LET’S CREATE HAPPINESS TOGETHER Sustainable Development Report 2014 L.P.N. Development Public Co., Ltd.
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Sustainable Development Report 2014
CONTENT • Message from Chairman • About this Report • Corporate Profile • Envisioning Sustainability
3 4 5 6
GREEN POLICY
GREEN OPERATION
• Sustainable Development Policy 8 • LPN and Sustainable Development 14 • Corporate Governance Principle and Responsibility 15 • LPN Values 16 • Stakeholders Analysis 18 • Important Issues in Relation to Stakeholders 20 • Stakeholders Engagement 24 • Stakeholders Interviews 26
• Green Operation • Corporate Environmental and Social Responsibility In Process • GREEN Enterprise • GREEN Design Concept • GREEN Financial Statement • GREEN Marketing Management • GREEN Construction Process • GREEN Community Management • Corporate Environmental and Social Responsibility Out Process • Environmental and Social Activities of the Company • Environmental and Social Activities of Lumpini Volunteer Clubs • Corporate Environmental and Social Responsibility As Process • LPN Academy • Social Enterprise • Innovation Development based on Research and Development • Building Information Modeling (BIM) Technology • Seminar of Chairman of Juristic Person Committee • Lumpini Family Day Activity • Staff Information • GRI Index
GREEN STRATEGY • Strategy for Sustainability • GREEN Enterprise • GREEN Design Concept • GREEN Financial Statement • GREEN Marketing Management • GREEN Construction Process • GREEN Community Management
28 31 34 36 38 40 42
44 47 47 53 56 58 66 76 82 83 86 88 88 96 100 104 105 107 108 110
L.P.N. Development Public Co., Ltd.
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Message from Chairman Shelter is one of the four requisities for living a life. In large city with high population density, the shelter needs are higher accordingly. As the leading property developer in the Stock Exchange of Thailand, L.P.N. Development Public Co., Ltd. emphasizes the development of residential condominium under “Lumpini� brand to respond to the needs of owning a quality and affordable home of the customers in the middle to lower-middle income target group. Our vision is paving the way towards sustainability and is based on sufficiency, stability and careful risk management. We strive to enhance the capacity of staff and work in unison with the business alliances and trade partners in order to boost business growth for the Company and all stakeholders. Throughout the past 25 years of our operation, the business operation based on sustainablility theory has been established as the strategy of the Company as is evident from the policy, internal management and core business operation processes. The emphasize is put on human resources management, environmentally and socially responsible product design, accurate, transparent and reliable preparation of financial statements, fair marketing strategy, environmental and social impacts management especially those from construction processes and the management of the quality of life of the residents after the handover of the project. Such processes are cascaded from the executives to staff in a concrete manner and have always been revised and improved. New innovations are also created to facilitate sustainable development of the organization. In 2014, the two aspects of sustainable development of the Company are assessed by Thaipat Institute. The Company achieves Level 3 (Integrated) in the assessment of the corporate environmental and social responsibility and Level 2 (Declared) in the assessment of the anti-corruption action. On behalf of the Board of Directors, executives and all staff, I would like to thank the shareholders, customers, business alliances, trade partners and all those involved for supporting the Company to operate the business in an environmentally and socially responsible manner for the growth of the real estate sector that is based on sustainable development.
(Pakorn Thavisin) Chairman
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Sustainable Development Report 2014
About this Report During the past 25 years of the operation on property development of L.P.N. Development Public Co., Ltd., the awareness on environmental and social responsibility has always been regarded as key to the operation. It is our intention to provide an opportunity to own a quality “home” which is situated in great environment and society under “Vibrant Community” concept for all families. The year 2014 marks another step of our development towards being a “Value Organization.” It is when the operational framework is established around environmental and social responsibility and 6 GREEN LPN concept derived from the business operation that is in accordance with sustainable concept that emphasizes impacts on the environment (Planet) and society (People) along with financial performance and economy (Profit) adhered to by the Company. This report is the first sustainable development report that compiles all information on the policies, strategies as well as performance to enhance sustainability of the Company. It also includes the information on participation from stakeholders which the Company has always encouraged. The reporting framework of the Global Report Initiative (GRI), G4 version, is used as a guideline for the preparation and compilation of information in 2014. The result of the operation in the main processes of property development and community management operated by the Company and subsidiary companies (CESR In Process) is to be reported. Environmental and social activities (CESR Out Process) in collaboration with “Lumpini CESR Clubs” and surrounding communities are implemented to raise awareness of togetherness, care and share culture. Moreover, the Company creates the opportunity for underprivileged women to develop their quality of life as well as develops the knowledge of the organization and staff on a regularly basis through LPN Academy (CESR As Process). The Company very much hopes that the policy on the operation of all the processes focusing on environmental and social responsibilities compiled in this sustainable development report will best reflect our commitment in the creation and delivery of values to all stakeholders. This will be the guideline for other interested business operators to follow so as to promote sustainable economy, environment and society.
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
Corporate Information L.P.N. Development Public Co., Ltd. Residential Condominium Developer Head Office 1168/109, 36th Floor, Lumpini Tower, Rama 4 Road, Tungmahamek, Sathorn, Bangkok 10120 Registration Date: 21 June 1989 Registered Capital: 1,475,698,768 THB Subsidiary Companies
Lumpini Property Management Co., Ltd. Provider of community management services
Lumpini Project Management Service Co., Ltd. Provider of construction management services
Pornsanti Co., Ltd. Property developer (non-condominium projects)
Lumpini Property Service and Care Co., Ltd. Provider of community services
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Sustainable Development Report 2014
Envisioning Sustainability The vision of the Company is established in accordance with sufficiency economy and sustainable development principles, both of which are at the heart of the operation of the organization since the very beginning. 2014 marks the first year of the operation under the new vision which is revised every three years. The policy and operational framework is established to achieve sustainable development as follows:
Vision 2014-2016
To maintain the leadership position in the development of residential condominium targeting middle to lower-middle income group under the “Vibrant Community” and “Value Organization” concept for sustainable development and growth.
Leader in the Development of Residential Condominium Targeting Middle to Lower-Middle Income Group
The development of products of the Company is focused on sufficiency and reasonability in line with sufficiency economy theory. With exceptional knowledge and experiences in property development, the Company develops projects to respond to the needs to own a residence that is of high quality and affordable. The impacts on environment and society are also taken into account in all project development processes. Under “Vibrant Community” Concept
The concept of “Vibrant Community” is the aspiration to deliver great quality of life to the residents. It is also the symbol of the value and reputation of the organization which represents the trust of the customers in their decision to buy the products and become the residents in the projects developed by the Company. Along the Path of “Value Organization”
To create “Value Organization” is to build immunity for the organization by emphasizing human resources development in terms of knowledge and integrity in line with the LPN Way. The “Care and Share” culture is also embedded in the organization to deliver the values to the environment and society. For Sustainable Development and Growth
Sustainable development and growth is the goal of the operation of the Company. We aim to create the balance of profits, share values with all stakeholders and achieve sustainable and continuous growth based on good corporate governance principles and responsibilities.
Vibrant Community
“Vibrant Community” is Lumpini Community in which the residents live happily together with appropriate components, great quality of life, society, environment and awareness of togetherness, care and share culture.
Value Organization
The organization that has been developed in an integrated fashion in the operation of all departments in order to deliver the value to stakeholders, society and environment.
L.P.N. Development Public Co., Ltd.
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Mission 2014
Shareholders Customers/Residents
Environment and Society
Create and deliver “Vibrant Community” to customers with 6 GREEN LPN value that will lead to the “Real Pleasure of Living.”
Achieve optimized growth to provide sustainable returns under careful risk management and good governance principles.
Promote and take part in corporate environmental and social responsibility in process, out process and as process for sustainable development.
Business Alliances Employees
Internal Operation Focus on the efficiency of the operation and bring about innovation through business planning and KPIs under LPN Way.
Enhance quality of life, knowledge, competency and integrity for happiness, career growth and stability through LPN Way and LPN Academy under the care and share culture of “Value Organization.”
Create unity under care and share culture and achieve continuous growth with optimized returns.
Sustainable Development Policy GREEN POLICY
1 All through the 25 years of the operation of the Company, sustainable development and optimized growth are at the heart of the operation of the organization that is driven forward by the responsibility towards all stakeholders, environment and society.
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Sustainable Development Policy (GREEN POLICY) Foundation of Sustainable Development The philosophy of sustainable development has been compiled and refined into an internal knowledge of the organization as well as become the practice that all departments adhere to. It will be the foundation that mobilizes the organization at the policy, strategic and operational levels.
POLICY
STRATEGY
OPERATION
Sufficiency Economy Philosophy Since the establishment of the Company, it has been operating the business in a responsible and fair manner by ensuring the balance of benefits for all related parties. The stability of the Company is achieved from internal management along with the development of human resources. After the economic crisis in 1997, the Company focuses on the development of projects in accordance with the strategy of the organization and overall economic situation. The Company has attempted to maintain optimized growth of the organization. In addition, the business operation of the Company has been conducted in accordance with the “sufficiency economy philosophy” of H.M. King Bhumibol as follows:
3 Values
1. Modesty Achieve optimized growth rate with the focus on the development of internal personnel. Create sufficient profit from business operation by not exploiting or taking advantage of customers or society. Consider the impacts of the business operation in all dimensions.
Knowledge
1
2
Reasonableness
3
Building Immunity
Modesty
Integrity
Sustainable Development Policy (GREEN POLICY)
2. Reasonableness Develop residences for the middle to lower-middle target group. Focus on the quality of life of the residents with the “Vibrant Community” concept. Create a balance of benefits for all stakeholders involved.
3. Building Immunity Emphasize human resources development. Establish strategies that are suitable for all economic situations.
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
2 Conditions
1
Knowledge
Strive to be a “Learning Organization” and encourage knowledge sharing. LPN Academy is the main responsible party.
2
Emphasize “integrity” as one of the significant values of the organization leading to good corporate governance.
Integrity
The Company has always been conducting its business operation based on integrity, enabling the Company to widely gain acceptance from customers and other stakeholders. This year, the Company has clearly identified the guideline for business operation on the foundation of sufficiency economy philosophy as follows:
Guideline for the Business Operation on the Foundation of Sufficiency Economy Philosophy 1. Organization Management Create optimized and sufficient profit from business operation by not speculating short term profit, exploiting or taking advantage of customers, trade partners or competitors. Establish a flexible operational strategy to be adaptable to both negative and positive changes in economic situations and regularly monitor and evaluate the situations.
2. Human Resources Management Specify appropriate remuneration and welfare in accordance with the efficiency and effectiveness of the staff. Focus on work-life balance. Continuously maintain and develop staff. Strive to be a “Learning Organization” and encourage knowledge sharing. Appropriately select and plan a succession plan.
3. Balancing the Benefits for Stakeholders Appropriately allocate benefits to all stakeholders i.e. shareholders, staff, customers and trade partners. Take responsibilities towards the society and environment which are affected by the development of the projects of the Company from the design to the construction process (dust, noise), especially in terms of the quality of life in the community after the handover of the project (“Vibrant Community”) and establish a reasonable budget to manage the community. Establish a budget for environmental restoration and Green Building to realize GREEN Design Concept and GREEN Construction Management in the development of projects.
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4. Innovation Development Identify “Lateral Thinking” as one of the core competencies of the organization which will be developed into “Dynamic” that entails the regular development of new innovations by encouraging the staff of all departments to come up with new innovations in their line of work.
5. Efficient Use of Resources Establish an operational strategy focusing on cost and expense management. The target group of the Company is those who are in the middle to lower-middle income range, therefore, it is very important to be aware of the costs and expenses which may affect the selling price. Control the use of resources to ensure highest efficiency in all processes from design, construction and community management.
6. Product Technology and Service Development Adopt new technology in the globalization world to develop the values of products and services and establish a flexible operational plan to welcome new technologies.
7. Gradual Expansion and Growth During the past ten years, the growth of the turnover of the Company is regular and gradual regardless of the economic situation as the Company has been aiming to achieve growth together with all stakeholders such as employees and long-time business alliances.
8. Risk Management The risk management strategy of the Company is established by the Risk Management Committee which comprises executive directors, managing director and managing directors of all subsidiary companies. The strategy and risk management outcomes are constantly monitored and analyzed, enabling the Company to revise the strategy to respond to changing situations.
9. Sharing Raise awareness on sharing in all dimensions, especially in the communities managed by the Company to create happiness from care and share culture. The Company believes that the most essential sharing is knowledge sharing in all sectors concerned e.g. employees, customers and business alliances to increase the efficiency and raise awareness of sharing to the society at large.
Sustainable Development Policy (GREEN POLICY)
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
10. Creating Culture and Values Identify C-L-A-S-S-I-C as the core competency of the organization, bringing about the corporate values which have been developed into the LPN Way, the business operation guideline that all departments and business alliances adhere to for the achievement of sustainable development and growth.
Core Competency
Corporate Value
- Cost with Quality C - Lateral Thinking L - Alliance A S - Speed with Quality S - Service Minded I - Integrity C - Collaboration
Cost Leadership Dynamic LPN TEAM Customer Centric Corporate Governance ONE LPN
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LPN and Sustainable Development Triple Bottom Line has been applied in the establishment of goal, strategy and operation of the Company as stated in the business plan and vision for sustainability in order to maintain the balance of the three elements of business operation and enhance stable growth. The business operation philosophy of the Company is established with the responsibility towards the ultimate goal of the business as follows:
Profit
(Economy)
People
SUSTAINABLE DEVELOPMENT
(Society)
Planet
(Environment)
Profit (Economy)
People (Society)
Planet (Environment)
The objective of the Company is to create the balance of adequate and regular profits from the operation on the basis of good corporate governance, responsibility and transparency in business operation and the consideration for profit-sharing with all stakeholders.
The Company has always been aware that high-quality and safe society is essential to business growth. The social responsibility of the Company is thus not limited to just internal personnel but also extended to those who are involved with business of the Company including staff of the trade partners, customers, residents as well as external parties e.g. neighboring communities, construction workers and the national society at large.
The operation of the Company as a real estate developer has impacts on the society and environment on various aspects. The Company, therefore, focuses on reducing the impacts of the development of the project during the development process (in process) in terms of the project design and construction and takes care of the environment and quality of life of the residents and neighboring communities after the handover of the project. Environmental responsibility is one of the primary strategies of project management and community management of the Company.
Sustainable Development Policy (GREEN POLICY)
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
Corporate Governance Principle and Responsibility Corporate governance principle is the system of rules, practices and management processes by which a company is directed, including morality, integrity, ethics and favorable behaviors such as the operation that is transparent, auditable and independent. At present, the principle of corporate governance is widely applied in the management of an organization to build and promote its capacity and efficiency. It also helps build faith and trust in the organization which entail continuous development.
Anti-Corruption Action As a property developer that must involve with various government agencies, the Company has established an anti-corruption policy indicating that all processes of the operation must be strictly in compliance with law. Compliance Risk is also included in the business plan. Transactions done with the government have regularly been monitored. Furthermore, it is required that all staff are to strictly abide by the regulations, Code of Conduct and anti-corruption policy of the Company in order to enhance the responsibility and integrity of the organization. Integriy is identified as one of the core values of staff. All staff must be informed of anti-corruption practices and trained about core values of the organization in the orientation session for new staff.
20 Miles March Philosophy Constant pacing is one of the practices of the Company to ensure that we will not stop stepping forward by maintaining a constant pace both in time of difficulties or opportunities to create sustainable growth. The 20 Miles March philosophy which focuses on constant pacing is applied in the establishment of the growth and development target of all the departments and operational processes of the Company to ensure that the results are assessable and regularly improved.
Sustainable growth of the Company is based on sufficiency, stability and careful risk management. The development of knowledge is emphasized to increase the efficiency of the operation and capacity of staff as well as to build unity with business alliances as it has always been done throughout the years of the operation of the Company.
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Sustainable Development Report 2014
VALUE CHAIN : LPN
GREEN ENTERPRISE
Employees
PROJECT LOCATION
LAND PURCHASE
Executives Government Office GREEN COMMUNITY MANAGEMENT
Vibrant Community CUSTOMER MOVE IN
FBLES+P
Residents
Sustainable Development Policy (GREEN POLICY)
L.P.N. Development Public Co., Ltd.
GREEN DESIGN CONCEPT
GREEN FINANCIAL STATEMENT
Architects
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GREEN MARKETING MANAGEMENT
Customers / Shareholders CUSTOMER EXPERIENCE MANAGEMENT
Customers
GREEN CONSTRUCTION MANAGEMENT
PRODUCT HAND OVER
Contractors / Government Office Neighbors
Workers
SAFETY FIRST
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Sustainable Development Report 2014
Stakeholder Analysis The stakeholders of all processes of the operation of the Company are as follows: Shareholders refer to shareholders of the Company, whether they be companies, funds or individuals who are benefited from the operation that emphasizes good corporate governance and environmental and social responsibility. Employees refer to those who are working for the Company and driving the operation of the Company to move forward in a sustainable manner, inclusive of staff in the operational level and management level. Designers refer to business alliances of the Company or one of LPN Team who design the project layout in accordance with the project development idea. Customers refer to those who are interested in the project developed by the Company and have reserved to buy and made a down payment. In the future, when the project is completed, the customers will become joint owners/residents. Constructers refer to the business alliances of the Company or one of LPN Team who are involved in the construction process for the project construction to be successful as planned and environmentally and socially responsible. Construction workers refer to workers of the business alliances that are responsible for constructing the projects of the Company, inclusive of Thai and migrant workers. Neighbors refer to those who live in the communities surrounding the projects of the Company that are under construction and are affected by the impacts from the start of the project development through to after the project is being handed over. Government agencies refer to government agencies involving in the operation of the Company and having decision-making power that is legal binding. Joint owners/residents refer to those who live in the project of the Company that has been handed over as customers or renters and are parts of the community taken care of by the Company. Environment and society refer to the components of sustainability that is at the foundation of all business operations. The operation of real estate development business directly impacts the environment and society, therefore, the Company focuses on the conservation of environment and reduction of social impacts. The level of involvement of the stakeholders is assessed by the level of influence they have on the organization and operation along with the level of impacts from the operation of the Company in order to be able to identify the importance of each stakeholder and establish a strategy to encourage their participation. The operational framework is established and the impacts on all stakeholders are minimized to enhance sustainable development and growth.
Sustainable Development Policy (GREEN POLICY)
L.P.N. Development Public Co., Ltd.
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Stakeholder importance and influence matrix
IMPACTED BY COMPANY’S ACTIVITIES
4
Environment and Society
Employees Customers
3
Juristic Person Committees Residents
2
Neighbors
Construction Workers
1
Shareholders
Analyst
1
Alliances (LPN Team)
2
Press
3
INFLUENCE TO COMPANY’S PERFORMANCE
Government Agencies
4
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Sustainable Development Report 2014
Important Issues in Relation to Stakeholders Shareholders
GREEN Enterprise
• Sustainable development • Optimized profit and growth • Corporate governance and risk management • Anti-corruption • Equality and right of shareholders
IN PRO C ESS
GREEN Design Concept GREEN Financial Statement
Customers
Environment and Society
• Delivery of product and service values • Affordable home • Brand loyalty and trust
• Responsibility towards society and environment (in process, out process and as process)
• High-quality indoor environment • Development of condominium unit in accordance with behavior and lifestyle • Innovation in design
• Property development for sustainability • Efficient use of water and energy • Appropriate use of resources
• Accurate, transparent and reliable financial statement • Financial discipline • Regular performance report
GREEN Marketing Management
• Quality of condominium unit • Affordable price, appropriate payment conditions • Clear and transparent sales information • Creative advertisement that does not attack competitors • Management of customers’ experience through touch points • Speedy and uncomplicated reservation and contract execution process • Reduction of environmental impacts from construction e.g. waste water, dust, noise. • Increase and maintenance of green space
GREEN Construction Process GREEN Community Management
Sustainable Development Policy (GREEN POLICY)
• Great quality of life as a result of FBLES+P community management strategy • Management of customers’ satisfaction and complaints
• Environmental management through Green Clean Lean activities • Awareness raising on energy conservation and waste segregation in community • Increase and maintenance of green space • Waste management in projects • Energy conservation in communities
L.P.N. Development Public Co., Ltd.
Alliances (LPN Team) • Mutual growth and development • Working in unison • Optimized returns
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Employees
Workers
Neighbors
• Corporate values (LPN Way) • Vibrant Organization • Learning Organization • Work-life balance • Whistleblower Policy • Code of Business Conduct • Consideration for the impacts from project design
• Collaboration in operational planning and process to control and manage costs
• Safety of workers and participants • Quality of life and sanitation in the living quarter • Appropriate wages
• Compensation for construction impacts
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Sustainable Development Report 2014
AS PRO C ESS
OU T PR OCE SS
Shareholders
Customers
Society and Environment
Corporate ESR to Community ESR
• Promotion of volunteer network to encourage participation in environmental and social activities
• Support for the organization of environmental and social activities by Lumpini Clubs
Togetherness, Care and Share
• Promotion of awareness raising on care and share culture
• Organization of environmental and social activities such as blood donation activity
• Provision of cleaning services under S-E-R-V-I-C-E-S standard for satisfaction of the customer
• Jobs creation and quality of life upgrade for underprivileged women • CESR awareness raising
Social Enterprise
LPN Academy
Sustainable Development Policy (GREEN POLICY)
• Knowledge sharing with the public and educational institutions
L.P.N. Development Public Co., Ltd.
Alliances (LPN Team)
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Employees
Workers
Neighbors
• Relationship building with neighbors and nearby external organizations
• Happiness at work • Provision of education to create opportunities for career growth • Happiness of underprivileged women - Promotion of Dharma activities - Promotion of health activities • Knowledge sharing with staff of business alliances to enhance professional capacity
• Development of capacity of staff along the LPN Way to respond to the business growth
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Sustainable Development Report 2014
Stakeholder Engagement Stakeholders
General Issues
Shareholders
• Optimized profit and growth • Risk management • Corporate governance
• Generation of optimized profit and growth • Environmental and social responsibility • Balance of returns for all stakeholders • Adherence to corporate governance principles • Risk management • Anti-corruption • Respect for shareholders’ right • Implementation of 6 GREEN LPN policy for sustainable development
• Promoting participation • Trust in brand • Product value • Service value - Vibrant Community • Consumers’ right • Satisfaction management • Affordable home
• Affordable home • Product and service values • Management of customers’ satisfaction and complaints • Respect for consumers’ right • Fair price • Togetherness, care and share culture • Participation in CESR activities • Promoting learning among youths living in the project • Opportunity for the community to identify the guideline for community management
Environment and Society
• Responsibility • Reduction of impacts in process out process and as process
• Reduction of impacts from construction • Waste segregation campaign in communities • Energy conservation promotion • Management of efficient use of resources • Project design for sustainability • CESR awareness raising in communities • Creation of jobs and good quality of life for underprivileged women • Knowledge sharing with external organizations via LPN Academy
Alliances (LPN Team)
• Balance of profit • Mutual growth and development
• Working in unison • Collaboration in business planning process • Knowledge sharing • Support for organization development • Passing on environmental and social responsibility awareness
• Work-life balance • Learning and growing • Happiness at work • Corporate value
• Promoting work-life balance • Learning and growing in the organization • Vibrant organization • Core competencies to organization values • Appropriate remuneration and welfare • Equality and basic rights
• Safety • Quality of life of construction workers
• Safety at work • Quality of life and sanitation of the living quarter • Basic rights and wages • Equal treatment • Prevention of construction noises, dust and impacts • Accepting suggestions • Compliance with Environment Impact Assessment Report • Project design that takes sustainability of the area into account
Customers/Residents
Staff
Workers Neighbors
• Reduction of impacts from construction • Relationship building
Sustainable Development Policy (GREEN POLICY)
Special Issues
L.P.N. Development Public Co., Ltd.
Means of Promoting Participation
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Frequency
• Annual Report • Annual General Meeting of Shareholders • Newsletter • Project visits • Meeting with analysts • Meeting with investors and fund managers • Project progress report
Annually Annually Quarterly Annually Quarterly Regularly Regularly
• Annual General Meeting of Joint Owners • Mobile App • Call Center • Various activities • Satisfaction survey • Lumpini Family Day • Seminar of Juristic Person Committee • Touch Point • Management of customer’s experience • Market research • www.lpn.co.th • 6 GREEN LPN • LPN Green Project • QCSES+P
Annually Regularly Daily Ad-hoc Regularly Annually Annually Regularly Regularly Regularly Regularly Regularly Ad-hoc Regularly
• Business alliances meeting • Training and knowledge sharing sessions • Relationship building activities
Monthly Monthly Quarterly
• Assessment of happiness at work • LPN Academy • Activities to promote participation • Staff relations team • Performance evaluation • Intranet and email • Knowledge sharing by executives • Welfare Committee • Whatsapp • QCSES+P • Activities to promote quality of life • Medical check-up
Quarterly Regularly Regularly Ad-hoc Every six months Regularly Regularly Ad-hoc Daily Daily Ad-hoc Annually
• Public hearing • Visit, meeting, discussion • Increase of green space • Improvement of the area • Project design that takes sustainability of the area into account • Complaint box
Ad-hoc Daily Regularly Regularly Regularly Weekly
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Sustainable Development Report 2014
Stakeholders Interviews LPN and the Collaboration with Business Alliances P.A. Design Co., Ltd. is the business alliance that we have been working with for a long period of time as architectural design service provider. Since architectural design is very important for the development of product as it affects the competitive ability and performance of the Company, the two companies have been working closely as if we are one. “The design of LPN condominium has been continuously developed for more than ten years by the collaboration of the architects and projects owner (LPN). The environment is taken into consideration when designing the project such as how to allow natural light in the room and how to design a good ventilation system while the price must be affordable. The product development and design is influenced by the lifestyle of the people in the community so that it can fully respond to their needs.” “ In terms of the planning of project layout, we give importance to environment and energy conservation. For example, the corridor and elevator foyer is specially designed to allow maximum natural light into the building to conserve energy and brighten up the space. The empty space on the ground floor is turned into a community garden. Furthermore, we must minimize the impacts on surrounding communities, not only in terms of impacts from construction but also in terms of design. The ground floor of the building must be open to allow cool breeze into the area and the building must be designed to have maximum recess space so that it will not be too close to neighboring houses.” Mr. Nopakorn Sappapatpisarn Project Architecture
LPN and the Reduction of Construction Impacts on Neighboring Communities Impacts on environment and society are inevitable in all the processes. The stakeholders who are obviously affected by the operation of the Company are the neighboring communities of the project developed. We have thus made our best attempt to minimize the impacts and at the same time build good relationship with them to bring about peaceful co-existence in the society after the construction is completed and the residents start moving in. “Though Srinakarin road has been constructed for quite some time, the area around this site is full of rice fields and scrub forests. Not many housing projects are situated in the area. At first, when I know that a condominium will be constructed right next to the mosque, I was worried that the building would block sunlight and wind. But then it might be a good thing because the selling point of LPN condominium is about community management.” “There were problems of construction noise and dust but the working team of LPN was very attentive. They informed us in advance of any activities that would impact the area such as pile work that caused vibration and dust pollution. The other impression I have is their honesty. When the land was measured, it was found that the former owner had encroached on our land. But the fence that LPN built prior to the construction was not located beyond their property. It was very honest of them not to take advantage of the situation. The fence they built was also of great quality. It helped improve the environment around the area and made it safe for the community members.” Mr. Samai Daengkomain - Imam, Darislam Mosque Neighboring community of Lumpini Place Srinakarin-Huamark Station Sustainable Development Policy (GREEN POLICY)
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
“Wat Tong Bon was founded for more than a hundred years and has thus long become the center of Rong Suan community. Water transport was the main mean of transportation as the temple is situated by Chaopraya river and not accessible from the road. It could only be accessed from the mill.” “As time passed, the mill had been torn down and the land was unoccupied until LPN bought it to build a condominium. We were informed that there would be noise, dust and other impacts from construction. There were impacts exactly as they told us but the staff of the Company had always visited us to discuss about the problems. When there were construction materials falling onto the temple, the Company fixed the damages for us. They also helped us in terms of construction in the temple and participated in merit making activities of the temple. On the other hand, we also helped them by allowing some of the residents to park their car in the temple. I would say that we have become pretty good neighbors.” Pra Mahaartit Amaro Abbot of Wat Tong Bon Neighboring community of Lumpini Park Riverside-Rama 3
LPN and Fair Treatment of Workers The operation for sustainability of the Company does not only focus on the reduction of external impacts e.g. environment and society. The sustainability of the Company derives from the smallest part of the organization, which is the staff. Fair treatment of workers is one of the sustainability principles. It is to provide equal working opportunities to all and encourage staff to develop their capacity and values for the benefit of themselves, the organization and society. “Eleven years ago I started working as a maid in the sales office of Lumpini Place Rama 4 -Sathorn. After the project construction was completed, I was transferred to the head office because the supervisor said that it was closer to my house and would help me save transportation costs. The welfares here are great such as medical welfare and scholarship for my children. I also have social welfare as other office workers. I have received knowledge about work and life from various trainings. I am especially impressed by the kindness of the executives who have always provided me with assistance in time of need.” Ms. Jim Kanngen Maid at Lumpini Tower “The most important thing for a disable person is to receive equal opportunity as everybody else. We have the opportunity to showcase as well as develop our capacity. It is a chance to create value in ourselves and for the Company. It makes us overcome our disability in order to be truly equal.” “Prior to working with LPN, I had worked in graphic design and administration with many other organizations. After being accepted into the Human Resources Department here, I receive the opportunity to increase my capacity by taking on more responsibilities and helping with sales work at sales office of various projects.” Mr. Sampan Oumtes Internal Communication Officer, LPN
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GREEN STRATEGY
Sustainable Development Policy (GREEN POLICY)
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
2
6 GREEN LPN concept derives from extensive experiences in property development and community management. It is the crucial guideline and practice of all the processes for the sustainable returns for all stakeholders.
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Green Strategy Through the 25 years of the business operation that is environmentally and socially responsible in all the processes, 6 GREEN LPN concept is developed from the extensive experiences in real estate development and community management as a guideline and practice in ensuring sustainable stability for all stakeholders. It is also combined with the sustainable development principles as well as sufficiency economy philosophy. At the moment, 6 GREEN LPN concept is inclusive of six aspects of environmental and social responsibility in the policy and internal management of the organization and the six core business operation processes of the Company as follows:
GREEN Enterprise
GREEN Design Concept
GREEN Financial Statement
The business operation that focuses on human resources management and human capital.
The product design that is environmentally responsible.
The accurate, transparent and reliable preparation of the financial statement.
GREEN Marketing Management
GREEN Construction Process
GREEN Community Management
The fair marketing strategy for the consumers and competitors.
The management of environmental and social impacts from construction process.
The care for and management of the quality of life of the residents after the handover of the project.
GREEN STRATEGY
L.P.N. Development Public Co., Ltd.
GREEN Enterprise
LET’S CREATE HAPPINESS TOGETHER
1. Management for Sustainability 1.1 Optimized growth and profits
As for the sustainability at the policy level, the Company has developed the management guideline and strategy by establishing optimized growth target and generation of profits and steady returns.
1.2 CESR Spirit
The Company promotes environmental and social responsibility spirit by taking serious action. The awareness is raised among staff and the participation is encouraged through the organization of environmental and social activities.
1.3 Affordable house GREEN Enterprise is the business
operation that focuses on human resources management and human capital, both of which are the starting point of the operation under Green LPN concept that gives importance to sustainable development. The corporate policy that leads towards “Value Organization� is established. It can be divided into two parts as follows:
1. Management for sustainability 2. Management of human capital
The responsibility towards the society and support for sufficiency philosophy brings about the product development policy of the Company that focuses on building a residence with affordable price in parallel with creating a great quality of life for all.
1.4 Product and service values
The Company stresses the significance of the development of product and service values to ensure sustainable competitive ability by designing environmentally and socially responsible projects, promoting values through innovations and increasing the efficiency of human resources development and management.
1.5 Stakeholders wealth balancing
The Company focuses on long-term growth that is in accordance with the principles of corporate governance and sustainability. The policy to generate steady returns in various forms to all stakeholders is thus implemented.
1.6 Corporate Governance
The responsibility in the business operation leads to the practice for sustainability that takes into account the integrity, transparency and fair operation of the Company.
1.7 Risk management
It is the management of all aspects of risk to be controllable and the concern for the stakeholders who are crucial to the business growth for long-term benefit both at present and in the future. The reward for staff and other stakeholders is subject to the competitive situation and performance of the Company. The risk is reduced by reserving funds to maintain liquidity of the Company.
1.8 Anti-Corruption
Integrity and transparency are the two major values that bring about anti-corruption policy in all operational processes, both internal and external. The Company identifies integrity as one of the organization values, declares the intention to act against corruption, strictly complies with the regulations related to business operation and pays tax in full amount.
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2. Management of Human Capital 2.1 Corporate Value
The Company puts emphasis on the development of human resources to carry on the success of the Company. LPN Way is developed from the core competency of staff to be the guideline that will promote the sustainability in the management of human resources in an integrated manner, to build the identity of the organization and be the operational standard. LPN Way comprises two milestone values i.e. “continuous development” and “respect for stakeholders”. The seven components of the values are “C-L-A-S-S-I-C” as follows: Continuous Development
2.1.1 Cost with Quality is the project management that realizes the importance of the careful utilization of
resources and the efficiency of project management which focuses on the reduction of direct costs and hidden costs as well as the reduction of extra expenses in all departments.
2.1.2 Lateral Thinking is the new way of thinking that is flexible and different without any fear of obstacles in order
to improve, change, develop and create new products and services. The implementation and assessment of the new process must be facilitated. The aim is to add value to the products and services as well as the growth of the organization.
2.1.3 Alliance is the way of treating long-time and trustworthy business alliances with trust and fairness with the willingness to collaborate and develop the work continuously as if being in the same organization for the achievement of the common goal.
2.1.4 Speed with Quality is the commitment to achieve the target before the deadline while maintaining the quality of the operation. The operational process has always been improved to seek the process that is least time-consuming and increase the efficiency of the operation.
Respect for Stakeholders
2.1.5 Service Minded is the care for all groups of stakeholders at all times by putting ourselves in their shoes and
showing willingness and enthusiasm to provide full services that exceed their expectations in order to add value to the services and create good impression.
2.1.6 Integrity is the action towards the organization and related business partners which is honest, responsible, transparent, fair and ethical.
2.1.7 Collaboration is the sense of collaboration, commitment, responsibility and kindness of all staff in the organization and the volunteer spirit and awareness on sharing for the achievement of the common goal.
2.2 Vibrant Organization
The concept of the management of human capital of the Company is based on the enhancement of happiness through the six factors at work by continuously developing the quality of staff, promoting exchanges of experiences and knowledge in order to become a learning organization and developing the operation guideline under the culture and values of the organization (LPN Way).
GREEN STRATEGY
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
6 Factors of Vibrant Organization
1. Staff Enhance the happiness of staff by organizing internal activities to build good relationship between executives and staff in all departments and promoting participation in various activities e.g. the activities within the organization and environmental activities to raise awareness about doing good deeds.
4. Remuneration Provide appropriate, equal and fair benefits and remuneration and enhances the quality of life of staff by promoting work-life balance.
2. Work Regularly improve the efficiency of the operation to increase the efficiency of the operational process and encourage staff to develop process innovation at work.
5. Career Path Provide opportunity for career advancement and signifying career path for staff in all levels equally, whether they be male or female staff as well as build their capacity via trainings.
3. Workplace Arrange appropriate working environment and atmosphere and promote occupational health and safety of staff.
6. Pride in the Organization Build the reputation of the Company by adhering to the principles of good corporate governance, respecting human rights and operating the business in a transparent manner so that the staff can take pride in being a part of the organization.
2.3 Learning and Growth
With the commitment to develop the organization towards sustainability, the Company has established LPN Academy to develop the capacity of staff to be able to support the business expansion and carry on the values and culture of the organization in accordance with the LPN Way via training courses and curriculums. It is also aimed to transfer the knowledge to external organizations in the future.
2.4 Work-life balance
The Company takes care of the quality of life of staff and encourages them not to over work and to spend time with their family. The Company sets appropriate working hours per week and encourages all staff to take annual leave.
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GREEN Design Concept
1. Strategic Location It is to select strategic locations where there is minimum competition but have development potential. The location must be close to convenient facilities, public transportation system and express ways to reduce environmental impacts from large-scale project development as well as energy usage in transport.
2. LPN Green Project – LEED It is to design the product and project plan under “LPN Green Project” concept that has been promoted to the public and received positive feedback in terms of sales volume. However, even though “LPN Green Project” is the concept that is derived from the Green Building Standard of the U.S.A (LEED - The Leadership in Energy and Environmental Design), the Company has adjusted some of the criterion to be suitable with the business operation and climate and environment in Thailand. The project is developed with the following concepts:
GREEN Design Concept is the
environmentally responsible design of products. The Company gives importance to the design and development of project from the process of designing the product and the layout of the project in order to minimize environmental impact. The concept is in accordance with the Green Building Standard of LEED (Leadership in Energy and Environmental Design), U.S.A. The components of the Green Design Concept are as follows:
1. Strategic Location 2. LPN Green Project - LEED 3. Blue Ocean Strategy
GREEN STRATEGY
Sustainable Site Development The environmental
impacts from project development are minimized by selecting the project locations which are highly populated on a main road and near convenient facilities. It must also be close to public transportation system and express ways which will directly help ease the traffic and reduce energy usage. The residents are encouraged to use public transportation system by arranging a shuttle bus to connect with the main transportation system. The previous open space is compensated with green area and landscapes in the project.
Water Efficiency The Company opts for water-conserving sanitary ware for efficient use of water such as dual flush toilet system which can reduce the use of water by as much as 50%. The residents are encouraged to take a shower instead of a bath to directly reduce the use of water. Treated waste water is used to water the plants in the project to increase the efficient use of water as well as to reduce waste water being released into the public drainage system. The efficient plant watering system such as drip irrigation system is installed in the project.
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
Energy Efficiency The condominium unit is designed to have an awning and a porch to reduce the heat from sunlight that directly enters the units. The lighting and air conditioning system are to be efficient and suitable to reduce electricity use. Renewable energy such as solar power is used for garden lighting. The Community Management Department is responsible for managing energy usage in the condominium to be as efficient as possible while also being safe at the same time.
Material and Resources The Company uses alternative materials that are proved to be safe and environmental friendly to replace natural materials to reduce the impact on the environment such as using laminate floor instead of real wood parquet floor. The dimensions of the buildings are designed to be consistent with the dimensions of construction materials to maximize the economic value and reduce waste of materials that would have to be discarded back to the environment. Figured glass is used instead of opaque walls as walls within the units to obtain natural sunlight while preserving the privacy of the residents. The Company also uses insulated glass for outside windows on the west side to minimize heat from the afternoon sun when the temperature reaches its peak during the day. Green Walls are installed in the parking lot to reduce carbon dioxide and prevent heat from spreading into the residence and surrounding areas. Waste management is done by segregating waste and disposing waste appropriately both during the construction and after the residents have moved in.
Indoor Environmental Quality It is focused on the efficiency of sustainable community management under “F-B-L-E-S+P� strategy i.e. the management of infrastructure and convenient facilities in the project, the management of budget, the promotion of discipline and culture of living together, the conservation of environment in the community and appropriate use of energy, the management of the security system and other regulations and the development of the capacity of staff involved in community management. Innovation in Design It is to plan the layout of the building and project to be in accordance with the environment by allowing natural light and wind into the project. The layout and design of the condominium unit is planned to include open space which is appropriate for living. The construction period is shortened through the use of semi prefabrication system.
3. Blue Ocean Strategy It is to avoid developing a project in a highly competitive area with expensive land prices to reduce costs and be able to develop projects that respond to the needs of the customers in the middle to lower-middle income group. The Company enhances the value of the project by arranging a shuttle bus to connect to the main public transportation system, providing full convenient facilities in the project e.g. convenient stores, laundry service and restaurants. The common area is designed to be suitable with the lifestyle of the residents to promote the use of common area and build a great community. The common area is designed to be suitable with the lifestyle of the residents to promote the use of common area and build a great community.
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GREEN Financial Statement
1. Transparency The financial statement of the Company is prepared in a transparent manner in accordance with the good corporate governance principles. The appropriate and efficient internal control system is arranged. The Board of Directors of the Company has appointed an Audit Committee comprising four independent directors, three of whom are knowledgeable in finance and accounting, to review the accounting policy and audit the quality of the financial statement as well as the internal control system. The report of the Audit Committee will be included in Form 56-1 and the Annual Report of the Company.
2. Auditability
GREEN Financial Statement is the
preparation of the financial statement that is accurate and reliable. The Company realizes the importance of the accuracy and transparency of the financial statement and has arranged appropriate and efficient internal control system. Significant information is disclosed in the notes to financial statement along with the explanation and analysis to ensure that the accounting information is accurate and complete for the utmost benefit of the shareholders and investors in using the financial statement. The elements of the Accountability Financial Statement are as follows:
1. Transparency 2. Auditability 3. Disclosure without Hidden Agenda 4. Measurability 5. Discipline 6. Financial Risk Management
GREEN STRATEGY
The Board of Directors of the Company has appointed the Audit Committee to oversee the operation and review both the annual audit plan and long-term audit plan. The items in the financial statement are to be randomly audited and the outcome of the revision will be considered on a quarterly basis. Any issues found will be addressed in a timely manner. The Audit Committee opines that the internal control system of the Company is sufficient and effective and supports the development of the quality of audit work both in terms of personnel and operation to be of international standard.
3. Disclosure without Hidden Agenda The Company discloses sufficient significant information in the notes to financial statement along with the explanation and analysis to ensure the accuracy and completion of the financial information record for the utmost benefit of the shareholders and investors in using the financial statement, especially the disclosure and report of the prices of all pieces of land bought to the Stock Exchange of Thailand.
4. Measurability In order to ensure the transparency of the audit standard which will entail the sustainability of the Company, the financial statement of the Company is prepared in accordance with the financial reporting standard as prescribed by the Accounting Profession Act B.E.2547. The brief items in the financial statement are prepared in compliance with the notification of the Department of Business Development, the Ministry of Commerce dated 28 September 2011 regarding the requirement for the brief items to be shown in the 2011 financial statements, and in compliance with the regulations of the Securities and Exchange Commissions regarding the Preparation and Presentation of Financial Statements under the Securities and Exchange Act B.E. 2535.
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
5. Discipline The discipline and auditability in the financial management of the Company are ensured. The investment is controlled so that the capital of the Company is not invested in the business that is outside the area of expertise or in the activities that have conflict of interest with the Company. It is also made sure that the circulating capital of the Company is sustained to be sufficient for the payment of the remuneration for staff and all stakeholders.
6. Financial Risk Management Risks are taken into account in the investment or financial operation of the Company. Investments will not be made if the Company has to borrow more than we can afford to repay. Instead, the Company will invest with the existing resources and knowledge. The debt to equity ratio is maintained not to exceed 1:1 and is audited by the Risk Management on a regular basis.
The Board of Directors has appointed the Audit Committee that is knowledgeable and experienced to ensure the appropriateness and efficiency of the operation.
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GREEN Marketing Management
1. Product It is to deliver the product value that is unique from the competitors both in the condominium unit and common area. The projects are developed from extensive knowledge and experiences in project development and community management under “Vibrant Community� strategy to respond to the needs and lifestyle of the residents. The construction standard is strictly controlled and construction materials are carefully selected so that the condominium units are of highest quality and suitable for living.
2. Price
GREEN Marketing Management
It is to set the price of the product to be lower than that of the competitors in the market. This can be achieved by managing costs and expenses in all the production processes so that the price is affordable. The profit rate and conditions for down payment is established to be appropriate with the target group. Financial management service is also provided to the customers to facilitate their loan request and increase the opportunity of owning a home.
The marketing strategy of the Company is established to be in line with the intention to build a high-quality and affordable home for the customers in the middle to lower-middle income group and to create a good quality of life in a great society by being responsible towards the consumers both before and after the handover of the condominium unit. Moreover, the marketing strategy of the Company is fair. The rights of consumers are respected and the competitors are treated fairly. The 6Ps marketing strategy is as follows:
3. Place
1. Product 2. Price 3. Place 4. Promotion 5. People 6. Process
4. Promotion
GREEN STRATEGY
The location of the sales office must be on or close to the project site so that it will be conveniently accessible. The Company also provides full details of the project and sales conditions that are easy to understand without any hidden agendas. In some projects developed outside Bangkok, a sample unit may also be shown in the sales office which is situated in the heart of the city center for the convenience of the customers. The promotion of products to customers is done in a transparent manner with the concern for the benefit of both parties. The sales conditions will be in line with the financial capacity of the customers. The Company promotes the projects creatively and fairly without any hidden agendas. The competitors are treated fairly, not attacked or taken advantage of.
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
5. People It is to focus on the satisfaction of the customers. The standard of the services at touch points e.g. sales officers, maids and security officers is established in accordance with LPN Services Culture (S-E-R-V-I-CE-S) to create positive experiences for the customers. There are also channels for making complaints and recommendations for the improvement of the services.
6. Process It is the provision of maximum convenience for customers. The reservation and contract execution process must be quick and uncomplicated. There are various payment channels. The decision to seize or return deposit money to customers must be carefully made and take into consideration the problems and needs of the customers.
The Company gives importance to the customers’ satisfaction by establishing service standard of touch points e.g. sales officers, maids and security officers that is in accordance with LPN Services Culture (S-E-R-V-I-C-E-S).
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GREEN Construction Process
1. Quality of Product It is the management of project construction by emphasizing the quality of products i.e. common area and condominium units that meet the expectation of the customers. Apart from using high quality construction materials, the construction site must be tidy and of high standard to help reduce the impacts from the construction process.
2. Cost Control and Management The costs are controlled and managed not to exceed the estimated amount, enabling the Company to develop an affordable product. Both direct and indirect costs such as material costs, labor costs and other construction and operation expenses are managed while the quality of the materials and construction work is maintained. It emphasizes the efficiency of the operational process.
3. Speed of Delivery GREEN Construction Process is
the management of environmental and social impacts from the construction process which affects the environment and society the most. The Company has continuously developed the construction process by increasing the efficiency of the operation and reducing the environmental and social impacts through new technology and innovation. The Q-C-S-E-S+P strategy is developed as a guideline for construction operation for both the staff of the Company, business alliances who design the project and contractors. The environmental responsibility and safety of workers and related persons are particularly emphasized.
Q-C-S-E-S+P
It is to ensure that the construction and operational process are completed in a timely manner prior to the planned timeframe to reduce costs and risks for customers. This can be achieved from the combination of the expertise of the Company and the collaboration from all related parties.
4. Environment Responsibility It is the responsibility towards the environment to reduce the impacts both in the construction site and on neighboring communities during the construction process. The measures to reduce the environmental impacts indicated in the Environmental Impact Assessment (EIA) report are to be strictly implemented as follows: Following a purchase of a land, high ranking executives of the Company will visit the community to provide information to neighboring communities and related governmental agencies so as to enhance understanding and good relationships with the communities, especially to houses or buildings adjacent to the project which will be directly affected by the development of the project in terms of noise, dust and traffic. The Company makes the best attempt to prevent the impacts on nearby communities by ensuring the cleanliness of the wheels of trucks that are transporting construction materials while leaving the construction site to reduce dust and particles. The result of the compliance with measures to prevent and reduce impacts of the construction is to be regularly reported.
GREEN STRATEGY
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
High-ranking officers of the Company will closely monitor the effectiveness of the preventive measures. The Company will send a team of staff and experts to survey the site by preparing a questionnaire to monitor and review the impacts of the construction as well as to explain the details of the project construction. The Company will increase green space in neighboring communities to give back to the society and build relationship with the surrounding communities and encourage them to participate in developing their communities for sustainable collaboration. The area affected by the construction will be cleaned up after completion of the construction. The Company makes sure that the temporary houses of the construction workers are built in an appropriate environment. The space for various activities is properly allocated and the hygienic environment within the accommodation is regularly maintained.
The Company makes the best attempt to prevent the impacts on nearby communities by ensuring the cleanliness of the wheels of trucks that are transporting construction materials while leaving the construction site to reduce dust and particles.
5. Safety of Workers and Participants The safety of construction workers and related parties during construction is very crucial. The Company establishes an operational standard in terms of safety and assign officers to provide recommendations on safety to prevent any accidents e.g. avoiding having contact with hazardous materials or using safety equipment at work, etc. Moreover, the safety of construction equipment and buildings is monitored. The equipment to prevent accidents are installed such as guardrail, roof and temporary stairs in the construction site. The Company also stresses the importance of occupational health and organizes various activities to enhance a good quality of life and health of the construction workers.
6. People Management It is to manage the impacts on the stakeholders. The Company gives importance to the labor rights and quality of life of the construction workers that are normally ignored by other business operators, the responsibility towards neighboring communities of the construction site, the delivery of product and service values to the customers as well as mutual growth and development with the business alliances or trade partners. In addition, the awareness on the organization value of the Company is also raised amongst all staff to enhance the efficiency of the Green Construction Process.
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GREEN Community Management
1. Facility Management It is the management of common facilities by maintaining the efficiency of common properties whether they be architectural structure, convenient facilities and various systems in the building e.g. elevator, electricity generator, electrical system and sanitation system. This is under the responsibilities of the Maintenance Department to take preventive maintenance measures to ensure that all components of the building function normally and are safe to operate.
2. Budgeting Management
GREEN Community Management is the care for the quality of life of the residents after the handover of the projects. During the past 25 years, the Company has built and delivered a “home” to more than 100,000 “Lumpini Families”. Under “Vibrant Community” strategy, the Company is also responsible for the environmental conservation and the enhancement of the quality of life of the residents and surrounding communities affected by the development of the project. It does not include only the maintenance of equipment and properties to be ready to operate and safe but also the creation of happiness and good society that is warm and safe. The environmental awareness is constantly raised among the community members. The F-B-LE-S+P concept which is developed from long-time experiences in community management of the Company in order to deliver great quality of life, environment and society to the community members.
F -B- L -E-S+P
GREEN STRATEGY
It involves the management of budget for condominium juristic person. It is the management that is not for profit but to ensure compliance with the policy approved by the Annual General Meeting of Co-owners as well as to manage the stability of the fund for the financial stability of the community. The Community Management Department is responsible for the preparation of the financial report that is easy to understand, transparent and auditable and for the management of common property that is approved by the Annual General Meeting of Co-owners to create extra income. This will help the juristic person decrease the expenses on common property or increase the value of the fund.
3. Life Quality Management It is management of the quality of life that encourages the community members to comply with the condominium regulations to entail the discipline of living together, the awareness of harmony in the society and care and share culture. The Company supports the participation in community development and organizes various environmental and social activities to build relationship within the family and among “Lumpini” members and continue the gracious cultures of the society. The participation is also promoted among the residents in the surrounding communities.
4. Environment Management The Company puts very much emphasis on environmental management. Green Clean Lean concept is promoted and implemented. The existing green space is well taken care of and trees are planted both inside and outside Lumpini communities to increase green space to the society at large. Waste in the project is segregated for proper disposal or is recycled. Waste water is treated so that its quality meets the criteria of the government and is used to water plants in the project. Energy conservation and renewable energy are promoted. In order to underline the importance of environmental management, the Company establishes a department to be directly responsible for the promotion of environmental awareness and the organization of environmental activities in the area affected by the project development of the Company both during and after the construction period.
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
5. Security & Safety Management The Company has established a strict performance standard in terms of safety. The safety standard of the security system and equipment such as closed-circuit television, alarm system and communication system is monitored and maintained. The security officers are regularly trained and developed. Participation of community members and related government agency is also promoted to enhance the safety of the members of the community.
6. People Management It is the management of those involved in community management process, whether they be Community Management Department, Juristic Persons Committee or the residents to ensure their participation and satisfaction. The problems and conflicts between residents that may affect the community are also managed. The focus is on the development of attitude and skills of the Community Management Department and the means of communication to increase knowledge and understanding about community management of Juristic Persons Committee especially the Chairman so that they are on the same page. The management of human resources capacity will play a role in promoting the efficiency of the F-B-L-E-S+P strategy. The promotion of sustainable community involves the following stakeholders:
The Management of Stakeholders in Community Management
Internal Staff
They are executives, community managers and the management team that plays a significant role in promoting the sustainability of the community. The Company has developed staff through various training courses and promotion of the service mindedness of staff to create trust and collaboration which will lead to the achievement of the “Vibrant Community� strategy.
Residents
They are the residents i.e. co-owners and tenants living in the projects developed by the Company who play a role in establishing and implementing the guidelines to achieve a sustainable vibrant community. Activities are organized by the Management to build understanding on appropriate behaviors, reduce environmental impacts, promote good society and create vibrant community.
Juristic Person Committees
They are the representatives of all stakeholders in the project who drives forward the process of creating a vibrant community. The knowledge about community management is provided to the Chairman and members of Juristic Person Committees to be implemented.
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GREEN OPERATION
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
3
The property development business directly impacts the environment and society especially the development of large-scale projects. The Company has thus given importance to responsible operation that will lead to true sustainability.
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Green Operation The operation of property development business directly impacts the environment and society especially the development of large-scale projects. It can be seen that low quality properties usually cause serious environmental and social problems. The Company has thus given importance on business operation that is environmentally and socially responsible as well as incorporated the corporate environmental and social responsibility (CESR) into the business plan in order to pave the way towards sustainability. We do not only focus on CESR In Process along the thinking of “6 GREEN LPN” but also on CESR Out Process by supporting activities that promote “togetherness, care and share” culture. The awareness on responsibility is raised among staff in all departments and cascaded to the residents of “Lumpini” community following the concept of “Corporate Environmental and Social Responsibility to Community Environmental and Social Responsibility”. A budget that is proportional to the sales volume of the Company is set aside to support the activities on this matter. Moreover, the Company has established organizations, the operation of which is separated from the core business operation of the Company but is partly related to the business processes. The purpose of the organizations is not to seek profits but to support the society. This is considered CESR As Process. The two organizations are LPN Academy, the center for human resources development and knowledge sharing and Lumpini Property Service and Care Co., Ltd., the center for the development of quality of life of underprivileged women.
Components in the Operation of the Corporate Environmental and Social Responsibility of the Company 1. CESR In Process
The responsibility towards the impacts of all processes of the business operation of the organization on the stakeholders, environment and society. 2. CESR Out Process
The participation in and support for environmental and social activities that are not related to the operation of the organization. 3. CESR As Process
The support for and implementation of environmental and social activities that are not involved with the core business of the organization but are partly related to the business process.
In Process GREEN Design Concept
GREEN Enterprise
LPN Academy
As Process
GREEN OPERATION
Out Process GREEN Financial Statement
GREEN Marketing Management
Social Enterprise
GREEN Construction Process
GREEN Community Management
Togetherness Care and Share Corporate ESR to Community ESR
L.P.N. Development Public Co., Ltd.
IN PROCESS
GREEN ENTERPRISE The business operation that focus on human resources management and human capital
LET’S CREATE HAPPINESS TOGETHER
Anti-Corruption Policy As a real estate developer, the business of the Company involves many government offices. The Company establishes an anti-corruption policy by requiring that the operation in all process must strictly comply with law. Compliance Risk is also included in the business plan. Transactions with the government have closely been monitored and followed up regularly. It is also required that all staff strictly abide by the Code of Conduct of the Company and perform their duty in a responsible and ethical manner. Integrity is identified as the core values of staff, all of whom are trained on the anti-corruption policy and core values of the organization in the orientation session for new staff. The guideline for the operation of the Company adheres to the corporate governance principles that stress the importance of the responsibility towards all impacts of the business operation. Action against corruption has also been emphasized by the Company. In 2013, the Company has taken part in “Thailand’s Private Sector Collective Action Coalition Against Corruption” and established the “AntiCorruption Policy” in a written format to be the operational guideline for directors and all staff in all departments.
Definition Corruption means any types of bribery such as an offer or promise on money, asset or other inappropriate benefits from the government officers, government sectors or private sectors so that such person could proceed or disregard his/her function in order to acquire, retain the business or achieve any improper benefits in business transactions. Exception shall be applied in case of laws, regulations, customs, local traditions enable to do so.
Anti-Corruption Policy - Director, Management Team and all L.P.N. staff are prohibited from operating or accepting every type of corruption both in direct or indirect manner. - The compliance with the Anti-Corruption Policy is needed to be reviewed regularly. - The Anti-Corruption Policy and the implementation are needed to be reviewed in order to be in accordance with business changes, regulations and laws.
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Operational guidelines and implementation 1. The Board of Directors and L.P.N. staff at all level must strictly comply with the policy without any exceptions. 2.. L.P.N. staff must not ignore or neglect any corruption conditions involved directly with L.P.N. All staff must notify such act to supervisors or responsible persons. 3. L.P.N. shall provide fairness and safeguard staff who informs corruption cases by applying Protection Policy for Complainant as stated in the Whistleblower Policy. 4. A person who commits the corruption is needed to consider discipline followed by L.P.N. standard without any exceptions. 5. L.P.N. will disseminate the information, provide knowledge and build understanding with other people who involve with the operation of L.P.N. so that those parties shall conform to the Anti-Corruption guideline. 6. L.P.N. will regularly provide training and retain the Integrity in the CLASSIC values of the organization so that the staff is constantly aware of the Anti-Corruption Policy. 7. The Anti-Corruption policy covers to Human Resources Management process starting from selection, recruitment, promotion, training, performance evaluation and benefits provided to staff. Every supervisor in every level must clearly communicate the policy to staff. 8. To stress the attention on process which incur a high risk in corruption, the Board of Directors, the Management Team and L.P.N. staff at all levels must conform carefully in the following course of action: 8.1 Offering gifts or entertainment and hospitality activities must be complied with the Code of Conduct for Staff. 8.2 Granting contribution for charity or receiving the donation or aid must be transparent and in accordance with
laws by confirming that such transaction shall not be claimed as a bribery act. 8.3 All types of bribery are prohibited in all business transactions. The business operation must be transparent and in alignment with related laws and regulations.
Fair Treatment to Workers The Company aspires to become a “Vibrant Organization” that gives importance to all staff and realizes that they are the most valuable resources who will drive the organization forward towards sustainability. Apart from the development of capacity of staff in all levels, the Company also promotes good culture and atmosphere at work, improves surroundings for the safety of life, health and properties of staff and provides various welfares e.g. health insurance, annual medical check-up, provident fund and staff loan, etc. The Company also allocates benefits for staff, both male and female, who are married or have children as required by law and promotes activities organized for staff and their family such as Family Day activity, family trip and scholarship for staff’s children. In the future, the Company has a plan to develop the consultation system on bringing up a child and build a network within the organization to promote information exchange to enhance the happiness at work and the pride of being a staff of the organization.
Employment Concept of the Company
The Company upholds gender equality in workplace and treats all staff fairly. The decision-making of the recruitment process will be based on the capacity of the applicants. Gender, sexual oriental or other personal matters not related to work will not be taken into consideration. There are temporary employment, daily employment and permanent employment. Prior to being permanently employed, it is required that there will be the probation period of three months, during which the person will receive basic employment benefits such as medical fee and full compensation in case of accident in the workplace.
LPN’s Policy on Equality
The policy of the Company is to maintain the standard on equal opportunities and fair treatment. Professional and personal matters are clearly separated. The calculation of income, remuneration and other benefits will subject to the performance and working capacity of staff regardless of their gender, sexual orientation or gender expression. The Company also provides opportunities for the disabled to work in the organization and treats them fairly. The Company has made the best attempt to create jobs for the disabled by setting the percentage of hiring people with disabilities in the organization. There are a number of disabled workers in the Company who are proud that they are able to provide for themselves and their families. GREEN OPERATION
L.P.N. Development Public Co., Ltd.
Salary 1 0.8 0.6 0.4 0.2 0
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Remuneration
1
1 0.98
1
0.78
Maids
L.1 - 4
0.90
1
0.92
1 0.80
L.5 - 7 L.8 - 10 L.11 - 14
1.2 1 0.8 0.6 0.4 0.2 0
1
1.15
1
1
0.94
1
0.92
1 0.82
0.42
Maids
L.1 - 4
L.5 - 7 L.8 - 10 L.11 - 14 Male
Female
Benefits Allocated for Each Category of Staff Benefits 1. Life Insurance • Group Insurance - Life Insurance / Accident Insurance - Health Insurance (Staff)
Permanent
Contract
Daily
Maids
Security Relation
• •
• •
•
•
•
• • • • • • • • • •
• • • • • • • • •
• • • • • • • •
• • • • • • • • •
• • • • • • • • •
• • •
• •
• • •
•
• • • • • • • •
• • • • • • • •
• • •
• • •
•
•
2. Healthcare • Annual Medica Check-up • Fitness Membership • Sports Clubs • Flu Vaccine • Dispensing of Medication • Nursing Room • Breast Pumping Corner • Drinking Water • Social Security • Compensation Fund
3. Others • Uniform for New Staff • Annual Uniform • Sourvenir Pin for 10, 15 and 20 Years of Service • Awards for Good Deeds • Free Education and Education Promotion • Career Trainings for Development • Scholarship for Staff’s Children • New Year Party • Allowances - Sickness - Giving Birth - Marriage - Death of Relatives (Staff) - Death of Staff • Loan • Provident Fund • Retirement Fund
• • • • • • • •
•
• • • •
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1. Benefits for staff stationed at projects outside Bangkok - Look for a place that can provide services for staff e.g. a local hospital for annual medical check-up. - Provide transportation for staff to participate in events in Bangkok e.g. New Year party. - Enable staff to claim a social welfare payment online e.g. uploading the form onto the internet and giving staff permission to submit the document via email. 2. Benefits for the disabled - Employ staff with disabilities as required by law and provide them with benefits that are similar to other employees. 3. Maternity leave - Female staff can take a paid maternity leave for 90 days, 45 of which will be paid by the Company and the rest by the social security fund. 4. Retirement policy - The retirement age of staff are 55 years and 60 years. Staff will receive a compensation other than that required by law. Staff who have been working with the Company for longer than ten years will receive a retirement fund at the rate of their final salary. Staff will receive the reward of 0.5 month salary for every service year that exceeds the first ten years but the maximum reward must not exceed 12 months. 5. Right to become a shareholder - None
LPN’s Work Life Balance and Personal Life Concept The work life balance concept is developed so that the staff learn how to spend time for themselves and with their family without being overworked or overcommitted. The Company establishes appropriate working hours per week and requires that all staff take annual leave. Moreover, human resources strategy is developed and activities to promote both physical and mental health of staff are organized such as aerobic at work, yoga class after work, lecture on healthcare knowledge, meditation class and the lecture on dharma in life.
Maternity Leave in 2014
87.8% 43 persons come back to work
12.2% The total of 49 staff take maternity leave.
Note: Information as of 31 December 2014
GREEN OPERATION
6 persons take maternity leave and offer their resignation
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Basic Salary and Remuneration of Male and Female Staff by Category
Male
Staff Level
No. (Person)
Salary
Maids 1 - 4 5 - 7 8 - 10 11 - 14
101 354 144 28 8
1,184,560 6,413,025 4,800,700 2,018,140 1,679,210
Total
635
16,095,635
Note :
Other Remunerations
Female No. (Person)
Salary
Other Remunerations
40,880 73,100 474,300 259,200 47,600
1,361 545 172 25 8
12,392,510 9,626,912 5,139,015 1,658,220 1,351,400
229,194 129,600 531,800 213,600 39,200
895,080
2,111
30,168,057
1,143,394
- Salary refers to salary of staff per month - Other remunerations refer to other remunerations such as position fee, site manager fee, internet fee, telephone fee, gasoline, professional fee, duty fee per month.
Indicator
Result 2013
Target 2014
Result 2014
% of staff’s happiness
75
≥ 75
75
working hours per week
43
≤ 43
42
≥5
24
% of staff who are promoted
Result of the Happiness Survey of Staff in the “6 Factors of Vibrant Community” in 2014 Factors used in the survey
Work
Place
Happiness Score Happiness Score
71%
76%
Corporate
Revenue
Opportunity
People
Happiness Score
Happiness Score
Happiness Score
Happiness Score
84%
68%
73%
79%
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Sustainable Development Report 2014
Respect for Human Right The Company respects the freedom of employees at work and provides opportunity for all staff to take part in establishing the operational direction of the Company and identifying benefits for staff. The Welfare Committee is established and comprises representatives from the Company and subsidiary companies to act as a middle person between staff and executives and provide recommendations on the provision of staff welfare. At present, the Welfare Committee comprises 20 members. The duties and responsibilities of the Committee according to Section 96 of Labor Protection Act B.E. 2541 are as follows: 1. Discuss with an employer in relation to the provision of welfare to employees 2. Provide advice and recommendations to an employer regarding the provision of welfare to employees 3. Inspect, control and oversee the provision of welfare which an employer provides for employees 4. Provide opinions and guidelines to the Welfare Committee as to the provision of welfare for the benefit of employees. The Welfare Committee is elected to select representatives from the Company and subsidiary companies.
Human Right Policy on Migrant Workers
Although the Company does not directly employ any migrant worker at the moment but they are accounted for 80% of all the workers hired by our trade partners e.g. constructors. Since the Company aims to “grow together” with our business alliances under “one LPN”, we have offered the assistance and suggestions on the management of various issues as well as take care of their workers as one of our own. The Company starts building understanding and establishing a policy for the trade partners who directly hire migrant workers to give importance to migrant workers and offer the pay as well as other benefits according to their ability without any discrimination. The Company also provides guidance in planning and management and, in some cases, financial support. The activities implemented are as follows:
Sending a team to survey the livelihood of the migrant workers
The Company sends a team to monitor the quality of life of the migrant workers. The problem found will be solved in collaboration with the contractor or trade partners.
Paying the migrant workers the minimum wage
The policy to increase the minimum wage to 300 THB has affected the business of some operators. The Company realizes such impact and provides assistance in financial planning, increasing the efficiency at work as well as other aspects in order for the trade partners to earn profits and comply with the labor law.
Caring for the health of workers and hygiene in the temporary accommodation of workers
The Company helps release the burden of trade partners by arranging annual medical check-up for workers and other activities such as free haircut.
Develop skilled workers
The Company has an idea to develop the quality of skilled workers to provide them with career opportunities. Special construction skills are trained to develop general workers to become carpenter, bricklayer and welder.
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
IN PROCESS
GREEN DESIGN CONCEPT The product design that is environmentally responsible
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LPN Green Project Design One of the business operation processes under the 6 GREEN LPN concept that showcases the strategy of enhancing sustainability of the Company is product design that is environmentally responsible. The Company has developed the projects along the line of the sustainable architectural design concept or “LPN Green Project” as a project development standard. LPN Signature Green Project which is the prototype of green project that emphasizes the environmental aspects of the development is developed. The project will thus be environmentally friendly, reduce energy and resources consumptions and have great living atmosphere which is the component of “Vibrant Community”. The design of LPN Green Project does not only take into consideration the design of green space within the project but also the design of building to reduce direct heat from the sun, the building layout to allow natural wind into the project as well as the design of Suan Ruam Jai as an activity center of the residents. This is another product value that will promote the culture of “togetherness, care and share” among community members. In 2014, two projects are developed in accordance with the standard of LPN Signature Green Project i.e. Lumpini Park Nawamin-Sriburapa, a 15-story high residential condominium on a land of 15-rai and Mill Place Posri, a community mall developed under “LEED” Standard (Leadership in Energy & Environmental Design) which is international green building standard. The project is situated in front of Lumpini Place UD-Posri.
Mill Place Posri – a community mall developed under “LEED” green building standard.
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
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Suan Ruam Jai
Natural ventilation system
It is the natural space for relaxation, exercise and organization of activities of the residents. It can also help reduce heat from the buildings.
The common area is designed to allow natural wind into the building for the residents to feel comfortable with minimum dependency on air-conditioners.
Reduce electricity consumption
Energy-efficient light bulbs are used in the common area to reduce electricity consumption.
Reuse waste water
Living library/nursery room
Waste water from laundry and water vending machine is treated and reused to water the plants.
It is the learning center for children living in the project that will also help promote good relationship in the family.
Shops
There are convenient stores in the project to save time and energy of going out.
Playground
Allocate activity space for children to promote outdoor exercise.
Reduce water use in garden
Use an effective plant watering system to reduce the water usage and the needs for human labor.
Design effective drainage system
Reduce car use The use of bicycle is promoted by arranging a parking space for bicycles to encourage staff and residents to use a bicycle to commute to nearby places.
Select porous outdoor flooring material for absorption and drainage to allow water to flow through.
Reduce fuel consumption In order to promote the use of hybrid vehicles, special parking spaces for hybrid vehicles are allocated.
Reduce personal car use A shuttle bus service using clean energy and low fuel consumption is available for short distance travel.
Segregate waste for recycling
The waste is segregated into six categories i.e. clear plastic bottles, other plastic bottles, paper, cans, aluminum and glass bottles.
Grow local trees and arid plants
Care for existing trees and choose to grow ornamental plants that are drought tolerant.
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IN PROCESS
GREEN FINANCIAL STATEMENT The preparation of accurate, transparent and reliable financial statement
GREEN OPERATION
In terms of financial management for sustainability, the Company has ensured that the financial management is transparent and auditable. The reporting and disclosure of the financial statement to the public are done on a regular basis as a listed company in the Stock Exchange of Thailand. In addition to the above, the financial management framework that emphasizes the importance of financial discipline is established. There are indicators to signify the status and follow up the operation of the Company. They are also the tools to ensure that the business operation is appropriately conducted, financial risks are managed for continuous and steady growth and profits are generated from effective operational system. The key indicators are as follows: 1. Debt to Equity Ratio 2. Gross Profit Margin 3. Earning Per Share
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Debt to Equity Ratio The debt to equity ratio or debt ratio is calculated by dividing a company’s total liabilities by shareholders’ equity or registered capital. The ratio indicates what proportion of equity and debt the company is using to finance its assets. Higher debt ratio translates into higher risks of the company being unable to pay debts as they fall due either in time of profit or loss. On the other hand, a lower debt ratio usually implies the extent to which shareholders’ equity can fulfill the company’s obligations to creditors which will positively enhance growth and competitiveness in the market. The debt to equity ratio of the Company is identified at 1:1 which is the ceiling of the management of growth and operation of the Company. Growth can only be achieved when a company is able to pay back both the interest and principal of a loan even in unfavorable circumstances. Adhering to such policy and practice, the growth of the Company may not be noticeable and yet the stakeholders can be assured of the sustainability and stability of the business. Indicator
Result 2013
Target 2014
Result 2014
% Debt to equity ratio
0.8 : 1
1:1
0.9 : 1
Gross Profit Margin Gross profit margin is the proportion of gross profit and net sales volume of a company which indicates the efficiency of the business operation in terms of profit generation and cost management. A business with satisfactory gross profit margin implies the ability to achieve the highest sales volume comparing with the sales cost. However, the gross profit margin should not be too high as it may show that the customers, employees, trade partners and other stakeholders are being taken advantage of and that the company is not being environmentally and socially responsible. The Company has identified the gross profit margin target that is appropriate with the operation. It is also compared with that of the competitors in the market to indicate the efficiency of the business operation of the Company. Indicator
Result 2013
Target 2014
Result 2014
% Gross profit margin
32.9
+- 30
32.5
Earning per Share The earning per share is the portion of a company’s net profit from the operational performance each year to be allocated to shareholders as dividends. It indicates the profit from the investment of the company. The Company will present the information on the earning per share to the Annual General Meeting of Shareholders to seek approval for dividend payment. This is the true indicator of the operational efficiency of the Company. The Company has identified the target of the earning per share and dividend payment at the appropriate amount and proportion for shareholders to enable the Company to continually invest, expand and compete in the market. It will also reassure the shareholders of the profitable returns for sustainable growth. Indicator
Result 2013
Target 2014
Result 2014
% Earning per share
53.2
≥ 50
**
** Awaiting resolution from the Annual General Meeting of Shareholders
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IN PROCESS
GREEN MARKETING MANAGEMENT Fair marketing strategy for customers and competitors
In spite of fair marketing strategy, the Company also gives very much importance on the care for customers for the trust in “Lumpini” brand which will be developed into a brand loyalty, one of the components of sustainable development. For the Company, “customers” are inclusive of those who are interested in the products, buy the product for residential purpose and buy the product to invest as well as renters. All of them are “customers” that the Company must care for both before and after the handover of the condominium unit.
Care for customers before the handover of condominium unit The services provided to customers before the handover of the condominium unit start from the time they express their interests in buying a product, sign a buy-sell agreement and make a down payment in installments until the product is delivered. The Company established the Customer Relations Department which later on has been evolved into the Customer Experience Management Department to manage the experiences of customers via all the touch points to create positive customer experiences. The Company has also identified a strategy to build confidence of customers, relationship with customers and brand loyalty by delivering product and service values to all groups of customers.
Care for customers after the handover of condominium unit After the condominium units are handed over and the customers start moving in, the other value of services that the Company delivers to customers is community management. “Vibrant Community” strategy has been developed to deliver the service value to the customers. It refers to Lumpini Community living together happily with great quality of life, society and environment and awareness of togetherness, care and share culture. GREEN OPERATION
L.P.N. Development Public Co., Ltd.
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As a result of extensive experiences in condominium and community management, the Company has made use of the information on the behavior and lifestyle of condominium residents in the development of F-B-L-E-S+P concept in community management to bring about “Vibrant Community” for the real pleasure of living. It comprises:
F - Facility Management B - Budget Management L - Life Quality Management E - Environment Management S - Security Management P - People Management Satisfaction and Complaint Management The management of satisfaction in product and service of customers is regarded as of the crucial operational strategies of the Company. In order to deliver the values to the customers and residents as well as to enhance the trust in “Lumpini” brand, the Company stresses the importance of the improvement and development of products and services. The Customer Experience Management Department is established to design the services provided to customers at all touch points, whether they are human touch points e.g. sales officers, maids and security officers or non-human touch points e.g. sales office and parking lot. The Customers Experience Management Department will establish the service standard of each touch point in all level of services provided from prior to the purchase, during making down payment, after ownership transfer and all through the time they are the customers of the Company. 34. Maids at the Condominium 33. Brokerage Business Officers
25. Condominium Units 24. Common Properties 23. Convenient Facilities
Exper ienc es a fter m
27. Administrative Officers of Juristic Person 26. Community Managers
ing buy ore bef
32. Maintenance Officers after Ownership Transfer in ng 31. Security Relation Officers ovi 30. Maids at Juristic Person Office 29. Security Officers at Juristic Person Office 28. Building Maintenance Workers
1. Parking Space 2. Sales Office Exp erie 3. www.lpn.co.th nce 4. Show Unit s 5. Sales Activity 6. Call Center Prospect Customers 7. Sales Officers 8. Maids at the Sales Office 9. Security Officers at the Sales Office
Touchpoint Wheel 10. Condominium Unit Handover Activity Joint Owners/Residents (Co-owner)
Customers
11. Ownership Transfer Office 12. Juristic Person Office
13. LPN Payment Card 22. Bank Officers 14. Installment Payment Follow-up System 21. Officers of Business Alliances 15. Mobile App. ess 20. Construction Officers proc E x p e ri g n i y u e n c e s d u ri n g b 16. Ownership Transfer Officers 19. Customer Experience Management Officer 18. LPN Staff 17. Finance Officers
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Sustainable Development Report 2014
In addition to ensuring the satisfaction of the customers, there is also a customer retention process of managing customer complaints and feedback. It is a great opportunity for the Company to be aware of the defects in our products and services and take action to solve the problems. The complaints will be managed through the complaint management process to provide assistance to the customers and contain the problem. Since social networking and online reviews are prevalent, the information has spread widely and quickly like never before. Minor problems could become major issues, therefore, finding appropriate solutions for the customers in a timely manner is the practice that all staff have always adhered to. At present, the customers can make a complaint via three channels i.e. Company website, LPN Mobile App and Call Center. After the complaint is received, it will be managed so that the situation is resolved within five days. Anyhow, it also subject to the urgency of the problem as well as the action involved. The complaint management process can be categorized into eight steps. The information on the action taken and solutions are filed in the knowledge management system of the Company as a reference for other staff. The complaint management process of the Company is as follows:
The complaint management process of the Company Process
Related Department
1. Receive complaints from various channels
Report the complaint and record it in the system
one day and record it in the complaint system
4. Take action to solve the problem and record the outcome in the system and inform the customer of the proposed solution.
5. Related department report the outcome of
the action taken to the Customer Experience Management Department and executives
6. Contact the customer to follow up on the issue
Executive
Receive complaints
2. Inform the related department within
and contact the customer within one day after being informed of the complaint
Customer/ Resident
Start
- Call Center - Direct call to staff - External website e.g. pantip.com - Executives
3. Related department acknowledges the complaint
Customer Experience Management Department
Copied on the complaint report
Receive the complaint report
Investigate the nature of the problem
Take action to solve the problem
Explain the proposed solution to the customer Report the outcome
Report the outcome Follow up on the outcome
7. Prepare a monthly report to be submitted to the executives and related department
Complaint report
8. File the report and share interesting
File the report
case studies with other staff in the knowledge sharing session
GREEN OPERATION
End of the process
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Summary of Complaints in 2014 In 2014, there is no major complaint issue from the customers, residents or other related persons. However, the Company has compiled and categorized the complaint issues to be used as case studies to develop and improve the operation especially that involves the delivery of product and service values to customers.
Total complaints Number of complaints in the system: 879
5%
Other (48)
4% Compliments (38)
57%
33% Recommendations (291)
Complaints (502)
100 80 60 40 20 0
72
61 34
82
76 38
61 41
51
51 55 51
70 49
44 41
39 41 36
18
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
complaints 2013
* The average of 42 complaints per month. The average problem-solving period is five days.
51 27
Nov
39
55
Dec complaints 2014
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Sustainable Development Report 2014
Complaint channels Number of complaints in the system: 879
34% 39%
www.lpn.co.th - 340 • Complaints (219) • Recommendations (84) • Compliments (4) • Other (33)
Call Center - 297 • Complaints (191) • Recommendations (57) • Compliments (34) • Other (15)
28%
LPN Mobile App. - 242 • Complaints (92) • Recommendations (150)
The issues complaint through the system in 2014 has decreased by 176 issues (27%) which shows a positive trend. The complaints on the touch points have also been decreasing and the problems are solved in a timely manner. However, the complaints on community management by the F-B-L-E-S+P concept are increased by 14 issues (5%), most of which are on the quality of life issues (L) such as cigarette smoke, loud noise and various regulations in the condominium. Of all 502 complaint issues, the two major causes of the complaints are as follows:
Category 1 : Product Value
• Complaints about the product e.g. untidiness of the repair work in a condominium unit, water leakage, broken material or equipment. • Complaints about the policy e.g. design policy specific to a project, condominium unit handover policy. • Complaints from neighboring houses e.g. noise or dust problems from projects that are under construction.
Category 2 : Service Value
• Complaints about F-B-L-E-S+P strategy in community management. • Complaints about services e.g. politeness of staff, quality of the service.
The complaints that are made through the system in 2014 has decreased by 176 issues (27%).
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
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Details of the Complaints Number of complaints: 502
43% Service (231)
47.4% FBLES+P Management (238) 7% Product (36)
0.1% Company Policy (1)
2.5% Impacts on Neighboring Houses (13)
Complaint Management Guideline 1. Managing the complaint according to its seriousness and impacts on the customers
Type of Complaints
Management Guideline
Group 1
Group 2
Group 3
Group 4
Complaints that are very serious and frequent and affect the Company immediately
Complaints that are very serious making the customers so upset that they may stop buying the service from the Company e.g. untidy repair work
Complaints that are General complaints frequent but do not affect e.g. regulations on the customers’ decision the parking space not to buy the service from the Company e.g. cigarette smoke from nearby units
Address the problem immediately and closely follow up the issues, directly report to high-ranking executives to seek advice on the problem-solving process to contain the problem.
Address the problem immediately and closely follow up the issues, directly report to high-ranking executives and related departments to seek advice on the problem-solving and preventive measures.
Inform the Community Inform the Community Manager to find solutions Manager to take action and contact the customer on the issue. to offer an apology and explanation.
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Sustainable Development Report 2014
2. Arranging communication channels to reach the customers and fulfill their needs The Mobile App is available for download in 2014 and receives positive feedback from the customers. It is the channel that is most popular among the customers. The Mobile App is the two-way communication channel in which the Company can provide information directly to the customer and facilitate convenience to the customers in checking postal package, making enquiries, requiring repair work and making complaints. The communication between the Company and the customers can be done very quickly. The communication can be made through online social media i.e. Facebook. It is trialed in four projects launched as a channel to communicate news, construction progress and other activities of the Company to the customers. The average of 72% of all the customers who reserve to buy the projects expresses their interest in receiving the information via Facebook as it coincides with their information consumption behavior. The Customer Experience Management Department will update the information or various issues on Facebook on a daily basis and follow up the response of the customers and answer their questions. The Department is also responsible for following up other online activities on external websites that mention the Company or competitors.
Satisfaction Survey in 2014 During the past year, the Company has measured the satisfaction of customers in the eight processes of the provision of direct services to the customers. Overall, the level satisfaction on the services provided to customers is higher than that in the previous year, particularly in terms of community management under “Vibrant Community” strategy. It is the key strategy that is surveyed during the Annual General Meeting of Joint Owners. The average score in 2014 is 92% and the Net Promoter Score (NPS) is at 44%. This is the indicator that underlines the success of the operation that is responsible for the consumers, enabling the “Lumpini” brand to develop and grow in a sustainable manner and the standard of the provision of service to be developed further.
Summary of the Result of the Satisfaction Survey and Net Promoter Score Satisfaction Score, comparing between that in 2013 and 2014 100 80 60 40 20 0
%
96 98
96 97
Call Center
Sales
82 85
90 92
88 92
89 91
80
91
92 92
STD = 85%
Construction Ownership Annual General Joint Repair Work Brokerage Transfer Meeting of Joint Owners After Ownership Business Owners Committee Transfer
Indicator
Result 2013
Target 2014
Result 2014
% Satisfaction Score
88
≥ 90
92
The satisfaction score in 2014 is higher than that in 2013. The level of satisfaction of all operations is higher than the standard. The operations with highest score are sales and Call Center.
GREEN OPERATION
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Net Promoter Score of each department, comparing between that in 2013 and 2014 60
%
40
32 32
38
44
39
46
36 36
20 0
Call Center*
Sales*
Construction* Ownership Annual General Joint Repair Work* Brokerage Transfer Meeting of Joint Owners After Ownership Business Owners Committee Transfer
Indicator
Result 2013
Target 2014
Result 2014
% Net Promoter Score
35
≥ 40
40
* NPS will be surveyed after the handover of condominium unit so the scores of the Call Center, sales, construction and repair work after ownership transfer are not surveyed.
The operations with highest NPS are management of joint owners and Joint Owners Committee, brokerage business and ownership transfer work. It shows that the operations on community management and the team have positively affected the loyalty of the customers.
The level of satisfaction on the service provided to the customers is higher than that of the previous year, especially in terms of community management under “Vibrant Community” strategy. The average satisfaction score in 2014 is as high as 92%.
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IN PROCESS
GREEN CONSTRUCTION PROCESS The management of environmental and social impacts from construction process
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
Project management Project management is at the heart of property development. The operation can only be successful if a decent operational framework is established so as to reduce the impacts and systematically identify problem-solving measures. The Company has established the project management framework under the Q-C-S-E-S+P principles as the environmentally and socially responsible guideline for the operation and responsibilities of the staff of the Project Management Department. Furthermore, the stress is put on relationship building with surrounding communities of the construction site. In all projects developed by the Company, an ad hoc unit will be sent to build understandings with the communities by presenting the project information to them, listening to their problems and asking for recommendations. The information will be filed in the system to be analyzed and seek solutions. The process is ongoing since the start of the construction all through to the handover of the project to the juristic person.
Environmental Management Reduction of impacts and solutions to environmental problems The Company has continuously analyzed and collected information on the impacts from construction. Case studies are in place to find solutions to the problems. The impacts on neighboring communities can be categorized into two groups as follows:
1. Impacts during construction Traffic - During the construction, there will be the transport of workers, construction materials, machines or other equipment
into the construction site which will impact the traffic around the surrounding communities. The Company will ensure that the contractor strictly abides by law. For example, the trucks will only leave the site at night and enter the site early in the morning to avoid rush hours and the parking of vehicles will be controlled.
Air quality - The cement and wood scraps from the construction site will bring about dust particles in the air. The
Company covers the building with canvas to prevent dust emission, ensures the cleanliness of the wheels of trucks going in and out of the site and cleans the entrance of the construction site with water to control dust emission.
Noise - There are two types of noise pollution from construction i.e. noise from construction vehicles and noise from
construction machines, both of which have different control measures. The vehicles will be going in and out of the site at night but the transportation of construction materials can only be done during the day. As for the noise from the machines, the Company will install sound-proof walls.
Vibration - The vibration from the construction site may affect the stability of nearby buildings such as pile work. The
Company reduces the impact by using “bore pile” and digging holes and pouring cement into the holes. This is different from using “concrete pile” which can cause vibration. The Company will consider appropriate timing to do the pile work. If the neighboring communities are residential area, the pile work will be done during the day when people are at work. If there is a school nearby the construction site, the pile work will be done during the school holiday.
Construction safety - In the construction activities, there will be transportation of workers, materials and machines at all times. Therefore, without strict safety measures, accidents may occur. The Company does not only give importance to the safety of workers or officers working in the construction site but also the residents of surrounding communities who are also at risk. Apart from preventing dust emission, the canvas covering the building will also help prevent material scraps from falling into the communities.
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2. Impacts after Construction Density of communities - The moving of a large group of people into the area affects the existing communities in various aspects. The Company realizes that there may be impacts on existing communities. Therefore, apart from communicating to and building understanding with neighboring communities, the Company also develops retail shops at the front of or inside the project for the convenience of the residents and surrounding communities.
Traffic - There are a large number of residents in residential condominium projects, so as the number of cars which cause
traffic problem in the community. The Company has always coordinated with local officers to provide convenience to the residents and surrounding communities.
Scenery - The Company usually develops large-scale residential condominium projects which may affect the scenery around
the existing communities. There may also be impacts on light and from shadow of the building. In many projects, the Company works with a group of professors from the Faculty of Architecture, Chulalongkorn University, to create a model mockup of sunlight and wind to minimize the impacts on the communities.
Outcome of the Environmental Management Operation The Company gives importance to environmental management in all the areas affected by the construction. Not only the construction is managed but also the environment around the temporary houses of the construction workers and the surrounding communities adjacent to the construction site to minimize the impacts from the construction and build relationship with the residents in the area. The safety standard is also strictly implemented for the safety of all those related and the quality of life of construction workers is taken care of. Indicator
Result 2013
Target 2014
Result 2014
No. of times the construction sites are complained so that high-ranking executives have to be involved in the problem-solving process.
4
0
0
Surrounding communities
Construction workers’ temporary house Construction site
Surrounding communities
Send a team of high-ranking executives to the site to provide information to neighboring communities and related government offices to enhance understanding and good relationship particularly with those living in the houses or buildings adjacent to the project and are directly affected in terms of noise, dust and traffic. The Company also ensures that the construction is done according to the plan and is completed in a timely manner. GREEN OPERATION
Construction site
Make the best attempt to prevent the impacts on nearby communities in terms of dust, noise and scenery such as ensuring the cleanliness of the wheels of trucks that are transporting construction materials while leaving the construction site to reduce dust and particles and developing innovation on building protection to reduce dust emission from construction site.
Construction workers’ temporary house
Ensure the promotion of occupational health by giving importance to the quality of life of construction workers and promote good health by organizing various activities e.g. Five S Activities, medical check-up, first-aid training, fire drill and free haircut.
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At the Construction Site Ensuring the cleanliness and tidiness in the construction site The roads in the construction site are to be cleaned every day after the working hours. The canvas covering the truck will be checked and truck wheels are to be washed every time the truck will leave the site to prevent the construction materials and dirt from falling onto the streets for the safety of the road users.
Roads in the construction site are washed after the working hours.
Truck wheels are washed before the truck leaves the site.
Storage space for chemical substances.
Storage space for construction materials.
The storage space for construction materials such as cement sacks and chemical substances is arranged for reduction of dust pollution and convenience.
The waste in construction site is managed. Waste containers are provided for different types of waste i.e. wet waste and dry waste for easier disposal and to reduce the amount of waste at the site. There is also a plan to improve the waste containers and promote the waste segregation standard in all the projects.
Waste segregation corners.
Waste Water Treatment and Drainage Waste water treatment tanks is installed to treat water from the construction site and toilets before being released into the public pipe. The quality of treated water is tested once every month. The 3 x 3 x 1.5 meter of sludge scraper and water retardant are installed to hold the sludge from the treated water before the water is being released into the public pipe. Seven water storage tanks of five cubic meters are provided. They can store the total of 35 cubic meters of water which will be sufficient for 1.12 day use.
Waste water treatment tanks
Sludge scraper
Water retardant
Water tanks
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The system to prevent a landslip in the project is provided. The sheet pile is used to prevent a landslip during the construction of the underground pond. During rainy season, it is also to prevent the landslip that will block the drain and flood the project. The ditch is also dug around the project to facilitate the flow of water.
Measures to prevent a landslip at Lumpini Park Rattanathibes-Ngarmwongwarn
The management of air quality, noise pollution and vibration The six-meter tall temporary fences are put up around the construction site to prevent the construction materials from falling onto nearby communities and conceal the unpleasant scenery during construction. The water wall system is installed along the fence adjacent to neighboring houses. It is the innovation used as a prevention against dust pollution. The water wall will be turned on and off every half an hour between 8.00-16.30 h. The building is covered with canvas and the workers will spray water on every floor to reduce dust particles.
Install equipment to prevent dust and noise pollution.
Install a water wall system along the fence.
Cover a cement mixer with canvas.
A room for tiles cutting.
Limit the speed of vehicles travelling in and out of the site
Install dust monitoring equipment
The condition of the machines are always maintained to reduce soot and smoke. The equipment to prevent noise and dust is provided. For example, the cement mixer is covered with canvas every time the bricks are being laid. There is also a sound-proof and dust-proof room for cutting tiles. The speed of vehicles travelling in and out of the construction site is limited not to exceed 30 kilometer/hour to reduce ground vibration. The engine of the truck must be shut off as soon as it is parked. The air quality, noise and vibration in the construction site are regularly monitored to ensure compliance with pullution prevention standards. The air quality monitoring is done on a regular basis.
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
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Table 1 : The Example of the Result of Air Quality, Noise and Vibration Test at the Construction Site of Lumpini Park Rattanathibes-Ngarmwongwarn Parameter
Standard
Total Suspended Particulate; TSP (mg/m3) Particulate Matter PM9 (mg/m3) Carbon monoxide (ppm) Hydrocarbon (ppm) Sulfur dioxide (ppb) Nitrogen dioxide (ppb) Equivalent continuous sound level; Leq24 (dB) Maximum sound level; Leq max (dB) Maximum vibration level (millimeter/second)
Actual (Min-Max)
0.33 0.12 30 300 170 ≤ 70 ≤ 115 5
0.068 0.022 0.1 0.2 0.03 0.02 63.40 88.2 0.711
-
0.250 0.112 1.5 1.1 19.25 28.67 69.70 108.40 2.06
Information as of January-October 2014
Air Quality Monitoring Equipment
Sound Meter
Vibration Meter
Summary of the Amount of Materials Used in Construction in 2014
Projects handed over in 2014
Construction site area 447,749 sq.m.
No. of unit 10,226 units
Concrete 166,612 cubic meter
Steel 28,930 tons
Shutter board 838,708 sq.m.
Laminate 195,141 sq.m.
Post tension 415,066 sq.m.
Precast 187,768 sq.m.
Tiles 291,944 m.
Water/waste water pipe 936,130 m.
Electrical wires/ electrical equipment 7,938,382 m.
Cement 368,645 cubic meter
Paint 1,835,465 m.
Sanitary ware 10,350 sets
Plaster 846,714 sq.m.
Gypsum board 360,439 sq.m.
Light bulb 99,184 sets
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Surrounding Communities Caring for neighboring houses The environmental standard of the construction site and neighboring houses is established to be suitable with the project environment and area. The neighboring residents will be informed three days in advance when there is to be noisy activities from the construction site such as pile work. The hours that the work with loud noise can be operated are limited between 8.00-19.00h. Noisy activities will also be avoided on weekends so that neighboring communities will not be disturbed. The officers of the Company will visit the neighbors to build a good relationship with them and listen to their problems and concerns over the construction impacts. A suggestion box is put up in front of the project to provide an opportunity for the neighboring residents to make complaints or suggestions. Officers of the Company visit the neighbors to listen to their recommendations, problems and concerns over the construction impacts.
The area around the construction site is developed and improved. For example, the green space in Naknimit school, a small school of Bangkok Metropolitan Administration nearby Lumpini Place Suksawasdi-Rama 2 project, is improved and increased. The roof of a mosque situated near Lumpini Place Srinakarin-Huamark Station is also fixed.
Before Improvement
After Improvement
Aluminum and glass doors are installed at Huamark school.
Before Improvement
GREEN OPERATION
After Improvement
Before Improvement
After Improvement
Lunch tables at Huamark school are fixed.
Before Improvement
After Improvement
L.P.N. Development Public Co., Ltd.
Operational Process
Timeframe Construction Department
1. Survey the environment around the project Before the construction, the environmental around the project is surveyed, the map of neighboring houses indicating house number, name of owner and telephone number is prepared and the officers visit the neighboring houses to introduce themselves.
Before pile work
2. Build good relationship with neighboring residents Visit neighboring residents to build good relationship with them, listen to their concerns and ask about the impacts
Before pile work/ Weekly
3. Establish pollution prevention measures Put up canvas for dust and noise prevention, clear up the site, build temporary houses for workers, etc.
Before pile work
Start
Build relationship with neighboring residents
Establish pollution prevention measures
Monitor the surrounding environment and communities
Implement the measures
Problems found
Within one day No problems found
6. Compile the information 6.1 Feelings of neighboring residents 6.2 Problems and solutions 6.3 Points for improvement and outcome
7. Assess the performance
Contractor
Survey the environment Compile preliminary information
4. Monitor the environment and follow up the progress Regularly monitor the surrounding environment and take immediate action when a problem is found.
5. Take action to solve the problem Should there be any impacts or damages caused by the construction, they must be resolved immediately.
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Compile information
Monthly Assess the performance
End
Take action to solve the problem
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Temporary Houses of Workers Caring for the Sanitation around Temporary Houses of Workers Planning the layout of the temporary houses for tidiness, for example, the kitchen is arranged at the front of the house, a space for pets is arranged and cleaning shifts are organized. Moreover, the workers’ houses will be checked once a month. Any problems found will be solved in a timely manner to ensure that the workers are living in good and hygienic environment. Every two months, anti-mosquito spray will be sprayed in the accommodation of workers. During the rainy season, this will be done monthly to prevent dengue fever.
Spray anti-mosquito spray to prevent dengue fever.
Allocating different areas for construction workers. In the construction site, various areas are allocated for construction workers such as dining area around the parking lot, storage space for personal belongings and smoking area for proper disposal of cigarette butts. Create designated smoking areas.
Enhancing the quality of life of construction workers. The Company has always provided free haircut and free lunch for construction workers to raise their spirits as they also play a part in the development of the project. In 2014, the activities are organized in eight projects i.e. Lumpini Park Beach Jomtien, Lumpini Park Rattanathibes, Lumpini Ville Onnut-Ladkrabang, Lumpini Place Srinakarin-Huamark Station, Lumpini Place Suksawasdi-Rama 2, Lumpini Ville Onnut-Pattanakarn, Lumpini Ville Onnut 46 and Lumpini Park Rama 9-Ratchada.
Provide free haircut to construction workers.
Provide free lunch for construction workers.
Building self-discipline Medical check-up and drug test. Medical check-up is provided to construction workers every three months. New workers will be trained on the regulations at work. All workers will be tested for drugs. They must pass a urine drug test before being accepted to work.
GREEN OPERATION
Test for drugs before being accepted to work.
L.P.N. Development Public Co., Ltd.
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Safety Management Construction safety is very important and must be closely monitored. The Company will ensure that the safety and industrial hygiene standards are strictly implemented in all processes of the construction for the safety of the construction workers and residents of neighboring communities. The details are as follows: Put up information board indicating the details of the construction to show the status, timeline, responsible persons and other project information in front of the site. Put up a board indicating the rules of working under high voltage electricity grids.
Construction information board
Bulletin board for various regulations
Morning Talk activity
Checking the equipment for safety
Anti-fall panel in front of the elevator
A roof preventing construction materials from falling down
Organize the Morning Talk activity every morning to discuss various issues related to work all through the construction period to build understanding of the construction workers and achieve construction goals. Ensure that the clothing of the construction workers is appropriate and that they use personal protective equipment for their own safety. Set up a panel in front of the elevator to protect workers from falling into the elevator shaft, seal up the elevator shaft on every five floors and install a panel on the rooftop before pouring concrete to prevent falls. Install a roof to prevent construction materials from falling down on the building and walk way. Indicator
Result 2013
Target 2014
Result 2014
No. of serious accidents in the construction site
3
0
0
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Sustainable Development Report 2014
IN PROCESS
GREEN COMMUNITY MANAGEMENT The care of and management of the quality of life of the residents after the handover of the project
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
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Managing the communities The management of community is conducted under “FBLES+P” concept derived from long-time experiences in community management in order to deliver great quality of life, society and environment to the residents in the “Vibrant Community”.
Quality of Life Management When there is a large number of people living together under one roof, it is important to encourage their participation in the community, promote sharing culture and build good relationship among the residents. Various means of communications and activities should be in place to build understanding between the juristic person and residents as well as among the residents themselves such as mobile library activity. It is one of the activities organized in collaboration with the City Recreation Division of Bangkok Metropolitan Administration with the aim to promote reading and build relationship among the members in the community. The activity has already been implemented in 30 projects.
Mobile library activity
Environmental Management The Company intends to create great environment for the residents and has developed the environment within the project as follows: 1. Increasing green space
It is known that green space is quite limited in residential condominium projects. But Lumpini projects differentiate ourselves from other condominium projects by focusing on the increase of green space to create better the environment for the residents. Plenty of green space is allocated in the projects and “Suan Ruam Jai” is built as a recreational center for the residents. At present, green space is provided and managed in 95 projects i.e. green space in 84 projects are still at its best condition, green space in nine projects are increased and green space in two projects are decreased as the soil used is not suitable with the type of plants and there are garden pests. The two projects are solving the problem by making their best attempt to preserve the existing green space and increase green space in the projects. Usually, it is the responsibility of the juristic person to take care of green space in the project but the residents also play a role in preserving and increasing green space through “Lumpini Planting and Sharing Activity”. The objective of the activity is to encourage the residents to take part in increasing green space in the project by growing various plants such as home-grown vegetables, flowers, ornamental plants or vertical garden. In 2014, the activity is implemented in 87 projects i.e. plants are grown in empty space in 53 projects, vertical gardens are built in 13 projects and plants are grown in pots and trays in six projects. The activity is participated by both adults and children living the project. Some of the residents have also decided to increase green space in their condominium unit.
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Planting and Sharing Activity in the community
2. Managing waste in the projects
The Company has continuously developed the most appropriate type and method of waste management. There is a campaign to promote knowledge about the difference of each type of waste. At the moment, there are different containers for each type of waste i.e. general waste, kitchen waste, recyclable waste, hazardous waste and beverage carton waste. In 2014, waste containers are delivered to 25 projects.
Containers for kitchen waste and general waste
Containers for recyclable waste
Container for beverage carton
Container for hazardous waste
The availability of the containers for each type of waste does not only help reduce the amount of waste but also add value to recyclable waste. There is a corner where the residents can donate the recyclable waste which will then be sold. The money gained from selling the waste is used to sponsor the organization of charitable activities which is done in collaboration with five Lumpini volunteer clubs at Chantarasuk Temple, Patumthani province which is near Lumpini Township Rangsit-Klong 1.
Donation point in various projects
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
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The knowledge on recycling is provided to children regularly to raise awareness on environmental conservation
Apart from setting up different types of waste container, the Company organizes “Open a Bottle, Open an Idea” activity. Water bottle caps are reused to make toys, fridge magnets and stamps. A recycling manual is also distributed to the residents to encourage them to take part in waste management scheme of the project. In 2014, the activity is organized in 17 projects and is well-received by the residents. “Open a Bottle, Open an Idea” activity and other activities to promote waste management
Hazardous waste
4,371 pieces
Recyclable waste
5,290.50 kilograms
Income from selling waste for recycling
23,258.10 THB
*Information from eight projects that are the waste segregation model in 2014
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3. Managing resources in projects
At present, the consumption of resources has been increased. Each year, every project must spend a lot of money on energy and water usage. Therefore, reducing resources consumption is one of the community management policies that will help minimize management costs and reduce the consumption of resources of the country. 4. Managing waste water
Waste water will be treated before being released back into the environment. The quality of treated water has always been tested. At present, waste water management is done in 93 juristic persons. The total of 87 juristic persons have monitored the quality of the waste water, 73 of which have met the standard criteria, 15 failed to meet the standard criteria (9 are improving their waste water treatment system, 4 are during the process of growing the culture in the waste water treatment system and 2 are having the problem of reversing flow because of heavy rainfall). The other 6 juristic persons have not done so because the waste water is treated somewhere else.
Monitoring the condition of the waste water treatment pond in a project
Of all the 73 juristic persons that arrange for waste water treatment in the project, 49 juristic persons reuse the water to water the plants, clean the roads and wash the treatment ponds, equivalent of 110,852.39 cubic meter of water saved. Other 24 juristic persons do not reuse the treated water because the system of doing so is not yet in place or being improved or the Juristic Person Committee does not approve so.
Waste water from
49
juristic persons
GREEN OPERATION
The total of water saved
Watering plants
Cleaning roads
Washing treatment ponds
110,852.39 cubic meter.
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5. Conserving energy
The Company gives very much importance on energy conservation and establishes electricity conservation measures in the projects by encouraging the juristic persons to turn off the lights in the common area (parking lot and elevators) for 1.5 hours per day. 81 juristic persons participated in the activity and the total of 11,374.70 Kw are saved. Furthermore, the Company has participated in ESCO Fund Project in collaboration with LeKise, Phillips and Sylvania by changing from compact fluorescents to LEDs light bulbs in the common area which can help reduce the electricity consumption by around 60%. The payback period is 2-5 years. 57 communities are approved by the Juristic Person Committee to do so. 4 communities will invest by themselves, 3 communities will invest by themselves and make installment payments and 50 communities will make installment payments. The total of 58,179 light bulbs are already changed and can help save 174,537 unit of electricity per month or equivalent of 523,611 THB.
The average of
174,537 units of electricity is saved per month
Before changing the light bulbs
After changing the light bulbs
The common area is designed to allow natural light into the building to save energy
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OUT PROCESS
Activity to Promote Sustainability The Corporate Environmental and Social Responsibility (CESR) Out Process of the Company puts emphasis on awareness that starts from within the organization and communities developed by the Company before being extended to the society at large. The collaboration from all stakeholders such as staff, customers and business alliances are essential, as the saying goes, “Great environment and society must begin with us. When we are ready, we will promote it among communities developed and managed by us and then surrounding communities (Corporate ESR to Community ESR)”. The concept is the origin of the community management policy which aims to create “Vibrant Community” in all projects developed by the Company and be a leading example for other real estate business operators. The “Vibrant Community” concept inspires us to run environmental and social activities. The CESR Out Process activities can be divided into two categories as follows:
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
Indicator Continual activities
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Result 2013
Target 2014
Result 2014
Society
5
≥5
8
Environment
4
≥4
4
≥1
1
No. of activity co-organized by all volunteer clubs
Environmental and Social Activities of the Company Activities to Promote Togetherness Donation of Mobile Blood Donation Unit
On the occasion of the 80th Birthday Anniversary of Her Majesty Queen Sirikit and the 23rd Anniversary of the Company, we donated one eight-bed mobile blood donation unit and equipment to the National Blood Center, Thai Red Cross Society to receive blood donation from donors around Bangkok and distribute to hospitals all over the country. The target is to receive 1,600 blood units per day. Around 70% of blood donated is from the donation at the mobile unit.
H.R.H. Princess Maha Chakri Sirindhorn, Executive Vice-President of the Thai Red Cross Society graciously granted a royal audience to the executives of L.P.N. Development Public Co., Ltd. when the Company donated a mobile blood donation unit to the Thai Red Cross at Somdet Phra Nyanasamvara (Charoen Suvaddhano) Terdprakiat Building.
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“Summer of Kindness through Blood Donation” activity
During summer every year, especially during Songkran holiday, the National Blood Center, Thai Red Cross Society will have 25% less reserve blood units while the needs increase. The Company realizes how critical the situation is and thus has supported the “Summer of Kindness through Blood Donation” campaign which is organized by the National Blood Center, Thai Red Cross Society to encourage the people to donate blood and drive safely to avoid road accidents. The Company has supported the project for the third consecutive year. On 8 April 2014, Mr. Sompong Kwanampaipan, Assistant Managing Director, delivered t-shirts to Dr. Soisaang Pikulsod, Director of National Blood Service Center, Thai Red Cross Society to be given out as a souvenir to those who donate blood between 8-16 April 2014 at the National Blood Center, Thai Red Cross Society.
Mr. Sompong Kwanampaipan delivered T-shirts to Dr. Soisaang Pikulsod, Director of National Blood Service Center, Thai Red Cross Society.
World Blood Donor Day Activity
World Blood Donor Day activity is organized by the National Blood Service Center in collaboration with the Committee of Blood Donor Recruitment and Promotion, Thai Red Cross Society. The purpose of the activity is to thank the blood donors. In 2014, the slogan of the activity is “Safe Blood for Saving Mothers”. The Company has been supporting the activity for the fourth consecutive year. On 5 June 2014, Mr. Sompong Kwanampaipan, Assistant Managing Director, participated in the press conference and delivered t-shirts to Dr. Soisaang Pikulsod, Director of National Blood Service Center, Thai Red Cross Society to be given out to blood donors on the occasion of World Blood Donor Day on 14 June 2014.
Activities to Promote Caring Activities to take care of and build relationship with neighboring communities
Apart from building good relationship with communities surrounding the projects, the Company also gives importance to networking and relationship building with government agencies and other organizations in the area. The Company sponsors the activities that are beneficial for the society as well as supports the activities run by local organizations. For example, the Company supports the improvement of the leaning space in district offices by adding a book reading corner to promote learning in the community and for the general public who visit the district office to use as learning resources. The learning space in four district offices are improved i.e. Ratchathevi District Office, Klongtoey District Office, Jatujak District Office and Talingchan District Office. There is a plan to create two more learning spaces in Bungkum District Office and Suanluang District Office. The design is now being considered to best suit the needs of the community.
The launch of the learning space in Jatujak District Office
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
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Activity to Promote Sharing Blood Donation Activity
This is the Company’s major CESR activity in collaboration with the National Blood Center, Thai Red Cross Society that has been continuously implemented for almost 20 years since 1996. The first blood donation mobile unit was situated at Lumpini Tower. Later, the Company thought that other projects developed by the Company could also become the center of blood donation from the residents and general public so the mobile unit is established at other projects as well. The Company will compile the information on the amount of blood received and personal information of the donors as a database to be used in the promotion of the organization of the next activity. Also, it is to build a database of blood donors so that in case of emergency when blood is urgently needed, the Company will be able to contact the blood donors and ask them to donate blood again. At present, blood donation mobile units are available in six projects i.e. Lumpini Tower, Lumpini Sukhumvit 77, P.S.T. Condoville, Lumpini Ramindra-Laksi, Lumpini CondoTown Bodindecha-Ramkhamhaeng and Lumpini CondoTown Ramindra-Nawamin. Blood donation activities are organized every three months. In 2014, the total of 24 activities are organized during the whole year. The total of 2,667 blood units is received or equivalent to 933,450 CC of blood which was used to help around 10,668 patients (350-450 CC or 1 unit of blood can help save four patients).
Table: The volume of blood donated in 2014 Project
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1. Lumpini Tower 236 2. Lumpini Sukhumvit 77 111 3. P.S.T. Condoville 80 4. Lumpini Ramindra-Laksi 5. Lumpini CondoTown Bodindecha-Ramkamhaeng 74 6. Lumpini Ramindra-Nawamin TOTAL
77
217 76 98
94
87
218 83 82
86 104
88
250 87 86
95 97
74 89
78
347 154 171 293 202 173 301 179 183 337 164 163
Total (Blood Units)
921 357 326 346 364 353 2,667
Blood donation activity at Lumpini Tower
The total amount of donation for environmental and social activities from LPN is 8,782,632.50 THB.
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Environmental and Social Activities of Lumpini Volunteer Clubs The environmental and social awareness is cascaded to Lumpini communities. The residents in Lumpini communities who are keen to run various volunteer activities have established volunteer clubs to pursue their environmental and social vision. At present, there are five volunteer clubs founded by the members of Lumpini community, namely, “Vibrant Community: Lumpini Sampan” club, “Volunteers Club”, “Gathering of Kind People, Lumpini Volunteer” club, “Lumpini Run-Walk for Health” club and “Lumpini Volunteer Ramindra-Nawamin” club. The activities organized are as follows: No.
Club
1 2
Date
Activity
11 Mar 14 Donation of money and goods to Banglamung Home for Boys and
171 persons
6 Jul 14
191 persons
Karunyawet Home for the Disabled, Chonburi province
Vibrant Community: Lumpini Sampan
3
Participants
Forestation, dam building and artificial salt lick making at Tablan National Park, Prachinburi province
12 Oct 14 Sharing Happiness activity to the disabled at Ban Bangpakong,
169 persons
Chachoengsao province
4 5
Lumpini Volunteers
11 Oct 14 Forestation, releasing crabs and fish activity, Chantaburi province 13 Dec 14 Rice harvesting activity, Danmakamtia district, Kanchanaburi province
98 persons 70 persons
6
22 Mar 14 “Kindness Sharing for Petchaburi Kids” activity, Ban Huaypai school,
62 persons
7
Gathering of Kind People, Lumpini Volunteer
4 Oct 14
87 persons
8 9 10
11 Mar 14 Siammitr Mini-Marathon 2014 Lumpini Run-Walk 12 Aug 14 12 August Bangkok Half-Marathon 2014 for Health 16 Nov 14 Standard Charter’s Bangkok Marathon 2014
11 12 13
Lumpini Volunteer Ramindra-Nawamin Joint activity
Petchaburi province
“The Gathering of Kind People for Conservation of Nature” activity, Chonburi province
113 persons 440 persons 102 persons
20 Sep 14 Dam building and artificial salt lick making activities, Suan Pheung,
45 persons
30 Nov 14 “Kindness Sharing to Those in Needs in Tabkwang”, Saraburi province
45 persons
23 Nov 14 Forestation activity by five Lumpini volunteer clubs
142 persons
Ratchaburi province
Total 2014
1,735 persons
The total amount of donation for environmental and social activities from Lumpini volunteer clubs is 786,343,50 THB.
GREEN OPERATION
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
Various charitable activities run by Lumpini volunteer clubs. All are filled with warmth and smiles.
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AS PROCESS
LPN Academy Vision of LPN Academy “To Create Passionate Professionals by LPN Values Towards Sustainable Development” • Highly capable staff who have Service-Mindedness, Integrity and Collaboration skills. • Professional operation with Lateral Thinking, Cost with Quality, Alliance and Speed with Quality. • Passion in what they do. In order for an organization to be successful amidst rapid and constant changes in economic situation and intense market competition, it must be supported by all staff who are the vital driving force towards steady and sustainable development and growth. The Company has thus put stress on human resources management and development, fostered organization values as well as carried on organization culture. It is only because our personnel is our most valuable resource.
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As a consequence of changing social values, most of the organizations are at risk in terms of allocation of manpower and development of human resources capacity to achieve the goal of the organization. The Company finds the solution for such problem by intensifying risk management measures and establishing “LPN Academy” in early 2013 as a development and training center for all staff of the Company and subsidiary companies. It is also to promote the Company as a “Learning Organization” and “Vibrant Organization” which will lead to us being a “Value Organization”. The details are as follows:
1. Creating an opportunity for staff to regularly develop their capacity, attend trainings and manage knowledge. In 2014, there is a policy that all staff must receive an opportunity to develop themselves. The aim is for more than 80% of all staff to attend 56 hours of training per year. The result this year is 81% as can be seen below: Target Group
Target
- High-ranking executives (L.11 - 13) - Middle Manager (L.8 - 10) - Supervisor (L.5 - 7) - Operational staff (L.2 - 4)
Result in 2014 131.8 118.6 79.7 43.6
56 hours/person/year 56 hours/person/year 56 hours/person/year 56 hours/person/year
hours/person/year hours/person/year hours/person/year hours/person/year
Training hours per year of staff in each level Level L.11 - 13 L.8 - 10 L.5 - 7 L.2 - 4
All training hours 2013 2014 646.0 2,936.0 16,933.0 23,240.8
Average training hours/person/year 2013 2014
1,581.3 6,283.8 25,192.7 33,449.9
80.8 71.6 57.4 41.8
% increase
131.8 118.6 79.7 43.6
63 66 39 4
Training hours per year of staff in each level in 2014 by gender Staff in Each Level by Gender Training Hours - High-ranking executives (L.11-13) - Middle Manager (L.8-10) - Supervisor (L.5-7) - Operational staff (L.2-4)
Female (638 persons) Total Average 939.5 3,110.0 13,124.2 21,140.4
134.2 124.4 76.3 46.6
Male (471 persons) Total Average 641.8 3,173.8 12,068.5 12,309.5
638
persons
471
persons
128.4 113.4 83.8 39.3
The learning process of the Academy is based on knowledge sharing process for staff in all levels to be able to contribute to the discussion and knowledge and experiences sharing from case studies. Such process is ongoing all through the year to continually improve staff’s knowledge, operational process and services. The learning opportunity is also provided to operational staff as the goal is to provide opportunity for learning and self-development for everyone working in the organization.
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2. Establishing core competencies of staff and organization as well as development plan The Company has identified the core competency and functional competency of the organization as a standard and expectation of the organization towards staff in mobilizing the organization to achieve its goal and vision. These core competencies have been developed into C-L-A-S-S-I-C values and organizational culture along the LPN Way. The assessment is done annually and the result is used to plan training scheme for staff in all levels on attitudes, skills and knowledge. The curriculum development method, content and format of the training are carefully planned. The training methods are tailored for each level of staff so as to be in accordance with the goal and policy of human resources development as follows: 2.1 Management Development Plan : Focus on development of knowledge and competency in management, financial management, team management, human resources management and risk management. Result : The Academy comes up with management skills development program for each level of staff. The main courses are as follows: Level
Goal
L.11-13 (High-ranking executives)
To develop a leader in generating business results
• Senior Management Development Program (SMDP), focusing on external training programs and special assignments • Real Estate Management Training Course (RMTC)
L.8-10 (Middle manager)
To develop a leader in generating operating results
• Management Development Program (MMDP), focusing on external training program • Coaching Effectiveness • Real Estate Management Training Course (RMTC)
L.5-7 (Supervisor)
To develop an effective supervisor
• Junior Management Development Program (JMDP) • Coaching and Communication Techniques in the “LPN Way” • Problem Solving and Systematic Decision-making Process • Coaching Effectiveness
L.2-4 (Operational staff)
To develop effective operation
• Staff Development Program (SDP) • Communication and Collaboration Technique in the “LPN Way” • Happiness at Work Program • Smile at Heart, Smart at Work Program • Coaching Effectiveness
GREEN OPERATION
•
Program
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Learning and Development Activities
Knowledge Sharing Workshop
Training
Workshop
Game-Based Learning
E-Exam
Follow-up Workshop
Morning Talk Briefing
Study Tour
Book Briefing
2.2 Community Management Plan : Focus on the development of attitude, knowledge and skills that are in line with F-B-L-E-S+P strategy. The courses are as follows: 1. Community Management Training Course (CMTC) 2. Model Community Management 3. Team Management 4. Effective Financial and Budget Management 5. Knowledge about Condominium Regulations 6. Meeting Management and Minutes Taking 7. Provision of Services and Working Standard to Create Impression 8. Executive Sharing at Vibrant Community Meeting 9. Knowledge Sharing Sessions by All Level of Executives
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Result : Manager of Community Management Department and Community Managers are trained on “5 Alternatives Towards Exceptional Results” and “’Vibrant Community Management Strategy” programs. There is the total of 25 participants. Community Managers are trained on “Model Community Management”, “Finance for Non-Finance”, “How to Read the Financial Statements of Juristic Person” and “Condominium Law for Community Managers” programs. There is the total of 86 participants. 29 Community Officers are trained in the “Community Management Training Course (CMTC)”. The training period is nine months to prepare them for the position of Community Manager in the future. Other programs include “Meeting Minutes Taking” and “Introduction to Condominium Law”. There is the total of 200 participants.
2.3 Community Service Development Plan : Focus on the development of around 1,100 Community Service Officers to ensure that they are trained in consistence with the four strategic plans comprising professional trainings to promote professional attitude, skills and knowledge in cleaning services and related tasks. The goal is to upgrade the cleaning services in all “Lumpini” communities. The Company also organizes career trainings and supports staff and their family members to further their education in order to add value to their lives as well as bring about a better quality of life for them so that they can hold their head up high and live happily in the society with pride and dignity. Result : Strategic Plan 1 : Promote Basic Education : Promote education among Community Service Officers by encouraging them to continue their study in the non-formal education system from Prathom 6 to Higher Vocational Level. There is the total of 111 participants. Strategic Plan 2 : Build Professional Capacity : Increase knowledge and skills in cleaning e.g. “Knowledge in Cleaning Management” program. There is the total of 800 participants. Strategic Plan 3 : Promote Service Culture : Promote and build service values in line with S-E-R-V-I-C-E-S culture and develop good personality. There is the total of 400 participants. Strategic Plan 4 : Promote Professional Experiences : Provide knowledge in adding values and improving the quality of life to staff and their families e.g. how to increase happiness at work. There is the total of 400 participants.
GREEN OPERATION
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LET’S CREATE HAPPINESS TOGETHER
2.4 Project Management Development Plan : Focus on the sharing of knowledge and skills that correspond with Q-C-S-E-S+P strategy. Knowledge sharing session, executive sharing session and site visit are organized on a monthly basis for staff of LPN and business alliances (LPN Team) to exchange working experiences, share success stories and lessons learnt in order to standardize the operational framework and improve their knowledge in a systematical manner. Result : LPN & LPN Team Sharing activity to exchange working experiences and learning is organized. There is the total of 90 participants. Executive Sharing session is organized for the executives to share their knowledge and experiences related to construction management e.g. designing a project with substitute materials, green building design, etc. There is the total of 85 participants. Trainings for the project management team and business alliances (LPN Team) are organized to boost their knowledge e.g. LPN Revit Basic Training program, Standard for Electrical Installation in Thailand, B.E. 2556 (new standard) and Contractor’s All Risks program. There is the total of 190 participants.
2.5 Sales and Brokerage Management Development Plan : Focus on the sharing of knowledge, experiences and lessons learnt from work. The test to assess knowledge and skills in sales and brokerage management and trainings on brokerage business are organized. Result : The knowledge in management specific to the Sales and Brokerage Management Department is effectively developed. There is the total of 80 participants. Foreign ownership of a condominium Legal knowledge related to renting and buying condominium Tax calculation and returns from renting out a condominium English for communication D I S C for communication Coaching technique
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2.6 Internal Trainer Development Plan : Focus on the design of the program that supports the vision and strategy of the organization and the preparation of internal trainers to have the capacity to train others. Three classes of training of trainers are organized with the total of 40 participants. Furthermore, in order for the trainers to deliver the trainings in real situation, the Academy has come up with a “platform” for them to practice their training skills and provided them with a feedback. The training programs include Orientation Program for New Staff, Basic Knowledge in Community Management, S-E-R-V-I-C-E-S Concept and Procurement Process.
The internal trainers are assigned to be responsible for welcoming and giving lecture to the group of visitors from government and private sector e.g. officers of the National Housing Authority, study group from Mongolia and Bhutan, students of the Faculty of Architecture, Chulalongkorn University and Cornell University, U.S.A., officers from the Office of Natural Resources and Environmental Policy and Planning, Community Organizations Development Institute (Public Organization) and Crown Property Office.
3. Awarding Scholarships Every year, the Company provides three Masters Degree Scholarships per year to staff (400,000 THB each) and 17 Vocational Scholarships (for Vocational Education and Higher Vocational Education) to the maids (12,000 THB each) to develop their capacity and improve their knowledge so that they have a chance to grow with the organization.
4. Promoting E-Learning The Company has developed E-Learning system which is the provision of education through electronic technology and internet or intranet network. It is one type of “self-study” which the learners can choose the learning time and place that best suit their requirements. At the moment, ten topics are available on the E-Learning system e.g. History of LPN, LPN Way and Sustainable Development.
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5. Overview of Human Resources Development in 2014 (UNIT : THB)
Expenses on training in 2014
3,030,398 THB
2014
5,841,653 THB
10,001,134 THB
Total 18,873,185 THB Expenses on
internal trainings
Expenses on internal trainings 10,001,134 THB
73% 2556
79%
Other
Expenses on
external
expenses
trainings
Expenses on external trainings 3,030,398 THB
Other expenses 5,841,653 THB
Average training expenses per person 17,000 THB/person
34%
88%
78%
Knowledge of participants has increased 34% after attending the trainings.
The confidence in applying the knowledge from the trainings in work is 88%.
The result of the satisfaction survey of staff in the topic of the opportunity to learn and develop knowledge is 78%.
2557
Capacity in leadership and management of staff at the managerial level (L.8-13) has increased from 73% in 2013 to 79%.
In 2015, the human resources development plan of the Academy will be integrated with the nomination process, the development and growth of the organization, the creation of successors, the development of high potential staff, staff appointment and transfer, performance evaluation and calculation for remuneration for staff. The Human Resources Management system is to be developed to be most effective for the organization to be a “Learning Organization” and “Vibrant Organization” and finally a “Value Organization” in a sustainable manner which is the ultimate goal of the organization.
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AS PROCESS
Social Enterprise At present, the problem of labor exploitation especially women labor is of grave concern and is urgently needed to be solved by the collaboration of both government and private sector, especially that of underprivileged female workers who are uneducated and illiterate, some of whom are abused by the employers in terms of wages. Moreover, some female workers are abandoned by their husbands and are single mothers taking care of their children alone so they have no other options but to work in exploitative organizations and are prone to other social problems such as gambling and drug. The real estate business of the Company involves around various types of services especially cleaning services. The Company has established a unit to provide cleaning services to the communities managed by the Company with the intention to provide an opportunity for underprivileged women in the society to be professionally trained with the focus on cleaning services in “Lumpini� communities. It is also to enhance the quality of life of underprivileged women and their families to be able to live in the society with pride and happiness. All the staff in this line of work are equally treated in the same manner as the staff in other departments and are entitled to receive the welfare and bonus. The wage paid is 10% higher than the minimum wage. Last but not least, they are supported in terms of scholarship paid from the budget of the Company for them and their children to continue their studies. There are currently more than 1,200 staff in this line of work. One of the KPIs of this department is the happiness of employees. The result is very satisfactory as evident in the survey of the satisfaction of cleanliness services provided to communities and the uplifted quality of life and happiness of staff.
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In 2011, the Company started to study the social enterprise concept to add on to the operational direction of the department. The status of this line of work is approved by the Board of Directors of the Company to be upgraded to the establishment of Lumpini Property Service and Care Co., Ltd. to manage the work separately and pave the way for the Company to be a social enterprise. More trainings and services will be provided to generate profit and better quality of life for staff while also working to benefit the society in return in a scheme which is to be decided in the future.
Quality of Life Upgrade for Underprivileged Women Promoting Basic Education
The Company has always stressed the importance of education. The higher education people receive, the more opportunities they will have in the society. Education is thus provided to the maids i.e. Non-Formal Education and Vocational Education. In 2014, the number of maids furthering their studies are as follows: Non-Formal Education The class is conducted every Tuesday at Jasmine Room, 11th Floor, Lumpini Tower. There is the total of 25 students as can be seen in the table below.
Number of Students in the Non-Formal Education Program Education Level Elementary Lower Secondary Upper Secondary Total
Non-Formal Education No. of Students (Persons)
Graduated in 2014 (Persons) 1 1 0 2
4 16 5 25
Studying in the Non-Formal Education Program
Indicator % happiness of staff
Result 2013
Target 2014
Result 2014
≼ 90
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Vocational Education The class is conducted every Wednesday at Bangkok Arts and Crafts College. There is the total of 19 students.
Number of Students in the Vocational Education Program Vocational Education (Two-Year Curriculum, to be graduated in February 2015) Education Level No. of Students (Persons) Graduated in 2014 (Persons) Vocational Higher Vocational Total
0 0 0
4 16 20
Studying for the Vocational Certificate
Creating Opportunity for Career Advancement The Company provides opportunities for staff with good performance to grow in their line of work. In 2014, there are 26 staff who are promoted to take up a better position, six of whom are Security Relations Officers who used to greet and receive customers in the foyer but are now transferred to be operational staff, 17 maids are transferred to be Security Relations Officers and 4 maids are transferred to be Community Service Administrative Officers.
Creating Happiness Through Volunteer Activities Environmental Activities
The Company encourages the maids to take part in environmental conservation by increasing green space in the project by creating a wall of hanging planters in front of the waste water treatment system control room and planting pandanus in front of the garbage room. The pandanus does not only help increase green space but its fragrance will help eliminate bad odor as well. In 2014, the activities are implemented in five projects i.e. Lumpini CondoTown Bodindecha-Ramkhamhaeng, Lumpini Ville Ramkhamhaeng 26, Lumpini Ville Cultural Center, Lumpini Ville Ramindra-Laksi and Lumpini Place Rama 9-Ratchada.
GREEN OPERATION
Increasing green space in the project.
L.P.N. Development Public Co., Ltd.
LET’S CREATE HAPPINESS TOGETHER
In addition, the maids are encouraged to produce and use environmentally friendly products. They are trained to make EM water to use in cleaning instead of chemical substances, use as fertilizer and give out to the residents. At present, 71 projects produce their own EM water at the average of 15,400 liter/month. The EM water is used in 88 projects. Making EM Water Social Activities
The Company has always encouraged the maids to participate in social activities, most of which are the cleaning of public area nearby the projects. In 2014, 410 activities are implemented in temples (cleaning the surrounding area and helping with merit making activities of the temple) and public area (cleaning the area around the bus stop, footbridges and streets nearby the projects).
Volunteer activity in a temple
Volunteer activity in the public area
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Innovation Development based on Research and Development The Company has always given importance to business innovation development especially in terms of the process of property development or so-called process innovation which have enhanced the values of the products or services of the organization. The Company has defined the term “innovation” as follows: 1. The innovation should promote the vision and strategy of the Company. 2. The innovation must promote the values of products and services. In 1995, the Company established a Research and Development Department which comprises those with knowledge, capabilities and experiences from various professional backgrounds. The Department is under the direct supervision of the Managing Director and is responsible for the research and development work of the Company.
Research The research of the Company revolves around the whole operational process starting from the research to obtain information for executive decision making. Research topics range from macro level information such as economic, social and political situations, market needs and information for the development of each project e.g. suitable location for development, suitable price range to the information on customers’ needs to be used to develop the products that are able to meet the needs of consumers as much as possible. Moreover, it also includes research to seek new business opportunities arising from changes in the environment, society and consumers’ behavior in order to support the expansion of the Company in the future as well as research to develop and improve efficiency of the operation of the Company with the aim to satisfy the needs of customers and add values to products and services as well as to reprocess in order to increase operational efficiency, reduce costs and wastes and improve the speed of operations. During the past few years, the Company has been promoting and supporting the development of new innovations in all departments in terms of products and services which includes project development and design process, marketing and brand communication, construction process, condominium ownership transfer process and community management process.
Development of Products The product development of the Company focuses on increasing the value that responds to the needs of consumers while maintaining the upper hand over competitors, leading to the trust in “Lumpini” brand. Throughout the years, the Company has significantly achieved the development in product development. It could be said that condominiums of the Company are the model of urban residential condominiums development which has been copied by many other business operators. It is because the Company’s condominiums are able to answer to all the needs of the residents. Project Development and Design Process The heart of the development and design process of the Company is the development of “LPN Design” concept which has been widely accepted, “LPN Green” concept developed under LEED Standard as well as Mixed Target Development which is the development of project to serve the needs of both office workers and retirees. The latest innovation is the design of the 21 sq.m. condominium unit to answer to the livelihood of urban residents in small-size condominium unit.
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LPN Design
LPN Green Project
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“LPN Design” concept starts with the 30 sq.m. studio condominium unit and 60 sq.m. two-bedroom condominium unit which introduce the new standard of condominium living since both are suitable with the Thai ways of living and are easy to maintain. Until now, the main products of the Company have constantly been improved. In spite of its small size, the 26 sq.m. one-bedroom condominium unit is able to respond to the livelihood and needs of the residents. The price range is also affordable and attractive to the target group. The 26 sq.m. condominium unit of the Company was praised to be the “Product of the Year” in 2009 by one of the newspapers. The latest innovation is the design of the 21 sq.m. condominium unit to answer to the livelihood of urban residents in small-size condominium unit. This design is firstly introduced in a project in Chonburi province. Apart from developing products and services mentioned above, the Company also pays much attention to the impacts on the environment as a result of a project development and thus comes up with “LPN Green Project”. This concept is introduced to the public and receives positive feedback in terms of the sales volume. “LPN Signature Green Project” is also developed as a model of green project that emphasizes the reduction of environmental impacts. Though “LPN Green Project” is established by the Company, it is consistent with “Green Building” standard of LEED. This showcases the corporate environmental and social responsibility of the Company. However, the development of LPN Green Project must take into consideration the appropriateness and possibility in other aspects, especially in terms of project costs so as to be in accordance with the strategy and vision of the Company.
LPN has developed Lumpini Park Rama 3-Riverside under “LPN Green Project” concept.
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Marketing and Brand Communication At first, the marketing activity of the Company did not focus on the communication through mass media which is very costly but opts for more effective marketing tools that have direct access to the target group. The key policy of the Company is to manage the community to develop good quality of life of the residents. As a result of successful community management, this group of customers has spread the word of mouth to other groups of customers. This type of marketing is absolutely free of cost.
LPN opts for effective marketing tools that have direct access to the target group. The Company focuses on efficient community management, resulting in the spread of the word of mouth.
Construction Process The Company has invented the semi prefabrication construction system which combines exterior ready-made wall panels with interior wall panels rendering system to shorten the construction period and reduce wall cracks problems after the handover of the units. Furthermore, the Company encourages all constructors to invent a construction system or equipment as well as process to add value to the construction work. An innovation competition has been organized annually as an incentive for the Construction Department and business alliances (LPN Team) to encourage related parties to create new innovations in construction work.
Exterior ready-made wall panels in the semi prefabrication system helps shorten the construction period.
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Development of Service The identity of “Lumpini” brand does not only come from the development of products which responds to the needs of the customers but also the services. “Lumpini” brand has been widely accepted and customers spread the word of mouth about the services provided by the Company. The “Community Management” of the Company is operated by Lumpini Property Management Co., Ltd. which has been established for more than 20 years and is responsible for managing all communities in the projects being developed by the Company. Sale Process As a consequence of the trust of the customers placed in “Lumpini” brand, the products of the Company are in high demand in the market. For some projects, customers have been forming a long queue in front of the project many hours before the sale opening day in order to reserve to buy condominium units. Such difficulties have not been neglected. The Marketing and Sale Department has come up with tag issuance and draw system so that it would be more convenient for the customers. This is the obvious example of the creation of service value to customers. Condominium Ownership Transfer Process The product development strategy of the Company focuses on the development of condominium for middle to lower-middle class customers who are in need of a residence, resulting in an annual increase in the number of condominium units of the Company. The handover of condominium units is not regularly done on a monthly basis. The department which is responsible for the ownership transfer of condominium units, therefore, adjusts the ownership transfer system with the involvement of various departments both internally and externally (e.g. customers, banks, government offices), enabling the Company to transfer the ownership of 550 units within one day only. This is considered to be the process innovation which helps increase the effectiveness of the business operation of the Company. Community Management Process Regarding the responsibilities towards customers in the real estate business sector, it is common to assume that such responsibilities will come to an end after the condominium units are handed over to the customers. However, the policy of the Company is not only to take responsibility for the buildings we have developed but also the quality of life, society and environment of the project, all of which are most important to the residents. “Vibrant Community” strategy has thus been developed as the innovation for outstanding services which build the customers’ trust in the Company. The “Vibrant Community” strategy has constantly been developed along with other product innovations such as “Suan Ruam Jai” and “Living Library.” In order to respond to the true needs of the residents and enhance the real pleasure of livings, the meeting of the executives, the management and chairman of all juristic persons has been organized annually with an aim to communicate the policy of the Company, exchange information and brainstorm ideas through group activities. This is the service innovation which enables the Company to improve and develop the community management system to better serve the needs of the residents.
“Suan Ruam Jai” and “Living Library” are the examples of innovations that add values to the product to create “Vibrant Community” and “Real Pleasure of Living” for the residents.
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Building Information Modeling (BIM) Technology Since 2006, all aspects of the business of the Company have been developed especially in terms of the number of projects developed. One of the significant risks is that related to the design and construction process. Normally, a building design is developed on two-dimensional media such as paper or Computer Aided Drafting (CAD) program. Errors are commonly made as the building of actual three-dimensional building based on two-dimensional information requires extensive experiences of the constructor. The management measures for such risk is the construction cost buffering in the design phase and on-site problem solving process, both of which are risk absorption not prevention measures. Therefore, the provision of a tool to control the above risk is absolutely necessary.
Background of BIM In 2013, the Company started connecting the Building Information Modeling (BIM) process to the design and construction process in order to minimize risk in terms of data incompletion. BIM is the technology that connects two types of information i.e. numeral data such as building space, number of construction materials and construction materials prices with visual data such as construction model to become one. The changes of information in one will also affect the other. In the past, the project development process will start from designing a building and seeking approval from the executives. The draft of the design will be used to generate the quantity takeoff so that the construction materials and cost can be estimated by specialists. This process normally takes weeks. Moreover, while the quantity takeoff is being generated, the design may be revised, resulting in the errors in the construction model and cost. BIM technology is able to help shorten the period of the estimation of construction materials and cost. If BIM technology is utilized in the development of a building, the information on the quantity of construction materials and cost will be processed simultaneously. It will only take hours to estimate the costs, not weeks. The Company will be able to improve the information received to develop exact costs and achieve optimized design solution with the budget and product qualifications that match the needs of the consumers. Moreover, BIM is the technology that processes three-dimensional building information, not two-dimensional like before. It is the creation of a virtual building in the computer prior to the start of the actual construction. BIM system is able to detect errors or element clash, allowing the designer to solve the problem before the construction starts. Otherwise, there will be enormous costs associated with the problem-solving process later on.
If BIM technology is utilized in the development of a building, the information on the quantity of construction materials and cost will be processed simultaneously. The Company will be able to improve the information received to develop exact costs and achieve optimized design solution.
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Direction of BIM Development Develop the communication system between the Project Management Department & LPN Team The Company will make use of the advanced construction project communication system to facilitate communications among various departments on building information via the database of BIM technology. Each department will no longer communicate with each other at their convenience e.g. through the use of telephone or document. It is expected that the duplication of content will be minimized and communication errors will be prevented. Apply BIM in community management The Community Management Department of the Company is related to construction work in terms of the maintenance of the building. Formerly, the information used is that printed in the document. But it will now be the BIM information that is used to develop more efficient building maintenance plan. Develop sales and marketing BIM technology will be linked to the Marketing Department so that they can visualize the development of the design from the start as well as all the changes along the process and are able to more carefully plan marketing strategies. Develop product value One of the main responsibilities of the Project Management Department is the development of products i.e. condominium units and buildings. BIM technology will help keep the database of design records for research and development of products.
Seminar of Chairman of Juristic Person Committee The Seminar of Chairman of Juristic Person Committee is one of the communication channels between the Company and representatives of the stakeholders living in the projects in order for both parties to listen to each other, share experiences and exchange ideas to build stronger “Lumpini” community in line with the concept of “Vibrant Community”. All through the past eight years, the seminar has regularly been organized. The Company grabs every opportunity to develop and reinforce integrated values of living via brainstorming sessions and participation from Chairman of Juristic Person Committee. Last year, the seminar was attended by more than 90 Chairman of Juristic Person Committee from 90 projects developed by the Company. The theme of the seminar was “From Vibrant Community Model to Vibrant Community” and it was discussed how a community could be evolved into a model community and sustainable vibrant community in which the residents are living happily together under Lumpini’s care and share culture.
“Vibrant Community Model” is the community that has concrete “Vibrant Community” management standard as well as the efficiency of F-B-L-E-S+P management i.e. Facility Management, Budget Management, Life Quality Management, Environmental Management, Security Management and People Management. The objectives of the “Vibrant Community Model” are: • to be the standard, value and soul of “Vibrant Community,” • to develop integrated values of “Vibrant Community” via “Vibrant Community Model” • to manage all Lumpini communities to be of “Sustainable Vibrant Community” standard, and • to be the community learning center for other institutions and business organizations.
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Apart from the formation of “Vibrant Community Model” concept, the Company also stresses the significance of corporate environmental and social responsibility (CESR), particularly the CESR In Process along the line of Corporate ESR to Community ESR idea. The activities include green space management (Green), waste management via waste segregation and recycling (Clean) and reduction of resources consumption (Lean) by using treated waste water to water the plants and flush the toilets in the common area. There is also a campaign to turn off the lights in common area for 1.5 hours per day in 90 projects. It is very much hoped that the seminar will be a worthwhile contribution to the creation of service values to form a “Vibrant Community” which will entail the real pleasure of living for all Lumpini families.
Seminar of Chairman of Juristic Person Committee with the theme of “From Vibrant Community Model to Vibrant Community”
GREEN OPERATION
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Lumpini Family Day Activity LPN Family Day activity was organized for the first time in 2004 at Lumpini Park, the origin of the name “Lumpini” brand in order to express our gratitude to all Lumpini members and bring them happiness. From being a small-scale activity participated by 3,000 members that day, the activity has been gradually expanded to involve more than 10,000 participants. There is a wide range of activities including run-walk for health, Lumpini sports, Dharma in the garden and music in the park performed by musicians from LPN Ruamjai Band Club. Other entertaining activities are outdoor film screenings, concert and activity booths. We also have not forgotten to share happiness with underprivileged children from many foundations and give back to the environment and society. Later, the title of the activity is changed to Lumpini Family Day so that it becomes the activity of both Lumpini members and the general public. The activity is originated from the concept of “togetherness, care and share” culture of living emphasized by the Company.
Happiness is contagious
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Staff Information Number of Staff by Category Category Permanent Staff Level 1-4 Level 5-7 Level 8-10 Level 11-14 Total Contract Staff Level 1-4 Level 5-7 Total Daily Staff Total Maids Total TOTAL
Gender
Age
Location
Below 30 30-50 Over 50
Religion
Male
Female
Total
276 141 28 8 453 44%
384 171 25 8 588 56%
660 312 53 16 1,041 100%
421 23 444 43%
235 272 45 8 560 54%
4 17 8 8 37 4%
619 298 51 16 984 95%
32 10 1 43 4%
9 4 1 14 1%
- 624 14 - 307 2 50 3 15 - 996 19 0% 96% 2%
22 3 1 26 2%
51 3 54 36%
95 1 96 64%
146 4 150 100%
111 111 74%
34 3 37 25%
1 1 2 1%
89 3 92 61%
18 18 12%
36 1 37 25%
3 140 3 4 3 144 3 2% 96% 2%
3 3 2%
27 29%
66 71%
93 100%
83 89%
10 11%
0%
72 77%
21 23%
0%
85 0% 91%
4 4%
4 4%
101 7% 635 23%
1,361 93% 2,111 77%
1,462 100% 2,746 100%
189 1,050 13% 72% 827 1,657 30% 60%
223 1,269 15% 87% 262 2,417 10% 88%
163 11% 245 9%
30 2% 81 3%
0% 3 0%
1,436 10 98% 1% 2,661 36 97% 1%
16 1% 49 2%
Bangkok Chonburi Udorntan Petchaburi Buddhist Christian Muslim
Gender
Religion
Female
Buddhist
Male
77%
97%
23%
Christian
Category
Female
Male
1%
7%
56%
44%
Temporary Staff
71%
29%
Daily Staff
64%
36%
Contract Staff
Muslim
93% Maids
2%
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Resignation Rate Gender
Type
Male
Gender
Age
Female
Total
Below 30
30-50
Over 50
Permanent Staff + Contract Staff Total 47 95 33% 67%
142 100%
89 63%
53 37%
0%
Female
Male
67%
33%
Injury Rate, Occupational Diseases Rate, Lost Day Rate and Absentee Rate Number of injuries Total hours worked x 200,000
=
22 2,584,000 x 200,000
= 1.70 (1.70 times/200,000 hours of work)
Staff suffer from occupational diseases = Total hours worked x 200,000
0 2,584,000 x 200,000
=0
IR = ODR = LDR =
Total number of lost time injuries Total hours worked x 200,000
=
128 2,584,000 x 200,000
= 9.91 (9.91 days/200,000 hours of work)
AR =
Total days of absence in a period Total days worked x 200,000
=
18,091.60 320,416 x 200,000
= 0.44 (0.44 days/ 200,000 hours of work)
Accident Statistics Gender
Location
Female
Male
81.82%
18.18%
Head Office
Project Construction Sites
0 times 22 times
Type of Accident Slip, Fall, Fall from Height
Being knocked over /bumped
Contact with chemical substances
Being injured by falling objects
Being hit by a vehicle
Others
13 times 2 times
1 times 2 times
2 times 2 times
The categorization of the accidents shows the main causes of injury, the majority of which involves slipping, falling or falling from height (59.09%). Other causes of injury involve contact with chemical substances, injury from falling objects, motor vehicle accident and others (9.09%) and being knocked over or bumped (4.55%). There has never been a fatal accident that causes death in the workplace and the Company intends to keep it that way.
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GRI INDEX GENERAL STANDARD DISCLOSURES GENERAL Page Number STANDARD (or Link) DISCLOSURES STRATEGY AND ANALYSIS
G4 - 1 G4 - 2
SD P.5 AR P.225 - 227
ORGANIZATIONAL PROFILE
G4 - 3 G4 - 4 G4 - 5 G4 - 6 G4 - 7 G4 - 8 G4 - 9 G4 - 10 G4 - 11 G4 - 12 G4 - 13 G4 - 14 G4 - 15 G4 - 16
SD P.5 AR P.229 - 235 SD P.5 SD P.4 AR P.71 - 73, SD P.5 AR P.229 - 235 AR P.12 - 13, 236 - 253, SD P.108-109 SD P.108 SD P.16 - 17 AR P.192 - 197 SD P.4 SD P.10 - 15 AR P.198 - 211
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4 - 17 G4 - 18 G4 - 19 G4 - 20 G4 - 21 G4 - 22 G4 - 23
AR P.14 - 15 SD P.18 - 19 SD P.20 - 23 SD P.4, AR P.229 - 235 SD P.4
STAKEHOLDER ENGAGEMENT
G4 - 24 G4 - 25 G4 - 26 G4 - 27
SD P.18 - 19 SD P.18 - 19 SD P.24 - 25 SD P.24 - 27
REPORT PROFILE
G4 - 28 G4 - 29 G4 - 30 G4 - 31 G4 - 32 G4 - 33
2014 31 DEC 2014 2014 SD P.112 SD P.110 - 112 -
GOVERNANCE
G4 - 34
AR P.198 - 211
ETHICS AND INTEGRITY
G4 - 56
AR P.8 - 9, SD P.10 - 13
External Assurance
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SPECIFIC STANDARD DISCLOSURES GENERAL STANDARD DISCLOSURES
Page Number (or Link)
Identified Omission(s)
Reason(s) for Omission(s)
Reason(s) for Omission(s)
CATEGORY : ECONOMIC
MATERIAL ASPECT: ECONOMIC PERFORMANCE
G4 - DMA G4 - EC1
AR P.10 - 11 AR P.12 - 13
CATEGORY : ENVIRONMENTAL
MATERIAL ASPECT: MATERIALS
G4 - DMA G4 - EN1
SD P.67 - 68 SD P.71
MATERIAL ASPECT: WATER
G4 - DMA G4 - EN10
SD P.69, 80 SD P.80
MATERIAL ASPECT: EFFLUENTS AND WASTE
G4 - DMA G4 - EN23
SD P.69, 78 - 79 SD P.79
MATERIAL ASPECT: PRODUCTS AND SERVICES
G4 - DMA G4 - EN27
SD P.38 - 39 SD P.30 - 43
MATERIAL ASPECT: OVERALL
G4 - DMA G4 - EN31
SD P.82 - 85 SD P.85
MATERIAL ASPECT: ENVIRONMENTAL GRIEVANCE MECHANISMS
G4 - DMA G4 - EN34
SD P.40 SD P.63
CATEGORY : SOCIAL
SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK MATERIAL ASPECT: EMPLOYMENT
G4 - DMA G4 - LA1 G4 - LA2 G4 - LA3
SD P.32 - 33, 48 - 52 SD P.107 - 108 SD P.49 - 50 SD P.50
MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY
G4 - DMA G4 - LA6
SD P.33, 50 - 52 SD P.108 - 109
MATERIAL ASPECT: TRAINING AND EDUCATION
G4 - DMA G4 - LA9 G4 - LA10
SD P.33, 88 - 95 SD P.89 SD P.89
MATERIAL ASPECT: DIVERSITY AND EQUAL OPPORTUNITY
G4 - DMA G4 - LA12
SD P.48 SD P.107
MATERIAL ASPECT: EQUAL REMUNERATION FOR WOMEN AND MEN
G4 - DMA G4 - LA13
SD P.48 SD P.49
MATERIAL ASPECT: LABOR PRACTICES GRIEVANCE MECHANISMS
G4 - DMA
AR P.212 - 217
External Assurance
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SPECIFIC STANDARD DISCLOSURES GENERAL STANDARD DISCLOSURES
Page Number (or Link)
Identified Omission(s)
Reason(s) for Omission(s)
CATEGORY : SOCIAL SUB-CATEGORY: SOCIETY
MATERIAL ASPECT: LOCAL COMMUNITIES
G4 - DMA G4 - SO2
SD P.82 - 87 SD P.67 - 73
MATERIAL ASPECT: ANTI-CORRUPTION
G4 - DMA SD P.47 - 48 G4 - SO4 SD P.188 - 189
MATERIAL ASPECT: GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY
G4 - DMA
AR P.190
SUB-CATEGORY: PRODUCT RESPONSIBILITY MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY
G4 - DMA G4 - PR1
SD P.75 SD P.38 - 39, 43
MATERIAL ASPECT: PRODUCT AND SERVICE LABELING
G4 - DMA G4 - PR5
SD P.34 - 35, 38 - 39 SD P.58 - 65
For more information, please contact: Investors Relation Department : Mr. Suriya Suriyabhivadh Email Address : IR@lpn.co.th Telephone : (02) 285-5011
Reason(s) for Omission(s)
External Assurance