Boardroom Vol. 57 Issue 2/2018 (Mar.-Apr.)

Page 1

Boardroom

Vo l . 5 7

Exclusively For Company Directors

Issue 02/2018 | ISSBN 1513-61755

BETTER GOVERNANCE BETTER BUSINESS THAILAND'S PROGRESS

Content

Boardroom

Vo l . 5 7

Exclusively For Company Directors

ÂŁÂŽĂˆ ŸŸº ĂŠÂź

Board of Directors

Äš ĂƒĂŒÂźĂ‰Š ŸIJĂ?̟Ă?

Prof. Hiran Radeesri

´ŸĂˆÂąĂŠ² ĂŒijijĂŒºĚÉ IJĂŒĂ

Issue 02/2018 | ISSBN 1513-61755

Äš IJŸ Ă– Ă€ĂŒ°Ä? Ă–´à ĂŠ²²°Ä?

ÂŁĂ?ÂŽĂƒŠĂŒÂŚ §ªĂŠ ÀÉĴ²ĚĂŒÂźĂŒ¹ŸŸº

BETTER GOVERNANCE BETTER BUSINESS

²ĂŠÂť Ă” ŸĂŒ  Ă˜ Ÿ ÄśĂ?ÂźĂˆĂ•¡°Ä?

Honorary Chairman

Prof. Kovit Poshyanand

Khunying Jada Wattanasiritham Mr. Krik-Krai Jirapaet

THAILAND'S PROGRESS

Vol. 57 Exclusively For Company Directors

ÀÉij¯Ă?´ŸĂˆĂ‚ÂŚÂŁÄ?

ĔÜÄ?ĜąĔóŤùÙĊÝĔôúĕÜÝĹœÄ”Ă™Ä?ÄœúÿÙĉòÙĊÝÙĥĊÙĉòÏÄ‘Ä•Ă˝Ă™ÄŒĂ Ă™ÄŠÝïÄ?ÄœĂŹÄ?ėăĹ?ÙĉòĂÚĊâÄŒĂ™Ä‚ĂšÄŠĂœĂšÄ‡

ĔÜÄ?ĜąĔóŤùÙĊÝĔôúĕÜÝĹœĂšĹ?Ä…ĂšÄ‘Ă˝Ă™ÄŒĂ Ă™ÝÝÚÚąĂ&#x;Ä‚ĂšÄŠĂœĂšÄ‚ĹœĂ&#x;Ä”Ä‚ĂťÄŒĂšÄ‚ĂŽÄŠòĉùÙÝÝÚÙĊÝòÝÄŒÄ Ä‰ĂŻÄ˜ĂŻĂş

ėăĹ?ÙĉòĂÚĊâÄŒĂ™Ä‚ĂšÄŠĂœĂšÄ‡

ĔÜÄ?ĜąĔóŤùÙĊÝĔôúĕÜÝĹœòïĂœĂżÄŠĂšÄ•Ă˝ÄˆĂ™ÄŒĂ Ă™ÝÝÚÚąĂ&#x;Ä‚ĂšÄŠĂœĂšÄ—ÄƒĹ?ĂÚĊâÄŒĂ™ĂťÄ‰òïÝÄŠò

Ä‚ĂťÄ?óóÝÄˆÄ”ĂŹÄ›ùÏĹ?ÄŠĂąĂ™ĂŚÄƒĂšÄŠĂş Ă™ĂŚĂťÄˆÄ”òÄ?úòÄ—ÄƒĂšĹœÄš ĂŻÄ?ÄœÄ”Ă™Ä?ÄœúÿĂšĹ?Ä…Ă&#x;ÙĉòÙĊÝïĥÄŠÄƒĂąĹ?ÄŠĂŻÄ?ÄœĂ™ÝÝÚÙĊÝ

ŸÅŒ´ŸĂˆÂąĂŠ² ŸŸº ĂŠÂź

Vice Chairman

²ĂŠÂŚĂ‚ĂŠĂ€ ¡Ĝ²Ă?ÂťÄ? ¹²Ă€ÂźĂŠ²ĂŒ§

Ms. Potjanee Thanavaranit

²ĂŠÂť ´ŸĂ?IJĂ? IJĂŠĂ€ĸĂŠÂť

ISSBN 1513-61755

Board Activities 2,$ $WDBTSHUD !QHDĹ°MF CGR Workshop Case Workshop IOD Open House Member Corner Welcome New Member

Chairman

²ĂŠÂť ´ŸĂˆĂ‚Ă‰ÂŽĂƒÄ? Ă”§Ă?Ă?Ă…¡ĂŠ²ĂŒ§

(RRTD

Board Welcome CEO Reflection Cover Story Better Governance, Better Business: Thailand’s Progress Board Development Dealing with Cyber Risk in the Boardroom Boards’ Scope of Responsibilities Continues to Broaden The Risk in Reputation and the Role of the Board of Directors 6 Leadership Megatrends for 2018 from the New Global Leadership Forecast Chartered Director Corner Anti-Corruption Update Anti-Corruption in Practice Board Review

´ŸĂˆÂąĂŠ² ŸŸº ĂŠÂź

08 10 10

President & CEO

 ŸŸº ĂŠÂź

Director

²ĂŠÂŚ Ă” ĚŸĂŠ ºÉŠ§Ă?̟Ă?

Mrs. Kesara Manchusree

Äš ¡ĂŒĂ”Ěà  ĂŒÄłĂŒ¡ŒĚÄ? Ă…Ă?Ÿ¡Ă?¡Ă‰Ĵ²¡ŒĚÄ? ²ĂŠÂť ĜŸĂ‰º¡Ÿ Ă–§ijĂŒ Ă”Ă‚ÂŻĂ?Ÿ

²ĂŠÂť §Ă‰ÂťĂ€Ă‰Ĵ²Ä? Ă…Ă?°Ă‰ÂťĂ€ŸŸŽÄ? ²ĂŠÂŚ ²Ă€ž¡ŸŸŽ žĂœÄťĂŠ¨ĝĂŠ

²ĂŠÂť ³ŸŸĜŒ ÄśĂŒijijÄ?ÕĜĊŒ

²ĂŠÂť Ă˜¡³Ă‘žÄ?  ĂŒijijĂŒ̟Ă? Ă‰ÂŚĂ€ĂŠ²

16 16

Mr. Predee Daochai

 ŸŸº ĂŠŸ¾Ă‘ĊÅĝÊ²Ă€ ĂŠÂź

IJŸ ³ÉŽ­ĂŒÄł ²ĂŒĜ¯ĂŠĂ€Âź

06

Mr. Prasan Chuaphanich

²ĂŠÂŚ šĂ‰°ŸĂ?Ê Ă”³ŠĜ¡ž§Ă‰Âť ²ĂŠÂť Ÿ¡Ă? Ă‚Ă?ĜŸĂŒij Ă?ž

²ĂŠÂťĂ‚Ă?¡Ă‰Ĵ²¡Œà Ä? ¡Ă‰²¹Ä?ÂşĂ?Ă”§ĂŠĂ€Ä?

Dr. Bandid Nijathaworn

Prof. Kitipong Urapeepatanapong Mr. Charamporn Jotikasthira Mr. Chaiwat Utaiwan

Mrs. Nualphan Lamsam

Mr. Banchong Chittchang

Mr. Paiboon Kittisrikangwan

Mrs. Patareeya Benjapolchai Mr. Rapee Sucharitakul

Mr. Supattanapong Panmeechaow

22 27

ÂŁÂŽĂˆ ŸŸº ĂŠÂź ,DLADQ

Member Engagement Committee

(Boardroom)

Dr. Chatchavalit Saravari

Engagement Committee IJŸ §Ă‰§Ă€žĂŒÄł ŸÀʟĂ?

30 34 38 40 42 44 44 44 46 46 48 50

²ĂŠÂť ÂŽ ¡Œà Ä? Ă‚Ă?ÂĄĂ‚ÂŚĂ€²

²ĂŠÂť ÂąĂ?ÂźĂˆÂťĂ?°¹ ijɲijŸĂŠ¡ž

²ĂŠÂŚĂ‚ĂŠĂ€ šĂ‰£§Ă‰ŠŠĂŠ §Ă?ÄłĂŒÂşĂŠĂ€ÂŚÄšÄ? ²ĂŠÂť ÀÉĴ²ĂŠ ĂƒžĂŠÂťĂ”¡ĂŒĂœº¡Ă‘²

Âź Äł ° ÄšĂŒĂ€ĂˆÂźĂ‰ à Ä? ¡ĂŒ²ĂŒÄśĂŠŸºŽÄ? ¾Ě Ă…²Ă?§ĂŠ ÄśĂŒ²ij ĂŠ²²°Ä?

(Boardroom)

Mr. Norpong Suksanguan Mr. Teerayuth Tantraphon Ms. Pacchanya Chutimawong Mr. Wattana Laipermpoon Pol.Lt. Sivaraks Phinicharomna Asst.Prof. Anucha Chintakanond

²ĂŠÂť Ă…šĂŒĂ€Ă?Ä´ĂŒ ¡ĂŒºžĂ•Ă‚ÂŚĂ‚Ă?ÂźĂŒÂťĂŠ

Mr. Apiwut Pimolsaengsuriya

ÂŁÂŽĂˆÂľĂ‘ÄŠÄśĂ‰IJ°ĝĂŠ ÔĜĊʥŌ

Owner

Ă‚ÂşĂŠÂŁÂşĂ‚Ä‰ÂŚĂ”Ă‚ÂźĂŒÂşĂ‚ÂŻĂŠÂłĂ‰² ŸŸº ĂŠŸ³ŸĂŒà ° É Ă˜°

Thai Institute of Directors Association

 Ă…Œ³ŸŸŽĂŠÂąĂŒ ĂŠÂź

Editorial Team

²ĂŠÂŚĂ‚ĂŠĂ€ ÄšĂŒÂźĂŒ¡Ÿ Ă€Ă?Ä´ĂŒ Ă?ž

Ms. Siriporn Wutthigul

²ĂŠÂŚĂ‚ĂŠĂ€ Ă‚ĂŠÂźĂŒÂŽĂ? ԟĂ?Ă…ÂŚÂŁÂŚĂ” Ă?ŸijĂŒ

Ms. Sarinee Ruangkongkiat

²ĂŠÂŚ Ă€ĂŒĂ˜žŸĂ‰ij²Ä? Ă”²ÄŠ²Ă•Ă‚Œ¹ŸŸº

Mrs. Wilairat Nensaengtham

²ĂŠÂŚ Ă€Ă?ŸÀŸŸŽ ºÉ²²ĂŠšĂŒ²Ă‰²°Ä?

Mrs. Wirawan Munnapinun

²ĂŠÂŚĂ‚ĂŠĂ€ Ă‚Ă?°¹ĂŒ²Ă? Ă” ĂŒIJ§Ä‰Ă€Âť

Ms. Suthinee Kerdchuay

ÂĝÊ²Ă‰ ŒĂŠ²ijĂŒIJijĉÅ

Contact

ĂƒÂşĂ‘Ä‰ Ă–£ŸŒ ĂŠŸ²Ă…ÂźÄ?¹´ĂŠÂźÄ?ÂŁ

Northpark Project,

Ă”ÂĄÄłĂƒžĂ‰ Ă‚Ă?Ăœ  ŸĂ?ÂŚĂ”°¡Ă‡

Thungsonghong, Laksi, Bangkok

Ă–°ŸĂ‚ĂŠÂź

3DK

6DARHSD GSSO VVV SG@H HNC BNL

E-mail: sarinee@thai-iod.com

Ă…ĂŠÂŁĂŠÂź Ă€ij° Ă…ĂŠÂŁĂŠÂź §Ă‰Ă?²

", !THKCHMF QC %KNNQ ,NN

¯²²Ă€ĂŒšĂŠĂ€IJĂ?ÂźĂ‰ÂŚĂ‚ĂŒÄł Ă•ÂĄĂ€ΡĂ?Ä‰ÂŚĂ‚Ă…ÂŚĂƒÄŠĂ…ÂŚ

Vibhavadi-Rangsit Road,

Ă–°ŸĚÉ¡°Ä?

10210

E-mail: sarinee@thai-iod.com

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6DARHSD GSSO VVV SG@H HNC BNL

Board Welcome

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BOARD WELCOME

Greetings all Boardroom readers. You may have seen and feel so many changes happening around us these days. As major disruptive business change is accelerating, it is essential for board of directors to be equipped with far-sighted visions and lots of ideas. The directors need to always improve themselves and keep moving forward. This issue of Boardroom features new economic, social and technological perspectives that our readers cannot afford to miss amid changing global trends. Starting with news updates on socioeconomic, financial market, capital market, regulation challenges shared by experts from various fields to ensure that cooperation from all sides will enable us to overcome challenges and sustainable future. The article “Dealing with Cyber� on Board Briefing takes readers to explore in-depth details about technological risk that the board of directors should be taken into account. This issue of Board’s Development pages are featured with the article on the impact of social credibility on the directors the company as well as the director’s responsibility in maintaining the company’s creditability and striking a balance between performance and compliance. With good preparation, we can turn these risks which could severely affect the company’s profile into our opportunities. Finally, a bit of publicity. The National Director Conference 2018 will be held on June 21. This year’s activity will focus on the topic “Rising Above Disruption: A Call for Action�. Participants from 21 countries will attend the upcoming conference. Boardroom readers can follow news update and register to participate in the conference on www.thai-iod.com. Until next issue.

Editorial Team

CEO Reflection

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K4414L14G=c. Business sustainability and the role of the board .=² 4K-+N/ 3N#0LA= Ú² ÉÖÌÑÌ ÑÒÉÜÐÉß×ÚÖ President & CEO Thai IOD

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8 | Boardroom

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importance to long-term planning, rather than just making short-term profit. Thinking long-term is essential for both businesses and the country’s future. Therefore, commitment to sustainability by listed companies can be a model for the Thai business at large.

In early March, I attended a CEO discussion on “Business Sustainability� arranged by the Thai Listed Companies Association. More than 15 top managements of Thai listed firms and senior executives of the Securities and Exchange Commission participated in this fruitful discussion, reflecting a strong recognition and commitment of Thai listed companies toward sustainability. This is a welcoming trend because any business can be disrupted in this ever-changing business world, making business continuity and sustainability a vital element to businesses.

First is a need to change business mindset from profit maximization to business sustainability. This means business needs to gain trust from the stakeholders, as a basis for continuous growth. Hence, the role of the board must aim to create long-term value for the company that will enable it to rise above the challenges and grow sustainably. This very mindset has to start from company directors and top management.

On this issue of sustainability, I find three issues that are key challenges for Thai listed ÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞ companies and the board of directors.

Third, sustainability will last only when members of the organization believe and recognize its importance in driving business growth and at the same time, can communicate clearly with stakeholders about such activities and purposes. To convey these messages, companies these days use Integrated Reporting to describe its roles that combine the financial, duties, and business sustainability elements into a single report. The integrated reporting will help stakeholders comprehend the roles and the mission of the company while it will also enhance common understanding of corporate target and strategy among its personnel. Nowadays, Integrated Reporting is gaining more and more momentum in the global business community. This edition of Boardroom magazine addresses progress in the Thai business community regarding corporate governance, business sustainability and anti-corruption practices, all of which are issues discussed at the IOD seminar in early April. Such progress is driven mainly by IOD members through their respective roles and is one they should be proud of.

Second, business sustainability must be embedded in the company’s strategy. This is not just about taking care of the For Thailand, business sustainability is environmental issue, but being a business particularly important. It requires businesses model that is sustainable. to weigh on future interests and give ---------------------------------------------------

Boardroom | 9

Cover Story

Better Governance,

Better Business: Thailand’s Progress

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Dr. Kobsak Pootrakool

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Dr. Bandid Nijathaworn

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Mr. Rapee Sucharitakul

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% OC[Gb;$TEG*9Z; a6Db;= ¯²³­ CW<EVKS9 +69R_<WD;c9D9Wg_= ;LCT-V$%O*6S-;W ÁÇÐÆ `G I ®´ <EVKS9 'Z5IV_-WDE @*J:E EO*=ER:T;O*' $E 7 O7 T;'OE ES=-S; ¥=ER_9Jc9D¦ ;lT_L;OMSI% O ÑÞàèéæëä Àìïïòíñæìë ñåïìòäå Ðñïìëä ÉâäæðéÞñæìë Þëá Àæóæé ÍÞïñæàæíÞñæìë

Mrs. Kesara Manchusree

Mr. Vichien Phongsathorn

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12 | B o a r d r o o m

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The Thai Institute of Directors Association (IOD) in collaboration with the Securities Exchange Commission (SEC) and leading foreign chambers of commerce held IOD Director’s Briefing on the topic “Better Governance, Better Business: Thailand’s Progress”. Mr. Stanley Kang, president of the Joint Foreign Chambers of Commerce in Thailand (JFCCT), presided at the event and gave a keynote speech. In spite of weak law enforcement, corporate governance is still considered successful and in fact contributes to strengthened and effective law implementation. Dr Kobsak Pootrakool, Minister attached to the Prime Minister’s Office, also attended the event to gave a speech under the topic “Improving Governance and Inclusiveness: Thailand’s Agenda and Achievements”. The government supported and improved corporate governance in many ways including new constitutional drafting, updated law implementation, counter corruption and public-private partnership in new infrastructure investment and construction. However, adjusting the new paradigm of the government is challenging. In Thailand, social gap between the rich and the poor

is still concerning. Household income has decreased despite improving economy and GDP. Given the poor is the majority Thai population, the government should look for suitable daily wages and monthly income as a solution. To overcome the middle-income trap, the government will give priority to the poor and equal income distribution between the local and the urban people so that their living quality will be improved. Moderated by Ms. Nattha Komovadhin, ASEAN news editor of Thai PBS, the panel discussion on the topic “Raising the Bar of Corporate Governance, Sustainability, and Anti-Corruption in Thai Business” was packed with key details from the following panelists:

Mr. Stanley Kang

companies, the media and the civil sector Dr. Bandid Nijathaworn, IOD President that work together to improve corporate and CEO, gave a presentation on a topic governance. “Towards a Better CG Culture in Thai Business Sector to provide details about” CG Culture will only happen when people IOD on Corporate Governance (CG) Culture” in the society have good attitude and are aware of the importance of CG. Following A significant change in business sector IOD statistics, up to 3000 directors compared to the last five years is that not participated in IOD courses each year and only shareholders but all stakeholders learned about CG principle and guidelines. must be taken into account for business Directors participating in the courses are operation. Policy-written is not the actual those from non-listed, young companies. output, but implemented action. Such Therefore it can be said that young changes are due to movements from all generation gives importance to CG. related parties i.e. authorities, investors, According to an opinion survey among IOD members, 78% believed CG culture in Thailand showed improvement compared to the past 3-5 years. A survey on CGR project on the issue of independence and variety of the directors’ expertise found 88% of listed companies had different persons sitting in chairman and CEO positions. Of the total, 39% had chairpersons from independent agencies and 13% had more than half of board members from independent agencies. Up to 51% had at least one female independent board members.

B o a r d r o o m | 13

a total of 65 listed companies met the ESG standard. The market value of companies meeting the ESG and sustainability criteria was equal to 9.1 billion baht, accounting of 52.85% of SET and MAI market value.

Most survey respondents agreed factors that contributed to a positive change in CG Culture in Thailand are 1. the directors’ awareness of CG policy and implementation, 2. stakeholders’ awareness of CG and playing their role in CG implementation, 3. CG regulations and criteria are included in the policy and implementation, 4 stringent punishment to the wrongdoers and 5. Ethics of the directors and the executives. Mr. Rapee Sucharitkul, Secretary-General of the Securities and Exchange Commission (SEC) presented a topic “Building Trust and Transparency in the Thai Capital Market” Thailand’s CG has been reviewed and certified by international organizations i.e. CG ROSC, CG Watch or ASEAN CG Scorecard. However, improvement is still needed to meet other challenges as most Thai businesses are rooted from family businesses. Supporting the owners to be aware of the CG importance is needed. Regulatory discipline, self-discipline and market force are the three principles supported by SEC. For regulatory discipline, SEC has adopted civil sanction as the other channel to enhance law enforcement apart from criminal justice on the following matters: 1. Any injustice which relates to stock trading is considered stock speculation, insider trading. 2. Disclosure of any wrong information or

14 | B o a r d r o o m

concealed truth which should be declared in a registration statement, prospectus, or information disclosure document to SEC, shareholders or general public following the regulation requirement. 3. For duty negligence, self-discipline and market force, SEC has publicized Corporate Governance Code for listed companies and investment governance as a guideline and criteria for leading companies and investors for putting in practice CG in business operation. Although SEC gives a CG guidance, support from all stakeholders are needed to effectively put in practice CG implementation in Thailand Mrs. Kesara Munchusree, President of the Stock Exchange of Thailand (SET), presented a topic “Driving Growth and Sustainability through ESG”. Apart from financial performance, business operation following the Environmental, Social and Governance (ESG) and sustainability criteria is the other factor that increasing number of investors has been taking into consideration. Aware of such importance, Thailand Sustainable Investment was introduced in 2016 as a platform for compiling a number of listed companies that follow the ESG criteria. So investors will have sufficient information for making a decision apart from having the company’s financial status report. In 2017,

In addition, SET also supports large listed companies to participate in the international ESG criteria in a bid to develop Thai-listed companies to meet international standard required to become members of Dow Jones Sustainability Indices (DJSI). A total of 17 Thai-listed companies have been listed as DJSI members so far. Mr. Vichien Phongsathorn, Anti-Corruption Thailand Deputy Director talked on the topic “Tackling Corruption through Strong Legislation and Civil Participation” Although laws and regulations help reduce corruption in practice, the cause of the problem is not yet solved. Law enforcement is the key to effective anti-corruption. Unnecessary rules should be revoked. On the other hand, necessary laws and regulation should be supported and actively implemented so that everyone can get access to information regarded as a basic need to anti-graft both at governmental and private sectors. In addition, platforms should also be created for everyone to participate in anti-corruption activities for example the Private Sector Collective Action Coalition against Corruption, Corporate Governance (CG) Fund, Integrity Pact. The principle is that everyone has to believe in “working with government sector”, not “working under government sector”. --------------------------------------------------Event supported by

3²D² 23A==- DR=AK,3AþWBC Û² ÉÖÉßÉÖ ÝÚÉßÉÜÜÉÖÉÞÑÛÉÛÍ Senior CG Analyst Research & Policy Thai IOD

7

Board Briefing

Dealing with

Cyber Risk in the Boardroom

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Mr. Tse Gan

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B o a r d r o o m | 17

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The Thai Institute of Directors, in partnership with Deloitte, organized the IOD Director Briefing (Tea Talk) 1/2018 on 19 March 2018, at the Renaissance Bangkok Ratchaprasong Hotel. The special guest speaker was Mr. Thio Tse Gan, Executive Director, Southeast Asia Cyber Risk Services Leader, Deloitte who gave a presentation on dealing with cyber risk in the boardroom. Highlights of the presentation are given below:

• 200,000 new malwares emerge on average everyday • 76% of organizations have reported being victim of a phishing attack in 2016 • 86 countries registered with DDSs attack in second quarter of 2015, with longest recorded duration being 277 hours • More than 4,000 ransomware attacks have occurred every day since the beginning of 2016

Another change he mentioned is how society is embracing social media. People share everything they do from any location. Basically, sharing has become part of people’s lives. His concern with this is that when people share, they may also be sharing sensitive information of the company and noted that people must bear in mind that pictures of things around the office could unintentionally reveal some information.

These rising figures emphasize the need to Mr. Gan illustrated several cyber risks fully recognize the importance in recognizing associated with technology in the presentation. First, risks that comes with the changes that are taking place. the Cloud. It is undeniable that the Cloud Mr. Gan noted that one change, as indicated is very beneficial, but because it can be by the digital evolution index 2017 from HBR, accessed anywhere, there is strong is that many countries, including Thailand, potential risk of being hacked. Additionally, are moving rapidly into digitalization. Smart- Cloud users do not know if their data would He noted that there has been an alarming phones have become an important part be replicated and forwarded by the Cloud escalation in cybercrime and cited the of people’s lives. This device has become service provider as they may claim that they significantly more powerful, and it is heavily also own the data. Second, there are the following statistics: influencing the way people operate and the risks associated with the Internet of Things – a useful technology that can be used for a way information is shared. Mr. Gan began by pointing out that cyber risk management is, in fact, everybody’s responsibility, and not just an issue for the information telecommunications (IT) department the CEO, or the directors that has been assigned to oversee the IT department to deal with.

B o a r d r o o m | 19

number of things, such as drones and RFID. There could be disaster, however, if the Internet of Things devices are not operated properly; for example, Mirai, a malware, compromised millions of baby monitors two years ago globally and almost forced one company to close down. Third, there are risks related to robotics. Although robotics are very helpful and are very cost efficient, chances of mistakes also exist. Mr. Gan posed a key questions for the audience: When do you seriously take action to deal with cyber risk? Is only after there is an incident that directly affects you or do you monitor it regularly, which is necessary, because we are more digitalized than we actually realize?. He further highlighted that is necessary to consider the security aspects related to the risk. If they are not handled well, the reputations of ongoing businesses can be ruined. Hacking is one of the greatest threats, Mr. Gan said. When talking about an implication of a hack, people often think about regulations and communications, especially with customers and other external environment, but the factors “beneath the surface”, such as the cost relating to the effects on the core of the organization, includes intellectual property: trade names, the value of customers, and the confidence that customers have. It could take five to six years to regain customers’ confidence after harm it done to its reputation, he said, adding that the cost for an organization to recover its reputation is always much greater than what is initially expected.

1. Install security software from a reputable provider and update it regularly. 2. Stay with reputable websites and mobile applications. 3. Be careful of your selection of friends and information you share on social media. 4. Beware of pop-ups. Be cautious of anything on the Internet this is a “sure win”. 5. Make sure that you have various and strong passwords for each account. 6. Only open attachments when you are expecting them and know what they contain, even if you know the sender. 7. Keep sensitive information safe. Confidential document or USBs should always be kept in safe places and avoid writing passwords on paper. 8. Be careful of strangers in your office. 9. Be careful when using public wireless networks. Being on a secure connection does not guarantee safety from other malicious users on the same network. 10. Consciously keep up with current security trends and threats.

In addition, he suggested four approaches to minimize the risk of being compromised with adoption of new technology. The approaches are to be strategic, secure, vigilant, and resilient. To be strategic, one needs to look at the strategy in place relating to cyber. The cyber risk program must be in line with the strategic objectives and risk appetite of the organization. To be secure the means to have risk prioritized controls to defend critical asserts against known and emerging threats. To be vigilant is to have threat intelligence and situational awareness to anticipate and identify harmful behavior. To be resilient is to be prepared Mr. Gan said that cyber hygiene starts with and to have the ability to recover from cyber the individual and then he provided 10 incidents and minimize their impacts. things to use as guideline for good cyber hygienic.

20 | B o a r d r o o m

Mr. Gan stated that one must remember that a cyber-attack is never a single event disaster; accordingly, all company staff members, starting from the top management to the staff in the organization, needs to be prepared to tackle such an incident. One of the most difficult aspects is the people. The people culture must be addressed, which entails coaching and training. Mr. Gan ended the presentation with a list of 10 steps for organizations to take to prepare for cyber risks: 1. Set the tone — engage leadership in managing cyber risks. 2. Assess risk broadly — include enterprise, ICS and connected product. 3. Socialize the risk profile — share the results with leadership and the board. 4. Build in security — harmonize investments with a cyber risk program. 5. Remember data are assets — connect business value with data and strategies to protect them. 6. Assess third party risk — assess the risks of the information telecommunications risk provider, the network provider and others 7. Be vigilant with monitoring — determine whether and how quickly a breach in key areas of the company would be detected 8. Always be prepared — focus on incident and breach preparedness, using war games simulation. 9. Clarify organizational responsibilities — is it just the information technology departments or all departments. 10. Encourage increased awareness — get employees on board and ensure they know their role in protecting the organization. --------------------------------------------------Event Supported by

Board Development

Boards’ Scope of Responsibilities

Continues to Broaden

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24 | B o a r d r o o m

My friends and I visited Japan’s “Oshino Hakkai�, also known as the village of crystal clear water at the Mount Fuji late last year. What happened there is very impressive and I still have been thinking and wondering if it can happen in our home country. The thing is the bus stop that we get off and walk into the village is on the newly-built route. Our tour guide later explained that tourists previously had to walk through a longer walking route and pass shopping areas to visit the village. However, local residents contributed financial and physical efforts to construct this new route which can shorten visitors’ walking distance as an act of disagreement with marketing strategies of local businesses, particularly the largescale drugstores selling local products at the higher-than-usual prices. Although some small-scale vendors selling fruits, local products and souvenir are also affected, they are willing to cooperate with the locals and move their stalls to a new walking route. A lesson learned from this case is that law and regulation are not the only tool for citizen to rule out who is right or wrong. Social justice is also crucial and increasingly put into practice by ethical-oriented public, communities and society. They do not hesitate to gather or rally against what they think and believe that it is wrong. Such trend has become more evident at national and international levels. A case of a listed-company top boss arrested for illegal hunting at the national wildlife sanctuary closely watched by wildlife conservation and social group is an eviden example. Although the case is on the process and his action is not directly related to business operation, the consequence of

his alleged wrongdoing affected investors’ in mind and question how they can perform confidence and led to a sharp drop of the such duties. firm’s stock price by 7% during the first In reality, organizational culture happened week of the news. at the board of directors’ level through From these stories, what else the board questioning. If the directors keep challenging of directors should do to boost investors’ details of a proposal submitted by the confidence? Apart from overseeing the executives, they will consider involving business, performance and compliance are details and related factors more carefully still crucial. However, the board of directors’ and thoroughly. Hence it can be seen that scope of responsibilities have been expanded organizational culture starts with the directors themselves. to cover the following areas: 1. Maintaining effective relationships with key stakeholders The directors represent companies when travelling or meeting investments, clients and partners. These stakeholders will be able to see and understand the directors’ commitment and feel confident in the company. There are many times the directors may think that this is executive’s duties and that they could cross the line. In reality, the board’s duties need to be adjusted in accordance to the changing business environment. Their perspectives should be extensive enough to challenge the executives and those at the management level. Meetings with stakeholders will enable the directors to understand needs within the organization and other information that the directors can give advice to the executives.

Steve Job representing the Apple branding is not different from the directors and the executives representing the organization. If the directors or the executives is questioned by the public over their disciplinary misconduct, the society may assume that business misconduct may also be possible.

Apart from credible behavior, the directors can set up an informal meeting or consultant among the directors and the executives to learn about their personalities and challenges facing them in a bid to boost confidence Organizational culture can be categorized among the executives and the directors and into two types: performance-driven culture create good organizational culture in practice. and ethical culture. The directors may feel these two organizational cultures are The board of directors should also be different and cannot go together. The thing confident that the executives and the is the performance-driven culture focuses management leading the organization on the highest benefits. Meanwhile ethical would be able to groom the staff and prepare culture will look at business ethics and them for sustainable organizational culture principles. However, the board can create by having as a “Tone at the Top” sample, a mixed organizational culture called “Risk- training session and organizing variety of Aware Culture”, which the director will ask a staff activities. thoughtful question about business operation proposed by the executives; look at pros The directors should not take for granted and cons of both options; understand these responsibilities although they are not the executive’s views in a bid to widen clearly stated as the directors’ main duties. opportunities on business management. An The thing is credibility of the organization effort to create and establish organizational could be swiftly damaged. And we cannot culture through questions will boost the take back whatever already happened directors’ confidence in the executives’ especially when business environment is business operation based on the principle of very competitive nowadays. corporate governance and business ethics.

2. Paying attention to corporate culture We may have heard about the director’s duties of overseeing organizational structure. 3. Adhering to standards of behavior Attending meetings for a few days per year, We may have heard the sentence “Apple the directors may have a conflicted opinion is Steve Jobs” quite often. Its meaning of

3L<23 = 8==K/3L3R S? Ú² ÉÖÉÓ×ÚÖ ×ÚÖÚÉÜÉÖÉÖÝÓÝÔ CG Supervisor Curriculum / Director Development Thai IOD

B o a r d r o o m | 25

Director Certification Program (DCP) DCP 260 (English Residential Program)

@ Anantara Bangkok Riverside Resort

20 - 25 May 2018

Good Governance, a must for company long-term performance

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Board Development

AL;WDO_<". L3%Q_GWDO<" K4414L1 G" -J ==; L= The Risk in Reputation and the Role of the Board of Directors

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1. Damage to reputation/brand 2. Economic slowdown/slow recovery 3. Increasing competition 4. Regulatory/legislative changes 5. Cyber crime/hacking/viruses/malicious codes 6. Failure to innovate/meet customer needs 7. Failure to attract or retain top talent 8. Business interruption 9. Political risk/uncertainties 10. Third party liability (inc. E&O)

Businesses are expected to not only focus on profit but also consider risks and value creation for all stakeholders. Normally, every business must deal with risk, presenting a challenge for the board of directors to balance between the risk and success of adding value to the company.

The risk in reputation: a risk that the board of directors should not overlook.

Thailand and abroad is a good example of how risk pertaining to reputation could damage a company. Specific incidences that caused extensive harm to organizations include the cases of a cockroach found in a serving at a fast-food restaurant, a contaminant in a green tea drink, oil leakage at a facility of an oil company, missing plane news, and violation of the law by a company executive. Some cases are brought about by company employees not the company itself have a great impact on the reputation and image of the company.

come up with measures to implement damage control when situations may affect the company’s reputation and management. Management of an incident that can tarnish the reputation of a company is complicated. It is not an easy nor straightforward function, but there are some steps that the board should carefully consider: 1. Take action with information and clear evidence. 2. Communicate the issues with people outside the company by an assigned person in order to provide answers in the same direction and present how the company will deal with the incident. 3. Report on progress and results to the management in dealing with the incident to reflect the attention of the board on the management of this affair. Although the risk to reputation is not necessarily common, any company, one that is well-established or one that is relatively new, can be subject to this risk and when it does culminate, there can be a severe adverse impact on the company. Consequently, all boards of directors should be prepared to deal with this risk.

In the past, businesses focused on the risks related to the regular business operations or the risks associated with the implementation --------------------------------------------------of the company strategy. Of late, the risk related to the company’s reputation has become an The risk in reputation and the role of the important risk that the board of directors board of directors should not overlook. As the risk to reputation is very important, the board of directors should monitor this According to Aon’s Global Risk Management risk by ensuring that the company has a Survey of the top 10 risks in 2017, the risk good administrative framework for risk to reputation and image is the most first management to develop an effective risk important risk that should be taken into management system. The board should account, followed by the risk of an economic also ensure that the company has in place 3²D² 23A==- DR=AK,3AþWBC Û² ÉÖÉßÉÖ slowdown and the risk of an increase in a strategy to deal with a risk to its reputation ÝÚÉßÉÜÜÉÖÉÞÑÛÉÛÍ competitors. and management, in particular and to Senior CG Analyst communicate the need for this to relevant Research & Policy Thai IOD Negative news in social media recently in people. Nevertheless, the board should

28 | B o a r d r o o m

Board Development

Global Leadership Forecast 2018

25 Research Insights to Fuel Your People Strategy

W6< ¡ W1=3. DdL K}1O_6S 3dL/ G"=S 6 Leadership Megatrends for 2018 from the New Global Leadership Forecast

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B o a r d r o o m | 31

DDI, in collaboration with The Conference Board and EY, recently released our Global Leadership Forecast 2018. This is the eighth—and by far the largest—leadership research study in DDI’s long-running GLF series extending back to 1999. The research includes data from more than 25,000 leaders, from first-line leaders to C-suite executives, from more than 2,400 organizations across 54 countries and 26 industry sectors.

data-derived findings about the current state and future directions for leadership. This future focus is important, because for this research to be a true forecast, it needs not only to describe the current reality, but also to prescribe a new path for closing the gaps between what’s now and what’s needed.

1. Digital Reshapes the Workforce: We see the pervasive influence of digital transformation throughout the research: the demands it’s placing on leaders of all functions and the competitive advantage for leaders mastering digital differentiation.

Digitally advanced organizations and leaders are financially outperforming their Looking across the research, we find several less technologically savvy peers, who risk recurring themes that define the roadmap being left far behind. Yet, scarcely half of for leader readiness—the Six Leadership Generation X leaders are digitally savvy The overall report includes 25 individual Megatrends: and surprisingly, the digital readiness of Millennial leaders is almost identical.

32 | B o a r d r o o m

• Psychologically safe work environments that elicit employees speaking up about where the company and its leaders might have drifted astray. • Tapping into the oft-invisible potential that exists across genders and generations.

4. Today’s DIY (Do It Yourself) Learning is DOA (Dead On Arrival): Do It Yourself learning cultures, when leader development starts and often ends with access to genericized, self-study resources, are the reality for many leaders, but few prefer these forms of learning. Leaders crave ondemand learning, but only when it’s relevant, timely, and personalized.

The HR professionals who should be catalysts for leader growth in the skill side of digital transformation, meanwhile, are less effective operating in a digital environment than all other functions: only one HR leader in six reports being very prepared for a digitally-centric business strategy.

2. Data’s Power Extends Beyond the Numbers: Given the heavy organizational investments in big data over the past decade, we anticipated seeing it as an increasingly valuable commodity for effectively deploying people analytics and in creating a well-targeted leadership strategy. But, we didn’t expect the role data and analytics play in impacting business agility and on the human side of the business through reducing subjectivity and boosting inclusivity and fairness.

3. Culture Looms Crucial: Successful organizations build their leadership strategies on rock-solid cultural cornerstones:

A DIY learning culture also becomes poisonous when leaders aren’t drawing on the advice of peers as coaches, or of external mentors sharing the unbiased perspectives that can be hard to find inside the company’s walls. Leadership is, more than ever, a team sport, and collective leadership styles are well-suited to data-rich, highly-competitive business environments, as are development-focused performance discussions with one’s manager.

faltered along with its declining rates of analytics success. On average, business leaders are more skeptical about the value of HR than they were three years ago, with only one in nine viewing HR as Anticipators. Being a Partner to the business is no longer enough. Anticipators are much more likely than Partners to integrate talent with strategy planning, use an array of data and predictive analytics, plan and sustain a pipeline for leadership growth, and have broad-reaching and highly-effective programs in place to identify and accelerate potential. And, as noted earlier, HR’s ability to incorporate digital technologies into its role is also threatened by lagging levels of digital readiness for many HR leaders.

The Global Leadership Forecast 2018 takes a research-driven approach to link leadership practices to business results, the talent approaches that work, and why. The research includes practical recommendations for learning from the most successful of the 2,400+ companies included in the study, outlining how to maximize both the number and performance ceiling of high-potential 5. The Potential Pool Swells to a Lake: leaders. Organizations that shun traditional views of potential and broaden their definition By mastering the six Leadership Megatrends and scope of consideration for spotting above, organizations can create a robust future-ready talent are much more likely to and differentiated leadership strategy. be financially successful, have a stronger --------------------------------------------------bench of top leaders, and are more by Evan Sinar, Ph.D., Chief Scientist and gender-balanced in their leadership, with Vice President of the Center for Analytics more women at every leader level. and Behavioral Research (CABER). Evan is the lead researcher for the Global Leadership High-potential leaders also have a Forecast 2018 and is a frequent author and distinct pattern for how they want to learn, presenter on leadership assessment and yet these aren’t often the methods they’re development, talent management analytics, actually getting. In the eyes of high-potential data visualization, and workplace technology. employees, companies lean too heavily on books and articles while falling far short in providing paths to get coaching from ÞÍÖ ÑÖÉÚ° в ² external mentors. Chief Scientist and Vice

• Leaders who don’t just state, but actually bring to life, organizational purpose. • Active use of peer coaching to supplement what leaders get from their own managers. • Acceptance of failure in pursuit of innovation 6. HR Navigates a Challenging Road and experimentation. Ahead: HR’s reputation as an Anticipator has

President The Center for Analytics and Behavioral Research (CABER)

B o a r d r o o m | 33

Chartered Director Corner

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_@ETR$TE_=GWgD;`=G*%O*aG$= ++Z<S; 9Wg$ TIc=L[ LS*'C6V+V9SG 9lTbM 'ITC9 T9TD =ER$TE`E$b;$TE9lTM; T9Wg$EEC$TE'YO 7SI_O* 9Wg+R9lTDS*c*bM 9S;7 OL8T;$TE5 7 O*E[ +S$ =ES<7SIM[7T$I T*c$G`GR_= 6b+ES<A * <EVKS99Wg 6W$f'IECW$TEL *_LEVC$EEC$TEbM CW$TE@S4;T _- ; ÆÌÁ 9WgCW% TILTE`GR$V+$EEC'ITCE[ bM _% T E ICOD T*7 O_;YgO* MEYOO*' $EOYg;9Sh*b;`GR7 T* B o a r d r o o m | 35

Chartered Director Corner welcomes Mrs. Tongurai Limpiti as the 51st professional chartered director of the Thai Institute of Directors. With more than 30 years’ experience as a director at a financial institute, Mrs. Tongurai is well versed in determining the direction of company’s financial policy and laying down the framework for payment system and infrastructure essential for financial system of the country. After retiring, from her current position as Chairman of Bangkok Commercial Asset Management Public Company Limited, she hopes to apply her knowledge and experience to benefit companies and society.

director who knows how to carry out the role of director properly”, she said, adding that the position gives her the opportunity to meet and dine with other chartered directors every month, as well as meet experts and classmates from DCP for the purpose of sharing knowledge and experiences.

Experience and expertise

Mrs. Tongurai recalled that when IOD was established, the Bank of Thailand, as one of the founding organizations, sought to have an institute dedicated to developing and enhancing the knowledge of Thai directors. She enrolled in the very first class of DCP and was appointed by the Bank of Thailand to serve as a director of IOD between 2009 and 2016. She has since been interviewed and registered to be a chartered director.

Mrs. Tongurai started her career as a professor at Chulalongkorn University. At one key point early in her teaching career, she decided that it would be useful to learn more about business based on the view that a good professor must understand the theory behind what they are teaching before instructing others. She became known for her contribution in helping to bring stability to financial institutions. After the Tom Yum Koong disease, she played an important role in initiating the first financial institute development plan because she saw some flaws in the whole system. She enjoyed this task, explaining that it was similar to building a new house and lawn after the economic crisis had ended.

“The reason why I wanted to be a chartered director is because I thought it would a rewarding experience for me and useful for the organization to have a qualified

Moreover, when she was a vice-president of the Bank of Thailand, she set a new payment system according to Bank’s development plan phase 3, which set

a strategy to develop infrastructure in a national electronic payment (National e-Payment). It was a new type of payment or Prompt Pay. As she had been appointed to make if functional for all committees of the Bank of Thailand, she realized that the most valuable assets of the organization were the employees. As a consequence, she added value to the organization and employees by setting up the BOT Child Care Center, which took into account work-life balance and the well-being of the staff. The center was very successful and later it was awarded a prize and became a showpiece for many public organizations and leading private companies. She is proud of her initiatives to take care of the employees. Noting the values of the Bank of Thailand as “stand straight, look far, lend a hand and be down to earth”, Mrs. Tongurai led a project to renovate the first banknote printing building of Thailand, which had been closed for more than seven years, to a creative learning and leisure center. It was a museum and library that kept stories from the past for the public to enjoy. Although she had left the Bank of Thailand before it was finished, she is proud of her vision for this project. “Personally, I have seen many things and had many different types of work experiences. One that stands out is setting business strategy, which is the field that I have worked in a long time. It could be my expertise”, she said.

Qualifications of independent director to work effectively One of the requirments of an effective independent director is to develop good rapport with regulators. However, from the viewpoint of Mrs. Tongurai, good qualification starts from the heart. It is the duty of the director to use his or her knowledge to support the operation of company, especially in setting the company strategy. The independent director must have vision on how best to help a company grow sustainably, supervise small and large shareholders and present policy to the board of directors and executives. Importantly, the policy has to be well communicated to the employees. An

36 | B o a r d r o o m

“An independent director must rely heavily on science and art to work, while at the same time be brave and steadfast to do the right thing and insist that the principles associated with serving aa an independent director are honored.” understand administration to achieve the goal and importantly how to effectively work with people with a sense of human feeling.

Challenge of directors Some words of advice from Mrs. Tongurai: We are in the age of a digital society. As a consequence, the first challenge of being an independent is yourself. It is how to develop yourself according to the new situation. You have to be adaptable and open to others opinions. A solid organization, such as IOD, should promote development that provides activities for the directors and other organizations in Thailand and abroad and welcomes open participation

independent director must rely heavily on science and art to work, while at the same time be brave and steadfast to do the right thing and insist that the principles associated with serving aa an independent director are honored. However, if the independent director cannot achieve what he or she is committed to, then it is best to resign. The basis for being an independent director is patience and gentleness.

Public Company Limited is to supervise the company directors. She believes that the number of directors is not necessary but more importantly, the directors have to have experience in business and administration, know their role, and be willing to set policy. As she collaborates with a good lawyer and accountant team and being a chartered director of IOD, she proposes that that a company does not have to grow quickly, but would like to see the company grow gradually, and sustainably with social Concept of director nomination The current role of Mrs. Tongurai as Chairman responsibility, focusing on social interest of Bangkok Commercial Asset Management rather than profit. The directors have to

Also, she noted that the key role of a director is to set company policy and direction for it to grow sustainably. Importantly, the board of directors should have a proper composition. The directors need to understand the company thoroughly and be decisive, especially the chairman, who has to be able to summarize important issues properly to set the framework of board meetings in order for it to be effective and productive for the company.

ªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªªª 3L"DLAB=ÿ=K/3 WG;;K. Û² ÚÑÚÉÜ ÕÕÉÌ Assistant Manager Member Relations Thai IOD

B o a r d r o o m | 37

Anti-Corruption Update

=L<"L3 AL; LAE3 L =JEA L"W.QG3 ;O3L ;±W;CL<3 ´·¸û (Progress Report: March-April 2018) W2@< @:4(M3J.M §ÓÐÐÉÇØÍÚÉ ¥ÇØÍÓÒ §ÓÅÐÍØÍÓÒ F!9K VF $2Z0;Y2 K<. F. K2 K<0Q"<ý. (Thai Private Sector Collective Action Coalition Against Corruption: CAC) 'ITC'Y<M; Ta'E*$TE À¾À b;- I*_6YO; b;- I*_6YO;CW;T'C9Wg> T;CT À¾À _6V;M; T+S6MTLV9:V=ERaD-; bM `$ <EVKS99Wg> T; CW;T'C8X*_CKTD; CWETDGR_OWD66S*;Wh ES<EO*$S< À¾À a6D$TE+S6MTLV9:V=ERaD-; ¯´ CW;T'C a'E*$TE À¾À +S6<EEDTD +R_; ;c=9Wg$GZ C:;T'TE@T5V-D `GR$ER9EI*9Wg LEZ = `;I9T*$TE_7EW D C'ITC@E O C$ O ;DYg ; _$WgDI% O*$TE=ER$O<:ZE$V+MGS$ _@YgO+S6MTLV9:V %OES<EO* a6DLSCC;T'ESh*;Wh+S6_@YgO9lT'ITC =ERaD-; 9Wg_MCTRLCbM `$ <EVKS9LCT-V$ À¾À _% T b+$S < '5R9l T *T;<EV KS 9 9Wg $l T GS * +S 6 9l T _O$LTE_@YgODYg;%OES<EO*c6 ES<9ET<7SIOD T* ;O$+T$;W h BTDMGS * =ER$TJb- 9Wg _ MCTRLCb;$TE+S 6 9l T _O$LTEO T *OV * `GR @ERET-<S S7 V $TE+S6.YOh +S6+ T*`GR$TE<EVMTE _;YhOMT9Wg;lTCTO T*OV*;Sh; 7 O*7O<7E*=ER_6f; @SL6ZBT'ES2 @«J« ¯²³­ $EC<S -W$GT*b;2T; CW ' ITC_-Yg O CaD*ERMI T *% O C[ G _O$LTE9Wg _G%T;Z$TE'5R$EEC$TE'ITCE ICCYO= O*$S; $TE9Z + EV 7 $lTGS *D$E T *=ER$TJCT7E2T;%Sh; _$WgDI% O* 7 lT%O*;aD<TD`GR`;I9T*= O*$S;$TE9Z+EV7 $TE+S6LSCC;TÏìÞá ñì çìæë À¾À `GR b;$TE+S6.YhO+S6+ T*9Wg>[ =ER$O<$TE7 O*+S6bM ÐÊ Âõâàòñæóâ ¿ïæâãæëä 'ESh*9Wg ¯ b;IS;9Wg CW 7TCCT7ET ®¶ %O*@E<«,<S<;Wh a6D'T6I T ;Wh 6S*;Sh; ¯³ _CKTD; a6D*T;`E$+S6b;- I*'EXg*_- T_@YgO +R=ER$TJb- BTDb;c7ECTL ¯ %O*= _ <EV K 9 S 9W > g T ;$TEES < EO*+T$ À¾À `G I`GR `;R;l T ETDGR_OW D 6_$Wg D I$S < a'E*$TEbM ` $ <EVKS99WgL;b++R_% TE<9ET<`GRLO<8TC% O $lTGS*IT*`>;+R_% T=ERC[G_= ;'[ LS T%O*ES2 L*LSD $TEDYg;%OES<EO* ´® % O L I;*T;9WgLO* $fL<TDb+c6 +S 6 b;- I *< T DLl T MES < _+ T %O*<EV KS 9 MEY O >[ <EVMTE%O*:ZE$V+$GZ C ÐÊ _% TE IC_@YgOES< À¾À $lTGS*MT- O*9T*ER6C9Z;_@YgO 9ET<% OC[Ga'E*$TE$ O;+RG*;TC=ER$TJ L;S<L;Z;$V+$EEC Àæñæ÷âë ÃââáßÞàè .Xg*_= ; _+7;TEC5 ;O$+T$;Wha'E*$TE À¾À c6 +S69lT - O*9T*ES<% OC[G_@YgO=ER_CV;'ITCa=E *bL`GR '[ CYOLlTMES<<EVKS9 ÐÊ ;lTc=b- =ER$O<$TE ER6S<$TEbM <EV$TE%O*M; ID*T;ES2a6DCWBT' +S69lTER<<'I<'ZCBTDb;_@YgO= O*$S;$TE+ TD _O$-;_= ;_+ T%O*- O*9T*`GR_$f<ES$KT% OC[G LV;<;_<YhO*7 ; `GR ¾ëñæªßïæßâïö ªéâÞïëæëä 9Wg c 6 ES < +T$=ER-T-;9Wg c =7V 6 7 O <EV $ TE+T$ @E OC`<<96LO<_@YgO_@VgC'ITCE[ 'ITC_% Tb+ M; ID*T;7 T*e%O*ES2 a6D=ER-T-;LTCTE8 _$WgDI$S<LV;<; >G_LWD - O*9T*$TEbM LV;<; bM % OC[G> T;ER<< ÎÏ àìáâ 9Wg7V6=ER+lT `GR% O'IEERIS*bM `$ <Z'GT$Eb;<EVKS9 ÐÊ L8T;9Wg7 T*e%O*M; ID*T;ES2 .Xg*$TEbM % OC[G LTCTE8_% T CTb- * T;c6 a 6DcC CW ' T b- + T D ;Wh =ER-T-;cC 7 O*_= 6_>D7SI7;MEYObM % OC[G Ll T MES < <EV KS 9 9Wg _ 7EW D C'ITC@E O C`GREODYg ; L I;7SI `GR'lT8TC9WgbM 7O<=ER-T-;=ER_CV; %OES<EO* ÐÊ ;Sh; a'E*$TE À¾À +R_= 6ES< c6 7Sh*`7 ER6S<'ITC@X*@Ob+ 'ITCLR6I$ _O$LTE_@YgO%OES<EO*b;c7ECTL °¬¯²³® _= ; EI6_EfI OZ=LEE'9W@g < `GR$TE7V67 O%OES<<EV$TE 7 ;c= 9 T;9WgL;b+LTCTE87V67TC% TILTE`GR 'ESh*;Wh_+O_EWD$ES<_*V;' T;ÉÍ´E O;;ÉÍ´-T ' TOlT;ID ETDGR_OWD67 T*e _@VgC_7VCc6 9Wg ôôô«ñåÞæªàÞà 'ITCLR6I$ MEYO7 O*+ TD_*V;cC CWb<_LEf+bM `$ _+ TM; T9WgES2MEYOcC % OC[GLlT'S _MG T;Wh9Wg_$V6 «àìê 38 | B o a r d r o o m

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Details of the progress on CAC projects and ministries related to business operation. during March-April 2018 are: • After the announcement of the much• March 27: A seminar on preparation awaited Public Procurement Act 2017, the for certification steps. The session was Comptroller’s General Department, as the aimed communicating with company staff anti-corruption panel member responsible responsible for submitting documents for cooperation, is on the process of needed for certification and for reference to drafting a minimum standard of anticorruption policy on procurement following ensure all information are related. Section 19 of the Procurement Act. The • The second seminar on the topic drafted regulation is expected to put into “Road to Join CAC and SME Executive effect in the second quarter of 2018. CACBriefing” to be held on April 26. The morning certified companies and on the process of session will include introduction details bidding contracts should not be worried about the project, 71 steps towards CAC about the upcoming law and regulation. certification and Q&A for participants from companies showing interest in joining • CAC is seeking fundraising channel CAC. The afternoon session will be held to support the Citizen Feedback activity for company owners and SME executives regarded as a channel for receiving crucial to acknowledge details about project prior information for evaluating transparency of to signing an agreement against corruption. public services. The rating platform of QR An anti-corruption handbook, e-learning code is user-friendly and can be done easily and test are also available for SME and quickly. Public individuals do not have entrepreneurs to enhance skills and to disclose him/herself or provide personal understanding on the impact of bribery, information. Good and rapid service, pros and cons, precautions and other delayed process, a request for tea money necessary details about setting internal and advanced service payment without management system to preliminarily receipt etc. are among responses sent to prevent bribery. For SMEs seeking the Citizen Feedback. Such information certification, the next consideration round reflect the chronic corruption issue and will be scheduled in the third quarter of raise awareness of an improvement of 2018. Please log on to www.thai-cac.com public service quality both in short and long run. The Citizen Feedback Phase 2 is on for more information. the process. Any company interested in • CAC Last month CAC pressed ahead supporting the project are welcome to to provide CAC-certified companies with contact CAC. suitable benefits from commercial banks

• Up to 894 companies have so far joined the CAC project. Of the total, 421 are listed companies. Of the total 314 CACcertified firms, 202 are listed. For more information about CAC activities such as Anti-Corruption: The Practical Guide (ACPG) for internal auditors and Ethical Leadership Program (ELP) suitable for board of directors and executives to understand corruption risk management, visit www.thai-cac.com or contact Ms. Pattaraporn at tel: 662-955-1155 ext. 216. ---------------------------------------------------

3L< N//NW.% $K31K" S? Ú² ÑÜÜÑÌÍÒ ÐÉÖÜÉÖÏÓÝÔ Project Manager Private Sector Collective Action Coalition Against Corruption (CAC)

B o a r d r o o m | 39

Anti-Corruption in Practice

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OD T*cE$f7TC À¾À @<I T_$53 $TE =ER_CV;7;_O* ´® % O9Wbg - OD[$ <S <EVK9S %;T6bM ;S;h OT++RcC _MCTRLC$S<<EVK9S %;T6$GT*`GR %;T6_Gf$ ¥Ðʦ .Xg*CW% O+lT$S69Wg7 T*+T$<EVKS9 %;T6bM 6S*;Sh; À¾À +X*c6 =ES<=EZ*_$53 $TE=ER_CV;7;_O*LlTMES< ÐÊ a6D7S69O;G* bM _MGYO`' ®´ % O `7 DS*'*MGS$$TELlT'S _OT cI _@WD*`7 =ES_ <bM LO6'G O*$S<a'E*LE T*`GR b;- I*_6YO;$S;DTD;ª7ZGT'C ¯²³­ c6 CW 'ITCLTCTE8b;$TE=1V<S7V7TC%O*:ZE$V+%;T6 $TE96LO<ER<< a6D_= 6aO$TLbM =ER-T-; _Gf$CT$%Xh; 9WCg Tb- <EV$TE9WgLlT;S$*T;9Wg6V;LTC`M * J[;D ìëâªðñìí ðâïóæàâ %O*LlT;S$*T;'5R À¾À c6 +S69lT'[ CYO ¥Ñììéèæñ¦ LlTMES< $EEC$TEOTMTE`GRDT `GR L I;*T;9R_<WD; ÐÊ _@YgObM LTCTE89lT'ITC_% Tb+MGS$$TE %O*$EC$TE%;L *9T*<$ LTCTE8L`$; ÎÏ `GRLTCTE8$lTM;6`;I=1V<S7Vc6 OD T*8[$7 O* Àìáâ .Xg*;lTc=L[ `<<LO<8TCLSh;e .Xg*b- 7TC_$53 9Wg$lTM;6 ;O$+T$;Wh À¾À DS*c6 +S6 _IGTb;$TE7O<_@WD*cC _$V;LO*;T9W .Xg*+R_= 6 9lTER<<$TE_EWD;E[ `GR? $O<EC`<<OO;cG; aO$TLbM =ER-T-;bM 'R`;;'ITC@X*@Ob+ ¥âªñïÞæëæëä¦ _@YgObM 'ITCE[ _$WgDI$S<_EYgO*%O* <EV$TE9Wgc6 ES<+T$BT'ES2 EIC8X*bM % OC[G_$WgDI $TE+ TDLV;<; `GR`;I=1V<S7V9Wg8[$7 O* .Xg*+R $S<'ITC=ER9S<b+ OZ=LEE' `GR$TE_EWD$ES< _= 6aO$TLbM @;S$*T;%O* ÐÊ c6 _EWD;E[ `GR LV;<;6 ID _% Tb+`;I=1V<S7V9Wg8[$7 O* ;O$+T$;WhDS*+RCW$TE +S6<EEDTD Âõâàòñæóâ ¿ïæâãæëä bM $S<>[ <EVMTE b;- I*M TLS=6TM 9Wg96LO<ER<< CW ÐÊ 9WLg ;b+_$WDg I$S<$TE=ER$TJ_+7;TEC5 `GR =ER-T-;E ICbM % OC[G> T;$TE9lT`<<LO<8TC $TEES<EO*LlTMES< ÐÊ 6 ID .Xg*9Sh*MC6;Wh+R_EVgC OO;cG; MGTD@S;ETD .Xg*_= ;+lT;I;9WgL[*$I T 6lT_;V;$TEb;= ¯²³® .Xg*8YO_= ;M;Xg*b;'ITC `<<LO<8TC9WgM; IDET-$TE+S69lT_O*OD T* CT$ `L6*bM _Mf;I T=ER-T-;@E OC+RbM 9 T9TD9WgLlT'S %O* À¾À b;= ;Wh % OC[GMT$CSg;b+I TCW$TE_$f<% OC[G+T$M; ID LVg*9WgLlT'S 9WgLZ6%O*a'E*$TE À¾À cC c6 *T;9Wg_= ;$GT*b;BT'_O$-;`GR+RCW$TE;lT OD[ 9Wg+lT;I;<EVKS99Wg_% TCTE ICa'E*$TE `7 OD[ % OC[Gc=b- =ERaD-; _@YgO=ES<=EZ*<EV$TE+EV*

Ă€žĂ€ $lTGS*MTEYO$S<LlT;S$*T;'5R $EEC$TE@S4;TER<<ET-$TE ÂĽ$@EÂŤÂŚ `GR M; ID*T;BT'ES2OW$MGTD`M *_@YgO_@VgC+lT;I; M; IDET-$TE9Wg+R_% TCTE ICa'E*$TE Ă€ÌùÌáâÍ ĂƒââåĂ&#x;Ăžà è _AL9WgLO*b;= ;Wh a6D7Sh*_= TI T+R _@VgCOW$OD T*; OD²­ L8T;9Wg .Xg*MT$ER<<;Whb- $TEc6 6W`GRCW$TE%DTDc=b- $S<M; IDET-$TE 9SgI=ER_9Jc6 $f+R_= ;OW$M;Xg*$Gc$LlT'S‰9Wg +R- ID@S4;T=ERLV9:VBT@<EV$TE%O*ER<< ET-$TE `GR+RG6_*YgO;c%9Wg_OYhObM _$V6$TE 9Z+EV7'OE ES=-S;c6 b;9WgLZ6

This implies that most businesses with low risk of bribery have already joined CAC. They be referred to as the low hanging fruit. Thus, it is a challenge to persuade the remaining companies to declare an intention with CAC in the next phase because most this group have a high risk of bribery or are companies that do not focus on transparency when conducting business.

an opportunity for the public to express their opinions about satisfaction and transparency of services from the public sector via an online questionnaire developed by the private sector using new smartphone technology. The system was tested during SeptemberOctober 2017. People who visited the three offices of Land Office, the one-stop service center of Food and Drug Administration and the license section of Land Transport Department could scan the QR code that enabled them to complete a short questionnaire. This allowed the public to rate the services received from the public sector, including the information about their impression, constraints and bribery.

In addition to large companies, CAC also supports companies in the project to act as a change agent by inviting their trade to join CAC in order to ensure that a6DLEZ=`G I _EYgO* Ă?ĂŠĂ‚ `GR Ă€ÌùÌáâÍ partners business is transparent for the whole ĂƒââåĂ&#x;Ăžà è _= ;LO*'ITC9 T9TDLlT'S‰9Wg Ă€žĂ€ their chain from upstream to downstream. In the +RCZ *_6V;M; T6lT_;V;$TEbM LlT_Ef+b;= ;Wh past, many companies, such as Somboon ÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞ Group Bang Chak and PTT, really put an effort into this and succeeded in convincing In the previous issue, Boardroom reviewed many suppliers to declare their intention In a period of five weeks, thousands of the work and progress of the private sec- with CAC. people submitted the online questionnaire. tor in solving corruption in the supply side in The number was much higher than for a which Thai Private Sector Collective Action However, CAC has found that the 71 criteria similar questionnaire given by government Coalition Against Corruption (CAC) played for self-assessment for large companies agencies. It demonstrated that the public an important role. might not be suitable for small and medium was ready to give information if they were enterprises (SMEs), as they have different sure that the data collection was from Since the initiation of CAC in 2010, the limitations than large companies. CAC has neutral organizations in the private sector number of companies that have declared an adjusted the criteria for self-assessment and the information would be used for intention not to receive or pay a bribe with for SMEs by lowering the number of crite- taking action. CAC has increased continuously, from 20 ria to 17. However, the criteria are based on companies in the first year to 894 companies the same key principles, with some parts CAC is under discussion with Office of the currently. Most of them are large listed adjusted to be more consistent with the Public Sector Development Commission companies on the stock exchange and their compliance ability of SMEs. and many government agencies to increase affiliates. Some limited companies not listed the number of government agencies in the on the stock exchange and multinationals CAC has developed a toolkit for SMEs to citizen feedback project phase 2 this year, and small companies have also made this help them understand the principles and with a target to add at least 50 locations. commitment, but the number of those types required practices in accordance with the If this system is effective and extended to of companies remains low when compared criteria. Moreover, it also has also developed other government agencies nationwide, with the total number of companies that an online learning system (e-learning) to it will be another important mechanism to have declared their intention. enhance knowledge about bribery and enhance the efficiency of the bureaucracy and correct practices and help SME employees decrease favorable conditions for corruption. Most of the companies listed on the stock learn the correct practice. In addition, there exchange that have declared their intention is also an executive briefing for executives In conclusion, participation of SMEs in the with CAC operate in the commercial sector of SME who are interested in declaring their bribery pledge and citizen feedback are two under strict regulations and are a part of intention and certification for their SMEs. All important challenges that CAC will improve the real economy and have a low risk of activities will begin in 2018, which is one of upon this year. bribery. However, the number of the the challenges for CAC this year. 3L<8ÄŠC-R 8=E;#==<L —Ú² šĂ?ÑÛÉÖĂ? companies with high risks of bribery, such šĂ?Ú×ÕËĂ?ÉÖåÉ as asset or construction firms that have Another important project that CAC Public Relations implemented last year was a pilot project declared their intention remain low. Consultant called “Citizen Feedbackâ€?, which provided Thai IOD

B o a r d r o o m | 41

Board Review

¸ĂŒĂ‰ ÂĽĂ–Ă˜ Ă“ĂŠ §Ă?ÆÉÖ ÂśĂ?Ă—Ă? ³ÚÉÖ×Ă?Ă‹ĂŒĂ˜Âž

C-Suite Guide to Cyber Risk ÂŻĂ?Ă’ĂˆĂ?É ŠĂˆĂ?Ă˜Ă?Ă“Ă’ by Paul C Dwyer

<OE 6E[C,<S<;Wh%O;lT`;R;lTM;S*LYO_EYgO* Ă‘üâ žïù ĂŹĂŁ ÀÜĂ&#x;âï Ă?Ìðè ĂŒóâïðÌäüù¡ ˻Ă?òÌùâ Ă„òÌåâ ùÏ Ă€ĂśĂ&#x;âï Ă?Ìðè ĂˆÌÍåÊâ Ă‚åÌùÌÏÍ _= ;M;S*LYO9Wg_%WD;8X*'ITC_LWgD*b;aG$c._<OE 9Wg-WhbM _Mf; $GDZ9: %O*`7 GR<Z''G_@YgO9Wg+R@V-V7_= TMCTD `7 +RCW.S$$Wg'; ES<E[ $GDZ9: 9Sh*MC6`G I;lTc==ES<b- M;S*LYO_G C;Wh+Rc%'lT7O< bM $<S >[O T ; a6D_,@TR>[< EVMTEER6S<L[* _$WDg I$S<BSDb;aG$c._<OE 9WgOS;7ETD9SgI9Z$CZCaG$ EICc=8X*IV:W= O*$S;O*' $E+T$aG$ c._<OE 9Wg$lTGS*@S4;T`GRDT$7 O$TE'I<'ZC _;YhOMT=ER$O< c=6 ID_EYgO*LlT'S‰ OT9V ORcE'YOBSD'Z$'TC`GR7 ;$lT_;V6CT +T$cM; ;O$+T$;Wh >[ _%WD;DS*LEZ=MGS$ Ž­ =ER$TE%O*b;aG$ c._<OE 9Wg_= ;BSD7 O$TE'I<'ZC @E OC<9_EWD;_@YgObM >[ O T; LTCTE8- IDO*' $EbM @ ;BSD+T$aG$c._<OE c6 OW$6 ID 9 T; LTCTE8MT.YhOM;S*LYO_G C;Wh_@YgOO T;_@VgC_7VCc6 9Wg Ă†ĂŒĂ

This boardroom would like to recommend The Art of Cyber Risk Oversight: C-Suite Guide to Cyber Risk Kindle Edition book by Paul C Dwyer (Author) which wrote about “All men can see the individual tactics necessary to conquer, but almost no one can see the strategy out of which total victory is evolved.� This book aim to inform a senior business audience on what the cyber risk landscape is comprised of today and what they can do to protect their organisations in developing a cyber risk oversight strategy. The book is essentially set out in two sections. The first section outlines what exactly the challenge is from a cyber risk landscape perspective. What are the threats and what are their origins? The second section of the book outlines what you can do. It sets out ten principles of cyber risk oversight. Consider each principle like a strand of rope having its own strength but when twisted together are immensely strong. The answer to cyber risk lies with strategic leadership. Which you able to buy this book from IOD office.

42 | B o a r d r o o m

Board Activities

SME Executive Briefing 1/2018

Ă†ĂŒĂ b;2T;R_G%T;Z$TEa'E*$TE`;IE IC=1V<S7V `;IE IC=1V<S7V%O*BT'_O$-;c9Db;$TE7 O7 T;$TE 9Z+EV7 MEYO ÑüÞÌÊÞÍå Ă° Ă?ïÌóÞùâ Ă?âà ùÏï Ă€ÏÊÊâà ùÌóâ žà ùÌÏÍ Ă€ĂŹĂžÊÌùÌÏÍ žäÞÌÍðù Ă€ÏïïòíùÌÏÍ ÂĽĂ€žĂ€ÂŚ c6 +S6 Ă?ĂŠĂ‚ Ă‚þâà òùÌóâ ¿ïÌâãÌÍä Ž¯­Ž¾ bM `$ >[ =ER$O<$TE Ă?ĂŠĂ‚ _@YgOES<9ET<ETDGR_OWD6_$WgDI$S<$TE_% TE ICa'E* $TEQ `GR$TEDYg;%OES<EO* LlTMES<<EVKS9%;T6 Ă?ĂŠĂ‚ b;IS;9Wg ÂŽÂą $ZCBT@S;: ¯²³Ž 5 7X$7GT6MGS$9ES@D `M *=ER_9Jc9D 8;;ES-6TBV_K$ ÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞ IOD as a secretary of Thailand’s Private Sector Collective Action Coalition Against Corruption (CAC) organized an SME Executive Briefing 1/2018 to inform SME owners of participating and registering in Small and Medium Enterprise (SME) project on February 12th, 2018 at the Stock Exchange of Thailand Building, Ratchadaphisek Road.

CGR Workshop

_CYOg IS;9W g Ž² $ZCBT@S;: 9>gW T ;CT Ă†ĂŒĂ c6 +6S Ă”ÏïèðüÏí _+TRGX$_$53 $TE=ER_CV; ÀÄĂ? `<<ETD% O bM $S< IV9DT$E`GR<Z'GT$E%O* Ă†ĂŒĂ _@YgOLE T*'ITCE[ 'ITC _% Tb+_$WgDI$S< ÀÄĂ? `GR_'EYgO*CYO=ER_CV; ÀÄ @E OC Ă”ÏïèðüÏí b;$TEG*CYO=1V<S7V+EV* a6D'Z5IWEIEE5 CS;;TBV;S;9 EO*$EEC$TE>[ +S6$TE L8T<S;$EEC$TE <EVKS9c9D `GR6EÂŤ8;OCJS$6Vk LZIEE5; OD 9Wg=EX$KT a'E*$TE ÀÄĂ? L8T<S;$EEC$TE<EVKS9c9D ÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞ On February 15th, IOD held an intensive CGR assessment workshop for IOD trainers and staff in order to build up knowledge and understanding towards CGR and CG assessment tools together with a practical workshop in practice by Mrs. Wirawan Munnapinun, Assistant Vice President of Thai Institute of Directors and Dr. Thanomsakdi Suvarnnoi, CGR Consultant of Thai Institute of Directors.

44 | B o a r d r o o m

Case Workshop

ĂŠĂŻÂŤ ¿ïâÍùÏÍ Ă‡òðùÌÍ ĂŠĂžòïÌâÊÊÏ IV9DT$EMGS$L[7E à ÀĂ? EZ ; ¯²³ `GR Ă†ĂŒĂ ĂƒâÊÊÏô ĂŠâêĂ&#x;âï c6 +S67VI Ă Ăžðâ ôÏïèðüÏí bM >[ _% TO<ECMGS$L[7E à ÀĂ? ¯²³ Ă‚ÍäÊÌðü Ă?âðÌåâÍùÌÞÊ 9Wg<EVKS9 6W6S<_<VhGD[@W .V7WhL_=. +lT$S6 _CYgOIS;9Wg ² CW;T'C9Wg> T;CT ÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞ Mr. Brenton Justin Mauriello, a trainer of DCP 256 program and IOD fellow members provided a case workshop tutoring for DCP 256 English Residential participants at DWP Cityspace Ltd. on March 5th, 2018.

IOD Open House

b;IS;9Wg Ž° CW;T'C9Wg> T;CT Ă†ĂŒĂ c6 +S6*T; LSCC;T ĂŒíâÍ Ă…Ïòðâ 'ESh*`E$%O*= ;Wh b;MSI% O<9<T9 _G%T;Z $ TE<EV KS 9 b;$TEL * _LEV C 6 T ;$TE$l T $S < 6[ ` G $V+$TE9Wg6WbM $S<O*' $E _@YgObM 'ITCE[ _$WgDI$S<_EYgO* ÀÄ ùïâÍå 9Wg_G%T;Z$TE<EVKS9'IE9ET<`GR<9<T9%O* Ă†ĂŒĂ b;$TEL;S<L;Z;$TE$lT$S<6[`GR$V+$TE9Wg6W%O*<EVKS9 a6DCW_G%T;Z$TE<EVKS9_% TE IC$I T ³­ 9 T; ÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞÂŞ On March 13th, 2018, IOD held the first Open House event of the year on the topic of ‘the Role of Corporate Secretory in Supporting Corporate Governance’ to inform secretaries of necessary CG trend and the role of IOD in supporting good corporate governance of organizations. Over 60 corporate secretaries joined the event.

46 | B o a r d r o o m

B o a r d r o o m | 47

Member Corner

MEMBER CORNERR MEMBERCORNER b;'OGS C ; ;Wh _ ET%O`L6*'ITCDV ; 6W $S < _MG TJVKD _$ T`GRJVKD = ++Z<S;%O* ÆÌÁ 9Wg 7<_9 T $S ; %Xh ; ES < ET*IS G +T$MGTDO*' $ Eb; MGT$MGTD`%;* _EVgC7 ;6 ID • ;TD-SDIS4; a'ITIVLTES- ¥ÁÀÍ ®³µ¦ =ER:T;_+ TM; T9W<g EVMTE `GR$EEC$TE>[ +S6$TEbM <EVKS9 <T*+T$ 'OE =O_E-Sg; +lT$S6 ¥CMT-;¦ 9Wg%Xh;ES<ET*ISG Êìðñ ÐòðñÞæëÞßéâ ÏâëâôÞßéâ Âëâïäö ÀìêíÞëö ÑåÞæéÞëá b;*T; ÆëñâïëÞñæìëÞé ÃæëÞëàâ ÊÞäÞ÷æëâ ¾ôÞïáð ¯­®´ .Xg*_= ; ET*IS G 9Wg C O<bM $S < <Z ' 'G`GRO*' $ Eb; OZ7LTM$EEC$TE_*V;ERMI T*=ER_9J9WLg E T*'ITC `7$7 T *OD T *CW ;S D Ll T 'S `GR_@Vg C C[ G ' T bM $S < OZ 7 LTM$EEC 5 ÊÞïæëÞ ¿Þö ÐÞëáð Àìëóâëñæìë Àâëñâï =ER_9JLV * 'a=Ek • ;TD_$WDE7V-TD cC7EWI*K ¥ÁÀÍ ®²­¦ EO* $EEC$TE>[h + S 6 $TEbM g $GZ g C *T;IT*`>; DZ 9 :JTL7E ` GR@S 4 ;T'ITCDSg * DY ; O*' $ E <EVKS9 <T*+T$ 'OE =O_E-Sg; +lT$S6 ¥CMT-;¦ ES<CO< ± ET*ISGb;*T; ¾ðæÞ ÐòðñÞæëÞßæéæñö Ïâíìïñæëä ¾ôÞïáð ¥¾ÐϾ¦ ¯­®´ b;2T;R Ñåâ Ôæëëâï =ER$O<6 ID ET*ISGETD*T;'ITC DSg*DY;DO6_DWgDC`M *= MEYO ¾ðæÞ ð ÐòðñÞæëÞßæéæñö Ïâíìïñ ìã ñåâ ÖâÞï +T$ ū« Êï« Ðàìññ ÔæäåñêÞë© ñåâ ¿ïæñæðå Åæäå Àìêêæððæìëâï EIC9Sh*ET*ISG$TEETD*T;9Wg`L6*LTES78BT@ DO6_DWgDC ¥¾ðæÞ ð ¿âðñ ÊÞñâïæÞéæñö Ïâíìïñæëä¦ ET*ISG$TEETD*T;$TE6lT_;V;*T;$S<>[ CWL I; c6 _LWDDO6_DWgDC ¥¾ðæÞ ð ¿âðñ ÐñÞèâåìéáâï Ïâíìïñæëä¦ `GRET*ISG$TEETD*T;$V+$EEC -Z C -;`GRLS * 'CDO6_DW g D C ¥¾ðæÞ ð ¿âðñ Àìêêòëæñö Ïâíìïñæëä¦ 5 Âáâë ÅÞéé =ER_9JLV*'a=E • `GR;T*@S-EW '*7ER$[G_9WD; ¥ÁÀÍ ®²¦ EO*$EEC$TE>[ +S6$TEOTIZaL _'EYO _+EV aB'BS53 9Wgc6 ES<ET*ISG ¾ðæÞ ð ¿âðñ Ãæïðñ Ñæêâ ÐòðñÞæëÞßæéæñö Ïâíìïñ ¯­®´ b;*T; _6WDI$S; • ;TDOBVES$K +V7ET;;9 ¥ÁÀÍ ¯°µ¦ =ER:T;_+ TM; T9WgLTD*T;6lT_;V;*T;=ER$S; -WIV7 <EVKS9 _OA6S<<GVI6W =ER$S;-WIV7 +lT$S6 ¥CMT-;¦ `GR ;TDIEIS+; _+EV -SD@*J ¥ÁÀÍ ¯±²¦ $EEC$TEEO*$EEC$TE>[ OlT;ID$TE <EVKS9 ;lTLV;=ER$S;BSD +lT$S6 ¥CMT-;¦ 9Wgc6 ES<ET*ISG J[ ; D ES < _EYg O *E O *_EW D ;`GR`$ c %= MTbM $S < >[ <EVaB'DO6_DWgDC ¥ÀÞéé Àâëñâï 6W_6 ;¦ +T$

Mr. Chaiwat Kovavisarach

Mr. Apirak Chitranondh

Mr. Kiatchai Maitriwong

Mr. Voravatch Jaroenchaiyapongs

Mrs. Patsharee Congtrakultien

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48 | B o a r d r o o m DCP 222

Mrs. Yuphin Chanjuthamard

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MEMBER CORNER Boardroom would like to congratulate IOD members and alumni for receiving many awards in various areas, starting with • Mr. Chaiwat Kovavisarach, (DCP 168) President and Chief Executive Officer of Bangchak Corporation Public Company Limited, received the Most Sustainable Renewable Energy Company – Thailand in International Finance Magazine Awards 2017 at Marina Bay Sands Convention Center, Singapore • Mr. Kiatchai Maitriwong (DCP 150) Senior Executive Vice President, Corporate Strategic Planning and Sustainability Development Group of Bangchak Corporation Public Company Limited, earned four awards from Asia Sustainability Reporting Awards (ASRA) 2017 which including Asia’s Sustainability Report of the Year from H.E. Mr. Scott Wightman, the British High Commissioner, Asia’s Best Materiality Reporting, Asia’s Best Stakeholder Reporting, Asia’s Best Community Reporting at Eden Hall, Singapore. • Mrs. Patsharee Congtrakultien (DCP 15) Senior Vice-President of the Charoen Pokphand Group, won the Asia’s Best First Time Sustainability Report 2017 award at the same event. • Mr. Apirak Chitranondh (DCP 238) Chief Operations

Mr. Sukhawat Dansermsuk

Ms. Jareeporn Jarukornsakul

Officer at FWD Life Insurance Company Limited Company and Mr. Voravatch Jaroenchaiyapongs (DCP 245) Deputy Managing Director at Nam Seng Insurance Public Company Limited received the Best Call Center Award from Office of The Consumer Protection Board. • Mrs. Yuphin Chanjuthamard (DCP 242) Managing Director at Nova Organic Company Limited won Health Wellness and Beauty Awards 2018 from Central Watson Company Limited. Besides that we would like to congrats Mr. Sukhawat Dansermsuk (DCP 225) Co-President and Chief Executive Officer of Food Business at Charoen Pokphand Foods Public Company Limited who earned The Honorary Award Ceremony in Science Program in Food Technology at Maejo University. • Furthermore, congratulations to Dr. Sujittra Sombuntham (DCP 244) for promotion to the new Independent and Non-Executive Director of Fraser and Neave, Limited, Singapore. • Ms. Jareeporn Jarukornsakul (DCP 210) for promotion to the new Chairman of WHA Corp. Company Limited. • Mr. Aswin Techajareonvikul (DCP 95) CEO and President of Berli Jucker Plc and Big C Supercenter Plc has been appointed

Honorary Consul of Mexico in Rayong, and • Mr. Supattanapong Punmeechaow (DCP 131) for promotion to the new Thai IOD Board on January 2018. Ending this column with photos show parties to celebrate friendship among alumni of DCP 228, 248 and several other alumni groups at variety venues. IOD has been delighted to learn that our alumni keep a close tie with their groups. ---------------------------------------------------

Dr. Sujittra Sombuntham

Mr. Aswin Techajareonvikul Sukhawat Dansermsuk

Mr. Supattanapong Punmeechaow

DCP 228

DCP 248

B o a r d r o o m | 49

Welcome New Member

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50 | B o a r d r o o m

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E 52 | B o a r d r o o m

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