Bigc 08 by Brother Roger

°«à“ 130 ≈â“π∫“∑

°«à“ 5,000 ≈â“π∫“∑

¡Ÿ≈π‘∏‘∫‘Í°´’™à«¬‡ √‘¡ √â“ßÕπ“§μ‡¥Á°‰∑¬ √à«¡ “πΩíπ π—∫ πÿπ°“√»÷°…“‡¥Á°‰∑¬

∫‘Í°´’¡’ à«π√à«¡„Àâ·√ßß“π∑âÕß∂‘Ëπ¡’√“¬‰¥â ¥â«¬°“√®â“ß·√ßß“π∑âÕß∂‘Ëπ∑—Ë«ª√–‡∑»

More than 130 million baht

More than 5,000 million baht

Big C Foundation has been supporting the education of Thai children for brighter future

Big C has been distributing income to our local staffs

°«à“ 7,000 ≈â“π∫“∑

∫‘Í°´’¡ÿàß¡—Ëπ √â“ß§«“¡æ÷ßæÕ„®„π√–¥—∫ Ÿß ÿ¥·°àºŸâ∫√‘‚¿§

∫‘Í°´’·≈–§ÿ≥√à«¡‡°◊ÈÕÀπÿπ∑âÕß∂‘Ëπ‰∑¬ ®—∫®à“¬∑’Ë∫‘Í°´’ §◊π¿“…’ Ÿà∑âÕß∂‘Ëπ More than 7,000 million baht Big C and our customer have been helping local development by paying local tax

Big C is committed to delivering the highest value to customers

“√∫—≠ ¢ÕμâÕπ√—∫ Ÿà∫‘Í°´’

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∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) (™◊ËÕ¬àÕ„π°“√´◊ÈÕ¢“¬À≈—°∑√—æ¬åœ : BIG C) °àÕμ—Èß¢÷Èπ‡¡◊ËÕ ªï 2536 ‡æ◊ËÕ¥”‡π‘π∏ÿ√°‘®§â“ª≈’° ¡—¬„À¡à„π√Ÿª·∫∫´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ™—Èππ”¢Õß‰∑¬¿“¬„μâ™◊ËÕ ç∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√åé ∫‘Í°´’®”Àπà“¬ ‘π§â“ ∑’Ë¡’§ÿ≥¿“æ·≈–À≈“°À≈“¬ „π√“§“ª√–À¬—¥ –Õ“¥∂Ÿ° ÿ¢≈—°…≥– ·≈–°“√„Àâ ∫ √‘ ° “√∑’Ë ‚ ¥¥‡¥à π μ≈Õ¥®π∫√√¬“°“»·≈–°“√μ°·μà ß ∑’ËÕ”π«¬§«“¡ –¥«°·°à≈Ÿ°§â“„π°“√´◊ÈÕ ‘π§â“ ¿“¬„μâ ‚≈·°π ç‡√“ „Àâ§ÿ≥¡“°°«à“§”«à“∂Ÿ°é ‡æ◊ËÕ √â“ß§«“¡æ÷ßæÕ„®·°àºŸâ∫√‘‚¿§ ªí®®ÿ∫π— ∫√‘…∑— œ ¡’æπ—°ß“π°«à“ 16,000 §π·≈–¡’ “¢“∑’‡Ë ªî¥„Àâ∫√‘°“√®”π«π∑—ßÈ ‘πÈ 66 “¢“§√Õ∫§≈ÿ¡∑—«Ë ª√–‡∑»·∫àß‡ªìπ “¢“„π‡¢μ°√ÿß‡∑æœ ·≈–ª√‘ ¡ ≥±≈®”π«π 27 “¢“ ·≈– “¢“„πμà “ ß®— ß À«— ¥ ®”π«π 39 “¢“ ∑—È ß π’È ∫√‘ …— ∑ œ ‡ªì π Õß§å ° √∏ÿ √ °‘ ® ∑’Ë ‡ ªì π æ≈‡¡◊ Õ ß¥’ ¢ Õßª√–‡∑» ¡ÿàß¡—Ëπ„π°“√ √â“ß √√§å§ÿ≥ª√–‚¬™πå·°à≈Ÿ°§â“ æπ—°ß“π ·≈–ºŸâ∂◊ÕÀÿâπ ‡æ◊ËÕ∫√√≈ÿ‡ªÑ“À¡“¬¥—ß°≈à“« ∫√‘…—∑œ ‚¥¬¡Ÿ≈π‘∏‘∫‘Í°´’æ√âÕ¡„Àâ°“√ π—∫ πÿπ °‘®°√√¡¢Õß™ÿ¡™π μ≈Õ¥®π°‘®°√√¡ “∏“√≥°ÿ»≈μà“ßÊ „πæ◊Èπ∑’Ë∑’Ë∫‘Í°´’‡¢â“‰ªª√–°Õ∫∏ÿ√°‘®Õ¬à“ßμàÕ‡π◊ËÕß

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§à“π‘¬¡∑’Ë 1 ‡√“®–μâÕß‡ªìπ∑’ËÀπ÷Ëß„π°“√∫√‘°“√≈Ÿ°§â“ ·≈–‡ªìπºŸâπ”„π°“√ π”‡ πÕ√“§“∑’Ë∂Ÿ°∑’Ë ÿ¥„πμ≈“¥ ‡æ√“–≈Ÿ°§â“¢Õß‡√“∑ÿ°§π¡’§«“¡ ”§—≠ ∑’Ë ÿ¥ ”À√—∫‡√“

§à“π‘¬¡∑’Ë 2 ‡√“®–μâÕß¡ÿàß¡—Ëπ‡√’¬π√Ÿâ·≈–Ωñ°Ωπ‡æ◊ËÕπ”‰ªæ—≤π“ ‘Ëß∑’Ë¥’∑’Ë ÿ¥„Àâ°—∫≈Ÿ°§â“¢Õß‡√“

§à“π‘¬¡∑’Ë 3 ‡√“®–ºπ÷°°”≈—ß ª√– “πß“π‡ªìπ∑’¡ ‡æ◊ËÕ¡ÿàß¡—Ëπ Ÿà§«“¡‡ªìπ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√åÕ—π¥—∫Àπ÷Ëß„πª√–‡∑»‰∑¬∑’Ë¡ÿàß √â“ß§«“¡æ÷ßæÕ„®„Àâ°—∫≈Ÿ°§â“

§à“π‘¬¡∑’Ë 4 ‡√“®–√à«¡‡ªìπ à«πÀπ÷Ëß¢Õß™ÿ¡™π·≈–®–¥Ÿ·≈√—°…“ ‘Ëß·«¥≈âÕ¡„π™ÿ¡™π∑’Ë‡√“Õ¬Ÿà

μ—«™’È«—¥º≈ª√–°Õ∫°“√¢Õß∫‘Í°´’ ª√–®”ªï 2551

(Àπà«¬ : æ—π∫“∑) ∞“π–∑“ß°“√‡ß‘π

2549

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‘π∑√—æ¬å√«¡ Àπ’È ‘π√«¡ à«π¢ÕßºŸâ∂◊ÕÀÿâπ √“¬‰¥â√«¡ °”‰√ ÿ∑∏‘

29,956,178 15,453,472 14,502,706 65,700,136 2,123,624

34.935,097 19,167,653 15,767,444 70,900,274 2,502,454

37,331,277 19,961,048 17,370,228 78,265,533 2,851,737

(Àπà«¬ : æ—π∫“∑) Õ—μ√“ à«π∑“ß°“√‡ß‘π √–¬–‡«≈“¢“¬ ‘π§â“‡©≈’Ë¬ √–¬–‡«≈“™”√–Àπ’È‡©≈’Ë¬ Õ—μ√“°”‰√ ÿ∑∏‘ Õ—μ√“μÕ∫·∑πºŸâ∂◊ÕÀÿâπ Õ—μ√“º≈μÕ∫·∑π®“° ‘π∑√—æ¬å °”‰√μàÕÀÿâπ ¡Ÿ≈§à“Àÿâπμ“¡∫—≠™’

2549

2550 32 70 3.2 15.0 7.2 2.7 18.1

2551 31 71 3.5 16.5 7.7 3.1 19.7

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4. °“√∫√‘°“√∑’Ë‚¥¥‡¥àπ ∫√‘…—∑œ ¡Õ∫°“√∫√‘°“√∑’ËÀ≈“°À≈“¬·≈–‚¥¥‡¥àπ‡æ◊ËÕ π—∫ πÿπ„Àâ≈Ÿ°§â“¡’·∫√π¥å≈Õ¬—≈μ’È„π∫‘Í°´’ ‚¥¬‰¥â®—¥°‘®°√√¡μà“ßÊ ‡æ◊ËÕ √â“ß§«“¡ ª√–∑—∫„®„Àâ·°à≈Ÿ°§â“ „πªï 2551 ∫√‘…—∑œ ‰¥â®—¥ àß‰¥‡√Á§‡¡≈≈å‡æ◊ËÕ‡ªìπ™àÕß∑“ß„π°“√ ◊ËÕ “√°—∫≈Ÿ°§â“‚¥¬μ√ß æ√âÕ¡∑—Èß®—¥∑”∫—μ√™âÕª‚∑√ø√’ ´÷Ëß‰¥â√—∫°“√μÕ∫√—∫‡ªìπ ¡“™‘°√à«¡ 2 ≈â“π√“¬ π—∫«à“∫√‘…—∑œ ª√– ∫§«“¡ ”‡√Á®„π°“√ √â“ß·∫√π¥å≈Õ¬—≈μ’È°—∫≈Ÿ°§â“ ”À√—∫ªï 2552 ∫√‘…—∑œ ®–‡ªî¥‚Õ°“ „Àâ≈Ÿ°§â“‰¥â√—∫ª√–‚¬™πå∑’Ë‡æ‘Ë¡¢÷Èπ®“°°“√´◊ÈÕ ‘π§â“μ“¡ª°μ‘∑’Ë∫√‘…—∑œ √«¡∂÷ß°“√®—¥Õ’‡«π∑å·≈–‚ª√‚¡™—Ëπ àß‡ √‘¡°“√¢“¬‡æ◊ËÕ‡æ‘Ë¡≈Õ¬—≈μ’È °—∫≈Ÿ°§â“ ‡™àπ „π«—π∑’Ë 14 °ÿ¡¿“æ—π∏å 2552 À√◊Õ«—π«“‡≈π‰∑πå ∫√‘…—∑œ ®—¥§Õπ‡ ‘√åμ∫‘Í°´’ ∫‘Í°‡≈‘ø °—∫‡Õ‡Õø 5 ´÷Ëß≈Ÿ°§â“∑’Ë´◊ÈÕ ‘π§â“®”π«π 1,500 ∫“∑ ∑’Ë∫‘Í°´’®–‰¥â√—∫∫—μ√√«¡ 2 „∫‡æ◊ËÕ‡¢â“‰ª™¡§Õπ‡ ‘√å∑

5. °“√¬°√–¥—∫ª√– ‘∑∏‘¿“æ°“√¥”‡π‘πß“π ∫√‘…—∑œ ¡ÿàß¡—Ëπ∑’Ë®–æ—≤π“ª√– ‘∑∏‘¿“æ¢Õß°“√¥”‡π‘π∏ÿ√°‘®∑ÿ°¥â“π„π√–¥—∫ Ÿß ÿ¥ „πªï 2551 ∫√‘…—∑œ‡æ‘Ë¡ª√– ‘∑∏‘¿“æ¥â“π°“√∫√‘À“√ §≈—ß ‘π§â“·≈–´—ææ≈“¬‡™π ‚¥¬°“√®—¥‡°Á∫¢âÕ¡Ÿ≈·≈–«‘‡§√“–Àå°“√®—¥°‘®°√√¡·≈–‚ª√‚¡™—Ëπ„π™à«ß∑’Ëºà“π¡“‡æ◊ËÕª√–‡¡‘π§«“¡æ÷ßæÕ„®·≈– √Ÿª·∫∫°“√´◊ÈÕ ‘π§â“¢Õß≈Ÿ°§â“ ´÷Ëß™à«¬„Àâ∫√‘…—∑œ ¡’°“√ª√—∫ª√ÿß√–∫∫ —Ëß´◊ÈÕ ‘π§â“·≈–≈¥ªí≠À“‡√◊ËÕßª√‘¡“≥ ‘π§â“‰¡à‡æ’¬ßæÕ„π™à«ß°“√®—¥‚ª√‚¡™—Ëπ æ‘‡»… πÕ°®“°π’È ∫√‘…—∑œ ¬—ß§ß “πμàÕ‚§√ß°“√ª√—∫ª√ÿß√–∫∫‡∑§‚π‚≈¬’ “√ π‡∑»¥â«¬°“√¬°√–¥—∫√–∫∫°“√∫√‘À“√ ‘π§â“À√◊Õ√–∫∫ Gold „Àâ‡ªìπ ‡«Õ√å™—Ëπ 5 ¥â«¬ ”À√—∫ ¿“«–‡»√…∞°‘®∑’Ë™–≈Õμ—«·≈– àßº≈„Àâ≈Ÿ°§â“¡’æƒμ‘°√√¡∑’Ë‡ª≈’Ë¬π‰ª ∫√‘…—∑œ ‰¥â„™â°“√«‘‡§√“–Àå¢âÕ¡Ÿ≈‡æ◊ËÕ∑”§«“¡‡¢â“„® ∂÷ß§«“¡μâÕß°“√¢Õß≈Ÿ°§â“∑’Ë‡ª≈’Ë¬π‰ª ∑—Èßπ’È √“§“ ‘π§â“‡ªìπ ‘Ëß∑’Ë≈Ÿ°§â“„Àâ§«“¡ ”§—≠ ∫√‘…—∑œ ‰¥â∑”°“√ª√—∫ª√ÿß√–∫∫°“√ —Ëß´◊ÈÕ ‘π§â“·≈– ¥”‡π‘ππ‚¬∫“¬¥â“π√“§“Õ¬à“ßμàÕ‡π◊ËÕß„Àâ Õ¥§≈âÕß°—∫¿“«–‡»√…∞°‘®ªí®®ÿ∫—π

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1. ¢âÕ¡Ÿ≈∑—Ë«‰ª ∫√‘…∑— ∫‘°Í ´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ª√–°Õ∫°‘®°“√„πª√–‡∑»‰∑¬‚¥¬¥”‡π‘π∏ÿ√°‘®„π√Ÿª·∫∫¢Õß ç‰Œ‡ªÕ√å¡“√å‡°Áμé À√◊Õ ç´Ÿ‡ªÕ√å ‡´Áπ‡μÕ√åé ´÷Ëß‡ªìπ∏ÿ√°‘®§â“ª≈’° ¡—¬„À¡à¿“¬„μâ™◊ËÕ ç∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√åé ∫√‘À“√ß“π‚¥¬∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ·≈–∫√‘…—∑¬àÕ¬ ¡’ “¢“∑’‡Ë ªî¥„Àâ∫√‘°“√·≈â«®”π«π∑—ßÈ ‘πÈ 66 “¢“ ·∫àß‡ªìπ “¢“„π‡¢μ°√ÿß‡∑æœ ·≈–ª√‘¡≥±≈®”π«π 27 “¢“ ·≈– “¢“μà“ß®—ßÀ«—¥®”π«π 39 “¢“ ∫√‘…—∑œ ¡’∑ÿπ®¥∑–‡∫’¬π 8,250 ≈â“π∫“∑ ‡ªìπ∑ÿπ™”√–·≈â« 8,013 ≈â“π∫“∑ ‡ªìπÀÿâπ “¡—≠∑—ÈßÀ¡¥¡Ÿ≈§à“Àÿâπ≈– 10 ∫“∑ ‚¥¬¡’ Geant International B.V ·≈–°≈ÿà¡®‘√“∏‘«—≤πå‡ªìπºŸâ∂◊ÕÀÿâπ√“¬„À≠à¢Õß∫√‘…—∑œ (Geant International B.V ‡ªìπ∫√‘…—∑„π°≈ÿà¡∫√‘…—∑§“ ‘‚π ºŸâª√–°Õ∫°“√§â“ª≈’°∑’Ë¡’™◊ËÕ‡ ’¬ß„π√–¥—∫ “°≈ μ—ÈßÕ¬Ÿà„πª√–‡∑»Ω√—Ëß‡» ·≈–¡’°“√≈ß∑ÿπ„π∏ÿ√°‘®§â“ª≈’°„πª√–‡∑»μà“ßÊ ∑—Ë«‚≈°)

2. ‚§√ß √â“ß°“√®—¥°“√ ‚§√ß √â“ß°“√∫√‘À“√®—¥°“√¢Õß∫√‘…—∑œ ª√–°Õ∫¥â«¬§≥–°√√¡°“√ 5 ™ÿ¥ ‰¥â·°à §≥–°√√¡°“√∫√‘…—∑œ §≥–°√√¡°“√μ√«® Õ∫ §≥–°√√¡°“√°”°—∫¥Ÿ·≈°‘®°“√∑’¥Ë ’ §≥–°√√¡°“√∫√‘À“√§«“¡‡ ’¬Ë ß ·≈–§≥–°√√¡°“√∫√‘À“√ ‚¥¬¡’ª√–∏“π‡®â“Àπâ“∑’∫Ë √‘À“√·≈–°√√¡°“√ºŸ®â ¥— °“√„À≠à ‡ªìπºŸâ∫√‘À“√ Ÿß ÿ¥¢Õß∫√‘…—∑œ ¥—ß¡’√“¬≈–‡Õ’¬¥¥—ßμàÕ‰ªπ’È

2.1 §≥–°√√¡°“√∫√‘…—∑œ §≥–°√√¡°“√∫√‘…—∑œ ª√–°Õ∫¥â«¬°√√¡°“√ ®”π«π 11 ∑à“π ¥—ßπ’È 1. π“¬ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå ª√–∏“π°√√¡°“√ 2. π“¬∑» ®‘√“∏‘«—≤πå °√√¡°“√ 3. π“¬ππ∑æ≈ π‘Ë¡ ¡∫ÿ≠ °√√¡°“√Õ‘ √– ·≈–ª√–∏“π°√√¡°“√μ√«® Õ∫ 4. *æ≈‡Õ° «‘π—¬ ¿—∑∑‘¬°ÿ≈ °√√¡°“√Õ‘ √– ·≈–°√√¡°“√μ√«® Õ∫ 5. ¥√. √Õßæ≈ ‡®√‘≠æ—π∏ÿå °√√¡°“√Õ‘ √– ·≈–°√√¡°“√μ√«® Õ∫ 6. π“¬Õ’ø ·∫√å°π“√å ‡∫√∫ÁÕß °√√¡°“√ 7. π“¬‡«’¬¥ Œß ‚¥ °√√¡°“√ 8. π“¬ μ√“ ‡´Õ√å Õ“‚π¥å ·¥‡π’¬≈ ™“√å≈ «Õ≈‡∑Õ√å ‚®§‘¡ °√√¡°“√ 9. π“¬ª≈“·¥ ‡ÕÁ¡¡“πŸ·Õ≈ ø√—ß´—«√å ™“√å§ °√√¡°“√ 10. π“¬™“√å§ ‚¥¡‘π‘§ ‡Õ¡“π °√√¡°“√ °√√¡°“√ 11. π“¬¨Õß - ∫—øμ‘ ‡Õ¡‘π ·≈–¡’ π“ß “«√”¿“ §”ÀÕ¡√◊Ëπ √Õßª√–∏“πΩÉ“¬∫—≠™’·≈–°“√‡ß‘π ‡ªìπ‡≈¢“πÿ°“√§≥–°√√¡°“√∫√‘…—∑œ ·≈–‡≈¢“πÿ°“√∫√‘…—∑œ °√√¡°“√ºŸâ¡’Õ”π“®≈ßπ“¡·∑π∫√‘…—∑œ §◊Õ °√√¡°“√°≈ÿà¡∑’Ë 1 §◊Õ π“¬Õ’ø ·∫√å°π“√å ‡∫√∫ÁÕß π“¬ª≈“·¥ ‡ÕÁ¡¡“πŸ·Õ≈ ø√—ß´—«√å ™“√å§ π“¬ μ√“ ‡´Õ√å Õ“‚π¥å ·¥‡π’¬≈ ™“√å≈ «Õ≈‡∑Õ√å ‚®§‘¡ ·≈–π“¬™“√å§ ‚¥¡‘π‘§ ‡Õ¡“π °√√¡°“√°≈ÿà¡∑’Ë 2 §◊Õ π“¬‡«’¬¥ Œß ‚¥ π“¬∑» ®‘√“∏‘«—≤πå ·≈–π“¬ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå ‚¥¬„Àâ°√√¡°“√°≈ÿà¡∑’Ë 1 §π„¥§πÀπ÷Ëß≈ß≈“¬¡◊Õ™◊ËÕ√à«¡°—∫°√√¡°“√°≈ÿà¡∑’Ë 2 §π„¥§πÀπ÷Ëß√«¡‡ªìπ Õß§π·≈– ª√–∑—∫μ√“ ”§—≠¢Õß∫√‘…∑— œ

√“¬ß“π°“√∂◊ÕÀ≈—°∑√—æ¬å¢Õß°√√¡°“√∫√‘…—∑œ „πªï 2551 ¥—ßπ’È ≈”¥—∫

1. 2. 3. 4.

√“¬™◊ËÕ

π“¬ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå π“¬∑» ®‘√“∏‘«—≤πå π“¬ππ∑æ≈ π‘Ë¡ ¡∫ÿ≠ æ≈‡Õ° «‘π—¬ ¿—∑∑‘¬°ÿ≈

®”π«πÀÿâπ ≥ 31 ∏.§. 2550

®”π«πÀÿâπ ≥ 31 ∏.§. 2551

3,953,700 5,182,700 -

3,953,700 5,117,100 -

®”π«πÀÿâπ ‡æ‘Ë¡ (≈¥) √–À«à“ßªï (Àÿπâ ) (65,600) -

À¡“¬‡Àμÿ

√—∫μ”·Àπàß‡¡◊ËÕ 17 æ.¬. 51

æ≈‡Õ°«‘π—¬ ¿—∑∑‘¬°ÿ≈ ‰¥â√—∫·μàßμ—Èß„Àâ¥”√ßμ”·Àπàß°√√¡°“√∫√‘…—∑œ ·∑π æ≈‡Õ° ¥√. ¡πμ√’ »ÿ¿“æ√ °√√¡°“√∑’Ë¢Õ≈“ÕÕ°‡¡◊ËÕ§√∫«“√–°“√¥”√ßμ”·Àπàß μ—Èß·μà«—π∑’Ë 17 æƒ»®‘°“¬π 2551

≈”¥—∫

√“¬™◊ËÕ

®”π«πÀÿâπ ≥ 31 ∏.§. 2550

®”π«πÀÿâπ ≥ 31 ∏.§. 2551

®”π«πÀÿâπ ‡æ‘Ë¡ (≈¥) √–À«à“ßªï (Àÿπâ )

¥√. √Õßæ≈ ‡®√‘≠æ—π∏ÿå

π“¬Õ’ø ·∫√å°π“√å ‡∫√∫ÁÕß

7. 8. 9. 10. 11.

π“¬‡«’¬¥ Œß ‚¥ π“¬ μ√“ ‡´Õ√å Õ“‚π¥å ·¥‡π’¬≈ ™“√å≈ «Õ≈‡∑Õ√å ‚®§‘¡ π“¬ª≈“·¥ ‡ÕÁ¡¡“πŸ·Õ≈ ø√—ß´—«√å ™“√å§ π“¬™“√å§ ‚¥¡‘π‘§ ‡Õ¡“π π“¬¨Õß - ∫—øμ‘ ‡Õ¡‘π

À¡“¬‡Àμÿ

«“√–°“√¥”√ßμ”·Àπàß°√√¡°“√∫√‘…—∑œ §≥–°√√¡°“√∫√‘…—∑œ ‰¥â°”Àπ¥«“√–°“√¥”√ßμ”·Àπàß¢Õß°√√¡°“√‰«â§√“«≈– 3 ªï ‚¥¬°”Àπ¥„π¢âÕ∫—ß§—∫¢Õß∫√‘…—∑œ «à“ „Àâ ° √√¡°“√®”π«π 1 „π 3 ¢Õß°√√¡°“√∑—È ß À¡¥ ÕÕ°®“°μ”·Àπà ß „π°“√ª√–™ÿ ¡ “¡— ≠ ª√–®”ªï ¢ Õß∫√‘ …— ∑ œ ∑ÿ ° Ê §√“« ‚¥¬°√√¡°“√ ∑’ËÕ¬Ÿà„πμ”·Àπàßπ“π∑’Ë ÿ¥®–‡ªìπ°√√¡°“√∑’ËμâÕßÕÕ°®“°μ”·Àπàß‡¡◊ËÕ§√∫ªï∑’Ë 3 π—Ëπ‡Õß °√√¡°“√∑’ËÕÕ°®“°μ”·Àπàß¥—ß°≈à“«π—ÈπÕ“®‰¥â√—∫‡≈◊Õ°μ—Èß „Àâ‡¢â“¡“¥”√ßμ”·Àπàß„À¡à‰¥â

¢Õ∫‡¢μ Àπâ“∑’Ë ·≈–§«“¡√—∫º‘¥™Õ∫¢Õß§≥–°√√¡°“√∫√‘…—∑œ 1. ¡’Õ”π“®Àπâ“∑’Ë„π°“√°”°—∫¥Ÿ·≈°“√∫√‘À“√·≈–°‘®°“√ß“πμà“ßÊ ¢Õß∫√‘…—∑œ 2. §«∫§ÿ¡¥Ÿ·≈·≈–®—¥°“√„Àâ°“√¥”‡π‘π°“√¢Õß∫√‘…—∑œ ‡ªìπ‰ªμ“¡°ÆÀ¡“¬ «—μ∂ÿª√– ß§å ·≈–¢âÕ∫—ß§—∫¢Õß∫√‘…—∑œ μ≈Õ¥®π¡μ‘¢Õß ∑’Ëª√–™ÿ¡ºŸâ∂◊ÕÀÿâπ 3. °”Àπ¥π‚¬∫“¬·≈–∑‘»∑“ß°“√¥”‡π‘πß“π¢Õß∫√‘…—∑œ ·≈–°”°—∫§«∫§ÿ¡¥Ÿ·≈„ÀâΩÉ“¬®—¥°“√¥”‡π‘π°“√„Àâ‡ªìπ‰ªμ“¡π‚¬∫“¬∑’Ë°”Àπ¥‰«â Õ¬à“ß¡’ª√– ‘∑∏‘¿“æ·≈–ª√– ‘∑∏‘º≈‡æ◊ËÕ‡æ‘Ë¡¡Ÿ≈§à“∑“ß‡»√…∞°‘® Ÿß ÿ¥„Àâ·°à°‘®°“√·≈–º≈ª√–‚¬™πå Ÿß ÿ¥„Àâ·°àºŸâ∂◊ÕÀÿâπ

2.2 §≥–°√√¡°“√μ√«® Õ∫·≈–°√√¡°“√Õ‘ √– §≥–°√√¡°“√μ√«® Õ∫‰¥â√—∫°“√·μàßμ—Èß®“°§≥–°√√¡°“√∫√‘…—∑œ ª√–°Õ∫¥â«¬°√√¡°“√Õ‘ √–∑’Ë‰¡à‰¥â‡ªìπºŸâ∫√‘À“√¢Õß∫√‘…—∑œ ®”π«π 3 ∑à“π °√√¡°“√μ√«® Õ∫∑—ßÈ 3 ∑à“π ¥”√ßμ”·Àπàß‡ªìπ°√√¡°“√Õ‘ √–¢Õß∫√‘…∑— œ μ“¡À≈—°‡°≥±å„π°“√§—¥‡≈◊Õ°·≈–°√–∫«π°“√ √√À“ ‚¥¬¡’Õ¬à“ßπâÕ¬ 1 ∑à“πμâÕß¡’§«“¡√Ÿâ¥â“π∫—≠™’·≈–°“√‡ß‘π μ“¡∑’Ë ”π—°ß“π§≥–°√√¡°“√°”°—∫À≈—°∑√—æ¬å·≈–μ≈“¥À≈—°∑√—æ¬å°”Àπ¥ §◊Õ ™◊ÕË

μ”·Àπàß

1. π“¬ππ∑æ≈ π‘Ë¡ ¡∫ÿ≠ 2. æ≈‡Õ°«‘π—¬ ¿—∑∑‘¬°ÿ≈

ª√–∏“π°√√¡°“√μ√«® Õ∫ ·≈–1°√√¡°“√Õ‘ √– °√√¡°“√μ√«® Õ∫ ·≈–°√√¡°“√Õ‘ √–

3. ¥√. √Õßæ≈ ‡®√‘≠æ—π∏ÿå

°√√¡°“√μ√«® Õ∫ ·≈–°√√¡°“√Õ‘ √–

* æ≈‡Õ°«‘π—¬ ¿—∑∑‘¬°ÿ≈ ‰¥ââ√—∫·μàßμ—Èß„Àâ¥”√ßμ”·Àπàß·∑π æ≈‡Õ° ¥√. ¡πμ√’ »ÿ¿“æ√ ∑’Ë¢Õ≈“ÕÕ°‡¡◊ËÕ§√∫«“√–°“√¥”√ßμ”·Àπàß μ—Èß·μà«—π∑’Ë 17 æƒ»®‘°“¬π 2551 ‚¥¬¡’ π“ß “«π—π∑“«¥’ —πμ‘∫—≠≠—μ‘ ºŸâÕ”π«¬°“√ΩÉ“¬μ√«® Õ∫¿“¬„π ‡ªìπ‡≈¢“πÿ°“√§≥–°√√¡°“√μ√«® Õ∫

«“√–°“√¥”√ßμ”·Àπàß¢Õß°√√¡°“√μ√«® Õ∫ §≥–°√√¡°“√μ√«® Õ∫ ¡’«“√–°“√¥”√ßμ”·Àπàß§√“«≈– 3 ªï·≈–‡æ◊ËÕ„Àâ«“√–°“√¥”√ßμ”·Àπàß‡ªìπ‰ªÕ¬à“ßμàÕ‡π◊ËÕß ∫√‘…—∑œ ®÷ß°”Àπ¥„Àâ°√√¡°“√μ√«® Õ∫ 1 ∑à“π ÕÕ°®“°μ”·Àπàß¥â«¬«‘∏’°“√®—∫©≈“° ‡¡◊ËÕ¥”√ßμ”·Àπàß§√∫ 1 ªï 6 ‡¥◊Õπ ‚¥¬°√√¡°“√μ√«® Õ∫ ∑’Ëæâπ®“°μ”·Àπàßμ“¡«“√–Õ“®‰¥â√—∫·μàßμ—Èß®“°§≥–°√√¡°“√∫√‘…—∑œ °≈—∫‡¢â“¥”√ßμ”·Àπàß‰¥âÕ’°

π‘¬“¡°√√¡°“√Õ‘ √–¢Õß∫√‘…—∑œ §◊Õ °√√¡°“√®“°¿“¬πÕ°∑’Ë‰¡à‰¥â¡’μ”·Àπàß‡ªìπºŸâ∫√‘À“√À√◊Õæπ—°ß“πª√–®”¢Õß∫√‘…—∑œ ‰¡à‰¥â‡ªìπ°√√¡°“√∫√‘À“√À√◊Õ°√√¡°“√ ºŸâ¡’Õ”π“®≈ßπ“¡ºŸ°æ—π∫√‘…—∑œ ·≈–‡ªìπÕ‘ √–®“°ºŸâ∂◊ÕÀÿâπ√“¬„À≠à ºŸâ∫√‘À“√·≈–ºŸâ∑’Ë‡°’Ë¬«¢âÕß ´÷Ëß‡ªìπ‰ªμ“¡‡°≥±å∑’Ë ”π—°ß“π °.≈.μ. °”Àπ¥ πÕ°®“°π’È ∫√‘…—∑œ ¬—ß‰¥â°”Àπ¥§ÿ≥ ¡∫—μ‘¢Õß°√√¡°“√Õ‘ √–„Àâ “¡“√∂∑”Àπâ“∑’Ë§ÿâ¡§√Õßº≈ª√–‚¬™πå¢ÕßºŸâ∂◊ÕÀÿâπ∑ÿ°√“¬Õ¬à“ß‡∑à“‡∑’¬¡°—π·≈– “¡“√∂™à«¬¥Ÿ·≈‰¡à„Àâ‡°‘¥§«“¡¢—¥·¬âß∑“ß º≈ª√–‚¬™πå√–À«à“ß∫√‘…—∑°—∫∫ÿ§§≈∑’Ë‡°’Ë¬«¢âÕß°—π

¢Õ∫‡¢μ Àπâ“∑’Ë ·≈–§«“¡√—∫º‘¥™Õ∫¢Õß§≥–°√√¡°“√μ√«® Õ∫ 1. Õ∫∑“π„Àâ∫√‘…—∑œ ¡’°“√√“¬ß“π∑“ß°“√‡ß‘πÕ¬à“ß∂Ÿ°μâÕß·≈–‡æ’¬ßæÕ 2. Õ∫∑“π„Àâ∫√‘…∑— œ ¡’√–∫∫°“√§«∫§ÿ¡¿“¬„π (Internal Control) ·≈–°“√μ√«® Õ∫¿“¬„π (Internal Audit) ∑’‡Ë À¡“– ¡·≈–¡’ª√– ‘∑∏‘º≈ 3. Õ∫∑“π„Àâ∫√‘…—∑œ ªØ‘∫—μ‘μ“¡°ÆÀ¡“¬«à“¥â«¬À≈—°∑√—æ¬å·≈–μ≈“¥À≈—°∑√—æ¬å ¢âÕ°”Àπ¥¢Õßμ≈“¥À≈—°∑√—æ¬å À√◊Õ°ÆÀ¡“¬∑’Ë‡°’Ë¬«¢âÕß °—∫∏ÿ√°‘®¢Õß∫√‘…—∑œ 4. æ‘®“√≥“ §—¥‡≈◊Õ° ·≈–‡ πÕ·μàßμ—Èß·≈–‡ πÕ§à“μÕ∫·∑πºŸâ Õ∫∫—≠™’¢Õß∫√‘…—∑œ 5. æ‘®“√≥“°“√‡ªî¥‡º¬¢âÕ¡Ÿ≈¢Õß∫√‘…—∑œ „π°√≥’∑’Ë‡°‘¥√“¬°“√∑’Ë‡°’Ë¬«‚¬ß°—π À√◊Õ√“¬°“√∑’ËÕ“®¡’§«“¡¢—¥·¬âß∑“ßº≈ª√–‚¬™πå„Àâ¡’ §«“¡∂Ÿ°μâÕß·≈–§√∫∂â«π 6. ®—¥∑”√“¬ß“π°“√°”°—∫¥Ÿ·≈°‘®°“√¢Õß§≥–°√√¡°“√μ√«® Õ∫‚¥¬‡ªî¥‡º¬‰«â„π√“¬ß“πª√–®”ªï¢Õß∫√‘…—∑œ ≈ßπ“¡‚¥¬ª√–∏“π §≥–°√√¡°“√μ√«® Õ∫ 7. ªØ‘∫—μ‘°“√Õ◊Ëπ„¥μ“¡∑’Ë§≥–°√√¡°“√¢Õß∫√‘…—∑œ ¡Õ∫À¡“¬¥â«¬§«“¡‡ÀÁπ™Õ∫®“°§≥–°√√¡°“√μ√«® Õ∫

2.3 §≥–°√√¡°“√°”°—∫¥Ÿ·≈°‘®°“√∑’Ë¥’ §≥–°√√¡°“√°”°—∫¥Ÿ·≈°‘®°“√∑’Ë¥’ ª√–°Õ∫¥â«¬ ª√–∏“π ·≈–°√√¡°“√ √«¡ 4 ∑à“π ¡’«“√–„π°“√¥”√ßμ”·Àπàß§√“«≈– 2 ªï ¥—ßπ’È 1. π“¬ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå ª√–∏“π°√√¡°“√°”°—∫¥Ÿ·≈°‘®°“√∑’Ë¥’ 2. π“¬ππ∑æ≈ π‘Ë¡ ¡∫ÿ≠ °√√¡°“√ 3. π“ß “«√”¿“ §”ÀÕ¡√◊Ëπ °√√¡°“√·≈–‡≈¢“πÿ°“√ 4. π“ßª∞¡“ √–«—ß¿—¬ Õ—¡æ«“ °√√¡°“√·≈–ºŸâ™à«¬‡≈¢“πÿ°“√

¢Õ∫‡¢μ Àπâ“∑’Ë ·≈–§«“¡√—∫º‘¥™Õ∫¢Õß§≥–°√√¡°“√°”°—∫¥Ÿ·≈°‘®°“√∑’Ë¥’ 1. ®—¥∑”·≈–∑∫∑«π¡“μ√°“√°”°—∫¥Ÿ·≈°‘®°“√∑’Ë¥’¢Õß∫√‘…—∑œ ·≈–¥”‡π‘π°“√„Àâ‡ªìπ‰ªμ“¡·π«∑“ß°“√°”°—∫¥Ÿ·≈°‘®°“√∑’Ë¥’∑’Ë„™â∫—ß§—∫Õ¬Ÿà 2. ∑∫∑«π·≈–Õπÿ¡μ— °‘ “√‡ªî¥‡º¬¢âÕ¡Ÿ≈μàÕ “∏“√≥– μ“¡À≈—°‡°≥±å¢Õß ”π—°ß“π§≥–°√√¡°“√μ≈“¥À≈—°∑√—æ¬å À√◊Õ‡®â“æπ—°ß“π∑’‡Ë °’¬Ë «¢âÕß 3. ∑”Àπâ“∑’Ë„π°√–∫«π°“√§—¥‡≈◊Õ°·≈– √√À“∫ÿ§§≈ºŸâ‡À¡“– ¡„Àâ¥”√ßμ”·Àπàß°√√¡°“√∫√‘…—∑œ ·≈–°√√¡°“√ºŸâ®—¥°“√„À≠à ‚¥¬ °”Àπ¥¡“μ√°“√°“√¡’ «à π√à«¡¢ÕßºŸ∂â Õ◊ Àÿπâ „π°“√æ‘®“√≥“ ·≈–‡ πÕ™◊ÕË „π¢—πÈ μÕπ°“√§—¥‡≈◊Õ°·≈– √√À“ ·≈–π”‡ πÕμàÕ∑’ªË √–™ÿ¡§≥– °√√¡°“√∫√‘…—∑œ μ“¡≈”¥—∫μàÕ‰ª 4. ®—¥∑” çπ‚¬∫“¬°“√®à“¬§à“μÕ∫·∑πé ¢Õß°√√¡°“√∫√‘…—∑œ ·≈–Õπÿ°√√¡°“√Õ◊ËπÊ 5. ∑∫∑«π·≈–‡ πÕ·π–·π«∑“ß°“√æ—≤π“∫∑∫“∑·≈–‚§√ß √â“ß¢Õß§≥–°√√¡°“√∫√‘…∑— œ ·≈–°√√¡°“√Õ◊πË Ê æ√âÕ¡∑—ßÈ ®—¥∑”‚§√ß°“√·≈– ·ºπ°“√„Àâ§«“¡√Ÿ‡â °’¬Ë «°—∫Àπâ“∑’·Ë ≈–§«“¡√—∫º‘¥™Õ∫¢Õß°√√¡°“√∑ÿ°§≥– μ≈Õ¥®π¥”‡π‘π°“√„¥Ê μ“¡∑’§Ë ≥–°√√¡°“√∫√‘…∑— œ °”Àπ¥ 6. ∑∫∑«π·≈–/À√◊Õæ‘®“√≥“‡ πÕ√“¬ß“π·°à§≥–°√√¡°“√∫√‘…—∑œ ∂÷ß°“√¥”‡π‘π°“√„¥Ê ¢Õß§≥–°√√¡°“√∫√‘À“√§«“¡‡ ’Ë¬ß

2.4 §≥–°√√¡°“√∫√‘À“√ §≥–°√√¡°“√∫√‘À“√ ª√–°Õ∫¥â«¬°√√¡°“√∫√‘À“√®”π«π 11 ∑à“π §◊Õ 1. π“¬Õ’ø ·∫√å°π“√å ‡∫√∫ÁÕß ª√–∏“π‡®â“Àπâ“∑’Ë∫√‘À“√·≈–°√√¡°“√ºŸâ®—¥°“√„À≠à 2. π“¬‡ø√‡¥√‘§ ∫Õ√å°Õ≈´å √Õßª√–∏“πºŸâ∫√‘À“√ΩÉ“¬ªØ‘∫—μ‘°“√ 3. π“ß “«√”¿“ §”ÀÕ¡√◊Ëπ √Õßª√–∏“πΩÉ“¬∫—≠™’·≈–°“√‡ß‘π 4. π“¬ª√–æ—π∏å ‡Õ’Ë¬¡√ÿàß‚√®πå √Õßª√–∏“πºŸâ∫√‘À“√ΩÉ“¬æ—≤π“∏ÿ√°‘®·≈–Õ —ßÀ“√‘¡∑√—æ¬å 5. π“¬‚∏¡— ·¡ —π π‘≈‡´àπ √Õßª√–∏“πÕ“«ÿ‚ ΩÉ“¬∑√—æ¬“°√¡πÿ…¬å 6. π“¬‡Õ¡“πŸ‡Õ≈ °Ÿ‚√π √Õßª√–∏“πÕ“«ÿ‚ ΩÉ“¬®—¥´◊ÈÕÕ“À“√·≈–æ—≤π“º≈‘μ¿—≥±å 7. π“ß “«®√‘¬“ ®‘√“∏‘«—≤πå √Õßª√–∏“πΩÉ“¬°“√μ≈“¥·≈–°“√ ◊ËÕ “√ 8. π“¬·Œ‚√≈¥å ‡√“π‘‚Õ √Õßª√–∏“πΩÉ“¬ Supply Chain Management 9. π“¬ª√–‡«∑¬å ª√ÿß·μàß°‘® √Õßª√–∏“πΩÉ“¬®—¥°“√√–∫∫¢âÕ¡Ÿ≈ 10. π“ß “««√√≥«‘¡≈ »‘√‘«—≤πå‡«™°ÿ≈ √Õßª√–∏“πΩÉ“¬ Business Development 11. π“¬Õ‡≈Á°´å ¡Õ√å·°π √Õßª√–∏“πΩÉ“¬®—¥´◊ÈÕ ‘π§â“∑—Ë«‰ª

¢Õ∫‡¢μ Àπâ“∑’Ë ·≈–§«“¡√—∫º‘¥™Õ∫¢Õß§≥–°√√¡°“√∫√‘À“√ §≥–°√√¡°“√∫√‘À“√¿“¬„μâ°“√π”¢Õßª√–∏“π‡®â“Àπâ“∑’∫Ë √‘À“√·≈–°√√¡°“√ºŸ®â ¥— °“√„À≠à‡ªìπºŸâ¡’Àπâ“∑’Ë¥·Ÿ ≈°‘®°“√∑—«Ë ‰ª¢Õß∫√‘…∑— œ ·≈– ∫√‘À“√ß“π„Àâ‡ªìπ‰ªμ“¡‡ªÑ“À¡“¬·≈–π‚¬∫“¬∑’Ë°”Àπ¥‰«â ¿“¬„μâ°√Õ∫¢Õß°ÆÀ¡“¬∑’Ë‡°’Ë¬«¢âÕß·≈–¢Õ∫‡¢μÕ”π“®∑’Ë§≥–°√√¡°“√∫√‘…—∑œ °”Àπ¥ ‚¥¬ª√–∏“π‡®â“Àπâ“∑’Ë∫√‘À“√·≈–°√√¡°“√ºŸâ®—¥°“√„À≠à®–π”‡ πÕ·ºπ °≈¬ÿ∑∏åμàÕ§≥–°√√¡°“√∫√‘…—∑œ ‡æ◊ËÕ„Àâ§«“¡‡ÀÁπ™Õ∫·≈–∫√‘À“√ ®—¥°“√∏ÿ√°‘®¢Õß∫√‘…—∑œ μ≈Õ¥®π‡ªìπºŸâ·∑π¢Õß∫√‘…—∑œ „π‡√◊ËÕß∑’Ë‡°’Ë¬«°—∫∫ÿ§§≈¿“¬πÕ°

2.5 §≥–°√√¡°“√∫√‘À“√§«“¡‡ ’Ë¬ß §≥–°√√¡°“√∫√‘ À “√§«“¡‡ ’Ë ¬ ß ª√–°Õ∫¥â « ¬ºŸâ ∫ √‘ À “√√–¥— ∫ Ÿ ß ¢Õß∫√‘ …— ∑ œ ´÷Ë ß ¡’ ∫ ∑∫“∑Àπâ “ ∑’Ë „ π°“√°”Àπ¥π‚¬∫“¬ ·≈– °√Õ∫°“√∫√‘À“√§«“¡‡ ’Ë¬ß∑’Ë Õ¥§≈âÕß°—∫¡“μ√∞“π “°≈ ‚¥¬°”Àπ¥„Àâ¡’ºŸâ√—∫º‘¥™Õ∫„π·μà≈–¢—ÈπμÕπ°“√¥”‡π‘πß“π∫√‘À“√§«“¡‡ ’Ë¬ßÕ¬à“ß™—¥‡®π ·≈–„Àâ¡’°“√¥”‡π‘πß“πÕ¬à“ßμàÕ‡π◊ËÕß„π∑ÿ° à«πß“π

‚§√ß √â“ß°“√∫√‘À“√§«“¡‡ ’Ë¬ß¢Õß∫√‘…—∑œ ¡’ºŸâ®—¥°“√§«“¡‡ ’Ë¬ß (Risk Manager) ∑”Àπâ“∑’Ë‡ªìπºŸâª√– “πß“π°—∫ºŸâ∫√‘À“√√–¥—∫ªØ‘∫—μ‘°“√ (Risk Owners) ·≈–μ—«·∑π¢Õß·μà≈– à«πß“π (Risk Representatives) „π°“√√–∫ÿªí®®—¬‡ ’Ë¬ß·≈–ª√–‡¡‘π√–¥—∫§«“¡‡ ’Ë¬ß √«¡∑—Èß°“√®—¥∑”·ºπ °“√≈¥§«“¡‡ ’Ë¬ß∑’Ë ”§—≠„ÀâÕ¬Ÿà„π√–¥—∫∑’ËÕß§å°√¬Õ¡√—∫‰¥â ‚¥¬ºŸâ®—¥°“√§«“¡‡ ’Ë¬ß‡ªìπºŸâ√«∫√«¡¢âÕ¡Ÿ≈‡æ◊ËÕ®—¥∑”‡ªìπ√“¬ß“π°“√∫√‘À“√ §«“¡‡ ’Ë¬ß‡ πÕμàÕ§≥–°√√¡°“√∫√‘À“√§«“¡‡ ’Ë¬ß ‡æ◊ËÕπ”‡ πÕμàÕ§≥–°√√¡°“√°”°—∫¥Ÿ·≈°‘®°“√∑’Ë¥’‡æ◊ËÕæ‘®“√≥“·≈–®—¥∑”‡ªìπ√“¬ß“π √ÿª‡æ◊ËÕ‡ πÕ„Àâ§≥–°√√¡°“√∫√‘…—∑œ ∑√“∫μàÕ‰ª

¢Õ∫‡¢μ Àπâ“∑’Ë ·≈–§«“¡√—∫º‘¥™Õ∫¢Õß§≥–°√√¡°“√∫√‘À“√§«“¡‡ ’Ë¬ß 1. Õπÿ¡—μ‘π‚¬∫“¬·≈–°√Õ∫°“√∑”ß“π¥â“π°“√∫√‘À“√§«“¡‡ ’Ë¬ß¢Õß∫√‘…—∑œ ·≈– Õ∫∑“ππ‚¬∫“¬·≈–°√Õ∫°“√∑”ß“π¥â“π°“√∫√‘À“√ §«“¡‡ ’Ë¬ß‡ªìπ√“¬ªï‡¡◊ËÕ¡’°“√‡ª≈’Ë¬π·ª≈ß∑’Ë‡°’Ë¬«¢âÕß∑’Ë ”§—≠ 2. °”°—∫¥Ÿ·≈‚§√ß √â“ß°“√∑”ß“π·≈–°√–∫«π°“√∫√‘À“√§«“¡‡ ’¬Ë ß ‡æ◊ÕË √â“ß§«“¡μ√–Àπ—°∂÷ß§«“¡ ”§—≠¢Õß°√–∫«π°“√∫√‘À“√§«“¡‡ ’¬Ë ß 3. æ‘®“√≥“·≈–Õπÿ¡—μ‘·μàßμ—ÈßºŸâ®—¥°“√§«“¡‡ ’Ë¬ß (Risk Manager) ·≈–μ—«·∑π¢Õß·μà≈– à«πß“π (Risk Representatives) 4. ¥”‡π‘π°“√ª√–™ÿ¡§≥–°√√¡°“√∫√‘À“√§«“¡‡ ’Ë¬ßÕ¬à“ßπâÕ¬ªï≈–§√—Èß À√◊Õ‡¡◊ËÕ¡’°“√‡ª≈’Ë¬π·ª≈ß∑’Ë ”§—≠ 5. μ‘¥μ“¡º≈¢Õß°‘®°√√¡∫√‘À“√§«“¡‡ ’¬Ë ß„π∑ÿ° à«πß“πÕ¬à“ß ¡Ë”‡ ¡Õ ´÷ßË √«¡∂÷ß°“√Õπÿ¡μ— ·‘ ºπ∫√√‡∑“§«“¡‡ ’¬Ë ß ‡æ◊ÕË „Àâ‡°‘¥§«“¡¡—πË „®«à“ ∫√‘…—∑œ ¡’·ºπ∫√√‡∑“§«“¡‡ ’Ë¬ß∑’Ë‡À¡“– ¡·≈–‡æ’¬ßæÕ‡æ◊ËÕ°“√®—¥°“√§«“¡‡ ’Ë¬ß 6. æ‘®“√≥“ Õ∫∑“π√“¬ß“π°“√∫√‘À“√§«“¡‡ ’Ë¬ß √«¡∂÷ß°“√μ‘¥μ“¡·π«‚πâ¡∑’Ë ”§—≠¢Õß§«“¡‡ ’Ë¬ßμà“ßÊ ‡æ◊ËÕ„Àâ‡°‘¥§«“¡¡—Ëπ„®«à“ π‚¬∫“¬·≈–°√Õ∫°“√∑”ß“π¥â“π°“√∫√‘À“√§«“¡‡ ’Ë¬ß¢Õß∫√‘…—∑œ ¡’§«“¡‡À¡“– ¡°—∫ ¿“«°“√≥å

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§à“‡∫’È¬ª√–™ÿ¡ °√√¡°“√ (∫“∑/§√—Èß)

§à“‡∫’È¬ª√–™ÿ¡ °√√¡°“√μ√«® Õ∫ (∫“∑/§√—Èß)

§≥–°√√¡°“√ (BOD) ª√–∏“π°√√¡°“√ * §à“„™â®à“¬„π°“√‡¥‘π∑“ß¢Õß ª√–∏“π°√√¡°“√‰¡à‡°‘π 1 ≈â“π∫“∑ °√√¡°“√

260,000

35,000

180,000

35,000

§≥–°√√¡°“√μ√«® Õ∫ (AC) °√√¡°“√Õ‘ √–∑’Ë‡ªìπ * ª√–∏“π°√√¡°“√μ√«® Õ∫ * °√√¡°“√μ√«® Õ∫

1 2

136,000 120,000

35,000 35,000

24,000 20,000

§≥–°√√¡°“√°”°—∫¥Ÿ·≈°‘®°“√ (CG) ª√–∏“π°√√¡°“√ °√√¡°“√ °√√¡°“√∑’Ë‡ªìπ≈Ÿ°®â“ß∫√‘…—∑œ

1 1 2

100,000 70,000 35,000

** §à“μÕ∫·∑πÕ◊Ëπ ‡ªìπ‰ªμ“¡¡μ‘∑’Ëª√–™ÿ¡ºŸâ∂◊ÕÀÿâπ “¡—≠ª√–®”ªï 2543 ‡™àπ Õπÿ¡—μ‘‚§√ß°“√‡ πÕ¢“¬„∫ ”§—≠· ¥ß ‘∑∏‘∑’Ë®–´◊ÈÕÀÿâπ·°à °√√¡°“√∫√‘…—∑œ ·≈–æπ—°ß“π¢Õß∫√‘…—∑·≈–∫√‘…—∑¬àÕ¬ ‚¥¬∫√‘…—∑œ ‰¥â‡§¬®—¥ √√„∫ ”§—≠· ¥ß ‘∑∏‘·≈–Àÿâπ “¡—≠∑’ËÕÕ°„À¡à ‡æ◊ËÕ√Õß√—∫ „∫ ”§—≠· ¥ß ‘∑∏‘§√—Èß∑’Ë 1 „πªï 2543 ¡’Õ“¬ÿ 2 ªï ‘Èπ ÿ¥ ≥ «—π∑’Ë 31 μÿ≈“§¡ 2548 («—π„™â ‘∑∏‘§√—Èß ÿ¥∑â“¬) ·μàπ—∫®“° ‘Èπ ÿ¥‚§√ß°“√§√—Èß∑’Ë 1 ‡ªìπμâπ¡“ ∫√‘…—∑œ °Á¬—ß¡‘‰¥â¡’°“√®—¥ √√„∫ ”§—≠· ¥ß ‘∑∏‘∑’Ë®–´◊ÈÕÀÿâπÕ’°®π∂÷ßªí®®ÿ∫—π §à“μÕ∫·∑π√«¡¢Õß§≥–°√√¡°“√∑’Ë‰¥â√—∫®“°∫√‘…—∑œ „π∞“π–°√√¡°“√∫√‘…—∑œ °√√¡°“√μ√«® Õ∫ ·≈–°√√¡°“√°”°—∫¥Ÿ·≈°‘®°“√ (CG) √«¡∑—Èß ‘Èπ 5,318,827.11 ∫“∑ ¡’√“¬≈–‡Õ’¬¥¥—ßπ’È

μ”·Àπàß

§à“μÕ∫·∑π √“¬ªï (∫“∑)

1. §ÿ≥«—π™—¬ ®‘√“∏‘«—≤πå

ª√–∏“π°‘μμ‘¡»—°¥‘Ï

50,000

2. §ÿ≥ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå

ª√–∏“π°√√¡°“√

260,000 *872,827.11 100,000

140,000 -

400,000 872,827.11 100,000

√“¬™◊ËÕ

ª√–∏“π°√√¡°“√ CG

§à“‡∫’È¬ª√–™ÿ¡ §à“‡∫’È¬ª√–™ÿ¡ °√√¡°“√ °√√¡°“√ ∫√‘…—∑œ μ√«® Õ∫

√«¡ §à“μÕ∫·∑π (∫“∑)

3. §ÿ≥ππ∑æ≈ π‘Ë¡ ¡∫ÿ≠

°√√¡°“√Õ‘ √– ª√–∏“π°√√¡°“√μ√«® Õ∫ °√√¡°“√ CG

180,000 136,000 70,000

140,000 -

120,000 -

320,000 256,000 70,000

4. ¥√. √Õßæ≈ ‡®√‘≠æ—π∏ÿå

°√√¡°“√Õ‘ √– °√√¡°“√μ√«® Õ∫

180,000 120,000

140,000 -

100,000

320,000 220,000

5. æ≈‡Õ° ¥√. ¡πμ√’ »ÿ¿“æ√

°√√¡°“√Õ‘ √– °√√¡°“√μ√«® Õ∫

135,000 120,000

105,000 -

100,000

240,000 220,000

μ”·Àπàß

§à“μÕ∫·∑π √“¬ªï (∫“∑)

°√√¡°“√Õ‘ √– °√√¡°“√μ√«® Õ∫

45,000 -

35,000 -

80,000 -

√“¬™◊ËÕ æ≈‡Õ° «‘π—¬ ¿—∑∑‘¬°ÿ≈

§à“‡∫’È¬ª√–™ÿ¡ §à“‡∫’È¬ª√–™ÿ¡ °√√¡°“√ °√√¡°“√ ∫√‘…—∑œ μ√«® Õ∫

√«¡ §à“μÕ∫·∑π (∫“∑)

6. §ÿ≥∑» ®‘√“∏‘«—≤πå

°√√¡°“√

180,000

105,000

285,000

7. §ÿ≥Õ’ø ·∫√å°π“√å ‡∫√∫ÁÕß

°√√¡°“√

180,000

140,000

320,000

8. §ÿ≥‡«’¬¥ Œß ‚¥

°√√¡°“√

180,000

105,000

285,000

9. §ÿ≥®ÕÀåπ Œ‘≈‚® ‚Õ´‘ß°â“

°√√¡°“√

90,000

70,000

160,000

10. §ÿ≥¨Õß-∫—øμ‘ ‡Õ¡‘π 11. §ÿ≥ μ√“ ‡´Õ√å Õ“‚π¥å ·¥‡π’¬≈ ™“√å≈ «Õ≈‡∑Õ√å ‚®§‘¡

°√√¡°“√ °√√¡°“√

180,000 180,000

105,000 140,000

285,000 320,000

12. §ÿ≥™“√å§ ‚¥¡‘π‘§ ‡Õ¡“π

°√√¡°“√

180,000

140,000

320,000

13. §ÿ≥ª≈“·¥ ‡ÕÁ¡¡“πŸ·Õ≈ ø√—ß´—«√å ™“√å§

°√√¡°“√

90,000

35,000

125,000

14. §ÿ≥√”¿“ §”ÀÕ¡√◊Ëπ

°√√¡°“√·≈– ‡≈¢“πÿ°“√ CG

35,000

15. §ÿ≥ª∞¡“ √–«—ß¿—¬ Õ—¡æ«“

°√√¡°“√ CG ·≈– ºŸâ™à«¬‡≈¢“πÿ°“√ CG

35,000

3,598,827.11

1,400,000

320,000

5,318,827.11

√«¡

* À¡“¬‡Àμÿ §à“μÕ∫·∑πÕ◊ËπÊ : §à“„™â®à“¬„π°“√‡¥‘π∑“ß¢Õßª√–∏“π°√√¡°“√ §à“μÕ∫·∑π§≥–°√√¡°“√∫√‘À“√·≈–ºŸâ∫√‘À“√ : ∫√‘…—∑œ ¡’°“√°”Àπ¥π‚¬∫“¬§à“μÕ∫·∑π§≥–°√√¡°“√∫√‘À“√·≈–ºŸâ∫√‘À“√Õ¬à“ß ‡ªìπ∏√√¡·≈– ¡‡Àμÿ ¡º≈ ‰¥â·°à §à“μÕ∫·∑π∑’Ë‡ªìπ‡ß‘π‡¥◊Õπ ‚∫π— ·≈– «— ¥‘°“√Õ◊Ëπ¡’§«“¡ Õ¥§≈âÕß°—∫º≈°“√¥”‡π‘πß“π¢Õß∫√‘…—∑œ ·≈–º≈°“√ ªØ‘∫—μ‘ß“π¢ÕßºŸâ∫√‘À“√·μà≈–∑à“π ‚¥¬æ‘®“√≥“μ“¡‚§√ß √â“ß°“√∫√‘À“√·≈–Àπâ“∑’Ë§«“¡√—∫º‘¥™Õ∫‡ªìπÀ≈—° ªï 2550 §à“μÕ∫·∑π

®”π«π§π

®”π«π‡ß‘π√«¡ (∫“∑)

®”π«π§π

®”π«π‡ß‘π√«¡ (∫“∑)

11*

123,298,221.41

11*

125,281,324

* ‡ß‘π‡¥◊Õπ ·≈–‚∫π— §à“μÕ∫·∑πÕ◊ËπÊ

●

ªï 2551

§à“μÕ∫·∑πÕ◊ËπÊ ∑’Ë‰¡à„™à‡ß‘π - ∫√‘…—∑œ ¬—ß¡‘‰¥â¡’°“√Õπÿ¡—μ‘®—¥ √√„∫ ”§—≠· ¥ß ‘∑∏‘´◊ÈÕÀÿâπ “¡—≠Õ’°®π∂÷ßªí®®ÿ∫—π

➱ °“√ª√–™ÿ¡§≥–°√√¡°“√·≈–Õπÿ°√√¡°“√ 1) §≥–°√√¡°“√∫√‘…∑— œ ¡’°“√°”Àπ¥«—ππ—¥ª√–™ÿ¡§≥–°√√¡°“√‰«â≈«à ßÀπâ“μ≈Õ¥∑—ßÈ ªï ‡æ◊ÕË Õ”π«¬§«“¡ –¥«°·°à°√√¡°“√∑ÿ°∑à“π ‚¥¬‡©æ“–°√√¡°“√∑’Ë¡’¿Ÿ¡‘≈”‡π“„πμà“ßª√–‡∑» ·≈–Õ“®¡’°“√ª√–™ÿ¡æ‘‡»…‡æ‘Ë¡μ“¡§«“¡®”‡ªìπ∑“ß∏ÿ√°‘® πÕ°®“°π’È ¬—ß¡’«“√–æ‘®“√≥“ μ‘¥μ“¡º≈°“√¥”‡π‘πß“π∫√√®ÿ„π«“√–°“√ª√–™ÿ¡°√√¡°“√Õ¬à“ß ¡Ë”‡ ¡Õ ´÷Ëß‡≈¢“πÿ°“√∫√‘…—∑œ ‰¥â®—¥ àßÀπ—ß ◊Õ‡™‘≠ª√–™ÿ¡æ√âÕ¡√–‡∫’¬∫«“√–°“√ ª√–™ÿ¡·≈–‡Õ° “√ª√–°Õ∫„Àâ·°à°√√¡°“√∑ÿ°∑à“π°àÕπ°“√ª√–™ÿ¡≈à«ßÀπâ“ 7 «—π ‡æ◊ËÕ„Àâ§≥–°√√¡°“√‰¥â¡’‡«≈“»÷°…“¢âÕ¡Ÿ≈Õ¬à“ß‡æ’¬ßæÕ°àÕπ‡¢â“√à«¡ ª√–™ÿ¡ °“√ª√–™ÿ¡·μà≈–§√—Èß®–„™â‡«≈“ª√–¡“≥ 3 ™.¡. „πªï 2551 ∑’Ëºà“π¡“ §≥–°√√¡°“√¡’‡æ’¬ß°“√ª√–™ÿ¡μ“¡«“√–ª°μ‘®”π«π 4 §√—Èß ·≈– ‰¡à¡’°“√ª√–™ÿ¡μ“¡«“√–æ‘‡»…·μàÕ¬à“ß„¥ °“√ª√–™ÿ¡√«¡∑—Èß ‘Èπ 4 §√—Èß ¡’√“¬≈–‡Õ’¬¥ ¥—ßπ’È

√“¬™◊ËÕ 1. π“¬ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå 2. π“¬ππ∑æ≈ π‘Ë¡ ¡∫ÿ≠ **3. æ≈‡Õ°¥√. ¡πμ√’ »ÿ¿“æ√ æ≈‡Õ°«‘π—¬ ¿—∑∑‘¬°ÿ≈ 4. ¥√. √Õßæ≈ ‡®√‘≠æ—π∏ÿå 5. π“¬Õ’ø ·∫√å°π“√å ‡∫√∫ÁÕß 6. π“¬∑» ®‘√“∏‘«—≤πå *7. π“¬™“√å§ ‚¥¡‘π‘§ ‡Õ¡“π 8. π“¬‡«’¬¥ Œß ‚¥ *9. π“¬ μ√“ ‡´Õ√å Õ“‚π¥å ·¥‡π’¬≈™“√å≈ «Õ≈‡∑Õ√å ‚®§‘¡ * ·≈– **10. π“¬®ÕÀåπ Œ‘≈‚® ‚Õ´‘ß°â“ *11. π“¬¨Õß-∫—øμ‘ ‡Õ¡‘π *12. π“¬ª≈“·¥ ‡ÕÁ¡¡“πŸ·Õ≈ ø√—ß´—«√å ™“√å§

°“√ª√–™ÿ¡ «“√–ª°μ‘

°“√ª√–™ÿ¡ «“√–æ‘‡»…

√«¡

4/4 4/4 3/4 1/4 4/4 4/4 3/4 4/4 3/4 4/4 1/4 3/4 1/4

À¡“¬‡Àμÿ * °√√¡°“√∑’Ë¡’¿Ÿ¡‘≈”‡π“„πμà“ßª√–‡∑» ** ≈”¥—∫∑’Ë 3 æ≈‡Õ°¥√. ¡πμ√’ »ÿ¿“æ√ ≈“ÕÕ°®“°°“√‡ªìπ°√√¡°“√‡¡◊ËÕ§√∫«“√–„π°“√ª√–™ÿ¡°√√¡°“√∫√‘…—∑œ §√—Èß∑’Ë 3/2551 ·≈– ·μàßμ—Èß°√√¡°“√„À¡à·∑π°√√¡°“√∑’Ë≈“ÕÕ° §◊Õ æ≈‡Õ°«‘π—¬ ¿—∑∑‘¬°ÿ≈ ** ≈”¥—∫∑’Ë 10 π“¬®ÕÀåπ Œ‘≈‚® ‚Õ´‘ß°â“ ≈“ÕÕ°®“°°“√‡ªìπ°√√¡°“√ μ—ßÈ ·μà«π— ∑’Ë 7 μÿ≈“§¡ 2551 ·≈–¬—ß‰¡à¡°’ “√·μàßμ—ßÈ °√√¡°“√„À¡à¡“·∑π ∑—Èßπ’È ¡’°“√®¥∫—π∑÷°°“√ª√–™ÿ¡‡ªìπ≈“¬≈—°…≥åÕ—°…√ ®—¥‡°Á∫√“¬ß“π°“√ª√–™ÿ¡∑’Ëºà“π°“√√—∫√Õß®“°§≥–°√√¡°“√‰«âÕ¬à“ß§√∫∂â«π æ√âÕ¡„Àâ§≥–°√√¡°“√·≈–ºŸâ∑’Ë‡°’Ë¬«¢âÕßμ√«® Õ∫‰¥â∑ÿ°¢≥– 2) §≥–°√√¡°“√μ√«® Õ∫·≈–°√√¡°“√Õ‘ √– ¡’°“√ª√–™ÿ¡ ¡Ë”‡ ¡Õ ·≈–√“¬ß“πμàÕ§≥–°√√¡°“√∫√‘…—∑œ ´÷Ëß‡≈¢“πÿ°“√∫√‘…—∑œ ‰¥â ®— ¥ à ß Àπ— ß ◊ Õ ‡™‘ ≠ ª√–™ÿ ¡ æ√â Õ ¡√–‡∫’ ¬ ∫«“√–°“√ª√–™ÿ ¡ ·≈–‡Õ° “√ª√–°Õ∫„Àâ · °à ° √√¡°“√∑ÿ ° ∑à “ π°à Õ π°“√ª√–™ÿ ¡ ≈à « ßÀπâ “ 7 «— π §≥–°√√¡°“√μ√«® Õ∫∑”Àπâ“∑’Ëæ‘®“√≥“·≈–¥”‡π‘π°“√μ“¡∑’Ë°”Àπ¥‰«â‚¥¬‡©æ“–Õ¬à“ß¬‘Ëß„π‡√◊ËÕß°“√ Õ∫∑“π√“¬ß“π∑“ß°“√‡ß‘πÕ¬à“ß∂Ÿ°μâÕß ·≈–‡æ’¬ßæÕ √«¡∑—Èß°“√ Õ∫∑“π√–∫∫°“√§«∫§ÿ¡¿“¬„π (internal control) ·≈–°“√μ√«® Õ∫¿“¬„π (internal audit) ∑’Ë‡À¡“– ¡·≈–¡’ª√– ‘∑∏‘¿“æ ‚¥¬„πªï 2551 ¡’°“√ª√–™ÿ¡∑—Èß ‘Èπ 5 §√—Èß √“¬≈–‡Õ’¬¥ ¥—ßπ’È §◊Õ ∑’Ë 1. 2. 3.

√“¬™◊ËÕ π“¬ππ∑æ≈ π‘Ë¡ ¡∫ÿ≠ ¥√. √Õßæ≈ ‡®√‘≠æ—π∏ÿå æ≈‡Õ°¥√. ¡πμ√’ »ÿ¿“æ√ æ≈‡Õ° «‘π—¬ ¿—∑∑‘¬°ÿ≈

®”π«π§√—Èß∑’Ë‡¢â“ª√–™ÿ¡ 5/5 5/5 4/5 1/5

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π“¬™“√å§ ‚¥¡‘π‘§ ‡Õ¡“π °√√¡°“√ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - ª√‘≠≠“‚∑ (∫√‘À“√∏ÿ√°‘®) ª√– ∫°“√≥å : - √Õßª√–∏“πºŸâ∫√‘À“√ΩÉ“¬æ—≤π“·≈–Õ —ßÀ“√‘¡∑√—æ¬å °≈ÿà¡§“ ‘‚π §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’ π“¬∑» ®‘√“∏‘«—≤πå °√√¡°“√ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - ª√‘≠≠“‚∑ (∫√‘À“√∏ÿ√°‘®) “¢“°“√‡ß‘π ¡À“«‘∑¬“≈—¬‚§≈—¡‡∫’¬ ª√–‡∑» À√—∞Õ‡¡√‘°“ ª√– ∫°“√≥å : - °√√¡°“√∫√‘À“√·≈–ª√–∏“π‡®â“Àπâ“∑’∫Ë √‘À“√ ∫√‘…∑— ‡´Áπ∑√—≈ √’‡∑≈ §Õ√åªÕ‡√™—Ëπ ®”°—¥ §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : - À≈“π§ÿ≥«—π™—¬ ®‘√“∏‘«—≤πå - À≈“π§ÿ≥ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå - À≈“π§ÿ≥®√‘¬“ ®‘√“∏‘«—≤πå —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : 1.48 π“¬ μ√“ ‡´Õ√å Õ“‚π¥å ·¥‡π’¬≈ ™“√å≈ «Õ≈‡∑Õ√å ‚®§‘¡ °√√¡°“√ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - E.N.A. (High School of Civil Services) - HEC School of Management (Ecole des Hautes Etudes Commerciales) - School of the çInstitut dû Etudes Potiques de Parisé ª√– ∫°“√≥å : - ∑’Ëª√÷°…“ª√–∏“π°√√¡°“√ °≈ÿà¡§“ ‘‚π §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’ π“¬‡«’¬¥ Œß ‚¥ °√√¡°“√ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - Engineering Degree and INSEAD BMA ª√– ∫°“√≥å : - °√√¡°“√ºŸâ®—¥°“√ ∫√‘…—∑ μâπ π ·§ªªîμÕ≈ ®”°—¥ §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’

§ÿ≥«ÿ≤‘∑“ß°“√»÷°…“·≈–ª√– ∫°“√≥å¢Õß°√√¡°“√·≈–ºâŸ∫√‘À“√√–¥—∫ Ÿß

π“¬«—π™—¬ ®‘√“∏‘«—≤πå ª√–∏“π°‘μμ‘¡»—°¥‘Ï §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - ¥ÿ…Æ’∫—≥±‘μ°‘μμ‘¡»—°¥‘Ï (®‘μ«‘∑¬“) ¡À“«‘∑¬“≈—¬√“¡§”·Àß ª√– ∫°“√≥å : - ª√–∏“π°√√¡°“√ ∫√‘…—∑„π‡§√◊Õ‡´Áπ∑√—≈ - ª√–∏“π°√√¡°“√ ∫√‘…—∑ ‚√ß·√¡‡´Áπ∑√—≈æ≈“´“ ®”°—¥ (¡À“™π) ‡§√◊ËÕß√“™Õ‘ √‘¬“¿√≥å : - μ√‘μ¿√≥å™â“ß‡º◊Õ° (μ.™.) §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : - æ’Ë™“¬§ÿ≥ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå - æ’Ë™“¬§ÿ≥®√‘¬“ ®‘√“∏‘«—≤πå - Õ“§ÿ≥∑» ®‘√“∏‘«—≤πå —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : 0.66

π“¬¨Õß-∫—øμ‘ ‡Õ¡‘π °√√¡°“√ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - Economy & Finance, Institut dû Etudes Politiques de Paris - Private & Business Law, Etudes University Paris II - Assas ª√– ∫°“√≥å : - Deputy Group Finance Manager - International Finance Coordination, Finance Department, Groupe Casino §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’ π“¬Õ’ø ·∫√å°π“√å ‡∫√∫ÁÕß °√√¡°“√ ª√–∏“π‡®â“Àπâ“∑’Ë∫√‘À“√·≈–°√√¡°“√ºŸâ®—¥°“√„À≠à §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - Business School, Lyon, France - MBA, Lindenwood University - Certificate EM, Lyon, France - Certificate I.M.D., Switzerland ª√– ∫°“√≥å : - ª√–∏“π‡®â“Àπâ“∑’Ë∫√‘À“√ ∫√‘…—∑ Libertad ª√–‡∑»Õ“√å‡®πμ‘π“ §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : - ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’ π“¬ππ∑æ≈ π‘Ë¡ ¡∫ÿ≠ °√√¡°“√Õ‘ √– ª√–∏“π°√√¡°“√μ√«® Õ∫ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - ª√‘≠≠“‚∑ (∫√‘À“√∏ÿ√°‘®) “¢“∫—≠™’ ¡À“«‘∑¬“≈—¬‰Õ‚Õ«“ ª√–‡∑» À√—∞Õ‡¡√‘°“ - ∫—≠™’¥ÿ…Æ’∫—≥±‘μ°‘μμ‘¡»—°¥‘Ï ¡À“«‘∑¬“≈—¬∏√√¡»“ μ√å ª√– ∫°“√≥å : - ºŸâÕ”π«¬°“√ ”π—°μ√«®‡ß‘π·ºàπ¥‘π (√–¥—∫ 11) - π“¬° ¡“§¡π—°∫—≠™’·≈–ºŸ â Õ∫∫—≠™’√∫— Õπÿ≠“μ·Ààßª√–‡∑»‰∑¬ §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’ æ≈‡Õ° «‘π—¬ ¿—∑∑‘¬°ÿ≈ °√√¡°“√Õ‘ √– °√√¡°“√μ√«® Õ∫ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - «‘∑¬“≈—¬ªÑÕß°—π√“™Õ“≥“®—°√ - ‚√ß‡√’¬π‡ π“∏‘°“√∑À“√∫° ª√–‡∑» À√—∞Õ‡¡√‘°“ ª√– ∫°“√≥å : - °√√¡°“√ ∫√‘…—∑ ‰∑¬ª√–°—π™’«‘μ ®”°—¥ - ª≈—¥°√–∑√«ß°≈“‚À¡ - ‡≈¢“∏‘°“√ ¿“§«“¡¡—Ëπ§ß·Ààß™“μ‘ §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’

¥√. √Õßæ≈ ‡®√‘≠æ—π∏ÿå °√√¡°“√Õ‘ √– °√√¡°“√μ√«® Õ∫ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - ª√‘≠≠“‡Õ° (π‘μ»‘ “ μ√å) ¡À“«‘∑¬“≈—¬‚¡π“™ ª√–‡∑»ÕÕ ‡μ√‡≈’¬ ª√– ∫°“√≥å : - ‡≈¢“∏‘°“√§≥–√—∞¡πμ√’ - ª≈—¥ ”π—°π“¬°√—∞¡πμ√’ §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’ π“¬‡ø√‡¥√‘§ ∫Õ√å°Õ≈´å √Õßª√–∏“πºŸâ∫√‘À“√ΩÉ“¬ªÆ‘∫—μ‘°“√ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - Management BTS ª√– ∫°“√≥å : - ºŸâÕ”π«¬°“√¿Ÿ¡‘¿“§ §“√åøŸ√å ‰Œ‡ªÕ√å¡“√å‡°Áμ ª√–‡∑»Ω√—Ëß‡» §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’ π“ß “«√”¿“ §”ÀÕ¡√◊Ëπ ª√–∏“π‡®â “ Àπâ “ ∑’Ë ΩÉ “ ¬°“√‡ß‘ π ·≈–√Õßª√–∏“πΩÉ “ ¬∫— ≠ ™’ ·≈–°“√‡ß‘π ‡≈¢“πÿ°“√§≥–°√√¡°“√∫√‘…—∑ ‡≈¢“πÿ°“√§≥–°√√¡°“√ °”°—∫¥Ÿ·≈°‘®°“√∑’Ë¥’ ·≈–‡≈¢“πÿ°“√∫√‘…—∑ §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - ª√‘≠≠“‚∑ (∫√‘À“√∏ÿ√°‘®) ¡À“«‘∑¬“≈—¬∏√√¡»“ μ√å - ºŸâ Õ∫∫—≠™’√—∫Õπÿ≠“μ (ª√–‡∑»‰∑¬) ª√– ∫°“√≥å : - ºŸÕâ ”π«¬°“√ΩÉ“¬∫—≠™’ ∫√‘…∑— ´’‡°∑ ‡∑§‚π‚≈¬’ (ª√–‡∑»‰∑¬) ®”°—¥ - ºŸâ®—¥°“√ΩÉ“¬∫—≠™’ ∫√‘…—∑ ‡π™—Ëπ·π≈ μ“√å∑ ·Õπ¥å ‡§¡‘§Õ≈ (ª√–‡∑»‰∑¬) ®”°—¥ §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : ‰¡à¡’ π“¬ª√–æ—π∏å ‡Õ’Ë¬¡√ÿàß‚√®πå √Õßª√–∏“πºŸâ∫√‘À“√ΩÉ“¬æ—≤π“∏ÿ√°‘®·≈–Õ —ßÀ“√‘¡∑√—æ¬å §ÿ≥«ÿ≤‘∑“ß°“√»÷°…“ : - ª√‘≠≠“‚∑ (∫√‘À“√∏ÿ√°‘®) ¡À“«‘∑¬“≈—¬∏√√¡»“ μ√å - ª√‘≠≠“‚∑ («‘»«°√√¡»“ μ√å) ∂“∫—π‡∑§‚π‚≈¬’·Ààß‡Õ‡™’¬ (AIT) ª√– ∫°“√≥å : - Vice President, GE-Goldman AMC - Executive Director, First Pacific Land §«“¡ —¡æ—π∏å∑“ß§√Õ∫§√—«√–À«à“ßºŸâ∫√‘À“√ : ‰¡à¡’ —¥ à«π°“√∂◊ÕÀÿâπ„π∫√‘…—∑ (%) : 0.01

π“¬‚∏¡— ·¡ —π π‘≈‡´àπ √Õßª√–∏“πÕ“«ÿ‚ ΩÉ“¬∑√—æ¬“°√¡πÿ…¬å

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15 μ.§. 2539

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) 118 ∂.¡‘μ√¿“æ - ÀπÕß§“¬ μ.„π‡¡◊Õß Õ.‡¡◊Õßπ§√√“™ ’¡“ ®.π§√√“™ ’¡“ 30000

* “¢“√—ß ‘μ*

* “¢“‚§√“™*

13 æ.§. 2537

19 ∏.§. 2539

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ ÿ√“…Æ√å∏“π’) 130 ¡.1 ∂.‡≈’Ë¬ß‡¡◊Õß μ.∫“ß°ÿâß Õ.‡¡◊Õß ®. ÿ√“…Æ√å∏“π’ 84000

26 ¡’.§. 2540

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“√—μπ“∏‘‡∫»√å) 6 ¡.6 μ.‡ “∏ßÀ‘π Õ.∫“ß„À≠à ®.ππ∑∫ÿ√’ 11140

10 ‡¡.¬. 2540

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“√–¬Õß) 15/11 ∂.∫“ßπ“ - μ√“¥ μ.‡™‘ß‡π‘π Õ.‡¡◊Õß ®.√–¬Õß 21000

15 °.§. 2540

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“∏π∫ÿ√’ - ª“°∑àÕ) 56 ¡.6 ·¢«ß· ¡¥” ‡¢μ∫“ß¢ÿπ‡∑’¬π °∑¡. 10510

19 °.¬. 2540

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“‡™’¬ß√“¬) 184 ¡.25 μ.√Õ∫‡«’¬ß Õ.‡¡◊Õß ®.‡™’¬ß√“¬ 57000 * «—π∑’Ë 24 °.¬. 40 ∂÷ß 31 ¡’.§. 49 “¢“π’È∫√‘À“√ß“π¿“¬„μâ™◊ËÕ ∫√‘…—∑ ‡™’¬ß√“¬ ∫‘Í°´’ ®”°—¥ *

24 °.¬. 2540

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“≈”ª“ß) 65 ∂.‰Œ‡«¬å≈”ª“ß - ß“« μ. ∫μÿã¬ Õ.‡¡◊Õß≈”ª“ß ®.≈”ª“ß 52100

31 μ.§. 2540

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“≈æ∫ÿ√’) 2 ¡.1 μ.∑à“»“≈“ Õ.‡¡◊Õß≈æ∫ÿ√’ ®.≈æ∫ÿ√’ 15000

20 æ.¬. 2540

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“‡æ™√∫ÿ√’) 130 ¡.1 μ.μâπ¡–¡à«ß Õ.‡¡◊Õß‡æ™√∫ÿ√’ ®.‡æ™√∫ÿ√’ 76000

26 ¡.§. 2541

≈”¥—∫

™◊ËÕ - ∑’ËÕ¬Ÿà “¢“¢Õß∫√‘…—∑œ

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∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“À“¥„À≠à) 111/19 ¡.4 μ.§≈Õß·À Õ.À“¥„À≠à ®. ß¢≈“ 90110

19 μ.§. 2543

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“À—«À¡“°) 2001 ∂.√“¡§”·Àß ·¢«ßÀ—«À¡“° ‡¢μ∫“ß°–ªî °∑¡. 10240

21 μ.§. 2543

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ ¡ÿ∑√ª√“°“√) 498/1 ∂. ÿ¢ÿ¡«‘∑ μ.ª“°πÈ” Õ.‡¡◊Õß ¡ÿ∑√ª√“°“√ ®. ¡ÿ∑√ª√“°“√ 10280

2 æ.¬. 2543

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“Õÿ∫≈√“™∏“π’) 92 ´.∏√√¡«‘∂’ 4 ∂.∏√√¡«‘∂’ μ.„π‡¡◊Õß Õ.‡¡◊ÕßÕÿ∫≈√“™∏“π’ ®.Õÿ∫≈√“™∏“π’ 34000

28 ‡¡.¬. 2544

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“¥Õπ‡¡◊Õß) 1 ´.æÀ≈‚¬∏‘π 50 ∂.æÀ≈‚¬∏‘π ·¢«ßÕπÿ “«√’¬å ‡¢μ∫“ß‡¢π °∑¡. 10220

28 ¡‘.¬. 2544

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“·ø™—Ëπ‰Õ´å·≈π¥å) 593 ∂.√“¡Õ‘π∑√“ ·¢«ß§—ππ“¬“« ‡¢μ§—ππ“¬“« °∑¡. 10230

5 °.§. 2544

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“‡™’¬ß„À¡à) 208 ¡.3 μ.∑à“»“≈“ Õ.‡¡◊Õß‡™’¬ß„À¡à ®.‡™’¬ß„À¡à 50000 * «—π∑’Ë 6 °.§. 44 - 30 ‡¡.¬. 48 ∫√‘À“√ß“π¿“¬„μâ™◊ËÕ ∫√‘…—∑ ‡™’¬ß„À¡à ∫‘Í°´’ (2001) ®”°—¥*

6 °.§. 2544

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ ÿ¢ «— ¥‘Ï) 94 À¡Ÿà∑’Ë 18 μ.∫“ßæ÷Ëß Õ.æ√–ª√–·¥ß ®. ¡ÿ∑√ª√“°“√ 10130

9 æ.¬. 2544

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“¿Ÿ‡°Áμ) 72 ¡.5 μ.«‘™‘μ Õ.‡¡◊Õß¿Ÿ‡°Áμ ®.¿Ÿ‡°Áμ 83000

29 æ.¬. 2544

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“∫“ßπ“) 111 ∂.∫“ßπ“ - μ√“¥ ·¢«ß∫“ßπ“ ‡¢μ∫“ßπ“ °∑¡. 10260

8 °.æ. 2545

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“≈“¥æ√â“«) 2539 ∂.≈“¥æ√â“« ·¢«ß«—ß∑ÕßÀ≈“ß ‡¢μ«—ß∑ÕßÀ≈“ß °∑¡. 10310

28 ¡‘.¬. 2545

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“¥“«§–πÕß) 1050 ∂. ¡‡¥Á®æ√–‡®â“μ“° ‘π ·¢«ß∫ÿ§§‚≈ ‡¢μ∏π∫ÿ√’ °∑¡. 10600

6 .§. 2545

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“μ‘«“ππ∑å) 9/9 ¡.5 μ.μ≈“¥¢«—≠ Õ.‡¡◊Õßππ∑∫ÿ√’ ®.ππ∑∫ÿ√’ 11000

1 æ.¬. 2545

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“æ—∑¬“„μâ) 565/41 ¡.10 μ.ÀπÕßª√◊Õ Õ.∫“ß≈–¡ÿß ®.™≈∫ÿ√’ 20150

28 ¡’.§ 2546

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“√“™¥”√‘) 89/36, 97/11 ∂.√“™¥”√‘Àå ·¢«ß≈ÿ¡æ‘π’ ‡¢μª∑ÿ¡«—π °∑¡. 10330

29 ‡¡.¬. 2546

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“π§√ «√√§å) 320/10 ∂. «√√§å«‘∂’ μ.ª“°πÈ”‚æ Õ.‡¡◊Õßπ§√ «√√§å ®.π§√ «√√§å 60000

27 ¡‘.¬ 2546

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ –æ“π§«“¬) 618/1 ∂.æÀ≈‚¬∏‘π ·¢«ß “¡‡ π„π ‡¢μæ≠“‰∑ °∑¡. 10400

26 æ.¬ 2546

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“©–‡™‘ß‡∑√“) 9/1 ∂.©–‡™‘ß‡∑√“ - ∫“ßª–°ß μ.Àπâ“‡¡◊Õß Õ.‡¡◊Õß©–‡™‘ß‡∑√“ ®.©–‡™‘ß‡∑√“ 24000

25 °.æ. 2547

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ ”‚√ß) 999 ¡.1 ∂. ÿ¢ÿ¡«‘∑ μ. ”‚√ß‡Àπ◊Õ Õ.‡¡◊Õß ¡ÿ∑√ª√“°“√ ®. ¡ÿ∑√ª√“°“√ 10270

23 °.¬. 2547

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ªíμμ“π’) 301 ¡.4 μ.√Ÿ –¡‘·≈ Õ.‡¡◊Õßªíμμ“π’ ®.ªíμμ“π’ 94000

27 μ.§. 2547

≈”¥—∫

™◊ËÕ - ∑’ËÕ¬Ÿà “¢“¢Õß∫√‘…—∑œ

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∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ ÿ√‘π∑√å) 8 ∂.À≈—°‡¡◊Õß μ.„π‡¡◊Õß Õ.‡¡◊Õß ®. ÿ√‘π∑√å 32000

24 ∏.§. 2547

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ÕâÕ¡„À≠à) 17/17 ¡. 8 μ.ÕâÕ¡„À≠à Õ. “¡æ√“π ®.π§√ª∞¡ 73160

12 ‡¡.¬. 2548

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“‡æ™√‡°…¡) 611 ¡. 10 ·¢«ß∫“ß·§ ‡¢μ∫“ß·§ °∑¡. 10160

17 °.§. 2548

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ ÿ¢“¿‘∫“≈ 3) 103 ∂.√“¡§”·Àß ·¢«ß¡’π∫ÿ√’ ‡¢μ¡’π∫ÿ√’ °∑¡. 10110

1 °.¬. 2548

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“‡Õ°¡—¬) 78 ´. ÿ¢ÿ¡«‘∑ 63 (‡Õ°¡—¬) ·¢«ßæ√–‚¢πß‡Àπ◊Õ ‡¢μ«—≤π“ °∑¡. 10110

9 æ.¬. 2548

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ °≈π§√) 1594/16 ∂.√Õ∫‡¡◊Õß μ.∏“μÿ‡™‘ß™ÿ¡ Õ.‡¡◊Õß °≈π§√ ®. °≈π§√ 47000

26 æ.¬. 2548

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“·æ√à) 600 À¡Ÿà∑’Ë 9 μ”∫≈π“®—°√ Õ”‡¿Õ‡¡◊Õß·æ√à ®—ßÀ«—¥·æ√à 54000

11 æ.§. 2549

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“√“™∫ÿ√’) 534 À¡Ÿà∑’Ë 1 μ”∫≈‚§°À¡âÕ Õ”‡¿Õ‡¡◊Õß√“™∫ÿ√’ ®—ßÀ«—¥√“™∫ÿ√’ 70000

6 ¡‘.¬. 2549

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“≈”≈Ÿ°°“) 10 À¡Ÿà∑’Ë 12 μ”∫≈∫÷ß§”æ√âÕ¬ Õ”‡¿Õ≈”≈Ÿ°°“ ®—ßÀ«—¥ª∑ÿ¡∏“π’ 12150

17 μ.§. 2549

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ª√“®’π∫ÿ√’) 630/1 ∂ππ√“…Æ√¥”√‘ μ”∫≈Àπâ“‡¡◊Õß Õ”‡¿Õ‡¡◊Õßª√“®’π∫ÿ√’ ®—ßÀ«—¥ª√“®’π∫ÿ√’ 25000

14 ∏.§. 2549

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“≈”æŸπ) 200 À¡Ÿà∑’Ë 4 μ”∫≈∫â“π°≈“ß Õ”‡¿Õ‡¡◊Õß≈”æŸπ ®—ßÀ«—¥≈”æŸπ 51000

2 æ.§. 2550

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ ¡ÿ¬) 129/19 À¡Ÿà∑’Ë 1 μ”∫≈∫àÕºÿ¥ Õ”‡¿Õ‡°“– ¡ÿ¬ ®—ßÀ«—¥ ÿ√“…Æ√å∏“π’ 84320

6 °.¬. 2550

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“™≈∫ÿ√’) 49/1 À¡Ÿà∑’Ë 3 μ”∫≈Àâ«¬°–ªî Õ”‡¿Õ‡¡◊Õß™≈∫ÿ√’ ®—ßÀ«—¥™≈∫ÿ√’ 20000

11 μ.§. 2550

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“∫ÿ√’√—¡¬å) 150 À¡Ÿà∑’Ë 7 μ”∫≈Õ‘ “≥ Õ”‡¿Õ‡¡◊Õß∫ÿ√’√—¡¬å ®—ßÀ«—¥∫ÿ√’√—¡¬å 31000

11 μ.§. 2550

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“À“ß¥ß) 433/4-5 À¡Ÿà∑’Ë 7 μ”∫≈·¡à‡À’¬– Õ”‡¿Õ‡¡◊Õß‡™’¬ß„À¡à ®—ßÀ«—¥‡™’¬ß„À¡à 50000

21 æ.¬. 2550

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“Õ¬ÿ∏¬“) 80 À¡Ÿà∑’Ë 2 μ”∫≈∫â“π°√¥ Õ”‡¿Õ∫“ßª–Õ‘π ®—ßÀ«—¥æ√–π§√»√’Õ¬ÿ∏¬“ 13160

27 °.æ. 2551

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“∫â“π‚ªÉß) 58 À¡Ÿà∑’Ë 5 μ”∫≈ÀπÕßÕâÕ Õ”‡¿Õ∫â“π‚ªÉß ®—ßÀ«—¥√“™∫ÿ√’ 70110

10 æ.§. 2551

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“ ÿ‚¢∑—¬) 68 À¡Ÿà∑’Ë 2 μ”∫≈∫â“π°≈â«¬ Õ”‡¿Õ‡¡◊Õß ÿ‚¢∑—¬ ®—ßÀ«—¥ ÿ‚¢∑—¬ 64000

10 æ.§. 2551

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“™—¬¿Ÿ¡‘) 99 À¡Ÿà∑’Ë 1 μ”∫≈∫ÿàß§≈â“ Õ”‡¿Õ‡¡◊Õß™—¬¿Ÿ¡‘ ®—ßÀ«—¥™—¬¿Ÿ¡‘ 36000

15 æ.§. 2551

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“‡æ™√∫Ÿ√≥å) 939 À¡Ÿà∑’Ë 2 μ”∫≈ –‡¥’¬ß Õ”‡¿Õ‡¡◊Õß‡æ™√∫Ÿ√≥å ®—ßÀ«—¥‡æ™√∫Ÿ√≥å 67000

5 ¡‘.¬. 2551

≈”¥—∫

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∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“°√–∫’Ë) 349 À¡Ÿà∑’Ë 11 μ”∫≈°√–∫’ËπâÕ¬ Õ”‡¿Õ‡¡◊Õß°√–∫’Ë ®—ßÀ«—¥°√–∫’Ë 81000

27 ¡‘.¬. 2551

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“π«π§√) 98/196 À¡Ÿà∑’Ë 13 μ”∫≈§≈ÕßÀπ÷Ëß Õ”‡¿Õ§≈ÕßÀ≈«ß ®—ßÀ«—¥ª∑ÿ¡∏“π’ 12120

2 .§. 2551

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“√—ß ‘μ§≈ÕßÀ°) 158/17 À¡Ÿà∑’Ë 4 μ”∫≈√—ß ‘μ Õ”‡¿Õ∏—≠∫ÿ√’ ®—ßÀ«—¥ª∑ÿ¡∏“π’ 12110

4 .§. 2551

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ( “¢“¬‚ ∏√) 323 À¡Ÿà∑’Ë 2 μ”∫≈ ”√“≠ Õ”‡¿Õ‡¡◊Õß¬‚ ∏√ ®—ßÀ«—¥¬‚ ∏√ 35000

23 °.¬. 2551

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‚§√ß°“√‡æ◊ËÕ —ß§¡Õ◊ËπÊ ∫‘Í°´’ π—∫ πÿπ°√¡°“√ª°§√Õß„π°“√¥”‡π‘π‚§√ß°“√ çÕ”‡¿Õ¬‘È¡é ‚¥¬°“√„Àâ§«“¡√à«¡¡◊Õ°—∫°√¡°“√ª°§√Õß„π°“√„™âæ◊Èπ∑’Ë¿“¬„π∫‘Í°´’ ®—¥∑”®ÿ¥¢¬“¬∫√‘°“√ çÕ”‡¿Õ¬‘¡È é ‡æ◊ÕË Õ”π«¬§«“¡ –¥«°·°àª√–™“™π„π°“√μ‘¥μàÕ¢Õ√—∫°“√∫√‘°“√¥â“πß“π∑–‡∫’¬π ´÷ßË ®π∂÷ß¢≥–π’¡È ®’ ¥ÿ ¢¬“¬∫√‘°“√ çÕ”‡¿Õ¬‘È¡é „π∫‘Í°´’®”π«π∑—ÈßÀ¡¥ 11 “¢“ ∫‘Í°´’¬—ß‰¥â π—∫ πÿπ°‘®°√√¡‡æ◊ËÕ°“√æ—≤π“™ÿ¡™π ‘π§â“ çÀπ÷Ëßμ”∫≈Àπ÷Ëßº≈‘μ¿—≥±åé À√◊Õ ç‚Õ∑Õªé ¡“‚¥¬μ≈Õ¥ ‰¡à«à“®–‡ªìπ°“√ π—∫ πÿπæ◊Èπ∑’Ë®”Àπà“¬ ‘π§â“·≈–®—¥°‘®°√√¡ àß‡ √‘¡ ‘π§â“‚Õ∑Õª πÕ°®“°π’È∫‘Í°´’¬—ß‰¥â π—∫ πÿπ°“√®”Àπà“¬ ‘π§â“‚Õ∑Õªμ“¡‡∑»°“≈·≈– ‚Õ°“ æ‘‡»… ´÷Ëß∫‘Í°´’®–¡’°“√¥”‡π‘π°“√μàÕ‡π◊ËÕßμ≈Õ¥ªï 2552

·¡â„πªï 2551 ®–‡ªìπªï∑’Ë∑â“∑“¬μàÕ°“√¥”‡π‘π∏ÿ√°‘®§â“ª≈’°Õ¬à“ß¡“°‡æ√“–ª√–‡∑»‰∑¬‰¥â√—∫º≈°√–∑∫®“°«‘°ƒμ°“√≥å°“√‡ß‘π∑—Ë«‚≈° √«¡∑—Èß°“√‡¡◊Õß¿“¬„πª√–‡∑»∑’Ë‰¡à·πàπÕπ·≈–Õÿ∑°¿—¬∑’Ë‡°‘¥¢÷Èπ„πÀ≈“¬®—ßÀ«—¥ ·μà∫√‘…—∑œ °Á “¡“√∂¥”‡π‘π∏ÿ√°‘®‚¥¬¡’º≈ª√–°Õ∫°“√‡ªìπ∑’Ëπà“æÕ„® ´÷Ëßº≈ª√–°Õ∫°“√∑’Ë·¢Áß·°√àßπ’È‡ªìπº≈ ◊∫‡π◊ËÕß¡“®“°°“√¥”‡π‘π°≈¬ÿ∑∏å‡™‘ß√ÿ°·≈–¡“μ√°“√μà“ßÊ ¥—ßμàÕ‰ªπ’È

°“√¢¬“¬ “¢“ „πªï 2551 ∫√‘…—∑œ ª√– ∫§«“¡ ”‡√Á®Õ¬à“ß¡“°‡æ√“– “¡“√∂‡ªî¥ “¢“„À¡à‰¥â¡“°∂÷ß 12 “¢“¿“¬„πÀπ÷Ëßªï ”À√—∫ “¢“„À¡à ·≈– “¢“‡¥‘¡¢Õß∫√‘…—∑œ ‰¥â√—∫°“√μÕ∫√—∫‡ªìπÕ¬à“ß¥’®“°ºŸâ∫√‘‚¿§ àßº≈„Àâ∫√‘…—∑œ ¡’Õ—μ√“°“√‡μ‘∫‚μ¢Õß¬Õ¥¢“¬‡æ‘Ë¡¢÷Èπ®“°ªï 2551 ®”π«π 5,692 ≈â“π∫“∑ À√◊Õ√âÕ¬≈– 9.2 √“¬‰¥â§à“‡™à“·≈–§à“∫√‘°“√‡æ‘Ë¡¢÷Èπ®“°ªï 2551 ®”π«π 421 ≈â“π∫“∑ À√◊Õ√âÕ¬≈– 15.4 ·≈–√“¬‰¥âÕ◊Ëπ‡æ‘Ë¡¢÷Èπ®“°ªï 2551 ®”π«π 1,253 ≈â“π∫“∑ À√◊ÕÕ—μ√“√âÕ¬≈– 19.1

°“√ª√—∫ª√ÿß “¢“ „πªï 2551 ∫√‘…—∑œ ‰¥â¥”‡π‘π°“√ª√—∫ª√ÿß·≈–æ—≤π“ “¢“‡¥‘¡®”π«π 4 “¢“ ∑—Èß„π à«π¢Õß´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å·≈–∑“«πå‡´Áπ‡μÕ√å ‡æ◊ËÕ„Àâ¥Ÿ ∑—π ¡—¬¡“°¢÷Èπ·≈–ºŸâ∫√‘‚¿§ “¡“√∂ —¡º— ª√– ∫°“√≥å„π°“√‡≈◊Õ°´◊ÈÕ ‘π§â“∑’Ëμ◊Ëπμ“μ◊Ëπ„® ´÷Ëß„π°“√ª√—∫ª√ÿß·≈–æ—≤π“ “¢“‡¥‘¡®–∑”„Àâ≈Ÿ°§â“¡’§«“¡æ÷ßæÕ„®¡“°¢÷Èπ ´÷Ëß™à«¬ π—∫ πÿπ„ÀâºŸâ∫√‘‚¿§‡¢â“¡“‡¥‘π®—∫®à“¬´◊ÈÕ ‘π§â“ ∑—Èß„π à«π¢Õß∫‘Í°´’‡Õß·≈–„π à«π¢Õßæ≈“´à“‡æ‘Ë¡¢÷Èπ àßº≈„Àâ√“¬‰¥â®“°§à“‡™à“·≈–§à“∫√‘°“√‡μ‘∫‚μ¢÷Èπ

°“√∑”°“√μ≈“¥‡™‘ß°≈¬ÿ∑∏å °“√¡ÿàß‡πâπ°“√¥”‡π‘π°≈¬ÿ∑∏å°“√μ≈“¥„π¥â“π°“√‡ªìπºŸâπ”¥â“π√“§“ °“√¡Õ∫§«“¡ πÿ° π“π„π°“√®—∫®à“¬´◊ÈÕ ‘π§â“ ·≈–°“√μÕ°¬È” §«“¡‡ªìπ‰∑¬„π°“√¥”‡π‘π∏ÿ√°‘®¢Õß∫√‘…—∑œ π—∫‡ªìπ ‘Ëß ”§—≠∑’Ë∑”„Àâ∫√‘…—∑œ ª√– ∫§«“¡ ”‡√Á®„πªï 2551 ‚¥¬®–‡ÀÁπ‰¥â«à“ °≈¬ÿ∑∏åπ’È‰¥â√—∫ °“√μÕ∫√—∫®“°ºŸâ∫√‘‚¿§™“«‰∑¬‡ªìπÕ¬à“ß¥’·≈– àßº≈„Àâ∫√‘…—∑œ ¡’¬Õ¥¢“¬‡æ‘Ë¡¢÷Èπ√âÕ¬≈– 9.2 ∂÷ß·¡â«à“¿“«–‡»√…∞°‘®¢Õßª√–‡∑»·≈–§«“¡ ¡—Ëπ„®¢ÕßºŸâ∫√‘‚¿§®–∂¥∂Õ¬≈ß°Áμ“¡

ª√– ‘∑∏‘¿“æ„π°“√¥”‡π‘πß“π ∫√‘…—∑œ ‰¥â¥”‡π‘π°“√ª√—∫ª√ÿßª√– ‘∑∏‘¿“æ„π°“√¥”‡π‘πß“π„πªï 2551 ‚¥¬°“√‡æ‘Ë¡ª√– ‘∑∏‘¿“æ„π°“√∫√‘À“√‡ß‘π∑ÿπÀ¡ÿπ‡«’¬π¢Õß ∫√‘…—∑œ ·≈–∫√‘…—∑¬àÕ¬„Àâ¥’¬‘Ëß¢÷Èπ¥â«¬°“√‡√àß√—¥°“√‡°Á∫Àπ’È√â“π§â“‡™à“À√◊Õ‡ß‘π π—∫ πÿπ§à“°“√μ≈“¥®“°ºŸâº≈‘μ·≈–°“√§«∫§ÿ¡ª√‘¡“≥°“√ —Ëß´◊ÈÕ„Àâ ‡À¡“– ¡‡æ’¬ßæÕ°—∫ª√‘¡“≥°“√¢“¬ ∑”„Àâ„πªï 2551 ∫√‘…—∑œ ·≈–∫√‘…—∑¬àÕ¬ “¡“√∂∫√‘À“√ª√‘¡“≥ ‘π§â“§ß§≈—ß‰¥âÕ¬à“ß¡’ª√– ‘∑∏‘¿“æ¡“°¬‘Ëß¢÷Èπ º≈®“°°“√ª√—∫ª√ÿßª√– ‘∑∏‘¿“æ„π°“√∫√‘À“√‡ß‘π∑ÿπÀ¡ÿπ‡«’¬π¥—ß°≈à“«∑”„Àâ√–¬–‡«≈“¢“¬ ‘π§â“‡©≈’¬Ë ¡’®”π«π 30 «—π ≈¥≈ß®“°ªï 2550 ®”π«π 1 «—π πÕ°®“°π’È ∫‘Í°´’¡’°“√ª√—∫ª√ÿß√–∫∫‡∑§‚π‚≈¬’ “√ π‡∑»Õ¬à“ßμàÕ‡π◊ËÕß‚¥¬„πªï 2551 ∫√‘…—∑œ ‰¥â¬°√–¥—∫√–∫∫°“√∫√‘À“√ ‘π§â“À√◊Õ√–∫∫ Gold ®“°‡«Õ√å™—Ëπ 4 ‡ªìπ‡«Õ√å™—Ëπ 5 ‡æ◊ËÕ‡æ‘Ë¡ª√– ‘∑∏‘¿“æ°“√ —Ëß´◊ÈÕ ‘π§â“·∫∫Õ—μ‚π¡—μ‘„Àâ¥’¬‘Ëß¢÷Èπ ‚¥¬°“√ª√—∫ª√ÿß√–∫∫π’È®–‡ √Á® ‘Èπ ¡∫Ÿ√≥å„πªï 2552

°“√«‘‡§√“–Àåß∫°“√‡ß‘π º≈°“√¥”‡π‘πß“π¢Õß∫√‘…∑— œ ·≈–∫√‘…∑— ¬àÕ¬„πªï 2551 ¡’°”‰√ ÿ∑∏‘ 2,852 ≈â“π∫“∑ ‡¡◊ÕË ‡ª√’¬∫‡∑’¬∫°—∫ªï 2550 ´÷ßË ¡’°”‰√ ÿ∑∏‘®”π«π 2,502 ≈â“π∫“∑ À√◊Õ¡’°“√‡μ‘∫‚μ¢Õß°”‰√ ÿ∑∏‘ ßŸ ∂÷ß 349 ≈â“π∫“∑ À√◊ÕÕ—μ√“√âÕ¬≈– 14 ´÷ßË ªí®®—¬∑’ Ë π—∫ πÿπ°“√‡æ‘¡Ë ¢÷πÈ ¢Õßº≈°“√¥”‡π‘πß“π¥—ß°≈à“«¡’¥ß— μàÕ‰ªπ’È

1. √“¬‰¥â®“°°“√¢“¬ ¬Õ¥¢“¬¢Õß∫√‘…—∑œ ·≈–∫√‘…—∑¬àÕ¬„πªï 2551 ¡’®”π«π 67,292 ≈â“π∫“∑ ‡æ‘Ë¡¢÷Èπ®“°ªï 2550 ®”π«π 5,692 ≈â“π∫“∑ À√◊ÕÕ—μ√“√âÕ¬≈– 9.2 “‡Àμÿ¢Õß§«“¡ ”‡√Á®¥—ß°≈à“«‡ªìπº≈®“°°“√¢¬“¬ “¢“„À¡àÕ¬à“ßμàÕ‡π◊ËÕß®”π«π 12 “¢“„πªï 2551 §◊Õ “¢“Õ¬ÿ∏¬“ “¢“∫â“π‚ªÉß “¢“ ÿ‚¢∑—¬ “¢“™—¬¿Ÿ¡‘ “¢“‡æ™√∫Ÿ√≥å “¢“°√–∫’Ë “¢“π«π§√ “¢“√—ß ‘μ§≈Õß 6 “¢“¬‚ ∏√ “¢“ √–·°â« “¢“«“√‘π™”√“∫ ·≈– “¢“¡À“ “√§“¡

2. √“¬‰¥â§à“‡™à“·≈–§à“∫√‘°“√·≈–√“¬‰¥âÕ◊Ëπ √“¬‰¥â§à“‡™à“·≈–§à“∫√‘°“√„πªï 2551 ¡’®”π«π 3,148 ≈â“π∫“∑ ‡æ‘Ë¡¢÷Èπ®“°ªï 2550 ®”π«π 421 ≈â“π∫“∑ À√◊ÕÕ—μ√“√âÕ¬≈– 15.4 ‡π◊ËÕß®“° °“√¢¬“¬æ◊Èπ∑’Ë„Àâ‡™à“®“°°“√‡ªî¥ “¢“„À¡à ®”π«π 12 “¢“

°“√æ‘®“√≥“·≈–«‘‡§√“–Àå‡™‘ß∫√‘À“√

- √“¬‰¥â§à“‡™à“·≈–§à“∫√‘°“√ - √“¬‰¥âÕ◊Ëπ √«¡

2551 3,148 7,826 10,974

2550 2,727 6,573 9,300

‡æ‘Ë¡¢÷Èπ 15.4 % 19.1% 18.0%

√“¬‰¥âÕπË◊ Õ—π‰¥â·°à √“¬‰¥â®“°°“√ àß‡ √‘¡°“√¢“¬º≈‘μ¿—≥±å¢ÕßºŸºâ ≈‘μ ´÷ßË °àÕ„Àâ‡°‘¥ª√–‚¬™πå ßŸ ÿ¥∑—ßÈ ÕßΩÉ“¬ √«¡∂÷ß√“¬‰¥âÕπË◊ Ê „πªï 2551 ¡’®”π«π 7,826 ≈â“π∫“∑ ‡æ‘Ë¡¢÷Èπ®“°ªï 2550 ®”π«π 1,253 ≈â“π∫“∑ À√◊ÕÕ—μ√“√âÕ¬≈– 19.1 ‡π◊ËÕß®“°∫√‘…—∑œ ‰¥â√—∫°“√ π—∫ πÿπ®“°ºŸâº≈‘μ‡æ‘Ë¡¡“°¢÷Èπ

3. °”‰√¢—πÈ μâπ °”‰√¢—Èπμâπ¢Õßªï 2551 ¡’®”π«π 5,073 ≈â“π∫“∑ ≈¥≈ß®“°ªï 2550 ®”π«π 90 ≈â“π∫“∑ À√◊ÕÕ—μ√“√âÕ¬≈– 1.8 Õ—π‡π◊ËÕß¡“®“°°“√¥”‡π‘π °‘®°√√¡∑“ß°“√μ≈“¥Õ¬à“ßμàÕ‡π◊ËÕß¿“¬„μâ¿“«°“√≥å‡»√…∞°‘®∑’Ëº—πº«π·≈–§«“¡«ÿàπ«“¬∑“ß°“√‡¡◊Õß Õ¬à“ß‰√°Áμ“¡°”‰√®“°°“√¥”‡π‘πß“π ‚¥¬√«¡¬—ß‡ªìπ‰ªμ“¡§«“¡§“¥À¡“¬¢Õß∫√‘…—∑œ

4. §à“„™â®à“¬„π°“√¢“¬·≈–∫√‘À“√ §à“„™â®à“¬„π°“√¢“¬·≈–∫√‘À“√¢Õßªï 2551 ¡’®”π«π 12,073 ≈â“π∫“∑ ‡æ‘Ë¡¢÷Èπ®“°ªï 2550 ®”π«π 1,329 ≈â“π∫“∑ À√◊ÕÕ—μ√“√âÕ¬≈– 12.4 ‡π◊ËÕß®“°§à“„™â®à“¬™à«ß°àÕπ°“√¥”‡π‘πß“π √«¡∑—Èß§à“‡ ◊ËÕ¡√“§“∑’Ë‡æ‘Ë¡¢÷Èπ®“°°“√¢¬“¬ “¢“Õ¬à“ß√«¥‡√Á«

5. §à“„™â®à“¬∑“ß°“√‡ß‘π §à“„™â®à“¬∑“ß°“√‡ß‘πªï 2551 ¡’®”π«π 149 ≈â“π∫“∑ ‡æ‘Ë¡¢÷Èπ®“°ªï 2550 ®”π«π 65 ≈â“π∫“∑À√◊ÕÕ—μ√“√âÕ¬≈– 77

6. ¿“…’π‘μ‘∫ÿ§§≈ ¿“…’π‘μ‘∫ÿ§§≈„πªï 2551 ¡’®”π«π 957 ≈â“π∫“∑ ≈¥≈ß®“°ªï°àÕπ®”π«π 148 ≈â“π∫“∑ À√◊ÕÕ—μ√“√âÕ¬≈– 13.4 Õ—π‡π◊ËÕß¡“®“°∫√‘…—∑œ ‰¥â√—∫ ‘∑∏‘ª√–‚¬™πå∑“ß¿“…’μ“¡æ√–√“™°ƒ…Æ’°“©∫—∫∑’Ë 460 ÕÕ°‚¥¬°√¡ √√æ“°√ ‚¥¬∫√‘…—∑∑’Ë®¥∑–‡∫’¬π„πμ≈“¥À≈—°∑√—æ¬å·Ààßª√–‡∑»‰∑¬ ®–‰¥â√—∫ ‘∑∏‘¬°‡«âπ¿“…’‡ß‘π‰¥â‡ªìπ®”π«π√âÕ¬≈– 25 ”À√—∫‡ß‘π∑’Ë‰¥â®à“¬‡æ◊ËÕ°“√≈ß∑ÿπÀ√◊ÕμàÕ‡μ‘¡ ‡ª≈’Ë¬π·ª≈ß ¢¬“¬ÕÕ°À√◊Õ∑”„Àâ¥’¢÷Èπ´÷Ëß∑√—æ¬å ‘π ”À√—∫‚§√ß°“√∑’Ë‡°‘¥¢÷Èπμ—Èß·μàªï 2549 ·≈–μâÕß®à“¬„Àâ‡ √Á®¿“¬„π‡¥◊Õπ∏—π«“§¡ 2553

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√ÿª¢âÕ¡Ÿ≈·≈–°“√«‘‡§√“–Àåß∫°“√‡ß‘π

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2551

1,382 4% 5,171 14% 1,889 5% 8,442 23% 24,872 67% 4,017 11% 37,331 100%

2550

1,750 5% 5,011 14% 1,735 5% 8,496 24% 22,391 64% 4,048 12% 34,935 100%

2549

1,283 4,823 824 6,930 18,668 4,358 29,956

4% 16% 3% 23% 62% 15% 100%

(Àπà«¬ : ∫“∑) Àπ’È ‘π·≈– à«π¢ÕßºŸâ∂◊ÕÀâÿπ

2551

2550

2549

% 35% 2% 11% 49% 3% 52% 48% 100%

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3,000 12,319

8% 33%

2,035 11,884

6% 34%

3,368 18,687 1,274 19,961 17,370

9% 50% 3% 53% 47%

4,286 18,205 963 19,168 15,767

12% 52% 3% 55% 45%

10,461 746 3,360 14,567 886 15,453 14,503

√«¡Àπ’È ‘π·≈– à«π¢ÕßºŸâ∂◊ÕÀÿâπ

37,331 100%

34,935 100%

29,956

ß∫°”‰√¢“¥∑ÿπ (Àπà«¬ : ∫“∑)

¢“¬ ÿ∑∏‘ μâπ∑ÿπ¢“¬ °”‰√¢—Èπμâπ √“¬‰¥â§à“‡™à“·≈–§à“∫√‘°“√·≈–√“¬‰¥âÕ◊Ëπ √«¡√“¬‰¥â §à“„™â®à“¬„π°“√¢“¬·≈–∫√‘°“√ °”‰√®“°°“√¥”‡π‘πß“π ¥Õ°‡∫’È¬®à“¬ °”‰√°àÕπ¿“…’‡ß‘π‰¥â ¿“…’‡ß‘π‰¥â °”‰√°àÕπ à«π¢ÕßºŸâ∂◊ÕÀâÿπ à«ππâÕ¬ à«π·∫àß¢“¥∑ÿπ (°”‰√) ¢ÕßºŸâ∂◊ÕÀâÿπ à«ππâÕ¬ °”‰√ ÿ∑∏‘

2551

67,291 62,219 5,072 10,974 16,046 12,072 3,974 149 3,825 957 2,868 -16

100.0% 92.5% 7.5% 16.3% 23.8% 17.9% 5.9% 0.2% 5.7% 1.4% 4.3% 0.0%

2,852

4.2%

2550

2549

61,600 100.0% 58,033 100.0% 56,437 91.6% 52,606 90.6% 5,163 8.4% 5,427 9.4% 9,300 15.1% 7,667 13.2% 14,463 23.5% 13,094 22.6% 10.743 17.4% 9,884 17.0% 3,720 6.0% 3,210 5.5% 85 0.1% 79 0.1% 3,635 5.9% 3,131 5.4% 1,105 1.8% 992 1.7% 2,530 4.1% 2,139 3.7% -28 0.0% -15 0.0% 2,502

4.1%

2,124

3.7%

ß∫°√–· ‡ß‘π ¥ 2551

2550

(Àπà«¬ : ∫“∑) 2549

°√–· ‡ß‘π ¥®“°°‘®°√√¡¥”‡π‘πß“π °”‰√ ÿ∑∏‘ √“¬°“√ª√—∫°√–∑∫°”‰√ ÿ∑∏‘®“°°‘®°√√¡¥”‡π‘πß“π Àπ’È ‘π¥”‡π‘πß“π‡æ‘Ë¡¢÷Èπ

2,570 2,499 160

2,468 2,097 1,338

2,124 2,182 255

‡ß‘π ¥ ÿ∑∏‘®“°°‘®°√√¡¥”‡π‘πß“π

5,229

5,903

4,561

°√–· ‡ß‘π ¥®“°°‘®°√√¡≈ß∑ÿπ

-5,297

-5,461

-3,865

°√–· ‡ß‘π ¥®“°°‘®°√√¡®—¥À“‡ß‘π ‡ß‘π°Ÿâ¬◊¡·≈–Õ◊ËπÊ ‡ß‘πªíπº≈®à“¬ à«π¢ÕßºŸâ∂◊ÕÀâÿπ à«ππâÕ¬≈¥≈ß √«¡°√–· ‡ß‘π ¥®“°°‘®°√√¡®—¥À“‡ß‘π

965 -1,250 -15 -300

1,290 -1,250 -15 467

-750 -1,250

‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“ ‡ß‘π ¥ ‡æ‘Ë¡¢÷Èπ (≈¥≈ß) ÿ∑∏‘ ‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“‡ß‘π ¥ ≥ «—πμâπªï ‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“‡ß‘π ¥ ≥ «—π ‘Èπªï

-368 1,750 1,382

467 1,283 1,750

-1,304 2,587 1,283

-2,000

Õ—μ√“ à«π∑“ß°“√‡ß‘π √–¬–‡«≈“¢“¬ ‘π§â“‡©≈’Ë¬ √–¬–‡«≈“™”√–Àπ’È‡©≈’Ë¬ Õ—μ√“ àà«π‡ß‘π∑ÿπÀ¡ÿπ‡«’¬π Õ—μ√“°”‰√¢—Èπμâπ Õ—μ√“°”‰√ ÿ∑∏‘ Õ—μ√“º≈μÕ∫·∑πºŸâ∂◊ÕÀâÿπ Õ—μ√“º≈μÕ∫·∑π®“° ‘π∑√—æ¬å Õ—μ√“ à«π‡ß‘π¬◊¡μàÕ à«π¢ÕßºŸâ∂◊ÕÀâÿπ °”‰√μàÕÀâÿπ ¡Ÿ≈§à“Àâÿπμ“¡∫—≠™’

2551

2550

2549

30 71 0.4 7.5 3.7 17.3 7.9 0.2 3.6 21.7

31 71 0.4 8.4 3.5 16.5 7.7 0.1 3.1 19.7

32 70 0.5 9.4 3.2 15.0 7.2 0.1 2.7 18.1

°“√«‘‡§√“–Àåº≈°“√¥”‡π‘πß“π 2551 √“¬‰¥â √“¬‰¥â®“°°“√¢“¬ μâπ∑ÿπ¢“¬ °”‰√¢—Èπμâπ √“¬‰¥â¢—Èπμâπ √«¡√“¬‰¥â §à“„™â®à“¬ °”‰√°àÕπ¥Õ°‡∫’È¬®à“¬ / ¿“…’‡ß‘π‰¥â °”‰√ ÿ∑∏‘

Õ—μ√“°“√ ‡ª≈’¬Ë π·ª≈ß %

2550

67,291 62,219 5,072 10,974 16,046 12,072 3,974

100.0% 92.5% 7.5% 16.3% 23.8% 17.9% 5.9%

61,600 56,437 5,163 9,300 14,463 10.743 3,720

100.0% 91.6% 8.4% 15.1% 23.5% 17.4% 6.0%

9.2% 10.2% -1.8% 18.0% 10.9% 12.4% 6.8%

2,852

4.2%

2,502

4.1%

14.0%

√“¬ß“π¢Õß§≥–°√√¡°“√∫√‘…—∑

°√√¡°“√∫√‘ …— ∑ œ ‡ªì π ºŸâ √— ∫ º‘ ¥ ™Õ∫μà Õ ß∫°“√‡ß‘ π √«¡¢Õß∫√‘ …— ∑ œ ·≈–∫√‘ …— ∑ ¬à Õ ¬ ·≈– “√ π‡∑»∑“ß §≥– °“√‡ß‘π∑’Ëª√“°Ø„π√“¬ß“πª√–®”ªï ß∫°“√‡ß‘π¥—ß°≈à“«®—¥∑”¢÷Èπμ“¡¡“μ√∞“π°“√∫—≠™’∑’Ë√—∫√Õß∑—Ë«‰ª „πª√–‡∑»‰∑¬ ´÷Ë ß Õ¥§≈â Õ ß°— ∫ ¡“μ√∞“π°“√∫— ≠ ™’ “°≈‡ªì π à « π„À≠à ‚¥¬‡≈◊ Õ °„™â π ‚¬∫“¬∫— ≠ ™’ ∑’Ë‡À¡“– ¡·≈–∂◊ÕªØ‘∫—μ‘Õ¬à“ß ¡Ë”‡ ¡Õ „™â¥ÿ≈¬æ‘π‘®Õ¬à“ß√–¡—¥√–«—ß·≈–ª√–¡“≥°“√∑’Ë¥’∑’Ë ÿ¥„π°“√®—¥∑” √«¡∑—Èß¡’°“√ ‡ªî¥‡º¬¢âÕ¡Ÿ≈ ”§—≠Õ¬à“ß‡æ’¬ßæÕ„πÀ¡“¬‡Àμÿª√–°Õ∫ß∫°“√‡ß‘π §≥–°√√¡°“√∫√‘ …— ∑ œ ‰¥â ®— ¥ „Àâ ¡’ ° “√¥”√ß√— ° …“‰«â ´÷Ë ß √–∫∫§«∫§ÿ ¡ ¿“¬„π∑’Ë ¡’ ª √– ‘ ∑ ∏‘ º ≈ ‡æ◊Ë Õ „Àâ ¡—Ë π „® ‰¥â Õ ¬à “ ß¡’ ‡ Àμÿ º ≈«à “ °“√∫— π ∑÷ ° ¢â Õ ¡Ÿ ≈ ∑“ß∫— ≠ ™’ ¡’ § «“¡∂Ÿ ° μâ Õ ß §√∫∂â « π ·≈–‡æ’ ¬ ßæÕ∑’Ë ® –¥”√ß√— ° …“‰«â ´÷Ë ß ∑√— æ ¬å ‘ π ·≈–‡æ◊ËÕ„Àâ∑√“∫®ÿ¥ÕàÕπ‡æ◊ËÕªÑÕß°—π‰¡à„Àâ‡°‘¥°“√∑ÿ®√‘μ À√◊Õ °“√¥”‡π‘π°“√∑’Ëº‘¥ª°μ‘Õ¬à“ß¡’ “√– ”§—≠ „π°“√π’È §≥–°√√¡°“√∫√‘…—∑œ ‰¥â·μàßμ—Èß§≥–°√√¡°“√μ√«® Õ∫ ´÷Ëßª√–°Õ∫¥â«¬°√√¡°“√Õ‘ √–∑’Ë‰¡à ‡ªìπ ºŸâ ∫ √‘ À “√‡ªì π ºŸâ ¥Ÿ · ≈√— ∫ º‘ ¥ ™Õ∫‡°’Ë ¬ «°— ∫ §ÿ ≥ ¿“æ¢Õß√“¬ß“π∑“ß°“√‡ß‘ π ·≈–√–∫∫§«∫§ÿ ¡ ¿“¬„π ·≈–§«“¡‡ÀÁ π ¢Õß§≥–°√√¡°“√μ√«® Õ∫‡°’Ë ¬ «°— ∫ ‡√◊Ë Õ ßπ’È ª √“°Ø„π√“¬ß“π¢Õß§≥–°√√¡°“√μ√«® Õ∫´÷Ë ß · ¥ß‰«â „ π√“¬ß“π ª√–®”ªï·≈â« §≥–°√√¡°“√∫√‘ …— ∑ œ ¡’ § «“¡‡ÀÁ π «à “ √–∫∫§«∫§ÿ ¡ ¿“¬„π¢Õß∫√‘ …— ∑ œ ‚¥¬√«¡Õ¬Ÿà „ π√–¥— ∫ ∑’Ë πà “ æÕ„® ·≈– “¡“√∂ √â“ß§«“¡‡™◊ËÕ¡—Ëπ Õ¬à“ß¡’‡Àμÿº≈μàÕ§«“¡‡™◊ËÕ∂◊Õ‰¥â¢Õß√–∫∫°“√‡ß‘π√«¡¢Õß∫√‘…—∑œ ·≈–∫√‘…—∑¬àÕ¬ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551

(π“¬ ÿ∑∏‘™“μ‘ ®‘√“∏‘«—≤πå) ª√–∏“π°√√¡°“√

(π“¬Õ’ø ·∫√å°π“√å ‡∫√∫ÁÕß) ª√–∏“π‡®â“Àπâ“∑’Ë∫√‘À“√·≈– °√√¡°“√ºŸâ®—¥°“√„À≠à

√“¬ß“π¢Õß§≥–°√√¡°“√μ√«® Õ∫ ª√–®”ªï 2551

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2550

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

1,381,909,917 74,657,808 80,593,933 5,171,335,334

1,749,973,177 151,307,901 55,182,582 5,011,057,722

1,267,478,692 70,428,872 581,108,462 4,997,724,287

1,603,652,162 144,701,366 496,835,827 4,830,646,625

1,210,768,938 426,945,523 95,460,437 1,733,174,898 8,441,671,890

999,598,347 404,985,997 123,779,729 1,528,364,073 8,495,885,455

1,162,418,544 425,465,323 84,188,189 1,672,072,056 8,588,812,369

954,772,754 404,838,868 112,712,290 1,472,323,912 8,548,159,892

7 10 11 12 13

24,872,503,266 159,538,460

49,149,399 - 2,299,408,358 22,390,874,495 21,548,328,111 133,033,763 159,232,300

69,369,568 2,299,408,358 72,504 132,625,872

360,621,352 3,339,110,238 157,832,297 3,857,563,887 28,889,605,613 37,331,277,503

360,621,352 3,417,350,973 3,233,942,302 3,305,704,755 137,331,891 156,715,128 133,448,319 3,915,304,216 3,390,657,430 3,439,153,074 26,439,212,474 27,446,775,598 24,797,029,376 34,935,097,929 36,035,587,967 33,345,189,268

6 7 8

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15 7

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3,000,000,000 12,318,547,375 138,959,856 18,027,590 127,505,635 287,341,638 1,050,837,322 806,711,301 938,716,639 3,083,606,900 18,686,647,356

190,914,287 197,946,756 885,540,344 1,083,487,100 1,274,401,387 19,961,048,743

2550

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

2,035,000,000 3,000,000,000 2,035,000,000 11,884,441,828 11,973,188,074 11,496,378,523 161,298,903 181,994,964 232,771,284 20,051,823 143,017,855

8,445,544 1,861,752,885 126,711,815

3,057,576 1,607,436,900 142,224,035

434,172,133 202,826,726 339,756,656 1,527,074,527 1,026,474,835 1,503,100,025 1,067,193,180 783,535,597 992,775,460 932,707,215 880,764,972 843,045,396 3,961,147,055 2,893,602,130 3,678,677,537 18,204,957,464 20,045,695,412 19,195,545,855

51,441,640

175,554,270

26,499,577

146,929,445 197,946,756 146,929,445 764,325,370 839,366,790 701,371,482 911,254,815 1,037,313,546 848,300,927 962,696,455 1,212,867,816 874,800,504 19,167,653,919 21,258,563,228 20,070,346,359

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2550

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

8,250,000,000

8,013,865,740 2,245,689,584

(489,750)

(65,753,698)

743,659,479 6,415,501,502 7,159,160,981 17,352,472,857 17,755,903 17,370,228,760 37,331,277,503

587,700,000 666,700,000 529,100,000 4,969,408,046 3,851,259,165 2,486,677,335 5,557,108,046 4,517,959,165 3,015,777,335 15,750,419,922 14,777,024,739 13,274,842,909 17,024,088 15,767,444,010 14,777,024,739 13,274,842,909 34,935,097,929 36,035,587,967 33,345,189,268

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°”‰√μàÕÀÿâπ °”‰√μàÕÀÿâπ¢—Èπæ◊Èπ∞“π °”‰√ ÿ∑∏‘ à«π∑’Ë‡ªìπ¢ÕßºŸâ∂◊ÕÀÿâπ∫√‘…—∑„À≠à

ß∫°“√‡ß‘π√«¡ 2551

2550

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

67,291,637,382 3,148,330,786 7,825,564,840 78,265,533,008

61,600,000,551 65,598,572,869 59,744,034,899 2,727,252,911 2,989,040,026 2,561,177,349 6,573,020,729 7,912,888,903 6,786,087,186 70,900,274,191 76,500,501,798 69,091,299,434

62,218,794,125 10,873,077,980 1,199,562,752 74,291,434,857

56,437,029,568 60,839,386,610 54,905,995,055 9,669,706,945 10,748,418,875 9,496,575,990 1,073,828,757 1,199,562,752 1,073,828,757 67,180,565,270 72,787,368,237 65,476,399,802

3,974,098,151 (149,264,988) 3,824,833,163 (956,771,317) 2,868,061,846

3,719,708,921 (84,651,078) 3,635,057,843 (1,104,595,692) 2,530,462,151

3,713,133,561 (207,366,245) 3,505,767,316 (753,900,727) 2,751,866,589

3,614,899,632 (145,597,929) 3,469,301,703 (901,660,310) 2,567,641,393

2,851,737,694 16,324,152 2,868,061,846

2,502,454,671 28,007,480 2,530,462,151

2,751,866,589

2,567,641,393

3.56

3.12

3.43

3.20

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À¡“¬‡Àμÿª√–°Õ∫ß∫°“√‡ß‘π‡ªìπ à«πÀπ÷Ëß¢Õßß∫°“√‡ß‘ππ’È

2550

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3,824,833,163

3,635,057,843

3,505,767,316

3,469,301,703

2,466,803,118 (22,981,555) (17,734,988) (28,460,870) 1,667,723 (15,512,400) (32,883,328) -

2,076,612,488 (19,029,936) (4,591,475) (24,160,376) (14,871,436) 12,689 (4,560,657) (18,825,197) 25,544,756

2,234,964,816 (5,942,480) (15,994,948) (26,566,312) (15,512,400) (12,834,300) -

1,833,855,050 (2,503,361) (4,549,608) (24,574,858) (14,871,436) (4,560,657) (11,597,194) -

1,187,700

(2,346,000)

1,187,700

(2,346,000)

(1,468,287) (738,368) 149,264,988

(295,379) (1,390,994) 84,651,078

(1,449,209) (368,975,003) (2,610,860) 207,366,245

(56,673) (487,668,264) (9,656,753) 145,597,929

6,323,976,896

5,731,807,404

5,499,400,565

4,886,369,878

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ·≈–∫√‘…—∑¬àÕ¬ ß∫°√–· ‡ß‘π ¥ (μàÕ) ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 (Àπà«¬ : ∫“∑) ß∫°“√‡ß‘π√«¡ 2551 °√–· ‡ß‘π ¥®“°°‘®°√√¡¥”‡π‘πß“π (μàÕ) ‘π∑√—æ¬å¥”‡π‘πß“π(‡æ‘Ë¡¢÷Èπ)≈¥≈ß ≈Ÿ°Àπ’È°“√§â“ ≈Ÿ°Àπ’È°“√§â“°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ‘π§â“§ß‡À≈◊Õ ‘π∑√—æ¬åÀ¡ÿπ‡«’¬πÕ◊Ëπ ‘π∑√—æ¬å‰¡àÀ¡ÿπ‡«’¬πÕ◊Ëπ Àπ’È ‘π¥”‡π‘πß“π‡æ‘Ë¡¢÷Èπ(≈¥≈ß) ‡®â“Àπ’È°“√§â“ ‡®â“Àπ’È°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π Àπ’È ‘πÀ¡ÿπ‡«’¬πÕ◊Ëπ Àπ’È ‘πÕ◊Ëπ ‡ß‘π ¥®“°°‘®°√√¡¥”‡π‘πß“π ®à“¬¥Õ°‡∫’È¬ ®à“¬¿“…’‡ß‘π‰¥â ‡ß‘π ¥ ÿ∑∏‘®“°°‘®°√√¡¥”‡π‘πß“π °√–· ‡ß‘π ¥®“°°‘®°√√¡≈ß∑ÿπ ‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬≈¥≈ß ‡ß‘π ¥√—∫§◊π®“°°“√¬°‡≈‘° —≠≠“‡™à“√–¬–¬“« ‡ß‘π ¥√—∫®“°°“√®”Àπà“¬∑’Ë¥‘π Õ“§“√·≈–Õÿª°√≥å ´◊ÈÕ∑’Ë¥‘π Õ“§“√·≈–Õÿª°√≥å ‡ß‘π ¥√—∫®“°¥Õ°‡∫’È¬√—∫ ‚ª√·°√¡§Õ¡æ‘«‡μÕ√å‡æ‘Ë¡¢÷Èπ ‘∑∏‘°“√‡™à“‡æ‘Ë¡¢÷Èπ ‡ß‘πªíπº≈√—∫®“°∫√‘…—∑¬àÕ¬ ‡ß‘π ¥ ÿ∑∏‘„™â‰ª„π°‘®°√√¡≈ß∑ÿπ

2550

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76,744,516 (25,411,351) (131,816,742) (198,064,969) (7,454,835)

(33,420,477) (4,458,680) (164,341,463) (520,898,125) 7,393,602

74,366,917 (82,578,274) (140,511,350) (193,192,261) (7,519,516)

(31,872,980) (54,120,046) (176,932,891) (513,434,589) 8,130,546

467,108,623 (21,400,938) (332,265,225) 332,662,254 6,484,078,229 (151,146,690) (1,103,601,812) 5,229,329,727

1,418,728,829 29,840,329 469,673,864 135,847,342 7,070,172,625 (107,738,696) (1,058,960,529) 5,903,473,400

494,516,478 (51,038,774) (251,030,609) 344,009,792 5,686,422,968 (208,735,521) (890,830,657) 4,586,856,790

1,450,915,936 (2,117,541) 419,362,510 172,635,799 6,158,936,622 (153,319,944) (858,705,665) 5,146,911,013

5,246,176 (5,185,318,933) 687,419 (22,673,969) (95,056,584) (5,297,115,891)

20,220,169 188,996,898 10,000,000 10,000,000 11,959,403 5,126,705 11,453,356 (5,203,955,803) (5,170,118,362) (5,198,097,727) 1,570,879 865,551 8,051,965 (73,252,337) (22,673,969) (72,853,322) (206,839,775) (95,056,583) (195,339,776) 368,975,003 487,668,264 (5,460,517,633) (4,892,661,486) (4,760,120,342)

À¡“¬‡Àμÿª√–°Õ∫ß∫°“√‡ß‘π‡ªìπ à«πÀπ÷Ëß¢Õßß∫°“√‡ß‘ππ’È

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ·≈–∫√‘…—∑¬àÕ¬ ß∫°√–· ‡ß‘π ¥ (μàÕ) ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 (Àπà«¬ : ∫“∑) ß∫°“√‡ß‘π√«¡ 2551 °√–· ‡ß‘π ¥®“°°‘®°√√¡®—¥À“‡ß‘π ‡ß‘π°Ÿâ¬◊¡√–¬– —Èπ®“° ∂“∫—π°“√‡ß‘π‡æ‘Ë¡¢÷Èπ ‡ß‘π°Ÿâ¬◊¡®“°∫√‘…—∑¬àÕ¬‡æ‘Ë¡¢÷Èπ ‡ß‘π°Ÿâ¬◊¡√–¬–¬“«®“°∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π≈¥≈ß ‡ß‘πªíπº≈®à“¬ à«π¢ÕßºŸâ∂◊ÕÀÿâπ à«ππâÕ¬≈¥≈¥ß ‡ß‘π ¥ ÿ∑∏‘‰¥â¡“(„™â‰ª)„π®“°°‘®°√√¡®—¥À“‡ß‘π ‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“‡ß‘π ¥ ‡æ‘Ë¡¢÷Èπ(≈¥≈ß) ÿ∑∏‘ ‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“‡ß‘π ¥ ≥ «—πμâπªï ‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“‡ß‘π ¥ ≥ «—π ‘Èπªï

965,000,000 (1,249,684,759) (15,592,337) (300,277,096) (368,063,260) 1,749,973,177 1,381,909,917

2550

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

2,035,000,000 965,000,000 2,035,000,000 254,315,985 18,748,996 (745,500,000) - (745,500,000) (1,250,163,055) (1,249,684,759) (1,250,163,055) (15,561,527) 23,775,418 (30,368,774) 58,085,941 466,731,185 1,283,241,992 1,749,973,177

(336,173,470) 1,603,652,162 1,267,478,692

444,876,612 1,158,775,550 1,603,652,162

À¡“¬‡Àμÿª√–°Õ∫ß∫°“√‡ß‘π‡ªìπ à«πÀπ÷Ëß¢Õßß∫°“√‡ß‘ππ’È

54 ∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ·≈–∫√‘…—∑¬àÕ¬ ß∫· ¥ß°“√‡ª≈’Ë¬π·ª≈ß à«π¢ÕßºŸâ∂◊ÕÀÿâπ ”À√—∫ªï ‘Èπ ÿ¥«—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 (Àπà«¬: ∫“∑) ß∫°“√‡ß‘π√«¡ à«π¢ÕßºŸâ∂◊ÕÀÿâπ∫√‘…—∑„À≠à à«π‡°‘π¢Õß‡ß‘π≈ß∑ÿπ „π∫√‘…∑— ¬àÕ¬´÷ßË ‡°‘¥ ®“°°“√´◊ÕÈ ‡ß‘π≈ß∑ÿπ ∑ÿπ‡√◊ÕπÀÿâπ

‡ªìπ ”√Õßμ“¡°ÆÀ¡“¬ à«π¢ÕßºŸâ∂◊ÕÀÿâπ à«ππâÕ¬≈¥≈ß ®“°°“√®à“¬‡ß‘πªíπº≈„π∫√‘…—∑¬àÕ¬ ¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2550

À¡“¬‡Àμÿª√–°Õ∫ß∫°“√‡ß‘π‡ªìπ à«πÀπ÷Ëß¢Õßß∫°“√‡ß‘ππ’È

„π√“§“∑’Ë Ÿß°«à“

°”‰√ – ¡

¡Ÿ≈§à“μ“¡∫—≠™’

®—¥ √√·≈â« -

√«¡

à«π¢ÕßºŸ∂â Õ◊ Àÿπâ

”√Õß μ“¡°ÆÀ¡“¬

à«π¢ÕßºŸ∂â Õ◊ Àÿπâ ∫√‘…—∑„À≠à

à«ππâÕ¬¢Õß ∫√‘…∑— ¬àÕ

14,498,128,306

4,578,135 28,007,480

∑’ÕË Õ° ·≈–™”√–·≈â«

à«π‡°‘π ¡Ÿ≈§à“Àÿπâ “¡—≠

¢Õßß‘π≈ß∑ÿπ √–¬–¬“«

¢Õß∫√‘…—∑¬àÕ¬ ≥ «—π´◊ÈÕ

8,013,865,740

2,245,689,584

(489,750)

(65,753,698)

400,550,000

› ›

3,904,266,430 2,502,454,671 (1,250,163,055)

2,502,454,671 (1,250,163,055)

›

187,150,000

(187,150,000)

›

8,013,865,740

2,245,689,584

(489,750)

(65,753,698)

587,700,000

À¡“¬‡Àμÿ ¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2549 °”‰√ ÿ∑∏‘ ”À√—∫ªï ‡ß‘πªíπº≈®à“¬ ‚Õπ°”‰√ – ¡∑’Ë¬—ß‰¡à‰¥â®—¥ √√

¢“¥∑ÿπ ÿ∑∏‘ ∑’Ë¬—ß‰¡à‡°‘¥¢÷Èπ

¬—ß‰¡à‰¥â®¥— √√

√«¡ 14,502,706,441

›

2,530,462,151 (1,250,163,055)

›

(15,561,527)

4,969,408,046

15,750,419,922

17,024,088

15,767,444,010

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ·≈–∫√‘…—∑¬àÕ¬ ß∫· ¥ß°“√‡ª≈’Ë¬π·ª≈ß à«π¢ÕßºŸâ∂◊ÕÀÿâπ ”À√—∫ªï ‘Èπ ÿ¥«—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 (Àπà«¬: ∫“∑) ß∫°“√‡ß‘π√«¡ à«π¢ÕßºŸâ∂◊ÕÀÿâπ∫√‘…—∑„À≠à à«π‡°‘π¢Õß‡ß‘π≈ß∑ÿπ „π∫√‘…∑— ¬àÕ¬´÷ßË ‡°‘¥ ®“°°“√´◊ÕÈ ‡ß‘π≈ß∑ÿπ ∑ÿπ‡√◊ÕπÀÿâπ

®“°°“√®à“¬‡ß‘πªíπº≈„π∫√‘…—∑¬àÕ¬ ¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551

À¡“¬‡Àμÿª√–°Õ∫ß∫°“√‡ß‘π‡ªìπ à«πÀπ÷Ëß¢Õßß∫°“√‡ß‘ππ’È

°”‰√ – ¡

∑’Ë¬—ß‰¡à‡°‘¥¢÷Èπ

¡Ÿ≈§à“μ“¡∫—≠™’

®—¥ √√·≈â« -

√«¡

à«π¢ÕßºŸ∂â Õ◊ Àÿπâ

”√Õß μ“¡°ÆÀ¡“¬

à«π¢ÕßºŸ∂â Õ◊ Àÿπâ ∫√‘…—∑„À≠à

à«ππâÕ¬¢Õß ∫√‘…∑— ¬àÕ

à«π‡°‘π ¡Ÿ≈§à“Àÿπâ “¡—≠

¢Õßß‘π≈ß∑ÿπ √–¬–¬“«

¢Õß∫√‘…—∑¬àÕ¬ ≥ «—π´◊ÈÕ

8,013,865,740

2,245,689,584

(489,750)

(65,753,698)

587,700,000

4,969,408,046

15,750,419,922

17,024,088

15,767,444,010

›

2,851,737,694 (1,249,684,759)

16,324,152

2,851,737,694 (1,249,684,759)

›

2,868,061,846 (1,249,684,759)

›

155,959,479

(155,959,479)

›

(15,592,337)

8,013,865,740

2,245,689,584

(489,750)

(65,753,698)

743,659,479

6,415,501,502

17,352,472,857

17,755,903

17,370,228,760

À¡“¬‡Àμÿ

‡ªìπ ”√Õßμ“¡°ÆÀ¡“¬ à«π¢ÕßºŸâ∂◊ÕÀÿâπ à«ππâÕ¬≈¥≈ß

„π√“§“∑’Ë Ÿß°«à“

∑’ÕË Õ° ·≈–™”√–·≈â«

¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2550 °”‰√ ÿ∑∏‘ ”À√—∫ªï ‡ß‘πªíπº≈®à“¬ ‚Õπ°”‰√ – ¡∑’Ë¬—ß‰¡à‰¥â®—¥ √√

¢“¥∑ÿπ ÿ∑∏‘

¬—ß‰¡à‰¥â®¥— √√

√«¡

56 ∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ·≈–∫√‘…—∑¬àÕ¬ ß∫· ¥ß°“√‡ª≈’Ë¬π·ª≈ß à«π¢ÕßºŸâ∂◊ÕÀÿâπ ”À√—∫ªï ‘Èπ ÿ¥«—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 (Àπà«¬: ∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√ ¢“¥∑ÿπ ÿ∑∏‘ ∑’Ë¬—ß‰¡à‡°‘¥¢÷Èπ À¡“¬‡Àμÿ ¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2549 °”‰√ ÿ∑∏‘ ”À√—∫ªï ‡ß‘πªíπº≈®à“¬ ‚Õπ°”‰√ – ¡∑’Ë¬—ß‰¡à‰¥â®—¥ √√‡ªìπ ”√Õßμ“¡°ÆÀ¡“¬ ¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2550

À¡“¬‡Àμÿª√–°Õ∫ß∫°“√‡ß‘π‡ªìπ à«πÀπ÷Ëß¢Õßß∫°“√‡ß‘ππ’È

∑ÿπ‡√◊ÕπÀÿâπ∑’ËÕÕ° à«π‡°‘π ·≈–™”√–·≈â« ¡Ÿ≈§à“Àÿπâ “¡—≠ 8,013,865,740 2,245,689,584

°”‰√ – ¡ ¢Õß‡ß‘π≈ß∑ÿπ ®—¥ √√·≈â« √–¬–¬“« ”√Õßμ“¡°ÆÀ¡“¬ ¬—ß‰¡à‰¥â®¥— √√ (489,750) 400,550,000 1,297,748,997

√«¡ 11,957,364,571

› ›

2,567,641,393 (1,250,163,055)

›

128,550,000

(128,550,000)

›

8,013,865,740

2,245,689,584

(489,750)

529,100,000

2,486,677,335

13,274,842,909

∫√‘…—∑ ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ®”°—¥ (¡À“™π) ·≈–∫√‘…—∑¬àÕ¬ ß∫· ¥ß°“√‡ª≈’Ë¬π·ª≈ß à«π¢ÕßºŸâ∂◊ÕÀÿâπ ”À√—∫ªï ‘Èπ ÿ¥«—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 (Àπà«¬: ∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√ ¢“¥∑ÿπ ÿ∑∏‘ ∑’Ë¬—ß‰¡à‡°‘¥¢÷Èπ À¡“¬‡Àμÿ ¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2550 °”‰√ ÿ∑∏‘ ”À√—∫ªï ‡ß‘πªíπº≈®à“¬ ‚Õπ°”‰√ – ¡∑’Ë¬—ß‰¡à‰¥â®—¥ √√‡ªìπ ”√Õßμ“¡°ÆÀ¡“¬ ¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551

À¡“¬‡Àμÿª√–°Õ∫ß∫°“√‡ß‘π‡ªìπ à«πÀπ÷Ëß¢Õßß∫°“√‡ß‘ππ’È

∑ÿπ‡√◊ÕπÀÿâπ∑’ËÕÕ° à«π‡°‘π ·≈–™”√–·≈â« ¡Ÿ≈§à“Àÿπâ “¡—≠ 8,013,865,740 2,245,689,584

°”‰√ – ¡

¢Õß‡ß‘π≈ß∑ÿπ √–¬–¬“«

®—¥ √√·≈â« ”√Õßμ“¡°ÆÀ¡“¬¬—ß‰¡à‰¥â®¥— √√ (489,750) 529,100,000 2,486,677,335 › › 2,751,866,589 › › (1,249,684,759)

√«¡ 13,274,842,909

› ›

›

137,600,000

(137,600,000)

›

8,013,865,740

2,245,689,584

(489,750)

666,700,000

3,851,259,165

14,777,024,739

2,751,866,589 (1,249,684,759)

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4.10 √“¬°“√∏ÿ√°‘®°—∫∫ÿ§§≈À√◊Õ°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ∫ÿ§§≈À√◊Õ°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π°—∫∫√‘…—∑œ À¡“¬∂÷ß ∫ÿ§§≈À√◊Õ°‘®°“√∑’Ë¡’Õ”π“®§«∫§ÿ¡∫√‘…—∑œ À√◊Õ∂Ÿ°§«∫§ÿ¡‚¥¬∫√‘…—∑œ‰¡à«à“ ®–‡ªìπ‚¥¬∑“ßμ√ßÀ√◊Õ∑“ßÕâÕ¡ À√◊ÕÕ¬Ÿà¿“¬„μâ°“√§«∫§ÿ¡‡¥’¬«°—π°—∫∫√‘…—∑œ πÕ°®“°π’È∫ÿ§§≈À√◊Õ°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π¬—ßÀ¡“¬√«¡∂÷ß∫√‘…—∑√à«¡·≈–∫ÿ§§≈´÷Ëß¡’Õ‘∑∏‘æ≈Õ¬à“ß‡ªìπ “√– ”§—≠°—∫∫√‘…—∑œ ºŸâ∫√‘À“√ ”§—≠ °√√¡°“√À√◊Õæπ—°ß“π¢Õß∫√‘…—∑œ ∑’Ë¡’Õ”π“®„π°“√«“ß·ºπ·≈–§«∫§ÿ¡°“√¥”‡π‘πß“π¢Õß∫√‘…—∑œ 4.11 —≠≠“‡™à“√–¬–¬“« —≠≠“‡™à“∑’Ë¥‘π Õ“§“√ ·≈–Õÿª°√≥å∑’Ë§«“¡‡ ’Ë¬ß·≈–º≈μÕ∫·∑π¢Õß§«“¡‡ªìπ‡®â“¢Õß à«π„À≠à‰¥â‚Õπ‰ª„Àâ°—∫ºŸâ‡™à“∂◊Õ‡ªìπ —≠≠“‡™à“°“√‡ß‘π —≠≠“‡™à“°“√‡ß‘π®–∫—π∑÷°‡ªìπ√“¬®à“¬ΩÉ“¬∑ÿπ¥â«¬¡Ÿ≈§à“¬ÿμ‘∏√√¡¢Õß ‘π∑√—æ¬å∑’Ë‡™à“À√◊Õ¡Ÿ≈§à“ªí®®ÿ∫—π ÿ∑∏‘¢Õß®”π«π‡ß‘π∑’ËμâÕß ®à“¬μ“¡ —≠≠“‡™à“·≈â«·μà¡Ÿ≈§à“„¥®–μË”°«à“ ¿“√–ºŸ°æ—πμ“¡ —≠≠“‡™à“À—°§à“„™â®à“¬∑“ß°“√‡ß‘π®–∫—π∑÷°‡ªìπÀπ’È ‘π√–¬–¬“« à«π¥Õ°‡∫’È¬®à“¬ ®–∫—π∑÷°„πß∫°”‰√¢“¥∑ÿπμ≈Õ¥Õ“¬ÿ¢Õß —≠≠“‡™à“ ‘π∑√—æ¬å∑‰Ë’ ¥â¡“μ“¡ —≠≠“‡™à“°“√‡ß‘π®–§‘¥§à“‡ ◊ÕË ¡√“§“μ≈Õ¥Õ“¬ÿ°“√„™âß“π¢Õß ‘π∑√—æ¬å∑‡Ë’ ™à“ °“√‡™à“ ‘π∑√—æ¬å´÷Ëß§«“¡‡ ’Ë¬ß ·≈–°√√¡ ‘∑∏‘Ï¢Õß ‘π∑√—æ¬å∑’Ë‡™à“‡ªìπ¢ÕßºŸâ„Àâ‡™à“‰¥â®—¥ª√–‡¿∑‡ªìπ°“√‡™à“¥”‡π‘πß“π §à“‡™à“∑’Ë®à“¬ ¿“¬„μâ —≠≠“‡™à“¥”‡π‘πß“π‰¥â∫—π∑÷°‡ªìπ§à“„™â®à“¬„πß∫°”‰√¢“¥∑ÿπμ≈Õ¥Õ“¬ÿ¢Õß —≠≠“‡™à“ 4.12 ‘∑∏‘°“√‡™à“ ∫√‘…—∑œμ—¥®”Àπà“¬ ‘∑∏‘°“√‡™à“‚¥¬«‘∏’‡ âπμ√ßμ≈Õ¥Õ“¬ÿ¢Õß —≠≠“‡™à“ 4.13 ‡ß‘πμ√“μà“ßª√–‡∑» √“¬°“√∑’Ë‡ªìπ‡ß‘πμ√“μà“ßª√–‡∑»·ª≈ß§à“‡ªìπ‡ß‘π∫“∑‚¥¬„™âÕ—μ√“·≈°‡ª≈’Ë¬π ≥ «—π∑’Ë‡°‘¥√“¬°“√ ‘π∑√—æ¬å·≈–Àπ’È ‘π∑’Ë‡ªìπ μ—«‡ß‘π´÷ËßÕ¬Ÿà„π °ÿ≈‡ß‘πμ√“μà“ßª√–‡∑»‰¥â·ª≈ß§à“‡ªìπ‡ß‘π∫“∑‚¥¬„™âÕ—μ√“·≈°‡ª≈’Ë¬π ≥ «—π∑’Ë„πß∫¥ÿ≈ °”‰√·≈–¢“¥∑ÿπ∑’Ë‡°‘¥®“°°“√‡ª≈’Ë¬π·ª≈ß„πÕ—μ√“·≈°‡ª≈’Ë¬π‰¥â√«¡Õ¬Ÿà„π°“√§”π«≥º≈°“√¥”‡π‘πß“π 4.14 °“√¥âÕ¬§à“¢Õß ‘π∑√—æ¬å ∑ÿ°«—π∑’Ë„πß∫¥ÿ≈ ∫√‘…—∑œ®–∑”°“√ª√–‡¡‘π°“√¥âÕ¬§à“¢Õß∑’Ë¥‘π Õ“§“√·≈–Õÿª°√≥åÀ√◊Õ ‘π∑√—æ¬å∑’Ë‰¡à¡’μ—«μπÕ◊Ëπ¢Õß∫√‘…—∑œÀ“°¡’ ¢âÕ∫àß™’È«à“ ‘π∑√—æ¬å¥—ß°≈à“«Õ“®¥âÕ¬§à“ ·≈–®–∑”°“√ª√–‡¡‘π°“√¥âÕ¬§à“¢Õß§à“§«“¡π‘¬¡‡ªìπ√“¬ªï ∫√‘…—∑œ√—∫√Ÿâ¢“¥∑ÿπ®“°°“√¥âÕ¬§à“‡¡◊ËÕ¡Ÿ≈§à“∑’Ë §“¥«à“®–‰¥â√—∫§◊π¢Õß ‘π∑√—æ¬å¡’¡Ÿ≈§à“μË”°«à“¡Ÿ≈§à“μ“¡∫—≠™’¢Õß ‘π∑√—æ¬åπ—Èπ ∑—Èßπ’È¡Ÿ≈§à“∑’Ë§“¥«à“®–‰¥â√—∫§◊πÀ¡“¬∂÷ß¡Ÿ≈§à“¬ÿμ‘∏√√¡À—°μâπ∑ÿπ„π °“√¢“¬¢Õß ‘π∑√—æ¬åÀ√◊Õ¡Ÿ≈§à“®“°°“√„™â ‘π∑√—æ¬å·≈â«·μà√“§“„¥®– Ÿß°«à“ „π°“√ª√–‡¡‘π¡Ÿ≈§à“®“°°“√„™â ‘π∑√—æ¬å ∫√‘…—∑œª√–¡“≥°“√°√–· ‡ß‘π ¥„πÕπ“§μ∑’Ë°‘®°“√§“¥«à“®–‰¥â√—∫®“° ‘π∑√—æ¬å·≈–§”π«≥§‘¥≈¥‡ªìπ¡Ÿ≈§à“ªí®®ÿ∫—π‚¥¬„™âÕ—μ√“§‘¥≈¥°àÕπ¿“…’∑’Ë –∑âÕπ∂÷ß°“√ª√–‡¡‘π§«“¡ ‡ ’Ë¬ß„π ¿“æμ≈“¥ªí®®ÿ∫—π¢Õß‡ß‘π ¥μ“¡√–¬–‡«≈“·≈–§«“¡‡ ’Ë¬ß´÷Ëß‡ªìπ≈—°…≥–‡©æ“–¢Õß ‘π∑√—æ¬å∑’Ë°”≈—ßæ‘®“√≥“Õ¬Ÿà „π°“√ª√–‡¡‘π¡Ÿ≈§à“ ¬ÿμ‘∏√√¡À—°μâπ∑ÿπ„π°“√¢“¬ ∫√‘…—∑œ„™â·∫∫®”≈Õß°“√ª√–‡¡‘π¡Ÿ≈§à“∑’Ë¥’∑’Ë ÿ¥´÷Ëß‡À¡“– ¡°—∫ ‘π∑√—æ¬å ´÷Ëß –∑âÕπ∂÷ß®”π«π‡ß‘π∑’Ë°‘®°“√ “¡“√∂®–‰¥â ¡“®“°°“√®”Àπà“¬ ‘π∑√—æ¬åÀ—°¥â«¬μâπ∑ÿπ„π°“√®”Àπà“¬ ‚¥¬°“√®”Àπà“¬π—ÈπºŸâ´◊ÈÕ°—∫ºŸâ¢“¬¡’§«“¡√Õ∫√Ÿâ·≈–‡μÁ¡„®„π°“√·≈°‡ª≈’Ë¬π·≈– “¡“√∂ μàÕ√Õß√“§“°—π‰¥âÕ¬à“ß‡ªìπÕ‘ √–„π≈—°…≥–¢ÕßºŸâ∑’Ë‰¡à¡’§«“¡‡°’Ë¬«¢âÕß°—π ∫√‘…—∑œ®–√—∫√Ÿâ√“¬°“√¢“¥∑ÿπ®“°°“√¥âÕ¬§à“„πß∫°”‰√¢“¥∑ÿπ 4.15 º≈ª√–‚¬™πåæπ—°ß“π ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬√—∫√Ÿâ‡ß‘π‡¥◊Õπ §à“®â“ß ‚∫π— ·≈–‡ß‘π ¡∑∫°Õß∑ÿπª√–°—π —ß§¡·≈–°Õß∑ÿπ ”√Õß‡≈’È¬ß™’æ‡ªìπ§à“„™â®à“¬‡¡◊ËÕ ‡°‘¥√“¬°“√ 4.16 ª√–¡“≥°“√Àπ’ È ‘π ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬®–∫—π∑÷°ª√–¡“≥°“√Àπ’È ‘π‰«â„π∫—≠™’‡¡◊ËÕ¿“√–ºŸ°æ—π´÷Ëß‡ªìπº≈¡“®“°‡Àμÿ°“√≥å„πÕ¥’μ‰¥â‡°‘¥¢÷Èπ·≈â« ·≈–¡’§«“¡‡ªìπ‰ª‰¥â§àÕπ¢â“ß·πàπÕπ«à“∫√‘…—∑œ®–‡ ’¬∑√—æ¬“°√‡™‘ß‡»√…∞°‘®‰ª‡æ◊ËÕª≈¥‡ª≈◊ÈÕß¿“√–ºŸ°æ—ππ—Èπ ·≈–∫√‘…—∑œ “¡“√∂ª√–¡“≥¡Ÿ≈§à“ ¿“√–ºŸ°æ—ππ—Èπ‰¥âÕ¬à“ßπà“‡™◊ËÕ∂◊Õ 4.17 ¿“…’‡ß‘π‰¥â ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬∫—π∑÷°¿“…’‡ß‘π‰¥â‚¥¬§”π«≥®“°°”‰√ ÿ∑∏‘∑“ß¿“…’μ“¡°ÆÀ¡“¬¿“…’Õ“°√ ‚¥¬‰¥â∫«°°≈—∫√“¬°“√∑’Ë‰¡à Õπÿ≠“μ„Àâ∂◊Õ‡ªìπ√“¬®à“¬·≈– ”√Õßμà“ßÊ „π°“√§”π«≥¿“…’·≈–À—°¥â«¬‡ß‘πªíπº≈√—∫ à«π∑’Ë‰¥â¬°‡«âπ¿“…’ 4.18 ‡§√◊ËÕß¡◊Õ∑“ß°“√‡ß‘π ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬‰¡à¡’π‚¬∫“¬∑’Ë®–ª√–°Õ∫∏ÿ√°√√¡μ√“ “√∑“ß°“√‡ß‘ππÕ°ß∫¥ÿ≈∑’Ë‡ªìπμ√“ “√Õπÿæ—π∏å‡æ◊ËÕ°“√‡°Áß°”‰√À√◊Õ ‡æ◊ËÕ°“√§â“

5. °“√„™â¥ÿ≈¬æ‘π‘®·≈–ª√–¡“≥°“√∑“ß∫—≠™’∑’Ë ”§—≠ „π°“√®—¥∑”ß∫°“√‡ß‘πμ“¡¡“μ√∞“π°“√∫—≠™’∑’Ë√—∫√Õß∑—Ë«‰ª ΩÉ“¬∫√‘À“√®”‡ªìπμâÕß„™â¥ÿ≈¬æ‘π‘®·≈–°“√ª√–¡“≥°“√„π‡√◊ËÕß∑’Ë¡’§«“¡ ‰¡à·πàπÕπ‡ ¡Õ°“√„™â¥ÿ≈¬æ‘π‘®·≈–°“√ª√–¡“≥°“√¥—ß°≈à“«π’È àßº≈°√–∑∫μàÕ®”π«π‡ß‘π∑’Ë· ¥ß„πß∫°“√‡ß‘π·≈–μàÕ¢âÕ¡Ÿ≈∑’Ë· ¥ß„πÀ¡“¬‡Àμÿ ª√–°Õ∫ß∫°“√‡ß‘π º≈∑’Ë‡°‘¥¢÷Èπ®√‘ßÕ“®·μ°μà“ß‰ª®“°®”π«π∑’Ëª√–¡“≥°“√‰«â °“√„™â¥ÿ≈¬æ‘π‘®·≈–°“√ª√–¡“≥°“√∑’Ë ”§—≠¡’¥—ßπ’È

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6. ≈Ÿ°Àπ’È°“√§â“ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬¡’≈Ÿ°Àπ’È°“√§â“·¬°μ“¡Õ“¬ÿÀπ’È∑’Ë§ß§â“ßπ—∫®“°«—π∑’Ë∂÷ß°”Àπ¥™”√–‰¥â¥—ßπ’È (Àπà«¬: æ—π∫“∑) ß∫°“√‡ß‘π√«¡ 2551 2550 Õ“¬ÿÀπ’È§â“ß™”√– ‰¡à‡°‘π 3 ‡¥◊Õπ ¡“°°«à“ 12 ‡¥◊Õπ √«¡≈Ÿ°Àπ’È À—°: §à“‡º◊ËÕÀπ’È ß —¬®– Ÿ≠ ≈Ÿ°Àπ’È°“√§â“ - ÿ∑∏‘

73,708 1,302 75,010 (352) 74,658

150,823 932 151,755 (447) 151,308

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550 69,479 1,302 70,781 (352) 70,429

144,216 932 145,148 (447) 144,701

7. √“¬°“√∏ÿ√°‘®°—∫°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π „π√–À«à“ßªï ∫√‘…—∑œ¡’√“¬°“√∏ÿ√°‘®∑’Ë ”§—≠°—∫∫√‘…—∑¬àÕ¬ (´÷Ëßμ—¥ÕÕ°®“°ß∫°“√‡ß‘π√«¡·≈â«) ·≈–∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π √“¬°“√∏ÿ√°‘®¥—ß °≈à“«‡ªìπ‰ªμ“¡‡ß◊ËÕπ‰¢∑“ß°“√§â“·≈–‡°≥±å∑’Ëμ°≈ß°—π√–À«à“ß∫√‘…—∑œ·≈–∫√‘…—∑‡À≈à“π—Èπ ‚¥¬∫√‘…—∑œ¡’π‚¬∫“¬„π°“√°”Àπ¥√“§“ ”À√—∫√“¬°“√ §â“√–À«à“ß°—π¥—ßμàÕ‰ªπ’È§◊Õ 1. √“¬‰¥â®“°°“√¢“¬·≈–μâπ∑ÿπ ‘π§â“°”Àπ¥‚¥¬√“§“∑’Ëμ°≈ß√à«¡°—π„π°≈ÿà¡∫√‘…—∑ 2. √“¬‰¥â·≈–§à“„™â®“à ¬®“°°“√‡™à“ /„Àâ‡™à“∑√—æ¬å π‘ ·≈–∫√‘°“√°”Àπ¥√“§“‚¥¬√“§“μ“¡ —≠≠“∑’Ë μ°≈ß√à«¡°—π´÷ßË ‡ªìπ‰ªμ“¡√“§“μ≈“¥ 3. √“¬‰¥â§à“∫√‘°“√°“√®—¥°“√·≈–√“¬®à“¬§à“∏√√¡‡π’¬¡°“√®—¥°“√°”Àπ¥‚¥¬√“§“∑’Ëμ°≈ß√à«¡°—π„π°≈ÿà¡∫√‘…—∑·≈–/À√◊Õ√“§“μ≈“¥ 4. Õ—μ√“¥Õ°‡∫’È¬‡ß‘π„Àâ°Ÿâ¬◊¡·≈–‡ß‘π°Ÿâ¬◊¡°”Àπ¥®“°Õ—μ√“¥Õ°‡∫’È¬„°≈â‡§’¬ß°—∫Õ—μ√“∑’Ë∏π“§“√æ“≥‘™¬å§‘¥°—∫≈Ÿ°§â“∑—Ë«‰ª 5. ‡ß‘πªíπº≈√—∫®–√—∫√Ÿâ‡ªìπ√“¬‰¥â‡¡◊ËÕª√–°“»®à“¬

√“¬°“√∏ÿ√°‘®∑’Ë ”§—≠√–À«à“ß∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬·≈–∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π “¡“√∂ √ÿª‰¥â ¥—ßπ’È (Àπà«¬: æ—π∫“∑) ß∫°“√‡ß‘π√«¡ 2551 2550 √“¬°“√∏ÿ√°‘®°—∫∫√‘…—∑¬àÕ¬ √“¬‰¥â®“°°“√¢“¬ ‘π§â“ √“¬‰¥â®“°°“√„Àâ‡™à“∑√—æ¬å ‘π·≈–∫√‘°“√ ¥Õ°‡∫’È¬√—∫ ‡ß‘πªíπº≈√—∫ (À¡“¬‡Àμÿ 10) ´◊ÈÕ ‘π§â“ §à“‡™à“·≈–§à“∫√‘°“√®à“¬ ¥Õ°‡∫’È¬®à“¬ √“¬°“√∏ÿ√°‘®°—∫∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π √“¬‰¥âÕ◊Ëπ √“¬‰¥â®“°°“√„Àâ‡™à“∑√—æ¬å ‘π·≈–∫√‘°“√ ´◊ÈÕ ‘π§â“ §à“‡™à“·≈–§à“∫√‘°“√®à“¬ §à“∏√√¡‡π’¬¡°“√®—¥°“√·≈–§à“„™â®à“¬Õ◊Ëπ §à“∑’Ëª√÷°…“∑“ß¿“…’Õ“°√ ¥Õ°‡∫’È¬®à“¬

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

1,638,805 48,644 2,153 368,975 21,589 390,854 58,099

1,412,043 41,435 8,533 487,668 14,839 454,370 60,949

89,953 221,220 32,681 214,331 75,813 1,200 -

45,274 181,895 31,179 209,913 66,998 1,200 19,422

89,466 197,073 30,546 189,374 75,813 1,200 -

45,139 158,588 27,609 185,349 66,998 1,200 19,422

≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 ¬Õ¥§ß§â“ß¢Õß√“¬°“√¢â“ßμâπ‰¥â· ¥ß·¬°μà“ßÀ“°„πß∫¥ÿ≈ ¡’√“¬≈–‡Õ’¬¥¥—ßπ’È (Àπà«¬: æ—π∫“∑) ß∫°“√‡ß‘π√«¡ 2551 2550 ≈Ÿ°Àπ’È°“√§â“°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ∫√‘…—∑¬àÕ¬ ∫√‘…—∑ ‡´Áπ∑√—≈´Ÿ‡ªÕ√å ‚μ√å ®”°—¥ ∫√‘…—∑ Õÿ¥√ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ æ‘…≥ÿ‚≈° ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ·ø√’Ë ®”°—¥ ∫√‘…—∑ ‡∑æ“√—°…å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡™’¬ß√“¬ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡™’¬ß„À¡à ∫‘Í°´’ (2001) ®”°—¥ ∫√‘…—∑ ‡ø≈°´å‡æ¬å ®”°—¥ √«¡≈Ÿ°Àπ’È°“√§â“∫√‘…—∑¬àÕ¬ ∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π °≈ÿà¡∫√‘…—∑‡´Áπ∑√—≈ °≈ÿà¡∫√‘…—∑ §“ ‘‚π √«¡≈Ÿ°Àπ’È°“√§â“∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π √«¡≈Ÿ°Àπ’È°“√§â“°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬ ∫√‘…—∑ ‡´Áπ∑√—≈´Ÿ‡ªÕ√å ‚μ√å ®”°—¥ ∫√‘…—∑ æ‘…≥ÿ‚≈° ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡™’¬ß√“¬ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡ø≈°´å‡æ¬å ®”°—¥ √«¡‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

1,047 218,943 273,853 36 174 13 8,364 502,430

21 1,047 202,189 232,146 30 172 34 6,649 442,288

36,894 43,700 80,594 80,594

39,910 15,273 55,183 55,183

34,978 43,700 78,678 581,108

39,275 15,273 54,548 496,836

1 1,957 47,191 49,149

20,221 1,958 47,191 69,370

(Àπà«¬: æ—π∫“∑) ß∫°“√‡ß‘π√«¡ 2551 2550 ‡®â“Àπ’È°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ∫√‘…—∑¬àÕ¬ ∫√‘…—∑ ‡´Áπ∑√—≈´Ÿ‡ªÕ√å ‚μ√å ®”°—¥ ∫√‘…—∑ Õÿ¥√ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ æ‘…≥ÿ‚≈° ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ·ø√’Ë ®”°—¥ ∫√‘…—∑ ÿ√“…Æ√å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡∑æ“√—°…å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡™’¬ß√“¬ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ æ√–√“¡ 2 ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ¥‘ ∑√’∫‘«™—Ëπ ®”°—¥ ∫√‘…—∑ ‡™’¬ß„À¡à ∫‘Í°´’ (2001) ®”°—¥ ∫√‘…—∑ Õ‘π∑ππ∑å ·≈π¥å ®”°—¥ ∫√‘…—∑ ‡´Áπ∑√—≈æ—∑¬“ ®”°—¥ √«¡‡®â“Àπ’È°“√§â“∫√‘…—∑¬àÕ¬ ∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π ∫√‘…—∑ ‡´Áπ∑√—≈æ—≤π“ ®”°—¥ (¡À“™π) °≈ÿà¡∫√‘…—∑‡´Áπ∑√—≈ Distribution Casino - §à“∫√‘À“√®—¥°“√®à“¬ ·≈–§à“„™â®à“¬Õ◊Ëπ √«¡‡®â“Àπ’È°“√§â“∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π √«¡‡®â“Àπ’È°“√§â“°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ‡ß‘π°Ÿâ¬◊¡®“°∫√‘…—∑¬àÕ¬ ∫√‘…—∑ ‡´Áπ∑√—≈´Ÿ‡ªÕ√å ‚μ√å ®”°—¥ ∫√‘…—∑ æ‘…≥ÿ‚≈° ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ·ø√’Ë ®”°—¥ ∫√‘…—∑ ÿ√“…Æ√å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡∑æ“√—°…å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡™’¬ß√“¬ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ¥‘ ∑√’∫‘«™—Ëπ ®”°—¥ ∫√‘…—∑ ‡™’¬ß„À¡à ∫‘Í°´’ (2001) ®”°—¥ √«¡‡ß‘π°Ÿâ¬◊¡®“°∫√‘…—∑¬àÕ¬

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

15,956 2,234 3,381 6,500 3,092 5,271 5,559 69 23,725 5,209 1,417 72,413

23,983 3,003 4,964 2,227 5,309 12,186 6,737 3,325 49 213 6,481 36,488 104,965

19,291 12,125

22,377 35,367

4,868

27,071

107,544 138,960 138,960

103,555 161,299 161,299

104,714 109,582 181,995

100,735 127,806 232,771

148,500 38 49 100,732 1,231,379 83,753 3,654 293,648 1,861,753

4,129 1,308 1,285 92,978 1,130,162 61,854 3,624 312,097 1,607,437

„π√–À«à“ßªï 2551 ‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬·≈–‡ß‘π°Ÿâ¬◊¡®“°∫√‘…—∑¬àÕ¬¡’°“√‡§≈◊ËÕπ‰À«¥—ßμàÕ‰ªπ’È (Àπà«¬: æ—π∫“∑) ¬Õ¥§ß‡À≈◊Õ ≥ «—π∑’Ë 1 ¡°√“§¡ 2551 ‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬ ∫√‘…—∑ ‡´Áπ∑√—≈´Ÿ‡ªÕ√å ‚μ√å ®”°—¥ ∫√‘…—∑ Õÿ¥√ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ æ‘…≥ÿ‚≈° ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ·ø√’Ë ®”°—¥ ∫√‘…—∑ ÿ√“…Æ√å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡∑æ“√—°…å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡™’¬ß√“¬ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ æ√–√“¡ 2 ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ¥‘ ∑√’∫‘«™—Ëπ ®”°—¥ ∫√‘…—∑ ‡™’¬ß„À¡à ∫‘Í°´’ (2001) ®”°—¥ ∫√‘…—∑ Õ‘π∑ππ∑å ·≈π¥å ®”°—¥ ∫√‘…—∑ ‡ø≈°´å‡æ¬å ®”°—¥ ∫√‘…—∑ ‡´Áπ∑√—≈æ—∑¬“ ®”°—¥ √«¡‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬

20,221 1,958 47,191 69,370

‡ß‘π°Ÿâ¬◊¡®“°∫√‘…—∑¬àÕ¬ ∫√‘…—∑ ‡´Áπ∑√—≈´Ÿ‡ªÕ√å ‚μ√å ®”°—¥ ∫√‘…—∑ Õÿ¥√ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ æ‘…≥ÿ‚≈° ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ·ø√’Ë ®”°—¥ ∫√‘…—∑ ÿ√“…Æ√å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡∑æ“√—°…å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡™’¬ß√“¬ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ¥‘ ∑√’∫‘«™—Ëπ ®”°—¥ ∫√‘…—∑ ‡™’¬ß„À¡à ∫‘Í°´’ (2001) ®”°—¥ √«¡‡ß‘π°Ÿâ¬◊¡®“°∫√‘…—∑¬àÕ¬

4,129 1,308 1,285 92,978 1,130,162 61,854 3,624 312,097 1,607,437

¬Õ¥§ß‡À≈◊Õ °“√‡§≈◊ËÕπ‰À«„π√–À«à“ßªï ≥ «—π∑’Ë ‡æ‘Ë¡¢÷Èπ ≈¥≈ß 31 ∏—π«“§¡ 2551 87,203 15,928 1,566,319 1,761,523 10,190 10,095 13,514 1,364 75 4,427 11,533 50 22,625 3,504,846

(107,424) (15,928) (1,566,318) (1,761,523) (10,190) (10,095) (13,515) (1,364) (75) (4,427) (11,533) (50) (22,625) (3,525,067)

1 1,957 47,191 49,149

253,125 (108,754) 2 (2) 110 (1,380) 293 (1,529) 34,144 (26,390) 2,271,909 (2,170,692) 49,345 (27,446) 3,589 (3,559) 13,405 (31,854) 2,625,922 (2,371,606)

148,500 38 49 100,732 1,231,379 83,753 3,654 293,648 1,861,753

§à“μÕ∫·∑π°√√¡°“√·≈–ºŸâ∫√‘À“√ „πªï 2551 ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬‰¥â®à“¬‡ß‘π‡¥◊Õπ ‚∫π— §à“‡∫’È¬ª√–™ÿ¡·≈–º≈μÕ∫·∑πÕ◊Ëπ„Àâ·°à °√√¡°“√·≈–ºŸâ∫√‘À“√ ‡ªìπ®”π«π‡ß‘π 125 ≈â“π∫“∑ (ß∫°“√‡ß‘π‡©æ“–°‘®°“√: 125 ≈â“π∫“∑) (2550: 127 ≈â“π∫“∑ ß∫°“√‡ß‘π‡©æ“–°‘®°“√: 127 ≈â“π∫“∑)

8. ‘π§â“§ß‡À≈◊Õ (Àπà«¬: æ—π∫“∑) ß∫°“√‡ß‘π√«¡ §à“‡º◊ËÕ°“√≈¥≈ß¢Õß¡Ÿ≈§à“ ‘π§â“§ß‡À≈◊Õ ≈¥√“§“∑ÿπ≈ß„Àâ‡∑à“°—∫ √“§“∑ÿπ ¡Ÿ≈§à“ ÿ∑∏‘∑’Ë®–‰¥â√—∫ ‘π§â“‡ ◊ËÕ¡§ÿ≥¿“æ 2551 2550 2551 2550 2551 2550 ‘π§â“§ß‡À≈◊Õ ‘π§â“√–À«à“ß∑“ß √«¡

5,488,966 82,933 5,571,899

5,353,895 86,188 5,440,083

(400,564) (400,564)

‘π§â“§ß‡À≈◊Õ - ÿ∑∏‘ 2551 2550

(429,025) 5,088,402 82,933 (429,025) 5,171,335

4,924,870 86,188 5,011,058

(Àπà«¬: æ—π∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√ §à“‡º◊ËÕ°“√≈¥≈ß¢Õß¡Ÿ≈§à“ ‘π§â“§ß‡À≈◊Õ ≈¥√“§“∑ÿπ≈ß„Àâ‡∑à“°—∫ √“§“∑ÿπ ¡Ÿ≈§à“ ÿ∑∏‘∑’Ë®–‰¥â√—∫ ‘π§â“‡ ◊ËÕ¡§ÿ≥¿“æ 2551 2550 2551 2550 2551 2550 ‘π§â“§ß‡À≈◊Õ ‘π§â“√–À«à“ß∑“ß √«¡

5,302,556 78,931 5,381,487

5,160,909 80,067 5,240,976

(383,763) (383,763)

‘π§â“§ß‡À≈◊Õ - ÿ∑∏‘ 2551 2550

(410,329) 4,918,793 78,931 (410,329) 4,997,724

4,750,580 80,067 4,830,647

9. ≈Ÿ°Àπ’È§à“‡™à“æ◊Èπ∑’Ë·≈–∫√‘°“√ æ—π∫“∑) (Àπà«¬: æ—π∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550

ß∫°“√‡ß‘π√«¡ 2551 2550 ≈Ÿ°Àπ’È§à“‡™à“æ◊Èπ∑’Ë·≈–∫√‘°“√ À—°: §à“‡º◊ËÕÀπ’È ß —¬®– Ÿ≠ ≈Ÿ°Àπ’È§à“‡™à“æ◊Èπ∑’Ë·≈–∫√‘°“√ - ÿ∑∏‘

1,250,996 (40,227) 1,210,769

1,046,520 (46,922) 999,598

1,199,083 (36,665) 1,162,418

997,942 (43,169) 954,773

10. ‡ß‘π≈ß∑ÿπ„π∫√‘…—∑¬àÕ¬ ‡ß‘π≈ß∑ÿπ„π∫√‘…—∑¬àÕ¬μ“¡∑’Ë· ¥ßÕ¬Ÿà„πß∫°“√‡ß‘π‡©æ“–°‘®°“√ ¡’√“¬≈–‡Õ’¬¥¥—ßμàÕ‰ªπ’È

™◊ËÕ∫√‘…—∑ ∫√‘…—∑ ‡™’¬ß„À¡à ∫‘Í°´’ (2001) ®”°—¥ ∫√‘…—∑ ‡´Áπ∑√—≈ ´Ÿ‡ªÕ√å ‚μ√å ®”°—¥ ∫√‘…—∑ ‡∑æ“√—°…å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ‡™’¬ß√“¬ ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ÿ√“…Æ√å ∫‘Í°´’ ®”°—¥ ∫√‘…—∑ ∫‘Í°´’ ¥‘ ∑√‘∫‘«™—Ëπ ®”°—¥ ∫√‘…—∑ ‡ø≈°´å‡æ¬å ®”°—¥ √«¡‡ß‘π≈ß∑ÿπ„π∫√‘…—∑¬àÕ¬ À—°: §à“‡º◊ËÕ°“√¥âÕ¬§à“‡ß‘π≈ß∑ÿπ √«¡‡ß‘π≈ß∑ÿπ„π∫√‘…—∑¬àÕ¬ - ÿ∑∏‘

¡Ÿ≈§à“‡ß‘π≈ß∑ÿπ ¿“¬„μâ«‘∏’√“§“∑ÿπ 2551 2550 æ—π∫“∑ æ—π∫“∑

∑ÿπ™”√–·≈â« —¥ à«π‡ß‘π≈ß∑ÿπ 2551 2550 2551 2550 ≈â“π∫“∑ ≈â“π∫“∑ √âÕ¬≈– √âÕ¬≈– 300 1,220 80 180 140 1 100

300 1,220 80 180 140 1 100

100.00 100.00 100.00 100.00 100.00 99.99 51.00

190,979 190,979 1,301,998 1,301,998 380,137 380,137 284,994 284,994 140,300 140,300 1,000 1,000 51,000 51,000 2,350,408 2,350,408 (51,000) (51,000) 2,299,408 2,299,408

‡ß‘πªíπº≈√—∫ 2551 2550 æ—π∫“∑ æ—π∫“∑ 1,230 340,885 13,860 13,000 368,975

481,140 6,528 487,668

11. ‡ß‘π≈ß∑ÿπ√–¬–¬“«Õ◊Ëπ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ·≈– 2550 ∫√‘…—∑œ¡’‡ß‘π≈ß∑ÿπ√–¬–¬“«„πÀÿâπ “¡—≠¢Õß∫√‘…—∑ ¥—ßμàÕ‰ªπ’È

‡ß‘π≈ß∑ÿπ„π∫√‘…—∑Õ◊Ëπ ∫√‘…—∑ ‡μμ— °√ÿäª ®”°—¥ À—°: §à“‡º◊ËÕ°“√≈¥¡Ÿ≈§à“¢Õß‡ß‘π≈ß∑ÿπ ÿ∑∏‘

ª√–‡¿∑°‘®°“√

∑ÿπ ™”√–·≈â« ≈â“π∫“∑

À¬ÿ¥¥”‡π‘π°‘®°“√

(Àπà«¬: æ—π∫“∑) ¡Ÿ≈§à“‡ß‘π≈ß∑ÿπ —¥ à«π ¿“¬„μâ«∏‘ ’ °“√≈ß∑ÿπ √“§“∑ÿπ √âÕ¬≈– 1

490 (490) -

12. ∑’Ë¥‘π Õ“§“√·≈–Õÿª°√≥å ß∫°“√‡ß‘π√«¡ (Àπà«¬: ∫“∑) ß“π√–À«à“ß ‡§√◊ËÕßμ°·μàß

°àÕ √â“ß

à«πª√—∫ª√ÿß

Õ“§“√·≈–

μ‘¥μ—Èß·≈–

√–∫∫

∑’¥Ë π‘

‘∑∏‘°“√‡™à“

∑’¥Ë π‘

à«πª√—∫ª√ÿß

Õÿª°√≥å

“∏“√≥Ÿª‚¿§

6,460,784,353

1,001,625,743

50,782,998 11,650,825,393

5,659,213,237

7,233,423,588

3,984,002

1,704,755,250 33,765,394,564

52,425,306

163,847,566

22,873,182

2,912,685,413

1,405,994,366

1,701,102,032

6,700,000

3,819,288,616 10,084,916,481

(197,803,620)

(4,293,467)

6,513,209,659

1,165,473,309

73,656,180 14,563,510,806

6,867,403,983

8,930,232,153

7,460,787

164,005,332 38,284,952,209

≥ 31 ∏—π«“§¡ 2550

469,438,102

27,926,278

3,996,102,048

3,812,551,138

3,064,958,755

3,543,748

- 11,374,520,069

§à“‡ ◊ËÕ¡√“§“ ”À√—∫ªï

103,094,027

8,213,157

779,285,912

808,245,175

539,402,435

1,230,580

2,239,471,286

(194,423,743)

(4,075,256)

(3,038,413)

(201,542,412)

572,532,129

36,139,435

4,775,387,960

4,426,367,570

3,600,285,934

1,735,915

- 13,412,448,943

31 ∏—π«“§¡ 2550

6,460,784,353

532,187,641

22,856,720

7,654,723,345

1,846,662,099

4,168,464,833

440,254

1,704,755,250 22,390,874,495

31 ∏—π«“§¡ 2551

6,513,209,659

592,941,180

37,516,745

9,788,122,846

2,441,036,413

5,329,946,219

5,724,872

164,005,332 24,872,503,266

·≈–‚§√ß°“√ ¬“πæ“Àπ– √–À«à“ßæ—≤π“

√«¡

√“§“∑ÿπ ≥ 31 ∏—π«“§¡ 2550 ´◊ÈÕ‡æ‘Ë¡/‚Õπ‡¢â“ ®”Àπà“¬/‚ÕπÕÕ°/μ—¥®”Àπà“¬ ≥ 31 ∏—π«“§¡ 2551

(3,223,215) (5,360,038,534) (5,565,358,836)

§à“‡ ◊ËÕ¡√“§“ – ¡

§à“‡ ◊ËÕ¡√“§“ ”À√—∫ à«π∑’Ë ®”Àπà“¬/‚ÕπÕÕ°/μ—¥®”Àπà“¬ ≥ 31 ∏—π«“§¡ 2551 ¡Ÿ≈§à“ ÿ∑∏‘μ“¡∫—≠™’

§à“‡ ◊ËÕ¡√“§“ ”À√—∫ªï ªï 2550

1,876,594,088

ªï 2551

2,239,471,286

ß∫°“√‡ß‘π‡©æ“–°‘®°“√ (Àπà«¬: ∫“∑) ß“π√–À«à“ß ‡§√◊ËÕßμ°·μàß

°àÕ √â“ß

à«πª√—∫ª√ÿß

Õ“§“√·≈–

μ‘¥μ—Èß·≈–

√–∫∫

∑’¥Ë π‘

‘∑∏‘°“√‡™à“

∑’¥Ë π‘

à«πª√—∫ª√ÿß

Õÿª°√≥å

“∏“√≥Ÿª‚¿§

¬“πæ“Àπ–

4,652,707,565

993,991,241

30,364,982

8,730,895,141

5,366,749,819

5,910,032,352

3,960,002

1,704,755,250 27,393,456,352

52,425,306

163,847,565

22,873,182

2,912,639,993

1,398,037,145

1,696,997,958

6,700,000

3,813,739,081 10,067,260,230

(192,849,093)

(4,219,647)

4,705,132,871

1,157,838,806

53,238,164 11,643,535,134

6,571,937,871

7,602,810,663

7,436,787

≥ 31 ∏—π«“§¡ 2550

465,415,009

12,090,076

2,331,673,158

3,567,720,723

2,156,565,132

3,519,750

8,536,983,848

§à“‡ ◊ËÕ¡√“§“ ”À√—∫ªï

102,840,587

6,647,051

635,080,922

786,394,698

483,053,158

1,230,580

2,015,246,996

§à“‡ ◊ËÕ¡√“§“ ”À√—∫ à«π∑’Ë®”Àπà“¬/‚ÕπÕÕ°/μ—¥®”Àπà“¬

(189,574,606)

(4,001,439)

(3,038,413)

(196,614,458)

≥ 31 ∏—π«“§¡ 2551

568,255,596

18,737,127

2,966,754,080

4,164,540,815

2,635,616,851

31 ∏—π«“§¡ 2550

4,652,707,565

528,576,232

18,274,906

6,399,221,983

1,799,029,096

3,753,467,220

440,252

1,704,755,250 18,856,472,504

31 ∏—π«“§¡ 2551

4,705,132,871

589,583,210

34,501,037

8,676,781,054

2,407,397,056

4,967,193,812

5,724,870

162,014,201 21,548,328,111

·≈–‚§√ß°“√ √–À«à“ßæ—≤π“

√«¡

√“§“∑ÿπ ≥ 31 ∏—π«“§¡ 2550 ´◊ÈÕ‡æ‘Ë¡/‚Õπ‡¢â“ ®”Àπà“¬/‚ÕπÕÕ°/μ—¥®”Àπà“¬ ≥ 31 ∏—π«“§¡ 2551

(3,223,215) (5,356,480,130) (5,556,772,085) 162,014,201 31,903,944,497

§à“‡ ◊ËÕ¡√“§“ – ¡

1,711,917 10,355,616,386

¡Ÿ≈§à“ ÿ∑∏‘μ“¡∫—≠™’

§à“‡ ◊ËÕ¡√“§“ ”À√—∫ªï ªï 2550

1,641,418,019

ªï 2551

2,015,246,996

≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬¡’Õ“§“√·≈–Õÿª°√≥å®”π«πÀπ÷Ëß ´÷Ëßμ—¥§à“‡ ◊ËÕ¡√“§“À¡¥·≈â«·μà¬—ß„™âß“πÕ¬Ÿà √“§“∑ÿπ ¢Õß ‘π∑√—æ¬å¥ß— °≈à“«¡’®”π«π 4,687 ≈â“π∫“∑ (2550: 4,052 ≈â“π∫“∑) (ß∫°“√‡ß‘π‡©æ“–°‘®°“√®”π«πª√–¡“≥ 3,878 ≈â“π∫“∑ (2550: 3,179 ≈â“π∫“∑))

13. ‘π∑√—æ¬å ‰¡à¡’μ—«μπ ‘π∑√—æ¬å‰¡à¡’μ—«μπ‡ªìπ‚ª√·°√¡§Õ¡æ‘«‡μÕ√å¡’√“¬≈–‡Õ’¬¥¥—ßπ’È

√“§“∑ÿπ À—°: §à“μ—¥®”Àπà“¬ – ¡ √“§“μ“¡∫—≠™’ - ÿ∑∏‘ §à“μ—¥®”Àπà“¬∑’Ë√«¡Õ¬Ÿà„πß∫°”‰√¢“¥∑ÿπ ”À√—∫ªï

ß∫°“√‡ß‘π√«¡ 2551 2550 389,744,571 319,107,558 (230,206,111) (186,073,795) 159,538,460 133,033,763 44,132,316

28,424,612

(Àπà«¬ : ∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550 389,045,523 318,408,510 (229,813,223) (185,782,638) 159,232,300 132,625,872 44,030,585

28,355,520

14. ‘∑∏‘°“√‡™à“

ß∫°“√‡ß‘π√«¡ 2551 2550 4,669,123,344 4,573,066,760 (1,330,013,106) 1,155,715,787) 3,339,110,238 3,417,350,973 174,297,319

162,672,424

(Àπà«¬ : ∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550 4,377,599,293 4,281,542,709 (1,143,656,991) (975,837,954) 3,233,942,302 3,305,704,755 167,819,037

156,194,145

15. ‡ß‘π°Ÿâ¬◊¡√–¬– —Èπ®“° ∂“∫—π°“√‡ß‘π ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ∫√‘…—∑œ¡’‡ß‘π°Ÿâ√–¬– —Èπ‡ªìπμ—Î« —≠≠“„™â‡ß‘π®“°∏π“§“√„πª√–‡∑» 2 ·Ààß®”π«π 3,000 ≈â“π∫“∑ ´÷Ëß§‘¥Õ—μ√“ ¥Õ°‡∫’È¬„πÕ—μ√“√âÕ¬≈– 3.50 - 4.00 μàÕªï ·≈–®–™”√–§◊π¿“¬„π‰μ√¡“ ∑’Ë 4 ªï 2552 ≥ «—π∑’Ë 31 ∏—π«“§¡ 2550 ∫√‘…—∑œ¡’‡ß‘π°Ÿâ√–¬– —Èπ®”π«π 2,035 ≈â“π∫“∑ ∑’Ë‰¥â√—∫®“°∏π“§“√À≈“¬·Ààß ´÷Ëß§‘¥Õ—μ√“¥Õ°‡∫’È¬„πÕ—μ√“ √âÕ¬≈– 3.46 - 5.20 μàÕªï ·≈–™”√–§◊π‡¡◊ËÕ∏π“§“√∑«ß∂“¡ ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬‰¥â∑” —≠≠“‡ß‘π‡∫‘°‡°‘π∫—≠™’·≈–¡’«ß‡ß‘π ‘π‡™◊ËÕ°—∫ ∂“∫—π°“√‡ß‘π„πª√–‡∑»À≈“¬·Ààß·≈– “¢“¢Õß∏π“§“√ μà“ßª√–‡∑»À≈“¬·Ààß„π«ß‡ß‘π√«¡ª√–¡“≥ 15,918 ≈â“π∫“∑ (2550 : 10,128 ≈â“π∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√: ®”π«π‡ß‘π 15,735 ≈â“π∫“∑ (2550: 9,945 ≈â“π∫“∑) ¿“¬„μâ‡ß◊ËÕπ‰¢¢Õß —≠≠“‡ß‘π°Ÿâ¬◊¡¢â“ßμâπ ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬®–μâÕßªØ‘∫—μ‘μ“¡‡ß◊ËÕπ‰¢·≈– ¢âÕ®”°—¥μà“ßÊ ∑’Ë°”Àπ¥„π —≠≠“¥—ß°≈à“«

16. ”√Õßμ“¡°ÆÀ¡“¬ ¿“¬„μâ∫∑∫—≠≠—μ‘¢Õß¡“μ√“ 116 ·Ààßæ√–√“™∫—≠≠—μ‘∫√‘…—∑¡À“™π®”°—¥ æ.». 2535 ∫√‘…—∑œμâÕß®—¥ √√°”‰√ ÿ∑∏‘ª√–®”ªï à«πÀπ÷Ëß‰«â ‡ªìπ∑ÿπ ”√Õß‰¡àπâÕ¬°«à“√âÕ¬≈– 5 ¢Õß°”‰√ ÿ∑∏‘ª√–®”ªïÀ—°¥â«¬¬Õ¥¢“¥∑ÿπ – ¡¬°¡“ (∂â“¡’) ®π°«à“∑ÿπ ”√Õßπ’È®–¡’®”π«π‰¡àπâÕ¬°«à“√âÕ¬≈– 10 ¢Õß∑ÿπ®¥∑–‡∫’¬π ”√Õßμ“¡°ÆÀ¡“¬¥—ß°≈à“«‰¡à “¡“√∂π”‰ª®à“¬‡ß‘πªíπº≈‰¥â

17. √“¬‰¥âÕ◊Ëπ √“¬‰¥âÕ◊Ëπ à«π„À≠àª√–°Õ∫¥â«¬√“¬‰¥â√—∫®“°¬Õ¥´◊ÈÕμ“¡‡ªÑ“ ´÷Ëß§‘¥®“°¬Õ¥´◊ÈÕ„πÕ—μ√“√âÕ¬≈–∑’Ëμ°≈ß√à«¡°—π√–À«à“ß∫√‘…—∑œ·≈–ºŸâ¢“¬ √“¬‰¥â√—∫§à“‚¶…≥“´÷Ëß‡√’¬°‡°Á∫®“°ºŸâ¢“¬‚¥¬§‘¥μ“¡ °“√≈ß‚¶…≥“„π·ºàπæ—∫‚¶…≥“¢Õß∫√‘…—∑œ·≈–§à“∏√√¡‡π’¬¡·√°‡¢â“

18. §à“„™â®à“¬μ“¡≈—°…≥– √“¬°“√§à“„™â®à“¬·∫àßμ“¡≈—°…≥–ª√–°Õ∫¥â«¬√“¬°“√§à“„™â®à“¬∑’Ë ”§—≠¥—ßμàÕ‰ªπ’È

‡ß‘π‡¥◊Õπ·≈–§à“·√ß·≈–º≈ª√–‚¬™πåÕ◊Ëπ¢Õßæπ—°ß“π §à“‡ ◊ËÕ¡√“§“ §à“‰øøÑ“ §à“μ—¥®”Àπà“¬ §à“‡™à“·≈–§à“∫√‘°“√ °“√‡ª≈’Ë¬π·ª≈ß„π ‘π§â“ ”‡√Á®√Ÿª

ß∫°“√‡ß‘π√«¡ 2551 2550 2,993,100 2,597,101 2,239,471 1,876,594 1,577,580 1,403,683 227,332 200,018 392,646 430,721 131,817 164,341

(Àπà«¬: æ—π∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√ 2551 2550 2,905,314 2,510,999 2,015,247 1,641,418 1,515,185 1,338,823 219,718 192,437 355,429 353,496 140,511 176,933

πÕ°®“°π’È ∫√‘…—∑œ¬—ß¡’√“¬°“√§à“„™â®à“¬μ“¡≈—°…≥–Õ◊ËπÊÕ’° ´÷Ëß‰¡à‰¥â·®°·®ß‰«â¢â“ßμâπ ‰¥â·°à §à“‚¶…≥“·≈– àß‡ √‘¡°“√¢“¬ §à“„™â®à“¬ „π°“√∫√‘À“√§≈—ß ‘π§â“ §à“«à“®â“ß∫ÿ§§≈¿“¬πÕ°‡æ◊ËÕ„Àâ∫√‘°“√¥â“π∑”§«“¡ –Õ“¥·≈–√—°…“§«“¡ª≈Õ¥¿—¬ ·≈– §à“„™â®à“¬Õ◊ËπÊ

19. °”‰√μàÕÀÿâπ °”‰√μàÕÀÿâπ¢—Èπæ◊Èπ∞“π§”π«≥‚¥¬À“√°”‰√ ÿ∑∏‘ ”À√—∫ªï¥â«¬®”π«π∂—«‡©≈’Ë¬∂à«ßπÈ”Àπ—°¢ÕßÀÿâπ “¡—≠∑’ËÕÕ°Õ¬Ÿà„π√–À«à“ßªï

20. °Õß∑ÿπ ”√Õß‡≈’È¬ß™’æ ∫√‘…—∑œ·≈–æπ—°ß“π‰¥â√à«¡°—π®—¥μ—Èß°Õß∑ÿπ ”√Õß‡≈’È¬ß™’æμ“¡æ√–√“™∫—≠≠—μ‘°Õß∑ÿπ ”√Õß‡≈’È¬ß™’æ æ.». 2530 ‚¥¬∫√‘…—∑œ·≈–æπ—°ß“π ®–®à“¬ ¡∑∫‡¢â“°Õß∑ÿπ‡ªìπ√“¬‡¥◊Õπ„πÕ—μ√“√âÕ¬≈– 3 ·≈–√âÕ¬≈– 5.5 ¢Õß‡ß‘π‡¥◊Õπ °Õß∑ÿπ ”√Õß‡≈’È¬ß™’æπ’È∫√‘À“√‚¥¬∫√‘…—∑À≈—°∑√—æ¬å ®—¥°“√ °Õß∑ÿπ° ‘°√‰∑¬ ®”°—¥ ·≈–®–®à“¬„Àâ°—∫æπ—°ß“π„π°√≥’∑’ËÕÕ°®“°ß“πμ“¡√–‡∫’¬∫«à“¥â«¬°Õß∑ÿπ¢Õß∫√‘…—∑œ „π√–À«à“ßªï 2551 ∫√‘…—∑œ ·≈– ∫√‘…—∑¬àÕ¬‰¥â®à“¬‡ß‘π ¡∑∫‡¢â“°Õß∑ÿπ‡ªìπ®”π«π‡ß‘πª√–¡“≥ 61.1 ≈â“π∫“∑ (2550 : 53.9 ≈â“π∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√ : 59.3 ≈â“π∫“∑ (2550 : 52.1 ≈â“π∫“∑)

21. ‡ß‘πªíπº≈®à“¬ ‡ß‘πªíπº≈®à“¬ª√–°“»®à“¬„πªï 2551 ·≈– 2550 ª√–°Õ∫¥â«¬ Õπÿ¡—μ‘‚¥¬ 2551 ‡ß‘πªíπº≈ª√–®”ªï 2550 √«¡ 2550 ‡ß‘πªíπº≈ª√–®”ªï 2549

∑’Ëª√–™ÿ¡ “¡—≠ª√–®”ªï¢ÕßºŸâ∂◊ÕÀÿâπ ‡¡◊ËÕ«—π∑’Ë 29 ‡¡…“¬π 2551

∑’Ëª√–™ÿ¡ “¡—≠ª√–®”ªï¢ÕßºŸâ∂◊ÕÀÿâπ ‡¡◊ËÕ«—π∑’Ë 27 ‡¡…“¬π 2550

√«¡

‡ß‘πªíπº≈ ®à“¬μàÕÀâÿπ (∫“∑)

«—π∑’®Ë “à ¬

1,249,684,759 1,249,684,759

1.56

æƒ…¿“§¡ 2551

1,250,163,055 1,250,163,055

1.56

æƒ…¿“§¡ 2550

‡ß‘πªíπº≈®à“¬ (∫“∑)

22. ¿“√–ºŸ°æ—π·≈–Àπ’È ‘π∑’ËÕ“®‡°‘¥¢÷Èπ ¿“√–ºŸ°æ—π·≈–Àπ’È ‘π∑’ËÕ“®‡°‘¥¢÷Èπ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ª√–°Õ∫¥â«¬ 22.1 ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬¡’Àπ—ß ◊Õ§È”ª√–°—π∑’ËÕÕ°‚¥¬∏π“§“√„ππ“¡¢Õß∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬ ·°àÀπà«¬ß“π√“™°“√∫“ß·Ààß‡À≈◊Õ Õ¬Ÿà‡ªìπ‡ß‘πª√–¡“≥ 204.0 ≈â“π∫“∑ (31 ∏—π«“§¡ 2550 : 171.8 ≈â“π∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√®”π«π‡ß‘πª√–¡“≥ 197.7 ≈â“π∫“∑ (31 ∏—π«“§¡ 2550 : 165.5 ≈â“π∫“∑) ´÷Ëß‡°’Ë¬«‡π◊ËÕß°—∫°“√§È”ª√–°—π°“√„™â‰øøÑ“·≈–Õ◊ËπÊ ´÷Ëß‡ªìπ‰ªμ“¡ª°μ‘∏ÿ√°‘®¢Õß∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬

22.2 ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬∑” —≠≠“‡™à“·≈–‡™à“™à«ß∑’Ë¥‘π°—∫∫ÿ§§≈ ∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π·≈–∫√‘…—∑Õ◊Ëπ ∫“ß·Ààß ‡æ◊ËÕ„™â‡ªìπ ∂“π∑’Ë °àÕ √â“ßÕ“§“√∑’Ë∑”°“√·≈–Àâ“ß √√æ ‘π§â“ ‚¥¬¡’√–¬–‡«≈“°“√‡™à“μ—Èß·μà 1 ∂÷ß 30 ªï ·≈–∫√‘…—∑œ®–μâÕß®à“¬§à“‡™à“·≈–§à“∫√‘°“√„π·μà≈–ªï‡ªìπ¥—ßπ’È ß∫°“√‡ß‘π√«¡ ®à“¬™”√–¿“¬„π ¿“¬„π 1 ªï 1 ∂÷ß 5 ªï ¡“°°«à“ 5 ªï

434 1,578 4,496

(Àπà«¬ : ≈â“π∫“∑) ß∫°“√‡ß‘π‡©æ“–°‘®°“√

761 1,369 4,062

≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ∫√‘…∑— œ¡’®”π«π‡ß‘π¢—πÈ μË”∑’§Ë “¥«à“®–‰¥â√∫— „πÕπ“§μ®“°°“√„Àâ‡™à“™à«ßæ◊πÈ ∑’∫Ë “ß à«π∑’∫Ë Õ°‡≈‘°‰¡à‰¥â 83 ≈â“π∫“∑ ·≈–„π√–À«à“ßªï 2551 ∫√‘…∑— œ¡’√“¬®à“¬μ“¡ —≠≠“‡™à“·≈–√“¬‰¥â®“°°“√„Àâ‡™à“™à«ßæ◊πÈ ∑’∫Ë “ß à«π∑’√Ë ∫— √Ÿ·â ≈â«„πß∫°”‰√¢“¥∑ÿπ‡ªìπ®”π«π‡ß‘π 6 ≈â“π∫“∑ ·≈– 3 ≈â“π∫“∑ μ“¡≈”¥—∫ ¿“¬„μâ —≠≠“‡™à“¢â“ßμâπ‰¥â√–∫ÿ¢âÕ®”°—¥∫“ßª√–°“√‡æ◊ËÕ„Àâ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬ªØ‘∫—μ‘μ“¡ 22.3 ∫√‘…—∑œ‰¥â∑” —≠≠“√—∫‚Õπ ‘∑∏‘°“√‡™à“·≈– —≠≠“‡™à“™à«ßÕ“§“√∫“ß à«π®“°ºŸâ‡™à“‡¥‘¡´÷Ëß‡ªìπ∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π Õß·Ààß‚¥¬ —≠≠“‡™à“‰¥â∑”¢÷Èπ°—∫∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π·ÀàßÀπ÷Ëß·≈–∫√‘…—∑„πª√–‡∑»·ÀàßÀπ÷Ëß ‚¥¬‰¥â°”Àπ¥Õ—μ√“§à“μÕ∫·∑π„π°“√√—∫‚Õπ ‘∑∏‘°“√‡™à“·≈– Õ—μ√“§à“‡™à“™à«ß ”À√—∫√–¬–‡«≈“ 8 ªï·√°‡√‘Ë¡μ—Èß·μàªï 2543 Õ¬Ÿà„π™à«ßª√–¡“≥ 687.5 ≈â“π∫“∑ ∂÷ß 1,201.6 ≈â“π∫“∑¢÷ÈπÕ¬Ÿà°—∫¬Õ¥¢“¬ ”À√—∫Õ—μ√“ §à“μÕ∫·∑πμ—Èß·μàªï∑’Ë 9 ‡ªìπμâπ‰ª„Àâ‡ªìπ‰ªμ“¡√“§“μ≈“¥„π¢≥–π—Èπ ∑—Èßπ’È¢÷ÈπÕ¬Ÿà°—∫‡ß◊ËÕπ‰¢∑’Ë§Ÿà —≠≠“®–μ°≈ß°—πμ“¡∑’Ë√–∫ÿ‰«â„π —≠≠“¥—ß°≈à“« 22.4 ∫√‘…∑— œ¡’¿“√–ºŸ°æ—π∑’®Ë –μâÕß®à“¬‡ß‘πμ“¡ —≠≠“°àÕ √â“ßÕ“§“√∑’∑Ë ”°“√·≈–Àâ“ß √√æ ‘π§â“°—∫ ºŸ√â ∫— ‡À¡“À≈“¬·Ààß‡ªìπ‡ß‘πª√–¡“≥ 309 ≈â“π∫“∑ (31 ∏—π«“§¡ 2550 : 1,514 ≈â“π∫“∑) 22.5 ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬¡’¿“√–ºŸ°æ—π‡°’Ë¬«°—∫ à«π¢Õß‡ß‘π≈ß∑ÿπ∑’Ë¬—ß‰¡à‡√’¬°™”√–„π∫√‘…—∑¬àÕ¬ 3 ·Ààß‡ªìπ ®”π«πª√–¡“≥ 252 ≈â“π∫“∑ ‡©æ“–∫√‘…—∑œ®”π«π 140 ≈â“π∫“∑ ”À√—∫‡ß‘π≈ß∑ÿπ∑’Ë¬—ß‰¡à‡√’¬°™”√–„π∫√‘…—∑¬àÕ¬ 2 ·Ààß 22.6 ‡¡◊ËÕ«—π∑’Ë 11 æƒ…¿“§¡ 2544 ∫√‘…—∑œ‰¥â∑” —≠≠“°“√®”Àπà“¬ ‘π§â“¿“¬„μâ‡§√◊ËÕßÀ¡“¬°“√§â“ “°≈™π‘¥Àπ÷Ëß°—∫∫√‘…—∑μà“ß ª√–‡∑»·ÀàßÀπ÷Ëß ´÷Ëß∫√‘…—∑œ¡’¿“√–ºŸ°æ—π∑’ËμâÕß®à“¬§à“∏√√¡‡π’¬¡„πÕ—μ√“√âÕ¬≈–§ß∑’Ë¢Õßμâπ∑ÿπ ÿ∑∏‘¢Õßº≈‘μ¿—≥±å∑’Ë¡’‡§√◊ËÕßÀ¡“¬°“√§â“¥—ß°≈à“«‚¥¬ ‰¡à√«¡¿“…’ —≠≠“¥—ß°≈à“«¡’√–¬–‡«≈“ 8 ªï π—∫μ—Èß·μà«—π∑’Ë≈ßπ“¡„π —≠≠“ 22.7 ∫√‘…—∑œ‰¥â∑” —≠≠“°“√√—∫§«“¡™à«¬‡À≈◊Õ∑“ß¥â“π°“√∫√‘À“√ß“π·≈–°“√®—¥°“√‡°’Ë¬«°—∫ ‘π§â“°—∫∫√‘…—∑·ÀàßÀπ÷Ëß¿“¬„μâ‡ß◊ËÕπ‰¢ ¢Õß —≠≠“¥—ß°≈à“«∫√‘…—∑œ¡’¿“√–ºŸ°æ—π∑’ËμâÕß®à“¬§à“μÕ∫·∑π„πÕ—μ√“√âÕ¬≈–¢Õß¬Õ¥´◊ÈÕ ‘π§â“¿“¬„μâ‡ß◊ËÕπ‰¢∑’Ë√–∫ÿ„π —≠≠“„Àâ·°à∫√‘…—∑¥—ß°≈à“« 22.8 ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬‰¥â∂Ÿ°øÑÕß√âÕß‚¥¬π‘μ‘∫ÿ§§≈Õ◊Ëπ„Àâ‡ªìπ®”‡≈¬√à«¡„π‡√◊ËÕß∑’Ë‡°’Ë¬«¢âÕß°—∫ °“√º‘¥ —≠≠“´◊ÈÕ¢“¬·≈–§¥’Õ◊ËπÊ ‚¥¬ ‡√’¬°§à“‡ ’¬À“¬®“°∫√‘…∑— œ „π¢≥–π’§È ¥’¬ß— Õ¬Ÿ„à π√–À«à“ß°“√æ‘®“√≥“¢Õß»“≈·æàß πÕ°®“°π—πÈ ∫√‘…∑— œ¬—ß∂Ÿ°øÑÕß√âÕß®“°∫ÿ§§≈ ΩÉ“¬∫√‘À“√¢Õß∫√‘…∑— œ ‡™◊ËÕ«à“®–™π–§¥’¥—ß°≈à“« Õ¬à“ß‰√°Áμ“¡ ‡æ◊ËÕ§«“¡√Õ∫§Õ∫∫√‘…—∑œ‰¥âμ—Èß ”√ÕßÀπ’È ‘π®”π«πÀπ÷Ëß‰«â„π∫—≠™’ 22.9 ∫√‘…—∑œ‰¥âμàÕÕ“¬ÿ —≠≠“‡™à“∑’Ë¥‘π —≠≠“‡™à“ ·≈– —≠≠“∫√‘°“√Õ“§“√»Ÿπ¬å°“√§â“«ß»å «à“ß ∑“«πå ‡´Áπ‡μÕ√å ‚¥¬¡’√–¬–‡«≈“°“√‡™à“ 10 ªï π—∫μ—Èß·μà«—π∑’Ë 1 ‡¡…“¬π 2549 ·≈–μàÕ‰ªÕ’° 2 ªï°—∫∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π·ÀàßÀπ÷Ëß ‚¥¬¡’Õ—μ√“§à“‡™à“∑’Ë¥‘π„πªï∑’Ë 1-3 ‡∑à“°—∫‡¥◊Õπ≈– 458,544 ∫“∑ ·≈–ª√—∫§à“‡™à“¢÷Èπ„πÕ—μ√“√âÕ¬≈– 15 ∑ÿ°Ê 3 ªï ‚¥¬ªï∑’Ë 11-12 Õ—μ√“§à“‡™à“∑’Ë¥‘π‡∑à“°—∫ªï∑’Ë 10 (μ“¡¡μ‘∑’Ëª√–™ÿ¡ “¡—≠ª√–®”ªïºŸâ∂◊ÕÀÿâπ¢Õß∫√‘…—∑œ‡¡◊ËÕ «—π∑’Ë 27 ‡¡…“¬π 2549)

23. °“√‡ πÕ¢âÕ¡Ÿ≈∑“ß°“√‡ß‘π®”·π°μ“¡ à«πß“π ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬¥”‡π‘π°‘®°“√„π à«πß“π∑“ß∏ÿ√°‘®‡¥’¬«§◊Õ °“√§â“ª≈’° ‚¥¬‡ªìπ°“√¢“¬„πª√–‡∑»‰∑¬ ¥—ßπ—Èπ √“¬‰¥â °”‰√ ·≈– ‘π∑√—æ¬å∑—ÈßÀ¡¥∑’Ë· ¥ß„πß∫°“√‡ß‘π®÷ß‡°’Ë¬«¢âÕß°—∫ à«πß“π∏ÿ√°‘®·≈– à«πß“π∑“ß¿Ÿ¡‘»“ μ√åμ“¡∑’Ë°≈à“«‰«â

24. ‡§√◊ËÕß¡◊Õ∑“ß°“√‡ß‘π 24.1 π‚¬∫“¬°“√∫√‘À“√§«“¡‡ ’Ë¬ß ‡§√◊ËÕß¡◊Õ∑“ß°“√‡ß‘π∑’Ë ”§—≠¢Õß∫√‘…—∑œμ“¡∑’Ëπ‘¬“¡Õ¬Ÿà„π¡“μ√∞“π°“√∫—≠™’©∫—∫∑’Ë 48 ç°“√· ¥ß√“¬°“√·≈–°“√‡ªî¥‡º¬ ¢âÕ¡Ÿ≈ ”À√—∫‡§√◊ËÕß¡◊Õ∑“ß°“√‡ß‘πé ª√–°Õ∫¥â«¬ ‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“‡ß‘π ¥ ≈Ÿ°Àπ’È°“√§â“ ‡ß‘π„Àâ°Ÿâ¬◊¡ ‡ß‘π≈ß∑ÿπ ‡ß‘π°Ÿâ¬◊¡√–¬– —Èπ ·≈– ‡ß‘π°Ÿâ¬◊¡√–¬–¬“« ∫√‘…—∑œ¡’§«“¡‡ ’Ë¬ß∑’Ë‡°’Ë¬«¢âÕß°—∫‡§√◊ËÕß¡◊Õ∑“ß°“√‡ß‘π¥—ß°≈à“« ·≈–¡’π‚¬∫“¬°“√∫√‘À“√§«“¡‡ ’Ë¬ß¥—ßπ’È §«“¡‡ ’Ë¬ß¥â“π°“√„Àâ ‘π‡™◊ËÕ ∫√‘…—∑œ ·≈–∫√‘…—∑¬àÕ¬¡’§«“¡‡ ’Ë¬ß¥â“π°“√„Àâ ‘π‡™◊ËÕ∑’Ë‡°’Ë¬«‡π◊ËÕß°—∫≈Ÿ°Àπ’È°“√§â“ ‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬ ≈Ÿ°Àπ’È§à“‡™à“æ◊Èπ∑’Ë ·≈–∫√‘°“√ΩÉ“¬∫√‘À“√§«∫§ÿ¡§«“¡‡ ’Ë¬ßπ’È‚¥¬°“√°”Àπ¥„Àâ¡’π‚¬∫“¬·≈–«‘∏’°“√„π°“√§«∫§ÿ¡ ‘π‡™◊ËÕ∑’Ë‡À¡“– ¡ ¥—ßπ—Èπ∫√‘…—∑œ ·≈–∫√‘…—∑¬àÕ¬ ®÷ß‰¡à§“¥«à“®–‰¥â√—∫§«“¡‡ ’¬À“¬∑’Ë‡ªìπ “√– ”§—≠®“°°“√„Àâ ‘π‡™◊ËÕ πÕ°®“°π’È °“√„Àâ ‘π‡™◊ËÕ¢Õß∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬‰¡à¡’°“√°√–®ÿ°μ—« ‡π◊ËÕß®“°∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬¡’∞“π¢Õß≈Ÿ°§â“∑’ËÀ≈“°À≈“¬·≈–¡’Õ¬Ÿà®”π«π¡“°√“¬ ®”π«π‡ß‘π Ÿß ÿ¥∑’Ë∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬Õ“®μâÕß Ÿ≠‡ ’¬ ®“°°“√„Àâ ‘π‡™◊ËÕ§◊Õ¡Ÿ≈§à“μ“¡∫—≠™’¢Õß≈Ÿ°Àπ’È°“√§â“ ‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬·≈–≈Ÿ°Àπ’È§à“‡™à“æ◊Èπ∑’Ë·≈–∫√‘°“√∑’Ë· ¥ßÕ¬Ÿà„πß∫¥ÿ≈

§«“¡‡ ’Ë¬ß®“°Õ—μ√“¥Õ°‡∫’È¬ ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬¡’§«“¡‡ ’Ë¬ß®“°Õ—μ√“¥Õ°‡∫’È¬∑’Ë ”§—≠Õ—π‡°’Ë¬«‡π◊ËÕß°—∫‡ß‘πΩ“° ∂“∫—π°“√‡ß‘π ‡ß‘π°Ÿâ¬◊¡√–¬– —Èπ®“° ∂“∫—π °“√‡ß‘π Õ¬à“ß‰√°Áμ“¡ ‡π◊ÕË ß®“° ‘π∑√—æ¬å·≈–Àπ’ È π‘ ∑“ß°“√‡ß‘π à«π„À≠à¡Õ’ μ— √“¥Õ°‡∫’¬È ∑’ªË √—∫¢÷πÈ ≈ßμ“¡Õ—μ√“μ≈“¥ ´÷ßË „°≈â‡§’¬ß°—∫Õ—μ√“μ≈“¥„πªí®®ÿ∫π— §«“¡‡ ’Ë¬ß®“°Õ—μ√“¥Õ°‡∫’È¬¢Õß∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬®÷ßÕ¬Ÿà„π√–¥—∫μË” ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ‘π∑√—æ¬å·≈–Àπ’È ‘π∑“ß°“√‡ß‘π∑’Ë ”§—≠ “¡“√∂®—¥μ“¡ª√–‡¿∑Õ—μ√“¥Õ°‡∫’È¬·≈– ”À√—∫ ‘π∑√—æ¬å·≈– Àπ’È ‘π∑“ß°“√‡ß‘π∑’Ë¡’Õ—μ√“¥Õ°‡∫’È¬§ß∑’Ë “¡“√∂·¬°μ“¡«—π∑’Ë§√∫°”Àπ¥ À√◊Õ «—π∑’Ë¡’°“√°”Àπ¥Õ—μ√“¥Õ°‡∫’È¬„À¡à (À“°«—π∑’Ë¡’°“√°”Àπ¥Õ—μ√“ ¥Õ°‡∫’È¬„À¡à∂÷ß°àÕπ) ‰¥â¥—ßπ’È ß∫°“√‡ß‘π√«¡

Õ—μ√“¥Õ°‡∫’È¬§ß∑’Ë ¿“¬„π ¡“°°«à“ 1 ¡“°°«à“ 1 ªï ∂÷ß 5 ªï 5 ªï (≈â“π∫“∑)

Õ—μ√“¥Õ°‡∫’È¬ ª√—∫¢÷Èπ≈ß μ“¡√“§“ ‰¡à¡’Õ—μ√“ μ≈“¥ ¥Õ°‡∫’¬È

Õ—μ√“ ¥Õ°‡∫’¬È √«¡ ∑’Ë·∑â®√‘ß (√âÕ¬≈–μàÕªï)

‘π∑√—æ¬å∑“ß°“√‡ß‘π ‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“‡ß‘π ¥ ≈Ÿ°Àπ’È°“√§â“ - ÿ∑∏‘ ≈Ÿ°Àπ’È°“√§â“°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ≈Ÿ°Àπ’È§à“‡™à“æ◊Èπ∑’Ë·≈–∫√‘°“√ - ÿ∑∏‘

300 -

1,082 75 81 1,211

1,382 75 81 1,211

0.65-0.75 -

Àπ’È ‘π∑“ß°“√‡ß‘π ‡ß‘π°Ÿâ¬◊¡√–¬– —Èπ®“° ∂“∫—π°“√‡ß‘π ‡®â“Àπ’È°“√§â“ ‡®â“Àπ’È°“√§â“°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π

3,000 -

12,319 139

3,000 12,319 139

3.50-4.00 -

ß∫°“√‡ß‘π‡©æ“–°‘®°“√

Õ—μ√“¥Õ°‡∫’È¬§ß∑’Ë ¿“¬„π ¡“°°«à“ 1 ¡“°°«à“ 1 ªï ∂÷ß 5 ªï 5 ªï (≈â“π∫“∑)

Õ—μ√“¥Õ°‡∫’È¬ ª√—∫¢÷Èπ≈ß μ“¡√“§“ ‰¡à¡’Õ—μ√“ μ≈“¥ ¥Õ°‡∫’¬È

Õ—μ√“ ¥Õ°‡∫’¬È √«¡ ∑’Ë·∑â®√‘ß (√âÕ¬≈–μàÕªï)

‘π∑√—æ¬å∑“ß°“√‡ß‘π ‡ß‘π ¥·≈–√“¬°“√‡∑’¬∫‡∑à“‡ß‘π ¥ ≈Ÿ°Àπ’È°“√§â“ - ÿ∑∏‘ ≈Ÿ°Àπ’È°“√§â“°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ≈Ÿ°Àπ’È§à“‡™à“æ◊Èπ∑’Ë·≈–∫√‘°“√ - ÿ∑∏‘ ‡ß‘π„Àâ°Ÿâ¬◊¡·°à∫√‘…—∑¬àÕ¬

245 49

1,022 70 581 1,162 -

1,267 70 581 1,162 49

0.65-0.75 3.35-4.30

Àπ’È ‘π∑“ß°“√‡ß‘π ‡ß‘π°Ÿâ¬◊¡√–¬– —Èπ®“° ∂“∫—π°“√‡ß‘π ‡®â“Àπ’È°“√§â“ ‡®â“Àπ’È°“√§â“°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ‡ß‘π°Ÿâ¬◊¡®“°∫√‘…—∑¬àÕ¬

3,000 1,862

11,973 182 -

3,000 11,973 182 1,862

3.50-4.00 3.35-4.30

§«“¡‡ ’Ë¬ß®“°Õ—μ√“·≈°‡ª≈’Ë¬π ∫√‘…—∑œ‰¡à¡’§«“¡‡ ’Ë¬ß à«π„À≠à®“°Õ—μ√“·≈°‡ª≈’Ë¬π‡ß‘πμ√“μà“ßª√–‡∑» ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ∫√‘…—∑¬àÕ¬·ÀàßÀπ÷Ëß¡’Àπ’È ‘π∑’Ë ‡ªìπ‡ß‘πμ√“μà“ßª√–‡∑» ´÷Ëß‰¡à‰¥â¡’°“√∑” —≠≠“ªÑÕß°—π§«“¡‡ ’Ë¬ß¥â“πÕ—μ√“·≈°‡ª≈’Ë¬π‡ªìπ‡ß‘π 0.2 ≈â“π¬Ÿ‚√ 24.2 ¡Ÿ≈§à“¬ÿμ‘∏√√¡¢Õß‡§√◊ËÕß¡◊Õ∑“ß°“√‡ß‘π ‡π◊ËÕß®“° ‘π∑√—æ¬å·≈–Àπ’È ‘π∑“ß°“√‡ß‘π à«π„À≠à¢Õß∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬®—¥Õ¬Ÿà„πª√–‡¿∑√–¬– —Èπ ‡ß‘π„Àâ°Ÿâ¬◊¡·≈–‡ß‘π°Ÿâ¬◊¡¡’ Õ—μ√“¥Õ°‡∫’È¬„°≈â‡§’¬ß°—∫Õ—μ√“¥Õ°‡∫’È¬„πμ≈“¥ ∫√‘…—∑œ·≈–∫√‘…—∑¬àÕ¬®÷ßª√–¡“≥¡Ÿ≈§à“¬ÿμ‘∏√√¡¢Õß ‘π∑√—æ¬å·≈–Àπ’È ‘π∑“ß°“√‡ß‘π„°≈â‡§’¬ß°—∫ ¡Ÿ≈§à“μ“¡∫—≠™’∑’Ë· ¥ß„πß∫¥ÿ≈ ¡Ÿ≈§à“¬ÿμ‘∏√√¡ À¡“¬∂÷ß ®”π«π‡ß‘π∑’ËºŸâ´◊ÈÕ·≈–ºŸâ¢“¬μ°≈ß·≈°‡ª≈’Ë¬π ‘π∑√—æ¬å°—π„π¢≥–∑’Ë∑—Èß ÕßΩÉ“¬¡’§«“¡√Õ∫√Ÿâ ·≈–‡μÁ¡„®„π °“√·≈°‡ª≈’Ë¬π·≈– “¡“√∂μàÕ√Õß√“§“°—π‰¥âÕ¬à“ß‡ªìπÕ‘ √–„π≈—°…≥–∑’Ë‰¡à¡’§«“¡‡°’Ë¬«¢âÕß°—π «‘∏’°“√°”Àπ¥¡Ÿ≈§à“¬ÿμ‘∏√√¡¢÷ÈπÕ¬Ÿà°—∫≈—°…≥–¢Õß ‡§√◊ËÕß¡◊Õ∑“ß°“√‡ß‘π ¡Ÿ≈§à“¬ÿμ‘∏√√¡®–°”Àπ¥®“°√“§“μ≈“¥≈à“ ÿ¥ À√◊Õ°”Àπ¥¢÷Èπ‚¥¬„™â‡°≥±å°“√«—¥¡Ÿ≈§à“∑’Ë‡À¡“– ¡

25. °“√∫√‘À“√®—¥°“√∑ÿπ «—μ∂ÿª√– ß§å„π°“√∫√‘À“√®—¥°“√∑ÿπ∑’Ë ”§—≠¢Õß∫√‘…—∑œ§◊Õ°“√®—¥„Àâ¡’´÷Ëß‚§√ß √â“ß∑“ß°“√‡ß‘π∑’Ë‡À¡“– ¡·≈–°“√¥”√ß‰«â´÷Ëß§«“¡ “¡“√∂„π°“√¥”‡π‘π∏ÿ√°‘®Õ¬à“ßμàÕ‡π◊ËÕß μ“¡ß∫¥ÿ≈ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 °≈ÿà¡∫√‘…—∑¡’Õ—μ√“ à«πÀπ’È ‘πμàÕ∑ÿπ‡∑à“°—∫ 1.15 : 1 (2550 : 1.22 :1) ·≈–∫√‘…—∑œ¡’Õ—μ√“ à«π‡∑à“°—∫ 1.44 : 1 (2550 : 1.51 : 1)

26. Àÿâπ°Ÿâ ‡¡◊ËÕ«—π∑’Ë 10 æƒ»®‘°“¬π 2546 ∑’Ëª√–™ÿ¡«‘ “¡—≠ºŸâ∂◊ÕÀÿâπ¢Õß∫√‘…—∑œ¡’¡μ‘Õπÿ¡—μ‘°“√ÕÕ°Àÿâπ°ŸâÕ“¬ÿ‰¡à‡°‘π 6 ªï ®”π«π‰¡à‡°‘π 3,000 ≈â“π∫“∑ À√◊Õ„π °ÿ≈‡ß‘πÕ◊Ëπ„π®”π«π∑’Ë‡∑à“°—π ‚¥¬®–‡ πÕ¢“¬μàÕπ—°≈ß∑ÿπ‡©æ“–‡®“–®ß·≈–/À√◊Õ‡ πÕ¢“¬„Àâ·°àª√–™“™πμ“¡ª√–°“»¢Õß§≥–°√√¡°“√ °”°—∫À≈—°∑√—æ¬å·≈– μ≈“¥À≈—°∑√—æ¬å Õ¬à“ß‰√°Áμ“¡ ≥ «—π∑’Ë 31 ∏—π«“§¡ 2551 ∫√‘…—∑œ¬—ß‰¡à‰¥â¡’°“√ÕÕ°Àÿâπ°Ÿâμ“¡¡μ‘¥—ß°≈à“«¢â“ßμâπ

27. °“√®—¥ª√–‡¿∑√“¬°“√„πß∫°“√‡ß‘π ∫√‘…—∑œ‰¥â¡’°“√®—¥ª√–‡¿∑√“¬°“√∫—≠™’∫“ß√“¬°“√„πß∫°“√‡ß‘π ”À√—∫ªï ‘Èπ ÿ¥«—π∑’Ë 31 ∏—π«“§¡ 2550 „À¡à‡æ◊ËÕ„Àâ Õ¥§≈âÕß°—∫°“√ ®—¥ª√–‡¿∑√“¬°“√∫—≠™’„πªïªí®®ÿ∫—π ´÷Ëß‰¡à¡’º≈°√–∑∫μàÕ°”‰√ ÿ∑∏‘À√◊Õ à«π¢ÕßºŸâ∂◊ÕÀÿâπ °“√®—¥ª√–‡¿∑√“¬°“√„À¡à¡’¥—ßμàÕ‰ªπ’È (Àπà«¬ : ∫“∑) ß∫°“√‡ß‘π√«¡ μ“¡∑’Ë®—¥ª√–‡¿∑ √“¬°“√„À¡à ∑’Ë¥‘π Õ“§“√·≈–Õÿª°√≥å ‘∑∏‘°“√‡™à“ ‘π∑√—æ¬å‰¡à¡’μ—«μπ(‚ª√·°√¡§Õ¡æ‘«‡μÕ√å) ‘π∑√—æ¬å‰¡àÀ¡ÿπ‡«’¬πÕ◊Ëπ - Õ◊ËπÊ ‡®â“Àπ’È°‘®°“√∑’Ë‡°’Ë¬«¢âÕß°—π ª√–¡“≥°“√Àπ’È ‘π√–¬– —Èπ §à“„™â®à“¬§â“ß®à“¬ Àπ’È ‘πÀ¡ÿπ‡«’¬πÕ◊Ëπ - Õ◊ËπÊ

22,390,874,495 3,417,350,973 133,033,763 137,331,891 161,298,903 143,017,855 1,067,193,180 932,707,215

μ“¡∑’Ë‡§¬ √“¬ß“π‰«â 25,808,225,468 270,365,654 124,890,171 1,210,211,035 969,115,947

ß∫°“√‡ß‘π‡©æ“–°‘® μ“¡∑’Ë®—¥ª√–‡¿∑ √“¬°“√„À¡à 18,856,472,504 3,305,704,755 132,625,872 133,448,319 232,771,284 142,224,035 992,775,460 843,045,396

28. °“√Õπÿ¡—μ‘ß∫°“√‡ß‘π ß∫°“√‡ß‘ππ’È‰¥â√—∫Õπÿ¡—μ‘„ÀâÕÕ°‚¥¬°√√¡°“√ºŸâ√—∫¡Õ∫Õ”π“®¢Õß∫√‘…—∑œ‡¡◊ËÕ«—π∑’Ë 24 °ÿ¡¿“æ—π∏å 2552

μ“¡∑’Ë‡§¬ √“¬ß“π‰«â 22,162,177,259 266,074,191 199,182,090 1,134,999,495 876,634,590

μ“√“ß √ÿª√“¬°“√√–À«à“ß°—π ∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π

3. —≠≠“ ‘∑∏‘°“√‡™à“∑’Ë¥‘π Àâ“ß √√æ ‘π§â“ ∫‘Í°´’ “¢“‚§√“™

- ∫®°. ´’‡∑√¥ “°≈ - ∫®°. ‡´Áπ∑√—≈‡∑√¥¥‘Èß - ∫®°. ‡´Áπ∑√—≈°“‡¡π∑å ·ø§∑Õ√’Ë - ∫®°. ‡´Áπ∑√—≈∫ÿä§ å ¥‘ ∑√‘∫‘«™—Ëπ - ∫®°. ‡∑Á°´å∑√—≈ ‡∑Á°´å‰∑≈ å - ∫®°. ‰∑¬·ø√π‰™´‘Ëß - ∫®°. √√æ ‘π§â“‡´Áπ∑√—≈ - ∫®°. Õ—æø√Õπ∑å ‚´≈Ÿ™—Ëπ ´‘ ‡μÁ¡ - Õ◊ËπÊ ºâŸ√—∫∫√‘°“√ : ∫¡®. ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ºâ„Ÿ Àâ∫√‘°“√ : ∫®°. Àâ“ß‡´Áπ∑√—≈ ¥’æ“∑‡¡π∑å ‚μ√å ºâŸ‡™à“ : ∫¡®. ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ºâŸ„Àâ‡™à“ : ∫®°. ‡μ’¬ß ®‘√“∏‘«—≤πå

4. —≠≠“‡™à“Õ“§“√Àâ“ß √√æ ‘π§â“ ∫‘Í°´’ “¢“ «ß»å «à“ß

ºŸâ‡™à“ : ∫¡®. ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ºŸâ„Àâ‡™à“ : ∫®°. √√æ ‘π§â“‡´Áπ∑√—≈

1. ∫√‘…—∑œ ·≈–∫√‘…—∑¬àÕ¬´◊ÈÕ ‘π§â“®“°∫√‘…—∑„π‡§√◊Õ§â“ àß ¢Õß°≈ÿà¡®‘√“∏‘«—≤πå

2. —≠≠“∫√‘À“√®—¥°“√¿“…’Õ“°√

5. —≠≠“‡™à“∑’Ë¥‘π„πÀâ“ß √√æ ‘π§â“ ºŸâ‡™à“ : ∫®°. ‡´Áπ∑√—≈´Ÿ‡ªÕ√å ‚μ√å ºŸâ„Àâ‡™à“ : ∫®°. √√æ ‘π§â“‡´Áπ∑√—≈ ∫‘Í°´’ “¢“√“…Æ√å∫Ÿ√≥–

6. —≠≠“‡™à“∑’Ë¥‘π≈“π®Õ¥√∂„π Àâ“ß √√æ ‘π§â“∫‘Í°´’ “¢“√“…Æ√å∫Ÿ√≥–

ºŸâ‡™à“ : ∫®°. ‡´Áπ∑√—≈´Ÿ‡ªÕ√å ‚μ√å ºŸâ„Àâ‡™à“ : ∫®°. ‡´Áπ∑√—≈∏π∫ÿ√’

√“¬≈–‡Õ’¬¥ —≠≠“

®”π«π‡ß‘π (≈â“π∫“∑) ¡Ÿ≈§à“´◊ÈÕ ‡®â“Àπ’È°“√§â“

§«“¡‡ÀÁπ°√√¡°“√Õ‘ √–/ºŸâ Õ∫∫—≠™’ 32.7 √“§“μ≈“¥μ“¡§«“¡‡À¡“– ¡·≈–¬ÿμ‘∏√√¡ 5.4

—≠≠“ 1 ªï ‡√‘Ë¡ 1 ¡.§. 51 §à“∫√‘°“√ 100,000 ∫“∑μàÕ‡¥◊Õπ

§à“„™â®à“¬

1.2 °√√¡°“√Õ‘ √–„Àâ§«“¡‡ÀÁπ«à“‡ªìπ√“¬°“√∑’Ë ¡‡Àμÿ ¡º≈ ·≈–¡’§«“¡®”‡ªìπ·≈–‡ªìπª√–‚¬™πåμàÕ°“√ª√–°Õ∫∏ÿ√°‘® ¢Õß∫√‘…—∑œ ·≈–∫√‘…—∑¬àÕ¬

—≠≠“ 30 ªï ‡√‘Ë¡ 1 ∏.§. 39 ∂÷ß 30 æ.¬. 69 ‘∑∏‘°“√‡™à“ 105 ≈â“π∫“∑ §à“‡™à“‡¥◊Õπ≈– 275,000 ∫“∑ ·≈–ª√—∫‡æ‘Ë¡¢÷Èπ√âÕ¬≈– 10 ∑ÿ° 3 ªï —≠≠“ 10 ªï ‡√‘Ë¡ 1 ‡¡.¬. 49 ∂÷ß 31 ¡’.§.59 §à“‡™à“·≈–∫√‘°“√ §‘¥μ“¡®”π«πæ◊Èπ∑’Ë‡™à“ §à“‡™à“ª√—∫‡æ‘Ë¡√âÕ¬≈– 10 ∑ÿ° 3 ªï —≠≠“ 30 ªï ‡√‘Ë¡ 1 æ.§.38 §à“μÕ∫·∑π ‘∑∏‘°“√‡™à“ 119.9 ≈â“π∫“∑ §à“‡™à“ªï≈– 1.2 ≈â“π∫“∑ ª√—∫¢÷Èπ√âÕ¬≈– 10 ∑ÿ° 3 ªï —≠≠“ 3 ªï ‡√‘Ë¡ 1 °.§. 50 ∂÷ß 31 ∏.§. 53 §à“‡™à“‡¥◊Õπ≈– 200,000 ∫“∑ ®à“¬ 6 ‡¥◊Õπ≈à«ßÀπâ“

§à“‡™à“

4.4 ∑’Ëª√÷°…“∑“ß°“√‡ß‘π¢Õß∫√‘…—∑œ „Àâ§«“¡‡ÀÁπ«à“¡’§«“¡ ¡‡Àμÿ ¡º≈·≈–°√√¡°“√Õ‘ √–‰¡à¡’§«“¡‡ÀÁπ¢—¥·¬âß

§à“‡™à“·≈–∫√‘°“√

16.2 ºŸâ Õ∫∫—≠™’‰¥â„Àâ§«“¡‡ÀÁπ«à“√“¬°“√¥—ß°≈à“«‡ªìπ√“§“μ≈“¥

§à“‡™à“

1.6 ºŸâ Õ∫∫—≠™’‰¥â„Àâ§«“¡‡ÀÁπ«à“√“¬°“√¥—ß°≈à“«‡ªìπ√“§“μ≈“¥

§à“‡™à“

2.4 ºŸâ Õ∫∫—≠™’‰¥â„Àâ§«“¡‡ÀÁπ«à“√“¬°“√¥—ß°≈à“«‡ªìπ√“§“μ≈“¥

√“¬°“√√–À«à“ß°—π

√“¬°“√

√“¬°“√ 7. —≠≠“‡™à“∑’Ë¥‘π„π Àâ“ß √√æ ‘π§â“∫‘Í°´’ “¢“¢Õπ·°àπ 8. —≠≠“„Àâ∫√‘°“√æ◊Èπ∑’Ë ”À√—∫ Western Union

9. —≠≠“„Àâ‡™à“æ◊Èπ∑’Ë·≈–∫√‘°“√ ¢ÕßÀâ“ß √√æ ‘π§â“∫‘Í°´’ “¢“μà“ßÊ

∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π ºŸâ‡™à“ : ∫®°. ∫‘Í°´’·ø√’Ë ºŸ„â Àâ‡™à“ : ∫®°. ‡´Áπ∑√—≈æ—≤π“ ¢Õπ·°àπ ºŸâ√—∫∫√‘°“√ : ∫®°. √√æ ‘π§â“‡´Áπ∑√—≈ ºŸâ„Àâ∫√‘°“√ : ∫¡®. ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ∫®°. ‡™’¬ß√“¬ ∫‘Í°´’ ∫®°. ∫‘Í°´’ ·ø√’Ë ºŸâ‡™à“ : - ∫®°. ‡´Áπ∑√—≈ ‡√ μÕ√Õß å °√ÿäª (‡§.‡Õø.´’) - ∫®°. ‡´Áπ∑√—≈ ‡√ μÕ√Õß å °√ÿäª (∫“ °‘π-√âÕ∫∫‘Èπ å) - ∫®°. ‡´Áπ∑√—≈ ‡√ μÕ√Õß å °√ÿäª (¡‘ ‡μÕ√å ‚¥π—∑) - ∫®°. ‡´Áπ∑√—≈ ‡√ μÕ√Õß å °√ÿäª (Õ“πμ’È ·Õπ å) - ∫®°. ‡´Áπ∑√—≈ «—μ —π - ∫®°. ‡´Áπ∑√—≈‡∑√¥¥‘Èß - ∫®°. ‡´Áπ∑√—≈‡√’¬≈μ’È ‡´Õ√å«‘ - ∫¡®. ‡´Áπ∑√—≈æ—≤π“ - ∫®°. ‡æ“‡«Õ√å∫“¬ - ∫®°. ‡ÕÁ¡ ‡§ ‡√ ‚μ√Õßμå - ∫®°. ‡´Áπ∑√—≈ ‡√ μÕ√Õß å °√ÿäª (æ‘´´à“ Œ—∑) - ∫®°. ∫’∑Ÿ‡Õ - ∫®°. ‡´Áπ∑√—≈°“‡¡π∑å·ø§∑Õ√’Ë - ∫®°. ‡∑Á°´å∑√—≈ ‡∑Á°´å‰∑≈ å ºŸâ„Àâ‡™à“ : ∫¡®. ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ·≈–∫√‘…—∑¬àÕ¬

√“¬≈–‡Õ’¬¥ —≠≠“ —≠≠“ 30 ªï ‡√‘Ë¡ 17 °.§. 39 §à“‡™à“ªï≈– 25.8 ≈â“π∫“∑ —≠≠“ 4 ªï

Õ“¬ÿ —≠≠“√–À«à“ß 3 ªï - 15 ªï

®”π«π‡ß‘π (≈â“π∫“∑)

§«“¡‡ÀÁπ°√√¡°“√Õ‘ √–/ºŸâ Õ∫∫—≠™’

§à“‡™à“

25.8 ºŸâ Õ∫∫—≠™’‰¥â„Àâ§«“¡‡ÀÁπ«à“√“¬°“√¥—ß°≈à“«‡ªìπ√“§“μ≈“¥

√“¬‰¥â§à“∫√‘°“√ ≈Ÿ°Àπ’È

19.5 12.5

§à“‡™à“§àà“∫√‘°“√ ≈Ÿ°Àπ’È

221.2 ºŸâ Õ∫∫—≠™’‰¥â„Àâ§«“¡‡ÀÁπ«à“√“¬°“√¥—ß°≈à“«‡ªìπ√“§“μ≈“¥ 12.5

√“¬°“√ 10. —≠≠“√—∫‚Õπ ‘∑∏‘°“√‡™à“Õ“§“√ ‡´Áπ∑√—≈À—«À¡“°

—≠≠“„Àâ∫√‘°“√√–∫∫Õ”π«¬ §«“¡ –¥«°„πÕ“§“√‡´Áπ∑√—≈ À—«À¡“° 11. —≠≠“‡™à“™à«ßÕ“§“√ »Ÿπ¬å°“√§â“·ø™—Ëπ‰Õ´å·≈π¥å

—≠≠“„Àâ∫√‘°“√√–∫∫Õ”π«¬ §«“¡ –¥«°„πÕ“§“√»Ÿπ¬å°“√§â“ ·ø™—Ëπ‰Õ´å·≈π¥å

12. —≠≠“„Àâ‡™à“™à«ß∑’Ë¥‘π‡æ◊ËÕ®—¥∑” ‚§√ß°“√‡´Áπ∑√—≈‡ø μ‘«—≈ ‡´Áπ‡μÕ√åæ—∑¬“

∫√‘…—∑∑’Ë‡°’Ë¬«¢âÕß°—π ºŸâ√—∫‚Õπ : ∫¡®.∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ºŸâ‚Õπ : ∫®°. √√æ ‘π§â“√“¡Õ‘π∑√“ ºŸâ„Àâ‡™à“ : ∫®°. Àâ“ß‡´Áπ∑√—≈ ¥’æ“∑‡¡π∑å ‚μ√å

ºŸâ√—∫∫√‘°“√ : ∫¡®. ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ºŸâ„Àâ∫√‘°“√ : ∫®°. √√æ ‘π§â“‡´Áπ∑√—≈

ºŸâ‡™à“™à«ß : ∫¡®. ∫‘Í°´’ ´Ÿ‡ªÕ√å‡´Áπ‡μÕ√å ºŸâ„Àâ‡™à“™à«ß : ∫®°. √√æ ‘π§â“‡´Áπ∑√—≈

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CONTENTS Welcome to Big C

Key Indicators for 2008 Performance

Message from the Chairman

Implementing our Strategy

Management

Honorary Chairman and Board of Directors

Executive Officers

100

Education and Experience of Directors and Executive Officers

101

Organization Chart

104

The Business of Big C

105

Big C Store Information

108

Big C in the Community

114

Management Discussion and Analysis

115

Summary Financial Data

118

Board of Directors Report

120

Audit Committee Report 2008

122

Report of the Corporate Governance Committee

124

Report of the Risk Management Committee

125

Financial Statements

126

Notes to Financial Statements

138

Related Company Transactions

155

Major Shareholders

159

Subsidiaries

160

Welcome to Big C Founded in 1993, Big C Supercenter PCL (BIG C) is one of Thailand’s leading consumer retail operators. Under the name of Big C Supercenter, the company offers a wide variety of goods in modern retail outlets at very competitive prices. Operating under the slogan of “More Than Just Low Prices,” Big C is committed to delivering maximum value to our customers through a combination of low prices, a wide selection of goods and services, clean and efficient shopping environments, and outstanding service. Big C employs over 16,000 staffs from all regions of the country. In 2008, we operated 66 Supercenters nationwide, with 27 located in the greater Bangkok metropolitan area and 39 in provinces across Thailand. One of the company’s central tenets is to be a good corporate citizen that contributes to society while we benefit our customers, employees and shareholders. To meet this goal, Big C supports a range of community and charitable activities in the areas where we operate, as well as through the Big C Foundation.

The Mission of Big C

“Every Customer is a Member of the Big C Family.”

Big C will accomplish this mission by living our four company values: Big C Value Number 1: We will be the best in customer service and the leader in low prices because every single customer is our highest priority. Big C Value Number 2: We will transfer our knowledge and training through best practices to our customers. Big C Value Number 3: We will work as a team to be the Number 1 supercenter in Thailand and focus on customer satisfaction. Big C Value Number 4: We will be an active and productive member of the community and work to protect our environment.

Key Indicators for 2008 Performance

(unit: Thousand Baht) Fianacial Status

2549

2550

2551

Total assets

29,956,178

34.935,097

37,331,277

Total Liabilities

15,453,472

19,167,653

19,961,048

Total Equity

14,502,706

15,767,444

17,370,228

Total Revenues

65,700,136

70,900,274

78,265,533

2,123,624

2,502,454

2,851,737

Net income

(unit: Thousand Baht) Financial Ratio Average inventory days

2549

2550 32

2551 31

Averege account payable days

Net profit margin

3.2

3.5

3.7

Return on equity

15.0

16.5

17.3

Teturn on asset

7.2

7.7

7.9

Earning per share Net book value per share

2.7

3.1

3.6

18.1

19.7

21.7

Message from the Chairman

2008 has been a challenging year for many of our customers and in fact for our country. We have endured ongoing political turmoil that escalated over the course of the year peaking with the closure of both of Bangkok’s airports. Our economy, which had already been battered by weak consumer confidence and political instability, was dealt heavy blows by the steep decline in tourist arrivals at the end of the year as well as the by the impact of the global financial crisis. All of this has served to make life harder for our customers, the Thai people. Big C understands this and we are doing our best to ease their burden by offering high quality products at reasonable prices. While our economy has indeed suffered in 2008, Big C has demonstrated its resilience in the face of the difficult environment. Because, we offer a wide range of affordable daily necessities we have not been as impacted as those retailers that deal in discretionary purchases. The strength of our business model in the current economic environment is reflected in our operating results for 2008. Our total revenues for the year increased approximately 9.2% to over 67 billion baht from 61.6 billion baht in 2007, while our 2008 net income stood at over 2.85 billion baht representing a gain of more than 14% over 2007. Because Big C offers the right products at the right prices for many Thai consumers, we have been able to continue our branch expansion program, and in fact we have exceeded our own target for new store openings in 2008. Over the course of the year Big C opened 12 new stores in key provincial locations across Thailand for example Ayuthaya, Sukhothai, Chaiyaphum, Krabi, Yasothon and Mahasarakham. All of our new stores are based on the innovative Generation 4 concept which was introduced at our Hang Dong, Chiang Mai store in late 2007. In addition to this we completed renovation on 4 of existing stores. While the number of Big C stores expanded across Thailand, we also undertook a number of key initiatives within our stores that reinforced our “Low Price” leadership, while benefiting our customers during these difficult times. Key among these was the broadening our House Brand offerings with the launch of our Big C brand, which covers almost 1,000 SKUs across the fresh food, dry food and non-food categories. These products have received an excellent reception from our customers who are looking for high quality products for their families, at prices that do not strain their budgets. Most recently we launched the Happy Baht house brand line to further accommodate the needs of our valued customers. Other initiatives that make Big C the right choice for Thai consumers include the Check Price Thuk Sure program, which guarantees that Big C offers the every day lowest local prices on 300 key products. We have also continued to expand our support for the Ministry of Commerce’s “Blue Flag” program designed to ensure everyone has affordable access to important daily necessities. As noted above the economic situation for many Thai consumers and communities came under increasing strain in 2008. In addition to offering increased value to shoppers, Big C has also continued to put resources behind its corporate social responsibility (CSR) programs in order to directly return benefits to the communities that we call home. These programs include both the initiatives undertaken by the Big C Foundation as well as local activities run by Big C stores across Thailand. The primary focus of our CSR efforts continues to be supporting economically underprivileged children so that they will grow to become productive members of society and promoting environmental sustainability through partnering with appropriate organizations on specific programs as well as though eco-friendly business practices. At the close of 2008, a difficult year by any measure, Big C has much to be proud of. We have continued to grow our business while working hard to meet the changing needs of Thai consumers. This has only been possible through the hard work and diligence of all of our associates and management, and the continued commitment of our business partners and suppliers and of course our loyal customers across the nation. I would like to offer my sincere appreciation to all of these people as well as my special thanks to our shareholders who have continued to support our company though an uncertain year. In closing let me say that all indications are that 2009 will be a challenging year for the Thailand and the global economy. But I remain confident in Big C’s mission and business model and know that we can continue to build upon our strengths to come through difficult times stronger and better able to meet the needs of the Thai consumer.

(Mr Suthichart Chirathivat) Chairman

Implementing Our Strategy

Big C implements a multi-faceted business strategy. Each strategic element combines to drive our success in the Thai marketplace and have contributed to our continuing growth in 2008. The Company plans to continue to build and develop them during 2009 and beyond. Big C’s strategic elements include:

1. Expansion A core element of Big C’s success is its increasing ability to be close to its customers throughout the country. This is the result of the Company’s on-going expansion program, which exceeded expectations in 2008 with the opening of 12 new upcountry locations in Ayuthaya, Ban Pong, Sukhothai, Chaiyaphum, Phetchabun, Krabi, Navanakorn, Rangsit Klong 6, Yasothon, Sa Kaeo, Warin Chamrap and Mahasarakham stores. At the end of 2008 Big C has a truly nationwide reach with a total of 66 stores. In order strengten our connection with local communities as well as grow our business, Big C has expanded its Town Centers as well as undertaken the renovation of multiple stores across the nation. In 2009, we plan to continue our store expansion program. In order to reflect the changing needs of our customers as well as changing marketing conditions, Big C is actively studying the feasibility of new and innovative retail formats including Mini Big C, a convenience store format and Pure, Big C’s stand-alone drug stores.

2. Fun shopping A key part of the Big C shopping experience is that it is both convenient and fun for the whole family. Fun shopping has been implimented in multiple ways including provision of a wide range of services, outstanding food courts and family entertainment under our one-stop-shopping concept. In 2008, Big C leveraged its sponsorship of the hit television show Academy Fantasia to bring added fun to customers through events, concerts and promotions. In 2009, Big C will continue to offer consumers with opportunities to gain extra benefits from their regular shopping occasions at Big C as well as organize impactful events and promotions that enhance customer loyalty. For example, on February 14, 2009 (Valentine’s Day), Big C organized the Big C Big Love with AF5 Concert, where customers who spent more than 1,500 Baht at Big C received a pair of free tickets.

3. Low prices and best assortment Big C is well known for being the low price leader and we are committed to maintaining our position in this area. We will always provide our customers with a wide range of high quality goods at the best prices available. In early 2008 Big C launched the Big C brand product line offering consumers high-quality products at affordable prices. There are currently 828 Big C brand product SKUs which includes dry food, fresh food, and non-food items. The current economic uncertainly has led many consumers to be more value conscious than ever, which makes Big C’s house brand offerings increasingly appealing. During 2009 Big C will continue to broaden its house brand product offerings in order to best meet the needs of its nationwide customer base. Big C also continued its Check Price Tuk Sure program, which guarantees the lowest local prices on 300 consumer necessities.

4. Services Big C provides a variety of value-added services that create and maintain consumer loyalty. These services cover a wide variety of activities that attract customers and add enhanced value to their Big C shopping experience. During 2008 Big C undertook a highly successful direct mail campaign that provided a new communications channel to engage customers. Further, the Big C Shop Call Free card loyalty program has been exceedingly well received with almost 2 million members at the end of 2008.

5. Efficiency Big C has always focused on maximizing efficiency in all aspects of its business operations. In 2008, Big C made significant enhancements to its supply chain/inventory management system through the use of sophisticated data mining and analysis related to past marketing promotions. This analysis yielded important insights into customer preferences and purchase patterns, that have led to improved promotional product ordering systems and reduce out-of-stock issues while improving customer satisfaction. Further, as consumer concern over the economic situation increases, their behavior is likely to change. Big C is using data analysis to understand changing consumer demand patterns and price sensitivities, which will lead to improved product ordering and pricing policies that reflect the current economic reality.

6. Community Big C’s roots are in Thailand and we operate our business for the benefit of the Thai people and Thai society. Since our founding, we have sought to form partnerships with people and communities across the country. Our greatest partnership vehicle is the Big C Foundation, through which we conduct a broad range of citizenship activities that benefit thousands of Thai people. Our community partnership efforts also include our financial contributions through the local payment of taxes and our efforts to sell OTOP products and support local SMEs. Big C is also committed to helping address important environmental issues through initiatives including joining with TV Channel 5 and the Royal Thai Army to support reforestation as well as joining TV Channel 3 in a program facilitating the recycling of milk cartons to raise awareness of the importance of recycling to reduce pollution.

Management

1. General Information Big C Supercenter Public Company Limited operates in Thailand by doing business in the form of a ìHypermarket’ or “Supercenter,” which is a modern retail business under the name of “Big C Supercenter”. At present, Big C is managed under the umbrella of Big C Supercenter Public Company Limited and its subsidiaries and has a total of 66 branches, divided into 27 branches in Bangkok and vicinity and 39 branches in Thailand’s provinces. The company has registered capital of 8,250 million baht, with paid-up shares of 8,013 million baht. All shares are ordinary type with the par value at 10 baht. The major shareholders are Geant International B. V. and Chirathivat Group. (Geant International B. V. is a company in the Casino Group, which is a well-known retailer at the international level based in France, and has investments in retail businesses in many countries around the world).

2. Management Structure The Company’s management structure is comprised of five boards including the Company’s Board of Directors, the Audit Committee, the Corporate Governance Committee, the Risk Management Committee and the Management Team where the Chief Executive Office and Managing Director are acting as the top management of the Company. Details are as follows: 2.1 The Company’s Board of Directors The Company’s Board of Directors includes 11 directors as follows: 1. Mr. Suthichart Chirathivat Chairman of the Board 2. Mr. Tos Chirathivat Director 3. Mr. Nontaphon Nimsomboon Independent Director and Chairman of the Audit Committee 4. *General Winai Phattiyakul Independent Director and Member of the Audit Committee 5. Dr. Rongphol Charoenphandhu Independent Director and Member of the Audit Committee 6. Mr. Yves Bernard Braibant Director 7. Mr. Viet Hung Do Director 8. Mr. Strasser Arnaud Daniel Charles Walter Joachim Director 9. Mr. Pradere Emmanuel Francois Jacques Director 10. Mr. Jacques Dominique Ehrmann Director 11. Mr. Jean-Baptiste EMIN Director Remark: Ms. Rumpa Kumhomreun; CFO & Vice President, Accounting & Finance acts as Secretary to the Board and Secretary to the Company. The directors who are authorized to sign on behalf of the Company are Group 1 - Mr. Yves Bernard Braibant, Mr. Pradere Emmanuel Francois Jacques, Mr. Strasser Arnaud Daniel Charles Walter Joachim and Mr. Jacques Dominique Ehrmann, and Group 2 - Mr. Viet Hung Do, Mr. Tos Chirathivat and Mr. Suthichart Chirathivat. Any member of Group 1 is authorized to sign jointly with any member of Group 2, and affixed with the Company’s seal. Director’s changes in number of shares held in 2008 are as follows:

No.

Name

Shares Held Shares Held Amount of As of December As of December Shares Held 31st, 2008 Increased 31st, 2007 (Decreased) in 2008

Mr. Suthichart Chirathivat

3,953,700

–

Mr. Tos Chirathivat

5,182,700

5,117,100

(65,600)

Mr. Nontaphon Nimsomboon

–

General Winai Phattiyakul

–

Remark

Appointed on November 17, 2008

General Winai Phattiyakul was appointed as a Director replacing General Montri Supaporn Ph.D., the former director who resigned at the end of his term on November 17, 2008.

No.

Name

Shares Held Shares Held Amount of As of December As of December Shares Held 31st, 2008 Increased 31st, 2007 (Decreased) in 2008

Dr. Rongphol Charoenphandhu

–

Mr. Yves Bernard Braibant

–

Mr. Viet Hung Do

–

Mr. Strasser Arnaud Daniel Charles Walter Joachim

–

Mr. Pradere Emmanuel Francois Jacques

–

10.

Mr. Jacques Dominique Ehrmann

–

11.

Mr. Jean-Baptiste EMIN

–

Remark

Term of the Company’s Board of Directors The members of the Company’s Board of Directors have a 3-year regular term. The Company’s Artide of Association require one-third of the total board retire at every annual general meeting. The director who has served the longest has to retire at the conclusion his or her 3-year term. Retired directors may be reelected. The powers and duties of the Company’s Board of Directors 1. To oversee the Company’s business management and operations 2. To supervise and perform the duties to be in accordance with the law, objectives, and the Article of Association of the Company as well as the resolution of the shareholders’ meeting. 3. To determine the policies and direction for the Company’s operation and to supervise the management to strictly perform their duties efficiently as stated in the policies in order to add the maximum economic value to the business and the maximum benefit for the shareholders. 2.2 The Audit Committee and independent directors1 The Board of Directors appoints three non-executive directors, who are the Company’s independent directors, to the Audit Committee, with a directorship term of 3 years. One member of the Audit Committee should specialize in accounting and finance. The recruitment and selection process was in line with the minimum requirements defined by the Securities and Exchange Commission (SEC). At present, the committee consists of:

Name

Position

1. Mr. Nontaphon Nimsomboon

Chairman of the Audit Committee and Independent Director

2. *General Winai Phattiyakul

Member of the Audit Committee and Independent Director

3. Dr. Rongphol Charoenphandhu

Member of the Audit Committee and Independent Director

* General Winai Phattiyakul was appointed to assume the positions formerly held by General Montri Supaporn Ph. D. who resigned from the positions due to the end of his term on November 17, 2008. Mrs. Nantavadee Santibanyut, Internal Audit Director acts as Secretary to the Audit Committee. Term of Audit Committee The Audit Committee has a 3-year term. To ensure the continuity of the Audit Committee, the company requires one member, selected by drawing lots, retire after he or she has held the position for 1 year and 6 months. The duly retired committee member may be reelected.

The Company’s independent director are defined as an external director who is not an executive or employee of the Company. Nor is he or she an executive director or authorized director who has the authority to sign for any obligation to the Company. He or she has to be unrelated to major shareholders, executives and related parties. This is in line with the Securities & Exchange Commission (SEC)’s regulations. The independent director must also be qualified to protect the benefits of all shareholders equally and prevent conflicts of interest between the Company and related parties.

The powers and duties of the Audit Committee 1. To check and ensure that the financial statements has been correctly and adequately reported 2. To check and ensure that the Company has an appropriate and efficient internal control system and internal audit system 3. To check and ensure that the Company operates in conformity with the regulations of the Securities and Exchange Commission, the Stock Exchange of Thailand and other related regulations 4. To review, select and propose for the appointment and the remuneration of the Company’s auditor 5. To consider that the disclosure of the Company’s information in the case of related transactions or any particulars that may result in any transactions with conflicts of interest have been correctly and completely reported 6. To prepare the report regarding corporate governance and supervision of the Audit Committee and disclose it in the Company’s annual report and this must be signed by the Chairman of the Audit Committee 7. To perform any other tasks as assigned by the Company’s Board of Directors, which must be approved by the Audit Committee. 2.3 The Corporate Governance Committee The Corporate Governance Committee consists of a chairman and three members with a term of 2 years, as follows; 1. 2. 3. 4.

Mr. Suthichart Chirathivat Mr. Nontaphon Nimsomboon Ms. Rumpa Kumhomreun Mrs. Patama Rawangpai Umphawa

Chairman Member Member and secretary Member and assistant secretary

The powers and duties of the Corporate Governance Committee 1. To establish and revise the Company’s guidelines on good corporate governance, and ensure actions are in line with good corporate governance practice. 2. To revise and approve the disclosure of information to the public based on the regulations of the Securities and Exchange Commission or related authorized persons. 3. To shortlist candidates for appointment as new Directors or the President. Develop the process for shareholders’ participation in recruitment and selection, prior to proposing the candidates’ names to the Board of Directors’ meeting. 4. To establish “Policy on Remuneration” for the Directors and sub committee. 5. To revise and recommend development guidelines on the role and structure of the Board of Directors and other committees; develop training programs and plans related to the duties and responsibilities of every committee; and perform any other assignment for the Board. 6. To review and/or report on the operations of the Risk Management Committee to the Company’s Board of Directors 2.4 The Management Team The Management Team is comprised of 11 executive directors as follows; 1. Mr. Yves Bernard Braibant Chief Executive Officer and President 2. Mr. Frederic Borgoltz Executive Vice President, Operations 3. Ms. Rumpa Kumhomreun CFO & Vice President, Accounting & Finance 4. Mr. Praphan Eamrungroj Executive Vice President, Properties 5. Mr. Thomas Mason Nielsen Senior Vice President, Human Resources 6. Mr. Emmanuel Couronne Senior Vice President, Food Merchandise & Private Label 7. Ms. Jariya Chirathivat Vice President, Marketing & Communications 8. Mr. Harald Raunio Vice President, Supply Chain Management 9. Mr. Prawet Prungtangkij Vice President, MIS 10. Ms. Wanwimol Siriwatwechakul Vice President, Business Development 11. Mr. Alex Morgan Vice President, General Merchandise The powers and duties of the executive directors The executives headed by the Chief Executive Officer and the President are responsible for supervising the operation of the Company to be in accordance with the specified objectives and strategies in line with appropriate regulations and within the scope of power assigned by the Board of Directors. The Chief Executive Officer and President will present the strategic plan to the Board of Directors for approval, manage the operations of the organization as well as represent the company in matters related to third parties. 2.5 Risk Management Committee The Risk Management Committee is comprised of high ranking Company executives who are responsible for ensuring that the Company’s risk management scope and policy meet international standards. This team has been set up to oversee all risk management procedures and ensure continual implementation across all business operations. Under the Company’s Risk Management System, the Risk Manager works closely with the Risk Owners and Risk Representatives to determine the risk factors, assess the risk levels and prepare a plan to lower a risk to an acceptable level. The Risk Manager collects all related information and prepares the risk management report for presentation to the Company’s Board of Directors.

The powers and duties of the Risk Management Committee 1. To approve the Company’s risk management scope and policy and revise them annually if any related and important change arises. 2. To oversee the risk management structure and procedures and promote awareness of the importance of risk management 3. To consider and approve the appointment of the Risk Manager and Risk Representatives 4. To hold a minimum of one meeting of the Risk Management Committee annually or when there is any important change 5. To consistently evaluate risk management activities that are implemented across business operations as well as approve the risk alleviation plans to ensure the Company has appropriate risk alleviation plans to facilitate risk management 6. To audit the risk management reports and evaluate major risk trends to ensure the Company’s risk management policy and scope correspond to the actual situation. Self-Assessment of the Board of Directors 2008 was the second year that the Company employed a self-assessment system for all members of the Board of Directors to review their performance. The self-assessment is designed so that the Board of Directors can review their performance, identify problems, issues and challenges. Its goal is to enhance the Board of Directors’ performance. Selfassessment is in line with good corporate governance principles. The results of the self-assessment were collected to improve and elevate the Board’s performance for the benefit of the Company. The Company’s Secretary The Company at the Board of Directors Meeting no. 2/2008 on June 18, 2008 named Ms. Rumpa Kumhomreun as Secretary of the Company. She is also the Secretary to the Company’s Board of Directors. The Secretary is responsible for providing necessary legislative and regulatory information to the Board of Directors and management for the benefit of the Company. The Secretary manages all matters related to the Board of Directorsí meetings and the shareholders meeting and manages the storage of the Company’s important documents including the records pertaining to members of the Board of Directors, the letters of invitation to the meetings and the minutes of the Board of Directors and general shareholders meetings.

3. Corporate Governance The Corporate Governance Policy The Company realized that it is necessary for the Company to conduct its business under a corporate governance policy that drives a more efficient, certain, transparent, and reliable corporate structure and operation to ensure accountability and the sustainable growth to the Company. The Corporate Governance Committee is set to supervise and establish standard guidelines and practices for its stakeholders, regularly follows up and assesses work performance, as well as disseminates corporate governance principles and policies on the Company’s website. The principles and policies are classified into the five categories, as follows: Category 1 : Shareholders’ Rights

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The Shareholders Meeting

In 2008, the Company held a general shareholders’ meeting at the Arnoma Hotel. The meeting was run in conformity with the law. The Company disseminated invitation letters to the general shareholders’ meeting. It also presented documents and the detailed agenda on the Company’s website 28 days prior to the meeting day, in order to provide shareholders sufficient time to go through the material. In addition, the Company also sent invitation letters to the general shareholders’ meeting, accompanied with documents and the detailed agenda, map showing the meeting location, and the annual report, to the shareholders at least 7 days prior to the meeting day. The invitation, information of date, time, and place of the meeting, together with the agenda were also published in a newspaper for 3 consecutive days prior to the meeting day. Five of the Company’s directors, out of a total 11 directors, participated in the 2008 meeting including the Chairman, Director and CEO, the Audit Committee’s Chairman, and two Directors. Before the meeting started, the chairperson of the meeting announced the number of shareholders or persons appointed by proxy, and how to vote, how to count vote, and how to use the ballot for the meeting. All shareholders were given opportunities and sufficient time to ask questions about the Company’s performance from the Directors and top management, as well as to voice their opinions and suggestions. Each shareholder had an equal right to exercise their vote. Voting was exercised according to the agenda items. Votes for each agenda item were correctly counted and disclosed for the sake of transparency and inspection. The counted votes were announced by the number of shareholders or persons appointed by proxy, and also the number of shares that approved, disapproved, or abstained for each agenda item, based on the required number of votes. All significant matters raised by the shareholders regarding the Company’s business operations were recorded in the minutes of the meeting, which were completely prepared within 14 days after the meeting date. The minutes of the meeting were kept properly and upon approval by the Chairman of the meeting were reported to the Stock Exchange of Thailand and disseminated on the Company’s website.

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Promoting and facilitating the exercise of shareholders’ rights In 2008, the Company has developed several key procedures that promote and facilitate the exercise of shareholders’ rights as follows; (1) Before the shareholders meeting began, shareholders who have owned the Company’s stock for 12 consecutive months were eligible to propose agenda items to the General Shareholdersí Meeting as well as to propose candidates for appointment as new Directors. In 2008, shareholders were eligible to propose agenda items and candidates for directorships for one month between October 17, 2008 and November 17, 2008 so that the proposed requirements could be screened by the Good Corporate Governance Committee prior to further review by the Company’s Board of Directors. (2) On the date of the Shareholders’ Meeting, shareholders were eligible to register their participation in the meeting 1-2 hours prior to the start of the meeting. Many key items designed to facilitate shareholder participation in the meeting were arranged in advance including site preparation, officials assigned to welcome the shareholders and oversee the registration, use of barcodes for fast and convenient registration and ballots provided for each agenda item. (3) The Company promoted and supported shareholders’ contributions to the Company’s major decisions. Details of the meetings were reported on the Company’s website www.bigc.co.th at least 28 days in advance of such meetings. Category 2 : Equitable Treatment of Shareholders The Company treated all shareholders including institution, large and small retail shareholders, and foreign investors equally. The principles and practices regarding treatment of all shareholders are as follows: (1) The Company and its subsidiaries comply with the dividend payment policy, which defines dividend payments representing not less than 30% of net earnings. (2) Shareholders are eligible to vote in the Shareholders Meeting according to the number of shares they own. One share is equivalent to one vote. The Company cannot use the voting accumulation system to elect the Board of Directors as the Company’s Articles of Association do not require the use of accumulated votes like most listed companies. The Company’s Articles of Association requires the election of the Board of Directors at the shareholders meeting using the majority vote system. Each shareholder has one vote per share he or she owns and he or she is eligible to use up all of the votes he or she gets to select the nominated people as the directors, one by one. The nominees who win the highest number of votes will be elected as the directors in order of the votes they receive. Category 3 : Roles of Stakeholders The company has set up the policy and measures placing significant importance on all stakeholders. For Staff, the Company treats staff in a fair and just manner, as well as provides appropriate compensation in accordance with their skills, knowledge, performance and nature of work that is not lower than the market rate within the retail industry. Moreover, compensation is revised in line with the changing economic circumstances and continual manpower development is also provided. For Suppliers/Vendors, the company complies with purchase and service agreements that were made based on fair and mutually agreed trading terms. For Creditors, the Company strictly adheres to the terms and conditions of loan agreements made with all creditors and is attentive and responsible to customers’ needs; particularly in maintaining consistent standards of procurement of quality products. For Customers, to ensure that staff handle customer complaints by taking corrective action to reasonable complaints in a timely fashion. For Competitors, the Company acts within the proper framework for fair trade among competitors and does not use any unfair tactics to damage competitors. The Company adheres to the principles of free and fair trade concept. Regarding corporate social responsibility, the Company has also shown responsibility toward the environment, community and society by establishing and funding the Big C Foundation to support community infrastructure and education for young people, which will yield benefits to society at large. Regarding Communication Channels, the company has focused on establishing channels of participation by which all stakeholders including shareholders, customers and other beneficial groups are allowed to propose complaints about the Company’s operations as well as report fraudulence and/or misconducts by executives and/or managers. The Company has provided the channels of communications with the Company’s Board of Directors with the Secretary to the Company’s Good Corporate Governance Committee (Ms Rumpa Kumhomruen, CFO and Vice President, Accounting and Finance) as the direct contact person. The available channels of communication are as follows; ● E-mail : kurumpa@bigc.co.th or ● Submit written material in hard copy to: The Office of CFO and Vice President, Accounting and Finance, 97/11, 7th Floor, Rajdamri Road, Lumpini, Pathumwan, Bangkok 10330 Tel : 02-655-0666 ext 4062 The Secretary to the Company’s Good Corporate Governance Committee is responsible for auditing and collecting information from related departments, reporting the Company’s operating results as well as information on executives and managers’ fraudulence and misconducts to the CEO and President of the Audit Committee. The CEO and President of the Audit Committee will then report such matters to the Company’s Chairman. Finally, the Company’s Chairman will report such matters to the Company’s Board of Directors.

Our People In 2008, total remuneration including salaries, bonuses, contributions to the provident fund and social insurance programs and others, paid to the Company and its subsidiaries’ employees was 2,993,100,000 baht. The total number of employees at the end of 2008 was 16,079 people including 15,269 store staff, 784 head office employees and 26 warehouse employees. For staff development, the Company is focused on enhancing the capacity of its manpower with an objective to enable its employees to be well prepared for increased competition in the industry. Manpower development is divided into several levels including: 1. Executives - focus on the enhancement of skills in the areas of leadership, management and visionary capability that are necessary in the retailing industry 2. Managers - emphasize the development of supervisory skills, elementary management knowledge, team work and particular specializations such as the knowledge about fresh food 3. Employees - concentrate on enhancement of knowledge and skills in the areas of the business in which they are involved and creation of good corporate attitudes. All staff are well prepared for promotions to the higher levels. Staff training and development is supported via many projects or activities to encourage all levels of employees to be engaged in enhancing their skills to respond to the more severe competition in the Thai retailing industry. In addition to staff development, the Company has closely worked with the Vocational Education Commission (VEC) to implement the Dual Vocational Training (DVT) program with an objective to provide vocational students majoring in the retailing business with an opportunity to hone their skills in a real world setting. The program also delivers summer on-the-job training for students, in-store training for teachers, temporary employment for students and lectures on the retailing business in schools. Since its launch in 2000, a large number of students have been enrolled in the DVT program. Category 4 : Disclosure and Transparency The Company consistently announces key information on its website. The Corporate Governance Committee, in accord with the Board of Directors, recommends good practices on corporate governance, as well as ensures its continuous implementation.

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Relations with Investors

As the Company is a listed company, the Board of Directors realizes that the Company’s information relating to financial or non-financial issues has an impact on the decision-making process of an investor and benefits of shareholders as well as any stakeholder of the Company. Hence, the Board has instructed executives to disclose any related information in an accurate, complete, regular and timely manner. The Company’s Executives also follow the same ethical practices. Although the Company has not yet established a special division for managing investor relations, the Company meanwhile has authorized Ms. Rumpa Kumhomreun, the Chief Financial Officer and Vice President, Accounting and Finance, to act on behalf of the Company, in communications with any institutional investor, shareholder, including any analyst and governmental institution. At present, an interested investor is able to request any information which can be disclosed by the company, by telephone at: 0-2655-0666 ext 4062 or via email at: kurumpa@bigc.co.th. While Ms. Jariya Chirathivat, Vice President, Marketing & Communications, is responsible for providing information via television, advertising media and print media and can be contacted by calling: 02-655-0666 ext 6716. The Company mainly reveals its information to the public via the Stock Exchange of Thailand as well as attempts to reveal its information via a diverse range of channels to provide more alternatives and ensure comprehensive information disclosure to all stakeholders. Information disclosure includes:

www.bigc.co.th

The Company presents its quarterly performance, annual report, shareholders meeting report, financial information, annual information disclosure form (Form 56-1), news reported to the Stock Exchange of Thailand and corporate news. Shareholders can retroactively obtain news on the shareholders meeting, the proposed agenda items, watch videos and read the shareholders meeting report at the Company’s website.

Preparation of Management Discussion and Analysis - MD&A

Forwarded via ELCID on a quarterly basis.

Investor Presentation

To deepen its relationship with institutional investors and analysts as well as give investors and analysts an opportunity to learn more about the Company’s business and ask relevant questions, the Company has initiated its quarterly Investor Presentation program to announce its performance and operations. High-ranking Company executives join each of these events.

Press Conference and Relations with the Media

The Company held an annual press conference to announce its 2007 performance and 2008 business direction, allowing its executives to meet the press.

Shareholders Meeting

An Annual General Meeting of Shareholders is held every year to provide shareholders with an opportunity to receive information, express their opinions and raise questions regarding the operations and performance of the Company as well as cast their votes.

Company Visits

The Company organizes Company visits for institutional investors and analysts during which they can meet and discuss with the Company’s management about the progress of the Company and the state of the retailing business.

Conference Calls

The Company organizes conference calls to give foreign investors an opportunity to ask questions regarding the progress of the Company’s business and the overall state of the retail business.

In 2008, the Company provided channels of communication and activities between the Company’s high level executives and shareholders, investors and analysts, as follows; Month

Meeting with the Press

Meeting with investors

Shareholders’ meeting

January

Conference Call

February March

Company Visit

1 1

April

May

5 5

June

July

August

September

October

November December

Category 5 : Responsibilities of the Board

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Leadership and Vision The Board of Directors is composed of people who have leadership skill, vision and independence in decisionmaking for the best interests of the Company and Shareholders. The Board of Directors participated in the creation of the company’s vision, business plans, mission, strategies, goals and budget. The Board will provide supervision to ensure that the management team performs with efficiency and effectiveness while adding value to the company, and ultimately adding value for the shareholders.

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Conflict of Interest In order to prevent any conflict of interest, the Board of Directors will place a strong focus on the transactions that may possibly occur, by establishing a policy and procedure on the approval of related transactions in accordance with the rules and regulations of the Stock Exchange of Thailand, and on the prevention of using inside information for the personal benefit of executives and/or persons involved. The Audit Committee will report to the Board of Directors on the related transactions with a potential conflict of interest, or transactions with related persons or juristic persons.

Each transaction has been carefully taken into consideration and found to be in compliance with the rules and regulations of the Stock Exchange of Thailand regarding the determination of prices and conditions. That is they were found to have been conducted to the same standard as that of an external vendor (Arm’s Length Basis). In addition, the disclosure of transaction values, contractual parties and rationales were sufficient1y shown in the Company Annual Report and Form 56-1. For the supervision of internal information, the Board of Directors and high-level management are required to report the Company’s stock trading transactions to the Security Exchange Commission in accordance with Section 59 of the Stock Exchange of Thailand Act B.E. 2535 within 3 business days from the date of purchase, sale, transfer or receipt. Moreover, the Corporate Governance Committee also recommends the Board of Directors and high-level management to quarterly report the number of shares held by themselves to the meeting of the Board of Directors, which has been implemented since in last yearís meetings.

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Code of Ethics and Business Conduct The Company is committed to operate its business under ethical standards by complying with the law, promoting honesty of employees, intensifying the relationship with suppliers, disclosing corporate information, ensuring fair competition and maintaining the Company’s assets. All directors, executives and employees have focused on, and adhere to, this code strictly and regularly, and in line with the written charter on compliance with the Company’s business standards. The Company provides on-going monitoring of staff performance. Effort is made to ensure that the corporate culture and working values are acceptable to all related parties.

➱

Balance of Power of Non-Executive Directors The Company’s Board of Directors consists of 11 members including ● 1 Executive Director ● 7 Non-Executive Directors ● 3 Audit Committee members (all are independent directors.) The 3 independent directors account for 27% of the total number of Directors, whose qualifications are entirely appropriate to the position according to the criteria set by the Stock Exchange of Thailand. In addition, the structure of the Board of Directors of the Company is composed of 7 Non-Executive Directors accounting for 64% of the total number of Directors. The balance of power of Non-Executive Directors has been structured appropriately.

➱

Equalization of Managing Power

● The Chairman will represent the major shareholders holding 6% of the total number of company shares. ● The Chairman is not the same person who holds the position of Chief Executive Officer and Managing

Director. However, both are representatives of different groups of major shareholders. The Board of Directors’ structure includes Independent Directors (27%) in order that there is an equalization of power and examination of management can be properly undertaken.

➱

Remuneration for Directors and Executives Remuneration for the Board of Directors is clearly defined in a fair, and transparent manner. The Corporate Governance Committee has responsibility to consider remuneration for the Board of Directors. The remuneration is comparable to the industry and is appealing enough to attract and retain quality Directors. In 2008, the Good Corporate Governance Committee reviewed the 2008 remuneration packages for all committees. The review was in accordance with individual performance, the Company’s performance, and the practices guidelines of the industry. The proposed 2008 remuneration for the directors and other sub-committees was equivalent to the 2007 offering. It remained not over 6,240,000 baht, on par with the 2007 requirement and was approved by the 2008 General Meeting of Shareholders held on April 29, 2008. Remuneration has been reviewed annually as appropriate. In 2008 the remuneration was as follows; ** Annual Remuneration : a payment to persons serving in a position. (a) Company’s Directors: payable by quarter. (b) The Audit Committee and the Corporate Governance Committee (who are the employees of the Company): payable twice a year. In case, any Director and committee member not serving in the position and replaced by another committee member, the proportion of payment will be in accordance with the time in position. ** Meeting Allowance : a payment to members of the Board of Directors or the Audit Committee attending the meeting.

* Money remuneration

Payable to

Number (Person)

Remuneration Payable quarterly

Payable twice a year

Meeting Allowance (Baht/Meeting)

Board of Directors Chairman - Traveling expense for Chairman not over 1 MB Director

260,000

35,000

180,000

35,000

Audit Committee Independent Director who is - Chairman - Member

1 2

136,000 120,000

24,000 20,000

Corporate Governance Committee Chairman Member Member who is an employee

1 1 2

100,000 70,000 35,000

** Other Remuneration that are in accordance with the resolution of the shareholders’ annual meeting of 2000. The resolution included the approval of proposed warrants to be sold to the Company and its subsidiaries’ directors and employees. The Company arranged 2-year warrants and new common shares in support of the warrants of 2000. The expiry date of such warrants was October 31, 2005 (The final date of exercising the right). Since then, the Company has not issued any warrant. The total 2008 remuneration paid to the Company’s Directors, Audit Committee members and the Corporate Governance Committee members was Baht 5,318,827.11 as follows:

Name

Position

1. Mr.Vanchai Chirathivat

Honorary Chairman

2. Mr. Suthichart Chirathivat

3. Mr. Nontaphon Nimsomboon

Annual Meeting Meeting Remuneration Allowance for Allowance for (Baht) Company’s Audit Director Committee

Total Amount (Baht)

50,000

Chairman of the Board, Chairman of CG

260,000 *872,827.11 100,000

140,000 -

400,000 872,827.11 100,000

Independent Director, Chairman of AC, Member of CG

180,000

140,000

320,000

136,000 70,000

120,000 -

256,000 70,000

4. Dr. Rongphol Charoenphandhu Independent Director, Member of AC

180,000

140,000

320,000

120,000

100,000

220,000

5. General Dr. Montri Supaporn

135,000

105,000

240,000

120,000

100,000

220,000

45,000 -

35,000 -

80,000 -

General Winai Phattiyakul

Independent Director, Member of AC Independent Director, Member of AC

Name

Annual Meeting Meeting Remuneration Allowance for Allowance for (Baht) Company’s Audit Director Committee

Position

Total Amount (Baht)

6. Mr. Tos Chirathivat

Director

180,000

105,000

285,000

7. Mr. Yves Bernard Braibant

Director

180,000

140,000

320,000

8. Mr. Viet Hung Do

Director

180,000

105,000

285,000

9. Mr. Jan Hiljo Ozinga

Director

90,000

70,000

160,000

10. Mr. Jean-Baptiste EMIN

Director

180,000

105,000

285,000

11. Mr. Strasser Arnaud Daniel Charles Walter Joachim

Director

180,000

140,000

320,000

12. Mr. Jacques Dominique Ehrmann

Director

180,000

140,000

320,000

13. Mr. Pradere Emmanuel Francois Jacques

Director

90,000

35,000

125,000

14. Ms. Rumpa Kumhomreun

Member and secretary of CG

35,000

15. Mrs. Patama Rawangpai Umphawa

Member and assistant secretary of CG

35,000

3,598,827.11

1,400,000

320,000

5,318,827.11

Total

* Remark Other remuneration: Traveling expense for the Chairman of the Board

Compensation of Executives and Management: The Company has a policy to compensate Executives and Management in a fair manner, including compensation in salary, bonus, and other benefits. Hence, the compensation corresponds to the performance of the Company as well as that of each individual based on their position and level of responsibility.

2007

2008

Number of Persons

Total Amount (Baht)

Number of Persons

Total Amount (Baht)

123,298,221.41

125,281,324

Salary, bonus and other remuneration

● Other non-monetary remuneration

➱

Until now, the Company has not approved any arrangement for stock options. Board of Directors’ and Sub-Committee Meetings 1) Board of Directors:

Normal practice dictates that the Company will notify in advance the Board of Directors as to the schedule of the Board’s meetings for the following year, in order to facilitate attendance by all Directors, in particular Directors who have domiciles overseas. A special meeting may additionally be held if there is a significant business need. Moreover, a consideration and acknowledgement of the Business Review and Performance is always fixed in the agendas for the Board’s meetings. The Company’s secretary sends invitation letters together with the agendas, including any relevant corporate documents to all Directors 7 days in advance. This allows the Directors adequate time to consider matters prior to the meetings. Each meeting ordinarily lasts approximately 3 hours. In 2008, the Board of Directors held a total of 4 general meetings without special meetings. The following is a summary of attendance at the Board of Directors’ meetings:

Name

General Meeting

Special Meeting

Total

4/4 4/4 3/4 1/4 4/4 4/4 3/4 4/4 3/4

4/4 1/4 3/4 1/4

1. Mr. Suthichart Chirathivat 2. Mr. Nontaphon Nimsomboon **3. General Dr. Montri Supaporn General Winai Phattiyakul 4. Dr. Rongphol Charoenphandhu 5. Mr. Yves Bernard Braibant 6. Mr. Tos Chirathivat *7. Mr. Jacques Dominique Ehrmann 8. Mr. Viet Hung Do * 9. Mr. Strasser Arnaud Daniel Charles Walter Joachim * and **10. Mr. Jan Hiljo Ozinga *11. Mr. Jean-Baptiste EMIN *12. Mr. Pradere Emmanuel Francois Jacques

Remark : * Directors domiciled abroad ** No. 3 General Dr. Montri Supaporn resigned as a director at the end of his term at the Board of Directors’ meeting No 3/2008. General Winai Phattiyakul was named as the new director replacing the director who resigned. ** No. 10 Mr. Jan Hiljo Ozinga resigned as a director since October 7, 2008 and there has been no replacement named. The minutes of all the meetings were made in writing and certified by the Board of Directors and are retained. The minutes are available for review and auditing by the Board of Directors and any concerned person at any time. 2) The Audit Committee and the Independent Directors The Audit Committee meets on a regular basis and reports to the Board of Directors. The Company’s secretary sends invitation letters together with the agendas, including any relevant corporate documents to all Audit Committee members 7 days in advance. The Audit Committee performs duties as assigned. In particular the review of the financial statements to ensure they were presented correctly and fairly, and the confirmation that the company’s internal control and internal audit systems are appropriate and efficient. In 2008, the Audit Committee held 5 meetings as follows:

No 1. 2. 3.

Name Mr. Nontaphon Nimsomboon Dr. Rongphol Charoenphandhu General Dr. Montri Supaporn General Winai Phattiyakul

Frequencies of joining the meeting 5/5 5/5 4/5 1/5

3) The Stock Option Awards Committee The Stock Option Awards Committee members were appointed by the resolution of the Board of Directors’ Meeting on June 27, 2003 and have a duty to arrange the warrants. The Stock Option Awards Committee consists of: ● Chairman of the Board ● Chief Executive Officer & President ● Director in Group 1, who is the representative of the Casino Group Since the Board of Directors has approved the program, the Company has not issued any new warrant in past few years. 4) The Corporate Governance Committee In 2008, the Corporate Governance Committee held 3 meetings as follows: No 1. 2. 3. 4.

Name Mr. Suthichart Chirathivat Mr. Nontaphon Nimsomboon Ms. Rumpa Kumhomreun Mrs. Patama Rawangpai Umphawa

Frequencies of joining the meeting 3/3 3/3 3/3 3/3

➱

Internal Control, Internal Audit and Risk Management ● Internal Control Internal control is an important factor that helps the organization to achieve its targets more efficiently, reliably and sustainably. The Company therefore focuses on employing a systematic and standardized management system. Internal control is applicable to strategic and operating planning to ensure the efficiency and effectiveness of its operations, the reliability of its financial reports and the proper and accurate compliance with all relevant laws and regulations. To achieve the objectives of Internal Control, the Company has clearly defined in writing the duties and authorities for management, executives and the operations team. The Company controls the utilization of assets, which would most benefit the organization and has also separated the duties of management from those persons responsible for business oversight and assessment in order to ensure fairness and accuracy. In addition, there are internal controls relating to the financial system, whereby the Company has arranged for a financial and accounting reporting system to be presented directly to the responsible management personnel. ●

Internal Audit The Internal Audit is an important feature of the Good Corporate Governance system, as it ensures good Internal Control of the Company. The Internal Audit is used by executives as a device for monitoring the Company’s performance regarding Internal Control and Risk Management. The Company has established the Internal Audit Division, which is responsible for providing analysis, suggestions and consultation for the Company’s executives via a systematic Internal Audit system. Objectives of the establishment of the Internal Audit Division, its duties and responsibilities and its chain of authority are clearly defined in the Company’s Internal Audit charter. The Internal Audit is structured properly to ensure a certain level of independence in the presentation of information. The Internal Audit Division reports to the Vice President of Accounting and Finance, Managing Director and the Audit Committee. ●

Risk Management In running a business, we face changes and risks that may be caused by internal and/or external factors. To ensure that it can achieve its target and manage the changes and risks that may affect its business, the Company, beginning in late-2007, has brought in Deloitte Touche Tohmatsu Chaiyos Co., Ltd. to assist in establishing the Enterprise Risk Management System. This system was successfully completed in 2008. With the system, all stakeholders are assured of appropriate and transparent operations of the Company and subsequent implementation of systematic risk management across all operations of the Company under the good corporate governance scheme. The Company therefore has an explicit risk management policy and program that meet international standards and set-up the Risk Management organization that includes a risk management committee and risk manager and is responsible for overseeing the efficiency, continuity and sustainability of the risk management system.

➱

Corporate Governance Practices that the Company cannot comply with 1. The Company’s Chairman should be an independent director The Company’s Chairman is not an independent director as the Company believes that the Chairman should have knowledge, skills and experience in the retail business. Such qualifications will be of great benefit to the Company as the whole. 2. The Company should set up Remuneration and Recruiting Committees, with over 50% independent directors The Company has assigned the Good Corporate Governance Committee to act as the Remuneration and Recruit Committees concurrently. In the past, the Good Corporate Committee has properly and efficiently performed such duties. The structure of the Remuneration and Recruiting Committees is the same as that of the Good Corporate Governance Committee and it does not contain over 50% of independent directors in accordance with the Thai Institute of Directors (IOD) requirement.

➱

Policy on the number of companies on which the directors can serve as members of the Board The Company’s Board of Directors is reviewing a draft policy on the number of companies that directors can serve on the Board. The policy is intended to enhance the directors’ ability to perform their duties and enable them to fully manage the business of the companies where they assume directorships in terms of time and effort. The number of listed companies or subsidiaries are properly defined for each director to assume his or her position. Each director will be encouraged to perform his or her duty in accordance with this policy.

Mr. Suthichart Chirathivat Chairman of the Board

Mr. Tos Chirathivat Director

Mr. Viet Hung Do Director

Mr. Pradere Emmanuel Francois Jacques Director

Mr. Jacques Dominique Ehrmann Director

Mr. Nontaphon Nimsomboon Independent Director, Chairman of the Audit Committee

General Winai Phattiyakul Independent Director, Member of Audit Committee

Honorary Chairman and Board of Directors

Mr. Vanchai Chirathivat Honorary Chairman

Mr. Strasser Arnaud Daniel Charles Walter Joachim Director

Mr. Yves Bernard Braibant Director, Chief Executive Officer & President

Mr. Jean-Baptiste EMIN Director

Dr. Rongphol Charoenphandhu Independent Director, Member of Audit Committee

Executive Officers (EXCOM)

11 3

9 2

10 4

Executive Officers (EXCOM) 1. Mr Yves Bernard Braibant

Chief Executive Officer & President

2. Mr. Frederic Borgoltz

Executive Vice President, Operations

3. Miss Rumpa Kumhomreun

CFO & Vice President, Accounting & Finance

4. Mr. Praphan Eamrungroj

Executive Vice President, Properties

5. Mr. Thomas Mason Nielsen

Senior Vice President, Human Resources

6. Mr. Emmanuel Couronne

Senior Vice President, Food Merchandise & Private label

7. Miss Jariya Chirathivat

Vice President, Marketing & Communications

8. Mr. Harald Raunio

Vice President, Supply Chain Management

9. Mr. Prawet Prungtangkij

Vice President, MIS

10. Miss Wanwimol Siriwatwechakul

Vice President, Business Development

11. Mr. Alex Morgan

Vice President, General Merchandise

100

Mr. Jacques Dominique Ehrmann Director

Education : - Honorary Doctorate Degree (Philosophy), Ramkamhaeng University Experience : - Chairman, Central Group of Companies - President, Central Plaza Hotel PLC. Commander: - Third Class Commander of The Most Exalted Order of the White Elephant (Kingdom of Thailand) Relationship between Management : - Elder brother of Mr. Suthichart Chirathivat - Elder brother of Ms. Jariya Chirathivat - Uncle of Mr. Tos Chirathivat % holding in Company : 0.66

Education : - MBA Experience : - Executive Vice President, Real Estate and Development, Groupe Casino Relationship between Management : None % holding in Company : None

Mr. Suthichart Chirathivat Chairman of the Board Education: - BS, Accounting, St. Joseph’s College, Philadelphia, U.S.A. Experience: - Executive Director, Central Group of Companies - President and Chief Executive Officer, Central Retail Corporation Ltd. - President, Thai Retailers Association - Chairman of Retail Business Committee, Thai Chamber of Commerce - Advisor, Board of Trade of Thailand Achievement : - Gold Medal “Tobacco or Health” from World Health Organization for Outstanding achievement in an anti - smoking campaign - International Retailer of the Year Award (1997) of The National Retail Federation of U.S.A. Relationship between Management : - Younger brother of Mr. Vanchai Chirathivat - Elder brother of Ms. Jariya Chirathivat - Uncle of Mr. Tos Chirathivat % holding in Company : 0.50

Mr. Pradere Emmanuel Francois Jacques Director Education : - HEC School of Management (Ecole des Hautes Etudes Commerciales), Paris, France Experience : - Deputy Director, Corporate Development & Holdings, Groupe Casino Relationship between Management : None % holding in Company : None

Mr. Tos Chirathivat Director Education : - MBA, Finance, Columbia University, U.S.A. Experience : - Executive Director and Chief Executive Officer, Central Retail Corporation Limited Relationship between Management : - Nephew of Mr. Vanchai Chirathivat - Nephew of Mr. Suthichart Chirathivat - Nephew of Ms. Jariya Chirathivat % holding in Company : 1.48

Mr. Strasser Arnaud Daniel Charles Walter Joachim Director Education : - E.N.A. (High School of Civil Services) - HEC School of Management (Ecole des Hautes Etudes Commerciales) - School of the Institut d’ Etudes Potiques de Paris Experience : - Advisor to the Chairman, Groupe Casino Relationship between Management : None % holding in Company : None

Mr. Viet Hung Do Director Education : - Engineering Degree and INSEAD BMA Experience : - Managing Director, Tonson Capital Co., Ltd. Relationship between Management : None % holding in Company : None

101

Education and Working Experience of Directors and Executive Officers

Mr. Vanchai Chirathivat Honorary Chairman

Mr. Jean-Baptiste Emin Director Education : - Economy & Finance, Institut dâ&#x20AC;&#x2122; Etudes Politiques de Paris - Private & Business Law, Etudes University Paris II - Assas Experience : - Deputy Group Finance Manager - International Finance Coordination, Finance Department, Groupe Casino Relationship between Management : None % holding in Company : None

Mr. Yves Bernard Braibant Director Chief Executive Officer & President Education : - Business School, Lyon, France - MBA, Lindenwood University - Certificate EM, Lyon, France - Certificate I.M.D., Switzerland Experience : - Chief Executive Officer, Libertad, Argentina Relationship between Management : None % holding in Company : None

Mr. Nontaphon Nimsomboon Independent Director Chairman of Audit Committee Education : - MBA, Accounting, University of Iowa, U.S.A. - Honorary Doctorate Degree (Accounting), Thammasat University Experience : - Auditor General, The Office of the Auditor General of Thailand - President, the Institute of the Certified Accountants and Auditors of Thailand Relationship between Management : None % holding in Company : None

General Winai Phattiyakul Independent Director Member of Audit Committee Education : - National Defense Academy - Command & General Staff College, US Army Experience : - Director, Thai Insurance Co., Ltd. - Permanent Secretary of the Ministry of Defense - Secretary General, The National Security Council Relationship between Management : None % holding in Company : None

102

Dr. Rongphol Charoenphandhu Independent Director Member of Audit Committee Education : - Doctor of Philosophy, Law, Monash University, Australia Experience : - Secretary General of the Cabinet - Permanent Secretary, Office of the Prime Minister Relationship between Management : None % holding in Company : None

Mr. Frederic Borgoltz Executive Vice President, Operation Education : - Management BTS Experience: - Regional Director, Carrefour Hypermarket, France Relationship between Management : None % holding in Company : None

Ms. Rumpa Kumhomreun CFO and Vice President, Accounting and Finance Secretary to the Board, Secretary to the Corporate Governance Committee, Secretary to the Company Education : - MBA, Thammasat University, Thailand - Certified Public Accountant, Thailand Experience : - Accounting Director, Seagate Technology (Thailand) Ltd. - Accounting Manager, National Starch & Chemical (Thailand) Ltd. Relationship between Management : None % holding in Company : None

Mr. Praphan Eamrungroj Executive Vice President, Properties Education : - MBA, Thammasat University, Thailand - MS, Engineering, AIT, Thailand Experience : - Vice President, GE-Goldman AMC, Thailand - Executive Director, First Pacific Land, Thailand Relationship between Management : None % holding in Company : 0.01

Mr. Thomas Mason Nielsen Senior Vice President, Human Resources

Mr. Prawet Prungtangkij Vice President, MIS

Education : - MA, Administration and Organizational Behaviors, George Williams College, U.S.A. Experience : - Vice President, International Human Resources, Kmart Corporation, U.S.A. Relationship between Management : None % holding in Company : None

Education : - Computer Science, Chulalongkorn University, Thailand - BA, Political Science, Ramkamhaeng University, Thailand Experience : - Senior Manager, Information System Division, Siam Makro Public Co., Ltd., Thailand Relationship between Management : None % holding in Company : None

Mr. Emmanuel Couronne Senior Vice President, Food Merchandise & Private Label Education : - MBA, European Business Institute, Paris, France Experience : - Managing Director, Snair & Socemas Reunies, France Relationship between Management : None % holding in Company : None

Ms. Jariya Chirathivat Vice President, Marketing and Communications Education : - MBA, Marketing, Clark University U.S.A. Experience : - Vice President, General Merchandise, Big C Supercenter PLC., Thailand Relationship between Management : - Younger sister of Mr. Vanchai Chirathivat - Younger sister of Mr. Suthichart Chirathivat - Aunt of Mr. Tos Chirathivat % holding in Company : 0.55

Mr. Harald Raunio Vice President, Supply Chain Management

Ms. Wanwimol Siriwatwechakul Vice President, Business Development Education : - MBA, Harvard Business School, Boston, MA, U.S.A. - MS, Chemical Engineering, Cal-Tech, Pasadena, CA, U.S.A. Experience : - Consultant, McKinsey & Company, Inc., Thailand - Equity Analyst, Credit Suisse Securities, Thailand Relationship between Management : None % holding in Company : None

Mr. Alex Morgan Vice President, General Merchandise Education : - MA, Human Geography, University of Leeds, UK - BA, Geography and Management Studies, University of Leeds, UK Experience : - Vice President, Hard Lines, TESCO Group PLC., TESCO Lotus (Thailand) - Trading Director, Electrical & New Technology, TESCO Group PLC., TESCO Lotus (Thailand) Relationship between Management : None % holding in Company : None

Education : - M.Sc. Degree, Industrial Engineering and Management, Linkoping Institute of Technology, Sweden - M.Sc. Degree, Distribution Technology and Management, Cranfield School of Management, U.K. Experience : - Managing Director, DHL Exel Supply Chain, Malaysia - Business Development Director, Mayne/Linfox, Asia - Business Development Director, TNT Logistics, Asia Relationship between Management : None % holding in Company : None

103

Organization Chart 104 BIG C SUPERCENTER PUBLIC CO., LTD. ORGANIZATION STRUCTURE EXECUTIVE COMMITTEE

CEO & PRESIDENT Mr. Yves Bernard Braibant

VP MIS

CFO & VP ACCOUNTING & FINANCE

SVP HUMAN RESOURCES

SVP FOOD MERCHANDISE & PRIVATE LABEL

VP GENERAL MERCHANDISE

EVP OPERATIONS

VP SUPPLY CHAIN MANAGEMENT

EVP PROPERTIES

VP MARKETING & COMMUNICATIONS

VP BUSINESS DEVELOPMENT

Our name, “ Big C”, reflects the two most important elements of our business and our strategy for success. The “ Big” refers to the large size of our stores and the wide selection of merchandise we offer. Big C currently stocks over 100,000 items to meet every customer need. The “ C” refers to our loyal customers, who are the key to the success of our business. Since our founding we have provided comprehensive customer service policies and resources to ensure that everyone’s shopping experience at Big C is always a great one. Big C now operates 66 Big C stores throughout the country, serviced by 16,079 staff. By offering a clean, comfortable shopping environment with a wide assortment of goods available at reasonable prices, and offering outstanding customer service, Big C has proven the success of our strategy in the Thai retail market. We plan to continue to enhance and refine our strategy in the years to come to ensure we stay at the forefront of Thailand’s retail sector. With the convenient and value for money experience we offer, Big C appeals to a broad demographic of shoppers across Thailand. Typically, our customers are females between 20 and 34 years old with a young family. They reflect the price-conscious segment of the market and tend to visit Big C about once a week.

Key Business Drivers - Product Excellence Supercenter Business At all Big C stores, the majority of the space is devoted to the sale of consumer goods and foodstuffs at reasonable prices and of excellent quality. Additionally, all stores offer a wide range of useful services for the convenience of our customers who demand a one-stop-shopping experience. During 2008 the range of merchandise being offered under Big C’s house brands including Only@Big C for clothing and home décor and the Big C brand for fresh food, dry food and non-food items, has continued to expand throughout the year. These brands and products have received excellent consumer response due both to their quality and value. Big C merchandise is divided into five basic categories: ● Fresh Food – meats, seafood, fresh fruits and vegetables (both ready to cook and ready to eat), frozen food, baked goods, and herbs and spices ● Dry Food – seasonings and condiments, beverages (both soft drinks and liquor), snack foods, personal items, cleaning suppliers, and pet food and accessories ● Clothing and Accessories – men, women, children and infant clothing and shoes as well as cosmetics ● Electrical Appliances – a wide range of electrical appliances including white goods, kitchen appliances, home entertainment equipment, tapes, CDs, plus automobile and motorcycle accessories, and home improvement and maintenance tools and supplies ● Home Decor and Accessories – furniture, kitchenware, plastic storage items and utensils, decorative items, sporting goods and toys. Sales Mix Category

2008 (%)

2007 (%)

Fresh Food

9.4

9.3

Dry Goods

50.7

49.4

Clothing and Accessories

11.1

11.6

Electrical Appliances

17.9

18.1

Home Decor and Accessories

10.9

11.6

Total

100

Town Center Business The Big C Town Center provides rental space located both inside and outside a Big C Supercenter location. Vendors that offer merchandise that does not compete with items sold in the Big C Supercenter can rent space in the Town Center. This gives customers an increased range of products and services available at a single destination, enhancing the overall shopping experience. The Town Center business is in line with Big C’s goal of providing a one-stop-shopping experience for our customers. The operators that lease space at Big C Town Centers fall into four primary categories: Category

Examples

Food & Beverage

Restaurants, franchised food outlets and food courts

Entertainment

Cinemas, karaoke booths and children’s playland

Specialty Stores

Bookshops, fashion boutiques, electronics shops, mobile phone shops, pharmacies

Services

Banks, dry cleaning shops, gas stations, and hair salons

- Location Excellence Convenient Locations In order to increase the number of customers who can conveniently shop at Big C in provinces across the country, we have continued to execute our profitable expansion plan.

105

The Business of Big C

Best Shopping Atmosphere To ensure that all of our stores provide a good atmosphere and a positive shopping experience for customers Big C has scheduled renovations and upgrades to 4 of our existing stores, including both Big C Supercenters and Town Centers. Multiple Formats Because Thailand is a diverse market with significant differences between urban and rural communities as well as differing consumer preferences depending on the geographic region, Big C has developed several different store formats. Thus, when Big C builds a new store it can select the format and size that is most appropriate to the local business environment and consumer preferences. In 2009 Big C is exploring the potential to expand into a number of key new formats in select locations based on specific customer needs and shopping preferences. These formats include convenience stores, Mini Big C as well as stand alone drugstores, Pure. Big C will continue to innovate and develop new formats as the needs of Thai consumers continue to evolve. Logistics and Systems Excellence Big C has worked to continuously improve its logistics systems to increase efficiency and decrease costs. Specific improvements to the logistics system include: Establishing a special unit that is responsible for handling the ordering of items that are on price promotion. This is to ensure that the merchandise ordering system is efficient and effective in meeting consumer demands People Excellence At Big C, we “hire the smile and train the skill”. This gives us a workforce of motivated, friendly employees who focus on delivering customer satisfaction. In 2009, Big C has put in place a number of initiatives to ensure that it continues to attract and retain the best people in the Thai retail industry. These initiatives include: ● The High Flyers Program – focusing on selective recruitment of highly qualified executive-level personnel from a range of sectors including consulting, law, telecommunications, technology and retailing. These seasoned professionals will be tasked with driving cross-functional projects and creating new businesses for Big C. ● Corporate Trainee Program – the top ten candidates, for entry level management positions, identified by Big C, will each be assigned a mentor to facilitate their career growth. Based on their performance these candidates will be fast tracked to take on increased responsibility within the Big C organization. ● Internal Talent Development Program – Big C is working to develop the capabilities of its existing employees through such initiatives as 1-on-1 coaching programs regarding both interpersonal relationships and group dynamics, as well as a Mini-MBA course that provides advanced education on management theory and practice. Big C is committed to promoting talented employees.

- Supplier/Tenant Excellence Big C’s merchandise team is made up of experts who source quality goods that we can offer at reasonable prices. Big C has developed a large and diverse network of over 3,500 suppliers both within Thailand and abroad, 80% of whom are SMEs. Through our Town Centers we have also developed a wide range of excellent tenants most of whom are small vendors/SMEs from the local community. A focus on providing opportunities for SMEs as both Big C suppliers and tenants is an important part of Big C’s corporate philosophy regarding good corporate citizenship. Price and Value Excellence Big C is committed to offering good prices on high quality products for people across Thailand. During 2008 Big C launched or expanded several programs designed to provide enhanced value to our customers. These programs included: ● Check Price Tuk Sure – guaranteeing the lowest price on 300 key consumer necessities ● House Brand Expansion – increasing the number of SKUs in every product category for both the Big C Brand and the recently launched Happy Baht ● Blue Flag Support – offering guaranteed low prices on products covered by the Ministry of Commerce’s ‘Blue Flag’ program ● Value Meals – offering consumers high quality meals for just 25 Baht at Big C food courts

- Communication Excellence Big C has become highly proficient at reaching out to our existing and potential customers through a range of media channels. Our brochures are delivered to thousands of homes each week, thus directly reaching shoppers with information about our current promotion programs. The brochures are often supplemented by mass media activations including newspaper and radio advertising. Big C also makes use of television advertising as it has reach and impact among target consumers, which is key to building up our brand image and top-of-mind positioning.

- Marketing and Competitive Situation Competitive strategies Big C uses a segment and category driven marketing strategy to offer products and services that meet consumer needs. This approach helps Big C build customer loyalty. The company also focuses on seasonal/holiday driven marketing activations as well as activities that reinforce its modern brand image. Big C focuses on price leadership, including the use of multiple house brand product lines to drive traffic to its stores. In 2008, Big C launched the “Big C” house brand for customers who want quality at more affordable prices. Big C has introduced almost 1,000 new product items under the Big C Brand covering all product lines including non-food items, dry food items and fresh food items. Big C has extended its Shop Call Free network to cover both TrueMove prepaid and postpaid customers. As a unique campaign that offers free calling credits to Big C customers, currently Shop Call Free serves mobile phone users of all major networks.

106

The company also continues to improve sales areas with a focus on customer convenience as well as implement aggressive brand marketing activities. Marketing campaigns undertaken in 2008 under the Low Price, Fun Shopping and For Thais marketing strategies include Check Price Tuk Sure program, the Indiana Jones Campaign, the Madagascar 2 Campaign and the Big C Shop and Kick.

- Competitive situation Big C’s major competitors are Tesco Lotus and Carrefour, while Makro is an indirect competitor. There was increased competition during 2008 with continued focus on up-country expansion and price promotions. The competitive situation has also been marked by an increased focus by all major players on expanding their ranges of retail formats in order to target unique geographic locations or consumer segments. The significant slowdown in the local economy in the second half of 2008 led modern retailers to increase their focus on expanding their house brand product offerings as well as offering value for money promotions and discounts. The economic slowdown has also led Big C to revisit a range of alternative retail business channels in order to develop the best and most appropriate business strategy for Thailand’s current situation. The graphic shows that at the end of 2008 Big C had a total of 66 branches with 12 new branches opened during the year while, Tesco Lotus had a total of 109 branches (including value stores) with 17 new branches, Carrefour had a total of 30 branches with 4 new branches and Makro had a total of 41 branches with no new branches

Makro 16.7%

Makro Carrefour

Value UPC BKK

Tesco

Carrefour 12.2%

Big C 0

Big C 26.8%

Tesco 44.3%

Big C is committed to maintaining its market share and being a leading retailer in Thailand.

- Business Environment The 2008 business environment in Thailand included many of the same negative factors operative in 2007 including ongoing political instability, with multiple changes in the composition of the government. The regulatory framework regarding the retail business also remained in flux, partly as a result of the unsettled political situation. To these existing factors was added the economic impact from closure of the two Bangkok airports as well as the global financial crisis. Cumulatively all of these factors have had the effect of significantly reducing consumer confidence and both ability and willingness to make discretionary purchases. In this environment Big C has taken the necessary steps and modified its operational strategy in order to mitigate risks and take advantage of opportunities afforded by changing consumer spending patterns. Big C’s moves included offering appropriate promotions as well as expanding its house brand offerings.

- Economic Conditions In 2008, Thailand’s economy suffered a number of setbacks due both to internal and external economic and political factors. At the macro level most major economic indicators were lower than the year before with a lower GDP growth rate, higher unemployment and inflation as well as a significantly lower consumer confidence. The ongoing instability in Thailand’s national level political system, culminating in the seizure of both Bangkok airports and the multiple changes in the composition of the government, combined with the global credit and banking crises, served to drive down consumer sentiment as well as negatively impacting several key economic sectors. Big C’s appropriate mix of value-based pricing, with a particular emphasis on its wide range of house brand products, ongoing geographic expansion and diverse range of services have allowed it to meet the changing needs of Thai consumers throughout 2008. The Company’s reputation for providing outstanding value for money under all economic and political situations have created a large and growing a base of loyal customers, which has generated strong financial performance in a very difficult economy. Big C is well positioned to 2008* 2007 continue to deliver strong financial performance and maintain the momentum of its store expansion program. GDP 4.0% 4.8% Unemployment

1.5%

1.2%

Inflation

5.5%

2.3%

Consumer Confidence

67.5

77.3

107

Big C Store Information

Big C Supercenter in Greater Bangkok

As at the end of 2008 1. 4. 7. 10. 13. 16. 19. 22. 25.

108

Wongsawang Rangsit Rama 2 Don Muang Bang Na Dao Kanong Saphankwai Phetchakasem Lam Luk Ka

2. 5. 8. 11. 14. 17. 20. 23. 26.

Chaeng Wattana Bang Phli Hua Mark Fashion Island Nakhon Pathom Tiwanon Samrong Sukaphiban 3 Navanakorn

3. 6. 9. 12. 15. 18. 21. 24. 27.

Rat Burana Ratana Thibet Samut Prakan Suksawat Lad Phrao Ratchdamri Oamyai Ekamai Rangsit Klong 6

Big C Supercenter in Upcountry

As at the end of 2008 1. 4. 7. 10. 13. 16. 19. 22. 25. 28. 31. 34. 37.

Pattaya-north Korat Rayong Lop Buri Ubon Ratchathani Pattaya-south Pattani Phrae Lamphun Buriram Sukothai Phetchabun Sa Kaeo

2. 5. 8. 11. 14. 17. 20. 23. 26. 29. 32. 35. 38.

Udon Thani Surat Thani Chiang Rai Phetchaburi Chiang Mai Nakhon Sawan Surin Ratchaburi Samui Hangdong Ban Pong Krabi Warin Chamrap

3. 6. 9. 12. 15. 18. 21. 24. 27. 30. 33. 36. 39.

Khon Kaen Phitsanulok Lampang Hat Yai Phuket Chachoengsao Sakhon Nakhon Prachin Buri Chon Buri Ayuthaya Chaiyaphum Yasothon Maha Sarakham

109

Big C Store Information Location of the Head Office Big C Supercenter PLC 6th Floor, no. 97/11 Rajdamri Road, Lumpini sub-district, Pathumwan district, Bangkok 10330 Tel. (02) 655-0666 Fax. (02) 655-5801 Company Registration No. Bor. Mor. Jor. 0107536000633 (previous no. Bor. Mor. Jor. 137) Locations of the branches of Big C Supercenter PLC

No.

Name and Address of the Branches

Date of Opening

Big C Supercenter Public Co., Ltd. (Chaeng Wattana branch) 96 Moo 1, Chaeng Wattana Road, Thung Song Hong sub-district, Lak Si district, Bangkok 10210

15 Jan. 1993

Big C Supercenter Public Co., Ltd. *Rangsit branch* 94 Phaholyothin Road, Pracha Thipat sub-district, Thanburi district, Prathum Thani 12130

13 May 1994

Big C Supercenter Public Co., Ltd. (Rat Burana branch) 19 Moo 9, Rat Burana Road, Bang Prakok sub-district, Rat Burana district, Bangkok 10140

25 Nov. 1994

Big C Supercenter Public Co., Ltd. (Pattaya branch) 78/12 Moo 9, Pattaya 2 Road, Nong Prue sub-district, Bang Lamung district, Chon Buri 20150

17 June 1995

Big C Supercenter Public Co., Ltd. (Wong Sawang branch) 888 Pibul Songkram Road, Bang Sue sub-district, Bang Sue district, Bangkok 10800

1 Sep. 1995

Big C Supercenter Public Co., Ltd. (Bang Phli branch) 89 Moo 9, Thepharak Road, km 13, Bang Phli yai sub-district, Bang Phli district, Samut Prakan 10540

1 Feb. 1996

Big C Supercenter Public Co., Ltd. (Nakhon Pathom branch) 754 Petchakasem Road, Huay Jorake sub-district, Muang Nakhon Pathom district, Nakhon Pathom 73000

1 Mar. 1996

Big C Supercenter Public Co., Ltd. (Udon Thani Branch) 415 Moo 3, Mak Khaeng sub-district, Muang Udon Thani district, Udon Thani 41000

15 Oct. 1996

Big C Supercenter Public Co., Ltd. *Korat Branch* 118 Mitrapap - Nong Khai Road, Nai Muang sub-district, Muang Nakhon Ratchasima district, Nakhon Ratchasima 30000

19 Dec. 1996

Big C Supercenter Public Co., Ltd. (Surat Thani branch) 130 Moo 1, Liang Muang Road, Bang Kung sub-district, Muang district, Surat Thani 84000

26 Mar. 1997

Big C Supercenter Public Co., Ltd. (Ratana Thibet branch) 6 Moo 6, Sao Thong Hin sub-district, Bang Yai district, Nonthaburi 11140

10 Apr. 1997

Big C Supercenter Public Co., Ltd. (Rayong branch) 15/11 Bang Na-Trat Road, Choeng Nern sub-district, Muang district, Rayong 21000

15 Jul. 1997

Big C Supercenter Public Co., Ltd. (Thon Buri-Paktho branch) 56 Moo 6, Samae Dam sub-district, Bang Khun Tien district, Bangkok 10510

19 Sep. 1997

Big C Supercenter Public Co., Ltd. (Chiang Rai branch) 184 Moo 25, Roabwieng sub-district, Muang district, Chiang Rai 57000 * From 24 September 1997 till 31 March 2006, this store had been managed by Chiang Rai Big C Co.,Ltd.

24 Sep. 1997

Big C Supercenter Public Co., Ltd. (Lampang branch) 65 Highway Lampang - Ngaw Road, Sob Tui sub-district, Muang Lampang district, Lampang 52100

31 Oct. 1997

Big C Supercenter Public Co., Ltd. (Lop Buri branch) 2 Moo 1, Tha Sala sub-district, Muang Lop Buri district, Lop Buri 15000

20 Nov. 1997

Big C Supercenter Public Co., Ltd. (Phetchaburi branch) 130 Village 1, Ton Mamuang sub-district, Muang Petchaburi district, Phetchaburi 76000

26 Jan. 1998

Big C Supercenter Public Co., Ltd. (Hat Yai branch) 111/19 Moo 4, Klong Hae sub-district, Hat Yai district, Songkhla 90110

19 Oct. 2000

Big C Supercenter Public Co., Ltd. (Hua Mark branch) 2001 Ramkhamhaeng Road, Hua Mark sub-district, Bang Kapi district, Bangkok 10240

21 Oct. 2000

110

No.

Name and Address of the Branches

Date of Opening

Big C Supercenter Public Co., Ltd. (Samut Prakan branch) 498/1 Sukhumvit Road, Pak Nam sub-district, Muang Samut Prakan district, Samut Prakan 10280

2 Nov. 2000

Big C Supercenter Public Co., Ltd. (Ubon Ratchathani branch) 92 Soi Thamwithi 4, Thamwithi Road, Nai Muang sub-district, Muang Ubon Ratchathani district, Ubon Ratchathani 34000

28 Apr. 2001

Big C Supercenter Public Co., Ltd. (Don Muang branch) 1 Soi Phaholyothin 50, Phaholyothin Road, Anusawari sub-district, Bang Khen district, Bangkok 10220

28 Jun. 2001

Big C Supercenter Public Co., Ltd. (Fashion Island branch) 593, Ram Intra Road, Kanna Yao sub-district, Kanna Yao district, Bangkok 10230

5 Jul. 2001

Big C Supercenter Public Co., Ltd. (Chiang Mai branch) 208 Moo 3, Tarsala sub-district, Muang Chiang Mai district, Chiang Mai 50000 * From 6 July 2001 till 30 April 2005, this store had been managed by Chiang Mai Big C (2001) Co.,Ltd.

6 Jul. 2001

Big C Supercenter Public Co., Ltd. (Suksawat branch) 94 Moo 18, Bang Phung sub-district, Phra Pradaeng district, Samut Prakan 10130

Big C Supercenter Public Co., Ltd. (Phuket branch) 72 Moo 5, Wichit sub-district, Muang Phuket district, Phuket 83000

Big C Supercenter Public Co., Ltd. (Bang Na branch) 111 Bang Na-Trat Road, Bang Na sub-district, Bang Na district, Bangkok 10260

Big C Supercenter Public Co., Ltd. (Lad Phrao branch) 2539 Lat Phrao Road, Wang Thong Lang sub-district, Wang Thong Lang district, Bangkok 10310

28 Jun. 2002

Big C Supercenter Public Co., Ltd. (Dao Kanong branch) 1050 Somdet Phra Chao Taksin Road, Bukkhalo sub-district, Thon Buri district, Bangkok 10600

6 Aug. 2002

Big C Supercenter Public Co., Ltd. (Tiwanon branch) 9/9 Village 5, Talat Kwan sub-district, Muang Nonthaburi district, Nonthaburi 11000

1 Nov. 2002

Big C Supercenter Public Co., Ltd. (South Pattaya branch) 565/41 Moo 10, Nongprue sub-district, Banglamung district, Chon Buri 20150

28 Mar. 2003

Big C Supercenter Public Co., Ltd. (Ratchdamri branch) 89/36, 97/11 Ratchadamri Road, Lumpini sub-district, Pathumwan district, Bangkok 10330

29 Apr. 2003

Big C Supercenter Public Co., Ltd. (Nakhon Sawan branch) 320/10 Sawanviti Road, Pangnampo sub-district, Mueng-Nakhon Sawan district, Nakhon Sawan 60000

27 Jun. 2003

Big C Supercenter Public Co., Ltd. (Saphankwai branch) 618/1 Pahonyothin Road, Samsean Nai sub-district, Phayathai district, Bangkok 10400

26 Nov. 2003

Big C Supercenter Public Co., Ltd. (Chachoengsao branch) 9/1 Chachoengsao-Bangpakong Road, Naa-Muang sub-district, Muang Chachoengsao district, Chachoengsao 24000

25 Feb. 2004

Big C Supercenter Public Co., Ltd. (Samrong branch) 999 Moo 1, Sukumvit Road, North Samrong sub-district, Muang Samut Prakarn district, Samut Prakarn 10270

23 Sep. 2004

Big C Supercenter Public Co., Ltd. (Pattani branch) 301 Moo 4, Rusamilae sub-district, Muang Pattani district, Pattani 94000

27 Oct. 2004

Big C Supercenter Public Co., Ltd. (Surin branch) 8 Lakmuang Road, Nai Muang sub-district, Muang district, Surin province 32000

24 Dec. 2004

Big C Supercenter Public Co., Ltd. (Oamyai branch) 17/17 Moo 8, Oamyai sub-district, Sampran district, Nakhon Pathom 73160

12 Apr. 2005

Big C Supercenter Public Co., Ltd. (Phetchakasem branch) 611 Moo 10, Bangkae sub-district, Bangkae district, Bangkok 10160

17 Jul. 2005

Big C Supercenter Public Co., Ltd. (Sukaphiban 3 branch) 103 Ramkamhaeng Road, Meanburi sub-district, Meanburi district, Bangkok 10110

1 Sep. 2005

9 Nov. 2001 29 Nov. 2001 8 Feb. 2002

111

No.

Name and Address of the Branches

Big C Supercenter Public Co., Ltd. (Ekamai branch) 78 Soi Sukumvit 63 (Ekamai), North Prakanong sub-district, Wattana district, Bangkok 10110

Big C Supercenter Public Co., Ltd. (Sakon Nakhon branch) 1594/16 Robmuang Road, Tartchoengchum sub-district, Muang Sakon Nakhon district, Sakon Nakhon 47000

26 Nov. 2005

Big C Supercenter Public Co., Ltd. (Phrae Branch) 600 Moo 9 Najak sub-district, Muang Phrae district, Phrae 54000

11 May.2006

Big C Supercenter Public Co., Ltd. (Ratchaburi Branch) 534 Moo 1 Koagmoe sub-district, Muang Ratchaburi district, Ratchaburi 70000

6 Jun.2006

Big C Supercenter Public Co., Ltd. (Lam Luk Ka Branch) 10 Moo 12 Bungkumproy sub-district, Lum Luk Ka district, Pathum Thani 12150

17 Oct.2006

Big C Supercenter Public Co., Ltd. (Prachin Buri Branch) 630/1 Ratsadorndamri Rd., Naa Muang sub-district, Muang Prachin Buri district, Prachin Buri 25000

14 Dec.2006

Big C Supercenter Public Co., Ltd. (Lamphun Branch) 200 Moo 4 Ban Klang sub-district, Mueang Lamphun district, Lamphun 51000

2 May 2007

Big C Supercenter Public Co., Ltd. (Samui Branch) 129/19 Moo 1, Bor Pud sub-district, Koh Samui district, Surat Thani 84320

6 Sep. 2007

Big C Supercenter Public Co., Ltd. (Chon Buri Branch) 49/1 Moo 3, Huaykapi sub-district, Muang Chon Buri district, Chon Buri 20000

11 Oct. 2007

Big C Supercenter Public Co., Ltd. (Buriram Branch) 150 Moo 7, Isaan sub-district, Muang Buriram district, â &#x201E;Buriram 31000

11 Oct. 2007

Big C Supercenter Public Co., Ltd. (Hangdong Branch) 433/4-5 Moo 7, Mae Hea sub-district, Muang Chiang Mai district, Chiang Mai 50000

21 Nov. 2007

Big C Supercenter Public Co., Ltd. (Ayuthaya Branch) 80 Moo 2, Baankrod sub-district, Bang Pa-In district, Phra Nakhon Siayuthaya 13160

27 Feb. 2008

Big C Supercenter Public Co., Ltd. (Ban Pong Branch) 58 Moo 5, Nong Oar sub-district, Ban Pong district, Ratchaburi 70110

10 May 2008

Big C Supercenter Public Co., Ltd. (Sukothai Branch) 68 Moo 2, Ban Kluai sub-district, Muang Sukothai district, Sukothai 64000

10 May 2008

Big C Supercenter Public Co., Ltd. (Chaiyaphum Branch) 99 Moo 1, Bungkhla sub-district, Muang Chaiyaphum district, Chaiyaphum 36000

15 May 2008

Big C Supercenter Public Co., Ltd. (Phetchabun Branch) 939 Moo 2, Sadieng sub-district, Muang Phetchabun district, Phetchabun 67000

5 Jun. 2008

Big C Supercenter Public Co., Ltd. (Krabi Branch) 349 Moo 11, Krabi Noy sub-district, Muang Krabi district, Krabi 81000

Big C Supercenter Public Co., Ltd. (Navanakorn Branch) 98/196 Moo 13, Khlong Neung sub-district, Khlong Luang district, Pathum Thani 12120

2 Aug. 2008

Big C Supercenter Public Co., Ltd. (Rangsit Klong 6 Branch) 158/17 Moo 4, Rangsit sub-district, Thanyaburi district, Pathum Thani 12110

4 Aug. 2008

Big C Supercenter Public Co., Ltd. (Yasothon Branch) 323 Moo 2, Samran sub-district, Muang Yasothon district, Yasothon 35000

Big C Supercenter Public Co., Ltd. (Sa Kaeo Branch) 352, Suwannasorn Road, Sakaeo sub-district, Muang Sa Kaeo district, Sa Kaeo 27000

Big C Supercenter Public Co., Ltd. (Warin Chamrap Branch) 322 Moo 8, Saensuk sub-district, Warin Chamrap district, Ubon Ratchathani 34190

30 Oct. 2008

Big C Supercenter Public Co., Ltd. (Maha Sarakham Branch) 238/1-3 Moo 11, Koeng sub-district, Muang Maha Sarakham district, Maha Sarakham 44000

11 Nov. 2008

112

Date of Opening 9 Nov. 2005

27 Jun. 2008

23 Sep. 2008 8 Oct. 2008

Furthermore, the Big C Stores which are managed by the subsidiary companies of Big C Supercenter PLC are as follows:

No.

Name and Address of the Branches

Big C Fairy Co., Ltd. (Khon Kaen Branch) 290/1 Moo 17, Nai Muang sub-district, Muang district, Khon Kaen 40000

Phisanulok Big C Co., Ltd. (Phisanulok Branch) 939 Phichai Songkram Road, Nai Muang sub-district, Muang Phisanulok district, Phisanulok 65000

Date of Opening 11 Dec. 1996 3 Apr. 1997

Profiles of New Stores Ayuthaya

Navanakorn

On February 27, 2008, Big C has opened its 55th store in Ayuthaya. The store has a 10,260 square meter retail space, parking space for 800 cars and employs 190 staff.

On August 2, 2008, Big C has opened its 61th store in Navanakorn. The store has a 9,500 square meter retail space, parking space for 600 cars and employs 233 staff.

Ban Pong

Rangsit Klong 6 th

On May 10, 2008, Big C has opened its 56 store in Ban Pong and 2nd store in Rathcaburi. The store has a 4,000 square meter retail space, parking space for 426 cars and employs 155 staff. Sukhothai th

On May 10, 2008, Big C has opened its 57 store in Sukhothai. The store has a 4,000 square meter retail space, parking space for 400 cars and employs 163 staff. Chaiyaphum th

On May 15, 2008, Big C has opened its 58 store in Chaiyaphum. The store has a 5,500 square meter retail space, parking space for 600 cars and employs 180 staff. Phetchabun th

On June 5, 2008, Big C has opened its 59 store in Phetchabun. The store has a 5,700 square meter retail space, parking space for 600 cars and employs 210 staff. Krabi On June 27, 2008, Big C has opened its 60th store in Krabi. The store has a 7,600 square meter retail space, parking space for 700 cars and employs 190 staff.

On August 4, 2008, Big C has opened its 62th store in Rangsit Klong 6. The store has a 7,500 square meter retail space, parking space for 700 cars and employs 190 staff. Yasothon On September 23, 2008, Big C has opened its 63th store in Yasothon. The store has a 6,000 square meter retail space, parking space for 440 cars and employs 202 staff. Sa Kaeo On October 8, 2008, Big C has opened its 64th store in Sa Kaeo. The store has a 4,131 square meter retail space, parking space for 500 cars and employs 195 staff. Varin Chamrap On October 30, 2008, Big C has opened its 65th store in Varin Chamrap. The store has a 5,700 square meter retail space, parking space for 560 cars and employs 180 staff. Maha Sarakham On November 11, 2008, Big C has opened its 66th store in Maha Sarakham. The store has a 5,700 square meter retail space, parking space for 385 cars and employs 220 staff.

113

Big C in the Community

1. Big C Foundation Big C believes that its business is part of the Thai community and as a good corporate citizen Big C has consistently implemented corporate social responsibility programs. We believe that to be successful in Thailand, it is critical to establish partnerships with the communities in which we operate. For this reason, Big C decided to establish the Big C Foundation in May 2002. Throughout 2008, the Big C Foundation initiated several important projects and made numerous charitable contributions including: ●

Big C Foundation presented 30,000 copies of Phra That Na Dun’s photo and texts to Maha Sarakham Buddhists to mark Makha Bucha Day.

●

Big C Foundation presented the Big C Basketball Court nos. 8 and 9 along with sports equipment to the Thongpoon Uthit School, Pathumthani Province and the Monvadee Park Village Community, Bang Bua Thong, Nonthaburi to promote sports among Thai youth.

●

Big C Foundation presented 100,000 baht to the Operation Smile Thailand Foundation to support operations on children with cleft lips and cleft palates.

●

Big C Foundation presented 3.85 million baht for the construction of Big C School Building no. 13 and 14 to the Mittraphab 6 School, Udon Thani and Nakhon Sawan Kindergarten School, Nakhon Sawan.

●

Big C Foundation presented 1.65 million baht for the construction of Big C School Building no. 15 to the Baan Toong Sa Bai Jai School under the Border Patrol Police Commander, Toong Mor District, Sa Dao, Songkhla.

●

Big C Foundation presented consumer goods valued at 1,000,000 baht to the Friends in Need Volunteers Foundation, Thai Red Cross in support of Nargis Cyclone victims in Myanmar.

●

Big C Foundation, in collaboration with Procter and Gamble (Thailand) Ltd., presented over 1,000 kilograms of used and new student uniforms to students in local schools in Angthong and nearby provinces.

●

Big C Foundation presented 2,000,000 baht to the Ramathibodi Foundation. The funds will be used to support the construction of the Somdej Phra Dheparat building at Ramathibodi hospital.

●

Big C Foundation presented 5 Big C school buildings in Yasothorn, Mahasarakham, Nakornratchasrima, Prachinburi and Samutprakarn valued at 11 Million baht to the Office of the Basic Education Commission, Ministry of Education to support the education of Thai youth and develop closer ties with communities.

●

Big C Foundation presented scholarships for Thai students in 2008. These are ongoing scholarships that are given each year for 6 years. In total the Big C Foundation presented 2,500 scholarships to secondary students nationwide valued 10 million baht.

●

Big C Foundation presented a multi-purpose building to Wat Sri Rath School, Nonthaburi province

●

Big C Foundation presented the Big C Book House, a public library, to the Railway Park, Bangkok.

Under the slogan “Big C Foundation - working for dreams, smiles and the happiness of Thai society,” the Foundation has donated over 130 million baht since its establishment in 2002.

2. Good Neighbor Programs In every province where we operate, Big C is happy to comply with all local regulations and join community activities. Since 2002, Big C has paid local taxes totaling almost 20 billion baht. Moreover, in each town where Big C is located, we undertake activities that are specifically suited to the needs of that community. We also actively support local festivals and cultural events.

3. Employee Programs As a large retailer, Big C employs over 16,079 staff nationwide. Currently, Big C has hired local staff across the country including people from the South (3.47%), Northeast (10.16%), North (8.61%), Central (75.18%) and East (2.58%).

4. Other Programs Big C has continued to support the Department of Provincial Administration’s (DPA) “Smile District” program by allowing it to use areas at Big C stores as public access points. Currently, Big C provides free space at 11 stores where the public has easy access to government services. Big C has been a consistent supporter of the OTOP program by facilitating the sale of OTOP products through the Big C retail system. Big C has also supported the OTOP festival and plans to continue this support in 2009.

114

Store Expansion During 2008, the Company successfully opened 12 new stores. Both new and existing stores have been welcomed and well accepted by consumers, this in large part contributed to a growth in sales of 9.2% or 5,692 MB, rental and service income of 15.4% or 421 MB and other income of 19.1% or 1,253 MB in 2008.

Store Renovations Over the year, the Company undertook the complete renovation of four of our existing stores. This renovation including significant improvements to both the sales and plaza areas creates a new modern look and a more appealing shopping experience. These renovations helped to increase store and plaza traffic and ultimately sales. They also supported the growth of our rental and service income as well as improved customer satisfaction.

Strategic Marketing Our strategic marketing program based on the pillars of low price, fun shopping and for Thais continued to be successfully executed in 2008. The fact that this strategy resonates with todayâ&#x20AC;&#x2122;s Thai consumer can be seen in our increased sales of 9.2% in spite of a general economic slowdown and concurrent decline in consumer confidence.

Operational Efficiency The Company and its subsidiaries continue to roll-out an operational efficiency plan. For 2008, we focused on working capital management by accelerating the collection of rental payments and marketing subsidies by suppliers while controlling order volume to be in line with sales volume. Given the enhanced efficiency in working capital management, average inventory days were lowered by one day to 30 days in 2008. Additionally, as part of its on-going IT improvement, the Company upgraded its merchandise system from Gold Version 4 to Version 5 to enhance efficiency in ordering automation. The Gold upgrade is expected to be completed by 2009.

Analysis of Financial Results The operating results of the Company and its subsidiaries for the 2008 fiscal year included a net profit of Baht 2,852 million, compared to a net profit last year of Baht 2,502 million, which represents an increase of Baht 349 million, or 14 %. This good performance was due to the following reasons: 1. Net Sales Net Sales during FY 2008 amounted to Baht 67,292 million for the company and its subsidiaries, representing an increase of Baht 5,692 million, or 9.2%, over last year. The significant increase in sales was driven by the Companyâ&#x20AC;&#x2122;s dynamic expansion, with twelve new store openings in Ayuthaya, Ban Pong, Sukothai, Chaiyaphum, Phetchabun, Krabi, Navanakorn, Rangsit Klong 6, Yasothon, Sa Kaeo, Warin Chamrap and Maha Sarakham in 2008. 2. Rental, Service Income and Other Income

2008

2007

Increase %

Rental and service income

3,148

2,727

15.4

Other income

7,826

6,573

19.1

Total

10,974

9,300

18.0

Rental and Service Income from tenants amounted to Baht 3,148 million in 2008 which represented an increase of Baht 421 million or 15.4% over last year, also reflecting our strong expansion program. Other Income including income from suppliersâ&#x20AC;&#x2122; subsidies of in-store promotions and manufacturer promotions, income from logistics optimization and other sources in 2008 amounted to Baht 7,826 million, which represented an increase of Baht 1,253 million or 19.1% over last year. The increase in other income was mainly the result of higher subsidies by suppliers.

115

Management Discussion and Analysis

2008 was a challenging year for the retail business as Thailand has faced was with the world economic crisis as well as domestic political uncertainty and flooding in many provinces. Nevertheless, the Company still achieved satisfactory financial and operational results. Our strong performance across multiple measures is a clear validation of our business strategy.

3. Gross Profit Gross Profit of Baht 5,073 million in 2008 represented a decrease of Baht 90 million or 1.8% over last year due to sale promotions campaigns launched to support consumption in the context of economic uncertainty and political turbulence. However, the Company’s overall profitability remains solid and is in line with our expectations. 4. Selling and Administrative Expenses Selling and Administrative Expenses of Baht 12,073 million in 2008 represented an increase of Baht 1,329 million or 12.4 % over last year This resulted from increased pre-opening expenses and depreciation due to the accelerated expansion of new stores. 5. Financial Costs Financial Costs for 2008 were Baht 149 million which represented an increase of Baht 65 million or 77% over last year. 6. Corporate Income Tax Corporate Income Tax for 2008 amounted to Baht 957 million, a decrease of Baht 148 million or 13.4% from last year. This decrease resulted from the tax incentives mandated in Royal Decree No. 460 passed by the Revenue Department, which allowed limited public companies listed on the Stock Exchange of Thailand (SET) to deduct 25 percent of the amount of investments paid for alterations, extensions or renovations of existing projects from 2006 until December 2010.

Analysis of the Balance Sheet The consolidated balance sheet for the Company and its subsidiaries had total assets as of December 31, 2008 of Baht 37,331 million, which represents an increase of Baht 2,396 million over the previous year. This increase can be attributed to the addition of twelve new stores in 2008, which led to an increase in land, buildings and equipment valued at Baht 160 million to respond to the retail business expansion Regarding debt, the Company and its subsidiaries’ short term loans from financial institutions amounted to Baht 3,000 million, which represents an increase of Baht 965 million over the previous year. This would lead the ratio of debt to shareholders’ equity to be 0.2 times. As of December 31, 2008, consolidated trade accounts payable were Baht 12,318 million, which increased by Baht 434 million over 2007 due to an increase in merchandise inventories as a result of store expansions and to serve high customer demand at the end of year. The total other current liabilities were Baht 3,211 million which represented a decrease of Baht 929 million from 2007 as other payables decreased by Baht 477 million and accrued expenses decreased by Baht 276 million.

Cash Flows The consolidated cash flows from operating activities were Baht 5,069 million, or 7.5% of total sales in 2008. With respect to the increase in cash flows, the company was able to use these funds for the store expansion program and dividend payments to shareholders. As a result of the accelerated store expansion in 2008, the loans of the Company and its subsidiaries’ increased by Baht 965 million.

Financial Ratios 1. Current ratio The current ratio is derived from current assets divided by current liabilities, which was 0.4 times as of 31 December 2008. This is due mainly to the majority of both current assets and current liabilities of the Company are mostly inventories and trade accounts payable, with an average inventory of 30 days and average account payable days of 71 days. 2. Total liabilities to shareholders’ equity As of 31 December 2008, the capital structure of the company and its subsidiaries was composed of total liabilities in the amount of Baht 19,961 million and total shareholders’ equity of Baht 17,370 million. The ratio of liabilities to shareholders’ equity was 1.1 times. As the majority of liabilities were trade accounts payable, if we consider only the interest-bearing debt, which were short-term facilities totaling Baht 3,000 million, the ratio of liabilities to shareholders’ equity was in fact only 0.2 times. 3. Profitability ratio Due to the solid growth of the Company’s net profit, it can be seen that many financial ratios relating to profitability, such as gross profit ratio, return on equity ratio, return on assets ratio, earnings per share and others, have consistently increased or held steady year-on-year.

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Risk Factors Government/Regulatory/Security 2008 was marked by considerable political instability. People were concerned about the protests against the ruling political party and its leadership had intensified since mid-2008 and culminated in the seizure of state offices, public roads and several airports in Bangkok and upcountry. This had an adverse impact on the business sector as consumers were more cautious about their spending. In the area of regulatory environment, the government has issued many laws to regulate the business sector. These included the Consumer Case Procedure Act B.E. 2551 became effective on August 23, 2008 and Act on Liability for Damage Arising from Unsafe Goods B.E. 2551 became effective on February 20, 2009. The two laws are intended to protect consumer rights. Operators in all areas including producers, importers, vendors and contractors need to ensure that all products sold to consumers are safe. The Company was aware of the laws and prepared for any upcoming events. Thailand’s security situation continues to be affected by the ongoing violence in the three southern border provinces of Yala, Pattani and Narathiwat and thus remains a source of more concern. The Company has enhanced its security procedures and has alerted all of our staff to remain vigilant regarding suspicious items and activities. The company has also provided staff with instructions and training how to proceed in emergency situations and followed the Risk Mananement Policy provided by Risk Management Committee. Additionally, the Company has acquired appropriate insurance coverage to minimize any downside risk to its property stemming from the security situation. Financial risk According to the Accounting Standards of Thailand No. 48 regarding Financial Instruments, the Company and its subsidiaries’ financial instruments include cash and cash equivalents, trade account receivables, rental and other income, loans given to subsidiaries/loans from subsidiaries, short-term loans and trade accounts payable. The financial risks related to these financial instruments and risk management policy are as follows; 1. Credit risk Credit risk includes trade accounts receivable, loans given to subsidiaries/loans from subsidiaries, rental and other income. With a strict policy on accounts receivable aging and close monitoring of debt collection, the Company’s credit risk was low. 2. Interest rate risk For interest rate risk, most of interest rates on deposits, short term loans, assets and financial debts were fixed rates so the Company’s interest rate risk was low. 3. Exchange rate risk The exchange rate risk of the Company was low because the Company has signed loan agreements denominated in Thai Baht only.

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Summary Financial Data

Analysis of Financial Statement and Operating Results Unit in million Baht

Assets

2008

2007

2006

Cash on hand and in bank Inventories Other current assets Total current assets Property, plant and equipment Other non-current assets

1,382 5,171 1,889 8,442 24,872 4,017

4% 14% 5% 23% 67% 11%

1,750 5,011 1,735 8,496 22,391 4,048

5% 14% 5% 24% 64% 12%

1,283 4,823 824 6,930 18,668 4,358

4% 16% 3% 23% 62% 15%

Total Assets

37,331

100%

34,935

100%

29,956

100%

Unit in million Baht Liabilities and Shareholdersâ&#x20AC;&#x2122; Equity

2008

2007

2006

Short term loan Trade accounts payable Long-term loan - current portion Other current liabilities Total current liabilities Non - current liabilities Total liabilities Total shareholdersâ&#x20AC;&#x2122; equity

3,000 12,319

8% 33%

2,035 11,884

6% 34%

3,368 18,687 1,274 19,961 17,370

9% 50% 3% 53% 47%

4,286 18,205 963 19,168 15,767

Total liabilities and shareholdersâ&#x20AC;&#x2122; equity

37,331

100%

12% 52% 3% 55% 45%

10,461 746 3,360 14,567 886 15,453 14,503

35% 2% 11% 49% 3% 52% 48%

34,935 100%

29,956

100%

Consolidated Income Statement Unit in million Baht

Net Sales Cost of sales Gross profit Rental and service income and other income Total income Selling and administration expenses Income before finance cost and corporate income tax Finance cost Income before corporate income tax Corporate income tax Income before minority interest Minority interests Net Income

118

2008

67,291 62,219 5,072 10,974 16,046 12,072 3,974 149 3,825 957 2,868 -16

100% 92.5% 7.5% 16.3% 23.8% 17.9% 5.9% 0.2% 5.7% 1.4% 4.3% 0.0%

2,852

4.2%

2007

2006

61,600 100% 58,033 100% 56,437 91.6% 52,606 90.6% 5,163 8.4% 5,427 9.4% 9,300 15.1% 7,667 13.2% 14,463 23.5% 13,094 22.6% 10,743 17.4% 9,884 17.0% 3,720 6.0% 3,210 5.5% 85 0.1% 79 0.1% 3,635 5.9% 3,131 5.4% 1,105 1.8% 992 1.7% 2,530 4.1% 2,139 3.7% -28 0.0% -15 0.0% 2,502

4.1%

2,124

3.7%

Statement of Cash Flow 2008 Cash flows from operating activities Net Income Adjustments to reconcile net income from operating activities Operating assets increase Cash flows from operating activities Cash flows from investing activities Cash flows from financing activities Loans Dividend paid Decrease in minority interest Net Cash flows from financing activities Net increase (decrease) in cash and cash equivalents Cash and cash equivalents at beginning of the year Cash and cash equivalents at the end of the year

2007

2006

2,570 2,499 160 5,229 -5,297

2,468 2,097 1,338 5,903 -5,461

2,124 2,182 255 4,561 -3,865

965 -1,250 -15 -300 -368 1,750 1,382

1,290 -1,250 -15 467 467 1,283 1,750

-750 -1,250 -2,000 -1,304 2,587 1,283

Financial Ratios

Average inventory days Average account payable days Working capital ratio Gross profit rate Net profit margin Return on equity Return on assets Debt-to-equity ratio Earnings per share Net book value per share

2008

2007

2006

30 71 0.4 7.5 3.7 17.3 7.9 0.2 3.6 21.7

31 71 0.4 8.4 3.5 16.5 7.7 0.1 3.1 19.7

32 70 0.5 9.4 3.2 15.0 7.2 0.1 2.7 18.1

Operating Results

Revenues Net Sales Cost of Sales Gross Profit Other Income Total Incomes Expenses Earnings before interest/corporate tax Net profit

2008

% to Sales

2007

% to Sales

67,291 62,219 5,072 10,974 16,046 12,072 3,974 2,852

100.0% 92.5% 7.5% 16.3% 23.8% 17.9% 5.9% 4.2%

61,600 56,437 5,163 9,300 14,463 10,743 3,720 2,502

100.0% 91.6% 8.4% 15.1% 23.5% 17.4% 6.0% 4.1%

Change (%)

9.2% 10.2% -1.8% 18.0% 10.9% 12.4% 6.8% 14.0%

119

Board of Directors Report

Board of Directors is responsible for overall financial statements of the company and its and any financial information shown in the Annual Report. The financial The subsidiaries statement was prepared in accordance with the accounting standard as generally accepted in Thailand, in which is also complied with major international accounting standards. The company chooses appropriate accounting policy and always acts accordingly together with careful discretion and the best estimation for such arrangements. This includes adequate disclosures of necessary information in remarks and appendix of the financial statements. The Board of Directors maintains the efficiency of the internal audit control system in order to be reasonably confident that records of any accounting information are accurate, through, complete and enough to maintain the companyâ&#x20AC;&#x2122;s assets. It is also aimed at substantially identify and acknowledge weaknesses to prevent malfeasance or inappropriate performances. In this regard, the Board of Directors of the company has appointed an Audit Committee, comprising the Independent Directors who are not Executives. The Audit Committees shall have the responsibilities relating to the quality of the report on financial statement and internal control system. The opinion of the Audit Committee with regards to these subjects appeared in the report of the Audit Committee as shown in the Annual Report The Board of Directors considered that, in general, the internal control system of the company has achieved satisfactory level. It can also reasonably ensure the reliability of the company and its subsidiariesâ&#x20AC;&#x2122; accounting system as of December 31, 2008.

(Mr. Suthichart Chirathivat) Chairman of the Board

120

(Mr. Yves Bernard Braibant) Chief Executive Officer & President

The Audit Committeeûs report for 2008

The Audit Committee’s report for 2008 The Audit Committee of Big C Supercenter Public Company Limited (the ‘Company’) is comprised of three independent directors; one being qualified in accounting and finance; one in law and one in management. None of them is an executive director of the Company. On 17 November 2008, General Montri Supaporn, Ph.D. resigned as Committee Member and Company’s Director at the conclusion of his term, the Board of Directors then resolved to appoint General Winai Phatthiyakul to be a new Committee Member and Company’s Director effective from 17 November 2008. Therefore, the current Audit Committee is comprised of: 1. Mr. Nontaphon Nimsomboon Committee Chairman 2. Dr. Rongpol Charoenphandhu Committee Member 3. General Winai Phatthiyakul Committee Member The Audit Committee has performed its duties within the scope of its mandate as delegated to the Committee by the Company’s Board of Directors and under the Audit Committee Charter approved for issuance by the Board of Directors in line with the Regulations of the Stock Exchange of Thailand. During the 2008 fiscal year, a total of 5 Audit Committee meetings were held. The Audit Committee meetings were also attended by the external auditor, the internal auditor and invitees including high-level operational managers from the Company’s finance and accounting, information technology and legal departments. The invitees were present to provide explanations, additional information and technical opinions to the Audit Committee as required for making its decisions. The matters discussed in the meetings are summarized as follows:

1. Review and verification of the interim financial statements and the external auditor’s annual report on the Company’s financial statements The Audit Committee had established guidelines for the external auditor to directly present the results of its review of the Company’s interim financial statements and its report on the results of the examination of the Company’ s quarterly and annual financial statements, including its recommendations generated from the audit as requested by the Audit Committee, to the Audit Committee at each of its meetings. In this regard, senior executives of the Accounting and Finance and other related departments were invited to answer questions, provide necessary information and acknowledge the findings in order to facilitate the implementation of the recommendations of the external auditor. This practice was to ensure the accuracy of the Company’s accounting and financial reporting process in accordance with Generally Accepted Accounting Standards adopted in Thailand, the consistency of the Company’s accounting policies, and to ensure adequate disclosure. The financial statements and other significant related information would be presented to the Company’s Board of Directors for consideration and approval after being verified and reviewed by the Audit Committee. The Audit Committee considered that, in general, the internal controls of the Company’s accounting and financial reporting process were adequate. The accounting and financial reports as a whole presented the accurate and reliable financial status and results of the Company’s operations according to accounting standards as required by law. The disclosure process for financial statements was adequate and on time for the benefit of shareholders and investors.

2. Review of internal controls system and internal auditing activities The internal auditor had been assigned by the Audit Committee to regularly assess the Company’s internal control systems applied in the accounting, financial and operational areas. The assessment covered mission, scope of operation, duty and responsibility, independent, and right to investigate, organization management and manpower of internal control. The objective is to ensure the quality, efficiency and effectiveness of the internal controls. Copies of quarterly internal audit reports were submitted to the Audit Committee for discussion. The Audit Committee provided regular advice that offered enhanced value, efficiency and etfectiveness to the Company’s internal audit department. This ensured the rigorousness and appropriateness of the Company’s internal controls in various areas. Close monitoring of operating results as well as early identification of potential problems or weaknesses and their prompt resolution was also ensured in order to maintain and enhance good corporate governance with the objective of providing fair treatment and maximum possible benefit to the Company as well as of all of its stakeholders. The Audit Committee’s opinion is that, in general, the Company’s internal controls system was adequate and effective. The Company’s internal control system encompassed the internal environment, risk assessment, control activity, MIS system good information communications and clear evaluation systems as well as independence, effectiveness and the execution of an internal audit.

3. Review of the Company’s compliance with the law and good corporate governance rules and regulations The Audit Committee has emphasized the importance of evaluation and monitoring of performance to ensure conformity with the securities laws, rules and regulations of the Stock Exchange of Thailand and any other laws relating to the Company’s operations including the Securities and Exchange Act, the rules, of practices of the Office of the Securities and Exchange Commission, the Public Limited Company Act, the Computer-Related Crimes Act, the Revenue Code, the Labour Law, labour contracts as well as obligations that may occur from contracts with external entities and other requirements. The Audit Committee has always asked the Company’s management, legal department and auditor to report, explain and answer questions related the above laws and regulations.

122

The Audit Committee considered that the Company has reasonably complied with the laws and related regulations appropriately, accurately and in a timely manner.

4. Review of risk management The Audit Committee views that the Company has realized the important of risk management; therefore a consultant company has been hired to provide the accurate systematic risk management and to set up the risk management and assesment project and to define the risk management policy to be a guideline for all concerned. All management have a duty to assess the risk in their working process while the senior managements from all units have to support the risk management for the whole Company in order to enable the Company to promptly and efficiently cope with any charges and risks that may occur as well as to create confidence to the shareholders and all stakeholders. The Audit Committee considered that the risk management system of the Company has proceeded in the right direction including setting clear objectives, identifying risk factors, determining risk assessment and response processes and determining who will respond to each risk factor in order to control risk at an acceptable level. In this regard, the Audit Committee will appoint the internal auditor to follow this risk management development.

5. Review of related-party transactions or transactions that may create conflicts of interest The Audit Committee has assigned Company’s external auditor to focus on making observations and suggestions regarding the Company’s related-party transactions and give quarterly reports on such transactions or any other transactions that may create a possible conflict of interest. By using the external auditor’s comments, the Audit Committee determined whether such related transactions incurred through regular business operations; whether the related pricing arrangements were fair and in line with market prices; whether the transactions were conducted at arm’s-length and in full compliance with the regulations set forth by the Stock Exchange of Thailand; and whether information disclosure was accurate, complete and in accordance with the related announcements, regulations and guidelines of the Stock Exchange of Thailand. The Audit Committee’s acknowledged business undertaken through related-party transactions was conducted in a fair manner benefiting the Company. Prices and trading conditions of all related-party transactions were in conformity to normal business practices. The Company has disclosed adequate information on this matter in its financial statements.

6. Selection of external auditor The Audit Committee has assessed the independence, performance and experience of the Company’s external auditor and their fees order to ensure that it would be satisfactory and beneficial to all stakeholders. Consequently, the Audit Committee has recommended to the Board of Directors to seek approval from the shareholders for the appointment of Mrs. Saifon Intrakaew or Ms. Kamontip Lertwitworatep or Mr. Wichart Loketkrawee of Ernst & Young Office Limited as the Company’s auditors for the year 2009 and proposed fixing professional fees at Baht 4,440,000 for the audit of the Company. In conclusion, in 2008 the Audit Committee implemented its duties and responsibilities to the best of its knowledge and ability with independence and without any limitation on information from management, employees and related persons. The Audit Committee proposed comments and suggestions to the Company’s Board of Directors for their decisions for the equal benefit of stakeholders. The Audit Committee appointed the internal auditor, who joined the Board of Directors meetings two times during the year to present the results of the internal audit for the Board of Directors’ information. Overall the Audit Committee feels that the Board of Directors and management have a commitment to executing their duties in order to meet the Company’s goals in a professional manner. They have focused on the implementation of good corporate governance practices to make the Company affective, transparent and reliable. They have also established an effective risk management system and internal controls in order to build credibility for shareholders, investors and all stakeholders.

(Mr. Nontaphon Nimsomboon Committee Chairman

(Dr. Rongphol Charoenphandhu) Committee Member

(General Winai Phatthiyakul) Committee Member

Bangkok February 20, 2009

123

Report of the Corporate Governance Committee

Report of the Corporate Governance Committee The Company’s Board of Directors realizes the importance of operating its business according to the principles of good corporate governance. The Company, therefore, established the Corporate Governance Committee on December 12, 2006 and developed a written policy since 2007. In 2008 fiscal year, a total of 3 Corporate Governance Committee meetings were held. The objectives of these meetings were to plan and develop the corporate governance function, review the process of the Committee’s work and ensure that the operations of the Company are being undertaken in line with the established corporate governance policy and plans. The results of the Committee’s efforts to ensure good corporate governance are as follows: ● ●

●

● ●

Improved the Company’s policy on corporate governance to be in line with principles of good corporate governance for listed companies Improved the rights of shareholders by allowing the shareholders to use the Company’s website to propose agenda items for the annual general shareholders meeting and submit questions for management to address at the 2008 annual general shareholders meeting Ensured the Company’s operations were in line with the policy on corporate governance as approved by the Board of Directors as well as encouraged the Company to organize relevant trainings for the Board of Directors, management and staff Ensured the Company reported frequently and accurately about its corporate governance performance Supported and encouraged the Company to implement an annual evaluation of corporate governance (CG rating) from the Thai Institute of Directors (IOD) in order to know the corporate governance level of the Company and use the suggestions from the CG rating results to improve the Company’s operations.

In 2008, the Company received average of 81% score for CG rating from the IOD. The company is one of 75 companies that received an excellent score. This is a clear indication of the Company’s commitment to the development of good corporate governance development. The Company believes that operating under the principles of corporate governance will help it maintain steady and sustainable growth while adding to its value.

(Mr. Suthichart Chirathivat) Chairman, the Corporate Governance Committee

124

The Company’s Board of Directors has a policy to undertake risk management by determining policies and objectives of risk management to ensuring the Company’s business risk is controlled to an acceptable level. The Board of Directors appointed the Risk Management Committee, which is comprised of 11 senior executives with the CEO as the chairman. The Committee’s responsibility is to ensure that the Company employs an effective risk management policy across functions and throughout its operations. In 2008 the Risk Management Committee fulfilled its duties as assigned by the Corporate Governance Committee and the Board of Directors to set policy, strategy, goals and oversee risk management. The specific activities of the Risk Management Committee were as follows: 1. Approved the policy and scope of work on risk management and oversaw the structure of the operation and risk management processes to communicate to all employees in every department to ensure their understanding about the importance of risk management as well as to ensure that the scope and process of risk management are comprehensive and consistent 2. Appointed a Risk Manager and Risk Representatives in each department to efficiently and continuously support and evaluate the activities and report on the risk management of each department 3. Considered processes and plans for risk management to ensure the effectiveness of internal controls in maintaining risk at an acceptable level that is suitable with changes in the environment 4. Considered the corporate risk profile related to the objectives and strategy of the company. The Committee considered all risk items in detail and suggested useful ways to decrease the risks 5. Evaluated the results of risk management in each department regularly, including providing suggestions to develop plans to decrease risk. The objective is to ensure that the Company has adequate plans to manage risk. The Risk Management Committee considered the risk management reports and evaluated major riskrelated trends to ensure the Company’s risk management policy and scope correspond to the actual environment. The risk management situation at the branch level is determined by way of a risk and control selfassessment implemented through an internal questionnaire. This questionnaire will create awareness of the importance of risk and internal controls among management and employees at the branch level. The risk management report will be provided to the Company for analysis and action in developing appropriate internal control processes. The Company continually enhances its risk management system for the whole company. Currently, the Company manages risks covering all important areas and starts the risk management process at the branch level. The Company appropriately aligns its risk management with its strategies and plans. The Company can effectively manage known risks as well as those stemming from unexpected changes in the environment in order to ensure that it meets its goals as targets.

(Mr Yves Bernard Braibant) Chairman, the Risk Management Committee

125

Report of the Risk Management Committee

Big C Supercenter Public Company Limited and its subsidiaries Report and consdidated financial statements 31 December 2008 and 2007

126

To the Shareholders of Big C Supercenter Public Company Limited I have audited the accompanying consolidated balance sheets of Big C Supercenter Public Company Limited and its subsidiaries as at 31 December 2008 and 2007, the related consolidated statements of income, changes in shareholderâ&#x20AC;&#x2122;s equity and cash flows for the years then ended, and the separate financial statements of Big C Supercenter Public Company Limited for the same periods. These financial statements are the responsibility of the management of the Company and its subsidiaries as to their correctness and the completeness of the presentation. My responsibility is to express an opinion on these financial statements based on my audits. I conducted my audits in accordance with generally accepted auditing standards. Those standards require that I plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. I believe that my audits provide a reasonable basis for my opinion. In my opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Big C Supercenter Public Company Limited and its subsidiaries and of Big C Supercenter Public Company Limited as at 31 December 2008 and 2007, and the results of their operations and cash flows for the years then ended in accordance with generally accepted accounting principles.

(Saifon Inkaew) Certified Public Accountant (Thailand) No.4434

Ernst & Young Office Limited Bangkok: 24 February 2009

127

Financial Statements

Report of Independent Auditor

Big C Supercenter Public Company Limited and its subsidiaries Balance sheets As at 31 December 2008 and 2007 (Unit: Baht)

Consolidated financial statements Separate financial statements Note

2008

2007

2008

2007

1,381,909,917

1,749,973,177

1,267,478,692

1,603,652,162

Assets Current assets Cash and cash equivalents Trade accounts receivable-net

74,657,808

151,307,901

70,428,872

144,701,366

Amounts due from related parties

80,593,933

55,182,582

581,108,462

496,835,827

Inventories-net

5,171,335,334

5,011,057,722

4,997,724,287

4,830,646,625

1,210,768,938

999,598,347

1,162,418,544

954,772,754

426,945,523

404,985,997

425,465,323

404,838,868

Other current assets Rental and other service receivable - net VAT refundable

95,460,437

123,779,729

84,188,189

112,712,290

Total other current assets

Others

1,733,174,898

1,528,364,073

1,672,072,056

1,472,323,912

Total current assets

8,441,671,890

8,495,885,455

8,588,812,369

8,548,159,892

Non-current assets Loans to subsidiary companies

49,149,399

69,369,568

Investments in subsidiaries - net

2,299,408,358

Other long-term investment

Property, plant and equipment - net

Intangible assets - net

159,538,460 360,621,352

360,621,352

3,339,110,238

3,417,350,973

3,233,942,302

3,305,704,755

24,872,503,266 22,390,874,495 21,548,328,111 18,856,472,504 133,033,763

159,232,300

132,625,872

Other non-current assets Goodwill on business combination - net Leasehold rights - net Others Total other non-current assets

157,832,297

137,331,891

156,715,128

133,448,319

3,857,563,887

3,915,304,216

3,390,657,430

3,439,153,074

Total non-current assets

28,889,605,613 26,439,212,474 27,446,775,598 24,797,029,376

Total assets

37,331,277,503 34,935,097,929 36,035,587,967 33,345,189,268

The accompanying notes are an integral part of the financial statements.

128

Big C Supercenter Public Company Limited and its subsidiaries Balance sheets (continued) As at 31 December 2008 and 2007 (Unit: Baht)

Consolidated financial statements Separate financial statements Note

2008

2007

2008

2007

3,000,000,000

2,035,000,000

3,000,000,000

2,035,000,000

Liabilities and shareholdersâ&#x20AC;&#x2122; equity Current liabilities Short-term loans from financial institutions

Trade accounts payable Amounts due to related parties

12,318,547,375 11,884,441,828 11,973,188,074 11,496,378,523 7

138,959,856

161,298,903

181,994,964

232,771,284

18,027,590

20,051,823

8,445,544

3,057,576

Current portion of unearned leasehold rights Loans from subsidiary companies

1,861,752,885

1,607,436,900

127,505,635

143,017,855

126,711,815

142,224,035

287,341,638

434,172,133

202,826,726

339,756,656

1,050,837,322

1,527,074,527

1,026,474,835

1,503,100,025

806,711,301

1,067,193,180

783,535,597

992,775,460

Short-term provisions Other current liabilities Corporate income tax payable Other payables Accrued expenses Others Total other current liabilities Total current liabilities

938,716,639

932,707,215

880,764,972

843,045,396

3,083,606,900

3,961,147,055

2,893,602,130

3,678,677,537

18,686,647,356 18,204,957,464 20,045,695,412 19,195,545,855

Non-current liabilities Unearned leasehold rights - net of current portion

190,914,287

51,441,640

175,554,270

26,499,577

197,946,756

146,929,445

197,946,756

146,929,445

Other non-current liabilities Retention payables Deposits for rental and others Total other non-current liabilities Total non-current liabilities Total liabilities

885,540,344

764,325,370

839,366,790

701,371,482

1,083,487,100

911,254,815

1,037,313,546

848,300,927

1,274,401,387

962,696,455

1,212,867,816

874,800,504

19,961,048,743 19,167,653,919 21,258,563,228 20,070,346,359

The accompanying notes are an integral part of the financial statements.

129

Big C Supercenter Public Company Limited and its subsidiaries Balance sheets (continued) As at 31 December 2008 and 2007 (Unit: Baht)

Consolidated financial statements Separate financial statements Note

2008

2007

2008

2007

8,250,000,000

801,386,574 ordinary shares of Baht 10 each

8,013,865,740

Share premium

2,245,689,584

(489,750)

(65,753,698)

Shareholders’ equity Share capital Registered 825,000,000 ordinary shares of Baht 10 each Issued and fully paid up

Unrealized loss on decline in value of long-term investments

Excess of investment in subsidiary company arising as a result of additional purchase of investment in the subsidiary company at a price higher than the net book value of the subsidiary company at the acquisition date Retained earnings Appropriated - statutory reserve

Unappropriated Equity attributable to the Company’s shareholders

743,659,479

587,700,000

666,700,000

529,100,000

6,415,501,502

4,969,408,046

3,851,259,165

2,486,677,335

7,159,160,981

5,557,108,046

4,517,959,165

3,015,777,335

17,352,472,857 15,750,419,922 14,777,024,739 13,274,842,909

Minority interest - equity attributable to minority shareholders of subsidiaries

17,755,903

17,024,088

Total shareholders’ equity

17,370,228,760 15,767,444,010 14,777,024,739 13,274,842,909

Total liabilities and shareholders’ equity

37,331,277,503 34,935,097,929 36,035,587,967 33,345,189,268

The accompanying notes are an integral part of the financial statements.

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130

Big C Supercenter Public Company Limited and its subsidiaries Income statements For the years ended 31 December 2008 and 2007 (Unit: Baht)

Consolidated financial statements Separate financial statements Note

2008

2007

2008

2007

Revenues Sales

67,291,637,382 61,600,000,551 65,598,572,869 59,744,034,899

Rental and service income Other income

Total revenues

3,148,330,786

2,727,252,911

2,989,040,026

2,561,177,349

7,825,564,840

6,573,020,729

7,912,888,903

6,786,087,186

78,265,533,008 70,900,274,191 76,500,501,798 69,091,299,434

Expenses Cost of sales

62,218,794,125 56,437,029,568 60,839,386,610 54,905,995,055

Selling expenses

10,873,077,980

Administrative expenses

1,199,562,752

Total expenses

9,669,706,945 10,748,418,875

9,496,575,990

1,073,828,757

1,199,562,752

74,291,434,857 67,180,565,270 72,787,368,237 65,476,399,802

Income before finance cost and 3,974,098,151

3,719,708,921

3,713,133,561

3,614,899,632

Finance cost

corporate income tax

(149,264,988)

(84,651,078)

(207,366,245)

(145,597,929)

Income before corporate income tax

3,824,833,163

3,635,057,843

3,505,767,316

3,469,301,703

Corporate income tax

(956,771,317) (1,104,595,692)

(753,900,727)

(901,660,310)

Net income for the year

2,868,061,846

2,530,462,151

2,751,866,589

2,567,641,393

2,851,737,694

2,502,454,671

2,751,866,589

2,567,641,393

3.43

3.20

Net income attributable to: Equity holders of the parent Minority interests of the subsidiaries

Earnings per share

16,324,152

28,007,480

2,868,061,846

2,530,462,151

3.56

3.12

Basic earnings per share Net income attributable to equity holders of the parent

The accompanying notes are an integral part of the financial statements.

131

Big C Supercenter Public Company Limited and its subsidiaries Statements of cash flows For the years ended 31 December 2008 and 2007 (Unit: Baht)

Consolidated financial statements Separate financial statements Note

2008

2007

2008

2007

3,824,833,163

3,635,057,843

3,505,767,316

3,469,301,703

2,466,803,118

2,076,612,488

2,234,964,816

1,833,855,050

Amortisation of deferred income

(22,981,555)

(19,029,936)

(5,942,480)

(2,503,361)

Reversal of allowance for doubtful debt

(17,734,988)

(4,591,475)

(15,994,948)

(4,549,608)

(28,460,870)

(24,160,376)

(26,566,312)

(24,574,858)

(14,871,436)

Cash flows from operating activities Net income before tax Adjustments to reconcile net income before tax to net cash provided by (paid from) operating activities: Depreciation and amortisation

Reversal of provision for obsolete, damage and shrinkage inventory Reversal of allowance for impairment in property, plant and equipment Written off withholding tax deducted at source

1,667,723

12,689

Reversal of provision for contingent liabilities

(15,512,400)

(4,560,657)

(15,512,400)

(4,560,657)

Reversal of long outstanding liabilities

(32,883,328)

(18,825,197)

(12,834,300)

(11,597,194)

25,544,756

1,187,700

(2,346,000)

1,187,700

(2,346,000)

(1,468,287)

(295,379)

(1,449,209)

(56,673)

Goodwill amortisation Unrealized (gain) loss on exchange Gain on sales of property, plant and equipment Dividend income from subsidiaries

(368,975,003)

(487,668,264)

(738,368)

(1,390,994)

(2,610,860)

(9,656,753)

149,264,988

84,651,078

207,366,245

145,597,929

6,323,976,896

5,731,807,404

5,499,400,565

4,886,369,878

Interest income Interest expenses Income from operating activities before changes in operating assets and liabilities

The accompanying notes are an integral part of the financial statements.

132

Big C Supercenter Public Company Limited and its subsidiaries Statements of cash flows (continued) For the years ended 31 December 2008 and 2007 (Unit: Baht)

Consolidated financial statements Separate financial statements 2008 2007 2008 2007 Cash flows from operating activities (continued) Operating assets (increase) decrease Trade accounts receivable Amounts due from related parties Inventories Other current assets Other non-current assets Operating liabilities increase (decrease) Trade accounts payable Amounts due to related parties Other current liabilities Other non-current liabilities Cash flows from operating activities Cash paid for interest expenses Cash paid for corproate income tax Net cash flows from operating activities Cash flows from investing activities Decrease in loans to subsidiary companies Cash received from leasehold refund Proceeds from sales of property, plant and equipment Cash paid for purchase of property, plant and equipment Cash received from interest income Increase in computer software Increase in leasehold rights Dividend income from subsidiaries Net cash used in investing activities Cash flows from financing activities Increase in short-term loans from financial institutions Increase in loans from subsidiary companies Decrease in long-term loan from related company Dividend paid Decrease in minority interest Net cash flows from (used in) financing activities Net increase (decrease) in cash and cash equivalents Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year

76,744,516 (25,411,351) (131,816,742) (198,064,969) (7,454,835)

(33,420,477) (4,458,680) (164,341,463) (520,898,125) 7,393,602

74,366,917 (82,578,274) (140,511,350) (193,192,261) (7,519,516)

(31,872,980) (54,120,046) (176,932,891) (513,434,589) 8,130,546

467,108,623 1,418,728,829 (21,400,938) 29,840,329 (332,265,225) 469,673,864 332,662,254 135,847,342 6,484,078,229 7,070,172,625 (151,146,690) (107,738,696) (1,103,601,812) (1,058,960,529) 5,229,329,727 5,903,473,400

494,516,478 (51,038,774) (251,030,609) 344,009,792 5,686,422,968 (208,735,521) (890,830,657) 4,586,856,790

1,450,915,936 (2,117,541) 419,362,510 172,635,799 6,158,936,622 (153,319,944) (858,705,665) 5,146,911,013

20,220,169 188,996,898 10,000,000 10,000,000 5,246,176 11,959,403 5,126,705 11,453,356 (5,185,318,933) (5,203,955,803) (5,170,118,362) (5,198,097,727) 687,419 1,570,879 865,551 8,051,965 (22,673,969) (73,252,337) (22,673,969) (72,853,322) (95,056,584) (206,839,775) (95,056,583) (195,339,776) 368,975,003 487,668,264 (5,297,115,891) (5,460,517,633) (4,892,661,486) (4,760,120,342)

965,000,000 2,035,000,000 965,000,000 2,035,000,000 254,315,985 18,748,996 - (745,500,000) - (745,500,000) (1,249,684,759) (1,250,163,055) (1,249,684,759) (1,250,163,055) (15,592,337) (15,561,527) (300,277,096) 23,775,418 (30,368,774) 58,085,941 (368,063,260) 466,731,185 (336,173,470) 444,876,612 1,749,973,177 1,283,241,992 1,603,652,162 1,158,775,550 1,381,909,917 1,749,973,177 1,267,478,692 1,603,652,162

The accompanying notes are an integral part of the financial statements.

133

134 Big C Supercenter Public Company Limited and its subsidiaries Statements of changes in shareholdersâ&#x20AC;&#x2122; equity For the years ended 31 December 2008 and 2007 (Unit: Baht)

Consolidated financial statements Equity attributable to the parentâ&#x20AC;&#x2122;s shareholders Excess of investment in subsidiary company arising as a result of additional purchase of investment in the subsidiary company at

Minority

a price higher than

interest - equity

Unrealized

loss on decline the net book value

Note Balance as at 31 December 2006

Issued and

in value of

of the subsidiary

fully paid-up

long-term

company at the Appropriated -

share capital

Share premium

8,013,865,740

2,245,689,584

Net income for the year Dividend paid

Total equity

investments (489,750)

Retained earnings

acquisition date statutory reserve Unappropriated (65,753,698)

400,550,000

3,904,266,430

attributable to

minority

the parentâ&#x20AC;&#x2122;s

shareholders of

shareholders

subsidiaries

14,498,128,306

4,578,135

Total 14,502,706,441

2,502,454,671

28,007,480

2,530,462,151

(1,250,163,055)

187,150,000

(187,150,000)

(15,561,527)

8,013,865,740

2,245,689,584

(489,750)

(65,753,698)

587,700,000

4,969,408,046

15,750,419,922

17,024,088

15,767,444,010

Unappropriated retained earnings transferred to statutory reserve Minority interests in subsidiary companies decrease from dividend payment Balance as at 31 December 2007

The accompanying notes are an integral part of the finacial statements.

Big C Supercenter Public Company Limited and its subsidiaries Statements of changes in shareholdersâ&#x20AC;&#x2122; equity (continued) For the years ended 31 December 2008 and 2007 (Unit: Baht)

Minority

a price higher than

interest - equity

Unrealized

loss on decline the net book value

Note Balance as at 31 December 2007

Issued and

in value of

of the subsidiary

fully paid-up

long-term

company at the Appropriated -

share capital

Share premium

8,013,865,740

2,245,689,584

Net income for the year Dividend paid

Total equity

investments (489,750)

Retained earnings

acquisition date statutory reserve Unappropriated (65,753,698)

587,700,000

4,969,408,046

attributable to

minority

the parentâ&#x20AC;&#x2122;s

shareholders of

shareholders

subsidiaries

15,750,419,922

17,024,088

Total 15,767,444,010

2,851,737,694

16,324,152

2,868,061,846

(1,249,684,759)

155,959,479

(155,959,479)

(15,592,337)

8,013,865,740

2,245,689,584

(489,750)

(65,753,698)

743,659,479

6,415,501,502

17,352,472,857

17,755,903

17,370,228,760

Unappropriated retained earnings transferred to statutory reserve Minority interests in subsidiary companies decrease from dividend payment Balance as at 31 December 2008

The accompanying notes are an integral part of the finacial statements.

135

136 Big C Supercenter Public Company Limited and its subsidiaries Statements of changes in shareholdersâ&#x20AC;&#x2122; equity (continued) For the years ended 31 December 2008 and 2007 (Unit: Baht)

Separate financial statements Unrealized loss on decline Issued and

in value of

fully paid-up Note

Appropriated -

share capital

Share premium

investments

8,013,865,740

2,245,689,584

(489,750)

400,550,000

1,297,748,997

11,957,364,571

2,567,641,393

(1,250,163,055)

128,550,000

(128,550,000)

8,013,865,740

2,245,689,584

(489,750)

529,100,000

2,486,677,335

13,274,842,909

Balance as at 31 December 2006 Net income for the year Dividend paid

long-term

Retained earnings

statutory reserve Unappropriated

Total

Unappropriated retained earnings transferred to statutory reserve Balance as at 31 December 2007

The accompanying notes are an integral part of the finacial statements.

Big C Supercenter Public Company Limited and its subsidiaries Statements of changes in shareholdersâ&#x20AC;&#x2122; equity (continued) For the years ended 31 December 2008 and 2007 (Unit: Baht)

Separate financial statements Unrealized loss on decline

Note Balance as at 31 December 2006 Net income for the year Dividend paid

Issued and

in value of

fully paid-up

long-term

share capital

Share premium

investments

8,013,865,740

2,245,689,584

(489,750)

Retained earnings Appropriated statutory reserve Unappropriated 529,100,000

2,486,677,335

Total 13,274,842,909

2,751,866,589

(1,249,684,759)

137,600,000

(137,600,000)

8,013,865,740

2,245,689,584

(489,750)

666,700,000

3,851,259,165

14,777,024,739

Unappropriated retained earnings transferred to statutory reserve Balance as at 31 December 2007

The accompanying notes are an integral part of the finacial statements.

137

Note to Finacial Statements

Big C Supercenter Public Company Limited and its subsidiaries Notes to consolidated financial statements For the years ended 31 December 2008 and 2007 1. General information 1.1 Corporate information Big C Supercenter Public Company Limited (“the Company”) is a public company incorporated and domiciled in Thailand. Its parent company is Casino Guichard Perrachon which was incorporated in France. The Company’s principal activity is hypermarket business and its registered address is 97/11, 6th Floor, Rajadamri Road, Lumpini, Pathumwan, Bangkok. As at 31 December 2008, the Company and its subsidiaries operate 86 stores (the Company only: 84 stores) (2007: the Company and its subsidiaries 57 stores and the Company only: 55 stores).

1.2 Economic crisis The financial crisis experienced by the United States of America over the past year has had a far reaching adverse effect on the global economy as evidenced by sharp falls in share prices worldwide, a tight squeeze on credit including interbank lending, failures of large financial institutions and reduced consumer confidence. The crisis has substantially affected the business and financial plans of Thailand enterprises and asset value. Despite efforts made by governments of many countries to contain the crisis, it remains uncertain as to when the global economy will return to normalcy. These financial statements have been prepared on the bases of facts currently known to the Company, and on estimates and assumptions currently considered appropriate. However, they could be adversely affected by an array of future events.

2. Basis of preparation 2.1 The financial statements have been prepared in accordance with accounting standards enunciated under the Accounting Profession Act B.E. 2547 and their presentation has been made in compliance with the stipulations of the Notification of the Department of Business Development dated 14 September 2001, issued under the Accounting Act B.E. 2543. The financial statements in Thai language are the official statutory financial statements of the Company. The financial statements in English language have been translated from such financial statements in Thai language. The financial statements have been prepared on a historical cost basis except where otherwise disclosed in the accounting policies. 2.2 Basis of consolidation a) The consolidated financial statements include the financial statements of Big C Supercenter Public Company Limited (“the Company”), and the following subsidiary companies (“the subsidiaries”):

Subsidiaries which were directly held by the Company Equity interest of the Company

2008

2007

2008

2007

Million

Percent

Baht

300 1,300

100.00 100.00

100.00

Surat Big C Limited Big C Distribution Co., Ltd. Chiengrai Big C Co., Ltd.

200 1 180

100.00 100.00 100.00

Flexpay Co., Ltd.

100

51.00

Chiengmai Big C (2001) Co., Ltd. Central Superstore Limited Theparak Big C Limited

138

Registered share capital

Nature of business

Dormant Rental of immovable assets and holding company Rental of immovable assets and holding company Rental of immovable assets Dormant Rental of immovable assets Dormant

Indirect Subsidiaries which were held by the Company’s subsidiaries Registered

Equity interest

share capital

Investment through Central Superstore Limited Central Pattaya Co., Ltd. Udon Big C Co., Ltd. Inthanon Land Co., Ltd. Investment through Theparak Big C Co., Ltd. Big C Fairy Limited Pharam II Big C Co., Ltd. Pitsanulok Big C Co., Ltd.

of the Company

Nature of business

2008

2007

2008

2007

Million

Percent

Baht

80 850 841

100.00 100.00 100.00

Rental of immovable assets Rental of immovable assets Rental of immovable assets

440 5 1,050

96.82 99.99 92.38

Retail Rental of immovable assets Retail

b) Subsidiaries are fully consolidated as from the date of acquisition, being the date on which the Company obtains control, and continue to be consolidated until the date when such control ceases. c) The financial statements of the subsidiaries are prepared for the same reporting period as the parent company, using consistent significant accounting policies. d) Material balances and transactions between the Company and its subsidiary companies have been eliminated from the consolidated financial statements. e) The excess of the fair value of net assets at the date of the acquisition of the subsidiaries over related cost of investment is accounted as “Goodwill - net” in the balance sheets. f) For the book of account, upon additional acquisition of additional shares of subsidiaries (repurchase shares from minority interest), the excess of cost of the investment at the acquisition date over the fair value of the net asset has been presented as share holder equity in balance sheet under “Excess of investments in subsidiary companies arising as a result of additional purchase of investments in the subsidiary companies at a price higher than the net book value of the subsidiary companies at the acquisition date”. g) Percentage of total assets and revenues to the consolidated financial statements. The consolidated financial statements include the financial statements for the years ended 31 December 2008 and 2007 of Big C Supercenter Public Company Limited and its subsidiaries. The percentage of total assets and revenues for the years ended 31 December 2008 and 2007 to the consolidated financial statements are following: Subsidiary’s total assets

Subsidiary’s total revenues

as a percentage to

the consolidated total

2008

2007

2008

2007

Subsidiaries 1. Chiengmai Big C (2001) Co., Ltd.

0.67

0.71

0.01

0.02

2. Inthanon Land Co., Ltd.

1.86

1.99

0.08

0.09

3. Central Superstore Limited

5.50

5.64

0.22

0.47

4. Theparak Big C Limited

5.75

5.96

0.49

0.73

5. Surat Big C Limited

0.94

1.02

0.04

0.05

6. Big C Distribution Co., Ltd.

0.01

7. Udon Big C Co., Ltd.

1.40

1.42

0.08

0.09

8. Pitsanulok Big C Co., Ltd.

3.50

3.74

2.22

2.41

0.62

0.67

0.06

0.08

10. Flexpay Co., Ltd.

9. Chiengrai Big C Co., Ltd.

0.12

0.13

11. Central Pattaya Co., Ltd.

0.28

0.40

0.04

0.11

12. Big C Fairy Limited

2.45

2.57

2.54

2.69

13. Pharam II Big C Co., Ltd.

0.02

0.01

139

g) Minority interests represent the portion of net income or loss and net assets of the subsidiaries that are not held by the Company and are presented separately in the consolidated income statement and within equity in the consolidated balance sheet. 2.3 The separate financial statements, which present investments in subsidiaries presented under the cost method, have been prepared solely for the benefit of the public.

3. Adoption of new accounting standards 3.1 Accounting Standards which are effective for the current year The Federation of Accounting Professions has issued Notification No. 9/2550, 38/2550 and 62/2550 mandating the use of new accounting standards as follows: TAS 25 (revised 2007) Cash Flow Statements TAS 29 (revised 2007) Leases TAS 31 (revised 2007) Inventories TAS 33 (revised 2007) Borrowing Costs TAS 35 (revised 2007) Presentation of Financial Statements TAS 39 (revised 2007) Accounting Policies, Changes in Accounting Estimates and Errors TAS 41 (revised 2007) Interim Financial Reporting TAS 43 (revised 2007) Business Combinations TAS 49 (revised 2007) Construction Contracts TAS 51 Intangible Assets These accounting standards become effective for the financial statements for fiscal years beginning on or after 1 January 2008. The management has assessed the effect of these standards and believes that TAS 49 (revised 2007) is not relevant to the business of the Company, whereas TAS 25 (revised 2007), TAS 29 (revised 2007), TAS 31 (revised 2007), TAS 33 (revised 2007), TAS 35 (revised 2007), TAS 39 (revised 2007), TAS 41 (revised 2007) and TAS 51 do not have any significant impact on the financial statements for the current year. The following accounting standard has an impact to the financial statements for the current year. TAS 43 (revised 2007) â&#x20AC;&#x153;Business Combinationsâ&#x20AC;? TAS 43 (revised 2007) does not require the amortisation of goodwill acquired in a business combination. Such goodwill is instead to be tested for impairment, and measured at cost less accumulated impairment losses. This accounting standard applies to goodwill arising from business combinations for which the agreement date is on or after 1 January 2008. Previously recognised goodwill can be accounted for prospectively, with the Company discontinuing the amortisation of the goodwill and instead testing for impairment, as from the beginning of the first fiscal year starting on or after 1 January 2008. 3.2 Accounting standards which are not effective for the current year The Federation of Accounting Professions has also issued Notification No. 86/2551 mandating the use of the following new accounting standards: TAS 36 (revised 2007) Impairment of Assets TAS 54 (revised 2007) Non-current Assets Held for Sale and Discontinued Operations These accounting standards will become effective for the financial statements for fiscal years beginning on or after 1 January 2009. The management has assessed the effect of these standards and believes that they will not have any significant impact on the financial statements for the year in which they are initially applied.

4. Significant accounting policies 4.1 Revenue recognition Sales of goods Sales of goods are recognized when the significant risks and rewards of ownership of the goods have passed to the buyer. Sales are the invoiced value, excluding value added tax, of goods supplied after deducting discounts and allowances. Rental and service income Rental and service income are recognised proportionately over the term of the lease and service agreements. Interest income Interest income is recognised on an accrual basis based on the effective interest rate. Dividends Dividends are recognised when the right to receive the dividends is established.

4.2 Cash and cash equivalents Cash and cash equivalents consist of cash in hand, cash at banks, and all highly liquid investments with an original maturity of three months or less and not subject to withdrawal restrictions.

140

4.3 Trade accounts receivable and allowance for doubtful accounts Trade accounts receivable are stated at the net realisable value. Allowance for doubtful accounts is provided for the estimated losses that may be incurred in the collection of receivables. The allowance is generally based on collection experiences and analysis of debt aging.

4.4 Inventories Inventories are valued at the lower of cost (the average cost method) and net realisable value.

4.5 Investments a) Investments in subsidiaries are accounted for in the separate financial statements using cost method. b) Investments in non-marketable equity securities, which the Company classified as other investments, are stated at cost net of allowance for loss on diminution in value (if any). In the event the Company reclassifies investments in securities, such investments are adjusted to their fair value as at the reclassification date. Differences between the carrying amount of the investments and their fair value on that date are included in determining income or recorded as surplus (deficit) from change in the value of investments in shareholders’ equity, depending on the type of investment which is reclassified.

4.6 Property, plant and equipment Land is stated at cost. Plant and equipment are stated at cost less accumulated depreciation and allowance for loss on impairment of assets. (if any). Depreciation of plant and equipment is calculated by reference to their costs on the straight-line basis over the following estimated useful lives: Land Improvements 5 - 20 years Building and building improvements 5 - 30 years Furniture, fixtures, tools and office equipment 3 - 20 years Utility systems 5 - 20 years Vehicles 5 years No depreciation is provided for land and construction in progress. Depreciation is recognised in the income statement.

4.7 Borrowing costs Borrowing costs directly attributable to the acquisition, construction or production of an asset that necessarily takes a substantial period of time to get ready for its intended use or sale are capitalised as part of the cost of the respective assets. All other borrowing costs are expensed in the period they are incurred. Borrowing costs consist of interest and other costs that an entity incurs in connection with the borrowing of funds.

4.8 Intangible assets Intangible assets acquired in a business combination are recognised at fair value on the date of acquisition. Other acquired intangible assets are measured at cost. Following initial recognition, intangible assets are carried at cost less any accumulated amortisation and any accumulated impairment losses. Intangible assets with finite lives are amortised on a systematic basis over the economic useful life and tested for impairment whenever there is an indication that the intangible asset may be impaired. The amortisation period and the amortisation method of such intangible assets are reviewed at least at each financial year end. The amortisation expense is charged to the income statement. A summary of the intangible assets with finite useful lives is as follows. Useful lives Computer software 5 years

4.9 Goodwill Goodwill is initially measured at cost, which is the excess of the cost of the business combination over the Company’s share in the net fair value of the acquiree’s identifiable assets, liabilities and contingent liabilities. If the cost of acquisition is less than the fair value of the net assets of the subsidiary acquired, the difference is recognised directly in the income statement. Goodwill is carried at cost less any accumulated impairment losses. Goodwill is tested for impairment annually and when circumstances indicate that the carrying value may be impaired. For the purpose of impairment testing, goodwill acquired in a business combination is allocated to each of the Company’s cash generating units (or group of cash-generating units) that are expected to benefit from the synergies of the combination. The Company estimates the recoverable amount of each cash-generating unit (or group of cash-generating units) to which the goodwill relates. Where the recoverable amount of the cash-generating unit is less than the carrying amount, an impairment loss is recognised. Impairment losses relating to goodwill cannot be reversed in future periods.

141

4.10 Related party transactions Related parties comprise enterprises and individuals that control or are controlled by the Company, whether directly or indirectly, or which are under common control with the Company. They also include associated companies and individuals which directly or indirectly own a voting interest in the Company that gives them significant influence over the Company, key management personnel, directors and officers with authority in the planning and direction of the Companyâ&#x20AC;&#x2122;s operations.

4.11 Long-term leases Leases of property, plant or equipment which transfer substantially all the risks and rewards of ownership are classified as finance leases. Finance leases are capitalised at the lower of the fair value of the leased assets and the present value of the minimum lease payments. The outstanding rental obligations, net of finance charges, are included in other long-term payables, while the interest element is charged to the income statements over the lease period. The property, plant or equipment acquired under finance leases is depreciated over the useful life of the asset. Lease of assets where a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases are recognised as expenses in the income statements over the period of the lease.

4.12 Leasehold rights Leasehold rights are amortised on the straight-line basis over the lease period.

4.13 Foreign currencies Transactions in foreign currencies are translated into Baht at the exchange rate ruling at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are translated into Baht at the exchange rate ruling at the balance sheet date. Gains and losses on exchange are recognised in the income statement.

4.14 Impairment of assets At each reporting date, the Company performs impairment reviews in respect of the property, plant and equipment and other intangible assets whenever events or changes in circumstances indicate that an asset may be impaired. The Company also carries out annual impairment reviews in respect of goodwill. An impairment loss is recognised when the recoverable amount of an asset, which is the higher of the assetâ&#x20AC;&#x2122;s fair value less costs to sell and its value in use, is less than the carrying amount. In determining value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. In determining fair value less costs to sell, an appropriate valuation model is used. These calculations are corroborated by a valuation model that, based on information available, reflects the amount that the Company could obtain from the disposal of the asset in an armâ&#x20AC;&#x2122;s length transaction between knowledgeable, willing parties, after deducting the costs of disposal. An impairment loss is recognised in the income statement.

4.15 Employee benefits Salary, wages, bonuses and contributions to the social security fund and provident fund are recognised as expenses when incurred.

4.16 Provisions Provisions are recognised when the Company and its subsidiaries have a present obligation as a result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation, and a reliable estimate can be made of the amount of the obligation.

4.17 Income Tax Income tax is provided in the accounts based on taxable profits determined in accordance with tax legislation. The Company and its subsidiaries had added back disallowable expenses and provisions and has deducted the portion of dividend income which is exempted from income tax.

4.18 Financial instruments The Company and its subsidiaries have no policy to speculate in or engage in the trading of any financial derivative instruments.

5. Significant accounting judgments and estimates The preparation of financial statements in conformity with generally accepted accounting principles at times requires management to make subjective judgments and estimates regarding matters that are inherently uncertain. These judgments and estimates affect reported amounts and disclosures and actual results could differ. Significant judgments and estimates are as follows:

142

Allowance for doubtful accounts In determining an allowance for doubtful accounts, the management needs to make judgment and estimates based upon, among other things, past collection history, aging profile of outstanding debts and the prevailing economic condition.

Allowance for diminution in value of inventory The determination of allowances for diminution in the value of inventory, requires management to make judgments and estimates. The allowance for decline in net realizable value is estimated based on the selling price expected in the ordinary course of business; and provision for obsolete, slow-moving and deteriorated inventories, that is estimated based on the approximate useful life of each type of inventory.

Leases In determining whether a lease is to be classified as an operating lease or finance lease, the management is required to use judgment regarding whether significant risk and rewards of ownership of the leased asset has been transferred, taking into consideration terms and conditions of the arrangement.

Property plant and equipment/Depreciation In determining depreciation of plant and equipment, the management is required to make estimates of the useful lives and salvage values of the Companyâ&#x20AC;&#x2122;s plant and equipment and to review estimate useful lives and salvage values when there are any changes. In addition, the management is required to review property, plant and equipment for impairment on a periodical basis and record impairment losses in the period when it is determined that their recoverable amount is lower than the carrying amount. This requires judgments regarding forecast of future revenues and expenses relating to the assets subject to the review.

Goodwill and intangible assets The initial recognition and measurement of goodwill and other intangible assets, and subsequent impairment testing, require management to make estimates of cash flows to be generated by the asset or the cash generating units and to choose a suitable discount rate in order to calculate the present value of those cash flows.

Litigation The Company has contingent liabilities as a result of litigation. The Companyâ&#x20AC;&#x2122;s management has used judgment to assess of the results of the litigation and believes that the Company will receive favorable ruling for the cases. However for prudent reason the management has used judgment to set up certain provision for litigation as at the balance sheet date.

6. Trade accounts receivable The balances of trade accounts receivable as at 31 December 2008 and 2007, aged on the basis of due dates, are summarised below. (Unit: Thousand Baht)

Age of receivables Within 3 months More than 12 months Total accounts receivable Less: Allowance for doubtful accounts Trade accounts receivable - net

Consolidated financial statements 2008 2007

Separate financial statements 2008 2007

73,708 1,302 75,010 (352) 74,658

69,479 1,302 70,781 (352) 70,429

150,823 932 151,755 (447) 151,308

144,216 932 145,148 (447) 144,701

7. Related party transactions During the years, the Company had significant business transactions with its subsidiaries (eliminated from the consolidated financial statements) and related companies (related by way of common shareholders and/or directors) mostly in respect of borrowings, purchase/sales of goods and services and rental of fixed assets. The Company has the following policies on pricing for its related transactions: 1. Sales and cost of goods transactions, the prices will be based on the agreed prices between the parties. 2. Rental and service income and expenses will be based on the contract prices between the parties and according to market price. 3. Management fee income and expenses will be based on the agreed prices between the parties and/or market price. 4. Inter-company loan, interest rate will be based on the interest rate close to those charged by commercial bank to normal customer. 5. Dividend income is recognized when declared.

143

Significant transactions between the Company and its subsidiaries and related companies are summarised below : (Unit: Thousand Baht)

Consolidated financial statements

Separate financial statements

2008

2007

2008

2007

Sales of goods Rental and service income

1,638,805 48,644

1,412,043 41,435

Interest income Dividend income (Note 10)

2,153 368,975

8,533 487,668

Purchases of goods Rental and service expenses

21,589 390,854

14,839 454,370

Interest expense Transactions with related companies

58,099

60,949

Other income Rental and service income

89,953 221,220

45,274 181,895

89,466 197,073

45,139 158,588

Purchases of goods Rental and service expenses

32,681 214,331

31,179 209,913

30,546 189,374

27,609 185,349

75,813 1,200

66,998 1,200

75,813 1,200

66,998 1,200

19,422

Transactions with subsidiary companies

Management fee expense and other expense Tax consulting fee Interest expense

As at 31 December 2008 and 2007, the balances of the accounts between the Company and those related companies are as follows: (Unit: Thousand Baht)

Consolidated financial statements

Separate financial statements

2008

2007

2008

2007

Subsidiary companies Central Superstore Co., Ltd.

Udon Big C Co., Ltd. Pitsanulok Big C Co., Ltd.

1,047 218,943

1,047 202,189

Big C Fairy Co., Ltd. Theparak Big C Co., Ltd.

273,853 36

232,146 30

Chiengrai Big C Co., Ltd. Chiengmai Big C (2001) Co., Ltd.

174 13

172 34

Flexpay Co., Ltd. Total amounts due from subsidiary companies

8,364 502,430

6,649 442,288

Related companies Central group of companies

36,894

39,910

34,978

39,275

Casino Group Total amounts due from related companies

43,700 80,594

15,273 55,183

43,700 78,678

15,273 54,548

Total amounts due from related parties

80,594

55,183

581,108

496,836

Central Superstore Co., Ltd. Pitsanulok Big C Co., Ltd.

20,221 -

Chiengrai Big C Co., Ltd. Flexpay Co., Ltd.

1,957 47,191

1,958 47,191

Total loans to subsidiary companies

49,149

69,370

Amounts due from ralated parties

Loans to subsidiary companies

144

(Unit: Thousand Baht)

Consolidated financial statements

Separate financial statements

2008

2007

2008

2007

Central Superstore Co., Ltd.

15,956

23,983

Udon Big C Co., Ltd.

2,234

3,003

Amounts due to related parties Subsidiary companies

Pitsanulok Big C Co., Ltd.

3,381

4,964

Big C Fairy Co., Ltd.

6,500

2,227

Surat Big C Co., Ltd.

3,092

5,309

Theparak Big C Co., Ltd.

5,271

12,186

Chiengrai Big C Co., Ltd.

5,559

6,737

Praram 2 Big C Co., Ltd.

3,325

Big C Distribution Co., Ltd.

Chiengmai Big C (2001) Co., Ltd.

23,725

213

Inthanon Land Co., Ltd.

5,209

6,481

Central Pattaya Co., Ltd.

1,417

36,488

Total amounts due to subsidiary companies

72,413

104,965

Central Pattana Public Company Limited

19,291

22,377

Central group of companies

12,125

35,367

4,868

27,071

107,544

103,555

104,714

100,735

Total amounts due to related companies

138,960

161,299

109,582

127,806

Total amounts due to related parties

138,960

161,299

181,995

232,771

Central Superstore Co., Ltd.

148,500

4,129

Pitsanulok Big C Co., Ltd.

1,308

Big C Fairy Co., Ltd.

1,285

Surat Big C Co., Ltd.

100,732

92,978

Related companies

Distribution Casino - Management fee and other expenses

Loans from subsidiary companies

Theparak Big C Co., Ltd.

1,231,379

1,130,162

Chiengrai Big C Co., Ltd.

83,753

61,854

Big C Distribution Co., Ltd.

3,654

3,624

Chiengmai Big C (2001) Co., Ltd.

293,648

312,097

Total loans from subsidiary companies

1,861,753

1,607,437

145

During 2008, movement of loans to and loans from subsidiary companies were as follow: (Unit: Thousand Baht)

Balance as at

1 January

During the year

2008

Increase

31 December

Decrease

2008

Loans to subsidiary companies Central Superstore Co., Ltd.

20,221

87,203

(107,424)

Udon Big C Co., Ltd.

15,928

(15,928)

Pitsanulok Big C Co., Ltd.

1,566,319

(1,566,318)

Big C Fairy Co., Ltd.

1,761,523

(1,761,523)

Surat Big C Co., Ltd.

10,190

(10,190)

Theparak Big C Co., Ltd.

10,095

(10,095)

Chiengrai Big C Co., Ltd.

1,958

13,514

(13,515)

1,957

Phraram II Big C Co., Ltd.

1,364

(1,364)

Big C Distribution Co., Ltd.

(75)

Chiengmai Big C (2001) Co., Ltd.

4,427

(4,427)

Inthanon Land Co., Ltd.

11,533

(11,533)

Flexpay Co., Ltd.

47,191

(50)

47,191

22,625

(22,625)

69,370

3,504,846

(3,525,067)

49,149

4,129

253,125

(108,754)

148,500

Central Pattaya Co., Ltd. Total loans to subsidiary companies Loans from subsidiary companies Central Superstore Co., Ltd. Udon Big C Co., Ltd. Pitsanulok Big C Co., Ltd.

(2)

1,308

110

(1,380)

Big C Fairy Co., Ltd.

1,285

293

(1,529)

Surat Big C Co., Ltd.

92,978

34,144

(26,390)

100,732

Theparak Big C Co., Ltd.

1,130,162

2,271,909

(2,170,692)

1,231,379

Chiengrai Big C Co., Ltd.

61,854

49,345

(27,446)

83,753

Big C Distribution Co., Ltd.

3,624

3,589

(3,559)

3,654

312,097

13,405

(31,854)

293,648

1,607,437

2,625,922

(2,371,606)

1,861,753

Chiengmai Big C (2001) Co., Ltd. Total loans from subsidiary companies

Directors and management没s remuneration In 2008 the Company and its subsidiaries paid salaries, bonus, meeting allowances and gratuities to their directors and management totaling Baht 125 million (Separate financial statements: Baht 125 million) (2007: Baht 127 million, Separate financial statements: Baht 127 million).

8. Inventories (Unit: Thousand Baht)

Consolidated financial statements Allowance of diminution in value of inventory Reduction cost to net Cost

Inventories Goods in transit Total

146

realisable value

2008

2007

2008

5,488,966

5,353,895

82,933

86,188

5,571,899

5,440,083

Stock obsolescence

2007

2008

2007

(400,564)

Inventory-net 2008

(429,025) 5,088,402 -

2007 4,924,870

82,933

86,188

(429,025) 5,171,335

5,011,058

(Unit: Thousand Baht)

Separate financial statements

2008 Inventories Goods in transit Total

5,302,556 78,931 5,381,487

Allowance of diminution in value of inventory Reduction cost to net Cost realisable value Stock obsolescence 2007 2008 2007 2008 2007 5,160,909 80,067 5,240,976

(383,763) (383,763)

Inventory-net 2008 2007

(410,329) 4,918,793 78,931 (410,329) 4,997,724

4,750,580 80,067 4,830,647

9. Rental and other service receivable (Unit: Thousand Baht)

Consolidated financial statements 2008 2007 1,250,996 1,046,520 (40,227) (46,922) 1,210,769 999,598

Rental and other service receivable Less: Allowance for doubtful accounts Rental and other service receivable - net

Separate financial statements 2008 2007 1,199,083 997,942 (36,665) (43,169) 1,162,418 954,773

10. Investments in subsidiaries Details of investments in subsidiaries as presented in Paid-up share capital Company name 2008 2007 Million Million Baht Baht Chiengmai Big C (2001) Co., Ltd. 300 300 Central Superstore Co., Ltd. 1,220 1,220 Theparak Big C Co., Ltd. 80 80 Chiengrai Big C Co., Ltd. 180 180 Surat Big C Co., Ltd. 140 140 Big C Distribution Co., Ltd. 1 1 Flexpay Co., Ltd. 100 100 Total investments in subsidiary companies Less: Allowance for impairment in investment in a subsidiary company Total investments in subsidiary companies - Net

separate financial statements are as follows: Shareholding Cost Dividend received percentage during the year 2008 2007 2008 2007 2008 2007 % % Thousand Thousand Thousand Thousand Baht Baht Baht Baht 100.00 100.00 190,979 190,979 1,230 100.00 100.00 1,301,998 1,301,998 100.00 100.00 380,137 380,137 340,885 100.00 100.00 284,994 284,994 13,860 481,140 100.00 100.00 140,300 140,300 13,000 99.99 99.99 1,000 1,000 6,528 51.00 51.00 51,000 51,000 2,350,408 2,350,408 368,975 487,668 (51,000) (51,000) 2,299,408 2,299,408

11. Other long-term investment As at 31 December 2008 and 2007, the Company has a long-term investment in ordinary shares of the following company: (Unit: Thousand Baht)

Investment in other companies Status Group Co., Ltd. Less: Allowance for unrealised loss on decline in value Net

Type of business

Paid-up share capital Million Baht

Shareholding percentage %

Dormant

Value of investment under cost method

490 (490) -

147

148 12. Property, plant and equipment Consolidated (Unit: Baht) Construction in Furniture, Leasehold Land

Land

Building and

fixture and

progress and Utility

projects under

improvements

improvements improvements

6,460,784,353

1,001,625,743

50,782,998 11,650,825,393

5,659,213,237

7,233,423,588

52,425,306

163,847,566

22,873,182

2,912,685,413

1,405,994,366

1,701,102,032

(197,803,620)

(4,293,467)

6,513,209,659

1,165,473,309

73,656,180 14,563,510,806

6,867,403,983

8,930,232,153

As at 31 December 2007

469,438,102

27,926,278

3,996,102,048

3,812,551,138

3,064,958,755

3,543,748

- 11,374,520,069

Depreciation for the year

103,094,027

8,213,157

779,285,912

808,245,175

539,402,435

1,230,580

2,239,471,286

(194,423,743)

(4,075,256)

(3,038,413)

(201,542,412)

572,532,129

36,139,435

4,775,387,960

4,426,367,570

3,600,285,934

1,735,915

- 13,412,448,943

31 December 2007

6,460,784,353

532,187,641

22,856,720

7,654,723,345

1,846,662,099

4,168,464,833

440,254

1,704,755,250 22,390,874,495

31 December 2008

6,513,209,659

592,941,180

37,516,745

9,788,122,846

2,441,036,413

5,329,946,219

5,724,872

164,005,332 24,872,503,266

office equipment systems

Vehicles

developments

Total

Cost values: As at 31 December 2007 Acquisitions/Transfer in Disposals/Transfer out As at 31 December 2008

3,984,002

1,704,755,250 33,765,394,564

6,700,000

3,819,288,616 10,084,916,481

(3,223,215) (5,360,038,534) (5,565,358,836) 7,460,787

164,005,332 38,284,952,209

Accumulated depreciation:

Depreciation on disposals/ Transfer out/Written off As at 31 December 2008 Net book value:

Depreciation for the year: 2007

1,876,594,088

2008

2,239,471,286

Separate financial Statements (Unit: Baht) Construction in Furniture, Leasehold Land

Land

improvements

Building and

improvements improvements

fixture and

progress and Utility

office equipment systems

projects under Vehicles

developments

Total

Cost values: As at 31 December 2007 Acquisitions/Transfer in Disposals/Transfer out

4,652,707,565

993,991,241

30,364,982

8,730,895,141

5,366,749,819

5,910,032,352

3,960,002

1,704,755,250 27,393,456,352

52,425,306

163,847,565

22,873,182

2,912,639,993

1,398,037,145

1,696,997,958

6,700,000

3,813,739,081 10,067,260,230

4,705,132,871

1,157,838,806

As at 31 December 2007

Depreciation for the year

As at 31 December 2008

(192,849,093)

(4,219,647)

53,238,164 11,643,535,134

6,571,937,871

7,602,810,663

7,436,787

465,415,009

12,090,076

2,331,673,158

3,567,720,723

2,156,565,132

3,519,750

8,536,983,848

102,840,587

6,647,051

635,080,922

786,394,698

483,053,158

1,230,580

2,015,246,996

(196,614,458)

(3,223,215) (5,356,480,130) (5,556,772,085) 162,014,201 31,903,944,497

Accumulated depreciation:

Depreciation on disposals/ Transfer out/Written off

(189,574,606)

(4,001,439)

(3,038,413)

568,255,596

18,737,127

2,966,754,080

4,164,540,815

2,635,616,851

1,711,917

- 10,355,616,386

31 December 2007

4,652,707,565

528,576,232

18,274,906

6,399,221,983

1,799,029,096

3,753,467,220

440,252

1,704,755,250 18,856,472,504

31 December 2008

4,705,132,871

589,583,210

34,501,037

8,676,781,054

2,407,397,056

4,967,193,812

5,724,870

162,014,201 21,548,328,111

As at 31 December 2008 Net book value:

Depreciation for the year: 2007

1,641,418,019

2008

2,015,246,996

149

As at 31 December 2008, certain plant and equipment items have been fully depreciated but are still in use. The original cost of those assets amounted to approximately Baht 4,687 million (2007: Baht 4,052 million) (Separate financial statements: Baht 3,878 million (2007: Baht 3,179 million)).

13. Intangible assets Details of intangible assets which are computer software are as follows: (Unit: Baht)

Cost Less: Accumulated amortisation Net book vlaue

Consolidated

Separate

financial statements

2008

2007

2008

2007

389,744,571

319,107,558

389,045,523

318,408,510

(230,206,111)

(186,073,795)

(229,813,223)

(185,782,638)

159,538,460

133,033,763

159,232,300

132,625,872

44,132,316

28,424,612

44,030,585

28,355,520

Amortisation expenses included in the income statements for the year

14. Leasehold rights (Unit: Baht)

Cost Less: Accumulated amortisation Net book vlaue

Consolidated

Separate

financial statements

2008

2007

2008

2007

4,669,123,344

4,573,066,760

4,377,599,293

4,281,542,709

(1,330,013,106) (1,155,715,787) (1,143,656,991)

(975,837,954)

3,339,110,238

3,417,350,973

3,233,942,302

3,305,704,755

174,297,319

162,672,424

167,819,037

156,194,145

Amortisation expenses included in the income statements for the year

15. Short-term loans from financial institutions As at 31 December 2008, the Company has long-term loans which were promissory notes from two local banks of Baht 3,000 million with the interest rate charged at 3.50 - 4.00 percent per annum while the repayments of the loans are within fourth quarter of 2009. As at 31 December 2007, the Company has a short-term loan from banks of Baht 2,035 million with the interest rate charged at 3.46-5.20 percent per annum, while the repayment of loan is at call. The Company and its subsidiaries entered into overdraft and credit facilities agreements with local banks and branches of foreign banks. As at 31 December 2008 the credit facilities amount were totaling approximately Baht 15,918 million (2007: Baht 10,128 million) Separate financial statements: Baht 15,735 million (2007: Baht 9,945 million). Under the terms of the above agreements, the Company and its subsidiaries must comply with certain conditions and restrictions stipulated in the agreements.

16. Statutory reserve Pursuant to Section 116 of the Public Limited Companies Act B.E. 2535, the Company is required to set aside to a statutory reserve at least 5 percent of its net income after deducting accumulated deficit brought forward (if any), until the reserve reaches 10 percent of the registered capital. The statutory reserve is not available for dividend distribution.

17. Other income Other income mainly consists of rebate income calculated on the value of purchase at a percentage agreed between the Company and suppliers, the advertising income which is charged to suppliers for the advertisements placed in the Companyâ&#x20AC;&#x2122;s brochures and entrance fees.

150

18. Expenses by nature Significant expenses by nature are as follow: Unit: Thousand Baht)

Consolidated

Separate

financial statements

2007

2008

2007

Salary and wages and other employee benefits

2,993,100

2008

2,597,101

2,905,314

2,510,999

Depreciation

2,239,471

1,876,594

2,015,247

1,641,418

Electricity expenses

1,577,580

1,403,683

1,515,185

1,338,823

Amortisation

227,332

200,018

219,718

192,437

Rental and service expenses

392,646

430,721

355,429

353,496

Changes in inventories of finished goods

131,817

164,341

140,511

176,933

In addition, the Company has expenses that are other expenses by nature, but which are not included in the above; such as advertising and promotional expenses, logiatics expenses, cleaning expenses, and security expenses.

19. Earnings per share Basic earnings per share is calculated by dividing the net income for the year by the weighted average number of ordinary shares in issue during the year.

20. Provident fund The Company and its employees have jointly established a provident fund in accordance with the Provident Fund Act B.E. 2530. Both employees and the Company contribute to the fund monthly at the rate of 3 and 5.5 percent of salary. The fund, which is managed by Thai Farmers Asset Management Company Limited, will be paid to employees upon termination in accordance with the fund rules. Total contributions by the Company and its subsidiaries for the year 2008 amounted to approximately Baht 61.1 million (2007: Baht 53.9 million) and Baht 59.3 million for the Company (2007: Baht 52.1 million).

21. Dividends Dividends declared in the years of 2008 and 2007 consist of the following: Dividend per Dividends

Approved by

Total dividends

(Baht)

Paid on

2008 Final dividend from 2007 income

Annual General Meeting of the shareholders on 29 April 2008

Total for 2008

1,249,684,759

1.56

May 2008

1.56

May 2007

1,249,684,759

2007 Final dividend from 2006 income

Annual General Meeting of the shareholders on 27 April 2007

Total for 2007

1,250,163,055 1,250,163,055

22. Commitments and contingent liabilities Commitments and contingent liabilities at 31 December 2008 are summarised as follows: 22.1 The Company and its subsidiaries had outstanding guarantees of approximately of Baht 204.0 million (31 December 2007: Baht 171.8 million)and approximately Baht 197.7 million for the Company (31 December 2007: Baht 165.5 million) as issued by the banks on behalf of the Company and its subsidiaries for the government agencies in respect of guarantee electricity use and other as required in the normal course of business. 22.2 The Company and its subsidiaries entered into land lease and sub-lease agreements with individuals and related and other companies for the construction of office buildings and department stores for periods ranging from one year to thirty years.

151

As at 31 December 2008, future minimum lease payments required under these non-cancellable agreements were as follows. (Unit: Million Baht)

Payable within : Less than 1 year 1 to 5 years More than 5 years

Consolidated financial statements

Separate financial statements

434 1,578 4,496

761 1,369 4,062

As at 31 December 2008, the Company has future minimum sublease payments expected to be received under non-cancellable subleases from part of the space totaled approximately Baht 83 million. During the year 2008, the Company recognized rental expenses of Baht 6 million and subleasing revenue from part of the space of Baht 3 million. Under the above lease agreement stipulated certain covenants which the Company and its subsidiaries must comply. 22.3 The Company also entered into agreements relating to the transfer of leasehold right and sub-lease arrangements covering part of buildings from existing lessors (which are two related companies). The lease contracts were made with a related company and a local company. The compensation for the transfer of leasehold right and leasing charges during the first eight years starting from 2000, are in the range of approximately Baht 687.5 million to Baht 1,201.6 million, depending on sales volume. Subsequent sub-leasing charges from the ninth year would be based on the market rate for such period, depending on conditions to be agreed between the parties. 22.4 The Company was committed to obligations under agreements with several companies for the construction of office buildings and department stores totaling approximately Baht 309 million (31 December 2007: Baht 1,514 million). 22.5 As at 31 December 2008, the Company and its subsidiaries have outstanding commitment in respect of uncalled portion of investment in three subsidiaries of approximately Baht 252 million and Baht 140 million for Separate financial statements in respect of uncalled portion of investment in two subsidiaries. 22.6 On 11 May 2001, the Company entered into a trademark agreement with an oversea company whereby the Company has a commitment to pay a fee at a certain percentage of net cost of the products covered by the trademark after excluding taxes. The agreement is for a period of eight years. 22.7 The Company entered into a logistics and distribution services agreement with a company resulting in a commitment to pay for the service fee at a percentage of goods purchased. 22.8 The Company and subsidiaries have been sued by other entities as co-defendant for breach of contracts, penalty claim and other cases in which the case is currently being considered by the Civil Court. Furthermore, the Company has been sued by certain individuals. The Company’s management believes that the Company will receive favourable ruling for the cases. However, for prudent reason the Company has set up certain provision for litigation in its account. 22.9 The Company entered into the renewal of the land lease contract and the lease and service agreement of Wongsawang Town Center Department store with a related party. These agreements cover a period of 10 years, commencing from 1 April 2006 and extendable for another 2 years. The rental is to be paid at the rates of Baht 458,544 per month for the 1st - 3rd year and will be increased by 15% every 3 years, while the 11th - 12th year rental will be paid at same rate as that of the tenth year (in accordance with the resolution of the Annual General Meeting of Shareholders of the Company on 27 April 2006).

23. Financial information by segment The Company and its subsidiary companies’ operations are in a single industry segment of retail and are carried out in the single geographic area of Thailand. As a result, all of the revenues, operating profits and assets as reflected in these financial statements pertain to the aforementioned industry segment and geographic area.

24. Financial instruments 24.1 Financial risk management The Company and its subsidiary companies’ financial instruments, as defined under Thai Accounting Standard No. 48 “Financial Instruments: Disclosure and Presentations”, principally comprise cash and cash equivalents, trade accounts receivable, rental and other income receivable, loans from/loans to subsidiaries, short-term loans from banks, and accounts payable. The financial risks associated with these financial instruments and how they are managed is described below. Credit risk The Company and its subsidiary companies are exposed to credit risk primarily with respect to trade accounts receivable, loans to subsidiary companies, rental and other income receivable. They manage the risk by adopting appropriate credit control policies and procedures and therefore do not expect to incur material financial losses. In addition, they do not have high concentration of credit risk since they have a large customer base. The maximum exposure to credit risk is limited to the carrying amounts of receivables, loans to subsidiary companies, rental and other income receivable stated in the balance sheet. Interest rate risk The Company and its subsidiary companies are exposed to interest rate risk relate primarily to their cash at banks, short-term loan from financial institutions. However, since most of their financial assets and liabilities bear floating interest rates which are close to the market rate, the interest rate risk is expected to be minimal.

152

Significant financial assets and liabilities as at 31 December 2008 classified by type of interest rates are summarized in the table below, with those financial assets and liabilities that carry fixed interest rates further classified based on the maturity date, or the repricing date if this occurs before the maturity date.

Consolidated financial statements Fixed interest rates Within 1 year

1-5 years

NonOver

Floating

interest

5 years

interest rate

bearing

Effective Total

(Million Baht)

interest rate (% p.a.)

Financial Assets Cash and cash equivalent

300

1,082

1,382

0.65-0.75

Trade accounts receivable - net

Amount due from related parties

1,211

Rental and other income receivable - net Financial liabilities Short-term loan from -

3,000

3.50-4.00

Trade accounts payable

financial institutions

12,319

Amount due to related parties

139

Over

Floating

interest

interest rate

bearing

Separate financial statements Fixed interest rates Within 1 year

1-5 years

Non5 years

Effective Total

(Million Baht)

interest rate (% p.a.)

Financial Assets Cash and cash equivalent

245

1,022

1,267

0.65-0.75

Trade accounts receivable - net

Amount due from related parties

581

1,162

3.35-4.30

Rental and other income receivable - net Loans to subsidiary companies Financial liabilities Short-term loan from -

3,000

3.50-4.00

Trade accounts payable

financial institutions

11,973

Amount due to related parties

182

Loans from subsidiary companies

1,862

3.35-4.30

Foreign currency risk The Company is not mainly exposed to risks from changes in foreign currency. As at 31 December 2008, a subsidiary company has foreign currency-denominated liability which was unhedged amounting to Euro 0.2 million. 24.2 Fair values of financial instruments Since the majority of the Company and its subsidiary companies financial instruments are short-term in nature or bear floating interest rates, their fair value is not expected to be materially different from the amounts presented in the balance sheets.

153

A fair value is the amount for which an asset can be exchanged or a liability settled between knowledgeable, willing parties in an arm’s length transaction. The fair value is determined by reference to the market price of the financial instrument or by using an appropriate valuation technique, depending on the nature of the instrument.

25. Capital management The primary objectives of the Company’s capital management is to ensure that it has an appropriate financial structure and preserves the ability to continue its business as a going concern. According to the balance sheet as at 31 December 2008, the Group’s debt-to-equity ratio was 1.15:1 (2007 was 1.22:1) and the Company’s was 1.44:1 (2007 was 1.51: 1).

26. Debentures On 10 November 2003, the Extraordinary shareholder’s meeting had passed the resolution to approve for the issuance of debentures of not exceeding Baht 3,000 million or on other currency with the equivalent amount due within 6 years. The debenture will be sold to the specific investor and or public in accordance with the regulation of the Securities and Exchange Commission.

However, as at 31 December 2008 the Company has not issued its

debentures as the above resolution.

27. Reclassification Certain amounts in the financial statements for the year ended 31 December 2007 have been reclassified to conform to the current year’s classification but with no effect to previously reported net income or shareholders’ equity. The reclassifications are as follow: Unit: Baht)

Consolidated financial statements

Separate financial statements

As previously As reclassified Property, plant and equipment

reported

22,390,874,495 25,808,225,468

Leasehold rights Intangible assets (Computer software)

As previously As reclassified 18,856,472,504

reported 22,162,177,259

3,417,350,973

3,305,704,755

133,033,763

132,625,872

Other non-current assets - others

137,331,891

270,365,654

133,448,319

266,074,191

Amounts due to related parties

161,298,903

124,890,171

232,771,284

199,182,090

Short-term provisions Accrued expenses Other current liabilities - others

143,017,855

142,224,035

1,067,193,180

1,210,211,035

992,775,460

1,134,999,495

932,707,215

969,115,947

843,045,396

876,634,590

28. Approval of financial statements The financial statements were authorized for issue by the authorized directors of the Company on 24 February 2009.

154

Summary of Transactions with Related Companies Transaction

1. Purchase of merchandise from Chirathivat group of companies

Related Companies

Contract Detail

Amount (Million baht)

Comment of Independent Directors / Auditors

- C-Trade Sakol Co., Ltd.

Purchase

- Central Trading Co., Ltd.

Trade Payable

5.4

Service charge

1.2

32.7

Fairness market price.

- Central Garment Factory Co., Ltd. - Central Book Distribution Co., Ltd. - Textral Textile Co., Ltd. - Thai Franchising Co., Ltd. - Central Department Store Co., Ltd. - Upfront Solution System Co., Ltd. - Others 2. Tax management service

3. Land leasehold contract at Big C Store (Korat branch)

Service receiver : Big C Supercenter

1-year contract commencing on Jan-

PLC.

1-2008, monthly fee of Bt 100,000

Companyâ&#x20AC;&#x2122;s independent director viewed that this transaction is reasonable and

Service provider: Harng Central

commercially useful for the Company and

Department Store Co., Ltd.

subsidiary.

Lessee : Big C Supercenter PLC.

30-year contract commencing from

Lessor : Tieng Chirathivat Co., Ltd.

Dec-1-1996 to Nov-30-2026.

at reasonable price and independent director

Amount of leasing option is Bt 105

has no contradictory opinion.

Rental fee

4.4

Companyâ&#x20AC;&#x2122;s financial advisor viewed that it is

million with monthly rental and service charge of Bt 275,000 which will be increased by 10% for every 3 years 4. Building lease of

Big C store

(Wongsawang branch)

Lessee : Big C Supercenter PLC.

10-year contract commencing from

Rental fee and

Lessor : Central Department Store

Apr-1-2006 to Mar-31-2016 with

Service Charges

Co., Ltd.

External auditor viewed that the price is at 16.2

market price

monthly rental and service charge based on rental area and will be increased by 10% for every 3 years

5. Land lease in Big C store (Ratburana branch)

Lessee : Central Superstore Ltd.

30-year contract commencing on

Lessor : Central Department Store

May-1-1995. Amount of leasing option

Co., Ltd.

Rental fee

1.6

External auditor viewed that the price is at market price

is Bt 119.9 million with yearly rental of Bt 1.2 million which will be increased by 10% for every 3 years.

6. Parking area leasing contract at Big C store (Ratburana branch)

Lessee : Central Superstore Ltd.

3-year contract commencing from

Lessor : Central Thonburi Co., Ltd.

Jul-1-2007 to Dec-31-2010, monthly

Rental fee

2.4

External auditor viewed that the price is at market price

rental of Bt 200,000 payable 6 months

Related Company Transactions

155

in advance

156

Transaction

7. Land lease of Big C store (Khon Kaen branch)

Related Companies

Lessee : Big C Fairy Ltd.

30-year contract commencing on

Lessor : Central Pattana (Khonkaen)

Jul-17-1996 with yearly rental of

Co., Ltd. 8. Space service agreement for

Contract Detail

Service

Amount (Million baht) Rental fee

25.8

Comment of Independent Directors / Auditors External auditor viewed that the price is at market price

Bt 25.8 million receiver

“Western Union”

Department Store Co., Ltd.

Service receiver :

Service providers :

Central

4-year contract

Service Income

19.5

Receivable

12.5

Leasing term ranges from 3 years to

Rental fee

221.2

15 years

Receivable

12.5

- Big C Supercenter PLC. - Chiang Rai Big C Ltd. - Big C Fairy Ltd. 9. Land lease and service rendering Lessee : contract at each branch of Big C - Central Restaurant Group Co., Ltd. store

(K.F.C.) - Central Restaurant Group Co., Ltd. (Baskin- Robbins) - Central Restaurant Group Co., Ltd. (Mr. Donut) - Central Restaurant Group Co., Ltd. (Auntie Anne’s) - Central Watson Co., Ltd. - Central Trading Co., Ltd. - Central Realty Service Co., Ltd. - Central Pattana PLC. - Power Buy Co., Ltd. - M.K. Restaurant Co., Ltd. - Central Restaurant Group Co., Ltd. (Pizza Hut) - B2S Co., Ltd. - Central Garment Factory Co., Ltd. - Textral Textile Co., Ltd. Lessor : - Big C Supercenter PLC. and subsidiaries

External auditor viewed that the price is at market price

Transaction

Related Companies

10. Assignment of building rental right of Central’s building at Hua Mark

Assignee : Big C Supercenter PLC. Assignor : Ramindra Department Store Co., Ltd. Lessor : Harng Central Department Store Co., Ltd.

Services and facilities contract in Central’s building at Hua Mark

Service receiver : Big C Supercenter PLC. Service provider: Central Department Store Co., Ltd.

11. Sub-leasing contract of Fashion Island Department Store

Lessee : Big C Supercenter PLC. Lessor : Central Department Store Co., Ltd.

Service contract for building facility system in Fashion Island Department Store

Service receiver : Big C Supercenter PLC. Service provider : Central Department Store Co., Ltd.

12. Land sub-leasing contract for the implementation of Central Festival Center at Pattaya

Lessee : Central Pattana PLC Lessor : Central Pattaya Co., Ltd.

Contract Detail

157

Lease term is 15 years and one month commencing from Apr-25-2000 to May-31-2015. Amount of monthly assignment option is Bt 4.02 million with the service charges is Bt 1.7 million. The rental fee during first eight years depends on sales volume with the minimum and maximum rental fee, after that the rental fee depends on the agreed condition Contract term is 15 years and one month commencing on Apr-25-2000 with renewal period of 4 years and 11 months, service charge based on service area and service rate per area as determined in the contract Leasing term of 12 years commencing from Oct-20-2003 to Oct-19-2015 with renewal period of 9 years, monthly rental fee is Bt 792,000 ; yearly rental fee is Bt 9.5 million 15-year contract commencing from Oct-20-2000 to Oct-10-2015 with renewal period of 9 years. Service charges divided into two parts: First : based on serviced area and service rate per area as determined in the agreement Second : during first eight years, service charge depends on sales volume with minimum and maximum charge, after that service charge depends on agreed condition Leasing term of 21 years and 6 months commencing from Nov-1-1993 to Apr-30-2015, monthly rental fee ranging from Bt 167,500 (first year) to Bt 834,000 (last year), deposit for rental guarantee of Bt 61.7 million (partially returned for 80 times every three months to lessee on quarterly basis of Bt 771,625)

Amount (Million baht) Rental fee and service charge

76.4

Comment of Independent Directors / Auditors Company’s financial advisor viewed that the transaction is justified and reasonable and will be beneficial for the company. Independent directors have no contradictory opinion.

Company’s financial advisor viewed that the transaction is justified and reasonable and will be beneficial for the company. Independent directors have no contradictory opinion.

70.1

Company’s financial advisor viewed that the transaction is justified and reasonable and will be beneficial for the company. Independent directors have no contradictory opinion.

Income 8.6 Payable (deposit) 19.3

External auditor viewed that the price is at market price

Rental fee and service charge

158

Transaction

13. Leasing contract for some areas of Big C store (Pattaya branch)

Related Companies

Lessee : Central Pattana PLC Lessor : Central Pattaya Co., Ltd.

Contract Detail

Amount (Million baht)

Comment of Independent Directors / Auditors External auditor viewed that the price is at

Leasing term of 19 years and 4 months commencing on Dec-29-1995,

market price

leased amount of Bt 19.2 million 14. Contract on infrastructure system services of Big C store (Pattaya branch) 15. Leasing contract of some area in

Service receiver : Central Realty

Service term of 19 years and 4 months

Service Co., Ltd.

commencing on Dec-29-1995, service

Service provider : Central Pattaya

fee of Bt 12.8 million (already paid in

Co., Ltd.

full)

Lessee : Central Pattaya Co., Ltd.

Central Festival Center at Pattaya Lessor : Central Pattana PLC.

External auditor viewed that the price is at

market price

Leasing term of 19 years and 9

At market price (external auditor’s opinion)

months commencing on Jul-29-1995, leased amount of Bt 1.2 million Contract commencing on Jan-1-2004

16. Contract of sharing expenses of Big C store (Pattaya branch)

Service receiver : Central Pattaya

Service charges divided into two parts:

Co., Ltd.

First: monthly service charge is Bt

Service provider : Central Realty

271,149.76 which will be increased

Service Co., Ltd.

base on economic situation and

Service charge

7.5

At market price (external auditor’s opinion)

agreed condition, but not greater than 5% Second: based on usage area and actual sharing service expense. 17. The company pay for management Distribution Casino France

Annual management fee

fee and other expenses

Management Fee and

Company’s independent director viewed that

Other expenses

59.7

this transaction is reasonable and necessary.

Payable

20.5

It is also commercially beneficial for the Company and subsidiaries.

18. Service mark license agreement

Licensee : Cavi Retail Limited

5-year contract

(Big C Vietnam)

Income

4.0

Receivable

4.0

Licensor : Big C Supercenter PLC. 19. Other incomes

Service receiver :

Compensate income from goods

Income

33.6

Casino International

purchasing (IRTS Income), base on

Receivable

35.8

Service provider : Big C

product type and purchase amount.

Supercenter PLC. 20. Merchandise sourcing service

Service receiver : Big C Supercenter PLC. Service provider : Group Casino Limited

Annual management fee

Service charge Payable

5.6 -

Top ten shareholders as of 8 April 2008, which is the latest date for closing the Company Share Register are as follows:

Shareholders

Number of

Shares Holding

Holding

1. Casino Group : a. Geant International B.V.

287,820,000

35.92

b. Saowanee Holding Company Limited

218,280,000

27.24

a. Mr.Suthilak Chirathivat

7,330,358

0.91

b. Mr. Suthikiat Chirathivat

7,082,400

0.88

c. Mr. Suthichai Chirathivat

5,974,400

0.75

d. Mr. Prin Chirathivat

5,117,125

0.64

e. Mr. Tos Chirathivat

5,117,100

0.64

f. Mr. Kobchai Chirathivat

4,494,700

0.56

g. Mr. Suthiporn Chirathivat

4,169,400

0.52

3. Thai NVDR Company Limited.

36,637,511

4.57

4. The Bank of New York (Nominees) Limited

24,396,002

3.04

5. UBS AG Singapore, Branch-PB Securities Client Custody

18,000,000

2.25

6. State Street Bank and Trust Company For Switzerland

15,900,000

1.98

The group works together with others to determine and formulate management policy by nominating or appointing a person to act as the director with the authority in management. The abovementioned management policy will be submitted to the board of director for consideration and approval. 2. Chirathivat Group :

7. MRS. ARUNEE CHAN

14,591,800

1.88

8. American International Assurance Company Limited-DI-LIFE

10,097,540

1.26

9. Mr. Niti Osatanukrao

6,091,800

0.76

10. Mrs. Sujitta Monkolkiti

5,634,400

0.70

Dividend Policy of the Company and Subsidiaries The Company has set a policy to pay dividends at the rate of 30 per cent of annual net profit. In the year 2006, 2007 and 2008, the Company had paid the dividends at the rate of 70%, 62% and 51% of annual net profit after deduction of legal reserve respectively. The subsidiaries have set a policy to pay the dividends at the rate of 80% to 100% of annual net profit.

159

Major Shareholders

Subsidiaries

Subsidiaries Subsidiaries which were directly and indirectly held by the Company are as follows:

Name

Business

Paid-Up Capital

Holding

(Million)

1. Phisanulok Big C Limited

Retail

1,050

2. Big C Fairy Limited

Retail

440

3. Chiang Rai Big C Limited

Real Estate

100

180

4. Central Superstore Limited

Real Estate

100

1,220

5. Inthanon Land Co., Ltd.

Real Estate

100

841

6. Surat Big C Limited

Real Estate

100

140

7. Central Pattaya Co., Ltd.

Real Estate

100

8. Theparak Big C Limited

Real Estate

100

9. Phraram II Big C Co., Ltd.

Real Estate

100

Real Estate

100

738

11. Chiang Mai Big C (2001) Co., Ltd.

Dormant

100

300

12. Flexpay Limited

Dormant

100

13. Big C Distribution Co., Ltd.

Dormant

100

10. Udon Big C Co., Ltd.

160

π“¬∑–‡∫’¬πÀ≈—°∑√—æ¬å ∫√‘…—∑ »Ÿπ¬å√—∫Ω“°À≈—°∑√—æ¬å (ª√–‡∑»‰∑¬) ®”°—¥ Õ“§“√ ∂“∫—π«‘∑¬“°“√μ≈“¥∑ÿπ ‡≈¢∑’Ë 2/7 À¡Ÿà∑’Ë 4 (‚§√ß°“√πÕ√å∏ª“√å§) ∂ππ«‘¿“«¥’√—ß ‘μ ·¢«ß∑ÿàß ÕßÀâÕß ‡¢μÀ≈—° ’Ë °√ÿß‡∑æœ 10210 ‚∑√»—æ∑å 02-596-9000, 02-596-9304 ‚∑√ “√ 02-832-4994-6 ºŸâ Õ∫∫—≠™’ ∫√‘…—∑ ”π—°ß“π ‡Õ‘π å∑ ·Õπ¥å ¬—ß ®”°—¥ Õ“§“√‡≈§√—™¥“ ™—Èπ 33 ‡≈¢∑’Ë 193/136-137 ∂ππ√—™¥“¿‘‡…° ·¢«ß§≈Õß‡μ¬ ‡¢μ§≈Õß‡μ¬ °√ÿß‡∑æœ 10110 ‚∑√»—æ∑å 02-264-0777 ‚∑√ “√ 02-661-9190 ∑’Ëª√÷°…“°ÆÀ¡“¬ 1. ∫√‘…—∑ ≈‘Èß§å‡≈‡∑Õ√å (ª√–‡∑»‰∑¬) ®”°—¥ ™—Èπ 20 ·§ªªîμÕ≈ ∑“«‡«Õ√å ÕÕ≈´’´—Ëπ å ‡æ≈ ‡≈¢∑’Ë 87/1 ∂ππ«‘∑¬ÿ ·¢«ß≈ÿ¡æ‘π’ ‡¢μª∑ÿ¡«—π °√ÿß‡∑æœ 10330 ‚∑√»—æ∑å 02-305-8000, 02-654-3130 ‚∑√ “√ 02-305-8010, 02-654-3131

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2. Bamrung Suvicha Apisakdi Law Associates

Security registrar Security Depository (Thailand) Co.,Ltd.

No. 155/19 Soi Mahadlekluang 1, Rajdamri Road,

Capital Market Academy Building,

Lumpini sub-district, Pathumwan district, Bangkok 10330

No. 2/7 Moo 4, (North Park Project, Vibhavadi-Rangsit Road,

Tel. 02-652-2815, 252-1566

Tung Song Hong Sub-district, Laksi District, Bangkok 10210

Fax 02-253-9575, 253-7756

Tel. 02-596-9000, 02-596-9304 Fax 02-832-4994-6 Information Center for shareholder/ investor/ analyst Ms. Rumpa Kumhomreun

Auditor

CFO & Vice President, Accounting & Finance

Ernst & Young Office Ltd. rd

Lake Ratchada Building, 33 floor,

Tel. 02-655-0666 Ext.4062 or E-Mail Address:

No. 193/136-137 Ratchada Phisek Road,

kurumpa@bigc.co.th

Klong Toei sub-district, Klong Toei district, Bangkok 10110 Tel. 02-264-0777 Fax 02-661-9190 Law office 1. Linklaters (Thailand) Ltd. 20th Floor, Capital Tower All Seasons Place,

Information Center via the media of television, advertising and printed matter Ms. Jariya Chirathivat Vice President, Marketing & Communications Tel. 02-655-0666 Ext.6716

No. 87/1 Wireless Road, Bangkok 10330

Big C Website : www.bigc.co.th

Tel. 02-305-8000, 654-3130

Casino Website : www.groupe-casino.com

Fax 02-305-8010, 654-3131

Central Website : www.centralcompany.com

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Big C Supercenter Public Company Limited 6/F, 97/11 Ratchadamri Road Lumpini sub-district Pathumwan district Bangkok 10330, Thailand Telephone 0-2655-0666 Fax 0-2655-5801 www.bigc.co.th

A Central Casino Partnership