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ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
¤³Ð¼Ù ºÃÔËÒâͧ Êӹѡ§Ò¹ºÃÔËÒÃ˹ÕéÊÒ¸ÒóÐ
¹Ò§¾ÃÃ³Õ Ê¶ÒÇâôÁ ¼ ÙÍӹǡÒÃÊӹѡ§Ò¹ºÃÔËÒÃ˹ÕéÊÒ¸ÒóРMrs. Pannee Sathavarodom Director - General (9 µØÅÒ¤Á 2545 - 15 ¾ÄȨԡÒ¹ 2549)
¹Ò¾§É ÀÒ³Ø àÈǵÃع·Ã ¼ ÙÍӹǡÒÃÊӹѡ§Ò¹ºÃÔËÒÃ˹ÕéÊÒ¸ÒóРMr. Pongpanu Svetarundra Director - General (16 ¾ÄȨԡÒ¹ 2549 - » ¨¨Øº¹Ñ )
¹ÒÂÊÃà ÇÔà·È¾§É Ãͧ¼ Í٠ӹǡÒÃÊӹѡ§Ò¹ºÃÔËÒÃ˹ÕÊé Ò¸ÒóРMr. Sun Vithespongse Deputy Director - General
¹Ò»ÃÐÇÔª ÊÒáԨ»ÃÕªÒ Ãͧ¼ ÙÍӹǡÒÃÊӹѡ§Ò¹ºÃÔËÒÃ˹ÕéÊÒ¸ÒóРMr. Prawit Sarakitprija Deputy Director - General
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¹Ò§»ÃÐÀÒ´Ò ÊÒùØÊµÔ ¹Ñ¡ÇÔªÒ¡ÒäÅѧ 9 ªª ´ ҹ˹ÕÊé Ò¸ÒóÐáÅÐà§Ô¹¤§¤Åѧ Mrs. Prapada Saranusit Senior Financial Analyst and Expert on Public Debt and Treasury
¹Ò§ÅÇÒ´ÇÃó ¸¹ÔµµÔÃÒÀó ¼ ÙÍӹǡÒÃÊӹѡà§Ô¹¡ Ùã¹»ÃÐà·È Mrs. Lavadvan Thanittiraporn Director, Domestic Financing Bureau
¹ÒÂÊØÇªÔ âè¹ÇÒ¹Ôª ¼ ÙÍӹǡÒÃÊӹѡ¹âºÒÂáÅÐá¼¹ Mr. Suwit Rojanavanich Director, Policy and Planning Bureau
¹Ò¨ѡáÄȯÔì ¾ÒÃҾѹ¸¡ØÅ ¼ Í٠ӹǡÒÃÊӹѡà§Ô¹¡ µÙ ÅÒ´à§Ô¹·Ø¹µ Ò§»ÃÐà·È Mr. Chakkrit Parapuntakul Director, International Finance Bureau
16
ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
T MANAGEMENT OFFICE
¹Ò·ÇÕ äÍÈÙà¾ÈÔ ÒÅÈÔÃÔ ¼ ÙÍӹǡÒÃÊӹѡà§Ô¹¡ Ùâ¤Ã§¡Òà Mr. Thavee Aisoonphisarnsiri Director, Project Loan Operation Bureau
¹ÒÂàÍ´ ÇÔºÅÙ Â à¨ÃÔ ¼ ÙÍӹǡÒà ÊӹѡºÃÔËÒáÒêÓÃÐ˹ÕéáÅÐÊÒÃʹà·È Mr. Ace Viboolcharern Director, Payment Administration and IT Bureau
¹Ò¸ÕÃªÑ Â Íѵ¹ÇÒ¹Ôª àÈÃÉ°¡Ã 9 ªª ´ Ò¹ºÃÔËÒÃ˹ÕÊé Ò¸ÒóÐáÅÐÀÒÃм١¾Ñ¹ ¼ ÙÍӹǡÒÃÊӹѡºÃÔËÒÃâ¤Ã§¡ÒÃŧ·Ø¹¢¹Ò´ãË ¢Í§ÀÒ¤ÃÑ° Mr. Theeraj Athanavanich Public Debt Management Specialist Director, Megaproject Management Bureau
¹ÒÂ¸Ò´Ò ¾Ä²Ô¸Ò´Ò àÈÃÉ°¡Ã 9 ªª ´ Ò¹¾Ñ²¹ÒµÃÒÊÒÃ˹Õé Mr. Tada Phutthitada Debt Securities Development Specialist
17
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¹Ò§ÊÒÇÇÃÒÀó » ÈÔÃÔ àŢҹءÒáÃÁ Ms. Waraporn Panyasiri Secretary
¹ÒÂÇÔÊ·Ø ¸Ôì ¨Ñ¹Á³Õ ¼ ÙÍӹǡÒÃÊ Ç¹à§Ô¹¡ ÙÃÑ°ºÒÅ Mr. Wisut Chanmanee Director, Government Debt Management Division Domestic Financing Bureau
18
¹Ò³ç¤ á¡ ÇàÈǵ¾Ñ¹¸ Ø ¼ ÙÍӹǡÒÃÊ Ç¹à§Ô¹¡ Ùâ¤Ã§¡ÒÃÃÑ°ºÒÅ Mr. Narong Keowsawetabhan Director, Government Project Loan Division Project Loan Operation Bureau
ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
MANAGEMENT OFFICE
¹Ò§ÊÒÇÈÔÃÊÒ ¡Ñ¹µ ¾·Ô ÂÒ ¼ ÙÍӹǡÒÃÊ Ç¹ºÃÔËÒáÒêÓÃÐ˹ÕéÃÑ°ºÒÅ Ms. Sirasa Kanpittaya Director, Government Payment Division Payment Administration and IT Bureau
¹Ò§ÊÒÇÍÃسÇÃó ÂÁ¨Ô¹´Ò ¼ ÙÍӹǡÒÃÊ Ç¹à§Ô¹¡ Ùá¼¹§Ò¹¾ÔàÈÉ ¼ ÙÍӹǡÒÃÊ Ç¹¡Ó¡ÑºáÅеԴµÒÁ»ÃÐàÁÔ¹¼Å Ms. Arunwan Yomjinda
¹Ò§¨Ô¹´ÒÃѵ¹ ÇÔÃÂÔ Ð·ÇÕ¡ÅØ ¼ ÙÍӹǡÒÃÊ Ç¹ºÃÔËÒÃà§Ô¹¡Í§·Ø¹ ¼ ÙÍӹǡÒÃÊ Ç¹ÇÔà¤ÃÒÐË áÅШѴ¡ÒÃà§Ô¹·Ø¹ ¼ ÙÍӹǡÒÃÊ Ç¹àŢҹءÒà Mrs. Jindarat Viriyataveekul Director, Fund Management Division Payment Administration and IT Bureau Director, Financial Management and Analysis Division Director, Secretariat Division Megaproject Management Bureau
¹Ò§ÊÒÇÍѨ¹Ò Ç§È ÊÇ Ò§ ¼ ÙÍӹǡÒÃÈٹ ¢ ÍÁÙÅ·Õè»ÃÖ¡ÉÒä·Â Ms. Anchana Wongsawang Director, Database Thai Consultant Project Loan Operation Bureau
Director, Special Program Loan Division Project Loan Operation Bureau Director, Monitoring and Evaluation Division Megaproject Management Bureau
19
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¹ÒÂàÍ¡ÃÒª à¢×Íè ¹¢Ñ¹¸ ʶԵ ¼ ÙÍӹǡÒÃÊ Ç¹¹âºÒÂáÅÐá¼¹ Mr. Ekaraj Khuankhunsathid Director, Policy and Planning Division Policy and Planning Bureau
¹Ò§ÊÒÇຨÁÒÈ àÃ×ͧÍÓ¹Ò¨ ¼ ÙÍӹǡÒÃÊ Ç¹à§Ô¹¡ ÙÃÑ°ÇÔÊÒË¡Ô¨ Ms. Benjamart Ruangamnart Director, State Enterprises Debt Management Division Domestic Financing Bureau
¹Ò§ÊØ³Õ àÍ¡ÊÁ·ÃÒàÁÉ° ¼ ÙÍӹǡÒÃÊ Ç¹à§Ô¹¡ ÙµÅÒ´à§Ô¹·Ø¹ Mrs. Sunee Eksomtramate Director, Debt Capital Markets Division International Finance Bureau
¹Ò§ÊÒÇÊÔÃÀÔ Ò ÊѵÂÒ¹¹· ¼ ÙÍӹǡÒÃÊ Ç¹¤ÇÒÁà ÇÁÁ×ÍÃÐËÇ Ò§»ÃÐà·È Ms. Siribha Satayanon Director, International Cooperation Division Policy and Planning Bureau
20
ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
MANAGEMENT OFFICE
¹Ò¸ÕÃÅÑ¡É áʧʹԷ ¼ ÙÍӹǡÒÃÈٹ ¢ ÍÁÙÅÊÒÃʹà·È Mr. Teeraluk Sangsanit Director, Information Technology Center Payment Administration and IT Bureau
¹Ò§ÊÒǾ÷Ծ ¾Ñ¹àÅÔÈÂÍ´ÂÔ§è ¼ ÙÍӹǡÒáŠØÁ§Ò¹Ê §àÊÃÔÁ»ÃÐÊÔ·¸ÔÀÒ¾ Ms. Porntip Phunleartyodying Director, Efficiency Promotion Group
¹Ò§ª¹Ñ¹Àó à·¾ËÑÊ´Ô¹ ³ ÍÂظÂÒ
¹Ò¾Ãà·¾ ⪵ԹªØ µÔ ¼ ÙÍӹǡÒÃÊ Ç¹ºÃÔËÒäÇÒÁàÊÕè§ Mr. Pornthep Chotinuchit Director, Risk Management Division International Finance Bureau
¼ ÙÍӹǡÒÃÊ Ç¹ºÃÔËÒÃ˹Õé Mrs. Chanunporn Thephassadin Na Ayuthaya Director, Debt Management Division International Finance Bureau
21
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¹Ò§ÊÒÇÂÍ´àÂÒÇÁÒÅ Êؤ¹¸¾Ñ¹¸ Ø ¼ Í٠ӹǡÒÃÊ Ç¹à§Ô¹¡ ÀÙ ÒÂãµ ¡®ËÁÒ¾ÔàÈÉ Ms. Yodyaovamarn Sukonthaphant Director, Debt Management under Special Laws Division Domestic Financing Bureau
22
¹Ò§¾Ã¾ÔÁÅ ºØ¹¹Ò¤ ¼ ÙÍӹǡÒÃÊ Ç¹ºÃÔËÒÃà§Ô¹ãË ¡ Ùµ Í Mrs. Pornpimol Boonnag Fiscal Analyst 7 Payment Administration and IT Bureau
ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
MANAGEMENT OFFICE
¼Å¡Òû¯ÔºµÑ ÔÃÒª¡Òà ÀÒÂãµ á¼¹»¯ÔºµÑ ÔÃÒª¡ÒûÃШӻ ¢Í§ Êӹѡ§Ò¹ºÃÔËÒÃ˹ÕÊé Ò¸ÒóÐ
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ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
ÂØ·¸ÈÒʵà ·Õè 1 ¡ÒúÃÔËÒèѴ¡ÒÃ˹ÕéÊÒ¸ÒóÐã¹àªÔ§ÃØ¡ (Pro-active Debt Management)
¡ÒúÃÔËÒèѴ¡ÒÃ˹ÕéÊÒ¸ÒóÐã¹ÀÒ¾ÃÇÁ ÊÓ¹Ñ ¡ §Ò¹ºÃÔ Ë ÒÃ˹Õé Ê Ò¸ÒóР(ʺ¹.) ä´ ´Óà¹Ô ¹ ¡ÒõÒÁ¡ÃͺἹ¡ÒúÃÔ Ë Òà ˹ÕÊé Ò¸ÒóР»ÃШӻ §º»ÃÐÁÒ³ 2549 à» ¹¨Ó¹Ç¹·Ñ§é ÊÔ¹é 731,834.16 Å Ò¹ºÒ· ¤Ô´à» ¹Ã ÍÂÅÐ 76.77 ¢Í§á¼¹¡ÒúÃÔËÒÃ˹ÕÊé Ò¸ÒóРâ´Â㹪 ǧ» §º»ÃÐÁÒ³ 2549 ¹Í¡¨Ò¡¨ÐÊÒÁÒö¨Ñ´ËÒà§Ô¹¡ Ù à¾×Íè 㪠¨Ò µÒÁá¼¹§Ò¹·Õäè ´ ¡Ó˹´äÇ áÅ Ç Êº¹. ä´ Á¡Õ ÒúÃÔËÒÃ˹ÕÊé Ò¸ÒóÐàªÔ§ÃØ¡à¾×Íè Å´µ ¹·Ø¹ ¡Òá àÙ §Ô¹áÅÐÅ´ÀÒÃд͡àºÕÂé â´Â¡ÒêÓÃÐË¹Õ¤é ¹× ¡ ͹¤Ãº¡Ó˹´áÅлÃѺâ¤Ã§Êà ҧ˹Õé ·ÓãË ÊÒÁÒöŴÂʹ˹Õ餧¤ 񤊫 37,763 Å Ò¹ºÒ· Å´ÀÒÃд͡àºÕéÂä´ 3,440 Å Ò¹ºÒ· »ÃÐËÂÑ´ ´Í¡àºÕÂé ä´ 2,086 Å Ò¹ºÒ· áÅÐÅ´µ ¹·Ø¹à§Ô¹¡ ÊÙ ·Ø ¸Ô 2,339 Å Ò¹ºÒ· ·Ñ§é ¹Õé 㹡ÒÃÅ´ÂÍ´Ë¹Õ¤é §¤ Ò§ à» ¹¼Å¨Ò¡¡ÒúÃÔËÒÃ˹Õéâ´Â¡Òà Refinance à¾×èÍÅ´µ ¹·Ø¹¡Òá Ùà§Ô¹ áÅСÒÃ㪠¡ÅÂØ·¸ 㹡Òà ºÃÔËÒèѴ¡ÒÃ˹ÕÊé Ò¸ÒóÐàªÔ§ÃØ¡ ·ÓãË ÊÒÁÒö¹Ó§ºªÓÃÐ˹շé ÊÕè ÒÁÒö»ÃÐËÂÑ´ä´ ÁÒŴ˹շé ÁÕè Õ ÍѵÃÒ´Í¡àºÕéÂÊÙ§â´Â¡ÒÃ·Ó Prepayment ã¹ÃÐËÇ Ò§» §º»ÃÐÁÒ³ä´ à¾ÔèÁ¢Öé¹ (´Ñ§µÒÃÒ§·Õè 1 áÅÐ 2)
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1. ¡ÒúÃÔËÒÃáÅШѴ¡ÒÃà§Ô¹¡ Ùà¾×èͪ´àªÂ¡ÒâҴ´Øŧº»ÃÐÁÒ³ 265,000.00 270,000.00 101.89 1.1 µÑÇë à§Ô¹¤Åѧ (Roll-over) 250,000.00 250,000.00 1.2 ¾Ñ¹¸ºÑµÃ/µÃÒÊÒÃ˹ÕéÍ×蹢ͧÃÑ°ºÒÅ 15,000.00 20,000.00 (Roll-over/Refinance/Prepayment) 2. ¡ÒúÃÔËÒÃáÅШѴ¡ÒÃà§Ô¹¡ àÙ ¾×Íè ª´ãª ¤ÇÒÁàÊÕÂËÒÂãË FIDF 2.1 ¾Ñ¹¸ºÑµÃ FIDF 1 (Roll-over/Repay) 2.2 ¾Ñ¹¸ºÑµÃ FIDF 2 (Repay) 2.3 ¾Ñ¹¸ºÑµÃ FIDF 3 (New Issue) 3. ¡ÒúÃÔËÒÃáÅШѴ¡ÒÃà§Ô¹¡ àÙ ¾×Íè àÊÃÔÁÊà ҧ¤ÇÒÁÁÑ¹è ¤§¢Í§ ÃкºÊ¶ÒºÑ¹¡ÒÃà§Ô¹ 3.1 Å´ÂÍ´Ë¹Õ¤é §¤ Ò§ 4. ¡ÒúÃÔËÒÃáÅШѴ¡ÒÃà§Ô¹¡ Ùã¹»ÃÐà·È¢Í§ÃÑ°ÇÔÊÒË¡Ô¨ 4.1 à§Ô¹¡ Ùã¹»ÃÐà·È·´á·¹à§Ô¹¡ Ù¨Ò¡µ Ò§»ÃÐà·È 4.2 à§Ô¹¡ Ùà§Ô¹ºÒ·ÊÁ·º 4.3 à§Ô¹¡ Ùà¾×èÍŧ·Ø¹
26
215,000.00 50,000.00 40,000.00 125,000.00
209,839.06 97.60 50,000.00 40,000.00 119,839.06 578.00
N.A.
578.00
134,059.11 110,605.18 82.50 3,969.95 3,969.00 3,372.20 3,352.96 51,132.74 48,785.32
ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
µÒÃÒ§·Õè 1 ¼Å¡ÒôÓà¹Ô¹§Ò¹µÒÁá¼¹¡ÒúÃÔËÒÃ˹ÕéÊÒ¸ÒóР»ÃШӻ §º»ÃÐÁÒ³ 2549 (µ Í) ˹ Ç : Å Ò¹ºÒ· ÃÒ¡ÒÃ
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22,449.29 21,513.00 53,134.93 32,984.90 35,154.93 31,184.90 17,980.00 1,800.00
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à§Ô¹¡ àÙ ¾×èÍ»ÃѺâ¤Ã§Êà ҧ˹Õé Roll-over Swap Arrangement
5. ¡Òá Ùà§Ô¹µÒÁá¼¹¡Òá Í˹Õé ¨Ò¡µ Ò§»ÃÐà·È 5.1 ÃÑ°ºÒÅ¡ âÙ ´ÂµÃ§ 5.2 ÃÑ°ºÒŤéÓ»ÃСѹ 5.3 ÃÑ°ºÒÅäÁ ¤éÓ»ÃСѹ 6. ¡ÒúÃÔËÒÃ˹Õéµ Ò§»ÃÐà·È 6.1 ÃÑ°ºÒÅ 6.2 ÃÑ°ÇÔÊÒË¡Ô¨ ÃÇÁ ¤Ô´à» ¹Ã ÍÂÅÐ
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328.46 (MUSD)
12,877.15 12,105.48 94.00
328.46 (MUSD)
12,877.15 12,105.48
8,324.20 (MUSD) 326,347.06 128,706.44 39.44 3,387.59 (MUSD) 132,809.28 85,909.48 4,936.61 (MUSD) 193,537.78 42,796.96 953,283.32 731,834.16 100.00 76.77
27
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15,822 8,022 7,800
6,233 3,887 2,346
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7,865
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ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
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29
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30
ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
¹Í¡¨Ò¡¹Ñé¹ ÀÒÂãµ ¾ÃÐÃÒªºÑѵԡÒúÃÔËÒÃ˹ÕéÊÒ¸ÒóР¾.È. 2548 ä´ ãË ÍÓ¹Ò¨ ¡ÃзÃǧ¡ÒäÅѧ»ÃѺâ¤Ã§Êà ҧ˹յé Ò §»ÃÐà·È´ ÇÂà§Ô¹ºÒ·ä´ »ÃСͺ¡ÑºÀÒÇеÅÒ´àÍ×Íé ÍӹǠʺ¹. ¨Ö§ä´ ´Óà¹Ô¹¡ÒûÃѺâ¤Ã§Êà ҧ˹Õàé §Ô¹¡ ÀÙ ÒÂãµ Euro Commercial Paper Program ËÃ×Í ECP Program ¨Ó¹Ç¹ 156 Å Ò¹àËÃÕÂÊËÃÑ° «Ö§è 㪠໠¹ Bridge Financing 㹡ÒûÃѺâ¤Ã§Êà ҧ ˹Õàé §Ô¹¡ ¸Ù ¹Ò¤ÒÃâÅ¡ (International Bank for Reconstruction and Development : IBRD) áÅÐ ¸¹Ò¤ÒþѲ¹ÒàÍà«Õ (Asian Development Bank : ADB) «Ö§è ÁÕ굄 ÃÒ´Í¡àºÕÂé à©ÅÕÂè à ÍÂÅÐ 5.99 µ Í» áÅÐÍÒÂØà§Ô¹¡ ¤Ù §àËÅ×Í 6.3 » áÅлÃѺâ¤Ã§Êà ҧ˹Õàé §Ô¹¡ Ù FRNs ¨Ó¹Ç¹ 500 Å Ò¹àËÃÕÂÊËÃÑ° «Ö§è ÁÕ굄 ÃÒ´Í¡àºÕÂé à©ÅÕÂè à ÍÂÅÐ 5.43 µ Í» áÅÐÍÒÂØà§Ô¹¡ ¤Ù §àËÅ×Í 1 » ¡ ͹¤Ãº¡Ó˹´ã¹Çѹ·Õè 10 áÅÐ 30 ¾ÄÉÀÒ¤Á 2549 µÒÁÅӴѺ â´Â´Óà¹Ô¹¡ÒÃÍÍ¡¾Ñ¹¸ºÑµÃÃÑ°ºÒÅà¾×Íè ¡ÒúÃÔËÒÃ˹Õé ã¹» §º»ÃÐÁÒ³ 2549 ¤ÃÑ§é ·Õè 2 ¨Ó¹Ç¹ 24,500 Å Ò¹ºÒ· ÍÒÂØ 3 » ÍѵÃÒ´Í¡àºÕÂé à ÍÂÅÐ 5.375 µ Í» ÀÒáԨ·ÕÊè Ó¤ÑÍÕ¡»ÃСÒÃË¹Ö§è ¢Í§ ʺ¹. ä´ á¡ ¡ÒèѴ·Óá¼¹¡Òá àÙ §Ô¹ã¹»ÃÐà·È¢Í§ ÃÑ°ÇÔÊÒË¡Ô¨ â´ÂÁÕÇѵ¶Ø»ÃÐʧ¤ à¾×èÍ¡ÒÃŧ·Ø¹ ¡Òá Ùà§Ô¹ã¹»ÃÐà·È·´á·¹à§Ô¹¡ Ù¨Ò¡µ Ò§»ÃÐà·È ¡ÒÃàÊÃÔÁÊÀÒ¾¤Å ͧáÅСÒûÃѺâ¤Ã§Êà ҧ˹Õé à» ¹µ ¹ ÊÓËÃѺ» §º»ÃÐÁÒ³ 2549 ʺ¹. ä´ ºÃÔËÒà ¨Ñ´¡ÒÃà§Ô¹¡ ãÙ ¹»ÃÐà·È¢Í§ÃÑ°ÇÔÊÒˡԨ໠¹¨Ó¹Ç¹·Ñ§é ÊÔ¹é 110,605.18 Å Ò¹ºÒ· ËÃ×ͤԴ໠¹Ã ÍÂÅÐ 82.5 ¢Í§á¼¹¡ÒúÃÔËÒèѴ¡ÒÃà§Ô¹¡ ãÙ ¹»ÃÐà·È¢Í§ÃÑ°ÇÔÊÒË¡Ô¨ (´Ñ§µÒÃÒ§·Õè 1)
31
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ʺ¹. ä´ ãË ¤ÇÒÁÊӤѡѺ¡ÒúÃÔËÒèѴ¡ÒÃ˹ÕéÊÒ¸ÒóÐÍ ҧµ Íà¹×èͧáÅÐà» ¹Ãкº ·Ñé§ã¹´ Ò¹¡Òá Í˹ÕéãËÁ áÅСÒúÃÔËÒÃÂʹ˹Õ餧¤ Ò§ â´Â㪠à¤Ã×èͧÁ×Í·Ò§¡ÒÃà§Ô¹áÅÐÍÒÈÑ ¨Ñ§ËÇзÕèµÅÒ´¡ÒÃà§Ô¹áÅеÅÒ´ÍѵÃÒáÅ¡à»ÅÕè¹àÍ×éÍÍÓ¹ÇÂ㹡ÒûÃѺâ¤Ã§Êà ҧ˹Õé´ Ç¡Òà ªÓÃÐ˹Õé¤×¹¡ ͹¤Ãº¡Ó˹´ (Prepayment) ¡ÒâÂÒÂÍÒÂØ˹ÕéãË ÊÍ´¤Å ͧ¡ÑºÃÐÂФ׹·Ø¹¢Í§ â¤Ã§¡Òà (Roll-over) ¡Òá Ùà§Ô¹¨Ò¡áËÅ §ãËÁ ·ÕèÁÕà§×è͹䢷Õè´Õ¡Ç ÒáËÅ §à´ÔÁà¾×è͹Óä»ãª ¤×¹áËÅ § à§Ô¹¡ Ùà´ÔÁ (Refinance) ¡ÒÃá»Å§Ë¹Õéà¾×èÍ» ´¤ÇÒÁàÊÕè§à¹×èͧ¨Ò¡¡ÒÃà»ÅÕè¹á»Å§ã¹ÍѵÃÒ áÅ¡à»ÅÕè¹à§Ô¹µÃÒµ Ò§»ÃÐà·È áÅФÇÒÁàÊÕ觨ҡ¡ÒÃà»ÅÕè¹á»Å§ÍѵÃÒ´Í¡àºÕé (Swap Arrangement) ÃÇÁ·Ñé§ä´ àʹÍá¹Ðá¹Ç·Ò§¡ÒúÃÔËÒÃ˹ÕéãË á¡ ÃÑ°ÇÔÊÒË¡Ô¨ â´Âã¹» §º»ÃÐÁÒ³ 2549 ʺ¹. ä´ ·Ó¡ÒûÃѺâ¤Ã§Êà ҧ˹յé Ò §»ÃÐà·Èǧà§Ô¹ÃÇÁ 149,664 Å Ò¹ºÒ· â´Âá¡໠¹Ë¹Õ¢é ͧ ÃÑ°ºÒÅ 99,871 Å Ò¹ºÒ· áÅÐ˹բé ͧÃÑ°ÇÔÊÒË¡Ô¨ 49,793 Å Ò¹ºÒ· Ê §¼Å·ÓãË ÊÒÁÒöŴÂʹ˹Õé ¤§¤ 񤊫 15,822 Å Ò¹ºÒ· áÅÐÅ´ÀÒÃд͡àºÕÂé ä´ 6,233 Å Ò¹ºÒ·
32
PUBLIC DEBT MANAGEMENT OFFICE
ANNUAL REPORT 2006
µÒÃÒ§·Õè 3 ¡ÒûÃѺâ¤Ã§Êà ҧ˹յé Ò §»ÃÐà·È »ÃШӻ §º»ÃÐÁÒ³ 2549 ˹ Ç : Å Ò¹ºÒ· ¡ÒûÃѺâ¤Ã§Êà ҧ˹յé Ò §»ÃÐà·È
¡Ñ¹ÂÒ¹ 2549
µØÅÒ¤Á 2548 - ¡Ñ¹ÂÒ¹ 2549 ǧà§Ô¹ Å´ÂÍ´Ë¹Õ¤é §¤ Ò§ Å´ÀÒÃд͡àºÕÂé
1. ÃÑ°ºÒÅ - Prepayment - Refinancing/Roll-over - Baht Refinance - Swap
6,968 9 6,959 -
99,871 8,022 39,763 24,500 27,586
8,022 8,022 -
3,887 858 403 400 2,226 *
2. ÃÑ°ÇÔÊÒË¡Ô¨ - Prepayment - Refinancing/Roll-over - Baht Refinance - Swap
2,450 2,450 -
49,793 4,995 3,589 17,000 24,209
7,800 4,995 2,805 ** -
2,346 950 1,396 -
ÃÇÁ (1.+2.)
9,418
149,664
15,822
6,233
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33
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34
ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
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ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
2. ¡ÒÃÍÍ¡¾Ñ¹¸ºÑµÃÍÍÁ·ÃѾ Í ҧ໠¹Ãкº ʺ¹. ä´ ´Óà¹Ô¹¡ÒÃà¾×Íè ÍÍ¡¾Ñ¹¸ºÑµÃÍÍÁ·ÃѾ 12 à ¹Ø ÍÒÂØ 3 » 5 » áÅÐ 7 » ǧà§Ô¹ÃÇÁ 17,000 Å Ò¹ºÒ· áµ ¨Ó˹ ÒÂä´ 15,339.06 Å Ò¹ºÒ· â´ÂÁÕÍѵÃҼŵͺ᷹෠ҡѺÍѵÃÒ ¼ÅµÍºá·¹Í Ò§ÍÔ§¢Í§ÃÑ°ºÒÅ㹪 ǧÍÒÂØ·ÕèÍÍ¡ºÇ¡´ ÇÂÊ Ç¹µ Ò§äÁ à¡Ô¹Ã ÍÂÅÐ 15 ¢Í§ÍѵÃÒ ¼ÅµÍºá·¹¾Ñ¹¸ºÑµÃ·Ñé§ 12 à ع¹Õé ¨Ó˹ ÒÂãË à©¾Òкؤ¤Å¸ÃÃÁ´Ò ÁÙŹԸÔÊÀÒ¡ÒªÒ´ä·Â áÅÐ ÊÀÒÊѧ¤Áʧà¤ÃÒÐË ã¹¾ÃкÃÁÃÒªÙ»¶ÑÁÀ â´ÂÁÕ¡Ó˹´¡ÒèÓ˹ ÒÂÃÐËÇ Ò§à´×͹µØÅÒ¤Á 2548 ¶Ö§à´×͹¡Ñ¹ÂÒ¹ 2549 (´Ñ§µÒÃÒ§·Õè 4)
µÒÃÒ§·Õè 4 ¼Å¡ÒÃÍÍ¡¾Ñ¹¸ºÑµÃÍÍÁ·ÃѾ »ÃШӻ §º»ÃÐÁÒ³ 2549 à´×͹ µ.¤. 2548 ¾.Â. 2548 ¸.¤. 2548 Á.¤. 2549 ¡.¾. 2549 ÁÕ.¤. 2549 àÁ.Â. 2549 ¾.¤. 2549 ÁÔ.Â. 2549 ¡.¤. 2549 Ê.¤. 2549 ¡.Â. 2549
» ÍÒÂØ Ç§à§Ô¹ §º»ÃÐÁÒ³ ¤ÃÑ駷Õè (» ) »ÃСÒÈ (Å Ò¹ºÒ·) 2549 1 7 2,000.00 2549 2 5 2,000.00 2549 3 7 2,000.00 2549 4 5 2,000.00 2549 5 7 2,000.00 2549 6 5 2,000.00 2549 7 7 1,000.00 2549 8 5 1,000.00 2549 9 7 1,000.00 2549 10 5 1,000.00 2549 11 3 500.00 2549 12 3 500.00
ǧà§Ô¹ ¨Ó˹ Ò (Å Ò¹ºÒ·) 2,000.00 2,000.00 2,000.00 2,000.00 1,653.80 1,385.37 900.24 728.46 726.20 1,000.00 444.99 500.00
Çѹ¨Ó˹ Ò Çѹ¤Ãº¡Ó˹´ 14-25 µ.¤. 2548 15-24 ¾.Â. 2548 15-26 ¸.¤. 2548 16-25 Á.¤. 2549 15-24 ¡.¾. 2549 15-24 ÁÕ.¤. 2549 17-26 àÁ.Â. 2549 15-24 ¾.¤. 2549 15-26 ÁÔ.Â. 2549 14-25 ¡.¤. 2549 15-24 Ê.¤. 2549 15-26 ¡.Â. 2549
15 µ.¤. 2555 15 ¾.Â. 2553 15 ¸.¤. 2555 15 Á.¤. 2554 15 ¡.¾. 2556 15 ÁÕ.¤. 2554 15 àÁ.Â. 2556 15 ¾.¤. 2554 15 ÁÔ.Â. 2556 15 ¡.¤. 2554 15 Ê.¤. 2552 15 ¡.Â. 2552
ÍѵÃÒ ´Í¡àºÕÂé (µ Í» ) 6.40 6.25 6.30 5.50 5.70 5.55 6.40 6.15 6.20 6.15 5.70 5.60
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ËÁÒÂà赯 : * TGB = Thai Government Bond
38
ANNUAL REPORT 2006
PUBLIC DEBT MANAGEMENT OFFICE
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40
PUBLIC DEBT MANAGEMENT OFFICE
ANNUAL REPORT 2006
µÒÃÒ§·Õè 6 á¼¹¡ÒÃÃдÁ·Ø¹ã¹â¤Ã§¡ÒÃŧ·Ø¹¢¹Ò´ãË ¢Í§ÀÒ¤ÃÑ° 㹪 ǧ» 2549-2552 áËÅ §à§Ô¹
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14,453 14,453 188,207
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1.8 ·Õ´è ¹Ô ÍÒ¤ÒÃáÅÐÍØ»¡Ã³ áÊ´§ã¹ÃҤҷعâ´ÂÁÕÁÅÙ ¤ Òµ Í˹ Ç µ ͪش ËÃ×͵ Í ¡Å ÁØ µÑ§é áµ 5,000 ºÒ· ¢Ö¹é ä» ÊÓËÃѺÃÒ¡ÒÃ·Õ¨è ´Ñ «×Íé ËÃ×Íä´ ÁÒã¹» §º»ÃÐÁÒ³ 2546 à» ¹µ ¹ä» 1.9 ਠÒ˹Õé ºÑ¹·Ö¡ÃѺà ÙàÁ×èÍä´ µÃǨÃѺÊÔ¹¤ ÒËÃ×ͺÃÔ¡Òèҡ¼ Ù¢ÒÂËÃ×ͤ ÙÊÑÒáÅ Ç áµ ÂѧÁÔä´ ªÓÃÐà§Ô¹áÅÐÊÒÁÒöÃкØÁÙŤ ÒÊÔ¹¤ ÒáÅкÃÔ¡ÒÃä´ ªÑ´à¨¹ 1.10 ¤ Ò㪠¨Ò ¤ Ò§¨ Ò ¤ Ò㪠¨Ò ·Õàè ¡Ô´¨Ò¡¢ Í¡Ó˹´¢Í§¡®ËÁÒ ¢ ͵¡Å§ã¹ÊÑÒ ËÃ×ͨҡºÃÔ¡Ò÷Õäè ´ ÃºÑ áÅ Ç àª ¹ ¤ Ò㪠¨Ò Â㹡ÒôÓà¹Ô¹§Ò¹¤ Ò§¨ Ò ´Í¡àºÕÂé ¤ Ò§¨ Ò ºÑ¹·Ö¡ÃѺà ٠àÁ×èÍà¡Ô´¤ Ò㪠¨ ÒÂâ´Â¡ÒûÃÐÁÒ³¤ ÒµÒÁÃÐÂÐàÇÅÒ·Õèà¡Ô´¤ Ò㪠¨ Ò¹Ñé¹ áÅÐãºÊӤѤ Ò§¨ Ò ¨ÐºÑ¹·Ö¡ÃѺà àÙ Á×Íè ä´ ÃºÑ ãº¢ÍàºÔ¡¨Ò¡¢ ÒÃÒª¡ÒÃËÃ×ÍÅÙ¡¨ Ò§áÅÐãºÊӤѷÕàè ºÔ¡ª´ãª à§Ô¹·´ÃͧÃÒª¡Òà ÃÇÁ件֧Å١˹Õàé §Ô¹Â×ÁÃÒª¡Ò÷ÕÂè §Ñ äÁ ä´ ¹ÓãºÊÓ¤ÑËÃ×Íà§Ô¹Ê´ÁÒª´ãª ÊÑÒÂ×Á ¨ÐºÑ¹·Ö¡ÃѺà ٠໠¹¤ Ò㪠¨ ÒÂ㹧ǴºÑªÕ 1.11 ÃÒÂä´ á¼ ¹´Ô¹Ã͹ÓÊ §¤Åѧ ºÑ¹·Ö¡ÃѺà ÙàÁ×èÍ» ´ºÑªÕÃÒÂä´ á¼ ¹´Ô¹áÅÐºÑªÕ ÃÒÂä´ á¼ ¹´Ô¹¹ÓÊ §¤Åѧ ³ Çѹ·Õè¨Ñ´·ÓÃÒ§ҹ áµ ÁÕÀÒÃм١¾Ñ¹·Õè¨Ðµ ͧ¹ÓÊ §¤Åѧ໠¹ÃÒÂä´ á¼ ¹´Ô¹«Öè§ÂѧäÁ ä´ ¹ÓÊ §ã¹» » ¨¨ØºÑ¹ 1.12 ·Ø¹ à» ¹¼Åµ Ò§ÃÐËÇ Ò§ÊÔ¹·ÃѾ áÅÐ˹ÕÊé ¹Ô «Ö§è ºÑ¹·Ö¡àÁ×Íè àÃÔÁè »¯ÔºµÑ µÔ ÒÁÃкººÑªÕ ࡳ± ¤§¤ Ò§ 1.13 ÃÒÂä´ ¨Ò¡à§Ô¹§º»ÃÐÁÒ³ ÃѺà Ùà» ¹ÃÒÂä´ àÁ×èÍä´ ÃѺà§Ô¹¨Ò¡¤Åѧ ¡Ã³Õà» ¹à§Ô¹ §º»ÃÐÁÒ³¨ Ò¢Ҵ¨Ò¡ÃÑ°ºÒÅËÃ×Íä´ ÃºÑ à§Ô¹§º»ÃÐÁÒ³·Õàè ºÔ¡à¾×Íè ¨ ÒªÓÃÐÀÒÃм١¾Ñ¹ áÅÐÃѺà ٠àÁ×èÍä´ ÃѺᨠ§ËÅÑ¡°Ò¹¡Òè ÒÂà§Ô¹ãË ¼ ÙÁÕÊÔ·¸Ô ¡Ã³Õà» ¹¡ÒÃàºÔ¡ËÑ¡¼ÅÑ¡Ê §ËÃ×Íà» ¹¡Òè Ò µÃ§¨Ò¡ÃÑ°ºÒÅ
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2,037 12,037 14,074
52 18,996 152,017 171,065
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26,857 9,086 17,771 17,771
18,766 4,313 14,453 14,453
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Introducing Public-Private Partnership: An Alternative for Public Infrastructure Procurement Paroche Hutachareon, Economist1
1. Introduction In recent times, there has been an increasing and seemingly irreversible global trend of private sector participation in traditional government based procurements. Since its induction in the United Kingdom (UK) back in the early 1990Â’s, Public Private Partnership (PPP) was responsible for the provision of roads, railways, tunnels, schools, hospitals, prisons and other social projects in many countries around the World. In Thailand, PPP has gained the attention of the government as a possible alternative to other traditional forms of procurement. This paper introduces PPP, explains its mechanisms, and shows how PPP can provide the government with alternative option to traditional forms of public infrastructure procurement. 1 The views expressed herein are those of the author and do not necessarily represent those of the Public Debt Management Office, Ministry of Finance.
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2. Drivers behind PPP One of the major drivers of the PPP in many countries is the need to reduce the infrastructure gap . While most governments recognize the problems related to the infrastructure gap, in particular on the economy as a whole, they still could not meet the ever increasing demand for more and better infrastructures. It is often the case that the government faces limited resources and has difficulties in raising the debt levels for the purpose of building infrastructures. To rectify the problem and bridge the widening infrastructure gap, PPP was often proposed as a solution because it can deliver high quality services for the public without restraining the government s balance sheet.
Figure 1: Infrastructure Gap
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3. Characteristics of PPP There is no definite consensus on what does and what does not constitute a PPP. Generally, PPP is an arrangement where the private sector supplies infrastructure assets and services that traditionally have been provided by the public sector. In addition, PPP has other distinct characteristics including emphasis on investment and service provision by the private sector as well as risk transfer to and sharing with the private sector. In spite of the essential role played by the private sector, PPP in their typical forms is not privatization. Although they may share some similar characteristics, it is important to stress that PPP involves the cooperation between private and public sector throughout the procurement process including planning, designing, building, and providing service and therefore not simply a transfer or transformation of government assets to private assets. There are various types of PPP but the typical and most widely used comes in the form of Design Build Finance and Operate (DBFO)2. In this type of PPP, the government specifies what it wants to be built and then the private sector (normally through a Special Purpose Vehicle (SPV)) designs and builds the infrastructures, finances, as well as operates the services. In addition, in most cases, the assets are transferred back to the government at the end of the contract life. This differs from the traditional form of government procurement where the government normally designs, funds the project, and will be in charge of the operations. The private sectorÂ’s role is to simply build the infrastructure in accordance to the contract awarded by the government. Therefore, in a case of PPP, the government is not buying an asset but rather a service.
2 There are other variants of PPP including Build Operate Transfer (BOT), Build Own Operate (BOO), Build Transfer Operate (BTO) and other lease typed contracts.
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4. The Mechanics of PPP Typically, PPP project is carried out through a SPV, which has been set up specifically for each individual project. The SPV is often owned by a syndication of banks and other financial institutions via equities investment. The SPV engages in a contract with the government and assumes responsibility to deliver the service that is output based. In other words, the SPV will be paid not for an asset but in accordance with the performance. To achieve this, the SPV normally chooses to enter into various subcontracts with specialist companies to implement the projects in each different area including construction companies, insurance and service provision companies where there is often a link among these companies with the shareholders of the SPV. Financing source and strategy normally vary with different project, however. Typically, major source of funding comes in the form of debt financing and equities. Figure 2: A Typical Schematic of a PPP
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In order to gain a better understanding of how PPP works, we use an example of a city Rail Link project. Suppose that a government wishes to build a rail link from City A to City B, instead of the government supplying the SPV with the blueprints of technical design, the government instead challenges the SPV to provide specific services. For example, 700 passengers must be delivered from A to B within 30 minutes at the rate of 1 trip per 15 minutes, the trains and stations must be clean, and the noise level is kept to a certain level. It is, therefore, up to the private sector to come up with the innovative design and technology that will enable the private sector to meet the requirements set by the government3. The government pays the private sector at the beginning of the service or the operation period. Payment is normally performance based or in the form of unitary payment. Referring back to our example of the Rail Link, failure for the SPV to meet any of the governmentÂ’s requirements leads to the payment being deducted accordingly. For example, the payments are deducted if the trains are delayed or cannot carry the amount of passengers and if the trains or the stations are dirty and noisy. Therefore, this no service no payment concept ensures that the services are delivered on budget and in time. This incentive by the private sector to enhance efficiency and value for money has always been used as a major justification for the existence of PPP.
3 This also allows for a highly transparent and competitive bidding process, where many private companies compete to offer the best possible technical design and financing strategy.
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5. The Importance of Risk Allocation Risk allocation is the heart of any successful PPP project. Governments should not undertake PPP to simply transfer all of the risks to the private sector. Failure to appropriately allocate the risks can lead to an increase in the project costs since the private sector needs to charge higher fees as compensation and at worst the projects may not be bankable altogether. The two parties need to come to a consensus on who should be responsible for each type of risk. The common principle is that risks should be given to the entity that is most able to manage that risk. Appropriate risk allocation will lead to an increase in the incentive by both parties to deliver quality public services as well as enhancing value for money. The matrix below shows some common risk transfer and risk sharing in a PPP project. Table 1: Risk Matrix Risk Planning Phrase - Land Acquisition - Design - Change in Requirements Construction - Cost Overrun - Time Overrun - Performance of Assets - Change in Requirements - Availability and cost of Funds Operation - Insufficient demand - Whole life cost and performance - Force Majeure - Technical obsolescence
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In our Rail Link example, the SPV should not be exposed to demand risk. In other words, the SPV should not have to worry about the amount of passengers riding on the trains since the payment to the SPV is performance related. So as long as the stations are clean, the trains are turning up on time and sufficiently accommodate the amount of passengers, the private sector would still be paid even if no passengers ever board the train. Not having to worry about the demand risk allows the private sector to fully concentrate on providing top quality services and allows the government to have control over the fares which would have been significantly higher had the private sector taken up revenue risk.
6. Conclusions and Policy Implications PPP, if designed and implemented correctly, can become a very attractive alternative financing option for the government in providing public services. PPP can provide a solution to infrastructure gap since it can help the governments with limited resources to increase supply of the infrastructures. In comparison with other government procurements, it is often argued that PPP can provide greater efficiency and value for money by incorporating the private sector. PPP has several characteristics that allow this to happen. For example, the private sector is providing a service and paid by performance as well as risk is shared between the government and the private entity. However, It is important to note that PPP is certainly not for all types of projects. In the UK, where PPP is most widely used, PPP still represents no more than 20% of total public investment. Therefore, while PPP can provide unrivalled benefits to a countryÂ’s public infrastructure, it is suggested that it needs a careful consideration where it is suitable and, most importantly, the government must ensure that there is appropriate risk transfers, robust contractual arrangements, and expertise to oversee PPP activities in order to make it work.
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References Avery, Nicholas, 2006, Public Private Partnerships: A Practical Analysis (London, United Kingdom: Global Business Publishing). HM Treasury, 2000, Public Private Partnerships: The Government s Approach (London: HMSO). HM Treasury, 2006, PFI: strengthening long-term partnerships , Available via the Internet: http://www.hm-treasury.gov.uk/media/1E1/33/bud06_pfi_618.pdf. Sumitomo Mitsui Banking Corporation, 2007, Financing Approach- Introduction to PPP and Case Studies , The Thailand Infrastructure Forum (Bangkok, Thailand).
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