030;-W`GR$TE_*V; Mrs. Suphawan Thumvachiraporn Senior Vice President, Office of Accounting and Finance

MCOT =L<"L35=J#dL5úýýý

6&.818&6+èC' Ä&#x2DC; >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$$0MCTD Mr. Sonthi Itchayawiroj Senior Vice President, Office of Legal Affairs

6 .6+5,6+91 '4A.'è >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$_G%T;Z$TE<EVKS9 Miss Tassanawadee Thongprasert Senior Vice President, Office of Corporate Secretary

6 +è$66 <&,"' ES$KT$TE>[-ID$EEC$TE >[OlT;ID$TEbMÂ&#x2030; LlT;S$a9E9SJ; Mrs. Vipada Jatuyosporn Acting Senior Vice President, Office of Television

36


C ' .'ĕ 6

'6&Eĕ Income Structure

MCOT M COT Ann Annual nual RReport eport 20 2012 012

3377


X<!C< K!<K;Z- Income Structure 4<IV90F!<K;Z- 4 2554 Income ¡trĂ&#x2122;ctĂ&#x2122;re 2011

3.2%

16.8%

16.1%

ETDc6+T$<EV$TE9T*a9E9SJ; Television ETDc6+T$<EV$TE9T*IV9DZ Radio ETDc6+T$$TEEIC6lT_;V;$V+$TE Joint Operation ETDc6OYg; Others

63.9%

4<IV90F!<K;Z- 4 2555 Income ¡trĂ&#x2122;ctĂ&#x2122;re 2012

3.5%

15.6%

15.9%

ETDc6+T$<EV$TE9T*a9E9SJ; Television ETDc6+T$<EV$TE9T*IV9DZ Radio ETDc6+T$$TEEIC6lT_;V;$V+$TE Joint Operation ETDc6OYg; Others

65%

38 MCOT =L<"L35=J#dL5úýýý


CJ-C @2K<.>K- 4 2555 MarĂ?et ¡Ă&#x152;are 2012

4%

-O* 3  Ch. 3 -O* ²  Ch. ² -O* ´  Ch. ´

Modern 9 NBT TPBS (0%)

-O* 3  Ch. 3 -O* ²  Ch. ² -O* ´  Ch. ´

Modern 9 NBT TPBS

18% 28% 31% 19%

CJ-C @25R $: 4 2555 ÂĽĂ&#x2122;dience ¡Ă&#x152;are 2012

4% 1%

8% 33% 47% 6%

39 MCOT Annual Report 2012


CM20<J7;D:Q2V@N;2 Â&#x2018;> K23K0Â&#x2019; CĂ&#x2122;rrent ÂĽssets Â&#x2018;Million ÂŚaĂ&#x152;tÂ&#x2019;

LV;9ES@DMCZ;_IWD; Current Assets LV;9ES@DcCMCZ;_IWD; Non - current Assets

D2N_CM2D:Q2V@N;2 Â&#x2018;> K23K0Â&#x2019; CĂ&#x2122;rrent LiaĂ&#x2020;ilities Â&#x2018;Million ÂŚaĂ&#x152;tÂ&#x2019;

M;WhLV;MCZ;_IWD; Current Liabilities M;WLV;cCMCZ;_IWD; Non - current Liabilities

40 MCOT =L<"L35=J#dL5úýýý


C @2F!5R /PFDQ 2 Â&#x2018;> K233K0Â&#x2019;Â&#x2019; ŠĂ&#x2022;Ă&#x2122;ity Â&#x2018;Million ÂŚaĂ&#x152;tÂ&#x2019;

LI;%O*>[8YOMZ;%O*<EVKS9 EĂŽuity attributable to owners of the company LI;c6_LWD9WgcCCWOlT;T+'I<'ZC Non-controlling interests

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41 MCOT Annual Report 2012


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MCOT =L<"L35=J#dL5úýýý


Dividend Payments MC³¸ ´ublic Company Limited ‘MC³¸ ´lc—’ MCOT Public Company Limited’s policy on dividend payment to distribute not less than ±­ percent of its remaining net profits after the deduction of all kinds of provision determined by MCOT Plc. However, Dividend per SÌare ‘¹nit ž ¦aÌt’

Interim Öear End

Dividdend payout ratio

Earnings per share ¥Baht¦ Dividend payout ratio ¥¢¦

Subsidiary Company ´anorama »orldÛide Company Limited Dividend per sÌare ‘¹nit ž ¦at̒

Dividend per share

Dividend payout ratio

Earnings per share Dividend payout ratio ¥¢¦ 43

MCOT Annual Report 2012


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MCOT =L<"L35=J#dL5úýýý

44


REPORT FROM THE BOARD OF DIRECTORS ON THE RESPONSIBILITY FOR THE PREPARATION OF FINANCIAL STATEMENTS Financial reports shown in the Company’s Annual Report consisted of the statement of financial position, the statement of income, the statement of changes in shareholders’ equity, the statement of cash flows and notes to the financial statements were prepared by the Company’s management in compliance with the generally accepted accounting principles under the Accounting Act, B.E.2²±3, including those under the Accounting Profession Act, B.E.2²±´ and the regulations on the preparation and submission of financial reports set forth by the Securities and Exchange Commission under the Securities and Exchange Act, B.E.2²3², by considering the appropriate accounting policy, consistent practices, careful discretion and best estimation as well as adequate information disclosure. The Board of Directors has provided and maintained the efficient internal control system of the Company to reasonably ensure that accounting records shall be treated accurately, completely and sufficiently to take care of the Company’s assets and any dishonesty or abnormal acts shall be extensively prevented. The Board of Directors appointed the Audit Committee consisting of directors who have been independent from the Company’s management. The Audit Committee was assigned duties of supervising and reviewing financial reports of the Company to keep them recorded accurately and efficiently whereas the internal control system and internal audit have been undertaken properly and efficiently. Comments of the Audit Committee regarding these matters were shown in the Report from the Audit Committee contained in this Annual Report. MCOT Plc. assigned the certified public accountant, the Office of the Auditor General of Thailand, to conduct the audits of such financial statements in accordance with the generally accepted accounting standards to report its independent opinion about the accuracy and appropriateness of financial status and performance shown in those financial statements. The report of the certified public accountant is also shown herein.

“¸Ý™¾àßÓÌؾÌÐÙÒÛÝÌßÓàؔ

Chairman of the Board MCOT Public Company Limited

MCOT Annual Report 2012

45


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MCOT =L<"L35=J#dL5úýýý

46


Report of the Audit Committee The Audit Committee of MCOT Public Company Limited is composed of the independent directors, who are experts in the fields of finance and organization management, namely Mrs. Phornsiri Manoharn, as a Chairman of the Audit Committee, Mr. Prasert Kasemkomase and Mr. Kraitos Ongchaisak, as the members of the Audit Committee. During the year ®0­®¨ there óere changes in the Audit Committee¨ the details of óhich are as folloós¶ 1. Mr. Premkamon Tinnakorn Na Ayutthaya, holding the position of Chairman of the Audit Committee from December 2´, 2­11 to May 1­, 2­12. 2. Mr. Sutham Siritipsakorn, holding the position of a member of the Audit Committee from Çanuary 2±, to May 1­, 2­12. 3. Mr. Surachai Kositsareewong, holding the position of member of the Audit Committee from Çanuary 2± to May 1­ ,2­12 and Chairman of the Audit Committee from May 11, to November 22, 2­12. ±. Pol. Gen. Panupong Singhara Na Ayudhya, holding the position of a member of the Audit Committee from May 11, to September 2³, 2­12. ². Mr. Khemchai Chutiwongse, holding the position of a member of the Audit Committee from October 1´, to December 2³, 2­12. ³. Mr. Öongyutt Chaipromprasith, holding the position of a member of the Audit Committee from December ±, to December 2³, 2­12. ´. Mrs. Phornsiri Manoharn, holding the position of Chairman of the Audit Committee from December 2³, 2­12 up to now. µ. Mr. Prasert Kasemkomase, holding the position of a member of the Audit Committee from December 2´, 2­11 to Çanuary 2±, 2­12, and from May 23, 2­12 up to now. ¶. Mr. Kraitos Ongchaisak, holding the position of a member of the Audit Committee from December 2³, 2­12 up to now. For the year 2­12, the Audit Committee had a total of 12 meetings with the Company’s top executives and departments managers, ¶ of which were those with the top executives. The Audit Committee also had ± meetings with external auditor, the Office of the Auditor General ¥OAG¦, to review financial statements of MCOT. The Audit Committee performed under scope of duties and responsibilities assigned by the Board of Directors and in conformity with the Audit Committee Charter of MCOT, the regulations of the Stock Exchange of Thailand and guidelines for the Audit Committee of state enterprises such as reviews of financial statements, reviews of risk management, reviews of internal control system, reviews of connected transactions, approval of internal audit plans and supervision of internal audit, offering opinions on the appointment of the auditor and determination of the auditor’s fee. The aforesaid duties and responsibilities are detailed below. Revieós of íuarterly and yearly financial statements This is to ensure that the financial statements have been prepared accurately and creditably. The Audit Committee invited the Company’s auditor to attend every meeting held to consider the quarterly and yearly financial statements. The auditor determined the accuracy and completeness of financial statements, sufficiency of disclosure after the date of the financial statements, adjusting entries materially affecting the financial statements in accordance with the financial statements certified and reviewed by the Office of the Auditor General. Revieós of risç management The Audit Committee’s reviews included the 2­12 Risk Management Plan and the results of risk management assessments of the Risk Management Committee and the audit findings of risk management audit in line with the audit plan prepared by the Internal Audit Office to ensure that the Company’s risks have been minimized to an acceptable level. MCOT Annual Report 2012 47


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MCOT =L<"L35=J#dL5úýýý

48


Revieós of internal control system The Audit Committee reviewed the audit findings, and revised the internal control system in accordance with the audit plan prepared by the Internal Audit Office to ensure the Company’s adequacy of internal control system for its business operations and attainment of the established objectives of internal control with respect to operational efficiency, utilization of organization resources which includes maintenance of assets, preventing or minimizing defects, damages, leakage and waste or fraud, creditability of financial statements, operations in compliance with related laws, rules, requirements and resolutions of the Council of Ministers. In 2­12, MCOT Plc. evaluated its internal control in accordance with the regulations of the Office of the General Auditor on Setting up the Internal Control Standards B.E. 2²²² ¥2­12¦. Revieós of connected transactions The Audit Committee reviewed all connected transactions and information disclosure of MCOT Plc., congruent with the notifications and guidelines of the Securities and Exchange Commission ¥SEC¦ and the Stock Exchange of Thailand ¥SET¦. Supervision of internal audit affairs and approval of Annual Internal Audit Plan The Audit Committee approved the ²-year internal audit plan and the annual internal audit plan, which were prepared by taking into account the Company’s risk-based compliance, relevant to the Company’s strategy and direction. The Audit Committee also reviewed the results of internal audit and gave comments and followed up the improvements of certain significant audited issues as prescribed in the report on the results of internal audit. Revieós of asset maintenance assessment The Audit Committee reviewed the results of the audit of the maintenance of fixed asset register with respect to technical devices to ensure that the existing assets are consistent with the Company’s records. Revieós of reports on disclosure of conflicts of interest of MCOT Plcª The Audit Committee reviewed the reports on the disclosure of conflicts of interest of the Company’s employees in every department. Every official and employee of the Company is required to disclose his¬her conflicts of interest in compliance with the Principles of Good Governance. Revieós of appointment of the auditor and determination of the auditors fee The Audit Committee considered and approved the re-appointment of the Office of the General Auditor as the auditor of MCOT Plc., to be proposed to the Board of Directors for consideration, and to the 2­12 Annual General Meeting of Shareholders for further consideration and approval. Self©assessment The Audit Committee reviewed and evaluated the self-assessment results of the Audit Committee, both collectively and individually through both self-evaluation and cross-evaluation to ensure the efficient performance of the Audit Committee and its compliance with the regulations of the Stock Exchange of Thailand as well as guidelines for the Audit Committee in state enterprises as prescribed by the Ministry of Finance. The Audit Committee has always attached great importance to internal control and risk management to ensure the Company’s adherence to the Principles of Good Governance, adequacy and appropriateness of internal control for business operations, effective risk management with risks being minimized to an acceptable risk level, accuracy and reliability of accounting system and financial reports as well as compliance with all related laws, rules and regulations associated with business operations.

“¸Ýޙ»ÓÚÝÙÞÔÝÔ¸ÌÙÚÓÌÝٔ Chairman of the Audit Committee

MCOT Annual Report 2012

49


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MCOT =L<"L35=J#dL5úýýý

2555

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´1µ.µ 11².­ ¶3.2

50


Key Financial Information Consolidated Financial Statements Performance

Statement of financial position ¥Million Baht¦ Current Assets Non - current Assets Total Assets Current Liabilities Non - current Liabilities Total Liabilities Equity attributable to owners of the company Non-controlling interests Total Eíuity Total liabilities and shareholders eíuity Ôork Performance ¥Million Baht¦ Total Revenues Revenues from Television Business Revenues from Radio Business Additional income aside from agreement Revenues from Çoint Operation Revenues sharing from joint operation Amortization of deferred revenue Compensation revenue Other income

MCOT Annual Report 2012

2012

2011

2010

³,23´.¶ ²,­1­.3 ­­¨®°´ª® 1,¶²´.µ 1,2²1.³ ¯¨®09ª° ´,¶´¶.¶ ²µ.¶ ´¨0¯´ª´ ­­¨®°´ª®

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±¨9¯9ª0 3,µ²¶.µ ¶±2.± ±³.´

±¨¯­®ª³ 3,3¶².² µ²².2 2­.µ

±¨¯±²ª­ 3,²3­.2 µ¶µ.µ -

´3².­ 1±².± 2­¶.´

´±2.­ 111.´ 1´.2 1´­.3

´1µ.µ 11².­ ¶3.2

51


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MCOT =L<"L35=J#dL5úýýý

52


Performance

2012

2011

2010

Total eôpenses Costs of television and radio broadcasting Costs of joint operation Selling expenses Administrative expenses Executive remuneration Other expenses Finance costs

¯¨²­9ª± 2,3­´.­ 11².± 312.3 µ2².² ±µ.1 1.1 1­.1

¯¨®²±ª³ 2,­³µ.3 112.± 2²2.1 ´´´.¶ ±±.1 1.­ ¶.¶

¯¨¯0²ª° 2,­1´.µ 11².´ 2¶­.´ µ12.² ²¶.´ 1.± -

Profit for the year Non-controlling interests Oóners of the Company Earnings per share

­¨³²´ª° ¶.³ ­¨³±´ª9 ®ª±²

­¨¯³²ª° 2­.­ ­¨¯±²ª° ­ª9³

­¨°°²ª­ 22.µ ­¨°®¯ª¯ ®ª0³

2¶.µ 22.­ 1².´ 2.²³

2².¶ 1µ.­ 12.¶ 1.¶´

2².³ 1µ.± 13.² 2.­´

Financial Ratios Net Profit Margin to Total Income ¥¢¦ Returns on Equity ¥¢¦ Returns on Total Assets ¥¢¦ Net Income per Share ¥Baht¦

MCOT Annual Report 2012

53


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MCOT =L<"L35=J#dL5úýýý

54


The Management’s discussion and Analysis on the Company’s Operating Results According to the Company’s operating results for the year 2­12, the Company’s net profit of Baht 1,´³¶ million or a 2µ¢ increase from last year includes a net profit of 1,´²¶ million baht of the parent company’s shareholders and a net profit of Baht 1­ million of minority interest. £·e žÅerÅieÆ of t·e Com¿anÈßs and its Su±sidiariesß ž¿eratin¶ ¡esults Ònit· Million Baht ¥Audited¦ 2012

2011

y C·an¶e

Total Revenues TV Revenue Radio Revenue ÇV Additional income from the agreement of understanding Other Revenues

±¨9¯9 3,µ³­ ¶±2 µµ­ ±´

±¨¯­¯ 3,3¶³ µ²² µ´1 21

­® 1± 1­ 1 12±

21­

1´­

Eôpenses Net Profit Minority Parent EPS ¥Baht¦

¯¨²®0 ­¨³²9 1­ ­¨³±9 2.²³

¯¨®±³ ­¨¯³² 2­ ­¨¯±² 1.¶´

­­ ®´ -²­ ¯0 3­

A 12¢ increase in the Company’s total revenue in 2­12 compared to last year was derived from revenue growth across all products, particularly that from television and interest income which was attributable to the Company’s ability to improve its cash management, the details of which are as follows·

MCOT Annual Report 2012

55


ETDc6a9E9SJ; = ®±±± _@VgC%Xh;EODGR ²1 b;c7ECTL ± `GREODGR 1± _CYgO_9WD<$S<-I*_6WDI$S;%O*= 2²²± +T$ETDc6a)K5Tb; ETD$TE%O* OLC9 9Wcg CEICETD$TE=ER_B9%TI`GRETD$TE$TE7;[ ¥Own program¦ _7V<a78X*EODGR ²² `GRETDc6a)K5Tb;ETD$TE %TI _@VgC%Xh;EODGR 2´ 9lTbML8T;Wa9E9SJ;aC_6VE;c;; DS*'*ES$KTLI;`<*9T*$TE7GT6_=;OS;6S<9Wg 3 %O*OZ7LTM$EECa)K5T a9E9SJ;9Wg_@VgC%Xh;8X*EODGR 31 +T$$TEb-_*V;>T;LYgOa9E9SJ;9WgDS*'*_7V<a7ODT*7O_;YgO* LI;M;Xg*CT+T$b;= 2²²² CW$TE8TD9O6 ETD$TE$WNTLlT'S‰e EIC8X*$TE+S6`'C_=‰$TE7GT6-I*ERMIT*$TE`%*%S; _-; $WNTaOGVC='+T$=ER_9JOS*$FK AZ7<OGD[A T `-C= _=D;GW$ AZ7.OG-V*`-C= aG$ EIC9Sh*ETDc6+T$a'E*$TE9Wg_$WgDI$S<$TE9lT=ER-TLSC@S;:L*_LEVCBT@GS$K5bM$S<M;ID*T; ET-$TE`GR_O$-; 9Sh*;Wh@<IT$TE=ES<$GDZ9:6T;ET'T`GR$TE+S6`@f'_$+$TE%TDbM7O<L;O*'ITC7O*$TE%O*G[$'T`GR7GT6 ODT*7O_;YgO* 7GO6+;$TE<EVMTEOS7ET$TEb-_IGTa)K5T ¥Òtilization Rate¦ ODT*CW=ERLV9:VBT@ _=;OW$=++SD9WgL*>G7OETDc6 a6DOS7ET$TEb-_IGTa)K5T ¥Òtilization Rate¦ _,GWgDb;-I* Prime Time `GR Non - Prime Time _@VgCL[*%Xh;+T$=$O; EIC8X*$TE MTETDc6+T$`MG*OYg; e OT9V $V+$EECM;T+O+T$ETD$TE a6D%DTD`;I9T*$TE7GT6L*_LEVCETD$TE9WgCWOD[ `GR$V+$EEC@V_JK _@VgCCT$%Xh; _-; ¶ Entertain Surprise Trip, $TE=ER$I6;T*LTIc9D ;O$+T$;Wh:ZE$V+LYgObMCDS*_=;OW$:ZE$V+M;Xg*9Wg9lTbMETDc6%O* :ZE$V+a9E9SJ;_@VgC%Xh;_CYgO_9WD<$S<=9Wg>T;CT a6DCW$TE_7V<a7'V6_=;EODGR 11² %O*=9Wg>T;CT a6DCT+T$ETDc6'T_-T `GRETDc6 a)K5Tb;a9E9SJ;6TI_9WDC -O*ETD$TE9WOg O$OT$TJ>T; MCOT Network a6D_=;6TI_9WDCER<< C band +lT;I; 1² -O* ¥OLC9 6lT_;V;$TE>GV7_@YgO$TEOO$OT$TJ-O* MCOT 1 `GR MCOT Ôorld `GRES<+T*6lT_;V;$TE-O* Bangkok City Channel¦ >T;9T* TrueVisions +lT;I; ² -O* `GR>T;9T* GMM Grammy +lT;I; 13 -O* ETDc6IV9DZQ = ®±±± _@VgC%Xh;EODGR 2´ b;c7ECTL ± `GREODGR 1­ _CYgO_9WD<$S<-I*_6WDI$S;%O*= 2²²± +T$$TE9lT$V+$EEC @V_JK_@VgC_7VCEIC$S<>[L;S<L;Z;;O$_M;YO+T$$TE%TD_IGTa)K5T .Xg*CT+T$ETDc6%O*L8T;WIV9DZb;LI;$GT*9Wg_7V<a78X*EODGR 13 a6D_@VgC%Xh;_$YO<9Z$L8T;W a6D_,@TRL8T;WIV9DZQ _OA._OfC. 1­´ `GRL8T;WIV9DZQ _OA._OfC. 1­­.² 9Wg_7V<a7CT$$ITEODGR ±­ EIC9Sh* $TE9lT7GT6%O*L8T;WIV9DZQ b;LI;B[CVBT'9WgDS*'*CW$TE_7V<a7%O*ETDc6a)K5TODT*7O_;YgO* `CIT+RCW$TE`%*%S;_@VgC%Xh;+T$ _'_<VhG9WIW `GRLYgObMCOYg;e L8T;WIV9DZLI;$GT*`GRLI;B[CVBT'DS*'*ES$KTLI;`<*$TE7GT6`GR2T;G[$'TcIc6ODT*7O_;YgO* a6DL8T;WIV9DZQ _OA._OfC. ¶² G[$9Z*CMT;'E L8T;WIV9DZQ _OA._OfC. ¶´.² ¥Seed FM¦ L8T;WIV9DZQ _OA._OfC. ¶¶ ¥Active Radio¦ `GR L8T;WIV9DZQ _OA._OfC. 1­´ ¥Met 1­´¦ DS*'*'EO*OS;6S<'ITC;VDC+T$>[A*_=;OS;6S<M;Xg*b;$GZC_= TMCTD ¥Segment¦ %O*7;_O*

MCOT =L<"L35=J#dL5úýýý

56


Television The Company’s ²1¢ increase in its television revenue in α-2­12 and 1±¢ over the year compared to the same period of 2­11 was attributable to the growth of advertising revenue from the in-house production programs of Modernine TV ¥excluded News and Cartoon Programs¦, which grew ²² ¢. Besides, a 2´¢ increase in revenue from news programs contributed to Modernine TV’s ability to maintain its third position in terms of market share of TV advertising industry which achieved a 31¢ growth resulted from the continuous rise of advertising spending on TV. This was partly due to an increase in live telecasts and marketing campaign of many major sporting events in 2­12 such as the Olympics 2­12, the ÒEFA Champions League, the 2­12 FIFA Futsal Ôorld Cup as well as revenue from public relations projects to promote corporate image of government and private agencies. It was also found that the improvement of pricing strategy and sales package management to better and continuously meet the needs of customers and market as well as the efficiency in managing airtime utilization were key drivers of its revenue growth. This can be seen from higher average of utilization rate of both prime-time and non-prime time slots than that of 2­11. In addition, revenue from other sources such as on-screen activities expanded from existing program promotional marketing and special events such as ¶ Entertain Surprise Trip, Miss Thailand 2­12, contributed to such positive effects. The performance of new media business with a 11²¢ growth from 2­11 also resulted in an increase in television revenue from 2­11. These sources of revenue were satellite transponder rental and advertising revenue from satellite TV channels delivered through MCOT Network of 1² channels in C band satellite TV system ¥MCOT produced and operated 2 channels· MCOT 1 and MCOT Ôorld and was hired to operate Bangkok City Channel¦. ² channels can be viewed through TrueVisions and other 13 channels can be viewed through GMM Grammy’s satellite TV system. Radio The Company’s radio revenue increased 2´¢ in α-2­12 and 1­¢ over the year compared to the same period of 2­11. The growth was due to additional revenues from co-organizing more special events with sponsors other than that from selling advertising time of central radio stations which achieved a 13 ¢ growth. Of all central radio stations, FM 1­´ MHz and FM 1­­.² MHz exhibited exceptional performance, achieving a more-than-±­¢ growth. Besides, it was due to the improved marketing strategies of its regional radio stations that have enabled their revenue to continuously grow despite increasingly intense competition arising from cable TV and new media operators. In addition, both central and regional radio stations were able to retain their market share and customer base. The Company’s FM ¶² MHz, Luk Thung Mana Nakorn, FM ¶´.² MHz ¥Seed FM¦, FM ¶¶ MHz ¥Active Radio¦ and FM 1­´ MHz ¥MET 1­´¦ were able to maintain its high popularity and number one ranking in their segments.

MCOT Annual Report 2012

57


'Tb-+TDEIC _@VgC%Xh;EODGR 11 +T$= 2²²± a6D'Tb-+TDb;$TE6lT_;V;*T; ¥a9E9SJ; LYgObMC `GRIV9DZ¦ .Xg*'V6_=;EODGR ³± %O* 'Tb-+TD9Sh*MC6 _@VgC%Xh;+T$=9gW>T;CTEODGR 12 .Xg*LI;bM‰_=;'Tb-+TDb;$TE6lT_;V;*T;%O*a9E9SJ;`GRLYgObMC ¥MCOT Network¦ .X*g CT+T$'Tb-+T Db;$TE>GV7ETD$TEL6 `GRETD$TE%TI ¥VDO Ôall `GR Bird’s Eye News¦ 'Tb-+T Db;$TE8TD9O6L6 $WNTaOGVC=' 5 =ER_9JOS*$FK ;O$+T$;WhDS*CW'Tb-+TD$TE%TD.Xg*_@VgC7TCLS6LI;%O*ETDc6 `GR'Tb-+TDa'E*$TE@V_JK`GR $V+$EECOYg;e _-; $TE=ER$I6;T*LTIc9D `GR'Tb-+TDb;$TE_-Tb-<EV$TE8TD9O6LS‰‰T5a9E9SJ; Ku band _@YgO%DTD-O* 9T*$TEMTETDc6a6D OLC9 _EVCg bM<EV$TE_7fCJS$DBT@b;= 2²²² 9lTbM'T b-+T Db;LI;;W_h @VCg %X;h _CYOg _9WD<$S<-I*_6WDI$S;%O*=$O ; $lTcELZ9:V LlTMES<= 2²²² CW+lT;I; 1,´³¶ GT;<T9 _@VgC%Xh;EODGR 2µ _CYgO_9WD<$S<-I*_IGT_6WDI$S;%O*=9Wg>T;CT a6D_=;$lTcE LZ9:VLI;9Wg_=;%O*<EVKS9bM‰ +lT;I; 1,´²¶ GT;<T9 MEYO'V6_=; 2.²³ <T97OMZ;

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MCOT =L<"L35=J#dL5úýýý

58


Total expenses Total expenses in 2­12 rose 11¢ from 2­11 due to higher operating expenses of television and radio businesses which accounted for ³± ¢ of its total expenses or a 12¢ increase from last year. The increase was mainly derived from producing more live programs including those related to news production ¥VDO Ôall and Bird’s Eye News¦ and live broadcast of the Olympics 2­12 in the ÒK ¥London Games¦. Besides, sales expense which increased proportionally to earned revenue and expenses incurred from organizing special projects and events such as Miss Thailand Pageant and rental fees for the use of Ku band satellite TV to generate more revenue resulted in increased total expenses. The Ku band satellite TV service with full capacity which was available in 2­12 also caused an increase in total expenses compared to the same period last year. Net Profit The Company’s net profit of 1,´³¶ million baht in 2­12 or a 2µ¢ increase compared to the same period last year includes a net profit of Baht 1,´²¶ million of the shareholders of the parent company or Baht 2.²³ per share. sset€ ›ia±ilities and S·are·olderßs ”ÀuitÈ

Ònit· Million Baht ¥Audited¦

Asset Liabilities Shareholder’s Equity

2012

2011

11,2±µ 3,2­¶ µ,­3¶

1­,³²1 2,¶¶3 ´,³²µ

y C·an¶e

³ ´ ²

Ôith the total assets of Baht 11,2±µ million, total liabilities of Baht 3,2­¶ million and total shareholder’s equity of Baht µ,­3¶ million, MCOT Plc.’s financial position remains strong.

MCOT Annual Report 2012

59


9K@IFQ.CKD<<:W>IK<W !J2 BT@EIC*<a)K5T= 2²²² CWC[G'TEIC 113,´²­ GT;<T9 _7V<a7_@VgC%Xh;+T$= 2²²± EODGR µ.³ a6Db;-I* ± _6YO;`E$ %O*= 2²²² CWOS7ET$TE_7V<a7_@WD*EODGR 1.² _;YgO*+T$>G$ER9<+T$L8T;$TE5CMTOZ9$BSD9Wg_$V6%Xh;b;-I*c7ECTL ± = 2²²± .Xg*9lTbMCW$TE-RGO$TEb-*<a)K5Tb;-I*_IGT6S*$GTI`GRCW>G7O_;YgO*CT8X*-I* ± _6YO;`E$%O*= 2²²² ODT*cE$f7TC>[.YhO LYgOa)K5Tc6_EVgC9DODb-*<a)K5T_@VgC%Xh;b;-I*$GT*c7ECTL9Wg 2 = 2²²² a6DCW=++SD<I$+T$$TE`%*%S;$WNTER6S<aG$ 2 ETD$TE c6`$ $TE`%*%S;AZ7<OGD[aE 2­12 ¥µ CV.D.-1 $.'. 2²²²¦ `GR$TE`%*%S;$WNTaOGVC=' 2­12 ¥2´ $.'.-12 L.'. 2²²²¦ 9lTbM-I*_6YO; @FKBT'C-LV*MT'C 2²²² OZ7LTM$EECa)K5TCWOS7ET$TE_7V<a7_,GWgDEODGR ´.2 .Xg*=$7V+R_=;-I* low season %O*OZ7LTM$EEC a)K5T%5R9Wbg ;-I*c7ECTL9Wg ± %O*= 2²²² CWO7S ET$TE_7V<a78X*EODGR 22.µ _;YOg *+T$b;-I*c7ECTL9Wg ± = 2²²± CW$TE-RGO$TEb- _Cf6_*V;a)K5T+T$_M7Z$TE5OZ9$BSD _CYgO@V+TE5T$TEb-*<a)K5T`D$7TC=ER_B9LYgO`GI@<ITLYgOa9E9SJ;DS*CWLS6LI;_Cf6_*V;a)K5TL[*9WgLZ6 ¥EODGR ²¶.¶¦ 7TC6IDLYgOM;S*LYO@VC@ ¥EODGR 13.3¦ LYgOaE*BT@D;7E ¥EODGR ´.­¦ LYgOIV9DZ ¥EODGR ².³¦ LYgO;V7DLTE ¥EODGR ±.´¦ LYgO$GT*`+* ¥EODGR ±.­¦ LYgOa)K5Tb;aC_6VE;_9E6 ¥In-Store¦ ¥EODGR 2.±¦ LYgO_'GYgO;9Wg ¥Transit¦ ¥EODGR 2.³¦ `GRLYgOOV;_7OE_;f7 ¥EODGR ­.²¦ a6DLYgO9WgCW$TE_7V<a7L[*9WgLZ6c6`$ LYgOa)K5Tb;aC_6VE;_9E6 CW$TE_7V<a78X*EODGR ³µ.¶ _;YgO*+T$$TE_7V<a7%O*MT*aC_6VE; _9E69Wg_@VgC%Xh;`GR%DTDc=DS*7T*+S*MIS69lTbMCW$TEb-LgYO_@VgC%Xh; =ER$O<$S<>[.YhOLYgOa)K5T_Mf;IT_=;+Z69Wg+RLYgOLTE$S<>[<EVaB' _=;+Z6LZ69TD `GR+RCW>Gb;$TE7S6LV;b+.YhOODT*CT$$S<G[$'T9WgcCDX67V6$S<`<E;6LV;'T

C -6 Č 2555

Internet

In-store

Transit

Outdoor

Cinema

Magazines

Newspapers

Radio

TV

"5)ĕ66

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66'ĘB+Cĕ%<'8 C -6Č 2556

BT@EIC_JEK2$V+c9Db;= 2²²³ 'T6$TE5IT+RCWOS7ET$TE_7V<a7=ERCT5EODGR ±.¶ a6DCW$TEb-+TDBT'ES2 `GR$TE b-+T DBT''ESI_EYO;_=;7SI%S<_'GYOg ;_JEK2$V+ %5R9WBg T'L*OO$DS*CW$TE_7V<a7b;ER6S<7lTg b;LI;%O*BT@EICOZ7LTM$EECa)K5T = 2²²³ 'T6IT+RCW$TE_7V<a79Wg=ERCT5EODGR 1­ _9WD<$S<= 2²²² a6DCW$TE_7V<a7L[*$ITOS7ET$TE_7V<a7%O*_JEK2$V+c9D a6DEIC 9Sh*;Wh$GZCLV;'T9Wg'T6IT+Rb-_Cf6_*V;a)K5TCT$+R_=;$GZC<EV$TELT:TE5RMGS*+T$ES2<TG_E*G*9Z;a'E*LET*@Yh;2T; `GR$TE<EVMTE+S6$TE;lhT $GZCa9E'C;T'C.Xg*+R_=6bM<EV$TE 3G b;=;Wh $GZC'T=GW$9WgCW$TE%DTDLT%Tc=7T*+S*MIS6 $GZC:ZE$V+ $TE_*V;$TE:;T'TE `GR:ZE$V+OTMTE_LEVC MCOT =L<"L35=J#dL5úýýý

60


Industry Overview and Competition The advertisement budgets in 2­12 totaled Baht 113,´²­ million or an increase of µ.³¢ from Öear 2­11. During the first ± months of 2­12, the growth was only 1.²¢ as it has been affected by great floods in the fourth quarter of 2­11. As a result, the advertising expenditures on that period have been prolonged up to the first ± months of Öear 2­12. Nevertheless, the advertising media buyers came back to spend their advertisement budgets more in the middle of Îuarter 2 of Öear 2­12 due to 2 positive factors, that is, 2 world sport programs, e.g. Euro 2­12 ¥µ Çune - 1 Çuly 2­12¦ and Olympic Games 2­12 ¥2´ Çuly - 12 August 2­12¦. Consequently, in the period of May - August 2­12, the advertising industry earned the growth at ´.2¢ although this period is normally the low season of advertising industry. Surprisingly, the growth at Îuarter ± of Öear 2­12 reached 22.µ¢ because the advertising expenditures have been prolonged since Îuarter ± of the previous year due to severe floods. According to the advertising expenditures in 2­11 as classified by types of media, the media earning the highest growth from the advertisement budgets in 2­12 were the television ¥²¶.¶¢¦, followed by newspaper ¥13.3¢¦, movie theater ¥´.­¢¦, radio ¥².³¢¦, magazine ¥±.´¢¦, outdoor media ¥±.­¢¦, in-store media ¥2.±¢¦, transit media ¥2.³¢¦, and internet ¥­.²¢¦. The medium gaining the highest growth was the instore media ¥³µ.¶¢¦ due to increasing number of modern-trade stores and expansion of store branches to upcountry. In addition, the purchasers of advertising media considered that the in-store advertisement was the final point communicating with consumers, which would greatly affect customers’ decision-making, who have not adhered to the product brands. dÅertisement ‘ud¶ets in 2012

Internet

In-store

Transit

Outdoor

Cinema

Magazines

Newspapers

2011 2012

Radio

TV

Billion Baht

For the cable TV and satellite TV industry in 2­13, the number of audiences has been increasing from the previous year. The number of cable TV and satellite television audiences has increased from 11 million households in 2­11 to 1±.² households in 2­12 or it accounted for ³±¢ of total 22.³ million households across the country. This sharp increase was resulted by entering into this market by new competitors, e.g. GMM× ¥Grammy¦ and Sunbox ¥RS Co., Ltd.¦, and opening of TRÒE Vision, red satellite with free of monthly fee. High competition among manufacturers of portable devices or smart phones, and fast technological changes have dragged those devices and internet fee lower so rapidly that they could be possessed by most consumer groups. Therefore, various media may be accessed anywhere and anytime. However, the business sector must have adaptation to use other channels to approach the targeted groups¸ for example, communications via social network to retain sustainable relationship with consumers.

dÅertisin¶ ‘usiness žutlooº for ¨ear 2013 For Thai economic prospect in 2­13, it is expected that the growth is around ±.¶¢, to be driven by the State’s expenditures and household spending. However, the export sector may earn the low growth. For the overall advertising industry in 2­13, the growth at 1­¢ is expected if compared with Öear 2­12. This growth is higher than Thailand’s economic growth. It is expected that the products possibly spending a huge amount of advertising budgets would be· public service sector after the Government has urged more investment in infrastructure and water management¸ telecommunication sector that will provide 3G services by this year¸ retail sector that has expanding many upcountry branches¸ banking and financial business sector¸ and food supplements business.

MCOT Annual Report 2012

61


V<Ä&#x20AC;F K;C/K2NX0<0JA2X:V-M<2Z22 (Television Network)

 $EZ*_9@CMT;'E 1 ÂĽL8T;WÂŚ Bangkok ÂĽ1 StationÂŚ 9K>K!W>I.I@J2FF Â&#x2018;5 C/K2NÂ&#x2019; Central Region and Eastern Region Â&#x2018;5 StationsÂ&#x2019; 9KVD2PF Â&#x2018;11 C/K2NÂ&#x2019; ²orthern Region Â&#x2018;11 StationsÂ&#x2019;

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 L*%GT Songkhla  ER;O* Ranong  DRGT Ă&#x2013;ala  L7[G Satun  B[_$f7 Phuket  LZETK0E:T;W  ;'EJEW:EECET- Surat Thani Nakhon Si Thammarat  7ES* Trang  -ZC@E Chumphon  @S**T Pangnga

 _GD Loei  OZ<GET-:T;W Ă&#x2019;bon Ratchathani  CZ$6TMTE Mukdahan  %O;`$; Khon Kaen  L$G;'E Sakon Nakhon  LZEV;9E Surin  ;'EET-LWCT Nakhon Ratchasima  OZ6E:T;W Ă&#x2019;don Thani  EOD_Of6 Roi Et

MCOT =L<"L35=J#dL5úýýý

62


V<Ä&#x20AC;F K;C/K2N@Ă˝0;Q<I"K;VCN;! FC:0 (MCOT Modern Radio Station Network) 9KVD2PF "cK2@2 14 C/K2N ²orthern Region 14 Stations  @VK5ZaG$ Phitsanulok  $lT`@*_@-E FM 1­³.2² MHz Kamphaeng Pet  `@E Phrae FM Âś2.´² MHz FM Âś3.­ MHz  _-WD*ETD Chiang Rai  `CPO*LO; FM 1­1.2² MHz Mae Hong Son  _-WD*bMC Chiang Mai FM œœ.² MHz FM 1­­.´² MHz  GlT=T* Lampang  7T$ Tak FM œœ.­ MHz FM ϫ.2² MHz  GlT@[; Lamphun  ;T; Nan FM œ³.² MHz FM Âś2.­ MHz  LZa%9SD Sukhothai  @R_DT Phayao FM œœ.2² MHz FM ϫ.2² MHz  OZ7E6V78 Ă&#x2019;ttaradit  @V+V7E Pichit FM œ¾.² MHz FM 1­´.´² MHz

9K.I@J2FFV#N;!VD2PF "cK2@2 16 C/K2N ²orthÂ&#x2013;Eastern Region 16 Stations  EOD_Of6 Roi Et  $TNLV;:Z Kalasin FM 1­1.­ MHz FM Âś2.­ MHz  _GD Loei  %O;`$; Khon Kaen FM 1­­.­ MHz FM œ­.´² MHz  JEWLR_$K Si Sa ket  -SDB[CV Chaiyaphum FM œ².­ MHz FM 1­2.­ MHz  L$G;'E  ;'E@;C Nakhon Phanom Sakon Nakhon FM Âś3.² MHz FM 1­´.­ MHz  ;'EET-LWCT  LZEV;9E Surin Nakhon Ratchasima FM œœ.´² MHz FM œ².´² MHz  M;O*'TD Nong Khai  <ZEWESCD Buri Ram FM 1­2.² MHz FM Âś2.­ MHz  OZ6E:T;W Ă&#x2019;don Thani  CMTLTE'TC FM Âś1.² MHz Maha Sarakham  OZ<GET-:T;W FM 1­­.² MHz Ă&#x2019;bon Ratchathani  DaL:E Ă&#x2013;asothon FM 1­´.­ MHz FM œ².2² MHz

MCOT ÂŚĂ&#x201C;Ă&#x201C;Ă&#x161;Ă&#x2020;Ă&#x2018;¡Ă&#x160;Ă&#x2022;Ă&#x201D;Ă&#x2014;Ă&#x2122;ĂşÂ&#x161;Úú

C @29R:M9K 9K>K!W>I9K.I@J2FF "cK2@2 8 C/K2N Central Region and Eastern Region 8 Stations  +S;9<ZEW  $TÂ&#x2030;+;<ZEW Chanthaburi Kanchanaburi FM œ².2² MHz FM 1­´.2² MHz  -G<ZEW  =ER+I<'WEW%S;: Chon Buri Prachuap Khiri Khan FM 1­´.´² MHz FM 1­³.´² MHz  7ET6 Trat  LV*M<ZEW Sing Buri FM 1­´.2² MHz FM 1­².3 MHz  ERDO* Rayong  OZ9SD:T;W FM œ³.´² MHz Ă&#x2019;thai Thani FM 1­1.´² MHz C @2>K! <Q!V07:DK2< "cK2@2 9 C/K2N BangĂ?oĂ? Â&#x2018;9 StationsÂ&#x2019; <Q!V07:DK2< W>I"J!D@J-Y> VN;! BangĂ?oĂ? and Vicinity  FM œ².­ MHz  FM œœ.­ MHz  FM œ³.² MHz  FM 1­­.² MHz  FM ϫ.² MHz  FM 1­².² MHz  FM 1­´.­ MHz 'EO<'GZC_$YO<9SgI=ER_9J All area  AM 11Âą3 KHz  AM 1¹œ¹ KHz

9KY. "cK2@2 15 C/K2N Southern Region 15 Stations  @S9GZ*  $ER<Wg Krabi Phatthalung FM 1­².­ MHz FM œ².´² MHz  -ZC@E Chumphon  B[_$f7 Phuket FM œ­.´² MHz  OlT_BOMGS*LI; +S*MIS6-ZC@E FM 1­1.² MHz  DRGT Ă&#x2013;ala Lang Suan, Chumphon FM 1­2.² MHz FM 1­¹.´² MHz  ER;O* Ranong  7ES* Trang FM 1­­.² MHz FM 1­³.2² MHz  L*%GT Songkhla  ;'EJEW:EECETFM œ³.² MHz Nakhon Si Thammarat  LZETK0E:T;W FM 1­¹.² MHz Surat Thani  ;ET:VITL Narathiwat FM 1­2.­ MHz FM œ³.­ MHz  L7[G Satun  =77T;W Pattani FM Âś3.2² MHz FM Âś1.­ MHz  @S**T Pangnga FM Âś1.´² MHz

63


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MCOT =L<"L35=J#dL5úýýý

64


Digital Television œr‚ Sura –aintanasil¿

Executive Vice President The television media has taken roles and influence in every Thai household over ³­ years as it is a single communication device presenting news rapidly and in time along with real pictures and sound. But, at present, the advanced digital technologies blend sound broadcasting, telecommunication and data communication together, which are all administrated by computer-based technologies. This makes the television media change its old-fashion information service prototype from passive medium to interactive and multimedia service. Applying the digital system in the television broadcasting, which is a single medium, if compared with other existing media, that enables Thais to receive a variety of information up to individuals’ favor and to receive news around the world via the television network, is consistent with the policy of job creation and income distribution to offer new opportunities, build up educational equality, and reinforce the performance of open and fair public communication process under low costs borne by message receivers and universal communications covering entire areas in the country. At the end of the 2­th century, the computer technologies turned the historical communication page into a new era of telecommunication revolution. It has transformed people’s social lifestyle into the information age when the data transmission is done via digital system. Previously, the communication types may be classified by characteristics of transmission device and signal transmission methods, e.g. telephone for conversations, printed matter for data giving, and radio for news or entertainment. This is similar to the television media presenting more news and entertainment matters than other media due to realistic motion pictures. The fast development of digital broadcasting techniques suddenly turns oldfashion operations of television stations to be identical to the computer network. To elaborate, technological devices in a television station are connected by high speed networking and use of digital communication interfaces appropriate for the transmission of video signal such as ATM ¥Asynchronous Transfer Mode¦, Fiber Channel and SDDI ¥Serial Digital Data Interfaces¦ as well as IEEE 13¶± and Gigabit Ethernet. These devices have altered every step of television program production to be the server base production. The interactive multimedia used in the computer set is utilized in the television business operation. Definitely, it also transforms the long-standing television service system from the passive medium to be the integrated service TV in form of interactive and multimedia. Digital technology and digital compression techniques have absolutely transformed the analog transmission of image and sound to be the high-speed encoding while the signal volume is also compressed before being broadcasted via the existing channel. As a result, this new communication method is not limited for the transmission of video or audio signal only, but it is capable of simultaneously transmitting video signal, audio signal and text in the same encoding or it is called the Multimedia Broadcasting.

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6ID_9'a;aGDW$TELYgOLTE9Wgc6_$V6%Xh;7TC%OC[G`GR_M7Z>G%T*7; 9lTbM`;Ia;C%O*a9E9SJ;9Wg+R_=;c=b;J7IEEK9Wg 21 9Wg_$V6$TEMGOCEIC$S;%O*$TEbM<EV$TE`@EBT@$ER+TD_LWD* ÂĽBroadcastingÂŚ $TELYgOLTEa9E'C;T'C ÂĽTelecommunicationÂŚ `GR$TELYgOLTE%OC[G Information ÂĽComputer TechnologyÂŚ $TEOO$OT$TJa9E9SJ;a6Db-_9'a;aGDWLYgO=ERLC MEYO Multimedia Broadcasting +X*_$V6%Xh; _@YgOL;S<L;Z;'ITC'V6b;$TE@S4;T`GR=ERDZ$7_9'a;aGDWCSG7VCW_6WDCTb-b;$V+$TEa9E9SJ; a6D_,@TR 96`9;$TEOO$OT$TJETD$TEa9E9SJ;`<<_6VC%O*L8T;Wa9E9SJ; $TEbM<EV$TEb;ER<<bMC%O*a9E9SJ; Digital (Integrated Services Television) @Y;h 2T;9T*_9';V'%O*ER<< ÂĽTechnical BaseÂŚ 'YO $TE@DTDTC+S6$TE;lTBT@_'GYOg ;cMI _LWD* `GR%OC[G%TILTE 9W_g EWD$IT Text CTEICcIOD[b;-O*LSÂ&#x2030;Â&#x2030;T5_6VC 9WgL*BT@$S<_LWD* ÂĽER<< AnalogÂŚ `GR9lT$TE<W<OS6%OC[GbMCW%;T6%O*%OC[G_Gf$G*c=OW$ ÂĽCompression TechnologyÂŚ _@YOg bM-O *LSÂ&#x2030;Â&#x2030;T56S*$GTICW_;YOh 9W_g @VCg %X;h OW$ LlTMES<$TEL*%OC[G .X*g +S6OD[b ;E[=`<<%O*LSÂ&#x2030;Â&#x2030;T56V+9V GS ÂĽCW`'EMSL ­ $S< 1ÂŚ `GRL*>T;c=b;E[=`<<_6VC%O*'GYg;`C_MGf$cAA T `7_=GWgD;%OC[G_=; Packet System >G=ERaD-;9Wgc6ES< 'YO 1. CW-O*LSÂ&#x2030;Â&#x2030;T5$IT*@O9Wg+RL*a9E9SJ;'ITC'C-S6L[* ÂĽHigh Definition TelevisionÂŚ .Xg*b;ER<<_6VCcCLTCTE8L*OO$ OT$TJBT'@Yh;6V;c6 _@ETR7O*b--O*LSÂ&#x2030;Â&#x2030;T5$IT*$ITER<<_6VC8X* 3-Âą _9T .Xg*GS$K5R%O*a9E9SJ;'ITC'C-S6L[* LTCTE8;lT_L;OBT@b;ER<<+O$IT*OS7ETLI; 1Âł ¡ Âś ÂĽER<<_6VC Âą ¡ 3ÂŚ `GR'ITC'C-S6%O*BT@ 12²­ _L; MEYO 1Âś2­ Pixels x 1­¾­ Effective Scanning Lines ÂĽER<<_6VC Âł2² _L;ÂŚ 2. 'ITC8Wg_6VC9Wgb-ER<<_6VCL*LSÂ&#x2030;Â&#x2030;T5a9E9SJ; Analog c6_@WD* 1 -O* LTCTE8b--O*LSÂ&#x2030;Â&#x2030;T5_6VCL*ETD$TEa9E9SJ; Digital c6 2Âą -O*ETD$TE 3. LTCTE8b-'GYg;'ITC8Wg9WgCWOD[ODT*_7fC=ERLV9:VBT@ cC7O*L*-O*_I;-O* _@YgO$S;$TEE<$I; cC7O*_=GWgD;-O*'ITC8Wg %O*_'EYO%TDa9E9SJ;b;7T*+S*MIS6 LTCTE8b-'GYg;'ITC8Wg_6WDI$S;c69SgI=ER_9J ÂĽSFN ¡ Single Frequency NetworksÂŚ Âą. BT@ _LWD* %O'ITC ÂĽTextÂŚ 9Wg>[ES<+RCW'ITC'C-S6 cC>V6_@WhD;+T$7;,<S< cC_$V6_*TE<$I; ÂĽSHOSTÂŚ ². _$V6<EV$TE9W_g @VCg %X;h `$>-[ C9T*<T;+T$_9';V'$TEL*%OC[G ÂĽMultiplexing in the Packet FormÂŚ ;lT$TE<EV$TE<;_'EYO%TD OV;_7OE_;f7CTb- _-; Teletext, Electronic Program Guide, Broadcast Game Channel, Advertisement Direct Response, Opinion Polling, Voting, E-mail, Message, Tele Banking, Teleshopping, Gambling QGQ Âł. ;lT_9'a;aGDW$TELYgOLTECTEICbM<EV$TEcIb;_'EYgO*ES<a9E9SJ; _-; Video Phone _'EYgO*ES<a9EJS@9OS7a;CS7V $TE=ER-ZC9T*c$G ´. =ERMDS6'Tb-+T D9T*6T;>[= ER$O<$TE _;YOg *+T$_9'a;aGDWbMC LTCTE8G6%;T6%O*_'EYOg *L* `GR$lTGS*L*G* 1­­ _9T _=;>G9lTbM=ERMDS6@GS**T; a6D_,@TR_EYOg *'TcAA T$lTGS*9W+g T DbM`$_'EYOg *L* `GR_'EYOg *=ES<OT$TJ ÂĽ_'EYOg *$lTGS*L*7O _'EYgO*cCEO;CT$ `GRb-@Yh;9WgMO*IT*OZ=$E5;ODÂŚ Âľ. =ERMDS6'Tb-+TD9T*6T;>[=ER$O<$TE cC7O*_=GWgD;a'E*LET*_6VC%O*_LTOT$TJ LTDOT$TJ ÂĽAntenna and Tower InfrastructureÂŚ b;%O<_%7@Yh;9Wg$TE<EV$TE_9T_6VC ÂĽCoverage Service AreaÂŚ Âś. >[ES<9T*<T;DS*'*b-OZ=$E5_6VCb;$TEES<-C _-; _LTOT$TJ `GR_'EYgO*ES<a9E9SJ;_'EYgO*_6VC _@WD*`77O*.YhOOZ=$E5 Set Top Box _@VgC_7VC 1­. b-_=;LYgO_'GYgO;9Wg%5R_6V;9T* ÂĽMobile ReceptionÂŚ LYgO@$@T ÂĽPortable ReceptionÂŚ `GRa77O<c6 ÂĽInteractiveÂŚ

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Pursuant to the revolution of communication technologies based on aforesaid information and reasons, the trend of television broadcasting in the 21st century deriving from broadcasting service, telecommunications and information ¥computer technology¦, and television broadcasting relying on the multimedia technology or multimedia broadcasting arises out. This multimedia broadcasting also supports an idea of improving and applying the multimedia technology in the television business operation, especially of replacing old television programs broadcasted by various television stations. Digital Television Service (Integrated Service Television) The technical base of the digital television is to try to put all video signal, audio signal and text in the old channel used to broadcast images and sound ¥Analog System¦, and to compress such data’s size ¥Compression Technology¦ so that such channel will acquire more space. For data transmission in form of digital signal ¥Code ­ and 1 only¦ broadcasted in the same form of electromagnetic radiation, such data is transformed to be the Packet System. The consequent benefits include· 1. The channel is wide enough to broadcast the high-definition television. The terrestrial broadcasting via the old television system is impossible because it needs wider channel than the old system for 3-± times. The high-definition television can present images in the wide-screen system at the ratio of 1³·¶ ¥±·3 in the old system¦, and 12²­ lines for image sharpness or 1¶2­ Pixels x 1­µ­ Effective Scanning Lines ¥³2² lines in the old system¦. 2. The old frequency using the old system can broadcast only one separated analogue television channel. But, in the same channel, the digital television can broadcast in 2± television channels. 3. The existing frequencies are used in full efficacy. Each channel may not be skipped to prevent any broadcasting interference. It is unnecessary to change upcountry television frequency networks, but the Single Frequency Networks ¥SFN¦ can be used across the country. ±. Image, sound and text received by receivers are sharp and not distorted from original ones. There is no annoying ghost as well. ². More services may be provided to home audiences deriving from text transfer techniques ¥Multiplexing in the Packet Form¦, or applying some services from the internet network, e.g. Teletext, Electronic Program Guide, Broadcast Game Channel, Advertisement Direct Response, Opinion Pooling, Voting, E-mail Message, Tele Banking, Teleshopping, Gambling, etc. ³. Other communication technologies may be provided in one television set, e.g. Video Phone, automatic telephone system, long-distance telephone conference. ´. The operators can save some operating costs because when these new technologies lessen the size of transmitter and transmission capacity for 1­­ times, a huge amount of energy can be saved, especially the electricity supplying the transmitters and air-conditioners ¥transmitters are not so hot and less room space is needed for transmission equipment¦. µ. The operators can save some operating costs because the existing antenna and tower infrastructure need not to be changed under the same coverage service area. ¶. Home receivers continue using the same devices to receive the signal, e.g. antenna and television set. Only Set Top Box must be added. 1­. This medium may be used as mobile reception, portable reception and interactive. MCOT Annual Report 2012

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9T*6T;>[E <S -C b;$TEES<%OC[G%TILTELYOg =ERLC>T;_'EYOg *ES<a9E9SJ; b;$TE_GYO$ETD$TEa9E9SJ; _GYO$ETD$TEIV9DZ _GYO$ M;S*LYO@VC@ETDIS; b;E[=`<<%O*LYgO@VC@OV_Gf'9EO;V'L ÂĽElectronic NewspaperÂŚ ETD*T;@DT$E5OT$TJ MEYO`C$ER9Sg*+R_GYO$ $TE7V67OLYgOLTE%OC[G E-mail >T;+Oa9E9SJ; ;O$+T$OZ=$E59Wg_@VgC_7VC 'YO Set Top Box 9Wg+RES<LSÂ&#x2030;Â&#x2030;T5a9E9SJ;ER<< Digital +T$L8T;WL* CT=ET$0<;+OBT@a9E9SJ;`GI OZ=$E5 Hardware LI;=ER$O<9Wg>[ES<-C9T*<T;7O*.YhO_@VgC_@YgO$TE7V67O ;O$+T$ Remote Control 9WgbMCT$S< Set Top Box `GI OT++R7O*=ER$O<6ID Ă&#x201D;ireless Keyboard _@YgOb-b;$TE7V67OLYgOLTE $GO*8TD9O6a9E9SJ;%;T6_Gf$ cCa'EaA; QGQ $GTI'YOc6;lT_OT'Z5GS$K5R_$YO<9Sh*MC6%O*_9'a;aGDW'OC@VI_7OE_%TCTb- _@ETR;O$_M;YO+T$`MG*%OC[G+T$L8T;WL*9WgEICL*CTb;GS$K5R9T*_6WDICTDS*>[ES<+R7O*LTCTE8_-YgOC7O_'EYO%TDOV;_7OE_;f7 _@YgOc=';MT`MG*%OC[GOYg;c66ID b;BT@EIC$TEES<<EV$TEbMC 'YOER<<a77O< 2 9T* ÂĽService Image of Home Interactive SystemÂŚ 9T*<T;>[E <S LYOg +R7O*CWO=Z $E5 Server ÂĽBuilt in Home ServerÂŚ .X*g LTCTE8<S;9X$%OC[Gc6=ERCT5 1­ -SIg aC* 96`9;_'EYOg * <S;9X$_9=a9E9SJ;`<<_6VC b;O;T'76ID_9'a;aGDW%O*_'EYgO* Server `GRET'T9WgG67OG* =ERLV9:VBT@b;$TE<S;9X$%OC[GOT++R _@VgC%Xh;+T$ 1­ -SgIaC* c=_=; 1­­ -SgIaC* 'Z5GS$K5R$TEbM<EV$TE+R7O*CWM;T9WgbM<EV$TE7GO6_IGT (Anytime Functions) 6S*;Wh 1. Anytime News =ER_B9MSI%O%TI %TI$WNT .Xg*+R=ES<=EZ*bMbMC 9S;7O_M7Z$TE57GO6 2Âą -SgIaC* 2. Anytime Ă&#x201D;eather Forecasts _=;$TE@DT$E5OT$TJ7GO6_IGT 3. Anytime Program Schedule and Guide +R=ET$1<; Menu Screen 9WgCWM;T7T*MGTDM;T7T* _-;_6WDI$S<M;T+O _'EYgO*'OC@VI_7OE .Xg*`L6*8X*BT@ETD$TE9Wg$lTGS*OO$OT$TJOD[%5R;Sh;7TC-O*7T* e 9Wg$lTM;6cIb;<EV$TE`GRBT@ _MGT;Sh;+R8[$<S;9X$bM=ET$1<;+OM;T7T*_Gf$e _MGT;Sh; =ERCT5 ´-1² IV;T9W @EOC6IDETDGR_OWD6%O* Program Guide _@YgObM>[ES<-C_GYO$ETD$TE Âą. Anytime Video ETD$TE7T* e 9Wgc68[$$lTM;6<S;9X$cIGI*M;T _@YgOLTCTE8_EWD$CT6[c6b;_IGT9Wg7O*$TE ². Anytime Audio _=;ETD$TEIV9DZ %TIMEYO'GYg;<S;_9V*9WgOO$OTOT$TJ%5R;Sh; 9Wg>[ES<LTCTE8_GYO$L8T;W9WgOO$OT$TJCT A*c67GO6_IGT Âł. Latest Menu _=;LI;LlT'SÂ&#x2030;9WgLZ6b;ER<< 'YO Software Menu 9Wg`L6*<;+OBT@%O*%OC[GE[=`<<MSI%O_EYgO*7T*e _@YgObM>[ES<LYgO_GYO$ETD$TE9Wg7O*$TE_=GWgD;`=G*E[=`<<%OC[G9Wgc6ES<_%TCTOD[7GO6_IGT M;T9W%g O*_'EYOg *<S;9X$%OC[G ÂĽHome ServerÂŚ _@YOg +Z6=ERL*'b;$TE<S;9X$%OC[G b;GS$K5R%O*LYOg =ERLC _'EYOg *<S;9X$%OC[G ÂĽServerÂŚ +R8[$OO$`<<M;T9W$g TE9lT*T;OO$_=; 3 %S;h ÂĽ3-Layer SystemÂŚ _@YOg bM>E[ <S LYOg LTCTE8_GYO$<EV$TE9W7g O *$TEc67TC=ER_B9 %O*%OC[G7T*e LCC7VITL8T;WL* ÂĽBroadcasting StationÂŚ L*%OC[G%TILTE`GRETD$TEa9E9SJ;c=DS*>[ES<-Cb;_IGT_-T %5R9Wg9Z$9T;DS* MGS<OD[ MEYOb;-I*9Wg>[ES<-CETD$TEcCOD[<T; OO$c=9lT:ZER _'EYgO*<S;9X$%OC[G+R9lTM;T9Wg<S;9X$ETD$TE`GR%OC[G 7TC9Wg >[b-7O*$TE`GR$lTM;6cI ÂĽ$TELSg*<S;9X$ETD$TEGI*M;TGS$K5R'GTD$TE9lT*T;%O*_'EYgO*_9=a9E9SJ;ÂŚ .Xg*M;T9Wg7T* e b;$TE $lTM;6$TE<S;9X$%OC[G CW%Sh;7O;$TE9lT*T;OD[ 3 %Sh;7O; 1. Automatic Package Reception GS$K5R_MCYO;$S<$TEL*M;S*LYO@VC@ETDIS;9Z$_-T .X*g _'EYOg *+R'OD<S;9X$%OC[G MEYO ETD$TE9W$g Tl M;6cIb;`7GRIS; @O>[E <S LYOg CW_IGT9W+g R_EWD$6[ $f_@WD*$6_EWD$<EV$TE9W<g ;S 9X$cIb;M;ID'ITC+lT%O* Server 2. Automatic Regular Ă&#x2019;pdating MSI%O%TI MEYO$TE@DT$E5OT$TJ9WGg T LZ6 +R8[$<S;9X$cI _@YOg _EWD$6[%T ILTE9W_g $V6%X;h GTLZ6 3. Automatic Personalized Selection _=;$TE_GYO$<S;9X$9SgIc= _,@TRMSI%OMEYOETD$TE GS$K5R%O;Wh_=;_-;_6WDI$S< $TE9lT*T;%O*_'EYgO*<S;9X$_9=a9E9SJ; >V6$S;7E*9WgIT_'EYgO*<S;9X$%OC[G OT++R_EWD$$TE<S;9X$%OC[G 9WgOO$OT$TJ _=;7O;e b;-I*_IGT7T*e CT<S;9X$cIb;LI;%O*$TE<S;9X$b;_EYgO*_6WDI$S;7O$S;c= .Xg*b;GS$K5R6S*$GTI`GI b;ER<<_$TcCLTCTE8$ER9lTc6

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For audiences who receive the multimedia information via television set, they may select any television programs, radio programs, electronic daily newspapers or weather forecasts or even communications via e-mail via television screen. One more device to be installed is Set Top Box for receiving the digital television signal from a broadcasting station to that television set. Other hardware tools, except remote control enclosed with Set Top Box, may include the wireless keyboard to be used for communications, small broadcast television camera, microphone, etc. That is, most properties of computer technology are used. Apart from the data source from a broadcasting station sent by one way to the receiver, the receiver must connect with the internet network to seek for other data sources. Overall, this new service is based on two-way service image of home interactive system. At home, the receiver must have a server ¥built-in home server¦, which is able to record data around 1­ hours, instead of the old television tape recorder. In the future, by advanced technology of server and cheaper price, the efficiency of data recording may be increasing from 1­ hours to 1­­ hours. The service characteristic must be anytime©functioning service as follows¶ 1. Anytime news  Types of headline news and sport news that must be updated and fresh around the clock. 2. Anytime weather forecasts 3. Anytime program schedule and guide to be shown on Menu Screen with several windows like the computer screen. These windows would show each on-air program in channels determined in the service. Those images would be recorded and presented on these small windows about ´-1² seconds along with the program guide so that the audience could select either of them. ±. Anytime video for programs recorded in advance and they may be called anytime. ². Anytime audio that may be radio programs, news or entertainment programs broadcasted at that time and the receiver may select the broadcasting station anytime. ³. Latest menu  This is the most important in the system because it is the software menu presented on the data screen, patterns and topics so that the receivers select the programs that they want to change data patterns at all times. Functions of Home Server - For the purpose of data recording in form of multimedia, the server is designed to function in 3 steps ¥3-layer system¦ so that the media receivers select the service subject to types of data. Assume that a broadcasting station sends data and television programs to the receivers in the morning while they are still in bed or they are out of home, the data recorder must record those programs and data as needed and determined by those users ¥instruction of recording programs in advance like the functioning of television tape recorder¦. The data recording functions are in 3 following steps· 1. Automatic Package Reception - This is similar to the delivery of daily newspaper in the early morning. The reception machine would record data or preset daily programs. Ôhen the media receivers want to watch them, they just load those recorded programs from the server memory. 2. Automatic Regular Òpdating - The latest headline news or weather forecasts would be recorded and be recalled later. 3. Automatic Personalized Selection - This is the general selection for personalized recording of headlines or programs. This is similar to the functioning of television tape recorder, but this data recorder may recall the data broadcasted in many parts in different periods, and record it in the same story. This functioning is impossible in the old broadcasting system. MCOT Annual Report 2012

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Organization Chart

MCOT Annual Report 2012

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Nature of The Businesses MCOT Public Company Limited, formerly a state enterprise under the supervision of the Office of the Prime Minister, was registered as a public limited company on August 1´, 2­­± and converted from the Mass Communication Organization of Thailand ¥M.C.O.T.¦ on November 1´, 2­­± by virtue of the Capital of State Enterprise Act B.E. 2²±2 ¥A.D. 1¶¶¶¦. The established missions of MCOT Plc. are to operate the mass media business, and to stand as an integrated mass media leader in the ASEAN region under the corporate social responsibility. The core businesses operated by MCOT Plc. include Modernine TV Station, MCOT radio stations, and The Thai News Agency. MCOT Plc. has 2 subsidiaries¸ namely, Panorama Ôorldwide Company Limited and SeedMCOT Company Limited. MCOT Plc. has also carried out the business with other private companies under joint operation agreements such as Bangkok Entertainment Company Limited, operator of TV Channel 3, and TrueVisions Public Company Limited, operator of the subscription TV. Television Business

ModernineTV is a core business of the Company to pursue the business in connection with the production of television programs for broadcasting, and broadcasting control. Its broadcast runs 2± hours a day from the host station in Bangkok to its 3² local network stations nationwide, covering µ´.­¢ of Thailand where there are µµ.²¢ of populations in those service areas. Since 2­­2, the characteristics and broadcasting programs in MCOT Plc.’s television station have been reformed under the theme of Modern Television or ModernineTV. Ònder this reform, the news and edutainment programs have been focused. The presentation patterns have been also modernized by applying the most-recent technologies in the broadcasted programs. In 2­12, ModernineTV Station hammered the theme of knowledge-based society. At the second half of 2­12, it was the important time when the audiences viewed the ±-dimension quality contents and entertainment. For example, for Çao Chom Mai Program, the news content was more intensive resulted by in-depth news analysis and advanced presentation technologies. The Program was also equipped by the Bird’s Eye News team who was prepared to reach every scene of event quickly, and by several experienced news reporters. For the variety programs, knowledge was still the focal point, but they were more joyful such as Kam Pee Vithe Ruay Program, Ôow Ôaen Ôaen Program, Ôan Dee Dee Gup Çaeb Oom Program, and the forever favorite game show, Ma Tam Nud Return, etc. There were also the other ² big shows revamping the program pattern as each of them was presented in ¶­ minutes from Monday to Friday on the prime time, and produced by ² entertainment giants¸ namely, VIP Program ¥Mam¦ by Polyplus Entertainment, Ka Nang Ka Kao Program by Kantana Group, Ôoman Voice, Ôhich One Öour Heart Chooses Program by TV Thunder, Dao Ta Duan Program by Ôorkpoint Entertainment, and Praw Program by ÇSL Global Media. The Station’s dramas and reality programs were produced by leading producers such as Muad Opas The Series, Öear 2, Sao Noi drama, Look Pee Look Nong drama, and Ôong Kam Lao Ka Rue Had Pien. According to the program re-scheduling in 2­12, the TV Station’s program proportion consisted of news program for 21.²µ¢, news analysis for 1­.3¶¢, informativeness for ¶.³1¢, edutainment for 1µ.´³¢, entertainment for 2´.¶±¢, sports for ´.33¢, and public service for ±.±­¢. MCOT Annual Report 2012

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b;= 2²²³ BTDb7`;I'V6 Dynamic Infinity Inspire _;;>GV7_O*EODGR ²­ a6D-[`;I'V6 LS*'CLET*LEE'6I D=‰‰T _;;'O;_9;9 9WgbM%TILTE LTER'ITCE[ `GR'ITC<S;_9V*9WgLET*LEE'`GRLET*`E*<S;6TGb+bM$S<>[-C ¥Infinity Inspire¦ ETD$TEbMC9Wg_%TCT+RCW 9S*h +T$$GZC >[+ 6S _6VC`GR>[+ 6S ETD$TE$GZC bMCe 9W_g %TCT;lT_L;OE[=`<<ETD$TE `GRDS*CW$TE>;X$'ITCEICCYO$S<M;ID*T;@S;:CV7E _-; M;ID*T;ET-$TE ES2IVLTM$V+`GR_O$-; _@YgO+S6$V+$EEC'TETIT;<S;_9V*b;B[CVBT'%O*=ER_9Jc9D .Xg*+R_=;OW$-O*9T*M;Xg* b;$TE=ER-TLSC@S;:$V+$EEC7T*e %O* OLC9 _@YgObM_%T8X*$GZC>[-C`GR>[A*b;9Z$@Yh;9Wg EIC9Sh*_=;-O*9T*`G$_=GWgD;'ITC'V6 _Mf;$S<>[-C >[A* _@YgO;lT$ER`L7O<ES<9Wgc6CT@S4;TE[=`<<ETD$TE`GR;lT_L;O>T;LYgO7T*e %O* OLC9 7Oc=b;O;T'7 <'8 .69+8&<'4 6&A.9&

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In 2­13, under the theme of Dynamic Infinity Inspire, the TV Station takes emphasis on producing ²­¢ of total programs to be broadcasted under the theme of Intelligence-created Society. The program contents will contain creative news, informativeness and entertainment inspiring the audiences infinitely. The new broadcasted programs will be produced by some existing producers and new ones. The TV Station also cooperates with other alliance agencies, e.g. state-owned entities, state enterprises, and private companies to arrange the entertainment caravan all over Thailand, which is another channel of publicizing MCOT’s activities so that Modernine TV approaches the audiences at all areas. This activity enables the Station to share opinions with the audiences, and their responses will be applied to improve MCOT’s programs and presentation patterns via MCOT’s media in the future. Radio Broadcasting Business

MCOT Plc. has operated the entire radio broadcasting business by itself including production, marketing, and management. Radio stations of MCOT Plc. have broadcasted a variety of informative and entertainment programs subject to the theme of Knowledge-Based Society under the name of MCOT Radio Network. These radio programs aim to improve knowledge and the quality of life of general people, and to benefit the public and local communities. The MCOT radio stations broadcast through ³2 stations nationwide. At the central region, the radio programs are broadcasted from Bangkok in ¶ stations, comprising ´ FM radio stations and another 2 AM radio stations to cover the service areas in Bangkok and neighboring provinces. Other ²3 FM radio stations are located in other provinces of Thailand, covering ¶2.±¢ of areas across the country where there are ¶3.µ¢ of populations there. Apart from listening to MCOT radio programs via each radio frequency, local and international audiences are able to listen to those radio programs, either live or recoded, via the internet at www.mcot.net, or the smart phone at MCOT Applications. MCOT radio programs are also integrated with some social networks¬ ÖouTube¬ Facebook, etc. The central FM and AM radio stations of MCOT Plcª have precisely settled their own positioning and targeted groups. The production and presentation formats ¥Format Station¦ pursuant to positioning and targeted groups of each station are as described below· © FM 9± MHö © Maha Nakohon Family¨ Look Thung Maha Nakhon· The Thai country song radio station presenting hot country songs and offering a wide variety of information to its target group. The station has been ranked the most popular radio station in every targeted group at all ages and genders. The radio programs are presented by young, well-known, and generally accepted radio presenters who are modern, informative, warm and intimate with the audiences. After improving the station operations, either program presentation format or constant activity arrangements to stir the popularity and to retain the audiences, the station has still been ranked first among radio stations that had the same group of audiences.

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© _OAª_OfCª 9²ª± _C$$R_PVE7 'GYg;'ITC'V6 ;lT_L;OETD$TE9WgCW_;YhOMTETD$TE9Wg'E<8I; 9Sh*6T;%TILTE L8T;$TE5 $TE_CYO* `GRLBT@_JEK2$V+ OO$OT$TJ7GO6 2± -SIg aC* a6D>[6 Tl _;V;ETD$TELZ6DO6;S$'V6+T$9Z$I*$TE 9S*h IV_'ETRM%T I _JEK2$V+ $TE_CYO* LS*'C `GRLZ%BT@ OW$9Sh*DS*CW>[6lT_;V;ETD$TEEIC IV9DT$E `GRJVG=;-Sh;;lT .Xg*_=;9WgE[+S$9Sh*b;=ER_9J`GR7T* =ER_9J EIC=ERCT5_$YO< 1­­ '; L8T;Wc6ES<'ITC;VDCa6D_,GWgDOD[b;OS;6S< 1-3 %O*L8T;WIV9DZQ $GZC>[A*_= TMCTD_6WDI$S; 7GO6 µ = © _OAª_OfCª 9³ª± _C$$R_PVE7 SEED 9³ª± FM _CGf6@S;:ZbMC%O*';ISDCS;L ETD$TEIV9DZ%O*';EZ;bMC ;lT_L;O_@G*PV7 9W$g Tl GS*OD[b ;$ER`L`GRc6E<S 'ITC;VDC _;;'ITC_=;$GT*9W_g =6_@G*9Z$'TD @EOC`9E$6ID_@G*OV;6Wh `GR_@G*LT$G9W;g T L;b+ a6D <C+. OLC9 c6_=6aO$TLbM SEED ¶´.² FM +S67Sh*_=;<EVKS9b;_'EYO <C+. OLC9 _@YgObM_$V6'ITC'GO*7SI`GR_@VgC=ERLV9:VBT@ b;$TE<EVMTE+S6$TE EIC9Sh*LET*$TE_7V<a7b;$TE6lT_;V;:ZE$V+ 7Sh*`7_6YO;7ZGT'C 2²²2 _=;7;CT © _OAª_OfCª 99ª0 _C$$R_PVE7 Active Radio 'GYg;_CYO*c9D`%f*`E* 'GYg;IV9DZ9Wg;lT_L;O_EYgO*$WNT 9O*_9WgDI LZ%BT@ `GR$V+$EEC;S;9;T$TE BTDb7'ITC'V69W7g O *$TEbM';c9DCWL%Z BT@`%f*`E* 9S*h $TD`GRb+ EIC9S*h CW'ITCLZ%$S<$V+$EEC;S;9;T$TE 7T*e 6ID_O$GS$K5_,@TR7SIb;$TE;lT_L;O .Xg*c69Sh*LTER`GR'ITC<S;_9V* _=;'GYg;9WgA*c69Z$_@J9Z$ISD c69Sh*LTER L;Z$L;T; A*$WNT6ID'ITCCS;L LZ%BT@`%f*`E* LZ%BT@+V76W 9O*_9WgDIODT*CWLc7G © _OAª_OfCª ­00ª± _C$$R_PVE7 'GYg;%TI News Network LZ6DO6%O*L8T;W%TIIV9DZ%O*_CYO*c9D 9Wg_7fC_=DCc=6ID%TI _%C%;`MGC'C ;lT_L;O%TI9Sh*9SgIc=`GR_-V*GX$ a6D9WC*T;%O*LlT;S$%TIc9D `GR9WC%TI%O*L8T;W EIC9Sh*DS*_=;L8T;W`C%TD _L;O%TI9Z$7;-SgIaC* c=DS*L8T;WIV9DZQ _'EYO%TD9SgI=ER_9J `GR+T$$TE@S4;T$TE6lT_;V;*T;%O*L8T;WODT*7O_;YgO* _=;>GbM b;= 2²²3 - 2²²² L8T;Wc6ES<'ITC;VDCOD[b;OS;6S< 1 b; 2 %O*L8T;WIV9DZQ $GZC>[A*_= TMCTD_6WDI$S; © _OAª_OfCª ­0³ _C$$R_PVE7 MET ­0³ 'GYg;_@G*LT$GLlTMES<';9S;LCSD 9Wg;lT_L;O_@G*PV7 _@G*bMC @EOC_$TR7V6 _EYgO*ETIcGA Lc7G OV;_9E;6 BTDb7LaG`$; For Life and Music a6D;lT_L;O9Sh*BTKTc9D`GRBTKTOS*$FK EIC8X*_;YhOMT LTER6T;%TI+T$LlT;S$%TIER6S<aG$MGTD`M* OT9V BBC, VOA, Radio Australia `GR OANA _=;>GbMb;= 2²²± - 2²²² L8T;W c6ES<'ITC;VDCOD[b;OS;6S< 1 b; 2 %O*L8T;WIV9DZQ $GZC>[A*_= TMCTD_6WDI$S; © _Oª_OfCª ­­°¯ 'GYg;_@YgO;EIC9T* L8T;WIV9DZQ 9Wg;lT_L;OLTER 'ITCE[ %TILTE9S;_M7Z$TE5 `GR%OC[G9Wg_=;=ERaD-; bM$S<>[A* 7Sh*`7IS;+S;9E - OT9V7D ;O$+T$;Sh;DS*LO6`9E$LTER'ITCE[ `GR`;I'V6 MGS$=ES-Â&#x2030;T_JEK2$V+@O_@WD* `GR%OC[G 6T;'Z5:EEC +EVD:EEC _@YgO;lTc=_=;%O'V6 `GR_=;`;I9T*=1V<S7Vb;-WIV7=ER+lTIS; © _Oª_OfCª ­°9° 'GYg;'ITCE['['Z5:EEC L8T;WIV9DZQ 9Wg;lT_L;OETD$TE9WgCW_;YhOMT$ER7Z;bM_$V6'ITCE[ 'ITC'V6 b;9Z$CV7V %O*LS*'C _@YgOLET*LS*'C`M*'ITC'V6 ;lTc=L[LS*'COZ6C=Â&#x2030;Â&#x2030;T LS*'C_JEK2$V+@O_@WD* 'I<'[c=$S<LTER:EEC_@YgO-WIV7 _LEVCLET* _O$GS$K5%O*-T7V `GRES<>V6-O<7OLS*'C

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© FM 9²ª± MHö © Food for Brain· The station presents all facets of contents including general news, and political and economical situations broadcasted around the clock. The radio programs are presented by the most excellent idealists from all fields in matters of news analysis, economics, politics, society, and health. The programs are also presented by almost 1­­ joint radio presenters, experts and leading artists who are locally and internationally recognized. For µ years, the station has been ranked number one to number three of radio stations that had the same group of audiences. © FM 9³ª± MHö © SEED 9³ª± FM· This New Seed for Hot Öoungsters is a radio station for new generations, presenting hot hits and current favorite songs with a policy to neutrally present songs of all music companies, and other interesting Indy and international songs. Since, October 2­­¶, SEED ¶´.² FM has been incorporated as a subsidiary of MCOT Plc. to boost flexibility and efficiency of management and business growth of this radio station. © FM 99ª0 MHö © Active Radio Kluen Muang Thai Kang Rang· This radio station presents the matters of sports, tourism, health and leisure under the theme that Thai people should be physically and mentally strong, and they should be happy with many recreation activities. This station’s presentation is quite unique, and provides both content and entertainment to people at all ages and genders. The audiences could get information and pleasure, listen to sport news joyfully, have good physical and mental health, and travel in their exceptional styles. © FM ­00ª± MHö © News Network· This station is the best news radio station of Thailand presenting a variety of intensive news and general news by the working teams of the Thai News Agency and Modernine TV Station. It is also the host station presenting the breaking news at every hour to other radio stations nationwide. From improving the station’s operations constantly, in 2­1­  2­12, this station has been ranked number one of two radio stations holding the same group of audiences. © FM ­0³ MHö © MET ­0³· The radio station offers hot-hit and newly-released international music for new-generation audiences under the slogan of For Life and Music. The programs are presented in both English and Thai. The accurate and fresh news, both local and international, from many world’s leading news sources such as BBC, VOA, Radio Australia and OANA, are also presented. In 2­11-2­12, this radio station has been ranked number one of two radio stations holding the same group of audiences. © AM ­­°¯ © Çluen Puen Ruam Tang· This radio station mainly presents general knowledge, updated news and informative contents to the audiences, broadcasted from Monday to Sunday. The station also inserts other knowledge and ideas, Philosophy of Sufficiency Economy, and moral and ethical information as good thought and practice guideline for people in their daily life. © AM ­°9° © Çluen Çwam Rou Çou Çhunnatham· This model radio station presents a variety of programs arousing knowledge and ideas for all social facets in order to create the wisdom-based society, knowledge-based society, and sufficiency-economic society along with Dharma for life, national unique attributes and social responsibility.

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L8T;WIV9DZ OLC9 LI;B[CVBT' <EVKS9Q c6>GV7ETD$TE%O*L8T;WIV9DZB[CVBT' _=;L8T;W9O*8Vg;b;`7GR+S*MIS6 a6D$TE>GV7 `GR_L;OETD$TE9WCg *Z _;;$TE_=;L8T;WI9V DZ_@YOg LT:TE5=ERaD-;`GRCIG-;9O*8V;g LO6`9E$6IDLTER'ITCE[ c=@EOCe $S< $TE bM'ITC<S;_9V* ¥Edutainment¦ `GR_=6aO$TLbM=ER-T-;c6CWLI;EICb;ETD$TE a6D`<*=ER_B9ETD$TE9WgOO$OT$TJc6_=; 3 GS$K5R 6S*;Wh - ETD$TE9WgOO$OT$TJ_@YgO=ERaD-;ER6S<9O*8Vg; ¥Local Program¦ _-; ETD$TE OLC9 _@YgO-ZC-; `GRETD$TE _LWD*';c9D .X*g _=;ETD$TE9W_g =6aO$TLbM>A[ * c6CLW I ;EIC`L6*'ITC'V6_Mf; `GREO*_EWD;=‰MT7T*e b;9O*8V;g c6 - ETD$TE9WgOO$OT$TJ_@YgO=ERaD-;ER6S<-T7V ¥National Network Program¦ 'YOETD$TE9Wg8TD9O6%TI+T$L8T;WIV9DZ $ER+TD_LWD*`M*=ER_9Jc9D9Z$IS; b;-I*_IGT ­´.­­ - ­´.3­ ;. `GR 1¶.­­ - 1¶.3­ ;. EIC9Sh*8TD9O6ETD$TE%TI %O*LlT;S$%TIc9D a6Db-'GYg; _OA._OfC. 1­­.² _C$$R_PVE7 _=;`C%TDOO$OT$TJc=DS*L8T;WIV9DZQ B[CVBT'%O* OLC9 9Z$L8T;W9SgI=ER_9J9Z$-I*7;-SgIaC* `GR$GT*-SgIaC* - ETD$TE9WgOO$OT$TJb;GS$K5R .[_=OEL_7-Sg; ¥Super Station¦ .Xg*_=;a'E*$TE>GV7ETD$TEIV9DZ_@YgOOO$OT$TJbM =ER-T-;c6ES<A*@EOC$S;'EO<'GZC@Yh;9Wg9SgI=ER_9J ¥NATIONÔIDE¦ _@YgO_=6aO$TLbM';c9D9SgI=ER_9Jc6_-YgOCaD* %TILTE8X*$S;ODT*9SgI8X* a6DCWL8T;WIV9DZQ OLC9 b;LI;$GT* 3 'ITC8Wg _=;`C%TDOO$OT$TJETD$TEc=DS*_'EYO%TD b;LI;B[CVBT'9Sh* ²3 L8T;W b;-I*_IGT7T*e 6S*;Wh - _OA._OfC. ¶² _C$$R_PVE7 G[$9Z*CMT;'E -I*_IGT ­­.­­ - ­´.­­ ;. ¥G[$9Z*CMT;'E .[=_=OEL_7-Sg;¦ - _OA._OfC. ¶´.² _C$$R_PVE7 SEED ¶´.² FM -I*_IGT 2­.­­ - 2±.­­ ;. - _OA._OfC. 1­­.² _C$$R_PVE7 'GYg;%TI News Network -I*_IGT ¥­´.3­ - ­µ.­­ ;. $TI9S;%TI¦ ¥12.­­  12.3­ ;. _9WDg *IS;9S;%TI¦ ¥12.3­ - 13.­­ ;. _LWD*';c9D¦ ¥1µ.­­ - 1µ.±² ;. LEZ=%TIEO<IS;¦ %TI7;-SIg aC*9Z$IS;e GR 13 -I*e GR ² ;T9W `GR%TI$GT*-SgIaC*9Z$IS;e GR µ - 11 -I*e GR ² ;T9W ;O$+T$;Wh <EVK9S Q DS*c6@4S ;T$TE>GV7ETD$TE%O*L8T;WI9V DZBC[ BV T'b;E[=`<<$GZC L8T;W ¥Cluster¦ _@YOg LET*'ITC`=G$bMC a66_6; `GR_@VCg 'ITC;VDCbM$<S ETD$TE6ID$TE>GV7ETD$TE+T$L8T;WI9V DZBC[ BV T'L8T;WM;X*g _@YOg OO$OT$TJc=DS*L8T;WI9V DZBC[ BV T' L8T;WOYg;9WgOD[b;$GZC@Yh;9Wg_6WDI$S; .Xg*$TE>GV7ETD$TEb;E[=`<<6S*$GTIc6ES<$TE7O<ES<+T$>[A*_=;ODT*6W OW$9Sh*b;=++Z<S;L8T;WIV9DZB[CVBT'c6CW$TE >GV7ETD$TEa9E9SJ; OO$OT$TJ-O* MCOT 1 6S*;Wh_GTREShIOWLT; OO$OT$TJ9Z$IS;_LTE`GROT9V7D _IGT 12.­­-12.3­ ;. ES$ 5 8Vg;c9D OO$OT$TJ9Z$IS;IS;_LTE _IGT 13.­­-1±.­­ ;.OWLT;_LI;T OO$OT$TJ9Z$IS;OT9V7D _IGT 13.­­-1±.­­ ;. .N65Ĕ6+E&

LlT;S$%TIc9D_=;J[;D$GT*b;$TE>GV7 EI<EIC +S6_$f< `GR_>D`@E%OC[G%TILTE9Wg_;;'ITC_=;$GT* 8[$7O* _-YgO8YOc6 `GR9S;_M7Z$TE5 DX6MGS$$TE;lT_L;O%TI7TCCT7E2T;9T*IV-T-W@ a6D;lT_L;O>T;LYOg %O*<EVK9S 9WMg GT$MGTD c6`$ L8T;Wa9E9SJ; aC_6VE;c;; a9E9SJ;6TI_9WDC _'EYO%TDL8T;WIV9DZQ OLC9 b-_9'a;aGDWLYgOOV_Gf$9EO;V'Lb;$TEETD*T;%TI>T;_If<c.7 www.mcot.net LYgO'OC@VI_7OEOO;cG; ¥Computer Online¦ `GRLYgOOYg;e _-; $TEbM<EV$TEL*%O'ITC%TIb;ER<< SMS >T;a9EJS@9_'GYgO;9Wg ¥MCOT Õ’Press¦ a6DCWJ[;D%TI%O*LlT;S$%TIc9DOD[b;LI;B[CVBT' ± `M* 'YO J[;D%TIBT'_M;YO +._-WD*bMC J[;D%TIBT'7RIS;OO$_,WD*_M;YO +.%O;`$; J[;D%TIBT'b7 O.MT6bM‰ +.L*%GT `GRJ[;D%TIOS;6TCS; +.B[_$f7

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The MCOT Local Radio Stations - The Company has produced the radio programs for local radio stations located in each province. The radio program production and presentation are based on public and local interest. Every program contains both knowledge and entertainment ¥edutainment¦, and allows general people to join the programs. The broadcasted radio programs may be classified into the following types· - Local Programs, e.g. MCOT for Communities program and Voice of Thais program, which allow audiences to involve in sharing their opinions and reporting any local problems. - National Network Programs, which are news programs daily broadcasted from Thailand Broadcasting Radio Station during ­´.­­  ­´.3­ hr. and 1¶.­­  1¶.3­ hr., as well as news broadcasted from the Thai News Agency whereby FM 1­­.² MHz is the broadcasting host to all regional stations at the start and in the middle of every hour. - Super Stations, which is a project of producing radio programs simultaneously broadcasted to audiences nationwide so that Thai people around the country are connected together. Three MCOT Plc.’s central radio stations as listed below are hosts broadcasting the programs to the other ²3 radio regional stations in different periods· - FM ¶² MHz Look Thung Maha Nakhon, from ­­.­­ hr. to ­´.­­ hr. ¥Look Thung Maha Nakhon Super Station¦ - FM ¶´.² MHz SEED ¶´.² FM, from 2­.­­ - 2±.­­ hr. - FM 1­­.² MHz broadcasting News Network programs, comprising Gaw Tan Kao at on ­´.3­  ­µ.­­ hr., Thieng Ôan Tan Kao on 12.­­ - 12.3­ hr., Sieng Khon Thai on 12.3­ - 13.­­ hr., News Brief on 1µ.­­ - 1µ.±² hr., news breaks at the beginning of each hour for total 13 breaks for ² minutes of each break, and news breaks at the middle of each hour for total µ-11 breaks for ² minutes for each break. Moreover, the Company has developed the production of radio programs for local radio stations in form of station cluster. This development aims to create the remarkable and outstanding program format, that is, a program produced by one local radio station may be broadcasted in other local radio stations in the same cluster. This production format has been warmly welcomed by audiences. At present, the Company also produces the following television programs broadcasted via MCOT 1 Television Station· Lor Lua Esan broadcasted on weekdays on 12.­­ - 12.3­ hr., Rak Na Tin Thai broadcasted on Saturdays on 13.­­ - 1±.­­ hr., Esan Sewana broadcasted on Sundays on 13.­­  1±.­­ hr. The Thai News Agency

The Thai News Agency is a center of producing, compiling, collecting and disseminating the neutral, accurate, trustworthy, and timely news and information based on professional standards through various media operated by MCOT Plc., including ModernineTV Station, satellite television, MCOT radio station network, electronic media via website ¥www. mcot.net¦, computer online and others, e.g. delivery of SMS to mobile phones ¥MCOT Õ’Press¦. The news centers of the Thai News Agency are located in ± regions· Northern News Center at Chiang Mai, Northeastern News Center at Khon Khen, Southern News Center at Amphoe Hat Öai of Songkhla, and Andaman News Center at Phuket. MCOT Annual Report 2012

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=++Z<S;LlT;S$%TIc9D;lT_L;O%TIb;=ER_9J`GR%TI7T*=ER_9Jb;LS6LI;9Wg_MCTRLC OW$9Sh*$TE;lT_L;OCW9Sh*E[=`<<%TI 9SIg c= LTE'6W_-V*%TI $TELSCBTK5<'Z 'G9W_g $WDg I%O*b;=ER_6f;%TI9WOg D[b ;'ITCL;b+ $TEETD*T;L6L8T;$TE5%T I EIC8X*ETD*T; @V_JK b;%5R9W$g TE+S6MT%TI7T*=ER_9Ja6D9SIg c=CW9CWg T+T$`MG*%TIb;7T*=ER_9J_=;MGS$ a6Dc6E<S 'ITCEICCYO+T$LlT;S$%TI `GRLYgO7T*=ER_9JLlT'S‰e %O*aG$_=;+lT;I;CT$ OT9V Deutsche Ôelle ¥Germany¦ , CNN ¥Turner Broadcasting System Asia Pacific, Inc.¦ , CCTV ¥China¦ , NHK ¥Çapan¦ , KBS ¥South Korea¦ , CNN Radio ¥Ò.S.A.¦ , APTN, SNTV, Reuters , AP , AFP ¥Agence France Press¦ 9Sh*;Wh MT$CW_M7Z$TE5LlT'S‰e .Xg*OD[b;'ITCL;b+%O*=ER-T-;_=;@V_JK`GI 9T*LlT;S$%TIc9D+R+S6L* >[LYgO%TI%O*LlT;S$%TIc9Dc=7V67TCETD*T;%TI_MGT;Sh;b;9SgI9Z$CZCaG$ E[=`<<%O*$TEbM<EV$TE%TI%O*LlT;S$%TIc9Db;LYgO7T* e L8T;Wa9E9SJ;aC_6VE;c;; ¥1¦ ETD$TE=ER_B9ETD*T;%TI 9W>g GV7a6DLlT;S$%TIc9D9WOg O$OT$TJ_=;ETD$TEL69S*h MC6 c6`$ 'ZD%aC*%TI_-T %TI_9WDg * %TI_9WgD*LZ6LS=6TM ¥_$TR%TI_6; 1´.­­ ;.¦ %TIBT''lgT %TI7;-SgIaC* 'GZ$I*%TI EO<IS;%TI _$TR%TI ¶ ETD$TE <O$%TI_GT_EYgO* EIC8X*`8<OS$KE%TI MEYO News Bar ¥2¦ ETD$TE=ER_B9OYg;;O$_M;YO+T$ETD$TE=ER_B9ETD*T;%TI9WgEIC>GV7$S<LlT;S$a9E9SJ; _-; ETD*T;%TI_JEK2$V+ $TEIV_'ETRMMZ; ETD$TE=ER_B9'ZD%TI c6`$ ETD$TE+S<_*V;-;9O* ETD$TE'SCBWEIV8WEID ETD$TE'ZDa%C*%TI_-T ETD$TE'ZDa%C*<TDLTCaC* L8T;WIV9DZaC_6VE; _E6VaO ¥1¦ >GV7%TIbML8T;WIV9DZQ OLC9 _'EYO%TD9SgI=ER_9Jb;-I*%TI7;-SgIaC* ¥2¦ >GV7ETD$TE=ER_B9%TIbM`$L8T;WIV9DZQ _OA._OfC. 1­­.² _C$$R_PVE7 b;-I*_'EYO%TD9SgI=ER_9J ¥3¦ +S6MT`GR>GV7%TIBT'BTKTOS*$FKbM$S<L8T;WIV9DZQ _OA._OfC. 1­´ _C$$R_PVE7 MEYO MET 1­´ LYgOOV_Gf$9EO;V'L _-; LYgOOV;_7OE_;f7 LYgO%O'ITCLSh;9T*a9EJS@9_'GYgO;9Wg _=;7; LYgOa9E9SJ;>T;6TI_9WDC LlT;S$%TIc9D EIC>GV7`GR;lT_L;O%TIBTKTOS*$FK >T;9T*-O*L8T;Wa9E9SJ;>T;6TI_9WDC %O* <C+. OLC9 b;-O* MCOT Ôorld <'8 .;I1D/%Ĕ |New œedia}

:ZE$V+-O*a9E9SJ;>T;6TI_9WDC ER<< C band « TrueÒisions `GR Çu band <C+. OLC9 <EVMTE+S6$TE-O*LS‰‰T5a9E9SJ;6TI_9WDCb;ER<< C band ¬ TrueVisions `GR Ku band .Xg*6lT_;V;$TE_O* +lT;I; 2 -O* c6`$ © MCOT ­ -O*a9E9SJ;'V6<I$ 9Wg;lT_L;OETD$TELTER<S;_9V*9Wg_=;=ERaD-; a6D;lTETD$TE`GR<Z'GT$E>[+S6ETD$TE9WgCW 'Z5BT@+T$ <C+. OLC9 CT+S6ETD$TE9WgCW'ITCMGT$MGTD _-; ETD$TELZ%BT@, ETD$TEIV_'ETRM`GR8TD9O6$TE`%*%S;$WNT, ETD$TE9lTOTMTE `GR$TE;lT_L;O%TI+T$J[;D%T IB[CBV T' OO$OT$TJ>T;9T*a9E9SJ;6TI_9WDCc9D'C ² DT; C band¬TrueVisions -O* ¶µ `GR-O* ²´

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At present, the Thai News Agency presents both local and international news in a suitable proportion. The presented news included general news, documentary news, interviews of persons related to hot news, live reports and special reports. The international news mainly comes from many foreign news sources under good cooperation from the worlds’ news agencies and international media such as Deutsche Ôelle ¥Germany¦, CNN ¥Turner Broadcasting System Asia Pacific, Inc.¦, CCTV ¥China¦, NHK ¥Çapan¦, KBS ¥South Korea¦, CNN Radio ¥Ò.S.A.¦, APTN, SNTV, Reuters, AP, AFP ¥Agence France Press¦, etc. In the events that are especially in the interest of the public, the Thai News Agency assigns certain reporters to monitor and report such news at every corner of the world. The news services of Thai News Agency ModernineTÒ ¥1¦ News reporting programs are produced by the Thai News Agency and broadcasted live, e.g. Kui Kamong Kao Chao, Lunch News, Lunch News on Ôeekend ¥Koh Kao Den 1´.­­ hr.¦, Evening News, breaking news at the beginning of each hour, Kluk Ôong Kao, Rop Ôan Kao, Koh ¶, Bok Kao Lao Rang, and news running bar. ¥2¦ Other programs apart from news reporting programs which are produced by the Thai News Agency are the economic news report, stock analysis, entertainment news report such as Chap Ngern Chon Thong, Kumpee Vithe Ruay, Kui Kamong Kao Chao, Kui Kamong Bai Sam Mong, etc. MCOTs Modern Radio ¥1¦ Production of breaking news broadcasted at the beginning of each hour via MCOT radio stations nationwide. ¥2¦ Production of news programs for FM 1­­.² MHz for the period when it is the host radio station for other radio stations across the country. ¥3¦ Supplies and production of English news for FM 1­´ MHz or MET 1­´. Electronic media such as internet media and SMS news service, etc. Satellite TÒ - The Thai News Agency jointly produces and presents English news through the Company’s satellite TV station at MCOT Ôorld Channel. New œedia

Satellite TÒ Business in C band«TrueÒisions and Çu band freíuencies MCOT Plc. has managed two satellite TV channels on C band¬TrueVisions and Ku band systems· © MCOT ­, positive-thinking TV channel, presents useful edutainment programs by quality program presenters of MCOT Plc. The program presentations were diverse, e.g. health, sport analysis and live broadcast sport competition, cooking, and news reported from regional news centers. These programs were broadcasted through Satellite Television Thaicom ² in C band¬TrueVisions frequency at Channel ¶µ and Channel ²´.

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Š MCOT Ă&#x201C;orld -O*ETD$TEBT'BTKTOS*$FK9WCg `W ;I'V6 Thailand windowâ&#x20AC;&#x2122;s to the world =ER7[L=[ ER_9Jc9D ;lT_L;O ETD$TE_$WgDI$S<JVG=IS4;:EEC 9O*_9WgDI OTMTE `GR$TEETD*T;%TI=ER+lTIS;b;=ER_9J_=;BT'BTKTOS*$FK _@YgO=ER-TLSC@S;: =ER_9Jc9DbM$<S -TI7T*-T7V9OWg TJSDOD[9 *Sh b;`GR7T*=ER_9J EIC9S*h -TI7T*-T7V9_Wg %TCT9O*_9WDg Ib;=ER_9J OO$OT$TJ>T;9T* a9E9SJ;6TI_9WDCc9D'C ² DT; C bandÂŹTrueVisions -O* œœ `GR-O* ²¾ - $TEbM<EV$TEES<L*-O*LSÂ&#x2030;Â&#x2030;T5a9E9SJ;6TI_9WDCc9D'C ² DT; C band <C+. OLC9 c6;lT-O*LSÂ&#x2030;Â&#x2030;T5a9E9SJ; 6TI_9WDCc9D'C ² DT; C band `<< Global Beam 9Wg_MGYO`@EBT@OO$OT$TJ%O* Modernine TV ;lTCTbM<EV$TEES<L*-O* LSÂ&#x2030;Â&#x2030;T5a9E9SJ;6TI_9WDC $S<>[=ER$O<$TE-O*ETD$TEa9E9SJ;6TI_9WDC +lT;I; 13 -O* a6D_=;$TEOO$OT$TJ`<< Free To Air CWESJCW%O*LSÂ&#x2030;Â&#x2030;T56TI_9WDC'EO<'GZC$IT 12­ =ER_9J9SgIaG$ ÂĽD$_I;9IW=O_CEV$TÂŚ :ZE$V+ Digital Media Š MCOT Applications <C+. OLC9 c66lT_;V;$TE@S4;T MCOT Applications 9Wg_=;-O*9T*bMCb;$TEES<-CETD$TE 7T*e %O* <C+. OLC9 >T;9T* Smart Phone b;ER<< iOS, Android, Ă&#x201D;indow phone `GR Smart TV %O* Panasonic a6D MCOT Applications ;Wh LTCTE8ES<-C_;YhOMT%TIGTLZ6 ÂŹ DO;MGS* Hip TV `GRETD$TEL6+T$-O* Modernine TV, MCOT 1, MCOT Ă&#x201D;orld EIC9Sh*ES<A*ETD$TEL6%O* Modern Radio MCOT Academy <C+. OLC9 c6+S67Sh*LlT;S$ MCOT Academy _=;L8T<S;IV-T$TE`GR?$O<EC6T;LYgOLTECIG-; 9WgCWBTE$V+MGS$b;$TE 6lT_;V;$TE+S6?$O<ECIV-T-W@6T;LYgOLTECIG-; _@YgO_7EWDC'ITC@EOC`GR@S4;T'ITCE[ 9S$KR9T*IV-T-W@ bM`$;VLV7 ;S$JX$KT >[=ER$O<IV-T-W@LYgOLTECIG-;`GR>[L;b+9SgIc= bMCW'Z5BT@`GRCT7E2T;9Wg_MCTRLC b;$TE=ER$O<IV-T-W@6T;LYgOLTECIG-; MEYO6T;OYg;e 9Wg_$WgDI%O* `GR;lTc=L[$TE_=;>[;lT:ZE$V+LYgOLTECIG-;b;B[CVBT'OT_.WD;

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© MCOT Óorld, an English channel under the theme of Thailand Ôindow’s to the Ôorld. This channel presents art, culture, tourism, food and daily reporting news in English in order to publicize Thailand among foreigners living in Thailand and on abroad and other foreigners visiting Thailand. This channel is broadcasted through Thaicom Satellite ² in C band¬TrueVisions frequency at Channel ¶¶ and Channel ²µ. - Service for receipt¬transmission of Satellite Television Thaicom ² signals in C band frequency- MCOT Plc. took some Satellite Television Thaicom ² signals in C band frequency in type of Global Beam, which were left after the broadcasting of Modernine TV to provide the service for receipt¬transmission of satellite television signals for satellite TV operators in 13 channels. This broadcast is in the Free-to-Air type. The satellite signal radius covers over 12­ countries around the world ¥except America¦. Digital Television © MCOT Applications MCOT Plc. has carried out the development of MCOT Applications as a new channel for viewing various MCOT programs through the smart phone in iOS System, Android System, Ôindow Phone, and Smart TV of Panasonic. Through MCOT Applications, the audiences receive the most updated¬retrospective news, Hip TV, live programs from Modernine TV, MCOT 1, MCOT Ôorld, as well as listening to live programs of Modern Radio. MCOT Academy MCOT established MCOT Academy to be an academic and training institute in field of mass media. The mission of MCOT academy is to arrange mass media training programs for university students, mass media workers and other interested persons so that they are prepared and developed to have the mass media knowledge and professional skills until they are appropriate qualifications and standards for working in this area or other related areas. This mission is a step of becoming the mass media business leader in the ASEAN region.

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Subsidiaries and Businesses under Joint Operation Agreement

Subsidiaries Panorama Óorldwide Company Limited - It was incorporated as subsidiary of MCOT Plc. on November 21, 2­­3 to operate the business on the production of television and documentary programs for MCOT Plc. and other local and international television stations Panorama Ôorldwide Co., Ltd. also produces the video and public relation media for state-owned and private sectors. MCOT Plc. holds ±¶.­¢ of this subsidiary. SeedMCOT Company Limited - It was incorporated on November 1µ, 2­­¶ and MCOT Plc. holds shares in this subsidiary for ±¶¢. This subsidiary operates all entertainment businesses¸ for example, production of radio and television programs, films, and musical and digital products, development and distribution of premium products, and arrangement off concerts, stageplays, and fashion shows, etc. Joint Operation Business MCOT Plc. has entered into joint operation agreements with several private operators. The income in forms of joint operation revenues was derived from 2 main business parts· 1. Çoint operation with Bangkok Entertainment Company Limited ¥BEC¦, running Thai TV Channel 3 and operating and managing radio programs and radio advertisements of FM 1­².² MHz 2. Çoint operation with TrueVisions Plc., running a subscription TV service.

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4""J;VCN^;! <C+. OLC9 +S69lT`>;<EVMTE'ITC_LWgD* =ER+lT= 2²²² _@YgO7O<L;O*7OETD$TE'ITC_LWgD*ER6S<O*'$E9WgCWER6S< 'ITCEZ;`E*L[*+lT;I; 1­ 'ITC_LWDg * a6DETDGR_OWD6%O*`7GR'ITC_LWDg * `GR$TE<EVMTE+S6$TE'ITC_LWDg *6S*$GTI LTCTE8LEZ=c6 6S*;Wh ­ª 'ITC_LWgD*+T$>G$ER9<+T$`>;`C<9 $L9-ª ¥'ITC_LWgD*6T;$GDZ9: · Strategic Risk¦ +T$;aD<TDES2b;$TE=1VE[=LYgO `GR$TE=ER$TJb-@ERET-<S‰‰S7V=ER$O<$V+$TE$ER+TD_LWD*`GR$V+$TEa9E9SJ; _CYgOIS;9Wg ² CW;T'C 2²²1 7GO6+;@ERET-<S‰‰S7VO*'$E+S6LEE'GYg;'ITC8Wg`GR$lT$S<$V+$TEIV9DZ$ER+TD_LWD* IV9DZa9E9SJ; `GR$V+$TEa9E'C;T'C @.J. 2²²3 _CYgOIS;9Wg 2­ :S;IT'C 2²²3 `GR$TE`7*7Sh*'5R$EEC$TE$V+$TE$ER+TD_LWD* $V+$TE a9E9SJ;`GR$V+$TEa9E'C;T'C`M*-T7V ¥$L9-.¦ _CYgOIS;9Wg ´ 7ZGT'C 2²²± `GR$TE=ER$TJ`>;`C<9Q $L9-. _CYgO ± _CKTD; 2²²² .Xg*CW>GbM'GYg;'ITC8Wg7O*8[$;lTCT+S6LEEbMC <C+. OLC9 +X*CW'ITC_LWgD*9WgOT+8[$G6+lT;I;'GYg;'ITC8Wg b;$TE=ER$O<$V+$TEG* %5R_6WDI$S;$f+RCW>GbM <C+. OLC9 8[$=ES<_=GWgD;L8T;R+T$_6VC9Wg_=;>[bMLSC=9T; CT_=; >[=ER$O<$TEETDM;Xg*9Wg7O*`%*%S;$S<>[=ER$O<$TEBT'_O$-; a6D7O*%OES<b<O;Z‰T7=ER$O<$V+$TE9T*:ZE$V+9Wg7O*_LWD 'T:EEC_;WDCb<O;Z‰T7=ER$O<$V+$TE`GRb<O;Z‰T7b-'GYg;'ITC8Wg EIC8X*7O*;lTL*_*V;ETD=_%T$O*9Z;cC_$V;EODGR 2 %O* ETDc6+T$$TEa)K5T9Sh*9T*7E*`GR9T*OOC =ER_6f;6S*$GTI;WhDS*'*;S<_=;BTER'ITC_LWgD*9Wg <C+. OLC9 7O*_7EWDC$TEEO*ES< 7Oc= 9S*h ;Wh <C+. OLC9 c6bM'ITCLlT'S‰ODT*DV*g b;$TE6lT_;V;$TE_@YOg EO*ES<'ITC_LWDg *6S*$GTI a6DCW$TE+S67S*h '5R$EEC$TE $TE+S69lT`>;=1V<S7V$TE=ER$O<:ZE$V+IV9DZ`GRa9E9SJ; _@YgOJX$KT'ITC'Y<M;T`;I9T*$TE6lT_;V;$TE%O*'5R$EEC$TE $L9-. `GR6lT_;V;$TE_$WgDI$S<$TE`+*ETDGR_OWD6$TEb-*T;'GYg;'ITC8Wg _M7Z>G'ITC+lT_=;b;$TE8YO'EO*'GYg;'ITC8Wg LSC=9T; MEYO LS‰‰T OTDZLS‰‰T 'T7O<`9;7GO6+;ETDGR_OWD67T*e 9Wg_$WgDI%O* JX$KT'ITC_=;c=c6 7GO6+;_L;O`;I9T*_GYO$E[=`<< b;$TE_=;>[bM<EV$TEOO$OT$TJa9E9SJ;b;ER<<6V+V9SG `GRbM;lT_L;Oa'E*LET*:ZE$V+bMC9Wg6lT_;V;$TEBTDb7;V7V<Z''G9WgCW ETDGR_OWD6$TEG*9Z; `GRa'E*LET*$TE8YOMZ; ODT*cE$f7TC <C+. OLC9 DS*'*7O*bM'ITCLlT'S‰ODT*7O_;YOg *$S<$TE_7EWDC$TEEO*ES<$TE9W+g R7O*=ERC[Gb<O;Z‰T7 `%*$S<_O$-; _@YgOLET*'ITCCSg;b+c6IT <C+. OLC9 +RDS*'*LTCTE8c6'GYg;'ITC8Wgb;$TE6lT_;V;$V+$TE7Oc= ®ª 'ITC_LWgD*+T$>G$ER9<9Wg_$V6%Xh;+T$_9'a;aGDW ¥'ITC_LWgD*6T;$GDZ9:· Strategic Risk¦ @S4;T$TE%O*_9'a;aGDW9Wg_$V6%Xh; 7GO6+;$TEMGOCEIC_9'a;aGDW6T;$V+$TE$ER+TD_LWD*`GR$V+$TEa9E'C;T'C .Xg*;lT CTL[$TE'V6';;IS7$EECbMCe OT9V $TE_=GWgD;>T;+T$_9'a;aGDWO;TGfO$ ¥Analog¦ CT_=;_9'a;aGDW6V+V9SG ¥Digital¦ $TELYgOLTE `<<cELTD ¥Ôireless¦ 9Wg9lTbMLTCTE8_-YgOCaD*%OC[G8X*$S;c6ODT*cE%W6+lT$S6 _=;7; +R9lTbM_$V6:ZE$V+ `GRLYgObMC ¥New Media¦ %Xh;CT$CTD .Xg*;S<_=;=++SDLlT'S‰9Wg+RL*>G$ER9<7O$TE6lT_;V;*T;%O*:ZE$V+LYgOb;=++Z<S;`GRb;O;T'7 <C+. OLC9 c6<EVMTE+S6$TE'ITC_LWgD*6S*$GTI 6ID$TE7V67TC'ITC_'GYgO;cMI%O*_9'a;aGDWODT*b$G-V6 `GR_7EWDC @EOCEO*ES<$TE_=GWgD;`=G*6S*$GTI CW$TE$lTM;69VJ9T*;lT_9'a;aGDW9WgCWOD[CT_@VgC-O*9T*b;$TE6lT_;V;:ZE$V+ CW$TE_+E+T EICCYO$S<M;ID*T;BTD;O$ ;O$+T$;Wh DS*CWa'E*$TE@S4;T_@YgO;lT'GYg;'ITC8Wg9WgCWOD[CTb-=ERaD-;bM_$V6C[G'Tb;_-V*:ZE$V+ $TEEICCYO$S<@S;:CV7Eb;$TE6lT_;V;:ZE$V+a9E9SJ;6TI_9WDC EIC9Sh*$TEJX$KT`;I9T*$TE+S69lT`>;EO*ES<$TE_=GWgD;>T;L[ER<< a9E9SJ;6+V 9V GS _@YOg bM_=;c=7TC;aD<TDBT'ES2 7TC$0MCTD CWCT7E2T;LT$G `GR_=;=ERaD-;b;$TE=ER$O<$V+$TE%O* <C+. OLC9

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Risk Factors MCOT Plc. has prepared the 2­12 Risk Management Plan to cope with 1­ highly organization-level risks. The details of particular risks and management of those risks are summarized below. 1. Risks from impacts caused by the NBTC’s Master Plan ¥Strategic Risk¦ Subject to the Government’s policy on media reform, the enactment of the Radio and Television Broadcasting Business Act on March ², 2­­µ, the enactment of the Act on Organization to Assign Radio Frequency and to Regulate the Broadcasting and Telecommunications Services B.E. 2²²3 on December 2­, 2­1­, the appointment of the National Broadcasting and Telecommunications Commission ¥NBTC¦ on October ´, 2­11, and the announcement of the NBTC’s Master Plan on April ², 2­12 all have led to the new allocation of frequencies. Consequently, MCOT Plc. has encountered the risk that the frequencies for business services in the possession of MCOT Plc. may be reduced. Meanwhile, the status of MCOT Plc. might be changed from an organization who has granted the concession to be an operator who must compete with many other private operators. By this regard, MCOT Plc. must apply for business licences, which certainly require business licence fees and spectrum licence fees. Moreover, not more than 2 percent of income the Company will earn from both direct and indirect advertisements must be contributed to the Fund. These are potential risks MCOT Plc. must cope with in the future. MCOT Plc. has critically taken actions to correspond to this risk by appointing the Committee for the Preparation of Action Plan in the Operations of Radio and Television Businesses. This Committee has been assigned to monitor the movements of the NBTS’s working, to advise the details about the utilization of frequencies, rationale and necessities of possessing frequencies, concession or agreement, agreement term, compensation as well as other related details, to study the feasibility, to propose alternative models of being a digital-based television broadcasting service provider, and to propose a new business structure operated as juristic person with initial details about investment and shareholding structure. However, MCOT Plc. has consistently focused on the preparation for the spectrum auctions it may be competing with other private companies to ensure that MCOT Plc. would continue possessing some spectrum for its business operations. 2. Risks associated with technologies (Strategic Risk) The state-of-art technological development and combination of sound broadcasting and telecommunication technologies have led to new innovations¸ for example, the revolution from analogue to digital technology, wireless communications enhancing unlimited information connection, etc. that entail a large number of new businesses and media. These are certain important factors affecting the present and future operations of media businesses. MCOT Plc. has managed these risks by keeping a close watch to all related technological movements. MCOT Plc. has also prepared for these changes by settling the business direction of utilizing all existing technologies to widen its business opportunities, negotiating for cooperation with several external agencies, developing projects to utilize its existing frequencies for better business values, cooperating with some alliances for the operation of satellite television business, and studying the preparation of plan for the revolution of digital television system. Nevertheless, all above preparations have been in conformity with the state policy, applicable laws, international standard as well as benefits in the business operations of MCOT Plc. MCOT Annual Report 2012

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¯. 'ITC_LWgD*+T$ Content 9WgOT+cC7O<L;O*7O'ITC7O*$TEG[$'T ¥'ITC_LWgD*6T;$GDZ9: · Strategic Risk¦ 9TC$GT*BTI$TE5$TE`%*%S;b;LYOg :ZE$V+6T;a9E9SJ;`GRIV9DZ;;Sh CW$TE`%*%S;9WEg ;Z `E*CT$%X;h CTa6D7GO6 'ITC_LWDg *+T$ ETD$TE ¥Content¦ 9WOg T+cC7O<L;O*7O'ITC7O*$TE%O*G[$'T .X*g OT+CWLT_M7ZCT+T$MGT$MGTD=++SD OT9V @F7V$EEC>[- C¬>[A * _=GWDg ;`=G*_EfI`GRMGT$MGTDCT$%X;h 'Z5BT@ETD$TEcC7E*$S<'ITC7O*$TE%O*>[- C¬>[A * $TE=ES<>S*ETD$TEDS*cCLO6'GO*$S< $GZC>[-C ¥ETD$TE`GR-I*_IGT¦ %T6$TEIV+SD$TE7GT6b;_-V*GX$_@YgOJX$KT@F7V$EEC>[-C¬>[A* _=;7; <C+. OLC9 'IEbM'ITC LlT'S‰$S<$TE<EVMTE+S6$TE'ITC_LWDg *6S*$GTI9WOg T+_$V6%X;h 9TC$GT*BTI$TE5b;O;T'79W:g EZ $V+LYOg +RCW`;Ia;C$TE_=6_LEWCT$%X;h `GRETD$TE ¥Content¦ +R8YO_=;=++SDLlT'S‰9Wg;lTc=L['ITCLlT_Ef+ ¥Key Success Factor¦ b;$TE6lT_;V;:ZE$V+ <C+. OLC9 bM'ITCLlT'S‰b;$TE=ES<=EZ*`GR@S4;TETD$TE ¥Content¦ CTa6D7GO6 _@YOg bM7O<L;O*7O'ITC7O*$TEG[$'T @F7V$EEC%O*>[-C¬>[A* .Xg*CW$TE_=GWgD;`=G*ODT*EI6_EfI`GRMGT$MGTDCT$%Xh; <C+. OLC9 +X*c6CW$TE<EVMTE+S6$TE _@YgOG6 'ITC_LWDg *6S*$GTI 9S*h b;LI;%O*$TE+S69lTIV+DS $TE7GT6_-V*GX$ _@YOg bMLO6'GO*$S<@F7V$EEC>[< EVaB'`GR'ITC7O*$TE%O*7GT6 $lTM;6$GDZ9:_@YgO>GV7ETD$TE_O*CT$%Xh; _@YgOEO*ES<$S<;aD<TD%O* $L9-. `GR_@VgCaO$TLb;$TELET*ETDc6b;-O*9T*OYg;e %O* O*'$Eb;O;T'7 ES$KT`GRLET*@S;:CV7E9T*:ZE$V+9WgCWJS$DBT@9Sh*b;`GR7T*=ER_9J _@YgO@S4;TETD$TE @S4;T_;YhOMTETD$TE ¥content¦ _@YgO;lT_L;Ob;-O*9T* ¥Platform¦ 7T*e `GR%DTD%TD<EV$TE`GR7ODO6:ZE$V+IV9DZ>T;LYgOOYg;e .Xg*CT7E$TE_MGT;Wh+R LTCTE8-IDG6ER6S<'ITC_LWgD*c6 °. 'ITC_LWgD*+T$$TE@S4;T:ZE$V+bMC`GR$TEb-9ES@DLV;9WgCWOD[bM_$V6C[G'T_@VgC ¥'ITC_LWgD*6T;$GDZ9: · Strategic Risk¦ <C+. OLC9 bM'ITCLlT'S‰$S<$TECZ* c=L[$ TE6lT_;V;*T;b;:ZE$V+bMCe a6D_;;$TE6lT_;V;:ZE$V+9WI6W TI_9WDC_@YOg LTCTE8LET* ETDc6_@VgC_7VC+T$:ZE$V+MGS$ a6DCW$TE<EVMTE+S6$TE `GR_7EWDC'ITC@EOC9Sh*b;6T;a'E*LET*$TE6lT_;V;*T; $ER<I;$TEb;$TE 6lT_;V;:ZE$V+bMC <Z'GT$E EIC9S*h $TE>GV7 `GR+S6MT Content 9WCg 'W 5Z BT@_MCTRLC$S<$GZC _= TMCTD `GR_@WD*@O7O$TEOO$OT$TJ 7GO6+;'S6_GYO$@S;:CV7E_%TEIC6lT_;V;$TE_@YOg bM'EO<'GZCLYOg bMCe `GRLTCTE8OO$OT$TJ>T;-O*9T*7T*e %O* <C+. OLC9 ;O$+T$;WhDS*CW$TE_7EWDC'ITC@EOCb;$TE;lT9ES@DLV;9WgDS*cCc6b-=ERaD-;CT@S4;TbM_$V6C[G'T_@VgCa6DCW$TE+S6+T* <EVK9S 9W=g EX$KT CT6lT_;V;$TE9S*h b;LI;%O*$TE+S69lT`>;<EVMTE+S6$TE $TEJX$KT'ITC_=;c=c6%O*a'E*$TE `GR$TE=ER_CV;'ITC 'ZC'T%O*a'E*$TE _=;7; 5. 'ITC_LWgD*+T$$TE<EVMTE$TE7GT6_@YgOLET*ETDc6DS*cCLTCTE86lT_;V;$TEb;_-V*EZ$c6ODT*_7fC9Wg ¥'ITC_LWgD*6T; $TE_*V; · Financial Risk¦ 8X*`CIT$TE<EVMTE$TE7GT6%O* <C+. OLC9 DS*cCLTCTE86lT_;V;$TEb;_-V*EZ$c6ODT*_7fC9Wg .Xg*OT+CWLT_M7ZCT+T$ MGT$MGTD=++SD 9S*h BTDb;`GRBTD;O$=ER_9J 6S*;S;h $TE9W+g RES$KTLI;`<*7GT6`GROS7ET$TE_7V<a7%O*ETDc6cI'*cCb-_EYOg **TD a6D_,@TR9TC$GT*$TE%DTD7SI_7V<a7b;OS7ET_E*%O*:ZE$V+a9E9SJ;6TI_9WDC `GRLYOg bMCe .X*g OT+_%TCTCWO9V :V@G`GR$V;LI;`<* 7GT6_Cf6_*V;a)K5T%O* Free TV ODT*cCOT+MGW$_GWgD*c6 %5R_6WDI$S;'ITC7O*$TE%O*>[<EVaB'9Wg_=GWgD;`=G*c=ODT*EI6_EfI LI;M;Xg*+T$$TE@S4;T%O*_9'a;aGDW9Wg;lTc=L[LYgObMCe =ER$O<$S<BTIR-RGO7SI%O*_JEK2$V+b;= 2²²² b;$E5W9WgL8T;$TE5b; DZaE=cCLTCTE8'I<'ZCc6 `C+RCWCT7E$TE$ER7Z; %O*BT'ES29WOg O$CT a6DOT+9lTbM_JEK2$V+= 2²²² _7V<a7c6b;ER6S<EODGR 1-2 +T$= 2²²± 9Wg'T6IT+ROD[9Wg=ERCT5EODGR 3.µ 7GO6+;=++SDBTDb; OT9V ETD$TE ¥content¦ cC7O<L;O*7O'ITC7O*$TE >[-C¬>[A* .Xg*GI;`GI`7+R_=;=++SD$66S;9Wg+R9lTbM$TE<EVMTE$TE7GT6_-V*EZ$cCLTCTE86lT_;V;$TEc6ODT*_7fC9Wg +;OT+L*>G bMETDc6`GR$lTcE$O;MS$BTKWcC_=;c=7TC_= TMCTD9Wg$lTM;6cI

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3. Risk from contents unsatisfying customers ¥Strategic Risk¦ In the midst of competition between television and radio business media, the competition has been increasingly harsh. The risks from contents unsatisfying the customers may derive from numerous factors· audiences¬listeners’ behavior has changed more rapidly and diversely¸ program quality does not meet the audiences’ demand¸ revision of broadcasted program is not consistent with the audiences ¥programs and broadcast time¦¸ no in-depth marketing research is conducted to examine the audiences¬listeners’ behavior, etc. MCOT Plc. should pay attention to manage these potential risks whereas it is likely that the media business may be more liberalized in the future. As a result, the content will become a key success factor for business operations. MCOT Plc. has at all times focused on the content improvement and development in order to serve the customers’ needs. Ôhen the audiences¬listeners’ behavior has changed more rapidly and diversely, MCOT Plc. has managed such risk by conducting the in-depth marketing research to seek for the consumers’ behavior and markets’ needs, setting up strategies in producing its own programs more in order to correspond to the NBTC’s policy and to broaden its income-earning opportunities in the future, retaining and building local and foreign potential business alliances for program and content development to be presented via many platforms, and extending the service network of MCOT Plc. and developing the radio business via other media. These measures would certainly help lessen the aforesaid potential risks. ±. Risks from the development of new businesses and added-value to existing properties ¥Strategic Risk¦ MCOT Plc. has valued the operations of new businesses with a focus on satellite television business in order to add revenues for its core business under management and preparedness in the operation structure, new business operation process, personnel, production, supplies for quality contents suitable for targeted groups and sufficient for broadcasting, as well as selection of joint-operating alliances in order to cover new media and be broadcasted via media platforms of MCOT Plc. Furthermore, MCOT Plc. has prepared to utilize its existing properties for better values. A consulting firm has been engaged to make the management plan, study the project feasibility, and evaluate the project cost-effectiveness, etc. ². Risks from the incapability of implementing proactive marketing management for higher revenues ¥Financial Risk¦ The marketing management of MCOT Plc. have not been done proactively due to several factors, either local or foreign factors. Thus, the retention of market shares and income growth is not simple, especially during the accelerating growth of satellite television business and other new media, which may inevitably influence and grab some market shares in advertising budgets in free TVs soon. In the meantime, the rapidly changing demand of consumers is partially stirred by the technological development leading to many newly launched media. In addition, the national sluggish economic in 2­12 and uncontrollable economic situation in Europe, despite many stimulus packages by the government sector, could drive the economic growth by 1-2 percent from the preceding year while it was earlier expected that the growth would be 3.µ percent. There were also other internal factors, e.g. contents unsatisfying the audiences¬listeners, which all have restrained the efficiency of proactive marketing management that caused MCOT Plc. to miss its expected revenues and profit before tax. MCOT Annual Report 2012

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6S*;Sh;_@YgObM <C+. OLC9 LTCTE86lT_;V;*T;bMETDc6_=;c=7TC_= TMCTD9Wg$lTM;6cI +X*c6CW$TE<EVMTE+S6$TE _@YgOG6 'ITC_LWDg *MEYO>G$ER9<6S*$GTI9W+g R_$V6%X;h a6D$lTM;6$GDZ9:9T*$TE7GT6bMC _@VCg E[=`<<$TE7GT69WMg GT$MGTDCT$%X;h %DTD -O*9T*$TEa)K5T EICc=8X*$TE_@VgCOS7ET'Ta)K5T_=;7; ². 'ITC_LWgD*+T$$TE<EVMTE'Tb-+TDDS*7O*'I<'ZCbMCW=ERLV9:VBT@DVg*%Xh; ¥'ITC_LWgD*6T;$TE_*V; · Financial Risk¦ <C+. OLC9 bM'ITCLlT'S‰$S<$TE<EVMTE+S6$TE'Tb-+T D _;YOg *+T$'Tb-+T D_=;=++SDLlT'S‰=++SDM;X*g 9WOg T+L*>GbMO*'$E cCLTCTE8<EEGZ_= TMCTD9T*$TE_*V;9W$g Tl M;6cI 6S*;S;h +X*+lT_=;9W+g R7O*<EVMTE'Tb-+T D7T*e bMC=W ERLV9:VBT@ c6`$ 'Tb-+T DGI* _IGT 'Tb-+T Db;$TE%TD `GR_*V;ET*ISG;lT_%T ¥Commission¦ EIC8X*'Tb-+T D6lT_;V;*T;7OETDc66Tl _;V;*T; `GRbMLTCTE8_9WD<_'WD* $S<:ZE$V+b;OZ7LTM$EEC_6WDI$S;c6 a6D <C+. OLC9 c6+S69lT`>;$TEG6'Tb-+TD_@YgO-ID_@VgC=ERLV9:VBT@b;$TE<EVMTE7;9Z; ;O$+T$;WhDS*CW`;I9T*b;$TE$lTM;6J[;D EVM ¥Economic Value Management¦ 9Wg+R+S6LEE7;9Z;ERMIT*M;ID*T;BTDb; 6ID$S; .Xg*-IDLR9O;bM_Mf;8X*7;9Z;b;$TE6lT_;V;*T;9Wg`9+EV*%O*`7GRM;ID*T; `GR_LEVCLET*%W6'ITCLTCTE8b;$TE`%*%S; b;ERDRDTI%O*O*'$E ³. 'ITC_LWgD*+T$$TE<EVMTE_9'a;aGDWLTEL;_9J_@YgO$TE+S6$TE9Wg6W (ITÃ) DS*cCLC<[E5 ¥'ITC_LWgD*6T;$TE6lT_;V;*T; · Operational Risk¦ <C+. OLC9 bM'ITCLlT'S‰b;$TE@S4;T_9'a;aGDWLTEL;_9J%O*O*'$EbMLTCTE8L;S<L;Z;$TE6lT_;V;*T; `GR_@VgC%W6 'ITCLTCTE8_@YOg EO*ES<$TE`%*%S;b;O;T'7 6S*;S;h +X*CWCT7E$TE<EVMTE+S6$TE'ITC_LWDg *b;_EYOg *6S*$GTIODT*7O_;YOg * 6ID$TE;lT _OTER<< Enterprise Resource Planning · ERP CTb-_@YgO=ES<=EZ*ER<<_9'a;aGDWLTEL;_9J9T*$TE<EVMTE`GR$TE+S6$TEb;6T; 7T*e %O* <C+. OLC9 bM_$V6=ERLV9:VBT@DVg*%Xh; LTCTE8L;S<L;Z;%OC[G_@YgO$TE7S6LV;b+b;6T;$TE<EVMTE EIC9Sh*CW$TE6lT_;V; $TE7TCCT7E2T; ISO 2´­­1 b;LI;%O*J[;D'OC@VI_7OE ¥Data Center¦ _@YOg _LEVCLET*'ITCCS;g '*=GO6BSDbM$<S ER<<LTEL;_9J %O*O*'$E ´. 'ITC_LWDg *+T$ER<<<EVMTE9ES@DT$EC;ZKD9DWg *S 7O*@S4;TbMCJW $S DBT@EO*ES<$TE`%*%S; ¥'ITC_LWDg *6T;$TE6lT_;V;*T; · Operational Risk¦ <C+. OLC9 _Mf;8X*'ITC+lT_=;b;$TE<EVMTE`GR@S4;TER<<9ES@DT$EC;ZKD ¥HR Management £ HR Development¦ .X*g _=;ER<<9WCg OW D[b ;=++Z<;S <T*LI;DS*'*7O*@S4;T_@YOg bMLTCTE8L;S<L;Z;$TE6lT_;V;:ZE$V+O*'$E 9TC$GT*LBT@`I6GOC9T* :ZE$V+9W_g =GWDg ;`=G*c6ODT*CW=ERLV9:VBT@DV*g %X;h OT9V $TE=ES<a'E*LET*O*'$EbMEO*ES<$S<$TE`%*%S;`GR$TE6lT_;V;:ZE$V+b;O;T'7 $TE@S4;TLTDOT-W@ ¥Career Path¦ $TE_7EWDC$TEMT>[LY<9O67lT`M;*96`9;>[_$KWD5 $TEO<EC<Z'GT$E7TC Competency %O*O*'$E 7GO6+;$TE<EVMTE'ITC_LWgD*_@YgOCZ*L[$TE_=;O*'$TE`M*$TE_EWD;E[ ¥Learning Organization· LO¦ 9. 'ITC_LWDg *+T$$TE9WDg *S 7O*<EVMTE+S6$TEGV%LV9:Vk _@YOg EO*ES< Platform 9Wbg -OD[ ¥'ITC_LWDg *6T;$TE=1V<7S 7V TC$0 ER_<WD< %O<S*'S< $0MCTD· Compliance Risk¦ $TE6lT_;V;:ZE$V+b;O;T'7 $TE<EVMTE+S6$TEGV%LV9:VOk DT*CW=ERLV9:VBT@ +R-IDbM <C+. OLC9 LTCTE8%DTD-O*9T*b;$TEMT ETDc6 EIC9S*h = O*$S;'ITC_LWDg *+T$$TEOT+8[$A O*EO*c66I D 6S*;S;h <C+. OLC9 +X*+lT_=;9W+g R7O*CWCT7E$TE<EVMTE+S6$TE a6Db;= 2²²² c6C$W TE+S67S*h M;ID*T;9WEg <S >V6-O<9W-g 6S _+; $TE+S69lT`>;_@YOg <EVMTE+S6$TEGV%LV9:Vk EIC9S*h $TELYOg LTEbMM;ID*T;BTDb;9ET<8X* %OLS‰‰T `GR%OL*I;LV9:Vk%O*LS‰‰TbM-S6_+; ­0. 'ITC_LWDg *+T$$TE9W$g 0 ER_<WD<`GR%O<S*'S<9WDg *S cC_=;=++Z<;S `GRcC_OYOh 7O$TE`%*%S;b;_-V*:ZE$V+ ¥'ITC_LWDg *6T;$TE =1V<S7V7TC$0 ER_<WD< %O<S*'S< $0MCTD · Compliance Risk¦ <C+. OLC9 _Gf*_Mf;8X*'ITCLlT'S‰b;$TE=ES<=EZ*$0 ER_<WD< `GR%O<S*'S< 9WCg OW D[b ;=++Z<;S bM_OYOh 7O$TE`%*%S;b;_-V*:ZE$V+ 6S*;S;h +X*CWCT7E$TE+S6$TE'ITC_LWDg *6S*$GTI 6ID$TE9lT$TE=ES<=EZ*$0 ER_<WD< `GR%O<S*'S<bMCbMLTCTE8_LEVCLET*JS$DBT@b; $TE`%*%S;c6CT$DVg*%Xh; MCOT =L<"L35=J#dL5úýýý

92


Therefore, to maintain MCOT Plc’s expected revenues, such risks or impacts have been managed by setting up new marketing strategy, adding diverse marketing patterns, expanding advertising channels, and increasing advertising rate, etc. ³. Risks from the expenditure management and cost-effectiveness ¥Financial Risk¦ MCOT Plc. has valued the cost management as it is a critical factor blocking the organization to attain its expected financial targets. It is, therefore, necessary to have an efficient cost management, e.g. overtime costs, selling expenses and commission as well as operating expenses per operating income so that they could be compared with those in other similar industries. MCOT Plc. has prepared the cost reduction plan in order to boost the cost management efficiency. Further, MCOT Plc. has also set the Economic Value Management ¥EVM¦ Center to be in charge of allocating the internal costs between each department of MCOT Plc. This Center helps indicate the actual operating costs of each department, and boost the long-term competitiveness in the organization. ´. Risks from the inefficient information technology management ¥Operational Risk¦ MCOT Plc. has foreseen that the information technology of the organization, which supports the operations and boosts the capability of the Company for future competition, must be improved. Therefore, certain risk management measures have been continuously launched to manage them¸ Enterprise Resource Planning ¥ERP¦ system has been used to improve the information technology system and other administrations in MCOT Plc. This system could also provide some supportive information for the management decisionmaking. MCOT Plc. has also carried out ISO 2´­­1 to make its information technology system more secure and safer. µ. Risks from the human resource management system to be improved for future competition ¥Operational Risk¦ MCOT Plc. has recognized the significance of human resource management and human resource development, which is one of existing systems in the Company. Some human resources must be improved to support the organization’s business operations more efficiently among the changing business circumstances¸ for example, reengineering the organization structure to correspond to the future competition and business operations, career path development, seeking for successors to replace retired employees, personnel training in line with the organization’s competency, as well as risk management driving MCOT Plc. to be a learning organization ¥LO¦. ¶. Risks from copyright management to support existing platforms ¥Compliance Risk¦ For future business operations, the efficient copyright management partially enables MCOT Plc. to widen its income earning, and to prevent risks from lawsuits. Therefore, MCOT Plc. must issue some management measures to handle these risks. In 2­12, a responsible department was established to be in charge of preparing the copyright management plan and communicating with all internal departments evidently about provisions and reservations set forth in agreements. 1­. Risks from out-of-date rules and regulations not supportive for business competition ¥Compliance Risk¦ MCOT Plc. has recognized the importance of revising rules, regulations and obligations applicable at present to be supportive to the business competition¸ therefore, it has issued some risk management measures by revising those rules, regulations and obligations for better competition potential.

MCOT Annual Report 2012

93


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MCOT =L<"L35=J#dL5úýýý

94


Shareholding Structure Shareholding Structure Company’s Assets

As of 31 December 2­12, the registered capital of MCOT Plc. was Baht 3,µ3²,­­­,­­­, consisting of ´³´,­­­,­­­ ordinary shares at a par value of Baht ² each. The paid-up capital of MCOT Plc. was Baht 3,±3²,±¶³,­²­, consisting of ³µ´,­¶¶,21­ common shares at a par value of Baht ² each. Shareholders

As of the most recent book-closing date on 1¶ October 2­12. Of all 1¶,µ±³ shareholders, there were ´´.2µ¢ of major shareholders and 22.´2¢ of minor shareholders. Top 10 œa¹or shareholders were as follows ‰ No.

1 2 3 ± ² ³ ´ µ ¶ 1­

Shareholders

Number of Shares Held

% of Shareholding

Ministry of Finance The Government Savings Bank Thai NVDR CO., LTD Government of Singapore Investment Corporation C American International Assurance Company, Limited - Apex Government of Singapore Investment Corporation H TFB FOR MFC-THAI FÒND INVESTMENT PLAN Thai Life Insurance Public Company Limited Mr. Sophon Mitpanpanich GOLDMAN SACHS £ CO

±²2,13±,­22 ´µ,µ³²,¶´µ 33,2²±,µ´³ 1¶,11³,1­­ ²,­­­,­­­ ±,±3²,±­­ ±,±2²,­­­ 3,µµ­,³­­ 3,µ´3,³­­ 3,±³´,±­­

³².µ­ 11.±µ ±.µ± 2.´µ ­.´3 ­.³² ­.³± ­.²³ ­.²³ ­.²­

Source· Thailand Securities Depository Co., Ltd. Limitation of foreign shareholders The Company has determined foreign limit at 1²¢ of the paid-up capital.

MCOT Annual Report 2012

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96


List of Directors and Executives and their Shareholding Status As of 31 December 2­12 Name

1. 2. 3. ±. ². ³. ´. µ. ¶. 1­. 11. 12. 13. 1±. 1². 1³. 1´. 1µ. 1¶. 2­. 21. 22. 23. 2±. 2².

Mr. Sutham Saengpratoom Professor Tongthong Chandransu Mr. Chakraphan Öomchinda Mr. Khemchai Chutiwongse Mrs. Öajai Pattanasukwasun Mr. Premkamon Tinnakorn Na Ayutthaya Mr. Prasert Kasemkomase Mr. Surachai Kositsareewong Mr. Boontham Pigulsri Mrs. Phornsiri Manoharn Mr. Öongyutt Chaipromprasith Mr. Kraitos Ongchaisak Mr. Anek Permvongseni Police General Panupong Singhara Na Ayudhya Mr. Sorajak Kasemsuvan Mr. Sutham Siritipsakorn Mr. Sura Gaintanasilp Mr. Çessada Promjart Mrs. Duangchai Maharakkhaka Mrs. Kamalasiri Isarankura Na Ayudhya Mr. Thanachai Ôongthongsri Mr. Kematat Paladesh Mrs. Suthisa Luangphairoj1¦ Mrs. Suphawan Thumvachiraporn1¦ Mr. Sommai Suwannawong1¦

Note ·

Position

% of Shares Held

Chairman First Vice Chairman Second Vice Chairman Independent Director Director Director

-

Independent Director Director Independent Director Independent Director Independent Director Independent Director Director and President Director ¥Resigned on 2´ September 2­12¦

-

Chairman ¥Resigned on ¶ October 2­12¦ Director ¥Resigned on ´ November 2­12¦ Executive Vice President Chief Financial Officer Executive Vice President Executive Vice President

­.­­­­­µ ­.­­­­­2

Executive Vice President Executive Vice President Senior Vice President, Office of Accounting and Finance Manager, Department of Accounting Manager, Department of Finance

­.­­­­² ­.­­² ­.­­­1 ­.­­­­1

Executives mean directors, managing directors, four highest ranking executives and others who are in the same rank as the fourth highest ranking executives which was below the managing directors, including some managers from accounting or financial section as by the law of the Securities and Stock Market. 1¦ the executives who are in charge of accounting or finance

MCOT Annual Report 2012

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100


Management and Good Corporate Governance Management Composition of the Board of Directors The Board of Directors consists of 13 members. As of December 31, 2­12, ´ of which were independent directors with knowledge and skills in mass media, accounting, finance, investment, law, education and society, business and marketing, information technology and management. All directors were qualified persons as required by the Act on Standard Îualification of Committee Members and Officials of State Enterprise B.E. 2²1µ ¥A.D. 1¶´²¦, Public Limited Companies Act, Securities and Exchange Act, and the regulations of MCOT Plc. The details of the Board of Directors are as follows· 1. Board of Directors and the President Directors

1. Mr .Sutham Saengpratoom § 2. Professor Tongthong Chandransu 3. Mr. Chakraphan Öomchinda

±. Mr. Prasert Kasemkomase § ². Mr. Premkamon Tinnakorn Na Ayutthaya ³. Mr. Khemchai Chutiwongse § ´. Mr. Boontham Pigulsri § µ. Mrs. Öajai Pattanasukwasun ¶. Mr. Surachai Kositsareewong 1­. Mrs. Phornsiri Manoharn § 11. Mr. Öongyutt Chaipromprasith § 12. Mr. Kraitos Ongchaisak § 13. Mr. Anek Permvongseni

MCOT Annual Report 2012

Title

Chairman Independent Director First Vice Chairman Director Second Vice Chairman Independent Director Director Independent Director Independent Director Director Independent Director Independent Director Director Independent Director Director Independent Director Independent Director Independent Director Independent Director Director and President

Date of Directorship

December ±, 2­12 - Present November 22, 2­12 - Present Çanuary 2±, 2­12 - Present December ´, 2­11 - Present December 2´, 2­11 - Present December 2­, 2­11 -Çanuary 23, 2­12 Çanuary 2±, 2­12 - Present December 2­, 2­11 - Present December 2­, 2­11 - May 1­, 2­12 May 11, 2­12 - Present December 21, 2­11 - Present Çanuary 1­, 2­12 - Present Çanuary 1­, 2­12 - Present Çanuary 1­, 2­12 - November 22, 2­12 December 2³, 2­12 - Present November 22, 2­12 - Present December ±, 2­12 - Present December 2³, 2­12 - Present December ´, 2­11 - August 22, 2­12 October 1, 2­12 - Present

101


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MCOT =L<"L35=J#dL5úýýý

102


§§The Directors resigning from directorship in 2­12 are· Directors

1. Pol. Gen. Panupong Singhara na Ayudhya § 2. Mr. Sorajak Kasemsuvan § 3. Mr. Sutham Siritipsakorn

Date of Resignation

September 2´, 2­12 October ¶, 2­12 November ´, 2­12

§Independent Directors Independent Directors are Directors who possess independence in expressing their opinions as well as qualifications for directorship in accordance with rules and regulations of the Securities and Exchange Commission ¥SEC¦ and the Stock Exchange of Thailand ¥SET¦ as follows· 1. Holding not more than 1¢ of all voting shares of the Company, its subsidiaries, affiliated companies, or juristic persons that may cause any conflict of interest. Such holding of shares includes the shares held by related persons in accordance with Section 2²µ of the Securities Exchange of Thailand Act¸ 2. During 2 years before being appointed as director, not being involved in the management or being engaged as an officer, employee or consultant regularly receiving the salary, or being empowered to control the Company, its subsidiaries, associated companies, subsidiaries at the same rank, or juristic persons that may have a conflict of interest¸ 3. Having no consanguineous relations or official registration relations as father, mother, spouse, brother or sister and child as well as child’s spouse with any management, major shareholder, authorized person or person to be nominated to be an executive or authorized person of the Company or its associated companies¸ ±. Having no business relations with the Company in the areas of other professional services such as legal advisor, financial advisor, asset appraiser, etc., the transaction value covering all types of business transactions such as common transactions, real-estate lease¬rent, transactions of assets¬services, and transactions of granting or receiving financial assistance¸ ². Not being a director appointed to be a representative of the Company’s director, major shareholder or shareholder who is related to any major shareholder of the Company¸ ³. Having no other characteristics that impedes their expression of independent opinions¸ and ´. Being the director with the qualifications as stated in Clause 1-³ above who may be assigned by the Board of Directors to make decision on operating the businesses of the Company, its subsidiaries, associated companies, subsidiaries at the same rank or juristic persons that may have a conflict of interest. However, such decision-making must be collective decision. Authorized Directors who shall sign on behalf of the Company The authorized director who shall sign on behalf of the Company is either the President signing his¬her name together with the Company’s seal affixed or any two of other authorized directors jointly signing their names together with the Company’s seal affixed.

MCOT Annual Report 2012

103


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MCOT =L<"L35=J#dL5úýýý

104


Composition and Appointment of the Board of Directors Ònder the Company’s Articles of Association, the composition, nomination, appointment, removal or vacation from MCOT Board of Directors are summarized below· 1. The Board of Directors shall consist of no less than five ¥²¦, but not exceeding fifteen ¥1²¦ directors elected by the Shareholders’ Meeting, and the Board must comprise at least three ¥3¦ audit directors. Not less than half ¥1¬2¦ of the total directors shall have domiciles in the Kingdom of Thailand, and all directors shall be legally qualified and shall not possess any characteristics prohibited by law. At least one ¥1¦ director shall have knowledge and skills in accounting and finance. 2. The election of directors by the Shareholders’ Meeting shall be in compliance with the following rules and procedures· ¥1¦ A shareholder shall have a number of votes equaling to the number of shares he or she holds. ¥2¦ Each shareholder may exercise all the votes he¬she has according to ¥1¦ above to elect one or several persons as director or directors. However, the shareholder may not allot his¬her votes to any person in any number. ¥3¦ The candidates shall be ranked in order of descending from the highest number of votes received to the lowest and shall be elected as directors up to the number of directors the Company shall have or elect at that meeting. In case that the elected persons in subsequent order have equal votes but they exceed the number of directors required to have or to be elected at the meeting, the Chairman of the meeting shall exercise his one ¥1¦ vote as a casting vote. 3. In every annual general meeting of the Company, one-thirds ¥1¬3¦ of the Company’s directors shall resign by rotation. Should the number of directors to be resigned by rotation not be divisible by three, a number of directors closest to one-thirds ¥1¬3¦ of all directors shall resign in the first year. In the second year of the registration of the Company, directors shall draw a lot to decide who shall resign from the directorship. On the third and subsequent years, the longest-serving directors shall resign. Directors who resign by rotation may resume the office. ±. A resolution for any director to resign prior to the expiration of his¬her term requires at least three-fourths ¥3¬±¦ of shareholders attending the meeting and having the right to vote and having shares, when combined, not less than half ¥1¬2¦ of the number of shares held by shareholders that attend the meeting and have voting rights. ². A director may resign from his¬her office by submitting a resignation letter to the Company. Such resignation shall become effective upon the date the letter arrives the Company. ³. In case of vacancy in the Board of Directors’ position for reasons other than the retirement by rotation, the Board of Directors may elect a person who has qualifications and possesses no prohibited characteristics prescribed by the Company’s Articles of Association to replace the vacancy at the following Board of Directors meeting unless the remaining term of that director is less than two ¥2¦ months. ´. Every director must have qualifications as required by the Act on Standard Îualification of Committee Members and Officials of State Enterprise B.E. 2²1µ ¥A.D. 1¶´²¦, Public Limited Companies Act, Securities and Exchange Act, and the regulations of MCOT Plc.

MCOT Annual Report 2012

105


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106


µ. The director of MCOT Plc. may be the director in not more than three ¥3¦ state enterprises and companies in which the state enterprise holds shares, and he¬she may hold directorship in not more than two ¥2¦ listed companies. ¶. To appoint the former President of MCOT Plc. to be a director of MCOT Plc., he¬she must vacate office of the President of MCOT Plc. at least one ¥1¦ year. 1­. A director shall serve three ¥3¦ years of each term. After his¬her term of directorship, he¬she may be re-elected by the meeting of shareholders of MCOT Plc., except and independent director who shall serve three ¥3¦ years, no more than two ¥2¦ terms or six ¥³¦ years. 11. An independent director shall serve three ¥3¦ years, no more than two ¥2¦ terms or six ¥³¦ years. Scope of Authority and Duties of the Board of Directors Ònder the Company’s Articles of Association, the Board of Directors shall have the authority and duties to carry on the Company’s business pursuant to relevant laws, the Company’s objectives, Articles of Association, and resolutions of the meeting of shareholders with integrity, ethics and morale, and prudence for the best benefits of the Company and its shareholders. The duties, responsibilities and authority of directors are precisely specified in the Corporate Governance Policy of MCOT Plc. Connected Transactions or Acquisition or Disposal of the Company’s Assets In case that the Company or its subsidiary enters into a connected transaction or a transaction in relation to the acquisition or disposal of assets possessed by the Company or its subsidiary as per the definition specified by the notifications of the Stock Exchange of Thailand and the Securities Exchange Commission applicable to connected transactions or the acquisition or disposal of assets of a listed company as the case may be by which the Company shall comply with rules and procedures set forth on a particular matter. Specific Committees as of December ¯1¨ 2012 The Board of Directors appoints committees and sub-committees to perform specific duties in studying and revising particular matters. The qualifications, scope of duties, and responsibilities of each committee and sub-committee are apparently provided in the Company’s related orders. Most members of a specific committee shall be the independent director¥s¦. The Chairman of the Board of Directors shall not be the chairman or member of any specific committee. At present, the specific committees of MCOT Plc. include· 1. The Audit Committee 1¦ Mrs. Phornsiri Manoharn§ 2¦ Mr. Prasert Kasemkomase § 3¦ Mr. Kraitos Ongchaisak§ ±¦ Vice President , Office of Internal Audit

MCOT Annual Report 2012

Chairman Director Director Secretary

107


OlT;T+M;T9Wg 1. '5R$EEC$TE7EI+LO<CWOlT;T+b;$TE6lT_;V;$TEMEYO7EI+LO<b;_EYgO*7T*e 9WgOD[BTDb7%O<_%7'ITCES<>V6-O< `GRCWOlT;T+b;$TE6lT_;V;$TE6S*7Oc=;Wh ¥1¦ @V+TE5T7S6LV;b;$E5W9Wg? TD<EVMTE`GR>[LO<<S‰-WCW'ITC_Mf;cC7E*$S;_$WgDI$S<ETD*T;9T*$TE_*V; ¥2¦ @V+TE5T$TE=1V<S7V*T;OYg;9WgcCb-*T;LO<<S‰-W%O*>[LO<<S‰-W9Wg6lT_;V;$TEbM$S< <C+. OLC9 ¥3¦ @V+TE5T`GRbM'ITC_Mf;-O<7O'5R$EEC$TE <C+. OLC9 _$WgDI$S<$TE`7*7Sh* aD$DTD 8O68O; $lTM;6 'T7O<`9; `GR@V+TE5T'ITC6W'ITC-O<=ER+lT=%O*MSIM;TLlT;S$*T;7EI+LO<BTDb; ¥±¦ @V+TE5T`GRbM'ITC_Mf;=ER$O<$TE@V+TE5T*<=ERCT5 `GROS7ET$lTGS*%O*LlT;S$*T;7EI+LO<BTDb; ¥²¦ LO<9T;`GRO;ZCS7V$0<S7E%O*LlT;S$*T;7EI+LO<BTDb; `>;$TE7EI+LO< `GR*<=ERCT5%O*LlT;S$*T; 7EI+LO<BTDb; ¥³¦ +S6MT9Wg=EX$KT+T$BTD;O$ MEYO>[_-WgDI-T‰9T*IV-T-W@b;$TEbM'lT`;R;lTMEYO-IDb;$TE=1V<S7V*T;7EI+LO< a6D'Tb-+TD%O* <C+. OLC9 ¥´¦ %O%OC[G`GR'ITCEICCYO+T$@;S$*T;9Wg_$WgDI%O* `GR<Z''GBTD;O$9Wg_$WgDI%O* ¥µ¦ =ER-ZCEIC$S<>[<EVMTE >[LO<<S‰-W >[7EI+LO<BTDb; `GR9Wg=EX$KTBTD;O$7TC'ITC+lT_=;`GR_MCTRLC ¥¶¦ 7V67TC6[`GbMCW$TE=1V<S7V7TC$0MCTD ER_<WD< 'lTLSg*`GR;aD<TD7T*e 9Wg_$WgDI%O* 2. '5R$EEC$TE7EI+LO<CWM;T9Wg7TC9Wgc6ES<CO<MCTD+T$'5R$EEC$TE%O*<EVKS9 6S*7Oc=;Wh ¥1¦ LO<9T;bM<EVKS9CW$TEETD*T;9T*$TE_*V;ODT*8[$7O*`GR_@WD*@O ¥2¦ LO<9T;bM<EVKS9CWER<<$TE'I<'ZCBTDb; ¥Internal Control¦ `GR$TE7EI+LO<BTDb; ¥Internal Audit¦ 9Wg_MCTRLC`GRCW=ERLV9:V>G ¥3¦ LO<9T;bM<EVKS9=1V<S7V7TC$0MCTDIT6IDMGS$9ES@D`GR7GT6MGS$9ES@D %O$lTM;6%O*7GT6MGS$9ES@D MEYO$0MCTD9Wg_$WgDI%O*$S<:ZE$V+%O*<EVKS9 ¥±¦ @V+TE5T 'S6_GYO$ _L;O`7*7Sh*`GR_L;O'T7O<`9;>[LO<<S‰-W%O*<EVKS9 ¥²¦ @V+TE5T$TE_=6_>D%OC[G%O*<EVK9S b;$E5W9_Wg $V6ETD$TE_$WDg IaD*$S; MEYOETD$TE9WOg T+CW'ITC%S6`D*9T*>G=ERaD-; bMCW'ITC8[$7O*`GR'E<8I; ¥³¦ +S69lTETD*T;$TE$lT$S<6[`G$V+$TE%O*'5R$EEC$TE7EI+LO< a6D_=6_>DcIb;ETD*T;=ER+lT=%O*<EVK9S .X*g ETD*T; 6S*$GTI7O*G*;TCa6D=ER:T;'5R$EEC$TE7EI+LO< ¥´¦ =1V<S7V$TEOYg;b67TC9Wg'5R$EEC$TE%O*<EVKS9CO<MCTD6ID'ITC_Mf;-O<+T$'5R$EEC$TE7EI+LO< 2. '5R$EEC$TELEEMT 1¦ ;TDD*DZ9: -SD@EMC=ERLV9:Vk § 2¦ ;TD_=EC$CGD 9V;$E 5 ODZ:DT 3¦ ;TD=ER_LEV2 _$KCa$_CJ § ±¦ ;TD<Z‰:EEC @V$ZGJEW § ²¦ ;TD:;R-SD I*J9O*JEW

MCOT =L<"L35=J#dL5úýýý

=ER:T;$EEC$TE $EEC$TE $EEC$TE $EEC$TE _G%T;Z$TE

108


Scope of Authority and Duties 1. The Audit Committee shall have authority to carry out or inspect any matters under the scope of responsibilities and authority as described below· ¥1¦ To consider and make a judgment in case that the executives and the auditor have disagreement over financial reports. ¥2¦ To consider other non-audition matters carried out by the external auditor for MCOT Plc. ¥3¦ To consider and give comments to the Board of Directors on appointment, transfer, removal, remuneration payments and annual promotion for Head of the Internal Audit Office. ¥±¦ To consider and give comments to be enclosed for consideration of budget and manpower of the Internal Audit Office. ¥²¦ To review and approve the Charter of the Internal Audit Office, audit plan, and budget of the Internal Audit Office. ¥³¦ To provide external consultants or professional experts to provide advice or help auditing tasks at the expenses of MCOT Plc. ¥´¦ To request for information and cooperation from related staffs and related outsiders. ¥µ¦ To attend meetings with the Company’s executives, external auditor, internal auditor and external consultants as it deems necessary and suitable. ¥¶¦ To monitor the compliance with all related law, rules, orders and policy. 2 The Audit Committee shall have the following duties as assigned by the Board of Directors· ¥1¦ To review the Company’s financial statements to ensure that they are accurate and sufficient. ¥2¦ To review the Company’s internal control system and internal audit system to ensure that they are suf ficient and effective. ¥3¦ To review that the Company conforms to the securities and exchange law and regulations or any other laws relating to the Company’s business. ¥±¦ To consider, select, nominate for approval, and propose the remuneration of the Company’s Auditor. ¥²¦ To consider the Company’s information disclosure in case of connected transactions or transactions with potential conflicts of interest. ¥³¦ To prepare the corporate governance report of the Audit Committee to be disclosed in the Company’s Annual Report¸ such corporate governance report must be signed by the Chairman of the Audit Com mittee. ¥´¦ To perform any other duties as assigned by the Board of Directors with approval from the Audit Committee. 2. The Nomination Committee 1¦ Mr. Öongyutt Chaipromprasith§ 2¦ Mr. Premkamon Tinnakorn Na Ayutthaya 3¦ Mr. Prasert Kasemkomase § ±¦ Mr. Boontham Pigulsri§ ²¦ Mr. Thanachai Ôongthongsri

MCOT Annual Report 2012

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OlT;T+M;T9Wg Â¥1¦ 9<9I;a'E*LET*%O*'5R$EEC$TE <C+. OLC9 b;=++Z<S;ITCW'ITC_MCTRLC$S<'ITC+lT_=;_-V*$GDZ9:%O* <C+. OLC9 MEYOcC `GR_L;O`;I9T*b;$TE=ES<=EZ* EIC9Sh*_L;O`;I9T* b;$TELEEMT$EEC$TEbMLO6'GO*$S<a'E*LET* 6S*$GTI Â¥2¦ $lTM;6IV:W$TELEEMT$EEC$TE <C+. OLC9 MEYO$EEC$TE>[OlT;ID$TEbMÂ&#x2030;¬>[OlT;ID$TEbMÂ&#x2030; <C+. OLC9 9Wg=EX$KT '5R$EEC$TE 9W=g EX$KT'5R$EEC$TE_,@TR_EYOg * 9W=g EX$KT>[O Tl ;ID$TEbMÂ&#x2030; MEYO$EEC$TE>[O Tl ;ID$TEbMÂ&#x2030; MEYO<Z''G .Xg*6lTE*7lT`M;*9WgCWOlT;T+M;T9Wg'GTD'GX*$S;`7_EWD$-YgOODT*OYg;6ID 9Wg+R`7*7Sh*%Xh;bMCMEYO`7*7Sh*`9;_CYgO'E<ITER MEYOIT*G*_;YgO*+T$_M7ZOYg; ODT*CWMGS$_$53`GRa=E*bL`GR8[$7O*7TC$0 ER_<WD<9Wg_$WgDI%O* Â¥3¦ 9lTM;T9WgLEEMT`GR'S6_GYO$<Z''G9WgCW'Z5LC<S7V7TCER_<WD<`GR$0MCTD9Wg_$WgDI%O*`GRLC'IEc6ES<$TE_L;O-YgO_=; $EEC$TEbMCMEYOLEEMT$EEC$TE>[OlT;ID$TEbMÂ&#x2030;¬>[OlT;ID$TEbMÂ&#x2030; 9Wg=EX$KT'5R$EEC$TE 9Wg=EX$KT'5R$EEC$TE _,@TR_EYOg * 9W=g EX$KT>[O Tl ;ID$TEbMÂ&#x2030; MEYO$EEC$TE>[O Tl ;ID$TEbMÂ&#x2030;MEYO<Z''G.X*g 6lTE*7lT`M;*9WCg OW Tl ;T+M;T9W'g GTD'GX* $S;`7_EWD$-YgOODT*OYg;6ID 9Wg+R`7*7Sh*%Xh;bMCMEYO`7*7Sh*`9;_CYgO'E<ITER MEYOIT*G*_;YgO*+T$_M7ZOYg; _@YgO_L;O 7O'5R$EEC$TE <C+. OLC9 MEYO9Wg=ER-ZC>[8YOMZ;%O*<EVKS9`GI`7$E5W _@YgO@V+TE5TO;ZCS7V`7*7Sh*<Z''G6S*$GTI ¥±¦ =1V<S7V$TEOYg;b67TC9Wg'5R$EEC$TE <C+. OLC9 CO<MCTD ¯. '5R$EEC$TE$lTM;6'T7O<`9; 1¦ ;TD<ZÂ&#x2030;:EEC @V$ZGJEW § 2¦ ;TDLZE-SD a)KV7_LEWI*' 3¦ ;T*@EJVEV Ca;MTÂ&#x2030; § ±¦ _G%T;Z$TE<EVKS9

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Scope of Authority and Duties 1. To review the current structure of Board of Directors of MCOT Plc. whether it is strategically appropriate for the Company or not¸ and to provide platforms of improvement, including nomination of directors applicable to such structure. 2. To set up the nomination process for Directors of MCOT Plc., or the President, advisors to the Board of Directors, advisors to specific committees, advisors to the President or Director-General or persons whose scope of authority and duty is similar to the abovementioned persons but are called in the different titles, who shall be newly appointed or be appointed to replace those retiring by rotation or by other causes of vacation, in compliance with principles, transparency and related rules. 3. To recruit and select candidates who possess qualifications in accordance with related rules and laws, and are appropriate to be nominated the new directors¸ or to recruit the Company’s President, advisors to the Board, advisors to particular committees, advisors to the President or any persons in other titles with similar authority but may be called in different titles, newly appointed or appointed to replace those whose term of office ends or vacates due to other reasons to be proposed to the Board of Directors of MCOT Plc. or to the meeting of shareholders of the Company as the case may be to approve the appointment of such nominated candidates. ±. To perform other tasks specifically assigned by the Board of Directors of MCOT Plc. ¯. The Remuneration Committee 1¦ Mr. Boontham Pigulsri§ 2¦ Mr. Surachai Kositsareewong 3¦ Mrs. Phornsiri Manoharn§ ±¦ Corporate Secretary

Chairman Member Member Secretary

Scope of Authority and Duties ¥1¦ To consider the remuneration guideline, and to propose the remuneration for the Board of Directors, the President, advisors to the Board, advisors to particular committees, advisors to the President or any persons in other titles with similar authority but such titles may be called differently to the Board of Directors of MCOT Plc. based on fair and reasonable remuneration criteria or procedure and structure, which shall also include the consideration of work performance, operating results of the Company, practice in the same industry, and scope of duties and responsibility that shall be proposed to the meeting of shareholders for approval. ¥2¦ To consider the guideline and criteria or methods of fixing the fair and reasonable remuneration and salary structure for top management of the Company from the level of Vice President and higher, and to propose them to the Board of Directors of MCOT Plc. for consideration and approval. ¥3¦ To perform other duties assigned by the Board of Directors of MCOT Plc.

MCOT Annual Report 2012

111


°. '5R$EEC$TE<EVMTE'ITC_LWgD* 1¦ ;T*Â&#x2030;Tb+ @S4;LZ%ILS;7 2¦ $EEC$TE>[OlT;ID$TEbMÂ&#x2030; 3¦ ;TD+S$E@S;:Z DC+V;6T ±¦ ;TD<ZÂ&#x2030;:EEC @V$ZGJEW § ²¦ ;TDLZE-SD a)KV7_LEWI*' ³¦ ;TDIEBS9E a7:;R_$KC Â¥>[9E*'Z5IZ4VBTD;O$¦ ´¦ ;TD_LEW ;;9L[7V Â¥>[9E*'Z5IZ4VBTD;O$¦ µ¦ ;TDLZIV9D +V;6TL*I; Â¥>[9E*'Z5IZ4VBTD;O$¦ ¶¦ >[<EVMTE7Sh*`7ER6S<EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; `GR_9WD<_9TEO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; 1­¦ >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$<SÂ&#x2030;-W`GR$TE_*V; 11¦ >[OlT;ID$TE? TD<EVMTE'ITC_LWgD*

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°. The Risk Management Committee 1¦ Mrs. Öajai Pattanasukwasun 2¦ President 3¦ Mr. Chakraphan Öomchinda ±¦ Mr. Boontham Pigulsri§ ²¦ Mr. Surachai Kositsareewong ³¦ Mr. Ôoraphad Totanakasem ¥external expert¦ ´¦ Mr. Seree Nonthasoot ¥external expert¦ µ¦ Mr. Suwit Chindasangaung ¥external expert¦ ¶¦ Executives in the title of Executive Vice President and equivalent to the Executive Vice President 1­¦ Senior Vice President, Office of Accounting and Finance 11¦ Vice President, Risk Management Department

Chairman Vice Chairman Member Member Member Member Member Member Member Secretary Assistant Secretary

Scope of Authority and Duties ¥1¦ To establish policy, strategy and guideline of preparing the risk management plan to be relevant to the organization strategy of MCOT Plc. to be proposed to the Board of Directors for consideration of the overall risk management, which involves all potential risks. ¥2¦ To revise the risk management plan that should indicate sources of risk, risk measurement tools, criteria of work performance measurement, mechanism of work monitoring and evaluation, reporting and tangible control of potential risks at the suitable and acceptable level. ¥3¦ To review the adequacy of risk management policy, strategic plan, action plan, and system as well as efficiency and proficiency of the operating system, and compliance with the preset risk management policy. ¥±¦ To provide the risk management structure of the entire organization that is consistent with the organization’s working procedure and structure. ¥²¦ To govern and monitor the implementation of risk management plan, policy, strategic plan and action plan¸ and to consider the actual operating results by comparing them with the work plan or determined targets at least at each quarter. ¥³¦ To submit reports to the Board of Directors of MCOT Plc. on improvements for more integrated risk management in the organization, and to attain the measurement criteria required by the Ministry of Finance, as well as criteria of the Stock Exchange of Thailand and other international standards. ¥´¦ To regularly submit reports to the Audit Committee for improvements so that the risk management is in line with the determined policy and strategy. ¥µ¦ To appoint the working group to enrich the efficiency of risk management tasks as it deems necessary and appropriate. ¥¶¦ To perform other duties assigned by the Board of Directors of MCOT Plc.

MCOT Annual Report 2012

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OlT;T+M;T9Wg ¥1¦ JX$KT`GR+S69lTET*;aD<TD$TE$lT$S<6[`G$V+$TE ¥Corporate Governance Policy¦ BTDb7$EO<%O*$0MCTD C7V'5RES2C;7EW MGS$_$53 ER_<WD<`GR%O<S*'S<9W_g =;=++Z<;S %O*O*'$E9W9g Tl M;T9W$g Tl $S<6[`G _-; 7GT6MGS$9ES@D`M* =ER_9Jc9D LlT;S$*T;'5R$EEC$TE$lT$S<MGS$9ES@D`GR7GT6MGS$9ES@D LlT;S$*T;'5R$EEC$TE;aD<TDES2IVLTM$V+ $ER9EI*$TE'GS* $ER9EI*_+TLS*$S6`GRM;ID*T;9Wg_$WgDI%O* 7GO6+;`;I9T*b;$TE$lT$S<6[`G$V+$TE9Wg6W7TC CT7E2T;LT$G ¥2¦ ;lT_L;OET*;aD<TD$TE$lT$S<6[`G$V+$TE ¥Corporate Governance Policy¦ 7O'5R$EEC$TE <C+. OLC9 _@YOg @V+TE5T O;ZCS7V`GR;lTOO$b-_=;`;I9T*b;$TE=1V<S7V9Wg6W ¥best practices¦ %O*$EEC$TE`GR? TD<EVMTE a6D+S69lT;aD<TD $TE$lT$S<6[`G$V+$TE_=;GTDGS$K5OS$KE ¥Corporate Governance Policy Statement¦ ¥3¦ $lT$S< 6[`G `GRbM'lT`;R;lT`$$EEC$TE`GR? TD<EVMTE%O* <C+. OLC9 b;$TE=1V<S7VM;T9Wg `GR'ITCES<>V6-O< 7TC$EO<`GRMGS$_$53%O*;aD<TD$TE$lT$S<6[`G$V+$TE _@YgObM$TE9lTM;T9Wg$lT$S<6[`G%O*$EEC$TE `GR$TE<EVMTE +S6$TE*T;%O*? TD<EVMTE_=;c=6ID6W CW>Gb;9T*=1V<S7V `GRCW'ITC7O_;YgO*ODT*_MCTRLC _=;c=7TC'ITC'T6MIS* %O*>[8YOMZ;`GR>[CWLI;c6_LWD ¥±¦ @V+TE5T 9<9I; `GR=ES<=EZ*;aD<TD$TE$lT$S<6[`G$V+$TEODT*LClgT_LCO ODT*;OD=GRM;Xg* ¥1¦ 'ESh* _@YgObM;aD<TD $TE$lT$S<6[`G$V+$TE%O* <C+. OLC9 9S;LCSD`GRLO6'GO*$S<`;I9T*=1V<S7V7TCCT7E2T;LT$G 7GO6+;$0MCTD MGS$_$53 ER_<WD< %O<S*'S<7T*e `GR%O_L;O`;R%O*O*'$EBTDb; 9Wg9lTM;T9Wgb;$TE$lT$S<6[`G$V+$TE ¥²¦ 7V67TC `GR=ER_CV;>G$TE=1V<7S MV ;T9W%g O*$EEC$TE`GR? TD<EVMTE <C+. OLC9 7TC`;I9T*$TE=1V<7S 9V 6Wg W 9W$g Tl M;6 cIb;;aD<TD$TE$lT$S<6[`G$V+$TE_=;=ER+lT9Z$LVh;= ¥³¦ +S69lTETD*T;>G$TE=ER_CV;$TE$lT$S<6[`G$V+$TE=ER+lT= 7TC%O ¥²¦ `GR;lT_L;O7O'5R$EEC$TE <C+. OLC9 BTDb;_6YO;C$ET'C%O*=8S6c= @EOC9Sh*;lT_L;O'ITC_Mf;`GR%O_L;O`;R9Wg+lT_=;

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5. The Corporate Ãovernance Committee 1¦ Mr. Khemchai Chutiwongse§ 2¦ Mr. Boontham Pigulsri§ 3¦ Mrs. Öajai Pattanasukwasun ±¦ President ²¦ Mr. Distat Hotrakitya ¥external expert¦ ³¦ Mrs. Sinee Sungkaow Pamornkool ¥external expert¦ ´¦ Mr. Chatchai Tripipatkul ¥external expert¦ µ¦ ¶¦ Mr. Vitayen Saenghaow 1­¦ Ms. Thanaporn Thaweepanich 11¦ Mr. Kittipong Khuntirat 12¦ Mrs. Siriluck Sriampai 13¦ Mrs. Kittiya Kositsook

Chairman Member Member Member Member Member Member Secretary Assistant Secretary Assistant Secretary Assistant Secretary Assistant Secretary Assistant Secretary

Scope of Authority and Duties ¥1¦ To study and prepare the drafted corporate governance policy under legal framework, resolutions of the Council of Ministers, criteria, regulations and rules currently stipulated by the organizations that govern the corporate governance such as the Stock Exchange of Thailand, the Securities and Exchange Commission, the State Enterprise Policy Office, the Ministry of Finance, supervising ministries and other related entities as well as international corporate governance standards. ¥2¦ To propose to the Board of Directors the drafted corporate governance policy for consideration and approval before implementing it as the principle of best practices by the Company’s directors and management in the form of written Corporate Governance Policy Statement. ¥3¦ To govern, supervise and give advice to directors and management of MCOT Plc. on their performance of duties and responsibilities in accordance with frameworks and criteria of corporate governance policy so that the directors’ duties of governing and the executives’ administration have been perfectly performed, nicely and constantly implemented, and subject to the shareholders and stakeholders’ expectation. ¥±¦ To consider, review and revise the corporate governance policy continually at least once ¥1¦ a year to keep MCOT Plc.’s corporate governance policy update and in line with the international standards, laws, criteria, rules and regulations as well as recommendations from internal units that have duties in the corporate gov ernance matters. ¥²¦ To follow up and assess, at the end of each year, the performance of the Directors and executives of MCOT Plc. in compliance with best practices as specified in the corporate governance policy. ¥³¦ To prepare the annual assessment report on corporate governance as stipulated in Clause ² above, and to propose it to the Board of Directors by Çanuary of the next year, including any necessary opinion and suggestion.

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¥´¦ _L;O`;R`;I9T*b;$TE=1V<7S 9V 6Wg _W $WDg I$S<+EVD:EEC`GR+EEDT<EE5b;$TE6lT_;V;:ZE$V+%O*$EEC$TE >[< EVMTE @;S$*T; `GRG[$+T*%O* <C+. OLC9 ¥µ¦ $lTM;6$EO<;aD<TD`GR`>;$TE6lT_;V;*T;6T;$TE`L6*'ITCES<>V6-O<7OLS*'C Â¥CSR¦ %O* <C+. OLC9 9S*h ERDRLS;h `GRERDRDTI _@YOg ;lT_L;O'5R$EEC$TE <C+. OLC9 bM'ITC_Mf;-O<$O;LV;h =<Â&#x2030;S -W `GR$lT$S< 6[`G 7V67TC$TE6lT_;V;*T; a6DbM'5R9lT*T;6lT_;V;$V+$EEC CSR +S69lTETD*T;6T;$TE`L6*'ITCES<>V6-O<7OLS*'C Â¥CSR¦ ;lT_L;O'5R$EEC$TE $lT$S<6[`G$V+$TE`GR'5R$EEC$TE <C+. OLC9 _=;ETDc7ECTL ¥¶¦ =1V<S7V*T;OYg;b69Wg'5R$EEC$TE <C+. OLC9 CO<MCTD ². '5R$EEC$TE$V+$TELSC@S;: 1¦ ;TD+S$E@S;:Z DC+V;6T 2¦ $EEC$TE>[OlT;ID$TEbMÂ&#x2030; 3¦ $EEC$TE Â¥? TD;TD+T*¦ ¶ '; ±¦ $EEC$TE Â¥? TDG[$+T*¦ ¶ '; ²¦ >[OlT;ID$TE? TDLISL6V$TE`GRLV9:V=ERaD-; ³¦ >[-ID>[OlT;ID$TE? TDLISL6V$TE`GRLV9:V=ERaD-;

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¥´¦ To propose the guideline for best practices in relation to morality and code of conduct for business operations to be performed by Directors, executives and employees of MCOT Plc. ¥µ¦ To set out MCOT’s CSR policy framework and short-term and long-term operating plans, which shall be proposed to the Board of Directors for approval prior to the end of each fiscal year¸ and to govern and monitor the implementations through the CSR Ôorking Group that has the responsibilities in preparing the quarterly progress reports on CSR activities to be submitted to the Corporate Governance Committee and the Board of Directors for approval. ¥¶¦ To perform any other duties assigned by the Board of Directors. ². The Labor Relations Committee 1¦ Mr. Chakraphan Öomchinda 2¦ President 3¦ ¶ Members ¥Employer¦ ±¦ ¶ Members ¥Employee¦ ²¦ Vice President, Benefits and Employee Relations Department ³¦ Assistant Vice President, Benefits and Employee Relations Department

Chairman Member ¥Employer¦ Member ¥Employer¦ Member ¥Employee¦ Secretary Assistant Secretary

Scope of Authority and Duties Labor Relations Committee shall have authority as specified in Section 22 of the State Enterprise Labor Relations Act B.E. 2²±3 ¥A.D. 2­­­¦ as follows· ¥1¦ To provide opinions on the improvement of the Company’s operation effectiveness, including the promotion and development of the Company’s labor relations. ¥2¦ To reconcile and settle the conflicts within the Company. ¥3¦ To review rules and regulations concerning the Company’s operations, which benefit the employers, the employees and the Company. ¥±¦ To discuss and find solutions to the complaints from the employees or the Labor Ònion, including complaints relating to disciplinary punishment. ¥²¦ To give advice for the improvement of employment condition. ¥³¦ To implement and cooperate to gain effectiveness and protect the Company’s interest.

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³. '5R$EEC$TE$GSg;$EO**T;<EVMTE <C+.OLC9 1¦ ;TD:*9O* +S;9ET*JZ 2¦ ;TDD*DZ9: -SD@EMC=ERLV9:Vk § 3¦ ;TD+S$E@S;:Z DC+V;6T ±¦ ;TD_%fC-SD -Z7VI*J ²¦ ;T*Â&#x2030;Tb+ @S4;LZ%ILS;7 ³¦ ;TD<ZÂ&#x2030;:EEC @V$ZGJEW § ´¦ $EEC$TE>[OlT;ID$TEbMÂ&#x2030; µ¦ >[<EVMTE7Sh*`7ER6S<EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; `GR_9WD<_9TEO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; ¶¦ >[`9;LMBT@`E**T;ES2IVLTM$V+ <C+. OLC9 1­¦ ;TD:;R-SD I*J9O*JEW EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; 11¦ >[-ID$EEC$TE>[OlT;ID$TEbMÂ&#x2030; LlT;S$_G%T;Z$TE<EVKS9 12¦ >[OlT;ID$TE? TD_G%T;Z$TE<EVKS9

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OlT;T+M;T9Wg Â¥1¦ @V+TE5T$lTM;6ER_<WD<ITER$TE=ER-ZC'5R$EEC$TE <C+. OLC9 Â¥2¦ @V+TE5T$GSg;$EO* +S69lT'ITC_Mf; `GR%O_L;O`;Rb;_EYgO*9WgCW$TE<EE+ZITER$TE=ER-ZC$EEC$TE <C+. OLC9 7O9Wg =ER-ZC'5R$EEC$TE <C+. OLC9 Â¥3¦ @V+TE5T$GS;g $EO**T; bM'Tl `;R;lT `GR%O_L;O`;R$TE=1V<7S *V T;%O* <C+. OLC9 bM_=;c=7TC`>;*T;`GR;aD<TD 9Wg'5R$EEC$TE <C+. OLC9 $lTM;6 ¥±¦ @V+TE5T$GSg;$EO* $TE=ES<=EZ* `$c%ER_<WD< %O<S*'S<7T*e %O* <C+. OLC9 ¥²¦ @V+TE5T$GSg;$EO*`>;:ZE$V+`GR`>;$TEG*9Z;%O* <C+. OLC9 ¥³¦ $GSg;$EO*$TE+S6.YhO +S6+T* LV;'TMEYO<EV$TEb6e 9Wg_$V;OlT;T+O;ZCS7V%O*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; `GR;lT_L;O '5R$EEC$TE <C+. OLC9 _@YgO@V+TE5TO;ZCS7V ¥´¦ 7V67TC*T;9WgCW'ITCLlT'SÂ&#x2030;9Wg'5R$EEC$TE <C+. OLC9 CO<MCTD ¥µ¦ *T;OYg;e 9Wg'5R$EEC$TE <C+. OLC9 CO<MCTD b;$TE=1V<S7V7TCM;T9Wg6S*$GTI '5R$EEC$TE$GSg;$EO**T;<EVMTE <C+. OLC9 CWOlT;T+`7*7Sh*'5R9lT*T; _@YgO@V+TE5T 6lT_;V;$TE7TC'ITC_MCTRLC ´. '5R$EEC$TE=ER_CV;>G$TE=1V<S7V*T;%O*$EEC$TE>[OlT;ID$TEbMÂ&#x2030; 1¦ ;TDc$E9L O*'-SDJS$6Vk § 2¦ ;TDLZE-SD a)KV7_LEWI*' 3¦ ;T*@EJVEV Ca;MTÂ&#x2030; § ±¦ ;TD:;R-SD I*J9O*JEW EO*$EEC$TE>[OlT;ID$TEbMÂ&#x2030;

MCOT =L<"L35=J#dL5úýýý

=ER:T;$EEC$TE $EEC$TE $EEC$TE _G%T;Z$TE

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³. The Management Affairs Review Committee 1¦ Professor Tongthong Chandransu 2¦ Mr. Öongyutt Chaipromprasith§ 3¦ Mr. Chakraphan Öomchinda ±¦ Mr. Khemchai Chutiwongse§ ²¦ Mrs. Öajai Pattanasukwasun ³¦ Mr. Boontham Pigulsri§ ´¦ President µ¦ Executives in title of the Executive Vice President and other titles equivalent to the Executive Vice President ¶¦ Representative of State Enterprise Labor Ònion 1­¦ Mr. Thanachai Ôongthongsri Executive Vice President 11¦ Senior Vice President, Office of Corporate Secretary 12¦ Vice President, Corporate Secretary Department

Chairman Vice Chairman Member Member Member Member Member Member Member Member and Secretary Assistant Secretary Assistant Secretary

Scope of Authority and Duties ¥1¦ To set up the agenda of each meeting of the Board of Directors of MCOT Plc. ¥2¦ To review and give comments and advice on the matters to be included in the agenda items of the Board’s meetings. ¥3¦ To review and give comments and advice on the operations of MCOT Plc., which must conform to the work plan and policy preset by the Board of Directors. ¥±¦ To revise and amend rules and regulations of MCOT Plc. ¥²¦ To revise business and investment plans of MCOT Plc. ¥³¦ To revise the purchase or procurement of any products or services beyond power of approval of the President MCOT Plc.¸ this must be proposed to the Board of Directors for approval. ¥´¦ To monitor major tasks assigned by the Board of Directors. ¥µ¦ To perform other tasks specifically assigned by the Board of Directors. In performing the duties mentioned above, the Management Affairs Review Committee of MCOT Plc. has power of appointing the working group¥s¦ to take actions as appropriate. ´. The Performance Evaluation Committee for the President 1¦ Mr. Kraitos Ongchaisak§ 2¦ Mr. Surachai Kositsareewong 3¦ Mrs. Phornsiri Manoharn§ ±¦ Mr. Thanachai Ôongthongsri, Executive Vice President

MCOT Annual Report 2012

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OlT;T+M;T9Wg ¥1¦ $lTM;6_= TMCTD`GR7SI-WhIS69Wg$EEC$TE>[OlT;ID$TEbM‰ <C+. OLC9 +R7O*6lT_;V;$TEbMc6>Gb;ERDR_IGT9Wg$lTM;6 ¥Benchmark¦ ¥2¦ =ER_CV;>G$TE=1V<S7V*T;%O*$EEC$TE>[OlT;ID$TEbM‰ <C+. OLC9 bM_=;c=7TCMGS$_$53`GR_*YgO;c%9Wg$lTM;6b; LS‰‰T+T*<EVMTEb;7lT`M;*$EEC$TE>[OlT;ID$TEbM‰ <C+. OLC9 bM'E<8I;BTDb;ERDR_IGT9Wg$lTM;6 ¥3¦ ETD*T;$TE6lT_;V;$TE7TC%O 1. `GR%O 2. 7O'5R$EEC$TE <C+. OLC9 _@YgO@V+TE5T 9. '5R9lT*T;_LEVCLET*LCEE8;R$TE<EVMTEO*'$E 1¦ ;TD_O;$ _@VgCI*J_L;WD 2¦ ;TD=ER_LEV2 _$KCa$_CJ § 3¦ ;TD<Z‰:EEC @V$ZGJEW § ±¦ $EEC$TE>[OlT;ID$TEbM‰ ²¦ MSIM;T_+TM;T9Wg6T;$TE_*V; ¥CFO¦

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Scope of Authority and Duties ¥1¦ To set up the objectives and indicators to be achieved by the President of MCOT Plc. within the determined period ¥Benchmark¦. ¥2¦ To evaluate the work performance of the President of MCOT Plc. subject to criteria and conditions set forth in the Administrative Service Agreement for the engagement in the title of the President within the determined period. ¥3¦ To report the functioning as specified in Clause 1 and 2 above to the Board of Directors for consideration. 9. The Organiöation Management Reinforcement Óorking Ãroup 1¦ Mr. Anek Permwongseni 2¦ Mr. Prasert Kasemkomes§ 3¦ Mr. Boontham Pigulsri § ±¦ President ²¦ Chief Financial Officer

Chairman Member Member Member Secretary

Scope of Authority and Duties ¥1¦ To study and analyze the business strategy, administration, and management structure of the organization¸ and to provide opinions about the preparation and revision of work plan and other related action plans in order to boost the potential and efficiency of organization management and business operations. ¥2¦ To propose and set up the guideline of creating mechanism to link the management to the business operations ¥synergy¦ of MCOT Plc. in order to gain the highest efficiency and the benefits in the mass media business competition. ¥3¦ To appoint the working group to carry out any related matters as it deems appropriate. The Organization Management Reinforcement Ôorking Group must submit the performance report to the Board of Directors of MCOT Plc. 10. Real Estate Development Monitoring Óorking Ãroup 1¦ Mr. Öongyutt Chaipromprasith § 2¦ Mr. Prasert Kasemkomes§ 3¦ Mr. Surachai Kositsareewong ±¦ Mrs. Öajai Pattanasukwasan ²¦ Chief Financial Officer

Chairman Member Member Member Secretary

Scope of Authority and Duties ¥1¦ To study the analysis results submitted by every advisor engaged by MCOT Plc. for the development of real estate possessed by MCOT Plc. ¥2¦ To propose opinions and guideline leading to the efficient development of real estate. ¥3¦ To appoint the working group to carry out any related matters as it deems appropriate.

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Segregation of the Titles of the Chairman and the Director©Ãeneral or the President and the Scope of Duties and Authority The Board of Directors shall elect one director as Chairman of the Board. In case that the Board considers that it is appropriate to elect one director or several directors as Vice Chairman and to authorize the Board of Directors to appoint the Director-General who shall be nominated in accordance with the process and method prescribed by the relevant laws and regulations, or to remove such person from Director-Generalship. If the Board of Directors deems expedient that the Director-General should also hold directorship of the Company, the provision set forth in Chapter ± shall be complied with and that Director-General shall be called the President. The Chairman of the Board and the Director-General or the President must be separate persons in order to balance duties and responsibilities in governing the business and administering routine affairs. The Chairman is elected by Directors. MCOT Plc. gives the highest priority to independence in electing the Chairman. The Director-General or the President must come from the selection process in accordance with the Standard Îualifications of Directors and State Enterprise Employees Act, B.E. 2²1µ ¥1¶´²¦ and its amendments and be appointed as Director-General or President and director according to the Company’s Articles of Association. The Chairman of the Board must not be an executive, but possesses leadership, and play a significant role in making decisions concerning MCOT Plc.’s policy which are jointly considered and established by the Board and the Management. The Chairman also controls the Board meetings to ensure that they are convened efficiently and effectively, supports and encourages all Directors to actively participate in such meetings, and supports the Management’s administration through the Director-General or the President. The Chairman must not hold any position in any specific committee established by the Board of Directors of MCOT Plc. At the same time, the Board of directors shall designate the Director-General or the President as the leader of the Company’s management whose duties and responsibilities are to manage routine affairs of MCOT Plc. under the policy, authority, duties and responsibilities assigned by the Board of Directors. Therefore, there is a clear separation between the roles and duties of the Board and the Management. Scope of Authority and Duties of the Director©Ãeneral or the President The nomination of the Director-General or the President shall comply with the Standard Îualifications of Directors and State Enterprise Employees Act and the Company’s Articles of Association. The Director-General or the President shall have the authority and duties in respect of the Company’s management as per the assignment of the Board of Directors. The President shall strictly manage the Company according to the plan or budget approved by the Board of Directors with integrity and prudence for the best interests of MCOT Plc. and its shareholders. The authority and duties of the Director-General or the President shall include the matters and activities in accordance with the Company’s regulations. However, the exercise of authority by the Director-General or the President as mentioned above shall be prohibited if it is likely that the Director-General or the President may have interests or conflicts of interest in any manners with the Company from exercising such authority.

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Corporate Secretary The Board of Directors of MCOT Plc. appointed Ms. Tassanawadee Thongprasert, Senior Vice President, Office of Corporate Secretary to act as the Corporate Secretary. The Board of Directors considered that Ms. Tassanawadee Thongprasert has suitable qualifications, knowledge and skills in the corporate secretary administration, which involves the preparation and retention of a register of directors, notices for the board meetings, the minutes of meetings of the Board of Directors, annual reports of the Company, notices for the meeting of shareholders, and the minutes of meeting of shareholders. The Corporate Secretary also keeps the reports on interests as reported by any directors or executives, and perform other work as required and notified by the Capital Market Supervisory Committee. The Corporate Secretary must govern the Corporate Secretary Department, Corporate Secretary Office as a supporting unit to enhance the highest operating efficiency and to comply with applicable laws, rules and regulations, and be in charge of corporate governance matters of MCOT Plc. Directors Development Directors Orientation The Directors newly appointed for the Board of Directors of MCOT Plc. must attend the Directors Orientation to ensure that those new directors understand MCOT’s business operations as well as other related information such as capital structure, corporate structure, shareholders, operating results and other related issues, including laws, rules, obligations as well as Directors’ roles and responsibilities so that they are well prepared to perform the duties of Directors of MCOT Plc. All directors shall receive the Directors Handbook, which specifies the corporate structure, handbook for Directors of MCOT Plc., related laws, requirements and rules, Charter of Specific Committees of MCOT Plc., criteria and guideline for Directors in the subsidiary, joint venture, joint operation company, Corporate Governance Policy, and strategic plan of MCOT Plc., etc. During any directors orientation, the Director- General or the President and top executives must attend it. Directors Training The Directors of MCOT Plc. always have self-development by attending seminars¬ training courses, and meetings with the Thai Institute of Directors Association ¥IOD¦, the Securities and Exchange Commission, the Stock Exchange of Thailand, Thai Listed Companies Association, the National Corporate Governance Committee, King Prajadhipok’s Institute, and other institutes so that their work performance has been regularly improved, and such knowledge leads to the best benefit of the Company.

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In 2­12, ² Directors of MCOT Plc. have attended ± training sessions arranged by Thai Institute of Directors Association. The details of which are as follows· Directors

1. Mr. Sorajak Kasemsuvan 2. Mr. Chakraphan Öomchinda 3. Mr. Premkamon Tinnakorn Na Ayutthaya ±. Mr. Boontham Pigulsri ². Mr. Prasert Kasemkomase

Courses

 Director Certification Program ¥DCP¦ Class 1²´¬2­12  Corporate Governance for Directors and Top Executives of State Enterprises and Public Organization  Director Certification Program ¥DCP¦Class 1³³¬2­12  Training Course on Administrative Çustice for Executives  Director Certification Program ¥DCP¦, Class 1²²¬2­12  Audit Committee Program ¥ACP¦, Class 3¶¬2­12  Director Certification Program ¥DCP¦, Class 1³1¬2­12  Corporate Governance for Directors and Top Executives of State Enterprises and Public Organization

In 2­12, MCOT Plc. arranged a seminar on Corporate Social Responsibility for Sustainable Development in order to educate about the corporate governance and corporate social responsibility of a business, which would lead to the successful and sustainable business operations. The seminar attendants involved the Board of Directors of MCOT Plc., department executives and higher, and CSR Committee. Furthermore, the Board of Directors visited and observed the business operations of several mass media agencies in the Ònited States of American, Kingdom of Spain, and Ònited Kingdom, especially matters relating to the reform of broadcasting system from the analog system to the digital one, which may be applied for the system reform MCOT Plc. is running in order to benefit the operations of MCOT Plc. as much as possible in terms of techniques, communications to the public, and business plan after such system reform¸ for example, the competition for advertising that greatly deals with the organization risk, and this should be well managed to avoid the loss of customers or business opportunities because everyone can access into this business. The Board of Directors of MCOT Plc. visited the following businesses· 1. The United States of America 1.1 NAB 2­12 Exhibition regarding the digital media industry, high-definition and 3-dimension television, low-cost production of broadcasting equipment and television programs, program production and broadcasting in the digital file-based system, cloud computing operating for on-line video work, KIT Video Platform - a system designed to provide the service to media service providers and network service providers for accessing into the video signal, KIT Cloud - a video management and administration system functioning on the cloud-based video asset management system, and KIT Cosmos - a video management and administration functioning on the Private Cloud computer system, etc. for the application administration and management in a leading organization requiring to create its own working systems.

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1.2 _DWgDC-CM;ID*T;6T;OZ7LTM$EECLYgOOV_Gf$9EO;V$L _-; - CISCO System Inc. .Xg*_=;>[;lT9T*6T;ER<<_'EYO%TDOV;_7OE_;f7 OZ=$E5PTE6`IE .OA9`IE `GRa.G[-Sg;7T*e 9T*OV;_7OE_;f7 - <EVKS9 SAP <EVKS9-Sh;;lT%O*aG$b;6T;ER<<`O@@GV_'-Sg;%O*O*'$E .OA9`IE `GR<EV$TE9Wg_$WgDI%O*_;YgO*$S< .OA9`IE - L8T;Wa9E9SJ; KCAL Âś .X*g _=;L8T;Wa9E9SJ;OLV ER=ER+lT;'EGOL`O*_+GGVL9WCg -W OYg _LWD*b;$TEOO$OT$TJER<<6V+9V GS a6D_EVgCOO$OT$TJ b;= '.J. 2­­œ `GR_=;<EVKS9G[$%O* CBS Corporation a6D KCAL Âś `GR CBS 2 b-MO*L*`GR OZ=$E5b;$TEOO$OT$TJEIC$S; - L8T;Wa9E9SJ; CBS 2 .X*g _=;L8T;Wa9E9SJ;9O *8V;g =ER+lT;'EGOL`O*_+GGVL OD[B TDb7$TE<EVMTE%O*L8T;Wa9E9SJ; CBS .Xg*_=;L8T;Wa9E9SJ;_O$-;9WgbMÂ&#x2030;9WgLZ6%O*LMES2Q 2. ET-OT5T+S$EL_=;`GRLMET-OT5T+S$E JX$KT6[*T;6T;$TE_=GWDg ;>T;ER<<$TEOO$OT$TJb;ER<<O;TGfO$_=;ER<< 6V+V9SG 6S*;Wh 1ÂŚ TV Antena 3 _=;L8T;Wa9E9SJ;BT'@Yh;6V;_O$-;%O*L_=; CWL8T;Wa9E9SJ;b;_'EYO c6`$ Neox, Nova, Nitro, Antena 3 HD, la Sexta, la Sexta 2, la Sexta 3, la Sexta HD, Gol TV `GR Antena 3 International 9WgOO$OT$TJb;GR7V;O_CEV$T `GR=ER_9Jb;MC[_$TR`'EV_<WD; 2ÂŚ Radio Television Espanola ÂĽRTVEÂŚ .Xg*_=;L8T;Wa9E9SJ;LT:TE5R%O*L_=; CWL8T;Wa9E9SJ;BT'@Yh;6V;b;_'EYO c6`$ La 1 ÂĽOO$OT$TJETD$TE%TI BT@D;7E b;=ER_9JL_=; `GR$GZC=ER_9JGR7V;O_CEV$TÂŚ La 2 ÂĽOO$OT$TJETD$TE_$WgDI$S< IS4;:EEC LS*'C .WEWD LTE'6W BT@D;7E QGQÂŚ 2Âąh ÂĽOO$OT$TJETD$TE%TI7GO6 2Âą -SgIaC*ÂŚ TDP ÂĽOO$OT$TJETD$TE@V_JKb; aO$TLLlT'SÂ&#x2030;7T*eÂŚ Clan ÂĽOO$OT$TJETD$TE_6f$ÂŚ TVE International ÂĽOO$OT$TJETD$TE%O* TVE 9SgIaG$ÂŚ TVE HD ÂĽ-O*a9E9SJ; ER<<'ITC'C-S6L[*LT:TE5R-O*`E$%O*L_=; 9WgOO$OT$TJER<<6V+V9SGBT'@Yh;6V;ÂŚ 3ÂŚ <EVKS9 Arqiva .Xg*_=;>[bM<EV$TE6T;a'E*LET*@Yh;2T;%O*$TEOO$OT$TJIV9DZ`GRa9E9SJ;BT'@Yh;6V;_@WD*`M*_6WDI b;=ER_9JOS*$FK >[6lT_;V;$TEa'E*LET*@Yh;2T; _LTL*LSÂ&#x2030;Â&#x2030;T5 9WgCW>[b-<EV$TECT$9WgLZ6b;=ER_9JOS*$FK a6Db-_*V;G*9Z;+lT;I; CT$$IT ´­­ GT;=O;6 b;$TE_=;>[6lT_;V;$TE+S6IT*ER<<$TEOO$OT$TJb;ER<<6V+V9SG%O*=ER_9JOS*$FK .Xg*$TE_=GWgD;>T; ER<<6S*$GTI <EVKS97O*7V67Sh*_'EYgO*L*LSÂ&#x2030;Â&#x2030;T5ER<<6V+V9SGbMC 9Sh*MC6+lT;I; Âą,­­­ _'EYgO*L* `GRbM<EV$TE Multiplex `<< :ZE$V+ER6S<-T7V ÂĽEIC$S;LSÂ&#x2030;Â&#x2030;T5ÂŚ `GRbM<EV$TE Multiplex DAB. ÂĽDigital Audio BroadcastingÂŚ %O*IV9DZ6V+V9SG ÂĽOperator of the only national commercial multiplex and 1Âś local DAB MuxltiplexÂŚ 9SgI=ER_9J EIC9Sh*_=;>[;lTb;$TEbM<EV$TE`<<'E<I*+E LlTMES<$TEOO$OT$TJb;ER<<6V+V9SG_=;9WgDOCES<b;LMET-OT5T+S$E b;9IW=DZaE= `GRO_CEV$T_M;YO ¹Œ Channel Âą .Xg*_=;L8T;Wa9E9SJ;%O*LT:TE5-; ETDc6CT+T$$TEa)K5T_-V*@T5V-D a6D`@E$ER+TDLSÂ&#x2030;Â&#x2030;T5 OO$OT$TJ+lT;I; 12 -O*ETD$TE`<<=$7V ÂĽLinearÂŚ `GR_;YhOMTCT$$IT Âł,­­­ -SgIaC* .Xg*LTCTE8ES<-Cc6b;ER<< On-demand `GR<;<EV$TE`<<OO;cG;b;MGTD`@G7AOEC ÂĽMultiple PlatformsÂŚ ²Œ British Broadcasting Corporation ÂĽBBCÂŚ .X*g _=;L8T;Wa9E9SJ;LT:TE5R9Wbg MÂ&#x2030;9LWg 6Z %O*=ER_9JOS*$FK CWETDc6MGS$ `<*OO$_=; 2 LI; 'YOETDc6+T$ License fee 9Wg_$f<+T$>[-Cb;=ER_9JOS*$FK9Z$=`GRETDc6+T$$TE6lT_;V;$TE%O* BBC Ă&#x201D;orld Service ;O$+T$;Wh CW$lTcE+T$<EVKS9G[$'YO BBC Ă&#x201D;orldwide .Xg*_=;M;ID*T;9WgLET*ETDc6bM`$O*'$E :ZE$V+ BBC studios Post production `GRLYgOLV*@VC@

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128


1.2 Visits to several agencies in the electronic media industry· - CISCO System Inc. - A leader of internet network system, internet hardware, software and solutions. - SAP - A global leading company regarding the organization application systems, software and services in relation to software. - KCAL ¶ Television Station - An independent television station located at Los Angeles that is renowned for its digital broadcasting system. Its digital broadcasting starts in 2­­¶. This station is the subsidiary of CBS Corporation. KCAL ¶ and CBS 2 jointly use the broadcasting rooms and equipment. - CBS 2 Television Station - A local television station located at Los Angeles under the management of CBS Television Station, which is the largest private television station of the Ònited States of America. 2. The Çingdom of Spain and the United Çingdom to observe the following on the reform of broadcasting system from analog to digital system. 1¦ TV Antenna 3  A Spanish private terrestrial television station. The television stations under its umbrella include Neox, Nitro, Antenna 3 HD, la Sexta, la Sexta 2, la Sexta 3, la Sexta HD, Gol TV and Antenna 3 International broadcasting in Latin America and Caribbean countries. 2¦ Radio Television Espanola ¥RTVE¦  A public television station of Spain. The terrestrial television stations in its umbrella include· La 1 ¥presenting news programs and films in Spain and Latin America countries¸ La 2 ¥presenting cultural and social programs, series, documentary programs films, etc.¦ for 2± hours a day ¥broadcasting news programs around the clock¦¸ TDP ¥presenting special programs in special occasions¦¸ Clan ¥presenting children programs¦¸ TVE International ¥presenting TVE programs around the world¦¸ TVE HD ¥the first public high-definition television station of Spain broadcasted in the terrestrial digital system¦. 3¦ Arqiva  The single service provider for radio and terrestrial television broadcasting infrastructure in the Ònited Kingdom. This company is the operator of antenna infrastructure for most service users in the Ònited Kingdom. It has invested over ´­­ million pounds to lay down the digital broadcasting system in England. For such system transfer, this company must install ±,­­­ new digital transmitters. Arqiva provides the national commercial multiplex service ¥including signal¦ and the DAB Multiplex ¥Digital Audio Broadcasting¦ service of the digital radio ¥Operator the only national commercial multiplex and 1¶ local DAB Multiplex¦ across the country. It is also the leader providing the integrated service for the digital broadcasting widely accepted in the Ònited Kingdom, Europe and North America. ±¦ Channel ±  A public television station whose revenues come from the commercial advertising programs. The station broadcasts in 12 linear channels covering the contents more than ³,­­­ hours, which may be received either via the on-demand system or the multiple platforms system. ²¦ British Broadcasting Corporation ¥BBC¦  The largest public television station of England whose main revenues may be split into 2 portions· license fees collected from audiences in English every year¸ and income from BBC Ôorld Service. Moreover, BBC gets some profit from BBC Ôorldwide, a subsidiary, which generates the income for BBC studios, post production, and printing media.

MCOT Annual Report 2012

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$TE=ER-ZC'5R$EEC$TE <C+. OLC9 '5R$EEC$TE <C+. OLC9 $lTM;6bMCW$TE=ER-ZC=GRcC;OD$ITLV<LO*'ESh* .Xg*b;= 2²²² CW$TE=ER-ZC9Sh*LVh; 21 'ES*h a6D'5R$EEC$TE <C+. OLC9 +Rc6E<S M;S*LYO_-VÂ&#x2030;=ER-ZC `GR_O$LTE$TE=ER-ZC_@YOg @V+TE5TGI*M;T$O;$TE=ER-ZC 9S*h ;Wh =ER:T;$EEC$TE +R$lTM;67TET*$TE=ER-ZCbM'5R$EEC$TE <C+. OLC9 9ET<GI*M;T7GO6= EIC8X*$TE$lTM;6ER_<WD<ITER =ER+lT%O*`7GR_6YO;cIODT*-S6_+; LI;ER_<WD<ITER9Wg;O$_M;YO+T$;Wh =ER:T;$EEC$TE`GR$EEC$TE>[OlT;ID$TEbMÂ&#x2030; +REIC $S;@V+TE5T7TC'ITCLlT'SÂ&#x2030;`GR+lT_=; ODT*cE$f6W $EEC$TE`7GR';LTCTE8_L;O_EYgO*7T* e c67TC%Sh;7O;`GRIV:W$TE9Wg$lTM;6 a6D'5R$EEC$TE <C+. OLC9 9Z$';_%TEIC$TE=ER-ZC9Z$'ES*h MEYOcC;O D$ITEODGR ´² %O*+lT;I;$TE=ER-ZC9W+g 6S bMC%W ;Xh b;EO<= D$_I;`7CW_M7Z+lT_=; .Xg*MT$9ET<_=;$TEGI*M;T $EEC$TE+RCWM;S*LYO`+*%OGT$TE=ER-ZC7O=ER:T;$EEC$TE_LCO $TE=ER-ZC'5R$EEC$TE <C+. OLC9 7TC=$7V`7GR'ES*h +Rb-_IGT=ERCT5 ± -SIg aC* a6D=ER:T;$EEC$TE +R+S6LEE_IGT bM$EEC$TE`7GR';ODT*@O_@WD*b;$TEOBV=ETD%OC[G`GR=Â&#x2030;MT7T*e EIC9S*h L;S<L;Z;bM$EEC$TE>[O Tl ;ID$TEbMÂ&#x2030;_-VÂ&#x2030;>[< EVMTE ER6S<L[*_%T-Wh`+*`GRbM%OC[GETDGR_OWD6_@VgC_7VC a6DCW? TD_G%T;Z$TE<EVKS9_=;>[<S;9X$ETD*T;$TE=ER-ZC`GR+S6_$f<%OC[GMEYO _O$LTE_$WDg I$S<$TE=ER-ZCODT*8[$7O*'E<8I; EIC9S*h bM'Tl `;R;lTb;6T;$0_$537T *e 9W_g $WDg I%O*6ID a6Db;= 2²²² CW$TE;lT_L;O ER_<WD<ITER_@YgO@V+TE5T9WgLlT'SÂ&#x2030; _-; $TE$lTM;6$GDZ9: `>;*T; `>;:ZE$V+ `GR*<=ERCT5=ER+lT= `>;EO*ES< @.E.<. O*'$E +S6LEE'GY;g 'ITC8Wg `GR$lT$S<$TE=ER$O<$V+$TEIV9DZ$ER+TD_LWD* IV9DZa9E9SJ; `GR$V+$TEa9E'C;T'C @.J. 2²²3 `>;*T;<EVMTE 'ITC_LWgD* $TE@V+TE5T*<$TE_*V;%O*<EVKS9 $TE6lT_;V;*T;a'E*$TEEIC9Z;7T*e _=;7; ETD*T;$TE=ER-ZC'5R$EEC$TE <C+. OLC9 'EO<'GZCLTERLlT'SÂ&#x2030;7T*e ODT*'E<8I;`GR_=;C7V9Wg_=;_O$,S;9 9S*h MC6 a6DCW$TE<S;9X$$TEOBV=ETD%O*9W=g ER-ZC EIC9S*h %O'V6_Mf;%O*$EEC$TEcIODT*-S6_+; `GRCW$TE+S6_$f<ETD*T;$TE=ER-ZC '5R$EEC$TE <C+. OLC9 `GR_O$LTE=ER$O<ODT*_=;ER<< CW$TEES$KT'ITC=GO6BSDODT*6W $TE_%T=ER-ZC%O*'5R$EEC$TE<EVKS9Q `GR'5R$EEC$TE_,@TR_EYgO* ´ '5R b;= 2²²² Â¥5 IS;9Wg 31 :S;IT'C 2²²²¦ ;I1

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MCOT =L<"L35=J#dL5úýýý

130


The Meetings of the Board of Directors The Board of Directors of MCOT Plc. plans to have not less than 12 meetings a year. In 2­12, the Board of Directors had 21 meetings in total. Every board member shall receive the prior notice to each meeting along with complementary information before the meeting date. The Chairman of the Board shall pre-arrange the meeting schedule and regular monthly agenda items for the whole year. Other special agenda items are jointly considered and decided by the Chairman of the Board and the President subject to significance and necessity. However, each director may propose other agenda items by the determined methods and processes. Normally, all directors of MCOT Plc. attend each board meeting except for legitimate reasons for absence or the presence at the board meetings of each director must not be less than ´²¢ of total meetings arranged in a year. Ôhenever possible, Directors would send an apology letter to the Chairman if they are not available for the meeting. A typical board meeting takes four hours. The Chairman of the Board shall allocate sufficient time to each director so that each could discuss any information and problems adequately. The Board of Directors encourages the President to invite other top executives to attend the board meetings to give explanations and supplementary information. The Company Secretary Department is responsible for taking minutes of the meetings and keeping the complete meeting information or documents, and for giving advice on relevant rules. In 2­12, certain important agenda items have been proposed to the board meetings for consideration such as the Company’s strategy, annual work plan, business plan, and budget, plan corresponding to the enactment of the Act on Organization to Assign Radio Frequency and to Regulate the Broadcasting and Telecommunications Services B.E. 2²²3, risk management plan, financial statements, and operations in joint investment projects, etc. The minutes of the Board of Directors meetings covered all essential issues and all the minutes were unanimously approved. Discussions raised in the meetings along with directors’ opinions were clearly recorded. All minutes and attached documents were systematically filed under tight security. The details of attendance of the Board of Directors and ´ specific committees in the year of 2­12 are as follows· ¥as of December 31, 2­12¦ Name

Position

21 Meetings 12 Meetings 7 Meetings 3 Meeting of the Board of the Audit of the of the Committee Nomination Remune ration Committee Committee

11 Meeting of the Manage ment Affairs Review Committee

6 Meetings of the Risk Management Committee

ˆ Meetings of the Corporate Governance Committee

1. Mr. Sorajak Kasemsuvan Chairman ¥Çanuary 1³¬1³ 1 - October µ, 2­12¦

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2. Prof. Tongthong Chandransu

- First Vice Chairman 2­¬21 - Chairman of Management Affairs Review Committee

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3. Mr. Chakrapan Öomchinda

- Second Vice Chairman - Member of Management Affairs Review Committee - Member of Risk Management Committee

-

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1­¬11

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MCOT Annual Report 2012

21¬21

131


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132


Name

Position

21 Meetings 12 Meetings 7 Meetings 3 Meeting of the Board of the Audit of the of the Committee Nomination Remune ration Committee Committee

11 Meeting of the Manage ment Affairs Review Committee

6 Meetings of the Risk Management Committee

ˆ Meetings of the Corporate Governance Committee

±. Mr.Prasert Kasemkomase

- Director 1¶¬21 - Member of Audit Committee ¥December 2´, 2­11 - Çanuary 2±, 2­12 and May 23, 2­12 - Present¦ - Member of Nomination Committee - Vice Chairman of Management Affairs Review Committee ¥Çanuary 2± - May 22, 2­12¦ - Member of Risk Manager Committee ¥Çanuary 2± - May 22, 2­12¦

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². Mr. Khemchai Chutiwongse

- Director 1¶¬21 - Member of Audit Committee ¥October 1´ December 2³, 2­12¦ - Member of Management Affairs Review Committee ¥Çanuary 2± October 1³, 2­12¦ - Chairman of Corporate Governance Committee ¥Since Çanuary 2±, 2­12¦

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MCOT Annual Report 2012

133


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134


Name

³. Mr. Sutham Siritipsakorn

Position

21 Meetings 12 Meetings 7 Meetings 3 Meeting of the Board of the Audit of the of the Committee Nomination Remune ration Committee Committee

- Director 1²¬1³ ¥December 2­, 2­11 - May 1­, 2­12 and May 23 November ³, 2­12¦ - Member of Audit Committee ¥Çanuary 2± May 1­, 2­12¦ - Chairman of Nomination Committee ¥December 2´, 2­11 - May 1­, 2­12 and May 23 November ³, 2­12¦ - Vice Chairman of Management Affairs Review Committee ¥May 23 November ³, 2­12¦

´. Mr. Premkamon - Director Tinnakorn Na Ayutthaya - Chairman of Audit Committee ¥Çanuary 1 May 1­, 2­12¦ - Member of Nomination Committee

MCOT Annual Report 2012

21¬21

11 Meeting of the Manage ment Affairs Review Committee

6 Meetings of the Risk Management Committee

ˆ Meetings of the Corporate Governance Committee

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Name

Position

21 Meetings 12 Meetings 7 Meetings 3 Meeting of the Board of the Audit of the of the Committee Nomination Remune ration Committee Committee

µ. Pol. Gen. Panupong - Director 13¬1² Singhara na Ayudhya ¥january 1­ September 2³, 2­12¦ - Member of Audit Committee ¥May 1­ September 2³, 2­12¦ - Member of Nomination Committee ¥Çanuary 2± September 2³, 2­12¦ - Chairman of Remuneration Committee ¥Çanuary 2± September 2³, 2­12¦ - Members of Corporate Governance Committee ¥Çanuary 2± September 2³, 2­12¦ ¶. Mr. Boontham - Director 1¶¬2­ Pigulsri ¥Holding directorship since Çanuary 1­, 2­12¦ - Member of Nomination Committee ¥Having been the committee member since November 22, 2­12¦ - Member of Remuneration Committee ¥Çanuary 2± December 2², 2­12¦ - Chairman of Remuneration Committee ¥Since December 2³, 2­12¦ - Member of Risk Management Committee ¥Since Çanuary 2±, 2­12¦ - Member of Corporate Governance Committee ¥Since Çanuary 2±, 2­12¦

MCOT Annual Report 2012

11 Meeting of the Manage ment Affairs Review Committee

6 Meetings of the Risk Management Committee

ˆ Meetings of the Corporate Governance Committee

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MCOT =L<"L35=J#dL5úýýý

138


Name

1­. Mr. Surachai Kositsareewong

11. Mrs. Öajai Pattanasukwasun

12. Mr. Sutham Saengpratoom

13. Mrs.Phornsiri Manoharn

Position

21 Meetings 12 Meetings 7 Meetings 3 Meeting of the Board of the Audit of the of the Committee Nomination Remune ration Committee Committee

- Director 1´¬1µ ¥Holding directorship since Çanuary 1­, 2­12¦ - Member of Audit Committee ¥Çanuary 2± - May 1­, 2­12¦ - Chairman of Audit Committee ¥May 11 November 22, 2­12¦ - Member of Nomination Committee ¥Çanuary 2± November 22, 2­12¦ - Member of Remuneration Committee ¥Çanuary 2± November 22, 2­12 and December 2³, 2­12 - Present¦ - Director 1¶¬2­ ¥Holding directorship on Çanuary 1­, 2­12¦ - Member of Management Affairs Review Committee - Chairman of Risk Management Committee - Member of Corporate Governance Committee - Chairman 2¬2 ¥Holding directorship on November 22, 2­12, and having been the Chairman from December ±, 2­12 up to now¦ - Director ¥Holding 2¬2 directorship on November 22, 2­12¦ - Chairman of Audit Committee ¥Since December 2³, 2­12¦ - Member of Remuneration Committee ¥Since December 2³, 2­12¦

MCOT Annual Report 2012

11 Meeting of the Manage ment Affairs Review Committee

6 Meetings of the Risk Management Committee

ˆ Meetings of the Corporate Governance Committee

11¬11

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140


Name

Position

21 Meetings 12 Meetings 7 Meetings 3 Meeting of the Board of the Audit of the of the Committee Nomination Remune ration Committee Committee

1±. Mr. Öongyutt - Director 1¬1 Chaipormprasithprom ¥Holding directorship on December ±, 2­12¦ - Member of Audit Committee ¥Having been the member of Audit Committee ¥December ±, 2­12 - December 2³, 2­12¦ - Vice Chairman of Management Affairs Review Committee ¥Since December 2³, 2­12¦ - Chairman of Nomination Committee ¥Since December 2³, 2­12¦ 1². Mr. Kraitos - Director Ongchaisak ¥Holding directorship on December 2³, 2­12¦ - Member of Audit Committee ¥Since December 2³, 2­12¦ 1³. Mr. Anek Permvongseni - Director 13¬13 ¥Çanuary 1 - August 22, 2­12¦ - President ²¬² ¥Since October 1, 2­12¦

11 Meeting of the Manage ment Affairs Review Committee

6 Meetings of the Risk Management Committee

ˆ Meetings of the Corporate Governance Committee

1¬1

-

-

-

-

-

-

-

-

-

-

-

-

-

-

²¬´

-

-

-

-

-

2¬3

1¬1

1¬2

Self©Assessment of the Board of Directors MCOT Plc. has regularly arranged the performance evaluation of the Board of Directors of MCOT Plc. in accordance with the resolution of the Council of Ministers on February 1³, 2­­1 requiring that the state enterprise directors must have the self-assessment as a framework of investigating the Board of Directors’ performance. The self-assessment is based on the Principle of Best Practices with an emphasis on the following issues· 1. Competency 2. Independence 3. Preparedness ±. Practices as a Director ². Committee Activities ³. Development of the Organization ´. Participation The performance evaluation of the Board of Directors of MCOT Plc. consists of 3 main types· Self-assessment, Cross evaluation and Board evaluation In 2­12, the Board of MCOT Plc. had one self-assessment. MCOT Plc. prepared the self-assessment form subject to the evaluation form mentioned above. The Board of Directors filled out the evaluation form and returned it to the Corporate Secretary Department in December 2­12. Then, the Corporate Secretary summarized and submitted the evaluation results to the Board of Directors for acknowledgement and opinion sharing in the Board Meeting No. 21¬2­12 held on December 2³, 2­12. The detailed evaluation scores of all Directors were also submitted to the Chairman of the Board for acknowledgement. All evaluation results were submitted to the Ministry of Finance and the Ministry governing MCOT Plc. and were also reported to each Director so that he¬she learnt about his¬her own results and rank in self-evaluation. The evaluation results are useful for every director who would be aware of his ¬her duties and results of team-based working before wiping out the existing deficiency. MCOT Annual Report 2012 141


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142


Directors and Executives Remuneration Directors’ Remuneration The 2­12 Annual General Meeting of Shareholders held on April 2², 2­12 approved the remunerations of directors and committee members by considering the relevant factors associated with the Company’s business nature and size, operating performance in conformity with the market and industry norms as well as duties and responsibilities of the Board and specific committees. The directors and committees’ remuneration packages for 2­12 are as follows·

Item

Director

Vice Chairman

Chairman

Conditions

Remuneration ¬ month

1²,­­­ Baht

1²,­­­ Baht

3­,­­­ Baht

Packaged meeting allowances¬

1²,­­­ Baht

1³,µ´² Baht

1µ,´²­ Baht

- Be paid on a monthly basis regardless of their presence in the meetings. - Be paid for a director who is present at the meeting only. - Meeting allowances were paid on a monthly basis regardless of number of meetings held in each month.

The Remunerations and Meeting Allowances for the Company’s Committees in 2­12 Committees

1. Audit Committee - Chairman - Member 2. Management Affairs Review Committee Nomination Committee, Remuneration Committee, Risk Management Committee, Corporate Governance Committee, Labor Relations Committee 3. Committees, Sub-committees and other working groups except those stated in Item 1 and 2 of this table ¥only directors appointed by the Board of Directors¦

Remuneration |monthly}

Meeting Allowances |presence in the meetings only}

12,²­­.- Baht ¬ month 1­,­­­.- Baht ¬ month -

²,­­­ Baht¬month ²,­­­ Baht¬month 1­,­­­ Baht¬month

1­,­­­ Baht¬month ¥Any Company’s directors appointed to perform duties as members in more than two committees, sub-committees or working groups ¥including the committees in 1-3¦ other than the Board of Directors would be paid the meeting allowances from only two committees, sub-committees or working groups. Chairman and Vice Chairman were paid more meeting allowances at 2²¢ and 12.²¢ respectively. MCOT Annual Report 2012

-

143


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MCOT =L<"L35=J#dL5úýýý

144


Meeting Allowances and Remunerations of the Company’s Directors in 2­12 ¥For all Committees¦ unit· Baht No.

Directors

1 2 3 ± ² ³ ´ µ ¶ 1­ 11 12 13

Mr. Sutham Saengpratoom Prof. Tongthong Chandransu Mr. Chakrapan Öomchinda Mr. Khemchai Chutiwongse Mrs. Öajai Pattanasukwasan Mr. Permkamon Tinnakorn Mr.Prasert Kasemkomase Mr. Boontham Pikulsri Mrs.Phornsiri Manoharn Mr. Öongyutt Chaipormprasit Mr. Surachai Kositsareewong Mr. Kraitos Ongchaisak Mr. Anek Permwongseni ¥Director and President¦ Mr. Sorajak Kasemsuwan Mr. Sutham Siritipsakorn Pol. Gen. Panupong Singhara na Ayudhaya

1± 1² 1³

Meeting Allowances Remuneration

Bonus~

±1,¶11.31 3³±,³­³.1­ 3³´,1´1.­² 32³,3´±.2´ 31µ,3±´.³1 32³,3´±.2´ 32³,3´±.2´ 31µ,3±´.³1 3²,³³¶.2­ 2±,¶³µ.±± 2µµ,¶2­.²2 ²,3²­.3µ 2¶1,²¶².´1

Sub-committees and other committees Meeting Remuneration Allowances

1²­,­­­.­­ 1µµ,2²­.­­ 1¶´,²­­.­­ 23²,­­­.­­ 1²±,´²­.­­ 1´2,²­­.­­ 1±­,­­­.­­ ²,­­­.­­ 1±1,2²­.­­ 1µ±,´²­.­­

1µ,´²­.­­ 2­2,²­­.­­ 2­2,²­­.­­ 1µ­,­­­.­­ 1µ­,­­­.­­ 1µ­,­­­.­­ 1³²,­­­.­­ 1µ­,­­­.­­ 1²,­­­.­­ 1²,­­­.­­ 1²­,­­­.­­ 1³²,­­­.­­

33,­±µ.33 1´¶,¶¶¶.¶´ 1µ­,­­­.­­ 1µ­,­­­.­­ 1´²,³±².1± 1µ­,­­­.­­ 1µ­,­­­.­­ 1´²,³±².1± 1¶,²­­.­­ 13,²±µ.3³ 1²¶,²±µ.3³ 2,¶­3.22 1³­,³±².1³

1³µ,´²­.­­ 1²­,­­­.­­ 12­,­­­.­­

2´´,´±1.¶2 31±,33±.µ3 - ´³­,µ2³.´² 1±´,1¶3.²3 2³³,³2´.2´ 1µ²,­­­.­­ 33,22².µ­ ´µ2,­±³.³­ 12µ,³±².1± 232,´±1.²3 µ´,²­­.­­ ±²,±±­.´³ ³1±,32´.±3 Total

22,¶­3.2­ ±1,²32.3­ ³2,¶­3.22 2,±1¶.3µ ´,­¶³.´³ 113,3³­.3´ 1,¶3².±µ -

Total

¶3,´­¶.³± µ¶´,1­³.­´ ¶3´,¶21.­² ¶­³,´´´.±´ ¶­µ,¶¶2.´² µµ2,³²³.²´ ¶­³,´´´.±¶ µ13,¶¶2.´² ´2,²µµ.²µ ³²,³13.²³ µ²3,­´¶.2² 1­,1µ¶.­µ µ­1,¶¶­.µ´

10¨¯0´¨595.91

§ To be noted that the bonus payments shall be proportional to each Director’s length of tenure. Note· In case that MCOT receives less than 3.­­ points in the state enterprise performance measurement

MCOT Annual Report 2012

145


'T7O<`9;%O*>[OlT;ID$TEbM‰MEYO$EEC$TE>[OlT;ID$TEbM‰ '5R$EEC$TE$lTM;6'T7O<`9; +R_=;>[@V+TE5T'T7O<`9;%O*>[OlT;ID$TEbM‰MEYO$EEC$TE>[OlT;ID$TEbM‰ ODT*_MCTRLC6ID'ITC-S6_+;`GRa=E*bL _L;O'5R$EEC$TE<EVK9S @V+TE5TO;ZC7S V a6D@V+TE5T+T$CT7E2T;$S<ER6S<9W=g 1V<7S bV ; OZ7LTM$EEC`GR<EVK9S +69R_<WD;-S;h ;lTb;7GT6MGS$9ES@D`M*=ER_9Jc9D EIC9S*h 'ITC_MCTRLC7TCBTERM;T9W'g ITCES<>V6-O< `GR_-YgOCaD*$S<>G$TE6lT_;V;*T;%O* <C+. OLC9 `GR>G$TE=ER_CV;$TE=1V<S7V*T;=ER+lT=6ID a6D'5R$EEC$TE=ER_CV;>G $TE=1V<7S *V T;%O*>[O Tl ;ID$TEbM‰MEYO$EEC$TE>[O Tl ;ID$TEbM‰ _=;>[= ER_CV;>G$TE=1V<7S *V T;%O*>[O Tl ;ID$TEbM‰MEYO$EEC$TE >[OlT;ID$TEbM‰ 7TC`>;:ZE$V+9Wg>[OlT;ID$TEbM‰MEYO$EEC$TE>[OlT;ID$TEbM‰ c6_L;O'5R$EEC$TE <C+. OLC9 bM'ITC _Mf;-O< _@YgO7EI+LO<7V67TC$TE=1V<S7V*T;%O*>[OlT;ID$TEbM‰MEYO$EEC$TE>[OlT;ID$TEbM‰ 7TC_= TMCTD9WgIT*cI9Sh*b; ERDRLS;h `GRERDRDTI .X*g -IDbM$TE@V+TE5T$lTM;6'T7O<`9;%O*>[O Tl ;ID$TEbM‰MEYO$EEC$TE>[O Tl ;ID$TEbM‰ CW'ITC-S6_+; a=E*bL`GR_MCTRLC$S<>G$TE=1V<S7V*T;`GR-ID_LEVCLET*$TE$lT$S<6[`G$V+$TE9Wg6W%O*<EVKS9 OW$9Sh*DS*LTCTE8;lT>G$TE=ER_CV; 9Wgc6CT=ES<=EZ*=ERLV9:VBT@b;$TE=1V<S7V*T;bM6WDVg*%Xh;OW$6ID 'T7O<`9;>[<EVMTEER6S<L[* '5R$EEC$TE$lTM;6'T7O<`9; +R_=;>[@ +V TE5T$lTM;6$EO<`;I9T*$TE$lTM;6MGS$_$53$TE=ES<%X;h _*V;_6YO;=ER+lT= `GRa<;SL%O*>[<EVMTEER6S<EO*$EEC$TE>[OlT;ID$TEbM‰`GR>[-ID$EEC$TE>[OlT;ID$TEbM‰ a6D>[OlT;ID$TEbM‰MEYO$EEC$TE >[O Tl ;ID$TEbM‰ +R_=;>[@ +V TE5T=ER_CV;>G$TE=1V<7S *V T;ETD<Z''G a6D'lT;X*8X*'Z5BT@%O**T; =EVCT5*T; `GR'ITCES<>V6-O< 7O*T; CWIVLSD9SJ;9WgLO6'GO*$S<_= TMCTD%O*O*'$E 'ITCLTCTE8b;$TEJX$KT`GR=ES<=EZ*$GDZ9:bMLO6'GO*$S<L8T;$TE5 $TE<EVMTE*T; 'ITCLTCTE8b;$TEIT*`>; CO<MCTD¬7V67TC*T; $TE7S6LV;b+ `GR$TE`$c%=‰MT 'ITC_=;>[; Tl 'ITCLTCTE8 b;$TELO;*T; $TE@S4;T>[b7<S*'S<<S‰-T 'ITCLTCTE8b;$TELET*9WC*T; $TECWC;ZKDLSC@S;: $TE=ERLT;*T; $TEbM'ITC EICCYO $TEES$KTER_<WD<IV;SD `GR'ITC.YgOLS7DLZ+EV7 'T7O<`9;EIC%O*$EEC$TE>[OlT;ID$TEbM‰ >[<EVMTE<EVKS9 ± ETD`E$ `GR>[6lTE*7lT`M;*_9WD<_9T>[<EVMTE ETD9Wg ± 9Z$ETD 7O+T$$EEC$TE>[OlT;ID$TEbM‰%O*<EVKS9 a6DEIC>[<EVMTE<EVKS9b;LTD*T;<S‰-WMEYO$TE_*V; .Xg*_=;c=7TC$0MCTD IT6IDMGS$9ES@D`GR7GT6MGS$9ES@D M;ID · <T9 Ĕ61B

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Č 2555

µ,2µ³,¶3³.­­ 2,­²²,2±­.­­ ±33,2²­.­­ ²,3²µ,1±±.22 1µ´,²­­.­­ 2,´­²,­­­.­­ µ±´,­±³.¶³ ±,¶²³,³³³.¶³ ³­,¶²3.­­ 2²²,­¶­.±µ 331,µ3µ.´³ 25¨°³³¨²²5.9²

146


Remunerations of the Director©Ãeneral or the President The Director-General or the President’s remuneration package is clearly and transparently determined by the Remuneration Committee before being approved by the Board of Directors which takes into account the standards in the prevailing industry, and leading listed companies on the SET. The remuneration also depends on appropriateness according to duties and responsibilities of the Director-General or the President which is also linked to the Company’s annual performance and performance evaluation results. The assessment of the Director-General or the Presidents’ performance is conducted by the Performance Evaluation Committee for the Director-General or the President based on business plans proposed by the Director-General or the President to the Board of Directors for approval. This is to monitor the performance of the Director-General or the President against short-term and long-term goals which allows the precise, transparent, and appropriate remuneration of the Director-General or the President, and promotes the good corporate governance practice. The evaluation results are also useful for his¬her performance improvement. Top Executives Remuneration The Remuneration Committee is in charge of determining the criteria of revising the salary and annual bonus for top executives of MCOT Plc. in titles of Executive Vice President and Vice President. The Director-General or the President has the responsibility in deciding individual remuneration packages. The annual salary revision of top executives are tied to their individual work quality, workload, responsibility for their work, vision which conforms to the Company’s goals, abilities to examine and adjust the strategy to be consistent to the changing environment, management capability, planning ability, assignment¬monitoring, decision-making and problem-solving, leadership, coaching ability, ability to develop subordinates, ability of team-forming, interpersonal relations, coordination, cooperation, discipline and integrity. The following are the overall remuneration of the President, first four of Top Executives of the Company, and every person in titles equivalent to the Executive in the fourth order after the President of the Company, as well as the Company’s Executives in the accounting or financial line, which are in compliance with the security and stock exchange laws. Total Remunerations of Executives of MCOT Plc. unit· Baht Remuneration

Salary Ôage Meeting Allowance Bonus Remuneration Position Allowance Car Leasing Expenses Ôage Administration Compensation cost on vacation Retirement benefit cost Other allowance TOTAL MCOT Annual Report 2012

¨ear 2012

µ,2µ³,¶3³.­­ 2,­²²,2±­.­­ ±33,2²­.­­ ²,3²µ,1±±.22 1µ´,²­­.­­ 2,´­²,­­­.­­ µ±´,­±³.¶³ ±,¶²³,³³³.¶³ ³­,¶²3.­­ 2²²,­¶­.±µ 331,µ3µ.´³ 25¨°³³¨²²5.9² 147


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1. 2. 3. ±. ². ³. ´. µ. ¶. 1­. 11.

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MCOT =L<"L35=J#dL5úýýý

148


Succession Plan The Board of Directors of MCOT Plc. takes acts to ensure that MCOT Plc. sustains an effective recruitment system to get knowledgeable and capable personnel to succeed key management posts at all levels properly. The Board of Directors encourages the preparation of succession¬replacement plan for titles at the level of department manager and higher as well as other key titles. The succession plans also includes the training sessions for the development of Company’s executives at the level of division manager and higher to create the management pools. Personnel As of 31 December 2­12, the Company employed 1,±3² employees· 2± executives, 1,1¶­ permanent staff and 2±² temporary staff. The total number of employees, excluding executives, can be divided as follows· Line of Supervision

1. 2. 3. ±. ². ³. ´. µ. ¶. 1­. 11.

Television Group Radio Group News Group Marketing and Sales Group Engineering Group Financial Group Administration Group Office of Corporate Secretary Office of the Executive Secretary Office of Internal Audit Office of the Inspector-General Total

Manpower |person} Permanent staff Temporary Staff

2±­ 1µµ 2³´ ´­ 23¶ ±µ 1­3 ³ 1¶ ± ³ 1¨190

±³ ³3 ²3 11 1± 22 13 ² 11 ´ 2°5

In 2­12, the Company’s expenditures for all staff totaled Baht 1,3´­.²2 million, which comprised the salary, wages, overtime payments, bonus, allowances, professional fee, remuneration for heads of stations, life insurance premiums, child allowances, child educational allowances, medical expenses and contributions to the Provident Fund, etc.

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$TE@S4;T<Z'GT$E`GR$TE?$O<EC <C+. OLC9 bM'ITCLlT'S‰b;$TE@S4;T<Z'GT$EbMC'W ITCE[ 'ITCLTCTE8 `GR_@VCg JS$DBT@b;$TE=1V<7S *V T;ODT*7O_;YOg * _@YgO_7EWDC$TEEO*ES<>G$ER9<+T$$TE_=GWgD;`=G*9Sh*b;CV7V7T* e _-; @ERET-<S‰‰S7VO*'$E+S6LEE'GYg;'ITC8Wg $TEOO$OT$TJ +T$ER<<O;TGfO' ¥ANALOG¦ _=;ER<<6V+9V GS ¥DIGITAL¦ $TE`%*%S;_-V*:ZE$V+b;E[=`<<bMCe `GR$TE_7EWDC_%TL[= ER-T'COT_.WD; ¥ASEAN COMMÒNITÖ¦ b;= 2²²µ a6D6lT_;V;$TE7TC`>;@S4;T9ES@DT$EC;ZKDBTDb7`;I'V6 MCOT Competency MODEL 'YO M · Managerial Competency 'ITCLTCTE8b;$TE<EVMTE+S6$TE C · Core Competency 'ITCLTCTE8MGS$%O*<Z'GT$E9W9g $Z ';b; <C+. OLC9 'IECWEIC$S;_@YgO$TIc= 6ID$S; O · Operational Competency 'ITCLTCTE8_,@TR6T;_@YOg EO*ES<$TE =1V<S7V*T;6T;7T*e %O* <C+. OLC9 T · Technology £ Transformation Competency 'ITCLTCTE86T;_9'a;aGDW `GR$TE =ES<_=GWgD;$TE6lT_;V;$TE b;$TE+S6?$O<EC`GR@S4;T<Z'GT$E7TC`>;@S4;T9ES@DT$EC;ZKD LlT;S$9ES@DT$EC;ZKDc6CW$TE9<9I;LCEE8;R ¥Competency¦ 9WgCW'ITC+lT_=;b;$TE=1V<S7V*T;_@YgOb-b;$TE@S4;T>[=1V<S7V*T;a6D'lT;X*8X* 1. LCEE8;R6T;<EVMTE+S6$TE _=;$TE?$O<ECbM`$>[<EVMTEER6S<LI;%Xh;c=b; ² _EYgO* 'YO ¥1.1¦ $TECWIVLSD9SJ; ¥1.2¦ 'ITCE[_-V*:ZE$V+ ¥1.3¦ $TELET*`E*+[*b+ ¥1.±¦ $TE<EVMTE7;9Z; ¥1.²¦ 'ITCCWIZ4VBTIR9T*OTEC5 2. LCEE8;RMGS$9Wg9Z$';'IECWEIC$S; µ _EYgO*'YO ¥2.1¦ 'ITC_-WgDI-T‰b;:ZE$V+LYgOLTECIG-; ¥2.2¦ $TE@S4;T7;_O*ODT*7O_;YgO* ¥2.3¦ 'ITC'V6EV_EVgC_@YgO=ES<=EZ**T; ¥2.±¦ 9S$KR$TE'V6_-V*IV_'ETRM ¥2.²¦ $TE9lT*T;a6DCZ*>GLSCF9:Vk%O*O*'$E ¥2.³¦ 'ITC+*ES$BS$6W7OO*'$E ¥2.´¦ 'ITC_'TE@>[OYg;`GR$TE9lT*T;_=;9WC ¥2.µ¦ 'ITCE[_$WgDI$S<'OC@VI_7OE

MCOT =L<"L35=J#dL5úýýý

150


Personnel Development and Training MCOT Plc. gives much importance on the personnel development so that they consistently acquire more knowledge, skills, and competency in performing their work, and they are well prepared to respond to so many upcoming changes such as Act on Organization to Assign Radio Frequency and to Regulate the Broadcasting and Telecommunications Services, change of the analog broadcasting system to be the digital system, competition in new business models, and preparedness for the ASEAN COMMÒNITÖ in 2­1². The implementations pursuant to the Human Resource Development Plan under MCOT Competency Model must involve the following· M· Managerial Competency Competency in management C· Core Competency Core competency of all personnel in MCOT Plc. for joint progress O· Operational Competency Specific competency to serve various operations of MCOT Plc. T· Technology £ Transformation Competency in technology and transformation In arranging the training programs on personnel development according to the Human Resource Development Plan, the Office of Human Resources has revised the competencies necessary for their work performance and human resource development. Those competencies include· 1. Managerial Competency  To arrange some training programs for the Company’s executives at the division level and higher on ² issues· ¥1.1¦ Strategic Visionary ¥1.2¦ Business Acumen ¥1.3¦ Motivation and Coaching ¥1.±¦ Cost Management ¥1.²¦ Emotional Intelligence 2. Core Competency in µ issues· ¥2.1¦ Broadcasting and Multimedia Expertise ¥2.2¦ Continuous Learning ¥2.3¦ Initiative for Improvement ¥2.±¦ Analytical Thinking ¥2.²¦ Result Oriented ¥2.³¦ Loyalty ¥2.´¦ Respect Others £ Team Spirit ¥2.µ¦ Computer Literacy

MCOT Annual Report 2012

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b;= 2²²² <C+. OLC9 c6+6S ?$O<EC7TC`>;@S4;T9ES@DT$EC;ZKD`$><[ EVMTE `GR>[= 1V<7S *V T;9Z$ER6S<7TC`<< MCOT Competency MODEL +lT;I; 2¾œ MGS$L[7E a6D_,GWgD@;S$*T;9Wgc6ES<$TEO<EC@S4;T 6S*;Wh 6T; M ¡ Managerial Competency ÂĽ_= TMCTD 3­ -C.ÂŹ';ÂŹ=ÂŚ @;S$*T; c6E<S $TEO<EC@S4;T 3².3Âł -C.ÂŹ';ÂŹ= 'V6_=;EODGR 11´.Âś %O*_= TMCTD 6T; C ¡ Core Competency ÂĽ_= TMCTD 2­ -C.ÂŹ';ÂŹ=ÂŚ@;S$*T;c6E<S $TEO<EC@S4;T 2­.2Âś -C.ÂŹ';ÂŹ= 'V6_=;EODGR 1­1.² %O*_= TMCTD 6T; O ¡ Operational Competency `GR ÂĽ_= TMCTD 3­ -C.ÂŹ';ÂŹ=ÂŚ @;S$*T;c6E<S T ¡ Technology ÂŁ Transformation Competency $TEO<EC@S4;T 2².¾¾ -C.ÂŹ';ÂŹ= 'V6_=;EODGR ¾³.3 %O*_= TMCTD a6DCWE[=`<<$TEO<ECÂŹLSCC;T 9WgMGT$MGTD_-; $TE?$O<EC LSCC;T $TE9lT Ă&#x201D;ork Shop `GR$TEJX$KT6[*T;9Sh*b;`GR 7T*=ER_9J _-; $TE6[*T;;V9EEJ$TE'ITC$TIM;T9T*6T;_9'a;aGDW c6`$ 6[*T; NAB 2­12 5 GTL_I$SL =ER_9JLMES2O_CEV$T 6[*T; CeBit 2­12 5 =ER_9J_DOECS; 6[*T; Kit Digital 5 =ER_9JLT:TE5ES2_-$ 6[*T; Radio Asia 6[*T; Broadcast Asia 2­12 5 =ER_9JLV*'a=E 6[*T; IBC 2­12 5 _CYO*OSCL_7OE6SC =ER_9J_;_:OE`G;6 `GR6[*T;ET-OT5T+S$EL_=;`GRLMET-OT5T+S$E _@YgOO<ECbM>[<EVMTE @;S$*T;`GR>[=1V<S7V*T;b;LI;9Wg_$WgDI%O*c6CW'ITCE[ _@VgC9S$KR ES<E[_$WgDI$S<>G*T;_9'a;aGDW6T;LYgO9Wg 9S;LCSD LET*@S;:CV7Eb;OZ7LTM$EEC LET*aO$TLb;$TE_EWD;E[ $TE@S4;T LTCTE896GO*b- `GRES<-C$TELT:V7_9'a;aGDWbMC OW$9S*h c66Tl _;V;:ZE$V+EIC$S<<EVK9S 7T* e _@YOg LTCTE8;lT'ITCE[C T8TD9O6bM$<S _@YOg ;@;S$*T;`GR>[9 LWg ;b+b;$TEJX$KT6T; Digital TV `GR <C+.OLC9 DS*_=6aO$TLbM>[=1V<S7V*T;6T;_9';V'c6`L6*OO$b;'ITCLTCTE86T;$TEIV+SD `GR@S4;T>GV7BS539Wg+R _=;$TE7ODO6 _@YgO_@VgC=ERLV9:VBT@`GR_$V6=ERLV9:V>G7O$TE9lT*T;a6DEIC%O* <C+.OLC9 EIC9Sh*CW$TE7V67Sh*a=E`$EC<EVMTE +S6$TE $TE_EWD;$TELO; ÂĽLMSÂŚ CT7E2T; SCORM _@YgOLET*ER<<+S6$TEO*''ITCE[ ÂĽKnowledge Management¡ KMÂŚ bMLTCTE8 ;lT'ITCE[c=@S4;T*T;`GR_@VgC9S$KRb;$TE9lT*T;OW$6ID

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152


In 2­12, The Company has organized 2µ¶ training courses for executives and all levels of personnel under MCOT Competency Model. In general, the Company’s personnel have been trained on the following matters· M º Managerial Competency ¥Target· 3­ hours¬person¬year¦ - On average, the personnel of MCOT Plc. have been trained on this matter for 3².3³ hours¬person¬year or it accounted for 11´.¶¢ of the target. C º Core Competency ¥Target· 2­ hours¬person¬year¦ - On average, the personnel of MCOT Plc. have been trained on this matter for 2­.2¶ hours¬person¬year or it accounted for 1­1.²¢ of the target. O º Operation Competency and ¥Target· 3­ hours¬person¬year¦ - On T º Technology £ Transformation Competency average, the personnel of MCOT Plc. have been trained on this matter for 2².µµ hours¬person¬year or it accounted for µ³.3¢ of the target. A variety of training¬seminar programs were arranged such as training, seminar, workshop and local and foreign study visits¸ for example, visits to advanced technology exhibitions, e.g. NAB 2­12 at Las Vegas, the Ònited States of America, CeBit 2­12 Trade Fair at Germany, KIT Digital at Czech Republic, Radio Asia Fair, Broadcast Asia 2­12 at Singapore, IBC 2­12 at Amsterdam, The Netherland, and observing other related operations at Spain and England. These programs aimed that related executives, officials and workers widened their knowledge, skills and awareness of most-recent media technologies, tied relationship in the same industry, build up learning and development opportunities, tested and inspected the demonstration of those new technologies, and operated the business with many companies before transferring such knowledge to other co-workers and persons interested in the digital TV. MCOT Plc. also opened for its technicians to show their competency in product research and development in order to escalate and increase the overall working efficiency and proficiency of MCOT Plc. Also, the SCORM-based Learning and Management System ¥LMS¦ program was installed to create the Knowledge Management ¥KM¦ System enabling the personnel to improve their work performance and working skills.

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;O$+T$;Wh <C+. OLC9 c6C$W TEO<EC¬LSCC;T MGS$L[7EERDRDTI _@YOg _@VCg @[;9S$KR 'ITCE[' ITCLTCTE8 _@VCg =ERLV9:VBT@ b;$TE<EVMTE+S6$TE @S4;TJS$DBT@`GRIVLSD9SJ; _@YgO_7EWDC'ITC@EOCb;6T;$0MCTD9Wg_$WgDI%O* 'YO @ERET-<S‰‰S7VO*'$E +S6LEE'GY;g 'ITC8Wg $TE_=GWDg ;`=G*6T;_9'a;aGDW$TEOO$OT$TJ+T$ER<<O;TGfO'_=;ER<<6V+9V GS $TE_=GWDg ;`=G*6T;@F7V$EEC %O*>[<EVaB' `GR$TE`%*%S;_-V*:ZE$V+b;E[=`<<7T* e .Xg* <C+.OLC9 c6`D$@S4;T_=;$TE<EVMTE+S6$TEER6S<O*'$E +S6bMCW $TEO<EC%O*>[< EVMTEEIC$S<M;ID*T;BTD;O$ _@YOg LET*_'EYO%TD'ITCEICCYO$S<M;ID*T;BT'ES2`GR_O$-; 6T;$TE<EVMTEER6S< M;ID*T;c6_LEVC'ITCE[ 'ITCLTCTE8bM$S<>[=1V<S7V*T;_$WgDI$S<_'EYgO*CYO6T;<EVMTEbMCe c6`$ $TE+S69lT`>;DZ9:JTL7EERDR ² = `GR`>;=1V<7S $V TE=ER+lT=%O*O*'$E $TE@S4;T`GR;lTER<<$TE<EVMTE+S6$TE_@YOg LET*C[G'T_-V*_JEK2JTL7E ¥EVM¦ _%TCT b-b;$TE<EVMTE+S6$TE_@YgO_7EWDC$TEEO*ES<ER<<$TE=ER_CV;'Z5BT@ES2IVLTM$V+ ¥SEPA¦ $TE'I<'ZCBTDb; $TE<EVMTE'ITC_LWgD* `GR$TE+S69lT`>;_9'a;aGDWLTEL;_9J _@YOg bMO*'$ECWER<<$TE<EVMTE+S6$TE9W6g W $TE@S4;T9S$KR`GRER<<'ITC'V6_@YOg `$=‰ MT `GR7S6LV;b+_-V*:ZE$V+ c6`$ MGS$L[7E$TE`$=‰ MT`GR$TE7S6LV;b+ ¥Business Acumen¦ $TE@S4;TJS$DBT@`GR$TE6lT_;V;$TE_-V*EZ$ _@YOg LET*$TE_=GWDg ;`=G*_-V*<I$ c6`$ MGS$L[7E ´ OZ=;VLDS %O*>[C =W ERLV9:VBT@>GL[* ¥´- Habit¦ ¥Emotional Intelligence¦ MGS$L[7E BTIR>[;lT9Wg_=;_GVJ ¥leadership¦ MGS$L[7E Modern Manager Program · MMP $TE_7EWDC'ITC@EOC6T;'ITCCSg;'* ICT %O* <C+. OLC9 a6D$TE+S6O<ECbM><[ EVMTEER6S<LI;_@YOg @S4;TbM_%Tb+MGS$$TE9lT*T;_=;9WC_@YOg CZ* >GLSCF9:VEk I C$S; @S4;T9S$KR $TE<EVMTE_IGT $TE'V6_=;ER<<`GR$TE7S6LV;b+6T;$TE<EVMTE9WC*T;`GR$TE@S4;T7;_O* `GR9S$KR$TELYOg LTE_@YOg LET*`E*+[*b+ 9Wg6W _-; MGS$L[7E MCOT Team Building 6T;'ITCE[@Yh;2T;OYg; e _@YgOL;S<L;Z;$TE9lT*T;c6`$ 9S$KR6T;'OC@VI_7OE $TELET* ;IS7$EEC9T*$TE7GT6`GR$TE@S4;T7GT6 'ITCES<>V6-O<7OLS*'C%O*:ZE$V+_@YgO$TE@S4;T9WgDSg*DY; `GR6T;BTKTOS*$FK CW$TE+S6O<ECBTKTOS*$FKbM$S<>[<EVMTE`GR@;S$*T; _@YgO@S4;TbMLTCTE8b-BTKTOS*$FKc6_=;ODT*6W _=;7; EIC9Sh* <C+. OLC9 c66lT_;V;$V+$TE_@YgOLS*'C a6Db-LYgOb;$TE%S<_'GYgO;L;S<L;Z;$TE%DTD>G9T*IV-T$TE `GR$TE=1V<S7V%O*J[;D$TE@S4;T OS;_;YgO*CT+T$@ERET-6lTEV _@YgObM@;S$*T;;OC;lT`;I@ERET-6lTEVMGS$=ES-‰T_JEK2$V+@O_@WD*c==ERDZ$7b-b;-WIV7=ER+lTIS; CW'ITCLZ% CWIV8W-WIV7'ITC_=;OD[9Wg6W CW'ITCCSg;'*9Sh*'EO<'ESI`GRO*'$E EIC9Sh*CW$TE+S6MGS$L[7EO<EC6T;'Z5:EEC +EVD:EEC 'I<'[$S;c=6ID 8YO_=;$TEL*_LEVC6T;'Z5:EECb;M;ID*T; _@YgOLET*'ITC`%f*`$E*9Sh*6T;9S$KR 'ITCE[ 'ITCLTCTE8 `GR 6T;+V7b+ _@YgObM_=;O*'$E9WgDSg*DY;7Oc= <C+. OLC9 'lT;X*_LCOIT >[=1V<S7V*T;_=;9ES@DT$EOS;CW'T `GR_=;MGS$LlT'S‰%O*<EVKS9 a6D<EVKS9CW'ITCMI*bD7O-WIV7 `GRLZ%BT@O;TCSD%O*>[= 1V<7S *V T;9Z$'; _@YOg _=;$TEDS<DS*h `GR= O*$S;cCbM_$V6OZ<7S _V M7Z`GR'ITC_+f<= IDOS;_;YOg *CT+T$$TE9lT*T; +X*c6$lTM;6;aD<TD'ITC=GO6BSDOT-WIO;TCSD `GRLBT@`I6GOCb;$TE9lT*T; a6D+S6O<EC$TE6S<_@GV*%Sh;7; `GR?$.OC 6S<_@GV*`GR$TE?$.OCM;WcA _@YgObM@;S$*T;CW'ITCE[ 'ITC_%Tb+ E[IV:W$TE= O*$S;`GR$TE_%TER*S<_M7ZOS''WBSDc6ODT*8[$7O* CW9$S KRb;$TEb-_'EYOg *CYO`GROZ=$E57T *e b;$TE6S<_@GV*`GRCW`;I9T*=1V<7S OV DT*_=;ER<<7TC`>;OS''WBDS c6ODT*CW=ERLV9:VBT@ a6D=ETE8;T9Wg+RG6OZ<S7VBSD 'ITCL[‰_LWD -WIV7`GR9ES@DLV;b;$TE9lT*T;bM_$V6;OD9WgLZ6MEYOcC_$V6%Xh;_GD EIC9Sh*bMCW'ITC =GO6BSDb;-WIV7`GR9ES@DLV; CW+V7LlT;X$b;6T;'ITC=GO6BSD `GR9SJ;'7V9Wg6Wb;$TE= O*$S; OW$9Sh*LTCTE8;lT'ITCE[c=b-b;-WIV7 =ER+lTIS; -ID_MGYOL8T;=ER$O<$TE`GRLS*'Cc6 `GR <C+. OLC9 c6`7*7Sh*'5R$EEC$TE'ITC=GO6BSD OT-WIO;TCSD `GR LBT@`I6GOCb;$TE9lT*T; _@YgO9lTM;T9WgbM$TE<EVMTE*T;6T;'ITC=GO6BSDb;$TE9lT*T;_=;c=ODT*CW=ERLV9:VBT@ `GR_=;c= 7TC9Wg$0MCTD$lTM;6

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Furthermore, MCOT Plc. arranged some long-term training¬seminar programs to improve its officials’ skills, knowledge, competence, management efficiency, potential and vision. The Company’s officials were also prepared for the applicable law or the Act on Organization to Assign Radio Frequency and to Regulate the Broadcasting and Telecommunications Services, change of broadcasting technology from the analog system to the digital one, consumers’ changing behavior, and diverse business competitions. For the managerial development at the organization level, MCOT Plc. arranged the co-training programs between its executives and external agencies in order to tie cooperation with many government and private agencies. Meanwhile, for the managerial development at the department level, the officials of MCOT Plc. acquired more knowledge and abilities in new management tools, e.g. preparation of ²-year strategic plan and annual action plans of the Company, development and application of the Economy Value Management ¥EVM¦ to serve the State Enterprise Performance Appraisal ¥SEPA¦ System, internal control, risk management, and preparation of information technology plan to ensure that the Company would acquire the good management system, the development of skills and cognitive system for business problem-solving and decision-making, e.g. Business Acumen Program, the development of potential and proactive acts leading to positive changes, e.g. ´-Habit Emotional Intelligence Program, Leadership Program, Modern Manager Program ¥MMP¦, and the preparedness for ICT stability of MCOT Plc, etc. The above programs were organized for the Company’s executives at the division level enabling them to understand the team-based working concept for shared achievements, develop time management skills, systematic thinking and decision-making, team management and self-management, and communication skills for good motivation, e.g. MCOT Team Building Program. Other training programs for basic knowledge to support the work performance included the computer-literate skills, creation of marketing innovation and market development, corporate social responsibility for sustainable development. The English training courses were held for the Company’s executives and officials to improve their English skills. MCOT Plc. also organized many other social activities by utilizing its media to drive, support and escalate the technical knowledge and practice of the royal development study centres initiated by the King so that the Company’s employees would adopt His Majesty the King’s Philosophy of Sufficiency Economy to their daily life, feel happy, and have good life and security in their family and organization. In addition, the moral and ethical training programs were organized to promote morality in the organization so that all officials had strong skills, knowledge, competence and strong mind, and the organization became sustainable. MCOT Plc. considers that its human resources are invaluable and main assets of the Company. MCOT Plc. cares for their life and health. To stop and prevent any accidents or illness caused by work, the occupational health and safety policy was established. The Company organized the basic fire fighting training courses and fire evacuation drills to give proper understanding about fire protection and extinguishing, to have skills in using extinguishing tools and equipment, and to have systematic and efficient practice according to the fire extinguishing plan in order to minimize or eliminate occupational accidents and loss, have life and property safety, have awareness of safety, have good attitude toward the accident prevention and safety, and apply such knowledge in their daily life in the organization and society. MCOT Plc. established the Occupational Safety, Health and Environment Committee to ensure an effective occupational safety management and compliance with related laws in the Company.

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6'N65=B)8 6'9I9 <EVKS9 OLC9 +lT$S6 ¥CMT-;¦ MEYO <C+. OLC9 6lT_;V;:ZE$V+7TCMGS$:EECTBV<TG +X*c6+S69lT;aD<TD$TE$lT$S<6[`G $V+$TE9Wg6W _@YgOL*_LEVCbM <C+. OLC9 _=;O*'$E9WgCW=ERLV9:VBT@ a6D6lT_;V;$TEbM@;S$*T;9Z$ER6S<b;O*'$ECW9SJ;'7V9Wg6W b;$TE;lTMGS$$TE$lT$S<6[`G$V+$TE9W6g CW Tb- 9S*h b;$TE$lTM;6$GDZ9:`GR`>;:ZE$V+ .X*g +R-ID_LEVCLET*=ERLV9:VBT@ `GR=ERLV9:V>G b;$TE6lT_;V;$V+$TE%O* <C+. OLC9 bM_7V<a7ODT*DSg*DY;`GR_@VgCC[G'T_*V;G*9Z;bM`$>[G*9Z;b;ERDRDTI .Xg* <C+. OLC9 c6_>D`@E;aD<TD$TE$lT$S<6[`G$V+$TE `GRER_<WD<IT6ID%O$lTM;66T;'Z5:EEC +EVD:EEC `GR+EEDT<EE5 <C+. OLC9 9T* www.mcot.net¬ir _@YgObM>[L;b+LTCTE8JX$KT%OC[Gc6 9Sh*;Wh b;= 2²²² <EVKS9c6ES<'R`;;$TE=ER_CV;$TE$lT$S<6[`G$V+$TE 9W6g W a6D7GT6MGS$9ES@D`M*=ER_9Jc9DEIC$S<L8T<S;L*_LEVC$EEC$TE<EVK9S c9D ¥IOD¦ b;ER6S< 6W_GVJ ¥Excellent CG Scoring¦ .881 =ĕ;1/<ĕ <C+. OLC9 7ERM;S$`GRbM'ITCLlT'S‰7O$TE_'TE@LV9:V%O*>[8YOMZ; a6Dc66lT_;V;$TE7T*e _@YgOLET*'ITCCSg;b+IT >[8 OY MZ; c6E<S $TE'ZC 'EO*LV9:V%;Sh @Y;h 2T; c6`$ $TEc6E<S %OC[G%O*<EVK9S ODT*_@WD*@O $TE_%TEIC=ER-ZC>[8 OY MZ; EIC8X*$TEb-L9V :V G*'R`;;b;_EYgO*9WgLlT'S‰e %O*<EVKS9 a6Db; = 2²²² <EVKS9 CW'R`;;=ER_CV;$TE+S6=ER-ZCLTCS‰>[8YOMZ; ¥AGM Checklist¦ a6D LCT'CL*_LEVC>[G*9Z;c9D b;ER6S< 6W_DWgDC $TE+S6=ER-ZC>[8YOMZ; <C+. OLC9 +S6$TE=ER-ZCLTCS‰>[8YOMZ; <C+. OLC9 =ER+lT= 2²²² _CYgOIS;@Z:9Wg 2² _CKTD; 2²²² 5 MO*<OGE[C Hall A J[;D$TE=ER-ZC`M*-T7VLVEV$V7Vk_G%9Wg ³­ 8;;ES-6TBV_K$ _%7'GO*_7D $EZ*_9@Q M;S*LYO_-V‰=ER-ZC <C+. OLC9 CO<bM <EVKS9J[;DES<?T$MGS$9ES@D ¥=ER_9Jc9D¦ +lT$S6 .Xg*_=;;TD9R_<WD;MZ;%O* <C+. OLC9 _=; >[6lT_;V;$TE+S6L*M;S*LYO_-V‰=ER-ZC>[8YOMZ;`GR_O$LTE=ER$O<bM`$>[8YOMZ;9Z$ETD9WgCWETD-YgO=ET$1b;LCZ69R_<WD;>[8YOMZ; 5 IS;$lTM;6ETD-YOg >[8 OY MZ; ¥Record Date¦ _@YOg LV9:Vb;$TE_%TEIC=ER-ZCLTCS‰>[8 OY MZ; =ER+lT= 2²²² `GRbMEI<EICETD-YOg 7TCCT7ET 22² %O* @ERET-<S‰‰S7VMGS$9ES@DQ a6DIV:W=6LCZ69R_<WD;@S$$TEaO;MZ; _=;$TEGI*M;TcC_$V; 2 _6YO;$O;IS;=ER-ZC `GR cC;OD$IT 1± IS; ;S<+T$IS;9Wg'5R$EEC$TE <C+. OLC9 CWC7V$lTM;6IS;=ER-ZC>[8YOMZ; a6D+S69lTM;S*LYO_-V‰=ER-ZC9Sh* BTKTc9D`GRBTKTOS*$FK .Xg*CWETDGR_OWD6=ER$O<6ID ETDGR_OWD6ER_<WD<ITER$TE=ER-ZC _O$LTE=ER$O<ER_<WD<ITER7T*e @EOC'ITC_Mf;%O*'5R$EEC$TE<EVK9S M;S*LYOCO<,S;9R7TC9W$g ER9EI*@T5V-D$Tl M;6 `GRETD-YOg %O*$EEC$TEOVLER_@YOg bM>8[ OY MZ; LTCTE8CO<,S;9RbM_%T=ER-ZC`9; EIC9S*h `>;9W`g L6*L8T;9W=g ER-ZC .X*g b;M;S*LYO_-V‰=ER-ZC+R`+*ETDGR_OWD6%O*_O$LTE9W>g 8[ OY MZ; +R7O*;lTCT`L6*b;IS;=ER-ZC _@YOg ES$KTLV9:Vb;$TE_%T=ER-ZC EIC8X* _*YOg ;c% MGS$_$53 `GRIV:=W 1V<7S bV ;$TE_%TEIC=ER-ZC `GR <EVKS9 J[;DES<?T$MGS$9ES@D ¥=ER_9Jc9D¦ +lT$S6 c6+S6L*M;S*LYO_-V‰=ER-ZC6S*$GTIbM$S<>[8YOMZ;GI*M;T$O;IS;=ER-ZC 21 IS; `GR=ER$TJG*b;M;S*LYO@VC@ETDIS; 7V67O$S;7O_;YOg * 3 IS; ;O$+T$;Wh >[8 OY MZ; DS*LTCTE8ES<9ET<%OC[G7T*e _$WDg I$S<ER_<WD<ITER $TE=ER-ZC`7GR'ESh*9Sh*BTKTc9D`GRBTKTOS*$FKc69T*_If<c.7%O* <C+. OLC9 www.mcot.net¬ir _=;$TEGI*M;T 3­ IS; $O;IS;=ER-ZC _@YgObM>[8YOMZ;CW_IGT_@WD*@OLlTMES<$TEJX$KT%OC[G$O;_%TEIC=ER-ZC

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Good Corporate Governance MCOT Public Company Limited or MCOT has operated the business in accordance with the principles of good corporate governance. The Corporate Governance Policy is formulated to ensure that MCOT Plc. is a highly efficient organization where its employees at all levels have the good attitude to implement the principles of good corporate governance in setting the business strategy and plans. These boost efficiency and proficiency in the Company’s business operations, which supports its sustainable growth, and add the investment values for investors in the long run. MCOT Plc. disseminates the Corporate Governance Policy as well as Rule on Requirements for Morality, Ethics, and Code of Conduct of MCOT Plc. on www.mcot.net¬ir so that any interested persons can study them. In 2­12, MCOT Plc. got the Excellent Corporate Governance Scoring Award given by the Stock Exchange of Thailand in collaboration with the Thai Institute of Directors ¥IOD¦. Right of Shareholders MCOT Plc. recognizes and puts much importance on the rights of shareholders. MCOT Plc. has taken actions to ensure that its shareholders’ basic rights will be protected¸ for example, adequate receipt of corporate information, attendance in the meetings of shareholders, exercise of voting rights in important matters of MCOT Plc., etc. In 2­12, MCOT Plc. was ranked at the excellent level in the AGM Checklist held by Thai Investors Association. Meeting of shareholders The 2­12 Annual General Meeting of Shareholders of MCOT Plc. was held on Ôednesday, April 2², 2­12 at Ballroom Hall A, Îueen Sirikit National Convention Center, ³­ Ratchadapisek Road, Klongtoey, Bangkok 1­11­ Letter of Invitation MCOT Plc. assigned Thailand Securities Depository Co., Ltd. as the share registrar of MCOT Plc. to deliver the Letter of Invitation for its 2­12 Annual General Meetings of Shareholders, as well as other supporting documents to all shareholders listed in the book of shareholders’ registration on record date for the right to attend it. Normally, the name list of shareholders shall be compiled by the book closing date on which the shareholder list as specified in Section 22² of the Securities and Exchange Act shall be compiled not more than 2 months before the meeting date and not less than 1± days from the date on which the Board of Directors approves the Annual General Meeting date. The letter of invitation, in both Thai and English version, specifies the meeting agenda items, enclosures to each agenda item, opinions of the Board of Directors, proxy forms as required by the Ministry of Commerce, a list of independent directors in case any shareholders want to authorize one of them to attend the meeting, and a map of meeting location. The letter of invitation shall inform the shareholders of documents to be declared on the meeting date to retain their right of attendance, as well as other conditions, rules and practice for the meeting. Thailand Securities Depository Co., Ltd. normally delivers the letter of invitation to every shareholder by not less than 21 days prior to the meeting date. This matter is also posted on a daily newspaper for 3 consecutive days. In addition, the shareholders may receive information about the agenda items of each meeting, both in Thai and English, via MCOT Plc.’s website at www.mcot.net¬ir about 3­ days prior to the meeting date to allow the shareholders to have sufficient time to study all related information before the meeting.

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$TE6lT_;V;$TE=ER-ZC>[8YOMZ; <C+. OLC9 OlT;ID'ITCLR6I$bM$S<>[8YOMZ;b;IS;=ER-ZC>[8YOMZ; a6D+S6_+TM;T9WgOlT;ID'ITCLR6I$ `GRbM'ITC CSg;b+b;$TEES$KT'ITC=GO6BSD`$>[8YOMZ; EIC8X*$TE$lTM;6+Z6ES<G*9R_<WD;ODT*_MCTRLC`GR_@WD*@O a6D_=6bM>[8YOMZ; G*9R_<WD;GI*M;T$O;$TE=ER-ZCODT*;OD 3 -SgIaC* `GR7O_;YgO*+;$IT$TE=ER-ZC+R`GI_LEf+ 6IDER<<$TEG*9R_<WD;`<< Barcode %O*<EVKS9 J[;DES<?T$MGS$9ES@D ¥=ER_9Jc9D¦ +lT$S6 7GO6+;+S6_7EWDC$TE_GWhD*ES<EO*9Wg_MCTRLC`$>[8YOMZ;6ID $O;_EVgC$TE=ER-ZC=ER:T;$EEC$TE+R-Wh`+*IV:W$TEG*'R`;;`GR;S<'R`;;7TC9WgER<ZcIODT*-S6_+; b;%O<S*'S<%O* <EVKS9Q a6D <C+. OLC9 c6b-ER<<_9'a;aGDW$TE;S<'R`;;`GR`L6*>G%O* <EVKS9J[;DES<?T$MGS$9ES@D ¥=ER_9Jc9D¦ +lT$S6 6lT_;V;$TE;S<'R`;;_LWD*%O*>[8YOMZ; 9Sh*9WgG*'R`;;b;MO*=ER-ZCEIC$S<9Wgc6G*'R`;;cIGI*M;T9Z$ER_<WD<ITERb;MO*=ER-ZC `GR`L6*>GLEZ=%O*'R`;;_LWD*9Z$ER_<WD<ITERODT*-S6_+;b;MO*=ER-ZC 9Sh*'R`;;_LWD*_Mf;6ID cC_Mf;6ID `GR*6OO$_LWD* a6D+S6`D$$TEG*'R`;;_LWD*LlTMES<`7GRITERODT*-S6_+; _@YgOES$KTLV9:V%O*>[8YOMZ; =ER:T;$EEC$TE+S6LEE_IGT$TE=ER-ZCODT*_@WD*@O a6D6lT_;V;$TE=ER-ZCODT*_MCTRLC`GRa=E*bL7TCGlT6S< ER_<WD<ITER9Wgc6`+*cIb;M;S*LYO_-V‰=ER-ZC_LCO`GRCW;aD<TD9Wg+RcC_@VgCER_<WD<ITERb;9Wg=ER-ZCa6DcCc6`+*bM>[8YOMZ;9ET< GI*M;T 9Sh*;Whb;ERMIT*$TE=ER-ZC+R_=6aO$TLbM>[8YOMZ;c6`L6*'ITC'V6_Mf;`GR.S$8TCODT*9SgI8X*`GR_MCTRLC EIC9Sh* $TE-Wh`+*`GR7O<%O.S$8TCa6D$EEC$TEMEYO>[<EVMTEODT*-S6_+; $O;$TEG*'R`;;`GRLEZ=C7V9Wg=ER-ZC%O*`7GRER_<WD<ITER `GRbMLV9:V>[8YOMZ;9WgCTEIC=ER-ZC>[8YOMZ;BTDMGS*_EVgC$TE=ER-ZC`GI CWLV9:VOO$_LWD*MEYOG*'R`;;b;ER_<WD<ITER9WgOD[ERMIT* $TE@V+TE5T`GRDS*cCc6G*C7V $TE=ER-ZCLTCS‰>[8 OY MZ; <C+. OLC9 =ER+lT= 2²²² _CYOg IS;@Z:9Wg 2² _CKTD; 2²²² 5 MO*<OGE[C Hall A J[;D$TE=ER-ZC `M*-T7VLVEV$V7Vk _G%9Wg ³­ 8;;ES-6TBV_K$ _%7'GO*_7D $EZ*_9@Q CW$EEC$TE_%TEIC=ER-ZC+lT;I; 11 '; LlTMES<$EEC$TE 1 '; 9WCg cV 6_%TEIC=ER-ZC_;YOg *+T$7V6BTE$V+6I;cCLTCTE8_%TEIC=ER-ZC ODT*cE$f7TC$EEC$TE9W6g Tl E*7lT`M;*b;'5R$EEC$TE_,@TR _EYgO*a6D_,@TR=ER:T;$EEC$TE =ER:T;$EEC$TE7EI+LO< =ER:T;$EEC$TELEEMT `GR=ER:T;$lTM;6'T7O<`9; EIC9Sh* >[<EVMTEER6S<L[* `GR>[LO<<S‰-Wc6_%TEIC-Wh`+*ETDGR_OWD69Wg_$WgDI%O*7TCER_<WD<ITER7T*e EIC8X*7O<%O.S$8TC%O*>[8YOMZ; 6ID ;O$+T$;Wh$EEC$TE9Z$9T;+R9ET<`;I9T*$TE=1V<S7V7; $E5WCWLI;c6_LWDMEYOCWLI;_$WgDI%O*b;ITERb6 $EEC$TE9T;;Sh; +R`+*7O9Wg=ER-ZC_@YgO%OOO$;O$MO*=ER-ZCb;ITER;Sh;e BTDMGS*_LEf+LVh;$TE=ER-ZC>[8YOMZ;9Z$'ESh* <C+. OLC9 +R_=6_>DC7V9Wg=ER-ZC`GR>G$TEG*'R`;;%O*`7GRITER >T;ER<< SET Portal %O*7GT6MGS$9ES@D`M*=ER_9Jc9D `GR<;_If<c.7%O* <C+. OLC9 www.mcot.net¬ir BTDMGS* _LEf+LVh;$TE=ER-ZC @EOC+S69lT<S;9X$ETD*T;$TE=ER-ZCODT*GR_OWD6 8[$7O*'E<8I;`GR+S6L*7GT6MGS$9ES@D`M*=ER_9Jc9D `GRLlT;S$*T;'5R$EEC$TE$lT$S<MGS$9ES@D`GR7GT6MGS$9ES@DBTDb; 1± IS; MGS*$TE=ER-ZC EIC9S*h _>D`@EETD*T;6S*$GTI`GR `8<IW6V9SJ;<S;9X$BT@$TE=ER-ZC>[8YOMZ;b;_If<c.7%O*<EVKS9 www.mcot.net¬ir 6ID

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Meetings of Shareholders MCOT Plc. facilitates all shareholders on the meeting date by assigning its staff to take care of the shareholders, affirming the security for them, and setting the registration desks appropriately and sufficiently. The registration shall begin before the meeting time for 3 hours, and it continues until the meeting adjourns under the barcode registration system of Thailand Securities Depository Co., Ltd. The suitable reception is arranged for all shareholders as well. Before the meeting is convened, the Chairman of the Board of Directors shall notify the shareholders how ballots are cast and counted as clearly indicated in the Articles of Association of MCOT Plc. By the vote counting and result presentation technology system retained by Thailand Securities Depository Co., Ltd., the shareholders’ votes, either approval, disapproval or abstention, cast for each agenda item both in the meeting and in advance shall be collectively counted and the voting result of every agenda item shall be announced inside the meeting room. To protect the rights of shareholders, balloting for each agenda item is separately arranged. The Chairman of the Board of Directors shall allocate sufficient time for the meeting and conduct it appropriately and transparently in accordance with the order of the agenda items notified in the letter of invitation. No agenda items shall be added without prior notice to all shareholders. During the meeting, the shareholders are allowed to share opinions and raise queries universally and appropriately. The Company’s directors or executives shall inform and answer all queries precisely before voting and passing the resolution of each agenda item. The shareholders arriving at the meeting late are entitled to vote or caste the vote on the agenda items being considered provided that the resolution is not yet made. In the 2­12 Annual General Meeting of Shareholders of MCOT Plc. held on Ôednesday, April 2², 2­12 at Ballroom Hall A, Îueen Sirikit National Convention Center, ³­ Ratchadapisek Road, Klongtoey, Bangkok 1­11­, there were 11 Directors of MCOT Plc. present at the meeting. Only one director was absent from the meeting because he was stuck by urgent tasks. However, Directors holding position in specific committees, especially the Chairman of the Board, the Chairman of the Audit Committee, the Chairman of the Nomination Committee, and the Chairman of the Remuneration Committee, as well as top executives and the Company’s auditor, attended the meeting to explain issues related to meeting agenda items and to answer the shareholders’ queries. Each Director of MCOT Plc. is aware of practice guideline in case that he¬she is a stakeholder or has a conflict of interest in any agenda item which sets out that he¬she must inform the Meeting of such and request to stay outside the meeting and abstaining from voting on that agenda item. After the end of every meeting of the shareholders, MCOT Plc. discloses the minutes of meeting of shareholders and voting result of each agenda item via the SET Portal system of the Stock Exchange of Thailand and on the Company’s website at www.mcot.net¬ir. The precise and accurate minutes of meeting of shareholders shall be also submitted to the Stock Exchange of Thailand ¥SET¦ and the Securities Exchange Commission ¥SEC¦ within 1± days after the meeting date. Such minutes and video record of the meetings are also posted on MCOT website ¥www.mcot.net¬ir¦.

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6'858Ĕ1 =ĕ;1/<ĕ1&Ĕ6 AĔ6A9&%5 '5R$EEC$TE<EVKS9 bM'ITCLlT'S‰7O$TE_'TE@LV9:V%O*>[8YOMZ; `GR_;;bMCW$TE=1V<S7V7O>[8YOMZ;9Z$ETDODT*_9T_9WDC _=;:EEC`GR_LCOBT'$S; a6D$TECO<MCTDbM <EVKS9 J[;DES<?T$MGS$9ES@D ¥=ER_9Jc9D¦ +lT$S6 _=;;TD9R_<WD;%O*<EVKS9 bM<EV$TE`GROlT;ID'ITCLR6I$b;6T;_O$LTELV9:V%O*>[8YOMZ; `GRCO<MCTDbMLlT;S$_G%T;Z$TE<EVKS9 ES<>V6-O<6[`GbM <EV$TE`$>[8YOMZ;`GR=ER-T-;9SgIc= b;$TE=ER-ZC>[8YOMZ;MT$>[8YOMZ;cCLR6I$_%TEIC=ER-ZC6ID7;_O* OT+CO<,S;9RbM<Z''Gb6<Z''GM;Xg* MEYO=ER:T; $EEC$TEOVLER %O* <C+. OLC9 _=;>[ES<CO<,S;9R_%T=ER-ZC`GRG*'R`;;_LWD*`9; a6Db;$TE=ER-ZCLTCS‰>[8YOMZ; =ER+lT= 2²²² _CYgOIS;@Z:9Wg 2² _CKTD; 2²²² '5R$EEC$TE<EVKS9 `7*7Sh*;TDLZ:EEC JVEV9V@DLT'E $EEC$TE7EI+LO< _=;>[ES<CO<,S;9R .Xg*<EVKS9c6bM'lT`;R;lT_$WgDI$S<%Sh;7O; EIC9Sh*_O$LTEMEYOMGS$2T;9Wg>[8YOMZ;7O*b-b;$TECO<,S;9RODT*-S6_+;b;M;S*LYO_-V‰ =ER-ZC>[8YOMZ; ;O$+T$;Wh <EVKS9c6+S69lT<S7EG*'R`;;`D$7TC_EYgO*9WgLlT'S‰e b;`7GRITER _@YgObM>[8YOMZ;LTCTE8G*'R`;;c67TC9Wg _Mf;LC'IE a6D_,@TRITER$TE_GYO$7Sh*$EEC$TE <EVKS9+R_=6aO$TLbM>[8YOMZ;c6b-LV9:Vb;$TE_GYO$7Sh*$EEC$TE_=;ETD<Z''G .X*g +RCW$TE_$f<<S7EG*'R`;;6S*$GTIb;MO*=ER-ZC _@YOg =ERCIG>G'R`;;6IDER<<_9'a;aGDW$TE;S<'R`;;`GR`L6*>G%O* <EVK9S J[;DES<?T$MGS$9ES@D ¥=ER_9Jc9D¦ +lT$S6 EIC'lT;I5$S<'R`;;_LWD*9Wgc6G*cIGI*M;Tb;M;S*LYOCO<,S;9R$O;9Wg+R`+*C7V%O* 'R`;;_LWD*9Sh*_Mf;6ID cC_Mf;6ID `GR*6OO$_LWD* b;MO*=ER-ZC b;$TE=ER-ZCLTCS‰>[8YOMZ; <C+. OLC9 =ER+lT= 2²²² '5R$EEC$TE<EVKS9 c6_=6aO$TLbM>[8YOMZ;ETDDODLTCTE8_L;O ER_<WD<ITER$TE=ER-ZC>[8 OY MZ; `GR_L;O-YOg <Z''G_@YOg @V+TE5TLEEMT_=;$EEC$TE <C+. OLC9 a6Dc66Tl _;V;$TE_>D`@E=ER$TJ MGS$_$53$TEbMLV9:VQ 6S*$GTI 9T*_If<c.7 www.mcot.net¬ir 7Sh*`7IS;9Wg 1 7ZGT'C- 31 :S;IT'C 2²²² `GR=ER-TLSC@S;:9T* M;S*LYO@VC@ EIC9Sh*>T;9T*LYgO %O* <C+. OLC9 6IDOS$KEIVg*b;ETD$TE7T*e %O*L8T;Wa9E9SJ; `GR=ER$TJ>T;ETD$TE7T*e %O*L8T;WIV9DZQ <C+. OLC9 `7cC=ET$1IT CW>8[ YOMZ;ETDb6_L;OER_<WD<ITER `GRETD-YgO<Z''G_@YgO@V+TE5T_%TES<$TELEEMT _=;$EEC$TEb;$TE=ER-ZCLTCS‰>[8YOMZ; <C+. OLC9 =ER+lT= 2²²² LlTMES<;aD<TD_$WgDI$S<'ITC%S6`D*9T*>G=ERaD-; <EVKS9Q c6+S69lT`<<AOECETD*T;$TE_=6_>DETD$TE 9Wg_=;'ITC %S6`D*9T*>G=ERaD-; @EOC$lTM;6MGS$_$53`GR`;I9T*=1V<S7VbMCW$TEETD*T;'ITC%S6`D*9T*>G=ERaD-;_=;=ER+lT9Z$= EIC9S*h $lTM;6bMLTl ;S$*T;7EI+LO<BTDb;LO<9T;ETD*T;'ITC%S6`D*6S*$GTI ;lT_L;O'5R$EEC$TE7EI+LO<`GR'5R$EEC$TE <EVKS9 .Xg*=ER:T;$EEC$TE+R`+*7O'5R$EEC$TEb;$TE=ER-ZC'5R$EEC$TE_@YgO%O'ITCEICCYO$EEC$TE9Wg_$WgDI%O*MEYOCW LI;c6LI;_LWD$S<ER_<WD<ITERb6 bM$EEC$TE`+*7O9Wg=ER-ZC_@YgO*6OO$_LWD*MEYObM'ITC_Mf;b6e <EVKS9 c6$lTM;6bM $EEC$TE >[<EVMTE `GR<Z''G9WgC'W ITC_$WgDI%O* 7O*ETD*T;bM<EVKS99ET<8X*$TECWLI;c6_LWD%O*7; MEYO%O*<Z''G9WgCW'ITC_$WgDI%O* BTDb; 3­ IS;;S<+T$IS;9Wg_%TES<7lT`M;* `GR$E5W9WgCW$TE_=GWgD;`=G*MEYO_$V6ETD$TE9Wg$EEC$TE >[< EVMTEMEYO<Z''G9WCg 'W ITC_$WDg I%O* CWLI ;c6_LWDERMIT*= `GRbM_G%T;Z$TE<EVK9S +S6L*LlT_;TETD*T;$TECWLI ;c6_LWD bM=ER:T; $EEC$TE`GR=ER:T;$EEC$TE7EI+LO<9ET<BTDb; ´ IS;9lT$TE ;S<`7IS;9Wg<EVKS9c6ES<ETD*T; EIC8X*$TEETD*T;$TE 8YO'EO*MGS$9ES@D<EVK9S Q _CYOg `E$_%TES<7lT`M;* BTDb; 3­ IS; `GRETD*T;9Z$'ES*h _CYOg CW$TE.YOh MEYO%TDMGS$9ES@DBTDb; 3 IS;9lT$TE 7OLlT;S$*T;'5R$EEC$TE$lT$S<MGS$9ES@D`GR7GT6MGS$9ES@D 7TC@ERET-<S‰‰S7VMGS$9ES@D`GR7GT6MGS$9ES@D @.J. 2²3² EIC9Sh*_=6_>D$TE8YO'EO*MGS$9ES@D%O*<EVKS9%O*$EEC$TE`GR>[<EVMTEb;ETD*T;=ER+lT=6ID

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Equitable Treatment to Shareholders The Board of Directors of MCOT Plc. places emphasis on respecting the rights of shareholders. Every shareholder must be treated fairly and impartially. MCOT Plc. assigns Thailand Securities Depository Co., Ltd. to be the Company’s share registrar to serve and facilitate the shareholders regarding the documents of right. MCOT Plc. also empowers the Corporate Secretary Department to take care of the shareholders and general people. In each meeting of shareholders, if any shareholder is not available to be present at the meeting, he¬she may assign any person or MCOT Plc.’s Independent Director to act as his¬her proxy to attend and vote on his¬her behalf in the meeting. In the 2­12 Annual General Meeting of Shareholders held on Ôednesday, April 2², 2­12, the Board of Directors appointed Mr. Sutham Siritipsakorn, Member of the Audit Committee, the proxy. The Company precisely informed of the meeting process and necessary documents required for voting by proxy in the Letter of Invitation to all shareholders. The voting ballots are separately provided for each agenda item, which allow the shareholders to cast votes as they deems appropriate. Especially, for the agenda on the appointment of Directors, the Company gives chance to the shareholders to cast votes for the appointment of individual Directors. The voting ballots shall be collected in the meeting, and be processed by the vote counting and result presentation system of Thailand Securities Depository Co., Ltd. These votes shall be added up with the pre-cast votes specified in the proxy form before the announcement of the resolution of the meeting, either approval, disapproval or abstention, in the meeting. In the 2­12 Annual General Meeting of Shareholders, the Board of Directors allowed the minority shareholders to propose the agenda items or nominate qualified candidates to be appointed Directors of MCOT Plc. by posting the notification regarding the criteria of granting such rights on MCOT’s website ¥www.mcot.net¬ir¦ from October 1 - December 31, 2­12. This notification was also posted in newspapers and via other media of MCOT Plc. such as news bar shown in various television programs and announcements in many radio programs of MCOT Plc. However, no shareholders proposed the meeting agenda items and nominated qualified candidates to be appointed the Directors for the 2­12 Annual General Meeting of the Shareholders of MCOT Plc. Regarding the policy on conflicts of interest, MCOT Plc. prepares a standard form of conflict of interest disclosure, and also establishes the criteria and guideline of reporting conflicts of interest on a yearly basis. The Office of Internal Audit is assigned to review such report of conflicts of interest before submitting it to the Audit Committee and the Board of Directors. The Chairman of the Board shall ask for cooperation from the Directors with conflicts of interest or with relevancy to any agenda items to abstain from voting or give their opinions. The Directors, executives and other related persons must report the Company, within 3­ days upon the date of their appointment, their conflicts of interest or the conflicts of interest of their related person. This is also applicable to cases of any change or emerging of a transaction that a Director, executive or connected person has a conflict of interest within the year. The Corporate Secretary shall submit a copy of the report on the conflicts of interest to the Chairman of the Board and the Chairman of the Audit Committee for acknowledgement within ´ business days upon the date of receipt of report. In addition, the report on holding of securities of the Company when first appointed to the office must be submitted within 3­ business days while every purchase or selling of securities must be reported within 3 business days to the Securities and Exchange Commission in accordance with provisions set forth in the Securities and Exchange Act B.E. 2²3². Holding of securities of the Company by its directors and executives must be disclosed in the Annual Report of the Company as well.

MCOT Annual Report 2012

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;O$+T$;Wh <EVKS9c6$lTM;6`;I9T*$TE_$f<ES$KT%OC[G`GR$TE= O*$S;$TEb-%OC[GBTDb;_=;GTDGS$K5OS$KEb;;aD<TD $TE$lT$S<6[`G$V+$TE `GRER_<WD<6T;+EVD:EEC`GR+EEDT<EE5 <EVKS9 OLC9 +lT$S6 ¥CMT-;¦ _@YgO= O*$S;cCbMCW$TE;lT%OC[G c=b-b;9T*CV-O< a6DbM$EEC$TE >[<EVMTE `GR@;S$*T;8YO=1V<S7VODT*_'E*'ES6 `GRMTC<Z''G9Wg_$WgDI%O*.YhO%TDMGS$9ES@D %O*<EVKS9 `GRMGS$9ES@D%O*<EVKS9+69R_<WD;OYg;9Wg_$WgDI%O*$S< <C+. OLC9 ODT*;OD 1 _6YO; $O;$TE=ER$TJ`+*%TI9WgCW ;SDLlT'S‰7O2T;R$TE_*V;%O*<EVKS97O7GT6MGS$9ES@D`M*=ER_9Jc9D `GRMGS*$TE=ER$TJ`+*%TI6S*$GTIODT*;ODLTCIS; 61 =ĕ%9.Ĕ+EĕA.9& <C+. OLC9 c67ERM;S$b;'ITCES<>V6-O<`GR=1V<S7V7O>[CWLI;c6_LWDODT*_9T_9WDC$S; a6DDX6MGS$'ITCLZ+EV7`GR _9WgD*:EEC `GR'lT;X*8X*LV9:V%O*>[CWLI;c6_LWD9Z$$GZCODT*LClgT_LCO .Xg*c6$lTM;6;aD<TD`GR`;I=1V<S7VcIb;ER_<WD<IT6ID %O$lTM;66T;'Z5:EEC +EVD:EEC `GR+EEDT<EE5 <C+. OLC9 9S*h 9W_g =;>[C LW I ;c6_LWDBTDb; c6`$ @;S$*T;`GR>[< EVMTE%O*<EVK9S Q `GR<EVKS9EIC EIC8X*>[CWLI;c6_LWDBTD;O$ .Xg*c6`$>[8YOMZ; $GZC>[>GV7ETD$TE >[-C >[A* >[OZ6M;Z;LV;'T`GR<EV$TE >[OZ=8SCB ETD$TE >[>GV7ETD$TE '['T _+TM;Wh MEYOG[$M;Wh '[`%*9T*$TE'T BT'ES2`GRM;ID*T;OYg;e 9Wg_$WgDI%O*`GRLS*'CLI;EIC '5R$EEC$TEQ c6_;;bM'5R>[< EVMTE7V67OLYOg LTE$S<>[C LW I ;c6_LWD9Z$$GZC _@YOg $TE`G$_=GWDg ;%OC[G%TILTEERMIT*$S; 7GO6+; ES<A*%O_EWD$EO* 'ITC'V6_Mf;`GR'lT`;R;lT%O*>[CWLI;c6_LWD9Z$$GZC _@YgO$TE=ERLT;'ITCEICCYO `GRES$KTLSC@S;:BT@9Wg6W ODT*DSg*DY; >[CWLI;c6_LWD9Z$$GZCLTCTE8b-$Gc$b;$TE`+*_<TR`L >T;9T*+6MCTD 9T*a9EJS@9 MCTD_G% ­ 22­1 ³­­­ 9T*_If<c.7%O*<EVKS9 www.mcot.net `GR9T*_If<c.7%O*LlT;S$*T;=GS6LlT;S$;TD$ES2C;7EW www.opm.go.th .Xg*_=;M;ID*T; 7;LS*$S6 9Sh*;Wh %OEO*_EWD; %O_L;O`;R `GR'lT8TC7T*e a6D? TDLYgOLTEO*'$E+REI<EIC`GRL*_EYgO*7ObMM;ID*T;9Wg_$WgDI%O* 6lT_;V;$TE `$c%=ES<=EZ* `GRbM9Z$M;ID*T;`+*>G$TE6lT_;V;$TE$GS<CTBTDb; 3­ IS; _@YgOETD*T;$EEC$TE>[OlT;ID$TEbM‰ 9ET<7Oc= EIC9Sh*_=6aO$TLbM>[CWLI;c6_LWD9Z$$GZCLTCTE8`+*_<TR`L`GREO*_EWD;>T;$EEC$TE <C+. OLC9 `7GR'; >T;9T*+6MCTD a9EJS@9 `GR+6MCTDOV_G'9EO;V'L ¥email¦ 9Wg directors½mcot.net `GREO*_EWD;>T;'5R$EEC$TE7EI+LO< 9Wg ia½mcot.net c6a6D7E*6ID .Xg*$EEC$TE7EI+LO<+R6lT_;V;$TE7EI+LO<%O_9f++EV*`GRMTIV:W$TE_DWDIDT9Wg_MCTRLC MEYO$E5W _=;%O_L;O`;R9Wg@V+TE5T_Mf;IT_=;_EYgO*LlT'S‰9WgCW>G7O>[CWLI;c6_LWDa6DEICMEYOCW>G7O$TE=ER$O<:ZE$V+%O*<EVKS9 $EEC$TE 7EI+LO<LTCTE8_L;O_EYgO*6S*$GTI7O9Wg=ER-ZC'5R$EEC$TE<EVKS9_@YgO@V+TE5T7Oc= ;O$+T$;Wh <C+. OLC9 DS*c6+S6bMCW '5R$EEC$TE+EVD:EEC%O*>[<EVMTE `GR@;S$*T; _@YgOES<_EYgO*EO*_EWD; EO*9Z$% LY<LI;%O_9f++EV* 7GO6+;bM'lT`;R;lTLO6LO* `GR$lT$S<6[`G bM'ITC-ID_MGYO>[<EVMTE`GR@;S$*T;9Wg=1V<S7V7TC%O$lTM;6+EVD:EECODT*7E*c=7E*CT CVbM8[$$GSg;`$G* MEYO 8[$b-OlT;T+a6DcC_=;:EEC <EVKS9;lT_L;OLV;'T`GR<EV$TE9WgCW'Z5BT@_LEVC6ID_9'a;aGDW9WgGlhTLCSD`GRb;ET'T9WgDZ7V:EEC EIC8X*$TE=1V<S7V7TC$EO< $7V$T%O*$TE`%*%S;9Wg6W`GR_=;:EEC `GRb;2T;R9Wg_=;LYgOLTECIG-;9Wg7O*9lTM;T9Wg_=;LYgO$GT* <EVKS9c6DX68YO`;I9T*=1V<S7V 9Wg7O*'lT;X*8X*'ITC_=;:EEC`$9Z$? TD9WgCWLI;c6LI;_LWDb;%O_9f++EV*%O*%TI EIC9Sh*JWG:EEC IS4;:EEC 'ITCL*<_EWD<EOD%O* LS*'C`GR=ERaD-;LT:TE5R cCGR_CV6JS$6VkJEW'ITC_=;C;ZKD `GRbM'ITC'ZC'EO*7OLV9:VC;ZKD-; 7TCCT7E2T;+EVD:EEC `M*IV-T-W@LYOg LTECIG-; EIC8X*cCGR_CV69ES@DL;V 9T*=‰‰TMEYOGV%LV9:Vk a6DMT$CW$TEOT*OV*MEYO'S6GO$%OC[GMEYO%OC[G%TILTE +T$`MG*%OC[GOYg; +R7O*`+*9WgCT%O*`MG*%OC[GMEYO%TILTE9Wg;lTCT_L;OMEYO_>D`@E ;O$+T$;Wh <C+. OLC9 `GR<EVKS9+69R_<WD;b;7GT6MGS$9ES@D`GRM;ID*T;BT'_O$-; 1²2 <EVK9S c6`L6*_+7;TEC5 _%TEIC_=;`;IEIC7O7T;$TE9Z+EV7'OEES=-Sg; _@YgO=ER$TJ$TELET*`;IEIC_O$-;7O7T;'OEES=-Sg;b;$TE=ER-ZCER6S<-T7V IT6ID$TELET*`;IEIC=1V<S7V ¥Collective Action Coalition¦ b;$TE7O7T;$TE9Z+EV7%O*BT'_O$-;c9D

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MCOT Plc. places the guideline, in writing, of keeping the data and of preventing the use of internal confidential information in the Corporate Governance Policy and rules on ethics and morality of MCOT Plc. to prohibit the unlawful use of information. These rules must be strictly conformed by the Company’s directors, executives and employees. Any related persons shall be prohibited for the trading of securities of MCOT Plc. and securities of other listed companies connected with MCOT Plc. at least one month prior to the notification of any news materially affecting the financial status of MCOT Plc., to the Stock Exchange of Thailand and at least 3 days after such notification. Roles of Stakeholders MCOT Plc. recognizes the responsibility and equitable treatment to its stakeholders. It adheres to integrity and impartiality fairness. The rights of all groups of stakeholders have always been taken into account. These are formulated as the Company’s policy and best practices set forth in the rule on Requirements on Morality, Ethics, and Code of Conduct of MCOT Plc. The stakeholders include the personnel and executives of the Company and its subsidiaries, and other external stakeholders such as shareholders, program producers, audiences, goods and service supporters, program sponsors, business partners, creditors or debtors, business competitors, government sector, and other relevant agencies and the whole society. The Board of Directors emphasizes that the Company’s executives communicate with all groups of stakeholders to share information, and receive requests, opinions and advice of those stakeholders for further cooperation and sustainable relationship. All groups of stakeholders have alternative communication channels via email, telephone number at ¨ ³³ ¥­¦ 2 2­1 ³­­­, the Company’s website at www.mcot.net, and the website of the Office of the Permanent Secretary, the Prime Minister’s Office, at www.opm.go.th, which is the Company’s supervisory agency. The Corporate Communication Department shall compile all requests, recommendations and questions before submitting them to any related departments for remedies or improvements. The improvement results must be reported to the Corporate Communication Department within 3­ days, which shall be further reported to the President. In addition, all groups of stakeholders may directly file traces and petitions to each Director of MCOT Plc. via letter, telephone call and emails at directors½mcot.net or to file complaints to the Audit Committee at ia½mcot.net. The Audit Committee shall inspect the facts before seeking for suitable solutions. In case of important recommendations significantly affecting the whole stakeholders or the Company’s business operations, the Audit Committee may propose them to the Board of Directors for consideration. MCOT Plc. also established the Ethics Committee for Executives and Employees to accept complaints and petitions, investigate facts, provide advice, monitor, supervise, and help the Company’s executives and employees who comply with the ethical requirements honestly so that they are not treated unfairly. MCOT Plc. presents its qualified products and services covered by the state-of-the-art technologies in a fair price under the criteria of good and fair competition. As a mass media acting as an intermediate, MCOT Plc. concerns about equitability to all stakeholders in part of factual news, morality, culture, social order and public interest, no violation against human being, protection to human rights according to the mass media standard and ethics, and no infringement of intellectual property or copyright if any information is referred or copied from other information sources, that is, the sources for such information communicated must be informed. MCOT Plc. in collaboration with another 1²2 listed companies on the SET and agencies in the private sector has intent to participate in the anti-corruption coalition to announce the formation of the private anti-corruption coalition in the international convention on the Collective Action Coalition in Thai private sector’s anti-corruption.

MCOT Annual Report 2012

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'5R$EEC$TE <C+. OLC9 c6bM'ITCLlT'S‰$S<$TE6lT_;V;$TE_@YgOLS*'C`GRLVg*`I6GOC _@YgObM>[CWLI;c6_LWD c6`$ G[$'T >[8YOMZ; $GZC>[>GV7ETD$TE >[-C >[A* >[OZ6M;Z;LV;'T`GR<EV$TE >[OZ=8SCBETD$TE >[>GV7ETD$TE '['T _+TM;WhMEYOG[$M;Wh '[`%* 9T*$TE'T @;S$*T; >[<EVMTE BT'ES2`GRM;ID*T;OYg; e 9Wg_$WgDI%O* `GRLS*'CLI;EIC EIC8X*=ER-T-;9SgIc= c6_$V6$TEES<E[ `GRCWLI;EIC $S<$V+$EEC6T;LS*'C`GRLVg*`I6GOC%O*<EVKS9Q a6D>GS$6S;bM <C+. OLC9 ;lT;aD<TDc=6lT_;V;$TEbM_=; E[=:EEC 6ID$TE+S69lT`>;`C<9_@YgOLS*'CERDR 3 = `GR`>;=1V<S7V$TE_@YgO'ITCES<>V6-O<7OLS*'C _@YgObM$TE6lT_;V;$V+$EEC 6T;LS*'C`GRLVg*`I6GOC%O*<EVKS9_=;c=ODT*7O_;YgO* `GRL*_LEVCBT@GS$K56T;'ITCES<>V6-O<7OLS*'C`GRLVg*`I6GOC%O* <EVKS9Q bMa66_6;_=;9WgDOCES< .Xg* <C+. OLC9 c6_=67SIa'E*$TE MCOT Let’s Green _@YgO`L6*_+7;TEC59Wg-S6_+;b;$TE =ES<=EZ*=ERLV9:VBT@$TEb-@GS**T;b;OT'TE `GRCW'ITCCZ* CS;g 7S*h b++EV*b;$TEO;ZE$S K@GS**T;`GRLV*g `I6GOC a6D7O*=GZ$+V7LlT;X$ 6T;$TEO;ZES$K@GS**T;`GRb-@GS**T;ODT*E['Z5'TbM@;S$*T;b;O*'$E EIC9Sh*+S6MGS$L[7E$TE?$O<EC@;S$*T;b;_EYgO*%O* $TEO;ZE$S K@GS**T;`GRLV*g `I6GOC 7GO6+;$ER7Z; bM=ER-T-;`GRLS*'CI*$IT*7ERM;S$8X*$TEb-@GS**T;>T;$TE=ER-TLSC@S;: 9T*LYgO7T*e %O* <C+. OLC9 ODT*'EO<'GZC`GR'E<I*+E <C+. OLC9 L;S<L;Z;$ER<I;$TECWLI;EIC`GRLET*+V7LlT;X$%O*>[<EVMTE`GR@;S$*T;b;$TEES<>V6-O<7OLS*'C`GR LVg*`I6GOC `GR6lT_;V;$V+$EECEIC$S<_'EYO%TD@S;:CV7E 9Sh*9Wg_=;<EVKS9DOD <EVKS9EIC6lT_;V;$V+$TE `GRM;ID*T;BT'ES2`GR _O$-; OT9V a'E*$TE BS9E@S4; ¥PAT - PAT¦ %O*C[G;V:V-SD@S4;T $TEb-BTKTc9Db;*T;LYgOLTECIG-; $TE?$O<EC$GDZ9: $TE=ER-TLSC@S;:O*'$EbM$S<O*'$ELI;9O*8Vg; $TE_>D`@Ea'E*$TE7TC`;I@ERET-6lTEV $TE+S6*T;8;;_9'a;aGDW $TE`%*%S; MZ;D;7-V*`-C= =ER_9Jc9D ¥ABÒ Robot Contest¦ $V+$EEC'Y;EODDVhCL[:EEC-T7V $V+$EEC_7VCDVhCbM;O*-TD`6;b7 $V+$EEC _EWD;E[I 8V :W EEC7TCEOD9T;@Z9:9TL EIC8X*$V+$EEC9W_g =6aO$TLbM=ER-T-;b;9O*8V;g _%TCTCWLI ;EIC OT9V $TE`L6*'ITC'V6_Mf; >T;ETD$TE%O*L8T;WIV9DZQ B[CVBT' $V+$EEC=G[$= T `GR7T;BSDDT_L@7V6 _=;7; 6'AċA &ĕ1%=)B)4 +6%C'Ĕ D. <EVKS9bM'ITCLlT'S‰$S<%OC[G%TILTE9Wg7O*_=6_>D7O>[8YOMZ;`GR;S$G*9Z;9Sh*b;=ER_9J`GR7T*=ER_9J 7GT6MGS$9ES@D `M*=ER_9Jc9D `GR=ER-T-;9SIg c= 9S*h b;6T;%O*'ITC8[$7O* 'ITC_@WD*@O 'ITCEI6_EfI`GR'ITC_9T_9WDC$S;%O*$TEbM%O C[G `$9Z$$GZC a6DLTEL;_9J9WgLlT'S‰%O*<EVKS9Q c6;lT_L;O>T;ER<< SET Portal %O*7GT6MGS$9ES@DQ LYgOMEYOLVg*@VC@7T*e EIC9Sh* _If<c.7%O*<EVKS9Q www.mcot.net¬ir .Xg*;lT_L;O%OC[G9Sh*BTKTc9D`GRBTKTOS*$FK `GRc6ES<$TE=ES<=EZ*bM9S;LCSD_=;=++Z<S; OD[_LCO _@YgObM>[L;b+LTCTE8_%T8X*%OC[G%TILTEc6a6DLR6I$ 9S;7O_M7Z$TE5 `GRc6ES<=ERaD-;CT$9WgLZ6 a6D_,@TRb;LI; %O**<$TE_*V; .Xg*>T;$TELO<9T;¬7EI+LO<+T$>[LO<<S‰-W 'YOLlT;S$*T;$TE7EI+_*V;`>;6V; IT8[$7O*7TC9Wg'IEb;LTERLlT'S‰ 7TCMGS$$TE<S‰-W9WgES<EO*9SgIc= `GR>T;'ITC_Mf;-O<+T$'5R$EEC$TE7EI+LO<¬'5R$EEC$TE<EVKS9 $O;_=6_>D`$>[8YOMZ; a6D'5R$EEC$TE<EVK9S c6_=6_>DETD*T;'ITCES<>V6-O<7OETD*T;9T*$TE_*V;`L6*cI'$[ <S ETD*T;>[L O<<S‰-W EIC8X*$TE_=6_>D %OC[G9WgcCb-9T*$TE_*V; OT9V ETD*T;=ER+lT= `<<`L6*ETD$TE%OC[G=ER+lT= ¥`<< ²³-1¦ ETD$TEERMIT*$S; <9IV_'ETRM%O* ? TD+S6$TE $TE<EVMTE'ITC_LWgD* $TE'I<'ZCBTDb; $TE$lT$S<6[`G$V+$TE9Wg6W 'lTO:V<TD`GRIV_'ETRM*<$TE_*V;%O*? TD+S6$TE ¥MD£A¦ _=;7;

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The Board of Directors of MCOT Plc. places much importance on corporate social responsibility ¥CSR¦ activities to allow all stakeholders, e.g. customers, shareholders, program producers, audiences, goods and service supporters, program sponsors, business partners, creditors or debtors, business competitors, employees, executives, government sector and other related agencies, and the whole society as well as the public to be aware of and involve in these CSR activities. To implement this policy, MCOT Plc. has put in place the 3-year Social Master Plan and the Corporate Social Responsibility Implementation Plan for the continuity of its social and environmental activities and, by these plans, the Company’s CSR image became prominent and widely accepted. MCOT’s Let’s Green Program was launched to present its strong intent to improve the efficiency of energy use in its office buildings, and to conserve the energy and environment. MCOT Plc. has tried to arouse all employees’ awareness of energy conservation and economical use of energy in the organization. Some training courses on the conservation of energy and environment were held for the Company’s staff. MCOT Plc. also encouraged the public and the whole society to be aware of the use of energy via various integrated media operated by MCOT Plc. MCOT Plc. supports its staff and executives to participate in, and arouses their conscious mind in the CSR. The Company carried out the activities with its business alliances, including subsidiaries, joint venture companies, government authorities and private sector in many projects such as the PAT-PAT Project of the Chaipattana Foundation, training programs on public relation strategy for local organizations, dissemination of royal projects initiated by the King, arrangement of Technology Road, ABÒ Robot Contest Thailand Championship, Bring Cheer and Smiles to Children Living in Southern Thailand, Tracing Buddhadasa, and other activities opening for local people’s participation, e.g. opinion sharing in MCOT regional radio programs, reforestation, anti-narcotics, etc. Information Disclosure and Transparency MCOT Plc. always gives importance on information to be disclosed to its shareholders, local and international investors, the SET and the public under the accuracy, adequacy, timeliness and equitability of information given to all groups. The important information of MCOT Plc. has been presented through the SET Portal System of the SET, other media or printed materials, and the Company’s website at www.mcot.net¬ir. The Company’s information is presented in Thai and English, and is always updated to enable any interested persons to have access to it timely, conveniently, and most beneficially, especially financial statements, which are reviewed and certified by the Office of the Auditor General of Thailand, the Company’s Auditor, to ensure that they are materially accurate and appropriate under generally accepted accounting principles. Such financial information must also be approved by the Audit Committee¬ the Board of Directors before being disclosed to the shareholders. The Board of Directors discloses the responsibility report on those financial statements along with the Auditor’s Report. Other non-financial information¸ namely, Annual Report, Form ²³-1, connected transactions, Management’s analysis, risk management, internal control, good corporate governance, Management Discussion and Analysis ¥MD£A¦, etc. are disclosed as well.

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9Sh*;Wh <EVKS9c6CO<MCTDbM ? TD_G%T;Z$TE<EVKS9 ? TDLYgOLTEO*'$E `GRLI;;S$G*9Z;LSC@S;:ES<>V6-O<b;$TE9lTM;T9Wg 6[`GbM%OC[G`GR7O<%O.S$8TC`$>[8YOMZ; ;S$G*9Z; `GR=ER-T-;9SgIc= EIC9Sh*+S6bMCW%hS;7O;9Wg-S6_+;b;$TE_=6_>D%OC[G7O 7GT6MGS$9ES@DQ 9Sh*b;$E5W=$7V`GR$E5W_E*6I; 9Sh*;Wh _@YgObMCSg;b+ITc6=1V<S7V7TCER_<WD< %O<S*'S< %O*$0MCTD9Wg_$WgDI%O* ODT*'E<8I; = 2²²² <C+. OLC9 ;lT_L;O>G$TE6lT_;V;*T;bM`$;$S IV_'ETRM$TEG*9Z; ;S$G*9Z; `GRLYOg CIG-; EIC9S*h >[L ;b+ ODT*LClTg _LCO b;E[=%O*$TE+S6=ER-ZC;S$IV_'ETRMQ ¥Analyst Briefing¦ +lT;I; ± 'ESh* $TE+S6_LI;T>[<EVMTE@<;S$IV_'ETRMQ `GR>[+S6$TE$O*9Z; +lT;I; 1 'ESh* $TE_6V;9T*@<;S$G*9Z;L8T<S; ¥Roadshow¦ b;=ER_9J 3 'ESh* `GR7T*=ER_9J 2 'ESh* $TE=ER-ZC9T*c$G ¥Conference Call¦ EIC9Sh*$TE9lT;S6MCTD ¥Company Visit¦ ERMIT*;S$IV_'ETRMMGS$9ES@D `GR;S$G*9Z;L8T<S;$S<MSIM;T _+TM;T9Wg6T;$TE_*V; `GR9WC*T;;S$G*9Z;LSC@S;: +lT;I; 3­ ETD $TEbM%OC[G`GR7O<%O.S$8TC9T* E-mail `GR a9EJS@9 ± - ² 'ESh*7OIS; `GRc6_@VgC-O*9T*$TELYgOLTEa6D+S69lTITELTE;S$G*9Z;LSC@S;: ¥News Letter¦ _=;ETDc7ECTL6ID a6DCWLI; ;S$G*9Z;LSC@S;: ¥Investor Relations¦ 9lTM;T9Wg=ER-TLSC@S;:%OC[G9Wg_=;=ERaD-;`$>[8YOMZ; ;S$G*9Z;L8T<S; ;S$G*9Z; ETDDOD ;S$IV_'ETRM$TEG*9Z; `GR>[L;b+ 9Wga9EJS@9MCTD_G% ­ 22­1 ³3µµ ­ 22­1 ³±²± `GR ­ 22­1 ³³³1 MEYO E-mail Address · ir½mcot.net ? TDLYgOLTEO*'$E 9lTM;T9Wgb;$TE_>D`@E=ER-TLSC@S;:$V+$EEC$TE6lT_;V;*T;`GRa'E*$TE7T*e %O*<EVKS9 EIC9Sh*bM<EV$TE7O<'lT8TC`GROlT;ID'ITCLR6I$bM$S<LYgOCIG-; a9EJS@9MCTD_G% ­ 22­1 ³2²2 `GR ­ 22­1 ³2²3 MEYO E-mail Address · pr½mcot.net EIC9Sh* ? TD_G%T;Z$TE<EVKS9 .Xg*+R9lTM;T9Wgb;$TE_=6_>D%OC[GLTEL;_9J `$7GT6MGS$9ES@D`M*=ER_9Jc9D 6[`GES<_EYgO*ETI7T*e %O*>[8YOMZ; `GR$V+$EEC7T*e %O*'5R$EEC$TE<EVKS9 a9EJS@9 MCTD_G% ­ 22­1 ³21­ `GR ­ 22­1 ³1²1 MEYO E-mail Address · csmcot½mcot.net 6 /ĕ69I B)4 +6%'5 811 4''%6' ;aD<TD$TE$lT$S<6[`G$V+$TE9Wg6W '5R$EEC$TE <C+. OLC9 _-YgOCSg;ITER<<`GR$ER<I;$TE<EVMTE+S6$TEO*'$E6ID$TE$lT$S<6[`G$V+$TE9Wg6W7TCMGS$ <EEKS9BV<TG_=;=++SDLlT'S‰9Wg+R;lTCT.Xg*'ITCLlT_Ef+b;$TE6lT_;V;:ZE$V+ +X*+S69lT;aD<TD$TE$lT$S<6[`G$V+$TE %O* <C+. OLC9 7TC`;I9T*%O*MGS$$TE$lT$S<6[`G$V+$TE9Wg6W%O*7GT6MGS$9ES@D`M*=ER_9Jc9D LlT;S$*T;'5R$EEC$TE$lT$S<MGS$9ES@D`GR 7GT6MGS$9ES@D `GRLlT;S$*T;'5R$EEC$TE;aD<TDES2IVLTM$V+ EIC9Sh*$TE+S69lT$0<S7E'5R$EEC$TE-Z67T*e `GR%O$lTM;6 6T;'Z5:EEC +EVD:EEC`GR+EEDT<EE5 <EVKS9 OLC9 +lT$S6 ¥CMT-;¦ `GR +EVD:EEC`GR+EEDT<EE56T;%TI%O* <EVKS9 OLC9 +lT$S6 ¥CMT-;¦ _@YgObM'5R$EEC$TE >[<EVMTE `GR@;S$*T;8YO=1V<S7V b;$TE<EVMTE*T;b;$V+$TE9SgIc= `GR$TE<EVMTE*T; b;_-V*:ZE$V+%O*<EVKS9Q bM_=;c=ODT*CW=ERLV9:VBT@`GR-O<6ID$0MCTD ERCS6ERIS*ES$KT>G=ERaD-;%O*<EVKS9Q `GR>[8YOMZ; EIC9Sh*CW'ITCES<>V6-O<7OLS*'C`GR=ER_9J-T7V .Xg*_=;`;I9T*=1V<S7V%O*<EVKS9Q 9Wgc6CT7E2T; a6D`+*_IWD;`GR=6=ER$TJ _@YgObM'5R$EEC$TE >[<EVMTE`GR@;S$*T;9Z$ER6S<c6ES<9ET<`GR8YO=1V<S7V +EEDT<EE5:ZE$V+ <C+. OLC9 c6$lTM;6+EVD:EEC`GR+EEDT<EE5<EVKS9Q _@YgObM$TE=1V<S7V*T; $TE<EVMTE `GR$TE6lT_;V;:ZE$V+ CW'ITC a=E*bL c6E<S 'ITC_-YOg 8YO JES9:T+T$=ER-T-;`GRLS*'Ca6DEIC a6D+S69lT;aD<TD_$WDg I$S<+EEDT<EE59T*:ZE$V+`GR+EVD:EECb; $TE=ER$O<:ZE$V+%O*<EVK9S Q '5R$EEC$TE >[< EVMTEER6S<L[* ? TD+S6$TE`GR@;S$*T; 7TCER<<$TE$lT$S<6[`G9W6g W _@YOg _=;`;I9T* $TE=1V<7S %V O*O*'$E9Wcg 6CT7E2T; `GR_=;`;I9T*9W8g $[ 7O* =ER$O<6ID 'ITCES<>V6-O<7O=ER_9J-T7V`GRLS*'C 'ITCES<>V6-O< 7O<EVKS9Q 'ITCES<>V6-O<7O>[8YOMZ; 'ITCLSC@S;:$S<'['T '[`%*9T*$TE'T +EVD:EEC7O>[<S*'S<<S‰-T >[b7<S*'S<<S‰-T `GR >[EIC*T; '5R$EEC$TE >[<EVMTE `GR@;S$*T;

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MCOT Plc. assigns the Corporate Secretary Department, the Corporate Communication Department, and the Investor Relations Division to provide information and address inquiries from shareholders, investors and general people. The Company sets a clear procedure for information disclosure to the SET under common and urgent circumstances to ensure that all regulations, rules and obligations of related laws are complied with completely. In 2­12, MCOT Plc. has regularly presented the operating results to the investment analysts, general investors, media, as well as other interested persons in ± analyst briefings, 1 seminar with the Company’s executives and analysts and fund managers, 3 local road shows and 2 foreign road shows, conference calls, and a company visit between 3­ investment analysts and institutional investors and Chief Financial Officer of MCOT Plc and investor relations team. The Company also provided information and answered related questions via e-mail and telephone for ±-² investors a day. MCOT Plc. adds another communication channel by publishing the quarterly newsletters. The Investor Relations Division of MCOT Plc. has duties of publicizing useful information to shareholders, institutional investors, minority shareholders, investment analysts, and other interested persons via telephone numbers at ¨³³ ¥­¦ 22­1 ³3µµ, ¨³³ ¥­¦ 22­1 ³±²± and ¨³³ ¥­¦ 22­1 ³³³1 or at e-mail address· ir½mcot.net. The Corporate Communication Department is responsible for communicating the Company’s activities and projects to the public, as well as answering any questions, and facilitating the mass media via telephone numbers at ¨³³ ¥­¦ 22­1 ³2²2 and ¨³³ ¥­¦ 22­1 ³2²3 or at e-mail address· pr½mcot.net. Meanwhile, the Corporate Secretary Department is in charge of disclosing information to the Stock Exchange of Thailand, taking care of the shareholders’ matters the Board of Directors’ activities via telephone numbers at ¨³³ ¥­¦ 22­1 ³21­ and ¨³³ ¥­¦ 22­1 ³1²1 or at e-mail address· csmcot½mcot.net. Roles, Duties and Responsibilities of the Board of Directors Corporate Ãovernance Policy Ôith the firm belief that the organization management system and procedure based on good corporate governance according to the principles of corporate governance are a vital factor to the business operation success, the Board of Directors, therefore, defines the corporate governance policy of MCOT Plc. in line with the principles of corporate governance required by the Stock Exchange of Thailand, the Securities and Exchange Commission, and the State Enterprise Policy Office. The Charters of Committees, Requirements on Morality, Ethics, and Code of Conduct of MCOT Plc. as well as News Ethics and Code of Conduct of MCOT Plc. are defined and implemented by all directors, executives and staff in order that the general administration and business management of the Company are conducted efficiently and lawfully, protect benefits of the Company and shareholders, and are responsible for the whole society and nation. The aforesaid principles are the Company’s standard practice and guidelines. They are also circulated and posted in the Company to ensure that the Board of Directors, executives and employees at all levels are aware of and conform to them. Business Ethics MCOT Plc. defines the ethics and Code of Conduct to ensure that the Company’s performance, management, and operations are under transparency and trust from the public and the society. The policy on the Code of Conduct and Business Ethics for the Company, the Board of Directors, top executives, management team and employees is prepared in compliance with good corporate governance to be the Company’s standard practice guideline. The Code of Conduct and Business Ethics specifies the responsibility for the nation and society, responsibility for the Company, responsibility for shareholders, relationship with business partners and trade competitors, ethics to supervisors, subordinates and co-workers, Board of Directors, executives and employees. MCOT Annual Report 2012

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;O$+T$;Wh <C+. OLC9 DS*c6+6S 9lT+EVD:EEC`GR+EEDT<EE56T;%TI%O* <C+. OLC9 =ER$O<6ID+EVD:EEC$TE_L;O%TI `GR+EVD:EEC%O*>[=1V<S7V*T;%TI _@YgObM>[=1V<S7V*T;6T;%TIb;9Z$LYgO%O* <C+. OLC9 CWCT7E2T;$TE=1V<S7V*T;7TC'EEGO* +EVD:EEC`M*IV-T-W@LYgOLTECIG-; `GRCW'ITCLlT;X$b;<9<T9M;T9Wg'ITCES<>V6-O<7OLS*'C 9S*h ;Wch 6$Tl M;6`;I9T*=1V<7S bV ;$TE'ZC 'EO*@;S$*T;9WEg O *_EWD; MEYObM%O C[G_$WDg I$S<$TEcC=1V<7S 7V TC$0MCTD $0ER_<WD< %O<S*'S<<EVKS9 `GR+EEDT<EE5 MEYO Ôhistleblower `GR+S6bMCW'5R+EVD:EEC%O*>[<EVMTE `GR@;S$*T; _@YgOES<_EYgO*EO*_EWD; EO*9Z$% LY<LI;%O_9f++EV* 7GO6+;bM'lT`;R;lT LO6LO*`GR$lT$S<6[`G bM'ITC-ID_MGYO >[<EVMTE`GR@;S$*T;9Wg=1V<S7V7TC %O$lTM;6+EVD:EECODT*7E*c=7E*CT CVbM8[$$GSg;`$G* MEYO8[$b-OlT;T+a6DcC_=;:EEC 'ITC%S6`D*9T*>G=ERaD-; _@YgO= O*$S;'ITC%S6`D*9T*>G=ERaD-; <C+. OLC9 c6$lTM;6+EEDT<EE5%O*'5R$EEC$TE >[<EVMTE `GR@;S$*T;cI 6S*;Wh - =1V<S7VM;T9WgbM_=;c=7TC$0MCTD IS78Z=ERL*' %O<S*'S<%O* <C+. OLC9 `GRC7V9Wg=ER-ZC%O*>[8YOMZ; - <EVMTE*T;6ID'ITC.YgOLS7DLZ+EV7`GRERCS6ERIS* _@YgO>G=ERaD-;%O*>[CWLI;c6_LWD9Z$? TD 9Sh*b;=++Z<S;`GRO;T'7 - <EVMTE*T;a6DcC?$b? 9T*$TE_CYO* MEYOOD[BTDb7$TE'EO<*lT9T*$TE_CYO* `GR7O*IT*7SI_=;$GT*a6DES$KT BT@GS$K5%O*<EVKS9Q - MTCCVbM=ER$O<$V+$TE9Wg`%*%S;$S<<EVKS9 MGW$_GWgD*$TE9lTETD$TE9Wg_$WgDIaD*$S<7;_O*9WgOT+$ObM_$V6'ITC%S6`D*9T* >G=ERaD-;$S<<EVKS9 cC_=;$EEC$TEb;;V7V<Z''G .Xg*_=;>[ES<LSC=9T; >[EIC9Z; MEYOCW=ERaD-;c6_LWD_$WgDI%O*$S< $V+$TE%O*<EVK9S _I;`7c6E<S CO<MCTD+T$<EVK9S 9S*h ;Wh +R7O*cC_=;>[8 OY MZ; ETDbM‰9CWg OW Tl ;T+'I<'ZCODT*CW;DS LlT'S‰ _-; $TE$lTM;6;aD<TD $TE+S6$TE MEYO $TE6lT_;V;$TE%O*;V7V<Z''G6S*$GTI MEYOcC_=;$EEC$TE>[CWOlT;T+$ER9lT $TE`9;;V7V<Z''G6S*$GTI - cCE<S _*V; 9ES@DL;V MEYO =ERaD-;O;Yg b6 +T$>[O ;Yg a6DCV-O<6ID$0MCTD `GRbMEIC8X*$TECO<MCTDbM>O[ ;Yg 6lT_;V;$TE `9;6ID - cCE<S MEYO_EWDg cE_*V; 9ES@DL;V MEYO=ERaD-;O;Yg b6 ;O$+T$LV9:V=ERaD-;O;Yg b69W@g *X +Rc6E<S +T$<EVK9S _I;`7_=;$TEES< b;aO$TL MEYO_9J$TGOS;_=;=ER_@5W;VDC9Wg';9SgIc=@X*=1V<S7V7O$S; a6DbMES<c6_,@TR%O*%IS‰ MEYO%O*$lT;SG9WgcCCW C[G'T9T*$TE'T MEYOCWC[G'TcC_$V; 3,­­­ <T9 9Sh*;Wh bMEIC8X*$TEcC_%Tc=_$WgDI%O*9T*$TE_*V; MEYO$OBTER>[$@S; 9T*$TE_*V;b6 e $S<G[$'T MEYO>[_$WgDI%O*9T*:ZE$V+6ID $TE'I<'ZCBTDb;`GR7EI+LO<BTDb; <C+. OLC9 c67ERM;S$`GR_Gf*_Mf;8X*'ITCLlT'S‰%O*ER<<$TE'I<'ZCBTDb;9Wg6W +X*c6+S6bMCWER<<$TE'I<'ZCBTDb;%Xh; _@YOg bM_=;c=7TCC7V'5RES2C;7EW_$WDg I$S<`;I9T*$TE$lT$S<6[`G9W6g 9W EWg 2S IVLTM$V+ @X*8YO=1V<7S V `GR_=;c=7TCER_<WD<'5R$EEC$TE 7EI+_*V;`>;6V; IT6ID$TE$lTM;6CT7E2T;$TE'I<'ZCBTDb; @.J. 2²±± EIC9Sh*_=;c=7TCMGS$_$53$TE$lT$S<6[`G$V+$TE9Wg6W LlTMES<<EVKS9+69R_<WD; = 2²±¶ 7TC9Wg7GT6MGS$9ES@D`M*=ER_9Jc9D$lTM;6 9Sh*;Wh _@YgOLET*'ITCCSg;b+ODT*LC_M7ZLC>GIT $TE6lT_;V;*T;%O*<EVKS9+R<EEGZIS78Z=ERL*'%O*$TE'I<'ZCBTDb; 9Sh*b;6T;=ERLV9:V>G`GR=ERLV9:VBT@%O*$TE6lT_;V;*T; ¥Effectiveness and Efficiency of Operations¦ 'ITC_-YgO8YOc6%O*ETD*T;9T*$TE_*V; ¥Reliability of Financial Report¦ `GR $TE=1V<S7V7TC$0MCTD`GRER_<WD<%O<S*'S<9Wg_$WgDI%O* ¥Compliance with Laws and Regulation¦

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Furthermore, MCOT Plc. formulates the News Ethics and Code of Conduct that comprise ethics of news presentations and ethics of news workers to ensure that the news workers in every media operated by the Company conforms to their professional ethics and are conscious of their social responsibilities. The Company also defines the practice guideline to protect its employees who file complaints or report any information about illegal acts or breaches of Company’s regulations, rules and ethical guideline or whistleblower. The Ethics Committee for Executives and Employees was established with duties of accepting complaints and petitions, investigating facts, providing advice, monitoring, supervising, and helping the Company’s executives and employees who comply with the ethical requirements honestly so that they are not treated unfairly Conflicts of Interest To prevent potential conflicts of interest, MCOT Plc. defines the Code of Ethics for the Board of Directors, executives and employees as follows· - To perform duties in compliance with laws, objectives and regulations of MCOT Plc. and resolutions of the meetings of shareholders¸ - To perform the management based on integrity and prudence for present and future interest of all groups of stakeholders¸ - To perform the management without political bias or influence, and remain neutral by retaining the Company’s image¸ - Not to be involved in any businesses competing with MCOT Plc., avoid any connected transaction that may cause conflicts of interest to the Company, not to be a director in any juristic person which receives concession from, jointly invests in or has stakes in the Company’s businesses unless he¬she is authorized by the Company but not being a major shareholder with significant controlling the authority such as policy setting, management or actions of such juristic person, nor be a director authorized to act on behalf of such juristic person¸ - Not to accept any money, assets or any other interest illegally offered by other persons, which shall include the authorization to any other person to have such action on behalf of him¬her¸ and - Not to accept or ask for money, assets or any other interest other than rightful benefits from the Company except in normal traditional occasions or festivals when gifts without trading value or with the price not more than Baht 3,­­­ are acceptable. This prohibition includes any financial relation or financial leverage with customers or persons related in the Company’s businesses. Internal Control and Internal Audit MCOT Plc. recognizes and realizes the importance of a good internal control system. Therefore, an internal control system was established in compliance with the resolution of the Council of Ministers on good corporate governance to be implemented by a state enterprise, the Regulation of the State Audit Commission on Internal Control Standards B.E. 2²±±, as well as the criteria of good corporate governance for listed companies B.E. 2²±¶ defined by the Stock Exchange of Thailand. This is to create a reasonable confidence that the Company’s operations shall attain the internal control objectives regarding the effectiveness and efficiency of operations, reliability of financial reports, and compliance with laws and regulations.

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ER<<$TE'I<'ZCBTDb;%O* <C+. OLC9 CW$TE=ES<=EZ*`GR@S4;TODT*7O_;YgO* LO6'GO*$S<`;I9T*$TE'I<'ZCBTDb;9Wg $lTM;6a6D The Committee of Sponsoring Organization of the Treadway Commission ¥COSO¦ a6D <C+. OLC9 c6`7*7Sh* '5R9lT*T;'I<'ZCBTDb; _@YgO9lTM;T9Wgb;$TE=ER_CV;'ITC_@WD*@O`GR=ERLV9:V>G%O*ER<<$TE'I<'ZCBTDb;%O*O*'$Eb;$TE <EEGZI7S 8Z=ERL*'`GR_= TMCTD9W$g Tl M;6 `GRLEZ=>G$TE=ER_CV;_$WDg I$S<$TE'I<'ZCBTDb;ETD*T;7O'5R$EEC$TE7EI+_*V;`>;6V; >[$lT$S<6[`G `GR'5R$EEC$TE7EI+LO< ODT*;OD=GR 1 'ESh* BTDb; ¶­ IS; ;S<+T$IS;LVh;==1V9V; a6DCW? TD<EVMTE'ITC_LWgD* _=;_G%T;Z$TE'5R9lT*T;Q 6S*$GTI 9lTM;T9Wgb;$TEIT*`>;`GR+S6$TE_$WgDI$S<$TE'I<'ZCBTDb;%O*M;ID*T;7T*e _@YgObM$TE 6lT_;V;*T;b;BT@EIC%O*O*'$E_=;c=ODT*CW=ERLV9:VBT@ `GR=ERLV9:V>GDVg*%Xh; a6Db;= 2²²² c69lT$TE=ER_CV;a'E*LET* $TE'I<'ZCBTDb; 7TCER_<WD<'5R$EEC$TE7EI+_*V;`>;6V;IT6ID$TE$lTM;6CT7E2T;$TE'I<'ZCBTDb; @.J. 2²±± 9Sh* ² O*'=ER$O<CT7E2T;`GRbM'ITCLlT'S‰$S<$TE7V67TC>G$TE=ES<=EZ*$TE'I<'ZCBTDb; EIC8X*$TELO<9T;>G$TE6lT_;V;*T; ODT*LClgT_LCO %5R_6WDI$S;DS*bM'ITCLlT'S‰$S<$TE7EI+LO<BTDb; ¥Internal Audit¦ a6D$TE+S6bMCWM;ID*T;7EI+LO<BTDb; `GR '5R$EEC$TE7EI+LO< _@YOg _=;$Gc$LlT'S‰b;$TE=ER_CV;`GRLO<9T;$TE'I<'ZCBTDb;ODT*_=;OVLER `GR_=;_'EYOg *CYO9WLg Tl 'S‰ 9Wg+R9lTbM$TE<EVMTE+S6$TEO*'$E_=;c=ODT*LZ+EV7 a=E*bL CW=ERLV9:VBT@ =ERLV9:V>G `GR_=;c=7TCMGS$$TE$lT$S<6[`G$V+$TE 9Wg6W9Wg7GT6MGS$9ES@D`M*=ER_9Jc9D$lTM;6 ;O$+T$;WhDS*c6$lTM;6MGS$_$53`GR`;I9T*b;$TE7EI+LO<BTDb;%O*<EVKS9 bM_=;c=7TCMGS$:EECTBV<TG9Wg6W ¥Good Corporate Governance¦ 6ID $TE<EVMTE'ITC_LWgD* <C+. OLC9 c6`7*7Sh*'5R$EEC$TE<EVMTE'ITC_LWgD* _@YgO@V+TE5Tb;ER6S<;aD<TD `GR? TD<EVMTE'ITC_LWgD* 9lTM;T9Wg 6[`G$ER<I;$TE<EVMTE'ITC_LWgD*O*'$Ea6DEIC `GR=1V<S7VM;T9Wg=ER+lTIS;`9;'5R$EEC$TE<EVMTE'ITC_LWgD* EIC9Sh*c6`7*7Sh* MSIM;T_+TM;T9Wg<EVMTE'ITC_LWgD* ¥Chief Risk Officer · CRO¦ _@YgOL;S<L;Z;bM_$V6$TE<EVMTE'ITC_LWgD* @S4;T$GDZ9: =ER_CV; `GR+S6GlT6S<%O*'ITC_LWDg *9SIg 9S*h O*'$E `GR`7*7S*h Risk Officers .X*g _=;7SI`9;%O*`7GRM;ID*T; _@YOg 9lTM;T9W7g 6V 7TC =ER_CV;>G `GR+S69lTETD*T;'ITC_LWgD*b;ER6S<%O*M;ID*T; OW$9Sh*c6$lTM;6=ER_6f;b;_EYgO*%O*$TE<EVMTE'ITC_LWgD*cIb; Çob Description %O*9Z$M;ID*T; EIC8X*bM$TE?$O<EC`GRbM'ITCE[_ $WDg I$S<BT@EIC%O*$TE<EVMTE'ITC_LWDg *`$@;S$*T;9Z$ER6S< $TE+S69lT'[C OY $TE<EVMTE'ITC_LWgD* `GR`>;$TE<EVMTE'ITC_LWgD*_@YgO_=;`;I9T*b;$TE6lT_;V;*T;7GO6+;7V67TC =ER_CV;>G 9<9I; 'ITC_LWgD*bMLO6'GO*$S<L8T;$TE5`I6GOC9Sh*BTDb;`GRBTD;O$9Wg_=GWgD;`=G*c=ODT*LClgT_LCO

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The internal control system of MCOT Plc. has been revised and improved regularly to be in line with the internal control guideline defined by the Committee of Sponsoring Organization of the Treadway Commission ¥COSO¦. MCOT Plc. appointed the Internal Control Ôorking Group with duties of assessing the sufficiency and efficiency of the internal control system of the Company whether they attain the established objectives and targets or not. The summary of internal control assessment results shall be submitted to the State Audit Commission, governing authority, and the Audit Committee at least once a year within ¶­ days following the end of each calendar year. The Risk Management Department shall act as the Secretary to this Ôorking Group, and shall be in charge of setting plans and management in connection with the internal control of each department to ensure that the overall operations in the organization become more efficient and proficient. In 2­12, the Company’s internal control structure for all ² standard compositions was assessed in accordance with the Regulation of the State Audit Commission on Internal Control Standards B.E. 2²±±. The Company also placed importance on regularly monitoring the internal control improvement results and reviewing the performance results. Meanwhile, the Company prioritizes the internal audit by establishing the internal audit division and the Audit Committee to be the key mechanism for assessing and reviewing the internal control independently. This is a vital tool enabling the honest, transparent, efficient and proficient organization management, and complying with the Principles of Good Corporate Governance defined by the Stock Exchange of Thailand. The internal audit principle and guideline of the Company are also in conjunction with the principle of good corporate governance. Risk Management MCOT Plc. appointed the Risk Management Committee to oversee the risk management policy, and the Risk Management Department to oversee the risk management process of the whole organization, and to perform routine duties for the Risk Management Committee. By this regard, the Chief Risk Officer ¥CRO¦ was appointed to encourage the risk management and strategy development, evaluate and prioritize the organization risks. The risk officers, who were representatives of each department, were appointed to monitor, evaluate, and prepare the department-level risk reports. Risk management becomes an issue specified in the job description of every department. The employees at all levels must be trained and educated about the risk management overview. The Risk Management Manual and Risk Management Plan are provided as the operating guidelines. The Company’s risks would be regularly monitored, assessed and revised to the internal and external changing circumstances.

MCOT Annual Report 2012

171


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MCOT =L<"L35=J#dL5úýýý

172


MCOT Plc. explicitly states the risk management policy as follows· The risk management shall be a tool for the management of production and broadcasting businesses to attain the highest efficiency of international broadcasting standards. The risk management system shall be further developed¸ meanwhile, all employees are promoted and developed to have good knowledge and understanding about the participation in the risk management process to retain the organization’s risks at an acceptable level. The risk management also prevents the loss of potential opportunities, which makes the organization’s operations attain its objectives, and lead to the good corporate governance and sustainable value creation Audit Fee In the 2­12 Annual General Meeting of Shareholders held on April 2², 2­12, the Meeting passed the resolution appointing The Office of the Auditor General of Thailand to be the Company’s auditor in accordance with the regulation of the Ministry of Finance on State Enterprises Accounting and Financial Standard B.E. 2²±µ ¥A.D. 2­­²¦ stipulating that the Office of the Auditor General ¥OAG¦ shall be designated as state enterprises’ auditor. The audit fee for year 2­12 ¥Çanuary  December 2­12¦ totaled Baht 1,³­­,­­­. The Office of The Auditor General of Thailand is an independent organization with no relationship with or any stake in the Company, its subsidiaries, executives, major shareholders or any person related to those mentioned.

MCOT Annual Report 2012

173


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174


Connected Transactions In 2­12, MCOT Plc. had significant connected transactions with its subsidiaries, joint operation companies, government entities and private companies as follows· Transaction Value Subsidiary

Relationship with MCOT Plc

Type of Transaction

Statements of Income January-December ¨ear 2012 Revenues

Panorama Ôorldwide Company Limited

- MCOT Plc. held ±¶.­¢ of its shares. - Mr.Boontham Pikulsri, MCOT Plc.’s director was the Chairman of Panorama Ôorldwide Co., Ltd. - MCOT Plc.’s executives, Mr. Duangchai Maharakkhaka, Mr. Kematat Paladesh , Mrs. Kamalasiri Israngura na Ayudhaya, Mrs. Suthisa Laungpairoj, Mr. Pornchai Piyakesin and Mr. Ôicha Asawapibul, were directors of PanoramaÔorldwide Co., Ltd.

MCOT Annual Report 2012

1¦ Panorama Ôorldwide Co., Ltd. purchased airtime for product advertisements or rented the airtime from MCOT Plc. 2¦ MCOT Plc. hired Panorama Ôorldwide Co., Ltd. for the production of programs 3¦ MCOT Plc. recieved revenue sharing payments from Panorama Ôorld Co.,Ltd

Trade Account Receivable

Expenses

Conditionƒ Pricing Policy

Balance Sheet As of December 31, 2012 Trade Account Payable

²,²2µ,­­­.-

-

-

-

´µ­,­­­.-

-

-

±,2²³.-

-

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-

175


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176


Transaction Value Subsidiary

Relationship with MCOT Plc

Type of Transaction

Statements of Income January-December ¨ear 2012 Revenues

Seed MCOT Co., Ltd.

- MCOT Plc. held ±¶.­¢ of its shares. - The Chairman of SeedMCOT Co., Ltd. 1¦ Mr. Sorajak Kasemsuvan , Chairman of MCOT Plc., ¥Çan 1 - Oct µ 2­12¦ 2¦ Mr. Anek Permwongsenee, President of MCOT ¥Since Oct 1´,2­12¦ - Executives of MCOT Plc. , Mr.Kematat Paladesh, was director of SeedMCOT Co., Ltd.

MCOT Annual Report 2012

1¦ The remuneration ±¶,µ´­,1­µ.for the operation of key business in arranging radio programs broadcasted via FM ¶´.² radio station under a name of Seed FM ¶´.² and the operation of all types of entertainment business. 2¦ MCOT Plc. purchased airtime for product advertisements from SeedMCOT Co., Ltd. 3¦ SeedMCOT Co.,Ltd. purchased and rented the airtime from MCOT Plc. ±¦ MCOT is a payee on behalf of SeedMCOT.

Trade Account Receivable

Expenses

Conditionƒ Pricing Policy

Balance Sheet As of December 31, 2012 Trade Account Payable

-

3,³33,22´.-

- - Profit sharing that MCOT Plc. received as paid by SeedMCOT was in accordance with the contract and conditions set forth therein, which was not different from an arm’s length basis. - The remuneration for theproduction of - programs payable to SeedMCOT was fixed on an arm’s length basis.

3­2,µ­±.-

-

2,3­­.-

-

-

-

-

2,±³1.-

177


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MCOT =L<"L35=J#dL5úýýý

178


Transaction Value Joint Operation Relationship with Company MCOT Plc

Type of Transaction

Statements of Income January-December ¨ear 2012 Revenues

Balance Sheet As of December 31, 2012 Trade Account Receivable

Expenses

Conditionƒ Pricing Policy

Trade Account Payable

True Visions Board of Director of Public Company MCOT Plc, Professor Limited Tongthong Chandransu and Mr. Chakraphan Öomchinda, were directors of True Visions.

True Visions as a joint 2¶µ,µ´3,21µ.operator under the joint operation agreement with MCOT Plc. shares its income gained from its subscription TV services with MCOT Plc.

-

-

- Share of revenue MCOT Plc. gained from True Visions was in compliance with the joint operation agreement, which was the same rate as other joint operators and was on the arm’s length basis.

True Visions Cable Public Company Limited

True Visions as a joint 2´1,­´¶,2µµ.operator under the joint operation agreement with MCOT Plc. shares its income gained from its subscription TV services with MCOT Plc.

-

-

- Share of revenue MCOT Plc. gained from True Visions Cable was in compliance with the joint operation agreement, which was the same rate as other joint operators and was on the arm’s length basis.

Board of Director of MCOT Plc, Mr. Chakraphan Öomchinda and Mrs. Öajai Patanasukwasun, were directors of True Visions Cable.

MCOT Annual Report 2012

179


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MCOT =L<"L35=J#dL5úýýý

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180


Transaction Value Joint Operation Relationship with MCOT Plc Company

Type of Transaction

Statements of Income January-December ¨ear 2012 Revenues

Bangkok President of MCOT Entertainment Public Company Co., Ltd. ¥BEC¦ Limited, was the director of Thai Television Channel 3 according to the conditions of the agreement .

Related government Relationship with MCOT Plc entitiesƒ private companies

1¦ BEC as a joint 1´3,±±­,­­­.operator under joint operation agreement on the operation of TV station, radio station and subscription TV businesses with MCOT Plc. shall pay MCOT Plc. the share of revenue gained from such businesses. 3,¶­­,­­­.2¦ BEC hired Panorama Ôorldwide Co.,Ltd., a subsidiary of MCOT Plc., to produce a documentary. Type of Transaction

Trade Account Payable

-

-

-

³´±,1­­.-

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-

Transaction Value Statements of Income January-December ¨ear 2012 Revenues

Office of the Permanent Secretary, the Prime Minister’s Office

Prof. Tongthong Chandransu, Vice Chairman of the Board of Directors of MCOT Plc., is a Permanent Secretary of Office of the Permanent Secretary, the Prime Minister’s Office.

Office of the 13,²´µ,±13.Permanent Secretary, the Prime Minister’s Office purchased the advertising airtime from MCOT Plc.

Government Housing Bank

Prof. Tongthong Chandransu, Vice Chairman of MCOT Plc.’s board of director, is a director of Government Housing Bank

Government Housing Bank purchased the advertising airtime from MCOT Plc.

MCOT Annual Report 2012

Trade Account Receivable

Expenses

Conditionƒ Pricing Policy

Balance Sheet As of December 31, 2012

3,´3µ,31µ.-

Balance Sheet As of December 31, 2012 Trade Account Receivable

Expenses

Conditionƒ Pricing Policy

Trade Account Payable

- 13,²´µ,±13.-

- The remuneration was fixed on an arm’s length basis.

-

- The remuneration was fixed on an arm’s length basis.

1,±­³,¶31.-

181


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182


Related government Relationship with MCOT Plc entitiesƒ private companies

Type of Transaction

Transaction Value Statements of Income January-December ¨ear 2012 Revenues

Trade Account Receivable

Expenses

Conditionƒ Pricing Policy

Balance Sheet As of December 31, 2012 Trade Account Payable

Metropolitan Ôaterworks Authority ¥Thailand¦

Mr. Prasert Kasemkomase, Director of MCOT Plc., is the director of Metropolitan Ôaterworks Authority ¥Thailand¦

Metropolitan Ôaterworks Authority ¥Thailand¦ puchased the advertising airtime from MCOT Plc.

2,1¶3,±²µ.-

-

¶3,±²µ.-

- The remuneration was fixed on an arm’s length basis.

Bangchak Petroleum Public Company Limited

Mr. Surachai Kositsareewong, Director of MCOT Plc., is Senior Executive Vice President, Accounting and Finance of Bangchak

1¦ Bangchak purchased the advertising airtime from MCOT Plc. 2¦ Bangchak hired Panorama Ôorldwide Co., Ltd., a subsidiary of MCOT Plc. for the production of documentary program.

±,2±3,´2±.-

-

1,µ2³,µ2².-

- The remuneration was fixed on an arm’s length basis.

1,µ2²,µ­­.-

-

-

Mr. Sutham Siritipsakorn, director of MCOT Plc., ¥holding office between 1 Çan - ³ Nov 2­12¦ , was a director of National Housing Authority

1¦ National Housing Authority purchased the advertising airtime from MCOT Plc. 2¦ National Housing Authority hired Panorama Ôorldwide Co., Ltd., a subsidiary of MCOT Plc. for the production of documentary program.

1,²23,3³±.-

-

3²²,1±­.-

²,1³±,1­´.-

-

-

National Housing Authority

MCOT Annual Report 2012

-

- The remuneration was fixed on an arm’s length basis. -

183


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184


Related government Relationship with MCOT Plc entitiesƒ private companies

Type of Transaction

Transaction Value Statements of Income January-December ¨ear 2012 Revenues

Balance Sheet As of December 31, 2012 Trade Account Receivable

Expenses

Conditionƒ Pricing Policy

Trade Account Payable

Government Saving Bank

Mr. Sutham Siritipsakorn , director of MCOT Plc., ¥holding office between 1 Çan - ³ Nov 2­12¦, was a director of Government Saving Bank

Government Saving 11,²±2,2±3.Bank purchased the advertising airtime from MCOT Plc.

-

³,¶µ´,23±.-

- The remuneration was fixed on an arm’s length basis.

Islamic Bank of Thailand

Mr. Premkamol Tinnakorn na Ayutthaya, Director of MCOT Plc., was the Director of Islamic Bank of Thailand.

Islamic Bank of Thailand purchased the advertising airtime from MCOT Plc.

-

-

¶,­­­.-

- The remuneration was fixed on an arm’s length basis.

Krungthai Bank ¥KTB¦

Mr. Öongyutt Chaipromprasith, Director of MCOT Plc., ¥since Dec ±, 2­12¦, was a director of Krungthai Bank

1¦ KTB purchased the advertising airtime from MCOT Plc. 2¦ Banking service fees and charges

2µ­,3´±.-

-

2µ­,3´±.-

-

31,13­.-

-

- The remuneration was fixed on an arm’s length basis. 11,3±2.-

Mr. Öongyutt Chaipromprasith , Director of MCOT Plc., ¥since Dec ±, 2­12¦, was the director of EGAT

EGAT purchased the advertising airtime from MCOT Plc.

2,1µ2,´­3.-

Electricity Generating Authority of Thailand ¥EGAT¦

MCOT Annual Report 2012

- 2­,³²³,²³1.-

- The remuneration was fixed on an arm’s length basis.

185


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186


Related government Relationship with MCOT Plc entitiesƒ private companies

Thailand Post Co., Ltd.

President of MCOT Plc., Mr. Anek Permwongsenee was the Chairman of Thailand Post Co., Ltd. and a Director of MCOT Plc., Mr. Kraitos Ongchaisak ¥since Dec 2³, 2­12¦, was the director of Thailand Post Co., Ltd.

Type of Transaction

Transaction Value Statements of Income January-December ¨ear 2012 Revenues

Trade Account Receivable

Expenses

Conditionƒ Pricing Policy

Balance Sheet As of December 31, 2012 Trade Account Payable

- The remuneration was fixed on an arm’s length basis.

1¦ Thailand Post Co.,Ltd. purchased the advertising airtime from MCOT Plc. 2¦ Thailand Post Co.,Ltd. purchased the advertising airtime from SeedMCOT Co.,Ltd.. 3¦ The postal service’s charge of Thailand Post Co., Ltd. - MCOT - Panorama - SeedMCOT

3,³¶3,±²µ.-

-

1,­²­,­­­.-

1,2¶³,­­­.-

-

-

-

-

¶±,312.³3,±´3.12,±2³.-

-

32´,µ´3.-

The Botanical Garden Organization

President of MCOT Plc., Mr. Anek Permwongsenee, was the Chairman of the Botanical Garden Organization ¥Çanuary - September 2­12¦ and Mrs. Phornsiri Manoharn, Director of MCOT Plc., ¥since Nov 23, 2­12¦ was the director of the Botanical Garden Organization.

The Botanical Garden Organization purchased the advertising airtime from MCOT Plc.

12,¶3².-

-

-

- The remuneration was fixed on an arm’s length basis.

Electricity Generating Public Company Limited ¥EGCO¦

Mr. Sorajak Kasemsuvan, Chairman of MCOT Plc., ¥hodlding office between Çan 1 - Oct µ, 2­12¦, was the director of EGCO

Panorama worldwide Co., Ltd. were received sponsorship by EGCO for their program

³²,­­­.-

-

-

- The remuneration was fixed on an arm’s length basis.

MCOT Annual Report 2012

187


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MCOT =L<"L35=J#dL5úýýý

188


Policy of Potential Connected Transactions For any connected transactions to be entered into in the future, MCOT Plc. places a policy of compliance with the Securities and Exchange Act, regulations and notifications of the Stock Exchange of Thailand, the Securities and Exchange Commission, and the Capital Market Supervisory Board, requirements about disclosure of connected transactions of listed companies, as well as compliance with the accounting standard of information disclosure of related individuals or entities as prescribed by The Institute of Certified Accountants and Auditor of Thailand. The Board of Directors of MCOT Plc. in the Meeting No. 13¬2­­µ, held on µ September 2­­µ, gave an approval in principle that any general trade agreement for transactions to be entered into between the Company and its subsidiaries and all their related directors, executives or individuals shall comply with the Securities and Exchange Act ¥Amendment¦, B.E. 2²²1. Moreover, the Office of Corporate Secretary is responsible for compiling all connected transactions to be proposed to the Audit Committee at every quarter. For any potential connected transactions such as the transactions occurred from how MCOT Plc. hired Panorama Ôorldwide Co., Ltd. and SeedMCOT Co., Ltd., which are subsidiaries of MCOT Plc., for the production of programs, the transactions occurred from how MCOT Plc. was engaged to broadcast advertising spots for agencies, entities or state enterprises of which major shareholders of MCOT Plc. were shareholders or of which the directors of MCOT Plc. were also the directors or executives, or the transactions occurred from the profit sharing given to MCOT Plc. by those related companies from the Çoint Operation Agreement. In case that MCOT Plc. enters into any connected transaction with any individual which may cause conflict of interests, the Audit Committee of MCOT Plc. shall give advice on the appropriateness of such transaction. If the Audit Committee has no adequate expertise in considering any of such connected transactions, MCOT Plc. shall have other persons with special knowledge and expertise, e.g. auditor or property appraiser who are not related to MCOT Plc. or persons possibly causing the conflict of interests, give comments about those connected transactions. The opinions shared by the Audit Committee or persons with special knowledge and expertise shall be used in the decision-making of the Board of Directors or the shareholders, as the case may be, to ensure that those connected transactions shall not be a removal or conversion of interests between MCOT Plc., subsidiaries, associated companies, related companies or shareholders of MCOT Plc. The Company shall definitely regard the best interest of all shareholders, especially the minor shareholders.

MCOT Annual Report 2012

189


M"<<: Y2<F34 2555 Interesting Activities in 2012


MY2<F34 "<<: 2555 Interesting Activities in 2012 C ' 6' Ă&#x153;Â&#x2C6; /g8 AÄ&#x201D; '+%D #<1)E&.=Ä&#x2022;#<1)C)Ă? 9 Ying Keng Ruam Jai Futsal Thai Su Futsal Lokâ&#x20AC;? ( 9 Leading Business women Supports Thailand National Futsal Team to Pave the Way towards FIFA Futsal World Cup)

1.% 'Ä&#x201D;+%Ä&#x201D;6&1.#<1) E¤RO 2012 MCOT, Co-host Broadcaster of Euro 2012

MCOT =L<"L35=J#dL5úýýý

192


C ' 6'$6"&'Ä&#x2DC;A)8%"'4A9&'8 Ă&#x153;A8A)Ä&#x2022;6Ă? The Benefits and Happiness of the Land

6'"5) <.65 Road show

% . 1.% B) 5 '6&6'D/%Ä&#x201D;"'Ä&#x2022;1%AÄ&#x2039;5+'6&6'B)4"89' <$6" Press Conference on the launch of Modernine TVâ&#x20AC;&#x2122;s New Scheduleâ&#x20AC;?

MCOT Annual Report 2012

193


6 60 Ä&#x152; E&C'5,Ä&#x2DC; 35 Ä&#x152; 1.% "'Ä&#x2022;1%AÄ&#x2039;5+9%Ä&#x201D;6+ Ă&#x153;A8'Ä&#x2DC; 16& 8+.Ä&#x2DC;Ă? â&#x20AC;&#x153;Thai Televisionâ&#x20AC;&#x2122;s 60th Anniversary, MCOTâ&#x20AC;&#x2122;s 35th Anniversaryâ&#x20AC;? and the launch of â&#x20AC;&#x153;Birdâ&#x20AC;&#x2122;s eye Newsâ&#x20AC;?

Â&#x2C6; Ä&#x201D;6+D/%Ä&#x201D; 1.% New Look of MCOTâ&#x20AC;&#x2122;s News Program

1.% B) 5 '6&6' Press Conference on â&#x20AC;&#x153;Modernine TVâ&#x20AC;&#x2122;s Schedule Revampâ&#x20AC;?

MCOT =L<"L35=J#dL5úýýý

194


AÄ&#x2039;5+'6&6' Ă&#x153;1#Ä?6 Ä&#x2022;6E&Ă? The launch of â&#x20AC;&#x153;Tor-Fah Pah-Thaiâ&#x20AC;? TV Program (Thai fashion designer Contest Show)

Â&#x161;PN Award '5J 9I 22 22nd KPN Award

MCOT Annual Report 2012

195


C ' 6' Ă&#x153;A8%&8J%D/Ä&#x2022;Ä&#x2022;1 6&BDÄ&#x2022;Ă? â&#x20AC;&#x153;Teum Yim Hai Nong Chai Dan Taiâ&#x20AC;? (Bring Cheer and Smiles to the Children in Southern Thailand)

Â&#x161;TB Ă&#x161; MCOT Entertainment Card 5'5A8 DB'1 + 6'C'5,Ä&#x2DC; KTB â&#x20AC;&#x201C; MCOT Entertainment Card, the first entertainment credit card in Thai Television Business

MCOT =L<"L35=J#dL5úýýý

196


C ' 6' Ă&#x153;PTT INSPIRATION . .'Ä&#x2022;6 B' 56)D .=Ä&#x201D;5906C1)8%Ä&#x2039;Ă? â&#x20AC;&#x153;PTT Inspirationâ&#x20AC;? (PTT Inspires Thai athletes to gear up for the Olympics)

6 Ă&#x153;A CC)&9 2555Ă? Technology Street 2012

MCOT Annual Report 2012

197


<K!@J>WD !@K:CcKV<]" '6 +5)"561 Ę'9AĔ '6&6'ƒ =ĕ Eĕ'5'6 +5) ‰ .66 ‰ =ĕ 5 ‰

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SAA Awards for Listed Companies '6&6'ƒ =ĕ Eĕ'5'6 +5) ‰ .66 ‰ =ĕ 5 ‰

;T*LTI:;@E 9IW@T5V-D Investor Relations LCT'C;S$IV_'ETRMMGS$9ES@D

'6 +5)Ĕ6+9AĔ '4 N6A;1 .". 55 '6&6'ƒ =ĕ Eĕ'5'6 +5) ‰ .66 ‰ =ĕ 5 ‰

LlT;S$%TIc9D ET*ISG%TI6W_6; ASIA VISION

6'BĔ 516 6'1<'5-Ę")5

6 |BEAT A¦ARDS} '6&6'ƒ =ĕ Eĕ'5'6 +5) ‰ .66 ‰ =ĕ 5 ‰

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Thailand Energy Awards '6&6'ƒ =ĕ Eĕ'5'6 +5) ‰ .66 ‰ =ĕ 5 ‰

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MCOT =L<"L35=J#dL5úýýý

198


Awards Outstanding OrganiÉational Development Awards Recipient ‰ Category ‰ Host OrganiÉer ‰

MCOT Plc. Information Management State Enterprise Policy Office, Ministry of Finance

SAA Awards for Listed Companies Recipient ‰ Category ‰ Host OrganiÉer ‰

Miss Thanaporn Thaweepanich Best Investor Relations Securities Analysts Association

Best News Reporting Awards of February 2012 Recipient ‰ Category ‰ Host OrganiÉer ‰

Thai News Agency Best News Reporting ASIA VISION

BEAT A¦ARDS Recipient ‰ Category ‰ Host OrganiÉer ‰

MCOT Plc. Social Responsibility in Energy Conservation Promotion The Energy Policy and Planning Office, Ministry of Energy

Thailand Energy Awards Recipient ‰ Category ‰ Host OrganiÉer ‰

Modernine Cartoon Outstanding Achievement, Media Category ¥Television¦ for Energy Conservation and Alternative Energy Promotion Department of Alternative Energy Development and Efficiency, Ministry of Energy

MCOT Annual Report 2012

199


'6 +5)B. 5& .<'+5Ę '6&6'ƒ =ĕ Eĕ'5'6 +5) ‰ .66 ‰

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MCOT =L<"L35=J#dL5úýýý

200


Sangchai Sunthornvut Awards Recipient ‰ Category ‰ Recipient ‰ Category ‰ Recipient ‰ Category ‰ Recipient ‰

Mr. Surasak Rimseub, Thai News Agency News title· Obpayob Ôun Maha Autokkapai ²± ¥2­11 Massive Flooding Causes Chaotic Evacuation¦ Category· Television News Best Current Affairs News Ms. Padung Ôannalak, Thai News Agency News title· Puan Tai Run Raeng ¥Ònrest in Southern Thailand¦ Category· Television News Honorable Mention for Current Affairs News Mr. Komsan Aiumkamnerd News title· Natee Cheewit Maha Autokkapai ²± ¥Moment of Life in 2­11 Massive Flooding¦ Category· Television News Honorable Mention for Current Affairs News

Category ‰

Mr. Santivitee Prombutra News title· Sarnkaemee Rabard Tee Tung Kula ¥Chemical Leak at Tung Kula¦ Category· Radio News Recognition Award News with Sound Effects

Host OrganiÉer ‰

Sangchai Sunthornvut Foundation and Thai Broadcast Journalists Association

The 13th Thep Thong Awards Recipient ‰ Category ‰

DÇs from FM ¶² MHz-Luktung Mahanakorn· 1. Miss Candy Rakkaen 2. Miss Orawee Sajjanon Outstanding Media in Thai Language Òsage

Host OrganiÉer ‰

Broadcasters Association of Thailand

The 3rd Nattarat Awards Recipient ‰ Category ‰

Khun Pra Chuay Program on Modernine TV by Ôorkpoint Entertainment Plc. Best Variety Show Program

Host OrganiÉer ‰

The Professionals of Broadcasting Council Thailand

MCOT Annual Report 2012

201


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MCOT =L<"L35=J#dL5úýýý

202


Honorable Awards for Persons and OrganiÉations Participating in Anti Smoking Campaign Recipient ‰

Category ‰

Radio Host on F.M. ¶³.² Food for Brain 1. Dr. Òdomsilp Srisaengngam from Mong Chee Ôit Mee Chee Ôa 2. Dr. Somkiat On - wimon from Chao Thun Lok 3. Ms. Ammorn Banjong from Ôae Tee Kwam Kid ±. Mr. Thiwawat Patarakulwanich from  Is Am Are -

Host OrganiÉer ‰

Action on Smoking and Health Foundation ¥Thailand¦

Contemporary Art and Folk Art Promotion Award Recipient ‰ Category ‰

Mr. Kampoo Puripuwadol Miss Rachanee Suthitham -

Host OrganiÉer ‰

Pracha Nukun Club

Ta Chang Thong Awards Recipient ‰ Category ‰

Miss Nachompunuch Rojchalasith from Ôan Nee Tee Ror Koy Program ¥Public service¦ People of The Year

Host OrganiÉer ‰

Committee of Youth Protection for Department of Youth Observation and Protection

MCOT Annual Report 2012

203


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MCOT =L<"L35=J#dL5úýýý

204


The 16th Photo Journalist Award |¨ear 2011-2012} Recipient ‰ Category ‰

Mr. Preesorn Ma-Ke, Thai News Agency Photo· Car Bomb at Lee Garden Hotel Best TV News Footage

Recipient ‰ Category ‰

Mr. Komsan Aemkumnerd, Thai News Agency Photo· Na tee Chee Ôit ¥Moment of Life¦ First Runner-up for TV News Footage

Recipient ‰ Category ‰

Mr. Piroje Ôangtapaniyakul, Thai News Agency Photo· Pa Ka Rang Aow Kung Krabaen ¥Coral Reef at Kung Krabaen¦ Honorable Mention for News Documentary

Host OrganiÉer ‰

Photojournalist Association of Thailand

PIšANAS Awards 2012 Recipient ‰ Category ‰

Sa Mo Sorn Sukaparb Program ¥Health Club¦ Outstanding Health and Life Program

Recipient ‰ Category ‰

Du Dee Mee Tham Program ¥Dhamma¦ Outstanding Morality Program

Recipient ‰ Category ‰

Khun Pra Chuay Program ¥Thai Culture¦ Outstanding Arts and Cultural Program

Recipient ‰ Category ‰

Ching Cha Sa Ôan Program ¥Country Band Contest¦ Outstanding Program in Arts and Music

Host OrganiÉer ‰

Broadcaster and Journalist’s Assembly of Thailand ¥BJ.AT¦

MCOT Annual Report 2012

205


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MCOT =L<"L35=J#dL5úýýý

206


PIšANAS Awards 2012 Recipient ‰ Category ‰

Ku Love Talon Tour Program ¥Traveling Guide¦ Outstanding Tourism Program

Recipient ‰ Category ‰

Kon Thai Hua Jai Kaset Program ¥Thai Agriculture¦ Outstanding Agricultural Program

Recipient ‰ Category ‰

Ôan Nee Tee Ror Koy Program ¥Public Service¦ Outstanding Public Interest Program

Host OrganiÉer ‰

Broadcaster and Journalist’s Assembly of Thailand ¥BJ.AT¦

Cho Sa-ard Award of 2012 Recipient ‰ Category ‰

Thai News Agency 1. Outstanding News Documentary Broadcaster - Mr. Tinnakorn Ôeerapolsilp, Thai News Agency News title: Took Khong Chao Muang Hwarn ¥Suffering of Muang Hwarn People¦ 2. Outstanding News Documentary Producer - Mr. Tinnakorn Ôeerapolsilp, Thai News Agency News Title : Took Khong Chao Muang Hwarn ¥Suffering of Muang Hwarn People¦ 3. Certificate of outstanding news documentary Producer - Mr. Santivitee Prombutra, Thai News Agency News title: Jor Leuk Kar Charng Yong Karn Muang Tong Thin ¥Investigation Linkages between Local Politics Links and Elephant Trafficking¦ News title: Com Lom Pol Puang Pra Mual Mai Prong Sai ¥Revocation of Computer Purchase due to Doubtful Auction¦ - Mrs. Pinyurat Nakseweewong, Thai News Agency News title: Lak Lob Sue Ya Rongpayabarn Chae Kolkong Buek Chai Pseudo ¥Illegal Prescription of Pseudoephedrine in Hospitals¦ - Mr. Tinnakorn Ôeerapolsilp, Thai News Agency News title: Ka Buan Karn Tudjarit Ta Bien Rat ¥Corruption in Civil Registration¦

Host OrganiÉer ‰

Office of the National Anti-Corruption Commission

MCOT Annual Report 2012

207


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MCOT =L<"L35=J#dL5úýýý

208


Best News Station Award for 2011-2012 Recipient ‰ Category ‰ Host OrganiÉer ‰

Modernine TV Best News Station News Exchange Network, Asia Pacific Television ¥ASIA VISION¦

Dara Awards 2012 Recipient ‰ Host OrganiÉer ‰

MCOT Plc. Sathira Dhammasathan Center

Honorable Mention Award for News Documentary on Children Rights Promotion Recipient ‰ Category ‰ Host OrganiÉer ‰

Miss Srisuda Vinijsuwan Honorable Mention Award for News Documentary on Children Rights Promotion entitled Rongrien Nai Rai-Som ¥A School in Orange Farm¦ Isra Institute, Thai Press Development Foundation sponsored by ÒNICEF Thailand

MCOT Annual Report 2012

209


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MCOT =L<"L35=J#dL5úýýý

210


BRANCH OFFICES No. 1

No. 2

No. 3

No. 4

No. 5

No. 6

No. 7

No. 8

No. 9

No. 10

No. 11

No. 12

No. 13

1³¬² Soi 13 Nimanhemin Road Suthep Sub-district, Muang District, Chiang Mai ²­2­­ Tel. ¨³³ ¥­¦ ²3 3²´­³1-2 ±1³ Moo ³, Fangmin-Nongbua Daeng Road Rim Kok Sub-district, Muang District Chiang Rai ²´­1­ Tel. ¨³³ ¥­¦ ²3 1²2­±2 ´¬3­ Pratooklong 2 Road, Ôiang Sub-district Muang District, Phayao ²³­­­ Tel. ¨³³ ¥­¦ ²± ±µ±323 ³3 Panglor Nikhom Road, Chongkham Sub-district, Muang District, Mae Hong Son ²µ­­­ Tel. ¨³³ ¥­¦ ²3 ³¶²²³µ 1­± Moo ², Nakhon Sawan-Phitsanulok Road Baan Na Sub-district, Ôachirabaramee District Phichit ³³1±­ Tel. ¨³³ ¥­¦ ²³ ¶­­­¶­ 2¬²¶¬³­ Yantrakitkoson Road, Naiwiang Sub-district, Muang District, Phrae ²±­­­ Tel. ¨³³ ¥­¦ ²± ²22µ´¶ 1²¶¬²¶ Moo 1­, Baan Klang Sub-district Muang District, Lamphun ²1­­­ Tel. ¨³³ ¥­¦ ²3 ²2²³­2-3 22¬± Moo 1, Kung Ta Phao Sub-district Muang District, Òttaradit ²3­­­ Tel. ¨³³ ¥­¦ ²² ±12¶22 ¶1 Moo 2, Yang Sai Sub-district Muang District, Sukhothai ³±­­­ Tel. ¨³³ ¥­¦ ²² ³1±´±´ 3³1¬1± Moo 2, Bung Phra-Ôat Lom Road Bung Phra Sub-district, Muang District Phitsanulok ³²­­­ Tel. ¨³³ ¥­¦ ²² 2µ´µ33 1±3¬2 Moo ´, Liang Muang Road Nong Pling Sub-district, Muang District Kamphaeng Phet ³2­­­ Tel. ¨³³ ¥­¦ ²² ´1­­¶1 3²´¬22-23 Boonyawaat ¥Chatchai¦ Road Suan Dok Sub-district, Muang District, Lampang ²213­ Tel. ¨³³ ¥­¦ ²± 323­23 1¬¶3 Kittikachon Road, Nongluang Sub-district Muang District, Tak ³3­­­ Tel. ¨³³ ¥­¦ ²² ²12123

MCOT =L<"L35=J#dL5úýýý

No. 14

No. 15

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No. 17

No. 18

No. 19

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No. 25

No. 26

2­µ Doi Hin Kaew, Moo 2, Doo Tai Sub-district Muang District, Nan ²²­­­ Tel. ¨³³ ¥­¦ ²± ³­­´±2 ²¶¶¬1-2 Moo 2, Soi Baan Phosawang Mak Kaeng Sub-district, Muang District Òdon Thani ±1­­­ Tel. ¨³³ ¥­¦ ±2 3­±±²± ±3³-±3³¬1 Thepyothi Road, Nai Muang Sub-district, Muang District, Òbon Ratchathani 3±­­­ Tel. ¨³³ ¥­¦ ±² 2³±¶2µ 1´¶ Moo ³ Sisaket-Kantharalak Road, Sam Sub-district, Muang District, Sisaket 33­­­ Tel. ¨³³ ¥­¦ ±² µ1­222 ¶ Baan Kok Sai, Moo 1± Chaengsanit Road Nongwaeng Sub-district, Muang District Roi Et ±²­­­ Tel. ¨³³ ¥­¦ ±3 ²2²­2­ 1­3¬23 Kudyang Samakkhi, Kalasin Sub-district Muang District, Kalasin ±³­­­ Tel. ¨³³ ¥­¦ ±3 µ1²311 2nd Floor, 233 Phetkasem Department Store Municipal 1 Road, Nai Muang Sub-district Muang District, Surin 32­­­ Tel. ¨³³ ¥­¦ ±± ²3¶­µ´ 1¶¶ Moo ±, Buri Ram-Huay Ratch Road Huay Rat Sub-district, Huay Ratch District Buri Ram 31­­­ Tel. ¨³³ ¥­¦ ±± ³¶³­µ¶ ±3´ Baan Nong Song Hong, Moo 11 Kai Bok Ôaan Sub-district, Muang District Nong Khai ±31­­ Tel. ¨³³ ¥­¦ ±2 ±­´±´1 1³³ Moo µ, Nakhon Ratchima-Khonkaen Road Baan Pho Sub-district, Muang District Nakhon Ratchasima 3­31­ Tel. ¨³³ ¥­¦ ±± 2¶3­23 1³µ Moo ² Nong- Arn Sub-district Muang District, Loei ±2­­­ Tel. ¨³³ ¥­¦ ±2 µ³1¶³² ±¶µ¬1 Bumrung Muang Road, Nai Muang Sub-district, Muang District, Nakhon Phanom ±µ­­­ Tel. ¨³³ ¥­¦ ±2 ²22µ21 µ2 Baan Phrom Nimit, Moo ±, Khok Si Sub-district Muang District, Khon Kaen ±­­­­ Tel. ¨³³ ¥­¦ ±3 3´­1³³

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23µ¬¶ Chaiyaphum-Baan Khwao Road Nai Muang Sub-district, Muang District Chaiyaphum 3³­­­ Tel. ¨³³ ¥­¦ ±± µ1³¶3­ 1­¶³¬3µ Chalerm Phra Kiat Ror ¶ Road, Talaad Sub-district, Muang District, Maha Sarakham ±±­­­ Tel. ¨³³ ¥­¦ ±3 ´12³3± 1¶­ Phang Khwang Sub-district, Muang District Sakon Nakhon ±´­­­ Tel. ¨³³ ¥­¦ ±2 ´²³­­¶ 3³ Moo ², Arunprasert Road, Nong Koo Sub-district, Muang District, Yasothon 3²­­­ Tel. ¨³³ ¥­¦ ±² ´´323± 2¶ Moo ¶, Tha Kham Sub-district Khai Bang Rachan District, Sing Buri 1³1²­ Tel. ¨³³ ¥­¦ 3³ ²¶´²²² 2­¬± Baan Laem Makham, Moo 2 Thab Ma Sub-district, Muang District Rayong 21­­­ Tel. ¨³³ ¥­¦ 3µ µ³±±1± 1´2 Thoong Nonsee Sub-district Khao Saming District, Trat 2313­ Tel. ¨³³ ¥­¦ 3¶ ²¶¶11¶ 33´ Moo ³, Soi Surao Ton Kabok, Sukhumvit Road, Nongprue Sub-district, Bang Lamung District, Chon Buri 2­2³­ Tel. ¨³³ ¥­¦ 3µ ±231­­ ¶ Moo ±, Sukhaphiban Tha Mai 3 Road Tha Mai Sub-district, Tha Maka District Kanchanaburi ´112­ Tel. ¨³³ ¥­¦ 3± ³±¶µ3³ ´³¬23 Moo 2, Raksakchamoon Road Tha Chang Sub-district, Muang District Chanthaburi 22­­­ Tel. ¨³³ ¥­¦ 3¶ ±´1±±³ µ1 Moo ², Hat Thanong Sub-district Muang District, Òthai Thani ³1­­­ Tel. ¨³³ ¥­¦ ²³ ²13´¶± 23¬1 Nong Khaam Road, Koh Lak Sub-district Muang District, Prachuap Khiri Khan ´´­­­ Tel. ¨³³ ¥­¦ 32 ³11¶µ2 ´3 Moo ¶, Takdad Sub-district, Muang District Chumphon µ³1¶­ Tel. ¨³³ ¥­¦ ´´ ³±1²³´ ³3¬2 Moo 3, Phor Khun Talay Road Makham Tia Sub-district, Muang District Surat Thani µ±­­­ Tel. ¨³³ ¥­¦ ´´ ±­²±±± ¶¶¶ K.R. Mansion, Moo 3, Phetkasem Road Bang Non Sub-district, Muang District, Ranong µ²­­­ Tel. ¨³³ ¥­¦ ´´ µ3­222

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No. 56

1¶µ¬1 Moo ±, Trang-Sikao Road, Bang Rak Sub-district, Muang District, Trang ¶2­­­ Tel. ¨³³ ¥­¦ ´² 2´µ­12 3¶ Ôongwarich Road, Kor Hong Sub-district Hat Yai District, Songkhla ¶­11­ Tel. ¨³³ ¥­¦ ´± 2²³µ­¶ ³²¬1² Moo 1, Thep Kasatri Road, Koh Kaew Sub-district, Muang District, Phuket µ3­­­ Tel. ¨³³ ¥­¦ ´³ 23¶±¶² 2³1 Moo ´, Saithai Sub-district Muang District, Krabi µ1­­­ Tel. ¨³³ ¥­¦ ´² ³23²³3 ¶1¬´ Moo ³, Na Phru Sub-district Phra Phrom District, Nakhon Si Thammarat µ­­­­ Tel. ¨³³ ¥­¦ ´² 3´µ²1µ 1­­¬1 Moo ³, Rom Klao Road, Sateng Nok Sub-district, Muang District, Yala ¶²­­­ Tel. ¨³³ ¥­¦ ´3 2­21­­ ±µ Moo µ, Aphai Borirak Road, Khuan Maphrao Sub-district, Muang District, Phatthalung ¶3­­­ Tel. ¨³³ ¥­¦ ´± ³113¶¶ 311¬12-13 Moo ±, Phetkasem Road Ôang Takaw Sub-district, Lang Suan District Chumphon µ³11­ Tel. ¨³³ ¥­¦ ´´ ²±±±²´ ±3 Ôang Mai Hotel, Satun Thani Road Phiman Sub-district, Muang District Satun ¶1­­­ Tel. ¨³³ ¥­¦ ´± ´213²± 1²1¬1²-1³ Suriyapradit Road, Bang Nak Sub-district, Muang District, Narathiwat ¶³­­­ Tel. ¨³³ ¥­¦ ´3 ²21­3± ±²¬2¶-3­ Moo 3, Phetkasem Road Takdad Sub-district, Muang District Pang- nga µ2­­­ Tel. ¨³³ ¥­¦ ´³ ±µ11¶¶ 2¶´¬13±-13² Moo ±, Nong Chik Road Rusamilae Sub-district, Muang District Pattani ¶±­­­ Tel. ¨³³ ¥­¦ ´3 3331²¶ ³3¬³ Rama IÕ Road, Huay Kwang Sub-district Huay Kwang District, Bangkok 1­31­ Tel. ¨³³ ¥­¦ 2 2­1 ³­­­ 2²¬² Moo 3, Paa Phaek Sub-District Kong Krailat District, Sukhothai ³±1´­ Tel. ¨³³ ¥­¦ ²² ³2²­´³ 2²¬3 Moo 3, Paa Phaek Sub-District Kong Krailat District, Sukhothai ³±1´­ Tel. ¨³³ ¥­¦ ²² ³¶11­±

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No. 71

2­¶ Moo 2, Du Tai Sub-district Muang District, Nan ²²­­­ Tel. ¨³³ ¥­¦ ²± ³­­´3´ µ2¬1 Moo ±, Khok Si Sub-district Muang District, Khon Kaen ±­­­­ Tel. ¨³³ ¥­¦ ±3 2±³±1µ 22± Moo 1±, Rai Noi Sub-district, Muang District Òbon Ratchathani 3±­­­ Tel. ¨³³ ¥­¦ ±² ±3²2­­ 2²² Moo ³, Khlong Phai Sub-district, Sikhio District, Nakhon Ratchasima 3­1±­ Tel. ¨³³ ¥­¦ ±± 2­´±­1 ±µ¶ Moo µ, Huai Yang Sub-district Muang District, Sakon Nakhon ±´­­­ Tel. ¨³³ ¥­¦ ±2 ´­1±²´ 13­ Moo 1´, Chaniang Sub-district Muang District, Surin 32­­­ Tel. ¨³³ ¥­¦ ±± ²1±³1³ ¶¶ Moo 3, San Tom Sub-district Phu Ruea District, Loei ±21³­ Tel. ¨³³ ¥­¦ ±2 µ­¶²¶¶ 1µ Moo 1±, Roi Et-Maha Sarakham Road Nong Ôaeng Sub-district, Muang District Roi Et ±²­­­ Tel. ¨³³ ¥­¦ ±3 ²2²1­²-³ 32­ Moo 1, Mukdahan-Amnat Charoen Road Kham Ahuan Sub-district, Muang District Mukdahan ±¶­­­ Tel. ¨³³ ¥­¦ ±2 ³133¶´ ³¶¬² Moo ³, Liang Muang Road, Makham Tia Sub-district, Muang District, Surat Thani µ±­­­ Tel. ¨³³ ¥­¦ ´´ 2µ2²´¶ ³­¬2 Moo ³, Liang Muang Road, Makham Tia Sub-district, Muang District, Surat Thani µ±­­­ Tel. ¨³³ ¥­¦ ´´ 2µ2¶±´ ²¶¬1µ Moo 3, Ratsada Sub-district Muang District, Phuket µ3­­­ Tel. ¨³³ ¥­¦ ´³ 21±¶±µ ´3 Moo ¶, Takdad Sub-district, Muang District Chumphon µ³­­­ Tel. ¨³³ ¥­¦ ´´ ³±1²22 1­¬³ Moo ´, Na Tham Nua Sub-district Muang District, Trang ¶21¶­ Tel. ¨³³ ¥­¦ ´² 2µ±1³± 3±¶¬1­ Saritphoomnart Road Phiman Sub-district, Muang District Satun ¶1­­­ Tel. ¨³³ ¥­¦ ´± ´213²´

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No. 83

13¬³ Moo ³, Bang Sai Sub-district Takua Pa District, Phang-nga µ211­ Tel. ¨³³ ¥­¦ ´³ ±´´111 11² Moo 1, Bang Non Sub-district Muang District, Ranong µ²­­­ Tel. ¨³³ ¥­¦ ´´ µ2±1µ´ ±1­ Moo 3, Ron Phibun Sub-district Ron Phibun District, Nakhon Si Thammarat µ­13­ Tel. ¨³³ ¥­¦ ´² 3±µ±´¶ µ2 Moo ´, Hua Phai Sub-district Muang District, Sing Buri 1³­­­ Tel. ¨³³ ¥­¦ 3³ ²µµ±±±-² 1­¶¬11 Amarinwithi Road, Paknam Pho Sub-district, Muang District, Nakhon Sawan ³­­­­ Tel. ¨³³ ¥­¦ ²³ 22´33¶ 22´ Moo 13, Baan That Sub-district, Phen District Òdon Thani ±11²­ Tel. ¨³³ ¥­¦ ±2 2²­³¶3 ±2± Moo ³, Taling Chan Sub-district Bannang Sata District, Yala ¶²13­ Tel. ¨³³ ¥­¦ ´3 21µ11±-² 1¶ Moo ±, Sa Kaeo Sub-district Muang District, Sa Kaeo 2´­­­ Tel. ¨³³ ¥­¦ 3´ 2±1²´µ ¶3 Moo 3, Ao Noi Sub-district Muang District, Prachuab Khiri Khan ´´­­­ Tel. ¨³³ ¥­¦ 32 ³11¶²µ ´±± Faculty of Sciences and Liberal Arts ¥Building 1¶¦, Rajamangala Òniversity of Technology Isan, Muang District Nakhon Ratchasima 3­­­­ Tel. ¨³³ ¥­¦ ±± 2¶3­23 µ­¬3 Loei-Dan Sai Road, Kut Pong Sub-district Loei ±2­­­ Tel. ¨³³ ¥­¦ ±2 µ³1¶³² ´3¬12 Rakkarndee Road, Òthai Mai Sub-district Muang District, Òthai Thani ³1­­­ Tel. ¨³³ ¥­¦ ²³ ²13´¶±

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MCOT: Annual Report 2012  
MCOT: Annual Report 2012  

MCOT Annual Report 2012

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