Sustainability Beyond “Green”. Group research

Sustainable Design

Sustainability Beyond “Green” THE TEAM: • April Soe • Ksenia Semirova • Nang Phyu Phorn • Priska Minder • Wisatorn Kaewtee

Raffles University 03.2020

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RESEARCH Problems description................................................................... 6 Segmentation of the problems.................................................. 14

Research Reports BTS & MRT..................................................................................... 28 Current Payment system in Bangkok transportation............. 36 Public transportation payment system by foreign experience perspectives......................................... 40 Public transportation payment solutions in Moscow, Russia....................................................................... 44 China experience in public transport payment....................... 46 Statistics International tourist arriving in Thailand................. 48 Public Transportation and CO2 Emission ................................ 50 Benefits & drawbacks cashless/contactless payment system for a society.................................................... 52 Sustainable Banking.................................................................... 54 Payment Security.......................................................................... 74

Communication with stakeholders

C O NTE NT

The questionnaire distribution................................................... 78 Analysis of the survey.................................................................. 82 Comparison of time and cost of a ride

by BTS and taxi/car...................................................................... 84

IDEATION Identifying the concept Modular Concept.......................................................................... 90 Gadgets that make the process of holding a smartphone more comfortable......................................................................... 92

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TIMETABLE

GROUP MEETING MINUTES

THE TEAM: • April Soe • Ksenia Semirova • Nang Phyu Phorn • Priska Minder

Content

• Wisatorn Kaewtee

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In this project, the team decided to focus on the social area of the sustainability concept, or it is better to say combine the environmental and social issues into one outcome. According to the brief, it was required to focus on problem-solving for the local community, which meant concentrating on the Bangkok context.

It must be mentioned that the team was genuinely international and represented not only Thai but also Burmese and Russian background. Such diversity

RE S EA R CH

potentially means better, creative, and unexpected solutions.

How might we improve the user experience and social trust of public transportation in Bangkok through improving payment system methods

01.

After discussing the general local

3. Visualize

context, the team agreed that Public transportation in such megapolis as Bangkok has a lot of issues that can be investigated in both social and

concepts and ultimate customers.

4. Evaluate and refine prototypes.

5. Implement

and knowledge about the topic, it was decided to utilize the Deep Dive technique or at least some of its steps to perform the best as a possible outcome for a given time.

require

•

technology and constraints. situations.

secondary

each

member

covered

a specific area of study and presenting the outcome during the team meetings.

•

For audience observation, there were chosen the methods of the online survey and personal interview.

1. Understand the market/ client/ 2. Observe

and

Report based research method, when

situation for problem-solving or idea

steps:

primary

following methods:

immerse a group or team into a

development. It requires the following

concept

research, it was decided to choose the

by IDEO) was invented to rapidly

for brainstorming product or process

new

As far as the first and second steps

The Deep Dive technique (developed

creation. This approach is often used

a

for commercialization.

sustainable directions. As far as each member had a different background

new-to-the-world

real

people

in

Above all, it was crucial to identify the list of problem areas that were made

real

with brainstorming and observation techniques.

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Identification the problem areas

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01.

GROUP ASSIGNMENT

Problems description

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In this stage, it was decided to put on the table all the problems and issues that were observed, with no judgment or prejudice for further analysis.

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In Bangkok, there are a variety of public transportation types, some of which are modern and actively trying to provide innovative approaches. Still, some look archaic and urgently must be upgraded.

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At present, it is hard to say what area should be paid the most attention. This information must be structured and segmented. But it is clear that the chosen topic fully corresponds to the brief.

As it is presented, the team identified a lot of problem areas for each type of public transportation. Furthermore, some cases were supported by personal photographs (which is, by the way, one of the project goals - do not use, when possible, images from the Internet).

Identification the problem areas

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01.

BY KSENIA SEMIROVA

Segmentation of the problems Bellow, it is presented the same mind map, but structured according to the specific problem areas. For ease of use, each kind of transportation was assigned with color. So it is seen what type was associated with the issue. Each segment can potentially be a base for design concept development.

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After reviewing the structured mind map, each member was assigned to chose to potential topics for future investigation with a brief explanation of choice (if possible). It is seen that each member voted for the “Payment� topic. That is how the final decision was made.

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The next step in the project requires extensive research in different areas referring to the subject.

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How might we improve the user experience and social trust of public transportation in Bangkok through enhancing payment system methods

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01.

GROUP ASSIGNMENTS

Research Reports

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Besides studying the local context, it was decided to cover foreign experience in the topic to get more broad information for evaluation.

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To cover the most, it was decided to assign a variety of research topics among the team members and shared findings during the meetings.

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Research Reports

BTS & MRT

by Wisatorn Kaewtee

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Research Reports

Current Payment system in Bangkok transportation

by Nang Phyu Phorn

According to the observation I have done for the past

For MRT Rabbit Cards, it is the same as BTS but

few days by going around BTS and MRT. I have seen

the only different is that they also provide a card for

that most of the people who used BTS and MRT

child at the age of 14 years old or under. However,

likely to be using the Rabbit cards instead of buying

the initial value of MRT card is 180 baht which is

the one-time trip.

20 baht cheaper than BTS card. Moreover, they do

For the Rabbit Cards, they provide the cards within

Instead, they provide a discount for student, child and

three categories which are the student, adult and Senior Card. The price is provided with different amount in certain about of round trip which must be used only in one month. Everyone can used Rabbit cards, simply by registering with National ID cards or passport which you have to pay 100 baht for issuing fees. The student card only available for full time students under 23 years old. Whereas, Senior cards only available for people over 60-year-old. Lastly,

not provide a round count payment system like BTS. adult cards only.

Moving on to the payment system. Both MRT and BTS provide a self-payment machine method for purchasing one round trip for those who doesn’t used rabbit cards and also buying tickets at the counter before entry. For BTS, the payment system of the machine is separate into two categories. The first one is available for coins only which you can insert 1-baht coin, 2-baht coin, 5-baht coin and 10-baht coin.

adult card can be used by anyone. In addition, as

You insert an amount according to price and they

mentioned above each card have certain amount

will give you changed automatically when you insert

of payment and round trip. For example, student

extra. The second one works the same way but can

card pays 360 baht for 15 rounds plus 100 additional

insert the bank card of 20-baht, 50-baht, 100 baht or

fees and adult card pay 465 baht for 15 rounds plus

more. However, for the bigger machine where you

100 additional fees as well.

can insert paper money they only allow you to insert

Why people used Rabbit Cards? People used rabbit

if you insert too many coins, they machine will not

cards because buying tickets with round count is much cheaper than buying one round trip only.

For instant, student cards with 15 round installation

coins at the certain amount of 1-baht coin only and take the cash and become error. Once the payment is done, the machine will drop off the tickets with changed. This also apply to MRT payment machine.

only pay 24 baht per round which is 35 baht cheaper

The only different is that BTS gives out card but MRT

if you buy a round trip at the price of 59 baht.

gives out Token for the one-time round trip.

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by Ksenia Semirova

Research Reports

During the project, it was discovered that BTS, MRT, and ARL finally agreed on developing a common public transportation payment system, which will be based on Rabbit. According to official information, companies are now trying to sort out terms of business integration. In June 2020, the common ticketing system will be launched, and in the future, it might be expanded on other types of public transportation such as bus and boat.

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5 14.2

71

tonnes

This project aims to find a better solution for these 71 tonnes of plastic and offer users of railway public transportation an alternative, sustainable, and fun approach for the process of payment.

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According to Chaiwat Tongkamkoon, a permanent secretary for transport, there are currently 14.2 million registered cards for all electric train networks within Bangkok (not including MRT tokens and one-trip tickets). The approximate weight of one plastic card is around 5 grams. Simple calculations show that there are at least 71 tonnes of plastic spread in passenger’s pockets these days in Bangkok.

million

gr

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Research Reports

Public transportation payment system by foreign experience perspectives

by Ksenia Semirova

Today, the main goal for the payment system in European public transportation is inventing and implementing a solution for a convenient, transparent, and secure way of getting around the cities free of passes, tickets, and coins. Experts agree that there is a technology to achieve all these goals — Contactless payment solution.

The commute is an essential part of daily life. City planners and transport strategists need to be thinking about how to make it not only more comfortable and more bearable but enjoyable and sustainable as well. Gilles Vesco, the former Vice-Mayor of Lyon and VP of the Grand City of Lyon, believes: “The goal is to rebalance the public space and create a city for people, with less pollution, less noise and less stress” (Medium, 2018). Most developed cities in 2017 are developing their transport infrastructures around the ‘integrated multi-modal transportation system.’ The foundation of this system is the ability to move between the destinations with minimal inconvenience and maximum speed effortlessly. The challenge for such systems is collecting payment. Many cities have reloadable travel cards, day tickets, or old-fashioned conductors. These solutions require one or more extra steps, which in turn is perceived as an inconvenience and more of a challenge for the user.

During the 2012 Olympics, London pioneered a system that allowed users to pay for journeys with their contactless bank debit cards and has now been permanently rolled out across the network and offered as one of TFL’s standard payment options. By using the same card each time, commuters can take advantage of daily and weekly caps and offers. To date, there have been 1.8 million journeys made using contactless payments from over 100 countries, which in total accounts

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for 40% of TFL’s total amount of trips made since the implementation of the system (Transport for London, 2014).

Eliminate problems with cash transactions in one of the significant benefits of a cashless system. The cash collection presents barriers to efficiency and widespread access for the following reasons: •

provides few or no transaction data,

•

exposes users and staff to crime,

•

offers accessible opportunities for petty fraud, and

•

interferes with bus operations.

Visa estimates that 100 major cities could realize $470 billion in annual net benefits by going cashless while generating $12 trillion in increased economic activity over the next 15 years (Usa.visa.com, 2019).

But some have raised valid concerns regarding how low-income communities access and embrace new technology. If the value of new systems must be communicated appropriately and sufficient incentives are offered, users will adopt a new payment technology,

In the near future, cities can become frictionless, integrated places.

City managers will be able to analyze data to allocate their resources and anticipate problems, while businesses can build sustainable solutions that integrate with existing platforms.

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resulting in a more bottom-up embrace of digital payments.

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Research Reports

Bangkok Digitally Transitioning

Digital payment usage is common for businesses in Bangkok.

Current Usage in Bangkok

Over 43% of the total number of incoming payments are received digitally by Bangkok businesses.

Proportion of incoming payments (value) received digitally

Small Businesses

Medium to Very Large Businesses

Achievable Cashless Impacts

How could Bangkok benefit if all stakeholders started transacting like the top 10% of its users?

Potential annual cumulative benefits Consumers

$134 million per year $17 per adult per year Businesses

$2 billion per year $10,862 in net benefits per million dollars of revenue per year Governments

$2 billion per year Digital payments Physical payments

Proportion of outgoing payments (value) made digitally

Small Businesses

Medium to Very Large Businesses

6% total increase in tax revenue as a percentage of baseline tax revenues per year

Potential catalytic impacts over the next 15 years GDP Growth

34 basis points annual increase from 2017 to 2032 Wages

0.2% bump up in compound annual growth rate from 2017 to 2032 Employment Growth

Digital payments Physical payments Source: Roubini ThoughtLab Business Survey, Roubini ThoughtLab Analysis, & NiGEM Model Note: Roubini ThoughtLab Business Survey, Roubini ThoughtLab Analysis, & NiGEM Model Business sizes are based on number of employees. Small businesses: Less than 20 employees, Medium businesses: 20 to 50 employees, Large businesses: 50 to 250 employees.

35,500 new jobs supported by 2032 Productivity

0.2% bump up in compound annual growth rate from 2017 to 2032

(Usa.visa.com, 2019).

Cashless Cities: Realizing the Benefits of Digital Payments

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(Usa.visa.com, 2019).

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Research Reports

Public transportation payment solutions in Moscow, Russia

by Ksenia Semirova

According to the Cashless city report provided by

payment chip to make the user experience more

Visa, Moscow and Bangkok are at the same level of

entertaining and unusual. Today, there are several

cashless implementation system into the business and

devices available to pay for the trips, such as a ring,

society. The so-called “Digitally Transitioning” stage

a bracelet, and a keychain. The way of topping up

comply the second level in the five-stage ranking.

the device is the same as a regular card. All items are

In this case, it is interesting to compare the situation

selling in exclusive metro shops with other souvenirs.

with the payment system in public transportation in

So, the method usually is using not only by locals

both cities. The most attention must be paid to the successful and creative experience from Moscow, which potentially can be applied in local transport.

One of the most popular ways to pay for any type

but also by tourists. The price for any items could be claimed as affordable comparing to the regular card (which costs around $2.5). Thus, the keychain and bracelet cost from $5 to $8. A ring is the most

(metro and other types of railways, bus, tram, trolley

expensive device and costs around $35.

bus) of public transportation in Moscow is using

There are not so many payment program options

the Troika card. There are several ways to top up the card, including a cashier, in the ticket machine, with online or mobile banking, provide almost all major banks. The only issue is that using all the methods but cashier and ticket machine requires additional validation at a unique device, that can be found in metro stations. Sometimes these devices are broken or have a queue, which makes this top-up method highly inconvenient. Also, the tools ofter really hard to find at the station.

in the Moscow transportation system, but provided options could be claimed as fair and convenient for a user. Thus, it is possible to buy one-way-trip (the highest price per trip), unlimited trips for a specific amount of time (week, month, 60 days, 90 days). Also, there are additional programs for those who are using different types of transportation, such as the metro plus tram. If a person makes a connection at a specific amount of time (15 min.), the price for the second type of trip is significantly low or free, which depends on

In must be mentioned that the Troika card as a Moscow

the program.

service is now connecting with transportation payment

Overall, it is seen that Moscow has a positive

systems from other regions, which make a broader coverage of using the card.

experience that can quickly be adopted in Bangkok not only in ways of payment programs but also in

Apart from the card itself, Moscow transportation

creating interesting payment devices that could be

company decided to provide additional items with

distinctive features of the city.

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Research Reports

China experience in public transport payment

by April Soe

Nowadays, mobile phones are global systems of our society. But, in China the echnology is to do mobile payments, namely in public transport. The main factors of mobile payments in public transport can improve of the reduction of operational and the maintenance costs of transport operators are the network impacts most expected. Convenience and time saving are the main advantages.

TICKET AND CARD SECURE SOLUTION

DIGITIZATION

Transport operators can use to launch their own mobile wallet to develop and modernize the brand value within the own transport app. Digital transport tickets and cards offer greater reach, improve customer experience, increase loyalty among regular users, and simplify local travel for special visitors and tourists.

REDUCED COSTS Mobile ticketing is a low-cost alternative for agencies to accept fare payments.

According to the Federal Reserve Bank of Boston, the New York Metropolitan Transportation Authority (MTA) prints and

47 encodes 160 million cards a year at an average annual cost of about $9.5 million. One ticket machine costs approximately $50,000 and carries with it additional maintenance and repair costs.

of each purchase you aren’t t handed a small slip of paper and you aren’t posted a quarterly statement of everything you have bought using this payment method.

These costs really start to add up. According to a recent interview with three major U.S. transit agencies conducted by Trapeze, costs associated with hardware purchases and maintenance for large agencies can be upwards of $1 to $4.3 million respectively, depending

Eco-friendly electronic payments have been around for a while in the form of PayPal. What started out as something primarily used for eBay purchases has branched out to cover different stores across the web.

As PayPal’s success grew in this area competition began to spring up, offering similar services in a range of different areas. According to TopPOSsystem.com, some of these were for POS transactions, others were for sending money between people in same way that PayPal historically has offered. Either way, it became apparent that a payment system which worked as a paperless electronic wallet had a huge range of benefits for people buying things online. Not only did these eco-friendly payments simplify your bank statements at the end of the month, they offered an additional layer of protection on your personal details.

As funds were taken from a virtual wallet rather than a bank account, eco-friendly payment platforms like Eco Pay offered a level of protection that using your MasterCard or Visa simply cannot offer.

Mobile ticketing means lower fare collection costs since users are purchasing and maintaining the fare collection equipment themselves (the smartphone).

If you can reduce the expenses related to revenue, you can drive up profits and potentially mitigate reductions in federal funding.

FUTURE-PROOF Technology continues to evolve, there’s certainly no doubt about that. Just in the past ten years, we’ve seen technology dramatically change how we communicate, receive our information, make payments, and even carry about our lives.

By implementing a mobile ticketing solution, public transportation agencies not only secure their relevance in today’s smartphone generation, but secure their ability to remain flexible with future technological advancements.

HOW ECO-FRIENDLY REVOLUTIONIZED

PAYMENTS

ARE

BEING

As we move further into the 21 st century more and more people are paying attention to the impact they have on the world around them. Retail is one of those areas where there is a surprising amount of wastage, and while recycling is a step in the right direction, more can be done to cut down on the amount which is simply thrown away and buried or burned at the end of the day. Eco-friendly payments are one of the areas in which the industry is being pulled into the 21 st century, and even then, these payments are undergoing a revolution.

By and large, eco-friendly payments are payments which are made online which don’t leave a physical paper trail. Of course, the payments are all tracked electronically and there are statements and receipts you can view online – the difference is that at the end

The biggest and most high-profile revolution in this field is of course the bitcoin. While it isn’t technically the first digital cryptocurrency, it is regularly attributed as being so. Despite its high-profile status as being a decentralized virtual currency which is entirely untraceable, the bitcoin still hasn’t quite taken off as a universal payment system. It seems that for the time being at least, virtual eco-friendly wallets are the best payment method in the industry. They keep things simple, they keep your bank details secure and they save the environment one receipt and bank statement at a time.

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on the size of your operations.

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Research Reports

Statistics International tourist arriving in Thailand according to Association of Thai Travel Agents

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Research Reports

Public Transportation and CO2 Emission

by Nang Phyu Phorn

In the 21 Century, public transportation has become the biggest innovation. Hence, the evolution of public transportation is increasing. In addition, Bangkok has offered many types of public transportation such as BTS, MRT, BRT, Public bus, Airport Railway and so on. Nevertheless, the number of own car registration in Bangkok for the past few months has also been increasing as well. According to trading economic forum, car registrations in Thailand averaged 23065.77 from 1989 to 2020. In 2018 more than 1.5 million new vehicles are registered with the motorcycle become most registered vehicle with 1,008,486 follows by personal vehicles such as cars at 373,063. As of public taxi has a total of 8,094 registration rate and the 1,911-motorcycle taxi were registered as well.

At the same time, the CO2 emissions rate per transportation has also been increasing. In general, according to Better Meets Reality website mentioned that the transportation sector which mainly from the used of fossil fuel combustion causes the most harm to the environment. It is approximately around 80% — 90% of carbon footprint causes by the vehicle usage stage. In addition, as a whole the form of transportation that causes the most greenhouse gases is cars which takes up 40%, follow by trucks which takes up 34%, third goes to planes and boat with both at the rate of

11% and only 4% comes from trains. Next, for the forms of transportation that emit the most greenhouse according to the number of grams of CO2 emissions, per passenger kilometer would be a plane which can carry about 88 passengers produce 285 g CO2.

Follow by the cars with 1 or 2 passengers produce around 158 g CO2. While trains carry 158 passengers average produce only 14 gCO2. Secondly for the small car with full passengers of four produce only 42 g CO2 which is only 10.5 g CO2 per each passenger. As a result, the smaller the car with more or full passenger, the more you decrease the emission rate of CO2.

As for Thailand, since 1970 until 2010 the CO2 emission increase drastically per ton as well. Hence, the fossil CO2 emission are separate into 5 sectors includes power industry, non-combustion, building, other industrial combustion and transportation. As a whole, the transportation effect only approximately 23.3% out off all sector. As in 2016, the fossil fuel CO2 emission were 271,040,160 tons which is increased by 1.55% of the fuel used from 2015 from 266,896,460 tons.

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Research Reports

Benefits & drawbacks cashless/ contactless payment system for a society

by Priska Minder

Several powerful forces are behind the move to a cashfree world, including governments and large financial services companies. Even critics of the mainstream financial system and government-issued currencies favor doing away with cash.

ADVANTAGES AND DISADVANTAGES OF GOING CASHLESS: Advantages •

Lower crime because there’s no tangible money to steal

•

Less money laundering because there’s always a paper trail

•

Less time and costs associated with handling paper money as well as storing and

•

depositing it

•

Easier currency internationally

exchange

while

•

The poor and those without bank accounts will have difficulty paying and receiving payments

•

Some may find it harder to control spending when they don’t see physical cash leaving their hands

•

Banks may start charging fees to compensate for possible negative interest rates

WHAT WOULD THE WORLD LOOK LIKE CASHLESS? Without cash, payments happen electronically.

Instead of using paper and coins to exchange value, you authorize a transfer of funds to another person or business. The logistics are still developing, but we have some hints on how a cashless society might evolve.

•

Electronic payment apps, like Zelle, PayPal, and Venmo, are helpful for P2P payments. In addition, bill-splitting apps allow friends to split their bills easily and in a fair manner.

•

Mobile payment services and mobile wallets like Apple Pay provide secure, cash-free payments.

In developing and developed nations that use cash sparingly, mobile devices are the most common tools for payments.

traveling

Disadvantages •

Exposes your personal information to a possible data breach

•

If hackers drain your bank account, you’ll have no alternative source of money

EXAMPLES OF CASHLESS SOCIETIES

•

Technology problems can leave you with no access to your money

Several nations are already making moves to eliminate cash, with the push coming from both consumers

53 and government bodies. Sweden and India are two notable examples.

India: The Indian government banned 500 and 1,000-rupee notes in November of 2016 in an effort to penalize criminals and those working in the informal economy. The implementation was rushed and controversial, and roughly 99 percent of those banknotes were deposited meaning criminals didn’t lose much, if any, money. Electronic transactions increased temporarily, but fell to pre-demonetization levels in the next year.

Sweden: It’s not uncommon to see signs that say “No cash accepted” in Swedish shops, and some banks no longer handle cash. Cash payments are only 15 percent of retail sales in Sweden, and some point to Sweden as the model for a modern cashless society.

Consumers are mostly happy with this situation, but the poor and elderly still struggle with an electronic world.

6.4 hrs/yr

Getting cash from an ATM

On average consumers mak e 3-4 ATM visits per month and spend almost 8 minutes each time.

3.3 hrs/yr

Visiting a check-cashing facility

Consumers mak e one visit each month and spend on average 16.5 minutes each time.

7.3 hrs/yr

Visiting a bank

12 hrs/yr At least 4% of residents, mainly from more cash-oriented economies , spend over an hour each month paying bills in person.

Current consumer time spending Source: Roubini ThoughtLab Consumer Survey

Cashless Cities: Realizing the Benefits of Digital Payments

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Paying bills in person

Consumers mak e abouttwo bank visits a month and spend an average of 18 minutes each time.

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Research Reports

Sustainable Banking

by Wisatorn Kaewtee

SUSTAINABILITY @ SCB SCB is committed to operating its business with the goal of building economic and social developments throughout its value chain. The Bank provides financial supports to mega capital project developments and to small business entrepreneurs.

Concurrently, the Bank offers products and services that help facilitate customer’s lifestyle on digital platforms in driving the cashless experience, aligning with the national policy on digital economy. As a major financial institution, the Bank also plays its role in promoting financial literacy and inclusion for all.

The Siam Commercial Bank Public Company Limited (SCB) has annually published Sustainability Report to serve as one of the channels to communicate with stakeholders on the Bank’s commitment and performance under its sustainability strategy and framework. The report presents the overall sustainability performance on economic, social, environmen tal, and corporate governance dimensions of SCB and its subsidiaries from the period of January 1 to December 31, 2018. Net operating income of the Bank accounts for 92% of SCB consolidated net operating income. The boundary and content of this report is based on SCB’s assessment of its material

sustainability topics with economic, social, and environmental impacts from the perspectives of both internal and external stakeholders.

Process for Defining Report Content The Bank considers both internal and external factors to identify material sustainability topics with an explicit process based on the 10 GRI Standards reporting principles: Stakeholder Inclusiveness, Sustainability Context, Materiality, Completeness, Accuracy, Balance, Clarity, Comparability, Reliability, and Timeliness. The process to assess materiality of sustainable topics entails:

SCB head office is located on 9 Ratchadapisek Rd., Jatujak, Bangkok 10900 Thailand. The Bank also has 9 offices in 8 other countries to make its products and services widely accessible and to provide comprehensive coverage for customers’ expanded trades and investments.

55 SUSTAINABILITY AT SCB

Supporting UN Sustainable Development Goals (SDGs) SCB 5 strategies towards “the Most Admired Bank” under the Sufficiency Economy Philosophy which SCB has long adopted also contributed to the UN Sustainable Development Goals. The Bank has contributed to positive social changes in 6 SDGs to address stakeholders’ needs on an equitable basis.

In 2018, the Bank’s sustainability performance and progress on UN SDGs are as follows:

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The Bank places great importance to integrating sustainability thinking into its business strategy to achieve a balance on three dimensions: organizational growth, environmental responsibility, and social development. SCB sustainability framework then rests on the foundation of creating economic and social growth and stability by offering financial solutions to address customer needs, improve financial inclusion and literacy in Thailand, as well as creating value and trust for all groups of stakeholders.

In formulating its sustainability strategy to achieve the vision of becoming “the Most Admired Bank”, the Bank carefully considers and reviews important sustainability issues in the context of the Thai financial and banking industries as well as global sustainability directions.

56 The Most Sustainable Return Company Material Sustainability Topics Shareholders’ key concerns are financial performance together with the Bank’s ability to create shared value with society and environment to achieve balanced and sustainable long-term returns.

NOTE TO SUSTAINABILITY PERFORMANCE Environment Energy Consumption Total energy consumption as reported in this Sustainability Report covers electricity consumption, diesel consumption of standby generators and fire pumps. There are other remaining sources of energy consumption that were not included in this report this year, such as the electricity consumption of the Bank branch network and ATMs.

The Bank will continue to revisit the reporting scope every year to continuously improve on the quality and transparency of disclosed information on environmental performance Electricity Consumption SCB uses electricity in its business operations and supporting activities, including but not limited to lighting, business equipment, air conditioners, and other electrical appliances. The scope of reporting

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Diesel Consumption The scope of reporting for diesel consumption covers diesel consumption through tests of standby generators and fire pumps installed at the SCB Head Office, SCB Information Centre, and SCB buildings at Chaengwattana and Chidlom. Data on diesel purchases was then used instead of real consumption data, as the two normally do not bear any significant difference. Data on purchased diesel was, in turn, collected from invoices sent by suppliers during the reporting period.

Direct GHG Emissions (GHG Scope I) The scope of reporting for direct GHG emissions (Scope I) covers sources owned or controlled by SCB. This year, that includes purchased diesel. The sum of that quantity was then multiplied with the Emission Factor, in reference to the Intergovernmental Panel on Climate Change (IPCC) 2006.

Fuel Consumption from Bank’s Vehicles Data on fuel consumption from the Bank’s vehicles covers fuel consumption for vehicles used, managed and are under the Bank’s main operations. Data was collected from fleet cards and invoices submitted by suppliers such as the Shell Company of Thailand.

Indirect GHG Emissions (GHG Scope II) Indirect GHG emissions (GHG Scope II) come from activities related to the Bank’s business operations that are beyond the direct control of the Bank. Sources of indirect GHG emissions include electric currents used at SCB Head Office, SCB Information Center, SCB buildings at Chaengwattana and Chidlom, SCB SC Tower, G Land Tower, Belle Grand Tower and All Seasons Place. GHG emissions were calculated at 0.407 tons of GHG per megawatthour (MWh), in reference to Thai Power Development Plan B.E. 2558-2579 (PDP 2015).

Water Consumption SCB’s water consumption consists exclusively of tap water. The scope of reporting for water consumption covers operations at SCB Head Office, SCB Information Centre, SCB buildings at Chaengwattana and Chidlom, SCB SC Tower, G Land Tower, Belle Grand Tower and All Seasons Place. Data was collected from invoices sent by the Metropolitan Waterworks Authority and the buildings’ lease owners.

Society Employee Leave The Bank uses a human resources management system to record and approve employee leave.

Employees are also required to fill in online form to request leave. This system allows the Bank to access data to determine the number of employee sick leave days and frequency of work-related injuries of the year. In addition, special request for sick leave beyond quota could be submitted to their line manager.

Impact valuation The Bank places an emphasis on understanding the impacts of business activities on every groups of stakeholder. The Bank introduced impact valuation methodology that examines economic, social, and environmental impacts from the Bank’s operations, both positive and negative externalities while attempting to monetizes the true value of the Bank’s contribution to society. Key business factors that have been incorporated in the economic, social, and environmental impact valuation methodology are: opportunities to improve operational efficiency, preparation for future legal and regulatory changes, customer base expansion, creating environmental business opportunities through sponsorship, promoting a positive image of the Bank, and transparent disclosure of the Bank’s operating performance to stakeholders.

The Bank calculates positive contributions from product and service delivery on the digital platform which helps promote financial service accessibility. At the same time, the Bank also assesses environmental impacts of digital innovation by using the Natural Capital and Social Capital Protocols, which has been globally accepted, as guidelines. The resulted valuations will be incorporated in the business planning for customer base expansion.

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for electricity consumption covers the SCB Head Office, SCB Information Centre, SCB buildings at Chaengwattana and Chidlom, SCB SC Tower, G Land Tower, Belle Grand Tower and All Seasons Place. Data was collected from invoices sent by suppliers such as Metropolitan Electricity Authority and the buildings’ lease owners.

58 KBANK

SUSTAINABLE DEVELOPMENT OF KASIKORNBANK

O p e r a t i o n a l policy Sustainable development

KBank is giving particular attention to nine United Nations Sustainable Development Goals (SDGs) as being in perfect agreement with our Material Issues, while giving full support to the other eight goals, to help us generate sustainable value to all stakeholders.

The Bank has established the Sustainable Development Policy, which is used as a guideline for business growth to grow steadily and sustainably in 3 dimensions, namely economy, society and environment. By bringing the concept of sustainable development as the core of every step of operations for all departments of the bank With the sustainable development management structure being the main driving force in order for the bank to be able to accurately transfer its goals of sustainable development into various operations.

And helping to integrate the action plan to be linked Created achievement of sustainable development on the table for the maximum benefit of all stakeholders.

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60 In our sustainable development structure, the Chairman of the Board and Chief Executive Officer drives the organization towards sustainable development. KBank Board of Directors has assigned the Corporate Governance Committee to supervise sustainable development operations; the Committee holds a meeting each quarter to determine operational guidelines, monitor performance results and submit reports to the Board of Directors. The Sustainable Development Unit, under the Corporate Secretariat Division’s Office of Corporate Secretary. provides support for and collaborates with the Sustainable Development Working Group, which comprises representatives of KBank departments and pursues the Board of Directors’ orders to ensure consistency within all operational processes, which thus leads to the achievement of targets and response to stakeholders’ needs.

61 KBank analyzed and reviewed the information gained from internal and external stakeholders. Prioritization was made into 13 aspects of three magnitudes of impact significance: large, moderate and small. Those issues have been prioritized on the Materiality Matrix, as follows: Horizontal axis: Issues that are significant to KBank - Vertical axis: Issues that are significant to stakeholders To affirm the importance environmental and social impact management, KBank has formulated a policy of responsible lending and investment, along with the consideration processes that take into account the ESG factors in conformity with international practices.

An Exclusion List has been established for projects that are ineligible for KBank credits, along with a Sector-Specific Guideline and intensive risk management measures for high-risk customers, to ensure that all projects that have been supported by KBank will not produce any effect on the environment and society, as well as KBank’s image and operations, while enhancing stable business advancement and sustainable returns for all stakeholders in the long term.

1. KBank encourages our customers to expedite their transactions via K PLUS mobile application as an alternative to ease global warming. Customers can save fuel consumption from travelling to physical bank offices, as well as reducing the amount of paper used in financial transactions. Other efforts to reduce greenhouse gas emissions include the reduction of energy and resource consumption,

efficient water utilization, waste management, forest management and sustainable use of land.

2. KBank provides financial facilities to support renewable energy projects and companies engaging in energy and environmental conservation.

3. KBank runs its business with an aim of cutting greenhouse gas emissions in the process of our operations

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KBank has proceeded with the following actions.

62 Since the inception of Bank of Ayudhya Public Company Limited (Krungsri) on 1 April 1945, the Bank has been entrusted by the general public with excellent services and continued to expand healthily. Listed on the Stock Exchange of Thailand on 26 September 1977, Krungsri has undertaken its business in compliance with the Financial Institutions Businesses Act, B.E. 2551 (A.D. 2008), the Securities and Exchange Act, B.E. 2535 (1992), and regulations of the Office of the Securities and Exchange Commission, the Stock Exchange of Thailand, and other related regulatory requirements. Apart from these applicable laws and regulations, Krungsri as a responsible financial service provider has ingrained fundamental operating philosophy based on good corporate governance in our business, while adhering to the highest principles of ethical conduct. Business transparency is central to our operation transcending all statutory prerequisites as we committed to responding to expectations of stakeholders as well as society.

Krungsri conducts the fundamental commercial banking business in compliance with Bank of Thailand (BOT)1 regulation and under its supervision1, including accepting deposits, offering loans, foreign exchange trading services, financial instruments trading services, loan guarantees, payment and funds transfer services, risk hedging products, e.g. interest rate and FX derivatives, etc. The Bank’s other businesses approved by the BOT include businesses of insurance-related services, securities-related services, financial derivatives, e-banking, and other financial and non-financial services.

63 Identify Sustainability Topics The Sustainability Report Working Team identified topics relevant to the sustainable development of Krungsri as a financial service provider whose operations may affect stakeholder expectations toward the Bank, their assessment and decisionmaking. Apart from sustainability aspects considered in the previous year, operational and assessment guidelines on sustainability established by national and international organizations were also taken into account along with other aspects directed by the GRI Sustainability Reporting Guidelines. These guidelines include the Stock Exchange of Thailand’s sustainability assessment questionnaires for listed companies, the corporate governance evaluation framework designed by the Thai Institute of Directors Association (Thai IOD), Down Jones Sustainability Index (DJSI), etc. In this regard, combining related operational and assessment guidelines established by other organizations into our guidelines reflects Krungsri’s efforts in embracing stakeholder feedback and expectations.

Prioritize Material Aspects After identifying sustainability aspects based on stakeholder expectations, the working team prioritized these material aspects by taking into account the influence on stakeholder assessments and decisions, and significance of economic, environmental, and social impacts of the organization’s operations so that the materiality of the report can be identified.

Validate Material Aspects

The outcome will be used as the base information for sustainability action planning as well as preparation of the 2018 Sustainability Report. The material aspects for the organization’s sustainability development are as follows:

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The Corporate Social Responsibility Committee, comprising the President and CEO and senior executives from various business units of the Bank and its subsidiaries, verified material aspects in order to ensure that impacts and issues that are significant to Krungsri Group’s stakeholders were thoroughly considered.

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Responsible lending and product suitability 1. Corporate governance (ethics, integrity, and anticorruption) 2. Customer satisfaction 3. Fair labor practices 4. Local economy and community (microfinance and nonfinance, and financial inclusion) 5. Innovation and digitalization 6. Cybersecurity 7. Customer privacy 8. Financial and economic performance, systematic risk, and risk management under the ESG framework 9. Local community engagement 10. Indirect economic impacts 11. Material utilization 12. Energy saving 13. Water utilization In a move toward achieving sustainability goals that are most relevant and significant to the organization, Krungsri puts in place the process for reviewing the content and aspects of sustainability as well as gathering feedback from the stakeholders after the launch and dissemination of the Sustainability

Report. This allows us to further identify key areas for improvement and set business directions in the future. Krungsri encourages its stakeholders to join in fostering a sustainable society by voicing their concerns and opinions on sustainable business undertakings through various communication channels, including a questionnaire form (attached herewith).

The Bank provides convenience to all customers by giving information and receiving complaints, comments, or suggestions through Krungsri Phone 1572. This system is called Krungsri Call Center & Customer Complaint Resolution Process (CCRP).

At Krungsri, great importance is placed on handling every complaint to best satisfy customers. Callers can rest assured that their information is kept confidential.

Krungsri takes utmost care in handling customers’ personal and business information, which the Bank considers as an important matter in providing financial services and it is one of our corporate ethics to maintain the confidentiality and privacy of our customers in a most professional manner. In this process, Krungsri pays close attention to customer complaints in compliance with the policy on customer complaint resolution process of the Bank of Thailand (BOT), which requires banks to disclose the service level.

Agreement of their financial services to retail customers and submit monthly reports to the BOT. Provision of

65 are disclosed in strict compliance with the laws and regulations of the Bank of Thailand, the Securities and Exchange Commission, the Consumer Protection Board, the Office of Insurance Commission, and good corporate governance principles to ensure that consumers receive sufficient information for making decisions.

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correct information to customers through marketing communication channels is a vital factor for operating business responsibly. Well aware of this, Krungsri is prudent in giving information about its products and services to customers to ensure that it is clear, correct, factual, and free of distorted or misleading content.

The products’ risks as well as terms and conditions

66 KRUNGTHAI The Bank adheres to the customer centric principles, starting from classifying both individual customers and corporate customers by economic segmentation and strategic segmentation.

Through data analysis via the survey, products survey, satisfaction survey, the Bank searched for customers’ need from information relating to their transactions and type of transaction so as to be able to offer products that are effective and meet customers’ needs, including being able to quickly compete in innovative products/services development.

Krungthai Bank aims to operate business with transparency and integrity as well as adhering to good corporate governance principle and sustainable development guidelines. The Bank focuses on instilling good consciousness both inside and outside the supply chain of the Bank. In this regard, the Bank has organized the Code of Conduct under the three basic principles that the Bank has always adhered to - 1. Integrity 2. Fairness 3. Responsibility to Stakeholders - in order to be the operating guideline for the Bank’s trading partners/vendors, which covers the following operating principles as follows:

Krungthai Moral Initiative (Krungthai Kunnatham) Activities 1. The Bank coordinates with Krungthai Bank State Enterprise Labor Union to organize talk session relating to the Zero Tolerance and Krungthai Moral Initiative (Krungthai Kunnatham. Besides the Zero Tolerance talk session, the Bank also initiates activity entitled Moral for Happiness, Dharma for Happiness and Dharma for Work aiming at inspiration, mind refinement and creating moral among employees.

2. The Bank supports KTB CG in Process, Role Model and strong determination for Anti-Corruption with the intention of showing honest culture and integrity value. The Bank provides KTB CG in Process Awards to praise the units that have the best corporate governance performance in order to create moral inspiration and pride for executives, employees and companies in the Bank’s Financial Conglomerate that the Bank hold 100% shares aiming at corporate governance implementation for success and sustainable growth.

3. The Bank makes the corporate governance guideline manual to be up-to-date and in compliance with international standard. The Bank improves corporate governance and anticorruption policies in order to be guidelines for executives and employees as follows: - Disclosure and Transparency Guideline Role and Participation of Stakeholders Guideline - Prevention of Receiving and giving bribery and corruption Guideline Prevention of Conflicts of Interest Guideline 4.

The Bank holds communication and public relations activities of corporate governance in order

67 to educate employees and organizations in connected network of the Bank by focusing on technology usage for communication channels such as public relations video, a broadcast of corporate governance implementation by committee and executives through digital signage which is internal communication, internal and external corporate governance exhibition, etc.

5. The Bank conducting the 2018 employee surveys about the acknowledgement, understanding and the implementation in the issues of corporate governance, anti-corruption policy and code of conduct. The result from the survey shall be used for improvement and development of the next year operation.

One mission of the Bank is to implement its financial competency to develop the country and life quality of Thai people through many projects such as National e-Payment Development, financial products and services to satisfy customer needs, loans for government officers and state-enterprise employees aiming for better life quality.

In 2018, the Bank developed products and services to pursue the government operation in many ways.

Details are as follows: •

Buy-Advanced Booking for Lottery Tickets Project: customers can conveniently buyadvanced booking for lottery tickets via Krungthai NEXT Mobile Application. Presently, the Bank had 174,989 people registering for buy-advanced booking for lottery tickets.

•

KTB e-LBD Project: the Bank provided electronic local bill discounting service to customers in sugar manufacturing and facilitate them in the payment for sugar cane and sugar cane deposit instead of using cheques.

•

Krungthai Long-Love SMEs Loan: The Bank initiated loan to support SMEs (Size M), both existing and new SMEs customers who want business or business expansion working capital.

•

National Savings Fund: The Bank encourages customers’ savings and stability in living during old age for those freelances who have no income guarantee.

•

The Child Support Grant Scheme for newborn children (born in fiscal year 2016-2018): the project provided 600 Baht/month of welfare support to

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Build financial stability, Provide proper return to stakeholders, Support government’s operations through excellent products and service management

68 children in poor households or households at risk of poverty for 3 years.

•

Traffic Ticket Payment Service: this service facilitates people in paying fine in terms of bill payment. Customers can pay fine through ATMs, KTB netbank, Krungthai NEXT Mobile Application and all Krungthai Bank branches.

•

SMEs supporting measure in compliance with civil state guideline: The Bank supported potential SMEs in 10 S-Curve target industries, which considered as the important strategic group in economic and social development corresponding to the civil state guideline.

•

KTB Kids Savings for Thai individuals aged not over 15 years old: by aiming to instill saving

The Bank has given importance to leadership development of heads at all levels (first level, middle level and top executive level) because heads are an important factor in enhancing employees’ engagement and performance. This will lead the Bank to performance driven organization (PDO), retain a smart and good employee, and create firm and sustainable growth of the Bank further.

The Bank has implemented Krungthai Moral Initiative that is a successful scheme to build smart and good employees. The scheme will help employees brainstorm ideas for “Problems to be solved, Good deed to do” to improve work process, create zero tolerance culture and drive the Bank towards a moral organization.

The Bank realizes about sustainable business operation as well as emphasizing on the importance of environment. All executives and employees have the same mission in conserving environment and to reduce natural resources usage. The Bank initiated Internal Digitization-Paperless Branch Project aiming for reducing branches’ papers usage. Internal Digitization-Paperless Branch Project was one of the Bank’s strategic plans approved by the Board of Directors in October 2017. The Bank aimed to digitize branches working process with a target of reducing 50% of papers usage within 5 years. Besides the cost decrement, this project also increased the effectiveness of branches working process as well as providing impressive experience to employees and

customers. The Project’s operation procedure was divided into several phases. The Bank started to carry out this project in the beginning of 2018 and expected to achieve the target in 2020. In addition, the Bank implemented technology for effective administration via Krungthai NEXT Mobile Application as well as monitoring the progress of the projects and developing the projects to maximize effectiveness. The Bank also encouraged all executives and employees to save paper by using every piece of paper most beneficially.

Although this Sustainability Report had been produced with non-recyclable or recycled materials, the Bank endeavored to reduce the use of essential resources for the Bank’s operation.

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The Bank defines core issues concerning the organization’s sustainability and the stakeholders’ expectation. With this regard, the GRI Guidelines: Standard version have been applied to the process.

The first step is “identification”, to identify issues that are important to the Bank’s operation in sustainability context.

The second step is “prioritization”, to prioritize the issues by comparing the data from online survey in 2018 and 2017 to consider a change in the issues.

The third step is “validation”, validate the correctness and completeness of the information. The last step is “review”, to prepare for next year’s report in accordance with GRI Standards. The details of operation are as follows;

The Bank has determination to continually conserve natural resources and environment under social and environmental policies with objectives to protect and control environmental impacts The Bank endeavors to conserve natural resources and environment continuously. Therefore, the Bank has established Social and Environmental Responsibility Policy with the intention to prevent and control impact occurring towards environment as well as providing knowledge relating to environment to all employees so that they can generate guideline in developing environmental products and services. The Bank is also determined to conduct environmental operations more efficiently, as a result; the Committee of Energy and Technology Conservation was appointed on

June 4, 2016 with the intention to support, control and monitor energy conservation operation, together with implementing method, technology or innovation in process. The Committee has effectively and appropriately managed energy and technology usage in various aspects so as to generate the utmost benefits for the Bank business operation. The main objectives are: •

To

prevent

and

control

impact

towards

environment •

To provide knowledge about environment to employees

•

To set guidelines for the development of products and services.

Thailand, particularly in Bangkok, is facing with air pollution caused by vehicles and many activities such as lots of constructions, more fuel combustion resulting in higher pollution and climate change. All these factors have caused remarkable impact on the ecosystem and living things. The Bank realizes the importance of climate change mitigation. Therefore, as a corporation under GHG Protocol Scope 2 Guidance (corporations emitting greenhouse gas indirectly by using electricity as steam coal which is fossil fuel that emits greenhouse gas while being burnt during electricity generation), the Bank encourages the executives and employees to continuously reduce electricity usage. Moreover, the Bank also took into account the impact of climate change. As a result, the Bank decided to manage risks caused by climate change by using R32 eco-friendly refrigerant, which will not destruct greenhouse gas. In addition, the Bank established the energy conservation guideline in order to raise environmental awareness among employees while on duty and to drive the organization to become an environmentally friendly business.

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Identifying Material Aspects and Boundaries

70 Bangkok Bank Public Company Limited is a leading commercial bank in Thailand, which was established on December 1, 1944. The Bank has been listed on the Stock Exchange of Thailand since 1975, the very first year of operation of the Stock Exchange of Thailand. The Bank was the first Thai bank and among the first 16 companies listed on the national stock market. The Bank provides a complete range of financial services under a business emblem of “Bualuang”, which means “lotus” in Thai.

Its motto “puan koo kit, mit koo baan” (aspiring to be a trusted partner and reliable close friend) reflects its determination to always stand by customers and the Thai society.

Bangkok Bank remains committed to its vision and business guidelines, pursuing socially responsible policies and sustainable development.

In 2018 Bangkok Bank experienced a major change due to the passing of our then Chairman Mr. Chatri Sophonpanich. The loss of our much-loved and respected leader brought deep sorrow to all executives and staff. The current management is determined to continue with our mission to maintain the Bank’s role as a leading bank in ASEAN and Asia, and as a Thai bank with a network covering important economies in the world.

We maintain our determination to build stable and sustainable growth along the guidelines established by our former Chairman.

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72 As a key financial intermediary trusted by customers, investors and government agencies within and outside Thailand, Bangkok Bank remains committed to its vision and business guidelines, pursuing socially responsible policies and sustainable development. As well as supporting all our stakeholders so they can be strong and self-reliant, building their potential to pass on their strengths to society, we provide efficient and secure financial products and services that are appropriate to the changing needs of customers, while practicing high governance standards to enhance the economic, social, and environmental strengths of Thailand.

In line with our vision to be a leading bank in ASEAN and Asia, we continue to focus on three major trends – regionalization, digitalization and urbanization – which are driving economic, social and environmental changes in all parts of the world.

They are doing this by providing customers with new business opportunities through our domestic and international networks, leveraging our expertise in supporting corporate and international customers, and putting digital innovation at the heart of our operations to ensure we can efficiently support the customers today and tomorrow, enriching their digital lifestyles by collaborating with business and technology providers.

Sustainability development, starting from the review of materiality issues from the perspective of stakeholders inside and outside the Bank. Consequently, five focus areas of sustainability have been identified and 12

materiality issues listed. Our commitment to each materiality issue has been established so that the Bank can monitor, assess, and clearly and efficiently measure the results of relevant activities, ensuring they are in accordance with guidelines for sustainability established by the Stock Exchange of Thailand, the Securities and Exchange Commission, and the Bank of Thailand, as well as internally-accepted standards, such as the Dow Jones Sustainability Index (DJSI) and Global Reporting Initiatives (GRI).

They are confident that following this framework and these guidelines will contribute positively to the Bank’s image and reputation as a sustainable bank, and that the experience gained from committing to the five focus areas of sustainability will enable the Bank to expand the success to our branches and business units in other countries as well.

The Bank must overcome a range of challenges to its sustainable development, in particular ensuring that the operations of all our units address the materiality issues. To achieve this, we plan to use modern technology for communicating, educating and training executives and staff at all levels so that they understand the significance of and collectively participate in the Bank’s sustainable development.

Bangkok Bank understands that Thailand faces challenges in its development path to establishing a technologically-advanced economy, high earnings for Thai people, upgraded transportation and energy infrastructure, and high-value industries in support

73 SUMMARY OF SUSTAINABLE PERFORMANCE IN 2018

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The Bank believes that adhering to sound business ethics and a code of conduct are crucial for strengthening good corporate governance in line with the Bank’s determination to be “puan koo kit mit koo baan” (a trusted partner and reliable close friend) of customers. The Bank recognizes the rights of every stakeholder group, taking into consideration the depth of the relationship and the impacts on the Bank’s business undertakings

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Research Reports

Payment Security

by April Soe

HOW DO CONTACTLESS SMART TRANSPORT CARDS WORK? ARE THEY SECURE? One of the biggest trends in public transportation is the implementation of smart transport cards. These cards contain a smart card chip, a tiny computer that can store the card’s value, and more, depending on how they are implemented. These cards are being rolled out globally, largely in Europe, Asia, and the United States. China, the United Kingdom and Japan have successfully deployed millions of these cards with contactless functionality, called Octopus, Oyster, and Suica cards, respectively.

Contactless smart transport cards are very simple to use. The card’s smart card chip is a tiny computer that works with the fare payment system to keep track of your remaining ticketing value. The “contactless” functionality of your card allows it to make a wireless connection with a reader. You simply hold your card up to a reader, your fare is paid, and you can go on your way. It is faster, easier and more convenient.

Contactless smart transport cards, together with the fare payment network behind them, deliver very high levels of security for you. Your transport card is, in most cases, anonymous, so no one can glean any information about you from the card. In addition, because contactless smart transport cards contain many layers of security, it would be nearly impossible for someone to counterfeit and use it.

SMART TRANSPORT CARDS WITH CONTACTLESS SERVICES: MORE ADVANCES Hong Kong, China’s Octopus card has been the trailblazer for smart transport cards, as they have been in use since 1997. Over the years, the Octopus has become much more than a smart transport

card and they are used for much more than public transportation. Citizens can use the Octopus card to pay electronically in shops, restaurants, parking lots, and more. More than 1,000 merchants in Hong Kong accept the Octopus card, including 7-Eleven, Starbucks and McDonald’s. Some offices, apartment buildings and schools even accept the card for access control citizens simply present the card to a reader for access to the buildings.

The United Kingdom’s Oyster card, used widely across London, is another example of a contactless smart transport card program that has been very successful. Public transport riders use the Oyster card for access to the London Underground and buses.

It doesn’t have multiple uses like the Octopus card, but it makes traveling a lot more efficient for citizens.

You can add funds either online or at terminals. This means you do not have to deal with paper tickets,or cash, and it is faster when boarding a train or bus.

Japan’s contactless smart transport card is called Suica. Suica stands for “Super Urban Intelligent Card.”

Citizens use Suica cards for trains, subways and buses. Like Octopus card, the Suica is starting to be used for purchases other than transportation. Some stores in airports and train stations accept the card, as well as some taxis.

Avery cutting-edge use for the Suica card is called Mobile Suica. This is essentially a Suica card inside of a mobile phone, allowing you to simply hold their mobile phone close to a reader to make transactions wherever Suica is accepted. Another cutting-edge Suica feature – SuiPo, or Suica Poster. With SuiPo, you hold your Suica card, or Mobile Suica phone, close to a Suica-enabled advertising poster and additional details on the product or offer are sent to your email address.

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01.

Communication with stakeholders

GROUP ASSIGNMENT

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Another problem was to develop such a questionnaire that will cover a lot of areas, including the attitude to railway public transportation in terms of practical way and sustainability, with a minimal amount of questions.

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As far as the primary goal of the project is offering an alternative payment solution for the People, asking the audience is a vital part of the development process.

The main challenge for this part was to get an extensive response for a short period.

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Communicatio n with stakeholders

The questionnaire distribution

Group assignment Questionnaire compiled by Ksenia Semirova After developing the questionnaire, the team aimed to get an extensive response from the local community.

Each member was assigned to post the link with the survey in personal social media or/and in pages where it is possible to get equivalent respondents.

An additional task was to ask friends to share the link to get the potential coverage.

For a short period (2 working days), it was got more than 150 responses, which can be considered as quite a successful result because the questionnaire was published only in English. Also, it was noticed that the audience generally expressed interest in the topic and gave some general feedback on Facebook.

The most of it was just a curiosity (“why” and “what it is about” questions), but often with a positive connotation.

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An additional task for the team was to get a personal response to the survey from the general audience.

Taking into account local context, the group decided to ask mostly friends and/or students from the University. All personal responses were also put in the same Google form for questions.

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Communicatio n with stakeholders

Analysis of the survey

by Priska Minder

There were around 150 participants who took part in the public transportation in Bangkok survey. For this survey, participants are asked what their occupation is; occupation listed are: student, professional employee, entrepreneur, self-employed, retired, employee, office worker, teacher, traveler, retired, housewife, lecture and receptionist. All occupation was chosen but however the most participants who took part in the survey were professional employee and student. Moreover, most participants are in the age range of 19-25 followed by 26-35 and most of them are expats and just a few are natives. So, it can be concluded that most participants taking this survey are millennials.

For most participants they use BTS/MRT twice a day, followed by more than two times and lastly do not use these types of transportation. Which then can be linked to the following question, if they use rabbit/mrt cart to pay for bts/mrt. 33,3% answered that they use both rabbit and mrt, secondly, participants answer both equally for only rabbit and prefer one-trip ticket (29,3%). It then can be concluded that there are little percentage of people not using BTS/MRT but use other forms of transportations instead, such as own car, buses, etc. Most people, use BTS/MRT as a form of transportations and own both types of cards for both transportation systems. In addition, most participants

put the card or token while using the transportation option in their clothing pockets.

Most participants have answered that they don’t link their debit/credit cards with transportation payment.

And in addition, they don’t really have a clue about what PayPass is. Therefore, this can also be linked to, that most participants are expats and would rather use separate cards from their debit/credit cards. Since most participants are expats, it is understandably why they don’t link the cards together, since they probably won’t need it after they have left the country, or in another case it would’ve been a hassle.

In conclusion, people are aware that public railway transportation is the most sustainable, but however some prefer to use cars. Most participants say that BTS/ MRT is the fastest way to the destination compared to other types of transportation. However, some say it depends on the situation, if its rush hour or any issues have occurred on the transportation system, this then would cause delays and motorbike or taxis would be a better alternative during those times. And since most participants are employees or student, they would get off university and work during rush hour, so therefore using the railway transportation would be the most effective.

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Communicatio n with stakeholders

Comparison of time and cost of a ride by BTS and taxi/car Group assignment Analysis by Ksenia Semirova

To compare the difference in time and cost of a ride

by BTS or any other type of public transportation and taxi or privet car, each member of the team was assigned to track each personal travel during the one week. As fas as some members do not use any transportation at all, they were offered to track as possible as they can. To compare the same travel with another type of transport (most of the time, the taxi price and time route), team members utilized both Google.maps with actual data about traffic and Grab service to check the ride price.

The complete data can be checked by QR-code link above. Here it is presented some conclusions.

From the observation, it becomes clear that for short distances, it is both more time and money-saving to use BTS. For example, the trip from Ekkamai to Udom Suk takes 11 minutes in BTS in comparison to half an hour in a taxi. The price difference — 38 vs.

214-220 baht representatively — is also dramatic.

Trips for the long distances in a taxi is also more expensive, especially when toll roads (which paid separately to trip price) are included. Still, the time difference is not so visible and can be from seven

to ten minutes in the morning traffic. Such an important factor, as comfort is also must be taken into account.

It is known that during rush hours, BTS and MRT are overcrowded, and the price is not always the only reason.

Trips that required connection between BTS and MRT are generally lasting longer than the same journey in a taxi. It must be mentioned that the time for connection can be different — from five to fifteen minutes. Distractions in areas around the station (coffee shops, etc.) cause such a difference. Thus, due to riding a taxi, you get from one to another point without any distractions. The price difference is still dramatic — 41 baht for overall trip vs. 124 baht for a taxi.

Overall, this experiment showed that railway transportation in Bangkok is an excellent alternative option to a taxi or car it terms of time and price.

For short distances, BTS and MRT is a better choice to save time. For longer distances, the choice lies in a field of passengers’ general satisfaction of the BTS services.

short distance

money-saving Ekkamai

Ekkamai

Udom Suk

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short distance

time-saving

85

14min

30min

Udom Suk

38baht

214baht

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This stage requires analyzing, evaluate, and creatively interpret the research results. The main goal is to find out a balanced solution that includes both sustainable and social approaches in one item. For creative interpretation, the method of brainstorming was chosen as the fastest way to gain ideas.

This stage is also required minor studying, but the team will be focus mostly on working with the information gained before, especially primary

I DE ATI ON

research — feedback from users.

Ideation

87

02.

88

02.

GROUP ASSIGNMENT

Identifying the concept

89

Awareness. The team decided to focus on the Product, say any device that will make the user experience more attractive. After the brainstorm session, the team chose to investigate the idea of Cover for cellphone. .

Ideation

The second stage of the project requires to evaluate both primary and secondary research critically and to identify the design concept. During the evaluation, there were identified three key arias that can be developed: Product, APP,

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Identifying the concept

Modular Concept

by Priska Minder

Modular fashion refers to clothing items that have detachable pieces, so that one can easily alter the clothing item to suit changing needs and tastes over time. Under the umbrella of transformable fashion is also the concept of “modular fashion.”

The environmental value of modular design. The value of modular design is embodied in the three main features. The first feature is diversity. Modular design make clothing pieces, on the one hand, let the wearer involved in the process of choice and assembly, greatly enhanced the interestingness and interactivity of design, can maximize the care to the wearer’s emotions, to actively participate in the design of the wearer, the half proposition design way to convert design from one-way output to two-way interaction.

On the other hand, modular design can change the clothing style through different module assembly, it can meet different needs and extend the service cycle of clothing as much as possible at a lower cost.

The second feature is flexibility. All ordinary clothing products have to undergo five processes included design, production, sales, use and discard the use.

Compared to the general form of clothing, modular design of clothing has a high degree of flexibility in each process, the seller can design, produce and sales module according to market demand, the buyers can also abandon the module they don’t need

and only keep the useful parts. Modularity enable to achieve efficient resource allocation and low energy consumption, that’s exactly what the low-carbon environment needs. The hird feature is continuity.

This is a unique characteristic of modular design that general clothing does not have the function of.

Modular design can be used only in one garment, can also be used in a range of products, it can also be used in a series of products. When a set of modular standards apply in a number of series products of long-term, module bought this season can even and combine with the module of next season even the next season. That’s the best way to gain the value of environment protecting.

Example: Mason Kim (Raffles Student Mini Collection Project) – during October to December 2019

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Identifying the concept

Gadgets that make the process of holding a smartphone more comfortable

by Ksenia Semirova

For the idea development, the team chose the Smartphone cover” direction. However, it seems possible to look at this idea a bit deeper and think not only about the physical cover for the payment chip but also about the public transport user experience and routine.

It is evident that a smartphone is one of the few amusements for a person during the trip. Also, it is known that train often can be crowded and holding a phone in such circumstances usually become hard and uncomfortable. Also, a phone with a bigger screen is harder to navigate one-handed. Thus, the device that can help with a better grip on the phone to hook fingers, so a thumb is free to roam farther is required.

Additionally, this improved grip also makes it less likely a phone is going to fly out of hand and have an unfortunate encounter with the floor. Several gadgets can be review in terms of usability, materials, and possibilities to apply additional functionality such as payment chip.

PopSocket is a flat, self-adhesive plastic disc that “pops” out to give you a two-fingered grip and a stand.

It’s available in a wide assortment of colors and styles, and it can be customized. The PopSocket feels very flimsy and made of the cheapest, thinnest plastic.

The LoveHandle is a small, self-adhesive plastic strip with a stretchy band attached. It’s available in a variety of colors and patterns. The stretchy band

gives a secure grip, but some said that the band a little constricting after more extended periods. Also, some noticed that it is uncomfortable to hold other things in the hands (such as a book).

The Ninja Loop is little more than a substantial strip of fabric. It works like this: You stick one end of the strap to the inside of your case, then feed it out the camera hole, down the backside, and back in through any available opening in the bottom—the other end affixed to the inside of the case, same as the first.

These two ends rely on strong adhesive to provide the necessary tension.

Unlike the Ninja Loop, the Spigen Style Ring doubles as a kickstand, which is helpful for those who like to read or watch videos hands-free. It also comes with a hook-mount so the phone can be hanged on, say, a dashboard. It comes with an adhesive hook-mount for that very purpose. The downside, of course, is that the phone won’t lie completely flat when it set down.

Ungrip consists of a small plastic plate that attaches to the back of a phone and a fabric loop attached to that plate. It’s not rigid like the ring and not as tight. It adds a more significant bump to the back of your phone but doesn’t afford the ring’s kickstand capabilities. Ungrip comes in a variety of colors and patterns, and the loop is removable from the base so it can be changed for a different look.

POPSOCKET | $15

UNGRIP | $10

LOVEHANDLE | $10

SPIGEN STYLE RING | $25

NINJA LOOP | $10

LAZY-HANDS | $10

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During the brainstorming session, the team came up with several ideas for the smartphone case, including the pad for palm and fingers to make the holding process more comfortable and secure, smart-sticker for the case with the payment chip, the case with additional side navigation to protect any transactions.

After discussing all the gained ideas, the team decided that the concept will not be beneficial for development. Team members agreed on creating several concepts regarding personal majoring.

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